banyule city council agenda 18 april 2016 - attachments under separate cover

Ordinary Meeting of Council

Council Chambers, Service Centre

275 Upper Heidelberg Road, Ivanhoe

18 April 2016 commencing at 7.45pm

ATTACHMENTS UNDER SEPARATE COVER

6.3 Preparation of City Plan 2013-2017 (Year 4)

Attachment 1. Proposed City Plan 2013 - 2017 - (Year 4) ...........................................3

6.4 Preparation of Budget for Period 1 July 2016 to 30 June 2017

Attachment 1. Proposed Budget 2016/2017 ..........................................................137

Item: 6.3 Attachment 1: Proposed City Plan 2013 - 2017 - (Year 4)

Ordinary Meeting of Council - 18 April 2016

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6.3

Item: 6.4 Attachment 1: Proposed Budget 2016/2017


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6.4

Banyule City CouncilProposed Budget 2016/2017

This Budget Report has been prepared with reference to Chartered Accountants ANZ “Victorian City CouncilModel Budget 2016/2017” a best practice guide for reporting local government budgets in Victoria.



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6.4

Contents Page

Mayor’s introduction 3

Chief Executive Officer’s Summary 5

Budget reports

1. Link to the Council Plan 7

2. Services and service performance indicators 15

3. Financial statements 80

4. Financial performance indicators 86

5. Other budget information (grants and borrowings) 88

6. Capital works program / Major initiatives 90

7. Rates and charges 125

Budget analysis (best practice)

8. Summary of financial position 131

9. Budget influences 136

10. Analysis of operating budget 142

11. Analysis of budgeted cash position 150

12. Analysis of capital budget 155

13. Analysis of budgeted financial position 160

Long term strategies

14. Strategic resource plan 164

15. Rating information 167

16. Other long term strategies 171

Appendices

A Fees and charges schedule 175

B Budget process 213



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6.4Mayor’s Introduction

Thank you for taking the time to read Banyule Council’s proposed Budget for 2016/2017. This is thefinal budget of the current Council’s four-year term and builds on Banyule’s strong strategicdirection over the last three years. The proposed Budget for 2016/2017 is aligned to the vision inthe Council Plan 2013-2017 and seeks to maintain and upgrade infrastructure as well as deliverprojects and services that are valued by our community. This is challenging given the introduction ofrate capping by the Victorian State Government.

The key drivers for Banyule Council for 2016/2017 will be to continue to fund ongoing servicedelivery and the renewal of infrastructure and community assets. Our challenges will be managingthese priorities with increased cost shifting from the Victorian State Government and the reductionin funding from the Australian Government via the Victoria Grants Commission as a result of theirfreezing of the annual indexation of the Financial Assistance Grants.

The proposed Budget 2016/2017 details the financial resources required over the next year to fundthe extensive range of high-quality services we provide to the community. It also includes details ofproposed capital expenditure allocations to improve and renew our city’s physical infrastructure,buildings and operational assets as well as funding proposals for a range of operating projects.

Some of our main focus areas and important initiatives that are planned to be funded in the BanyuleCouncil proposed Budget 2016/2017 include:

• Maintaining and upgrading roads, buildings, drains and footpaths• Delivering vital social services and support programs across the municipality• Protecting and nurturing our open spaces, parklands and street trees• Redeveloping recreational centres, sportsgrounds and club pavilions• Implementing environmentally friendly practices, solar power and water saving initiatives• Encouraging diverse and inclusive communities• Providing engaging community festivals, events and activities.

As councillors, it is our job to listen to community sentiment and understand your priorities. Sincewe started our term in 2012, we have consistently heard that Council services are highly valued bythe community, and that Council also needs to be financially responsible and keep its rates as low aspossible. In response, Council has initiated an organisational approach to identify savings that do notimpact on its services to provide increased value for ratepayers. With the introduction of ratecapping in 2016/2017, Council will continue to focus on identifying sustainable cost savings that willenable it to deliver high-quality, responsive and accessible services to the community.

The Budget proposes a rate increase of 2.5%. This is in line with the new Fair Go Rates System(FGRS) which has capped rate increases by Victorian councils and set by the Minister for LocalGovernment. The rate cap is based on the forecast movement in Consumer Price Index issued bythe Department of Treasury and Finance. Council has not elected to apply to the Essential ServicesCommission (ESC) for a variation, instead we have continued to make operational savings andefficiencies to enable us to maintain our breadth of community services and deliver substantialinfrastructure renewal projects within the planned 2.5% increase.

With the funds being raised we have allocated $47.57 million on capital projects and $5.87m onmajor initiatives in 2016/2017.



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6.4 The proposed Budget 2016/2017 includes two major construction projects that usher in significant

civic revitalisation for Banyule. In October 2015, we commenced construction of One Flintoff,Council’s new staff accommodation and community facilities on top of WaterMarc inGreensborough. The building is expected to be completed in December 2016 and will house staffcurrently located at our Ivanhoe, Rosanna and Greensborough offices. Relocating staff toGreensborough paves the way for the Ivanhoe Community Learning Hub which includes a first-classlibrary. A significant investment of $18.5m has been proposed over the next two years to deliver theIvanhoe Structure Plan (Civic Precinct Master Plan).

Council will continue to maintain and upgrade our city’s infrastructure by investing $8.5m this yearin roads, footpaths, bridges and drainage, an increase of 58.61% on the 2015/2016 forecast. We havealso allocated $3.8m to help improve our parks, gardens and playgrounds, including realigning theMain Yarra Trail, creating an environmental walk in Banyule Flats, construction of the Anthony BealeReserve regional playspace, and resurfacing Cyril Cummins outdoor hockey pitch.

Council has allocated funding to deliver tangible progress on other key priorities and initiativesincluding the ongoing development and implementation of our masterplans such as Price and Fordparks. The Darebin Precinct Community Infrastructure Plan will encompass the future needs of thecommunity across Darebin Creek corridor and Olympic Park Reserve to accommodate our growthareas and to support recreational needs. Other masterplans in implementation stage include the NJTelfer Reserve Masterplan and Kalparrin Gardens Masterplan.

To help safeguard our future, Council will continue to make a significant investment in renewingageing infrastructure. Asset renewal represents 65% of total capital expenditure proposed for2016/2017. Infrastructure, property, plant and equipment under the care of Council will reach $1.48billion by 2020.

Our robust financial position enables us to continue to deliver on the projects and services thatmake Banyule a great place to live in and respond to the challenges we are currently facing.

Cr. Craig LangdonMayor



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6.4Chief Executive Officer’s Summary

We are pleased to release the proposed Budget 2016/2017 to the community for comment andpublic submissions.

This Budget works in concert with our City Plan 2013-2017 to deliver the services, projects, andinitiatives that build a better Banyule. Council has developed Year 4 of the City Plan 2013-2017 andthe proposed Budget 2016/2017 with a focus on eight key areas that resonate strongly with ourcommunity:

• Fiscal sustainability – practice prudent financial management and responsibility within a newrate capping environment

• Effective communication – improve how we inform, engage and listen to the community• Environmental focus – protect and improve our environment and embrace sustainable

practices• Community building – work with the community to encourage participation, partnerships,

and reach its potential• Investing in infrastructure – ensure our city’s infrastructure meets community needs, today

and tomorrow• Prudent planning – use comprehensive planning frameworks, processes and reporting to

inform strategic decision making• Good governance – employ the best possible processes to operate transparently, efficiently

and make informed decisions• Advocacy – represent the community to secure services and funds from other levels of

government, organisations and agencies.

We continue to advocate and lobby for funding and grants to reduce the burden on ratepayers, andwork in partnership with local community groups, agencies and residents to overcome issues thatfall outside Council’s direct area of responsibility.

Forecasts over the next few years indicate a modest operating surplus which will go towardsdelivering our significant capital works program. For the long-term financial sustainability of Councilwe will continue to review our provision of services so that they remain relevant and accessible tothe community and achieve our long-term objectives that ensure we are building a better Banyule.

At Banyule, we continue to strive for excellence and look at ways for cost saving. By increasinglyengaging the community we ensure that we are planning, delivering and enhancing a range of servicesand programs that are relevant for today and look after tomorrow. The community’s valuablefeedback helps inform our work and shape Council’s direction, along with other factors such aslegislative changes, reviews of service standards, budget information and industry trends.

This Budget projects a surplus of $7.2m for 2016/2017. The average rate will rise by 2.5% in linewith the order by the Minister for Local Government under the Fair Go Rates System. This financialyear, total rates and charges will generate $93.8m.

One of our major projects this year is the construction of Banyule’s new staff accommodation andcommunity facilities above WaterMarc. One Flintoff will be completed in December 2016 and bringswith it many benefits, saving an estimated $1m in annual ongoing savings in net operating costs, andimproving productivity by bringing staff together from three offices. This project contributes to thebroader Greensborough Principal Activity Centre – Local Structure Plan aimed to revitalise andinfluence further planning and development within this precinct.



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6.4 We have developed a budget that is well balanced and funds the ongoing delivery of services to the

community and the continued investment in infrastructure assets primarily for renewal works. Thisincludes roads, footpaths, bridges, drainage, parks and playgrounds. We have generated ongoingadministration and operating efficiencies, and have been more prudent in finding savings.

I am confident that we will meet the challenges ahead in a rate capped environment and I lookforward to the delivery of the Budget 2016/2017 which maintains our high-quality services andinvests in upgrading our highly-valued community facilities and extensive public infrastructure.

Simon McMillanChief Executive Officer



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6.4Overview

1. Linkage to the City Plan (Council Plan)

The Annual Budget is developed within Council’s overall strategic planning framework. Thisframework guides the Council with information that aids in identifying community needs andaspirations for the long-term, in the Medium term (Council Plan) and short-term (Annual Budget).Objectives, key directions, initiatives and activities are used to allocate resources in a consideredmanner from this information.

Throughout the City Plan the way we use resources to achieve our objectives is described in threekey ways:

Services – This is the main stay of our work for the community. It captures the substantiveservice activities of Council that provide an outcome for the key direction within anobjective.

Partnerships and Shared Resources – This outlines some of the key partnerships with theCommunity, other levels of government and agencies to deliver on the key directions.

Key Initiatives – A summary list of initiatives which shows the Community practical examplesof the type of work that will be undertaking in 2016/2017. These initiatives are oftentargeted to achieve extra efforts in particular areas of emphasis, based on communityfeedback or particular issues that arise.

Our Budget describes what we will be achieving for our community in the coming year and what arethe financial resources allocated by Council to achieve this.

This budget describes the accountability to our community that is ensured through Audited Financialand Performance Statements (containing our key performance indicators) and our statutory annualreport 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 ourcommunity.

We use community information along with key demographic data, due reference to our legislativecontext 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 andeffectiveness. There are direct and obvious links between the broad range of information we gatherand the activities we fund to meet our strategic intent. We review this annually and re-assess ouractivities and areas of emphasis for our community on this basis.

Each year Council reconsiders the areas of emphasis outlined for its four year plan. These viewshave been considered and form the basis for the key initiatives to be funded in 2016/2017.

Fiscal sustainability – practice prudent financial management and responsibility within a newrate capping environment.

Effective communication – improve how we inform, engage and listen to the community.

Environmental focus – protect and improve our environment and embrace sustainablepractices.

Community building – work with the community to encourage participation, partnerships,and reach its potential.



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6.4 Investing in infrastructure – ensure our city’s infrastructure meets community needs, today

and tomorrow.

Prudent planning – use comprehensive planning frameworks, processes and reporting toinform strategic decision making.

Good governance – employ the best possible processes to operate transparently, efficientlyand make informed decisions.

Advocacy – represent the community to secure services and funds from other levels ofgovernment, organisations and agencies.

An overview of our consultation approach

We are committed to engaging with our local communities, and continually improving the ways thatpeople can have their say about the places they live, work and play, and the services they use.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.

We are proud of our commitment to consultation and engagement, which supports conversationsand greater understanding between Council and the community, and increases civic engagement andparticipation in community life.

Our four year City Plan (2013-2017) was developed in 2013 after extensive community consultation.Each year we review and modify the City Plan. We design our consultation approaches so thatcommunity feedback is included in the City Plan as it is reviewed and updated each year.

Our 2016 Engage, Discuss, Respond Consultation report outlines our consultation and engagementapproach and captures a range of consultation and engagement projects that have been conductedover the last eighteen months.

Consultation for Year 4 of the City Plan

From the development of the fourth year of our City Plan we have evolved our consultationapproach. During the past 18 months we conducted a broad range of consultations on a variety ofissues including Year 3 of our City Plan and other important strategic plans and a number of smallerlocal projects. We also worked closely with our community advisory committees who represent theneeds of particular community groups. This information has helped form our view on the projectsand services to be resourced and as such what will help form part of this year’s budget.

In addition to relying on consultation to inform specific projects, we also use the outcomes of all ourcommunity consultation to feed into the development of Year 4 of our City Plan.

We have also conducted a specific community engagement activity between November 2015 andMarch 2016 where our community had the opportunity to feedback how they felt about Council’sperformance and to share ideas about how to make Banyule an even better place to live.

Research

We use a broad range of research and data sources to inform the development of the City Plan.This means that we can interpret information from a broader range of people’s views.



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6.4Advisory Committees

As well as considering individual community views we consider a range of other consultationinformation that informs our planning. Council has appointed specific Advisory Committees whichprovide 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 ischanging and to plan for appropriate services. All of this information, combined with things such aslegislative changes, reviews of service standards, budget information and industry trends, help toshape the updated City Plan. Further details of how we consult and engage our community areincluded in the City Plan.

The Strategic Resource Plan

The Strategic Resource Plan outlines how Council will manage our financial and non-financialresources 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 forachieving the objective, and focus areas for the next four years

The ‘Management of our Human Resources’ section, which includes statements describingthe human resources required for the next four years

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

The plan also takes into account services and initiatives contained in plans adopted by Council, aswell as other information prescribed by the regulations.

The Strategic Resource Plan is prepared in accordance with the requirements of the LocalGovernment Act 1989 and the Local Government (Planning and Reporting) Regulations 2014, whichcommenced 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 ofthe 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, andcontinuous improvement. We value our staff and recognise the integral role they play in theprovision 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 theneeds of our community. These non-financial resources include: human resource management andorganisational development; knowledge management and information services; and assetmanagement stewardship.

We also undertake a number of internal planning roles to ensure we maintain the appropriatestrategic direction of our services.



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6.4 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 relatedlegislation.

Our Banyule Management System, which incorporates a certification program against three keyNational and International Standards in Quality, Occupational Health and Safety andEnvironmental Management.

A number of key supporting plans and internal policies that provide direction in importantsupport 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 sustainablemanner. Prudent management enables our staffing, physical resources and community services to bemaintained in a way that meets our community’s current and future needs. This includes developingsustainable income streams and financial independence, and rates that support the services andinfrastructure 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.

Our Rating Strategy is used to ensure that the Local Government Act’s rating objectives of ‘equityand efficiency’ are achieved. It is important that Banyule City Council has a Rating Strategy in placethat 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 servicequality and level. The balance between fairness, equity and financial security has been carefullyconsidered. The rating parameters set for the strategic outlook period through to 2020 areindicated currently on the basis of a 2.5% rate increase. This indicative rate is predicated on a ratecapping 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 Governmenton the extent of rate capping, this will be then matched with the community’s desire to maintaincurrent service levels versus a reduced rate environment.

Land is a finite resource in Banyule. Our Council is committed to ensuring that the effective use ofland resources benefits the whole community, as each land holding contributes to the sharedinfrastructure and services of Council. As such, Council differentially rates its vacant commercial and



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6.4residential 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 usedevelopment of land.

Banyule values appropriate commercial and industrial development. However, we also acknowledgean increased impact on our shared infrastructure by these developments. We choose todifferentially rate these properties to ensure an equitable outcome to infrastructure costs across ourcommunity.

We understand the shared value to our community of cultural and recreational lands. Councilsupports and encourages the development of this shared benefit by rating these properties at alower level.

We update the Strategic Resource Plan annually.



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6.4 1.1 Planning and accountability framework

Local Government Planning and Accountability Framework

Banyule City Council adheres to the Local Government Planning and Reporting Better PracticeGuide in the development of its strategic planning process:

“Statutory requirementsThe Planning and Accountability Framework is found in part 6 of the Act and in the regulations. Thelegislation 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 islater

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 makeup the planning and accountability framework for local government. It also shows that there areopportunities for community and stakeholder input and feedback at each stage of the planning and reportingcycle. 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 BetterPractice Guide’ (Local Government Victoria, May 2014), Department of Environment, Land, Waterand Planning (formerly Department of Transport, Planning and Local Infrastructure)



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6.41.2 Our Purpose

Vision (What we strive for)

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

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 tothe 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 4), being Banyule’s Council Plan.

Strategic Objective Description

1. People: Communitystrengthening andsupport

Support and strengthen the health and wellbeing of the Banyulecommunity.

2. Planet: Environmentalsustainability

Conduct Council activities in a sustainable manner, and practicesound stewardship of the natural environment to ensure itsdiversity, protection and enhancement.

3. Place: Sustainableamenity and builtenvironment

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

4. Participation:Communityinvolvement incommunity life

Govern effectively by appropriately engaging the community inissues that affect them, and advocating for the broader interest ofthe community.

5. Performance: Use ourresources wisely

Manage the financial and non-financial resources required for thenext 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 ‘FinancialResources’ section in the City Plan.)



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6.4 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’sobligation for the provision of a Municipal Public Health and Wellbeing Plan under the Victorian PublicHealth and Wellbeing Act 2008.

This City Plan is used as a vehicle for the strategic planning of the health and wellbeing of ourcommunity from Council’s responsibility perspective.

The City Plan is reviewed on annual basis with a further lens relating to the health and wellbeingoutcomes of our community. This is done to ensure compliance under the Victorian Public Health andWellbeing Act 2008 and to help improve health outcomes.

Banyule City Council’s work in Health Promotion

Banyule has chosen to meet our obligations to plan for the health and well-being of our communitieswithin our existing City Plan. The benefit of our approach is that health and wellbeing is integratedinto the decisions Council makes, for example in the services we provide and how places and spacesare designed. Integrating our legislated obligations for a Municipal Public Health and Wellbeing Plan(MPH&W Plan) within our City Plan has cut down on an additional, unnecessary layer ofadministration.

However, by representing these actions at a higher level our actions and achievements are notreadily apparent as these are incorporated within lower level plans, e.g. the Recreation Plan,Community Safety Plan, and Inclusion Access and Equity Plans.

Whilst it remains beneficial for Council to recognise that there is a health and wellbeing impact inmost decisions that are made on behalf of our Community (e.g. service delivery, the development ofinfrastructure, open spaces, etc.), it is useful to identify some health promotion priorities to be ableto better track and monitor progress. We also need to ensure that we are taking action on the keyareas that we know make a difference in the long (and short term) to people’s health and wellbeing,and in particular the issues that have been shown to lead to the most deaths and illness. These aretypically related to what are called ‘lifestyle diseases’ and are identified within state and federalgovernment priorities.

Over the next 6 months we are mapping current Council activity in each of the following issues:

Physical Activity Nutrition Heatwave Sunsmart Alcohol, Tobacco and other drugs Mental health – including social connection and social support activities

Separate summaries and action plans will be developed for each of these six issues.

These action outcomes are reported separately to the Victorian Department of Health & HumanServices.

2. Services, Initiatives and Service Performance Indicators



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6.4This section provides a description of the services and initiatives to be funded in the Budget for the

2016/2017 year and how these will contribute to achieving the strategic objectives specified in theCouncil Plan as set out in Section 1. It also includes a number of initiatives, major initiatives andservice performance indicators. The Strategic Resource Plan (SRP) is part of and prepared inconjunction with the Council Plan. The relationship between these components of the Budget andthe 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 andLocal Infrastructure)



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6.4 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 usestrategic indicators to measure our achievements.



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6.4

2.1 Strategic Objective 1

PEOPLE: COMMUNITY STRENGTHENING ANDSUPPORT – Support and strengthen the health andwellbeing 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 theabsence of disease. Health and wellbeing can be supported at any age through individual and publicpolicy measures. Wellbeing is fundamental to quality of life, quality of human relationships and thecapacity to participate in education, work, recreation and the community.

We are committed to improving the health of our community and identifying and minimising threatsto 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 ofHealth & Human Services and Banyule Community Health, with whom we work closely.

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

1.1 Promote and support health and wellbeing1.2 Provide services for people at important life stages1.3 Develop and promote safety and resilience in our community1.4 Celebrate and promote Banyule’s diversity and heritage1.5 Support people to achieve their economic potential1.6 Plan and prepare for emergency events.



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6.4 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 areaare described below. For further information on key capital works projects and initiatives associatedwith this objective please refer to Section 6 (Detailed List of capital works) of this Budget document.

Services:

BusinessArea

Description of services provided Expenditure(Revenue)Net Cost

$’000

Health,Aged andCommunityPlanning

Provision of the following to support, protect and enhance thecommunity’s health and wellbeing:

Aged and Disability Services: Services for Older Persons andPeople with a Disability - service access and assessment, socialsupport, assisted transport, home care, delivered meals, respitecare, personal care, property maintenance, Senior CitizensCentres and Age Friendly City.

Health Services: Environmental Health - food safetyenforcement & education and immunisation. Public Health -neighbourhood complaints (nuisance), Health Protection -tobacco, infection control, heatwave planning, prescribedaccommodation, domestic wastewater management and publichealth emergency management.

Community & Social Planning: Supporting Council’scommunity consultation and engagement, demographic dataanalysis and Council’s direct service delivery areas. SupportingCouncil’s commitment to inclusion, access and equity, MunicipalPublic Health & Wellbeing Plan, Advocacy, support and planningon key social issues.

11,635(6,662)4,973

Leisure,Recreationand CulturalServices

Provision of the following to the municipal community/populationas a whole:

Leisure & Cultural Services: Art collection management,culture and heritage development, festivals and cultural events,leisure programs for older adults, leisure programs for peoplewith disabilities, sports pavilions and ground allocations, supportfor Neighbourhood Houses, community halls for hire andcommunity buses for hire.

Facility & Contract Management: The Centre Ivanhoefunction centre, library services, leisure facilities including:Ivanhoe Golf Course, swimming pools including Watsonia Pool,WaterMarc and Macleod Recreation Centre.

Banyule Leisure Facility Management: Ivanhoe Aquatic andFitness Centre, Olympic Leisure Centre and Macleod NetballStadium.

14,692(8,257)6,435



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6.4

Services (continued)

BusinessArea


$’000

Youth andFamilyServices

Provision of the following to families, children and youth:

Youth & Family Strategic Management: MunicipalRecovery Management, Banyule Child, Youth and Family Plan.

Early Years: Child care centres, early childhood facilitiesmanagement and capital works program, Early Years Networksfacilitation, Kindergartens and Universal Access, KindergartenCentral Enrolment, Maternal and Child Health Services, InclusionSupport Facilitators.

Youth & Community Partnerships: Jets Studios, CommunitySupport and Resource, Youth Services, Banyule After HoursYouth Outreach Service (Link-U), Community Safety (includingGraffiti Management), Community Liaison, Community Building(formerly Metro Access), Community Development Grants,Employment Programs, Trust Management, VolunteerRecognition Awards, Place Management – Project 3081.

10,141(5,067)5,074

Initiatives:People: Community Strengthening and Support

Key Direction: 1.1 Promote and support health and wellbeing

Our focus areas

We will:

1.1.1 Develop engaged and responsive recreation, leisure and arts

1.1.2 Protect the community against preventable diseases and hazards associated withfood, water and the environment

1.1.3 Build community capacity to support and create opportunities for all people to livehealthy and fulfilling lives.

Initiatives to deliver our key direction

• Undertake mapping work that will enable Council’s activities to be clearly identified (withassociated work plans and measureable outcomes) in each of the following health priorities:

- Physical activity - Mental health

- Nutrition - Alcohol

- Sunsmart - Tobacco

- Heatwave - other drugs



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6.4 • Review the Women in Sport Policy and provide a draft policy for Council consideration.

• Work in partnership with the state government to leverage opportunities for investment anddevelopment projects which create opportunities for girls and women in Banyule, including:

− Develop female friendly change rooms at Olympic Park pavilion

• Adopt and implement a Play-space plan that provides a strategic vision for appropriate playspaces for our community to meet and recreate at, including:

− Continue the delivery of a regional play space at Anthony Beale Reserve.

− Deliver improvement works to open space facilities across the municipality (e.g. HeidelbergPark, Malahang Reserve, Ford Park)

− Continue the playground replacement program, redeveloping playgrounds in local parksacross Banyule

• Provide affordable recreation opportunities through our libraries, community halls, parks,community hubs and leisure centres.

− Commence construction of the Ivanhoe Library and Community Learning Hub

− Continue our investment in developing, improving and maintaining Council’s Aquatic andLeisure Centres

Key Direction: 1.2 Provide services for people at important life stages

Our focus areas

We will:

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

1.2.2 Support older people to live independently


• Continue strategic planning work to outline Council’s priorities and direction in relation tomaking Banyule an Age-friendly place to live, including:

− Increase opportunities for older adults to participate in Banyule’s services and programs

− Continue to apply universal design (access for all) approaches to Council’s infrastructureand facilities

• Prepare, implement and reorientate Council’s aged services in response to the national AgedCare Reforms

• Support the community’s transitional needs associated with the introduction of the NationalDisability Insurance Scheme (NDIS).

• Seek opportunities for partnership with Headspace on the establishment of their office inGreensborough in 2016

• Sherbourne Rd children’s hub investigation and development plan

• Deliver innovative activities, programs and support that assist in the development and emergingneeds of young people and the community



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6.4Key Direction: 1.3 Develop and promote safety and resilience in our community

Our focus areas

We will:

1.3.1 Support, address and advocate for community safety

1.3.2 Support, address and advocate for Preventing Violence Against Women

1.3.3 Support, address and advocate for graffiti prevention and education

1.3.4 Provide and advocate for important infrastructure improvements that add to a saferenvironment


• Implement year 2 of the Preventing Violence Against Women Strategy

• Complete implementation of year 4 of the Safer Banyule Plan and develop the 4 year plan for2017-2020.

• Implement traffic safety improvements, including:

− Deliver school crossing improvements through the construction of raised pavementcrossings in Yarra Street, Heidelberg, Warren Road, Viewbank and Greenhill Road,Greensborough

− Further improved traffic safety measures in Burgundy Street, Heidelberg between UpperHeidelberg Road and Mount Street to promote pedestrian safety and lower speeds

− Undertake improvements to the Grimshaw Street/ Flintoff Street intersection,Greensborough in a partnership project with the transport Accident Commission andVicRoads

− Provide road safety improvements at selected locations including Yallambie Road/TarcoolaDrive, Yallambie; Berkeley Avenue/Halifax Avenue, Heidelberg; Liberty Parade Heidelberg;Watsonia Road, Watsonia; and McCrae Road, Rosanna

− Introduce extended line-marking for on-road bike routes across the designated PrincipalBike Network in conjunction with our road re-sheet program

• Implement key infrastructure initiatives to improve community safety, including:

− Continue to implement the footpath replacement program

− Renew and replace retaining walls in our open spaces, road reserves, in Lower Plenty, andat the Ivanhoe tennis courts

− Improve and maintain fences in line with the fence asset replacement program and througha safety fence for baseball at Loyola

• Implement year 2 of the Graffiti Management Strategy & Action Plan 2015-2018.



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6.4 Key Direction: 1.4 Celebrate and promote Banyule’s diversity and heritage

Our focus areas

We will:

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

1.4.2 Plan, celebrate and work with our diverse community to reduce prejudice and socialdisadvantage through inclusion and community education.


• Develop and implement opportunities to celebrate and preserve Council’s cultural and heritageassets – indigenous, cultural and environmental

• Improve the preservation of the Banyule art collection and heritage assets, including:

− Implement the Public Art Strategy

• Maintain active community engagement programs to encourage greater use of leisure centres byunder-represented groups such as people from culturally diverse backgrounds, people withdisabilities and those from Aboriginal and Torres Strait Islander background, and provide anannual report to Council in relation to the success of the ‘active engagement’ program in June2017.

• Deliver, host and participate in a range of community events that celebrate and showcasediversity, including:

− International Day of People with Disability on 3 December 2016

− Council participation in the Gay and Lesbian Pride March in January 2017

− Cultural Diversity Week in March 2017

− International Day Against Homophobia and Transphobia in May 2017

− A smoking ceremony and flag raising to mark Sorry Day in May 2017

− Aboriginal and Torres Strait Islander culture during National Reconciliation Week from 27May to 3 June 2017.

Key Direction: 1.5 Support people to achieve their economic potential

Our focus areas

We will:

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


• Support the Banyule Nillumbik Local Learning and Employment Network by way of in-kindparticipation, particularly now that greater certainty has been achieved in relation to ongoingfunding (State and Commonwealth) provision.

• 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.



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6.4− Build a business focussed social media presence

• Deliver an annual 'people’s choice' Banyule Business Awards program.

Key Direction: 1.6 Plan and prepare for emergency events

Our focus areas

We will:

1.6.1 Strengthen community resilience

1.6.2 Maintain operational readiness


• Facilitate and participate in the training and exercise program co-ordinated by the North WestMetropolitan Region Emergency Management Collaboration (Melbourne City Council to hostthe 2016 exercise)

• Undertake an internal pandemic exercise to explore the links between municipal emergencymanagement and business continuity and verify organisational readiness capacity

• Implement Council's Disaster Resilience Strategic Plan, including:

− Educate and prepare the community for emergency events taking an all hazards approach.

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

• Review and promote Council's public health emergency management preparedness within adisaster resilience framework.

• Continue to prepare for emergency events through education and raising communityawareness, including:

− Code Red preparedness –support and educated clients about service changes in bush firezoned areas on Code Red Days

− Prevention – advocate and encourage good personal hygiene and vaccinations to helpprevent the spread of infections (e.g. outbreaks/ pandemic)

− Preparedness – increase awareness of risks of extreme heat (especially vulnerablecommunities)

Indicators:

How we will measure our performance against this objective is detailed in the combined Indicatorstable at the end of this section, titled ‘Indicators – Measuring our performance’



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6.4


2. PLANET: ENVIRONMENTAL SUSTAINABILITY –Conduct Council activities in a sustainable manner, andpractice sound stewardship of the natural environment toensure its diversity, protection and enhancement.

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

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

2.1 Protect and enhance our natural environment2.2 Conserve water and improve stormwater quality and impact2.3 Deliver appropriate action on climate change2.4 Avoid waste generation2.5 Act as environmental stewards

To achieve our objective of Planet - Environmental Sustainability, we will continue to plan, deliverand improve high quality, cost effective, accessible and responsive services.


Services:

Business Area Description of services provided Expenditure

(Revenue)

Net Cost

$’000

Transport,Sustainabilityand MunicipalLaws –EnvironmentalSustainability

Provision of the following to support council’s directservice delivery areas, and municipal community as awhole:

Environmental Planning: Planet: EnvironmentalSustainability Policy & Strategy and supporting plans, energyand water efficiency, environmental stewardship educationand publications, Wildlife Corridor Program, State of theEnvironment reporting, maintaining EnvironmentalManagement System (in accordance with ISO14001),Significant Tree Register, Banyule Environment AdvisoryCommittee (BEAC).

608

-

608



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6.4Services (continued)


(Revenue)

Net Cost

$’000

Parks andGardens

The provision of the following to the municipal communityas a whole:

Strategic: Parks and Gardens strategic management,strategy development for public open space, Public OpenSpace Strategic Plan, master planning of reserves andRegional Playgrounds, and shared trail development.

Horticulture: Design, construct and maintain ofplaygrounds, sports fields, irrigation, landscape, park assets,garden beds, paths, (includes weed control and councilnursery operations).

Tree Care: Street and park tree maintenance, pest anddisease control, tree replacement and planting, treeremoval, tree root control, assessment for council trees,nursery operations for plant propagation.

Bushland: Environmental education, environmentalmanagement, flora and fauna recording and habitatrestoration, noxious weed control, development of wildlifecorridors, maintenance, construction, restoration andprotection of bush reserves and rivers, community plantingdays, Friends Group working bees.

Parks Maintenance: Mowing of active and passive parksand reserves, passive reserve maintenance, active reservemaintenance, half cost fence replacement, litter control inparks, maintenance of dog tidy bins, fire hazard control,maintenance and mowing of Right of Ways.

10,092

(100)

9,992

Operations -WasteManagementand Cleansing

Provision of the following to municipal households:

Waste Management: Strategic Waste Management,Metropolitan Waste Management Group member,Banyule-Visy Material Recovery Facility, Rethink CentreEducation Programs, Outreach Education Programs, wasteservice support, Waste Recovery Centre (Transferstation), garbage collection, recycling collection, greenwaste collection, Hard rubbish collection, Bundled branchcollection, Commercial waste collection, Parks andreserves waste collection.

Cleansing: Mechanical footpath sweeping of shoppingcentres, Mechanical sweeping of sealed roads, Cleaning ofpublic toilets and BBQ’s, Inspection and clearance ofdrainage pits, Maintenance of litter trap program, Litterclearance from shopping centres, Litter collection,Removal of dumped rubbish, Removal of dead animals fromroads, Syringe removal, drain cleaning.

13,540

(6,008)

7,532



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6.4 Initiatives:

Planet: Environmental Sustainability

Key Direction: 2.1 Protect and enhance our natural environment

Our focus areasWe will:

2.1.1 Protect wildlife corridors and enhance waterways and wetlands

2.1.2 Protect and plant trees and appropriate vegetation

2.1.3 Improve the policing of litter and waste dumping


• Continue to strategically plan and manage the future of the Darebin Creek valley fromBundoora Park to Banksia Street, working in partnership with Darebin Council, LatrobeUniversity, Metropolitan Planning Authority, Department of Health and Human Services andDepartment of Environment Land Water and Planning.

• Conduct environmental management planning, including:

− Implement the findings of the Banyule Flats and Warringal Parklands ecological assessment.

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

− Biodiversity initiatives for priority bushland reserve management plans - Montmorencybushland reserves

− Wildlife Corridor Program initiatives such as: the buy one get one free plant program,school and resident education program, and planting days

− Commence investigation into environmental flows into Banyule Billabong with MelbourneWater and Parks Victoria.

• Conduct environmental management works, including:

− Weed control and planting to maintain the existing revegetation works along DarebinCreek, Plenty River and Yarra River

− De-siltation and revegetation works at the Banyule Flats Stormwater pond, and weedcontrol and pond de-siltation of the water body in Binnak Park

− Post-burn weed control and site management works, and vermin control in bushlandreserves

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

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

− Implement the Urban Forestry Policy and Strategic Plan actions to improve the quality andquantity of the City’s urban forest

− Inspect and protect our treed environment in public places through Council’s Parks andGardens service area

− Work with the Banyule community to broaden our understanding of the benefits andimportance of our urban forest, and increase our connection to them.

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

• Develop, review and implement major vegetation strategies



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

− Renew trails and pathways in our reserves and bushland

− Continue to implement works at Ryans Road Conservation Reserve

− Extend our BBQ replacement and renewal program in parks

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

− Comply with Electricity Safety (Electric Line Clearance) Regulations 2015 (additional treeremoval and pruning), and conduct Routine Street Tree Pruning through the existing TreeManagement 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 forestpopulation on nature strips, road reserves, parks and reserves

− Continue Tree Condition Risk Assessments and Works for Council Community ServicesProperties, and along 34 kilometres of Shared Trail network and in playgrounds, BBQ's andpark shelters

− Conduct Significant Tree Monitoring - condition inspections on trees on private land listedon the Significant Tree Register - includes advice to owners about hazards andmanagement recommendations.

• Continue to implement enforcement strategies for litter and illegal dumping and promote thebenefits of the program, including the use of demountable cameras for surveillance at problemsites where rubbish dumping occurs.

• Ensure a renewed focus on enforcement for our Building Sites in line with the new Local LawNo. 1, specifically targeting spoil on roads, dust and noise control, illegal building works andout-of-hours activities.

• Increase community awareness of our hard rubbish and green waste collection programs tominimise illegal dumping, including:

− Reduce the impact of dumped rubbish occurrences, including increased pick-ups andenforcement.

Key Direction: 2.2 Conserve water and improve stormwater quality and impact

Our focus areas

We will:

2.2.1 Increase Council's water use efficiency

2.2.2 Improve our urban drainage and stormwater management


• Provide ongoing development and maintenance of warm season grassed playing surfaces, andmaintenance of oval and sports field irrigation, including:

− Replace the non-operational irrigation system and implement warm seasons grassconversion at Banyule Flats North soccer pitch

− Install a new Irrigation system at Burkitt Oval, Heidelberg

− sprinkler and drainage replacement



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6.4 − irrigation flow sensors and technology renewal

− installation of back flow prevention devices

• Commence concept design work for the next Stormwater Harvesting project to meet theSustainable Water Use Plan priorities.

• Continue the investigation and implementation of the Capital Works Program at prioritylocations identified by the Municipal Wide Drainage Network Capacity Study, including:

− Stormwater Management Mitigation Works - Elmo Rd Drain Catchment and Lower PlentyDrain Catchment - Detailed design of priority project

− Wilfred Road East Ivanhoe 600mm drain augmentation

− Minor Drainage Works - Minor pipe augmentations and associated pit improvements toaddress localised drainage issues

− Drainage Hot Spots - pit replacements and modifications to improve stormwater capture

• Integrate water sensitive urban design (WSUD) techniques into the delivery of our DrainageCapital Works Program.

• Advocate to the Environment Protection Authority (EPA) for state-wide consistency for septictank systems to ensure minimisation of environmental impacts.

Key Direction: 2.3 Deliver appropriate action on climate change

Our focus areas

We will:

2.3.1 Reduce our contribution to climate change by reducing Council’s energy use andimproving efficiency of use.


• Implement priority actions from the energy plan as part of Council’s ongoing focus of reducingand minimising energy use, and to achieve our target of carbon neutrality by 2019/2020,including:

− Improve energy efficiency in Council buildings

− Install solar panels

− Increase fuel efficiency in Council’s fleet

− Contribute funds to the Northern Alliance for Greenhouse Action and Positive Chargeprogram for residents

− Continue to purchase green power for 10% of Council’s major streetlights.

