banyule city council budget 2015/2016 draft 9 april 2015

Budget 2015/2016 – Draft 9 April 2015

Banyule City Council Budget 2015/2016 Page 1

Contents Page

Mayor’s introduction 2

Chief Executive Officer’s summary 4

Budget summary 6

Budget processes 12

Overview 16

1. Linkage to the City Plan (Council Plan) 16

2. Services, initiatives and service performance indicators 25

3. Budget influences 97

Budget Analysis 102

4. Analysis of operating budget 102

5. Analysis of budgeted cash position 111

6. Analysis of capital budget 115

7. Analysis of budgeted financial position 120

Long term strategies 124

8. Strategic resource plan and financial performance indicators 124

9. Rating information 129

10. Other strategies 132

Appendices

A. Budgeted statements 137

B. Rates and charges 144

C. Capital works program 152

D. Fees and charges schedule 179

Note: This Budget Report has been prepared with reference to The Institute of Chartered Accountants

‘Victorian City Council Model Budget 2015/2016’, a best practice guide for reporting local government

budgets in Victoria.

Banyule City Council Budget 2015-2016 Page 2

Mayor’s Introduction

We are pleased to release the Banyule City Council Budget for 2015/2016. This is the third budget of this Council’s four-year term and we continue to deliver on our commitment to strengthen the long-term sustainability of Banyule. I would like to thank all the residents, businesses, community groups and organisations that helped shape the budget by giving us valuable feedback throughout the year. We place great importance on looking to improve our community consultation and engagement to ensure you can have your say. What continues to be emphasised is the need for Council to maintain its diverse range of services and renew infrastructure, such as roads, drainage and recreational facilities. This budget has been developed through a rigorous process of reviews. At the forefront of our consideration is to ensure we continue to invest in renewing and maintaining our valuable infrastructure while we keep providing relevant services to the community. In order to achieve these objectives it will be necessary to increase the total amount raised from general Council rates by 4.95%. This figure plus our municipal charge will raise a total of $89.56 million for 2015/2016 to maintain existing service levels, fund a number of new initiatives and continue to allocate additional funds to renew the City’s infrastructure. The rate increase has been reduced significantly from the level foreshadowed in Council's Strategic Resource Plan adopted in the previous year; this is despite a number of significant budget impacts including continued cost shifting from State and Federal Governments and a freeze in indexation of the Victoria Grants Commission funding. We need to carefully monitor our economic sustainability in upcoming years particularly in the light of likely rate capping being imposed on local government from the 2016-2017 financial year onwards. Council will clearly adhere to what is legislated but foreshadows for our community the pressure this is likely to bring to bear on us to maintain current service levels and our capital works program. As always, we will constantly strive to introduce efficiencies across all areas of expenditure to allow Council to maintain its service and robust capital plan. We will continue to look at innovative solutions to supplement our income streams to reduce the rating burden. The capital expenditure plan over the next four years is expected to be $143.72 million ($42.76 million in 2015/2016). Council will invest $26.23 million on renewal projects in 2015/2016. Highlights of the Capital Works program for 2015/2016 include:

Buildings ($25.59 million), included in this spend for 2015/2016 is the building of offices for Council administration in Greensborough. This two-year project is the completion of the Council’s Civic Precinct development in Greensborough, with funding coming from the sale of commercial properties in the Greensborough area. The office also contains extensive community meeting facilities, currently lacking in the Greensborough area. The Ivanhoe Civic Centre will be redeveloped, with options for a new library in the space while retaining the Council Chambers.

Council endeavours to meet the community’s sporting and recreational needs with major works funding being allocated for the completion of pavilion and associated works at Cartledge Reserve, Ivanhoe Park and Telfer Reserve. In addition, Council reconfirms its commitment to a future stadium development in the south of the City to replace the


Banksia stadium courts lost to the community. Council awaits a significant funding commitment from the State Government to ensure the progression of an appropriate facility.

We will be investing $5.51 million in roads, streets, bridges and drainage. This will include reconstructions, roads to recovery projects, resheeting, bicycle, footpath and public transport infrastructure improvements.

Council will continue to improve its parks and playgrounds with an allocation of $3.70 million, including upgrading playground equipment, fencing, pathways, and open space facilities.

In addition to the above key planned capital investments a number of new initiatives are also proposed to commence in 2015/2016:

Initial investment into the development of a community hub at a new Ivanhoe Library and early learning hub at Sherbourne Road.

A solar panel installation program on key Council assets producing approximately 180 kWh of electricity per annum.

Whilst Council continues to deliver quality services and investment in capital infrastructure,

the associated costs to maintain and replace these vital assets and resources continue.

Expenditure has been allocated across various initiatives to ensure we meet the expectations

of the community to manage, educate and engage. Initiatives that we have continued to invest

in include stormwater management, bushland maintenance, environment, transport and direct

community initiatives. The community initiatives cover programs such as the Banyule Youth

Summit, Youth Foundation 3081 and post neighbourhood renewal, Banyule Housing Support

Group, and Movies on the Move.

Over the past few years Council has made a significant investment in renewing ageing infrastructure that will help safeguard our future. In 2015/2016, capital expenditure on asset renewal will exceed 61% of total capital expenditure for the year; and 65% over the four years as per the Strategic Resource Plan. By 2018/2019, infrastructure, property, plant and equipment under the care of Council will reach $1.44 billion. It is safe to say Council’s objectives to maintain its assets and deliver quality services will become more difficult in a rate capping environment. However, in the face of ongoing sustainability challenges we do remain committed to ensure our assets remain in good condition for future generations and that our levels of service remain high. We also continue our focus on strong financial management and working more efficiently. Along with advocating for additional funding from other levels of government, this all helps to reduce operating costs and find savings for ratepayers. This budget continues to build on making Banyule a better place to live, work, play and raise a family. It is a clear blueprint that brings overwhelming benefits to the community now and into the future.

Cr Craig Langdon

Mayor


Chief Executive Officer’s summary Thank you for taking the time to read the Banyule Council’s Budget for 2015/2016.

The budget is an important element within the Council’s planning framework and aligns with

the directives of the City Plan (2013-2017). It describes the ongoing financial support necessary

to achieve the goals and objectives of the City Plan. The budget provides a clear strategic

direction to achieve the long- term financial sustainability for Banyule while ensuring we

continue to deliver relevant services in response to the community’s expressed needs.

Over the last year, we have been actively engaging with and listening to the community at local

events, and through household and online surveys. To ensure we heard from a variety of

voices, our consultation and research used in the development of the Year 3 City Plan also

incorporated information gathered from many of our initiatives, including the Early Years 100

Faces, Banyule Youth Summit, Seniors Morning Tea, Transport Forum and Urban Forest

Strategic Plan. We use all of this valuable feedback to inform our work and shape Council’s

direction, along with things such as legislative changes, reviews of service standards, budget

information and industry trends.

In the next 12 months Victorian councils will face a major challenge. The State Government

has announced that it will cap annual council rate increases from the 2016/2017 financial year

in an effort to contain the cost of living in Victoria. For the long-term financial sustainability of

Council we must assess how we continue to fund our core services. Despite this challenge,

Council under its proposed four-year strategic plan, will continue to maintain a strong financial

position.

Key financial sustainability principles are incorporated into the 2015/2016 Budget, these

include improving administration and operating efficiencies, and being more prudent in finding

savings. One of our major long-term projects starting to take shape is the construction of new

Council offices and community facilities above WaterMarc. In 2003, Council adopted the

Greensborough Principal Activity Centre - Local Structure Plan. This Plan aimed to strengthen

and reinforce the civic role and functions of the activity centre and promoted the development

of a civic precinct which included the location and use of Council offices in Greensborough.

We foreshadowed the building of this office in 2007 and purposely designed WaterMarc,

which opened in 2012, so that the offices and community facilities could be built on top of it at

a later stage.

The new building will bring financial and environmental savings, and increased productivity as

Council staff collocate from three separate offices across Banyule – at Ivanhoe, Rosanna and

Greensborough – into one purpose built, environmentally sustainable building. The proposed

collocation will further enable Council to implement the objectives of the Ivanhoe Structure

Plan (Civic Precinct Master Plan) including a new library in the Ivanhoe Office together with

Council Chambers and a customer service centre.

With the impending arrival of a rate capped environment, Council is planning to address the

new demands this will place on Banyule. We will take a structured approach looking at actions

that will raise alternate revenue sources and further improve productivity. This is especially

important when dealing with reduced funding from State and Federal governments and

increased cost shifting. Council continues to advocate for grants to improve our City and help

minimise rates. We will continue to work with the community to lobby on local issues outside

of our responsibility and seek beneficial resolutions.


Our budget decisions have considered the Victorian Auditor-General’s annual sustainability

assessment ratios for underlying result, liquidity, indebtedness, self-financing, capital

replacement and renewal gap. Council, when applying these ratios, continues to manage

responsibly and efficiently. We have devised a budget that will deliver significant capital works

over the next four years.

Council’s key focus areas and wide ranging initiatives include:

Enhancing and protecting our open spaces, parklands and street trees

Maintaining and upgrading roads, buildings, drains and footpaths

Delivering social services and support programs to the community

Commencing construction of One Flintoff (Council’s future consolidated office in

Greensborough)

Improving our sporting facilities across the municipality

Implementing environmentally friendly practices, such as installing solar power on

Council buildings, and reducing greenhouse emissions by 3,000 tonnes and Council’s

streetlight costs by almost $350,000 per year from our energy efficient streetlight

replacement program

Encouraging diverse and inclusive communities

Providing quality festivals, events and activities

Over the next four years Council is taking action to ensure we commit to:

Reviewing all services that we undertake across the Council

Continuing that we produce the very best in terms of quality and

Continuing that the services and programs we deliver are those the community really

require and are relevant

I am confident that, with the full support of Councillors and staff and the continuing valuable

contribution from the community, we will meet the changing needs of the community. I look

forward to the delivery of the 2015/2016 Budget which seeks to achieve the objectives and key

directions of the City Plan (2013-2017) that help build a better Banyule.

Simon McMillan

Chief Executive Officer


Budget Summary

Council has prepared a Budget for the 2015/2016 financial year which seeks to balance the

demand for services and infrastructure with the community’s capacity to pay. Key budget

information is provided below.

1. Rates

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

It is proposed that general rates increase by 4.95% for the 2015/2016 year, raising total general

rates and charges of $89.56 million, which includes $6.8 million from municipal charges and

$371,000 generated from supplementary rates. This rate increase is a reduction of 3.00% down

from 7.95% which was adopted in Council’s Strategic Resource Plan in the previous year.

*Subject to proposed State Government legislation – rate capping.

2. Operating result

The expected operating result for the 2015/2016 year is a surplus of $3.87 million, which is a

decrease of $2.38 million from 2014/2015 forecast operating result. The decline in operating

result is due mainly to a number of large strategic property sales that occurred in the

2014/2015 year and which resulted in an $11.82 net gain on disposal of assets and inflated the

operating result.

7.95 7.95

4.95

2.50* 2.50* 2.50*

0.00

2.00

4.00

6.00

8.00

10.00

A2013/14 F2014/15 B2015/16 SRP2016/17 SRP2017/18 SRP2018/19

% r

ate

incr

eas

e

1.97

6.25 3.87

2.35 2.66 1.83

-4.0

-2.0

0.0

2.0

4.0

6.0

8.0

A2013/14 F2014/15 B2015/16 SRP2016/17 SRP2017/18 SRP2018/19

Surp

lus

/ -d

efi

cit

$M


3. Services

The net cost of services delivered to the community for the 2015/2016 year is expected to be

$67.27million which excludes depreciation and unallocated corporate cost. A key influencing

factor in the development of the 2015/2016 budget has been the most recent results of the

community satisfaction survey. The survey results identified a relatively high level of

community satisfaction and Council has built a budget which maintains its quality services to

the community.

4. Cash and cash equivalents

Cash and cash equivalents are expected to increase by $1.55 million during the 2015/2016 year

to $54.22million as at 30 June 2016. After which the cash position will decline to fund the

capital works program over the next four years. Funding to be utilised is from the recent

purchases of school sites which have inflated the current cash and cash equivalents holding.

In addition to the above cash holdings the Council also has $18millon in financial assets. The

movement in cash and cash equivalents is in line with Council's Strategic Resource Plan.

54.80

66.45 67.27 68.21 71.07 72.85

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

A2013/14 F2014/15 B2015/16 SRP2016/17 SRP2017/18 SRP2018/19

ne

t co

st $

M

56.84 52.67 54.22

46.42

34.94

27.16

0.00

10.00

20.00

30.00

40.00

50.00

60.00

A2013/14 F2014/15 B2015/16 SRP2016/17 SRP2017/18 SRP2018/19

cash

on

han

d $

M


5. Capital works and initiatives

At present, Council is similar to most municipalities in that it is presently unable to fully fund

asset renewal requirements as identified in the asset management plans. The renewal funding

provided in 2015/2016 is $23.97million (excludes projects which have been carried forward

from the prior year). The capital works program for the 2015/2016 year is expected to be

$45.55 million excluding any carry forward projects from the 2014/2015 financial year. This

$45.55 million can be broken into the following components, $1.48 million from external

grants; $1.61 million from community contributions and Special Charges; $28.96 million from

Council's reserves and $13.56 million from Council's revenue (for further details refer to

Appendix C and Section 6).

Each year a range of new capital assets are created for new facilities to meet community

expectations, ranging from traffic management works to shopping centre streetscapes, parks

and new or upgraded buildings. These new assets will also require renewal in future years thus

adding to the asset renewal needs of the City.

The asset management plans are currently being reviewed. The information obtained from

these plans will form the basis of the development of the forward works plan for the next 10

years and will strongly influence the make-up of future capital budgets.

The capital expenditure program has been set and prioritised based on a rigorous process of

consultation that has enabled Council to assess needs and develop sound business cases for

each project. The 2015/2016 capital works program includes a number of major building

projects including the development of Council's Corporate Headquarters above the existing

WaterMarc building, which will centralise operational staff. (Appendix C has more details).

The graph in Section 10.2 shows the required and actual asset renewal over the life of the

current Strategic Resource Plan and the renewal backlog.

30.49

45.55

41.95

34.83 32.86

0

5

10

15

20

25

30

35

40

45

50

14-15 15-16 16-17 17-18 18-19

Cap

ital

Wo

rks

$M

Strategic Resource Budget


The asset renewal program has been increased to $23.97million in the 2015/2016 year due to

the decision to commence with the Corporate Office Project in Grensbourough, this

investment will eliminate the backlog and bring the renewal spending back to surplus in

2015/2016. However, from 2017/2018 the backlog gap increases as a direct impact of the

completion of the office renew project.

6. Financial position

The financial position is expected to improve with net assets continuing to grow over the four

years. Working capital will reduce by $11.63 million to $63.59million as at 30 June 2016,

mainly due to the use of cash reserves to fund the capital works program.

7. Financial sustainability

A high level Strategic Resource Plan for the years 2015-2019 has been developed to assist

Council in adopting a budget within a longer term prudent financial framework. The key

objective of the Plan is financial sustainability in the medium to long term, while still achieving

the Council’s strategic objectives as specified in the Council Plan. The underlying result, which

is a measure of financial sustainability, shows a surplus over the four year period. Year

2016/2017 is at break-even and includes an efficiency dividend of $654,274. Council is

0.19

4.55

2.26

0.00

2.48

1.73

-2

-1

0

1

2

3

4

5

A2013/14 F2014/15 B2015/16 SRP2016/17 SRP2017/18 SRP2018/19

adju

ste

d u

nd

erl

yin

g su

rplu

s /

-d

efi

cit

$M

77.00 75.22

63.59

45.31

34.37

26.65

0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

80.00

90.00

A2013/14 F2014/15 B2015/16 SRP2016/17 SRP2017/18 SRP2018/19

wo

rkin

g ca

pit

al $

M


expected to deliver permanent savings to ensure that it is in a position to deliver the core

services and capital projects within a rate capping environment.

8. Strategic objectives

The Annual Budget includes a range of services and initiatives to be funded that will contribute

to achieving the strategic objectives specified in the Council Plan. The above graph shows the

level of funding allocated in the budget to achieve the strategic objectives as set out in the

Council Plan for the 2015/2016 year.

Note: the above chart excludes the $19.59 million of depreciation cost and $1.2 million of unallocated

corporate cost.

15.8 17.5

10.8

6.4

16.8

0

4

8

12

16

20

People Planet Place Participation Performance

ne

t co

st $

M

2015/16


9. Council expenditure allocations

$

Capital Works & Initiatives 30.38

Waste Collection and Recycling 9.89

Customer Service, Risk Management and Corporate 9.03

Parks, Reserves and Street Trees 7.35

Families and Children Services 6.63

Aged and Disability Services 6.34

Recreation, Leisure, Aquatic Facilities, and Youth Services 6.23

Roads , Footpath and Drains 5.34

Library Services, Arts and Culture 3.77

Building Control and Statutory Planning 3.13

Property Management and Municipal Valuations 2.64

Parking, Traffic and Local Laws Regulation and Civic Facilities 2.59

Debt Servicing 2.42

Governance and Executive 2.18

Conservation and Open Space Planning 1.62

Depot, Plant and Fleet Maintenance 0.46

$100.00

The above chart provides an indication of how Council allocates its expenditure across the

main services that it delivers. It shows how much is allocated to each service area for every

$100 that Council spends. It does not take into account the source of funding for each area of

expenditure.

This budget has been developed through a rigorous process of consultation and review and

management endorses it as financially responsible. More detailed budget information is

available throughout this document.


Budget processes

This section lists the budget processes undertaken in order to present the budget for adoption

in accordance with the Local Government Act 1989 (the Act) and Local Government (Planning and

Reporting) Regulations 2014 (the Regulations).

Under the Act, Council is required to prepare and adopt an annual budget for each financial

year. The budget is required to include certain information about the rates and charges that

Council intends to levy as well as a range of other information required by Regulations which

support the Act. More importantly, Banyule Council strives to fully inform its community as to

the important decisions that are being made on the community’s behalf, about its financial and

other resources.

This budget is for the year 1 July 2015 to 30 June 2016. It includes financial statements being a

Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity, Statement

of Cash Flows and Statement of Capital Works. These statements have been prepared for the

year ending 30 June 2016 and are consistent with the annual financial statements that are

prepared in accordance with relevant Australian Accounting Standards.

The budget also includes information about the human resources required to deliver our

services and other financial information Council uses to make informed decisions for its

financial future.

In advance of preparing the budget, Officers first review and update Council's long term

financial projections. Financial projections for at least four years are ultimately included in

Council's Strategic Resource Plan, which is the key medium-term financial plan produced by

Council on a rolling basis for consideration.

The preparation of the budget, within this broader context, begins with the preparing of the

operating and capital components of the annual budget during with the first consideration

beginning in December 2014 and continuing through January, February and March 2015. A

draft consolidated budget is then prepared and various iterations are considered by Council at

informal briefings during February and March. This iterative process allows Councillors to

consider changes in areas of the budget and include changes based on ongoing and extensive

information received from the community and other contextual drivers.

A ‘proposed’ budget is prepared in accordance with the Act and is submitted to Council in

May for ’in principle’ approval. Council is then required to give ’public notice’ that it intends to

’adopt’ the budget. It must give 28 days notice of its intention to adopt the proposed budget

and make the budget available for inspection at its offices and on its website. A person has a

right to make a submission on any proposal contained in the budget and any submission must

be considered before the final adoption of the budget by Council.

Banyule tries to alert its community as to the development of both the Budget and the City

Plan through multiple forms of communication. This engagement helps guide the strategic

intent of the budget as early as practicable in the process so our community can have an active

say in what is being developed. It also tests the current strategy with our community as to its

voracity and fit.

Specifically, in order to assist interested persons to understand the budget and make a

submission if they wish, Council officers undertake a community engagement process including

public information sessions, focus groups and engagement exercises.


The final step is for Council to adopt the budget after receiving and considering any formal

submissions to the process from interested parties. Banyule endeavours to have its Budget

adopted by the 30th of June each year in order to have all our financial resources in place for

our ensuing year of work for the community.

The table below outlines the process that is undertaken to reach the adoption of the budget:

Budget process 2015/2016 Timing

Executive (and Senior Management Team) meetings to review strategic budget,

including:

Overview of Strategic Budget parameters based on progress against

existing Budget

allocation towards 4 year Capital Works

September

2014

Senior Management Team Planning Session (Corporate planning): Leading Banyule (next

4 years) - Focus on culture and performance outcomes, Agreement on shape of

roadmaps (Strategic Work Plan and City Plan), SMT further preparation work for

Councillor Planning Sessions

Series of Executive Meetings to discuss and confirm draft Strategic Budget parameters,

including:

Broad information about Rate % models (Scenarios)

Progress - possible changes to Strategic Budget

Draft parameters for the Capital Works program development

Discussions about rates and debt strategy.

Initial Councillor briefing session – presentation on Strategic Budget and City Plan

principles - Discussion of Councillor expectations and agreement moving forward

regarding preparation of budget scenarios

October 2014

Executive Meetings: Budget and Capital Works – including consideration of initial

2015/16 program based on the progress of the 2014/15 program, forecasting and

sources of funds

November

2014

Annual Councillor planning forum: Initial Councillor Planning Session (Councillor

briefing) - meeting covering City Plan and Budget, including:

Initial review of City Plan to enable information to be developed for

consultation and budget direction

Continuous Improvement discussion

Financial projection - snapshot of the general ledger for 2014/15 to

forecast savings that can carry forward into the Budget 2015/16

Endorsed draft Strategic Budget

Agreed draft Budget parameters to develop detailed budget, including a

contribution to fund Capital Works projects from Revenue.

December

2014


Budget process 2015/2016 (continued) Timing

Executive and Senior Management Team work on financial projections together with

teams and Finance team – preparation of budget forecasts to 30 June 2015.

First draft of 4 year capital program prepared, together with projects and balances to

be carried forward from 2014/2015 to 2015/2016.

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

budget.

Commence development of Fees and Charges for 2015/2016.

January 2015

Councillor Strategic planning forum: - City Plan Review meeting covering City Plan and

Budget, including:

Review of City Plan priorities to enable information to be developed for

consultation and budget direction (including strategic resource plan)

Development of draft Strategic Budget initiatives (actions) and initial

review of the draft 4 year capital works program

Confirm Budget parameters

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

budget, including review of Fees and Charges for 2015/2016.

Series of meetings – Councillors discuss and consider the draft 4 year strategic and

operating budget, overview/parameters, Capital Works program, and schedule of fees

and charges, including:

Finalise the available amount from Revenue including surplus/deficit which

funds Capital Works projects forecast savings for 2015-2016)

Preparation of Budget 2015/2016 in line with Model Budget format.

February -

March 2015

Proposed budget 2015/2016 (Council report: “Preparation of Budget for Period 1 July 2015

to 30 June 2016”) to be submitted to Council for consideration (Council Meeting 13

April 2015) giving notice of Councils intent to adopt the budget following the statutory

period of public exhibition giving due consideration to submissions received.

The report recommends that Council resolves to give notice to the public of Council’s

intention to formally:

Adopt the Budget 2015/2016

Require interest to be charged on unpaid rates and charges, and

Declare differential rates, annual service charges and a municipal charge.

At a meeting of Council on Monday, 22 June 2015.

Please Note: In order to give due deference to the submissions received to the Budget

and City Plan, Council will formally consider submissions at a Council Meeting on 25 May

2015.

April - May

2015


Budget process 2015/2016 (continued) Timing

Place public notice and make the Budget available for public inspection and comment -

at the Ivanhoe, Rosanna and Greensborough Service Centres, via Council’s website,

and at local libraries and neighbourhood houses.

Public submission process to be undertaken (submission period 28 days, closing 15 May

2015).

A series of public meetings (Budget Information Sessions) aimed to enhance the

understanding of the Budget make up and the processes involved in making a

submission to the Budget and City Plan - scheduled to be held on the following dates at

the following locations:

Tuesday 5 May, Tom Roberts Room, 275 Upper Heidelberg Road, Ivanhoe

Wednesday 6 May, WaterMarc Community Meeting Room, 1 Flintoff Street,

Greensborough.

April – May

2015

Council meeting to consider the adoption of the Budget (Council Meeting 22 June

2014).

Copy of adopted budget submitted to the Minister.

June 2015


Overview 1. Linkage to the City Plan (Council Plan)

The Annual Budget is developed within Council’s overall strategic planning framework. This

framework guides the Council with information that aids in identifying community needs and

aspirations over the long-term, converting these into medium (Council Plan) and short-term

(Annual Budget) objectives, key directions, initiatives, activities and allocates resources in a

considered manner with this information.

Accountability to our community is ensured through Audited Financial and Performance

Statements (containing our key performance indicators) and our statutory annual report to the

community.

Essential in the planning and application of Council’s resources is the critical link to the

community. Banyule undertakes an ongoing and iterative process of engagement across all

parts of our community.

We use community information along with key demographic data, due reference to our

legislative context and industry benchmarks to assess the appropriate level of service for our

community.

We test these services against both national and international standards of quality, efficiency

and effectiveness. There are direct and obvious links between the broad range of information

we gather and the activities we fund to meet our strategic intent. We review this annually and

re-assess our activities and areas of emphasis for our community on this basis.

A four year City Plan 2013-2017 has been developed through extensive community

engagement and feedback. The foundation of this work has led Council to include significant

areas of emphasis in its planning, including:

Continuing a strong focus on delivering quality, value for money services

Ensuring our financial sustainability and making sure we continue to deliver our services to

the levels expected.

Improving communication with our community so we are better informed as to things that

matter.

The building of a strong and vibrant community

Developing local activity centres in an appropriate and sustainable way.

Making land-use planning more consistent and see that it improves local neighbourhood

character

Advocating to other levels of government on important community issues, even where it is

not Council’s direct delivery role, and ensuring that this is done in the strongest terms to

affect change for the betterment of Banyule.

Identifying opportunities that bring social and economic benefits to the community

Ensuring comprehensive transport planning and advocacy on transport and congestion

issues.


Each year Council reconsiders the areas of emphasis outlined for its four year plan.

An overview of our consultation approach

We are committed to engaging with and listening to our Community and using this feedback to

inform our work. Community feedback, along with things such as legislative changes, reviews

of service standards, budget information and industry trends all contribute to shaping Council’s

direction.

Our four year City Plan 2013-2017 was developed in 2013 after extensive community

consultation. Each year we review and modify the City Plan. Accordingly, we design our

consultation approach so that we can include community feedback into our City Plan review

process.

Consultation for Year 3 of the City Plan

This year’s community consultation has been fed into the Year 3 City Plan review process.

We had separate surveys for each of our four key City Plan objectives (the fifth objective of

‘Performance’ mainly relates to the internal functions of Council). We highlighted examples of

what has been achieved, asked for feedback about whether people thought Council was on

track and asked for suggestions for improvement.

Consultation and Research

The City Plan consultation survey provides just one way in which people can have their say

about Council’s services. We use a broad range of consultation and data sources to inform the

development of the City Plan. This means that we can hear from and represent a broader

range of people’s views.

Council welcomes and encourages community feedback and people can share their views at

any time. Community feedback can be made via a provided return paid postcard, letter,

telephone, website or email.

Customer requests are a key source of information to assist in improving our services. We are

committed to providing excellence in customer service and communications, to ensure our

community and stakeholders have access to quality information about Council services,

activities, processes and systems.

Council also delivers an ‘Out & About’ program to foster better links and information flow

with the community. Under this program, members of the customer service team (supported

by service unit staff) attend community centres and events to promote Council and community

programs and services, as well as educate the community on how to best access the services

and opportunities available to them. This program is very successful and has a particular focus

on groups who have difficulty in accessing Council information or services, for example senior

citizens groups.

As well as considering individual community views we consider a range of other consultation

information that informs our planning. Council has appointed specific Advisory Committees

which provide strategic advice to Council that represents the views of particular groups in the

community. We refer to and analyse demographic data that assists us to understand how our

community is changing and to plan for appropriate services. All of this information, combined

with things such as legislative changes, reviews of service standards, budget information and

industry trends, help to shape the updated City Plan. Further details of how we consult and

engage our community are included in the City Plan.


The information we gather and the feedback we receive is incorporated into the Draft City

Plan 2013 – 2017 (Year 3) and reflected in the community consultation results as follows:

Council’s Draft City Plan 2013-2017 (Year 3)

We have included proposed key initiatives to provide clear and practical examples of the

intent of Council’s strategic directions and the link to community feedback. This allows

our community to comment in detail on whether Council has fairly represented the

priorities and needs of its community.

Community Consultation Results (What You Said! documents)

This group of documents includes a summary of the approaches Council used to consult

and engage with the local community, and four reports detailing the communities’ feedback

and examples of how Council is addressing community feedback under the headings of

Place; Planet; People; and Participation. These documents assist the community to see

Council’s response to the themes they raised by showing links with the Draft City Plan

2013–2017 (Year 3).

The themes and issues presented within the areas of People, Planet, Place and Participation are

as follows:

People Themes:

Good health for people of different ages life stages and backgrounds

Health information and communication

Community safety

Regular recreation and social activities

Support and inclusion for those who need assistance to participate fully in the

community

More support for employment

Planet Themes:

Waste management and recycling

Litter and waterways

Raising awareness of environmental issues and promoting practical actions

Valuing trees, greenery, local parklands and wildlife

Protecting our valued natural environment from overdevelopment

More action to support and promote renewable energy

More community partnerships, education and local ownership

Place Themes

Encouraging and providing alternative transport options while recognising the

problems of traffic congestion

Maintaining and looking after footpaths, roads and public spaces

Valuing, protecting and enhancing our parks, open spaces and playgrounds

Improving the local economy to deliver a more vibrant and prosperous Banyule

Impact of development on the capacity and character of Banyule

Participation Themes

Social inclusion within our diverse community

Ensuring Banyule’s diverse community is reflected in our images, signs and celebrations

Multiple ways to provide information to different audiences and for different purposes


Engaging meaningfully – how Council listens and engages with Banyule’s diverse

community

The full details of community themes and initial responses can be found at

http://www.banyule.vic.gov.au

In addition to these themes developed with our community, Council is committed to strong

governance and efficiency. The areas of emphasis are included with our Performance

Objective. These themes are more focused on the internal functions of Council to ensure the

right outcomes for our community.

Performance Themes

The following are themes related to the City Plan’s Performance objective, based on analysis of

the feedback received through the various consultation and research processes:

Efficiency

Effectiveness

Best Value quality for our services

Prudential financial management

Secure information

Stable industrial environment

Transparency

Accountability.

These views have been considered to develop key initiatives for 2015/16 - for our City Plan

2013-2017 (Year 3) and Budget 2015/2016. The key initiatives are included to provide clear

and practical examples of the intent of Council’s strategic directions and the link to community

feedback.

The Strategic Resource Plan

The Strategic Resource Plan outlines how Council will manage our financial and non-financial

resources over the next four years to achieve our strategic objectives.

The Strategic Resource Plan consists of the following:

The ‘Performance – Use our resources wisely’ objective. This includes key directions

for achieving the objective, and focus areas for the next four years

The ‘Management of our Human Resources’ section, which includes statements

describing the human resources required for the next four years

The Financial Resources section, which includes information on financial position,

financial statements and commentary on these.

The plan also takes into account services and initiatives contained in plans adopted by Council,

as well as other information prescribed by the regulations.

The Strategic Resource Plan is prepared in accordance with the requirements of the Local

Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014, which

commenced operation on 18 April 2014.This sits well with Banyule’s objective of ‘Performance

– Use our resources wisely’.


‘Performance’ is about managing our resources wisely, providing organisational support

services, strategic planning and risk management. We are charged with the stewardship of the

resources of the municipality. The community expects that these resources will be managed in

a responsible, sustainable and accountable way.

Our operations are based on responsible management, risk mitigation, strong customer

service, and continuous improvement. We value our staff and recognise the integral role they

play in the provision of Best Value services to our community.

We recognise that it is critical for us to protect and develop our non-financial resources to

meet the needs of our community. These non-financial resources include: human resource

management and organisational development; knowledge management and information

services; and asset management stewardship.

We also undertake a number of internal planning roles to ensure we maintain the appropriate

strategic direction of our services.

In addition, our ‘Performance’ objective is underpinned by an extensive policy context and

strategic framework based on the following:

The Local Government Act 1989 - The LG Act includes requirements around the Council

Plan, the Strategic Resource Plan, the Budget, statutory reporting requirements and Best

Value

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

related legislation

Our Banyule Management System, which incorporates a certification program against

three key National and International Standards in Quality, Occupational Health and Safety

and Environmental Management.

A number of key supporting plans and internal policies that provide direction in important

support function areas, such as information management, communications, human

resources, records management financial management, procurement and asset

management.

The Strategic Resource Plan describes how we manage our financial resources in a sustainable

manner. Prudent management enables our staffing, physical resources and community services

to be maintained in a way that meets our community’s current and future needs. This includes

developing sustainable income streams and financial independence, and rates that support the

services and infrastructure for our community.

Our Rating Context

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

directions:

5.1 Develop and deliver best value services and facilities

5.2 Provide responsible financial management and business planning processes

5.3 Enable good governance and accountability with minimal risk

5.4 Create a productive and engaged workforce

5.5 Maintain and strengthen corporate information and innovation

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

delivery.


Council has set a rate in this budget which clearly reflects the community’s wishes around

service quality and level. The balance between fairness, equity and financial security has been

carefully considered.

Our Rating Strategy is used to ensure that the Local Government Act’s rating objectives of

‘equity and efficiency’ are achieved. It is important that Banyule City Council has a Rating

Strategy in place that is transparent to the community and reviewed annually as part of the

budget process.

Council has set a rate in the budget which clearly reflects the community’s wishes around

service quality and level. The balance between fairness, equity and financial security has been

carefully considered.

The rating parameters set for the strategic outlook period through to 2019 are indicated

currently on the basis of a 2.5% rate increase years 2 to 4.

This indicative rate is predicated on a rate capping environment and not indicative of

maintaining all Council’s services at their current level.

Banyule will revisit these figures when further information is received from the State

Government on the extent of rate capping, this will be then matched with the community’s

desire to maintain current service levels versus a reduced rate environment.

Land is a finite resource in Banyule. Our Council is committed to ensuring that the effective

use of land resources benefits the whole community, as each land holding contributes to the

shared infrastructure and services of Council.

As such, Council differentially rates its vacant commercial and residential land to ensure an

inequity in the shared contribution to infrastructure is not created through the

underdevelopment of vacant land. We also strive to encourage the best use development of

land.

Banyule values appropriate commercial and industrial development. However, we also

acknowledge an increased impact on our shared infrastructure by these developments. We

choose to differentially rate these properties to ensure an equitable outcome to infrastructure

costs across our community.

We understand the shared value to our community of cultural and recreational lands. Council

supports and encourages the development of this shared benefit by rating these properties at a

lower level.

We update the Strategic Resource Plan annually.


1.1 Planning and accountability framework

Local Government Planning and Accountability Framework

Banyule City Council adheres to the Local Government Planning and Reporting Better Practice

Guide in the development of its strategic planning process:

“Statutory requirements

The Planning and Accountability Framework is found in part 6 of the Act and in the regulations. The

legislation requires councils to prepare the following documents:

a council plan within the period of six months after each general election or by 30 June,

whichever is later

a strategic resource plan for a period of at least four years and include this in the council plan

a budget for each financial year

an annual report in respect of each financial year.

The following diagram shows the relationships between the key planning and reporting documents that

make up the planning and accountability framework for local government. It also shows that there are

opportunities for community and stakeholder input and feedback at each stage of the planning and

reporting cycle. This is important to ensure accountability to residents and ratepayers.

Planning and Accountability Framework

Figure 1 – Planning and Accountability Framework

Note: The information above is sourced from the ‘Local Government Planning and Reporting Better

Practice Guide’ (Local Government Victoria, May 2014), Department of Environment, Land, Water and

Planning (formerly Department of Transport, Planning and Local Infrastructure)


1.2 Our Purpose

Vision (What we strive for)

Banyule, a green, liveable and prosperous city, sustaining a healthy and

engaged community.

The core principles that help us achieve our Vision are:

Principles

Sustainability for our future

Community wellbeing

Community participation

Fairness in all we do

Maintaining our community’s trust

1.3 Strategic Objectives

Council delivers its services and initiatives in line with the Best Value Principles. These

contribute to the achievement of our Strategic Objectives as set out in the Council Plan for

the years 2013-2017.

The following table lists the Strategic Objectives as described in the Banyule City Plan 2013-

2017 (Year 3), being Banyule’s Council Plan.

Strategic Objective Description

1. People: Community

strengthening and support

Support and strengthen the health and wellbeing of the

Banyule community.

2. Planet: Environmental

sustainability

Conduct Council activities in a sustainable manner, and

practice sound stewardship of the natural environment to

ensure its diversity, protection and enhancement.

3. Place: Sustainable amenity

and built environment

Maintain and enhance the quality of Banyule’s public spaces,

buildings and infrastructure for people who live, work, shop,

play and move around in our city.

4. Participation: Community

involvement in community

life

Govern effectively by appropriately engaging the community

in issues that affect them, and advocating for the broader

interest of the community.

5. Performance: Use our

resources wisely

Manage the financial and non-financial resources required for

the next four years to achieve Council’s strategic objectives.

(Note: The Strategic Resource Plan consists of the ‘Performance – Use our resources wisely’ objective,

the ‘Management of our Human Resources’ section, and the ‘Financial Resources’ section in the City

Plan.)


Our City Plan’s Relationship with the Municipal Public Health and Wellbeing Plan

The City Plan and the Banyule People: Health and Wellbeing Policy & Strategy meet Banyule’s

obligation for the provision of a Municipal Public Health and Wellbeing Plan under the Victorian

Public Health and Wellbeing Act 2008.

This City Plan is used as a vehicle for the strategic planning of the health and wellbeing of our

community from Council’s responsibility perspective.

The City Plan is reviewed on annual basis with a further lens relating to the health and

wellbeing outcomes of our community. This is done to ensure compliance under the Victorian

Public Health and Wellbeing Act 2008 and to help improve health outcomes.

This work of Council occurs in many forms, from the upkeep of parks to the delivery of

targeted programs, from the health of babies to immunisation of our community against

disease.

The annual action plan for the Municipal Public Health and Wellbeing Plan is based from

actions across the Organisation, within Council’s annual business plan, supporting plans, and

service unit plans. Council uses these actions to achieve the strategic outcomes for our

community intended for the betterment of our community’s health and wellbeing.

These actions outcomes are reported separately to the, Victorian Department of Health &

Human Services.


2. Services, Initiatives and Service Performance Indicators

This section provides a description of the services and initiatives to be funded in the Budget

for the 2015/16 year and how these will contribute to achieving the strategic objectives

specified in the Council Plan as set out in Section 1. It also includes a number of initiatives,

major initiatives and service performance indicators. The Strategic Resource Plan (SRP) is part

of and prepared in conjunction with the Council Plan. The relationship between these

components of the Budget and the Council Plan, along with the link to reporting in the Annual

Report, is shown below.

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

and Local Infrastructure)


The following diagram gives an overview of Council’s objectives and key directions:

The framework outlined above is supported by a set of key policies, strategies, and plans. We

use strategic indicators to measure our achievements.


2.1 Strategic Objective 1

PEOPLE: COMMUNITY STRENGTHENING

AND SUPPORT – Support and strengthen the health and wellbeing of the Banyule community.

‘People’ is about our desire for optimal health, better living

conditions and improved quality of life. Good health is the

state of complete physical, mental and social wellbeing and

not merely the absence of disease. Health and wellbeing can

be supported at any age through individual and public policy measures. Wellbeing is

fundamental to quality of life, quality of human relationships and the capacity to participate in

education, work, recreation and the community.

We are committed to improving the health of our community and identifying and minimising

threats to public health. This is a shared responsibility for which we have delegated legislative

responsibility, and we undertake this in conjunction with other agencies and partners, such as

the Department of Health & Human Services, with whom we work closely.

We will support health and community wellbeing through the following key directions:

1.1 Promote and support health and wellbeing

1.2 Provide services for people at important life stages

1.3 Develop and promote safety and resilience in our community

1.4 Celebrate and promote Banyule’s diversity and heritage

1.5 Support people to achieve their economic potential

1.6 Plan and prepare for emergency events.


To achieve our objective of People - Community Strengthening and Support, we will continue

to plan, deliver and improve high quality, cost effective, accessible and responsive services.

The services, initiatives, major initiatives and service performance indicators for each business

area are described below. For further information on key capital works projects and initiatives

associated with this objective please refer to Appendix C to this Budget document.

Services:

Business Area Description of services provided Expenditure

(Revenue)

Net Cost

$’000

Health, Aged &

Community

Planning

This service area includes:

Aged and Disability Services: -Services for Older Persons and People

with a Disability: Service Access and Assessment, Social Support,

Assisted Transport, Home Care, Delivered Meals, Respite Care,

Personal Care, Property Maintenance, Senior Citizens Centres, Age

friendly city

Health Services: – Environmental Health: - Food safety enforcement &

education, Immunisation, Public Health:- Neighbourhood Complaints

(nuisance), Health Protection:- Tobacco, infection control, Heatwave

planning, prescribed accommodation, Domestic Wastewater

Management, Public Health Emergency Management

Community & Social Planning: - Supporting Council’s community

consultation and engagement, Demographic data analysis, Supporting

Council’s commitment to inclusion, access and equity, Municipal Public

Health & Wellbeing Plan, Advocacy, support and planning on key social

issues

11,103

(6,578)

4,525

Leisure,

Recreation and

Cultural

Services


Leisure & Cultural Services:- Art collection management, Culture and

heritage development, Festivals and cultural events, Leisure programs

for older adults, Leisure programs for people with disabilities, Sports

pavilions and ground allocations, support for Neighbourhood Houses,

Community Halls for hire, Community buses for hire

Facility & Contract Management:- The Centre Ivanhoe function centre,

Library services, Leisure facilities including: Ivanhoe Golf Course,

Swimming pools including Watsonia Pool and WaterMarc, Macleod

Recreation Centre

Banyule Leisure Facility Management:- Ivanhoe Aquatic and Fitness

Centre, Olympic Leisure Centre, Macleod Netball Stadium

14,034

(7,766)

6,268

Youth and

Family Services


Youth & Family Strategic Management: - Municipal Recovery

Management, Banyule Child, Youth and Family Plan

Early Years: - Child Care Centres, Early Childhood facilities

management, Early Childhood facilities Capital Works program, Early

Years Networks facilitation, Kindergartens and Universal Access,

Kindergarten Central Enrolment, Maternal and Child Health Services,

Inclusion Support Facilitators

Youth & Community Partnerships:-Jets Studios, Community Support

and Resource, Youth Services, Banyule After Hours Youth Outreach

Service (Link-U), Community Safety (including Graffiti Management),

Community Liaison, Community Building (formerly Metro Access),

Community Development Grants, Employment Programs, Trust

Management, Volunteer Recognition Awards, Place Management –

Project 3081.

9,832

(4,875)

4,957


Initiatives: 1. People - Community Strengthening and Support

1.1 Promote and support health and wellbeing

Our focus areas

We will:

1.1.1 Develop engaged and responsive recreation, leisure and arts

Key initiatives include:

Maintain active community engagement programs to encourage greater use of

leisure centres by under-represented groups such as people from culturally diverse

backgrounds, people with disabilities and those from Aboriginal and Torres Strait

Islander background, including:

Conduct a major redevelopment of the Cartledge Reserve Pavilion, ground

and lighting (home of the Heidelberg Stars Soccer Club).

Provide an annual report to Council in relation to the success of the

‘active engagement’ program.

Consult with the community in the development of community facilities and public

spaces, including:

Deliver the reviewed Banyule Open Space Strategy (Strategic Plan) in

consultation with key stakeholders and the community.

Develop and implement the Arts Plan, including:

Continue to provide an extensive arts, culture and festival and events

program calendar that helps the community come together

Deliver a program of community gathering events centred around Movies

in the Park

Present a Report to Council for consideration regarding issues and

recommendations for the current and future provision of Arts and

Cultural Facilities within the municipality by December 2015.

Deliver actions as outlined in the Recreation Plan.

Continue the support and development of Council’s facilities managed by Macleod

YMCA, Belgravia Leisure at WaterMarc and our Council operated facilities in

Ivanhoe and Olympic Village.

Adopt and implement a Play-space plan that provides a strategic vision for

appropriate play spaces for our community to meet and recreate at, including:

Continue the major redevelopment of Anthony Beale Reserve with the

delivery of a regional play space development

Deliver on an accelerated playground replacement program in local parks

with $195,000 towards redeveloping neighbourhood playgrounds across

the municipality in 2015-2016.

Conduct renewal works at Binnak Park regional family playspace ($83,000

budgeted in 2015-2016)

Continue the upgrade program for community hall furniture, with $30,000

budgeted in 2015-2016.

Provide targeted programs that contribute to employment pathways, personal skill

development and general wellbeing of young people.

Prepare a City Wide Tennis Strategic Plan for Council consideration and pending

adoption, prepare an implementation plan by June 2016.

Provide affordable recreation opportunities through our libraries, community halls,

parks and community hubs.

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

consideration by March 2016.


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

water and the environment


Continue to monitor Council's public health service delivery to ensure it is

meeting the needs of the community.

Continue to advocate on food security issues to support a co-ordinated approach

across Council and improve our communities’ health.

