item 3.3 – gawler business development group 2016/17 draft … · 2017-09-08 · business expo...

Item 3.3 – Gawler Business Development Group 2016/17 Draft Budget & Business Plan

ATTACHMENT 1 Gawler Business Development Group – 2016/17 Draft Budget & Business Plan

TOWN OF GAWLER SPECIAL COUNCIL MEETING 16 JUNE 2016

30 of 206 ATTACHMENTS UNDER SEPARATE COVER

Gawler Business Development Group Inc.

PO Box 402, Gawler, SA 5118 | www.gawler.org.au | [email protected] | ABN: 60 986 486 821

Gawler Business Development Group Inc.

AnnualBusiness

Plan

2016/17

ATTACHMENT 1


Page 131 of 206 ATTACHMENTS UNDER SEPARATE COVER

GBDG Business Plan 2016-17

Gawler Business Development Group Inc. 2

INTRODUCTIONThe Gawler Business Development Group Inc. (GBDG) is an incorporated body duly constituted inaccordance with the provisions of the Associations Incorporation Act 1985. The primary objective of theGBDG is to help our constituent business community compete in an increasingly competitive market.GBDG is committed to improving the viability of current Gawler businesses, promoting the economicbenefits of conducting business in Gawler to potential new businesses and assisting all current andintending business to grow through providing advisory services, marketing assistance and education.

Competition from ‘big box’ shopping centres at Munno Para, Blakeview and Elizabeth, together with theproliferation of and ease of access to internet shopping sites, present increasing challenges for ourbusinesses.

The GBDG is contracted under a funding agreement by the Town of Gawler to deliver services to thebusiness community until 30 June 2018. The listed objectives under that agreement are:

1. To establish and support a structure that assists with raising ongoing funds for the purpose ofsupporting Town of Gawler business promotions and marketing

2. To promote and market the businesses within the Town of Gawler3. To develop and adopt strategies to develop, manage, co-ordinate and fund marketing initiatives4. To support and encourage the economic viability of businesses generally within the Town of

Gawler5. To represent the interests of the business community

In order to achieve these 5 items the GBDG has defined 4 key areas that address each objective.

The GBDG Inc. develops initiatives that focus on projects that are beyond the scope of individual

business with the aim of improving repeat loyal customers, increasing customer numbers and

enhancing sustainability of local businesses. The GBDG’s value to its members is defined around the

following areas:

1. Business Marketing, Promotion and Events

2. Business Education and Support Services

3. Business Relations

4. Corporate Responsibilities

The GBDG practices a continuous improvement policy and with continual review of services provided

it is able to keep abreast of current trends and promote the benefits of innovative new ideas to its

member base.

1. Business Marketing, Promotions & EventsDevelop and promote Gawler as a shopping/services/business friendly destination with sustainablebusinesses, by methods including the on-line Gawler Business Directory on the GBDG website,www.gawler.org.au., dissemination of information on the GBDG Facebook pages, facilitation of the‘Hero Building’ projects, collaborative projects with Government and non-Government bodies,Education Cluster and ‘Totally Locally’.

Develop marketing campaigns and events that support and promote business development andcustomer attraction and retention such as competitions, the Gawler SALA Art Trail and Gawler JazzFestival, Fringe Festival Events and with the introduction of new services in 2016/17 including a SmallBusiness Expo and newly implemented monthly workshops, forums, advisory services and educationalevents.



http://www.gawler.org.au/



2. Business Education & Support ServicesSupport key business educational events that deliver improved business practices such as MartinGrunstein’s Sales and Marketing, Michael Kies’ Improve Your Sales, Lorraine Thornton & Sarah Davies’Business Management & Visual Merchandising, Ed Milne’s Facebook Marketing and Bruce Bowen’sImprove Your Sales, which have been conducted by the GBDG.

2016/17 will see a marked increase in the number and type of educational and informativeworkshops/forums/events introduced by the GBDG as it works collaboratively with numerous bodiesincluding State, Federal Government Departments (Australian Taxation Office, The Office of the SmallBusiness Commission) and Local business support organisations including, RDA Barossa, BusinessSA, Business Advisory and independent Mentoring Support Specialists and many others.

3. Business RelationsEffective 2-way communication with businesses, and liaise between business and Federal, State andLocal Government providing opportunities for proprietors to share feedback.

Develop and strengthen key strategic partnerships, act as liaison for and represent the interests of localbusinesses with Federal, State and Local Government and public organisations.