• Ensure a high standard of Environmental Sustainable Design (ESD) is incorporated into OneFlintoff, Council’s new staff accommodation and community facilities in Greensborough.

• Conduct a solar panel pilot project as part of a Home and Community Care climate changeinitiative to facilitate older people’s access to renewable energy and to reduce the cost burdenassociated with power bills.

• Review processes and capacity for services to respond to extreme climate events and weatherpatterns (e.g. storm events, drought, and heat) to enhance the resilience of our community.



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6.4• Deliver the public lighting pole replacement program with an emphasis on new technology and

solar powered lighting in Council’s sports-fields.

Key Direction: 2.4 Avoid waste generation

Our focus areas

We will:

2.4.1 Discourage waste to landfill

2.4.2 Identify and implement viable recycling opportunities

2.4.3 Advocate for increased use of environmentally beneficial technologies and services inthe community


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

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

− Update existing waste bin enclosures

• Implement recommendations adopted in the review of the Waste Management service:

− Implement the improvement plan for kerbside collection services including theIntroduction of technology

− Undertake a review of the Waste Recovery Centre

− Continue the development of the Dumped Rubbish and Litter Strategic Plan.

• Continue to investigate new opportunities for recycling waste.

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

• Continue to implement waste avoidance and resource recovery programs to residents, schoolsand community groups.

• Increase Waste Education Service participation at major Banyule festivals and events.

• Promote ‘onsite at-source’ food waste avoidance solutions to the community, including: wormfarms, compost bins, and emerging waste reduction technologies.

• Work with other departments and the Office of Housing to continue to manage the ongoingissue of dumping of rubbish.

Key Direction: 2.5 Act as environmental stewards

Our focus areas

We will:

2.5.1 Manage recreation and open spaces in an environmentally sustainable way

2.5.2 Support community and business to protect and enhance the environment



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6.4 Initiatives to deliver our key direction

• Continue to provide priority weed and pest control to bush reserves and waterway reservesinvolving 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

• Continue to maintain and improve ecological aspects at the Ryans Road conservation reserve

• Implement Council’s Planet: Environmental Sustainability Policy and Strategy

• Continue stewardship programs that educate the community about environmental sustainability,including the Sustainable Homes and Communities program, Spring Outdoors, WildlifeCorridor Program and Positive Charge

• Implement the Biodiversity, Water Sustainability, Energy Saving, and Environmental Stewardshipplans

• Deliver a continued certification program against ISO 14001 Environmental Managementstandards, including Council’s organisational Enviro Reps, communication and targeted projects.

Indicators:




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6.4


3. PLACE: SUSTAINABLE AMENITY AND BUILTENVIRONMENT – Maintain and enhance thequality of Banyule’s public spaces, buildings andinfrastructure for people who live, work, shop, playand move around in our city.

‘Place’ describes the buildings, structures and spaces in which we live, work, shop and play. It isabout our surroundings, how we interact with and move about within them. ‘Place’ also shapes ourinteractions with others and influences the quality and frequency of our social and economicactivities. ‘Place’ is dynamic and influenced by many factors, most notably the aspirations oflandowners and statutory approval systems that are governed through State and sometimes Federaldecision 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 live3.2 Strengthen local activity and employment areas3.3 Support thriving commercial and retail activity3.4 Enhance Banyule’s public and open spaces3.5 Support sustainable transport

To achieve our objective of Place - Sustainable Amenity and Built Environment, we will continue toplan, deliver and improve high quality, cost effective, accessible and responsive services.


Services

BusinessArea


$’000

CapitalProjects

Provision of the following to support council’s direct servicedelivery areas, and to the municipal community as a whole:

Capital Works management and reporting, projectmanagement and contract supervision for building worksprojects, and major civil and building works, road resurfacing,pedestrian trail maintenance, bike path maintenance, roadsconstruction and reconstruction projects, scheduled buildingmaintenance, unscheduled building maintenance, airconditioning maintenance, vandalism repairs and graffitiremoval from council buildings

4,990

-

4,990



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6.4 Services (continued)

BusinessArea


$’000

Assets andInfrastructure

Provision of the following to the municipal population as awhole:

Asset Management: Strategic Asset Management,programming for road and footpath (pavement)maintenance, Capital Works planning, strategic drainagemaintenance, Asset Management plans, asset inspection andprotection, Memorandum of consents and roadinfrastructure 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 Planimplementation, pedestrian bridge maintenance, supervisionof new sub-division and supervision of unit developments.

4,066

(336)

3,730

UrbanPlanning andBuilding

Provision of the following to landowners, builders anddevelopers:

Development Planning: Statutory planning (land use anddevelopment including tree removal), subdivisions, planninginvestigations and enforcement.

Building Services (Bpi): Municipal Building Surveyor,building permits and inspections, building investigations andenforcement.

Provision of the following to support council’s direct serviceareas, and to the municipal population as a whole:

Strategic Planning: Planning Scheme Amendments,Neighbourhood Character & Activity Centre Planning,Heritage Planning for Planning Scheme, creating andreviewing place based policies, strategies and guidelines.

5,606

(4,991)

615

Transport,Sustainabilityand MunicipalLaws –MunicipalLaws,Transport &DevelopmentEngineering

Provision of the following to road users, pet owners, parentsand municipal community as a whole:

Municipal Laws: Animal management, parking control andenforcement, fire prevention, school crossing supervision,Local Laws compliance and enforcement, building sitescompliance and enforcement, residential parking permits,disabled parking permits, footpath trading.


Transport and Development Engineering: Transport,engineering design, drainage and infrastructure approvals,sustainable transport, transport engineering and planning,drainage & developments engineering.

4,807

(4,035)

772



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BusinessArea

Description of services provided Expenditure

(Revenue)

Net Cost

$’000

Property andEconomicDevelopment

Provision of the following to businesses and industry:

Economic Development: Business attraction andretention, investment facilitation, special rate and chargescheme facilitation, labour market development, businesssupport services, activity centre streetscape master planningand business planning, economic development policy andstrategy.


Valuations: Statutory property rating valuations.

Property Services: Property portfolio managementincluding the management of commercial and residentialleases, acquisition and disposition of property,discontinuances and associated sale of unused roads.

Strategic Property Projects: Strategic propertydevelopments including major projects involving Council land.

Land Information Systems: Geographical InformationSystem facilitation and corporate property informationmaintenance.

1,820

(1,404)

416

Initiatives:Place: Sustainable Amenity and Built Environment

Key Direction: 3.1 Maintain and improve Banyule as a great place to live

Our focus areas

We will:

3.1.1 Promote the preferred character of neighbourhoods and preferred places fordevelopment

3.1.2 Encourage greater diversity and sustainability of housing

3.1.3 Promote the improved design of local neighbourhoods to enhance ease ofmovement and access to goods, services and employment

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

3.1.5 Encourage the community to contribute to the greening of Banyule



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6.4 Initiatives to deliver our key direction

• Uphold the principles as set out in Banyule’s Neighbourhood Character Strategy and work withand advise new applicants on the best way in which to sensitively develop property in Banyule,including:

− Improve communication to residents and developers in relation to neighbourhoodcharacter outcomes.

• Monitor the effectiveness of the new residential zones for the Neighbourhood Residential Zonein the Banyule Planning Scheme.

• Continue planning, development and implementation of Council’s parking plans, and deliverPlanning Scheme Amendments (PSA) for Parking Overlays, including:

− Prepare a PSA for Ivanhoe Car Parking Plan

− Finalise the PSA for Heidelberg Car Parking Plan

− Commence a PSA for Greensborough Car Parking Plan

• 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’sC73 proposal for an ESD policy in the Banyule Planning Scheme.

• Continue Council’s current program of Environmentally Sustainable Development Assessmentsfor all multi dwelling development applications (3 or more dwellings).

• Review and recognise outcomes in relation to Banyule’s Liveable Housing Project and approachto Environmental Sustainable Development

• Continue to apply Council’s Liveable Housing Guidelines to improve the accessibility of newhousing.

• Continue working with the Metropolitan Planning Authority on the LaTrobe NationalEmployment Cluster to support:

− Heidelberg West's urban renewal and continued economic development for Heidelberg, asdescribed in a framework for the cluster's future

− An update of the Planning Scheme’s Municipal Strategic Statement (MSS) to provide for thecluster’s framework

− Investigating the feasibility of future Developer Contributions for the sustainableinfrastructure development of Banyule.

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

• Deliver a program of major Pavilion refurbishments:

− Telfer Reserve Pavilion

• Develop and deliver Infrastructure Assets Renewal Programs and reduce our renewal gap.

• Look to maintain and improve our local road network infrastructure, including:

− Deliver our Local Roads Re-sheet and Rehabilitation program to improve over 35 roads

− Conduct line marking in conjunction with road re-sheets and design and construct bicycleparking facilities to improve bicycle travel opportunities

− Deliver improvement initiatives for localised traffic infrastructure and school crossings

− Continue the Roads to Recovery program



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6.4− 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 onfootpath renewal

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

• Implement the Street Tree Planting Plan (a sub-plan of the Urban Forestry Policy and StrategicPlan)

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

• Consider, develop and deliver a range of Community Garden initiatives.

Key Direction: 3.2 Strengthen local activity and employment areas

Our focus areas

We will:

3.2.1 Encourage investment that supports local jobs growth

3.2.2 Support the regeneration of postcode 3081

3.2.3 Create community hubs at Ivanhoe and Heidelberg West

3.2.4 Develop plans that encourage investment and development opportunities for growthand regeneration of business and employment


• Finalise the Banyule Economic Information Base and implement business investment, retentionand attraction initiatives.

• Co-ordinate a strategic cross-council approach to identifying and meeting the needs of the 3081community, including social, economic and infrastructure issues such as:

− Post Neighbourhood Renewal Mainstreaming approach in Heidelberg West

• Utilise the construction of the Ivanhoe Learning Hub together with Ivanhoe library as a keycatalyst for the continued local vibrancy of the Ivanhoe precinct

• Explore further opportunities for Community Hubs which are inclusive of Aged Services, andwhich reflect the principles of Age-Friendly Banyule.

• Implement year two actions of the Banyule Economic Development Plan.

• Deliver community information services at Shop 48 –The Mall West Heidelberg andcommunicate the services and benefits to the community and seek the growth of partnershipsand sustainable activity.



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6.4 Key Direction: 3.3 Support thriving commercial and retail activity

Our focus areas

We will:

3.3.1 Support activity centres to enhance local retail and commercial activity

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


• Continue to support local shopping centres through the Special Rates and Charge schemes

• Continue shopping centre maintenance, including

− Finalise detailed streetscape designs for Heidelberg Central.

− Commence concept plans for the beautification of Rosanna Village.

− Assist with the implementation of actions contained in the trader association developedRosanna Village Place Improvement Report.

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

• Develop greater rapport with local real estate agencies to deliver improved retail andcommercial mix outcomes within each of Banyule's activity centres.

• Implement investment attraction initiatives that position Banyule’s business precincts as vibrantand competitive commercial centres, including:

− Piloting of new busking arrangements.

Key Direction: 3.4Enhance Banyule’s public and open spaces

Our focus areas

We will:

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

3.4.2 Provide and maintain well designed public spaces that have great public amenity, areaccessible and strengthen community connections

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


• Finalise and commence implementation of the renewed Open Space Strategy (Strategic Plan),including:

− Create the planning scheme amendment for the Open Space Strategy

− Provide input to the Metropolitan Planning Authority’s work on a metropolitan open spacestrategy

• Continue to implement the Darebin Parklands Master Plan including contributing to signage,seats and facilities

• Manage Council’s open spaces, including:



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

− Implement the Pedestrian Bridge Replacement program, including:

Replace standard handrails with collapsible handrails on Pedestrian Bridges

Conduct a survey, investigation and design for Banksia Street pedestrian bridge

Replace bridge at Banyule Flats reserve

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

Replace components such as handrails, decks, and sub-structures.

• Continue to deliver a co-ordinated across Council approach to dealing with the increasingproblem of rubbish dumping in parks and other public places.

• Maintain and improve equipment for sporting facilities, including:

− Deliver the all seasons cricket pitch replacement program

− Baseball cage works in Loyola Reserve, Bundoora

− Plan for the redevelopment the oval and ground at Montmorency Football Club

− Works on two courts at Yallambie Tennis Club

− Batting tunnel, lighting and storage works Research Lower Plenty Baseball Club, GlenAuburn Reserve.

• Continue to investigate the options for smoke free areas within the municipality

• 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 theprinciples of Age-Friendly Banyule.

• Increase, enhance and improve public open space where appropriate to cater for Banyule’sprojected increases in population growth and density.

Key Direction: 3.5 Support sustainable transport

Our focus areas

We will:

3.5.1 Develop an integrated transport plan for Banyule

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

3.5.3 Encourage walking, cycling and public transport use

3.5.4 Improve parking management in activity areas


• Implement the appropriate actions identified in 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 StateGovernment, will need to progress to help deliver this vision, including



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6.4 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 forthe LaTrobe National Employment Cluster

− Considers access to transport, informed by principles according to the World HealthOrganisation (WHO) Age Friendly Guidelines, and taking into account the needs of peopleof all abilities.

− Advocates for increased investment in sustainable transport and for improvements topublic transport that will benefit local residents including: Orbital bus routes and thefrequency, appropriateness and capacity of public transport options available in Banyule

• Plan for and deliver a major shared path bicycle link through Banyule from the Plenty River trailto Plenty Road, including:

− Deliver a shared path bicycle link along the power easement connecting the trail toWatsonia Road, Watsonia

• Continue the off-road path renewal and development of the Banyule Shared Trail Network (forwalking and bicycles) through the implementation of the Northern Regional Trails Strategy andthe shared trail asset management plan, including:

− Develop detailed designs for future shared trail projects

− Renew shared trail feeder paths

− Continue enhancement of the Banyule Flats shared trail bike path and environmental walk

• Develop a Walking Strategy in line with the International Charter for Walking

• Implement travel behaviour change programs to improve walking, cycling and public transportuse in priority areas, including

− Introduce a walking, cycling and public transport use category for Environmental Grants

− Implement the Green Travel Plan for Council’s operations.

− Co-ordinate promotional events about Sustainable Transport, including Ride to Work,Ride to School, Walk to School.

Indicators:




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6.4


4. PARTICIPATION: COMMUNITYINVOLVEMENT IN COMMUNITY LIFE – Governeffectively by appropriately engaging the communityin issues that affect them, and advocate for thebroader interest of the community.

‘Participation’ is about how people get involved in the community and community activities, howthey have a say on issues important to them, and how Council listens to and involves people indecision making and planning. Participation also involves Council advocating with and on behalf of thecommunity on issues out of Council’s direct control. Supporting ‘Participation’ is central to goodgovernance.

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

4.1 Engage meaningfully with our community4.2 Encourage diverse and inclusive community participation4.3 Advocate on behalf of our community4.4 Provide outstanding communications and customer service

To achieve our objective of Participation - Community Involvement in Community Life, we willcontinue to plan, deliver and improve high quality, cost effective, accessible and responsive services.




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6.4 Services


(Revenue)

Net Cost

$’000

GovernanceandCommunication

Provision of the following to support council’s direct servicedelivery areas:

Governance: Corporate Governance and complianceincluding Council Meetings, CEO & Councillor administration, Freedom of Information and Protected Disclosure (Whistle-blower), Council Elections, Councillors support and training,Council Office Management, Cemetery management forWarringal & Greensborough Cemeteries.

Customer Service: Customer Service to community andinternal units, management of Customer Service Centres,Organisational customer service standards, Customerrequest management and reporting, Receipting procedures.

Communications: Public relations and marketing, websiteand social media, media liaison, corporate communicationsplan, corporate identity, advertising, publications, promotionand events support.

4,467

(150)

4,317

Executive Provision of the following to support council’s direct servicedelivery areas, and to the municipal community as a whole:

Executive services.

2,049

-

2,049



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6.4Initiatives:

Participation: Community Involvement in Community Life

Key Direction: 4.1 Engage meaningfully with our community

Our focus areas

We will:

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

4.1.2 Ensure we actively engage with under-represented groups in ways that are of valueto them.

4.1.3 Enhance our relationship and work in respectful partnership with the traditionalcustodians of Banyule, the Wurundjeri people, identified elders and other Aboriginaland Torres Strait Islanders


• Continue to implement the Metro Access Community Building Plan in line with the VictorianGovernment's State Disability Plan and National Disability Insurance Scheme (NDIS) roll-out

• 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 betteroutcomes for older people in Banyule (e.g. Age-friendly Advisory Committee, Age-friendlyChampions Program, Participation in Banyule Aged Service Network, use of Volunteers in AgedPrograms, Partnership projects and Support for seniors groups).

• Work with young people in order to build their capacity to participate and meaningfully engagein decision making in the local community, celebrate and highlight positive youth culture.

• Lead, support and improve Council's community engagement and consultation processes toensure that the views and needs of the community are reflected in Council's prioritisation andservice delivery (including technology opportunities

• Implement the 2016/2017 actions for the Aboriginal and Torres Strait Islander Plan, whichreflects Council’s stated commitment to Indigenous Australians and current communityaspirations.

• Provide and promote services and opportunities that are available for Aboriginal and TorresStrait Islanders across the municipality

• Continue to plan and deliver Banyule’s Youth Services consultation and partnership initiatives,including:

− Youth Summit 2016/2017

− YouthFest 2016.



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6.4 Key Direction: 4.2 Encourage diverse and inclusive community participation

Our focus areas

We will:

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

4.2.2 Encourage people to participate in volunteer and community activities

4.2.3 Ensure the access and connectedness of under-represented groups to Councilfacilities, activities and services


• Implement Council's Inclusion, Access and Equity Framework (IAEF) and review and implementthe associated action plans for:

− Aboriginal and Torres Strait Islander Plan

− Disability & Inclusion Plan

− LGBTI (Lesbian, Gay, Bi-sexual, Transgender and Intersex) Plan

− Multicultural Plan.

• Support Council's Multicultural, LGBTI (Lesbian, Gay, Bi-sexual, Transgender and Intersex), andDisability and Inclusion Advisory Committees.

• Work with the Babarrbunin Beek Management Group to design appropriate engagement toensure Aboriginal and Torres Strait Islander voices are heard through Council’s planningprocesses.

• Support the Arts and Cultural Advisory Committee and Reference Groups and facilitate 6meetings throughout the year.

• Evaluate Council owned festivals and events to identify continuous improvement opportunities.

• Co-ordinate and deliver the annual volunteer and citizen of the year awards and celebrationfunction.

• Support the Management Group of Babarrbunin Beek (our local Aboriginal and Torres StraitIslander gathering space) to operate this space and organise events and activities.

• Continue to improve or remove physical barriers to access of Council facilities

• Continue work towards achieving the ‘Rainbow Tick’ for Home and Community Care (HACC)services to ensure services are inclusive of LGBTI (Lesbian, Gay, Bisexual, Transgender andIntersex) communities.

• Continue to implement and support the Age-friendly champions program

• Work with our community and other levels of government to pursue opportunities for womento participate in sport, with a focus on community organisations where women and girls areunder-represented in key decision making roles and where the organisations have access tocouncil facilities and funding.



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6.4Key Direction: 4.3 Advocate on behalf of our community

Our focus areas

We will:

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

4.3.2 Seek opportunities for equitable funding and service arrangements with state andfederal government


• Actively participate in the review of the Local Government Act 1989.

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

• Develop partnerships with State and Federal Government, key commercial and communityorganisations, to seek funding for the development of programs, services and facilities

• Continue to advocate to government agencies for the appropriate upkeep of non-councilowned open space including: Parks Victoria land, Vic Roads reserves, and Melbourne Waterreserves.

• Support the work of the Banyule Nillumbik Youth Services Network (BNYSN) and other keystrategic collaborative networks to improve services for young people.

• Continue to advocate to Government and key organisations for improved outcomes for peoplein Banyule who are aged or have a disability (e.g. Community Transport, Commonwealth AgedCare Reforms and National Disability Insurance Scheme).

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

• Continue to advocate on the proposed Tobacco Reforms (these currently include, smoke freedining, authorised officers and e-cigarettes)

• Advocate on issues raised by our Inclusion Access & Equity Advisory Groups and in accordancewith our adopted IAE plans.

• Advocate to other levels of government for funding towards the growing demand forplaygroups in Banyule.

• Advocate to relevant agencies to commit appropriate resources and support for the LGANWMR (Local Government Area North & West Metropolitan Region) collaboration, andenable Council to continue to maintain and improve our operational readiness for emergencies.



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6.4 Key Direction: 4.4 Provide outstanding communications and customer service

Our focus areas

We will:

4.4.1 Improve the reach, impact and responsiveness of our communications

4.4.2 Provide transparent and timely information about Council


• Continue development of Council’s website and digital communications includingredevelopment of the intranet.

• Develop and implement a communication plan for the NDIS which will be rolled out in Banyulefrom 1 July 2016.

• Implement the Banyule Complaints Handling Policy based on the Guidelines provided by theVictorian Ombudsman.

• Complete a review of the way we provide customer service at Banyule and develop a strategyfor customer service delivery in readiness for the move to One Flintoff.

• Develop neighbourhood based communication methods to better explain, promote, listen andconsult 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 (e.g. improve website linkages to other services, signage on Councilbuses)

− Promote Aged & Disability Services to improve community and Council understanding ofservices, quality and future directions in Aged Care including promotion of Aged Friendlycities

− Promote to the community process and service improvements in development planningincluding VicSmart service, sustainability and liveability outcomes, tree protection and treeenforcement outcomes, VCAT determinations and major projects

− Improve communications for development planning in relation to expectations foroutcomes, emerging policy (new zones), neighbourhood character, customer service, treecontrols, website information

− Continue to refine our community engagement work to ensure the best representationpossible in our strategic planning work

− Promote activities of the Transport & Developments Engineering Services Unit to thecommunity including the Integrated Transport Plan and the Stormwater CatchmentModelling (flooding implications and guideline development) to ensure a thoroughunderstanding of the issues and implications of the policies involved.

• Improve access to planning services and transactions including online lodgement and payment.

• Communicate environmental achievements through internal and external publications andpresentations.

• Investigate the potential to move to eRecords (electronic management) for planning files andbuilding files.

• Develop and implement ‘Building a Better Banyule’ marketing campaign for all capital worksprojects.



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6.4• Develop and deliver communications and marketing for the 2016 Council Elections and the

move to One Flintoff.

• Continue to explore and utilise existing and emerging technologies to maximise the reach,impact and responsiveness of our communications, including:

− Facilitating a greater presence in social media and our ability to engage in this area whichcontinues to be a significant challenge

− Enhancing the accessibility for our community to engage using a web based portal toensure Banyule is able to maintain responsive service delivery.

− Continue to ensure Council’s platforms remain relevant in the communication andengagement space, with the ever-changing face of IT solutions

− Managing increasing community expectations and demands, which include expectations ofinstant response or shorter (truncated) timelines.

Indicators:




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6.4

2.5 Strategic Resource Plan:

Strategic Objective 5

5. PERFORMANCE: USE OUR RESOURCES WISELY -Manage the financial and non-financial resources requiredfor the next four years to achieve Council’s strategicobjectives.

The framework and context for the Strategic Resource Plan and Performance Objective aredescribed 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:5.1 Develop and deliver best value services and facilities5.2 Provide responsible financial management and business planning processes5.3 Enable good governance and accountability with minimal risk5.4 Create a productive and engaged workforce5.5 Maintain and strengthen corporate information and innovation5.6 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 ResourcesWisely, we will continue to plan, deliver and improve high quality, cost effective, accessible andresponsive services.


Services


(Revenue)

Net Cost

$’000

Operations –Plant and FleetManagement,andEmergencyManagement

Provision of the following to support council’s directservice delivery areas:

Plant and Fleet Management: Workshop repairs,services for all council vehicles, contract and specificationof fleet, ordering of new and replacement vehicles, trucksand heavy mobile plant.

Provision of the following to support council’s directservice delivery areas, and to the municipal community as awhole:

Emergency Management: Co-ordination of MunicipalEmergency Management.

3,695

(80)

3,615



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(Revenue)

Net Cost

$’000

HumanResources


Recruitment and selection, induction, industrial relations,employee relations, human resources information system(HRIS), occupational health & safety, Work Cover andreturn to work, health & wellbeing, learning &development, corporate training programs, leadershipdevelopment, organisational cultural improvementinitiatives, risk management, claimsprocessing/management, insurances and broker relations,business continuity plan, workforce strategy, andworkforce planning, employee counselling and referralservice.

2,955

-

2,955

OrganisationalSystems


Information Technology:

IT Operations: Customer request management,Maintenance of voice and data network, Availability ofsystems and applications.

IT Application Services: Secure, reliable and innovativeservices, Delivery of appropriate solutions, Enterprise DataCentre management, Leading edge business solutionsutilising new and innovative technologies.

IT Infrastructure: Stable and innovative infrastructure,Efficient life cycle management of data, hardware and voice,Web solutions, Accessibility and mobility infrastructuresolutions.

Records and Information Management: Managementof correspondence, registering all inwards and outwardsmail, Electronic Document Management, archiving anddisposing of Council records, Mail and courier deliveriesacross all Council sites, Manage council files, InformationManagement, Training staff on using Electronic DocumentManagement System.

Business Services: Organisational development supportincluding City Plan development, Best Valueimplementation, Corporate policy development andmanagement, Business plan development, Corporateplanning and reporting support, Organisationaldevelopment support, Continuous improvement,certification program management and support.

6,167

-

6,167



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6.4 Services (continued)


(Revenue)

Net Cost

$’000

Finance &Procurement


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 betweenbudget and actual results

- Financial management internal support to business unitsand reporting

- Maintenance and integrity of the finance system.

4,438

(229)

4,209

Initiatives:Strategic Resource Plan5. Performance - Use Our Resources Wisely

Key Direction: 5.1 Develop and deliver best value services and facilities

Our focus areas

We will:

5.1.1 Seek opportunities for strengthened and additional income streams

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

5.1.3 Seek potential Council investments that offer a mix of economic, social andenvironmental benefit

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

5.1.5 Ensure evidence based decision making seeking knowledge from practice, experienceand research


• Implement key recommendations from the Banyule Leisure Facility Management (BanyuleLeisure) operational service review.



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6.4• Review the Sporting Reserve Allocation Policy and Sporting Reserve Terms and Conditions of

Use in consultation with sporting clubs.

• Continue to investigate options to consolidate landholdings to maximise revenue and assetreallocation.

• Deliver on the Bellfield Master Plan primarily focussing on Council's land holding at BanksiaStreet and Oriel Road Bellfield.

• Deliver effective and efficient sales of other Council sites proved surplus to requirement.

• Review the HR Action Plan actions to deliver on the objectives of the Human ResourcesStrategic Plan 2013-2017.

• Implement the Municipal Laws Service Review Plan.

• Continue to improve asset management plans by confirming asset work programs, renewalpriorities, 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.

• Review Service Level Agreements for Council facilities - e.g.: sporting pavilions, child carecentres, etc.

• Support the establishment and delivery of a regional community information and volunteersupport service in Banyule.

• Continue Council’s Service Development Review Program, a targeted review program tostrengthen and assess service sustainability, including review of service provision, key needs andobjectives, and delivery inputs such as consultation, benchmarking, and financial analysis.

• Co-ordinate data sources and performance measures to ensure evidence based decisionmaking, including:

− Review and develop key organisation performance measures

− Lead the service unit reporting for the state government’s Local Government PerformanceReporting Framework (LGPRF)

− Produce, co-ordinate and promote use of, and access to, meaningful data to inform andenhance Council's planning and service delivery

• Undertake innovative projects to inform and improve the delivery of efficient, effective andaccessible services for older people (e.g. Community Based Meals & Respite, and Support forcarers programs).

• Undertake a review of frontline customer service with a view to finding efficiencies andimproving the customer experience, including greater use of technology based customerservice.

• Research and develop systems and processes to identify and communicate community need inorder to respond as effectively as possible with the right service mix for our community.



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6.4 Key Direction: 5.2 Provide responsible financial management and business planning

processes

Our focus areas

We will:

5.2.1 Achieve a responsible budget

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

5.2.3 Develop sound long-term plans for capital works, asset maintenance and financialmanagement

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


• Review and update Council's capital works infrastructure plan to ensure the ongoing strategicand sustainable management of Council’s assets.

• Continue to actively pursue opportunities for aggregated collaborative procurement activities,e.g. 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 shiftingpressures faced by Council.

• Develop reports to assist with project prioritisation and management, that includes financial andprogress data.

• Develop and implement partnership and license agreements with community groups andcontinue 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'sInternal Auditor and explore opportunities to strengthen processes.

• Review and relaunch our performance reporting format to provide improved transparency andsimplification of information for our community on a quarterly basis.

• Provide Council with the strategic financial information required to enable good governance ofthe Municipality on an ongoing basis

• Introduce co-ordinated asset reporting to meet MAV (Municipal Association of Victoria) STEPSprogram renewal gap, State Government and VAGO (Victorian Auditor-General’s Office)reporting, including renewal expenditure (capital and operating) depreciation, asset lives, andcondition assessment

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



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6.4• Co-ordinate and facilitate the development of the organisation's Annual Business Plan and

associated annual planning and reporting processes.

• Conduct an annual review of rating strategies to ensure best practice approach, including:

− Properties that fall outside of the normal rating categories including those properties thatfall within the Cultural and Recreational Lands Act and nursing homes.

• Review the Procurement policy to enhance the ethical consideration of human rights, local buy,social procurement, etc.

Key Direction: 5.3 Enable good governance and accountability with minimal risk

Our focus areas

We will:

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

5.3.2 Apply sound risk management practices that meet defined local government industrystandards

5.3.3 Ensure clear and appropriate communication, media and marketing support for allCouncil services.


• Continue the implementation, education and enforcement of our new Local Law No.1,especially for development issues including public concerns with after-hours building activities.

• Undertake a review of the Municipal Laws Service’s out of hours on-call service.

• Review and communicate mechanisms and processes to apply clear and sound risk managementpractices that meet local government and industry standards

• Ensure Business Continuity Plan documents are reviewed, revised and kept current

• Effectively manage Council’s reputation within the media with clear consistent and opencommunication

• Develop and implement communications strategies for major projects, services and events toinform the community about what we are doing and how we are doing it

• Oversee the conduct of the 2016 Council elections in accordance with the Local Government Act1989

• Implement Local Government Act 1989 changes resulting from the Improved GovernanceAmendments 2015.

• Deliver organisation wide recertification of Best Value Plus Management System

• Develop and implement a new Communications strategy.



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6.4 Key Direction: 5.4 Create a productive and engaged workforce

Our focus areas

We will:

5.4.1 Maximise our capable, united and cohesive leadership teams

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

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

5.4.4 Ensure our staff and workplaces remain safe

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


• Facilitate the rollout of Council's Leadership Development Framework to strengthen theleadership capabilities of supervisory staff.

• 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 orderto continue to deliver key organisational goals and objectives.

• Identify and deliver relevant learning and development offerings to support Council goals,objectives and directions.

• Develop a priority list of hard copy digitisation and work flow process improvements that willresult in ongoing work efficiencies and cost savings.

• Support, address and advocate for the prevention of Family Violence; including:

− Increasing organisational awareness of family violence issues, and how they may impact theworkforce, and

− Establishment of procedures, processes, and educative programs that advocate on behalfof, and support employees experiencing family violence.

• Build on the implementation of the Working Together Working Better Values by promotingpositive behaviours through appropriate feedback, reward and recognition and developmentopportunities.

• Commence preparation for Enterprise Agreement No.7, with a focus on achieving a fairoutcome that supports a sustainable organisation so that employment is sustainable, includingterms and conditions that are contemporary and relevant to a modern workforce.



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6.4Key Direction: 5.5 Maintain and strengthen corporate information and innovation

Our focus areas

We will:

5.5.1 Manage and enhance information systems that heighten business and serviceeffectiveness


• Implement the outcomes of the IT Strategic Plan, Year 2 Action Plan

• Implement stage 4 of the EDRMS project with the targeting of work flow improvements,including digitisation of hard copy files particularly focused on planning and building files andelectronic work processes to move to fully electronic data management

• Establish a mechanism to review new technologies to ensure Public Records Office Victoriastandards for record keeping and privacy requirements are met and reviewed according to anappropriate risk assessment - these reviews to be conducted in line with the sometimescompeting demands of Council’s operations and the standards.

• Refresh Council's Project Management framework.

• Review and implement Councillor management protocols and a Councillor training program

• Implement systems improvement and staff training for complaint management and handling,including monitoring and reporting, in line with Council’s Complaints Handling Policy.

• Continue to review and streamline Council’s financial systems and processes to ensure themost efficient and effective use of our technology resources.

• Deliver targeted improvement of organisational support processes and systems with aprioritised project plan, including:

− Review and improve to training on core systems such as Authority and Magiq Performance

− Continue automation of Self-service Payroll information and online leave

− Introduce invoice scanning for Accounts Payable

− Continue process improvement for capturing electronic records at first point of contact

− Further the development of the information portal

− Continue to develop tools to enhance mobility.

• Manage our major software upgrade program to enable a suitable software platform for newapplications



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6.4 Key Direction: 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

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

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


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

• Implement fleet management review actions to reduce the size of the operational fleet inconjunction with a move to One Flintoff and a reduced operational need.

• Implement the new Intranet Site including end user training and content management.

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

• Review application of the Planning and Building Enforcement Framework and consider anychanges with regard to Building enforcement.

• Continue to implement the reviewed Planning Enforcement Practices and Policies, with a focuson proactive enforcement of replacement tree planting.

• Complete the construction project for the establishment of Council’s staff accommodation andcommunity facilities in Greensborough:

− Optimise efficiency opportunities with the co-location of Banyule administration offices toGreensborough

− Realise the lease of the 2000sqm + of commercial office space on the 2nd floor to achievean ongoing financial return to Council.

Indicators:




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6.4Indicators – Measuring our Performance

Annually in our Budget we will measure our performance against the City Plan (Council Plan)objectives. This is shown in the following table which represents Banyule’s Strategic IndicatorsFramework:

This is reported to our community in our Annual Report.

Note: City Plan objectives:

People Planet Place Participation Performance

No. Indicators Target2016/2017

City Plan/

Budget

1. CSI – Recreational facilities (performance)

Indicator Type: Output (Quality)

(Note: CSI indicators are measured via the annual CommunitySatisfaction Survey (CSS) for Local Government, co-ordinated byLocal Government Victoria on behalf of Victorian Councils. Forfurther information please refer to the ‘General Notes and Glossaryof Terms for the Indicators’)

Equal to orgreater thanthe Metro

Council Groupaverage for

2016People

1.1

2. Attendance at Council provided leisure centres

Indicator Type: Outcome (Service Effectiveness)

1,000,000

1.1

3. Percentage of people who feel they ‘belong’ in Banyule


80%

1.1

Participation

4.2



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6.4 No. Indicators Target

2016/2017City Plan/

Budget

4. CSI – Art centres and libraries (performance)




20161.1, 1.4

5. CSI – Community and cultural activities (performance)




20161.1, 1.4

6. Attendance at Banyule festival

Indicator Type: Appropriateness (Access/Equity/Service Levels)

10,000

1.1, 1.4

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


80%

1.1

8. CSI – Disadvantaged support services (performance)




20161.1

9. LGPRF – Aquatic facilities: User satisfaction with pool facility

Indicator Type: Output (Effectiveness, Appropriateness)

(Note: LGPRF - Key indicators and measures as part of the LocalGovernment Performance Reporting Framework. For furtherinformation please refer to the ‘General Notes and Glossary ofTerms for the Indicators’).

75% ofsurveyed users

satisfied orbetter

1.1



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6.4No. Indicators Target

2016/2017City Plan/

Budget

10. LGPRF - Aquatic facilities: (a) Service standard (aquaticfacilities are inspected by a qualified officer).

Health inspections of aquatic facilities (number ofinspections by an authorised officer within the meaning ofthe Public Health and Wellbeing Act 2008 carried out perCouncil aquatic facility)

Reportable safety incidents at aquatic facilities (number ofWorkSafe reportable aquatic safety incidents)

Indicator Type: Output (Effectiveness, Quality)

3

0

1.1

11. LGPRF - Aquatic facilities: (b) Service cost (provision ofaquatic facilities is undertaken in a cost-efficient manner)

Cost of indoor aquatic facilities (direct cost to Council lessany income received of providing indoor aquatic facilitiesper visit)

Indicator Type: Output (Efficiency, Cost)

$0

1.1

12. LGPRF - Aquatic facilities: (c) Utilisation (aquatic facilities aresafe, accessible and well utilised)

Utilisation of aquatic facilities (number of visits to aquaticfacilities per head of municipal population)

Indicator Type: Outcome (Utilisation)

6 visits perhead of BCC

municipalpopulation 1.1

13. LGPRF - Food safety: (a) Timeliness (Councils take action inresponse to food complaints in a timely manner)

Time taken to action food complaints (average number ofdays it has taken for Council to action food complaintsreceived from members of the public about the about thesafety or handling of food for sale)


Written orverbal

acknowledgement of receiptof complaint

within 5working days.