Co-ordinate and deliver immunisation services to protect children from vaccine

preventable diseases.

Continue to monitor water quality of public pools to ensure compliance with

public health requirements.

Undertake educational and enforcement activities to reduce the health impact of

tobacco on the community, including the promotion of new outdoor smoking

bans.

Respond to emerging and future preventable disease outbreaks and public health

risks though education, promotion and advocacy.

Review, implement and communicate new Animal Management procedures for:

Barking Dogs

Excess Animals

Restricted Dog Breeds

Dog Attacks.

Undertake Council's public health legislative obligations to protect the public

health of the community, eg: Food Act 1984 inspection requirements.

Promote community awareness of the importance of immunisation and age

appropriate vaccinations.

1.1.3 Build community capacity to support and create opportunities for all people to live

healthy and fulfilling lives.


Support Neighbourhood Houses to provide community and education programs.

Support community groups with community grants and access to buildings.

Plan and deliver programs, activities and information to support seniors in living a

full and independent life in Banyule (eg. Seniors Festival, Ageing Plan).

Advocate for, and where appropriate support, members of our community who

are disadvantaged in accessing Council related services in areas of need affecting

their life in Banyule

Develop and implement the Banyule Electronic Gaming Machine Action Plan.

Provide innovative youth outreach and individual support programs to enable

young people to live connected healthy and fulfilling lifestyles. Council remains

aware of the issues emanating from Banyule’s youth summit in 2014 when

formulating these programs.


Our focus areas

We will:

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


Provide an evidence based and responsive Maternal & Child Health program that

reflects current standards of practice.

Provide evidence based and responsive Early Childhood Services that reflect

current standards of practice.


Implement Year 1 of the Banyule Child, Youth and Family Plan.

Deliver innovative activities, programs and support that assist in the development

and emerging needs of young people and the community, including:

Contribute funding for a 3081 Youth Foundation ($10,000 budgeted in

2015-2016)

Implement Early Years Infrastructure Developments, including:

Continue the development of the Olympic Village Children’s hub

Deliver the renewal of kitchen facilities for Panorama Heights preschool

and Greenhills Neighbourhood House ($18,500 budgeted in 2015-2016)

Upgrade air conditioning at our preschools and early years facilities from

evaporative to refrigerant cooling, including Viewbank Preschool, the St

Hellier Street Children’s Centre Planning Room, and the Concord

Playgroup ($60,000 budgeted in 2015-2016).

1.2.2 Support older people to live independently


Plan and deliver sustainable aged and disability services in line with Home and

Community Care guidelines, to support people to live independently at home,

including:

Develop and utilise mobile technologies for the improved service provision

of our older adults services.

Provide a delivered meals service (‘meals on wheel’) that supports eligible

community members and meets their nutritional needs.

Prepare and reorientate Council’s Aged services to address current National Aged

Care Reforms.


Our focus areas

We will:

1.3.1 Support, address and advocate for community safety


Implement year 4 of the Safer Banyule Plan and plan for development of 2017-2020

4 year plan, including:

Mall roof improvements.

Implement traffic safety improvements, including:

Deliver school crossing improvements through construction of raised

pavement crossings in Cape Street, Heidelberg and Weidlich Road, Eltham

North ($65,000 budgeted in 2015-2016)

Improve local traffic measures in Burgundy Street - Reconfiguration of

Burgundy Street, Heidelberg, between Upper Heidelberg Road and Mount

Street, to promote lower speeds ($300,000 budgeted in 2015-2016)

Provide a zebra crossing in Mount Street, Heidelberg ($50,000 budgeted in

2015-2016)

Introduce extended line marking for on-road bike routes across the

designated Principal Bike Network in conjunction with our road re-sheet

program ($65,000 budgeted in 2015-2016), along with warning signs and

improved lighting at selected railway crossings and locations

Improve local traffic calming infrastructure in Eltham North, Heidelberg

West, Watsonia, and Rosanna ($90,000 budgeted in 2015-2016).

Implement key infrastructure initiatives at our active sports grounds to improve

community safety, including:


Replace fencing at the soccer ground at Olympic Park, Heidelberg West

Refurbish fencing at AK Lines Oval and Ground, home of Plenty Valley

Premier Cricket Club and Watsonia Football Club ($60,000 budgeted in

2015-2016)

Provide soccer nets at James Street Reserve ($20,000 budgeted in 2015-

2016)

Deliver improvement works at Willinda Park Athletics - Long Jump and

Pole Vault Runways and Pits ($80,000 budgeted in 2015-2016)

Renew Malahang Basketball Court ($25,000 budgeted in 2015-2016)

Provide improvement works to sports surfaces (soccer) at Gabonia

Reserve and Cartledge Reserve (2 soccer pitches) through warm seasons

grass conversions ($90,000 budgeted in 2015-2016)

Renew irrigation and infrastructure at Heidelberg Park ($35,000 budgeted

in 2015-2016)

Conduct drainage works at the Ivanhoe Croquet Club Court ($30,000

budgeted in 2015-2016).

Develop 2 Netball Courts for women's sports in West Ivanhoe Club at

Seddon Reserve ($126,000 budgeted in 2015-2016)

1.3.2 Support, address and advocate for Preventing Violence Against Women


Implement year 1 of the Preventing Violence Against Women Strategy.

1.3.3 Support, address and advocate for graffiti prevention and education


Implement year 1 of the Graffiti Management Strategy & Action Plan 2015-2018,

including:

Continue to work in partnership across Council (eg. Youth Services and

Capital Projects teams) and with local agencies (eg. the energy provider

SPAusnet) in joint graffiti clean-up efforts ($50,000 budgeted in 2015-

2016).


Our focus areas

We will:

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

heritage, diversity and community.


Develop and implement opportunities to increase cultural tourism in Banyule, e.g.

Melbourne’s North - Fostering Arts and Culture, Hatch Contemporary Arts

Space, Impressionist lab, and Napier Waller House preservation.

Improve the preservation of the Banyule art collection and heritage assets,

including:

Improve our art collection storage facilities ($11,000 budgeted in 2015-

2016)

Deliver improvements to air-conditioning and provide additional

maintenance at the Centre Ivanhoe and Great Hall ($750,000 budgeted in

2015-2016).

Prepare a draft Public Art Policy in consultation with the Arts and Culture

Advisory Committee.

Develop and implement youth-specific activities that strengthen connection to

place, heritage, diversity and community.



Our focus areas

We will:

1.5.1 Encourage and assist the development of small business and social enterprise


Deliver small business support, including:

Provide networking and training opportunities that respond to local

business needs.

Work in partnership to provide one-to-one advice and planning and

mentoring sessions.

Finalise and update business related information on our website and other

digital channels

Explore opportunities for introducing a Banyule Business Awards Program.

Explore opportunities for augmenting Council's role in the labour market

(employment).

Communicate with business to promote business excellence and provide up to

date support and advice.

1.6 Plan and prepare for emergency events

Our focus areas

We will:

1.6.1 Strengthen community resilience


Implement Council's Disaster Resilience Strategic Plan, including:

Educate and prepare the community for emergency events taking an all

hazards approach.

1.6.2 Maintain operational readiness


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

Review and promote Council's public health emergency management preparedness

within a disaster resilience framework.


INDICATORS

How we will measure our performance against this objective:

Objective 1. People: Community strengthening and support

Indicators Indicator Type Target 2015/2016

Key direction 1.1 Promote and support health and wellbeing

1.1A CSI – Recreational facilities (performance) Output (Quality)

Equal to or greater

than the Inner Metro

Council Group average

for 2015

1.1B Attendance at Council provided leisure centres Outcome (Service

Effectiveness)

1,000,000

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

Effectiveness)

80%

1.1D CSI – Art centres and libraries (performance) Output (Quality) Equal to or greater



for 2015

1.1E CSI – Community and cultural activities (performance) Output (Quality) Equal to or greater



for 2015

1.1F Attendance at Banyule festival Appropriateness

(Access/Equity/Service

Levels)

10,000

1.1G Performance against People: Health and Wellbeing

Action Plan (% actions completed on time)

Output (Quality) 80%

1.1H CSI – Disadvantaged support services (performance) Appropriateness


Levels)

Equal to or greater



for 2015

1.1I LGPRF – Aquatic facilities: User satisfaction with pool

facility

Output (Effectiveness,

Appropriateness)

75% of surveyed users

satisfied or better

1.1J LGPRF - Aquatic facilities: (a) Service standard (aquatic

facilities are inspected by a qualified officer).

Health inspections of aquatic facilities (number of

inspections by an authorised officer within the

meaning of the Public Health and Wellbeing Act

2008 carried out per Council aquatic facility)

Reportable safety incidents at aquatic facilities

(number of WorkSafe reportable aquatic safety

incidents


Quality)


Quality)

3

0



Key direction 1.1 Promote and support health and wellbeing

1.1K LGPRF - Aquatic facilities: (b) Service cost (provision of

aquatic facilities is undertaken in a cost-efficient manner)

Cost of indoor aquatic facilities (direct cost to

Council less any income received of providing

indoor aquatic facilities per visit)

Output (Efficiency,

Cost)

$0.87

1.1L LGPRF - Aquatic facilities: (c) Utilisation (aquatic facilities

are safe, accessible and well utilised)

Utilisation of aquatic facilities (number of visits to

aquatic facilities per head of municipal population)

Outcome (Utilisation)

6 visits per head of

BCC municipal

population

1.1M LGPRF - Food safety: (a) Timeliness (Councils take

action in response to food complaints in a timely

manner)

Time taken to action food complaints (average

number of days it has taken for Council to action

food complaints received from members of the

public about the about the safety or handling of

food for sale)


Appropriateness)

Written or verbal

acknowledgement of

receipt of complaint

within 5 working

days.

1.1N LGPRF - Food safety: (b) Service standard (food safety

service is provided in accordance with legislative

requirements)

Food safety assessments (percentage of registered

class 1 food premises and class 2 food premises

that receive an annual food safety assessment)


Quality)

100%

1.1O LGPRF - Food safety: (c) Service cost (food safety service

is delivered in a cost-efficient manner)

Cost of food safety service (direct cost to Council

of the food safety service per food premises

registered by Council, or for which Council has

received notification, during the year)

Output (Efficiency,

Cost)

$1,200

1.1P LGPRF - Food safety: (d) Health and safety (food safety

service protects public health by preventing the sale of

unsafe food)

Critical and major non-compliance notifications

(percentage of critical and major non-compliance

outcome notifications that are followed up by

Council)

Outcome (Health and

safety)

100%




1.2A CSI - Family support services (performance) Outcome (Service

Effectiveness)

Equal to or greater than

the Inner Metro Council

Group average for 2015

1.2B CSI – Elderly support services (performance) Outcome (Service

Effectiveness)




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

Effectiveness)

75%

1.2D Unit rate cost to Council for delivered meals Output (Cost) $15 per meal

1.2E Total number of delivered meals Appropriateness


Levels)

50,000

1.2F Percentage of delivered meals recipients satisfied with the

service (rating the service as excellent, very good or

good)


1.2G LGPRF - Home and Community Care: (a) Timeliness

(HACC services are provided to eligible clients in a timely

manner)

Time taken to commence the HACC service

(average number of days it has taken for a new

client to commence the HACC service)


Appropriateness)

21 days

1.2H LGPRF - Home and Community Care: (b) Service

Standard (HACC services are provided in accordance

with the Community Common Care Standards)

Compliance with Community Care Common

Standards (percentage of Community Care

Common Standards expected outcomes met)


Quality)

83%

1.2I LGPRF - Home and Community Care: (c) Service cost

(HACC services are delivered in a cost-efficient manner)

Cost of domestic care service (cost to Council of

the domestic care service per hour of service

delivered)

Cost of personal care service (cost to Council of

the personal care service per hour of service

delivered)

Cost of respite care service (cost to Council of the

respite service per hour of service delivered)

Output (Efficiency,

Cost)

Output (Efficiency,

Cost)

Output (Efficiency,

Cost)

TBA

Methodology being

refined in consultation

with Municipal

Association of Victoria

(MAV)




1.2J LGPRF - Home and Community Care: (d) Participation

(people are supported to live independently and safely in

their own community and home environment)

Participation in HACC service (percentage of the

municipal target population that receive a HACC

service)

Participation in HACC service by CALD people

(percentage of the municipal target population in

relation to CALD people who receive a HACC

service)

Outcome (Participation)


40%*

10%*

*Note: Methodology

being refined in

consultation with

Municipal Association of

Victoria (MAV).

Indicators will be

updated if changes are

received

1.2K LGPRF - Maternal and Child Health: (a) Satisfaction

(clients satisfied with the MCH service)

Participation in first MCH home visit (percentage of

infants enrolled in the MCH service who receive the

first MCH home visit)


Appropriateness)

80%

1.2L LGPRF - Maternal and Child Health: (b) Service Standard

(Councils enrol all infants in the MCH service)

Infant enrolments in the MCH service (percentage

of infants enrolled in the MCH service)


Quality)

95%

1.2M LGPRF - Maternal and Child Health: (c) Service cost

(MCH service is delivered in a cost-efficient manner)

Cost of the MCH service (cost to Council of the

MCH service per hour of service delivered)

Output (Efficiency, Cost)

$65

1.2N LGPRF - Maternal and Child Health: (d) Participation

(Councils promote healthy outcomes for children and

their families)

Participation in the MCH service (percentage of

children enrolled who participate in the MCH

service)

Participation in the MCH service by Aboriginal

children (percentage of Aboriginal children enrolled

who participate in the MCH service)



80% for 18 month

80% for 2 year old

75% for 3.5 year old

visits

ATSI

70% for 18 month

70% for 2 year old

70% for 3.5 year old

visits




1.3A Percentage of people who feel safe in Banyule Appropriateness


Levels)

80%

1.3B Performance against Safer Banyule Action Plan (% actions

completed on time)



1.4A CSI – Art centres and libraries Outcome (Service

Effectiveness)

Equal to or greater


Council Group

average for 2015

1.4B CSI – Community and cultural activities Outcome (Service

Effectiveness)

Equal to or greater


Council Group

average for 2015

1.4C Attendance at Banyule festival Appropriateness


Levels)

10,000

1.4D LGPRF - Libraries: (a) Utilisation (library services are well

utilised)

Library collection usage (number of library

collection item loans per library collection item)


Appropriateness)

5

1.4E LGPRF - Libraries: (b) Resource standard (libraries have a

high standard of resources)

Standard of library collection (percentage of the

library collection that has been purchased in the last

5 years)


Quality)

80%

1.4F LGPRF - Libraries: (c) Service cost (delivery of library

services is undertaken in a cost-efficient manner)

Cost of library service (direct cost to Council of the

library service per visit)


$10.30

1.4G LGPRF - Libraries: (d) Participation (library resources are

free, accessible and well utilised)

Active library members (percentage of the municipal

population that are active library members)


18%




1.5A Number of economic development events delivered in

partnership with other organisations (eg. neighbouring

Councils, State and Federal Government, Regional

Development organisations, traders associations, etc)

Output (Quality) 15

1.5B Participation level (attendance) at Council operated/

hosted economic development events

Outcome (Service

Effectiveness)

300

1.6 Plan and prepare for emergency events

1.6A CSI – Emergency and disaster management (performance) Appropriateness


Levels)

Equal to or greater


Council Group

average for 2015

1.6B Percentage of people who feel safe in Banyule Appropriateness


Levels)

80%

1.6C Completion of scheduled emergency management

exercises as part of Councils Municipal Emergency

Management Plan

Output (Quality) Completed as per

schedule

Notes:

CSI – Community satisfaction indicators measured by the annual Community Satisfaction Survey for Local Governments,

co-ordinated by Local Government Victoria, the Department of Environment, Land, Water and Planning (formerly

Transport, Planning and Local Infrastructure)

LGPRF – Local Government Performance Reporting Framework indicators

LGPRF GMC – LGPRF Governance and Management Checklist



2. PLANET: ENVIRONMENTAL

SUSTAINABILITY – Conduct Council activities in a

sustainable manner, and practice sound stewardship

of the natural environment to ensure its diversity,

protection and enhancement.

‘Planet’ is about the natural and formed environment and

the ecosystems that sustain the community. Our

community is an integral part of the environment and

together we are the custodians of our shared home.

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

2.1 Protect and enhance our natural environment

2.2 Conserve water and improve stormwater quality and impact

2.3 Deliver appropriate action on climate change

2.4 Avoid waste generation

2.5 Act as environmental stewards

To achieve our objective of Planet - Environmental Sustainability, we will continue to plan,

deliver and improve high quality, cost effective, accessible and responsive services.




Services


(Revenue)

Net Cost

$’000

Transport,

Sustainability &

Municipal Laws –

Environmental

Sustainability

This includes the following services:

Environmental Planning: - Planet: Environmental Sustainability

Policy & Strategy and supporting plans, energy and water

efficiency, environmental stewardship education and publications,

Wildlife Corridor Program, State of the Environment reporting,

maintaining Environmental Management System (in accordance

with ISO14001), Significant Tree Register, Banyule Environment

Advisory Committee (BEAC)

700

(0)

700

Parks & Gardens This service area includes:

Strategic: - Parks and Gardens strategic management,

Strategy development for public open space, Public Open

Space Strategic Plan, Master planning of reserves and

Regional Playgrounds, and Shared trail development

Horticulture: - Design, construct and maintain: -

Playgrounds, Sports fields, Irrigation, Landscape, Park

Assets, Garden Beds, Paths, (includes weed control and

Council Nursery operations).

Tree Care: - Street and park tree maintenance, Pest and

disease control, Tree replacement and planting, Tree

9,847

(109)

9,738


removal, Tree root control, Tree assessment for council

trees, Nursery operations for plant propagation.

Bushland: - Environmental education, Environmental

management, Flora and fauna recording and habitat

restoration, Noxious weed control, Development of

wildlife corridors, Maintenance, construction, restoration

and protection of Bush Reserves and Rivers, Community

planting days, Friends Group working bees

Parks Maintenance: - Mowing of active and passive parks

and reserves, Passive reserve maintenance, Active reserve

maintenance, Half cost fence replacement, Litter control in

parks, maintenance of Dog Tidy bins, Fire hazard control,

maintenance and mowing of Right of Ways

Operations -

Waste

Management &

Cleansing

This includes the following service areas:

Waste Management: - Strategic Waste Management ,

Metropolitan Waste Management Group member,

Banyule-Visy Material Recovery Facility, Rethink Centre

Education Programs, Outreach Education Programs, Waste

service support, Waste Recovery Centre (Transfer

station), Garbage collection, Recycling collection, Green

waste collection, Hard rubbish collection, Bundled branch

collection, Commercial waste collection, Parks and

reserves waste collection

Cleansing: - Mechanical footpath sweeping of shopping

centres, Mechanical sweeping of sealed roads, Cleaning of

public toilets and BBQ’s, Inspection and clearance of

drainage pits, Maintenance of litter trap program, Litter

clearance from shopping centres, Litter collection,

Removal of dumped rubbish, Removal of dead animals from

roads, Syringe removal, drain cleaning

12,945

(5,861)

7,084


Initiatives: 2. Planet - Environmental Sustainability


Our focus areas

We will:

2.1.1 Protect wildlife corridors and enhance waterways and wetlands


Conduct environmental management planning, including:

Continue the Banyule Flats and Warringal Parklands ecological assessment.

Complete an environmental management plan for Darebin Creek Corridor

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

Biodiversity initiatives for priority Bushland Reserve Management Plans

($14,000 budgeted in 2015-2016)

Wildlife Corridor Program initiatives such as: the buy one get one free

plant program, school and resident education program, and planting days.

Develop concept plans for the next Stormwater Harvesting priority project in line

with the Facilities Water Management strategy.

Work with Melbourne Water to address significant industrial pollution entering

Darebin Creek from drains in Heidelberg West Industrial Estate

Conduct environmental management works, including:

Weed control and planting to maintain the existing revegetation works

along Darebin Creek, Plenty River and Yarra River ($30,000 budgeted in

2015-2016)

De-siltation and revegetation works at the Banyule Flats Stormwater pond,

and pond de-siltation of Southern Road Wetlands ($20,000 budgeted in

2015-2016)

Post-burn weed control and site management works, and vermin control

in bushland reserves ($35,000 budgeted in 2015-2016)

2.1.2 Protect and plant trees and appropriate vegetation


Guide development decisions that protect and enhance our treed environment

through Council’s Statutory planning service area.

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

Urban Forestry Policy and Strategic Plan- Implement an Urban Forestry

Policy and Strategic Plan actions to improve the quality and quantity of the

City’s urban forest.

Work towards further establishing and building the profile of urban

forestry in Banyule and supporting action on canopy enhancement in the

public and private realm.

Inspect and protect our treed environment in public places through

Council’s Parks and Gardens service area, including collection of scientific

data on the City’s public realm trees to assist the maintenance and

protection of our urban forest

Work with the Banyule community to broaden our understanding of the

benefits and importance of our urban forest, and increase our connection

to them.

Continue to implement the reviewed Planning Enforcement Practices and Policies,

with a focus on proactive enforcement of replacement tree planting.

Continue the work of our arborists and Council’s planning enforcement area to

protect our treed environment in private places.

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


Renew trails and pathways in our reserves and bushland ($50,000


Provide fencing for the community garden in Macleod ($16,000 budgeted

in 2015-2016)

Continue to implement works at Ryans Road Conservation Reserve

($25,000 budgeted in 2015-2016)

Continue the retaining wall renewal program for open space and road

reserves ($100,000 budgeted in 2015-2016)

Conduct maintenance works at Eaglemont BMX jumps ($15,000 budgeted

in 2015-2016)

Extend our BBQ renewal program in parks ($20,000 budgeted in 2015-

2016)

Protect our important tree assets by an enhanced tree management and

maintenance capability, including:

Conduct Routine Street Tree Pruning - through the existing Tree

Management Contract, and assessment and works on over 60,000 street

trees

Conduct Tree Planting to replace trees lost to drought and enhance

Banyule's urban forest population on nature strips, road reserves, parks

and reserves ($75,000 budgeted in 2015-2016)

Comply with new Electricity Safety (Electric Line Clearance) Regulations

2010 additional (tree removal and pruning): $200,000 cost to Council

budgeted for 2015-2016

Continue Tree Condition Risk Assessments and Works for Council

Community Services Properties ($30,000 budgeted in 2015-2016), and

along 34 kilometres of Shared Trail network and in playgrounds, BBQ's and

park shelters ($40,000 budgeted in 2015-2016)

Conduct Significant Tree Monitoring - condition inspections on trees on

private land listed on the Significant Tree Register - includes advice to

owners about hazards and management recommendations. ($15,000


Develop, review and implement major vegetation strategies, including:

Incorporate a Substantial Tree Strategy in the Planning Scheme – complete

the public exhibition and planning panel process for vegetation overlay

Schedule 5.

Continue to implement Management of Banyule Flats as per Banyule Flats

Warringal Parklands Cultural Heritage Plan

Investigate options for sustainable low maintenance nature strips as part of

Council’s Home and Community Care (HACC) program.

2.1.3 Improve the policing of litter and waste dumping


Review the effectiveness of the enforcement strategies for litter and illegal

dumping and promote the benefits of the program.

Continue the trial of demountable cameras for surveillance at problem sites for

rubbish dumping

Ensure a renewed focus on our Building Site Code of Practice.

Increase community awareness of our hard rubbish and green waste collection

programs to minimise illegal dumping, including:

Reduce the impact of dumped rubbish occurrences, including increased

pick-ups and enforcement (additional $76,000 budgeted in 2015-2016)

Develop a waste management and recycling plan for major facilities, parks and

community based clubs in consultation with all stakeholders, including:


Consider a review of the Sporting Reserve User Guide policy in relation to

club use of public spaces about litter control.

Continue to facilitate a cross organisational working group to address litter and

dumped rubbish within Banyule.


Our focus areas

We will:

2.2.1 Increase Council's water use efficiency


Provide ongoing development and maintenance of warm season grassed playing

surfaces.

Provide maintenance of oval and sports field irrigation, including:

sprinkler and drainage replacement

irrigation flow sensors and technology renewal

installation of back flow prevention devices

Conduct community engagement for stormwater harvesting, including:

Implement the stormwater harvesting community engagement program Develop capabilities and skills to actively manage the newly installed Stormwater

Harvesting systems and commence the process of water distribution on Council's

sportsfields, including:

Implementation of the Irrigation Replacement Program, incorporating

upgrade of controllers, watering systems etc.

Investigate the next stormwater harvesting project priority for irrigation and

pollution reduction

Continue work on our strategic catchment management by commencing works

and prioritising the future works program.

2.2.2 Improve our urban drainage and stormwater management


Investigate, plan and implement the 10 year Drainage Capital Works Program at

priority locations as identified by the Municipal Wide Drainage Network Capacity

Study, including:

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

($50,000 budgeted in 2015-2016)

Stormwater Management Catchment Analysis - Mitigation Works - Irvine

Road Drain Catchment ($15,000 budgeted in 2015-2016)

Stormwater Management Catchment Analysis - Mitigation Works -South

West Catchment - Stage 1 ($25,000 budgeted in 2015-2016)

Wilfred Road East Ivanhoe 600mm Drain Augmentation. ($40,000


Para Road Montmorency 1200mm Drain Augmentation ($260,000


Minor Drainage Works - Minor pipe augmentations and associated pit

improvements to address localised drainage issues ($100,000 budgeted in

2015-2016)

Drainage Hot Spots - Pit replacements and modifications to improve

stormwater capture ($50,000 budgeted in 2015-2016)

Provide technical assistance in the preparation of a Special Building Overlay in the

Planning Scheme for flood prone areas.



Our focus areas

We will:

2.3.1 Reduce our contribution to climate change by reducing Council’s energy use and

improving efficiency of use.


Complete installation of solar hot water at three Council buildings.

Implement priority actions from the energy plan, prioritising the installation of

solar photovoltaic panels on Council buildings over the remainder of this Council’s

term of office.

Future proof energy efficiencies in Council’s operations through ESD design at

Council offices above WaterMarc in Greensborough.

Deliver a continued certification program against ISO 14001 Environmental

Management standards.


Our focus areas

We will:

2.4.1 Discourage waste to landfill


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

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

Renew the Waste Recovery Centre ‘Powerpack’ (plant that drives the

compactor equipment), with $75,000 budgeted in 2015-2016

Update existing waste bin enclosures in shopping centres ($25,000


Undertake reviews of the Waste Management and Cleansing services.

2.4.2 Identify and implement viable recycling opportunities


Continue to investigate new opportunities for recycling waste.

Continue to manage Council’s significant recycling services, seeking further

opportunities for diversion from the waste stream.

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

the community


Continue to implement waste avoidance and resource recovery programs to

residents, schools and community groups.

Advocate to other levels of government to reduce the cost shift burden of higher

waste costs resulting from landfill levies.

Increase Waste Education Service participation at major Banyule festivals and

events.

Promote ‘onsite at-source’ food waste avoidance solutions to the community,

including: worm farms, compost bins, and emerging waste reduction technologies.

Work with other departments and the Office of Housing to continue to manage

the ongoing issue of dumping of rubbish.



Our focus areas

We will:

2.5.1 Manage recreation and open spaces in an environmentally sustainable way


Continue to provide priority weed control to bush reserves and waterway

reserves involving friends groups and community groups

Deliver on open space strategic plan and reserve master plan priorities

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

Deliver in partnership, events and projects that promote environmental

sustainability, stewardship and connectedness with the natural environment

Deliver on the next phase for the development of Yandell Reserve conservation

area.

2.5.2 Support community and business to protect and enhance the environment


Implement Council’s Planet: Environmental Sustainability Policy and Strategy

Continue stewardship programs that educate the community about environmental

sustainability.

Continue to meet Best Value Plus ISO 14001 criteria through Council’s

organisational Enviro Reps, communication and targeted projects.

Implement the Biodiversity, Water Sustainability, Environmental Stewardship and

Energy Saving Plans


INDICATORS


2. Planet: Environmental sustainability



2.1A CSI – Environmental sustainability

(performance)

Outcome (Service

Effectiveness)

Equal to or greater


Council Group

average for 2015

2.1B Number of tree plantings (Council tree

plantings in streets and parks)

Appropriateness


Levels)

1,200


2.2A CSI – Environmental sustainability

(performance)

Outcome (Service

Effectiveness)

Equal to or greater


Council Group

average for 2015

2.2B Performance against Planet: Environmental

Sustainability Action Plan (% actions completed

on time)


2.2C Council’s water use Outcome (Service

Effectiveness)

Constrain annual

Council potable

water use below 200

million litres


2.3A CSI – The appearance of public

areas(performance)

Outcome (Service

Effectiveness)

Equal to or greater


Council Group

average for 2015

2.3B Performance against Planet: Environmental

Sustainability Action Plan (% actions completed

on time)


2.3C Council’s greenhouse gas emissions Outcome (Service

Effectiveness)

Reduce Council’s

greenhouse gas

emissions


2.4A CSI - Waste management (performance) Appropriateness


Levels)

Equal to or greater


Council Group

average for 2015

2.4B Percentage of ‘consumer waste’ diverted from

landfill (ie excludes greenwaste)

Outcome (Service

Effectiveness)

37%




2.4C LGPRF - Waste Collection: (a) Satisfaction (users are

satisfied with the waste collection system)

Kerbside bin collection requests (number of

kerbside bin collection requests per 1,000

kerbside bin collection households)


Appropriateness)

190

2.4D LGPRF - Waste Collection: (b) Service standard

(kerbside collection bins are collected as planned)

Kerbside collection bins missed (number of

kerbside collection bins missed per 10,000

scheduled kerbside collection bin lifts)


Quality)

20

2.4E LGPRF - Waste Collection: (c) Service cost

(kerbside collection service is delivered in a cost-

efficient manner)

Cost of kerbside garbage collection service

(direct cost of the kerbside garbage bin

collection service per kerbside garbage

collection bin)

Cost of kerbside recyclables bin collection

service (direct cost of the kerbside recyclables

collection service per kerbside recyclables

collection bin)



$75

$30

2.4F LGPRF - Waste Collection: (d) Waste diversion

(amount of waste diverted from landfill is

maximised)

Kerbside collection waste diverted from landfill

(percentage of garbage, recyclables and green

organics collected from kerbside bins that is

diverted from landfill)

Outcome (Waste

diversion)

50%


2.5A Performance against Planet: Environmental

Sustainability Action Plan (% actions completed on

time)


2.5B Attendance at Council’s Rethink Centre waste

education programs

Appropriateness


Levels)

3,900

Notes:

CSI – Community satisfaction indicators measured by the annual Community Satisfaction Survey for Local

Governments, co-ordinated by Local Government Victoria, the Department of Environment, Land, Water and Planning

(formerly Transport, Planning and Local Infrastructure)





3. PLACE: SUSTAINABLE AMENITY AND

BUILT ENVIRONMENT – Maintain and

enhance the quality of Banyule’s public spaces,

buildings and infrastructure for people who live,

work, shop, play and move around in our city.

‘Place’ describes the buildings, structures and spaces in

which we live, work, shop and play. It is about our

surroundings, how we interact with and move about

within them. ‘Place’ also shapes our interactions with

others and influences the quality and frequency of our social and economic activities. ‘Place’ is

dynamic and influenced by many factors, most notably the aspirations of landowners and

statutory approval systems that are governed through State and sometimes Federal decision

making.

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

3.1 Maintain and improve Banyule as a great place to live

3.2 Strengthen local activity and employment areas

3.3 Support thriving commercial and retail activity

3.4 Enhance Banyule’s public and open spaces

3.5 Support sustainable transport

To achieve our objective of Place - Sustainable Amenity and Built Environment, we will

continue to plan, deliver and improve high quality, cost effective, accessible and responsive

services.





Services

Business

Area

Description of services provided Expenditure

(Revenue)

Net Cost

$’000

Capital Projects This service area includes:

Capital Works Management, Project management and contract

supervision for building works projects, and major civil and building

works, Road resurfacing, Pedestrian trail maintenance, Bike path

maintenance, Roads construction and reconstruction projects,

Scheduled building maintenance, Unscheduled building maintenance,

Air conditioning maintenance, Vandalism repairs, Graffiti removal

from council buildings, Capital works reporting

4,668

(0)

4,668

Assets and

Infrastructure


Asset Management: Strategic Asset Management, Programming for

road and footpath (pavement) maintenance, Capital Works Planning,

Strategic Drainage maintenance, Asset Management Plans, Asset

inspection and protection, Memorandum of consents, Road

infrastructure asset protection

Infrastructure Maintenance: - Footpath maintenance, Kerb and

channel maintenance, Sign repair/replacement, Street furniture

repair/replacement, Guardrail maintenance, Road patching, Drainage

repair, Unsealed road maintenance, Traffic Counters, Line marking,

Road Management Plan implementation, Pedestrian bridge

maintenance, Supervision of new sub-divisions, Supervision of unit

developments

4,103

(272)

3,831

Urban Planning

& Building


Development Planning: Statutory planning (land use and

development including tree removal), Subdivisions, Planning

investigations and enforcement

Building Services (Bpi): Municipal Building Surveyor, Building permits

and inspections, Building investigations and enforcement

Strategic Planning: Planning Scheme Amendments, Neighbourhood

Character & Activity Centre Planning, Heritage Planning for Planning

Scheme, Creating and reviewing place based policies, strategies and

guidelines

5,177

(4,459)

718

Property &

Economic

Development


Economic Development: - Business attraction and retention,

investment facilitation, special rate and charge scheme facilitation,

labour market development, business support services, activity

centre streetscape master planning and business planning, economic

development policy and strategy.

Valuations: - Statutory property rating valuations.

Property Services:- Property portfolio management including the

management of commercial and residential leases, acquisition and

disposition of property, discontinuances and associated sale of

unused roads.

Strategic Property Projects:- Strategic property developments

including major projects involving Council land.

Land Information Systems:- Geographical Information System

facilitation and corporate property information maintenance.

1,901

(1,238)

663


Services (continued)


(Revenue)

Net Cost

$’000

Transport,

Sustainability &

Municipal Laws –

Municipal Laws,

Transport &

Development,

Engineering


Municipal Laws:- Animal management, Parking control and

enforcement, Fire prevention, School crossing supervision, Local

Laws compliance and enforcement, Building sites compliance and

enforcement, Residential parking permits, Disabled Parking

Permits, Footpath Trading

Transport & Developments Engineering: -Transport, Engineering

design, Drainage and infrastructure approvals, Sustainable

Transport, Transport engineering and planning, Drainage &

developments engineering

4,566

(3,617)

949


Initiatives: 3. Place - Sustainable Amenity and Built Environment


Our focus areas

We will:

3.1.1 Promote the preferred character of neighbourhoods and preferred places for

development


Consider the 2014 outcome and any recommendations stemming from the

Government's Standing Advisory Committee on Neighbourhood Residential

Zones, including:

Start to monitor the effectiveness of the new residential zones for the

Neighbourhood Residential Zone in the Banyule Planning Scheme.

Prepare a Planning Scheme Amendment for Heidelberg Car Parking Plan

Achieve a decision, from the Government's Heritage Council, for Council's

Banyule Flats and Warringal Parklands heritage nomination.

Obtain the Government’s final response to permanently update the Banyule

Planning Scheme for Council’s Ivanhoe Structure Plan.

3.1.2 Encourage greater diversity and sustainability of housing


Continue advocacy with other councils for better environmental sustainable

development (ESD) policy in the Victorian planning system, and pursue a final

Government response on Council’s C73 proposal for an ESD policy in the Banyule

Planning Scheme.

Continue Council’s current program of Environmentally Sustainable Development

Assessments for all multi dwelling development applications (3 or more dwellings).

Continue to apply Council’s Liveable Housing Guidelines to improve the

accessibility of new housing.

Continue to implement Council’s Liveable Housing Project to improve residential

housing accessibility.

Ensure compliance with state and federal sustainable building codes through

Banyule’s Building Control Service.

Progress the C101 planning scheme amendment, for the Government to approve a

Special Building Overlay in the Planning Scheme.

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

and access to goods, services and employment


Ensure appropriate and safe access to all local roads and centres through Council’s

traffic engineering services.

Develop a program to upgrade pram crossings.


Continue working with the Metropolitan Planning Authority on the LaTrobe

National Employment Cluster to support:

Heidelberg West's urban renewal and continued economic development

for Heidelberg, as described in a framework for the cluster's future

($50,000 budgeted in 2015-2016).

An update of the Planning Scheme’s Municipal Strategic Statement (MSS) to

provide for the cluster’s framework ($20,000 budgeted in 2015-2016)

Complete a review for Precincts 2, 5 & 6 of the Greensborough Activity Centre

and start public exhibition for associated planning scheme changes.

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


Continue to provide a responsive and effective cleansing service to street, drains,

shopping centres and public toilets, including:

Improve monitoring processes of the street sweeping program to identify

opportunities for service efficiencies

Undertake targeted street sweeping activities in high profile locations,

including Ivanhoe Town Hall, Rosanna offices, and Ivanhoe Aquatic Centre

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

generations

Deliver on the Watsonia streetscape upgrade works

Provide contract management of Council’s Major Leisure and Community facilities

- Manage the service delivery contracts for Council's Major outsourced Leisure

and Functions facilities including WaterMarc Banyule, The Centre Ivanhoe, Ivanhoe

Golf Course, Chelsworth Park, Community halls & Buses and Macleod Recreation

and Fitness Centre.

Deliver a program of Pavilion refurbishments budgeted over the remaining term of

this Council, with the reconstruction of:

Ivanhoe Park Pavilion

Telfer Reserve Pavilion

Cartledge Reserve Pavilion

Develop and deliver Infrastructure Assets Renewal Programs and reduce our

renewal gap, including:

Roof Replacement at Kelly Pavilion

Roof Replacement at Warringal Park Pavilion.

Look to maintain and improve our local road network infrastructure through our

Local Roads Re-sheet and Rehabilitation program, including:

Mountain View Road - Mayona Road to River Street, Briar Hill

Bonnie Doone Street - Marden Drive to St Helena Road, Briar Hill

Clark Road - The Boulevard to Riverside Road, Ivanhoe

Henry Street - Alexandra Street to Grimshaw Street, Greensborough

Paton Court - Gladman Street to Cul-De-Sac (West), Greensborough

Elliott Street - Altona Street to Lloyd Street, Heidelberg Heights

Steven Court - David Crescent to Cul-De-Sac (North), Bundoora

Castle Street - The Righi to #84 Median West RC, Eaglemont

Mine Street - Greenhill Road to Albion Crescent, Greensborough

Thaxted Court - Trist Street to Cul-De-Sac (West), Watsonia North

Bernard Crescent - Jacqueline Road to Carolyn Crescent, Bundoora

Natimuk Street - Nell Street to Alexandra Street, Greensborough

Trist Street - Frye Street to Sellars Street, Watsonia North

Keats Street - Lloyd Street to Southern Road, Heidelberg Heights

Alfred Street - Bell Street to Montgomery Street, Heidelberg Heights

Miller Street - Bell Street to St Hellier Street, Heidelberg Heights


Paragrene Court - Para Road to Cul-De-Sac (West), Montmorency

Gayle Street - Ladd Street to Kenmare Street, Watsonia

Kolonga Court - Carinya Road to Cul-De-Sac (East), Greensborough

Geewan Court - Wolangi Court to Cul-De-Sac (West), Greensborough

Beaumont Street - Dead End (West) to Kenmare Street, Watsonia

Milton Court - Southern Road to Southern Road, Heidelberg Heights

Darren Avenue - Patricia Avenue to Gordon Street, Bundoora

Bunyarra Court - Yalta Close to Cul-De-Sac (West), Greensborough

Warruga Place - Elder Street to Nepean Street, Greensborough

Beverley Road - Burgundy Street to Louise Street, Heidelberg

Greensborough Road - Powley Parade to Richards Avenue, Watsonia

Beech Court - St Helena (Service) Road to Dead End (East),

Greensborough

Donald Street - Thoona Grove to Paterson Crescent, Greensborough

Irvine Road - Flora Grove to Dead End (South), Ivanhoe

Aqueduct Road - Erinne Court to Boundary, St Helena

Bungay Street - Ladd Street to Gleeson Drive, Watsonia

Sparkford Street - Green Street to Ford Street, Ivanhoe

Carinya Road - Warralong Avenue to Kolonga Court, Greensborough

Blue Gum Court - St Helena Service Road to Dead End (South),

Greensborough

Cameron Parade - Carolyn Crescent to Anderson Parade, Bundoora

Edwards Street - Old Eltham Road to Main Road, Lower Plenty

Sellars Street - Trist Street to Huntley Street, Watsonia North

Delta Road - Saul Court to Warralong Avenue, Greensborough

Edwin Street - St Hellier Street to Altona Street, Heidelberg Heights

Bunalbo Court - Tamboon Drive to Dead End (West), Greensborough

Ebony Parade - Blackwood Parade to Liberty Parade, Heidelberg West

Elonera Av - Ovata Close to London Court, Greensborough

Local Roads Re-sheet and Rehabilitation - Watsonia Road - Lambourne

Road to Morwell Avenue

Luton Way, Bundoora – Sandhurst Crescent to Dead End (North).

Seek Federal Government support in local roads initiatives through the Roads to

Recovery - Federal Government Funding for Road Renewal program.

Deliver the new accelerated Footpath Construction Program with an increased

focus on footpath renewal (additional $900,000 budgeted in 2015-2016).

Ensure important high pedestrian traffic areas such as activity centres are

maintained and developed for the benefit of local businesses and the safety of our

local community.

Complete asset management and improvement plans for WaterMarc.

3.1.5 Encourage the community to contribute to the greening of Banyule


Develop a West Heidelberg Garden Competition.

Implement stage 3 of the Price Park Masterplan

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

and Strategic Plan)

Work with community groups and organisations to support appropriate

community-based environmental initiatives such as a tree planting days

Consider, develop and deliver a range of Community Garden initiatives, including:

Macleod Community Garden and Johnson Reserve Community Garden, Bellfield.



Our focus areas

We will:

3.2.1 Encourage investment that supports local jobs growth


Initiate the preparation of an Economic Information Base to create a foundation

for economic development, investment, retention and attraction ($75,000

budgeted in 2015-2016).

3.2.2 Support the regeneration of postcode 3081


Co-ordinate a strategic cross-council approach to identifying and meeting the

needs of the 3081 community, including social, economic and infrastructure issues

such as:

Post Neighbourhood Renewal Mainstreaming approach in Heidelberg

West ($175,000 budgeted in 2015-2016).

3.2.3 Create community hubs at Ivanhoe and Heidelberg West

Continue to seek funding opportunities for Community Hubs in Heidelberg West

and Ivanhoe.

Progress the planning for:

Ivanhoe Learning Hub together with Ivanhoe Library ($300,000 budgeted

in 2015-2016)

Sherbourne Road Early Learning Hub ($100,000 budgeted in 2015-2016)

Explore further opportunities for Community Hubs which are inclusive of Aged

Services, and which reflect the principles of Age-Friendly Banyule.

3.2.4 Develop plans that encourage investment and development opportunities for growth

and regeneration of business and employment


Implement year one actions of the Banyule Economic Development Plan.


Our focus areas

We will:

3.3.1 Support activity centres to enhance local retail and commercial activity


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

scheme

Continue shopping centre maintenance, including

Provide increased service in the shopping centre cleaning regime ($180,000


Olympia Village billboards and banners ($5,000 budgeted in 2015-2016)

Main Shopping Centre Minor Improvements - outcomes of audit process

($40,000 budgeted in 2015-2016)

Small Shopping Strip Renewal - development of a plan to review and

service small shopping streets ($40,000 budgeted in 2015-2016)

Pursue the Government's approval for the C93 planning scheme amendment for

the Ivanhoe Activity Centre

Review the Greensborough Structure Plan incorporating consideration of

community feedback.


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

commercial offer


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

governance.

Conduct improvement works to Rosanna shopping precinct, including lighting and

landscaping around trees.


Our focus areas

We will:

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


Finalise and commence implementation of the renewed Open Space Strategy

(Strategic Plan), including:

Start the planning scheme amendment for the Open Space Strategy

($30,000 budgeted in 2015-2016)

Provide input to the Metropolitan Planning Authority’s work on a

metropolitan open space strategy

Deliver Telfer Reserve Master Plan actions including planning and design for car

park and pavilion.

Develop Master Plans for Regional Family Play spaces

Develop a Darebin Creek Master Plan in conjunction with Darebin City Council

and the State Government

Implement the Darebin Parklands Master Plan including contributing to signage,

seats and facilities

Implement the Price Park Masterplan, including:

Price Park works to paths, stormwater, and seating ($90,000 budgeted in

2015-2016)

Price Park ‘off lead’ dog fence ($50,000 budgeted in 2015-2016)

Prepare a development plan and deliver stage 1 improvement works at Ford Park,

Ivanhoe ($100,000 budgeted in 2015-2016)

Play space Plan - Present the final draft of the Banyule Play space Plan for Council

consideration and pending adoption, prepare an implementation plan by December

2015.