Conducting surveys and developing focus groups to identify current business issues and needs andworking collaboratively to develop strategies to mitigate issues and address needs.

4. Corporate ResponsibilitiesA continual process of reviewing, developing and maintaining professional, current, relevant andeffective internal operations to encourage greater industry engagement. 2016/17 will see anindependent review of the operations and services of the GBDG and the development of a new modelto move forward in line with the goals and objectives of the Town of Gawler, Gawler Connect and ChinaStrategies. GBDG intends to broaden the range of services and assistance available to businesses inthe region by attracting funding from corporate partners for new events.





FINANCIAL COMMITMENT 2016/17Financial Projection

Item AmountApprox. carry over June 30, 2016 $ 65,000.00

Business Development Levy 2016/17

Memberships

$163,000.00

$ 2,000.00

Total Funds Available $230,000.00

Business Plan Expenditure 2016/17Primary Objectives2016 Jazz Festival

South Aussie with Cosi

$ 20,000.00

$ 2,500.00

Gawler SALA Arts Trail

Xmas Carols Sponsorship

Community Radio Sponsorship

Xmas Decorations

Totally Locally

Hero Building Assistance in-kind

On-line business directory development

On-line business directory including trades

New InitiativesEdit own website

B2B Networking Expo

Monthly networking events including Marketing of same

Improved new CRM system

Education Support

Keynote speakers

Training, breakfasts (in collaboration with RDA)

AdministrationBusiness Liaison & Marekting Coordinator

Insurance

Audit fee

Postage and printing

Mainstreet SA Membership

Website Maintenance

Other

GBDG Review Consultant Report

$ 5,000.00

$ 1,000.00

$ 500.00

$ 10,000.00

$ 6,000.00

$ 5,000.00

$ 3,000.00

$ 5,000.00

$ 3,000.00

$ 10,000.00

$ 10,000.00

$ 2,800.00

$ 10,000.00

$ 10,000.00

$ 80,000.00

$ 3,000.00

$ 2,500.00

$ 10,000.00

$ 1,200.00

$ 10,000.00

$ 15,000.00

Total Planned 2016/17 Cash Expenditure $ 225,500.00Estimated cash at June 30, 2017 $ 4,500.00





Gawler On-line Business Directory www.gawler.org.auThe GBDG strongly promotes that all businesses should have a website presence and has for severalyears worked towards having all GBDG members listed on-line, on the Gawler Business Directory. Thedirectory is an effective marketing tool, which not only promotes individual businesses, but Gawler as acentre of commerce. GBDG believes it is essential that all Gawler businesses have an on-line presence.

The GBDG believes as modern technology advances, so too marketing methods must keep pace. WithIT development and the increased use of smart technology to surf the net, the GBDG recognised thatit too must embrace the new technology (including Facebook) and its increasing popularity to benefitits membership. The development of a new website in 2015 has enabled increased functionality andmobile compatibility for GBDG, and its members can now not only be found by PC, but also smarttechnology. The website, Facebook pages and e-news forums are continually reviewed and updatedwith member businesses now able to access and edit their own business listing if they so desire.Importantly, the GBDG receives notifications of intended access via applications and ensure thecredibility and integrity of the site with continuous monitoring.

Past competitions promoting the website, have resulted in the Gawler Business Directory receivingapproximately 250* hits per day to locate business and local information, which reinforces that the siteis working well and is a valuable marketing tool for Gawler businesses.

*Google Analytics

Event- Gawler Jazz FestivalIt is a widely known fact that the more activities and events a region hosts, the higher the number oftourists and engagement by local residents. The Board of the GBDG recognises that events helppromote the town and generate activity. Gawler with its unique historical charm, proximity to theBarossa Valley, excellent dining and naturally occurring artistic and musical talent, lends itself to acultural target market. Hence with this mindset, the GBDG continues to host proven events includingthe Gawler Jazz Festival and the SALA Gawler Arts Trail.

These events promote Gawler as a unique ‘strip shopping/outdoors’ destination rather than a “first tasteof the Barossa”. One of the goals of the GBDG is to assist Gawler to be known as a destination and not merely an entry point to another region by emphasising its attributes and points of distinction,particularly its ambiance, history and abundant heritage and relaxed cosmopolitan feel.