1.1

14. LGPRF - Food safety: (b) Service standard (food safety serviceis provided in accordance with legislative requirements)

Food safety assessments (percentage of registered class 1food premises and class 2 food premises that receive anannual food safety assessment)


100%

1.1



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6.4


City Plan/

Budget

15. LGPRF - Food safety: (c) Service cost (food safety service isdelivered in a cost-efficient manner)

Cost of food safety service (direct cost to Council of thefood safety service per food premises registered byCouncil, or for which Council has received notification,during the year)


$1,200

1.1

16. LGPRF - Food safety: (d) Health and safety (food safetyservice protects public health by preventing the sale of unsafefood)

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

Indicator Type: Outcome (Health and safety)

100%

1.1

17. CSI - Family support services (performance)




20161.2

18. CSI – Elderly support services (performance)




20161.2

19. Key Ages and Stages: participation rate for 3.5 year visits


75%

1.2

20. Unit rate cost to Council for delivered meals

Indicator Type: Output (Cost)

$21.50 permeal

1.2

21. Total number of delivered meals


41,000

1.2



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2016/2017City Plan/

Budget

22. Percentage of delivered meals recipients satisfied with theservice (rating the service as excellent, very good or good)


90%

1.2

23. LGPRF - Home and Community Care: (a) Timeliness (HACCservices are provided to eligible clients in a timely manner)

Time taken to commence the HACC service (averagenumber of days it has taken for a new client to commencethe HACC service)


30 days

1.2

24. LGPRF - Home and Community Care: (b) Service Standard(HACC services are provided in accordance with theCommunity Common Care Standards)

Compliance with Community Care Common Standards(percentage of Community Care Common Standardsexpected outcomes met)


83%

1.2

25. 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 thedomestic care service per hour of service delivered)

Cost of personal care service (cost to Council of thepersonal care service per hour of service delivered)

Cost of respite care service (cost to Council of the respiteservice per hour of service delivered)


$76

$57

$71

1.2

26. LGPRF - Home and Community Care: (d) Participation(people are supported to live independently and safely in theirown community and home environment)

Participation in HACC service (percentage of themunicipal target population that receive a HACC service)

Participation in HACC service by CALD people(percentage of the municipal target population in relationto CALD people who receive a HACC service)

Indicator Type: Outcome (Participation)

10%

10%*

1.2



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27. LGPRF - Maternal and Child Health: (a) Satisfaction (clientssatisfied with the MCH service)

Participation in first MCH home visit (percentage of infantsenrolled in the MCH service who receive the first MCHhome visit)


80%

1.2

28. LGPRF - Maternal and Child Health: (b) Service Standard(Councils enrol all infants in the MCH service)

Infant enrolments in the MCH service (percentage ofinfants enrolled in the MCH service)


95%

1.2

29. LGPRF - Maternal and Child Health: (c) Service cost (MCHservice is delivered in a cost-efficient manner)

Cost of the MCH service (cost to Council of the MCHservice per hour of service delivered)


$70

Methodologybased on

multidisciplinaryteam to deliverMCH service

1.2

30. LGPRF - Maternal and Child Health: (d) Participation(Councils promote healthy outcomes for children and theirfamilies)

Participation in the MCH service (percentage of childrenenrolled who participate in the MCH service)

Participation in the MCH service by Aboriginal children(percentage of Aboriginal children enrolled whoparticipate in the MCH service)


80%

ATSI

70%

1.2

31. Percentage of people who feel safe in Banyule


80%

1.3, 1.6

Place

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City Plan/

Budget

32. Performance against Safer Banyule Action Plan (% actionscompleted on time)


80%

1.3

33. LGPRF - Libraries: (a) Utilisation (library services are wellutilised)

Library collection usage (number of library collection itemloans per library collection item)


5

1.4

34. LGPRF - Libraries: (b) Resource standard (libraries have a highstandard of resources)

Standard of library collection (percentage of the librarycollection that has been purchased in the last 5 years)


80%

1.4

35. LGPRF - Libraries: (c) Service cost (delivery of library servicesis undertaken in a cost-efficient manner)

Cost of library service (direct cost to Council of thelibrary service per visit)


$10.30

1.4

36. LGPRF - Libraries: (d) Participation (library resources are free,accessible and well utilised)

Active library members (percentage of the municipalpopulation that are active library members)


18%

1.4

37. Number of economic development events delivered inpartnership with other organisations (e.g. neighbouringCouncils, State and Federal Government, RegionalDevelopment organisations, traders associations, etc.)


15

1.5

3.3



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Budget

38. Participation level (attendance) at Council operated/ hostedeconomic development events


300

1.5

3.3

39. CSI – Emergency and disaster management (performance)




20161.6

Performance

5.3

40. Completion of scheduled emergency management exercises aspart of Council’s Municipal Emergency Management Plan


Completed asper schedule

1.6

41. CSI – Environmental sustainability (performance)




2016

Planet

2.1, 2.2

42. Number of tree plantings (Council tree plantings in streetsand parks)


1,200

2.1

43. Performance against Planet: Environmental SustainabilityAction Plan (% actions completed on time)


90%

2.2, 2.3, 2.5

44. Council’s water use


Constrainannual Councilpotable wateruse below 200million litres 2.2



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City Plan/

Budget

45. CSI – The appearance of public areas (performance)




20162.3

3.4

46. Council’s greenhouse gas emissions


ReduceCouncil’s

greenhouse gasemissions

2.3

47. CSI - Waste management (performance)




20162.4

48. Percentage of ‘consumer waste’ diverted from landfill (i.e.excludes green waste)


37%

2.4

49. LGPRF - Waste Collection: (a) Satisfaction (users are satisfiedwith the waste collection system)

Kerbside bin collection requests (number of kerbside bincollection requests per 1,000 kerbside bin collectionhouseholds)


200

2.4

50. LGPRF - Waste Collection: (b) Service standard (kerbsidecollection bins are collected as planned)

Kerbside collection bins missed (number of kerbsidecollection bins missed per 10,000 scheduled kerbsidecollection bin lifts)


14

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City Plan/

Budget

51. LGPRF - Waste Collection: (c) Service cost (kerbsidecollection service is delivered in a cost-efficient manner)

Cost of kerbside garbage collection service (direct cost ofthe kerbside garbage bin collection service per kerbsidegarbage collection bin)

Cost of kerbside recyclables bin collection service (directcost of the kerbside recyclables collection service perkerbside recyclables collection bin)


$86

$262.4

52. LGPRF - Waste Collection: (d) Waste diversion (amount ofwaste diverted from landfill is maximised)

Kerbside collection waste diverted from landfill(percentage of garbage, recyclables and green organicscollected from kerbside bins that is diverted from landfill)

Indicator Type: Outcome (Waste diversion)

50%

2.4

53. Attendance at Council’s Rethink Centre waste educationprograms


3,900

2.5

54. CSI – The condition of local streets and footpaths in your area(performance)




20163.1

55. VLG infrastructure indicator: renewal ratio


1:1

3.1

56. LGPRF - Statutory Planning: (a) Timeliness (Council planningapplication processing and decisions are carried out in a timelymanner)

Time taken to decide planning applications (mediannumber of days between receipt of a planning applicationand a decision on the application)


56 days

3.1

57. LGPRF - Statutory Planning: (b) Service Standard (planningapplication processing and decisions are in accordance withlegislative requirements)

Planning applications decided within 60 days (percentage ofplanning application decisions made within 60 days)


53%

3.1



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Budget

58. LGPRF - Statutory Planning: (c) Service cost (planningapplication processing and decisions are carried out in a cost-efficient manner)

Cost of statutory planning service (direct cost to Councilof the statutory planning service per planning application)


$1,718

3.1

59. LGPRF - Statutory Planning: (d) Decision making (planningapplication processing and decisions are consistent with thelocal planning scheme)

Council planning decisions upheld at VCAT (percentage ofplanning application decisions subject to review by VCATand that were not set aside)

Indicator Type: Outcome (Decision making)

56%

3.1

60. LGPRF - Roads: (a) Satisfaction of use (road users are satisfiedwith the sealed local road network)

Sealed local road requests (number of sealed local roadrequests per 100 kilometres of sealed local road)


150

3.1

61. LGPRF – Roads: (b) Condition (sealed local roads aremaintained at the adopted condition standard)

Sealed local roads below the intervention level (percentageof sealed local roads that are below the renewalintervention level set by Council and not requiringrenewal)


80%

3.1

62. LGPRF - Roads: (c) Service cost (renewal and maintenance ofsealed local roads are undertaken in a cost-efficient manner)

Cost of sealed local road reconstruction (directreconstruction cost to Council per square metre of sealedlocal roads reconstructed).

Cost of sealed local road resealing (direct resealing cost toCouncil per square metre of sealed local roads resealed).


N/A

$353.1

63. LGPRF - Roads: (d) Satisfaction (sealed local road network ismaintained and renewed to ensure that it is safe and efficient)

Satisfaction with sealed local roads (community satisfactionrating out of 100 with how Council has performed on thecondition of sealed local roads)

Indicator Type: Outcome (Satisfaction)



2016 3.1

64. CSI – Council’s general town planning policy (performance)

Indicator Type: Appropriateness (Access/ Equity/ Service Levels)



2016 3.2



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Budget

65. CSI – Business and community development and tourism(performance)




2016 3.2

66. CSI – Planning and building permits (performance)




2016 3.2

67. Number of businesses that are participating in special ratesschemes


1,000

3.3

68. LGPRF – Animal management: (a) Timeliness (Councils act inresponse to animal management related requests in a timelymanner)

Time taken to action animal requests (average number ofdays it has taken for Council to action animal managementrelated requests)


5 days

3.4

69. LGPRF – Animal management: (b) Service standard (Councilsregister all animals in the municipality in accordance with theDomestic Animals Act 1994)

Animals reclaimed (percentage of collected registrableanimals under the Domestic Animals Act 1994 reclaimed)


80%

3.4

70. LGPRF – Animal management: (c) Service cost (animalmanagement service is delivered in a cost-efficient manner) Cost of animal management service (cost to Council of the

animal management service per registered animal underthe Domestic Animals Act 1994)Indicator Type: Output (Efficiency, Cost)

$30

3.4

71. LGPRF – Animal management: (d) Health and safety (animalmanagement service protects the health and safety of animals,humans and the environment) Animal management prosecutions (number of successful

animal management prosecutions)Indicator Type: Outcome (Health and safety)

5

3.4

72. CSI – Parking facilities (performance)




2016 3.5



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City Plan/

Budget

73. CSI – Traffic management (performance)




2016 3.5

74. Linear metres of shared paths/ trails renewed, upgraded andnew.


900 metres

3.5

75. CSI - Overall performance of Council




20164.1, 4.4

5.1

76. CSI - Customer service (performance)




20164.1, 4.4

5.1

77. Visits to website


800,000

4.1, 4.4

5.3



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City Plan/

Budget

78. LGPRF - Governance: (a) Transparency (Council decisionsmade at an ordinary or special meeting of Council, or at ameeting 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 orspecial meeting of Council, or at a meeting of a specialcommittee consisting only of Councillors, closed to thepublic under section 89(2) of the Act)


15%

4.1

5.3

79. LGPRF - Governance: (b) Consultation and engagement(Council decisions made and implemented with communityinput)

Satisfaction with community consultation and engagement(community satisfaction rating out of 100 with theconsultation and engagement efforts of Council)


Equal to orgreater than theMetro CouncilGroup average

for 2016 4.1, 4.1C

5.3

80. LGPRF - Governance: (c) Attendance (Councillors representthe views of their constituents and allow decisions to takeplace by attending meetings)

Councillor attendance at Council meetings (percentage ofattendance at ordinary and special Council meetings byCouncillors)


80%

4.1

5.3



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City Plan/

Budget

81. LGPRF - Governance: (d) Service cost (Councils deliver theirgovernance service in a cost-efficient manner)

Cost of governance (direct cost of delivering Council'sgovernance service per Councillor)


$50,000

4.1

5.3

82. LGPRF - Governance: (e) Satisfaction (Councils make andimplement decisions in the best interests of the community)

Satisfaction with Council decisions (community satisfactionrating out of 100 with how Council has performed inmaking decisions in the interests of the community)

Indicator Type: Outcome (Satisfaction)


for 2016 4.1

5.3

83. LGPRF Governance and Management Checklist (GMC) -Community engagement: Community engagement policy(policy outlining Council's commitment to engaging with thecommunity on matters of public interest)

Indicator Type: Output (Governance & management,Community engagement)

(Note: LGPRF GMC –Governance and Management Checklist - Keyindicators and measures as part of the Local GovernmentPerformance Reporting Framework. For further information pleaserefer to the ‘General Notes and Glossary of Terms for theIndicators’)

Assessmentcriteria

satisfactorilyachieved

4.1, 4.2

5.1, 5.2, 5.3

84. LGPRF GMC - Community engagement: Communityengagement guidelines (guidelines to assist staff to determinewhen and how to engage with the community)

Indicator Type: Output (Governance & management,Community engagement)

Assessmentcriteria


4.1, 4.2

5.1, 5.2, 5.3



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6.4


City Plan/

Budget

85. CSI – Informing the community (performance)



for 2016 4.2, 4.4

5.1

86. Amount distributed through Council’s Community Grantsprograms


$140,000

4.2

87. Number of Community nominations for Banyule volunteerawards


40

4.2

88. CSI – Lobbying on behalf of the community (performance)



for 2016 4.3

89. Number of significant issues Council has advocated on behalfof the community (as reported in the six monthly advocacyreports to Council)


15

4.3



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City Plan/

Budget

90. Average time taken to answer telephone call enquiries


Within 2minutes

(when referredto the

appropriatedepartment)

4.4

5.3

91. Percentage of customer requests actioned within specifiedtimeframes


75%

4.4

5.3

92. Maintain full certification for all services to the most recentNational/ International standards in Quality, OccupationalHealth & Safety, and Environmental Management.


CertificationMaintained

5.1, 5.5, 5.6

93. LGPRF GMC - Monitoring: Audit Committee (advisorycommittee of Council under section 139 of the Act whoserole is to oversee the integrity of a Council's financialreporting, processes to manage risks to the Council'soperations and for compliance with applicable legal, ethical,and regulatory requirements)

Indicator Type: Output (Governance & management,Monitoring)

Assessmentcriteria


5.1, 5.2, 5.3

94. LGPRF GMC - Monitoring: Internal audit (independentaccounting professionals engaged by the Council to provideanalyses and recommendations aimed at improving Council'sgovernance, risk and management controls)


Assessmentcriteria


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6.4


City Plan/

Budget

95. Achievement of the budgeted result or better.


ResultAchieved

5.2

96. Percentage of projects in year 1 of 10 year Capital Worksprogram completed on time.


85%

5.2

97. LGPRF (Financial) – Operating position: Adjusted underlyingresult (an adjusted underlying surplus is generated in theordinary course of business)

Adjusted underlying surplus (or deficit) (adjustedunderlying surplus (or deficit) as a percentage ofunderlying revenue)

Indicator Type: Output (Operating position, Underlying result)

>0%

5.2

98. LGPRF (Financial) – Liquidity: (a) Working capital (sufficientworking capital is available to pay bills as and when they falldue)

Current assets compared to current liabilities (currentassets as a percentage of current liabilities)

Indicator Type: Output (Liquidity, Working capital)

150%

5.2

99. LGPRF (Financial) – Liquidity: (b) Unrestricted cash (sufficientcash that is free of restrictions is available to pay bills as andwhen they fall due)

Unrestricted cash compared to current liabilities(unrestricted cash as a percentage of current liabilities)

Indicator Type: Output (Liquidity, Working capital)

100%

5.2

100.

LGPRF (Financial) – Obligations: (a) Loans and borrowings(level of interest bearing loans and borrowings is appropriateto 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 bearingloans and borrowings as a percentage of rate revenue)Indicator Type: Output (Obligations, Indebtedness)

66%

9%5.2

101.

LGPRF (Financial) – Obligations: (b) Indebtedness (level oflong term liabilities is appropriate to the size and nature of aCouncil's activities)

Non-current liabilities compared to own source revenue(non-current liabilities as a percentage of own-sourcerevenue)

Indicator Type: Output (Obligations, Long term liabilities)

<40%

5.2



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Budget

102.

LGPRF (Financial) – Obligations: (c) Asset renewal (assets arerenewed as planned)

Asset renewal compared to depreciation (asset renewalexpenditure as a percentage of depreciation)

Indicator Type: Output (Obligations, Asset renewal)

>100%

5.2

103.

LGPRF (Financial) – Stability: (a) Rates concentration (revenueis generated from a range of sources)

Rates compared to adjusted underlying revenue (raterevenue as a percentage of adjusted underlying revenue)

Indicator Type: Output (Stability, Rates concentration)

68%

5.2

104.

LGPRF (Financial) – Stability: (b) Rates effort (rating level is setbased on the community’s capacity to pay)

Rates compared to property values (rate revenue as apercentage of the capital improved value of rateableproperties in the municipality)

Indicator Type: Output (Stability, Rates effort)

0.3%

5.2

105.

LGPRF (Financial) – Efficiency: (a) Expenditure level (resourcesare used efficiently in the delivery of services)

Expenses per property assessment (total expenses perproperty assessment)

Indicator Type: Output (Efficiency, Expenditure level)

$2,500

5.2

106.

LGPRF (Financial) – Efficiency: (b) Revenue level (resourcesare used efficiently in the delivery of services)

Average residential rate per residential propertyassessment (residential rate revenue per residentialproperty assessment)

Indicator Type: Output (Efficiency, Revenue level)

$1,718

5.2

107.

LGPRF (Financial) – Efficiency: (c) Workforce turnover(resources are used efficiently in the delivery of services)

Resignations and terminations compared to average staff(number of permanent staff resignations and terminationsas a percentage of average number of permanent staff)

Indicator Type: Output (Efficiency, Workforce turnover)

8%

5.2

108.

LGPRF – Sustainable Capacity: (a) Own-source revenue(revenue is generated from a range of sources in order tofund the delivery of Council services to the community) Own-source revenue per head of municipal population

(own-source revenue per head of municipal population)Indicator Type: Output (Capacity, Own source revenue)

$900

5.2

109.

LGPRF – Sustainable Capacity: (b) Recurrent grants (revenueis generated from a range of sources in order to fund thedelivery of Council services to the community)

Recurrent grants per head of municipal population(recurrent grants per head of municipal population)

Indicator Type: Output (Capacity, Recurrent grants)

$100

5.2



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City Plan/

Budget

110.

LGPRF – Sustainable Capacity: (c) Population (population is akey driver of a Council's ability to fund the delivery of servicesto the community)

Expenses per head of municipal population (total expensesper head of municipal population)

Infrastructure per head of municipal population (value ofinfrastructure per head of municipal population)

Population density per length of road (municipalpopulation per kilometre of local road)

Indicator Type: Output (Capacity, Population)

$1,000

$4,500

225

5.2

111.

LGPRF – Sustainable Capacity: (d) Disadvantage (disadvantageis a key driver of a Council's ability to fund the delivery ofservices to the community)

Relative socio-economic disadvantage (relative Socio-economic Disadvantage of the municipality)

Indicator Type: Output (Capacity, Disadvantage)

9

5.2

112.

LGPRF GMC - Planning: Strategic Resource Plan (plan undersection 126 of the Act outlining the financial and non-financialresources required for at least the next 4 financial years)

Indicator Type: Output (Governance & management, Planning)

Assessmentcriteria


5.2

113.

LGPRF GMC - Planning: Annual budget (plan under section130 of the Act setting out the services to be provided andinitiatives to be undertaken over the next 12 months and thefunding and other resources required)


Assessmentcriteria


5.2

114.

LGPRF GMC - Planning: Asset management plans (plans thatset out the asset maintenance and renewal needs for keyinfrastructure asset classes for at least the next 10 years)


Assessmentcriteria


5.2

115.

LGPRF GMC - Planning: Rating strategy (strategy setting outthe rating structure of Council to levy rates and charges)


Assessmentcriteria


5.2

116.

LGPRF GMC - Planning: Procurement policy (policy undersection 186A of the Local Government Act 1989 outlining thematters, practices and procedures that will apply to allpurchases of goods, services and works)


Assessmentcriteria


5.2



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City Plan/

Budget

117.

LGPRF GMC - Monitoring: Performance reporting framework(a set of indicators measuring financial and non-financialperformance, including the performance indicators referred toin section 131 of the Act)


Assessmentcriteria


5.2

118.

LGPRF GMC - Reporting: Council Plan reporting (reportreviewing the performance of the Council against the CouncilPlan, including the results in relation to the strategicindicators, for the first six months of the financial year)

Indicator Type: Output (Governance & management,Reporting)

Assessmentcriteria


5.2

119.

LGPRF GMC - Reporting: Financial reporting (quarterlystatements to Council under section 138 of the Actcomparing budgeted revenue and expenditure with actualrevenue and expenditure)


Assessmentcriteria


5.2

120.

LGPRF GMC - Reporting: Risk reporting (six-monthly reportsof strategic risks to Council's operations, their likelihood andconsequences of occurring and risk minimisation strategies)


Assessmentcriteria


5.2

121.

LGPRF GMC - Reporting: Performance reporting (six-monthlyreports of indicators measuring results against financial andnon- financial performance, including the performanceindicators referred to in section 131 of the Act)


Assessmentcriteria


5.2

122.

LGPRF GMC - Reporting: Annual report (annual report undersections 131, 132 and 133 of the Act to the communitycontaining a report of operations and audited financial andperformance statements)


Assessmentcriteria


5.2

123.

WorkCover premium as a percentage of payroll


2.25%

5.3



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City Plan/

Budget

124.

Percentage of official Council and Committee meetingsattended by Councillors where a quorum was achieved


100%

5.3

125.

CSI – Enforcement of local laws (performance)




20165.3

126.

LGPRF GMC - Planning: Risk policy (policy outlining Council'scommitment and approach to minimising the risks toCouncil's operations)


Assessmentcriteria


5.3, 5.4

127.

LGPRF GMC - Planning: Fraud policy (policy outliningCouncil's commitment and approach to minimising the risk offraud)


Assessmentcriteria


5.3

128.

LGPRF GMC - Planning: Municipal emergency managementplan (plan under section 20 of the Emergency ManagementAct 1986 for emergency prevention, response and recovery)


Assessmentcriteria


5.3, 5.5

129.

LGPRF GMC - Planning: Business continuity plan (plan settingout the actions that will be taken to ensure that key servicescontinue to operate in the event of a disaster)


Assessmentcriteria


5.3, 5.5

130.

LGPRF GMC - Planning: Disaster recovery plan (plan settingout the actions that will be undertaken to recover and restorebusiness capability in the event of a disaster)


Assessmentcriteria


5.3, 5.5

131.

LGPRF GMC - Monitoring: Risk management framework(framework outlining Council's approach to managing risks tothe Council's operations)


Assessmentcriteria


5.3, 5.5



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Budget

132.

LGPRF GMC – Decision Making: Councillor Code of Conduct(Code under section 76C of the Act setting out the conductprinciples and the dispute resolution processes to be followedby Councillors)

Indicator Type: Output (Governance & management, Decisionmaking)

Assessmentcriteria


5.3

133.

LGPRF GMC – Decision Making: Delegations (a documentsetting out the powers, duties and functions of Council andthe Chief Executive Officer that have been delegated tomembers of staff)


Assessmentcriteria


5.3

134.

LGPRF GMC – Decision Making: Meeting procedures (a locallaw governing the conduct of meetings of Council and specialcommittees)


Assessmentcriteria


5.3

135.

Performance against Human Resources Strategic Plan (%actions completed on time)


80%

5.4

136.

Percentage of Freedom of Information requests responded towithin statutory timeframes (45 days)


80%

5.5

137.

Percentage of core IT systems availability


98%

5.6

General Notes and Glossary of Terms for the Indicators

1. CSI – Community satisfaction index scores measured by Victorian Local Government CommunitySatisfaction Survey (CSS), co-ordinated by the Department of Environment, Land, Water and Planning(DELWP, formerly Transport, Planning and Local Infrastructure)

2. Metro Council Group: - Melbourne Metropolitan Group of councils. (Banyule is classified as a MetroCouncil, and is one of 17 councils in this group).

3. Banyule’s CSI indicators and targets are based on ‘performance’ measures. Community SatisfactionIndex (CSI) scores are commonly used in the market research industry to represent the extent ofcustomer satisfaction. Banyule’s survey results are available on Council’s website.



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6.4

General Notes and Glossary of Terms for the Indicators (continued)

4. ‘Indicator type’: Indicators have been categorised in terms based on the objectives of the localgovernment reporting framework (i.e. the Local Government Performance Reporting Framework –LGPRF). Banyule has aligned its indicator types, in the form of: Output (Quality), Appropriateness(Access/Equity/Service Levels), Outcome (Service Effectiveness), and Output (Cost).

5. LGPRF – Local Government Performance Reporting Framework indicators:

• Key measures as part of the Local Government Performance Reporting Framework – these includeindicators 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 againstthe Local Government Performance Reporting Framework (LGPRF).

• The Local Government (Planning and Reporting) Regulations 2014 support the operation of thenew 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 Budget2015/2016 document (and Proposed Budget 2016/2017). The results are reported in the BCCAnnual Report, in line with the legislative requirements. Council will continue to review these andadjust targets and indicators as appropriate on an annual basis.

• Council will continue to work with the State Government and Local Government industry sector inthe further development and implementation of the LGPRF.

6. LGPRF GMC – LGPRF Governance and Management Checklist

7. The indicators are reviewed on an ongoing basis to ensure continued alignment with Council’s objectivesand priorities, and are subject to change. They are also reviewed in line with Banyule’s ongoing planningprocess, and through Banyule’s involvement with the Department of Environment, Land, Water andPlanning (formerly Transport, Planning and Local Infrastructure) process to further develop the reportingframework for the local government sector.



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6.42.6 Performance statement

The LGPRF service performance outcome indicators detailed in the preceding pages will be reportedon within the Performance Statement which is prepared at the end of the year as required bysection 132 of the Act and included in the Annual Report 2015/2016. The Performance Statementwill also include reporting on prescribed indicators of financial performance (outlined in section 4)and sustainable capacity.

The full set of prescribed performance indicators contained in the Performance Statement is auditedeach year by the Victorian Auditor General who issues an audit opinion on the PerformanceStatement. The initiatives detailed in the preceding pages will be reported in the Annual Report inthe form of a statement of progress in the report of operations.

2.7 Reconciliation with budgeted operating result

Net Cost

(Revenue)

Expenditure Revenue

$’000 $’000 $’000

1. People:

Community Strengthening and Support 16,483 36,469 19,986

2. Planet:

Environmental Sustainability 18,133 24,241 6,108

3. Place:

Sustainable Amenity and Built Environment 10,524 21,290 10,766

4 Participation:

Community Involvement in Community Life 6,366 6,516 150

5 Performance:

Use Our Resources Wisely 16,946 17,255 309

Total services 68,452 105,771 37,319

Depreciation 20,136

Unallocated corporate cost 2,862

Deficit before funding sources 91,450

Funding Sources

Rates and charges 93,813

Capital grants 4,838

Total funding sources 98,651

Surplus for the year 7,201

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.



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6.4 3.1 Comprehensive Income Statement

For the four years ending 30 June 2020

Forecast ProposedBudget

Strategic Resource PlanActual Projections

2015/16 2016/17 2017/18 2018/19 2019/20$’000 $’000 $’000 $’000 $’000

IncomeRates and charges 90,545 93,813 96,921 100,108 103,312Grants - Operating 9,995 11,819 12,061 11,896 11,677Grants - Capital 1,954 4,838 1,458 1,725 1,393Statutory fees and fines 6,983 7,951 7,603 8,158 7,961User fees and charges 16,906 17,456 18,002 18,358 18,542Contributions income 3,080 2,420 1,876 1,857 1,853Interest income 2,704 1,850 1,724 1,572 1,653Rental income 1,698 1,635 1,897 2,146 2,194Net gain on disposal of property,infrastructure, plant and equipment 3,463 187 230 270 217Other income 777 110 115 115 120Total income 138,105 142,079 141,887 146,205 148,922

ExpensesEmployee costs 58,684 61,203 62,739 63,956 65,781Materials and services 37,058 36,688 35,812 37,956 37,996Utility charges 4,368 4,622 4,916 5,166 5,308Depreciation and amortisation 19,119 20,136 20,956 22,280 22,834Borrowing costs 3,726 3,549 3,444 3,255 3,033Donations expenditure 732 597 600 722 613Contribution expense 5,976 6,143 6,288 6,437 6,482Other expenses 2,420 1,940 1,951 1,992 2,056Total expenses 132,083 134,878 136,706 141,764 144,103

Surplus for the year 6,022 7,201 5,181 4,441 4,819

Other comprehensive incomeItems that will not bereclassified to surplus ordeficit in future periods:Net asset revaluation increment 69,000 - 75,000 - 80,000

Total comprehensive result 75,022 7,201 80,181 4,441 84,819



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6.43.2 Balance Sheet

As at the end of each of the next four years ending 30 June 2020


Strategic Resource Plan

Actual Projections

2015/16 2016/17 2017/18 2018/19 2019/20

$’000 $’000 $’000 $’000 $’000

Assets

Current assets

Cash and cash equivalents 76,228 67,145 64,924 63,117 78,976

Trade and other receivables 6,927 7,201 7,219 7,456 7,509

Other financial assets 19,123 16,845 16,288 15,834 19,813

Inventories 32 33 32 32 32

Non-current assets classified as held forsale 12,910 7,108 2,500 14,900 12,500

Other assets 946 946 946 946 946

Total current assets 116,166 99,278 91,909 102,285 119,776

Non-current assets

Trade and other receivables 517 517 517 517 517

Investments in associates and jointventures 3,068 3,068 3,068 3,068 3,068

Property, infrastructure, plant andequipment 1,322,014 1,341,790 1,426,249 1,418,399 1,483,628Intangible assets 1,447 1,251 1,055 859 663

Total non-current assets 1,327,046 1,346,626 1,430,889 1,422,843 1,487,876

Total assets 1,443,212 1,445,904 1,522,798 1,525,128 1,607,652

Liabilities

Current liabilities

Trade and other payables 13,268 12,423 12,407 13,004 13,338

Provisions 14,354 15,313 16,300 17,306 18,340

Trust funds and deposits 677 677 677 677 677

Interest-bearing loans and borrowings 4,623 4,258 3,714 3,663 3,183

Total current liabilities 32,922 32,671 33,098 34,650 35,538

Non-current liabilities

Provisions 404 404 404 404 404

Trust funds and deposits 478 478 478 478 478

Interest-bearing loans and borrowings 50,743 46,485 42,771 39,108 35,925

Total non-current liabilities 51,625 47,367 43,653 39,990 36,807

Total liabilities 84,547 80,038 76,751 74,640 72,345

Net assets 1,358,665 1,365,866 1,446,047 1,450,488 1,535,307

Equity

Accumulated surplus 409,611 424,399 432,183 439,735 425,571

Reserves 949,054 941,467 1,013,864 1,010,753 1,109,736

Total equity 1,358,665 1,365,866 1,446,047 1,450,488 1,535,307



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6.4 3.3 Statement of Changes in Equity


TotalAccumulated

SurplusRevaluation

ReserveOther

Reserves$’000 $’000 $’000 $’000

2017Balance at beginning of the financial year 1,358,665 409,611 898,084 50,970Surplus for the year 7,201 7,201 - -Net asset revaluation increment - - - -Transfer to other reserves - (23,967) - 23,967Transfer from other reserves - 31,554 - (31,554)

Balance at end of the financial year -2017

1,365,866 424,399 898,084 43,383

2018Balance at beginning of the financial year 1,365,866 424,399 898,084 43,383Surplus for the year 5,181 5,181 - -Net asset revaluation increment 75,000 - 75,000 -Transfer to other reserves - (17,435) - 17,435Transfer from other reserves - 20,038 - (20,038)

Balance at end of the financial year -2018

1,446,047 432,183 973,084 40,780

2019Balance at beginning of the financial year 1,446,047 432,183 973,084 40,780Surplus for the year 4,441 4,441 - -Net asset revaluation increment - - - -Transfer to other reserves - (13,441) - 13,441Transfer from other reserves - 16,552 - (16,552)Balance at end of the financial year -2019

1,450,488 439,735 973,084 37,669

2020Balance at beginning of the financial year 1,450,488 439,735 973,084 37,669Surplus for the year 4,819 4,819 - -Net asset revaluation increment 80,000 - 80,000 -Transfer to other reserves - (22,344) - 22,344Transfer from other reserves - 3,361 - (3,361)Balance at end of the financial year -2020

1,535,307 425,571 1,053,084 56,652



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6.43.4 Statement of Cash Flows




2015/16 2016/17 2017/18 2018/19 2019/20$’000 $’000 $’000 $’000 $’000

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

Cash flows from operating activities

Receipts:Rates and charges 90,553 93,730 96,843 100,028 103,233Grants - operating 10,071 11,819 12,061 11,896 11,677Grants - capital 1,954 4,838 1,458 1,725 1,393Statutory fees and fines 6,666 7,700 7,693 8,014 8,012User fees and charges 17,019 17,412 17,959 18,330 18,527Contributions - monetary 3,080 2,420 1,876 1,857 1,853Interest received 2,706 1,952 1,739 1,590 1,643Rental income 1,691 1,636 1,894 2,143 2,193Other receipts 777 110 115 115 121Payments:Employee costs (57,056) (61,015) (61,593) (62,781) (64,421)Materials and services (37,034) (36,762) (35,987) (37,527) (37,988)Utility charges (4,368) (4,621) (4,916) (5,166) (5,308)Other payments (9,128) (8,680) (8,838) (9,152) (9,150)Net cash provided by operatingactivities 26,931 30,539 30,304 31,072 31,785

Cash flows from investing activities

Payments for property,infrastructure, plant and equipment (39,817) (47,572) (33,638) (30,214) (21,232)

Proceeds from sale of property, plantand equipment 28,492 13,844 8,257 3,851 15,981Net (purchases)/redemption offinancial assets 2,207 2,278 558 453 (3,979)Net cash (used in) investingactivities (9,118) (31,450) (24,823) (25,910) (9,230)

Cash flows from financing activities

Borrowing costs - interest (3,733) (3,549) (3,444) (3,255) (3,033)Repayment of borrowings (2,647) (4,623) (4,258) (3,714) (3,663)Net cash (used in) financingactivities (6,380) (8,172) (7,702) (6,969) (6,696)Net increase/(decrease) in cashand cash equivalents 11,433 (9,083) (2,221) (1,807) 15,859Cash and cash equivalents at thebeginning of the financial year 64,795 76,228 67,145 64,924 63,117Cash and cash equivalents at theend of the financial year 76,228 67,145 64,924 63,117 78,976



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6.4 3.5 Statement of Capital Works




2015/16 2016/17 2017/18 2018/19 2019/20$’000 $’000 $’000 $’000 $’000

InfrastructureRoads, streets and bridges 5,178 7,692 5,918 5,612 4,727Drainage 625 840 720 700 800Parks and gardens 3,452 3,381 2,580 3,041 2,907Playground 921 512 380 300 300Total infrastructure 10,176 12,425 9,598 9,653 8,734

PropertyFreehold land 890 - - - 800Freehold buildings 20,104 30,500 18,581 10,070 3,597Total property 20,994 30,500 18,581 10,070 4,397

Plant and equipmentMotor vehicles 6,980 3,594 4,114 5,311 4,102Plant and equipment 1,255 965 1,270 5,105 3,924Furniture and fittings 391 - - - -Total plant and equipment 8,626 4,559 5,384 10,416 8,026

Intangible assetsIntangible assets 7 - - - -Total intangible assets 7 - - - -

Other assetsArt collection 15 88 75 75 75Total other assets 15 88 75 75 75

Total capital worksexpenditure 39,818 47,572 33,638 30,214 21,232

Represented by:New assets 1,385 2,671 1,862 8,385 1,905Asset renewal 17,028 30,726 17,374 18,599 16,172Asset expansion 16,288 9,437 612 2,550 60Asset upgrade 4,227 4,738 13,790 680 3,095New non-current assets classifiedas held for sale 890 - - - -

Total capital worksexpenditure 39,818 47,572 33,638 30,214 21,232



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6.43.6 Statement of Human Resources




2015/16 2016/17 2017/18 2018/19 2019/20$’000 $’000 $’000 $’000 $’000

Staff expenditureEmployee costs - expensed 58,684 61,203 62,739 63,956 65,781Employee costs - capitalised 900 450 450 450 450

Total staff costs 59,584 61,653 63,189 64,406 66,231

EFT EFT EFT EFT EFTStaff numbersEmployees – expensed 633.03 639.07 637.94 633.01 632.21Employees – capitalised (estimated) 7.50 3.50 3.50 3.25 3.25

Total staff numbers 640.53 642.57 641.44 636.26 635.46

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

Proposed ComprisesBudget Permanent Permanent

Department 2016/17 Full Time Part Time

$'000 $'000 $'000Assets and City Services 16,766 16,370 396City Development 9,596 7,704 1,892Community Programs 21,958 8,365 13,593Core Corporate 1,618 1,297 321Corporate Services 9,732 7,541 2,191Total permanent staff expenditure 59,670 41,277 18,393Casuals and other expenditure 1,983Capitalised labour costs (450)

Total expenditure 61,203

A summary of the number of equivalent full time (EFT) Council staff in relation to the above expenditure isincluded below:


Department EFT Full Time Part TimeAssets and City Services 191.01 187.00 4.01City Development 95.56 74.00 21.56Community Programs 239.69 88.00 151.69Core Corporate 8.27 5.00 3.27Corporate Services 88.53 66.00 22.53Total 623.06 420.00 203.06Casuals and other 19.51

Total staff 642.57

Includes capitalised labour (estimated) 3.50



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6.4 4. Financial Performance Indicators

The following table highlights Council’s current and projected performance across a range of keyfinancial performance indicators. These indicators provide a useful analysis of Council’s financialposition and performance and should be used in the context of the Council’s objectives.

Key to Forecast Trend:+ Forecasts improvement in Council's financial performance/financial position indicatoro 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

1 Adjusted underlying result – An indicator of the sustainable operating result required to enableCouncil to continue to provide core services and meet its objectives. A consistently positivefinancial performance is expected over the four years.

2 Working Capital - The proportion of current liabilities represented by current assets. Workingcapital is an indicator of the sustainable operating result required to enable Council to continue toprovide core services and meet its objectives. A consistently very positive financial performance isexpected to continue over the period.

3 Unrestricted cash - Indicator of the broad objective that sufficient cash which is free ofrestrictions is available to pay bills as and when they fall due. High or increasing level of unrestrictedcash suggests an improvement in liquidity

4 Debt compared to rates - The trend indicates that Council's reducing reliance on debt against itsannual rate revenue through redemption of long term debt. The percentage of outstanding interestbearing loans and borrowings compared to rate revenue is steadily reducing.

5 Loans and borrowings - Defined as interest and principal repayments on interest bearing loansand borrowings as a percentage of rate revenue.