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

accessible and strengthen community connections


Manage Council’s open spaces, including:

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

Replace standard handrails with collapsible handrails on Pedestrian Bridges

($20,000 budgeted in 2015-2016)

Renew handrails and side panels on the Pope Place Bridge to prolong the

life of this wooden bridge, by addressing water damage that is causing

deterioration ($50,000 budgeted in 2015-2016)

Replace the deck and provide additional deck supports to the Kalparrin

Gardens Bridge (Pedestrian) and Partington Flats Bridge Number 31

($90,000 budgeted in 2015-2016)

Continue to deliver a co-ordinated across Council approach to dealing with the

increasing problem of rubbish dumping in parks and other public places.

Maintain lighting and equipment for sporting facilities, including:

Replace the Cricket Net at Heidelberg Park ($50,000 budgeted in 2015-

2016)

Replace All Seasons Cricket Pitches - 50% matching contribution from

Clubs ($100,000 budgeted in 2015-2016)

Replace Public Lighting Poles and change to New Technology and/or Solar

Powered Lighting in Council Sports Fields and Reserves as identified by

condition reports ($50,000 budgeted in 2015-2016)

Participate in initiatives to create environments and places that support Council’s

ageing population to live well in Banyule (eg. a review of Community facilities for

older people, and improvement of social support centres), and support Banyule

being an Age-friendly city.

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

shared spaces and facilities


Continue to implement Council’s Playground Replacement Program, and update

Council's playgrounds in accordance with Council's adopted Asset Plans, including:

Playground at De Winton Park, Rosanna ($65,000 budgeted in 2015-2016)

Playground Replacement at Grace Park, corner of Henry Street and Louis

Street ($45,000 budgeted in 2015-2016)

Playground Replacement at Alma Play Park, Alma Street ($45,000 budgeted

in 2015-2016)

Malahang Reserve Outdoor Gym Equipment ($40,000 budgeted in 2015-

2016)

Regional play space - construction of the regional play space for Anthony

Beale Reserve.

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

Ensure that planning and development of Banyule’s public and open spaces is

informed by the principles of Age-Friendly Banyule.

Increase, enhance and improve public open space where appropriate to cater for

Banyule’s projected increases in population growth and density



Our focus areas

We will:

3.5.1 Develop an integrated transport plan for Banyule


Complete the Banyule Integrated Transport Plan which:

Describes Banyule’s vision for transport across the city

Sets out the actions Banyule is undertaking to realise this vision

Identifies key actions and projects that other key stakeholders, particularly

the State Government, will need to progress to help deliver this vision,

including

Improving the level of service and access to public transport for all

users

Addressing safety and amenity on Rosanna Rd

Duplication of the Hurstbridge railway line to improve service

frequency and reliability

Providing input to the Metropolitan Planning Authority’s work on

transport planning for the LaTrobe National Employment Cluster

Considers access to transport, informed by principles according to the

World Health Organisation (WHO) Age Friendly Guidelines, and taking

into account the needs of people of all abilities.

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


Implement the Pedestrian Bridge Replacement program, including:

Bridge handrail modifications for our pedestrian bridges - to insert 'shear

pins' for flood events.

Replace components such as handrails, decks, and sub-structures in line

with the bridge replacement program

Plan for and deliver a major shared path bicycle link through Banyule from the

Plenty River trail to Plenty Road, including:

Deliver a shared path bicycle link along the power easement from

Greenwood drive to Watsonia Road ($150,000 budgeted in 2015-2016)

Continue the off-road path renewal and development of the Banyule Shared Trail

Network (for walking and bicycles), including:

Renew and upgrade Banyule's off-road shared trail network - includes Main

Yarra, Banyule, Darebin Creek and Plenty River trails ($100,000 budgeted

in 2015-2016)

Implement the shared trail asset management plan

Redesign and realign the Plenty River Trail from Willinda Park to

Greensborough Activity Centre.

Renew shared trail feeder paths ($50,000 budgeted in 2015-2016)

Upgrade the Elder Street Feeder Path link to Plenty River Trail ($200,000


Conduct a feasibility study for a bridge to connect Warringal Park to

Banksia Park, a joint project with Manningham City Council ($75,000



3.5.3 Encourage walking, cycling and public transport use


Advocate for increased investment in sustainable transport and for improvements

to public transport that will benefit local residents including: Orbital bus routes

and the frequency, appropriateness and capacity of public transport options

available in Banyule

Develop and trial a travel behaviour change program to improve walking, cycling

and public transport use in priority areas.

Include walking, cycling and public transport use as a category for Environmental

Grants

Develop and begin to implement a Green Travel Plan for Council’s operations.

Co-ordinate promotional events about Sustainable Transport, including Ride to

Work, Ride to School, Walk to School, etc ($10,000 budgeted in 2015-2016)

Deliver a range of Public Transport Infrastructure Improvements, including

installation of seats at a range of bus stop locations throughout Banyule.

(approximately $18,000 budgeted in 2015-2016)

3.5.4 Improve parking management in activity areas


Deliver on parking management plans for our major activity and public transport

precincts including the extension of metered parking to control parking flow.

Develop parking plans for key activity areas, including:

Activity Centre Car Parking Strategies

Greensborough and Ivanhoe.

Complete the Heidelberg Parking Plan.

Develop and implement on-street parking policy and guidelines

Review the Residential Parking Permit Scheme.


INDICATORS


3. Place: Sustainable amenity and build environment



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

area(performance)

Outcome (Service

Effectiveness)




3.1B VLG infrastructure indicator: renewal ratio

Output (Cost) 1:1

3.1C LGPRF - Statutory Planning: (a) Timeliness (Council

planning application processing and decisions are carried

out in a timely manner)

Time taken to decide planning applications (median

number of days between receipt of a planning

application and a decision on the application)


Appropriateness)

56 days

3.1D LGPRF - Statutory Planning: (b) Service Standard (planning

application processing and decisions are in accordance

with legislative requirements)

Planning applications decided within 60 days

(percentage of planning application decisions made

within 60 days)


Quality)

53%

3.1E LGPRF - Statutory Planning: (c) Service cost (planning

application processing and decisions are carried out in a

cost-efficient manner)

Cost of statutory planning service (direct cost to

Council of the statutory planning service per

planning application)


$1,718

3.1F LGPRF - Statutory Planning: (d) Decision making (planning

application processing and decisions are consistent with

the local planning scheme)

Council planning decisions upheld at VCAT

(percentage of planning application decisions subject

to review by VCAT and that were not set aside)

Outcome (Decision making)

56%

3.1G LGPRF - Roads: (a) Satisfaction of use (road users are

satisfied with the sealed local road network)

Sealed local road requests (number of sealed local

road requests per 100 kilometres of sealed local

road)


Appropriateness)

100




3.1H LGPRF – Roads: (b) Condition (sealed local roads are

maintained at the adopted condition standard)

Sealed local roads below the intervention level

(percentage of sealed local roads that are below the

renewal intervention level set by Council and not

requiring renewal)


Quality)

80%

3.1I LGPRF - Roads: (c) Service cost (renewal and

maintenance of sealed local roads are undertaken in a

cost-efficient manner)

Cost of sealed local road reconstruction (direct

reconstruction cost to Council per square metre of

sealed local roads reconstructed).

Cost of sealed local road resealing (direct resealing

cost to Council per square metre of sealed local

roads resealed).



$30

$30

3.1J LGPRF - Roads: (d) Satisfaction (sealed local road

network is maintained and renewed to ensure that it is

safe and efficient)

Satisfaction with sealed local roads (community

satisfaction rating out of 100 with how Council has

performed on the condition of sealed local roads)

Outcome (Satisfaction)





3.2A CSI – Council’s general town planning policy

(performance)

Appropriateness

(Access/Equity/

Service Levels)




3.2B CSI – Business and community development and tourism

(performance)

Appropriateness

(Access/Equity/

Service Levels)




3.2C CSI – Planning and building permits (performance) Output (Quality) Equal to or greater than




3.3A Number of economic development events delivered in

partnership with other organisations (eg. Neighbouring

Councils, State and Federal Government, Regional

Development organisations, traders associations, etc)

Output (Quality) 15




3.3B Participation level (attendance) at Council operated/

hosted economic development events

Outcome (Service

Effectiveness)

300

3.3C Number of businesses that are participating in special

rates schemes

Appropriateness

(Access/Equity/

Service Levels)

1,000

3.3D LGPRF – Economic Development: (a) Participation

(businesses actively participate in Council funded business

development activities)

Participation in business development activities

(percentage of businesses with an ABN in the

municipality that participate in at least one Council

business development activity)


Appropriateness)

5%

3.3E LGPRF – Economic Development: (b) Service Standard

(business development activities are delivered as planned)

Delivery of planned Council business development

activities (percentage of planned Council business

development activities that are delivered)


Quality)

80%

3.3F LGPRF – Economic Development: (c) Service cost

(economic development activities are delivered in a cost-

efficient way)

Cost of economic development service (direct cost

to Council in providing economic development

services per business with an ABN in the

municipality)


$10

3.3G LGPRF – Economic Development: (d) Economic activity

(economic development activities support stimulation of

local economic activity)

Change in number of businesses (percentage change

in the number of businesses with an ABN in the

municipality)

Outcome (Economic

activity)

0


3.4A Percentage of people who feel safe in Banyule Outcome (Service

Effectiveness)

80%

3.4B CSI – The appearance of public areas(performance) Appropriateness

(Access/Equity/

Service Levels)







3.4C LGPRF – Animal management: (a) Timeliness (Councils

act in response to animal management related requests in

a timely manner)

Time taken to action animal requests (average

number of days it has taken for Council to action

animal management related requests)


Appropriateness)

5 Days

3.4D LGPRF – Animal management: (b) Service standard

(Councils register all animals in the municipality in

accordance with the Domestic Animals Act 1994)

Animals reclaimed (percentage of collected

registrable animals under the Domestic Animals Act

1994 reclaimed)


Quality)

80%

3.4E LGPRF – Animal management: (c) Service cost (animal

management service is delivered in a cost-efficient

manner)

Cost of animal management service (cost to Council

of the animal management service per registered

animal under the Domestic Animals Act 1994)


$30

3.4F LGPRF – Animal management: (d) Health and safety

(animal management service protects the health and safety

of animals, humans and the environment)

Animal management prosecutions (number of

successful animal management prosecutions)

Outcome (Health and

safety)

5


3.5A CSI – Parking facilities(performance) Appropriateness

(Access/Equity/

Service Levels)




3.5B CSI – Traffic management(performance) Outcome (Service

Effectiveness)




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

and new.

Appropriateness

(Access/Equity/

Service Levels)

900 metres

Notes:

CSI – Community satisfaction indicators measured by the annual Community Satisfaction Survey for Local Governments, co-

ordinated by Local Government Victoria, the Department of Environment, Land, Water and Planning (formerly Transport, Planning

and Local Infrastructure)





4. PARTICIPATION: COMMUNITY

INVOLVEMENT IN COMMUNITY LIFE –

Govern effectively by appropriately engaging

the community in issues that affect them, and

advocate for the broader interest of the

community.

‘Participation’ is about how people get involved in the community and community activities,

how they have a say on issues important to them, and how Council listens to and involves

people in decision making and planning. Participation also involves Council advocating with and

on behalf of the community on issues out of Council’s direct control. Supporting ‘Participation’

is central to good governance.

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

4.1 Engage meaningfully with our community

4.2 Encourage diverse and inclusive community participation

4.3 Advocate on behalf of our community

4.4 Provide outstanding communications and customer service

To achieve our objective of Participation - Community Involvement in Community Life, we will

continue to plan, deliver and improve high quality, cost effective, accessible and responsive

services.





Services


(Revenue)

Net Cost

$’000

Governance &

Communication


Governance: Corporate Governance and compliance including

Council Meetings, CEO & Councillor administration , Freedom of

Information and Protected Disclosure (Whistleblower), Council

Elections, Councillors support and training, Council Office

Management, Cemetery management for Warringal &

Greensborough Cemeteries

Customer Service: Customer Service to community and internal

units, management of Customer Service Centres, Organisational

customer service standards, Customer request management and

reporting, Receipting procedures

Communications: Public relations and marketing, Website and

social media, Media liaison, Corporate communications plan,

Corporate identity, Advertising, Publications, Promotion and events

support

4,400

(6)

4,394

Executive Executive services

1,987

(0)

1,987


Initiatives: 4. Participation - Community Involvement in Community Life


Our focus areas

We will:

4.1.1 Engage community members in issues of local concern to develop local solutions and

support community members to contribute their strengths, knowledge and capacity


Continue to implement the MetroAccess Community Building Plan in line with the

Victorian Government's State Disability Plan.

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

Strengthen the delivery of Early Years Services through community partnerships.

Work collaboratively with local service providers and the community to facilitate

better outcomes for older people in Banyule (eg Participation in Banyule Aged

Service Network, use of Volunteers in Aged Programs, Partnership projects and

Support for Seniors groups).

Work with young people in order to build their capacity to participate and

meaningfully engage in decision making in the local community, celebrate and

highlight positive youth culture.

Lead and support Council's community engagement and consultation processes to

ensure that the views and needs of the community are reflected in Council's

prioritisation and service delivery.

Refine and improve Councils community consultation and engagement activities.

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

them.


Engage with the community through a targeted ‘out and about’ program, focusing

on sections of the community who may experience barriers to participation in

civic and community life.

Develop and implement a Youth Services consultation and evaluation strategy.

Deliver on our annual satisfaction survey and engagement program in partnership

with our community.

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

custodians of Banyule, the Wurundjeri people, identified elders and other Aboriginal

and Torres Strait Islanders


Implement year 1 of the Aboriginal and Torres Strait Islander Plan, which reflects

Councils stated commitment to Indigenous Australians and current community

aspirations.

Provide and promote services and opportunities that are available for Aboriginal

and Torres Strait Islanders across the municipality.



Our focus areas

We will:

4.2.1 Work in partnership with the community to build capacity, promote inclusion,

diversity and good local governance


Implement Council's Inclusion, Access and Equity Framework (IAEF) and

associated action plans for Year 1:

Aboriginal and Torres Strait Islander Plan

Disability Plan

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

Multicultural Plan.

Develop priorities and action plans that promote and celebrate Banyule's diverse

communities through events and celebrations.

Convene and support Council's Multicultural, LGBTI (Lesbian, Gay, Bi-sexual,

Transgender and Intersex), and Disability and Inclusion Advisory Committees.

Work with the Babarrbunin Beek Management Group to design appropriate

engagement to ensure Aboriginal and Torres Strait Islander voices are heard

through Council’s planning processes.

Support the Arts and Cultural Advisory Committees and facilitate 8 meetings

throughout the year.

4.2.2 Encourage people to participate in volunteer and community activities


Conduct an evaluation of Council owned festivals and events to identify

continuous improvement opportunities.

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

celebration function

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

facilities, activities and services


Work in consultation with the cross organisational Indigenous Participation

Project Working Group to implement the building and works and redevelopment

activities for the indigenous Babarrbunin Beek gathering place precinct (previously

Fred Howe Annex) in West Heidelberg ($25,000 budgeted in 2015-2016)

Support the Management Group of Babarrbunin Beek, our local Aboriginal and

Torres Strait Islander gathering space, to operate this space and organise events

and activities.

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

(with $110,000 budgeted in 2015-2016), including:

Modify Community Facilities (halls, neighbourhood houses, senior citizens

centres, early years centre, adult day care centres, sports clubs, libraries,

leisure facilities) - to comply with Building Code of Australia (BCA) and

Australian Standards AS1428.

Provide accessible signage - way finding signs, Tactile Ground Surface

Indicators (TGSI) and audio loops, to comply with Building Code of

Australia (BCA) and Australian Standards AS1428

Work towards achieving the ‘Rainbow Tick’ for Home and Community Care

(HACC) services to ensure services are inclusive of LGBTI (Lesbian, Gay, Bisexual,

Transgender and Intersex) communities.



Our focus areas

We will:

4.3.1 Work in partnership with community, groups, local agencies and different levels of

government to advocate for improved services, infrastructure and social outcomes


Focus advocacy endeavours on transport and traffic issues as a key driver of

community concern based on extensive community consultation and feedback.

Develop partnerships with State and Federal Government, key commercial and

community organisations, to seek funding for the development of programs,

services and facilities.

Continue to advocate to government agencies for the appropriate upkeep of non-

council owned open space including: Parks Victoria land, Vic Roads reserves, and

Melbourne Water reserves.

Support the work of the Banyule Nillumbik Youth Services Network (BNYSN) and

other key strategic collaborative networks to improve services for young people.

Actively engage with community groups and services to advocate for responsive

and sustainable services.

Advocate to Government and key organisations for improved outcomes for

people in Banyule who are aged or have a disability (ie Community Transport,

Commonwealth Aged Care Reforms and National Disability Insurance Scheme).

4.3.2 Seek opportunities for equitable funding and service arrangements with state and

federal government


Represent to our community the effects of cost shifting from other levels of

government and its impact on Banyule.


Our focus areas

We will:

4.4.1 Improve the reach, impact and responsiveness of our communications


Develop and release Stage 2 of Council's website enabling the community to make

on-line payments and bookings, review current structure and build an Arts

Directory.

Develop neighbourhood based communication methods to better explain,

promote, listen and consult on our services.

Develop communication and promotion strategies for specific services, including:

Improve marketing and promotion of programs and services that support

Banyule in being an Age-friendly city (eg. improve website linkages to other

services, signage on Council buses)

Market Aged & Disability Services to improve community and Council

understanding of services, quality and future directions in Aged Care

including marketing of Aged Friendly cities.

Promote to the community process and service improvements in

development planning including VicSmart service, sustainability and

liveability outcomes, tree protection and tree enforcement outcomes,

VCAT determinations and major projects.


Improve communications for development planning in relation to

expectations for outcomes, emerging policy (new zones), neighbourhood

character, customer service, tree controls, website information

Continue to refine our community engagement work to ensure the best

representation possible in our strategic planning work.

Continue to explore and utilise existing and emerging technologies to maximise

the reach, impact and responsiveness of our communications with young people.

Improve access to planning services and transactions including online lodgement

and payment.

Communicate environmental achievements through internal and external

publications and presentations.

Investigate the potential to move to eRecords (electronic management) for

planning files and building files.

4.4.2 Provide transparent and timely information about Council


Promote activities of the Engineering Services Unit, including: Integrated

Transport Plan, and Stormwater Catchment Modelling (flooding implications and

guideline development

Increase public awareness on Building Safety matters undertaken by Building Bpi.

Develop and implement the new Customer Service Charter including marketing

plan and training.

Develop and implement ‘Building a Better Banyule’ marketing campaign for all

capital works projects.

Continue development of Council’s website and digital communications including

redevelopment of the intranet.

Continue to deliver Councillor Communications and Marketing including ward

newsletters.


INDICATORS


4. Participation: Community involvement and community life



4.1A CSI - Overall performance of Council Outcome (Service

Effectiveness)




4.1B CSI - Customer service (performance) Output (Quality) Equal to or greater than



4.1C CSI - Community consultation and

engagement(performance)

Outcome (Service

Effectiveness)




4.1D Visits to website Appropriateness


Levels)

800,000

4.1E LGPRF - Governance: (a) Transparency (Council decisions

made at an ordinary or special meeting of Council, or at a

meeting of a special committee consisting only of

Councillors, in an open and transparent manner)

Council resolutions made at meetings closed to the

public (percentage of Council resolutions made at

an ordinary or special meeting of Council, or at a

meeting of a special committee consisting only of

Councillors, closed to the public under section

89(2) of the Act)


Appropriateness)

15%

4.1F LGPRF - Governance: (b) Consultation and engagement

(Council decisions made and implemented with

community input)

Satisfaction with community consultation and

engagement (community satisfaction rating out of

100 with the consultation and engagement efforts of

Council)


Appropriateness)







4.1G LGPRF - Governance: (c) Attendance (Councillors

represent the views of their constituents and allow

decisions to take place by attending meetings)

Councillor attendance at Council meetings

(percentage of attendance at ordinary and special

Council meetings by Councillors)


Quality)

80%

4.1H LGPRF - Governance: (d) Service cost (Councils deliver

their governance service in a cost-efficient manner)

Cost of governance (direct cost of delivering

Council's governance service per Councillor)


$45,000

4.1I LGPRF - Governance: (e) Satisfaction (Councils make and

implement decisions in the best interests of the

community)

Satisfaction with Council decisions (community

satisfaction rating out of 100 with how Council has

performed in making decisions in the interests of

the community)


Equal to or greater


Council Group

average for 2015

4.1J LGPRF Governance and Management Checklist (GMC)

- Community engagement: Community engagement

policy (policy outlining Council's commitment to engaging

with the community on matters of public interest)

Output (Governance &

management,

Community engagement)

Assessment criteria

satisfactorily achieved

4.1K LGPRF GMC - Community engagement: Community

engagement guidelines (guidelines to assist staff to

determine when and how to engage with the community)


management,


Assessment criteria



4.2A CSI – Informing the community (performance) Appropriateness


Levels)

Equal to or greater


Council Group

average for 2015

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

Effectiveness)

80%




4.2C Amount distributed through Council’s Community Grants

programs

Appropriateness


Levels)

$140,000

4.2D Number of Community nominations for Banyule

volunteer awards

Appropriateness


Levels)

40

4.2E LGPRF Governance and Management Checklist (GMC)

- Community engagement: Community engagement

policy (policy outlining Council's commitment to engaging

with the community on matters of public interest)


management,

Community

engagement)

Assessment criteria


4.2F LGPRF GMC - Community engagement: Community


determine when and how to engage with the community)


management,

Community

engagement)

Assessment criteria



4.3A CSI – Lobbying on behalf of the community (performance) Outcome (Service

Effectiveness)

Equal to or greater


Council Group

average for 2015

4.3B Number of significant issues Council has advocated on

behalf of the community (as reported in the six monthly

advocacy reports to Council)

Output (Quality) 15


4.4A CSI - Overall performance of Council Outcome (Service

Effectiveness)

Equal to or greater


Council Group

average for 2015

4.4B CSI - Customer service Output (Quality) Equal to or greater


Council Group

average for 2015

4.4C CSI – Informing the community Appropriateness


Levels)

Equal to or greater


Council Group

average for 2015

4.4D Visits to website Appropriateness


Levels)

800,000




4.4E Average time taken to answer telephone call enquiries Appropriateness


Levels)

Within 2 minutes

4.4F Percentage of customer requests actioned within specified

timeframes


Notes:


ordinated by Local Government Victoria, the Department of Environment, Land, Water and Planning (formerly Transport,

Planning and Local Infrastructure)




2.5 Strategic Resource Plan:

Strategic Objective 5

5. PERFORMANCE: USE OUR RESOURCES

WISELY - Manage the financial and non-financial

resources required for the next four years to

achieve Council’s strategic objectives.

The framework and context for the Strategic Resource Plan and Performance Objective are

described in detail in Section ‘1.1 Strategic Planning Framework’ of this budget document.

We update the Strategic Resource Plan annually.

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

directions:






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

delivery.

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

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

accessible and responsive services.





Services


(Revenue)

Net Cost

$’000

Operations – Plant

& Fleet

Management, and

Emergency

Management


Plant and Fleet Management: - Workshop repairs, services for all

Council vehicles, Contract and specification of fleet, Ordering of

new and replacement vehicles, trucks and heavy mobile plant

Emergency Management: - Co-ordination of Municipal

Emergency Management.

4,030

(80)

3,950

Human Resources This includes the following services:-

Recruitment and Selection, Induction, Industrial Relations,

Employee Relations, Human Resources Information System

(HRIS), Occupational Health & Safety, WorkCover and Return

to Work, Health & Wellbeing, Learning & Development,

Corporate Training programs, Leadership Development,

Organisational Cultural Improvement Initiatives, Risk

Management, Claims Processing/Management, Insurances and

Broker Relations, Business Continuity Plan, Workforce Strategy,

and Workforce Planning, Employee Counselling and Referral

Service

3,058

(0)

3,058

Organisational

Systems


Information Technology –

IT Operations: - Customer request management, Maintenance of

voice and data network, Availability of systems and applications

IT Application Services: - Secure, reliable and innovative services,

Delivery of appropriate solutions, Enterprise Data Centre

management, Leading edge business solutions utilising new and

innovative technologies

IT Infrastructure: - Stable and innovative infrastructure, Efficient

life cycle management of data, hardware and voice, Web

solutions, Accessibility and mobility infrastructure solutions

Records and Information Management – Management of

correspondence, Registering all inwards and outwards mail,

Electronic Document Management, Archiving and disposing of

Council records, Mail and courier deliveries across all Council

sites, Manage council files, Information Management, Training

staff on using Electronic Document Management System.

Business Services - Organisational development support including

City Plan development, Best Value implementation, Corporate

policy development and management, Business plan

development, Corporate planning and reporting support,

Organisational development support, Continuous improvement,

certification program management and support.

5,873

(0)

5,873


Services (continued)


(Revenue)

Net Cost

$’000

Finance &

Procurement

This service area includes: -

Revenue collection, accounts receivable, accounts payable,

payroll, procurement, management and financial reporting:

- Processing and collection of revenue

- Maintenance and analysis of rating data

- Administration of payroll and accounts payable

- Annual and strategic budget preparation

- Annual financial report preparation

- Procurement of goods and services

- Investment and debt management

- Financial reporting to external legislative bodies

- Financial management monitoring and analysis between budget

and actual results

- Financial management internal support to business units and

reporting

- Maintenance and integrity of the finance system

4,169

(263)

3,906


Initiatives:

Strategic Resource Plan

5. Performance - Use Our Resources Wisely


Our focus areas

We will:

5.1.1 Seek opportunities for strengthened and additional income streams


Prepare a Capital Works Policy for Community Organisations

Review fees and charges for Council’s buildings with respect to market

expectations

Implement key recommendations from the Banyule Leisure Facility Management

operational service review.

Review the Sporting Reserve Allocation Policy and Sporting Reserve Terms and

Conditions of Use in consultation with sporting clubs.

Develop and implement a new 5 year Business Plan for Council’s Building Bpi

service.

Review the Sporting Reserve Allocation Policy and Sporting Reserve Terms and

Conditions of Use, in consultation with sporting clubs, and present the revised

policy to Council for consideration by December 2015.

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


Continue to investigate options to maximise revenue through the sale of surplus

Council property and other commercial investments.

Review Council's Guidelines for the Sale and Exchange of Council Land.

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

environmental benefit


Commence the preparation of a Desktop Master Plan primarily focussing on

Council's land holding at Banksia Street, Bellfield and other adjacent properties.

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

requirement.


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

is challenging


Pursue the rationalisation of Council offices to a combined worksite in

Greensborough, including:

Determine change management requirements associated with a combined

office move

Commence construction of One Flintoff Street Office (Council’s future

office)

Examine the key Customer Service and Communications issues with a

specific sub-group for One Flintoff including the review of locations, times

and methods of delivering customer service across the municipality.

Prioritise and undertake key business improvement projects, particularly

those that will assist in the relocation to Greensborough.

Coordinate key activities and work with the Project Manager to ensure

that the One Flintoff project is delivered in line with project timelines.

Review the HR Action Plan actions to deliver on the objectives of the Human

Resources Strategic Plan 2013-2017.

Implement the Municipal Laws Service Review Plan.

Continue to improve asset management plans by confirming asset work programs,

renewal priorities, intervention levels and therefore levels of service, and develop

asset plans for:

Traffic management devices,

Sports field & surface (synthetic) and irrigation systems,

Sports field and reserve lighting,

Trees (streets & parks), and

Park facilities.

Finalise and implement a Leasing Policy for Council properties and facilities.

Develop mobile solutions for delivering on-site inspection certificates to

customers of Banyule’s Building (BPi) service.

Review Service Level Agreements for Council facilities - eg: sporting pavilions,

child care centres, etc.

Support the establishment and delivery of a regional community information and

volunteer support service in Banyule.

Review the Town Planning (Statutory & Strategic) functions within Council to

ensure appropriate levels of service (internal & external) and resourcing.

Keep abreast of the latest information in relation to the roll out of the

Commonwealth Aged Care Reforms and National Disability Insurance Scheme to

ensure a clear understanding of impacts on the Banyule community, and to enable

Council to prepare and plan for the future.

Undertake a Best Value review of the Waste Management service.

Continue to advocate for additional funding to deliver Banksia Community Sports

Stadium, a four court multi-purpose community sports stadium.

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

and research


Continue Council’s Service Development Review Program, a targeted review

program to strengthen and assess service sustainability, including review of service

provision, key needs and objectives, and delivery inputs such as consultation,

benchmarking, and financial analysis.

Continue with our Community Survey Program to ensure relevant up to date and

effective community information and engagement


Co-ordinate data sources and performance measures to ensure evidence based

decision making, including:

Review and develop key organisation performance measures

Lead the service unit reporting for the state government’s Local

Government Performance Reporting Framework (LGPRF)

Develop and report key data to support the organisation’s Senior

Management Team

Produce, co-ordinate and promote use of, and access to, meaningful data

to inform and enhance Council's planning and service delivery

Undertake innovative projects to inform and improve the delivery of efficient,

effective and accessible services for older people (eg Community Based Meals &

Respite, and Support for carers programs).


Our focus areas

We will:

5.2.1 Achieve a responsible budget


Review and update Council's capital works infrastructure plan to ensure the

ongoing strategic and sustainable management of Council’s assets.

Continue to actively pursue opportunities for aggregated collaborative

procurement activities, eg. Municipal Association Victoria, Procurement Australia,

Eastern Region and others. .

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

Maintain our annual budget within accepted Victorian Auditor-General Office

(VAGO) guidelines for prudent financial operation

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

transparency

Implement our Debt Plan actions

Continue rating at levels that support the increasing asset renewal and service cost

shifting pressures faced by Council.

Develop reports to assist with project prioritisation and management, that

includes financial and progress data.

Finalise the official 2016 General Valuation

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


Develop and implement partnership and license agreements with community

groups and continue providing support in the delivery of services to the

community.

Launch the guidelines for sporting and community groups in relation to facility

planning, advertising policy and Liquor Licencing process.

Implement the processes recommended by the Procurement Review undertaken

by Council's Internal Auditor and explore opportunities to strengthen processes.

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

management


Monitor the priorities and funding contributions around the Strategic Asset

renewal reserve

Support the development of a regional off road trails strategy to assist Council

with sourcing funding opportunities from the State and Federal Governments.


Plan for open space water management including: new irrigation systems, and

warm season grass conversion

Review and relaunch our financial reporting format to provide improved

transparency and simplification of information for our community on a quarterly

basis.

Provide Council with the strategic financial information required to enable good

governance of the Municipality on an ongoing basis

Finalise asset plans across all asset classes on an ongoing basis.

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

how we are performing


Introduce co-ordinated asset reporting to meet MAV (Municipal Association of

Victoria) STEPS program renewal gap, State Government DTPLI (Department of

Transport, Planning and Local Infrastructure) and VAGO (Victorian Auditor-

General’s Office) reporting, including renewal expenditure (capital and operating)

depreciation, asset lives, and condition assessment.

Further utilise our corporate reporting systems to improve our corporate

planning and reporting processes to support enhanced business decisions.

Review the City Plan 2013-2017 (for Year 4).

Prepare Banyule’s Annual Report for 2014-2015.

Review corporate key performance indicators in line with state government

requirements.

Co-ordinate and facilitate the development of the organisation's Annual Business

Plan and associated annual planning and reporting processes.

Co-ordinate corporate planning information for the ‘Interplan’ system to improve

action planning and reporting outcomes for the organisation and service areas.

Seek alignment of all strategic planning to the City Plan objectives and the

organisation’s values.

Co-ordinate the implementation of the Municipal Public Health & Wellbeing Plan

2015-2016 action plan (People).

Review the Participation Policy & Strategy and implement the action plan.

Implement the financial reporting component in the Local Government

Performance Reporting Framework (LGPRF).


Our focus areas

We will:

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


Continue the implementation, education and enforcement of our new Local Law

No.1, especially for development issues.

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

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

standards


Review and communicate mechanisms and processes to apply clear and sound risk

management practices that meet local government and industry standards

Ensure Business Continuity Plan documents are reviewed, revised and kept

current

Continue to deliver Council’s Buildings Asbestos Removal Program ($30,000



Implement the Major Refurbishment and Replacement Program for Council owned

Buildings, including:

Replace old electrical switchboards ($30,000 budgeted in 2015-2016

Roof replacement and repair works (approximately $150,000 budgeted in

2015-2016), eg: Old Shire Office Hall, Hawdon Street Hall, and Bundoora

Hall.

Flooring replacement and repair works ($82,000 budgeted in 2015-2016),

including: Watsonia Community Hall and Macleod Community Hall.

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

Council services.


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

open communication

Develop and implement communications strategies for major projects, services

and events to inform the community about what we are doing and how we are

doing it.

Prepare an election plan and conduct in accordance with the Local Government

Act


Our focus areas

We will:

5.4.1 Maximise our capable, united and cohesive leadership teams


Facilitate the rollout of Council's Leadership Development Framework to

strengthen the leadership capabilities of supervisory staff.

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

services across the organisation


Facilitate the development and integration of an Organisational Workforce

planning framework, strategies and reporting system and identify high risk areas

and gaps.

Build and strengthen the mechanisms and tools necessary to capture critical

knowledge in order to continue to deliver key organisational goals and objectives.

Plan and implement strategies and actions to ensure Council's aged services

workforce is well positioned to meet future challenges (ie. Ageing Workforce,

National Reform, National Disability Insurance Scheme (NDIS)).

5.4.3 Continue to develop our workforce to ensure optimum performance, competency and

skill at all levels throughout the organisation


Identify and deliver relevant learning and development offerings to support Council

goals, objectives and directions.

Complete a review of the records and information team structure including roles

and responsibilities resulting from changes associated with the implementation of

the new Electronic Document Records Management System (EDRMS).

Develop a priority list of hard copy digitisation and work flow process

improvements that will result in ongoing work efficiencies and cost savings.


5.4.4 Ensure our staff and workplaces remain safe


Implement the Banyule Management System requirements for continued

Occupational Health and Safety improvements.

Monitor any outcomes of the State Government’s review of the ‘Harmonised

Occupational Health and Safety’ model (National OHS standards and

requirements), as this will have resource implications on Council if the

Harmonised model is legislated).

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

Increasing organisational awareness of family violence issues, and how they

may impact the workforce, and

Establishment of procedures, processes, and educative programs that

advocate on behalf of, and support employees experiencing family violence.

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


Build on the implementation of the Working Together Working Better Values by

promoting positive behaviours through appropriate feedback, reward and

recognition and development opportunities.


Our focus areas

We will:

5.5.1 Manage and enhance information systems that heighten business and service

effectiveness


Implement the outcomes of the IT Strategic Plan Year 1 Action Plan, including:

Replacement of Council’s Storage Area Network

Transfer of the production servers to the WaterMarc site

Implement the upgrade of the Geomant call centre system

Implement the upgrade of the Lync Voice over IP communications

software

Prepare for the computing and AV needs of the New One Flintoff facility.

Implement stage 3 of the EDRMS project with the targeting of work flow

improvements, including digitisation of hard copy files particularly focused on

Personnel files and invoices to move to fully electronic data management

Deliver IT support to service units to streamline service deliverables, including: e-

Recruitment System, Online Requisition, Online Customer Services, etc.

Continue to refine, monitor and implement a disaster recovery solution

(technology platform) to meet Council’s business continuity requirements

Redevelop Council’s Intranet to improve departmental communication and

collaboration.

Streamline the Customer Request Management System to develop a one stop

customer request management system for Engineering services.


Establish a mechanism to review new technologies to ensure Public Records Office

Victoria standards for record keeping and privacy requirements are met and

reviewed according to an appropriate risk assessment - These reviews to be

conducted in line with the sometimes competing demands of Council’s operations

and the standards.

Refresh Council's Project Management framework.

Develop Councillor and Officer protocols to enable better co-ordination of

Council's response to the community

Develop and implement a Complaint Handling Policy in line with Ombudsman's

guidelines

Continue to review and streamline Council’s financial systems and processes to

ensure the most efficient and effective use of our technology resources, including:

Investigate the potential for the Interplan planning and reporting system

and the TRIM Workflow portal (for electronic document management) to

assist with managing contracts

Pursue opportunities, together with the MAV LEAP program (Municipal

Association of Victoria - Local Economies Advancing through

Procurement), to standardise contract documentation and improve

financial reporting capabilities that will assist with more sophisticated data

analysis and benchmarking

Review the ‘i-services’ permit module and its links to the infringement module,

investigations module, CRM and TRIM to ensure improved information

management in the Laws area and improve customer service response.

Monitor any outcomes of the State Government’s review of Rate Setting and the

Fire Services Property Levy, as possible changes to legislation will have resource

implications on Council and require planning, change management and education.

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

delivery

Our focus areas

We will:

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


Continue to provide a cost effective and environmental fleet, supported by an

efficient and responsive fleet management team and workshop.

Review fleet management practices to reduce the size of the operational fleet in

conjunction with a move to One Flintoff and a reduced operational need.


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

standards.


Provide reliable and dependable IT User Management Services, including resolving

user requests in a timely manner.

Maintain and provide a reliable and stable Information and Communications

Technology (ICT) environment to the organisation, including: Authority Corporate

Systems, Server and Network Hardware, Network Security patch management,

systems upgrade and replacement

Continue to implement the support systems and processes for quality asset

management, including: work with relevant Service Units to roll out Asset

Management and CRM.

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

the task.


Investigate and develop options for new and innovative systems and technologies

for use in consultation with IT and targeted Service Units, including: Health & Aged

Services, Municipal Laws and others

Review and improve processes that support payment options and methods

available for customers through our Website

Identify the scope and timelines for the Intranet Redevelopment and develop a

cross - organisation working group to identify and recommend improvements to

the way the information is shared and accessed.

Manage and maintain records service delivery to the organisation during the

implementation stage of the new EDRMS

Trial Laws mobile technology and develop a business case for mobile technology

for municipal law officers (animal, local laws & traffic) in consultation with IT and

Records.

Implement the new planning and building enforcement policy.

Manage the ongoing implementation of the TRIM/CRM integration in conjunction

with TRIM Implementation Team.


INDICATORS

How we will measure our performance against our Performance objective (and Strategic

Resource Plan):

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



5.1A Maintain full certification for all services to the most

recent National/ International standards in Quality,

Occupational Health & Safety, and Environmental

Management.

Output (Quality) Certification Maintained

5.1B CSI - Overall performance of Council Output (Quality) Equal to or greater than



5.1C CSI – Informing the community(performance) Outcome (Service

Effectiveness)




5.1D CSI - Customer service (performance) Outcome (Service

Effectiveness)




5.1E LGPRF Governance and Management Checklist

(GMC) - Community engagement: Community

engagement policy (policy outlining Council's

commitment to engaging with the community on

matters of public interest)


management, Community

engagement)

Assessment criteria


5.1F LGPRF GMC - Community engagement: Community


determine when and how to engage with the

community)



engagement)

Assessment criteria


5.1G LGPRF GMC - Monitoring: Audit Committee (advisory

committee of Council under section 139 of the Act

whose role is to oversee the integrity of a Council's

financial reporting, processes to manage risks to the

Council's operations and for compliance with

applicable legal, ethical, and regulatory requirements)


management,

Monitoring)

Assessment criteria


5.1H LGPRF GMC - Monitoring: Internal audit (independent

accounting professionals engaged by the Council to

provide analyses and recommendations aimed at

improving Council's governance, risk and management

controls)


management,

Monitoring)

Assessment criteria





5.2A Achievement of the budgeted result or better. Output (Quality) Result Achieved

5.2B Percentage of projects in Capital Works program

completed on time.


5.2C LGPRF (Financial) – Operating position: Adjusted

underlying result (an adjusted underlying surplus is

generated in the ordinary course of business)

Adjusted underlying surplus (or deficit) (adjusted

underlying surplus (or deficit) as a percentage of

underlying revenue)

Output (Operating

position, Underlying

result)

>0%

5.2D LGPRF (Financial) – Liquidity: (a) Working capital

(sufficient working capital is available to pay bills as and

when they fall due)

Current assets compared to current liabilities

(current assets as a percentage of current

liabilities)

Output (Liquidity,

Working capital)

200%

5.2E LGPRF (Financial) – Liquidity: (b) Unrestricted cash

(sufficient cash that is free of restrictions is available to

pay bills as and when they fall due)

Unrestricted cash compared to current liabilities

(unrestricted cash as a percentage of current

liabilities)

Output (Liquidity,

Working capital)

100%

5.2F LGPRF (Financial) – Obligations: (a) Loans and

borrowings (level of interest bearing loans and

borrowings is appropriate to the size and nature of

Council's activities)

Loans and borrowings compared to rates (interest

bearing loans and borrowings as a percentage of

rate revenue)

Loans and borrowings repayments compared to

rates (interest and principal repayments on

interest bearing loans and borrowings as a

percentage of rate revenue)

Output (Obligations,

Indebtedness)


Indebtedness)

62%

7.1%

5.2G LGPRF (Financial) – Obligations: (b) Indebtedness (level

of long term liabilities is appropriate to the size and

nature of a Council's activities)

Non-current liabilities compared to own source

revenue (non-current liabilities as a percentage of

own-source revenue)


Long term

liabilities)

<50%




5.2H LGPRF (Financial) – Obligations: (c) Asset renewal

(assets are renewed as planned)

Asset renewal compared to depreciation (asset

renewal expenditure as a percentage of

depreciation)


Asset renewal)

120%

5.2I LGPRF (Financial) – Stability: (a) Rates concentration

(revenue is generated from a range of sources)

Rates compared to adjusted underlying revenue

(rate revenue as a percentage of adjusted

underlying revenue)

Output (Stability, Rates

concentration)

67%

5.2J LGPRF (Financial) – Stability: (b) Rates effort (rating

level is set based on the community’s capacity to pay)

Rates compared to property values (rate revenue

as a percentage of the capital improved value of

rateable properties in the municipality)

Output (Stability, Rates

effort)

0.3%

5.2K LGPRF (Financial) – Efficiency: (a) Expenditure level

(resources are used efficiently in the delivery of

services)

Expenses per property assessment (total expenses

per property assessment)

Output (Efficiency,

Expenditure level)

$2,600

5.2L LGPRF (Financial) – Efficiency: (b) Revenue level


services)

Average residential rate per residential property

assessment (residential rate revenue per

residential property assessment)

Output (Efficiency,

Revenue level)

$1,634

5.2M LGPRF (Financial) – Efficiency: (c) Workforce turnover


services)

Resignations and terminations compared to

average staff (number of permanent staff

resignations and terminations as a percentage of

average number of permanent staff)

Output (Efficiency,

Workforce

turnover)

7%




5.2N LGPRF – Sustainable Capacity: (a) Own-source revenue

(revenue is generated from a range of sources in order

to fund the delivery of Council services to the

community)

Own-source revenue per head of municipal

population (own-source revenue per head of

municipal population)

Output (Capacity, Own

source revenue)

$900

5.2O LGPRF – Sustainable Capacity: (b) Recurrent grants

(revenue is generated from a range of sources in order

to fund the delivery of Council services to the

community)

Recurrent grants per head of municipal population

(recurrent grants per head of municipal

population)

Output (Capacity,

Recurrent grants)

$100

5.2P LGPRF – Sustainable Capacity: (c) Population

(population is a key driver of a Council's ability to fund

the delivery of services to the community)

Expenses per head of municipal population (total

expenses per head of municipal population)

Infrastructure per per head of municipal

population (value of infrastructure per head of

municipal population)

Population density per length of road (municipal

population per kilometre of local road)

Output (Capacity,

Population)

Output (Capacity,

Population)

Output (Capacity,

Population)

$1,000

$4,700

230

5.2Q LGPRF – Sustainable Capacity: (d) Disadvantage

(disadvantage is a key driver of a Council's ability to fund

the delivery of services to the community)

Relative socio-economic disadvantage (relative

Socio-economic Disadvantage of the municipality)

Output (Capacity,

Disadvantage)

9

5.2R LGPRF Governance and Management Checklist (GMC) -

Community engagement: Community engagement policy

(policy outlining Council's commitment to engaging with

the community on matters of public interest)



engagement)

Assessment criteria


5.2S LGPRF GMC - Community engagement: Community



community)



engagement)

Assessment criteria





5.2T LGPRF GMC - Planning: Strategic Resource Plan (plan

under section 126 of the Act outlining the financial and

non-financial resources required for at least the next 4

financial years)


management, Planning)

Assessment criteria


5.2U LGPRF GMC - Planning: Annual budget (plan under

section 130 of the Act setting out the services to be

provided and initiatives to be undertaken over the next

12 months and the funding and other resources

required)



Assessment criteria


5.2V LGPRF GMC - Planning: Asset management plans (plans

that set out the asset maintenance and renewal needs

for key infrastructure asset classes for at least the next

10 years)



Assessment criteria


5.2W LGPRF GMC - Planning: Rating strategy (strategy setting

out the rating structure of Council to levy rates and

charges)



Assessment criteria


5.2X LGPRF GMC - Planning: Procurement policy (policy

under section 186A of the Local Government Act 1989

outlining the matters, practices and procedures that will

apply to all purchases of goods, services and works)



Assessment criteria


5.2Y LGPRF GMC - Monitoring: Audit Committee (advisory




Council's operations and for compliance with applicable

legal, ethical, and regulatory requirements)


management, Monitoring)

Assessment criteria


5.2Z LGPRF GMC - Monitoring: Internal audit (independent




controls)



Assessment criteria


5.2AB LGPRF GMC - Monitoring: Performance reporting

framework (a set of indicators measuring financial and

non-financial performance, including the performance

indicators referred to in section 131 of the Act)



Assessment criteria





5.2AC LGPRF GMC - Reporting: Council Plan reporting (report

reviewing the performance of the Council against the

Council Plan, including the results in relation to the

strategic indicators, for the first six months of the financial

year)


management, Reporting)

Assessment criteria


5.2AD LGPRF GMC - Reporting: Financial reporting (quarterly

statements to Council under section 138 of the Act

comparing budgeted revenue and expenditure with actual

revenue and expenditure)



Assessment criteria


5.2AE LGPRF GMC - Reporting: Risk reporting (six-monthly

reports of strategic risks to Council's operations, their

likelihood and consequences of occurring and risk

minimisation strategies)



Assessment criteria


5.2AF LGPRF GMC - Reporting: Performance reporting (six-

monthly reports of indicators measuring results against

financial and non- financial performance, including the

performance indicators referred to in section 131 of the

Act)



Assessment criteria


5.2AG LGPRF GMC - Reporting: Annual report (annual report

under sections 131, 132 and 133 of the Act to the

community containing a report of operations and audited

financial and performance statements)



Assessment criteria



5.3A WorkCover premium as a percentage of payroll

Output (Cost) 2.25%

5.3B CSI – Emergency and disaster management(performance) Appropriateness


Levels)

Equal to or greater



for 2014

5.3C Percentage of official Council and Committee meetings

attended by Councillors where a quorum was achieved

Appropriateness


Levels)

100%

5.3D CSI – Enforcement of local laws(performance) Appropriateness


Levels)

Equal to or greater



for 2014

5.3E Visits to website Appropriateness


Levels)

800,000




5.3F Average time taken to answer telephone call enquiries Appropriateness


Levels)

Within 2 minutes

5.3G Percentage of customer requests actioned within

specified timeframes


5.3H LGPRF - Governance: (a) Transparency (Council

decisions made at an ordinary or special meeting of

Council, or at a meeting of a special committee

consisting only of Councillors, in an open and

transparent manner)

Council resolutions made at meetings closed to

the public (percentage of Council resolutions

made at an ordinary or special meeting of

Council, or at a meeting of a special committee

consisting only of Councillors, closed to the

public under section 89(2) of the Act)


Appropriateness)

15%

5.3I LGPRF - Governance: (b) Consultation and

engagement (Council decisions made and

implemented with community input)

Satisfaction with community consultation and

engagement (community satisfaction rating out

of 100 with the consultation and engagement

efforts of Council)


Appropriateness)

Equal to or greater



for 2014

5.3J LGPRF - Governance: (c) Attendance (Councillors

represent the views of their constituents and allow

decisions to take place by attending meetings)

Councillor attendance at Council meetings

(percentage of attendance at ordinary and special

Council meetings by Councillors)


Quality)

80%

5.3K LGPRF - Governance: (d) Service cost (Councils

deliver their governance service in a cost-efficient

manner)

Cost of governance (direct cost of delivering

Council's governance service per Councillor)


$45,000




5.3L LGPRF - Governance: (e) Satisfaction (Councils make

and implement decisions in the best interests of the

community)

Satisfaction with Council decisions (community

satisfaction rating out of 100 with how Council

has performed in making decisions in the

interests of the community)


Equal to or greater



for 2014

5.3M LGPRF Governance and Management Checklist

(GMC) - Community engagement: Community

engagement policy (policy outlining Council's

commitment to engaging with the community on

matters of public interest)


management,


Assessment criteria


5.3N LGPRF GMC - Community engagement: Community



community)


management,


Assessment criteria


5.3O LGPRF GMC - Planning: Risk policy (policy outlining

Council's commitment and approach to minimising the

risks to Council's operations)



Assessment criteria


5.3P LGPRF GMC - Planning: Fraud policy (policy outlining


risk of fraud)



Assessment criteria


5.3G LGPRF GMC - Planning: Municipal emergency

management plan (plan under section 20 of the

Emergency Management Act 1986 for emergency

prevention, response and recovery)



Assessment criteria


5.3Q LGPRF GMC - Planning: Procurement policy (policy

under section 186A of the Local Government Act

1989 outlining the matters, practices and procedures

that will apply to all purchases of goods, services and

works)



Assessment criteria


5.3R LGPRF GMC - Planning: Business continuity plan (plan

setting out the actions that will be taken to ensure

that key services continue to operate in the event of a

disaster)



Assessment criteria





5.3S LGPRF GMC - Planning: Disaster recovery plan (plan

setting out the actions that will be undertaken to

recover and restore business capability in the event of

a disaster)



Assessment criteria


5.3T LGPRF GMC - Monitoring: Risk management

framework (framework outlining Council's approach

to managing risks to the Council's operations)



Assessment criteria


5.3U LGPRF GMC - Monitoring: Audit Committee (advisory




Council's operations and for compliance with

applicable legal, ethical, and regulatory requirements)



Assessment criteria


5.3V LGPRF GMC - Monitoring: Internal audit (independent




controls)



Assessment criteria


5.3W LGPRF GMC – Decision Making: Councillor Code of

Conduct (Code under section 76C of the Act setting

out the conduct principles and the dispute resolution

processes to be followed by Councillors)


management, Decision

making)

Assessment criteria


5.3X LGPRF GMC – Decision Making: Delegations (a

document setting out the powers, duties and functions

of Council and the Chief Executive Officer that have

been delegated to members of staff)



making)

Assessment criteria


5.3Y LGPRF GMC – Decision Making: Meeting procedures

(a local law governing the conduct of meetings of

Council and special committees)



making)

Assessment criteria



5.4A Performance against Human Resources Strategic Plan

(% actions completed on time)


5.4B LGPRF GMC - Planning: Risk policy (policy outlining


risks to Council's operations)


management,

Planning)

Assessment criteria





5.5A Percentage of Freedom of Information requests

responded to within statutory timeframes (45 days)


5.5B Maintain full certification for all services to the most



Management.