The Gawler Jazz Festival, held the first weekend in November, in partnership with the Rotary VillageFair and venues/ hotels attracted many people over the course of the two-day event. The family friendlyevent promoted Gawler as a destination, showcasing the Rotary Village Fair, historical hotels andlandmarks, while providing fabulous Jazz music and food/dining in friendly and relaxed environments.

The event has grown and developed over the past two years. With the introduction of ‘Jazz forBreakfast’, the number of participating venues and musicians has increased.

The event was marketed via Facebook, Gawler Business Directory, Jazz SA, barossa.com, The Bunyip,The Leader, Radio 5CS, Barossa Tourism, Barossa Living Magazine, posters, program flyers and streetbanners. After the positive feedback received from patrons, musicians and venues, the GBDG will hostthe next Gawler Jazz Festival on 5th & 6th November 2016.



http://www.gawler.org.au/



Event- Gawler SALA Art TrailThe South Australian Living Artists (SALA) Festival http://www.salainc.com.au is an annual SA event,since 1998. The GBDG saw an opportunity to ‘piggy-back’ this event to promote Gawler as an artisticand cultural hub, with a relatively small budget.

In 2013/14 the GBDG organised and marketed the inaugural Gawler SALA Art Trail with the support ofThe Town of Gawler, the Gawler Art Society and independent artists. With response to the concept,came community ownership and in 2014/15, an independent group of artists, facilitated by the GBDG,formed a committee to assist with the implementation of the Gawler SALA exhibition.

The 2015 Gawler SALA Art Trail included eleven (11) locations (an increase on the previous year by 3)- Trinity College, Café Sia, Gawler Community Gallery, Poetic Justice, The Institute, Taste on Main,Totally Framed, Alchemy Café, Kornacraft Sewing Centre, Spirit of Place and Jewellery Journey. Thetrail was promoted using Facebook, Gawler Business Directory, Gawler Visitor Information Centre,Tourism Barossa, barossa.com, SALA website, street banners and newspaper advertisements. Thepurpose of the Trail is to promote and acknowledge Gawler as an arts/cultural hub.

The 2016 Gawler SALA Art Trail planning is well underway with 11 venues registered for the Art Trailplus the Collective Edge in The Institute will showcase a memorial exhibition for local artist and GawlerSignificant Identity, Julia Mannix, who passed away a few months ago.

With the growing interest in Gawler as an Arts Destination, it is hoped that there is alsoacknowledgement for the need for development of a Gawler and Districts Regional Gallery forindependent artists. This Gallery would act as a driver for the local economy and tourism growth for thearea. While the Barossa has been successful in securing a regional gallery in Tanunda and the JamFactory, little attention has been focused on Gawler’s potential to participate in and develop thiseconomic driver.



http://www.salainc.com.au/



2016 Gawler SALA Art Trail Flyer

FacebookThe use of facebook as a free marketing tool has most certainly increased the reach of the GBDG to

the business community of Gawler and the potential to grow the current audience by boosting event

and local business posts is very high. Therefore, in 2016/17 the use of the facebook “Boost” facility will

be implemented as another marketing tool. (average spend: $25 per week x 52 weeks)





Business Expo

One of the most difficult things for a small business owner to do is to take time away from work.

Unfortunately, many business owners skip going to events because of this factor. They fail to realise

attending expos and trade shows can be just what is needed to provide new ideas, networking and

sales opportunities and a way to learn about the latest in business practices. Expos are the perfect

opportunity to make connections and develop small business networks with like-minded people.

It is the intention of the GBDG to provide businesses within the Gawler region the opportunity to

participate in annual Business Expos with the inaugural event planned for the first half of 2017. There

will be informative workshops and information sessions and, and with the general public encouraged to

attend the exhibitors will also be able to take orders for products or services on the day.

Monthly EventsCommencing May 2016, Gawler has many new events scheduled that will further engage local business

and offer them opportunities to develop and grow business networks, gain useful information, share

their business details directly with other businesses and gain knowledge and skills via educational and

informative events, other than those mentioned in the opening paragraph of Objective 2. The need and

desire for additional opportunities has been identified via feedback from local business and therefore

the GBDG has commenced a Schedule of Events offering such opportunities. Each month will see a

minimum of 1 event being held throughout the entire year. Events already scheduled for 2016/17 are

attached.





SCHEDULE OF EVENTS 2016

May 2016 Day & Date Event Type & Time Event Details Presenter Costs

Tues 31st Gawler Greyhound Club

Networking Evening 5:30pm for nibbles 6:00pm Welcome and presentation

A wonderful opportunity to grow your network and customer base. Hear a short presentation from Anna Tripodi on the benefits of networking then put it into practice as you enjoy nibbles and a few drinks.