Forecast Proposed

Indicator Measure Actual Actual Budget Trend

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 +/o/-

Adjusted underlying resultAdjusted underlying surplus (deficit) / Adjusted

underlying revenue1 9.27% 1.96% 1.92% 2.49% 1.76% 2.22% o

LiquidityWorking Capital Current assets / Current liabilities 2 397% 353% 304% 278% 295% 337% o

Unrestricted cash Unrestricted cash / Current liabilities 3 261% 215% 196% 188% 175% 217% o

Debt compared to ratesOutstanding interest bearing loans and borrowings

/ Rate revenue (excl SR&C)4 67.7% 72.4% 66.3% 61.3% 56.7% 52.8% +

Loans and borrowingsInterest and principal repayments on interest

bearing loans and borrowings / Rate revenue (excl

SR&C)

5 7.2% 7.1% 8.8% 8.0% 7.0% 6.5% +

Indebtedness Non-current liabilities / Own source revenue 6 45.2% 41.9% 38.5% 34.5% 30.6% 27.5% +

Asset renewal Asset renewal expenditure / Depreciation 7 88.9% 90.0% 154.1% 83.7% 84.2% 71.4% o

Stability

Rates concentration Rate revenue / Adjusted underlying revenue 8 60.88% 67.21% 68.22% 69.13% 69.38% 70.10% -

Rates effortRate revenue / Capital Improved Value of rateable

properties in the municipality9 0.27% 0.28% 0.24% 0.25% 0.23% 0.24% o

Efficiency

Expenditure levelTotal expenditure / Number of property

assessments10 $2,456 $2,540 $2,594 $2,579 $2,675 $2,719 -

Revenue levelResidential rate revenue / Number of residential

property assessments11 $1,579 $ 1,658 $ 1,718 $ 1,775 $ 1,834 $ 1,894 +

Workforce turnover

No. of permanent staff resignations and

terminations / Average number of permanent staff

for the financial year12 6.3% 7.9% 7.9% 8.0% 8.1% 8.1% o

No

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Strategic Resource Plan

Projections

Operating position

Obligations



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6.46 Indebtedness - Indicator of the broad objective that the level of long term liabilities should be

appropriate to the size and nature of a Council’s activities. Low or decreasing level of long termliabilities suggests an improvement in the capacity to meet long term obligations.

7 Asset renewal - This percentage indicates the extent of Council's asset renewals against itsdepreciation charge (an indication of the decline in value of its existing capital assets). A percentagegreater than 100 indicates Council is maintaining its existing assets, while a percentage less than 100means its assets are deteriorating faster than they are being renewed and future renewal capitalexpenditure will be required to renew assets. Additional to Asset Renewal is an investment in'Asset Expansion' of $9.44m in 2016/2017 and this investment increases the Asset Renewal ratio toabove 100% in 2016/2017 (sustainability ratios can also be calculated to include 'Asset Expansion' ).

8 Rates concentration - Reflects extent of reliance on rate revenues to fund all of Council's on-going services. Trend indicates Council will become more reliant on rate revenue compared to allother revenue sources, especially as Council enters a period of legislative imposed rate capping.

9 Rates effort - Indicator of the broad objective that the rating level should be set based on thecommunity’s capacity to pay. Low or decreasing level of rates suggests an improvement in the ratingburden.

10 Expenditure level - Indicator of the broad objective that resources should be used efficiently inthe delivery of services. Low or decreasing level of expenditure suggests an improvement inorganisational efficiency.

11 Revenue level - Indicator of the broad objective that resources should be used efficiently in thedelivery of services. Low or decreasing level of rates suggests an improvement in organisationalefficiency.

12 Workforce turnover - Indicator of the broad objective that resources should be used efficientlyin the delivery of services. Low or decreasing level of workforce turnover suggests an improvementin organisational efficiency.



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6.4 5. Other budget information (required by the Regulations)

This section presents other budget related information required by the Regulations.

This section includes the following statements and reports

5.1.1 Grants operating5.1.2 Grants capital5.1.3 Statement of borrowings

5.1.1 Grants operating ($1.82 million increase)

Operating grants include all monies received from State and Commonwealth sources for thepurposes of funding the delivery of Council’s services to ratepayers. Overall, the level of operatinggrants growth is minimal as the largest increase from forecast to budget is primarily due to 50% ofthe general purpose grant in 2015/2016 being prepaid in 2014/2015. This significantly impacts on theability to provide reasonable comparison. A list of operating grants by type and source, classifiedinto recurrent and non-recurrent, is included below.

Forecast ProposedActual Budget Variance

Grants - operating 2015/16 2016/17$’000 $’000 $’000

Recurrent - Commonwealth GovernmentVictoria Grants Commission - general purpose 1,639 3,330 1,691Child Care Centres 1,021 1,075 54General home care 4 17 13Immunisation 29 29 -Recurrent - State GovernmentTobacco Grant 18 21 3Home Care 4,753 4,836 83Immunisation 116 86 (30)Functions - Senior Citizens Events 72 74 2Youth and Community 430 437 7Child Care Centres & Pre-Schools 567 609 42Maternal & Child Health 852 877 25School Crossings 217 196 (21)Other 88 112 24Total recurrent grants 9,806 11,699 1,893

Non-recurrent - Commonwealth GovernmentEarly Childhood Services 10 10 -Non-recurrent - State GovernmentHome Care Service Development 111 110 (1)Graffiti Prevention 5 - (5)Early Childhood Services 12 - (12)Community Safety 6 - (6)Engineering 45 - (45)Total non-recurrent grants 189 120 (69)Total operating grants 9,995 11,819 1,824



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6.4Increases in specific operating grant funding reflect expected increased demand for these services

and the increase in Victoria Grants Commission (VGC) funding results from the decision to pay halfof the 2015/2016 grants early in the year prior. The level of VGC grants to Victorian Councils hasbeen affected by Commonwealth Government’s decision to pause indexation for three yearscommencing in 2014/2015. The VGC analysis indicates that Victorian Councils will be impacted by$200 million during the pause as well as lowering the base from which indexation will be resumed byapproximately 12.5%.

5.1.2 Grants capital ($2.88 million increase)

Capital grants include all monies received from State and Commonwealth governments for thepurposes of funding the capital works program. Overall the level of capital grants has increased by147.6% or $2.88 million compared to 2015/2016 due mainly to specific funding for some large capitalworks projects. Section 12 ‘Analysis of Capital Budget’ includes a more detailed analysis of the grantsand contributions expected to be received during the 2016/2017 year. A list of capital grants bytype and source, classified into recurrent and non-recurrent, is included below.


Grants - capital 2015/16 2016/17$’000 $’000 $’000

Recurrent - Commonwealth GovernmentRoads to Recovery 893 1,474 581Victoria Grants Commission - local roads 445 864 419Total recurrent grants 1,338 2,338 1,000

Non-recurrent - Commonwealth GovernmentSports Field Lighting 50 - (50)Plant and machinery - 500 500Non-recurrent - State GovernmentSports fields 180 100 (80)Paths & Trails 40 - (40)Playgrounds 100 - (100)Roads 100 - (100)Buildings 146 1,900 1,754Total non-recurrent grants 616 2,500 1,884Total capital grants 1,954 4,838 2,884

5.1.3 Statement of Borrowings

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

ForecastActual

2015/16$

ProposedBudget2016/17

$Total amount borrowed as at 30 June of the prior year 58,012,531 55,365,813Total amount proposed to be borrowed - -Total amount projected to be redeemed (2,646,718) (4,622,970)Total amount of borrowings as at 30 June 55,365,813 50,742,843



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6.4 6. Capital Works Program

This section presents a listing of the capital works projects that will be undertaken for the2016/2017 year.

The capital works projects are grouped by class and include the following:

• Capital works for 2016/2017• Capital works carried forward from the 2015/2016 year.

Capital Works Program

For the year ending 30 June 2017



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6.4Project Type Project Description


AssetRenewal

Upgrade Expansion NewFundingSource

FundingValue

P

INFRASTRUCTURE

Drainage

DrainageImprovementDesign andConstruction

Stormwater ManagementCatchment Analysis -Mitigation Works - BeatrixStreet Drain Catchment

$20,000 $20,000 Revenue $20,000 Planet


Brixton Avenue, ElthamNorth. Pipe Duplication Stage1

$10,000 $10,000 Revenue $10,000 Planet


Stormwater ManagementCatchment Analysis -Mitigation Works - Elmo RoadDrain Catchment

$10,000 $10,000 Revenue $10,000 Planet


Wilfred Road East Ivanhoe600mm drain augmentation

$400,000 $400,000 Revenue $400,000 Planet

DrainageReplacementProgram

Repair of brick lined waterdrainage pit (Railway) Uprhere and Waterdale Rd

$160,000 $80,000 $80,000 Reserves $160,000 Planet

DrainageReplacementProgram

Repair of brick lined waterdrainage pit Waterdale Rd andGarth St

$90,000 $45,000 $45,000 Reserves $90,000 Planet



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6.4 Project Type Project Description


AssetRenewal


FundingValue

P

Drainage MinorWorks and HotSpots

Minor Drainage Works. Minorpipe augmentations andassociated pit improvementsto address localised drainageissues

$100,000 $50,000 $50,000 Revenue $100,000 Planet

Drainage MinorWorks and HotSpots

Drainage Hot Spots. Pitreplacements andmodifications to improvestormwater capture.

$50,000 $25,000 $25,000 Revenue $50,000 Planet

Parks

BridgeBridge - pedestrian bridgereplace standard handrailswith collapsible

$15,000 $15,000 Open Space $15,000 Place

BridgeBridge - Banyule flats reserve,bridge replacement

$50,000 $50,000 Open Space $50,000 Place

Cricket PitchAll seasons cricket pitchreplacement

$100,000 $100,000Revenue

Contributions$50,000$50,000

Place

FencingLoyola - safety fence baseballreplacement

$20,000 $20,000 Open Space $20,000 People

FencingOperations centre perimeterbeautification works (fencingand landscaping)

$30,000 $15,000 $15,000 Revenue $30,000 Place

FencingFence asset replacementprogram

$50,000 $50,000 Revenue $50,000 Place

Open SpaceFacilities

Barbeque Replacement andRenewal Program - BBQ'sinternal components.

$25,000 $25,000 Open Space $25,000 Planet



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AssetRenewal


FundingValue

P


Indigenous Gathering Space(Hub) at Fred Howe Annexspiritual walk

$25,000 $25,000 Revenue $25,000 People


Drinking fountains inplaygrounds



Heidelberg Parkimprovements upgrade gardenbed, furniture



Ivanhoe Master Plan - Picnicfacility's - picnic shelter, drinkfountains, tables, planting andprovide bicycle parking at thepavilion and close to thechildren’s play area

$27,000 $27,000 Open Space $27,000 place


Malahang Reserve - replacingBBQ/shelter

$100,000 $100,000Revenue

Open Space$65,000$35,000

Place


Kalparrin gardens - MasterPlan Implementation

$50,000 $50,000 Revenue $50,000 Planet


Olympic Village urban designimprovements

$50,000 $50,000 Revenue $50,000 People


Olympic park - Master PlanImplementation

$50,000 $50,000 Revenue $50,000 People


James Reserve, Heidelbergpark improvements

$50,000 $50,000Revenue

Open Space$40,000$10,000

People



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AssetRenewal


FundingValue

P


St Mary's Tennis Club,Possible construction of twoextra courts on vacant landadjacent to existing courts

$30,000 $30,000 Revenue $30,000 People


Seddon Reserve Netballcourts

$150,000 $150,000 Revenue $150,000 People


Ford Park - Master PlanImplementation

$300,000 $300,000Open Space

Reserves$50,000$250,000

People

PathwaysReserves and Bushland -renewal of trails and pathways


PathwaysHeidelberg Park pathwayconstruction between BrownSt and Darebin Rd


Public Lighting

Public lighting polereplacement and change toNew Technology and/or solarpowered lighting in councilsports fields identified bycondition reports.

$50,000 $50,000 Revenue $50,000 Planet

Retaining WallRenewal of Retaining Walls -open space

$50,000 $50,000 Revenue $50,000 Planet

Retaining WallIvanhoe tennis pavilion replaceretaining wall beside tenniscourt

$40,000 $40,000 Revenue $40,000 Planet



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AssetRenewal


FundingValue

P

Shared Trail

East west power easementshared path Watsonia - stagethree of four High Street toWatsonia Road

$150,000 $150,000 Revenue $150,000 Planet

Shared TrailRenewal of shared path trailfeeder paths


Shared TrailTrail network program(Design)


Shared TrailBanyule Flats bike path andenvironmental walk.

$450,000 $450,000RevenueGrants

$350,000$100,000

Planet

Signage

Darebin Parklands Master Plan- contribution signage, seats,facilities move to masterplansunder general improvements

$15,000 $15,000 Open Space $15,000 Place

Sport - MasterPlan

Loyola Reserve, Bundoora -Watsonia baseball club -baseball cages

$15,000 $15,000 Revenue $15,000 Place

Sporting FieldIrrigation Burkitt Oval +Drainage

$120,000 $120,000 Revenue $120,000 Performance

Sporting FieldMontmorency football Cluboval/ground redevelopment

$30,000 $30,000 Revenue $30,000 People

Sporting FieldYallambie Tennis Clubupgrade top of two courts

$50,000 $50,000 Revenue $50,000 People



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AssetRenewal


FundingValue

P

Sporting Field

Research Lower PlentyBaseball Club, GlenauburnReserve - Batting tunnel,lighting and storage

$78,000 $78,000 Open Space $78,000 Place

Sporting Field

Banyule Flats North soccerpitch- Replace non-operationalirrigation system and warmseasons grass conversion.

$130,000 $130,000 Revenue $130,000 People

Sport SurfaceCyril Cummins outdoorhockey pitch replacement

$650,000 $650,000Open Space

GrantsContributions

$450,000$100,000$100,000

Place

Playgrounds

PlaygroundsPlayground improvements -The Glade Reserve


PlaygroundsPlayground Improvements,Irvine Road Reserve


PlaygroundsPlayground Replacement,Crane Reserve Mark Street


PlaygroundsPlayground Replacement,Banksia Island Reserve.


PlaygroundsPlayground Replacement,Shelly Park, Shelly Street,Neighbourhood




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AssetRenewal


FundingValue

P

PlaygroundsPlayground - Ramu Reserve -Heidelberg West


PlaygroundsPossum Hollow shade sail(grant application in place)

$30,000 $30,000 Revenue $30,000 People

PlaygroundsAnthony Beale reserveregional playground stage 2


Roads, Streets, Bridges

BicycleDesign/construct bicycle-parking lanes in DoughartyRoad

$35,000 $35,000 Revenue $35,000 People

Bicycle

Line Marking in conjunctionwith road resheets. BanyuleRoad, Viewbank, betweenBanyule Rd and Plenty RiverBridge

$15,000 $15,000 Revenue $15,000 People

Bicycle

Line Marking in conjunctionwith road resheets. BondsRoad, Lower Plenty, betweenStawell Rd and Rosehill Rd

$15,000 $15,000 Revenue $15,000 People

Bicycle

Line Marking in conjunctionwith road resheets. ClevelandAvenue, Lower Plenty,between Lakeside Dr anddead end (w)

$15,000 $15,000 Revenue $15,000 People

Bicycle

Line Marking in conjunctionwith road resheets. HaigStreet, Heidelberg Heights,between Dresden St andWaterdale Rd

$15,000 $15,000 Revenue $15,000 People



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AssetRenewal


FundingValue

P

Bicycle

Line Marking in conjunctionwith road resheets.Sherbourne Road,Montmorency, betweenBaldwin Ave and Elmo Rd

$15,000 $15,000 Revenue $15,000 People

Bicycle

Line Marking in conjunctionwith road resheets. WeidlichRoad, Eltham North, betweenTamboon Dr and Macka Ave

$15,000 $15,000 Revenue $15,000 People

Bicycle

Line Marking in conjunctionwith road resheets. McDowellStreet, Greensborough -between Parkview Ave andNell St

$20,000 $20,000 Revenue $20,000 People

BicycleCycle link south west toGreensborough

$70,000 $70,000 Revenue $70,000 People

FootpathFootpath replacement reactiveand proactive.

$1,350,000 $1,350,000 Revenue $1,350,000 Place

Localised TrafficInfrastructure

Watsonia (Reeves street,Rushworth St) Trafficintervention trial

$10,000 $10,000 Revenue $10,000 People


Road Safety Program - KerbExtensions/CalmingInfrastructure - YallambieRoad and Tarcoola Drive

$38,000 $38,000 Revenue $38,000 People



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AssetRenewal


FundingValue

P


Construction of traffic calminginfrastructure on BerkeleyAvenue, Heidelberg, at theintersection with Halifax Ave

$38,000 $38,000 Revenue $38,000 People


Construction of traffic calminginfrastructure on LibertyParade, Heidelberg West,between Dougharty Rd andSouthern Rd

$38,000 $38,000 Revenue $38,000 People

Infrastructurefor Pedestrians

Construction of zebracrossing on Watsonia Road,Watsonia, between TennysonSt and Morwell Ave

$38,000 $38,000 Revenue $38,000 People

Area WideTreatments

Road Safety Program -McCrae Road Rosanna, Entirelength, Slow points / ModifiedT-Intersections/ Road Humps,focus at Homewood Court

$38,000 $38,000 Revenue $38,000 People


Lambourne Rd IndentedParking

$85,000 $85,000 Revenue $85,000 People


Grimshaw Road/ FlintoffStreet intersectionredesign,800k funded 400kcouncil 400k state from roadsto recovery

$800,000 $800,000RevenueGrants

$400,000$400,000

People

School CrossingImprovements

Construction of a children'sraised pavement crossing inYarra St - Cape St /LowerHeidelberg Rd

$35,000 $35,000 Revenue $35,000 People



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AssetRenewal


FundingValue

P


Construction of a children'scrossing in Warren Road,Viewbank, between RobernPde and Diane Cr

$10,000 $10,000 Revenue $10,000 People


Construction of a children'sraised pavement crossing inGreenhill Rd, Greensborough,between Palmyra Ct and MineSt

$25,000 $25,000 Revenue $25,000 People

Roads toRecovery

Roads to Recovery Funding $700,000 $700,000 Grants $700,000 Place

Roads toRecovery

Old Eltham Road Stage One $100,000 $100,000 Grants $100,000 Place

Roads toRecovery

Banyule Road- Henderson toHenty Bridge

$240,000 $240,000 Grants $240,000 Place

Roads toRecovery

Retaining walls within roadreserve

$50,000 $50,000 Grants $50,000 Place

Roads toRecovery

Banyule Rd - Rosanna Rd toRutherford Rd, Viewbank

$173,391 $173,391 Grants $173,391 Place

Roads toRecovery

Banyule Rd - Banyule Rd toPlenty River Bridge, Viewbank

$210,738 $210,738 Grants $210,738 Place

Retaining wall Retaining wall Lower Plenty $60,000 $60,000 Revenue $60,000 Place



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AssetRenewal


FundingValue

P

Patching

Failures around trafficmanagement installations -reconstruct and patchCnr Darebin St/Powlett St,Darebin & Cape Roundabout,Cape St Roundabouts atBrown & St James, AndersonSt Roundabouts, Yallambie andLower Plenty Intersections)

$40,000 $40,000 Revenue $40,000 Place

ResheetRussell St, Warralong Av toElder St, Greensborough

$17,421 $17,421 Revenue $17,421 Place

ResheetCarmichael St - York Av toMaltravers Rd, Ivanhoe East

$29,808 $29,808 Revenue $29,808 Place

ResheetClifton Gv - Ivanhoe Pde toWaterdale Rd, Ivanhoe

$27,324 $27,324 Revenue $27,324 Place

ResheetDennis St - Bamfield Rd toLawson Pde, HeidelbergHeights

$18,262 $18,262 Revenue $18,262 Place

ResheetBond St - Ambrose St toLiberty Pde, Ivanhoe

$27,186 $27,186 Revenue $27,186 Place

ResheetCleveland Av - Lakeside Dr toDead End (W), Lower Plenty -Investigation

$10,000 $10,000 Revenue $10,000 Place

ResheetBonds Rd - Stawell Rd toRosehill Rd, Lower Plenty -Investigation

$10,000 $10,000 Revenue $10,000 Place

ResheetView Rd - Dead End (S) toOld Eltham Rd, Lower Plenty

$10,000 $10,000 Revenue $10,000 Place



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AssetRenewal


FundingValue

P

ResheetFinlayson St - Lwr Plenty Rdto #73 Round About, Rosanna

$65,274 $65,274 Revenue $65,274 Place

ResheetPacific Dr - Corvette St toRamu Pde, Heidelberg West

$51,773 $51,773 Revenue $51,773 Place

ResheetSherbourne Rd - Baldwin Avto Elmo Rd, Montmorency

$98,076 $98,076 Revenue $98,076 Place

ResheetRamu Pde - Pacific Dr toMorobe St, Heidelberg West

$44,484 $44,484 Revenue $44,484 Place

ResheetHawker St - Osney Av toAyton St, Ivanhoe

$43,447 $43,447 Revenue $43,447 Place

ResheetJeffery Ct - Nepean St to Cul-De-Sac (S), Greensborough

$8,096 $8,096 Revenue $8,096 Place

ResheetGotha St - Bell St to ClintonSt, Heidelberg Heights 20010

$20,010 $20,010 Revenue $20,010 Place

ResheetVictoria St - Elder St to TonylCt, Greensborough 46759

$46,759 $46,759 Revenue $46,759 Place

ResheetUngara Cl - Liddesdale Gv toCul-De-Sac (N), Eltham North15272

$15,272 $15,272 Revenue $15,272 Place

ResheetEster St - Henry St toMcDowell St, Greensborough61016

$61,016 $61,016 Revenue $61,016 Place

ResheetHart Av - Nell St to AlexandraSt, Greensborough 29601

$29,601 $29,601 Revenue $29,601 Place

ResheetFlintoff St - Grimshaw St toPara Rd, Greensborough

$69,927 $69,927 Revenue $69,927 Place



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AssetRenewal


FundingValue

P

ResheetKalparrin Av - Hailes St toYando St, Greensborough

$21,896 $21,896 Revenue $21,896 Place

ResheetTalbot St - Nell St to BeatrixSt, Greensborough

$18,377 $18,377 Revenue $18,377 Place

ResheetHopkins St - Nell St to BeatrixSt, Greensborough

$19,872 $19,872 Revenue $19,872 Place

ResheetKillerton Cr - Larissa St toMorobe St, Heidelberg West

$23,529 $23,529 Revenue $23,529 Place

ResheetLeach St - Fernside Av toKaringal Dr, Briar Hill

$85,000 $85,000 Revenue $85,000 Place

ResheetTrafalgar Cr - Sandhurst Cr toDavid Cr, Bundoora

$61,019 $61,019 Revenue $61,019 Place

ResheetClarence St - Young St toCorona St, Ivanhoe

$7,820 $7,820 Revenue $7,820 Place

ResheetDerwent Pl - Hakea St to Cul-De-Sac (W), Watsonia North

$25,737 $25,737 Revenue $25,737 Place

ResheetDobson Rd - Para Rd toAccess Road, Montmorency

$31,395 $31,395 Revenue $31,395 Place

ResheetOlympic St - Endesleigh Av toMorwell Av, Bundoora

$28,566 $28,566 Revenue $28,566 Place

ResheetGriffiths St - Waterdale Rd toOriel Rd, Bellfield

$80,000 $80,000 Revenue $80,000 Place

ResheetKenmare St - Curtis Av toBungay St, Watsonia

$71,047 $71,047 Revenue $71,047 Place

ResheetThe Boulevard - Waterdale Rdto The Boulevard, IvanhoeEast

$180,670 $180,670 Revenue $180,670 Place



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AssetRenewal


FundingValue

P

ResheetThe Mall - Tobruk Av to BellSt, Heidelberg Heights

$30,000 $30,000 Revenue $30,000 Place

ResheetLiberty Pde - Ebony Pde toBarce Pl, Heidelberg West

$140,000 $140,000 Revenue $140,000 Place

ResheetInfrastructure MaintenanceWorks - Kerb and ChannelReplacement

$150,000 $150,000 Revenue $150,000 Place

StreetscapeOlympia Village billboards andbanners.

$5,000 $5,000 Revenue $5,000 Place

StreetscapeBell St Mall replace statue withflagpoles

$20,000 $20,000 Revenue $20,000 Place

StreetscapeMain shopping centre minorImprovements - outcomes ofaudit process

$50,000 $50,000 Revenue $50,000 Place

Streetscape

Small shopping strip renewal -development of plan to reviewand service small shoppingstreets, e.g. Greville Road,Beewar Street, Andrews Place

$40,000 $40,000 Revenue $40,000 Place

StreetscapeRosanna Shopping Centre -design - streetscape renewalworks

$50,000 $50,000 Revenue $50,000 Place

Streetscape

Heidelberg Central precinctstreetscape renewal worksBurgundy Street -Implementation, footpathresurfacing and streetfurniture.

$550,000 $550,000 Revenue $550,000 Place



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AssetRenewal


FundingValue

P

Streetscape

Rosanna streetscapeimprovements includingsignage, wayfinding urbanimprovements.

$80,000 $80,000StrategicProperty

$80,000 Place

Car ParksCar Park design &construction - Stubley Crt &Howard St Greensborough

$600,000 $600,000StrategicProperty

$600,000 Place

Car ParksMacLeod Park car parkingsurfacing

$140,000 $140,000 Reserves $140,000 Place

PLANT AND EQUIPMENT

Motor Vehicles

PlantOperations plant- vehicles,cars and trucks and plantpurchases

$3,931,200 $3,931,200Reserves

Sale Proceeds$2,996,800$934,400

Performance

Plant and Equipment

Aquatic andLeisure Centres

Ivanhoe Aquatic Pool PlantReplacement Program

$30,000 $30,000 Revenue $30,000 Place


Aquatic Facilities – IvanhoeAquatic & Fitness Centre - airhandling plant reinstatement

$27,100 $27,100 Revenue $27,100 Place


Olympic Leisure Centre PoolPlant Replacement Program

$40,000 $40,000 Revenue $40,000 Place



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AssetRenewal


FundingValue

P

PROPERTY

Strategic Property

Sale of LandSale of 59 Swanston StHeidelberg Heights (new)

($830,000) ($830,000) Performance

Sale of LandSale of Rosanna Office - 44Turnham Av (88007)

($3,850,000) ($3,850,000) Performance

Sale of LandSale of Various Properties -project (new)

($1,000,000) ($1,000,000) Performance

Sale of LandSale of School site - Haig St(88018)

($7,229,938) ($7,229,938) Performance

Sale of LandTransfer sales to strategicproperty reserve

$12,909,938 $12,909,938 Performance

Building

AirConditioning

Replacement of airconditioning plant at TheCentre Ivanhoe, StreetonRoom Condor Room

$300,000 $300,000 Revenue $300,000 People

AirConditioning

Replace air-conditioning BriarHill Hall

$16,000 $16,000 Revenue $16,000 People

AirConditioning

Replace air-conditioning withinHatch Ivanhoe

$40,000 $40,000 Revenue $40,000 People



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AssetRenewal


FundingValue

P

Place MakingEarly Learning Hub,Sherbourne Road - $1.9 MGovt Grant

$1,000,000 $1,000,000 Grants $1,000,000 People

AirConditioning

Air Conditioning Early YearsFacilities - replace evaporativecoolers with reverse cyclerefrigerant air conditioningunits.

$60,000 $60,000 Revenue $60,000 People


Aquatic Facilities – OlympicLeisure Centre - air handlingunit reinstatement

$25,000 $25,000 Revenue $25,000 Place


NETS Stadium - replacementof soft wall covering with solidpanelling

$30,000 $30,000 Revenue $30,000 Place


Aquatic Facilities – IvanhoeAquatic & Fitness Centre -wet deck replacement

$30,000 $30,000 Revenue $30,000 Place


Aquatic Facilities – IvanhoeAquatic & Fitness Centre -pool hall seating replacement& upgrade

$22,000 $22,000 Revenue $22,000 Place


Watsonia Pool - Concourse(council half cost)

$25,000 $25,000 Revenue $25,000 Place

PavilionN J Telfer Reserve Masterplan- planning and design forpavilion and car park

$1,500,000 $1,500,000Revenue

Open Space$750,000$750,000

Place

PavilionLower Greensborough ParkPavilion, paths, drainage

$20,000 $20,000 Open Space $20,000 Place



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AssetRenewal


FundingValue

P

PavilionCentral Park Change rooms,replace barge boards

$10,000 $10,000 Revenue $10,000 Place

PavilionOlympic Park - female friendlychange rooms

$100,000 $100,000 Revenue $100,000 People

PavilionBundoora football club bincages (8 bins)

$10,000 $10,000 Revenue $10,000 Place

Pavilion Banyule Flats, Pavilion Design $50,000 $50,000 Revenue $50,000 Place

PavilionHeidelberg West Pavilion -Wet Area


PavilionMacLeod Park Pavilion, stormwater drainage replacement


PavilionMontmorency Bowling Clubfacility

$200,000 $200,000Open Space

Reserves$78,000$122,000

Place

Pavilion

Greensborough RSL, andGreensboroughFootball/Cricket/Super LeagueClubs Educational Facility

$100,000 $100,000Revenue

Open Space$50,000$50,000

People

Pavilion

Grace Valley Tennis Club,Improve disability access,viewing platform at front ofbuilding, funding for repair ofcourts.

$80,000 $80,000 Revenue $80,000 People

PavilionBinnak Park pavilionimprovement

$10,000 $10,000 Revenue $10,000 Place



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AssetRenewal


FundingValue

P

FlooringNETS Stadium - court one andtwo surface renewal


Flooring Briar Hill Hall Replace floor $35,000 $35,000 Revenue $35,000 Performance

FlooringThe Centre McCubbin Roomfloor


Solar Panels Solar Panel Design $20,000 $20,000 Revenue $20,000 Planet

Solar Panels Council Buildings solar panels $350,000 $350,000 Reserves $350,000 Planet

Solar PanelsSolar panels Lower Plentyfootball club 28k

$28,000 $28,000 Reserves $28,000 Planet

Environment -Energy Plan

Council Buildings energyefficiency

$220,000 $220,000 Revenue $220,000 Planet



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AssetRenewal


FundingValue

P

RoofThe Mall covered walkwaysreplace roof east

$20,000 $20,000 Revenue $20,000 Place

Roof Macleod Park Pavilion $20,000 $20,000 Revenue $20,000 Performance

RoofIvanhoe recreation centre(Bowling Pavilion)


SwitchboardCouncil Buildings electricaland thermal switchboards


Fit OutGrace Park Hall, replacekitchen

$30,000 $30,000 Revenue $30,000 People

Fit OutBundoora Bowls Club refurband restoration

$50,000 $50,000 Revenue $50,000 People

Fit OutPetrie Park installation of firehydrant


AccessCouncil Buildings Accessibility- include Yallambie andBanyule tennis pavilions

$110,000 $55,000 $55,000 Revenue $110,000 People

AccessGreenhills NeighbourhoodHouse Decking improvement

$50,000 $25,000 $25,000 Revenue $50,000 People



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AssetRenewal


FundingValue

P

Furniture andKitchenAppliance

Community Halls-replacementof furniture

$30,000 $30,000 Revenue $30,000 People

Furniture andKitchenAppliance

Ivanhoe Golf Club -replacement of fire service

$23,500 $23,500 Revenue $23,500 People

PaintingLower Plenty Senior Citizensclub paint all externally

$12,000 $12,000 Revenue $12,000 Place

Painting The Centre Ivanhoe $12,000 $12,000 Revenue $12,000 Place

PaintingMorobe street child day carecentre, paint all internally

$12,000 $12,000 Revenue $12,000 Place

PaintingWatsonia Community Centre,paint all internally

$15,500 $15,500 Revenue $15,500 Place

PaintingKalparrin Gardens TennisClub, paint all externally

$12,000 $12,000 Revenue $12,000 Place

PaintingRosanna fire stationcommunity house, paint allexternally

$10,000 $10,000 Revenue $10,000 Place

ToiletNorth Eastern Citizens Club,construct accessible toilet

$35,000 $35,000 Revenue $35,000 People

ToiletWatsonia Community Centre,upgrade main entrance toiletsfront of building

$80,000 $80,000 Revenue $80,000 People

ConstructionBuilding-Office, 2 floorsWaterMarc Greensborough

$13,500,000 $9,500,000 $4,000,000StrategicProperty

$13,500,000 Place

Construction Rosanna customer service $40,000 $40,000StrategicProperty

$40,000 Performance



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AssetRenewal


FundingValue

P

ConstructionDog club shelter behind oldshire office

$50,000 $50,000 Revenue $50,000 Place

ConstructionGreenhills PreschoolLandscaping improvements

$20,000 $20,000 Revenue $20,000 Place

ConstructionConstruction management ofcapital works projects


ConstructionBuilding-Community LearningHub , Ivanhoe Library

$5,000,000 $2,500,000 $2,500,000StrategicProperty

$5,000,000 People

OTHER ASSETS

Arts

ArtsPublic Art Strategy -Implementation.

$60,000 $60,000 Revenue $60,000 People

Carried Forward Projects

CarriedForward

Public Art StrategyImplementation

$12,700 $12,700 Revenue $12,700 People

CarriedForward

All Seasons Cricket PitchReplacement

$51,148 $51,148Contributions

Reserve$17,545$33.603

Place

CarriedForward

Ivanhoe Park PavilionRedevelopment - Ivanhoe Jnrs

$922,637 $922,637Revenue

Contributions$597,637$325,000

Place

CarriedForward

Cartledge Reserve PavilionRedevelopment

$30,000 $30,000 Revenue $30,000 Place



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AssetRenewal


FundingValue

P

OTHER ASSETS

Arts

CarriedForward

Greensborough WarMemorial Umpires ChangeRoom

$40,326 $40,326 Revenue $40,326 People

CarriedForward

Library Accommodation $666,000 $255,000 $191,000 $220,000RevenueReserve

$300,878$365,122

People

CarriedForward

Kalparrin Rotary AdditionFacility Early Years Centre

$150,000 $150,000 Revenue $150,000 People

CarriedForward

Design And Construct BicycleCrossing Facilities

$12,000 $12,000 Revenue $12,000 People

CarriedForward

Renovation Of Paid ParkingSystem In Powlett St

$30,000 $30,000 Reserve $30,000 People

CarriedForward

Watsonia Shopping CentreStreetscape Works

$17,000 $17,000 Revenue $17,000 Place

CarriedForward

Office Accommodation -Greensborough

$4,473,380 $4,473,380 Reserve $4,473,380 Place

CarriedForward

Centre Ivanhoe, Great Halland Foyer Air Con Replace

$30,000 $30,000 Revenue $30,000 People

Other

Other Operating Assets $545,911 $545,911 Revenue $545,911 Performance

Other Labour Capitalisation $450,000 $450,000 Revenue $450,000 -



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6.4

CAPITAL WORKS SUMMARY FOR 2016/2017

Capital Works Summary

ProposedBudget 2016/17

AssetRenewal

Upgrade Expansion New

Property

- Land - - - - -

- Buildings $23,938,000 $13,460,000 $775,000 $8,000,000 $1,703,000

Infrastructure

- Roads, Streets and Bridges $7,507,793 $5,437,793 $1,885,000 - $185,000

- Drainage $840,000 $165,000 $200,000 $475,000 -

- Parks and Gardens $3,255,000 $1,510,000 $485,000 $670,000 $590,000

- Playgrounds $512,000 $232,000 $250,000 - $30,000

Plant and Equipment

- Plant and Equipment $97,100 $97,100 - - -

- Motor Vehicles $3,931,200 $3,931,200 - - -

Other Assets

- Art Collection $60,000 - - $60,000 -

- Carried Forward $6,435,191 $4,896,854 $1,143,637 $232,000 $162,700

- Labour Capitalisation $450,000 $450,000 - - -

- Operating Assets $545,911 $545,911 - -

Total Capital Works - Assets $47,572,195 $30,725,858 $4,738,637 $9,437,000 $2,670,700



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6.4

Sources of Funds for Capital Works Summary

Source of Funds Revenue ReservesGovernment

GrantsSale

ProceedsCommunity

Contributions

Property

- Land - - ($12,909,938) - $12,909,938 -

- Buildings $23,938,000 $3,000,000 $19,038,000 $1,900,000 - -

Infrastructure

- Roads, Streets and Bridges $7,507,793 $4,813,664 $820,000 $1,874,129 - -

- Drainage $840,000 $590,000 $250,000 - - -

- Parks and Gardens $3,255,000 $1,575,000 $1,330,000 $200,000 - $150,000

- Playgrounds $512,000 $30,000 $482,000 - - -

Plant and Equipment

- Plant and Equipment $97,100 $97,100 - - - -

- Motor Vehicles $3,931,200 - $2,996,800 - $934,400 -

Other Assets

- Art Collection $60,000 $60,000 - - - -

- Carried Forward $6,435,191 $1,190,541 $4,902,105 - - $342,545

- Labour Capitalisation $450,000 $450,000 - - - -

- Operating Assets $545,911 $545,911 - - - -

Total Capital Works - Assets $47,572,195 $12,352,216 $16,908,967 $3,974,129 $13,844,338 $492,545



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6.4 6. Major initiatives

This section presents a listing of the major initiatives projects that will be undertaken for the2016/2017 year.

The major initiatives projects are grouped by class and include the following:

• Major initiatives for 2016/2017• Major initiatives carried forward from the 2015/2016 year.

•



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Project Type Project DescriptionProposedBudget2016/17

FundingSource

FundingValue

P

MAJOR INITIATIVES

Community

Community Movies in the park $35,000 Revenue $35,000 People

CommunityYouth Foundation Victoria3081

$10,000 Revenue $10,000 People

CommunityVolunteers of Banyule staffingand operating expenses.

$100,000 Revenue $100,000 Participation

CommunityBanyule housing support groupinc staff costs.


Community Place Renaming $18,000 Revenue $18,000 People

Community Banyule Business Awards $30,000 Revenue $30,000 People

Community

3081 Initiative - postneighbourhood renewalmainstreaming based onapproach in Heidelberg West

$175,000 Revenue $175,000 Place

CommunityMacleod YMCA Banyuleoperational subsidy.