Output (Quality) Certification

Maintained

5.5C LGPRF GMC - Planning: Municipal emergency

management plan (plan under section 20 of the

Emergency Management Act 1986 for emergency

prevention, response and recovery)



Assessment criteria


5.5D LGPRF GMC - Planning: Business continuity plan (plan

setting out the actions that will be taken to ensure that

key services continue to operate in the event of a

disaster)



Assessment criteria


5.5E LGPRF GMC - Planning: Disaster recovery plan (plan

setting out the actions that will be undertaken to

recover and restore business capability in the event of a

disaster)



Assessment criteria


5.5F LGPRF GMC - Monitoring: Risk management framework

(framework outlining Council's approach to managing

risks to the Council's operations)


management,

Monitoring)

Assessment criteria


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

5.6A Percentage of core IT systems availability Output (Quality) 98%

5.6B Maintain full certification for all services to the most



Management.

Output (Quality) Certification

Maintained

5.6C LGPRF GMC - Planning: Asset management plans (plans

that set out the asset maintenance and renewal needs

for key infrastructure asset classes for at least the next

10 years)


management,

Planning)

Assessment criteria


Notes:


ordinated by Local Government Victoria, the Department of Environment, Land, Water and Planning (formerly Transport,

Planning and Local Infrastructure)




Notes and Glossary of Terms for the Indicators:

CSI – Community satisfaction index scores measured by Victorian Local Government

Community Satisfaction Survey (CSS), co-ordinated by the Department of Environment, Land,

Water and Planning (formerly Transport, Planning and Local Infrastructure)

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

Banyule’s CSI indicators and targets are based on ‘performance’ measures. Community

Satisfaction Index (CSI) scores are commonly used in the market research industry to represent

the extent of customer satisfaction.

LGPRF – Local Government Performance Reporting Framework indicators:

Key measures as part of the Local Government Performance Reporting Framework – these

include indicators and measures of service performance, financial performance and

sustainable capacity, along with a checklist of 24 governance and management

requirements.

In April 2014, legislation was introduced to include the requirement for Councils to report

against the Local Government Performance Reporting Framework (LGPRF).

The Local Government (Planning and Reporting) Regulations 2014 support the operation

of the new planning and reporting framework for Councils under the Local Government

Amendment (Performance Reporting and Accountability) Act 2014.

Banyule City Council adheres to the ‘Local Government Better Practice Guide 2014-2015 -

Performance Reporting Framework Indicator Workbook’ (LGV Guide - LGPRF Indicator

Workbook) in the implementation of the LGPRF indicators process.

The list of indicators included in the State Government’s LGPRF is included in Council’s

Budget 2014-2015 document (and draft Budget 2015-2016). The first set of results will

be reported in Council’s Annual Report 2014-2015, in line with the legislative

requirements. Council will review these and adjust targets and indicators as appropriate on

an annual basis.

Council will continue to work with the State Government and Local Government industry

sector in the further development and implementation of the LGPRF.


The indicators are reviewed on an ongoing basis to ensure continued alignment with Council’s

objectives and priorities, and are subject to change. They are also reviewed in line with

Banyule’s ongoing planning process, and through Banyule’s involvement with the Department of

Environment, Land, Water and Planning (formerly Transport, Planning and Local Infrastructure)

process to further develop the reporting framework for the local government sector.

2.6 Performance statement

The LGPRF service performance outcome indicators detailed in the preceding pages will be

reported on within the Performance Statement which is prepared at the end of the year as

required by section 132 of the Act and included in the 2015/16 Annual Report. The

Performance Statement will also include reporting on prescribed indicators of financial

performance (outlined in section 8) and sustainable capacity (which are not included in this

budget report). The full set of prescribed performance indicators contained in the

Performance Statement is audited each year by the Victorian Auditor General who issues an

audit opinion on the Performance Statement. The initiatives detailed in the preceding pages

will be reported in the Annual Report in the form of a statement of progress in the report of

operations.


2.7 Reconciliation with budgeted operating result 2015-2016

Net

Position

Expenditure

\ (Revenue) Expenditure Revenue

$’000 $’000 $’000

1. People:

Community Strengthening and Support 15,750 34,969 (19,219)

2. Planet:

Environmental Sustainability 17,522 23,492 (5,970)

3. Place:

Sustainable Amenity and Built Environment 10,829 20,415 (9,586)

4 Participation:

Community Involvement in Community

Life 6,381 6,387 (6)

5 Performance:

Use Our Resources Wisely 16,787 17,130 (343)

Total services 67,269 102,393 (35,124)

Depreciation 19,594

Unallocated corporate cost 1,203

Deficit before funding sources 88,066

Funding Sources

Rates and charges (89,555)

Capital grants (2,379)

Total funding sources (91,934)

(Surplus)/deficit for the year (3,868)

Note:

The figures above exclude activity contained in the Statement of Capital Works.

The Strategic Resource Plan consists of the ‘Performance – Use our resources wisely’ objective,

the ‘Management of our Human Resources’ section, and the Financial Resources section.


3. Budget influences

This section sets out the key budget influences arising from the internal and external

environment within which the Council operates.

3.1 Snapshot of Banyule City Council

This section sets out demographic information about the municipality which influences budgets

for various services.

Banyule City Council

Banyule City Council was formed in 1994 and comprises 21 suburbs that lie between 7 and 21

kilometres north-east of central Melbourne. In total it covers an area of approximately 63

square kilometres.

Population

Banyule’s estimated resident population for 2014 is 125,503, forecast to grow to 139,740

residents by 2031.

Age Groups

Banyule has an older age profile compared to Greater Melbourne. Older residents aged 60+

years make up 21.7% of Banyule’s population compared to 18.2% of the population in Greater

Melbourne.

From 2006 to 2011, the largest growth in Banyule occurred in the following age groups:

Elderly, aged 85+ years (22%)

Empty nesters and retirees, aged 60-69 years (19%)

Newborns and pre-schoolers, aged 0-4 years (13%).

Cultural diversity

Banyule is a culturally and linguistically diverse municipality. Residents come from over 140

countries and speak around 120 different languages at home.

An increasing number of Banyule residents are born overseas (22.1% in 2011, up from 19.7% in

2006), a trend that mirrors the increasing diversity in Greater Melbourne.

The main overseas countries of birth for Banyule residents are: United Kingdom, Italy, China

and India. The number of residents from European countries is slowly declining while the

number from Asian countries is increasing.

In the 2011 Census, there were 619 people of Indigenous Australian origin, comprising 0.5% of

the population – a similar proportion to Greater Melbourne (0.5%). (Note: The ATSI

community is typically under-represented in Census data, so the actual population may be

higher.)

Between 2006 and 2011, Banyule experienced a significant shift in cultural and linguistic

diversity. There were (4,471) fewer residents with an Australian ancestral background.

Ancestral groups with the largest increase in numbers include English (+2,855), Chinese

(+1,506), and Scottish (+1,361). Residents of Indian ancestry almost doubled in number (from

1,148 in 2006 to 2,156 in 2011), and those with Somali ancestry increased significantly as a

proportion of their total population size (from 564 in 2006 to 864 in 2011.


Nearly 20% of residents speak a language other than English at home, up from 17% in 2006.

The main languages spoken are: Italian, Greek, Mandarin, Cantonese and Arabic. Between 2006

and 2011, languages that experienced the most growth were Mandarin, Somali, Hindi and

Punjabi.

Housing

There are 48,124 private dwellings in Banyule. The overwhelming majority are separate houses

(80.1%), followed by medium density dwellings (18.7%). Between 2006 and 2011, the total

number of dwellings increased by 1,918 (+4.1%) to 48,201.

The average household size is marginally smaller in Banyule than in Greater Melbourne (2.56

persons per household compared to 2.62).

Analysis of the housing tenure of Banyule households compared to Greater Melbourne shows

Banyule has a larger proportion of households that own their home (38.0% compared to

31.5%); a smaller proportion purchasing their home (33.6% compared to 35.3%); and a smaller

proportion renting (23.4% compared to 26.5%).

The majority of households in Banyule are couples with children (33.8%). However by the year

2026, the proportion is forecast to decrease to 31.8%. Conversely, the proportion of lone

person households in Banyule is forecast to increase from 21.9% in 2011 to 23.3% by 2026.

Education

The educational level attained by Banyule residents (aged 15+ years) is slightly higher than for

residents in Greater Melbourne. Fifty six percent completed Year 12 or equivalent compared

to 54.6%. Similarly, 36.3% completed a tertiary qualification compared to 32.4%.

Employment

In the 2011 Census, the number of Banyule residents that were employed from a total labour

force of 61,388 was 58,669 (95.6%). Of these, 36.6% were employed part-time. In comparison,

a lower proportion of residents in Greater Melbourne were employed part-time (34.2%).

Trends indicate the unemployment rate is growing. In the 2014 September quarter, the

unemployment rate in Banyule was 5.39% (up from 3.48% in the 2010 December quarter), but

lower compared to the unemployment rate in Victoria (6.75%) and in Australia (6.18%).

The largest employer in Banyule is the Health Care and Social Assistance industry (making up

29.1% of all employment in 2013/14), followed by Retail Trade (11.3%), Education and Training

(10.1%) and Construction (9.1%). A considerable proportion of the people who work in

Banyule also live in the area (38.4%).

Budget implications

There are no short term budget implications related to changes in Council’s social and

demographic make-up. Long term planning and provision is being set for two divergent factors

that are occurring in Banyule’s demographic make-up:

1. Banyule’s population cohort in the “baby boomer” 60+ category is increasing overall

and associated service will need to increase to provide for both aging well in place and

increases in social support services.

2. Banyule has experienced a mini baby boom which will continue to put pressure on

early years and recreational services in the mid- term.


Further, a State based and Council supported initiative around neighbourhood renewal

continues within Heidelberg West. We continue to see a significant shift in the population

make-up of this area to emerging migrant groups and rapidly growing established ethnic

communities.

Council continues to support appropriate increases in development density around its activity

centres which will have ongoing implications for many service areas and infrastructure

provision. Council’s structure planning processes for these precincts is well established.

Note: Data sources:

Australian Bureau of Statistics, Census of Population and Housing, 2011 and 2006.

Employment data: Australian Bureau of Statistics, Small Area Labour Markets and

National Institute of Economic and Industry Research (NIEIR) compiled and presented in

economy.id.

3.2 External influences

The Victorian State Government has announced that local government rates will be capped

from 2016-17. Depending on the level at which rates are capped Council may need to

undertake a review of services that are provided to the community with the aim ensuring a

sustainable level of service can be offered to the community.

Consumer Price Index (CPI) increases on goods and services of 1.7% through the year to

December quarter 2014 (ABS release 28 January 2015). State-wide CPI is forecast to be 2.5%

for the 2015/16 year (Victorian Budget Papers 2014/15).

Australian Average Weekly Earnings (AWE) growth for Public Sector full-time adult ordinary

time earnings in the 12 months to November 2014 was 2.1% (ABS release 25 February 2015).

The wages price index in Victoria is projected to be 3.50% per annum in 2015/16 and the

subsequent two years (Victorian Budget Papers 2014/15).

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

of the State and Federal Government. Over time the funds received by local governments do

not increase in line with real cost increases. Examples of services that are subject to Cost

Shifting include school crossing supervisors, library services and home and community care for

aged residents. In all these services the level of payment received by Council from the State

Government does not reflect the real cost of providing the service to the community.

Councils across Australia raise approximately 3% of the total taxation collected by all levels of

Government in Australia. In addition Councils are entrusted with the maintenance of more

than 30% of all Australian public assets including roads, bridges, parks, footpaths and public

buildings. This means that a large proportion of Council's income must be allocated to the

maintenance and replacement of these valuable public assets in order to ensure the quality of

public infrastructure is maintained at satisfactory levels.

The carbon price repeal legislation received Royal Assent on 17 July 2014, effective from 1 July

2014. Councils are expected to account for the carbon price refunds received and unused

carbon price revenue collected in a transparent way. The Australian Competition and

Consumer Commission has recently suggested that Councils use the money collected for the

Carbon Tax on projects or infrastructure benefiting their communities or by accounting for

this additional money by setting their future fees and charges lower than they would otherwise

have been.

The Fire Services Property Levy will continue to be collected by Council on behalf of the State

Government with the introduction of the Fire Services Property Levy Act 2012.

http://deewr.gov.au/small-area-labour-markets-publication

http://deewr.gov.au/small-area-labour-markets-publication


Domestic interest rates (i.e. 90 and 180 day rates) have been volatile over a number of years

and have reduced to record low levels. As such Council has budgeted for sustained reduction

in the amount of income from investments for 2015/16 based on anticipated low returns on

term deposits and an anticipated lower cash balance going forward.

3.3 Internal influences

As well as external influences, there are also a number of internal influences, corporate risks

and effectiveness controls that must also be considered. All of these have a significant impact

on the consideration and preparation of the 2015/16 Budget.

Listed below is a series of the key internal influences considered through the budget process:

Financial sustainability

Effective Communication/ reputation management

Guards against Fraud and Misappropriation

Consideration of a changing workforce demographic

Strategies and actions that address Climate and Environment concerns of our

community and organisation

A Focus on asset renewal

Appropriate Governance is in place

Effective Management of Industrial Disputes/ Unrest

Effective control of Contract and Project management

Improvements in business continuity recovery processes

High-level monitoring of corporate risks and opportunities

Collective Bargaining Agreement which commenced on 1 July 2014 of 3.35% increase

for the next 2 years to 30 June 2016. The subsequent year increasing by 3.30%).

3.4 Budget principles

Budget principles include:

A long term commitment to a balance between ongoing financial sustainability and the

commitment for delivery of key infrastructure projects to the community

A move to a return to “green” in all the VAGO sustainability indicators over the term

of this Council

Focus on increases from alternate funding sources other than rates for major capital

projects.

Improved communication, engagement and reporting to the community on the

financial stewardship of Council.

Improve the efficiency and effectiveness of existing resources in the delivery of

services to the community.

Maintain a rating strategy that enables a move to a better closure of the infrastructure

renewal gap for important existing community assets.

Maintain priority for projects with above loan repayment returns and synergies with

City Plan objectives.

Commitment to the improvement of Council assets through the adherence to a

strategic long term capital program

Loan duration to match cash flows in the funded Capital Works Program.


No borrowings for operating expenses.

Loan Redemption Reserve funds are not to be applied for other purposes.

The establishment of an infrastructure renewal fund to smooth long term high cost

infrastructure renewal costs for major assets.

3.5 Long term strategies

The budget includes consideration of a number of long term strategies and contextual

information to assist Council to prepare the Budget in a proper financial management context.

These include a Strategic Resource Plan for 2015/16 to 2018/19 (section 8), Rating Information

(section 9) and Other Long Term Strategies (section 10) including borrowings, infrastructure

and service delivery considerations.


Budget Analysis

4. Analysis of operating budget

This section analyses the operating budget including expected income and expenses of the

Council for the 2015/16 year.

4.1 Budgeted income statement Forecast

Actual Budget Variance

Ref 2014/15 2015/16

$’000 $’000 $’000

Total income 4.2 140,361 134,379 (5,982)

Total expenses 4.3 (134,109) (130,511) 3,598

Surplus (deficit) for the year 6,252 3,868 (2,384)

Grants –non-recurrent capital 4.2.6 (843) (471) 372

Contributions - non-monetary assets 0 0 0

Capital contributions - monetary 4.2.4 (864) (1,140) (276)

Underlying surplus / (deficit) 4,545 2,257 (2,288)

4.1.1 Underlying surplus ($2.29 million decrease)

The underlying result is the net surplus or deficit for the year adjusted for non-recurrent

capital grants, non-monetary asset contributions, and capital contributions from other sources.

It is a measure of financial sustainability and Council’s ability to achieve its service delivery

objectives as it is not impacted by capital income items which can often mask the operating

result. The underlying result for the 2015/2016 year is a surplus of $2.26 million which is a

decrease of $2.29 million from the 2014/2015 year.

4.2 Income Forecast


Income Types Ref 2014/15 2015/16

$’000 $’000 $’000

General rates and charges 4.2.1 85,667 89,555 3,888

Special rates and charges 4.2.1 581 581 0

Statutory fees and fines

6,833 6,861 28

User fees 4.2.2 14,629 16,427 1,798

Interest income 4.2.3 2,252 1,618 (634)

Grants - operating 4.2.4 11,736 11,838 102

Grants - capital 4.2.5 2,234 2,379 145

Contributions - monetary 4.26 2,576 2,754 178

Net gain on disposal of property,

infrastructure, plant & equip. 4.2.7 11,827 310 (11,517)

Rental income 4.2.8 1,884 1,926 42

Other income 4.2.9 142 130 (12)

Total income 140,361 134,379 (5,982)


Source: Appendix A

$89,555

66.64%

$581

0.43%

$6,861

5.11%

$16,427

12.22%

$1,618

1.20%

$11,838

8.81%

$2,379

1.77%

$2,754

2.05% $310

0.23% $1,926

1.43% $130

0.10%

General rates and charges

Special rates and charges

Statutory fees and fines

User fees

Interest income

Grants - operating

Grants - capital

Contributions - monetary

Net gain on disposal of property,infrastructure, plant & equip.

Rental income

Generalrates andcharges

Specialrates andcharges

Statutoryfees and

finesUser fees

Interestincome

Grants -operating

Grants -capital

Contributions -

monetary

Net gainon

disposalof

property,infrastructure, plant& equip.

Rentalincome

Otherincome

Forecast 14/15 85,667 581 6,833 14,629 2,252 11,736 2,234 2,576 11,827 1,884 142

Budget 15/16 89,555 581 6,861 16,427 1,618 11,838 2,379 2,754 310 1,926 130

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

100,000

'00

0

Income


4.2.1 Rates and charges ($3.89 million increase)

It is proposed that total general rates and charges income to be raised for 2015/2016 is $89.56

million. This includes an increase in the Municipal Charge of 2.41% per rateable assessment;

supplementary rates are anticipated to decrease. Section 9 “Rating Information” includes a

more detailed analysis of the rates and charges to be levied for 2015/2016. Information on

rates and charges specifically required by the Regulations is included in Appendix B.

4.2.2 User fees ($1.80 million increase)

User charges relate mainly to the recovery of service delivery costs through the charging of

fees to users of Council’s services. These include the use of leisure, entertainment and other

community facilities and the provision of human services such as child care and home help

services. In setting the budget, the key principle for determining the level of user charges has

been to ensure that increases do not exceed market levels and in the majority of instances

CPI. For 2015/2016 new sources of revenue have contributed to the increase.

4.2.3 Interest income ($634K decrease)

Interest Income is predominantly made up of the interest received on Council's cash holdings

in bank accounts and term deposits. Interest income is projected to decrease by $634K as

Council spends a significant portion of cash reserves on Capital Works as well as a projected

drop in interest rates compared to 2014/2015.

4.2.4 Grants - operating ($102K increase)

Operating grants include all monies received from State and Federal Government and other

sources for the purposes of funding the delivery of Council’s services to ratepayers. Overall,

the level of operating grants has increased by 0.87% or $102K compared to 2014/2015. A list

of operating grants by type and source, classified into recurrent and non-recurrent, is included

below.


Forecast


Operating Grant Funding Type and Source

2014/15 2015/16

$’000 $’000 $’000

Recurrent - Commonwealth Government

Child care centres

942 1,050 108

Other

39 46 7

Recurrent - State Government

Victorian Grants Commission

(VGC)

3,638 3,638 0

Health, aged and respite care

3,541 3,527 (14)

Planned activity group

652 747 95

Maternal and child health

711 729 18

Preschool and child care centres

517 547 30

Delivered meals

252 256 4

Property maintenance

231 235 4

School crossings

185 190 5

Other

867 845 (22)

Recurrent - Other Sources

Other

21 18 (3)

Total recurrent grants

11,596 11,828 232

Non-recurrent - Commonwealth Government

Child care centres

32 10 (22)

Other

6 0 (6)

Non-recurrent - State

Government

0

Community safety

50 0 (50)

Other

52 0 (52)

Total non-recurrent grants 140 10 (130)

Total operating grants 11,736 11,838 102

Increases in specific operating grant funding reflect expected increased demand for these

services. The Victoria Grants Commission (VGC) funding was frozen at previous year’s levels

by the State Government. This freeze applied across the board.

4.2.5 Grants - capital ($145K increase)

Capital grants include all grant monies received from State Government, Federal Government

and other sources for the purposes of funding the capital works program. Overall the level of

capital grants has increased by 6.5% or $145K compared to 2014/2015. This is due to an

increase in the grants received as part of the Commonwealths Roads to Recovery Program of

$518K, which is partially offset by a reduction in funding for other capital works projects.

Section 6. “Analysis of Capital Budget” includes a more detailed analysis of the grants and

contributions expected to be received during the 2015/2016 year. A list of capital grants by

type and source, classified into recurrent and non-recurrent, is included below.


Forecast


Capital Grant Funding Type and Source 2014/15 2015/16

$’000 $’000 $’000

Recurrent - Commonwealth Government

Roads to recovery

476 993 517

Recurrent - State Government

Local roads - VGC

915 915 0

Total recurrent grants

1,391 1,908 517

Non-recurrent - Commonwealth Government

Other

16 0 (16)

Non-recurrent - State Government

Buildings

625 425 (200)

Parks and trails

40 0 (40)

Sporting facilities 66 0 (66)

Other 46 46 0

Non-recurrent - State Government

Parks and trails 50 0 (50)

Total non-recurrent grants 843 471 (372)

Total capital grants 2,234 2,379 145

4.2.6 Contributions - monetary ($178K increase)

Contributions relate to monies paid by property developers, monies paid by local sporting

clubs/organisations to contribute to Capital Works Projects, and profit-sharing income from

WaterMarc.

Contributions are projected to increase by $178K or 6.91% compared to 2014/2015 due

mainly to a slight increase in the number of contributions received for Capital Works projects.

4.2.7 Net gain on disposal of property, infrastructure, plant and equipment ($11.52

million decrease)

Net gain from the disposal of Council assets are forecast to reduce by $11.5 million to $310K

for the 2015/2016 year. This is due to the sale in 2014/2015, of Bellfield Primary School, for

which Council had a net gain of $10.3 million.

4.2.8 Rental income ($42Kincrease)

Rental income is projected to increase by $42K or 2.23% from 2014/2015 to 2015/2016. This

is attributable to small price increases in our rental charges to our commercial tenants.

4.2.9 Other income ($12K decrease)

Other income relates to a range of items such as sale of right-of-ways, sale of drainage

reserves, sponsorship of council events and other miscellaneous items.

Other income is forecast to decrease by 8.45% or $12k compared to 2014/2015. Sponsorship

is forecast to decline by $11k due to a reduction in parent donations towards Council's three

child care centres.


4.3 Expenses

Forecast


Expense Types Ref 2014/15 2015/16

$’000 $’000 $’000

Employee costs 4.3.1 55,356 58,260 2,904

Contracts, materials and

services 4.3.2 42,954 35,645 (7,309)

Utility charges 4.3.3 4,273 4,428 155

Depreciation and amortisation 4.3.4 19,017 19,594 577

Borrowing costs 4.3.5 3,874 3,726 (148)

Donations expenditure 4.3.6 749 704 (45)

Contributions - expenses 4.3.7 5,784 6,022 238

Other expenses 4.3.8 2,102 2,132 30

Total expenses 134,109 130,511 (3,598)

Employee

costs

Contracts,materials and

services

Utilitycharges

Depreciationand

amortisation

Borrowingcosts

Donationsexpenditure

Contributions- expenses

Otherexpenses

Forecast 14/15 55,356 42,954 4,273 19,017 3,874 749 5,784 2,102

Budget 15/16 58,260 35,645 4,428 19,594 3,726 704 6,022 2,132

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

$'0

00

Expenses


Source: Appendix A

4.3.1 Employee costs ($2.90 million increase)

Employee costs include all labour related expenditure such as wages & salaries and on-costs

such as allowances, leave entitlements, employer superannuation, etc.

Employee costs are forecast to increase by 4.87% or $2.90 million compared to 2014/2015.

This increase relates to three key factors:

The continuation of Council’s Enterprise Bargaining Agreement (EBA) and its yearly pay

increases.

Additional staff costs for a full year in 2015/2016 as the new management structure was

initiated in the middle of the 2014/2015 financial year.

Increases in individual staff salaries as they progress through pay bandings.

A summary of human resources expenditure categorised according to the organisational

structure of Council is included below:

Comprises

Budget Permanent Permanent

Department 2015/16 Full Time Part Time

$'000 $'000 $'000

Core Corporate 1,593 1,298 295

Community Programs 21,665 8,577 13,088

Corporate Services 9,057 6,861 2,196

City Development 8,599 7,228 1,371

Assets & City Services 16,101 15,807 294

Capital Initiatives 443 169 274

Total permanent staff expenditure 57,458 39,940 17,518

Casuals and other 1,702

Capitalised labour costs (900)

Total expenditure 58,260

$58,260

45%

$35,645

27%

$4,428

3%

$19,594

15%

$3,726

3%

$704

0%

$6,022

5% $2,132

2%

Employee costs

Contracts, materials and services

Utility charges

Depreciation and amortisation

Borrowing costs

Donations expenditure

Contributions - expenses

Other expenses


A summary of the number of full time equivalent (FTE) Council staff in relation to the above

expenditure is included below:

Budget Comprises

2015/16 Permanent Permanent

Department FTE Full Time Part Time

Core Corporate 8.11 5.00 3.11

Community Programs 245.30 93.50 151.80

Corporate Services 85.48 63.50 21.98

City Development 86.50 71.00 15.50

Assets & City Services 190.28 188.00 2.28

Capital Initiatives 4.20 1.50 2.70

Total 619.87 422.50 197.37

Casuals and other 18.13

Total staff 638.00

Capitalised labour costs 7.50

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

Forecast


Department Service Unit 2014/15 2015/16

$’000 $’000 $’000

Assets & City Services Infrastructure & Asset

Management

298 641 (343)

Road Infrastructure

Maintenance

1,095 1,407 (312)

Community Programs Early Childhood Services 3,656 4,188 (532)

Leisure Centres 3,604 3,969 (365)

Maternal & Child Health 2,272 2,522 (250)

4.3.2 Contracts, materials and services ($7.31 million decrease)

Materials and services include the purchases of consumables, payments to contractors for the

provision of services and utility costs. Materials and services are forecast to decrease by

17.02% or $7.31 million compared to 2014/2015.

The majority of this decrease is due to the Energy Efficient Public Lighting program which had

costs of $3.80 million in 2014/2015 but will be finished by 2015/2016. There were a number of

other once-off projects which had large contractor’s expenditure in 2014/2015 but will not

continue into 2015/2016. These include the Olympic Village Learning Hub, the IAFC

Redevelopment Design and the West Heidelberg Community Hub, which in total represent a

decrease in contractor costs of $1.37 million.

Additionally, general materials and supplies are forecast to decrease by $739K compared to

2014/2015.


4.3.3 Utility costs ($155K increase)

Utility Costs are projected to increase by $155K or 3.6% compared to 2014/2015. This is

mainly due to an increase in water charges for Council properties. Thanks to Council

undertaking a number of green energy projects in recent years, electricity/lighting costs are

expected to stay relatively constant as any price rises will be offset by lower power usage.

4.3.4 Depreciation and amortisation ($55K increase)

Depreciation is an accounting measure which attempts to allocate the value of an asset over its

useful life for Council’s property, plant and equipment including infrastructure assets such as

roads and drains. The increase of $577K for 2015/2016 is due mainly to the completion of the

2015/2016 capital works program and the full year effect of depreciation on the 2014/2015

capital works program. Refer to Section 6. ‘Analysis of Capital Budget’ for a more detailed

analysis of Council’s capital works program for the 2015/2016 year.

4.3.5 Borrowing costs ($148K decrease)

Borrowing costs relate to interest charged by financial institutions on funds borrowed. The

reduction in borrowing costs results from the planned reduction in borrowings due to

repayment of principal in accordance with loan agreements.

4.3.6 Donations ($45K decrease)

There has been a minor reduction in Council's donations of $45K.

4.3.7 Contributions ($238K increase)

Council's contributions expenditure is projected to increase by $238K or 4.1% compared to

2014/2015. The significant majority ($235K) of this increase relates to Council's contribution

to the running costs of the Yarra Plenty Regional Library service.

4.3.8 Other expenses ($30K increase)

Other expenses relate to a range of unclassified items including bad and doubtful debts,

operating leases, internal waste disposal costs, councillor allowances and other miscellaneous

expenditure items. Other expenses are forecast to increase by 1.5% or $31K compared to

2014/2015.


5. Analysis of budgeted cash position

This section analyses the expected cash flows from the operating, investing and financing

activities of Council for the 2015/2016 year. Budgeting cash flows for Council is a key factor in

setting the level of rates and providing a guide to the level of capital expenditure that can be

sustained with or without using existing cash reserves.

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

Operating activities - Refers to the cash generated or used in the normal service

delivery functions of Council. Cash remaining after paying for the provision of services to

the community may be available for investment in capital works, or repayment of debt.

Investing activities - Refers to cash generated or used in the enhancement or creation

of infrastructure and other assets. These activities also include the acquisition and sale of

other assets such as property, vehicles and equipment.

Financing activities - Refers to cash generated or used in the financing of Council

functions and include borrowings from financial institutions and advancing of repayable

loans to other organisations (if any). These activities also include repayment of the

principal component of loan repayments for the year.


5.1 Budgeted cash flow statement

Forecast


Ref 2014/15 2015/16

$’000 $’000 $’000

Cash flows from operating activities 5.1.1

Receipts

Rates and charges 86,248 90,136 3,888

User fees and charges 21,462 23,288 1,826

Grants - operating 11,736 11,838 102

Grants - capital 2,234 2,379 145

Interest 2,252 1,618 (634)

Other receipts 4,607 4,816 209

128,539 134,075 5,536

Payments

Employee costs (55,356) (58,260) (2,904)

Other payments (55,867) (48,937) 6,930

(111,223) (107,197) 4,026

Net cash provided by operating activities 17,316 26,878 9,562

Cash flows from investing activities 5.1.2

Proceeds from sale of property, infrastructure,

plant & equipment 34,584 23,806 (10,778)

Payments for property, infrastructure plant and

equipment (34,011) (42,761) (8,750)

Net (purchases) for financial assets (15,917) - 15,917

Net cash (used in) investing activities (15,344) (18,955) (3,611)

Cash flows from financing activities 5.1.3

Borrowing costs (3,874) (3,726) 148

Repayment of borrowings (2,267) (2,647) (380)

Net cash used in financing activities (6,141) (6,373) (232)

Net decrease in cash and cash equivalents (4,169) 1,550 5,719

Cash and cash equivalents at the beginning of the year 56,835 52,666 (4,169)

Cash and cash equivalents at end of the year 5.1.4 52,666 54,216 1,550

5.1.1 Operating activities ($9.56 million increase)

The increase in cash inflows from operating activities is due mainly to a $6.93M decrease in

other payments, in particular materials and contractors, due to the energy efficient lighting

project being completed in 2014/2015. This decrease is offset by an increase of $2.90M in

employee costs, which is in line with the current Enterprise Agreement. The $3.89M increase

in rates and charges is in line with the rate increase of 4.95% and increase in the municipal

charge. User fees and charges are budgeted to increase by $1.83M. The main increase for

user fees and fines is for the Leisure Centres. In particular the user fees income for Ivanhoe

Aquatic and Fitness Centre is expected to increase with the increase in patronage as a result

of the completion of stage one of the major redevelopment of the centre.

The net cash flows from operating activities does not equal the surplus for the year as the

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

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

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


Forecast


2014/15 2015/16

$’000 $’000 $’000

Surplus (deficit) for the year 6,252 3,868 (2,384)

Depreciation and amortisation 19,017 19,594 577

Loss (gain) on disposal of property,

infrastructure, plant & equipment (11,827) (310) 11,517

Borrowing costs 3,874 3,726 (148)

Net movement in current assets and liabilities - - -

Cash flows available from operating activities 17,316 26,878 9,562

5.1.2 Investing activities ($3.61million increase)

The increase in net payments for investing activities is represented by three factors.

1. the budgeted reduction in the sale of property, infrastructure, plant and equipment

($10.78M). In 2014/2015 one former school site was sold whereas in 2015/2016 it is

budgeted to sell only a portion of another former school site.

2. a planned increase in capital works expenditure ($8.75M), as disclosed in section 10 of

this budget report. A major emphasis in the capital works program is expenditure on

asset renewal.

3. the strategic decision to invest in term deposits greater than three months to maturity,

called financial assets, to earn a higher interest rate, instead of a maturity of less than

three months, called cash and cash equivalents. This decision continues on from the

forecast actual 2014/2015 position.

5.1.3 Financing activities ($232K increase)

For 2015/2016 the total of principal repayments is $2.65M and borrowings costs (interest) is

$3.73M.

5.1.4 Cash and cash equivalents at end of the year ($1.55million increase)

Overall, total cash and short term investments is forecast to increase by $1.55M to $54.22M

as at 30 June 2016, reflecting Council’s strategy of transferring excess cash and short term

investments to specific reserve accounts to fund future capital works projects, new

infrastructure and new property assets. This is consistent with Council’s Strategic Resource

Plan (see Section 8), which forecasts a large transfer to reserves funded primarily by a recent

property sale of a former school site.

5.2 Restricted and unrestricted cash and investments Cash and cash equivalents held by Council are restricted in part and not fully available for

Council’s operations. The budgeted cash flow statement above indicates that Council is

estimating at 30 June 2016 it will have cash and cash equivalents of $54.22M, which has been

restricted as shown in the following table. The $54.22M includes short term investments with

a maturity date of three months or less.

The budgeted balance sheet indicates that Council is estimating at 30 June 2016 it will have

financial assets, that is, investments with a maturity date of longer than three months, of $18M

which are not restricted.


Forecast


Ref 2014/15 2015/16

$’000 $’000 $’000

Total cash and cash equivalents

(including short term investments) 52,666 54,216 1,550

Restricted cash and investments

- Statutory reserves 5.2.1 895 2,847 1,952

- Cash held to carry forward capital works 5.2.2 1,061 - (1,061)

- Trust funds and deposits 1,365 1,365 -

Unrestricted cash and short term

investments 5.2.3 49,345 50,004 659

- Discretionary reserves 5.2.4 38,729 40,553 1,824

Unrestricted cash adjusted for

discretionary reserves 5.2.5 10,616 9,451 (1,165)

5.2.1 Statutory reserves ($2.85 million at 30/6/2016)

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. During the 2015/2016 year $3.65M is budgeted to be

transferred to and $1.70M from Statutory Reserves.

5.2.2 Cash held to fund carry forward capital works ($nil at 30/6/2016)

There is no amount shown as cash held to fund carry forward works at 30 June 2016, as it is

expected that the capital works budget in the 2015/2016 financial year will be fully completed.

An amount of $1.06M is forecast to be held at 30 June 2015 to fund capital works budgeted

but not completed in the 2014/2015 financial year. Section 6.2 contains further details on

capital works funding.

5.2.3 Unrestricted cash and short term investments ($50 million at 30/6/2016)

The amount shown is in accordance with the definition of unrestricted cash included in the

Regulations. These funds are free of statutory reserve funds and cash to be used to fund

capital works expenditure from the previous financial year.

5.2.4 Discretionary reserves ($40.55 million as at 30/6/2016)

These funds are shown as discretionary reserves as, although not restricted by a statutory

purpose, Council has made decisions regarding the future use of these funds and unless there

is a Council resolution these funds should be used only for those earmarked purposes. During

the 2015/2016 year $28.06M is budgeted to be transferred to and $26.24M from Discretionary

Reserves. The decisions about future use of these funds has been reflected in Council’s

Strategic Resource Plan and any changes in future use of the funds will be made in the context

of the future funding requirements set out in the plan and decisions made by Council.

5.2.5 Unrestricted cash adjusted for discretionary reserves ($9.45million at

30/6/2016) These funds are free of all specific Council commitments and represent funds available to meet

daily cash flow requirements, unexpected short term needs and any budget commitments

which will be expended in the following year such as contractor payments, grants and

contributions. Council regards these funds as the minimum necessary to ensure that it can

meet its commitments as and when they fall due without borrowing further funds.


6. Analysis of capital budget

This section analyses the planned capital expenditure budget for the 2015/2016 year

and the sources of funding for the capital budget. Further detail on the capital works

program can be found in Appendix C.

6.1 Capital works Forecast


Capital Works Areas Ref 2014/15 2015/16

$’000 $’000 $’000

Works carried forward 6.1.1

Infrastructure

Roads, streets and bridges 523 0 (523)

Drainage 97 0 (97)

Parks and gardens 1,135 0 (1,135)

Playgrounds 0 110 110

Total infrastructure 1,755 110 (1,645)

Property

Freehold buildings 8,072 880 (7,192)

Total property 8,072 880 (7,192)

Plant and equipment

Motor vehicles 1,152 0 (1,152)

Plant and equipment 54 0 (54)

Art collection and heritage 16 0 (16)

Intangible assets 574 0 (574)

Total Plant and equipment 1,796 0 (1,796)

Total works carried forwards 11,623 990 (10,633)

New works

Infrastructure 6.1.2

Roads, streets and bridges 4,046 5,023 977

Drainage 274 490 216

Parks and gardens 2,061 3,015 954

Playgrounds 346 570 224

Total infrastructure 6,727 9,098 2,371

Property 6.1.3

Freehold land 329 500 171

Freehold buildings 3,875 24,708 20,833

Total property 4,204 25,208 21,004

Plant and equipment 6.1.4

Motor vehicles 9,777 6,104 (3,673)

Plant and equipment 1,282 1,120 (162)

Furniture and fittings 144 225 81

Art collection and heritage 4 16 12

Intangible assets 250 0 (250)

Total plant and equipment 11,457 7,465 (3,992)

Total new works 22,388 41,771 19,383

Total capital works expenditure 34,011 42,761 8,750


Forecast


Capital Works Areas Ref 2014/15 2015/16

$’000 $’000 $’000

Represented by:

New asset expenditure 6.1.5 3,544 1,175 (2,369)

Asset renewal expenditure 6.1.5 27,117 26,234 (883)

Asset upgrade expenditure 6.1.5 2,335 4,139 1,804

Asset expansion expenditure 6.1.5 1,015 11,213 10,198

Total capital works expenditure 34,011 42,761 8,750

Source: Appendix A. A more detailed listing of capital works is included in Appendix C.

61% 17%

22%

Budgeted capital works 2015/16

Property

Plant and equipment

Infrastructure

3%

61% 10%

26%

Budgeted capital works 2015/16

New asset expenditure

Asset renewal

expenditureAsset upgrade

expenditureAsset expansion

expenditure


6.1.1 Carried forward works ($990K)

At the end of each financial year there are projects which are either incomplete or not

commenced due to factors including planning issues, weather delays and extended

consultation. For the 2014/2015 year it is forecast that $990K of capital works will be

incomplete and be carried forward into the 2015/2016 year. The more significant projects

include Anthony Beale Reserve regional play space ($110K) and Ivanhoe Park pavilion and

Cartledge Reserve pavilion re-development ($880K).

6.1.2 Infrastructure ($9.10 million)

Infrastructure includes roads, bridges, footpath, kerb and channel, drainage, parks and gardens,

playgrounds, open space and streetscapes, off street car parks and other structures.

For the 2015/2016 year, $5.02 million will be expended on road projects. The more significant

projects include Roads to Recovery ($894K), Local Road Re-sheeting ($1.99 million), footpath

replacement ($900K) and roads localised traffic infrastructure ($577K). $490K will be

expended on drainage projects including $260K for Para Road Montmorency drain

augmentation.