Anna Tripodi, Inspired Directions

Free – pay for own drinks, nibbles provided

June 2016 Fri 24th Gawler Recreation Centre

Bizlink Seminar 9:00am – 12:00pm

This is YOUR chance to meet senior government representatives who manage services that support YOUR business. This is a unique opportunity to bypass websites and 1300 numbers and talk directly to all of the government organisations that impact on the operations and future directions of your business.

The Office of the Small Business Commissioner

Free

Tues 28th

Gawler Greyhound Club

Facebook for Business – Getting the Most Out of Your Facebook Page 5:30pm for nibbles 6:00pm Welcome and presentation

Do you already have a business Facebook page? Come along and find out how to analyse what your page is achieving now and how you can make it work better with very little effort.

Anna Tripodi , Inspired Directionz

Members – Free Non Members - $40

JULY 2016 Tues 19th Gawler Greyhound Club

Marketing 5:30pm – 8:00pm

Come along to this interactive event and hear some simple but very effective marketing tips from the Author of “Brand it Purple”, Ashely Parke. Ashley’s enthusiastic and infectious personality will have you ready to start improving your current marketing strategies in no time at all. You will put some of what you learn, into practice on the night.

Copies of Ashely’s book will be available for purchase on the night for just $10 (usually $29.95)

Ashley Parke Members – Free Non Members - $40

Tues 26th TBA

Tax Essentials Workshop 5:30pm – 7:30pm

Are you thinking of starting a business or new to business? Come along to a presentation by ATO staff where you will learn about tax basics.

Australian Taxation Office

Free

AUGUST 2016 Tues 9th TBA

Record Keeping Workshop 5:30pm – 8:00pm

Are you new to business or thinking of starting a business? It's important to get your record keeping right.

Australian Taxation Office

Free

SEPTEMBER 2016 TBA Networking Event

5:30pm for nibbles 6:00pm Welcome and presentation

An opportunity to further grow your business to business network.

TBA Free

OCTOBER 2016 TBA Starting Your Own

Business Workshop If you are new to business or thinking about starting your own business? Then this workshop is for you. Anna Tripodi will cover everything you need to know and do to help get your business off the ground.

Anna Tripodi – Inspired Directionz

Members – Free Non Members - $40

NOVEMBER 2016 TBA Commercial Leasing TBA TBA TBA

DECEMBER 2016 TBA Xmas Networking Event TBA TBA TBA





Hero BuildingThe GBDG recognises the need for Gawler to improve its street appeal, occupancy rates and consumerconfidence. The GBDG initially embarked on the Gawler Bakery Hero Building Project (165 MurraySt.), in collaboration with the commercial property owners and Council in 2013-14. Since the completionof the façade restoration of the Gawler Bakery, the GBDG has commenced a second project in 2014-15, at 50-56 Murray St. (Cups ‘n Cakes & OPSM) Gawler, in partnership with the property owner andCouncil.

The GBDG has facilitated liaison between owners, builders and Council, effectively project managingthe progress of the Gawler Bakery (2013-14) and OPSM & Cups ‘n Cakes (2014-15). In partnershipwith Council, the GBDG hopes to continue to facilitate and support the ‘Hero Building’ Project so thatGawler CBD will have improved street appeal and property owners encouraged to preserve their historicbuildings.

(2015-16) In partnership with Council GBDG is liaising with the owners of the building at 37 Murray Stfor inclusion in the project.

.





Christmas PromotionConsultation with local business owners will occur to determine how best to allocate the funds set aside

in the budget for this year. However, it is already confirmed that $1,000 will be allocated to the

sponsorship of the Gawler Carols. The remaining $4,000 may be used for a variety of options such as

the purchase of Christmas decorations/lights/ decals for shop windows, decorating a tree in Pioneer

Park or to assist the Christmas Committee, depending on their plans.

Totally LocallyThis year’s Totally Locally campaign has focussed on promoting the mostly unknown services of local businesses to the residents of the Town of Gawler. One such example is that after the Pinery Bushfire,a local laundrette advised it was able to wash horse blankets. Most certainly a service that no-one knewabout, and via promotion within the Totally Locally campaign and word of mouth advertising, the newsquickly spread. This campaign will continue throughout 2016/17 with the mindset of attracting newcustomers to businesses that are able to promote their little known services and/or products.