CommunityNorthern Area Advancement(Northern Regional Councils)

$10,000 Revenue $10,000 Place

Community Community Engagement $40,000 Revenue $40,000 Participation

Community Watsonia motor show $15,000 Revenue $15,000 People

CommunityRegional high ball and syntheticsoccer strategy


Community Watsonia streetscape $80,000 Revenue $80,000 Place

CommunityRegional paddle sportsfeasibility




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6.4


FundingSource

FundingValue

P

Economic Development

EconomicDevelopment

Economic Development planimplementation


EconomicDevelopment

Special Rates and Charges -Lower Plenty No. 3 (89888)

$34,320RevenueSpecialCharge

$17,160$17,160

Place

EconomicDevelopment

Special Rates and Charges -Eaglemont No. 2 (89871)


$12,500$12,000

Place

EconomicDevelopment

Special Rates and Charges -Macleod No. 1 (89865)


$18,400$19,170

Place

EconomicDevelopment

Special Rates and Charges -Montmorency No 3 (89867)


$22,065$22,731

Place

EconomicDevelopment

Special Rates and Charges -Watsonia No. 4 (89869)


$26,827$30,600

Place

EconomicDevelopment

Special Rates and Charges -East Ivanhoe No. 3 (89886)


$37,000$37,000

Place

EconomicDevelopment

Special Rates and Charges -Rosanna No. 2 (89882)


$39,000$41,000

Place

EconomicDevelopment

Special Rates and Charges -The Mall No. 2 (89878)


$50,000$55,000

Place

EconomicDevelopment

Special Rates and Charges -Heidelberg Central (89874)


$88,797$96,041

Place

EconomicDevelopment

Special Rates and Charges -Ivanhoe No. 4 (89866)


$100,000$119,114

Place

EconomicDevelopment

Special Rates and Charges -Greensborough No. 2 (89868)


$105,000$132,780

Place

EconomicDevelopment

Economic Development rollingspecial rates and chargesrenewal program


EconomicDevelopment

North Link membership $15,000 Revenue $15,000 Place



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6.4


FundingSource

FundingValue

P

EconomicDevelopment

Special Rates and Charges -East Ivanhoe No. 3 (89886)


$37,000$37,000

Place

EconomicDevelopment

Special Rates and Charges -Rosanna No. 2 (89882)


$39,000$41,000

Place

EconomicDevelopment

Special Rates and Charges -The Mall No. 2 (89878)


$50,000$55,000

Place

EconomicDevelopment

Special Rates and Charges -Heidelberg Central (89874)


$88,797$96,041

Place

EconomicDevelopment

Special Rates and Charges -Ivanhoe No. 4 (89866)


$100,000$119,114

Place

EconomicDevelopment

Special Rates and Charges -Greensborough No. 2 (89868)


$105,000$132,780

Place

EconomicDevelopment

Economic Development rollingspecial rates and chargesrenewal program


EconomicDevelopment

North Link membership $15,000 Revenue $15,000 Place

EconomicDevelopment

Urban villages action plan $25,000 Revenue $25,000 Place

EconomicDevelopment

Stepping Stone - CALD womeninto business project


Environment/Water management

Environment

Carbon offsets for councilemissions that remain afterenergy efficiency and greenpower

$11,000 Revenue $11,000 Planet

Environment

ISO14001 environmentalaccreditation - MaintainsISO14001 environmentalaccreditation and allows auditof the Councils EnvironmentalManagement System (EMS).




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FundingSource

FundingValue

P

Environment

Planet policy implementationincludes environmental

education activities at Councilfestivals, developing the state of

the environment report andenvironmental education

materials including flora andfauna brochures and technical

improvements to the significanttree register


Environment

Green Power - continuedgreen power purchasing for

10% of major streetlightelectricity accounts, expand

purchase in later years


Environment

Energy Saving Initiatives – fundscontributions to the NorthernAlliance for greenhouse actionand positive charge program

for residents and investigationsof Council energy savingmeasures such as buildingenergy efficiency and solarpanels and other energy

efficiency


Environment

Sustainable homes andcommunities program (incl

leaders program) with Darebinand Sustainability Victoria.


EnvironmentWater management initiatives

storm water harvestingprogram design and concept



St Pius Community Garden $20,000 Revenue $20,000 Place


Heidelberg Community Garden $50,000OpenSpace

$50,000 Place

WaterManagement

Parks and Reserves - De-siltation and revegetation ofstormwater treatment systemat Redmond Ct wetlands.subject to feasibility study


Management

ManagementBuilding-Council buildingsasbestos removal andassessment

$50,000 Revenue $50,000 Performance

ManagementBest Value service reviewprogram




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6.4


FundingSource

FundingValue

P

ManagementHardcopy records digitisationproject


ManagementBanyule City Council GeneralElections


ManagementMAV Advanced Step Programand National Asset Framework- payment of support fee.


ManagementDevelop long term assetinfrastructure plans


ManagementDevelopment of a public toiletstrategy


Management Review of road safety strategy $20,000 Revenue $20,000 People

ManagementPreparation of Ivanhoe parkingplan


Management Right Of Way policy actions $25,000 Revenue $25,000 Place

Management

Sustainable transport-runpromotional events-ride towork, ride to school, walk toschool, etc.


Maintenance

MaintenanceDrainage investigations CCTV(camera down drains) forspecific drainage problems.


MaintenanceShopping centre and toiletcleaning

$180,000 Revenue $180,000 Place

MaintenanceGreensborough Chamber ofCommerce maintenanceactivities


MaintenanceDumped rubbish collection andrecycling


MaintenanceDog park fence maintenancedog park maintenance


Maintenance

Building maintenance costs fornew facilities - Ivanhoe AquaticCentre, Olympic Villagelearning hub, Simms Rd pavilion


BridgeBanksia Street pedestrianbridge survey investigation,design

$35,000OpenSpace

$35,000 Place



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6.4


FundingSource

FundingValue

P

BridgeBanksia Street pedestrianbridge survey investigation,design

$35,000OpenSpace

$35,000 Place

Streetscape

Replace existing waste binenclosures and MGB's inshopping centres with letterbox type bins with 85enclosures & wheelie bins.


StreetscapePowlet Street common,landscape improvements

$40,000OpenSpace

$40,000 Place

City Entrances

Para Rd and Grimshaw Street -City Entrance - garden bedrenovation. Main StGreensborough - entrance toshopping centre, Lower PlentyRd gardens

$20,000OpenSpace

$20,000 Place

MaintenanceMaintenance of our existingWater Sensitive Urban Design(WSUD) assets.


Maintenance

Stormwater managementinitiatives - facility maintenancestormwater harvesting -Chelsworth Park, KalparrinGroup, De Winton Park $250,000 (contribution from St.Property reserve


Management Trees/Bushland

ManagementTrees

Tree condition riskassessments and works -Council community servicesproperties


ManagementTrees

Tree condition riskassessments and works - 34 kmshared trail network and inplaygrounds, BBQ's and parkshelters


ManagementTrees

Significant tree monitoring. -Condition inspections on treeson private land listed on thesignificant tree register


ManagementTrees

Tree planting on naturestrips/road reserves, parks andreserves.



Portable watering system fortrees




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6.4


FundingSource

FundingValue

P

ManagementBushland

Parks and Reserves - renewalweed control maintenance andplanting to existingrevegetation Darebin Creek


ManagementBushland

Parks and Reserves - renewal/weed control maintenance andplanting to existingrevegetation Plenty River


ManagementBushland

De-siltation of Banyule Flatsstormwater pond on northeast drain to wetland and carryout revegetation works


ManagementBushland

Parks and Reserves - renewal/weed control maintenance andplanting to existingrevegetation Yarra River


ManagementBushland

Weed control pond desiltationof the water body in BinnakPark


ManagementBushland

Environmental Management -post burn weed control andsite management


ManagementBushland

Vermin Control $20,000 Revenue $20,000 Planet

ManagementBushland

City Plan BiodiversityInitiatives. priority bushlandreserve management plans


ManagementBushland

Ryans Rd reserve conservationreserve -implementation ofmanagement plan


Strategic Land use Planning

Strategic LandUse Planning

Stage 1 16/17 MSS review $25,000 Revenue $25,000 Place

Property Selling Expenses

Land & SellingCosts

COSTS - Sale of 59 SwanstonSt Heidelberg Heights (new)

$50,000StrategicProperty

$50,000 Performance

Land & SellingCosts

COSTS - Sale of VariousProperties - project (new)


$100,000 Performance

Land & SellingCosts

COSTS Sale of Rosanna Office- 44 Turnham Av (88007)


$400,000 Performance

Land & SellingCosts

COSTS - Selling Paraweena Crt $10,000StrategicProperty

$10,000 Performance



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6.4


FundingSource

FundingValue

P

Land & SellingCosts

COSTS - Selling 162 Main RdLower Plenty


$25,000 Performance

Carried Forward

Carried ForwardArt Gallery Develop BusinessCase & Design


Carried Forward Library Accommodation $10,000 Revenue $10,000 People

Carried Forward Council Elections $47,943 Revenue $47,943 Performance

Carried ForwardRoad Safety PartnershipProgram


Carried Forward Planning Scheme Review $17,000 Revenue $17,000 Place

Carried ForwardStrategic Land Use - Watsonia2050 Vision


Carried ForwardStrategic Land Use - LaTrobeCluster


Carried ForwardMiddle Yarra Planning ControlsReview


Carried ForwardNew Res Zones Stage 2 ForNeighbourhood ResidentialZone


Carried ForwardPlanning Scheme Amendment -Heidelberg Car Parking


Carried ForwardLaTrobe National EmploymentCluster


Carried ForwardOpen Space Strategic PlanningScheme Amendment


Carried ForwardStrategic Land Use - ActivityCentres


Carried ForwardSale of 8 Paraweena Court,Greensborough

$10,000 Reserve $10,000 Performance

Sources of Funds for Major Initiatives Summary

Source ofFunds

Revenue ReservesSpecialCharges

CommunityContributions

Major Initiatives $5,422,845 $4,110,249 $440,774 $582,596 $289,226

Major Initiatives - C/fwd. $451,183 $441,183 $10,000 - -

Total Major Initiatives $5,874,028 $4,551,432 $450,774 $582,596 $289,226



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6.4

7. Rates and charges

This section presents information about rates and charges which the Local Government Act 1989 (Act)and the Regulations require to be disclosed in the Council’s annual budget.

In developing the Strategic Resource Plan (referred to in Section 14), rates and charges wereidentified as an important source of revenue, accounting for 66% of the total revenue received byCouncil annually. Planning for future rate increases has therefore been an important component ofthe Strategic Resource Planning process.

The State Government have introduced the Fair Go Rates System (FGRS) which sets out themaximum amount councils may increase rates in a year. For 2016/2017 the FGRS cap has been set at2.50%. The cap applies to both general rates and municipal charges and is calculated on the basis ofcouncil’s average rates and charges.

The level of required rates and charges has been considered in this context, with reference toCouncil's other sources of income and the planned expenditure on services and works to beundertaken for the Banyule community.

Revenue growth and containing costs will continue to be a focus in order to achieve the futureoperating position as set out in the Strategic Resource Plan. The planned contributions fromoperations toward capital expenditure for the 2016/2017 year should be gradually increased eachyear to maintain robust capital works programs in the future. This will be increasingly harder toachieve in a rate capping environment and high reliance on government funding.

In order to achieve these objectives while maintaining service levels and a strong capital expenditureprogram, the average general rate and municipal charge will increase by 2.50% in line with the ratecap. This will raise total rate and charges for 2016/2017 of $93.81 million, including supplementaryrates and special rates and charges.

7.1 The rate in the dollar to be levied as general rates under section 158 of the Actfor each type or class of land compared with the previous financial year

Type or class of land2015/16 2016/17

cents/$CIV cents/$CIV ChangeGeneral rate for residential improved properties 0.00254935 0.00215977 -15.28%General rate for residential vacant properties 0.00344162 0.00291569 -15.28%General rate for commercial improved properties 0.00318669 0.00269971 -15.28%General rate for commercial vacant properties 0.00446136 0.00377960 -15.28%General rate for industrial improved properties 0.00318669 0.00269971 -15.28%General rate for industrial vacant properties 0.00446136 0.00377960 -15.28%Cultural and recreational * 0.00214145 0.00181421 -15.28%

*Amounts in lieu of rates for cultural and recreational lands are declared for each applicable assessment inaccordance with the Cultural and Recreational Lands Act 1963.



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6.4

7.2 The estimated total amount to be raised by general rates in relation to each typeor class of land, and the estimated total amount to be raised by general rates,compared with the previous financial year


$ $ ChangeGeneral rate for residential improved properties 73,219,351 76,665,861 4.71%General rate for residential vacant properties 883,340 1,046,222 18.44%General rate for commercial improved properties 5,985,664 5,454,432 -8.88%General rate for commercial vacant properties 116,183 165,958 42.84%General rate for industrial improved properties 2,056,342 1,914,950 -6.88%General rate for industrial vacant properties 51,970 53,001 1.98%Cultural and recreational 70,601 75,552 7.01%Total amount to be raised by general rates 82,383,451 85,375,976 3.63%

7.3 The number of assessments in relation to each type or class of land, and the totalnumber of assessments, compared with the previous financial year


No. No. ChangeGeneral rate for residential improved properties 48,953 49,470 1.06%General rate for residential vacant properties 383 405 5.74%General rate for commercial improved properties 2,055 2,053 -0.10%General rate for commercial vacant properties 20 21 5.00%General rate for industrial improved properties 884 915 3.51%General rate for industrial vacant properties 17 17 -Cultural and recreational 4 4 -Total number of assessments 52,316 52,885 1.09%

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

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


$'000 $'000 ChangeGeneral rate for residential improved properties 28,720,791 35,497,234 23.59%General rate for residential vacant properties 256,664 358,825 39.80%General rate for commercial improved properties 1,878,333 2,020,377 7.56%General rate for commercial vacant properties 26,042 43,909 68.61%General rate for industrial improved properties 645,291 709,317 9.92%General rate for industrial vacant properties 11,649 14,023 20.38%Cultural and recreational 32,969 41,645 26.32%Total value of land 31,571,739 38,685,330 22.53%

7.6 The municipal charge under section 159 of the Act compared with the previousfinancial year

PerRateableProperty

PerRateableProperty

Type of Charge 2015/16 2016/17 Change$ $

Municipal 130.00 133.25 2.50%



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6.4

7.7 The estimated total amount to be raised by municipal charges compared with theprevious financial year

Type of Charge2015/16 2016/17 Change

$ $Municipal charge 6,800,560 7,046,393 3.61%

Council does not currently charge a service fee for the collection of a standard waste service forresidential improved properties. Non-standard and additional services are charged; refer toAppendix A - Fees and Charges for declared charges.

7.8 The estimated total amount to be raised by all rates and charges compared withthe previous financial year

Type of Charge2015/16 2016/17 Change

$ $General rates 82,383,451 85,375,976 3.63%Municipal charge 6,800,560 7,046,393 3.61%Kerbside collection and recycling - - -Rates and charges 89,184,011 92,422,369 3.63%

7.9 Any significant changes that may affect the estimated amounts to be raised byrates and charges

There are no known significant changes which may affect the estimated amounts to be raised byrates and charges. However, the total amount to be raised by rates and charges may be affected by:

• The making of supplementary valuations (2016/2017: estimated $750,000, 2015/2016: $371,000)• The variation of returned levels of value (e.g. valuation appeals);• Changes of use of land such that rateable land becomes non-rateable land and vice versa; and• Changes of use of land such that residential land becomes business land and vice versa.

7.10 Differential Rates

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 0.215977% (0.00215977 cents in the dollar of CIV) for all rateable residentialimproved properties

• A general rate of 0.291569% (0.00291569 cents in the dollar of CIV) for all rateable residentialvacant properties

• A general rate of 0.269971% (0.00269971 cents in the dollar of CIV) for all rateable commercialimproved properties

• A general rate of 0.377960% (0.00377960 cents in the dollar of CIV) for all rateable commercialvacant properties

• A general rate of 0.269971% (0.00269971 cents in the dollar of CIV) for all rateable industrialimproved properties

• A general rate of 0.377960% (0.00377960 cents in the dollar of CIV) for all rateable industrialvacant properties

• An amount in lieu of rates for cultural and recreational properties – Note 1Note 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.



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6.4

Each differential rate will be determined by multiplying the Capital Improved Value of each rateableland (categorised by the characteristics described below) by the relevant percentages indicatedabove.

Council considers that each differential rate will contribute to the equitable and efficient carrying outof 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.

Differential Rate Objectives

The differential rate will be used to fund some of those items of expenditure and Capital Worksdescribed in the Budget adopted by Council. The level of the differential rate is the level whichCouncil considers is necessary to achieve the objectives specified above.

Geographic Location is wherever located within the municipal district.

Use of Land is any use permitted under the Banyule Planning Scheme.

Planning Scheme Zoning is the zoning applicable to each rateable land within this category, asdetermined by consulting maps referred to in the Banyule Planning Scheme.

Types of Building are the types of buildings on the land within a differential rate are all buildings thatare now constructed on the land.

7.10.1 Residential Vacant Land

Objective:

To encourage the development of land for residential purposes; and to ensure that suchrateable land makes an equitable financial contribution to the cost of carrying out thefunctions of Council, including the:

1. Implementation of good governance and sound financial stewardship; and2. Construction, renewal, upgrade, expansion and maintenance of infrastructure assets; and3. Development and provision of health, environmental, conservation, leisure, recreation,

youth and family community services; and4. Provision of strategic and economic management, town planning and general support

services; and5. 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 andzoning under the Banyule Planning Scheme, would, if developed, be or be likely to be usedprimarily for residential purposes.

7.10.2 Commercial/Industrial Vacant Land

Objective:



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6.4To 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 thefunctions of Council, including the:



services; and5. 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 andzoning under the Banyule Planning Scheme, would, if developed, be or be likely to be usedprimarily for commercial or industrial purposes.

7.10.3 Commercial/Industrial Improved Land

Objective:

To ensure that such rateable land makes an equitable financial contribution to the cost ofcarrying out the functions of Council having regard to the capacity of such land to be used toyield income and the demands such land makes on Council's infrastructure.

Those functions include the:



services; and5. Promotion of cultural, heritage and tourism aspects of Council’s municipal district.Types and Classes:

Any rateable land which is used, or designed or adapted to be used, primarily for commercialor industrial purposes.

7.10.4 Other Land (Including Residential Improved Land)

Objective:

To ensure that such rateable land makes an equitable financial contribution to the cost ofcarrying out the functions of Council, having regard to the relative benefits derived from thecarrying out of such functions.

Those functions include the:



services; and



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

Types and Classes:

Any rateable land which is not Residential Vacant Land, Commercial / Industrial Vacant Landor Commercial / Industrial Improved Land.

7.10.5 Cultural and Recreational Lands

Objective:

To ensure that the promotion of cultural, heritage and recreational activity occurs withinCouncil’s municipal district and that this is supported in a way that encourages appropriateactivity and development.

Council has considered the service utilised by the lands and the benefit these lands provide tothe community by consideration of their cultural or recreational land use, as required underthe Act.

Types and Classes:

Under the provisions of the Cultural and Recreational Land Act 1963, the Council levies anamount in lieu of rates payable in respect of recreational lands that have the followingcharacteristics:

Any land which is not Residential Vacant Land, Commercial / Industrial Vacant Land orCommercial / Industrial Improved Land, which is specifically set aside for the use of culturaland recreational pursuits whereby the members do not derive a financial benefit or profitfrom the activities.

The Act effectively provides for properties used for outdoor activities to be differentiallyrated unless it involves land that is being leased from a private landowner. The discretion ofwhether to provide a cultural and recreational lands rate rests with Council.

The amount in lieu of rates payable in respect of each rateable land to which the Cultural andRecreational Land rate applies is determined by multiplying the Capital Improved Value of thatrateable land by declared rate in the dollar.

Currently Council has four properties that are defined as Cultural and Recreational propertiesin accordance with the Cultural and Recreational Lands Act. They are listed below:

• 1 Vasey Street, Lower Plenty• 54 Cleveland Avenue, Lower Plenty• 8 Main Street, Lower Plenty• 540 The Boulevard, Ivanhoe East

8. Summary of financial position

Council has prepared a Budget for the 2016/2017 financial year which seeks to balance the demandfor services and infrastructure with the community’s capacity to pay. Key budget information isprovided below about the financial sustainability and strategic objectives of the Council.

8.1 Rates and charges



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6.4

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

It is proposed that the average rates increase by 2.50% for the 2016/2017 year, raising total rates of$93.81 million. This will result in an increase in total revenue from rates and service charges againstforecast 2015/2016 of 3.61%. This rate increase is in line with the rate cap set by the Minister forLocal Government. Refer Sections 7 and 10 for more information.

8.2 Operating result

The expected operating result for the 2016/2017 year is a surplus of $7.20 million, which is anincrease of $1.18 million over 2015/2016. The improved operating result is due mainly to grantfunding for capital works which is forecast to increase by $2.88 million to $4.84 million. Although anincrease when comparing the prior year there is no additional cash funding as 50% of the grantfunding for 2015/2016 was prepaid into the financial year 2014/2015. There is also a reduction of $1million in contributions income as a result of greater than anticipated public open spacecontributions during the 2015/2016 financial year.

The adjusted underlying result, which excludes items such as non-recurrent capital grants and non-cash contributions is a surplus of $2.65 million for 2016/2017 - refer to section 8.7 of this summaryfor further information.

86.2990.55

93.81 96.92 100.11 103.31

30.00

40.00

50.00

60.00

70.00

80.00

90.00

100.00

110.00

A2014/15 F2015/16 B2016/17 SRP2017/18 SRP2018/19 SRP2019/20

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6.02 7.205.18 4.44 4.82

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6.4 8.3 Services

The net cost of services delivered to the community for the 2016/2017 year is expected to be$68.45 million which is an increase of $1.45 million over 2015/2016. A key influencing factor in thedevelopment of the 2016/2017 budget has been the recently released results of the communitysatisfaction survey conducted by Council. The survey results show that while there is a relativelyhigh level of satisfaction with most services provided by Council, there are some areas of concernwhere there is a clear message that ratepayers want improved service levels. For the 2016/2017year, service levels have been maintained and a number of initiatives proposed. (The forecast netcost for the 2015/2016 year is $67.00 million).

Refer Section 2 for a list of services

8.4 Cash and cash equivalents

Cash and cash equivalents are expected to decrease by $9.08 million to $67.15 million as at 30 June2017. A significant amount of cash was generated from property sales in 2015/2016 and is nowbeing used to fund a proportion of our current capital program. The reduction in cash and cashequivalents is in line with Council's Strategic Resource Plan where own source revenue is being usedto fund the significant capital program that Council has committed to delivering during its 4 yearterm.

Refer also Section 3.4 for the Statement of Cash Flows and Section 11 for an analysis of budgeted cashposition.

62.4067.00 68.45 71.04 72.62

75.71

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10.00

20.00

30.00

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50.00

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64.80

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63.12

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6.4

8.5 Capital works

The capital works program for the 2016/2017 year is expected to be $47.57 million of which $6.44million relates to projects which will be carried forward from prior year. The carried forwardcomponent is fully funded from the 2015/2016 budget. The capital program will be funded fromexternal government grants ($3.97 million), from community and other external contributions($0.15 million) with the balance of $43.45 million from Council cash. The Council cash amountcomprises asset sales ($13.84 million), Council’s cash reserves ($12.10 million), cash held at the startof the year ($6.44 million) and cash generated through operations in the 2016/2017 financial year($11.16 million).

The capital expenditure program has been set and prioritised based on a rigorous process ofconsultation that has enabled Council to assess needs and develop sound business cases for eachproject. This year's program includes a number of major building projects including the OfficeAccommodation - Greensborough redevelopment and Ivanhoe Library Accommodation (fundedthrough property sales), and the Ivanhoe Park Pavilion Redevelopment (Ivanhoe Juniors).

Refer also Section 3 for the Statement of Capital Works and Section12 for an analysis of the capital budget.

8.6 Financial position

The financial position is expected to improve with net assets (net worth) continuing to grow overthe four years. Working Capital (net of current assets less current liabilities) will reduce by $16.64million to $66.61 million as at 30 June 2017. This is mainly due to the use of cash reserves to fund acomponent of the capital works program.

Refer also Section 3.2 for the Balance Sheet and Section 13 for an analysis of the budgeted financialposition.

22.33

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47.57

33.64

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6.4 8.7 Financial sustainability

A high level Strategic Resource Plan for the years 2016-2020 has been developed to assist Council inadopting a budget within a longer term prudent financial framework. The key objective of the Plan isfinancial sustainability in the medium to long term, while still achieving the Council’s strategicobjectives as specified in the Council Plan. The adjusted underlying result, which is a measure offinancial sustainability, shows a healthy surplus over the four year period.

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

8.8 Strategic Objectives

The Annual Budget includes a range of services to be funded that will contribute to achieving thestrategic objectives specified in the Council Plan. The above graph shows the level of fundingallocated in the budget to achieve the strategic objectives as set out in the Council Plan for the2016/2017 year.

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

86.99 83.24

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2.64 2.65

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6.4

8.9 Council expenditure allocations

$Capital Works & Initiatives 31.90Corporate, Customer Service & Risk Management 9.77Waste Collection and Recycling 9.55Health, Aged & Disability Services 7.25Parks, Reserves & Street Trees 7.08Family and Children Services 6.23Recreation, Leisure and Aquatic Facilities 5.89Roads, Footpaths, Drains and Related Utilities 5.42Building Control & Planning 3.51Property Management and Municipal Valuations 3.21Library Services, Arts and Culture 3.20Debt Servicing 2.16Parking, Traffic & Local Laws 2.05Governance & Executive 2.01Depot, Plant & Fleet Maintenance 0.44Conservation & Planning 0.33

$100.00

The above table provides an indication of how Council allocates its expenditure across the mainservices that it delivers. It shows how much is allocated to each service area for every $100 thatCouncil spends. Council overheads, governance costs and administration costs are allocated to ourexternal services using an internal allocation model. It does not take into account the source offunding for each area of expenditure.

This budget has been developed through a rigorous process of consultation and review andmanagement endorses it as financially responsible. More detailed budget information is availablethroughout this document.

Note: Expenses of a non-cash nature, like depreciation, have been excluded from the above table.



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6.4 9. Budget Influences

This section sets out the key budget influences arising from the internal and external environmentwithin which the Council operates.

9.1 Snapshot of Banyule City CouncilThis section sets out demographic information about the municipality which influences budgets forvarious services.

Banyule City Council

Banyule City Council was formed in 1994 and comprises 21 suburbs that lie between 7 and 21kilometres north-east of central Melbourne. In total it covers an area of approximately 63 squarekilometres.

Population

Banyule’s estimated resident population for 2015 is 126,232. Banyule’s population forecast for 2016is 128,201 and is forecast to grow to 148,095 by 2036 (15.52% increase).

Banyule has an older age profile compared to Greater Melbourne. Older residents aged 60+ yearsmake 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% increase)• Empty nesters and retirees, aged 60-69 years (19% increase)• Newborns and pre-schoolers, aged 0-4 years (13% increase).

In 2011 Banyule’s population was estimated to be 122,983. It is expected to increase by over 17,600to 140,652 by 2026, at an average annual growth rate of 0.96%. Almost half of this growth isexpected in the suburbs of Heidelberg and Ivanhoe (49% or +8,632 persons). Overall, the suburb ofHeidelberg is forecast to have the largest growth, with an average annual growth rate of 3.85% from2011 to 2026.



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6.4

Population forecast map

Data source: Census of Population and Housing. Forecast data prepared by id, December 2015

Compared to Greater Melbourne, Banyule has a higher than average socio-economic profile.However, there are pockets of disadvantage in the municipality, particularly in the West Precinct inthe suburbs of Heidelberg West, Bellfield and Heidelberg Heights.

Cultural diversity

Banyule is a culturally and linguistically diverse municipality. Residents come from over 140countries 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% in2006), a trend that mirrors the increasing diversity in Greater Melbourne.

The main overseas countries of birth for Banyule residents are: United Kingdom, Italy, China andIndia. The number of residents from European countries is slowly declining while the number fromAsian countries is increasing. Of the 79 Local Government Areas (LGAs) in Victoria, Banyule has thelargest population of residents born in Somalia (493 persons).

In the 2011 Census, there were 619 people of Indigenous Australian origin (Aboriginal and/orTorres Strait Islanders). The Indigenous community is typically under-represented in Census data sothe 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. Residents of Indianancestry almost doubled in number (from 1,148 in 2006 to 2,156 in 2011), and those with Somaliancestry increased significantly as a proportion of their total population size (from 564 in 2006 to864 in 2011). This is mainly within the West Precinct with the highest number of Somalians across all79 Victorian LGAs.

Banyule remains a predominantly Christian municipality with 60% of residents identifying themselvesas Christians. Between 2006 to 2011 the number of Christians decreased while the number ofresidents that nominated Buddhism, Islam or no religion increased.

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6.4 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 ofprivate dwellings increased by 1,894.

The average household size is marginally smaller in Banyule than in Greater Melbourne (2.56 personsper household compared to 2.62).

Analysis of the housing tenure of Banyule households compared to Greater Melbourne shows:• A higher proportion purchasing or fully owned their home (72% compared to 67%)• A lower proportion renting privately (18.6% compared to 23.1%)• A higher proportion in social housing (4.4% compared to 2.9%)

In 2011, the dominant household type in Banyule was couples with children. By 2026, coupleswithout children and lone person households are forecast to increase.

Education

The educational level attained by Banyule residents (aged 15+ years) is slightly higher than forresidents in Greater Melbourne. Fifty six percent completed Year 12 or equivalent compared to54.6%. Similarly, 36.3% completed a tertiary qualification compared to 32.4%.

Employment

In the 2011 Census, the proportion of Banyule residents that were employed from a total labourforce of 61,388 was (95.6%). Of these, 36.6% were employed part-time. In comparison, a lowerproportion of residents in Greater Melbourne were employed part-time (34.2%).

The unemployment rate in Banyule remains lower compared to unemployment rates in Australia. Inthe 2015 December quarter, the unemployment rate in Banyule was 4.6%, down from 5.5% in theprevious year and lower compared to Greater Melbourne (6.2%), Victoria (6.1%) and Australia(6.1%).

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%) andConstruction (9.1%). A considerable proportion of the people who work in Banyule also live in thearea (38.4%).

Budget Implications

There are no short term budget implications related to changes in Council’s social and demographicmake-up. Long term planning and provision is being set for two divergent factors that are occurringin Banyule’s demographic make-up:

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



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6.42. 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 continueswithin Heidelberg West. Council continues to see a significant shift in the population make-up of thisarea to emerging migrant groups and rapidly growing established ethnic communities.

Council continues to support appropriate increases in development density around its activitycentres 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.

9.2 External InfluencesThe Victorian State Government has capped rates from 2016/2017. In December 2015 the Ministerfor Local Government, Natalie Hutchins announced the Fair Go Rates cap, to cap council rate risesto the Consumer Price Index (CPI). The cap has been set based on Melbourne CPI for the nextfinancial year, as forecast by the Victorian Treasury.

Costs such as utilities (gas, water and electricity) continue to increase greater than CPI. Council hasestimated for 2016/2017 an average of 5.8% across all utility charges. The Land Fill Levy payable tothe State Government upon disposal of waste into landfill has increased 3.3% (or $2.02 per tonne)resulting in additional waste tipping costs. The levy has increased from $9 per tonne in 2008/09 to$60.52 per tonne in 2016/17 (572% increase in 8 years) and has added to Council's costs.

Australian Average Weekly Earnings (AWE) growth for Public Sector full-time adult ordinary timeearnings in the 12 months to November 2015 was 3.1% (ABS release 25 February 2016). The wagesprice index in Victoria is projected to be 3.50% per annum in 2016/2017 and the subsequent twoyears (Victorian Budget Papers 2015/2016).

Cost Shifting occurs where Local Government provides a service to the community on behalf of theState and Commonwealth Government. Over time the funds received by local governments do notincrease in line with real cost increases. Examples of services that are subject to Cost Shifting includeschool crossing supervisors, library services and home and community care for aged residents. In allthese services the level of payment received by Council from the State Government does not reflectthe real cost of providing the service to the community.

Councils across Australia raise approximately 3% of the total taxation collected by all levels ofGovernment 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. Thismeans that a large proportion of Council's income must be allocated to the maintenance andreplacement of these valuable public assets in order to ensure the quality of public infrastructure ismaintained at satisfactory levels.

The Fire Services Property Levy will continue to be collected by Council on behalf of the StateGovernment with the introduction of the Fire Services Property Levy Act 2012.

Domestic interest rates (i.e. 90 and 180 day rates) have been reducing over the past few years andare now at record low levels. As such Council has budgeted for sustained reduction in the amountof income from investments for 2016/2017 based on anticipated low returns on term deposits.9.3 Internal Influences

http://deewr.gov.au/small-area-labour-markets-publication

http://deewr.gov.au/small-area-labour-markets-publication

http://www.nieir.com.au/

http://www.nieir.com.au/



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6.4 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 theconsideration and preparation of the 2016/2017 Budget. Such matters arise from events occurringin the 2015/2016 year resulting in variances between the forecast actual and budgeted results forthat year and matters expected to arise in the 2016/2017 year.

Listed below is a series of the key internal influences considered through the budget process:

• This year will be a property revaluation year. Valuations will be as per the General Revaluationdated 1 January 2016 (as amended by supplementary valuations).

• Council must renegotiate a new Enterprise Agreement during the 2016/2017 year forcommencement on 1 July 2017.

• The Banyule City Council general election will be held in October 2016 and only occurs every 4years.

• Property development will continue to transpire within the municipality and council may also beinvolved in the sale and purchase of various properties not always foreseen.

• Council will continue to monitor our financial sustainability, including an enhanced focus on assetrenewal and service delivery to meet demand.

• Council will continue to implements strategies and actions that address concerns of ourcommunity, organisation and management. Appropriate governance will be managed, effectivecontrol of Contract and Project management and continuous improvements in businessprocesses.

9.4 Budget PrinciplesBudget principles include:

• A long term commitment to a balance between ongoing financial sustainability and thecommitment for delivery of key infrastructure projects to the community.

• 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.• Manage funding allocations to reduce the infrastructure renewal gap for important existing

community assets.• Commitment to the improvement of Council assets through the adherence to a strategic long

term capital program.• Borrowing 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.



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6.4

9.5 Long Term StrategiesThe budget includes consideration of a number of long term strategies and contextual information toassist Council to prepare the Budget in a proper financial management context. These include aStrategic Resource Plan for 2016-2020 (section 14), Rating Information (section 15) and Summary ofother long term strategies (section 16), including borrowings, infrastructure and service deliveryconsiderations.



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6.4

10. Analysis of operating budget

This section analyses the operating budget including expected income and expenses of the Councilfor the 2016/2017 year.

10.1 Budgeted income statement

ForecastActual

ProposedBudget

Variance

Ref 2015/16 2016/17$’000 $’000 $’000

Total income 10.2 138,105 142,079 3,974Total expenses 10.3 (132,083) (134,878) (2,795)Surplus for the year 6,022 7,201 1,179Grants - non-recurrent capital 10.2.6 (616) (2,500) (1,884)Contributions - non-monetary assets - - -Capital contributions - other sources 10.2.4 (2,768) (2,056) 712Adjusted underlying surplus 2,638 2,645 7

10.1.1 Adjusted underlying surplus ($0.01 million increase)

The adjusted underlying result is the net surplus for the year adjusted for non-recurrent capitalgrants, non-monetary asset contributions and capital contributions from other sources. It is ameasure of financial sustainability and Council’s ability to achieve its service delivery objectives as itis not impacted by capital income items which can often mask the operating result. The adjustedunderlying result for the 2016/2017 year is a surplus of $2.65 million which is an increase of $0.01million from the 2015/2016 year.

10.2 Income

ForecastActual

ProposedBudget Variance

Income Types Ref 2015/16 2016/17$’000 $’000 $’000

General rates andcharges 10.2.1 90,545 93,813 3,268Statutory fees and fines 10.2.2 6,983 7,951 968User fees and charges 10.2.3 16,906 17,456 550Contributions income 10.2.4 3,080 2,420 (660)Grants - operating 5.1.1 9,995 11,819 1,824Grants - capital 5.1.2 1,954 4,838 2,884Interest income 10.2.5 2,704 1,850 (854)Rental income 10.2.6 1,698 1,635 (63)Net gain on disposal of infrastructure,property, plant & equipment 10.2.7 3,463 187 (3,276)

Other income 10.2.8 777 110 (667)Total income 138,105 142,079 3,974



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6.4

Note: The above pie graph has combined ‘Rental income’, ‘Interest income’ and ‘Net Gain on Disposal ofinfrastructure, property, plant & equipment’ into ‘Other income’

Source: Section 3

General ratesand charges

Statutory feesand fines

User fees andcharges

Contributionsincome

Grants -operating

Grants -capital

Interestincome

Rentalincome

Net gain ondisposal of

infrastructure, property,

plant &equipment

Other income

3,268 968 550 (660) 1,824 2,884 (854) (63) (3,276) (667)

(4,000)

(3,000)

(2,000)

(1,000)

0

1,000

2,000

3,000

4,000

$'000

Income VariancesBudget 2016/17 vs Forecast 2015/16

66.03%

5.60%

12.29%

1.70%

8.32%

3.41% 2.66%

Budgeted Income 2016/17General rates and charges

Statutory fees and fines

User fees and charges

Contributions income

Grants - operating

Grants - capital

Other income



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6.4

10.2.1 Rates and charges ($3.27 million increase)

It is proposed that the total general rates and charges income to be raised for 2016/2017 is $93.81million. This includes an increase in general rates by 2.50% and the Municipal Charge also by 2.50%;and forecasts supplementary rates to increase by $0.30 million from 2015/2016 to $0.75 million, andrelated municipal charges on these supplement rates of $0.06 million.

$0.58 million is budgeted to be raised in 2016/2017 for Special Rates and Charges.

Section 7 Rates and Charges includes a more detailed analysis of the rates and charges to be leviedfor 2016/2017 and the rates and charges specifically required by the Regulations.

10.2.2 Statutory fees and fines ($0.97 million increase)

Statutory fees relate mainly to fees and fines levied in accordance with legislation and include animalregistrations, Public Health and Wellbeing Act 2008 registrations and parking fines. Increases instatutory fee prices are made in accordance with legislative requirements.