$3.02 million will be expended on parks and gardens. The more significant projects include

parks sport lighting upgrading ($600K), sport fields re-surfacing ($437K), parks shared trial

projects ($575K) and renewing and upgrading parks open space facilities ($543K). Council will

spend $570K on replacing and upgrading five playgrounds.

6.1.3 Property ($25.21 million)

The property class comprises land, buildings and building improvements including community

facilities, municipal offices, sports facilities and pavilions.

For the 2015/2016 year, $24.71million will be expended on building and building improvement

projects. The more significant projects include Greensborough Office project ($20 million),

The Centre Ivanhoe air conditioner replacement ($750K), Cartledge Reserve pavilion

redevelopment stage 1 and 2 ($917K) and Ivanhoe Park pavilion re-development ($700K).

Also Council will purchase one property within this municipality.

6.1.4 Plant and equipment ($7.47 million)

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

telecommunications, art collection and intangible assets.

For the 2015/2016 year, $4.84 million will be expended on plant, equipment and other

projects. The more significant projects include ongoing cyclical replacement of the light and

heavy vehicle fleet ($6.1 million), replacement of plant and equipment including heavy plant and

computers

($1.12 million) and $225K will be spent on renewing Council's furniture and fittings.

6.1.5 Asset renewal ($26.23 million), new assets ($1.18 million), upgrade ($4.14

million) and expansion ($11.21 million)

A distinction is made between expenditure on new assets, asset renewal, upgrade and

expansion. Expenditure on asset renewal is expenditure on an existing asset, or on replacing

an existing asset that returns the service of the asset to its original capability. Expenditure on

new assets does not have any element of expansion or upgrade of existing assets but will result

in an additional burden for future operation, maintenance and capital renewal.

The major project included in the above categories refers to 6.1.1 - 6.1.4 for the details of

projects.


6.2 Funding sources

Forecast


Sources of funding Ref 2014/15 2015/16

$’000 $’000 $’000

Works carried forward

Current year funding

Revenue 7,668 840 (6,828)

Government Grants 556 0 (556)

Community Contributions 0 150 150

Public Open Space Reserve 712 (712)

Strategic Property Reserve 1,208 (1,208)

Other Reserves 1,480 (1,480)

Total works carried forward 6.2.1 11,624 990 (10,634)

New works

Current year funding

Revenue 6.2.2 9,409 11,164 1,755

Government Grants 6.2.3 653 1,419 766

Community Contributions 6.2.4 862 240 (622)

Public Open Space Reserve 6.2.5 1,148 1,613 465

Strategic Property Reserve 6.2.6 1,069 20,800 19,731

Other Reserves 6.2.7 9,246 6,535 (2,711)

Total new works 22,387 41,771 19,384

Total funding sources 34,011 42,761 8,750

Source: Appendix A

5%

1%

5%

68%

21%

Budgeted total funding sources

2015/16

Government Grants

Community Contributions

Public Open Space Reserve

Strategic Property Reserve

Other Reserves


6.2.1 Carried forward works ($990K)

At the end of each financial year there are projects which are either incomplete or not

commenced due to factors including planning issues, weather delays and extended

consultation. For the 2014/2015 year it is forecast that $990K of capital works will be

incomplete and be carried forward into the 2015/2016 year. The projects to be carried

forward are Anthony Beale regional play space ($110K) and Cartledge Reserve Ivanhoe

pavilion re-development stage 1 ($400K) funded from Council's 2014/2015 Revenue. Ivanhoe

Park pavilion re-development is funded from Council's 2014/2015 revenue ($330K) and

community contributions ($150K).

6.2.2 Revenue ($11.16 million)

Council generates cash from its operating activities (Revenue), which is used as a funding

source for the capital works program. It is forecast that $11.16 million including $900K of

labour capitalisation will be generated from operating budget to partly fund the 2015/2016

capital works program. This significant projects include The Centre Ivanhoe air conditioner

replacement ($750K), Cartledge Reserve pavilion re-development stage 1 and 2 ($917K),

Ivanhoe Park pavilion re-development ($700K), Local Road Re-sheeting ($1.99M) and footpath

replacement ($900K).

6.2.3 Government Grants ($1.42 million)

Capital grants include all monies received from State and Federal sources for the purposes of

funding the capital works program. Significant grants and contributions are budgeted to be

received for Roads to Recovery ($894K), Cartledge Reserve sports field lighting upgrade

($125K), Anthony Beale regional play space ($100K) and $100K for AK Lines Reserve lighting

upgrade which will also be funded $100K from Council's public open space reserve.

6.2.4 Community Contributions ($240K)

Community contributions are the money received from community sources for the purpose of

partly funding the capital works program such as sports field redevelopment. In the 2015/2016

year, the projects which are partly funded by Community Contributions are Burgundy Street

reconfiguration ($100K), Seddon Reserve 2 netball courts surface expansion ($50K), cricket

pitch replacement program ($40K) and AK Lines oval and ground fence renewal ($50K).

6.2.5 Public Open Space Reserve ($1.61million)

Council has a public open space (POS) reserve, which it is currently using to partially fund its

annual POS capital works program. For the 2015/2016 year, $1.61million will be allocated

from this reserve to fund POS capital works including a feeder path from Plenty River Trail to

Elder Street ($100K), East West power easement shared path from Greenwood Drive to

Watsonia Road ($150K), Banyule's Off Road bicycle trail renewal ($100K) and sports field

lighting improvement projects ($100K).

6.2.6 Strategic Property Reserve ($20.8 million)

Council has a strategic property reserve, which it is currently using to fund its major property

capital works program. In the 2015/2016 year, Council will allocate $20 million to the

Greensborough Office project and $500K to acquire a property within this municipality.

6.2.7 Other Reserves ($6.54 milllion)

Council also set aside cash for other specific purpose reserves such as plant and equipment

reserve, car parking meter reserve, asset renew reserve and general reserve. For the

2015/2016 year, $6.51million will be allocated from the plant and equipment reserve to fund

replacing Council's motor vehicles and heavy plant and $30K from car parking meter reserve

for parking system renovation in Powlett Street Heidelberg.


7. Analysis of budgeted financial position

This section analyses the movements in assets, liabilities and equity between 2014/2015 and

2015/2016. It also considers a number of key financial performance indicators.

7.1 Budgeted balance sheet Forecast


Ref 2015 2016

$’000 $’000 $’000

Current assets 7.1.1

Cash and cash equivalents 52,666 54,216 1,550

Trade and other receivables 6,925 6,926 1

Financial assets 18,000 18,000 0

Non-current assets classified as held for sale 22,051 10,844 (11,207)

Other assets 855 854 (1)

Total current assets 100,497 90,840 (9,657)

Non-current assets 7.1.1

Trade and other receivables 614 614 0

Investments 2,732 2,732 0

Infrastructure, property, plant & equipment 1,252,586 1,332,660 80,074

Intangible Assets 1,767 1,571 (196)

Total non-current assets 1,257,699 1,337,577 79,878

Total assets 1,358,196 1,428,417 70,221

Current liabilities 7.1.2

Trade and other payables 9,357 9,357 0

Trust funds and deposits 931 931 0

Provisions 12,343 12,343 0

Interest-bearing loans and borrowings 2,647 4,623 (1,976)

Total current liabilities 25,278 27,254 (1,976)

Non-current liabilities 7.1.2

Trust funds and deposits 434 434 0

Provisions 326 326 0

Interest-bearing loans and borrowings 55,366 50,743 4,623

Total non-current liabilities 56,126 51,503 4,623

Total liabilities 81,404 78,757 2,647

Net assets 1,276,792 1,349,660 72,868

Equity 7.1.4

Accumulated surplus 403,758 403,850 92

Reserves 873,034 945,810 72,776

Total equity 1,276,792 1,349,660 72,868

Source: Appendix A


7.1.1 Current Assets ($9.66M decrease) and Non-Current Assets ($79.88 million

increase)

Cash and cash equivalents include cash and short term investments such as cash held in the

bank and in petty cash and the value of investments in deposits or other highly liquid

investments with short term maturities of three months or less. These balances are projected

to increase by $1.55million during the year.

Non-current assets classified as held for sale, represents assets mainly property and buildings,

held for sale at 30 June which are expected to be sold within the next twelve months. The

main contributor to these amounts is parcels of land from the former school sites.

Trade and other receivables are monies owed to Council by ratepayers and other debtors.

The amounts outstanding are expected to remain static during the year.

Other assets include items such as inventories and prepayments for expenses that Council has

paid in advance of service delivery.

Non-current assets include Infrastructure, Property and Plant and Equipment assets. The

revaluation of infrastructure and building assets accounts for $69 million of the $79.88 million

increase. The capital works program includes purchase of and construction of Council’s

assets.

7.1.2 Current Liabilities ($1.98 million increase) and Non-Current Liabilities ($4.62

million decrease)

Trade and other payables are those to whom Council owes money as at 30 June. These

liabilities are budgeted to remain consistent with the 2014/2015 levels.

Provisions include accrued long service leave, annual leave and annual leave loading owing to

employees. These employee entitlements are expected to remain static as the increase in

salaries due to the Enterprise Agreement is offset by management's active plans to reduce the

number of entitlement weeks, by staff taking more accrued leave.

Interest-bearing loans and borrowings are borrowings of Council from major banks. Council

is budgeting to repay loan principal of $2.65million over the year.

Other liabilities include Council's Trust funds and deposits held. Council is budgeting for these

to stay the same.

7.1.3 Working Capital ($11.63 million decrease)

Working capital is the excess of current assets above current liabilities. This calculation

recognises that although Council has current assets, some of those assets are already

committed to the future settlement of liabilities in the following 12 months, and are therefore

not available for discretionary spending.

Some of Council’s cash assets are restricted in that they are required by legislation to be held

in reserve for specific purposes or are held to fund carry forward capital works from the

previous financial year.


The table below shows the calculation of working capital and unrestricted working capital.

Forecast


2015 2016

$’000 $’000 $’000

Current assets 100,497 90,840 9,657

Current liabilities 25,278 27,254 1,976

Working capital 75,219 63,586 11,633

Restricted cash and short term investments in

current assets

- Statutory reserves (895) (2,847) 1,952

- Cash used to fund carry forward capital works (1,061) - (1,061)

- Trust funds and deposits - - -

Unrestricted working capital 73,263 60,739 12,524

In addition to the restricted cash shown above, Council is also projected to hold $40.55M in

discretionary reserves at 30 June 2016. Although not restricted by a statutory purpose,

Council has made decisions regarding the future use of these funds and unless there is a

Council resolution these funds should be used for those earmarked purposes.

7.1.4 Equity ($72.87 million increase)

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

Asset revaluation reserve which represents the difference between the previously

recorded value of assets and their current valuations

Other reserves that are funds that Council wishes to separately identify as being set aside

to meet a specific purpose in the future and to which there is no existing liability. These

amounts are transferred from the Accumulated Surplus of the Council to be separately

disclosed

Accumulated surplus which is the value of all net assets less Reserves that have

accumulated over time.

During the year an amount of $3.78 million (net) is budgeted to be transferred from

accumulated surplus to other reserves. This reflects the net transfer of specific budgeted funds,

to fund the capital works program over the subsequent three years. This is a transfer between

equity balances only and does not impact on the total balance of equity.

The Asset Revaluation Reserve is expected to increase by $69 million as a result of revaluing

Council's infrastructure and property assets. A revaluation is undertaken every two years.

7.2 Key assumptions

In preparing the Budgeted Balance Sheet for the year ending 30 June 2016 it was necessary to

make a number of assumptions about assets, liabilities and equity balances. The key

assumptions are as follows:

A total of 100% of total rates and charges raised will be collected in the 2015/2016 year

Trade and other receivables (debtors), Financial assets, Other assets, Inventories, Trade

and other payables (creditors), Trust funds and deposits and Provisions to remain

consistent with 2014/2015 levels

Employee entitlements to be increased by the Collective Agreement outcome offset by the

impact of more active management of leave entitlements of staff

Repayment of loan principal to be $2.65 million

Total capital expenditure to be $42.76 million


A total of $3.78 million to be transferred to reserves from accumulated surplus,

representing the internal funding of the capital works program for the three years

following 2015/2016.

Trade creditors to be based on total capital and operating expenditure less written down

value of assets sold, depreciation, amortisation and employee costs.

Council is not expecting to be subjected to any further unfunded superannuation liability

calls.


Long term strategies

8. Strategic resource plan and financial performance indicators

This section includes an extract of the adopted Strategic Resource Plan to provide information

on the long term financial projections of the Council.

8.1 Plan development

The Act requires a Strategic Resource Plan to be prepared describing both financial and non-

financial resources (including human resources) for at least the next four financial years to

achieve the strategic objectives in the Council Plan. In preparing the SRP, Council must take

into account all other plans and strategies in regard to services and initiatives which commit

financial and non-financial resources for the period of the SRP.

Council has prepared an SRP for the four years 2015/2016 to 2018/2019 as part of its ongoing

financial planning to assist in adopting a budget within a longer term framework. The SRP takes

the strategic objectives and strategies as specified in the Council Plan and expresses them in

financial terms for the next four years.

The key objective, which underlines the development of the SRP, is financial sustainability in

the medium to long term, while still achieving Council’s strategic objectives as specified in the

Council Plan. The key financial objectives, which underpin the SRP, are:

Maintain existing service levels

Achieve an underlying operating surplus each year

Maintain a capital expenditure program with at least $13.5 million funded from

operating surplus per annum

Achieve a balanced budget on a cash basis.

In preparing the SRP, Council has also been mindful of the need to comply with the following

Principles of Sound Financial Management as contained in the Act:

Prudent management of financial risks relating to debt, assets and liabilities

Delivery of:

a rating strategy based on stability, equity, efficiency and transparency, and

a debt management strategic plan to ensure decisions and opportunities can be

accommodated within a context of responsible, sustainable financial

management

Consideration of the financial effects of Council decisions on future generations

Full, accurate and timely disclosure of financial information.

The SRP is updated annually through a rigorous process of consultation with Council service

providers followed by a detailed sensitivity analysis to achieve the key financial objectives.


8.2 Financial resources

The following table summarises the key financial results for the next four years as set out in

the SRP for years 2015/16 to 2018/19. Appendix A includes a more detailed analysis of the

financial resources to be used over the four year period.

Indicator

Forecast Strategic Resource Plan Trend

Actual Budget Projections

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

$’000 $’000 $’000 $’000 $’000

Surplus/(deficit) for the year 6,252 3,868 2,351 2,664 1,827 -

Underlying result 4,545 2,257 - 2,484 1,727 -

Cash and cash equivalents 52,666 54,216 46,421 34,936 27,159 -

Cash flows from operations 17,316 26,878 28,865 27,151 27,284 o

Capital works expenditure 34,011 42,761 38,550 32,405 30,012 -

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

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

0

10,000

20,000

30,000

40,000

50,000

60,000

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

$'0

00

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


The key outcomes of the Plan are as follows:

Financial sustainability (Section 5) - Cash and cash equivalents is forecast to decrease

over the four year period from $52.67 million to $27.16 million. Council’s cash holdings

will be reduced to fund large capital projects in future years while also funding accelerated

repayments of Council’s past borrowings. The cash holding is considered to be sustainable.

Rating levels (Section 9) – Rate increases are forecast over the four years at 4.95%,

2.50%, 2.50% & 2.50%. These increases take into account the rate capping legislation which

has recently been passed by the Victorian Government.

Service delivery strategy (section 10) – Service levels have been maintained

throughout the four year period. Service reviews are undertaken across council each year

and recommendations for improvements and implemented to ensure the best quality and

cost of service delivery. Current review impacts are included in the Strategic Resource

Plan.

Borrowing strategy (Section 10) – Borrowings are forecast to reduce from $55.37

million to $42.77 million over the four year period. This includes no new borrowings and

some repayments in addition to those scheduled to accelerate Council’s debt reduction.

Infrastructure strategy (Section 10) - Capital expenditure over the four year period

will total $143.73 million at an average of $35.93 million per year. This includes some

large extraordinary projects such as the Greensborough Office Accommodation and the

redevelopment of basketball courts at the Banksia College school site.


8.3 Financial performance indicators

The following table highlights Council’s current and projected performance across a range of

key financial performance indicators. These indicators provide a useful analysis of Council’s

financial position and performance and should be used in the context of the organisation’s

objectives.

No

tes

Forecast Strategic Resource Plan

Indicator Measure Actual Budget Projections Trend

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

Operating position

Underlying result

Underlying surplus (deficit)

/ Underlying revenue

1 3.3% 1.7% 0.0% 1.8% 1.2% o

Liquidity

Working Capital Current assets / current

liabilities 2 397.6% 333.3% 268.5% 230.5% 201.3% -

Unrestricted cash Unrestricted cash /

current liabilities

195.2% 183.5% 156.8% 116.4% 92.9% -

Obligations

Loans and

borrowings

Interest bearing loans and

borrowings / rate revenue 3 67.7% 61.8% 55.3% 49.4% 44.4% +

Loans and

borrowings

Interest and principal

repayments on interest

bearing loans and

borrowings / rate revenue

7.2% 7.1% 8.9% 8.2% 7.2% o

Indebtedness Non-current liabilities /

own source revenue

50.1% 44.0% 39.2% 35.2% 31.3% +

Asset renewal Asset renewal expenditure

/ depreciation 4 142.6% 133.9% 124.7% 71.7% 111.9% o

Stability

Rates

concentration

Rate revenue / underlying

revenue 5 61.78% 67.45% 67.75% 67.58% 67.43% o

Rates effort

Rate revenue / CIV of

rateable properties in the

municipality

0.25% 0.26% 0.25% 0.25% 0.25% o

Efficiency

Expenditure level Total expenditure / no. of

property assessments

$2,585 $2,495 $2,574 $2,579 $2,648 -

Revenue level

Residential rate revenue /

No. of residential property

assessments

$1,577 $1,634 $1,664 $1,692 $1,723 +

Workforce

turnover

No. of permanent staff

resignations &

terminations / average no.

of permanent staff for the

financial year

6.9% 6.9% 6.9% 6.9% 6.9% o


Key to Forecast Trend:

+ Forecasts improvement in Council's financial performance/financial position indicator

o Forecasts that Council's financial performance/financial position indicator will be steady

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

Notes to indicators

Underlying result - An indicator of the sustainable operating result required to enable Council

to continue to provide core services and meet its objectives. A consistently positive financial

performance is expected over the period.

Working capital - An indicator of the sustainable operating result required to enable Council

to continue to provide core services and meet its objectives. A consistently positive financial

performance is expected over the period.

Debt compared to rates - Trend indicates Council's reducing reliance on debt against its

annual rate revenue through redemption of long term debt.

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 capital assets). A

percentage greater than 100 indicates Council is maintaining its existing assets, while a

percentage less than 100 means its assets are deteriorating faster than they are being renewed.

Rates concentration - Reflects extent of reliance on rate revenues to fund all of Council's

on-going services. Trend indicates Council will have a steady reliance on rate revenue

compared to other revenue sources.

Within 2017 is an allocation against expenditure presenting an ‘efficiency dividend’ of $654K. It

is expected that this amountwill reduce to nil with permanent cost savings and/or addition

revenue during the period (e.g. move to Greensborough office). Any additional savings will be

transferred to reserves to fund future capital projects

8.4 Non-financial resources

In addition to the financial resources to be consumed over the planning period, Council will

also consume non-financial resources, in particular human resources. A summary of Council’s

anticipated human resources requirements for the 2015/2016 year is shown below and further

detail is included in section 4.3.1 of this budget. A statement of Human Resources is included

in Appendix A.

Forecast

Actual

2014/15


Indicator Budget Projections

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

Employee costs ($'000)

- Operating 55,356 58,260 60,239 62,065 63,946

- Capital 800 900 900 900 900

Total 56,156 59,160 61,139 62,965 64,846

Employee numbers (EFT) 632 638 638 638 638


9. Rating information

This section contains information on Council’s past and foreshadowed rating levels along with

Council's rating structure and the impact of changes in property valuations. This section

should be read in conjunction with Council’s Rating Strategy.

9.1 Rating context

In developing the Strategic Resource Plan (referred to in Section 8.), rates and charges were

identified as an important source of revenue, accounting for 67% of the total revenue received

by Council annually. Planning for future rate increases has therefore been an important

component of the Strategic Resource Planning process. The level of required rates and

charges has been considered in this context, with reference to Council's other sources of

income and the planned expenditure on services and works to be undertaken for the Banyule

community, after having undertaken extensive consultation regarding the City Plan 2013-2017.

It has also been necessary to balance the importance of rate revenue as a funding source with

community sensitivity to increases, particularly recent changes in property valuations and

subsequently rates for some properties in the municipality. To ensure that deliberations about

future rate increases have been made on an informed basis, comparisons of historical rate

increases were made between Council and other councils. The following table shows a

comparison of the last five years rate increases and the average rates per capita for the

2014/2015 year.

Banyule Average

Year City Victorian

Council Council

2010/11 5.90% 6.10%

2011/12 5.75% 5.80%

2012/13 4.99% 5.00%

2013/14 7.95% 4.50%

2014/15 7.95% 4.43%

Average increase 6.51% 5.17%

Average per capita 2014/15 $687 $819

Source: Council’s Strategic resource plan 2015/2016 to 2018/2019 and Municipal Association of

Victoria.

The table indicates that over the past five years Council’s rate increases have been 1.34%

greater than the average of other Councils however the average rate per capita was $687

lower than the average of Councils in 2014/2015. Banyule has historically been a lower rating

municipality in comparison to the State averages; however rising costs, cost shifting from other

levels of Government and the need to increase infrastructure asset renewal has caused larger

increases that the average of other Councils in recent years.

9.2 Current year rate increase

It is predicted that the 2015/2016 operating position will be significantly impacted by the capital

works program, ageing infrastructure maintenance and replacement, and the impact of cost

shifting by State and Federal governments. Council intends to invest $42.76 milliom ($41.35

million in 2014/2015) into capital works, refer to Appendix C for a detailed listing.


In order to achieve these objectives while maintaining service levels and a strong capital

expenditure program, it will be necessary to increase the total amount raised from general

Council rates by 4.95% and the municipal charge by 2.41% per rateable property. This will raise

a total of $89.56 million for 2015/2016, comprised of general rates, municipal charges and

supplementary rate revenue.

The following table sets out future proposed increases in rates and charges and the total rates

and charges to be raised, based on the forecast financial position of Council as at 30 June 2015.

General Municipal Total

Rate Charge Rates

Year Increase Increase Raised

% % $’000

2014/15 7.95 0.00 85,364

2015/16 4.95 2.41 89,555

2016/17 2.50 2.50 91,836

2017/18 2.50 2.50 94,066

2018/19 2.50 2.50 96,413

9.3 Rating structure

Council has established a rating structure which is comprised of two key elements. These are:

Property values, which form the central basis of rating under the Local Government Act

1989

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

Council.

Striking a proper balance between these elements provides equity in the distribution of the

rate burden across rateable properties and residents.

Council makes a further distinction within the property value component of rates based on the

purpose for which the property is used, that is, whether the property is used for residential,

commercial, industrial or recreational purposes. This distinction is based on the concept that

business should pay a fair and equitable contribution to rates taking into account the benefits

those commercial and industrial properties derive from the local community.

Having reviewed the various valuation bases for determining the property value component of

rates, Council has determined to apply a Capital Improved Value (CIV) basis on the grounds

that it provides the most equitable distribution of rates across the municipality. There are

currently no plans to change that basis.

The existing rating structure comprises six differential rates being:-

Residential improved

Residential vacant

Commercial improved

Commercial vacant

Industrial improved

Industrial vacant


These rates are structured in accordance with the requirements of Section 161 ‘Differential

Rates’ of the Local Government Act 1989. In accordance with the Cultural and Recreational Lands

Act 1963, provision is made for a Council to levy an amount in lieu of rates for recreational

lands. This amount is “such amount as the municipal council thinks reasonable having regard to

the services provided by the municipal council in relation to such lands and having regard to

the benefit to the community derived from such recreational lands”.

Differential rates are calculated using the residential improved rate as the base; an additional

percentage is applied to the other rating classifications. The residential vacant rate is increased

by 35%, commercial and industrial improved rates are increased by 25% and the commercial

and industrial vacant rates are increased by 75%. The amount in lieu of rates for cultural and

recreational land is a reduction of 16% on the residential improved rate. Council also levies a

municipal charge, as allowed under the Local Government Act 1989. The municipal charge is set

at $130.00 per rateable assessment for 2015/2016; this is an increase of 2.41% from 2014/2015

($126.94).

The following table summarises the rates to be determined for the 2015/2016 year. A more

detailed analysis of the rates to be raised is contained in Appendix B Rates and Charges.

Rate type How applied

2014/15 2015/16 Change

Residential improved Cents/$ CIV 0.00245181 0.00254935 3.98%

Residential vacant Cents/$ CIV 0.00330994 0.00344162 3.98%

Commercial improved Cents/$ CIV 0.00306476 0.00318669 3.98%

Commercial vacant Cents/$ CIV 0.00429067 0.00446136 3.98%

Industrial improved Cents/$ CIV 0.00306476 0.00318669 3.98%

Industrial vacant Cents/$ CIV 0.00429067 0.00446136 3.98%

Cultural and recreational - Note 1

Municipal charge $/ property $126.94 $130.00 2.41%

Note 1: Amounts in lieu of rates for cultural and recreational lands are declared for each

applicable assessment in accordance with the Cultural and Recreational Lands Act 1963.

Council has a Rating Strategy that contains expanded information on Council's rating structure

and the reasons behind its choices in applying the rating mechanisms it has used.


10. Other strategies

This section sets out summaries of the strategies that have been developed and incorporated

into the Strategic Resource Plan including borrowings, infrastructure and service delivery.

10.1 Borrowings

Borrowings are recognised as a legitimate and responsible financial management tool when

used for appropriate purposes and in appropriate circumstances. The funding structure of a

Council should reflect its existing and planned cash requirements. Planned cash requirements

should be based on an entity's strategic plans, existing financial position and budgeted and

forecast cash flows.

The Council budget for 2015/2016 and related forecasts to 2018/2019 are contained in the

Council's City Plan. The City Plan details Council's strategic initiatives for the forecast period

being to 30 June 2019. Council has made decisions based on a number of changes in

circumstances and opportunities that represent amendment or variations to some strategic

initiatives.

Banyule City Council in 2013/2014 increased its debt level to $60.28 million due to strategic

property acquisitions and expanding capital expenditure. Borrowing was identified as an

important funding source for major capital works programs. Council has borrowed to finance

large infrastructure projects and has since been in a phase of debt reduction, which will

continue.

Council intends to return to a long term average level of indebtedness of below the 40%

"Green" level of the VAGO financial sustainability indicator, which compares indebtedness to

own source revenue. Council is further committed to expedite debt reduction, as debt

matures, by using the accumulated funds in the debt redemption reserve to accelerate loan

principal repayment. The purchase of the strategic properties and subsequent sale of these

properties has enabled Council to use these funds to fund its major infrastructure projects

over the next four years.

Council has not budgeted any new borrowings for the next four years and therefore, after

making loan principal repayments of $15.24 million, will reduce its total borrowings to $42.77

million as at 30 June 2019. The following table sets out Council's future proposed borrowings

position to 30 June 2019, based on the forecast financial position of Council as at 30 June 2015.

Year New

Borrowings

Principal Interest Balance

30 June Paid Paid

$’000 $’000 $’000 $’000

2014/15 0 2,267 3874 58,013

2015/16 0 2,647 3,726 55,366

2016/17 0 4,623 3,549 50,743

2017/18 0 4,258 3,444 46,485

2018/19 0 3,714 3,255 42,771


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

2014/15

$

2015/16

$

Total amount borrowed as at 30 June of the prior year 60,279,270 58,012,530

Total amount proposed to be borrowed 0 0

Total amount projected to be redeemed (2,266,740) (2,646,718)

Total amount of borrowings as at 30 June 58,012,530 55,365,812

10.2 Infrastructure

Council’s infrastructure network represents a significant investment made over many

generations and includes assets such as roads, drains, footpaths, buildings and open space

facilities. This asset network provides the necessary services and facilities that are expected

from its users and the stewardship of this infrastructure is a core Council function.

Council has developed Asset Management Plans for the major asset classes. The Council has

also developed a forward works plan based on the knowledge provided by various Asset

Management Plans, which sets out the capital expenditure requirements of Council for the

next 10 years by class of asset, and is a key input to the SRP. Asset Plans predict infrastructure

consumption, renewal needs and considers infrastructure requirements to meet future

community service expectations.

The forward works plan has been developed through stakeholder consultation and evaluation.

The key aspects of the process are as follows:

Long term capital planning process which integrates with the Council Plan, Strategic

Resource Plan and Annual Budget processes.

Identification of capital projects through the preparation of asset management plans.

Prioritisation of capital projects within classes on the basis of evaluation criteria.

Methodology for allocating annual funding to classes of capital projects.

Business Case template for officers to document capital project submissions.

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

at desired condition levels. If sufficient funds are not allocated to asset renewal then Council’s

investment in those assets will reduce, along with the capacity to deliver services to the

community. Council is a participant in the Municipal Association of Victoria STEP Asset

Management Program, which includes the best practice guidelines contained in the federal

government’s National Asset Management Assessment Framework and Financial Sustainability

Programs. Council will continue to respond to the MAV STEP Program obligations by

continually enhancing its best practice asset management framework to attain, as a minimum, a

‘Core’ level of proficiency. This framework extends from Council’s Asset Management Policy

to asset operations and information management systems.

At present, Council is fully funding its asset renewal requirements. This is represented in the

"Renewal Backlog" graph shown within this section. This asset renewal requirements has been

achieved through Council's decision to proceed with its Corporate office project at

WaterMarc in Greensbourough over the next two years, the impact of providing funding to

proceed with this project has the result that Council is not only meeting its renewal

commitment but actually shows that Council is exceeding their renaw gap commitment in the

2016/2017 budget.

The renewal funding provided in 2015/2016 is $23.97M with projections to increase to

$24.17M in 2016/2017 droppping back to $13.63M in 2017/2018 then increasing again to

$23.59M in 2018/2019.


The graph below sets out the required and actual asset renewal backlog over the life of the

current SRP and the renewal backlog with investment for the corporate office project.

Each year a range of new capital assets are created for new facilities to meet community

expectations, ranging from traffic management works to shopping centre streetscapes, parks

and new or upgraded buildings. These new assets will also require renewal in future years thus

adding to the asset renewal needs of the city. Asset management plans are currently in the

process of review, the information obtained from these plans will form the basis of the

development of the forward works plan for the next 10 years and strongly influences the

makeup of future Capital Works Budgets.

The following table summarises Council's forward outlook on capital expenditure including

funding sources for the next four years.

Summary of funding sources

Total Capital

Program Revenue Reserves

Government

Grant

Community

Contribution

Special

Charge

$’000 $’000 $’000 $’000 $’000 $’000

2015/16 45,553 13,565 28,961 1,419 1,027 581

2016/17 41,949 13,663 24,839 2,477 389 581

2017/18 34,832 13,471 20,123 477 180 581

2018/19 32,865 13,544 18,163 477 100 581

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

Renewal requirement 21,605 21,367 22,422 26,204

Renewal program 23,973 24,173 13,633 23,590

Backlog -2,368 -5,174 3,615 6,229

-10,000

-5,000

0

5,000

10,000

15,000

20,000

25,000

30,000

Do

llars

Renewal Backlog


In addition to using cash generated from its annual operations, borrowings and external

contributions such as government grants, Council has significant cash or investment reserves

that are also used to fund a variety of capital projects. These reserves are either ‘statutory’ or

’discretionary’ cash reserves. Statutory reserves relate to cash and investments held by

Council that must be expended on a specific purpose as directed by legislation or a funding

body, and include contributions to car parking, drainage and public resort and recreation.

Discretionary cash reserves relate to those cash and investment balances that have been set

aside by Council and can be used at Council’s discretion, even though they may be earmarked

for a specific purpose.

10.3 Service delivery

The key objectives in Council’s Strategic Resource Plan (referred to in Section 8.) which

directly impact the future service delivery strategy are to generally maintain existing service

levels and to achieve a breakeven underlying operating result or better for the four years of

the city plan. The Rating Information (see Section 9) also refers to a responsible rate increase

in year 2015/2016 to fund our services and our capital works program.

These key objectives are the basis of our service provision, a number of internal and external

influences have been identified through discussions with management which will have some

impact on the scope and level of services to be provided over the next four years. In general

the situation remains stable with a significant focus on continuous improvement in our

efficiency and effectiveness of service delivery.

The most significant factor affecting our bottom line is a move to provide better infrastructure

and amenity outcomes to the community.

Factors affecting income:

Rating increases as required to meet current capital demands whilst maintaining quality

services

Fees and charges set at statutory levels or within commercially and socially accepted levels

Grants from state and federal government are assumed generally at historic levels

Continued projected drop in interest rates on investments

Increased patronage from the newly renovated Ivanhoe Aquatic Centre

WaterMarc Profit sharing arrangement

Income growth from installation of additional parking metres across the municipality

Factors affecting expenditure

Discretionary expenditure principle established of no growth or CPI increases only

Utility charges rebalanced to reflect current efficiency initiatives such as the street lighting

replacement program, carbon tax repeal and future expenditure trends

Additional resources have been proposed in limited circumstances to rebalance

operational demands

Enterprise Agreement renegotiated for a further 3 years effective from 1 July 2014

Service review initiatives implemented across various business activities to deliver

efficiencies

Debt management according to banking partnership arrangements

Contribution to Regional Library Service running costs

Prudent management


The general influences assumptions going forward affecting all operating revenue and

expenditure include the following:

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

% % % %

Consumer Price Index 2.50 2.50 2.50 2.50

General rate per dollar

increases 4.95 2.50* 2.50* 2.50*

Wages growth 3.85 3.80 3.00 3.00

Government funding 2.50 2.50 2.50 2.50

Statutory fees 3.00 3.00 3.00 3.00

Investment return 2.00 2.10 2.60 3.20

*Subject to proposed State Government legislation – rate capping.

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

Surplus Underlying Net

(Deficit) Surplus Service

Year for the year (Deficit) (Cost)

$’000 $’000 $’000

2014/15 6,252 4,545 (66,451)

2015/16 3,868 2,257 (67,269)

2016/17 2,351 - (68,213)

2017/18 2,664 2,484 (71,066)

2018/19 1,827 1,727 (72,847)

Service levels have been maintained throughout the four year period with operating surpluses

budgeted every year from 2015/2016 to 2018/2019 as a result of close management of Council

expenditure and a continued increase across Council's income streams. Excluding the effects of

items such as capital grants and capital contributions, the underlying result is a fluctuating

surplus over the four year period. The net cost of the services provided to the community

increases from $67.27 million to $72.85 million over the four year period.


Appendix A

Financial Statements

This appendix presents information in regard to the Financial Statements and Statement of

Human Resources. The budget information for the years 2015 - 2019 has been extracted from

the Strategic Resource Plan.

The appendix includes the following budgeted information:

Comprehensive Income Statement

Balance Sheet

Statement of Changes in Equity

Statement of Cash Flows

Statement of Capital Works

Statement of Human Resources


Comprehensive Income Statement

For the four years ending 30 June 2019

Forecast

Actual Budget


Projections

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

$’000 $’000 $’000 $’000 $’000

Income

General rates and charges 85,667 89,555 91,836 94,066 96,413

Special rates and charges 581 581 581 581 581

Statutory fees and fines 6,833 6,861 7,462 7,298 7,893

User fees and charges 14,629 16,427 17,113 17,650 18,162

Interest income 2,252 1,618 1,482 1,547 1,637

Grants - operating 11,736 11,838 12,004 12,184 12,370

Grants - capital 2,234 2,379 3,392 1,392 1,392

Contributions - monetary 2,576 2,754 1,923 1,795 1,625

Net gain on disposal of property,

infrastructure, plant and equipment 11,827 310 - 294 384

Rental income 1,884 1,926 1,979 2,434 2,491

Other income 142 130 131 135 137

Total income 140,361 134,379 137,903 139,376 143,085

Expenses

Employee costs 55,356 58,260 60,239 62,065 63,946

Contracts, materials and services 42,954 35,645 35,077 35,680 36,678

Utility charges 4,273 4,428 4,689 4,977 5,285

Depreciation and amortisation 19,017 19,594 20,693 21,337 22,586

Borrowing costs 3,874 3,726 3,549 3,444 3,255

Donations expenditure 749 704 682 687 812

Contributions - expenses 5,784 6,022 6,136 6,258 6,383

Net loss on disposal of property,

infrastructure, plant and equipment - - 2,272 - -

Other expenses 2,102 2,132 2,215 2,264 2,313

Total expenses 134,109 130,511 135,552 136,712 141,258

Surplus for the year 6,252 3,868 2,351 2,664 1,827

Other comprehensive income

Items that will not be reclassified to

surplus or deficit in future periods:

Net asset revaluation increment - 69,000 - 75,000 -

Total comprehensive result 6,252 72,868 2,351 77,664 1,827


Balance Sheet


Forecast

Actual Budget


Projections

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

$’000 $’000 $’000 $’000 $’000

Assets

Current assets

Cash and cash equivalents 52,666 54,216 46,421 34,936 27,159

Trade and other receivables 6,925 6,926 6,925 6,925 6,925

Financial assets 18,000 18,000 18,000 18,000 18,000

Inventories 41 40 40 40 41

Non-current assets classified as held for sale 22,051 10,844 - - -

Other assets 814 814 814 814 814

Total current assets 100,497 90,840 72,200 60,715 52,939

Non-current assets

Trade and other receivables 614 614 614 614 614

Investments 2,732 2,732 2,732 2,732 2,732

Infrastructure, property, plant & equipment 1,252,586 1,332,660 1,349,224 1,434,311 1,440,396

Intangible assets 1,767 1,571 1,375 1,179 983

Total non-current assets 1,257,699 1,337,577 1,353,945 1,438,836 1,444,725

Total assets 1,358,196 1,428,417 1,426,145 1,499,551 1,497,664

Liabilities

Current liabilities

Trade and other payables 9,357 9,357 9,357 9,357 9,357

Trust funds and deposits 931 931 931 931 931

Provisions 12,343 12,343 12,343 12,343 12,343

Interest-bearing loans and borrowings 2,647 4,623 4,258 3,714 3,663

Total current liabilities 25,278 27,254 26,889 26,345 26,294

Non-current liabilities

Trust funds and deposits 434 434 434 434 434

Provisions 326 326 326 326 326

Interest-bearing loans and borrowings 55,366 50,743 46,485 42,771 39,108

Total non-current liabilities 56,126 51,503 47,245 43,531 39,868

Total liabilities 81,404 78,757 74,134 69,876 66,162

Net assets 1,276,792 1,349,660 1,352,011 1,429,675 1,431,502

Equity

Accumulated surplus 403,758 403,850 413,725 428,138 437,816

Reserves 873,034 945,810 938,286 1,001,537 993,686

Total equity 1,276,792 1,349,660 1,352,011 1,429,675 1,431,502


Statement of Changes in Equity


Total

Accumulated

Surplus

Revaluation

Reserve

Other

Reserves

$’000 $’000 $’000 $’000

2015/16

Balance at beginning of the financial year 1,276,792 403,758 833,409 39,625

Surplus for the year 3,868 3,868 - -

Net asset revaluation increment 69,000 - 69,000 -

Transfer to reserves - (31,709) - 31,709

Transfer from reserves - 27,933 - (27,933)

Balance at end of the financial year 1,349,660 403,850 902,409 43,401

2016/17






2017/18



Net asset revaluation increment 75,000 - 75,000 -




2018/19







Statement of Cash Flows


Forecast

Actual Budget


Projections

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

$’000 $’000 $’000 $’000 $’000

Inflows Inflows Inflows Inflows Inflows

(Outflows) (Outflows) (Outflows) (Outflows) (Outflows)

Cash flows from operating activities

Receipts

Rates and charges 86,248 90,136 92,417 94,647 96,995

Statutory fees and fines 6,833 6,861 7,463 7,298 7,893

User fees and charges 14,629 16,427 17,113 17,650 18,162

Grants - operating 11,736 11,838 12,004 12,184 12,370

Grants - capital 2,234 2,379 3,392 1,392 1,392

Contributions - monetary 2,576 2,754 1,923 1,795 1,625

Interest received 2,252 1,618 1,481 1,547 1,637

Other receipts 2,031 2,062 2,115 2,573 2,632

Total receipts 128,539 134,075 137,908 139,086 142,706

Payments

Employee costs (55,356) (58,260) (60,239) (62,065) (63,946)

Materials, contract and services (42,954) (35,645) (35,077) (35,680) (36,678)

Utility charges (4,273) (4,428) (4,689) (4,976) (5,285)

Other payments (8,640) (8,864) (9,038) (9,214) (9,513)

Total payments (111,223) (107,197) (109,043) (111,935) (115,422)

Net cash provided by operating

activities 17,316 26,878 28,865 27,151 27,284

Cash flows from investing activities

Payments for property, infrastructure,

plant and equipment (34,011) (42,761) (38,550) (32,405) (30,012)

Proceeds from sale of property,

infrastructure, plant and equipment 34,584 23,806 10,062 1,471 1,920

Net (purchases) of financial assets (15,917) - - - -

Net cash (used in) investing activities (15,344) (18,955) (28,488) (30,934) (28,092)

Cash flows from financing activities

Borrowing costs (3,874) (3,726) (3,549) (3,444) (3,255)

Repayment of borrowings (2,267) (2,647) (4,623) (4,258) (3,714)

Net cash (used in) financing activities (6,141) (6,373) (8,172) (7,702) (6,969)

Net increase/(decrease) in cash and

cash equivalents (4,169) 1,550 (7,795) (11,485) (7,777)

Cash and cash equivalents at the beginning

of the financial year 56,835 52,666 54,216 46,421 34,936

Cash and cash equivalents at the end

of the financial year 52,666 54,216 46,421 34,936 27,159


Statement of Capital Works


Forecast

Actual Budget


Projections

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

$’000 $’000 $’000 $’000 $’000

Infrastructure

Roads, streets and bridges 4,569 5,023 5,747 5,848 6,656

Drainage 371 490 575 660 715

Parks and gardens 3,196 3,015 2,225 2,177 3,698

Playgrounds 346 680 352 300 300

Total infrastructure 8,482 9,208 8,899 8,985 11,369

Properties

Freehold land 329 500 - - -

Freehold buildings 11,947 25,588 23,415 16,653 9,151

Total properties 12,276 26,088 23,415 16,653 9,151

Plant and equipment

Motor vehicles 10,929 6,104 4,034 4,938 6,060

Plant and equipment 1,336 1,120 1,861 1,428 3,181

Furniture and fittings 144 225 265 325 174

Art collection and heritage 20 16 76 76 77

Intangible assets 824 - - - -

Total plant and equipment 13,253 7,465 6,236 6,767 9,492

Total capital works expenditure 34,011 42,761 38,550 32,405 30,012

Represented by:

New asset expenditure 3,544 1,175 1,950 138 340

Asset renewal expenditure 27,117 26,234 25,814 15,293 25,269

Asset upgrade expenditure 2,335 4,139 1,687 1,677 1,773

Asset expansion expenditure 1,015 11,213 9,099 15,297 2,630

Total capital works expenditure 34,011 42,761 38,550 32,405 30,012


Statement of Human Resources


Forecast

Actual Budget


Projections

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

$’000 $’000 $’000 $’000 $’000

Staff expenditure

Employee costs - operating 55,356 58,260 60,239 62,065 63,946

Employee costs - capital 800 900 900 900 900

Total staff expenditure 56,156 59,160 61,139 62,965 64,846

FTE FTE FTE FTE FTE

Staff numbers

Employees 632 638 638 638 638

Total staff numbers 632 638 638 638 638

Note: FTE means number of "Full Time Equivalent" staff.


Appendix B

Rates and charges

This appendix presents information about rates and charges which the Local Government Act

1989 and the Local Government (General) Regulations 2004 No. 130 require to be disclosed in

Council's annual budget.

The information provided in this section for 2014/2015 is from Council’s adopted budget.