Poster from the Totally Locally Free Toolkit





Education & SupportThe GBDG promotes efficient and effective business practices to all GBDG members. It encouragesbusiness operators to embrace a practice of continuous improvement in relation to being more informed,educated, customer friendly and professional in all aspects of their business operations. The GBDG isworking in partnership with organisations to deliver support and training to its small businessmembership. In the past training has been provided by keynote speakers such as Glen Cooper, MartinGrunstein, Michael Kies, Bruce Bowen, Sara Davies and Lorraine Thornton.

In 2015/16 the GBDG launched a more user friendly Gawler Business Directory website withbusinesses now able to access and edit their own business listing on the site if they so desire. TheGBDG will provide businesses with the support/ability they need to update their details such as tradinghours, services, products and deals at any time. With strong visitation to the site, it is important thatbusiness information is up to date and businesses have the support to operate the website.

For the 2016/17 Financial Year members and the business community in general will see a muchbroader range of activities, education, forums and events offered by GBDG with a view to furtherdevelop the viability of all Gawler based businesses. Each month will see a minimum of 1 newworkshop/event offered at low or no cost and as well as the current engagement of businesses incommercial premises there will be a strong focus on engaging, supporting and educating home basedand new businesses.

SponsorshipSponsorship throughout 2015/16 included:

Community Radio Gawler Carols

Change Music Festival of Words.

New sponsorship arrangements will be considered as they are presented.

Business RelationsAn on-going dialogue between Gawler businesses and the GBDG Board is essential for the process ofdetermining which initiatives are valued and worthwhile for our constituent community. It’s important business people feel connected and supported by the GBDG and other member businesses.

This year, the GBDG Board has decided to provide a stronger focus on business networking, supportand the opportunity for members to provide face to face feedback. Four networking functions areplanned for 2016/17, where businesses will be able to meet and mingle, participate in biz to bizpromotion and have the opportunity to grow their businesses in new ways and to provide feed-back.

The Group will continue to communicate by means of emails, surveys, networking functions,events/forums and representations to council on matters of interest and concern to businessand with door to door contact.





Corporate ResponsibilitiesIn order for the GBDG to operate within the guidelines of the Associations Incorporation Act,professional internal operations must be maintained by the Board and the Business Liaison andMarketing Coordinator.

OPERATIONAL STRATEGYOperations of the Gawler Business Development Group Inc. for 2016/17:

Accounting -Peter Caddy (Treasurer)Symes AccountantsM: 0415 775 863E: [email protected]

Business Liaison and Marketing Coordination -Caren BroughamM: 0488 440 588E: [email protected]

Website Maintenance -Shane BaileyT: 08 8523 1018E: [email protected]

Graphic Design-Cara BriscoeM: 0408 893 342E: [email protected]


3 of 206 ATTACHMENTS UNDER SEPARATE COVER

mailto:[email protected]




BOARD MEMBERS

NAME LOCATION CONTACT DETAILS

LOUISE DRUMMOND (Chair)Personal Touch Home Cleaning

GARY IREMONGER (DeputyChair)Eagle Foundry B&B

PETER CADDY (Treasurer)Symes Accountants

KIM PEAKE (Secretary)Kornacraft Sewing Centre

Other

Other

Gawler South

Town Centre

[email protected]: 0427 604 703

[email protected]:0408 844 964

[email protected]: 0415 775 863 T: 8522 2633

[email protected]: 8522 3246

MARGARET BETTSThe Bunyip

DIANNE BORRINGTONAura Homewares

Town Centre

Town Centre



GAYLE JOYCEPoetic Justice Cafe Gallery

BRETT WHITFORDCups n Cakes

Town Centre

Town Centre



DANIEL PHILIPSNewtons Building Supplies

Evanston [email protected]: 8415 7706

Cr. KEVIN FISCHERTown of Gawler

Council [email protected]: 0407 472 373












Item 3.4 – Gawler Community House 2016/17 Funding Request

ATTACHMENT 1 Gawler Community House Budget Funding Submission 2016/2017

ATTACHMENT 2 Gawler Community House Financial Statements 2013/14

ATTACHMENT 3 Gawler Community House Financial Statements 2014/15



I am the Chair of the Gawler Community House (GCH). At the Board of Management (BOM) Meeting of 18/5/16 it was determined that I submit a written response to the Gawler Council’s Budget for 2016 in relation to any proposed grant that the council may allocate on behalf of the BOM.