Statutory fees are forecast to increase by 13.86% or $0.97 million compared to 2015/2016. TheStatutory fees paid by the State Revenue Office for Council's valuation figures will increase by $0.39million due to property valuations only occurring every second year. Failure to vote fines areexpected to increase by $0.15 million due to the four year election cycle, with elections to be heldin the 2016/2017 financial year.

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

10.2.3 User fees and charges ($0.55 million increase)

User fees and charges relate mainly to the recovery of service delivery costs through the charging offees to users of Council’s services. These include use of leisure, entertainment and other communityfacilities and the provision of human services such as child day care, delivered meals and home helpservices. In setting the budget, the key principle for determining the level of user charges has been toensure that increases do not exceed market levels and in the majority of instances CPI.

User charges are projected to increase by 3.25% or $0.55 million over 2015/2016. The main areacontributing to the increase are the Ivanhoe Aquatic and Olympic Leisure Centres ($0.42 million)due to an expected increase in the patronage of Council facilities. Council has also anticipated a$0.13 million increase in parking meter income resulting from the installation of more parkingmeters during the 2015/2016 year.

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

10.2.4 Contributions income ($0.66 million decrease)

Contributions relate to monies paid by property developers, monies paid by local sportingclubs/organisations to contribute towards Capital Works Projects and profit-sharing income fromWaterMarc.

Contributions are projected to decrease by $0.66 million or 21.43% compared to 2015/2016. This isdue partly to a $0.25 million reduction in contributions towards Capital Works Projects, but mainlyto the completion of a number of major property developments within the municipality during the2015/2016 year for which significant developer contributions were received and will not be receivedin the 2016/2017 year.



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6.4

10.2.5 Interest Income ($0.85 million decrease)

Interest income is predominantly made up of the interest received on Council's cash holdings inbank accounts and term deposits. Interest income is projected to decrease by $0.85 million asCouncil spends a significant portion of cash reserves on Capital Works.

10.2.6 Rental Income ($0.06 million decrease)

Rental income is projected to decrease by $0.06 million or 3.71% from 2015/2016 to 2016/2017.This is attributable to Banyule Support and Information no longer renting a Council property inBurgundy Street, Heidelberg.

10.2.7 Net gain on disposal of infrastructure, property, plant and equipment ($3.28million decrease)

Proceeds from the disposal of Council assets is forecast to be $0.19 million for 2016/2017 andrelates mainly to the sale of the second stage of the former Haig Street Primary School ($7.23million), the sale of the Rosanna Office, the sale of other smaller properties surplus to Councilrequirements ($1.83 million) and the planned cyclical replacement of part of the plant and vehiclefleet ($0.93 million). The written down value of assets sold is forecast to be $13.66 million.

10.2.8 Other income ($0.67 million decrease)

Other income relates to a range of items such as sale of right-of-ways and drainage reserves,insurance claims and other miscellaneous income items.

Other income is forecast to decrease by 85.84% or $0.67 million compared to 2015/2016. Insurancepayments of $0.54 million were received in 2015/2016 with none budgeted to be received in2016/2017. The amount of sales of right-of-ways and drainage reserves is also expected to decreaseby $0.13 million which is due to a particularly large right-of-way sale during 2015/2016.

10.3 Expenses

ForecastActual

ProposedBudget

Expense Types Ref 2015/16 2016/17 Variance$’000 $’000 $’000

Employee costs 10.3.1 58,684 61,203 2,519Materials and services 10.3.2 37,058 36,688 (370)Utility charges 10.3.3 4,368 4,622 254Depreciation andamortisation 10.3.4 19,119 20,136 1,017Borrowing costs 10.3.5 3,726 3,549 (177)Donations expenditure 10.3.6 732 597 (135)Contribution expense 10.3.7 5,976 6,143 167Other expenses 10.3.8 2,420 1,940 (480)Total expenses 132,083 134,878 2,795



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6.4

Note: The above pie graph has combined ‘Donations Expenditure’ into ‘Other expenses’.

Source: Section 3

Employeecosts

Materialsand services

Utilitycharges

Depreciationand

amortisation

Borrowingcosts

Donationsexpenditure

Contributionexpense

Otherexpenses

2,519 (370) 254 1,017 (177) (135) 167 (480)

(1,000)

(500)

0

500

1,000

1,500

2,000

2,500

3,000

$'000

Expense VariancesBudget 2016/17 vs Forecast 2015/16

45.38%

27.20%

3.43%

14.93%

2.63%

4.55% 1.88%

Budgeted Expenses 2016/17

Employee costs

Materials and services

Utility charges

Depreciation and amortisation

Borrowing costs

Contribution expense

Other expenses



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6.410.3.1 Employee costs ($2.52 million increase)

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

Employee costs are forecast to increase by 4.29% or $2.52 million compared to 2015/2016. Thisincrease relates to three key factors:

• The continuation of Council’s Enterprise Bargaining Agreement (EBA) and the associatedyearly pay increases.

• Less reliance on labour agency staff as more roles are filled by Banyule staff as well as aminor increase in EFT across the organisation.

• A reduction in the level of staff salaries that will be capitalised due the Greensboroughaccommodation capital project coming to its completion in December 2016

A summary of human resources expenditure categorised according to the organisational structure ofCouncil is included below:

ComprisesProposed

Budget Permanent PermanentDepartment 2016/17 Full Time Part Time

$'000 $'000 $'000Assets & City Services 16,766 16,370 396City Development 9,596 7,704 1,892Community Programs 21,958 8,365 13,593Core Corporate 1,618 1,297 321Corporate Services 9,732 7,541 2,191Total permanent staff expenditure 59,670 41,277 18,393Casuals and other expenditure 1,983Capitalised labour costs (450)

Total expenditure 61,203

A summary of the number of full time equivalent (EFT) Council staff in relation to the aboveexpenditure is included below:


Department EFT Full Time Part TimeAssets & City Services 191.01 187.00 4.01City Development 95.56 74.00 21.56Community Programs 239.69 88.00 151.69Core Corporate 8.27 5.00 3.27Corporate Services 88.53 66.00 22.53Total 623.06 420.00 203.06Casuals and other 19.51

Total staff 642.57

Includes capitalisedlabour (estimated)

3.50

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



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6.4


Department Service Unit 2015/16 2016/17$’000 $’000 $’000

Council Wide Labour Capitalisation (900) (450) (450)Corporate Services Financial Services 2,547 2,815 (268)

Information Technology 1,454 1,567 (113)Assets & City Services Roads & Drainage Mgmt. 618 905 (287)

Waste Mgmt. & Recycling 1,815 1,988 (173)Cleansing 1,590 1,695 (105)

Community Programs Leisure Centres - BLFM 3,943 4,184 (241)Early Childhood Services 4,057 4,186 (129)

City Development Property Operations 308 446 (138)

10.3.2 Materials and services ($0.37 million decrease)

Materials and services include the purchases of consumables, payments to contractors for theprovision of services and utility costs. Materials and services are forecast to decrease by 1.0% or$0.37 million compared to 2015/2016.

Consultant Fees are expected to reduce by $0.31 million which is mainly due to no longer requiringconsultants for the Greensborough Office Accommodation Project. The cost for labour agencyhired staff is also expected to decrease by $0.24 million. These reductions will be partially offset byan increase in Waste Disposal Costs of $0.27 million. This increase in Waste Disposal Costs isattributable to an expected increase in both the costs of disposal and volume of waste needed to bedisposed.

10.3.3 Utility Charges ($0.25 million increase)

Utility Charges are projected to increase by $0.25 million or 5.80% compared to 2015/2016 due tothe expected price increases in Public Street Lighting as well as Gas and Electricity prices for Councilbuildings.

10.3.4 Depreciation and amortisation ($1.02 million increase)

Depreciation is an accounting measure which attempts to allocate the value of an asset over itsuseful life for Council’s property, plant and equipment including infrastructure assets such as roadsand drains. The increase of $1.02 million for 2016/2017 is due mainly to the completion of the2016/2017 capital works program and the full year effect of depreciation on the 2015/2016 capitalworks program. Refer to Section 6. ‘Capital Works Program’ for a more detailed analysis ofCouncil’s capital works program for the 2016/2017 year.

10.3.5 Borrowing costs ($0.18 million decrease)

Borrowing costs relate to interest charged by financial institutions on funds borrowed. The plannedreduction in borrowings is due to the repayment of principal in accordance with loan agreements.



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6.410.3.6 Donations Expenditure ($0.14 million decrease)

Donations expenditure is projected to decrease by $0.14 million compared to 2015/2016. Thelargest reductions are related to Diamond Valley Community Support who are moving into theWest Heidelberg Community Hub and the annual operating donation for Watsonia Occasional Care.

10.3.7 Contributions expense ($0.17 million increase)

Council's Contributions expenditure is projected to increase by $0.17 million or 2.8% compared to2015/2016. The significant majority of this increase relates to Council's contribution to the runningcosts of the Yarra Plenty Regional Library service which is expected to increase by $0.16 million.

10.3.8 Other expenses ($0.48 million decrease)

Other expenses relate to a range of unclassified items including bad & doubtful debts, operatingleases, councillor allowances and other miscellaneous expenditure items. Other expenses areforecast to decrease by 19.87% or $0.48 million compared to 2015/2016. This is mainly due toCouncil paying $0.57 million in 2015/2016 in property costs which is not expected in the future. Thisreduction is partially offset by a $0.12 million increase in Lease/Rent Costs.



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6.4 11. Analysis of budgeted cash position

This section analyses the expected cash flows from the operating, investing and financing activities ofCouncil for the 2016/2017 year. Budgeting cash flows for Council is a key factor in setting the levelof rates and providing a guide to the level of capital expenditure that can be sustained with orwithout 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 deliveryfunctions of Council. Cash remaining after paying for the provision of services to thecommunity 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 ofinfrastructure and other assets. These activities also include the acquisition and sale of otherassets such as vehicles, property and equipment.

• Financing activities - Refers to cash generated or used in the financing of Councilfunctions and include borrowings from financial institutions and advancing of repayable loansto other organisations. These activities also include repayment of the principal component ofloan repayments for the year.



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6.411.1 Budgeted cash flow statement


Ref 2015/16 2016/17$’000 $’000 $’000

Cash flows from operating activities 11.1.1ReceiptsRates and charges 90,553 93,730 3,177User fees and fines 17,019 17,412 393Statutory fees and fines 6,666 7,700 1,034Grants - operating 10,071 11,819 1,748Grants - capital 1,954 4,838 2,884Contributions 3,080 2,420 (660)Interest 2,706 1,952 (754)Rent 1,691 1,636 (55)Other receipts 777 110 (667)

134,517 141,617 7,100PaymentsEmployee costs (57,056) (61,015) (3,959)Materials, contracts & services (37,034) (36,762) 272Utility charges (4,368) (4,621) (253)Other payments (9,128) (8,680) 448

(107,586) (111,078) (3,492)Net cash provided by operating activities 26,931 30,539 3,608

Cash flows from investing activities 11.1.2Payments for property, infrastructure, plant &equipment (39,817) (47,572) (7,755)Proceeds from sale of property, infrastructure,plant & equipment 28,492 13,844 (14,648)Payments for investments 2,207 2,278 71Net cash used in investing activities (9,118) (31,450) (22,332)

Cash flows from financing activities 11.1.3Finance costs (3,733) (3,549) 184Repayment of borrowings (2,647) (4,623) (1,976)Net cash used in financing activities (6,380) (8,172) (1,792)

Net decrease in cash and cash equivalents 11,433 (9,083) (20,516)Cash and cash equivalents at the beginning of the year 64,795 76,228 11,433Cash and cash equivalents at end of theyear 11.1.4 76,228 67,145 (9,083)



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6.4

11.1.1 Operating activities ($3.61 million increase)

The increase in net cash provided by operating activities is mainly due to a $3.18 million increase inrates and charges; a $4.63 million increase in grants to fund the capital work programs and operatingactivities; and these are offset by a $ 3.96 million increase in Employee costs, which is due to theEBA increases, a slight increase in EFT and additional outflows for accrued Annual Leave and LongService Leave.

The net cash flows from operating activities do not equal the surplus for the year as the expectedrevenues and expenses of the Council include non-cash items which have been excluded from theCash Flow Statement. The budgeted operating result is reconciled to budgeted cash flows availablefrom operating activities as set out in the following table.


2015/16 2016/17$’000 $’000 $’000

Surplus for the year 6,022 7,201 1,179Depreciation 19,119 20,136 1,017Loss/(gain) on disposal of property,infrastructure, plant & equipment (3,463) (187) 3,276Finance costs 3,726 3,549 (177)Net movement in current assets and liabilities 1,527 (160) (1,687)Cash flows available from operating activities 26,931 30,539 3,608

11.1.2 investing activities ($22.33 million decrease)

The increase in cash outflows from investing activities is due to a reduction in the number ofproperties being sold for the year as well as an increase in capital works expenditure, as disclosed insection 12 of this budget report.

11.1.3 Financing activities ($1.79 million decrease)

For 2016/2017 the total of principal repayments is $4.62 million and finance charges is $3.55 million.This has increased from 2015/2016 as Council plans to make an additional repayment from the debtredemption reserve.

11.1.4 Cash and cash equivalents at end of the year ($9.08 million decrease)

Overall, total cash and short term investments is forecast to decrease by $9.08 million to $67.15million as at 30 June 2017, reflecting Council’s strategy of using excess cash and short terminvestments to fund the Capital Works Program. This is consistent with Council’s StrategicResource Plan (see Section 14.2), which forecasts a significant increase in the capital works programfor 2016/2017.

11.2 Restricted and unrestricted cash and investments

Cash and investments, with a maturity date of less than three months, held by Council are restrictedin part and not fully available for Council’s operations. The budgeted cash flow statement aboveindicates that Council is estimating at 30 June 2017 it will have cash and investments of $67.15million, which has been restricted as shown in the following table.

The budgeted balance sheet indicates that Council is estimating at 30 June 2017 it will have FinancialAssets, that is, investments with a maturity date of longer than three months, of $16.85 millionwhich are not restricted.



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6.4


Ref 2016 2017$’000 $’000 $’000

Total cash and investments 76,228 67,145 (9,083)Restricted cash and investments- Statutory reserves 11.2.1 (2,546) (1,861) 685- Cash held to carry forward capital works 11.2.2 (1,632) - 1,632- Trust funds and deposits (1,155) (1,155) -Unrestricted cash and investments 11.2.3 70,895 64,129 (6,766)- Discretionary reserves 11.2.4 (48,424) (41,522) 6,902- Long Service Leave (LSL) 11.2.5 (9,748) (10,325) (577)Unrestricted cash adjusted fordiscretionary reserves 11.2.6 12,723 12,282 (441)

11.2.1 Statutory reserves ($1.86 million at30 June 2017)

These funds must be applied for specified statutory purposes in accordance with various legislativerequirements. While these funds earn interest revenues for Council, the funds are not available forother purposes. The main Statutory Reserve is the Public Open Space Reserve with a balance of$1.61million at 30 June 2017.

11.2.2 Cash held to fund carry forward capital works ($ nil at 30 June 2017)

There is no amount shown as cash held to fund carry forward works at 30 June 2017, as it isexpected that the capital works budget in the 2016/2017 financial year will be fully completed. Anamount of $1.63 million is forecast to be held at 30 June 2016 to fund capital works budgeted butnot completed in the 2015/2016 financial year.

11.2.3 Unrestricted cash and investments ($64.13 million at 30 June 2017)

The amount shown is in accordance with the definition of unrestricted cash included in theRegulations. These funds are free of statutory reserve funds and cash to be used to fund capitalworks expenditure from the previous financial year.

11.2.4 Discretionary reserves ($41.52 million at 30 June 2017)

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 Councilresolution these funds should be used for those earmarked purposes. During the 2016/2017 year$22.65 million is budgeted to be transferred to and $29.56 million from Discretionary Reserves. Thedecisions about future use of these funds have been reflected in Council’s Strategic Resource Planand any changes in future use of the funds will be made in the context of the future fundingrequirements set out in the plan and decisions made by Council.



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6.4 11.2.5 Long Service Leave ($10.33 million at 30 June 2017)

These funds represent the current value of money that is calculated to be needed to pay out staff'saccrued Long Service Leave. It is expected that the value of outstanding Long Service Leave will riseby $0.58 million due to the EBA driven pay rate increases and an expected increase in the amount ofleave entitlement hours that staff will have available.

11.2.6 Unrestricted cash adjusted for discretionary reserves ($12.28 million at 30 June2017)

These funds are free of all specific Council commitments and represent funds available to meet dailycash flow requirements, unexpected short term needs and any budget commitments which will beexpended in the following year such as contractor payments, grants and contributions. Councilregards these funds as the minimum necessary to ensure that it can meet its commitments as andwhen they fall due without borrowing further funds.



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6.412. Analysis of capital budget

This section analyses the planned capital expenditure budget for the 2016/2017 year and the sourcesof funding for the capital budget.

12.1 Capital works


Capital Works Areas Ref 2015/16 2016/17$’000 $’000 $’000

Works carried forwardInfrastructureRoads, streets and bridges 333 59 (274)Drainage 128 - (128)Parks and gardens 1,301 51 (1,250)Playground 225 - (225)Total infrastructure 1,987 110 (1,877)PropertyFreehold building 12.1.1 4,190 6,312 2,122Total property 4,190 6,312 2,122Plant and equipmentMotor vehicle 475 - (475)Plant and equipment 566 - (566)Total plant and equipment 1,041 - (1,041)OtherArt collection 13 13 -Total other 12.1.1 13 13 -Total works carried forward 12.2 7,231 6,435 (796)

New worksInfrastructure 12.1.2Roads, streets and bridges 4,845 7,633 2,788Drainage 497 840 343Parks and gardens 2,150 3,330 1,180Playground 696 512 (184)Total infrastructure 8,188 12,315 4,127Property 12.1.3Freehold land 890 - (890)Freehold building 15,915 24,188 8,273Total property 16,805 24,188 7,383Plant and equipment 12.1.4Motor vehicle 6,505 3,594 (2,911)Plant and equipment 689 965 276Furniture and fittings 391 - (391)Total plant and equipment 7,585 4,559 (3,026)Intangible assetsIntangible assets 7 - (7)Total intangible assets 7 - (7)OtherArt collection 2 75 73Total other 2 75 73Total new works 32,587 41,137 8,550Total capital works 12.2 39,818 47,572 7,754



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6.4


Capital Works Areas Ref 2015/16 2016/17$’000 $’000 $’000

Represented by:New asset 12.1.5 1,385 2,671 1,286Asset renewal 12.1.5 17,028 30,726 13,698Asset expansion 12.1.5 16,288 9,437 (6,851)Asset upgrade 12.1.5 4,227 4,738 511New non-current assets classifiedas held for sale 12.1.5 890 - (890)Total capital works 39,818 47,572 7,754

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

64.11%

9.58%

26.12%

0.18%

Budgeted capital works 2016/17 by asset types

Property

Plant andequipment

Infrastructure

Other

5.61%

64.59%

19.84%

9.96%

Budgeted capital works 2016/17 by expense types

New asset

Asset renewal

Asset expansion

Asset upgrade

`s



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6.412.1.1 Carried forward works ($6.44 million)

At the end of each financial year there are projects which are either incomplete or not commenceddue to factors including planning issues, weather delays and extended consultation. For the2015/2016 year it is forecast that $6.31 million of capital works will be incomplete and be carriedforward into the 2016/2017 year. The more significant projects include the Office Accommodation –Greensborough redevelopment ($4.47 million), the Ivanhoe Park Pavilion Redevelopment (IvanhoeJuniors) ($0.92 million) and Ivanhoe Library Accommodation (0.68 million).

12.1.2 Infrastructure ($12.31 million)

Infrastructure includes roads, bridges, footpaths, kerb and channel, drainage, parks and gardens, openspace and streetscapes, off street car parks and other structures.

For the 2016/2017 year, $7.63 million will be expended on road projects. The more significantprojects include local road resheeting ($2.10 million), federally funded Roads to Recovery projects($1.09 million), roads localised traffic infrastructure and road safety ($1.16 million), footpathreplacement ($1.35 million) bicycle path ($0.21 million) and car parks ($0.74 million).

$0.84 million will be expended on drainage projects. The more significant of these include roaddrainage augmentation on Wilfred road East Ivanhoe ($0.40 million). $3.33 million will be expendedon parks and garden, ($0.70 million) on shared trail, and ($0.99 million) on open space facilities.Council will spend $0.51 million on replacing and upgrade of 8 playgrounds, $1.06 million onsporting fields.

12.1.3 Property ($24.19 million)

The property class comprises buildings and building improvements including community facilities,municipal offices, sports facilities and pavilions.

For the 2016/2017 year, $24.19 million will be expended on building and building improvementprojects. The more significant projects include pavilion renewal, upgrades and expansion ($2.18million), renewal and expansion of Ivanhoe library ($5.00 million), renewal and upgrade of officespace in Greensborough $13.50 million and replacement of various air conditioner across themunicipality ($0.42 million).

12.1.4 Plant and equipment ($4.56 million)

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

For the 2016/2017 year, $4.56 million will be expended on plant, equipment and other projects. Themore significant projects include ongoing cyclical replacement of light and heavy vehicle fleet ($3.59million), and upgrade and replacement of information technology ($0.96 million).

12.1.5 Asset renewal ($30.73 million), new assets ($2.67 million), upgrade ($4.74million) and expansion ($9.44 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 assetthat returns the service of the asset to its original capability. Expenditure on new assets does nothave any element of expansion or upgrade of existing assets but will result in an additional burdenfor future operation, maintenance and capital renewal.



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6.4 12.2 Funding sources

ForecastActual Budget Variance

Sources of funding Ref 2015/16 2016/17$’000 $’000 $’000

Works carried forwardCurrent year fundingGovernment grants 45 - (45)Community contributions 996 343 (653)Council cash

- operations (revenue) 2,371 1,190 (1,181)- statutory reserves 356 64 (292)- discretionary reserves 3,463 4,838 1,375

Total works carried forward 12.2.1 7,231 6,435 (796)

New worksCurrent year fundingGovernment grants 12.2.2 1,464 3,974 2,510Community contributions/Others 389 150 (239)Council cash

- operations (revenue) 12.2.3 8,068 11,162 3,094- proceeds on sale of assets 12.2.4 28,492 13,844 (14,648)- statutory reserves 12.2.5 779 2,460 1,681- discretionary reserves 12.2.6 (6,605) 9,547 16,152

Total new works 32,587 41,137 8,550Total funding sources 39,818 47,572 7,754

Source: Section 6

9.01%

1.03%

25.78%

28.89%

5.27%

30.02%

Budgeted total funding sources 2016/17

Government grants

Community contributions

Operations

Proceeds on sale of assets

Statutory reserves

Discretionary reserves



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6.4

12.2.1 Carried forward works ($6.44 million)

At the end of each financial year there are projects which are either incomplete or not commenceddue to factors including planning issues, weather delays and extended consultation. For the2015/2016 year it is forecast that $6.44 million of capital works will be incomplete and be carriedforward into the 2016/2017 year. Significant funding includes strategic property reserves generatedfrom property sales for the Office accommodation Greensborough ($4.47 million), Libraryaccommodation ($0.36 million) from strategic properties reserve and ($0.30 million) from revenue,Ivanhoe Park Pavilion redevelopment - Ivanhoe Juniors ($0.32 million) from community contributionsand ($0.60 million) from revenue.

12.2.2 Government Grants - Capital ($3.97 million)

Capital grants include all monies received from State and Federal sources for the purposes of fundingthe capital works program. Significant grants and contributions are budgeted to be received for theEarly Learning Hub Sherbourne Road ($1.00 million), Roads to Recovery projects ($1.09 million),Victoria Park ($0.20 million) and Grimshaw Rd/ Flintoff St intersection redesign ($0.40 million) androads resheeting ($0.38 million).

12.2.3 Council cash - operations ($11.16 million) (revenue)

Council generates cash from its operating activities (revenue), which is used as a funding source forthe capital works program. It is forecast that $11.16 million including $0.45 million of labourcapitalisation and $0.54 million replacement of office equipment. This amount equates to CapitalWorks funded from Revenue (excluding carry forward works) as set out in Section 6. ’Capital worksprogram Council cash funding source'.

12.2.4 Council cash - proceeds from sale of assets ($13.84 million)

Proceeds from sale of assets include vehicle, cars and trucks sales in accordance with Council’s fleetrenewal policy of $0.93 million, sale of various properties which are expected to generated $12.91million to fund the 2016/2017 strategic projects including both the office accommodation inGreensborough and Ivanhoe library.

12.2.5 Council cash - statutory reserves ($2.46 million)

Council has significant cash reserves, which it is currently using to fund its annual capital worksprogram. The statutory reserves include monies set aside for specific purposes such as public openspace and off-street car parking. For 2016/2017 $2.46 million will be used to fund part of the newcapital works program including the playground replacement $0.48 million, sporting fieldsreplacement $0.53 million, pavilion development $0.90 million and $0.55 million on open spacefacilities, shared trail, pathways, fencing and reserve bridges.

12.2.6 Council cash - discretionary reserves ($9.55 million)

Council has uncommitted cash and investment which represent discretionary reserves and fundspreserved from the previous years. It is forecasted that $9.55 million will be available to fund newcapital works in the 2016/2017 year. $5.41 million will come from the strategic property reserveensure that the 2016/2017 strategic projects being fully funded. There will also be $3.00 millionfunded from the Plant and Equipment reserve for the replacement of trucks and vehicles and $1.14million funding to come from other discretionary reserves.



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6.4 13. Analysis of Budgeted Financial Position

This section analyses the movements in assets, liabilities and equity between 2015/2016 and2016/2017. It also considers a number of key financial performance indicators.

13.1 Budgeted balance sheet


Ref 2015/16 2016/17$’000 $’000 $’000

Current assets 13.1.1Cash and cash equivalents 76,228 67,145 (9,083)Trade and other receivables 6,927 7,201 274Financial assets 19,123 16,845 (2,278)Non-current assets classified as held for sale 12,910 7,108 (5,802)Other assets 978 979 1Total current assets 13.1.3 116,166 99,278 (16,888)

Non-current assets 13.1.1Trade and other receivables 517 517 -Investments in associates and jointventures 3,068 3,068 -Property, infrastructure, plant and equipment 1,322,014 1,341,790 19,776Intangible Assets 1,447 1,251 (196)Total non-current assets 1,327,046 1,346,626 19,580Total assets 1,443,212 1,445,904 2,692

Current liabilities 13.1.2Trade and other payables 13,268 12,423 845Trust Funds & Deposits 677 677 -Provisions 14,354 15,313 (959)Interest-bearing loans andborrowings 4,623 4,258 365Total current liabilities 13.1.3 32,922 32,671 251

Non-current liabilities 13.1.2Provisions 404 404 -Trust Funds & Deposits 478 478 -Interest-bearing loans andborrowings 50,743 46,485 4,258Total non-current liabilities 51,625 47,367 4,258Total liabilities 84,547 80,038 4,509Net assets 1,358,665 1,365,866 7,201

Equity 13.1.4Accumulated surplus 409,611 424,399 14,788Reserves 949,054 941,467 (7,587)Total equity 1,358,665 1,365,866 7,201Source: Section 3



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6.413.1.1 Current Assets ($16.88 million decrease) and Non-Current Assets ($19.58 million

increase)

Cash and cash equivalents include cash and short term investments such as cash held in the bank andin petty cash and the value of investments in term deposits or other highly liquid investments withshort term maturities of three months or less. These balances are projected to decrease by $9.08million during the year mainly due to an increase in Capital Works expenditure during 2016/2017,including the construction of a Council building called ‘One Flintoff’.

Trade and other receivables are monies owed to Council by ratepayers and other debtors. Theamounts are not expected to vary greatly during the year.

Financial assets are monies Council deposits in term deposits which have a maturity date of morethan three months. This balance is projected to decrease by $2.28 million during the year. This is adue to a portion of our financial assets moving to more liquid (short-term) sources of investment.Financial Assets should be viewed in tandem with cash and cash equivalents.

Non-current assets classified as held for sale, represents assets (mainly property and buildings), heldfor sale at 30 June which are expected to be sold within the next twelve months. The valuesfluctuate from year to year. The main contributors to the 2015/2016 balance is the expected sale ofthe Rosanna office and Stage 2 of the Haig Street School Site.

Non-current assets include Infrastructure, Property and Plant and Equipment assets. The $19.58million increase in this balance is attributable to the net result of the capital works program ($47.57million), less the depreciation of assets ($20.14 million), the WDV of motor vehicles sold that wereheld as a non-current asset ($0.75million) and the transfer of property, plant and equipment toassets held for resale ($7.11 million).

13.1.2 Current Liabilities ($0.25 million decrease) and Non-Current Liabilities ($4.26million decrease)

Trade and other payables are those to whom Council owes money as at 30 June. These liabilities arebudgeted to decrease by $0.85 million because we do not expect any large creditor accruals formajor construction projects at 30 June 2017 while the One Flintoff project will be partiallycompleted/paid at 30 June 2016.

Provisions include accrued long service leave, annual leave and annual leave loading owed toemployees. These employee entitlements are expected to increase due to a combination ofincreasing pay rates in line with the EB and an expected increase in the amount of leave entitlementsthat staff will have not yet taken.

Interest-bearing loans and borrowings are borrowings of Council from major banks. The Council isbudgeting to repay loan principal of $4.62 million over the year.



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6.4

13.1.3 Working Capital ($16.64 million decrease)

Working capital is the excess of current assets above current liabilities. This calculation recognisesthat although Council has current assets, some of those assets are already committed to the futuresettlement of liabilities in the following 12 months, and are therefore not available for discretionaryspending.

Some of Council’s cash assets are restricted in that they are required by legislation to be held inreserve for specific purposes or are held to fund carry forward capital works from the previousfinancial year.


2015/16 2016/17$’000 $’000 $’000

Current assets 116,166 99,278 16,888Current liabilities 32,922 32,671 251Working capital 83,244 66,607 16,637

Restricted cash and investment current assets- Statutory reserves (2,546) (1,861) (685)- Cash used to fund carry forward capital

works (1,632) - (1,632)- Trust funds and deposits (1,155) (1,155) -

Unrestricted working capital 77,911 63.591 14,320

In addition to the restricted cash shown above, Council is also projected to hold $41.52 million indiscretionary reserves at 30 June 2017. Although not restricted by a statutory purpose, Council hasmade decisions regarding the future use of these funds and unless there is a Council resolution thesefunds should be used for those earmarked purposes.

13.1.4 Equity ($7.20 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 previouslyrecorded value of assets and their current valuations;

• Other reserves that are funds that Council wishes to separately identify as being set asideto meet a specific purpose in the future and to which there is no existing liability. Theseamounts are transferred from the Accumulated Surplus, of the Council, to be separatelydisclosed; and

• Accumulated Surplus which is the value of all net assets less Reserves that haveaccumulated over time.

During the year an amount of $7.59 million (net) is budgeted to be transferred from other reservesto accumulated surplus. This reflects the net transfer of specific budgeted funds, to fund the capitalworks program over the subsequent three years. This is a transfer between equity balances only anddoes not impact on the total balance of equity.

13.2 Key Assumptions



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6.4In preparing the Budgeted Balance Sheet for the year ending 30 June 2017 it was necessary to make

a number of assumptions about assets, liabilities and equity balances. The key assumptions are asfollows:

• A total of 97.5% of total rates and charges raised will be collected in the 2016/2017 year.• The following classifications are expected to remain consistent with the 2015/2016 levels:

− Current assets - Other Assets.− Non-current assets - Investments and Trade and Other Receivables− Liabilities –Provision, Trust Funds and Deposits.

• Repayment of loan principal to be $4.62 million.• Total capital expenditure to be $47.57 million.• A total of $7.59 million to be transferred from reserves to accumulated surplus,

representing the internal funding of the capital works program for the three years following2016/2017.

• Council is not expecting to be subjected to any further unfunded superannuation liabilitycalls.

• Majority of Council fee increases are based on 2.5% CPI increase.• Non-current assets classified as held for sale expected to decrease by $5.80 million, this is

due to the sale of the Rosanna office and Stage 2 of the Haig Street School Site sold in2015/2016.



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6.4 14. Strategic Resource Plan

This section includes an extract of the adopted Strategic Resource Plan (SRP) to provide informationon the long term financial projections of the Council.

14.1 Plan Development

The Act requires a Strategic Resource Plan to be prepared describing both financial and non-financialresources (including human resources) for at least the next four financial years to achieve thestrategic objectives in the Council Plan. In preparing the SRP, Council must take into account allother 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 2016-2020 as part of its ongoing financial planning toassist in adopting a budget within a longer term framework. The SRP takes the strategic objectivesand strategies as specified in the Council Plan and expresses them in financial terms for the next fouryears.

The key objective, which underlines the development of the SRP, is financial sustainability in themedium to long term, while still achieving Council’s strategic objectives as specified in the CouncilPlan. The key financial objectives, which underpin the SRP, are:

• Maintain existing service levels;• Achieve a positive operating result;• Maintain a strong capital expenditure program per annum funded from operating surplus;

and• Achieve a balanced budget on a cash basis.

In preparing the SRP, Council has also been mindful of the need to comply with the followingPrinciples of Sound Financial Management as contained in the Act:

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

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



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6.414.2 Financial Resources

The following table summarises the key financial results for the next four years as set out in theStrategic Resource Plan (SRP) for years 2016-2020. Section 3 includes a more detailed analysis of thefinancial resources to be used over the four year period:

Forecast Proposed Strategic Resource Plan Trend

Actual Budget Projections

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

$’000 $’000 $’000 $’000 $’000

Surplus for the year 6,022 7,201 5,181 4,441 4,819 -Adjusted underlying result 2,638 2,645 3,497 2,533 3,274 oCash and investmentsbalance

95,351 83,990 81,212 78,951 98,789 o

Cash flows from operations 26,931 30,539 30,304 31,072 31,785 +Capital works expenditure 39,818 47,572 33,638 30,214 21,232 -

Key to Forecast Trend:+ Forecasts improvement in Council's financial performance/financial position indicatoro 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.

The key outcomes of the Plan are as follows:

• Financial sustainability (Section 11) - Cash and investments is forecast to decrease over athree year period from $95.35 million to $78.95 million as Council's cash reserves are spent tofund Capital works. Also Council's cash reserves will be used to fund accelerated repayments,within the terms of the loans, of Council's past loan borrowings. In the fourth year the cash andinvestments is budgeted to increase back to $98.79 million.

• Rating levels (Section 15) – Modest rate increases are forecast over the four years at anaverage of 2.5%. This is the limit set by the rate capping legislation.

0

20,000

40,000

60,000

80,000

100,000

120,000

2015/16 2016/17 2017/18 2018/19 2019/20

$'00

0

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



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6.4

• Service delivery strategy (section 16) – Service levels have been maintained throughout thefour year period. Service reviews are undertaken across Council each year andrecommendations for improvements are implemented to ensure the best quality and cost ofservice delivery. Current review impacts are included in the Strategic Resource Plan.

Operating surpluses are forecast in the current 2015/2016 year and budgeted for the following

four years. Excluding the effects of capital income items such as capital grants and capital

contributions, the adjusted underlying result is a surplus for the current 2015/2016 year and the

following four years. The underlying result is a measure of financial sustainability and is an

important measure as one-off capital items, such as capital grants, can often mask the operating

result.

• Borrowing strategy (Section 16) – Borrowings are forecast to reduce from $55.37 millionto $39.11 million over the four year period. This includes no new borrowings and some extrarepayments in addition to those scheduled, to accelerate Council's debt reduction.

• Infrastructure strategy (Section 16) - Capital expenditure over the four year period willtotal $132.66 million at an average of $33.16 million. This includes some large projects such asthe One Flintoff office, the Ivanhoe Community Hub and the redevelopment of basketball courtsat the former Banksia College school site.



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6.415. Rating Information

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

15.1 Rating Context

In developing the Strategic Resource Plan (referred to in Section 14), rates and charges wereidentified as an important source of revenue, accounting for 66% of the total revenue received byCouncil annually. Planning for future rate increases has therefore been an important component ofthe Strategic Resource Planning process. The level of required rates and charges has beenconsidered in this context, with reference to Council's other sources of income, rate capping andthe planned expenditure on services and works to be undertaken for the Banyule community.

However, it has also been necessary to balance the importance of rate revenue as a funding sourcewith community sensitivity to increases, particularly recent changes in property valuations andsubsequently rates for some properties in the municipality. To ensure that deliberations about futurerate increases have been made on an informed basis, comparisons of historical rate increases weremade between Council and other similar sized councils. The following table shows a comparison ofthe last five years and the average rates per capita for the 2015/2016 year.

Banyule AverageYear City Victorian

Council Council2011/12 5.75% 5.80%2012/13 4.99% 5.00%2013/14 7.95% 4.50%2014/15 7.95% 4.43%2015/16 4.95% 3.97%

Average Rate increase 6.32% 4.74%Average Rate per capita 2015/16 $708 $867

Source: Council’s Strategic Resource Plan 2016-2020 and Municipal Association of Victoria.

The table indicates that over the past five years Council’s rate increases have been 1.58% greaterthan the average of other Victorian Councils but the average rate per capita is $159 lower than theaverage of Victorian Councils in 2015/2016.

15.2 Future rate increases

The following table sets out future proposed increases in revenue from rates and charges and thetotal rates to be raised, based on the forecast financial position of Council as at 30 June 2016.

General Municipal TotalRate Charge Rates

Year Increase Increase Raised% $’000 $’000

2015/16 4.95 2.41 90,5452016/17 2.50 2.50 93,8132017/18 2.50 2.50 96,9212018/19 2.50 2.50 100,1082019/20 2.50 2.50 103,312



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6.4

15.3 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; and• 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 rateburden across rateable properties and residents.

Council makes a further distinction within the property value component of rates based on thepurpose for which the property is used, that is, whether the property is used for residential,commercial, industrial or cultural and recreational purposes. This distinction is based on the conceptthat business should pay a fair and equitable contribution to rates taking into account the benefitsthose 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 itprovides the most equitable distribution of rates across the municipality. There are currently noplans to change that basis, but Council does review its rating strategy every year.