1. Rates and charges

1.1 The rate in the dollar to be levied as general rates under section 158 of the

Act for each type or class of land compared with the previous financial year

General Rate - Type or class of land 2014/15 2015/16

cents/$CIV cents/$CIV Change

Rateable residential improved properties 0.00245181 0.00254935 3.98%

Rateable residential vacant properties 0.00330994 0.00344162 3.98%

Rateable commercial improved properties 0.00306476 0.00318669 3.98%

Rateable commercial vacant properties 0.00429067 0.00446136 3.98%

Rateable industrial improved properties 0.00306476 0.00318669 3.98%

Rateable industrial vacant properties 0.00429067 0.00446136 3.98%

Amount in lieu of rates for cultural and recreational properties

- Note 1

N/A N/A N/A

Note 1: The amounts in lieu of rates for cultural and recreational lands are declared for each


1.2 The estimated total amount to be raised by general rates in relation to each

type or class of land, and the estimated total amount to be raised by general rates,

compared with the previous financial year

Type or class of land 2014/15 2015/16

$ $ Change

Residential improved 69,873,096 73,219,351 4.79%

Residential vacant 680,964 883,340 29.72%

Commercial improved 5,755,327 5,985,664 4.00%

Commercial vacant 84,895 116,183 36.85%

Industrial improved 1,988,966 2,056,342 3.39%

Industrial vacant 43,207 51,970 20.28%

Cultural and recreational 67,900 70,601 3.98%

Total amount to be raised by general

rates

78,494,356 82,383,451 4.95%


1.3 The number of assessments in relation to each type or class of land, and the

total number of assessments, compared with the previous financial year


$ $ Change

Residential improved 48,569 48,953 0.79%

Residential vacant 335 383 14.33%

Commercial improved 2,039 2,055 0.78%

Commercial vacant 18 20 11.11%

Industrial improved 902 884 -2.00%

Industrial vacant 17 17 0.00%

Cultural and recreational 4 4 0.00%

Total number of assessments 51,884 52,316 0.83%

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

1.4 The estimated total value of each type or class of land, and the estimated

total value of land, compared with the previous financial year


$'000 $'000 Change

Residential improved 28,498,577 28,720,791 0.78%

Residential vacant 205,733 256,664 24.76%

Commercial improved 1,877,905 1,878,333 0.02%

Commercial vacant 19,786 26,042 31.62%

Industrial improved 648,980 645,291 -0.57%

Industrial vacant 10,070 11,649 15.68%

Cultural and recreational 32,969 32,969 0.00%

Total value of land 31,294,020 31,571,739 0.89%

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

previous financial year

Per Rateable

Property

Per Rateable

Property

Type of Charge 2014/15 2015/16 Change

$ $

Municipal charge 126.94 130.00 2.41%


1.7 The estimated total amount to be raised by municipal charges compared with

the previous financial year


$ $

Municipal charge 6,585,647 6,800,560 3.26%

1.8 The rate or unit amount to be levied for each type of service rate or charge

under section 162 of the Act compared with the previous financial year

Type of Charge

Per Rateable

Property

Per Rateable

Property

2014/15 2015/16 Change

$ $

Kerbside collection - - 0.00%

Recycling - - 0.00%

Total - - 0.00%

Council does not currently charge a service fee for the collection of a standard waste service

for residential improved properties. Non-standard and additional services are charged; refer to

Appendix D Fees and Charges for declared charges.

1.9 The estimated total amount to be raised by each type of service rate or

charge, and the estimated total amount to be raised by service rates and charges,



$ $

Kerbside collection - - 0.00%

Recycling - - 0.00%

Total - - 0.00%

1.10 The estimated total amount to be raised by supplementary rate revenue,



$ $

Supplementary rate revenue 284,111 371,000 30.58%

1.11 The estimated total amount to be raised by all rates and charges compared

with the previous financial year


$ $

General rates 78,494,356 82,383,451 4.95%

Municipal charge 6,585,647 6,800,560 3.26%

Supplementary rate revenue 284,111 371,000 30.58%

Total general rates and charges 85,364,114 89,555,011 4.91%


1.12 Any significant changes that may affect the estimated amounts to be raised

by rates and charges

There are no known significant changes which may affect the estimated amounts to be raised

by rates and charges. However, the total amount to be raised by rates and charges may be

affected by:

The variation of returned levels of value (e.g. valuation appeals),

Changes to property valuations as per advice from the Valuer General's Department of

Victoria,

Changes of use of land such that rateable land becomes non-rateable land and vice versa,

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

The return of supplementary valuations, raising supplementary rate revenue more/less

than budget.

2.1 Rates to be levied

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

A general rate of 0.254935% (0.00254935 cents in the dollar of CIV) for all rateable

residential improved properties; and


residential vacant properties; and


commercial improved properties; and


commercial vacant properties; and


industrial improved properties; and


industrial vacant properties; and

An amount in lieu of rates for cultural and recreational properties - Note 1

Note 1: The amounts in lieu of rates for cultural and recreational lands are declared for each


Each differential rate will be determined by multiplying the Capital Improved Value of each

rateable land (categorised by the characteristics described below) by the relevant percentages

indicated above.

Council considers that each differential rate will contribute to the equitable and efficient

carrying out of Council functions. Details of the objectives of each differential rate, the types of

classes of land, which are subject to each differential rate and the uses of each differential rate,

are set out below.

2.2 Differential rate objectives

2.2.1 Residential Vacant Land

Objective:

To encourage the development of land for residential purposes; and to ensure that such

rateable land makes an equitable financial contribution to the cost of carrying out the functions

of Council.

Those functions include the:

1. Implementation of good governance and sound financial stewardship; and


2. Construction, renewal, upgrade, expansion and maintenance of infrastructure assets;

and

3. Development and provision of health, environmental, conservation, leisure, recreation,

youth and family community services; and

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

services; and

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

Types and Classes:

Any rateable land on which no dwelling is erected but which, by reason of its locality and

zoning under the Banyule Planning Scheme, would, if developed, be or be likely to be used

primarily for residential purposes.

Use and Level of Differential Rate:

The differential rate will be used to fund some of those items of expenditure and Capital

Works described in the Budget adopted by Council.

The level of the differential rate is the level which Council considers is necessary to achieve

the objectives specified above.

Geographic Location:

Wherever located within the municipal district.

Use of Land:

Any use permitted under the Banyule Planning Scheme.

Planning Scheme Zoning:

The zoning applicable to each rateable land within this category, as determined by consulting

maps referred to in the relevant Banyule Planning Scheme.

2.2.2 Commercial/Industrial Vacant Land

Objective:

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

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

functions of Council.

Those functions include:



and




services; and


Types and Classes:

Any rateable land on which no dwelling is erected but which, by reason of its locality and

zoning under the Banyule Planning Scheme, would, if developed, be or be likely to be used

primarily for commercial or industrial purposes.









Use of Land:




maps referred to in the Banyule Planning Scheme.

2.2.3 Commercial/Industrial Improved Land

Objective:

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

carrying out the functions of Council having regard to the capacity of such land to be used to

yield income and the demands such land makes on Council's infrastructure.




and




services; and


Types and Classes:

Any rateable land which is used, or designed or adapted to be used, primarily for commercial

or industrial purposes.








Use of Land:





Types of Buildings:

All buildings which are now constructed on the land.

2.2.4 Other Land (Including Residential Improved Land)


Objective:

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

carrying out the functions of Council, having regard to the relative benefits derived from the

carrying out of such functions.




and




services; and


Types and Classes:

Any rateable land which is not Residential Vacant Land, Commercial / Industrial Vacant Land or

Commercial / Industrial Improved Land.








Use of Land:





Types of Buildings:

All buildings which are now constructed on the land

2.2.5 Cultural and Recreational Lands

Objective:

To ensure that the promotion of cultural, heritage and recreational activity occurs within

Council’s municipal district and that this is supported in a way that encourages appropriate

activity and development.

Council has considered the service utilised by the lands and the benefit these lands provide to

the community by consideration of their cultural or recreational land use, as required under

the Cultural and Recreational Lands Act 1963.


Under the provisions of the Cultural and Recreational Lands Act 1963, the Council levies an

amount in lieu of rates payable in respect of cultural and recreational lands.

This is land which is not Residential Vacant Land, Commercial / Industrial Vacant Land or

Commercial / Industrial Improved Land, which is specifically set aside for the use of cultural

and recreational pursuits whereby the members do not derive a financial benefit or profit from

the activities.

The Cultural and Recreational Lands Act 1963 effectively provides for properties used for

outdoor activities to be differentially rated unless it involves land that is being leased from a

private landowner. The discretion of whether to provide a cultural and recreational lands rate

rests with Council.

In accordance with section 4 of the Cultural and Recreational Lands Act 1963, the amount in lieu

of rates payable in respect of each of the rateable lands to which the above Act applies, be the

amounts fixed hereunder.

The four properties that are currently defined as Cultural and Recreational properties in

accordance with the Cultural and Recreational Lands Act 1963 are:

1 Vasey Street, Ivanhoe

54 Cleveland Avenue, Lower Plenty

8 Main Street, Lower Plenty

540 The Boulevard, Ivanhoe East


Appendix C

2015/2016 CAPITAL WORKS PROGRAM

This appendix presents a listing of the Capital Works projects that will be undertaken for the 2015/16 year.

Detailed Capital Works Program

Capital Works Summary

People

Planet Place Participation Performance

Project Type Project Description Budget Asset

Renewal Upgrade Expansion New Expense

Funding

Source

Funding

$ Value

p

Building

Air Conditioner

Replacement of Air Conditioning

to The Centre Ivanhoe and the

Great Hall and Foyer

$750,000 $750,000 Revenue $750,000

Air Conditioner

Air Conditioning Early Years

Facilities - Replace evaporative

coolers with reverse cycle

refrigerant air conditioning units.

Sites include Viewbank Preschool,

Duff Parade, St Hellier St Planning

Room, and The Concord Play

Group.

$60,000 $60,000 Revenue $60,000

Aquatic and Leisure

Centres

Ivanhoe Aquatic Pool Plant

Replacement Program $40,000 $40,000 Revenue $40,000

Aquatic and Leisure

Centres

Olympic Leisure Centre Pool

Plant Replacement Program $40,000 $40,000 Revenue $40,000

Aquatic and Leisure

Centres

Ivanhoe Aquatic Centre

Rendering of Front Facade

(External Walls)

$35,000 $35,000 Revenue $35,000




Funding

Source

Funding

$ Value

p

Pavilion Plan

Cartledge Reserve, Ivanhoe -

Heidelberg Stars Soccer Club -

Pavilion Redevelopment stage

one.

$417,400 $217,400 $200,000 Revenue $417,400

Pavilion Plan

Cartledge Reserve, Ivanhoe -

Heidelberg Stars Soccer Club -

Pavilion Redevelopment stage

two social room.

$500,000 $500,000 Revenue $500,000

Pavilion Plan Ivanhoe Park - Ivanhoe Juniors

Pavilion redevelopment of rooms $700,000 $700,000 Revenue $700,000

Pavilion Plan

Telfer Reserve Masterplan -

Planning and Design for Pavilion

and Car Park

$100,000 $100,000 Revenue $100,000

Fit Out Building-Petrie Park Art

Collection Storage $11,000 $11,000 Revenue $11,000

Fit Out

Ivanhoe Aquatic and Fitness

Centre - Rendering of internal

walls brick work

$35,000 $35,000 Revenue $35,000

Fit Out West Heidelberg Football Club -

Wet Area Refurbishment $45,000 $45,000 Revenue $45,000

Flooring Building-Watsonia Community

Hall Floor Replacement $42,000 $42,000 Revenue $42,000

Flooring Macleod Community Hall timber

floor replacement $40,000 $40,000 Revenue $40,000

Furniture and

Kitchen Appliance

Panorama Heights PS - Kitchen

Replacement $12,000 $12,000 Revenue $12,000

Furniture and

Kitchen Appliance

Building - Greenhills

Neighbourhood house kitchen

Replacement

$6,500 $6,500 Revenue $6,500

Handrails Elder St Pavilion - Install handrail

on viewing deck $18,000 $18,000 Revenue $18,000




Funding

Source

Funding

$ Value

p

Roof Building-Old Shire Office Hall

Roof $25,000 $25,000 Revenue $25,000

Roof Building-Hawdon St Hall Roof $50,000 $50,000 Revenue $50,000

Roof Building-Bundoora Hall Roof $75,000 $75,000 Revenue $75,000

Roof

Roof Replacement - Kelly Pavilion

- Replace old sections of roof

that show signs of rusting

$65,000 $65,000 Revenue $65,000

Roof

Roof Replacement - The

Concord Playgroup - Replace

sections rusted

$15,000 $15,000 Revenue $15,000

Roof Willinda Park Store roof

sealing. Seal the concrete roof. $20,000 $20,000 Revenue $20,000

Roof McCubbin Room Storm Water

Drainage repair/relining $8,000 $8,000 Revenue $8,000

Roof Bell Street Mall – Replacement

PVC membrane $50,000 $50,000 Revenue $50,000

Roof Roof Replacement - Warringal

Park Pavilion $23,400 $23,400 Revenue $23,400

Solar Panels Design $20,000 $20,000 Revenue $20,000

Solar Panels Building-Council Buildings Solar

Panels WaterMarc Pool Hall Roof $180,000 $180,000 Revenue $180,000

Solar Panels Building-Council Buildings Solar

Panels MRF $165,000 $165,000 Revenue $165,000

Structural Shelly Reserve North Heidelberg

Football Storage $80,000 $80,000 Revenue $80,000

Structural Kalparrin/Rotary additional facility

at the Early Years Centre $150,000 $150,000 Revenue $150,000

Switchboard

Building-Council Buildings

Electrical and Thermal

Switchboards

$30,000 $30,000 Revenue $30,000




Funding

Source

Funding

$ Value

p

Drainage

Drainage

Improvement

Design and

Construction

Stormwater Management

Catchment Analysis - Mitigation

Works - Irvine Road Drain

Catchment

$15,000 $15,000 Revenue $15,000

Drainage

Improvement

Design and

Construction


Catchment Analysis - Mitigation

Works -South West Catchment -

Stage 1

$25,000 $25,000 Revenue $25,000

Drainage

Improvement

Design and

Construction

Wilfred Road East Ivanhoe

600mm Drain Augmentation.

Year 2 $20K Design Stage 2.

$400K Construction Stage 1.

Year 3 Construction Stage 2

$40,000 $40,000 Revenue $40,000

Drainage

Improvement

Design and

Construction

Para Road Montmorency

1200mm Drain Augmentation $260,000 $260,000 Revenue $260,000

Fixtures and Fittings

Drainage Minor

Works and Hot

Spots

Minor Drainage Works. Minor

pipe augmentations and

associated pit improvements to

address localised drainage issues

$100,000 $100,000 Revenue $100,000

Drainage Minor

Works and Hot

Spots

Drainage Hot Spots. Pit

replacements and modifications

to improve stormwater capture.

$50,000 $50,000 Revenue $50,000

Waste Building-Waste Recovery

Powerpack Renewal $75,000 $75,000 Revenue $75,000

Access Building-Council Buildings

Accessibility $110,000 $55,000 $55,000 Revenue $110,000

Furniture and

Kitchen Appliance

Building-Community Halls-

Replacement of Furniture $30,000 $30,000 Revenue $30,000




Funding

Source

Funding

$ Value

p

Toilet

Sewer Pump Replacement

Program - Replacing Sewer

pumps serving public toilets and

pavilions as required

$10,000 $10,000 Revenue $10,000

Parks

Bridge

Bridge – Pedestrian Bridge

Replace Standard Handrails with

Collapsible

$20,000 $20,000 Open Space $20,000

Bridge

Bridge – Pope Place – handrails

and side panels. Wood rotting as

this is a laminated bridge.

$50,000 $50,000 Open Space $50,000

Bridge

Bridge – Kalparrin Gardens

(Pedestrian) – Partington Flats

Bridge Number 31. Replace deck

and addition deck supports.

$90,000 $90,000 Revenue $90,000

Cricket Nets Heidelberg Park Cricket Net

Replacement $50,000 $50,000 Open Space $50,000

Cricket Pitch

All Seasons Cricket Pitch

Replacement – 50% matching

contribution from Clubs.

$100,000 $100,000 Open Space $50,000

Fencing McLeod community garden fence $16,000 $16,000 Revenue $16,000

Fencing Fencing Replacement – Olympic

Soccer $50,000 $50,000 Revenue $50,000

Fencing

AK Lines Oval and Ground –

Plenty Valley Premier Cricket

Club

$60,000 $60,000 Revenue

Contribution

$20,000

$40,000

Open Space

Facilities

Barbeque Replacement and

Renewal Program – BBQ’s

internal components.

$20,000 $20,000 Revenue $20,000

Open Space

Facilities

Indigenous Gathering Space

(Hub) at Fred Howe Annex $25,000 $25,000 Revenue $25,000




Funding

Source

Funding

$ Value

p

Open Space

Facilities Drinking Fountains in Playgrounds $25,000 $25,000 Open Space $25,000

Open Space

Facilities

Price Park works – paths, storm

water, seating $90,000 $11,000 $79,000 Open Space $90,000

Open Space

Facilities Price Park off lead dog fence $50,000 $50,000 Revenue $50,000

Open Space

Facilities

Ford Park, Ivanhoe

development plan and works $100,000 $100,000 Open Space $100,000

Open Space

Facilities Malahang Playground Drainage $28,000 $28,000 Revenue $28,000

Regional Family

Playspace

Binnak Park Picnic Shelter

regional family playspace. New

path requested by the community

around Oval $48,000, Viewing

Deck repairs $5,000, Playground

Shelter $25,000, Furniture

Replacement $5,000

$83,000 $10,000 $73,000 Open Space $83,000

Open Space

Facilities

De Winton Park – Concrete

Apron $72,000 $72,000 Revenue $72,000

Depot

Parks and Gardens Depot

Washdown Bay To reduce the

spread of weeds across park and

bushland areas.

$50,000 $50,000 Revenue $50,000

Pathways Soccer Access Path: Gabonia $15,000 $15,000 Open Space $15,000

Pathways Reserves and Bushland – Renewal

of Trails and Pathways $50,000 $50,000 Open Space $50,000

Public Lighting

Public Lighting Pole Replacement

and change to New Technology

and/or Solar Powered Lighting in

Council Sports Fields and

Reserves identified by condition

reports.

$50,000 $50,000 Open Space $50,000

Retaining Wall Renewal of Retaining Walls –

Open Space $50,000 $50,000 Revenue $50,000




Funding

Source

Funding

$ Value

p

Shade Macleod Park Shade Sail $24,690 $24,690 Revenue $24,690

Shared Trail

East west power easement shares

path Watsonia – Greenwood

drive to Watsonia Road.

$150,000 $150,000 Open Space $150,000

Shared Trail Renewal of Shared Path Trail

Feeder Paths $50,000 $50,000 Open Space $50,000

Shared Trail

Bicycle Path Renewal - Renewal

of Banyule’s Off Road Bicycle

Trail Network.

$100,000 $100,000 Open Space $100,000

Shared Trail

Warringal Park Bridge Feasibility

Study. (Joint project with

Manningham). Construct a bridge

at Banksia Park and Warringal

Parklands to link Viewbank Park

and Birrarrung Park. Banyule,

Parks Vic, Melbourne Water –

shared responsibility

$75,000 $75,000 Revenue $75,000

Shared Trail Plenty River Trail – Elder Street

Feeder Path $200,000 $100,000 $100,000

Revenue

Open Space

$100,000

$100.000

Soccer Nets James St Reserve Soccer Goal

Netting $20,000 $20,000 Revenue $20,000

Parks Refresh Kalparrin Gardens Park

Infrastructure Renewal Plan $35,000 $35,000 Revenue $35,000

Sporting Fields

Irrigation

Irrigation Flow Sensors –

Technology Renewals. $10,000 $10,000 Revenue $10,000

Sporting Fields Back Flow prevention installation

Legislative requirement $20,000 $20,000 Revenue $20,000

Sports Lighting Cartledge Reserve sports field

Lighting $300,000 $300,000

Revenue

Grant

$175,000

$125,000

Sport Lighting AK Lines Reserve – Lighting

Upgrade $200,000 $200,000

Open Space

Grants

100,000

$100,000

Sport Lighting Sports field Lighting Improvement

Projects $100,000 $100,000 Open Space $100,000




Funding

Source

Funding

$ Value

p

Sports Surface

Willinda Park Athletics

Replacement and Repair – Long

Jump and Pole Vault Runways and

Pits

$80,000 $80,000 Open Space $80,000

Sports Surface Malahang Basketball Court

Renewal $25,000 $25,000 Revenue $25,000

Sports Surface Gabonia Soccer Warm Seasons

Conversion $45,000 $45,000 Open Space $45,000

Sports Surface Heidelberg Park Renewal of

Irrigation and Infrastructure $35,000 $35,000 Open Space $35,000

Sporting Fields

Cartledge Reserve (2 Soccer

Pitches) Warm seasons grass

conversion.

$45,000 $45,000 Open Space $45,000

Sport Surface

Seddon Reserve – 2 Netball

Courts for women’s sports in

West Ivanhoe Club

$176,500 $176,500 Revenue

Contribution

$126,500

$50,000

Sports Surface Ivanhoe Croquet Club Court

Drainage Works $30,000 $30,000 Open Space $30,000

Playgrounds

Playgrounds Anthony Beale Reserve Regional

Family Play Space $375,000 $275,000 $100,000

Revenue

Grant

$275,000

$100,000

Playgrounds Playground – De Winton Park –

Rosanna $65,000 $65,000 Open Space $65,000

Playgrounds

Playground Replacement GRACE

PARK CNR HENRY ST/LOUIS

ST Local

$45,000 $45,000 Open Space $45,000

Playgrounds Playground Replacement ALMA

PLAY PARK,ALMA ST, Local $45,000 $45,000 Open Space $45,000

Playgrounds Malahang Reserve Outdoor Gym

Equipment $40,000 $40,000 Open Space $40,000




Funding

Source

Funding

$ Value

p

Roads, Streets, Bridges

Bicycle

Design and construct bicycle

crossing facilities at Yarra St x

Rosanna Rd, and Yarra St x

Banyule Shared Trail

$20,000 $20,000 Revenue $20,000

Bicycle

Design and construct

bicycle/parking lanes in

Dougharty Road, from Waterdale

Rd to Darebin Creek

$5,000 $5,000 Revenue $5,000

Bicycle

Investigate options to allow

eastbound cyclist traffic on

Patterson Crescent

$5,000 $5,000 Revenue $5,000

Bicycle

Installation of warning signs at rail

crossing across the Hurstbridge

rail line

$3,000 $3,000 Revenue $3,000

Bicycle

Investigate options to improve

lighting at the rail crossing across

the Hurstbridge rail line

$3,000 $3,000 Revenue $3,000

Bicycle

Installation of standardised

advisory signs along the Local

Bicycle Routes. Heidelberg

West to Fairfield. Greensborough

to Diamond Creek.

Greensborough to Bundoora.

Plenty River Trail to Main Yarra

Trail. Heidelberg West through

Banyule. Macleod to Ivanhoe.

Montmorency to Watsonia.

Watsonia to East Ivanhoe.

Yallambie to Heidelberg

$30,000 $30,000 Revenue $30,000

Bicycle

Installation of warning signs to

advise motorists of cyclists at

Liberty Parade x Gona Street

$1,000 $1,000 Revenue $1,000




Funding

Source

Funding

$ Value

p

Bicycle

Line Marking in conjunction with

road resheets. Cameron Parade,

Bundoora, between Carolyn Cr

and Anderson Pde

$15,000 $15,000 Revenue $15,000

Bicycle


road resheets. Henry Street,

Greensborough, between

Alexandra St and Grimshaw St

$15,000 $15,000 Revenue $15,000

Bicycle


road resheets. Mountain View

Road, Briar Hill, between Mayona

Rd and River St

$15,000 $15,000 Revenue $15,000

Bicycle


road resheets. Edwin Street,

Heidelberg Heights, between St

Hellier St and Altona St

$20,000 $20,000 Revenue $20,000

Footpath Footpath Replacement Reactive

and Proactive. $900,000 $900,000 Revenue $900,000

Traffic,

Infrastructure And

Road Safety

Burgundy Street Reconfiguration.

Reconfiguration of Burgundy St,

Heidelberg, between Upper

Heidelberg Rd and Mount St, to

promote lower speeds

$300,000 $100,000 $100,000 $100,000

Revenue

Grant

Contributio

n

$100,000

$100,000

$100,000

Traffic,

Infrastructure And

Road Safety

Construction of traffic calming

infrastructure on Glen Katherine

Drive, Eltham North, at the

intersection with Weidlich Rd

$20,000 $20,000 Revenue $20,000

Traffic,

Infrastructure And

Road Safety

Construction of traffic calming

infrastructure on Liberty Parade,

Heidelberg West, between

Dougharty Rd and Southern Rd

$30,000 $30,000 Revenue $30,000




Funding

Source

Funding

$ Value

p

Traffic,

Infrastructure And

Road Safety

Redesign and reconstruction of

traffic calming infrastructure on

Kenmare Street, Watsonia, at the

intersection with Lambourne Rd

$20,000 $20,000 Revenue $20,000

Traffic,

Infrastructure And

Road Safety

Road Safety Program - McCrae

Road Rosanna, Entire length,

Slow points / Modified T-

Intersections/ Road Humps, focus

at Homewood Court

$20,000 $20,000 Revenue $20,000

Infrastructure for

Pedestrians

Construction of zebra crossing

on Mount St, Heidelberg, at the

bend between Yarra St and

Burgundy St, in front of No. 86

$50,000 $50,000 Revenue $50,000

School Crossing

Improvements

Construction of a children's

raised pavement crossing in Cape

St, Heidelberg, between

Burgundy St and Yarra St

$35,000 $35,000 Revenue $35,000

School Crossing

Improvements

Construction of a raised

pavement crossing in Weidlich

Rd, Eltham North, between

Angela Cl and Castle Ct

$30,000 $30,000 Revenue $30,000

Provision of

Accessible Parking

Construction of an accessible

parking bay in Warncliffe Road,

Ivanhoe East, between Lower

Heidelberg Rd and Veitch St

$17,000 $17,000 Revenue $17,000

Infrastructure for

Pedestrians

Construction of pedestrian

infrastructure to improve

crossing at the intersection of

Station Rd and Grove Rd,

Rosanna

$35,000 $35,000 Revenue $35,000




Funding

Source

Funding

$ Value

p

Infrastructure for

Pedestrians

Design and construction of safe

pedestrian crossing infrastructure

on Beverley Road, Heidelberg at

the entrance to the Warringal

Parklands

$20,000 $20,000 Revenue $20,000

Parking Meter

Renovation of paid parking

system in Powlett Street,

Heidelberg, between Darebin St

and Burgundy St

$30,000 $30,000 Reserves $30,000

Public Transport

Infrastructure

Improvements

Installation of bus seats on Main

Road, Lower Plenty Outside

#178

$1,500 $1,500 Revenue $1,500

Public Transport

Infrastructure

Improvements

Installation of bus seats on

Sherbourne Road, Briar Hill, near

Beaconsfield Road

$1,500 $1,500 Revenue $1,500

Public Transport

Infrastructure

Improvements


Southern Road, Heidelberg West,

Outside #205

$1,500 $1,500 Revenue $1,500

Public Transport

Infrastructure

Improvements


Elonera Avenue, Greensborough,

Outside #58

$1,500 $1,500 Revenue $1,500

Public Transport

Infrastructure

Improvements

Installation of two bus seats on

Delta Road, Greensborough,

between Duncan Ave and

Sainsbury Ave

$3,000 $3,000 Revenue $3,000

Public Transport

Infrastructure

Improvements


Greenwood Drive, Bundoora,

between Plenty Rd and Morewell

Ave

$4,500 $4,500 Revenue $4,500




Funding

Source

Funding

$ Value

p

Public Transport

Infrastructure

Improvements

Installation of a bus seat on

Elonera Avenue, Greensborough,

between Elder St and London Ct

$1,500 $1,500 Revenue $1,500

Public Transport

Infrastructure

Improvements

Installation of two bus seats on

Elder Street, Watsonia, between

Cooinda Cr and Delta Rd

$3,000 $3,000 Revenue $3,000

Resheet The Concord, Bundoora –

Grimshaw St to Dead End W $325,349 $325,349 Grant $325,349

Resheet

Mirra Ct, Bundoora – The

Concord to Dead End E

$121,410

$121,410 $121,410 Grant $121,410

Resheet

St Helena Rd, St Helena – Glen

Katherine Dr to Tallow Wood

$170,000

$170,000 $170,000 Grant $170,000

Resheet

Sherbourne Rd, Montmorency –

Mountain View Rd to Lorraine

Dr $180,000

$180,000 $180,000 Grant $180,000

Resheet

Cameron Pde, Bundoora –

Jaqueline Rd to Sharpes Rd

$150,000

$96,759 $96,759 Grant $96,759

Resheet Mountain View Rd - Mayona Rd

to River St, Briar Hill $379,533 $379,533 Revenue $379,533

Resheet Bonnie Doone St - Marden Dr to

St Helena Rd, Briar Hill $16,744 $16,744 Revenue $16,744

Resheet Clark Rd - The Boulevard to

Riverside Rd, Ivanhoe $48,461 $48,461 Revenue $48,461

Resheet Henry St - Alexandra St to

Grimshaw St, Greensborough $99,891 $99,891 Revenue $99,891




Funding

Source

Funding

$ Value

p

Resheet Paton Ct - Gladman St to Cul-

De-Sac (W), Greensborough $11,753 $11,753 Revenue $11,753

Resheet Elliott St - Altona St to Lloyd St,

Heidelberg Heights $30,958 $30,958 Revenue $30,958

Resheet Steven Ct - David Cr to Cul-De-

Sac (N), Bundoora $9,407 $9,407 Revenue $9,407

Resheet Castle St - The Righi to #84

Median West RC, Eaglemont $21,712 $21,712 Revenue $21,712

Resheet Mine St - Greenhill Rd to Albion

Cr, Greensborough $35,972 $35,972 Revenue $35,972

Resheet Thaxted Ct - Trist St to Cul-De-

Sac (W), Watsonia North $9,637 $9,637 Revenue $9,637

Resheet Bernard Cr - Jacqueline Rd to

Carolyn Cr, Bundoora $28,336 $28,336 Revenue $28,336

Resheet Natimuk St - Nell St to Alexandra

St, Greensborough $26,013 $26,013 Revenue $26,013

Resheet Trist St - Frye St to Sellars St,

Watsonia North $12,672 $12,672 Revenue $12,672

Resheet Keats St - Lloyd St to Southern

Rd, Heidelberg Heights $22,218 $22,218 Revenue $22,218

Resheet Alfred St - Bell St to Montgomery

St, Heidelberg Heights $31,119 $31,119 Revenue $31,119

Resheet Miller St - Bell St to St Hellier St,

Heidelberg Heights $51,451 $51,451 Revenue $51,451

Resheet Paragrene Ct - Para Rd to Cul-

De-Sac (W), Montmorency $10,281 $10,281 Revenue $10,281

Resheet Gayle St - Ladd St to Kenmare St, $24,817 $24,817 Revenue $24,817




Funding

Source

Funding

$ Value

p

Watsonia

Resheet Kolonga Ct - Carinya Rd to Cul-

De-Sac (E), Greensborough $9,085 $9,085 Revenue $9,085

Resheet Geewan Ct - Wolangi Ct to Cul-

De-Sac (W), Greensborough $7,406 $7,406 Revenue $7,406

Resheet Beaumont St - Dead End (W) to

Kenmare St, Watsonia $30,958 $30,958 Revenue $30,958

Resheet Milton Ct - Southern Rd to

Southern Rd, Heidelberg Heights $29,946 $29,946 Revenue $29,946

Resheet Darren Av - Patricia Av to

Gordon St, Bundoora $35,075 $35,075 Revenue $35,075

Resheet Bunyarra Ct - Yalta Cl to Cul-De-

Sac (W), Greensborough $16,859 $16,859 Revenue $16,859

Resheet Warruga Pl - Elder St to Nepean

St, Greensborough $37,789 $37,789 Revenue $37,789

Resheet Beverley Rd - Burgundy St to

Louise St, Heidelberg $137,214 $137,214 Revenue $137,214

Resheet Greensborough Rd - Powley Pde

to Richards Av, Watsonia $36,823 $36,823 Revenue $36,823

Resheet Beech Ct - St Helena (Service) Rd

to Dead End (E), Greensborough $9,476 $9,476 Revenue $9,476

Resheet Donald St - Thoona Gv to

Paterson Cr, Greensborough $4,347 $4,347 Revenue $4,347

Resheet Irvine Rd - Flora Gv to Dead End

(S), Ivanhoe $41,699 $41,699 Revenue $41,699

Resheet Aqueduct Rd - Erinne Ct to

Boundary, St Helena $65,835 $65,835 Revenue $65,835




Funding

Source

Funding

$ Value

p

Resheet Bungay St - Ladd St to Gleeson

Dr, Watsonia $14,168 $14,168 Revenue $14,168

Resheet Sparkford St - Green St to Ford

St, Ivanhoe $13,133 $13,133 Revenue $13,133

Resheet Carinya Rd - Warralong Av to

Kolonga Ct, Greensborough $22,770 $22,770 Revenue $22,770

Resheet

Blue Gum Ct - St Helena Service

Rd to Dead End (S),

Greensborough

$16,928 $16,928 Revenue $16,928

Resheet Cameron Pde - Carolyn Cr to

Anderson Pde, Bundoora $88,638 $88,638 Revenue $88,638

Resheet Edwards St - Old Eltham Rd to

Main Rd, Lower Plenty $97,359 $97,359 Revenue $97,359

Resheet Sellars St - Trist St to Huntley St,

Watsonia North $39,633 $39,633 Revenue $39,633

Resheet Delta Rd - Saul Ct to Warralong

Av, Greensborough $36,267 $36,267 Revenue $36,267

Resheet Edwin St - St Hellier St to Altona

St, Heidelberg Heights $56,100 $56,100 Revenue $56,100

Resheet Bunalbo Ct - Tamboon Dr to

Dead End (W), Greensborough $3,174 $3,174 Revenue $3,174

Resheet Ebony Pde - Blackwood Pde to

Liberty Pde, Heidelberg West $47,035 $47,035 Revenue $47,035

Resheet Elonera Av - Ovata Cl to London

Ct, Greensborough $33,759 $33,759 Revenue $33,759

Resheet

Local Roads Re-sheet and

Rehabilitation - Watsonia Rd -

Lambourne Rd to Morwell Ac

$150,000 $150,000 Revenue $150,000




Funding

Source

Funding

$ Value

p

Resheet Luton Way, Bundoora –

Sandhurst Cr to Dead End (N). $40,000 $40,000 Revenue $40,000

Retaining Wall Renewal of Retaining Walls -

Road Reserve $50,000 $50,000 Revenue $50,000

Streetscape Olympia Village billboards and

banners. $5,000 $5,000 Revenue $5,000

Streetscape

Main Shopping Centre Minor

Improvements - outcomes of

audit process

$40,000 $40,000 Revenue $40,000

Streetscape

Small Shopping Strip Renewal -

Development of plan to review

and service small shopping streets

$40,000 $40,000 Revenue $40,000

Streetscape

Replace existing Waste bin

Enclosures and MGB's in

Shopping Centres with letter box

type bins with 85 enclosures &

Wheelie bins.

$25,000 $25,000 Revenue $25,000

Streetscape

City Entrance Signs at Key Entries

to City -One Off The Following

Locations - Bell Banksia,

Greensborough Highway,

Southern Road, Sherbourne Road

$20,000 $20,000 Revenue $20,000

Streetscape

Heidelberg Central Precinct

Streetscape Renewal Works

Burgundy Street. - Design and

Implementation, footpath

resurfacing and street furniture.

$50,000 $50,000 Revenue $50,000

Initiatives

Community Movies in the Park $35,000 $35,000 Revenue $35,000

Community Youth Foundation Victoria 3081 $10,000 $10,000 Revenue $10,000




Funding

Source

Funding

$ Value

p

Community Volunteers of Banyule Staffing and

Operating Expenses. $100,000 $100,000 Revenue $100,000

Community Banyule Housing Support Group

Inc Staff Costs. $105,000 $105,000 Revenue $105,000

Community

3081 Initiative - Post

Neighbourhood Renewal

Mainstreaming based on approach

in Heidelberg West

$175,000 $175,000 Revenue $175,000

Community Macleod YMCA Banyule

Operational Subsidy. $100,000 $100,000 Revenue $100,000

Community Northern Area Advancement

(Northern Regional Councils) $40,000 $40,000 Revenue $40,000

Community Community Engagement $45,000 $45,000 Revenue $45,000

Community Youth Summit $15,000 $15,000 Revenue $15,000

Community SPAusnet asset- joint graffiti clean

up partnership $50,000 $50,000 Revenue $50,000

Community Australia Post - Ward News

Delivery $40,000 $40,000 Revenue $40,000

Community Watsonia Motor Show $15,000 $15,000 Revenue $15,000

Community Olympic Rings and Banners $15,000 $15,000 Revenue $15,000

Economic

Development

Special Rates and Charges -

Eaglemont No. 2 (89871) $24,500 $24,500

Revenue

Special

Charge

$12,500

$12,000

Economic

Development


Lower Plenty No. 3 (89888) $34,320 $34,320

Revenue

Special

Charge

$17,160

$17,160

Economic

Development


Macleod No. 1 (89865) $37,570 $37,570

Revenue

Special

Charge

$18,400

$19,170

Economic

Development


Montmorency No 3 (89867) $44,796 $44,796

Revenue

Special

Charge

$22,065

$22,731




Funding

Source

Funding

$ Value

p

Economic

Development


Watsonia No. 4 (89869) $57,427 $57,427

Revenue

Special

Charge

$26,827

$30,600

Economic

Development

Special Rates and Charges - East

Ivanhoe No. 3 (89886) $74,000 $74,000

Revenue

Special

Charge

$37,000

$37,000

Economic

Development


Rosanna No. 2 (89882) $80,000 $80,000

Revenue

Special

Charge

$39,000

$41,000

Economic

Development

Special Rates and Charges - The

Mall No. 2 (89878) $99,500 $99,500

Revenue

Special

Charge

$49,490

$50,010

Economic

Development


Heidelberg Central (89874) $187,598 $187,598

Revenue

Special

Charge

$88,797

$98,801

Economic

Development


Ivanhoe No. 4 (89866) $219,865 $219,865

Revenue

Special

Charge

$100,000

$119,865

Economic

Development


Greensborough No. 2 (89868) $237,780 $237,780

Revenue

Special

Charge

$105,000

$132,780

Economic

Development

Economic Development Rolling

Special Rates and Charges

Renewal Program

$20,000 $20,000 Revenue $20,000

Economic

Development

Economic Development Plan

implementation $20,000 $20,000 Revenue $20,000

Economic

Development Economic Information Base $75,000 $75,000 Revenue $75,000

Environment Energy Plan Implementation $36,000 $36,000 Revenue $36,000

Environment Stewardship Plan Implementation $55,000 $55,000 Revenue $55,000

Environment Planet Policy and Strategy

Implementation $14,500 $14,500 Revenue $14,500

Management Building-Council Buildings

Asbestos Removal $30,000 $30,000 Revenue $30,000




Funding

Source

Funding

$ Value

p

Structural

Demolition, 53 Warncliffe Rd

East Ivanhoe - demolish the old

sub-station in east Ivanhoe

$14,000 $14,000 Revenue $14,000

Management

Additional construction

management resources for the

delivery of capital works projects

$260,000 $260,000 Revenue $260,000

Management

Best Value Service Review

Program - review and benchmark

Council Services to meet quality

and cost standards. Benchmarking

$45,000, Consultation $30,000,

Specialists (legal/technical)

$20,000, Staff Support $25,000.

$120,000 $120,000 Revenue $120,000

Management Hardcopy Records Digitisation

Project $250,000 $250,000 Revenue $250,000

Management Banyule City Council General

Elections $50,000 $50,000 Revenue $50,000

Management

MAV Advanced Step Program

and National Asset Framework -

Payment of support fee.

$12,000 $12,000 Revenue $12,000

Management Develop Long Term Asset

Infrastructure Plans $40,000 $40,000 Revenue $40,000

Management

Master Plan

Development of a Public Toilet

Strategy $35,000 $35,000 Revenue $35,000

Management

Master Plan City Wide Tennis Strategy $30,000 $30,000 Revenue $30,000

Drainage

Drainage Investigations CCTV

(camera down drains) for specific

drainage problems.

$30,000 $30,000 Revenue $30,000

Maintenance Shopping Centre and Toilet

Cleaning $180,000 $180,000 Revenue $180,000

Maintenance

Greensborough Chamber of

Commerce Maintenance

Activities

$25,000 $25,000 Revenue $25,000

Maintenance Dumped Rubbish Collection and

Recycling $76,000 $76,000 Revenue $76,000




Funding

Source

Funding

$ Value

p

Maintenance

Building Maintenance costs for

new facilities - Ivanahoe Aquatic

Centre, Olympic Village Learning

Hub, Simms Road pavilion

$38,000 $38,000 Revenue $38,000

Maintenance

Maintenance of our existing

Water Sensitive Urban Design

(WSUD) assets.

$50,000 $50,000 Revenue $50,000

Maintenance


Initiatives - Facility Maintenance

Stormwater Harvesting -

Chelsworth Park, Kalparrin

Group, De Winton Park

$145,000 $145,000 Revenue $145,000

Maintenance Olympic Park - Master Plan $50,000 $50,000 Revenue $50,000

management Bellfield Master Plan $50,000 $50,000 Revenue $50,000

Transport

Conduct an audit of all available

Rights of Way asset information

held within Council’s information

system (Action 3.3.1.4)

$5,000 $5,000 Revenue $5,000

Transport

Prepare guidelines for preferred

deisgn parameters for ROW's in

Activity Centres (3.6.2.2)

$15,000 $15,000 Revenue $15,000

Transport Integrated Transport Plan - Final

Release $40,000 $40,000 Revenue $40,000

Transport Preparation of Greensborough

Parking Plan $90,000 $90,000 Revenue $90,000

Transport Review of Residential Parking

Permit Policy $25,000 $25,000 Revenue $25,000

Transport

Sustainable Transport-Run

promotional events-Ride to

Work, Ride to School, Walk to

School, etc

$10,000 $10,000 Revenue $10,000

Management Trees

Tree Condition Risk Assessments

and Works - Council Community

Services Properties

$30,000 $30,000 Revenue $30,000




Funding

Source

Funding

$ Value

p

Management Trees

Tree Condition Risk Assessments

and Works - 34 klms Shared Trail

network and in playgrounds,

BBQ's and park shelters

$40,000 $40,000 Revenue $40,000

Management Trees

Significant Tree Monitoring. -

Condition inspections on trees

on private land listed on the

Significant Tree Register. Includes

advice to owners about hazards

and management

recommendations.

$15,000 $15,000 Revenue $15,000

Trees

Tree Planting on Nature

Strips/Road Reserves, Parks and

Reserves.

$75,000 $75,000 Revenue $75,000

Trees Southern Road Entrance to

Banyule Tree Upgrade $10,000 $10,000 Revenue $10,000

Trees

Routine Street Tree Pruning. - To

support the existing Tree

Management Contract.

Assessment and works on 75,000

street trees.

$140,000 $140,000 Revenue $140,000

Trees

Compliance with Electrical Line

Safety Regulations: Tree

Clearance.

$200,000 $200,000 Revenue $200,000

Maintenance Eaglemont BMX Jumps outrance

maintenance $15,000 $15,000 Revenue $15,000

Management

Bushland

Renewal weed control

maintenance and planting to

existing revegetation Darebin

Creek

$10,000 $10,000 Revenue $10,000

Management

Bushland

Renewal/ weed control

maintenance and planting to

existing revegetation Plenty River

$10,000 $10,000 Revenue $10,000




Funding

Source

Funding

$ Value

p

Management

Bushland

De-siltation of Banyule Flats

Stormwater pond on Nth East

drain to wetland and carry out

revegetation works

$10,000 $10,000 Revenue $10,000

Management

Bushland

Parks and Reserves - Renewal/

weed control maintenance and

planting to existing revegetation

Yarra River

$10,000 $10,000 Revenue $10,000

Management

Bushland

Pond Desiltation - Southern Road

Wetlands $10,000 $10,000 Revenue $10,000

Management

Bushland

Environmental Management -

Post burn weed control and site

management

$15,000 $15,000 Revenue $15,000

Management

Bushland Vermin Control $20,000 $20,000 Revenue $20,000

Environment

City Plan Biodiversity Initiatives.