Having read the proposed budget, I note that the Council has proposed giving the GCH a grant of $10,000. Whilst the GCH is grateful to the Council for such a grant, I write to support an increase in this amount for the 2016/17 budget to $15,000 and consideration of that increase to be for future budgets until at least 2020.

Our reasons for seeking the increase are as follows.

• The GCH has been in existence for over 30 years, starting out as a small concern that focusedon arts and craft classes. The move from the previous small premises to the current locationwithin the old ETSA building has seen the GCH grow in its capacity to serve the community ina number of broad and diverse means.

• The GCH is a fully self-funded Community House that derives its main source of income fromthe operations of its “Op Shop”. It currently has 4 part time employees. Two Coordinators,two Admin services officers. We are registered Charity with an ABN.

• The GCH provides a valuable service to not only residents of Gawler but to the surroundingenvirons. Our “Op Shop” is arguably one of the largest in the surrounding areas. Estimatesof how many people visit the Op Shop are hard to determine but it is well into the thousandseach year. Whilst many are returning customers, many new customers attend – and notonly those who are on a limited budget.

• The GCH offers a place for the community to gather on many different occasions andprovides a raft of services, either funded by the GCH itself, through grants or by housingother agencies to deliver their services, such as Counselling Australia.

• We offer a variety of classes such as basic cooking, computing for the elderly, leatherwork,literacy and numeracy and other courses as and when the need arises. We recently had tostop a well-attended Spanish language course that had run for two years due to the tutor nolonger being available. We are actively seeking a replacement due to the popular nature ofthis course.

• The GCH was successful in obtaining a 3 year grant to establish an outreach program in thetown of Freeling. This grant from the Department of Social and Community Inclusion (DCSI)is for three years at a cost of $60,000 per year with the potential to expand past this if theprogram is successful. The program is fully funded and other than “in kind” support doescost the GCH or any other agency. At the present time, the outreach is performing very welland is an important link from Freeling into Gawler. The outreach program is managed byone of the two part time Admin Services Officers

• Our monthly community lunch is well attended with up to 25 -40 people attending toreceive a wholesome meal for the cost of $5.00 cooked by qualified cooks and volunteers.As of this year, we will incorporate guest speakers on a variety of issues such as health,bushfire safety, on line safety and any other requests that might arise from the attendees.We have recently finished building a wood fired (pizza) oven that will be used for activitieswithin the GCH and for community events were applicable.

ATTACHMENT 1



• We are in the process of building a sustainable kitchen garden that will provide produce thatwill be used for the community lunches.

• We have installed two 22,500L rain water tanks and installed a pump and plumbed themaround the grounds to use them for watering the gardens thus reducing our water costs.

• The solar panels that were installed approximately two years ago as part of a grant fromCitizens Own Renewable Energy Network Australia (CORENA) will be fully paid for by Augustthis year (a 40 panel system). From this we also fund two lights that illuminate the parklandthat borders onto the GCH property. The GCH funded the change of these lights to LED at acost of $4,000.

• At a recent Board meeting it was decided that all future grants received from the GawlerCouncil would be used to maintain and improve the facility.

• The first step in this process was the purchase of 4 heavy duty roller doors and the enclosingof the remaining area of the large shed that houses the many donated items that are soldthrough the Op Shop. The shed is now totally secure against afterhours incursions reducesthe threat of property damage. The total cost of this was just under $8,000. The cost wasable to be kept down due to the labour and skills provided by the volunteers.

• The next proposal is to improve the lighting within the shed and possibly provide betterheating during winter and improved air circulation during summer in the shed area for bothstaff and volunteers.

• The GCH has also self-funded the installation of high quality security cameras within thehouse and grounds to better protect the assets, installation of gutter guard to all buildings inlight of recent bush fires and recognising that he location of the GCH within the part areaposes a high risk in the event of another large scale fire and the ability of embers to travellarge distances and cause further fires. These initiatives were to the cost of approximately$10,000 when labour costs again provided by volunteers is taken into account.

• A new termite baiting system has been installed, funded by GCH at a cost of $4,000 whichwill ensure the integrity of the main admin building against further damage by termites.There is an ongoing cost to this system of approximately $900 pa. The GCH meets this costfrom its own budget.