The existing rating structure comprises six differential rates being: residential improved, residentialvacant, commercial improved, commercial vacant, industrial improved and industrial vacant.

These rates are structured in accordance with the requirements of Section 161 ‘Differential Rates’of the Act. In accordance with the Cultural and Recreational Lands Act 1963, provision is made for aCouncil to levy an amount in lieu of rates for recreational lands at “such amount as the municipalcouncil thinks reasonable having regard to the services provided by the municipal council in relationto such lands and having regard to the benefit to the community derived from such recreationallands”.

Differential rates are calculated using the residential improved rate as the base. An additionalpercentage is applied to the other rating classifications. The residential vacant rate is increased by35%, commercial and industrial improved by 25% and the commercial and industrial vacant rates areincreased by 75%. The amount in lieu of rates for cultural and recreational land is a reduction of16% on the residential improved rates. Council also levies a municipal charge as allowed under theAct.



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6.4The following table summarises the rates to be determined for the 2016/2017 year. A more detailed

analysis of the rates to be raised is contained in Section 7 “Statutory Disclosures”.

Rate type How applied 2015/16 2016/17 Change

Residential improved Cents/$ CIV 0.00254935 0.00215977 -15.28%Residential vacant Cents/$ CIV 0.00344162 0.00291569 -15.28%Commercial improved Cents/$ CIV 0.00318669 0.00269971 -15.28%Commercial vacant Cents/$ CIV 0.00446136 0.00377960 -15.28%Industrial improved Cents/$ CIV 0.00318669 0.00269971 -15.28%Industrial vacant Cents/$ CIV 0.00446136 0.00377960 -15.28%Cultural and recreational * Cents/$ CIV 0.00214145 0.00181421 -15.28%Municipal charge $/ property $130.00 $133.25 2.50%

* Amounts in lieu of rates for cultural and recreational lands are declared for each applicable assessment inaccordance with the Cultural and Recreational Lands Act 1963.

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

15.4 General Revaluation of Properties

During the 2015/2016 year, a revaluation of all properties within the municipality was carried outand will apply from 1 July 2016 for the 2016/2017 year. The outcome of the general revaluation hasbeen a significant change in property valuations throughout the municipality. Overall, propertyvaluations across the municipal district have increased by 21.23%. Of this increase, residentialproperties have increased by 22.35%, commercial properties by 7.45% and industrial properties by8.28%.



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6.4 The following table summarises the valuation changes between the 2014 and 2016 general

revaluations for residential properties by suburb and the average movement for commercial andindustrial properties.

Suburb ValuationChange

(Increase)Bellfield 25.41%Briar Hill 22.70%Bundoora 25.11%Eaglemont 19.46%Eltham 20.55%Eltham North 18.10%Greensborough 22.09%Heidelberg 19.85%Heidelberg Heights 20.87%Heidelberg West 26.01%Ivanhoe 19.47%Ivanhoe East 15.35%Lower Plenty 20.46%Macleod 21.09%Montmorency 24.98%Rosanna 24.88%St Helena 16.90%Viewbank 32.35%Watsonia 25.32%Watsonia North 25.97%Yallambie 30.14%Average residential 22.35%Average commercial 7.45%Average industrial 8.28%

In view of the outcomes of the general revaluation of all properties within the Council’s municipaldistrict during the 2015/2016 year, Council has chosen not to make any changes to the existing ratedifferential. This will be achieved by reducing the rate in the dollar by 15.28% to offset the 21.23%increase in property valuations across the municipal district following the general revaluation.



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6.416. Summary of Other Strategies

This section sets out summaries of the strategies that have been developed and incorporated intothe Strategic Resource Plan including borrowings, infrastructure and service delivery.

16.1 Borrowings

Borrowings are recognised as a legitimate and responsible financial management tool when used forappropriate purposes and in appropriate circumstances. The funding structure of a Council shouldreflect its existing and planned cash requirements. Planned cash requirements should be based on anentity's strategic plans, existing financial position and budgeted and forecast cash flows.

The Council budget for 2016/2017 and related forecasts to 2019/2020 are contained in the Council'sCity Plan. The City Plan details Council's strategic initiatives for the forecast period being to 30 June2020. Council has made decisions based on a number of changes in circumstances and opportunitiesthat represent amendment or variations to some strategic initiatives.

Banyule City Council in 2013/2014 increased its debt level to $60.28 million due to strategicproperty acquisitions and expanding capital expenditure. Borrowing was identified as an importantfunding source for major capital works programs. Council has borrowed to finance largeinfrastructure 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% level of theVAGO financial sustainability indicator, which compares indebtedness to own source revenue.Council is further committed to expedite debt reduction, as debt matures, by using the accumulatedfunds in the debt redemption reserve to accelerate loan principal repayment. The purchase of thestrategic properties and subsequent sale of these properties has enabled Council to use these fundsto 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 makingloan principal repayments of $16.26 million, will reduce its total borrowings to $39.11 million as at30 June 2020. The following table sets out Council's future proposed borrowings position to 30 June2020, based on the forecast financial position of Council as at 30 June 2016.

Year NewBorrowings

Principal Interest Balance30 JunePaid Paid

$’000 $’000 $’000 $’0002015/16 - 2,647 3733 55,3662016/17 - 4,623 3,549 50,7432017/18 - 4,258 3,444 46,4852018/19 - 3,714 3,255 42,7712019/20 - 3,663 3,033 39,108

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

ForecastActual

2015/16$


$Total amount borrowed as at 30 June of the prior year 58,012,531 55,365,813Total amount proposed to be borrowed - -Total amount projected to be redeemed (2,646,718) (4,622,970)Total amount of borrowings as at 30 June 55,365,813 50,742,843



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6.4 16.2 Infrastructure

The Council has developed an Infrastructure Strategy based on the knowledge provided by variousAsset Management Plans, which sets out the capital expenditure requirements of Council for thenext 10 years by class of asset, and is a key input to the SRP. It predicts infrastructure consumptionrenewal needs and considers infrastructure needs to meet future community service expectations.The Strategy has been developed through a rigorous process of consultation and evaluation. The keyaspects of the process are as follows:

• Long term capital planning process which integrates with the Council Plan, StrategicResource;

• 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; and• 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 atdesired condition levels to manage the renew gap to an acceptable level. If sufficient funds are notallocated to asset renewal then Council’s investment in those assets will reduce and have the impactof an increase in Councils renewal gap, along with the capacity to deliver services to the community.

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

The above graph shows that at present, Council is similar to most municipalities in that it ispresently unable to fully fund asset renewal requirements identified in the Infrastructure Strategy.While the Infrastructure Strategy is endeavouring to provide a sufficient level of annual funding tomeet ongoing asset renewal needs. The graph represents the three main components used whencalculating council’s renewal gap. The blue bar represents the renewal required (calculated asdepreciation figure of existing assets), the red bar is the renewal component of the adopted CapitalWorks Program for the given years and the green bar represents the cumulative gap from previousyears and the given years.

As can be seen from the graph the accumulated assets renewal gap identified in the 2015/2016 yearis significantly reduced to show council has met its renewal gap in 2016/2017 and 2017/2018 years.

0

5,000

10,000

15,000

20,000

25,000

30,000

2015/16 2016/17 2017/18 2018/19 2019/20

$000

Asset renewal as required

Renewal required

Renewal program

Backlog



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6.4This is representative of Councils investment in the expansion of the existing WaterMarc building in

Greensborough to accommodate the relocation of Councils existing three offices. However in 2018-2020 the renewal gap or (backlog) is seen to increase again. Backlog is the renewal works thatCouncil has not been able to fund over these years and is equivalent to the accumulated assetrenewal gap. In the above graph the backlog as at the 30 June 2015 was $5.00 million and $6.61million as at the 30 June 2020.

The following table summarises Council's forward outlook on capital expenditure including fundingsources for the next four years:

Summary of funding sources

Year Total CapitalProgram

Grants Contributions Council BorrowingsCash

$’000 $’000 $’000 $’000 $’0002015/16 39,818 1,509 1,385 36,923 -2016/17 47,572 3,974 493 43,105 -2017/18 33,638 577 205 32,856 -2018/19 30,214 827 110 29,277 -2019/20 21,232 477 25 20,630 -

In addition to using cash generated from its annual operations, borrowings and externalcontributions such as government grants, Council has significant cash or investment reserves thatare 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 thatmust be expended on a specific purpose as directed by legislation or a funding body, and includecontributions to car parking, drainage and public resort and recreation. Discretionary cash reservesrelate to those cash and investment balances that have been set aside by Council and can be used atCouncil’s discretion, even though they may be earmarked for a specific purpose.

16.3 Service delivery

The key objectives in Council’s Strategic Resource Plan (referred to in Section 14) which directlyimpact the future service delivery strategy are to maintain existing service levels and to continuallyachieve surplus. The Rating Information (see Section 15) also refers to modest rate increases intothe future.

The most significant factor affecting our bottom line is a move to provide better infrastructure andamenity outcomes to the community.

Factors affecting income:

• Rating increases capped at CPI;• 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; and• Income growth from installation of additional parking metres across the municipality.



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6.4 Factors affecting expenditure:

• Discretionary expenditure principle established to reflect current efficiency initiatives andfuture expenditure trends;

• Additional resources have been proposed in limited circumstances to rebalance operationaldemands;

• Enterprise Agreement effective until1 July 2017;• Service review initiatives implemented across various business activities to deliver

efficiencies;• Debt management according to banking partnership arrangements; and• Contribution to Regional Library Service running costs.

The Council is required to revalue all properties within the municipality every two years. The lastgeneral revaluation was carried out as at 1 January 2016 effective for the 2016/2017 year and thenext revaluation will be undertaken as at 1 January 2018.

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

Adjusted NetSurplus Underlying Service

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

2015/16 6,022 2,638 (67,030)2016/17 7,201 2,645 (68,452)2017/18 5,181 3,497 (71,036)2018/19 4,441 2,533 (72,622)2019/20 4,819 3,274 (75,706)

Service levels have been maintained throughout the four year period with operating surplusesforecast in years 2016/2017 to 2019/2020 as the result of a continued increase across both Councils'income and expenditure. Excluding the effects of items such as capital contributions, the adjustedunderlying result is a surplus over the four year period. The net cost of the services provided to thecommunity increases from $68.45 million to $75.71 million over the four year period.



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6.4Appendix A

Fees and charges schedule

This appendix presents the fees and charges of a statutory and non-statutory nature which will becharged in respect to goods and services provided during the 2016/2017 year.



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6.4Banyule City Council GST Council/ Frequency Fees & Fees &

Fees & Charges 2016/2017 Statutory Weight Charges Charges

(Directorate) Size 2015/16 2016/17

$ $

ASSETS & CITY SERVICES

OPERATIONS

Weighbridge (public)

Up to 5 tonne Taxable C tonne 15.00 16.00

5 tonne - 10 tonne Taxable C tonne 16.00 17.00

10 tonne - 20 tonne Taxable C tonne 27.00 28.00

Over 20 tonne Taxable C tonne 37.00 38.00

Recycling/Waste Station

Banyule residents (general waste) Taxable C per m3 92.00 87.00

Other residents (general waste) Taxable C per m3 103.00 92.00

Banyule residents (general waste) Taxable C per m3 72.00 72.00

Other residents (general waste) Taxable C per m3 77.00 77.00

Account customers (municipal) Taxable C per tonne 185.00 179.00

Account customers (industrial) Taxable C per tonne 179.00 179.00

Rubble Taxable C per tonne 205.00 183.00

Green cone Taxable C each 205.00 205.00

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 441.00 450.00

Commercial waste service with residence Taxable C 80 litre 210.00 214.50

Commercial waste service with residence Taxable C 120 litre 315.00 322.00

Charge for larger residential bin Exempt C 120 litre 94.00 98.00

Charge for larger residential bin Exempt C 240 litre 420.00 432.00

Charge for larger green waste bin Exempt C 240 litre 84.00 85.00

Non rateable charge for residential bin Exempt C 80 litre 173.00 176.00



Non rateable charge for larger green wastebin

Exempt C 240 litre 84.00 85.00

Non rateable waste only bin Exempt C 240 litre 346.00 360.00

Kerbside Waste Services (with special consideration)

Commercial green waste service Taxable C 240 litre 178.00 190.00

Commercial recycle service Taxable C 240 litre 168.00 180.00

Additional service for residential bin Exempt C 80 litre 210.00 220.00



Additional service for green waste bin Exempt C 240 litre 158.00 170.00

Additional service for recycle bin Exempt C 240 litre 168.00 180.00



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$ $

Non rateable additional service for greenwaste bin

Exempt C 240 litre 158.00 170.00

PARKS & GARDENS

Half cost fencing Taxable C each Quote Quote

ASSETS & INFRASTRUCTURE

Construction - Reinstatement

Asphalt reinstatement - local roads Exempt C per m2 170.00 170.00

Asphalt reinstatement - main roads Exempt C per m2 340.00 340.00

Footpath reinstatement Exempt C per m2 120.00 120.00

Crossing reinstatement Exempt C per m2 210.00 210.00

Kerb & channel reinstatement - concrete Exempt C lin/metre 130.00 130.00

Kerb & channel reinstatement - dressedbluestone new materials

Exempt C lin/metre 440.00 440.00

Kerb & channel reinstatement - dressedbluestone reuse materials

Exempt C lin/metre 150.00 150.00

Spoon drain - concrete or bluestone Exempt C lin/metre 125.00 125.00

Nature strip reinstatement Exempt C per m2 40.00 40.00

Permits/consents

NOTE: The value of a fee unit issued by Vic Roads as gazetted on 18/04/2013 is $13.20c 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 595.80 595.80

Municipal road on which speed limit is 50kmor more

Exempt C each 595.80 595.80

Municipal road on which speed limit is lessthan 50km


Works NOT conducted on, or on any part of, the roadway, shoulder or pathway






Minor works (less than 8 sqm)

Works conducted on, or on any part of, the roadway, shoulder or pathwayArterial road Exempt C each 152.30 152.30





Works NOT conducted on, or on any part of, the roadway, shoulder or pathway






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$ $



Asset Inspection Exempt C each 210.00 210.00

Drainage tapping pipe/pit inspection (each) Exempt C each 230.00 230.00

Occupation road pavement/protrudingmaterials/cranes


Private works Taxable C each Quote Quote

COMMUNITY PROGRAMS

RECREATION & CULTURAL SERVICES

Movies per month Taxable C per month 5.00 5.00

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 165.00 175.00

Commercial coffee Taxable C per stall 126.50 135.00

Commercial market stall Taxable C per stall 77.00 85.00

Community food stall Taxable C per stall 77.00 79.00

Community market stall Taxable C per stall 55.00 56.40

Power fee for stall holders to be included inpermit above

Taxable C per stall 82.50 85.00

Power fee including overnight to be includedin permit above


Kids Artyfarty Festival

Commercial food stall Taxable C per stall 297.00 310.00

Commercial coffee Taxable C per stall 216.70 230.00

Community food stall with power Taxable C per stall 100.10 102.60





Note: Stalls that run at both Twilight Sounds and Kids ArtyFarty Festival receive a 10% discount.

Carols by Candlelight

Commercial food vendor Taxable C per stall 139.70 145.00

Commercial coffee vendor Taxable C per stall 93.50 97.00


Community food vendor Taxable C per stall 52.25 53.60




Malahang Festival

Community food vendor Taxable C per stall 24.20 24.90




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$ $

Commercial food vendor Taxable C per stall 148.50 155.00

Commercial stall Taxable C per stall 71.50 75.00



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 33.00 35.00

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 2,525.00 2,590.00

Corporate

Up to 8hr hire fee - theatre style seating Taxable C per day 3,150.00 3,230.00

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 3,150.00 3,230.00

Exhibitions (minimum hire 8 hours) Taxable C per hour 470.00 480.00

Streeton room

Rental 9.00am to 5.00pm or 5.00pm to11.00pm

Taxable C per day 1,525.00 1,565.00

McCubbin room


Taxable C per day 990.00 1,015.00

Conder room


Taxable C per day 785.00 805.00

Withers room


Taxable C per day 735.00 755.00

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 22.00 23.00

Adult 9 holes weekends Taxable C 9 holes 23.00 24.00

Adult 18 holes Taxable C 18 holes 29.50 30.50

Adult 18 holes weekends Taxable C 18 holes 30.00 31.00

Junior 9 holes Taxable C 9 holes 12.00 12.50

Junior 18 holes Taxable C 18 holes 14.50 15.00

Pensioners & senior card holders - weekdays Taxable C 9 holes 19.00 19.50

Pensioners & senior card holders - weekdays Taxable C 18 holes 20.00 20.60

Students (under 21) weekdays Taxable C 18 holes 23.00 24.00

12 month 7 day membership Taxable C 18 holes 1,180.00 1,225.00

12 month 5 day membership Taxable C 18 holes 860.00 890.00



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$ $

Senior/concession 12 months membership Taxable C 18 holes 665.00 685.00

Direct debit (per week) Taxable C 18 holes 25.50 26.40

Seasonal Sporting Clubs

Ground Charges

A Grade

Summer (per team) Taxable C per term 557.00 571.00

Winter (per team) Taxable C per term 1,095.00 1,122.70

B Grade


Winter (per team) Taxable C per term 990.00 1,015.00

C Grade


Winter (per team) Taxable C per term 915.00 938.00

D Grade


Winter (per team) Taxable C per term 835.00 856.00

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 1,175.00 1,204.60

B Grade Taxable C per team 910.00 932.80

C Grade Taxable C per team 655.00 671.50

D Grade Taxable C per team 420.00 430.60

Summer Full Use

A Grade Taxable C per team 1,175.00 1,204.50




Winter Shared Use

A Grade Taxable C per team 590.00 604.80




Summer Shared Use

A Grade Taxable C per team 590.00 604.80




Other



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$ $

Turf wicket Taxable C per ground 3,000.00 3,075.00

Commercial Taxable C per ground 3,625.00 3,716.00

Casual hire charges – ovals Taxable C per booking 220.00 225.50

Ivanhoe Aquatic & Fitness Centre

Memberships

Joining Fee Taxable C one off 100.00 100.00

Extra Suspension Time (per week) Taxable C per week 5.00 6.00

7 day membership Taxable C per week - 27.50

Swim/spa/sauna

12 months Taxable C 12 months 579.90 594.40

12 months concession (30% discount) Taxable C 12 months 406.00 416.10

Complete package - single

12 months Taxable C 12 months 1,052.70 1,079.00

12 months concession (30% discount) Taxable C 12 months 736.90 755.30

Complete package - older adults/teens/referrals

1 month Taxable C 1 month 55.25 62.40




Direct debit memberships

Full price - fortnightly direct debit Taxable C 12 months 40.50 41.50

Concession - fortnightly direct debit Taxable C 12 months 28.35 29.10

Aquatics - fortnightly direct debit Taxable C 12 months 22.30 22.90

Aquatics concession - fortnightly direct debit(30% discount)

Taxable C 12 months 15.60 16.00

Direct debit membership (no min term)

Older adults/teens/referrals - Fortnightlydirect debit

Taxable C per week 24.30 24.90

Direct debit personal training (no min term)

Weekly direct debit - 30 minutes Taxable C 30 Mins 59.00 65.00

Weekly direct debit - 60 minutes Taxable C 60 Mins 79.00 85.00

* 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 526.35 539.50

Banyule City Council membership - payroll Taxable C per fortnight 20.25 20.75

Casual rates

Family swim Taxable C Per Visit 15.90 16.30

Swim/Spa/Sauna Taxable C Per Visit 6.20 6.40

Swim/Spa/Sauna concession Taxable C Per Visit 4.30 4.50Child swim.>5yr old Taxable C Per Visit 3.70 3.80



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$ $

Group fitness adult Taxable C Per Visit 16.20 16.60

Group fitness concession (30% discount) Taxable C Per Visit 11.40 11.70

Gym visit Taxable C Per Visit 20.60 21.10

Gym concession (30% discount) Taxable C Per Visit 14.40 14.80

Boomers casual Taxable C Per Visit 6.50 6.70

Personal training

Personal training introduction - 3 pack Taxable C 3 visits - 105.00

Casual personal training - 30 minutes Taxable C 30 Mins - 46.80

Casual personal training - 60 minutes Taxable C 60 Mins - 72.80

30 minute results pack - single Taxable C 30 Mins 400.00 416.00

30 minute results pack - non member Taxable C 30 Mins 450.00 468.00

60 minute results pack - single Taxable C 60 Mins 600.00 624.00

60 minute results pack - single (non-member) Taxable C 60 Mins 700.00 728.00

Direct Debit Learn to Swim (based on 26 payments)

Child learn to swim/Karate - fortnightlydirect debit

GST free C per fortnight 23.95 24.65

Parent & baby - fortnightly direct debit GST free C per fortnight 23.95 24.65

Child pre-school (non parent) - fortnightlydirect debit


Adult learn to swim/Karate - fortnightlydirect debit


Term fee

Child learn to swim GST free C per lesson 14.40 14.85

Child learn to swim - Concession (10%) GST free C per lesson 13.00 13.40

Parent baby GST free C per lesson 14.40 14.85

Parent baby - concession GST free C per lesson 13.00 13.40

Child pre-school (non parent) GST free C per lesson 17.90 18.45

Child pre-school (non parent) concession GST free C per lesson 16.10 16.60

Adult learn to swim GST free C per lesson 14.40 14.85

Adult learn to swim - concession GST free C per lesson 13.00 13.40

Adult learn to swim - casual GST free C per lesson 21.60 22.30

Adult learn to swim - casual - concession GST free C per lesson 19.50 20.10

Squad Taxable C per lesson 14.40 14.85

Squad concession Taxable C per lesson 13.00 13.40

Squad 2nd/3rd/4th session Taxable C per lesson 7.20 7.45

Squad 2nd/3rd/4th session concession Taxable C per lesson 6.50 6.70

Specialised swimming GST free C per lesson 17.90 18.45

Private swim lessons (1 person) GST free C per lesson 78.00 80.40

Bronze medallion GST free C per lesson 14.40 14.85

Stroke correction - member GST free C per lesson 8.40 8.70

Stroke correction - non member GST free C per lesson 14.40 14.85



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$ $

Swim carnival entry GST free C per visit 11.30 11.65

Swim carnival - extra event GST free C per visit 2.80 2.90

Pay as you go water babies GST free C per lesson 14.30 14.85

Intensive swim lessons - 5 lessons GST free C per 5 lessons 65.50 74.25

Intensive swim lessons - 5 lessons concession GST free C per 5 lessons 59.00 66.85

VicSwim entry fee Taxable C per visit 3.70 3.80

VicSwim entry fee weekly Taxable C per week 15.30 19.00

School groups entry GST free C per visit 3.70 3.80

School groups instructor GST free C per 45 mins 49.00 37.65

Lane hire regular fee Taxable C per lane 27.00 27.60

Lane hire casual fee Taxable C per lane 36.50 37.40

Karate

Karate - adult Taxable C per lesson 14.40 14.85

Karate - child Taxable C per lesson 14.40 14.85

Joining Fee (inclusive of a Free suit) Taxable C permembership

77.00 79.30

Black Belt Membership (Individual) Taxable C per person 80.00 82.40

Black Belt Membership (Family) Taxable C per family 120.00 123.60

Grading (Individual) Taxable C per person 75.00 77.25

Grading (Multiple) Taxable C per person 65.00 66.95

Black Belt Grading Taxable C per person 250.00 257.50

Team Tournament (Single event) Taxable C pertournament

30.00 30.90

Team Tournament (Two events) Taxable C pertournament

40.00 41.20

Birthday parties Taxable C per person 14.40 15.00

Birthday parties 20 plus kids Taxable C per person 8.75 12.00

Inflatable Taxable C per booking 112.00 125.00

Holiday program (Activity) Taxable C per person 13.00 17.50

Multi visit saver cards

20 pass complete package Taxable C 20 pass 370.80 380.00

20 pass complete package concession (30%discount)

Taxable C 20 pass 260.00 266.50

20 pass Swim/Spa/Sauna Taxable C 20 pass 111.60 115.20

20 pass Swim/Spa/Sauna concession Taxable C 20 pass 77.40 81.00

10 pass Swim Child Taxable C 20 pass 33.30 34.20

20 pass group fitness Taxable C 20 pass 291.60 298.80

20 pass group fitness concession Taxable C 20 pass 205.20 210.60

Creche fees

1.5 hour - casual 1 child Taxable C per hour 9.50 9.80

10 pass 1 child Taxable C 10 pass 85.50 88.20




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$ $

Occasional care fees

1 child casual Taxable C 1 Child 20.30 20.80

2 children casual Taxable C 2 Children 25.35 26.00



Kiosk sales Taxable C various Various Various

Merchandise sales Taxable C various Various Various

Room hire Taxable C various Quote Quote

Programmes (membership related) Taxable C various Various Various

Willinda Park athletics track

Banyule schools Taxable C per booking 145.00 148.70

Non Banyule schools Taxable C per booking 280.00 287.00

Combined primary sports Taxable C per booking 280.00 287.00

Combined secondary sports Taxable C per booking 570.00 584.30

Training sessions Taxable C per hour 75.00 76.90

Bond - equivalent to hire fee GSTN/A

C per booking equivalentto the

highestcharge

equivalent tothe highest

charge

Outdoor trainers fees

Seasonal fee Taxable C 6 months 500.00 520.00

Monthly fee Taxable C per month 110.00 115.00

Weekly fee Taxable C per week 35.00 40.00

Hot air ballooning

Annual fee Taxable C per year 550.00 575.00

Halls for hire

Grace Park, Greensborough Senior Citizens, Ivanhoe Senior Citizens, Macleod Community Hall,Warringal SeniorCitizens, Watsonia Community Hall, Briar Hill Community Hall, Banyule Art Space, Old Shire Offices.

BCC non for profit - regular Taxable C per hour 25.50 26.00

BCC non for profit - casual Taxable C per hour 32.50 33.50

Other groups (including schools) - regular Taxable C per hour 32.50 33.00

Other groups (including schools) - casual Taxable C per hour 40.50 41.50

Functions – bond on all above GSTN/A

C per booking 300.00 300.00

Macleod community hall & Warringal senior citizens

Friday, Saturday & Sunday- private functions(7 hrs)

Taxable C 5pm - 1am 465.00 475.00

Friday, Saturday & Sunday- private functions(4 hrs)

Taxable C 4 hourly 285.00 295.00

Set up fee Taxable C per hour 50.00 52.00

Functions – bond on all above GST N/A C per booking 300.00 300.00



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$ $

Old Shire Office

Friday - Sunday - private functions(7hrs) Taxable C 5pm - 1am 505.00 515.00

Friday - Sunday - private functions (4hrs) Taxable C 4 hourly 295.00 303.00



Lower Plenty

Friday - Sunday - private functions(7hrs) Taxable C 5pm - 1am 465.00 475.00

Friday - Sunday - private functions (4hrs) Taxable C 4 hourly 285.00 293.00



Bundoora & Petrie Park Community HallBCC non for profit - regular Taxable C per hour 30.50 31.00

BCC non for profit - casual Taxable C per hour 39.50 40.50

Other groups (including schools) - regular Taxable C per hour 40.50 41.00

Other groups (including schools) - casual Taxable C per hour 46.50 47.50


Friday - Saturday -Sunday private functions(7hrs)

Taxable C 5pm - 1am 675.00 690.00

Friday - Saturday -Sunday privatefunctions(4hrs)

Taxable C 4 hourly 390.00 400.00



Rotunda Taxable C per 3 hours 175.00 180.00

Senior Citizens utilities charge Taxable C per hour 2.50 3.00

Olympic Leisure Centre

Memberships

Joining Fee Taxable C one off 75.00 75.00

Extra Suspension Time (per week) Taxable C per week 5.00 6.00

Corporate health & fitness package per year

Banyule City Council membership Taxable C per year 394.00 403.85

Banyule City Council membership Taxable C per fortnight 15.15 15.55

Complete package

3 months Taxable C per person 206.80 222.60



Complete package concession (30% discount)




Complete package - Older adults & Teens

1 month Taxable C per person 38.00 42.90



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$ $




Direct debit memberships - fortnightly debit

Full price - fortnightly direct debit Taxable C per fortnight 30.30 31.10

Concession - fortnightly direct debit (30%discount)

Taxable C per fortnight 21.20 21.80

Older adults / phit / access direct debit Taxable C per fortnight 16.70 17.20

Casual rates

Swim/Spa/Sauna Taxable C per person 4.60 4.70

Swim/Spa/Sauna concession Taxable C per person 3.20 3.30

Family swim Taxable C per person 11.90 12.20

Child swim >5yr Taxable C per person 2.70 2.80

Group fitness Taxable C per person 10.30 10.60

Group fitness concession Taxable C per person 7.20 7.40

Gym adult Taxable C per person 15.00 15.40

Gym concession Taxable C per person 10.60 10.80

Aqua achievers Taxable C per person 6.40 6.60

Badminton Taxable C per person 6.40 6.60

Indoor bowls Taxable C per person 3.30 3.40

Direct Debit Learn to Swim

Child learn to swim - fortnightly direct debit GST free C per fortnight 17.15 17.75

Parent & baby - fortnightly direct debit GST free C per fortnight 17.15 17.75

Child pre-school (non parent) - fortnightlydirect debit


Adult learn to swim - fortnightly direct debit GST free C per fortnight 17.15 17.75

Term fee

3081 Child learn to swim GST free C per lesson 8.65 8.90

Child learn to swim GST free C per lesson 10.30 10.65

3081 Child pre-school (non parent) GST free C per lesson 10.70 11.05

Child pre-school (non parent) GST free C per lesson 12.90 13.30

Child pre-school (non parent) concession GST free C per lesson 9.60 9.90

3081 Parent baby GST free C per lesson 8.70 9.00

Parent baby GST free C per lesson 10.30 10.65

Parent baby concession GST free C per lesson 9.30 9.60

Pay as you go water babies GST free C per lesson 8.70 9.00

Adult learn to swim GST free C per lesson 10.30 10.65

Adult learn to swim concession GST free C per lesson 9.30 9.60

Adult learn to swim - casual GST free C per lesson 15.00 15.45

Squad Taxable C per lesson 8.70 9.00

Squad concession (10%) Taxable C per lesson 7.80 8.10



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$ $

Specialised swimming GST free C per lesson 17.80 18.35

Private swim lesson 1 person GST free C per lesson 78.00 80.35

Intensive swim lessons - 5 lessons GST free C per 5 lessons 42.20 43.50

Intensive swim lessons - 5 lessons concession GST free C per 5 lessons 38.00 39.15

School groups entry GST free C per visit 2.70 2.80

School groups instructor - per instructor GST free C per hour 43.30 33.30

VicSwim entry fee Taxable C per visit - 2.80

VicSwim entry fee - 5 visit Taxable C per week - 14.00

Lane hire regular fee Taxable C perlane/hourly

16.30 16.80

Lane hire casual fee Taxable C perlane/hourly

21.90 22.60

Multi visit saver cards

10 pass badminton Taxable C 10 pass 57.60 59.10

20 pass aquatics Taxable C 20 pass 81.00 83.10

20 pass aquatics concession Taxable C 20 pass 57.60 59.10

20 pass complete package Taxable C 20 pass 270.00 276.80

20 pass complete package concession Taxable C 20 pass 190.80 195.60

10 pass active achievers Taxable C 10 pass 57.60 59.10

Personal training

30 minute results pack - single Taxable C 30 Min 370.00 416.00

30 minute results pack - single (non-member) Taxable C 30 Min 430.00 468.00

60 minute results pack - single Taxable C 60 Min 570.00 624.00

60 minute results pack - single (non-member) Taxable C 60 Min 645.00 728.00

Direct debit personal training (no min term)

Weekly direct debit - 30 minute Taxable C 30 Min 51.50 53.60

Weekly direct debit - 60 minute Taxable C 60 Min 72.00 74.90

Room hire fees

Full centre hire Taxable C per centre 582.00 597.00

Court hire fees

Olympic indoor Taxable C per court 41.50 42.50

Olympic indoor off peak Taxable C per court 33.10 33.90

Badminton Taxable C per court 19.00 19.50

OVPS casual user Taxable C per court 54.00 55.40

OVPS regular user Taxable C per court 46.00 47.10

Basketball

Merchandise Taxable C various Various Various

Kiosk Taxable C various Various Various

Programmes Taxable C various Various Various

Banyule Netball Stadium

Court hire fees



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Casual user Taxable C per court 54.00 55.40

Regular user Taxable C per court 46.00 47.10

Regular user outdoor court Taxable C per court 23.50 24.10

Casual use outdoor court Taxable C per court 29.00 29.70

Off peak court hire (10am - 3pm week days) Taxable C per court 37.00 38.00

Boomers Taxable C per visit 8.15 10.50

Room hire

Upper room

Community regular Taxable C per hour 35.50 36.40

Community casual Taxable C per hour 39.70 40.80

Private regular Taxable C per hour 39.70 40.80

Private casual Taxable C per hour 43.25 44.40

Lower room





Mezzanine floor





Programmes Taxable C various Various Various

WaterMarc memberships

Joining fee Taxable C once 199.00 199.00

Complete package single Taxable C 12 months 1,200.00 1,235.00

Complete package single concession Taxable C 12 months 960.00 985.00

Direct debit fortnightly fee - min 12 monthcommitment


Direct debit fortnightly fee - no commitment Taxable C per fortnight 55.75 57.30

Direct debit fortnightly fee concession - min12 month commitment


Direct debit fortnightly fee concession - nocommitment


Aquatic Taxable C 12 months 660.00 680.00

Aquatic concession Taxable C 12 months 580.00 595.00

Aquatic direct debit fortnightly fee - min 12month commitment


Aquatic direct debit fortnightly fee - nocommitment


Aquatic direct debit fortnightly feeconcession - min 12 month commitment




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$ $

Aquatic direct debit fortnightly feeconcession - no commitment


Active seniors fortnightly fee Taxable C per fortnight 25.50 26.20

Active teens fortnightly fee Taxable C per fortnight 25.50 26.20

Corporate membership - min of 10 people Taxable C per fortnight 40.50 41.40

Family membership

Direct debit 2 family - min 12 monthcommitment


Direct debit 2 family - no commitment Taxable C per fortnight 93.50 96.50







Personal training

30 minute single Taxable C 30 Min 50.50 52.00

60 minute single Taxable C 60 Min 61.50 63.50

20 visit pass 30 minute single Taxable C 30 Min 862.00 890.00

20 visit pass 60 minute single Taxable C 60 Min 1,060.00 1,095.00

2 on 1 - 30 minute session Taxable C 30 Min 67.00 69.00

2 on 1 - 60 minute session Taxable C 60 Min 89.50 92.50

3+ - 30 minute session Taxable C 30 Min 85.00 87.75

3+ - 60 minute session Taxable C 60 Min 112.00 116.00

Aquatics – casual fees

Standard without waterslide

Adult Taxable C per visit 7.25 7.40

Concession Taxable C per visit 5.80 5.90

Child Taxable C per visit 5.60 5.70

Family Taxable C per visit 22.30 22.90

Adult 20 visit pass Taxable C per 20 pass 130.00 133.50

Concession 20 visit pass Taxable C per 20 pass 104.50 107.50

Child 20 visit pass Taxable C per 20 pass 100.00 102.60

Supervising adult Taxable C per visit 3.00 3.00

With waterslide



Child Taxable C per visit 12.50 12.80

Family Taxable C per visit 48.50 49.95

*Bar coded admission - adult Taxable C per visit 9.30 9.60

*Bar coded admission - child/concession Taxable C per visit 7.65 7.90

Single slide Taxable C per visit 4.50 4.70



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Spa/Sauna/Steam



Adult 20 visit pass Taxable C per 20 visit 223.00 229.00

Concession 20 visit pass Taxable C per 20 visit 177.00 182.00

Aquatic education – per lesson

Child learn to swim Taxable C per lesson 16.60 17.00

Child pre-school (non parent) Taxable C per lesson 16.60 17.00

Adult learn to swim Taxable C per lesson 18.20 18.75

Specialised swimming Taxable C per lesson 19.75 20.30

Private lesson Taxable C per lesson 67.00 69.00

School learn to swim - prep to grade 3 (1:8ratio)

Taxable C per lesson 8.65 8.90

School learn to swim - grade 4 + (1:10 ratio) Taxable C per lesson 7.65 7.90

Pool hire

50m lane hire per hour (casual) Taxable C per hour 100.00 104.00

25m lane hire per hour (casual) Taxable C per hour 73.00 76.00

Therapy pool hire per hour Taxable C per hour 160.00 165.00

1/4 Therapy pool hire per hour Taxable C per hour 66.00 70.00

Full pool use - 50 metre per hour Taxable C per hour 450.00 475.00

Carnival set up Taxable C per hour 230.00 240.00

Carnival equipment hire, (touch pads,scoreboard, PA system)

Taxable C per hour 120.00 125.00

Health & fitness

Group fitness Taxable C per class 16.30 16.80

Group fitness concession Taxable C per class 13.00 13.40

Casual gym visit Taxable C per class 22.50 24.00

Casual gym visit concession Taxable C per class 17.80 19.00

Group fitness 20 visit pass Taxable C per 20 pass 295.00 304.00

Group fitness concession 20 visit pass Taxable C per 20 pass 235.00 242.25

COTA casual visit Taxable C per class 7.00 7.00

Room hire

Occasional care room Taxable C per hire 75.00 77.50

Programme room 2 Taxable C per hire 97.00 100.00

Party room Taxable C per hire 50.00 52.00

Meeting Rooms Taxable C per hire 34.50 35.50

2 Meeting Rooms Taxable C per hire 67.00 69.00

3 Meeting Rooms Taxable C per hire 99.00 102.00

Group Fitness Studios Taxable C per hire 116.00 120.00

Creche & occasional care room

Child casual creche Taxable C per pass 8.80 9.05



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$ $

Family casual creche Taxable C per pass 11.00 11.30

Child occasional care Taxable C per pass 20.00 20.60

2 child occasional care Taxable C per pass 25.00 26.00

Child 20 visit pass Taxable C per 20 pass 157.00 163.00

Family 20 visit pass Taxable C per 20 pass 197.00 203.00

Child occasional care 20 visit pass Taxable C per 20 pass 357.00 370.00

2 child occasional care 20 visit pass Taxable C per 20 pass 445.00 460.00

Programs

Locker hire Taxable C per pass 4.00 4.00

Birthday parties per child - min 12 children Taxable C per pass 27.00 28.00

HEALTH & AGED SERVICES

Home Care

** Home Care – low free range GST free C per hour 5.90 6.05

Home Care – medium fee range GST free C per hour 14.75 15.10

Home Care – high fee range GST free C per hour 32.00 32.80

** Respite Care - low fee range GST free C per hour 2.95 3.00

Respite Care – medium fee range GST free C per hour 4.45 4.55

Respite Care – high fee range GST free C per hour 33.00 33.80

** Personal Care - low fee range GST free C per hour 4.35 4.45

Personal Care – medium fee range GST free C per hour 8.65 8.85

Personal Care – high fee range GST free C per hour 36.00 36.90

** Delivered meals - low fee range GST free C per meal 8.40 8.60

Delivered meals - medium fee range GST free C per meal 8.85 9.00

Delivered meals - high fee range GST free C per meal 19.35 19.80

** Property maintenance - low fee range GST free C per hour 11.80 12.10

Property maintenance - medium fee range GST free C per hour 17.80 18.25

Property maintenance - high fee range GST free C per hour 46.80 47.90

** Social Support - low fee range GST free C per session 16.30 16.70

Social Support - medium fee range GST free C per session 16.30 16.70

Social Support - high fee range GST free C per session 44.30 45.40

Full cost recovery

Personal Care Taxable C per hour 61.15 62.70

Respite Care Taxable C per hour 61.15 62.70

Home Care Taxable C per hour 61.15 62.70

Property maintenance Taxable C per hour 84.50 86.60

Property maintenance - materials charge Taxable C Quote Quote

Property maintenance - tip fee charge Taxable C Quote Quote

Delivered meals Taxable C per meal 19.60 20.10

Social Support (Planned Activity Group) Taxable C per session 82.45 84.50

Social Support plus transport Taxable C per session 111.25 114.00



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**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 12 months

Class 1 premises - 3rd party audited Exempt C per year 505.00 520.00


Class 2 premises - template fsp Exempt C per year 715.00 735.00

Class 3 premises - limited processes. Exempt C per year 477.00 490.00

Class 4 premises - notification only Exempt C per year N/A N/A

Where more than 5 persons employed foreach person each person in excess of 5

Exempt C per year 10% ofthe base

($505) fee

10% of thebase ($505)

feeCommunity group operator: Registration fees for 12 months






Where the community group operatedpremises only operates for 6 calendarmonths of the year e.g. cricket/football clubs

Exempt C per year 50% ofthe

classification fee

50% of theclassification

fee

Where a proprietor holds more than 1registration at the same premises

Exempt C per year 50% of2nd total

fee

50% of 2ndtotal fee

Where a proprietor chooses to register theirpremises under Div4 of Part6 to include the'portable' component and 'fixed premises' inthe one registration this additional fee applies

Exempt C per year 181.00 186.00

Where a non-statutory inspection and reporthas been conducted (on unregisteredpremises) and premises deemed compliantthe applicable fee will be deducted from theinitial registration fee.