Priority Bushland Reserve

Management Plans

$14,000 $14,000 Revenue $14,000

Management

Bushland

Ryans Road Reserve

Conservation Reserve -

Implementation of Year 1

Management Plan

$25,000 $25,000 Revenue $25,000

Strategic Land Use

Planning

Middle Yarra Planning Controls

Review - Assessment of State

driven tools for ESO and SLO

controls

$10,000 $10,000 Revenue $10,000

Strategic Land Use

Planning

Strategic Land Use Planning -

New Residential Zones Stage 2

for Neighbourhood Residential

Zone

$80,000 $80,000 Revenue $80,000

Strategic Land Use

Planning


Planning Scheme Amendment for

Heidelberg Car Parking Plan

$45,000 $45,000 Revenue $45,000

Strategic Land Use

Planning


Planning Scheme Review Part 1

MSS Review

$20,000 $20,000 Revenue $20,000




Funding

Source

Funding

$ Value

p

Strategic Land Use

Planning


LaTrobe National Employment

Cluster

$50,000 $50,000 Revenue $50,000

Strategic Land Use

Planning


Open Space Strategy planning

scheme amendment

$30,000 $30,000 Revenue $30,000

Project Description Budget Asset Renewal Upgrade New Expense Funding

Source Funding $ Value P

Place Making

Building-Office, 2 floors WaterMarc

Greensborough 20,000,000 $10,000,000 $10,000,000

Strategic

Property

Reserves

$20,000,000

Building-Community Learning Hub, Ivanhoe

Library 300,000 $150,000 $150,000

Strategic

Property

Reserves

$300,000

Early Learning Hub, Sherbourne Road - $2M

Govt Grant 2014/15. Design 15/16

Construction will be a carry forward 16/17

100,000 $100,000 Grant $100,000

Strategic Property

Strategic Property

799,500 $799,500

Reserves

Strategic

Property

Reserves

$97,500

$702,000

Strategic Property

500,000 $500,000

Strategic

Property

Reserves

$500,000




Plant and Equipment

6,505,274 $6,505,274

Reserves

Sale

proceed

$4,699,097

$1,806,177

Carry Forwards

Traffic Infrastructure And Road Safety

Road Safety Partnership Program 8,143 8,143 Revenue $8,143

Environment

Banyule Flats Environment & Heritage Study 14,474 14,474 Revenue $14,474

Management

Sale of 8 Paraweena Court, Greensborough 15,000 15,000 Reserves $15,000

Playgrounds

Anthony Beale Regional Play Space - Master

Plan

47,500 47,500 Revenue $47,500

Playgrounds

Anthony Beale Regional Play Space - Master

Plan

62,500 62,500 Revenue $62,500

Aboriginal Art Sculpture Trail/Native Garden 3,069 3,069 Revenue $3,069

Pavilion Plan

Ivanhoe Park Pavilion Redevelopment - Ivanhoe

Jnrs

330,000 330,000 Revenue $330,000

Pavilion Plan

Ivanhoe Park Pavilion Redevelopment - Ivanhoe

Jnrs

150,000 150,000 Contributions $150,000

Strategic Land Use Planning

Strategic Land Use - Special Building Overlay 25,000 25,000 Revenue $25,000




Pavilion Plan

Cartledge Reserve Ivanhoe Pavilion

Redevelopment

250,000 250,000 Revenue $250,000

Pavilion Plan

Cartledge Reserve Ivanhoe Pavilion

Redevelopment

150,000 150,000 Revenue $150,000

Management

A Safer Mall - Public Safety Infrastructure Fund 50,000

Revenue

Grant

$4,155

$45,845

Management

Office Accommodation - Greensborough 95,719 95,719 Revenue $95,719

Strategic Land Use Planning

Strategic Land Use - Activity Centres 70,000 70,000 Revenue $70,000


CAPITAL WORKS SUMMARY FOR 2015/2016

Capital Works and Works Expenditure Summary

Budget Asset Renewal Upgrade Expansion New Expense

Property $500,000 $0 $0 $0 $500,000 $0

infrastructure - Place Making $20,400,000 $10,150,000 $150,000 $10,000,000 $100,000 $0

Infrastructure -Buildings $3,808,300 $1,695,300 $1,863,000 $100,000 $150,000 $0

Infrastructure -other $8,698,159 $5,451,969 $1,708,690 $1,112,500 $425,000 $0

Plant and Equipment $6,730,274 $6,675,274 $55,000 $0 $0 $0

Total New Capital Works - Assets $40,136,733 $23,972,543 $3,776,690 $11,212,500 $1,175,000 $0

Works Expense $5,416,356 $0 $0 $0 $0 $5,416,356

Total New Capital Works and Works

Expense $45,553,089 $23,972,543 $3,776,690 $11,212,500 $1,175,000 $5,416,356

Carry Forward -Asset $990,000 $627,500 $362,500 $0 $0 $0

Carry Forward -Expense $281,405 $0 $0 $0 $0 $281,405

Total Capital Works and Works

Expense $46,824,494 $24,600,043 $4,139,190 $11,212,500 $1,175,000 $5,697,761

* This capital works and work expenditure summary does not include $900K of labour capitalisation and $734K of operating assets.

Sources of Funds for Capital Works and Works Expenditure Summary

Source of

Fund $ Value Revenue Reserves

Government

Grant

Community

Contribution Special Charge

Property $500,000 $0 $500,000 $0 $0 $0

Infrastructure - Place Making $20,400,000 $0 $20,300,000 $100,000 $0 $0

Infrastructure - Buildings $3,808,300 $3,808,300 $0 $0 $0 $0

Infrastructure - Other $8,698,159 $5,496,641 $1,643,000 $1,318,518 $240,000 $0

Plant and Equipment $6,730,274 $225,000 $6,505,274 $0 $0 $0

Total New Capital Works - Assets $40,136,733 $9,529,941 $28,948,274 $1,418,518 $240,000 $0

Works Expense $5,416,356 $4,035,739 $12,688 $0 $786,812 $581,117

Total Capital Works and Works Expense $45,553,089 $13,565,680 $28,960,962 $1,418,518 $1,026,812 $581,117

Carry Forward -Assets $990,000 $840,000 $0 $0 $150,000 $0

Carry Forward -Expense $281,405 $220,560 $15,000 $45,845 $0 $0

Total Capital Works and Works Expense $46,824,494 $14,626,240 $28,975,962 $1,464,363 $1,176,812 $581,117


Appendix D

Fees and charges schedule

This appendix presents the fees and charges of a statutory and non-statutory nature which will be charged in respect to various goods and services provided

during the 2015/16 year.


Banyule City Council Frequency / Fees & 2013/14- Fees & 2014/15-

Fees & Charges 2015/2016 GST C = Council Weight / Charges 2014/15 Charges 2015/16

(Directorate) Classification S = Statutory Size 2014/2015

%

Change 2015/2016 % Change

ASSETS & CITY SERVICES

OPERATIONS

Weighbridge (public)

Up to 5 tonne Taxable C tonne $ 15.00 3.45% $ 15.00 0.00%

5 tonne - 10 tonne Taxable C tonne $ 16.00 3.23% $ 16.00 0.00%

10 tonne - 20 tonne Taxable C tonne $ 27.00 3.85% $ 27.00 0.00%

Over 20 tonne Taxable C tonne $ 37.00 2.78% $ 37.00 0.00%

Recycling/Waste Station

Banyule residents (general waste) Taxable C per m3 $ 92.00 2.22% $ 92.00 0.00%

Other residents (general waste) Taxable C per m3 $ 103.00 3.00% $ 103.00 0.00%

Banyule residents (general waste) Taxable C per m3 $ 72.00 2.86% $ 72.00 0.00%

Other residents (general waste) Taxable C per m3 $ 77.00 2.67% $ 77.00 0.00%

Account customers (municipal) Taxable C per tonne $ 185.00 2.78% $ 185.00 0.00%

Account customers (industrial) Taxable C per tonne $ 179.00 2.29% $ 179.00 0.00%

Rubble Taxable C per tonne $ 205.00 2.50% $ 205.00 0.00%

Green cone Taxable C each $ 200.00 2.56% $ 205.00 2.50%

Graffiti cleaning Taxable C each Quote Quote

Drainage cleaning systems Taxable C each Quote Quote

Kerbside Waste Services

Commercial waste service Taxable C 240 litre $ 441.00 2.56% $ 441.00 0.00%

Commercial waste service with residence Taxable C 80 litre $ 205.00 2.50% $ 210.00 2.44%

Commercial waste service with residence Taxable C 120 litre $ 308.00 2.67% $ 315.00 2.27%

Charge for larger residential bin Exempt C 120 litre $ 92.00 2.22% $ 94.00 2.17%

Charge for larger residential bin Exempt C 240 litre $ 410.00 2.50% $ 420.00 2.44%

Charge for larger green waste bin Exempt C 240 litre $ 82.00 2.50% $ 84.00 2.44%

Non rateable charge for residential bin Exempt C 80 litre $ 169.00 2.42% $ 173.00 2.37%






%



Non rateable charge for larger green waste bin Exempt C 240 litre $ 82.00 2.50% $ 84.00 2.44%

Non rateable waste only bin Exempt C 240 litre $ 338.00 2.42% $ 346.00 2.37%

Kerbside Waste Services (with special consideration)

Commercial green waste service Taxable C 240 litre $ 174.00 2.35% $ 178.00 2.30%

Commercial recycle service Taxable C 240 litre $ 164.00 2.50% $ 168.00 2.44%

Additional service for residential bin Exempt C 80 litre $ 205.00 2.50% $ 210.00 2.44%

Additional service for residential bin Exempt C 120 litre $ 287.00 2.50% $ 294.00 2.44%

Additional service for green waste bin Exempt C 240 litre $ 154.00 2.67% $ 158.00 2.60%

Additional service for recycle bin Exempt C 240 litre $ 164.00 2.50% $ 168.00 2.44%

Non rateable additional service for green waste

bin Exempt C 240 litre $ 154.00 2.67% $ 158.00 2.60%

PARKS & GARDENS

Half cost fencing Taxable C each Quote Quote

ASSETS & INFRASTRUCTURE

Construction - Reinstatement

Asphalt reinstatement - local roads Exempt C per m2 $ 170.00 6.25% $ 170.00 0.00%

Asphalt reinstatement - main roads Exempt C per m2 $ 340.00 6.25% $ 340.00 0.00%

Footpath reinstatement Exempt C per m2 $ 120.00 9.09% $ 120.00 0.00%

Crossing reinstatement Exempt C per m2 $ 210.00 5.00% $ 210.00 0.00%

Kerb & channel reinstatement - concrete Exempt C lin/metre $ 130.00 8.33% $ 130.00 0.00%

Kerb & channel reinstatement - dressed

bluestone new materials Exempt C lin/metre $ 440.00 3.53% $ 440.00 0.00%

Kerb & channel reinstatement - dressed

bluestone reuse materials Exempt C lin/metre $ 150.00 3.45% $ 150.00 0.00%

Spoon drain - concrete or bluestone Exempt C lin/metre $ 125.00 4.17% $ 125.00 0.00%

Nature strip reinstatement Exempt C per m2 $ 40.00 14.29% $ 40.00 0.00%

Permits/consents





%


NOTE: The value of a fee unit issued by Vic Roads as gazetted on 18/04/2013 is $13.24 for 2014/2015

Works other than minor works (> 8 sqm)

Works conducted on, or on any part of, the roadway, shoulder or pathway

Arterial road Exempt C each $ 595.80 3.12% $ 595.80 0.00%

Municipal road on which speed limit is 50km or

more Exempt C each $ 595.80 3.12% $ 595.80 0.00%

Municipal road on which speed limit is less than

50km Exempt C each $ 264.80 3.12% $ 264.80 0.00%

Works NOT conducted on, or on any part of, the roadway, shoulder or pathway





50km Exempt C each $ 66.20 3.12% $ 66.20 0.00%

Minor works (less than 8 sqm)

Works conducted on, or on any part of, the roadway, shoulder or pathway





50km Exempt C each $ 152.30 3.13% $ 152.30 0.00%

Works NOT conducted on, or on any part of, the roadway, shoulder or pathway





50km Exempt C each $ 66.20 3.12% $ 66.20 0.00%

Asset Inspection Exempt C each $ 210.00 5.00% $ 210.00 0.00%

Drainage tapping pipe/pit inspection (each) Exempt C each $ 230.00 4.55% $ 230.00 0.00%

Occupation road pavement/protruding Exempt C each $ 190.00 8.57% $ 190.00 0.00%





%


materials/cranes

Private works Taxable C each Quote Quote




50km Exempt C each $ 66.20 3.12% $ 66.20 0.00%

Asset Inspection Exempt C each $ 210.00 5.00% $ 210.00 0.00%

Drainage tapping pipe/pit inspection (each) Exempt C each $ 230.00 4.55% $ 230.00 0.00%

Occupation road pavement/protruding

materials/cranes Exempt C each $ 190.00 8.57% $ 190.00 0.00%

Private works Taxable C each Quote Quote

COMMUNITY PROGRAMS

RECREATION & CULTURAL SERVICES

Community Bus Hire - Community use

Full day – weekday Taxable C weekday $ 92.50 2.78% $ 95.50 3.24%

Full day – weekend Taxable C weekend $ 92.50 2.78% $ 95.50 3.24%

Bond GST N/A C per bus $ 500.00 -37.50% $ 500.00 0.00%

Outing

Movies per month Taxable C per month $ 5.00 0.00% $ 5.00 0.00%

Outings - vary between $10 and $25.00

(depending on activity) Taxable C per activity Various Various

Events

Twilight Sounds

Commercial food stall Taxable C per stall $ 159.50 3.57% $ 165.00 3.45%

Commercial coffee Taxable C per stall $ 121.00 4.76% $ 126.50 4.55%

Commercial market stall Taxable C per stall $ 73.70 3.08% $ 77.00 4.48%

Community food stall Taxable C per stall $ 73.70 3.08% $ 77.00 4.48%

Community market stall Taxable C per stall $ 51.70 4.44% $ 55.00 6.38%

Power fee for stall holders to be included in Taxable C per stall $ 73.70 3.08% $ 82.50 11.94%





%


permit above

Power fee including overnight to be included in

permit above Taxable C per stall $ 124.30 2.73% $ 137.50 10.62%

Kids Arty Farty Festival

Commercial food stall Taxable C per stall $ 288.20 2.75% $ 297.00 3.05%

Commercial coffee Taxable C per stall $ 209.00 2.70% $ 216.70 3.68%

Community food stall with power Taxable C per stall $ 96.80 3.53% $ 100.10 3.41%



Power fee for stall holders to be included in


Note: Stalls run at both Twilight Sounds and Kids Arty Farty Festival receive a 10% discount.

Carols by Candlelight

Commercial food vendor Taxable C per stall $ 135.30 12.75% $ 139.70 3.25%

Commercial coffee vendor Taxable C per stall $ 90.20 12.75% $ 93.50 3.66%


Community food vendor Taxable C per stall $ 50.60 12.44% $ 52.25 3.26%




Malahang Festival

Community food vendor Taxable C per stall $ 23.10 15.50% $ 24.20 4.76%


Commercial food vendor Taxable C per stall $ 144.10 140.17% $ 148.50 3.05%

Commercial stall Taxable C per stall $ 68.20 13.67% $ 71.50 4.84%



Note: Marquee and set up hire for stall holders is additional - charged at hire company rates.

Works on Paper





%


Entry fee Taxable C per entry $ 31.00 3.33% $ 33.00 6.45%

The Centre Ivanhoe – Hall Hire Charges Monday - Thursday

Friday, Saturday & Sunday price on application on 9490 4300

Great Hall

Schools and community

Up to 8hr hire fee - theatre style seating Taxable C per day $ 2,450.00 2.08% $ 2,525.00 3.06%

Corporate

Up to 8hr hire fee - theatre style seating Taxable C per day $ 3,050.00 1.67% $ 3,150.00 3.28%

Note: A $350 per hour fee will be applied for every hour after 8 hours.

Expo style tables not included (e.g. market) Taxable C per day $ 3,050.00 3.39% $ 3,150.00 3.28%

Exhibitions (minimum hire 8 hours) Taxable C per hour $ 455.00 1.11% $ 470.00 3.30%

Streeton room

Rental 9.00am to 5.00pm or 5.00pm to

11.00pm Taxable C per day $ 1,475.00 1.72% $ 1,525.00 3.39%

McCubbin room


11.00pm Taxable C per day $ 960.00 1.05% $ 990.00 3.13%

Conder room



Withers room



Note: A $275 per hour fee will be applied for every hour after confirmed times.

Ivanhoe Golf Course

Adult 9 holes Taxable C 9 holes $ 21.00 0.00% $ 22.00 4.76%

Adult 9 holes weekends Taxable C 9 holes $ 22.00 0.00% $ 23.00 4.55%

Adult 18 holes Taxable C 18 holes $ 28.50 3.64% $ 29.50 3.51%

Adult 18 holes weekends Taxable C 18 holes $ 29.00 0.00% $ 30.00 3.45%





%


Junior 9 holes Taxable C 9 holes $ 11.50 4.55% $ 12.00 4.35%

Junior 18 holes Taxable C 18 holes $ 14.00 7.69% $ 14.50 3.57%

Pensioners & senior card holders - weekdays Taxable C 9 holes $ 18.00 5.88% $ 19.00 5.56%

Pensioners & senior card holders - weekdays Taxable C 18 holes $ 19.00 -5.00% $ 20.00 5.26%

Students (under 21) weekdays Taxable C 18 holes $ 22.00 0.00% $ 23.00 4.55%

12 month 7 day membership Taxable C 18 holes $ 1,130.00 2.73% $ 1,180.00 4.42%

12 month 5 day membership Taxable C 18 holes $ 829.00 -2.47% $ 860.00 3.74%

Senior/concession 12 months membership Taxable C 18 holes $ 645.00 2.38% $ 665.00 3.10%

Direct debit (per week) Taxable C 18 holes $ 24.50 -2.00% $ 25.50 4.08%

Seasonal Sporting Clubs

Ground Charges

A Grade

Summer (per team) Taxable C per term $ 540.00 2.86% $ 557.00 3.15%

Winter (per team) Taxable C per term $ 1,060.00 2.91% $ 1,095.00 3.30%

B Grade


Winter (per team) Taxable C per term $ 960.00 2.67% $ 990.00 3.13%

C Grade



D Grade



Note: The above charges to be reduced by 50% for women’s teams and 90% for junior teams.

Pavilion Charges

Winter Full Use

A Grade Taxable C per team $ 1,140.00 2.70% $ 1,175.00 3.07%





%


B Grade Taxable C per team $ 880.00 2.92% $ 910.00 3.41%

C Grade Taxable C per team $ 633.00 2.93% $ 655.00 3.48%

D Grade Taxable C per team $ 405.00 2.53% $ 420.00 3.70%

Summer Full Use

A Grade Taxable C per team $ 1,140.00 6.05% $ 1,175.00




Winter Shared Use

A Grade Taxable C per team $ 570.00 2.70% $ 590.00 3.51%




Summer Shared Use

A Grade Taxable C per team $ 570.00 5.56% $ 590.00 3.51%




Other

Turf wicket Taxable C per ground $ 2,910.00 2.65% $ 3,000.00 3.09%

Commercial Taxable C per ground $ 3,500.00 2.94% $ 3,625.00 3.57%

Casual hire charges – ovals Taxable C per booking $ 210.00 2.44% $ 220.00 4.76%

Ivanhoe Aquatic & Fitness Centre

Memberships

Joining Fee Taxable C one off - $ 100.00 New fee

Extra Suspension Time (per week) Taxable C per week - $ 5.00 New fee

Swim/spa/sauna





%


12 months Taxable C 12 months $ 563.00 2.55% $ 579.90 3.00%

12 months concession (30% discount) Taxable C 12 months $ 394.00 2.52% $ 406.00 3.05%

Complete package - single

12 months Taxable C 12 months $ 1,022.00 2.53% $ 1,052.70 3.00%

12 months concession (30% discount) Taxable C 12 months $ 716.00 2.61% $ 736.90 2.92%

Complete package - older adults/teens/referrals

1 month Taxable C 1 month $ 53.70 2.29% $ 55.25 2.89%




Direct debit memberships

Full price - fortnightly direct debit Taxable C 12 months $ 39.35 2.61% $ 40.50 2.92%

Concession - fortnightly direct debit Taxable C 12 months $ 27.55 2.61% $ 28.35 2.90%

Aquatics - fortnightly direct debit Taxable C 12 months $ 21.65 2.36% $ 22.30 3.02%

Aquatics concession - fortnightly direct debit

(30% discount) Taxable C 12 months $ 15.15 2.36% $ 15.60 2.97%

Direct debit membership (no min term)

Older adults/teens/referrals - Fortnightly direct

debit Taxable C per week $ 23.65 2.83% $ 24.30 2.75%

Direct debit personal training (no min term)

Weekly direct debit - 30 minutes Taxable C 30 Mins $ 49.50 2.59% $ 59.00 19.19%

Weekly direct debit - 60 minutes Taxable C 60 Mins $ 62.00 2.82% $ 79.00 27.42%

* Price originally based on 1 session a week (Results Pack price) plus $10 per week for membership.

** More than one session per week can be calculated as Results Pack price, plus $5 per week+ for membership

Corporate Health & Fitness package per year

Banyule City Council membership Taxable C per year $ 511.00 2.53% $ 526.35 3.00%

Banyule City Council membership - payroll Taxable C per fortnight $ 19.65 2.61% $ 20.25 3.05%

Casual rates





%


Family swim Taxable C Per Visit $ 15.40 2.67% $ 15.90 3.25%

Swim/Spa/Sauna Taxable C Per Visit $ 6.00 3.45% $ 6.20 3.33%

Swim/Spa/Sauna concession. Taxable C Per Visit $ 4.10 2.50% $ 4.30 4.88%

Child swim.>5yr old Taxable C Per Visit $ 3.60 2.86% $ 3.70 2.78%

Group fitness adult Taxable C Per Visit $ 15.70 2.61% $ 16.20 3.18%

Group fitness concession (30% discount) Taxable C Per Visit $ 11.00 1.85% $ 11.40 3.64%

Gym visit Taxable C Per Visit $ 20.00 2.56% $ 20.60 3.00%

Gym concession (30% discount) Taxable C Per Visit $ 14.00 -2.78% $ 14.40 2.86%

Boomers casual Taxable C Per Visit $ 6.30 3.28% $ 6.50 3.17%

Personal training

30 minute results pack - single Taxable C 30 Mins $ 389.70 2.55% $ 400.00 2.64%

30 minute results pack - non member Taxable C 30 Mins - $ 450.00 New fee

60 minute results pack - single Taxable C 60 Mins $ 513.00 2.60% $ 600.00 16.96%

60 minute results pack - single (non-member) Taxable C 60 Mins - $ 700.00 New fee

Direct Debit Learn to Swim (based on 26 payments)

Child learn to swim - fortnightly direct debit GST free C per fortnight $ 23.25 New fee $ 23.95 3.00%

Parent & baby - fortnightly direct debit GST free C per fortnight $ 23.25 New fee $ 23.95 3.00%

Child pre-school (non parent) - fortnightly

direct debit GST free C per fortnight $ 28.90 New fee $ 29.80 3.11%

Adult learn to swim - fortnightly direct debit GST free C per fortnight $ 23.25 New fee $ 23.95 3.00%

Term fee

Child learn to swim GST free C per lesson $ 13.95 2.57% $ 14.40 3.23%

Child learn to swim - Concession (10%) GST free C per lesson $ 12.60 2.44% $ 13.00 3.17%

Parent baby GST free C per lesson $ 13.95 2.57% $ 14.40 3.23%

Parent baby - concession GST free C per lesson $ 12.60 2.44% $ 13.00 3.17%

Child pre-school (non parent) GST free C per lesson $ 17.35 2.66% $ 17.90 3.17%

Child pre-school (non parent) concession GST free C per lesson $ 15.60 2.63% $ 16.10 3.21%





%


Adult learn to swim GST free C per lesson $ 13.95 2.57% $ 14.40 3.23%

Adult learn to swim - concession GST free C per lesson $ 12.60 2.44% $ 13.00 3.17%

Adult learn to swim - casual GST free C per lesson $ 21.00 2.44% $ 21.60 2.86%

Adult learn to swim - casual - concession GST free C per lesson $ 18.90 2.44% $ 19.50 3.17%

Squad Taxable C per lesson $ 14.00 2.94% $ 14.40 2.86%

Squad concession Taxable C per lesson $ 12.60 2.44% $ 13.00 3.17%

Squad 2nd/3rd/4th session Taxable C per lesson $ 7.00 2.94% $ 7.20 2.86%

Squad 2nd/3rd/4th session concession Taxable C per lesson $ 6.30 2.44% $ 6.50 3.17%

Specialised swimming GST free C per lesson $ 17.35 2.66% $ 17.90 3.17%

Private swim lessons (1 person) GST free C per lesson $ 75.70 2.57% $ 78.00 3.04%

Bronze medallion GST free C per lesson $ 13.95 2.57% $ 14.40 3.23%

Stroke correction - member GST free C per lesson $ 8.10 2.53% $ 8.40 3.70%

Stroke correction - non member GST free C per lesson $ 14.00 2.94% $ 14.40 2.86%

Swim carnival entry GST free C per visit $ 11.00 2.33% $ 11.30 2.73%

Swim carnival - extra event GST free C per visit $ 2.70 3.85% $ 2.80 3.70%

Pay as you go water babies GST free C per lesson $ 13.90 2.21% $ 14.30 2.88%

Intensive swim lessons - 5 lessons GST free C per 5 lessons $ 63.60 2.58% $ 65.50 2.99%

Intensive swim lessons - 5 lessons concession GST free C per 5 lessons $ 57.25 2.60% $ 59.00 3.06%

VicSwim entry fee Taxable C per visit $ 3.60 2.86% $ 3.70 2.78%

VicSwim entry fee weekly Taxable C per week $ 14.90 2.76% $ 15.30 2.68%

School groups entry GST free C per visit $ 3.60 2.86% $ 3.70 2.78%

School groups instructor GST free C per hour $ 47.15 2.50% $ 49.00 3.92%

Lane hire regular fee Taxable C per lane $ 26.25 2.54% $ 27.00 2.86%

Lane hire casual fee Taxable C per lane $ 35.50 2.60% $ 36.50 2.82%

Karate - adult Taxable C per lesson $ 13.95 2.57% $ 14.40 3.23%

Karate - child Taxable C per lesson $ 13.95 2.57% $ 14.40 3.23%

Joining Fee (inclusive of a Free suit) Taxable C per membership - $ 77.00 New fee





%


Black Belt Membership (Individual) Taxable C per person - $ 80.00 New fee

Black Belt Membership (Family) Taxable C per family - $ 120.00 New fee

Grading (Individual) Taxable C per person - $ 75.00 New fee

Grading (Multiple) Taxable C per person - $ 65.00 New fee

Black Belt Grading Taxable C per person - $ 250.00 New fee

Team Tournament (Single event) Taxable C per tournament - $ 30.00 New fee

Team Tournament (Two events) Taxable C per tournament - $ 40.00 New fee

Birthday parties Taxable C per person $ 14.00 13.82% $ 14.40 2.86%

Birthday parties 20 plus kids Taxable C per person $ 8.50 3.66% $ 8.75 2.94%

Inflatable Taxable C per booking $ 108.00 2.86% $ 112.00 3.70%

Holiday program Taxable C per person $ 12.60 2.44% $ 13.00 3.17%

Multi visit saver cards

20 pass complete package Taxable C 20 pass $ 360.00 2.56% $ 370.80 3.00%

20 pass complete package concession (30%

discount) Taxable C 20 pass $ 252.00 -2.78% $ 260.00 3.17%

20 pass Swim/Spa/Sauna Taxable C 20 pass $ 108.00 3.45% $ 111.60 3.33%

20 pass Swim/Spa/Sauna concession Taxable C 20 pass $ 73.80 2.50% $ 77.40 4.88%

10 pass Swim Child Taxable C 20 pass - $ 33.30 New fee

20 pass group fitness Taxable C 20 pass $ 282.60 2.61% $ 291.60 3.18%

20 pass group fitness concession Taxable C 20 pass $ 200.00 2.88% $ 205.20 2.60%

Creche fees

1.5 hour - casual 1 child Taxable C per hour $ 9.20 2.22% $ 9.50 3.26%

10 pass 1 child Taxable C 10 pass $ 66.10 2.48% $ 85.50 29.35%


Occasional care fees

1 child casual Taxable C 1 Child $ 19.70 2.60% $ 20.30 3.05%

2 children casual Taxable C 2 Children $ 24.60 2.50% $ 25.35 3.05%





%




Kiosk sales Taxable C various Various Various

Merchandise sales Taxable C various Various Various

Room hire Taxable C various Quote Quote

Programmes Taxable C various - Various

Willinda Park athletics track

Banyule schools Taxable C per booking $ 140.00 3.70% $ 145.00 3.57%

Non Banyule schools Taxable C per booking $ 269.00 2.67% $ 280.00 4.09%

Combined primary sports Taxable C per booking $ 269.00 2.67% $ 280.00 4.09%

Combined secondary sports Taxable C per booking $ 555.00 2.78% $ 570.00 2.70%

Training sessions Taxable C per hour $ 70.00 4.48% $ 75.00 7.14%

Bond - equivalent to hire fee GST N/A C per booking

equivalent to the

highest charge

equivalent to the

highest charge

Outdoor trainers fees

Seasonal fee Taxable C 6 months $ 455.00 3.41% $ 500.00 9.89%

Monthly fee Taxable C per month $ 90.00 2.86% $ 110.00 22.22%

Weekly fee Taxable C per week $ 24.00 4.35% $ 35.00 45.83%

Hot air ballooning

Annual fee Taxable C per year $ 515.00 3.00% $ 550.00 6.80%

Halls for hire

Grace Park, Greensborough Senior Citizens, Ivanhoe Senior Citizens, Macleod Community Hall, Warringal Senior Citizens, Watsonia Community Hall,

Briar Hill Community Hall, Banyule Art Space, Old Shire Offices.

BCC non for profit - regular Taxable C per hour $ 24.50 2.08% $ 25.50 4.08%

BCC non for profit - casual Taxable C per hour $ 31.50 1.61% $ 32.50 3.17%

Other groups (including schools) - regular Taxable C per hour $ 31.50 1.61% $ 32.50 3.17%

Other groups (including schools) - casual Taxable C per hour $ 39.50 1.28% $ 40.50 2.53%

Functions – bond on all above GST N/A C per booking $ 300.00 0.00% $ 300.00 0.00%





%


Macleod community hall & Warringal senior citizens

Friday, Saturday & Sunday- private functions (7

hrs) Taxable C 5pm - 1am $ 450.00 1.12% $ 465.00 3.33%

Friday, Saturday & Sunday- private functions (4

hrs) Taxable C 4 hourly $ 275.00 1.85% $ 285.00 3.64%

Set up fee Taxable C per hour $ 45.00 12.50% $ 50.00 11.11%


Old Shire Office

Friday - Sunday - private functions (7hrs) Taxable C 5pm - 1am $ 490.00 1.03% $ 505.00 3.06%

Friday - Sunday - private functions (4hrs) Taxable C 4 hourly $ 285.00 1.79% $ 295.00 3.51%



Lower Plenty

Friday - Sunday - private functions (7hrs) Taxable C 5pm - 1am $ 450.00 -7.22% $ 465.00 3.33%

Friday - Sunday - private functions (4hrs) Taxable C 4 hourly $ 275.00 -1.79% $ 285.00 3.64%



Bundoora & Petrie Park Community Hall

BCC non for profit - regular Taxable C per hour $ 29.50 1.72% $ 30.50 3.39%

BCC non for profit - casual Taxable C per hour $ 38.50 1.32% $ 39.50 2.60%

Other groups (including schools) - regular Taxable C per hour $ 39.50 1.28% $ 40.50 2.53%

Other groups (including schools) - casual Taxable C per hour $ 45.50 1.11% $ 46.50 2.20%


Friday - Saturday - Sunday private functions

(7hrs) Taxable C 5pm - 1am $ 655.00 0.77% $ 675.00 3.05%

Friday - Saturday - Sunday private functions

(4hrs) Taxable C 4 hourly $ 380.00 1.33% $ 390.00 2.63%







%


Rotunda Taxable C per 3 hours $ 167.00 1.21% $ 175.00 4.79%

Senior Citizens utilities charge Taxable C per hour $ 2.00 33.33% $ 2.50 25.00%

Olympic Leisure Centre

Memberships

Joining Fee Taxable C one off - $ 75.00 New fee

Extra Suspension Time (per week) Taxable C per week - $ 5.00 New fee

Corporate health & fitness package per year

Banyule City Council membership Taxable C per year $ 382.50 2.68% $ 394.00 3.01%

Banyule City Council membership - payroll Taxable C per fortnight $ 14.70 2.44% $ 15.15 3.06%

Complete package

3 months Taxable C per person $ 200.80 2.66% $ 206.80 2.99%



Complete package concession (30% discount)




Complete package - older adults (new)

1 month Taxable C per person $ 38.25 6.55% $ 38.00 -0.65%




Direct debit memberships - fortnightly debit

Full price - fortnightly direct debit Taxable C per fortnight $ 29.40 2.62% $ 30.30 3.06%

Concession - fortnightly direct debit (30%

discount) Taxable C per fortnight $ 20.55 2.75% $ 21.20 3.16%

Older adults / phit / access direct debit Taxable C per fortnight $ 16.15 2.54% $ 16.70 3.41%





%


Casual rates

Swim/Spa/Sauna Taxable C per person $ 4.40 2.33% $ 4.60 4.55%

Swim/Spa/Sauna concession Taxable C per person $ 3.10 3.33% $ 3.20 3.23%

Family swim Taxable C per person $ 11.50 2.68% $ 11.90 3.48%

Child swim >5yr Taxable C per person $ 2.60 4.00% $ 2.70 3.85%

Group fitness Taxable C per person $ 10.00 2.04% $ 10.30 3.00%

Group fitness concession Taxable C per person $ 7.00 1.45% $ 7.20 2.86%

Gym adult Taxable C per person $ 14.60 2.82% $ 15.00 2.74%

Gym concession Taxable C per person $ 10.25 2.50% $ 10.60 3.41%

Aqua achievers Taxable C per person $ 6.20 3.33% $ 6.40 3.23%

Badminton Taxable C per person $ 6.20 3.33% $ 6.40 3.23%

Indoor bowls Taxable C per person $ 3.20 3.23% $ 3.30 3.00%

Direct Debit Learn to Swim

Child learn to swim - fortnightly direct debit GST free C per fortnight $ 16.66 New fee $ 17.15 2.94%

Parent & baby - fortnightly direct debit GST free C per fortnight $ 16.66 New fee $ 17.15 2.94%

Child pre-school (non parent) - fortnightly

direct debit GST free C per fortnight $ 20.85 New fee $ 21.50 3.12%

Adult learn to swim - fortnightly direct debit GST free C per fortnight $ 16.66 New fee $ 17.15 2.94%

Term fee

3081' Child learn to swim GST free C per lesson $ 8.40 New fee $ 8.65 3.00%

Child learn to swim GST free C per lesson $ 10.00 21.95% $ 10.30 3.00%

3081' Child pre-school (non parent) GST free C per lesson $ 10.40 2.46% $ 10.70 2.88%

Child pre-school (non parent) GST free C per lesson $ 12.50 23.15% $ 12.90 3.20%

Child pre school (non parent) concession GST free C per lesson $ 9.35 5.06% $ 9.60 2.67%

3081' Parent baby GST free C per lesson $ 8.40 2.44% $ 8.70 3.57%

Parent baby GST free C per lesson $ 10.00 21.95% $ 10.30 3.00%

Parent baby concession GST free C per lesson $ 9.00 21.62% $ 9.30 3.33%





%


Pay as you go water babies GST free C per lesson $ 8.40 2.44% $ 8.70 3.57%

Adult learn to swim GST free C per lesson $ 10.00 21.95% $ 10.30 3.00%

Adult learn to swim concession GST free C per lesson $ 9.00 21.62% $ 9.30 3.33%

Adult learn to swim - casual GST free C per lesson $ 10.00 21.95% $ 15.00 50.00%

Adult learn to swim - casual concession GST free C per lesson $ 9.00 21.62% $ 13.00 44.44%

Squad Taxable C per lesson $ 8.40 2.44% $ 8.70 3.57%

Squad concession (10%) Taxable C per lesson $ 7.55 2.03% $ 7.80 3.31%

Specialised swimming GST free C per lesson $ 17.30 2.37% $ 17.80 2.89%

Private swim lesson 1 person GST free C per lesson $ 75.65 2.51% $ 78.00 3.11%

Intensive swim lessons - 5 lessons GST free C per 5 lessons $ 41.00 2.50% $ 42.20 2.93%

Intensive swim lessons - 5 lessons concession GST free C per 5 lessons $ 36.90 5.43% $ 38.00 2.98%

School groups entry GST free C per visit $ 2.60 4.00% $ 2.70 3.85%

School groups instructor - per instructor GST free C per hour $ 42.00 2.44% $ 43.30 3.10%

Lane hire regular fee Taxable C per lane/hourly $ 15.80 2.60% $ 16.30 3.16%

Lane hire casual fee Taxable C per lane/hourly $ 21.30 2.65% $ 21.90 2.82%

Multi visit saver cards

10 pass badminton Taxable C 10 pass $ 55.80 3.33% $ 57.60 3.23%

20 pass aquatics Taxable C 20 pass $ 79.20 2.33% $ 81.00 2.27%

20 pass aquatics concession Taxable C 20 pass $ 55.80 3.33% $ 57.60 3.23%

20 pass complete package Taxable C 20 pass $ 262.80 2.82% $ 270.00 2.74%

20 pass complete package concession Taxable C 20 pass $ 184.50 2.50% $ 190.80 3.41%

10 pass active achievers Taxable C 10 pass $ 55.80 3.33% $ 57.60 3.23%

Personal training

30 minute results pack - single Taxable C 30 Min $ 362.70 2.57% $370.00 2.01%

30 minute results pack - single (non-member) Taxable C 30 Min - $430.00 New fee

60 minute results pack - single Taxable C 60 Min $ 483.75 2.60% $570.00 17.83%

60 minute results pack - single (non-member) Taxable C 60 Min - $645.00 New fee





%


Direct debit personal training (no min term)

Weekly direct debit - 30 minute Taxable C 30 Min $ 46.80 2.63% $51.50 10.04%

Weekly direct debit - 60 minute Taxable C 60 Min $ 59.90 2.57% $72.00 20.20%

Room hire fees

Full centre hire Taxable C per centre $ 565.00 2.73% $ 582.00 3.01%

Court hire fees

Olympic indoor Taxable C per court $ 40.15 2.55% $ 41.50 3.36%

Olympic indoor off peak Taxable C per court $ 32.10 2.56% $ 33.10 3.12%

Badminton Taxable C per court $ 18.00 2.86% $ 19.00 5.56%

OVPS casual user Taxable C per court $ 52.50 2.44% $ 54.00 2.86%

OVPS regular user Taxable C per court $ 44.70 2.52% $ 46.00 2.91%

Basketball

Merchandise Taxable C various Various Various

Kiosk Taxable C various Various Various


Banyule Netball Stadium

Court hire fees

Casual user Taxable C per court $ 52.50 2.44% $ 54.00 2.86%

Regular user Taxable C per court $ 44.70 2.52% $ 46.00 2.91%

Regular user outdoor court Taxable C per court $ 22.50 2.74% $ 23.50 4.44%

Casual use outdoor court Taxable C per court $ 28.05 2.56% $ 29.00 3.39%

Off peak court hire (10am - 3pm week days) Taxable C per court $ 35.75 2.58% $ 37.00 3.50%

Boomers Taxable C per visit $ 7.90 2.60% $ 8.15 3.16%

Room hire:

Upper room

Community regular Taxable C per hour $ 34.50 2.07% $ 35.50 2.90%

Community casual Taxable C per hour $ 38.50 1.58% $ 39.70 3.12%





%


Private regular Taxable C per hour $ 38.50 1.58% $ 39.70 3.12%

Private casual Taxable C per hour $ 42.00 2.44% $ 43.25 2.98%

Lower room





Mezzanine floor






WaterMarc memberships

Joining fee Taxable C once $ 199.00 0.00% $ 199.00 0.00%

Complete package single Taxable C 12 months $ 1,160.00 2.84% $ 1,200.00 3.45%

Complete package single concession Taxable C 12 months $ 927.50 2.83% $ 960.00 3.50%

Direct debit fortnightly fee - min 12 month

commitment Taxable C per fortnight $ 48.50 2.75% $ 50.00 3.09%

Direct debit fortnightly fee - no commitment Taxable C per fortnight $ 54.00 5.26% $ 55.75 3.24%

Direct debit fortnightly fee concession - min 12

month commitment Taxable C per fortnight $ 39.00 2.63% $ 40.25 3.21%

Direct debit fortnightly fee concession - no


Aquatic Taxable C 12 months $ 637.50 2.82% $ 660.00 3.53%

Aquatic concession Taxable C 12 months $ 560.00 2.94% $ 580.00 3.57%

Aquatic direct debit fortnightly fee - min 12

month commitment Taxable C per fortnight $ 25.50 3.66% $ 26.30 3.14%

Aquatic direct debit fortnightly fee - no Taxable C per fortnight $ 27.50 3.00% $ 28.50 3.64%





%


commitment

Aquatic direct debit fortnightly fee concession -

min 12 month commitment Taxable C per fortnight $ 22.40 3.23% $ 23.10 3.13%

Aquatic direct debit fortnightly fee concession -

no commitment Taxable C per fortnight $ 24.40 3.39% $ 25.20 3.28%

Active seniors fortnightly fee Taxable C per fortnight $ 25.00 1.63% $ 25.50 2.00%

Active teens fortnightly fee Taxable C per fortnight $ 25.00 1.63% $ 25.50 2.00%

Corporate membership - min of 10 people Taxable C per fortnight $ 39.00 2.63% $ 40.50 3.85%

Family membership

Direct debit 2 family - min 12 month


Direct debit 2 family - no commitment Taxable C per fortnight $ 90.50 2.61% $ 93.50 3.31%







Personal training

30 minute single Taxable C 30 Min $ 49.00 3.16% $ 50.50 3.06%

60 minute single Taxable C 60 Min $ 59.50 3.48% $ 61.50 3.36%

20 visit pass 30 minute single Taxable C 30 Min $ 835.00 3.09% $ 862.00 3.23%

20 visit pass 60 minute single Taxable C 60 Min $ 1,020.00 3.03% $ 1,060.00 3.92%

2 on 1 - 30 minute session Taxable C 30 Min $ 65.00 3.17% $ 67.00 3.08%

2 on 1 - 60 minute session Taxable C 60 Min $ 86.75 3.27% $ 89.50 3.17%

3+ - 30 minute session Taxable C 30 Min $ 82.50 3.13% $ 85.00 3.03%

3+ - 60 minute session Taxable C 60 Min $ 108.50 3.33% $ 112.00 3.23%

Aquatics - Casual fees

Standard without waterslide





%


Adult Taxable C per visit $ 7.00 2.94% $ 7.25 3.57%

Concession Taxable C per visit $ 5.60 5.66% $ 5.80 3.57%

Child Taxable C per visit $ 5.40 1.89% $ 5.60 3.70%

Family Taxable C per visit $ 21.50 2.38% $ 22.30 3.72%

Adult 20 visit pass Taxable C per 20 pass $ 126.00 3.28% $ 130.00 3.17%

Concession 20 visit pass Taxable C per 20 pass $ 100.80 8.97% $ 104.50 3.67%

Child 20 visit pass Taxable C per 20 pass $ 97.20 -0.82% $ 100.00 2.88%

Supervising adult Taxable C per visit $ 3.00 0.00% $ 3.00 0.00%

With waterslide



Child Taxable C per visit $ 12.20 1.67% $ 12.50 2.46%

Family Taxable C per visit $ 47.00 2.17% $ 48.50 3.19%

*Bar coded admission - adult Taxable C per visit $ 9.00 3.45% $ 9.30 3.33%

*Bar coded admission - child/concession Taxable C per visit $ 7.40 2.78% $ 7.65 3.38%

Single slide Taxable C per visit $ 4.30 2.38% $ 4.50 4.65%

Spa/Sauna/Steam



Adult 20 visit pass Taxable C per 20 visit $ 216.00 6.67% $ 223.00 3.24%

Concession 20 visit pass Taxable C per 20 visit $ 171.00 5.56% $ 177.00 3.51%

Aquatic education - per lesson

Child learn to swim Taxable C per lesson $ 16.20 2.53% $ 16.60 2.47%

Child pre school (non parent) Taxable C per lesson $ 16.20 2.53% $ 16.60 2.47%

Adult learn to swim Taxable C per lesson $ 17.50 2.94% $ 18.20 4.00%

Specialised swimming Taxable C per lesson $ 19.00 2.70% $ 19.75 3.95%

Private lesson Taxable C per lesson $ 65.00 4.00% $ 67.00 3.08%





%


School learn to swim - prep to grade 3 (1:8

ratio) Taxable C per lesson $ 8.40 2.44% $ 8.65 2.98%

School learn to swim - grade 4 + (1:10 ratio) Taxable C per lesson $ 7.40 2.78% $ 7.65 3.38%

Karate (or equivalent)

Adult Taxable C per lesson $ 16.20 2.53% $ 16.70 3.09%

Child Taxable C per lesson $ 16.20 2.53% $ 16.70 3.09%

Pool hire

50m lane hire per hour (casual) Taxable C per hour $ 95.00 5.56% $ 100.00 5.26%

25m lane hire per hour (casual) Taxable C per hour $ 70.00 3.70% $ 73.00 4.29%

Therapy pool hire per hour Taxable C per hour $ 150.00 4.17% $ 160.00 6.67%

1/4 Therapy pool hire per hour Taxable C per hour $ 64.00 4.07% $ 66.00 3.13%

Full pool use - 50 metre per hour Taxable C per hour $ 425.00 3.66% $ 450.00 5.88%

Carnival set up Taxable C per hour $ 215.00 4.88% $ 230.00 6.98%

Carnival equipment hire, (touch pads,

scoreboard, PA system) Taxable C per hour $ 110.00 7.32% $ 120.00 9.09%

Health & fitness

Group fitness Taxable C per class $ 15.80 2.60% $ 16.30 3.16%

Group fitness concession Taxable C per class $ 12.60 2.44% $ 13.00 3.17%

Casual gym visit Taxable C per class $ 21.50 4.88% $ 22.50 4.65%

Casual gym visit concession Taxable C per class $ 17.00 3.66% $ 17.80 4.71%

Group fitness 20 visit pass Taxable C per 20 pass $ 285.00 2.70% $ 295.00 3.51%

Group fitness concession 20 visit pass Taxable C per 20 pass $ 227.50 2.71% $ 235.00 3.30%