Exempt C whenrequired

N/A N/A

‘Portable' food premises (Part 6 div 4) - state wide registration

Temporary food premises


Class 1 premises Exempt C per year 258.00 65.00






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$ $

Where the commercial/community groupoperator requests the registration for aperiod of less than 1 year to operate on ashort-term basis (e.g. only operates for 1event like a community festival)

Exempt C per year 25% ofthe

classification fee

(portable)

25% of theclassification

fee (portable)

Community group operator: Registration fees for 12 months





Mobile food premises













Where a proprietor has a number ofcomponents (e.g. more than one food van)for each additional component


Vending machines

Commercial Operator: Registration fees for 12 months

Class 2 premises Exempt c per year 105.00 109.00







Where a proprietor has a number ofcomponents (e.g. more than one foodvending machine) for each additionalcomponent

Exempt C per year 50% ofclassificati

on fee

50% ofclassification

fee

Other fees (food premises)



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$ $

Transfer of food act registration (includestransfer inspection)

Exempt C whentransferred

50% ofthat

premises'annual

registration fee (not

appliedduring

renewalperiods)

50% of thatpremises'

annualregistration

fee (notapplied during

renewalperiods)

Plans submission for food act assessment &preregistration inspection

Exempt C whenrequested

210.00 216.00

Additional assessment fee (follow up of non-compliances)


150.00 155.00

Request for an inspection of registeredpremises prior to purchase (e.g. solicitor/prepurchase inspection) within 5 working days

Taxable C whenrequested

250.00 260.00



160.00 170.00

Request/requirement for non-statutoryinspection & report (unregistered premises)


180.00 190.00

Public health and wellbeing act premises

Hairdressing premises (New premises only) Exempt C per year 191.00 198.00

Ear piercing premises Exempt C per year 191.00 198.00

Beauty premises Exempt C per year 191.00 198.00

Skin penetration (incl Tattooing, BodyPiercing, Electrolysis etc. (excludes earpiercing))


Colonic irrigation premises Exempt C per year 272.00 285.00

Prescribed accommodation premises (up to20 beds) (excluding rooming houses)


Every additional bed thereafter Exempt C per year 4.00 4.00

Prescribed accommodation premises(rooming house)


Where a proprietor conducts more than oneactivity at the same premises

Exempt C per year Thehighest

riskclassification as base

fee plus50% of

extraactivity

The highestrisk

classificationas base feeplus 50% of

extra activity

Where a public health and wellbeing actregistered premises holds a food actregistration

Exempt per year Food ActRegistrati

on fee willbe 50%

Food ActRegistration

fee will be 50%



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$ $

Where a non-statutory inspection and reporthas been conducted (unregistered premises)and premises deemed compliant theapplicable fee will be deducted from theinitial registration fee.

Exempt whenrequired

N/A N/A

Other fees & additional services (public health and wellbeing act premises)

Transfer of public health and wellbeing actregistration

Exempt C whentransferred

50% ofthat

premises'annual

registration fee (not

appliedduring

renewalperiods)

50% of thatpremises'

annualregistration

fee (notapplied during

renewalperiods)

Plans submission for public health andwellbeing assessment and pre-registrationinspections (beauty and other treatmentpremises)

Exempt C whenrequested

170.00 175.00

Mandatory plans submission for public healthand wellbeing assessment & preregistrationinspections (prescribed accommodation)


294.00 305.00

Mandatory plans submission for public healthand wellbeing assessment & preregistrationinspections (rooming houses only)


360.00 375.00



230.00 236.00



150.00 154.00

Request/requirement for non-statutoryinspection & report (unregistered premises)


150.00 155.00

Immunisation

Sale of vaccines - commercial Taxable C per vaccine PurchPrice +$18.50oncost

(rounded)

Purch Price +$19.00 oncost

(rounded)

Onsite visit for commercial vaccinationssurcharge (where applicable)

Taxable C per visit Asurcharge

of $20per

personless than

20 clientstotal

A surcharge of$20 per

person lessthan 20 clients

total



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$ $

Sale of vaccines - public Taxable C per vaccine PurchPrice +$18.50oncost

(rounded)


(rounded)

Sale of vaccines - school Exempt C per vaccine PurchPrice +$18.50oncost

(rounded)


(rounded)

Domestic waste water management (septics)

Permit to install a septic tank system Exempt C whenrequested

350.00 360.00

Permit to alter an existing septic tank system Exempt C whenrequested

300.00 310.00

Administration

Record recovery/refund process andassociated administrative tasks


30.00 31.00

YOUTH & FAMILY SERVICES

Jets Studios

Studio Room Hire-Basic (PA system & 2mics)

Taxable C 4 hours 20.00 25.00

Studio Room Hire-with backline (Basic +amps, keyboard, CD.DJ)


Studio Room Hire-deluxe(Basic+Backline+guitars, drumsticks)


Recording studio (per hour) - min 3.5hrsession *1


Earplugs Taxable C each 1.00 1.00

CD's/DVD's (does not include studio time) Taxable C each 5.00 5.00

Memory sticks Taxable C each 10.00 10.00

Drum sticks Taxable C pair 10.00 10.00

Batteries Taxable C each 9V 5.00 5.00

Guitar pick Taxable C each 1.00 1.00

Guitar strings Taxable C 1 set 10.00 10.00

PA hire small (1 staff + trainee) - community/ equipagig (freeza)


PA hire large (2 staff + trainee) - community/ equipagig (freeza)


PA hire small (1 staff + trainee) - commercial Taxable C per hour 75.00 82.50

PA hire large (2 staff + trainee) - commercial Taxable C per hour 150.00 155.00

Creative art supplies Taxable C per session Purchaseprice +

25%

Purchase price+ 25%



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$ $

Room Hire Facilitated - any room/gear + Jetsstaff member. Includes: rehearsal room withyour choice of gear, computer lab, recordingstudio, or PD training


Volunteers awards & thank you function

Ticket to function - subsidised Taxable C per ticket 25.00 15.00

Ticket to function - full cost Taxable C per ticket 55.00 55.00

Pre schools

Olympic Village

Full fee paying GST free C per term 443.00 455.00

Audrey Brooks

Full fee paying GST free C per term 443.00 455.00

3 year old kindergarten GST free C per term 330.00 340.00

Pre-school enrolments

Enrolment fee GST free C Yearly 31.00 32.00

Child care

Joyce Avenue & St Hellier Street

Full time per week GST free C per week 463.50 475.00

Per day GST free C per day 106.00 109.00

Morobe Street

Full time per week GST free C per week 412.00 422.00

Per day GST free C per day 93.00 95.00

Maternal & Child Health

Baby sleep & settling program GST free C per person 25.00 30.00

Baby sleep & settling program health carecard

GST free C per person 12.00 12.00

Baby sleep & settling program from othermunicipalities


Baby massage, 4 sessions GST free C per 4 sessions 120.00 120.00

Parent programs GST free C per person 35.00 35.00

Outreach

Infant resuscitation program GST free C per person 45.00 45.00

Infant resuscitation program for healthcarecard holders and clients who are financiallydisadvantaged


Children’s services community centres

Montmorency children’s centre Taxable C per WeekdayAM session

45.00 45.00

Montmorency children’s centre Taxable C per WeekdayPM session

40.00 40.00

Montmorency children’s centre Taxable C per hourWeekdayevenings

15.00 15.00



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$ $

Montmorency children’s centre -Montmorency Occasional Care (TRYAustralia)

Taxable C per quarter 325.00 325.00

Montmorency children’s centre Taxable C per hourSaturday

18.00 18.00

Macorna Street Taxable C per hour 25.00 25.00

56 Gabonia Avenue Taxable C quarterly 2,720.00 2,720.00

CITY DEVELOPMENT

URBAN PLANNING & BUILDING

Planning Services

Property info private building surveyors(s326 building regulations)

Exempt S perapplication

44.40 44.40

Property enquiry fees Exempt C perapplication

119.00 119.00

Advertising planning permit application

Fixed rate for installation of up to two signson site and notices to up to 12 adjoiningproperties

Exempt C perapplication

400.00 412.00

Per property Exempt C per propertynotified

14.00 14.40

Notification signage Exempt C per first signperapplication

169.00 175.00

Per additional notification sign Exempt C per additionalsign perapplication

21.00 22.00

Requests for extension of time on planningpermits (first request)


195.00 250.00

Requests for extension of time on planningpermits (second and subsequent requests)


195.00 300.00

Approval of amended plans

Approval of amended plans Exempt C perapplication

169.00 169.00

Request for consent under Section 173Agreement


169.00 250.00

Retrieval of file(s) from offsite storage Exempt C perapplication

55.50 57.00

Copies of planning permits Exempt C perapplication

55.50 57.00

Copies of planning application register - permonth


55.50 57.00

Bond or guarantee administration fee GSTN/A

C perapplication

211.00 500.00

Final inspection fee (3rd attendance required) Exempt C perapplication

115.00 150.00

Plan Folding Charge A1 Taxable C per A1 plan 1.50 1.55



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Plan Folding Charge A3 Taxable C every 10pages of A3plans

1.50 1.55

Plan Scanning Charge A1 Taxable C per A2 orlarger plan

- 2.60

Plan Scanning Charge A3 Taxable C per A4 or A3page

- 0.45

Formal pre-application process

Meeting and written advice Taxable C perapplication

250.00 255.00

With arboriculture comments Taxable C perapplication

125.00 128.00

With heritage comments Taxable C perapplication

125.00 128.00

Second meeting for same project Taxable C perapplication

125.00 128.00

Planning sect 173 agreements Taxable C per request 820.00 845.00

Arboriculture assessment for applications on non-development sites

Permit for tree removal (up to 3 trees) Exempt C perapplication

147.00 152.00

Permit for tree pruning Exempt C perapplication

65.00 67.00

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 parkingdispensation)


502.00 502.00

25) Cost of development

Single dwelling & associated buildings and works

Less than 10,000 Exempt S perapplication

102.00 102.00

10,001 - 100,000 Exempt S perapplication

239.00 239.00

Over 100,000 Exempt S perapplication

490.00 490.00

Other development (including signage)


102.00 102.00


604.00 604.00


707.00 707.00

500,001 - 1,000,000 Exempt S perapplication

815.00 815.00

1,000,001 - 7,000,000 Exempt S perapplication

1,153.00 1,153.00



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7,000,001 - 10,000,000 Exempt S perapplication

4,837.00 4,837.00

10,000,001- 50,000,000 Exempt S perapplication

8,064.00 8,064.00

Over 50,000,000 Exempt S perapplication

16,130.00 16,130.00

Determination carried out to the satisfactionof the responsible authority/assessment ofdevelopment plans


102.00 102.00

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 thehighest of the fees which would have applied if separate applications had been made plus 50% of each ofthe other fees which would have applied if separate applications had been made.25) Subdivision fee

Application to subdivide land into two lots Exempt S perapplication

386.00 386.00

Application to effect a realignment of a common boundary

between lots or to consolidate two or morelots


386.00 386.00

Application to subdivide an existing building Exempt S perapplication

386.00 386.00

Application to subdivide land (3 lots ormore)


781.00 781.00

Remove a restriction over landused/developed for more than two years


249.00 249.00

Create, vary or remove a restriction within the subdivision Act 1988; or to create or remove a right ofwayCreate, vary or remove an easement otherthan a right of way; to vary or remove acondition in the nature of an easementother than a right of way in a crown grant


404.00 404.00

Public open space contribution

Guidelines Exempt S perapplication

Up to 5%of sitevalue

Up to 5% ofsite value

25) Certification fee

Plan of subdivision Exempt S perapplication

$100 plus$20 per lot

$100 plus$20 per lot

Any other application Exempt S perapplication

100.00 100.00

25) Enforcement fee

Planning scheme infringements - individual Exempt S perapplication

722.00 722.00

Planning scheme infringements - company Exempt S perapplication

1,444.00 1,444.00

Other fee (GST exempt)

25) Planning scheme amendment



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Initial fee for consideration of submission Exempt S perapplication

798.00 798.00

Additional fee for adopting amendment andsending to minister


524.00 524.00

21) Other fee

Development (other than single dwelling & associated buildings and works)


102.00 102.00

Change of use / subdivision Exempt S perapplication

102.00 102.00

Change of use only Exempt S perapplication

502.00 502.00

Change of pre-amble or conditions (notassociated with single dwelling)


502.00 502.00

Cost of additional development for single dwelling and associated buildings and works

Less than 10,000 (but combined with originalcost of development is more than 10,000)


102.00 102.00


239.00 239.00


490.00 490.00

Cost of additional other development (including signage)


102.00 102.00


604.00 604.00


707.00 707.00

over 500001 Exempt S perapplication

815.00 815.00

25) Amendment of subdivision

Application to subdivide land into two lots Exempt S perapplication

386.00 386.00

Application to effect a realignment of a common boundary

Between lots or to consolidate two or morelots


386.00 386.00

Application to subdivide an existing building Exempt S perapplication

386.00 386.00

Other prescribed fees

Certificate of compliance (s97n) Exempt S perapplication

147.00 147.00

Determining something to council'ssatisfaction under the planning scheme


102.00 102.00

Building Services

Permit levy (state government receives levy

Report & consent Exempt S per property 244.00 250.60

Report & consent section 29a Exempt S per property 60.90 62.55



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Lodgement fees Exempt S per permit 36.40 37.40

Building enquiry/information fees Exempt S per property 48.60 49.90

Building inspection fees Taxable C per permit 120.00 120.00

Dispensation advertising fee Taxable C per permit 66.00 66.00

Professional fees for building permits inspections and associated services (Including all required permitsand certificates)Unit rates for Council works

Building regulation advice or assessment perhour


Building inspection prior to July 1995 Taxable C perinspection

110.00 110.00

Building administration fees services

Property enquiries form 10 Exempt C per property 48.60 49.90

Property enquiries - with building inspectiondates

Exempt C per property 48.60 49.90

Requests for information

Copy of plans/documentation (residential) Exempt C per property 60.00 60.00

Copy of plans/documentation (works outsideBanyule)

Exempt C per property 120.00 120.00

Copy of plans/documents (commercial) Exempt C per property 125.00 125.00

Dispensation of Building Regulations 2006 forsiting or miscellaneous buildings e.g. Verandafence at intersections masts etc.

Exempt S per property 244.00 250.60

* 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/ occupancypermit & GSTMinor 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 575.00 575.00

Signs, sheds, verandas, pergolas, carports,timber decks, etc., retaining walls,underpinning, re-block (maximum 2inspections)

Taxable C per permit 465.00 550.00

Swimming pools Taxable C per permit 595.00 895.00

Swimming pool fencing advice (to be paidprior to booking inspection.)


Bushfire assessment (to be paid prior tobooking inspection.)


Modification and dispensation preparationfee.


Amendment fee Taxable C per permit 230.00 230.00

Dwelling additions / alterations (fee below, plus government levy)

Value of works($) fee $ (inclusive of GST)



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Up to 20,000 owner builder Taxable C per permit 645.00 645.00

Up to 20,000 builder Taxable C per permit 545.00 545.00

20,000 to 40,000 owner builder Taxable C per permit 745.00 775.00

20,000 to 40,000 builder Taxable C per permit 685.00 685.00

40,001 to 80,000 owner builder Taxable C per permit 875.00 890.00


Domestic works

80,001 to 120,000 owner builder Taxable C per permit 997.00 1,075.00


120,001 and 160,000 owner builder Taxable C per permit 1,240.00 1,265.00

120,001 and 160,000 builder Taxable C per permit 1,095.00 1,110.00

160,001 and 200,000 owner builder Taxable C per permit 1,585.00 1,605.00

160,001 and 200,000 builder Taxable C per permit 1,465.00 1,495.00

200,001 and above owner builder or builder Taxable C per permit Quote bybuilding

surveyor

Quote bybuilding

surveyorDwellings (fee below, plus government levy)

Up to 150,000 owner builder Taxable C per permit 1,285.00 1,300.00

Up to 150,000 builder Taxable C per permit 1,175.00 1,190.00

150,001 to 200,000 owner builder Taxable C per permit 1,495.00 1,530.00

150,001 to 200,000 builder Taxable C per permit 1,395.00 1,415.00











Above 700,001 owner builder Taxable C per permit Quote bybuilding

surveyor

Quote bybuilding

surveyorCountry areas must have a quote. Taxable C per permit

Unit development (fee below, plus government levy)

Value of works ($) per unit (inclusive of GST)

Up to 150,000 Taxable C per permit 900.00 Quote bybuilding

surveyor



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$ $

200,000 Taxable C per permit 1,000.00 Quote bybuilding

surveyor300,000 Taxable C per permit 1,200.00 Quote by

buildingsurveyor



buildingsurveyor



buildingsurveyor

Above 700,001 Taxable C per permit Quote bybuilding

surveyor

Quote bybuilding

surveyorNotes: * Permit/Inspection fees do not include the government levy charged at 0.00160 X calculatedcost on the value of building works over $10,000. Domestic works only.Commercial works

Modification preparation fee Taxable C per permit 330.00 330.00

Commercial buildings (fee below, plus government levy)

Value of works ($) (inclusive of GST)

Up to 40,000 (2 inspections) Taxable C per permit 775.00 800.00

40,001 to 80,000 (4 inspections) Taxable C per permit 1,045.00 1,070.00






800,001 to 1,200,000 (9 inspections) Taxable C per permit 4,775.00 4,825.00

Above 1,200,001 Taxable C per permit Quote bybuilding

surveyor

Quote bybuilding

surveyorExtra inspections will be charged at $110.00 each.

Country areas must have a quote

Notes: * Permit/Inspection fees do not include the Government levy charged at 0.00128 X calculatedcost on the value of building works over $10,000. Commercial works only.Building permit extension fees (fee below, plus government levy)

Amount of time required Taxable C per permit 220.00 220.00



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$ $

A letter must be supplied detailing the amount of works completed and the amount of time requiredto 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.

Notes: *Permit/Inspection fees do not include the Government Levy charged at 0.00160 x calculatedcost on the value of building works over $10,000. Domestic works only.Strategic Planning

LATM strategy Exempt C per item 30.00 30.00

Fee for hard copy, electronic format free of charge.

Neighbourhood character strategy (full set ofbrochures).

Exempt C per item 30.00 30.00

Heritage places study

Colour Exempt C per item 412.00 412.00

Black & white Exempt C per item 124.00 124.00

Heidelberg structure plan (colour only) Exempt C per item 62.00 62.00

Heidelberg precincts plan (colour only) Exempt C per item 62.00 62.00

Summary brochure of Heidelberg structureplan (colour only)


Heidelberg structure plan directions report(colour only)


Heidelberg structure plan backgroundreports (colour only)


Greensborough structure plan Exempt C per item 36.00 36.00

Housing strategy Exempt C per item 52.00 52.00

Housing background report Exempt C per item 37.50 37.50

Housing issues paper Exempt C per item 37.50 37.50

Beaumont estate heritage guidelines (black &white only)


Beauview estate heritage guidelines (black &white only)


Glenard estate heritage guidelines (black &white only)


Ivanhoe views heritage guidelines (black &white only)


Marshall street estate heritage guidelines(black & white only)


Mount Eagle estate heritage guidelines (black& white only)


Warringal estate heritage guidelines (black &white only)


Banyule municipal information maps (colour,a3)


Ivanhoe project background reports Exempt C per item 35.00 35.00

Bell street mall master plan Exempt C per item 35.00 35.00

Research Papers

Community & housing profile Exempt C per item 6.80 6.80



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$ $

Economic & transportation profile Exempt C per item 6.80 6.80

Regulation

Fees for amendments to planning schemes

Regulation 6(1) to consider a request Exempt S 798.00 798.00

Regulation 6(2) to consider submissions Exempt S 798.00 798.00

Regulation 6(3) to adopt Exempt S 524.00 524.00

Regulation 6(4) to request approval Exempt S 798.00 798.00

Regulation 9 for a combined permitapplication and planning scheme amendment

Exempt S Variable Variable

PROPERTY & ECONOMIC DEVELOPMENT

Property Services

Right of way (road) discontinuanceapplication fee

Taxable C perapplication

123.00 123.00

Making title available at land registry Taxable C per title 128.00 128.00

Discontinued road or reserves annualoccupancy fees

Taxable C ReferNotes *

Refer Notes*

Note *minimum fees $110 or 10 % of market value whichever is the greater

Valuations

Sale of supplementary valuations SRO Taxable C perassessment

8.04 8.04

Sale of supplementary valuations Yarra valleywater

Taxable C perassessment

25.52 31.00

TRANSPORT SUSTAINABILITY & MUNICIPAL LAWS

Engineering Services

Application to construct over a drainage andsewerage easement


238.75 250.60

Stormwater Legal point of dischargeapplications


59.62 62.54

Determination of applicable flood level: Exempt S perapplication

238.75 250.60

Assessment of Engineering Plans as part ofPlanning Permits - Up to 2 units


115.00 120.80

Assessment of Engineering Plans as part ofPlanning Permits - 3 to 5 units


130.00 136.50

Assessment of Engineering Plans as part ofPlanning Permits - 6 units and over


190.00 199.50

Assessment of Engineering Plans as part ofPlanning Permits - All Industrial / Mixed Use& Commercial Developments


190.00 199.50

Assessment of Engineering Plans as part ofPlanning Permits - Subdivisions


0.75% ofworks

0.75% ofworks

Asset Plan Search Exempt C per request 90.00 94.50

* 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



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$ $

Plan check (engineering component ofplanning application)


Quote Quote

Subdivisions Exempt C perapplication

0.75% ofworks

0.75% ofworks

Name blade directional signage request (persign)

Exempt C per sign 120.00 126.00

Works zone sign (per sign) Taxable C per sign 120.00 126.00

Works zone request - outside business ormixed use zone - per space per day

Taxable C per space perday

5.00 10.00

Works zone request - outside residentialzone - per space per day

Taxable C per space perday

2.50 5.00

Works zone request - on paid parking areas Taxable C per space perday

- (Hours ofrestriction) *(Hourly fee)

Assessment and approval of TrafficManagement Plans*in place once process is adopted

Taxable C perapplication

- 40.00

Environment

Significant tree study Taxable C per item 45.00 45.00

Local law permits

Unless otherwise stated local law permits are Exempt C per annum 160.00 165.00

Chairs and tables Exempt C per annum 205.00 210.00

Signs and "A" boards Exempt C per annum 185.00 190.00

Goods on footpaths Exempt C per annum 255.00 260.00

Real estate advertising portable signs Exempt C per annum 550.00 560.00

Busking per day Exempt C per day 160.00 165.00

Itinerant traders per day Exempt C per day 1,430.00 1,460.00

Skips beyond size/time per site Exempt C per week orpart thereof

130.00 135.00

Shipping containers / pods Exempt C per container 170.00 175.00

Approved charity bin site Exempt C per annum 170.00 175.00

Storage of building materials Exempt C per permit Permit$240 +

Sq.mtrs xno of wks

x $70

Permit $245+ Sq.mtrs xno of wks x

$75

Burning off per event Exempt C per event 145.00 150.00

Camping/caravan permits per month (over 3months)

Exempt C per month 175.00 180.00

* Note: Local law permit / fees are non-refundable.

Animals (local laws & domestic animals act 1994)

Keeping of animals (more than prescribednumber)


Registration full fee dogs + state levy below Exempt S per year 105.00 111.50



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$ $

Registration reduced fee category dogs +state levy below

Exempt S per year 36.00 36.00

Registration fee puppy under 6 monthsmicrochipped + state levy below


Registration fee for dogs registered prior to11 April 2013, microchipped or desexed +state levy below


Registration fee restricted, declareddangerous or menacing dogs + state levybelow


State government levy dogs Exempt S per year 3.50 3.50

Registration full fee cats + state levy below Exempt S per year 82.00 92.00

Registration reduced fee category cats +state levy below


Registration fee kitten under 6 monthsmicrochipped + state levy below


Registration fee for cats registered prior to11 April 2013, microchipped or desexed +state levy below


State Government levy cats Exempt S per year 2.00 2.00

Pro-rata registration fees apply from 1 October based on whether animal is newly acquired, not applicable where registrationshould 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 Levycharged for the 2016/2017 registration period.Replacement registration tag Exempt C as required 6.00 6.00

Transfer of registration from anotherMunicipality

Exempt C as required 6.00 6.00

Inspection of animal record Exempt S per record 26.00 27.00

Animal business registration application Exempt S per premises 185.00 190.00

**Note: Refunds are only applicable for annual fees and shall be calculated on a quarterly basis of unused portion, lessan administrative charge of $5. No refund less than $10 shall be given.Parking matters

Resident schemes/first permit Exempt C per annum 25.00 25.00

Resident schemes/second permit Exempt C per annum 40.00 40.00

First visitor permit Exempt C per annum 40.00 40.00

Second visitor permit Exempt C per annum 60.00 60.00

Tradesman/work permit Exempt C per annum 80.00 90.00

Disabled permits Exempt C per annum 6.00 6.00

Replacement disabled motorist permit(subject to discretion)

Exempt C as required 10.00 10.00

Parking meter fees Taxable C per day up to$10.00

up to $15.00

Parking fees per hour Taxable C per hr up to$4.00

up to $4.00

Release fees (Local Government Act)



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$ $

Shopping trolleys Exempt C each 45.00 46.00

Trolley fitted with kart saver Exempt C each 35.00 36.00

Derelict vehicles & impoundment costs Exempt C each 520.00 530.00

Obstructions/A boards & impoundment costs Exempt C each 185.00 190.00

Miscellaneous small items & impoundmentcosts


Miscellaneous large items & impoundmentcosts

Exempt C each + Cost 225.00 230.00

Dog pound release Exempt C maximum (8days)

110.00 112.00

Filming Fees

Filming application fee Exempt C per request 160.00 160.00

Income fees filming on Banyule property

Filming/Commercial Photography - full day(first day)

Exempt C per day 750.00 750.00

Filming/Commercial Photography - full day(subsequent days)

Exempt C per day 375.00 375.00

Filming Commercial Photography - half day(first day)

Exempt C per half day 375.00 375.00

Filming/Commercial Photography - half day(subsequent days)

Exempt C per half day 187.50 187.50

Note: Extended filming on application – negotiable

Students film Exempt C 0.00 0.00

Essential Vehicles and Crew Parking Permits- first day (Cost per 8 bays)

Exempt C per day per 8bays

150.00 150.00

Essential Vehicles and Crew Parking Permits- subsequent days (Cost per 8 bays)

Exempt C per pay per 8bays

80.00 80.00

Filming inspection during business hours Exempt C perinspection

130.00 130.00

Filming inspection out of hours Exempt C perinspection

350.00 350.00

Unit Base Fee - per day (if applicable) Exempt C per day 500.00 500.00

Other (Local Law)

Occupation permit application fee on Councilland (plant and equipment)


Works permit during business hours Exempt C per day - 70.00

Works permit out of hours Exempt C per day - 150.00

Occupation permit inspection fee duringbusiness hours

Exempt C perinspection

130.00 130.00

Occupation permit inspection fee out ofhours


350.00 350.00

Occupation permit application fee on Councilland (hoarding)


Occupation rates Exempt C Sq. metersper week

5.50 5.50

Occupation Permit Inspection fee duringbusiness hours


130.00 130.00



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$ $

Occupation Permit Inspection fee out ofhours


350.00 350.00

Miscellaneous permits & costs per event Exempt C per event 150.00 150.00

Where a fee is greater than $60, the first $50 of each fee is considered the application fee. Permits may requirecertain 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 perinfringement

$72.00 and$144 .00until 1st of

July and willbe increased

by StateGovernment

$72.00 and$144 .00 until1st of July and

will beincreased by

StateGovernment

Set by Council under Road Safety Act 1986

(Discretionary fines) up to 0.5 penalty units Exempt S perinfringement

$144.00until 1st of

July and willbe increased

by StateGovernment

$144.00 until1st of July and

will beincreased by

StateGovernment

Infringement debt collection fees Exempt C perinfringement

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 60.00

Private Taxable C per hour 80.00 80.00

Nellie Ibbott room



Tom Roberts room



(Provision of prescribed accounts and records as listed in Part 10 Local Government Regulations 1990)

Freedom of information. Pursuant to section 22 of the Act

Application fee (set by government) Exempt S perapplication

$26.50 until30th June

and will beincreased by

StateGovernment

$27.20 until30th June and

will beincreased by

StateGovernment

Charges for access to documents



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$ $

Per hour Exempt S per hour InAccordance

with theFreedom ofInformation

Act

In Accordancewith the

Freedom ofInformation

Act

Per 1/4 hour or part thereof Exempt S per 1/4 hour InAccordance


Act



Act

Per page (A4) or part thereof non colourphotocopying

Exempt S per page InAccordance


Act



Act

Customer Service

Possum cage hire Taxable C per 14 days 37.00 38.00

Possum cage hire (pensioners) Taxable C per 14 days 21.00 22.00

Possum cage hire (additional days) Taxable C per day 5.30 5.50

ORGANISATIONAL SYSTEMS

Corporate charges photocopying & file access

File retrieval - commercial offsite storage Exempt C per request 84.00 84.00

File retrieval - Council offsite storage Exempt C per request 52.50 52.50

Photocopies

Black & white A4 Exempt C & S per page 0.25 0.25

Colour A4 Exempt C & S per page 1.10 1.10

A3 Exempt C per page 1.30 1.30




*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 24.80

Urgent land information certificateprocessing fee

Exempt C per certificate 22.00 30.00

Collection fees - Rates

Legal collection fee Exempt C perassessment

55.00 As perMagistratesCourt scale

of costsCollection fees - Special Rates & Charges



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$ $

Legal collection fee Exempt C perassessment

55.00 As perMagistratesCourt scale

of costsCollection fees - Accounts Receivable

Legal collection fee Exempt C per account 55.00 As perMagistratesCourt scale

of costs



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6.4

Appendix B

Budget Processes

This section lists the budget processes undertaken in order to present the budget for adoption inaccordance with the Local Government Act 1989 (the Act) and Local Government (Planning andReporting) 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 Councilintends to levy as well as a range of other information required by Regulations which support theAct. More importantly, Banyule Council strives to fully inform its community as to the importantdecisions that are being made on the community’s behalf, about its financial and other resources.

This budget is for the year 1 July 2016 to 30 June 2017 and is prepared in accordance with the Actand Regulations. It includes financial statements being a Comprehensive Income Statement, BalanceSheet, 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 2017 and are consistent with theannual financial statements that are prepared in accordance with relevant Australian AccountingStandards.

The budget also includes information about the rates and charges to be levied, the capital worksprogram to be undertaken, the human resources required to deliver our services and other financialinformation 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 financialprojections. Financial projections for at least four years are ultimately included in Council's StrategicResource Plan, which is the key medium-term financial plan produced by Council on a rolling basisfor consideration.

The preparation of the budget, within this broader context, begins with the preparing of theoperating and capital components of the annual budget during with the first consideration beginningin November and continuing through to January. A draft consolidated budget is then prepared andvarious iterations are considered by Council at informal briefings during February and March. Thisiterative process allows Councillors to consider changes in areas of the budget and include changesbased on ongoing and extensive information received from the community and other contextualdrivers.

A ‘Proposed’ budget is prepared in accordance with the Act and is submitted to Council in April for’In principle’ approval. Council is then required to give ’Public notice’ that it intends to ’Adopt’ thebudget. It must give 28 days’ notice of its intention to adopt the proposed budget and make thebudget available for inspection at its offices and on its website. A person has a right to make asubmission on any proposal contained in the budget and any submission must be considered beforethe final adoption of the budget by Council.

Banyule tries to alert its community as to the development of both the Budget and the City Planthrough multiple forms of communication. This engagement helps guide the strategic intent of thebudget as early as practicable in the process so our community can have an active say in what isbeing 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 ifthey wish, Council officers undertake a community engagement process including public informationsessions.



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6.4 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 adoptedby the 30 June each year in order to have all our financial resources in place for our ensuing year ofwork for the community.

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

Budget process Timing

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

• Overview of Strategic Budget parameters based on progress against existingBudget.

• Series of Executive Meetings to discuss and confirm draft Strategic Budgetparameters, including the broad information about Rate Capping and impacton Long Term Planning; and draft parameters for the Capital Works programdevelopment.

Septemberand October

Initial Councillor briefing session – presentation on Strategic Budget and CityPlan principles.

Discussion of Councillor expectations and agreement moving forwardregarding preparation of budget scenarios.

November

Executive and Senior Management Team work on financial projections togetherwith teams and Finance team:

• Preparation of budget forecasts to 30 June current year.

• First draft of 4 year capital program prepared, together with projects andbalances to be carried forward from current year to next year.

• Confirm Budget parameters.

• Senior Management Team meetings to review draft 10 year strategic budget.

• Commence development of Fees and Charges for next year.

December -January

Annual Councillor planning forum: Initial Councillor Planning Session andCouncillor briefings covering City Plan and Budget, including consider the draft4 year strategic budget, overview/parameters, Capital Works program, andschedule of fees and charges

• Agreed draft 10 year budget parameters to develop detailed budget, includinga contribution to fund Capital Works projects from Revenue.

• Initial review of City Plan to enable information to be developed forconsultation and budget direction.

• Rate Cap and variation process discussions.

• Continuous Improvement discussion.

• Financial projections.

February -March



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6.4Budget process (continued) Timing

Senior Management Team meetings to review draft 4 year strategic andoperating budget, including review of Fees and Charges for next year andfinalise the available amount from Revenue including surplus/deficit which fundsCapital Works projects forecast savings for next year.

Preparation of next year budget in line with Model Budget format.

February -March

Proposed next year budget (Council report: “Preparation of Budget for Period 1 Julyto 30 June next year”) to be submitted to Council for consideration (CouncilMeeting 18 April) giving notice of Councils intent to adopt the budget followingthe statutory period of public exhibition giving due consideration tosubmissions received.

The report recommends that Council resolves to give notice to the public ofCouncil’s intention to formally adopt the next year budget.

At a meeting of Council on Tuesday, 14 June 2016.

Please Note: In order to give due deference to the submissions received to theBudget and City Plan, Council will formally consider submissions at a CouncilMeeting on 30 May 2016.

April - May

Place public notice and make the Budget available for public inspection andcomment - at the Ivanhoe, Rosanna and Greensborough Service Centres, viaCouncil’s website, and at local libraries and neighbourhood houses.

Public submission process to be undertaken (submission period 28 days, closing19 May 2016).

A series of public meetings (Budget Information Sessions) aimed to enhance theunderstanding of the Budget make up and the processes involved in making asubmission to the Budget and City Plan - scheduled to be held on the followingdates at the following locations:

• Thursday 28 April, WaterMarc Community Meeting Room, 1 Flintoff Street,Greensborough

• Thursday 5 May, Tom Roberts Room, 275 Upper Heidelberg Road, Ivanhoe

Council to hear public submissions at a meeting scheduled to be held on 30May 2016.

April – May

Council meeting to consider the adoption of the Budget (Council Meeting 14June 2016).

Copy of adopted budget submitted to the Minister.

June

banyule city council agenda 18 april 2016 - attachments under separate cover

Documents