COTA casual visit Taxable C per class $ 7.00 0.00% $ 7.00 0.00%

Room hire

Occasional care room Taxable C per hire $ 70.00 3.70% $ 75.00 7.14%

Programme room 2 Taxable C per hire $ 92.50 2.78% $ 97.00 4.86%

Party room Taxable C per hire $ 46.50 3.33% $ 50.00 7.53%

Meeting Rooms Taxable C per hire $ 33.25 New fee $ 34.50 3.76%





%


2 Meeting Rooms Taxable C per hire $ 64.45 New fee $ 67.00 3.96%

3 Meeting Rooms Taxable C per hire $ 96.15 New fee $ 99.00 2.96%

Group Fitness Studios Taxable C per hire $ 112.50 New fee $ 116.00 3.11%

Creche & occasional care room

Child casual creche Taxable C per pass $ 8.50 3.66% $ 8.80 3.53%

Family casual creche Taxable C per pass $ 10.60 3.41% $ 11.00 3.77%

Child occasional care Taxable C per pass $ 19.00 2.70% $ 20.00 5.26%

2 child occasional care Taxable C per pass $ 24.00 3.90% $ 25.00 4.17%

Child 20 visit pass Taxable C per 20 pass $ 152.00 2.70% $ 157.00 3.29%

Family 20 visit pass Taxable C per 20 pass $ 190.00 2.70% $ 197.00 3.68%

Child occasional care 20 visit pass Taxable C per 20 pass $ 345.00 3.76% $ 357.00 3.48%

2 child occasional care 20 visit pass Taxable C per 20 pass $ 430.00 3.37% $ 445.00 3.49%

Programs

Locker hire Taxable C per pass $ 4.00 33.33% $ 4.00 0.00%

Birthday parties per child - min 12 children Taxable C per pass $ 27.00 3.85% $ 27.00 0.00%

HEALTH & AGED SERVICES

Home Care

** Home Care – low free range GST free C per hour $ 5.80 1.75% $ 5.90 1.72%

Home Care – medium fee range GST free C per hour $ 14.50 2.11% $ 14.75 1.72%

Home Care – high fee range GST free C per hour $ 31.50 1.94% $ 32.00 1.59%

** Respite Care - low fee range GST free C per hour $ 2.90 3.57% $ 2.95 1.72%

Respite Care – medium fee range GST free C per hour $ 4.40 4.76% $ 4.45 1.14%

Respite Care – high fee range GST free C per hour $ 32.50 3.17% $ 33.00 1.54%

** Personal Care - low fee range GST free C per hour $ 4.30 0.00% $ 4.35 1.16%

Personal Care – medium fee range GST free C per hour $ 8.50 0.00% $ 8.65 1.76%

Personal Care – high fee range GST free C per hour $ 35.30 0.00% $ 36.00 1.98%

** Delivered meals - low fee range GST free C per meal $ 8.25 3.13% $ 8.40 1.82%





%


Delivered meals - medium fee range GST free C per meal $ 8.70 3.57% $ 8.85 1.72%

Delivered meals - high fee range GST free C per meal $ 19.00 11.76% $ 19.35 1.84%

** Property maintenance - low fee range GST free C per hour $ 11.60 1.75% $ 11.80 1.72%

Property maintenance - medium fee range GST free C per hour $ 17.50 2.94% $ 17.80 1.71%

Property maintenance - high fee range GST free C per hour $ 46.00 2.45% $ 46.80 1.74%

** Social Support - low fee range GST free C per session $ 16.00 2.56% $ 16.30 1.88%

Social Support - medium fee range GST free C per session $ 16.00 2.56% $ 16.30 1.88%

Social Support - high fee range GST free C per session $ 43.50 2.11% $ 44.30 1.84%

Full cost recovery

Personal Care Taxable C per hour $ 60.00 11.11% $ 61.15 1.92%

Respite Care Taxable C per hour $ 60.00 11.11% $ 61.15 1.92%

Home Care Taxable C per hour $ 60.00 11.11% $ 61.15 1.92%

Property maintenance Taxable C per hour $ 83.00 1.53% $ 84.50 1.81%

Property maintenance - materials charge Taxable C Quote Quote

Property maintenance - tip fee charge Taxable C Quote Quote

Delivered meals Taxable C per meal $ 19.00 1.60% $ 19.60 3.16%

Social Support (Planned Activity Group) Taxable C per session $ 80.00 4.30% $ 82.45 3.06%

Social Support plus transport Taxable C per session $ 108.00 1.55% $ 111.25 3.01%

**Increase in charges will be subject to advice from Department of Human Services (fee range).

*Special consideration fees may apply with individual assessment

Food premises (part6 div3)

Commercial operator: Registration fees for 12months

Class 1 premises - 3rd party audited Exempt C per year $ 490.00 3.16% $ 505.00 3.06%


Class 2 premises - template fsp Exempt C per year $ 693.00 2.67% $ 715.00 3.17%

Class 3 premises - limited processes. Exempt C per year $ 463.00 2.89% $ 477.00 3.02%

Class 4 premises - notification only Exempt C per year N/A N/A





%


Where more than 5 persons employed for

each person each person in excess of 5 Exempt C per year

10% of the base

($490) fee 3.16%

10% of the base

($505) fee 3.06%

Community group operator: Registration fees for 12months






Where the community group operated

premises only operates for 6 calendar months

of the year e.g. cricket/football clubs Exempt C per year

50% of the

classification fee 0.00%

50% of the


Where a proprietor holds more than 1

registration at the same premises Exempt C per year 50% of 2nd total fee 0.00% 50% of 2nd total fee 0.00%

Where a proprietor chooses to register their

premises under Div4 of Part6 to include the

'portable' component and 'fixed premises' in

the one registration this additional fee applies Exempt C per year $ 175.00 2.94% $ 181.00 3.43%

Where a non-statutory inspection and report

has been conducted (on an unregistered

premises) and premises deemed compliant the

applicable fee will be deducted from the initial

registration fee. Exempt C when required - N/A

Portable' food premises (Part 6 div 4) - state wide registration

Temporary food premises:-


Class 1 premises Exempt C per year $ 250.00 2.04% $ 258.00 3.20%




Where the commercial/community group

operator requests the registration for a period Exempt C per year

25% of the


25% of the






%


of less than 1 year to operate on a short-term

basis (e.g. only operates for 1 event like a

community festival)

(portable) (portable)






Mobile food premises:-













Where a proprietor has a number of

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

each additional component Exempt C per year $ 100.00 0.00% $ 103.00 3.00%

Vending machines:-

Commercial Operator: Registration fees for 12 months

Class 2 premises Exempt c per year - $ 105.00 New fee






%



Community group operator: Registration fees for 12 months




Where a proprietor has a number of

components (e.g. more than one food vending

machine) for each additional component Exempt C per year $ 50.00 0.00%

50% of classification

fee 0.00%

Other fees (food premises)

Transfer of food act registration (includes

transfer inspection) Exempt C

when

transferred

50% of that

premises' annual

registration fee

50% of that

premises' annual

registration fee (not

applied during

renewal periods) 0.00%

Plans submission for food act assessment &

preregistration inspection Exempt C when requested $ 190.00 11.76% $ 210.00 10.53%

Additional assessment fee (follow up of non-

compliances) Exempt C when required $ 145.00 3.57% $ 150.00 3.45%

Request for an inspection of registered

premises prior to purchase (e.g. solicitor/pre

purchase inspection) within 2 working days Taxable C when requested $ 240.00 4.35% $ 250.00 4.17%




Request/requirement for non-statutory

inspection & report (unregistered premises) Taxable C when requested $ 145.00 3.57% $ 180.00 24.14%

Public health and wellbeing act premises

Hairdressing premises Exempt C per year $ 185.00 2.78% $ 191.00 3.24%

Ear piercing premises Exempt C per year $ 185.00 2.78% $ 191.00 3.24%

Beauty premises Exempt C per year $ 185.00 2.78% $ 191.00 3.24%

Skin penetration (incl Tattooing, Body Piercing, Exempt C per year $ 270.00 3.85% $ 278.00 2.96%





%


Electrolysis etc (excludes ear piercing))

Colonic irrigation premises Exempt C per year $ 265.00 1.92% $ 272.00 2.64%

Prescribed accommodation premises (up to 20

beds) (excluding rooming houses) Exempt C per year $ 265.00 3.92% $ 273.00 3.02%

Every additional bed thereafter Exempt C per year $ 4.00 0.00% $ 4.00 0.00%

Prescribed accommodation premises (rooming

house) Exempt C per year $ 305.00 3.39% $ 315.00 3.28%

Where a proprietor conducts more than one

activity at the same premises Exempt C per year

The highest risk

classification as base

fee plus 50% of extra

activity 0.00%

The highest risk

classification as base

fee plus 50% of extra

activity 0.00%

Where a public health and wellbeing act

registered premises holds a food act

registration Exempt per year

Food Act

Registration fee will

be 50% 0.00%

Food Act

Registration fee will

be 50% 0.00%

Where a non-statutory inspection and report

has been conducted (unregistered premises)

and premises deemed compliant the applicable

fee will be deducted from the initial registration

fee. Exempt when required - N/A

Other fees & additional services (public health and wellbeing act premises)

Transfer of public health and wellbeing act

registration Exempt C

when

transferred

50% of that

premises' annual

registration fee 0.00%

50% of that

premises' annual

registration fee

(not applied during

renewal periods) 0.00%

Plans submission for public health and wellbeing

assessment and pre-registration inspections

(beauty and other treatment premises) Exempt C when requested $ 165.00 3.13% $ 170.00 3.03%

Mandatory plans submission for public health

and wellbeing assessment & preregistration

inspections (prescribed accommodation) Exempt C when required $ 285.00 3.64% $ 294.00 3.16%

Mandatory plans submission for public health

and wellbeing assessment & preregistration Exempt C when required $ 350.00 New fee $ 360.00 2.86%





%


inspections (rooming houses only)







Request/requirement for non-statutory

inspection & report (unregistered premises) Taxable C when requested $ 145.00 3.57% $ 150.00 3.45%

Immunisation

Sale of vaccines - commercial Taxable C per vaccine

Purch Price +

$18.00 oncost

(rounded) 4.65%

Purch Price + $18.50

oncost (rounded) 0.00%

Onsite visit for commercial vaccinations

surcharge (where applicable) Taxable C per visit

A surcharge of $20

per person less than

20 clients total 0.00%

A surcharge of $20

per person less than

20 clients total 0.00%

Sale of vaccines - public Taxable C per vaccine

Purch Price +

$18.00 oncost

(rounded) 4.65%



Sale of vaccines - school Exempt C per vaccine

Purch Price +

$18.00 oncost

(rounded) 4.65%



Domestic waste water management (septics)

Permit to install a septic tank system Exempt C when requested $ 340.00 3.03% $ 350.00 2.94%

Permit to alter an existing septic tank system Exempt C when requested $ 210.00 5.00% $ 300.00 42.86%

Administration

Record recovery/refund process and associated

administrative tasks C when required - $ 30.00 New fee

YOUTH & FAMILY SERVICES

Jets Studios

Studio - (rehearsal) off peak weekdays half day Taxable C 4 hours $ 30.00 0.00% $ 30.00 0.00%





%


Drum kit Taxable C 4 hours $ 20.00 0.00% $ 20.00 0.00%

Line 6 guitar head/box Taxable C per session $ 25.00 0.00% $ 25.00 0.00%

Keyboard - Yamaha Taxable C per session $ 15.00 0.00% $ 15.00 0.00%

Recording studio (per hour) - min 3.5hr session

*1 Taxable C per hour $ 50.00 0.00% $ 50.00 0.00%

Genz benz bass head/box Taxable C per session $ 25.00 0.00% $ 25.00 0.00%

Guitar/bass amp large Taxable C per session $ 25.00 0.00% $ 25.00 0.00%

Earplugs Taxable C each $ 1.00 0.00% $ 1.00 0.00%

CD's/DVD's (does not include studio time) Taxable C each $ 5.00 0.00% $ 5.00 0.00%

Memory sticks Taxable C each $ 10.00 0.00% $ 10.00 0.00%

Drum sticks Taxable C pair $ 10.00 0.00% $ 10.00 0.00%

Batteries Taxable C each 9V $ 5.00 0.00% $ 5.00 0.00%

Guitar pick Taxable C each $ 1.00 0.00% $ 1.00 0.00%

Guitar strings Taxable C 1 set $ 10.00 0.00% $ 10.00 0.00%

Community space @ Jets office hours

community/not for profit Taxable C per hour $ 20.00 0.00% $ 20.00 0.00%

Community space @ Jets office hours other Taxable C per hour $ 30.00 0.00% $ 30.00 0.00%

PA hire small (1 staff + trainee) - community /

equipagig (freeza) Taxable C per hour $ 50.00 0.00% $ 50.00 0.00%

PA hire large (2 staff + trainee) - community /

equipagig (freeza) Taxable C per hour $ 100.00 0.00% $ 100.00 0.00%

PA hire small (1 staff + trainee) - commercial Taxable C per hour $ 75.00 -6.25% $ 75.00 0.00%

PA hire large (2 staff + trainee) - commercial Taxable C per hour $ 150.00 0.00% $ 150.00 0.00%

Creative art supplies Taxable C per session

Purchase price +

25% 0.00%

Purchase price +

25% 0.00%

Computer Lab Hire Taxable C per session $ 40.00 New fee $ 40.00 0.00%

Room Hire Facilitated Taxable C per hour $ 50.00 New fee $ 50.00 0.00%

Volunteers awards & thank you function

Ticket to function - subsidised Taxable C per ticket $ 25.00 0.00% $ 25.00 0.00%





%


Ticket to function - full cost Taxable C per ticket $ 55.00 0.00% $ 55.00 0.00%

Pre schools

Olympic Village

Full fee paying GST free C per term $ 430.00 7.50% $ 443.00 3.02%

Audrey Brooks

Full fee paying GST free C per term $ 430.00 7.50% $ 443.00 3.02%

3 year old kindergarten GST free C per term $ 320.00 6.67% $ 330.00 3.13%

Pre school enrolments

Enrolment fee GST free C Yearly $ 30.00 0.00% $ 31.00 3.33%

Child Care

Joyce Avenue & St Hellier Street

Full time per week GST free C per week $ 450.00 7.14% $ 463.50 3.00%

Per day GST free C per day $ 102.50 7.33% $ 106.00 3.41%

Morobe Street

Full time per week GST free C per week $ 400.00 6.67% $ 412.00 3.00%

Per day GST free C per day $ 90.00 New fee $ 93.00 3.33%

Maternal & Child Health

Baby sleep & settling program GST free C per person $ 25.00 0.00% $ 25.00 0.00%

Baby sleep & settling program health care card GST free C per person $ 12.00 0.00% $ 12.00 0.00%

Baby sleep & settling program from other

municipalities GST free C per person $ 40.00 0.00% $ 40.00 0.00%

Baby massage, 4 sessions GST free C per 4 sessions $ 120.00 0.00% $ 120.00 0.00%

Parent programs GST free C per person $ 35.00 0.00% $ 35.00 0.00%

Outreach

Infant resuscitation program GST free C per person $ 45.00 0.00% $ 45.00 0.00%

Childrens services community centres

Montmorency childrens centre Taxable C

per Weekday

AM session $ 45.00 80.00% $ 45.00 0.00%





%



per Weekday

PM session $ 40.00 New fee $ 40.00 0.00%


per hour

W'day evenings $ 15.00 New fee $ 15.00 0.00%


per hour

Saturday $ 18.00 New fee $ 18.00 0.00%

Macorna Street Taxable C per hour $ 25.00 0.00% $ 25.00 0.00%

56 Gabonia Avenue Taxable C quarterly $ 2,640.00 0.00% $ 2,720.00 3.03%

CITY DEVELOPMENT

URBAN PLANNING & BUILDING

Planning Services

Property info private building surveyors (s326

building regulations) Exempt S per application $ 44.40 0.00% $ 44.40 0.00%

Property enquiry fees Exempt C per application $ 115.00 2.68% $ 119.00 3.48%

Advertising planning permit application

Per property Exempt C

per property

notified $ 9.20 2.22% $ 14.00 52.17%

Notification signage Exempt C

per first sign per

application $ 164.00 2.50% $ 169.00 3.05%

Per additional notification sign Exempt C

per additional

sign per

application $ 20.50 2.50% $ 21.00 2.44%

Requests for extension of time on planning

permits Exempt C per application $ 190.00 2.70% $ 195.00 2.63%

Approval of amended plans Exempt C per application $ 164.00 2.50% $ 169.00 3.05%

Retrieval of file(s) - pre 2005 Exempt C per application $ 54.00 3.85% $ 55.50 2.78%

Copies of planning permits Exempt C per application $ 54.00 3.85% $ 55.50 2.78%

Copies of planning application register - per

month Exempt C per application $ 54.00 3.85% $ 55.50 2.78%

Bond or guarantee administration fee GST N/A C per application $ 205.00 2.50% $ 211.00 2.93%

Final inspection fee (3rd attendance required) Exempt C per application $ 110.00 0.00% $ 115.00 4.55%





%


Plan Folding Charge A1 Taxable C per A1 plan $ - $ 1.50 New fee

Plan Folding Charge A3 Taxable C

every 10 pages

of A3 plans $ - $ 1.50 New fee

Formal pre-application process

Meeting and written advice Taxable C per application $ 240.00 0.00% $ 250.00 4.17%

With arboriculture comments Taxable C per application $ 120.00 0.00% $ 125.00 4.17%

With heritage comments Taxable C per application $ 120.00 0.00% $ 125.00 4.17%

Second meeting for same project Taxable C per application $ 120.00 0.00% $ 125.00 4.17%

Planning sect 173 agreements Taxable C per request $ 795.00 2.58% $ 820.00 3.14%

Arboriculture assessment for applications on non-development sites

Permit for tree removal (up to 3 trees) Exempt C per application $ 143.00 2.14% $ 147.00 2.80%

Permit for tree pruning Exempt C per application $ 63.00 1.61% $ 65.00 3.17%

Planning and environment act 1987 (schedule A) Subdivision act 1988

Planning fees effective 7 September 2009

25) Planning applications fee (GST exempt)

Change of use only (including parking

dispensation) Exempt S per application $ 502.00 0.00% $ 502.00 0.00%

25) Cost of development

Single dwelling & associated buildings and works

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

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

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

Other development (including signage)




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

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





%


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

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

Over 50,000,000 Exempt S per application $ 16,130.00 0.00% $ 16,130.00 0.00%

Determination carried out to the satisfaction of

the responsible authority/assessment of

development plans per application $ 102.00 0.00% $ 102.00 0.00%

Combined permit applications: the fee for an application of use, development other than subdivision, subdivision and any matters referred to in classes 16, 17

or 18 is the sum arrived at by adding the highest of the fees which would have applied if separate applications had been made plus 50% of each of the other

fees which would have applied if separate applications had been made.

25) Subdivision fee

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

Application to effect a realignment of a common boundary

between lots or to consolidate two or more

lots Exempt S per application $ 386.00 0.00% $ 386.00 0.00%

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

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

Remove a restriction over land used/developed

for more than two years Exempt S per application $ 249.00 0.00% $ 249.00 0.00%

Create, vary or remove a restriction within the subdivision Act 1988; or to create or remove a right of way

Create, vary or remove an easement other

than a right of way; to vary or remove a

condition in the nature of an easement other

than a right of way in a crown grant Exempt S per application $ 404.00 0.00% $ 404.00 0.00%

Public open space contribution

Guidelines Exempt S per application

Up to 5% of site

value 0.00%

Up to 5% of site

value 0.00%

25) Certification fee

Plan of subdivision Exempt S per application

$100 plus $20 per

lot 0.00%

$100 plus $20 per

lot 0.00%

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

25) Enforcement fee





%


Planning scheme infringements - individual Exempt S per application $ 722.00 0.00% $ 722.00 0.00%

Planning scheme infringements - company Exempt S per application $ 1,444.00 0.00% $ 1,444.00 0.00%

Other fee (GST exempt)

25) Planning scheme amendment

Initial fee for consideration of submission Exempt S per application $ 798.00 0.00% $ 798.00 0.00%

Additional fee for adopting amendment and

sending to minister Exempt S per application $ 524.00 0.00% $ 524.00 0.00%

21) Other fee

Development (other than single dwelling & associated buildings and works)


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

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

Change of pre-amble or conditions (not

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

Cost of additional development for single dwelling and associated buildings and works

Less than 10,000 (but combined with original

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



Cost of additional other development (including signage)




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

25) Amendment of subdivision

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

Application to effect a realignment of a common boundary

Between lots or to consolidate two or more

lots Exempt S per application $ 386.00 0.00% $ 386.00 0.00%





%


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

Other prescribed fees

Certificate of compliance (s97n) Exempt S per application $ 147.00 0.00% $ 147.00 0.00%

Determining something to council's satisfaction

under the planning scheme Exempt S per application $ 102.00 0.00% $ 102.00 0.00%

Building Services

Permit levy (state government receives levy)

Report & consent Exempt S per property $ 232.93 0.00% $ 244.00 4.75%

Report & consent section 29a Exempt S per property $ 58.17 0.00% $ 60.90 4.69%

Lodgement fees Exempt S per permit $ 34.85 0.00% $ 36.40 4.45%

Building enquiry/information fees Exempt S per property $ 46.45 0.00% $ 48.60 4.63%

Building inspection fees Taxable C per permit $ 120.00 0.00% $ 120.00 0.00%

Dispensation advertising fee Taxable C per permit - $ 66.00 New fee

Professional fees for building permits inspections and associated services (Including all required permits and certificates)

Unit rates for Council works

Building regulation advice or assessment per

hour Taxable C per hour $ 110.00 0.00% $ 110.00 0.00%

Building inspection prior to July 1995 Taxable C per inspection $ 110.00 0.00% $ 110.00 0.00%

Building administration fees services

Property enquiries form 10 Exempt C per property $ 46.45 0.00% $ 48.60 4.63%

Property enquiries - with building inspection

dates Exempt C per property $ 46.45 0.00% $ 48.60 4.63%

Requests for information

Copy of plans/documentation (residential) Exempt C per property $ 60.00 0.00% $ 60.00 0.00%

Copy of plans/documentation (works outside

Banyule) Exempt C per property $ 120.00 0.00% $ 120.00 0.00%

Copy of plans/documents (commercial) Exempt C per property $ 125.00 0.00% $ 125.00 0.00%

Dispensation of Building Regulations 2006 for

siting or miscellaneous buildings e.g. Veranda Exempt S per property $ 232.93 0.00% $ 244.00 4.75%





%


fence at intersections masts etc.

* NOTE: Maximum 5 sheets

* If a land survey is required the above charge will be higher, based on the hourly rate for survey.

Banyule building permits and inspections. Domestic works

Building permit fees include lodgement fee, inspection fees, final inspection certificate/ occupancy permit & G.S.T.

Minor works (up to $12,000 value of works and within metro area only)

Type of works (inclusive of GST)

Demolitions (maximum 1 inspection) Taxable C per permit $ 575.00 0.00% $ 575.00 0.00%

Signs, sheds, verandas, pergolas, carports,

timber decks, etc., retaining walls,

underpinning, re-block (maximum 2

inspections) Taxable C per permit $ 465.00 0.00% $ 465.00 0.00%

Swimming pools Taxable C per permit $ 595.00 0.00% $ 595.00 0.00%

Swimming pool fencing advice (to be paid prior

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

Bushfire assessment (to be paid prior to

booking inspection.) Taxable C per permit $ 285.00 0.00% $ 285.00 0.00%

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

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

Dwelling additions / alterations (fee below, plus govt. levy)

Value of works($) fee $ (inclusive of GST)

Up to 20,000 owner builder Taxable C per permit $ 645.00 0.00% $ 645.00 0.00%

Up to 20,000 builder Taxable C per permit $ 545.00 0.00% $ 545.00 0.00%

20,000 to 40,000 owner builder Taxable C per permit $ 745.00 0.00% $ 745.00 0.00%

20,000 to 40,000 builder Taxable C per permit $ 685.00 0.00% $ 685.00 0.00%



Domestic works






%



120,001 and 160,000 owner builder Taxable C per permit $ 1,240.00 0.00% $ 1,240.00 0.00%

120,001 and 160,000 builder Taxable C per permit $ 1,095.00 0.00% $ 1,095.00 0.00%

160,001 and 200,000 owner builder Taxable C per permit $ 1,585.00 0.00% $ 1,585.00 0.00%

160,001 and 200,000 builder Taxable C per permit $ 1,465.00 0.00% $ 1,465.00 0.00%

200,001 and above owner builder or builder Taxable C per permit

Quote by building

surveyor

Quote by building

surveyor

Dwellings (fee below, plus govt. levy)

Up to 150,000 owner builder Taxable C per permit $ 1,285.00 0.00% $ 1,285.00 0.00%

Up to 150,000 builder Taxable C per permit $ 1,175.00 0.00% $ 1,175.00 0.00%

150,001 to 200,000 owner builder Taxable C per permit $ 1,495.00 0.00% $ 1,495.00 0.00%

150,001 to 200,000 builder Taxable C per permit $ 1,395.00 0.00% $ 1,395.00 0.00%











Above 700,001 owner builder Taxable C per permit

Quote by building

surveyor

Quote by building

surveyor

Country areas must have a quote Taxable C per permit

Quote by building

surveyor

Quote by building

surveyor

Unit development (fee below, plus govt. levy)

Value of works ($) per unit (inclusive of gist)





%


Up to 150,000 Taxable C per permit $ 900.00 0.00% $ 900.00 0.00%

200,000 Taxable C per permit $ 1,000.00 0.00% $ 1,000.00 0.00%






Above 700,001 Taxable C per permit

Quote by building

surveyor

Quote by building

surveyor

Notes: * Permit/Inspection fees do not include the government levy charged at 0.00160 X calculated cost on the value of building works

Over $10,000. domestic works only.

Commercial works

Modification preparation fee Taxable C per permit $ 330.00 0.00% $ 330.00 0.00%

Commercial buildings (fee below, plus govt. levy)

Value of works ($) (inclusive of GST)

Up to 40,000 (2 inspections) Taxable C per permit $ 775.00 0.00% $ 775.00 0.00%

40,001 to 80,000 (4 inspections) Taxable C per permit $ 1,045.00 0.00% $ 1,045.00 0.00%






800,001 to 1,200,000 (9 inspections) Taxable C per permit $ 4,775.00 0.00% $ 4,775.00 0.00%

Above 1,200,001 Taxable C per permit

Quote by building

surveyor

Quote by building

surveyor

Country areas must have a quote Taxable C per permit

Quote by building

surveyor

Quote by building

surveyor

Extra inspections will be charged at $110.00 each.





%


Notes: * Permit/Inspection fees do not include the Government levy charged at 0.00128 X calculated cost on the value of building works

Over $10,000. commercial works only.

Building permit extension fees (fee below, plus govt. levy)

Amount of time required Taxable C per permit $ 220.00 0.00% $ 220.00 0.00%

A letter must be supplied detailing the amount of works completed and the amount of time required to complete the remaining works.

Applicant must be aware that no further extensions will be possible.

**** Please refer clients to the building department for a quote on a building permit fee.

Commercial buildings, offices, shops etc.

Notes:*Permit/Inspection fees do not include the Government Levy charged at 0.00160 x calculated cost on the value of building works over $10,000.

Domestic works only.

Strategic Planning

LATM strategy Exempt C per item $ 30.00 0.00% $ 30.00 0.00%

Fee for hard copy, electronic format free of charge.

Neighbourhood character strategy (full set of

brochures). Exempt C per item $ 29.00 0.00% $ 30.00 3.45%

Heritage places study

Colour Exempt C per item $ 400.00 0.00% $ 412.00 3.00%

Black & white Exempt C per item $ 120.00 0.00% $ 124.00 3.33%

Heidelberg structure plan (colour only) Exempt C per item $ 60.00 0.00% $ 62.00 3.33%

Heidelberg precincts plan (colour only) Exempt C per item $ 60.00 0.00% $ 62.00 3.33%

Summary brochure of Heidelberg structure

plan (colour only) Exempt C per item $ 35.00 0.00% $ 36.00 2.86%

Heidelberg structure plan directions report

(colour only) Exempt C per item $ 35.00 0.00% $ 36.00 2.86%

Heidelberg structure plan background reports

(colour only) Exempt C per item $ 35.00 0.00% $ 36.00 2.86%

Greensborough structure plan Exempt C per item $ 35.00 0.00% $ 36.00 2.86%

Housing strategy Exempt C per item $ 50.60 0.00% $ 52.00 2.77%

Housing background report Exempt C per item $ 36.30 0.00% $ 37.50 3.31%





%


Housing issues paper Exempt C per item $ 36.30 0.00% $ 37.50 3.31%

Beaumont estate heritage guidelines (black &

white only) Exempt C per item $ 25.30 0.00% $ 26.00 2.77%

Beauview estate heritage guidelines (black &


Glenard estate heritage guidelines (black &


Ivanhoe views heritage guidelines (black &


Marshall street estate heritage guidelines (black

& white only) Exempt C per item $ 25.30 0.00% $ 26.00 2.77%

Mount Eagle estate heritage guidelines (black &


Warringal estate heritage guidelines (black &


Banyule municipal information maps (colour,

a3) Exempt C per item $ 23.10 0.00% $ 24.00 3.90%

Ivanhoe project background reports Exempt C per item $ 34.10 0.00% $ 35.00 2.64%

Bell street mall master plan Exempt C per item $ 34.10 0.00% $ 35.00 2.64%

Research Papers

Community & housing profile Exempt C per item $ 6.60 0.00% $ 6.80 3.00%

Economic & transportation profile Exempt C per item $ 6.60 0.00% $ 6.80 3.00%

Regulation

Fees for amendments to planning schemes

Regulation 6(1) to consider a request Exempt S $ 798.00 New fee $ 798.00 0.00%

Regulation 6(2) to consider submissions Exempt S $ 798.00 New fee $ 798.00 0.00%

Regulation 6(3) to adopt Exempt S $ 524.00 New fee $ 524.00 0.00%

Regulation 6(4) to request approval Exempt S $ 798.00 New fee $ 798.00 0.00%

Regulation 9 for a combined permit application

and planning scheme amendment Exempt S Variable Variable





%


PROPERTY & ECONOMIC DEVELOPMENT

Property Services

Right of way (road) discontinuance application

fee Taxable C per application $ 120.00 0.00% $ 123.00 2.50%

Making title available at land registry Taxable C per title $ 125.00 0.00% $ 128.00 2.40%

Discontinued road or reserves annual

occupancy fees Taxable C Refer Notes * Refer Notes *

Note *minimum fees $110 or 10 % of market value whichever is the greater

Valuations

Sale of supplementary valuations SRO Taxable C per assessment $ 8.04 0.00% $ 8.04 0.00%

Sale of supplementary valuations Yarra valley

water Taxable C per assessment $ 25.52 2.99% $ 25.52 0.00%

TRANSPORT SUSTAINABILITY & MUNICIPAL LAWS

Engineering Services

Application to construct over a drainage and

sewerage easement Exempt S

per building

commission $ 238.75 25.66% $ 238.75 0.00%

Stormwater Legal point of discharge

applications Exempt S

per building

commission $ 59.62 5.06% $ 59.62 0.00%

Determination of applicable flood level: Exempt S

per building

commission $ 238.75 25.66% $ 238.75 0.00%

Assessment of Engineering Plans as part of

Planning Permits - Up to 2 units Exempt C per application $ 115.00 0.00% $ 115.00 0.00%


Planning Permits - 3 to 5 units Exempt C per application $ 130.00 0.00% $ 130.00 0.00%


Planning Permits - 6 units and over Exempt C per application $ 190.00 18.75% $ 190.00 0.00%


Planning Permits - All Industrial / Mixed Use &

Commercial Developments Exempt C per application $ 190.00 18.75% $ 190.00 0.00%


Planning Permits - Subdivisions Exempt C per application 0.75% of works 0.00% 0.75% of works 0.00%





%


Asset Plan Search Exempt C per request $ 90.00 New fee $ 90.00 0.00%

Traffic counts – existing count (per copy) Exempt C per copy $ 60.00 0.00% $ 60.00 0.00%

* If a land survey is required the above charge will be higher, based on the hourly rate for survey.

Assessment of engineering plans as part of planning permits

Up to 2 units Exempt C per application $ 115.00 0.00% $115.00 0.00%

3 to 5 units Exempt C per application $ 130.00 0.00% $130.00 0.00%

6 units and over Exempt C per application $ 160.00 0.00% $160.00 0.00%

All industrial/commercial development Exempt C per application $ 160.00 0.00% $160.00 0.00%

Plan check (engineering component of planning

application) Exempt C per application Quote Quote

Subdivisions Exempt C per application 0.75% of works 0.00% 0.75% of works 0.00%

Name blade directional signage request (per

sign) Exempt C per sign $ 120.00 0.00% $ 120.00 0.00%

Works zone sign (per sign) Taxable C per sign $ 120.00 0.00% $ 120.00 0.00%

Works zone request - outside business or

mixed use zone - per space per weekday Taxable C

per space per

day $ 5.00 0.00% $ 5.00 0.00%

Works zone request - outside residential zone

within 400m of activity centre - per space per

weekday Taxable C

per space per

day $ 2.50 0.00% $ 2.50 0.00%

Environment

Significant tree study Taxable C per item $ 45.00 0.00% $ 45.00 0.00%

Local law permits

Unless otherwise stated local law permits are Exempt C per annum $ 155.00 0.00% $ 160.00 3.23%

Chairs and tables Exempt C per annum $ 200.00 21.21% $ 205.00 2.50%

Signs and "A" boards Exempt C per annum $ 180.00 9.09% $ 185.00 2.78%

Goods on footpaths Exempt C per annum $ 250.00 51.52% $ 255.00 2.00%

Real estate advertising portable signs Exempt C per annum $ 530.00 0.00% $ 550.00 3.77%

Busking per day Exempt C per day $ 155.00 0.00% $ 160.00 3.23%

Itinerant traders per day Exempt C per day $ 1,400.00 4.48% $ 1,430.00 2.14%





%


Skips beyond size/time per site Exempt C

per wk or part

thereof $ 125.00 25.00% $ 130.00 4.00%

Shipping containers / pods Exempt C per container $ 165.00 0.00% $ 170.00 3.03%

Approved charity bin site Exempt C per annum $ 160.00 0.00% $ 170.00 6.25%

Storage of building materials Exempt C per permit

Permit $240 +

Sq.mtrs x no of wks

x $70 14.00%

Permit $240 +

Sq.mtrs x no of wks

x $70 0.00%

Burning off per event Exempt C per event $ 140.00 0.00% $ 145.00 3.57%

Camping/caravan permits per month (over 3

months) Exempt C per month $ 170.00 0.00% $ 175.00 2.94%

Miscellaneous Exempt C per application $ 140.00 0.00% $ 145.00 3.57%

* Note: - local law permit / fees are non-refundable.

Animals (local laws & domestic animals act 1994)

Keeping of animals (more than prescribed

number) Exempt C per year $ 60.00 50.00% $ 65.00 8.33%

Registration full fee dogs + state levy below Exempt S per year $ 101.50 3.57% $ 105.00 3.45%

Registration reduced fee category dogs + state

levy below Exempt S per year $ 35.50 10.94% $ 36.00 1.41%

Registration fee puppy under 6 months

microchipped + state levy below Exempt S per year $ 35.50 10.94% $ 36.00 1.41%

Registration fee for dogs registered prior to 11

April 2013, microchipped or desexed + state


Registration fee restricted, declared dangerous

or menacing dogs + state levy below Exempt S per year $ 101.50 3.57% $ 105.00 3.45%

State government levy dogs Exempt S per year $ 3.50 0.00% $ 3.50 0.00%

Registration full fee cats + state levy below Exempt S per year $ 80.00 2.56% $ 82.00 2.50%

Registration reduced fee category cats + state


Registration fee kitten under 6 months

microchipped + state levy below Exempt S per year $ 28.00 7.69% $ 29.00 3.57%





%


Registration fee for cats registered prior to 11

April 2013, microchipped or desexed + state


State Government levy cats Exempt S per year $ 2.00 0.00% $ 2.00 0.00%

Pro-rata registration fees apply from 1 October based on whether animal is newly acquired, not applicable where registration should have been renewed. Pro-rata fee reduction does not apply to

restricted, declared dangerous or menacing dogs.

Eligible pensioners are charged 50% of the fee except for restricted, menacing or dangerous dogs.

**Note: The State Government Levy may increase as of 1 July 2015; this increase will be reflected in the State Levy charged for the 2016/2017 registration period.

Replacement registration tag Exempt C as required $ 5.00 0.00% $ 6.00 20.00%

Transfer of registration from another

Municipality Exempt C as required $ 5.00 0.00% $ 6.00 20.00%

Inspection of animal record Exempt S per record $ 25.00 0.00% $ 26.00 4.00%

Animal business registration application Exempt S per premises $ 180.00 5.88% $ 185.00 2.78%

**Note: Refunds are only applicable for full fees and shall be calculated on a quarterly basis of unused portion, less an administrative charge of $5. No refund less than $10 shall be

given.

Parking matters

Resident schemes/first permit Exempt C per annum $ 25.00 0.00% $ 25.00 0.00%

Resident schemes/second permit Exempt C per annum $ 40.00 0.00% $ 40.00 0.00%

First visitor permit Exempt C per annum $ 40.00 0.00% $ 40.00 0.00%

Second visitor permit Exempt C per annum $ 60.00 0.00% $ 60.00 0.00%

Tradesman/work permit Exempt C per annum $ 80.00 33.33% $ 80.00 0.00%

Disabled permits Exempt C per annum $ 5.00 0.00% $ 6.00 20.00%

Replacement disabled motorist permit (subject

to discretion) Exempt C as required $ 10.00 0.00% $ 10.00 0.00%

Parking meter fees Taxable C per day $ 10.00 0.00% $ 10.00 0.00%

Parking fees per hour Exempt C per hr - up to $4.00 New fee

Release fees (Local Government Act)

Shopping trolleys Exempt C each $ 40.00 0.00% $ 45.00 12.50%

Trolley fitted with kart saver Exempt C each $ 30.00 0.00% $ 35.00 16.67%





%


Derelict vehicles & impoundment costs Exempt C each $ 500.00 0.00% $ 520.00 4.00%

Obstructions/A boards & impoundment costs Exempt C each $ 180.00 12.50% $ 185.00 2.78%

Miscellaneous small items & impoundment

costs Exempt C each $ 160.00 0.00% $ 165.00 3.13%

Miscellaneous large items & impoundment

costs Exempt C each + Cost $ 220.00 37.50% $ 225.00 2.27%

Dog pound release Exempt C per day $ 105.00 6.06% $ 110.00 4.76%

Other (Local Law)

Occupation permit application fee on Council

land (plant and equipment) Exempt C each - $ 70.00 New fee

Occupation permit inspection fee (plant and

equipment) Exempt C

Mon-Fri 7am-

6pm - $ 130.00 New fee

Occupation permit inspection fee (plant and

equipment) Exempt C

Weekends /out

of hours - $ 350.00 New fee

Occupation permit application fee on Council

land (hoarding) Exempt C each - $ 70.00 New fee

Occupation rates (hoarding) Exempt C

Sq Meters per

week - $ 5.50 New fee

Occupation permit inspection fee (hoarding) Exempt C

Mon-Fri 7am-

6pm - $ 130.00 New fee

Occupation permit inspection fee (hoarding) Exempt C

Weekends /out

of hours - $ 350.00 New fee

Miscellaneous permits & costs per event Exempt C per event $ 150.00 0.00% $ 150.00 0.00%

Where a fee is greater than $60, the first $50 of each fee is considered the application fee. Permits may require certain conditions and the normal public liability insurance cover

required is $10 million.

Traffic infringement notices. Set by Victorian State regulation

(Road rules Victoria) Exempt S

per

infringement

$72.00 and $144 .00

until 1st of July and

will be increased by

State Government 0.00%

$72.00 and $144 .00

until 1st of July and

will be increased by

State Government 0.00%

Set by Council under Road Safety Act 1986

(Discretionary fines) up to 0.5 penalty units Exempt S per $144.00 until 1st of 0.00% $144.00 until 1st of 0.00%





%


infringement July and will be

increased by State

Government

July and will be

increased by State

Government

Infringement debt collection fees Exempt C

per

infringement $ 20.00 0.00% $ 25.00 25.00%

CORPORATE SERVICES

GOVERNANCE & COMMUNICATIONS

Council meeting rooms Ivanhoe (meetings only, functions not permitted)

Council chambers

Community group Taxable C per hour $ 60.00 0.00% $ 60.00 0.00%

Private Taxable C per hour $ 80.00 0.00% $ 80.00 0.00%

Nellie Ibbott room



Tom Roberts room



Freedom of information. Pursuant to section 22 of the act

(Provision of prescribed accounts and records as listed in Part 10 Local Government Regulations 1990)

Application fee (set by government) Exempt S per application

$25.70 until 30th

June and will be

increased by State

Government 0.00%

$26.50 until 30th

June and will be

increased by State

Government 3.11%

Charges for access to documents

Per hour Exempt S per hour $ 20.00 0.00%

In Accordance with

the Freedom of

Information Act 0.00%

Per 1/4 hour or part thereof Exempt S per 1/4 hour $ 5.00 0.00%

In Accordance with

the Freedom of






%


Per page (A4) or part thereof non colour

photocopying Exempt S per page $ 0.25 0.00%

In Accordance with

the Freedom of


Communications

Income filming application fee Taxable C Per Request $ 157.50 5.00% $ 160.00 1.59%

Income fees filming on Banyule property

Filming/Commercial Photography - full day Taxable C full Day $ 577.50 5.00% $ 750.00 29.87%

Filming/Commercial Photography - full day

subsequent days Taxable C full Day $ 288.75 5.00% $ 375.00 29.87%

Filming/Commercial Photography - half day first

day Taxable C Half Day $ 288.75 5.00% $ 375.00 29.87%

Filming/Commercial Photography - half day

subsequent days Taxable C Half Day $ 157.50 5.00% $ 187.50 19.05%

Note: Extended filming on application - negotiable

Students film Exempt C per film $ - No fee $ - 0.00%

Essential Vehicles and Crew Parking Permits -

first day (Cost per 8 bays) Taxable C per 8 bays - $ 150.00 New fee

Essential Vehicles and Crew Parking Permits -

subsequent days (Cost per 8 bays) Taxable C per 8 bays - $ 80.00 New fee

Filming Inspection (Monday - Friday) Taxable C per inspection - $ 130.00 New fee

Filming Inspection (Weekends) Taxable C per inspection - $ 350.00 New fee

Unit Base Fee - per day (if applicable) Taxable C per day - $ 500.00 New fee

Customer Service

Possum cage hire Taxable C per 14 days $ 35.90 2.57% $ 37.00 3.06%

Possum cage hire (pensioners) Taxable C per 14 days $ 20.50 2.50% $ 21.00 2.44%

Possum cage hire (additional days) Taxable C per day $ 5.15 3.00% $ 5.30 2.91%

ORGANISATIONAL SYSTEMS

Corporate charges photocopying & file access

File retrieval - commercial offsite storage Exempt C per request $ 80.00 0.00% $ 84.00 5.00%

File retrieval - Council offsite storage Exempt C per request $ 50.00 0.00% $ 52.50 5.00%





%


Photocopies

Black & white A4 Exempt C & S per page $ 0.20 0.00% $ 0.25 25.00%

Colour A4 Exempt C & S per page $ 1.00 0.00% $ 1.10 10.00%

A3 Exempt C per page $ 1.20 0.00% $ 1.30 8.33%




*A Council may fix reasonable fees for the inspection and copying of documents containing prescribed matters. As per s223 of the Local Government Act 1989

FINANCE & PROCUREMENT

Certificate fees

Land information certificate Exempt S per certificate $ 20.00 0.00% $ 20.00 0.00%

Urgent land information certificate Exempt C per certificate $ 20.00 33.33% $ 22.00 10.00%

Collection fees - Rates

Collection fee Exempt C per assessment $ 22.00 10.00% $ 22.00 0.00%

Legal collection fee (Debt up to $1000) Exempt C per assessment $ 55.00 New fee $ 55.00 0.00%

Legal collection fee (Debt $1001-$2000) Exempt C per assessment $ 75.00 New fee $ 75.00 0.00%

Legal collection fee (Debt over $2000) Exempt C per assessment $ 85.00 New fee $ 85.00 0.00%

Collection fees - Special Rates & Charges

Collection fee Exempt C per assessment $ 22.00 10.00% $ 22.00 0.00%

Legal collection fee (Debt up to $1000) Exempt C per assessment $ 55.00 New fee $ 55.00 0.00%

Legal collection fee (Debt $1001-$2000) Exempt C per assessment $ 75.00 New fee $ 75.00 0.00%

Legal collection fee (Debt over $2000) Exempt C per assessment $ 85.00 New fee $ 85.00 0.00%

Collection fees - Accounts Receivable

Collection fee Exempt C per account $ 22.00 10.00% $ 22.00 0.00%

Legal collection fee (Debt up to $1000) Exempt C per account $ 55.00 New fee $ 55.00 0.00%

Legal collection fee (Debt $1001-$2000) Exempt C per account $ 75.00 New fee $ 75.00 0.00%

Legal collection fee (Debt over $2000) Exempt C per account $ 85.00 New fee $ 85.00 0.00%

banyule city council budget 2015/2016 draft 9 april 2015

Documents