• We are in the process of implementing a better budgeting system which will see futureworks identified, costed and prioritised for implementation as and if funding becomesavailable. These include:

o New carpeting within the main admin buildingo Painting of whole infrastructureo Replacement of windows in kitchen area due to wood roto Redesign of kitchen (old termite damage has been discovered which will necessitate

replacement of some cupboards)o Beautification of the kerbside to the front of the main admin buildingo A number of other projects that have yet to be ratified by the Board have been

proposed.



As can be seen by the above, the BOM of the GCH is now acting in a very proactive manner to promote the GCH to the community and is building on its established years of successful service delivery to the Gawler. Our intention to utilise the Council grant money for maintenance and improvement of the facility is a very cost effective way for council to invest its money on buildings that might otherwise be vacant and subject to vandalism and deterioration.

We have written a new strategic plan which will commence from 1st July 2016. We will, as indicated above be implementing a new budget system to better track all costs to better monitor the overall performance of the GCH.

We intend to devise a marketing plan to identify where and how we can grow our business to fund more community activities.

We also intend in due course to write a business plan that can be used to seek potential full time sponsorship for the house from both local and national businesses.

We are also in the steps of having the GCH listed as an agency that large corporations can donate to and receive a tax credit. This would be of great value to the GCH should this occur.

I and other BOM members would be more than happy to attend a Council meeting and talk further to the above request or in fact just advise the Council of our activities and our proposed future directions. We also would welcome any Council members who would like to attend the house during its working hours and connect with our very dedicated, passionate and vibrant volunteers.

Jim Langmead Chair Gawler Community House

19 May 2016



ATTACHMENT 2



ATTACHMENT 3



Item 3.5 – 2016/17 Fees and Charges ATTACHMENT 1 Draft 2016/17 Fees & Charges



10/06/201609:39 AM

Page

COMMUNITY FACILITIES 2

Elderly Centre 2

Gawler Aquatic Centre 2

Gawler Institute 3

Gawler Sport and Community Centre 3

Ovals, Parks and Reserves 4

Visitor Information Centre 5

Willaston Cemetery 5-6

COMMUNITY HEALTH SERVICES 7

Vaccinations 7

DEVELOPMENT SERVICES 7

Car Parking Contribution 7

Infrastructure Contribution 7

Planning and Building 7

REGULATORY SERVICES 8

Dog Registration 8

General Inspector 8

Impounded Vehicles 8

OTHER SERVICES 9

General Council Documents 9

Library 9

Road Alteration / Occupancy 9

CONTENTS

DRAFT REGISTER OF FEES & CHARGES - 2016/2017

ATTACHMENT 1



10/06/201609:39 AM

DescriptionGST

Y / N / Exempt

Quantity 2015/2016 Adopted

2016/2017 Draft

2016/2017 % Increase

COMMUNITY FACILITIES

Small HallCasual Hire Y Hourly 21.00$ 22.00$ 4.76%Casual Hire Y Day 105.00$ 108.00$ 2.86%Permanent Booking - Weekly Y Session 33.00$ 34.00$ 3.03% Permanent Booking - Monthly Y Session 55.00$ 57.00$ 3.64%Large HallCasual Hire Y Hourly 32.00$ 33.00$ 3.13%Casual Hire Y Day 155.00$ 160.00$ 3.23%Permanent Booking - Weekly Y Session 47.00$ 48.00$ 2.13% Permanent Booking - Monthly Y Session 67.00$ 69.00$ 2.99%Whole CentreCasual Hire Y Hourly 37.00$ 38.00$ 2.70%Casual Hire Y Day 185.00$ 190.00$ 2.70%Permanent Booking - Weekly Y Session 80.00$ 82.50$ 3.13%Permanent Booking - Monthly Y Session 120.00$ 124.00$ 3.33%Other FeesBond - including key charge (refundable) E 1,000.00$ 1,000.00$ 0.00%Security Charge (if required) Y 80.00$ 80.00$ 0.00%

Cleaning (if required) YAt cost + $60

Admin Fee

General EntryCasual Adult Y Each 6.00$ 6.20$ 3.33%Casual Child Y Each 4.50$ 4.60$ 2.22%Casual Student Y Each 4.50$ 4.60$ 2.22%Casual Concession Y Each 4.50$ 4.60$ 2.22%Family (2 Adults 2 Children, 1 Adult 3 Children) Y 17.00$ 17.50$ 2.94%Family Extra Y Each 3.50$ 3.60$ 2.86%Aqua Y Each 10.00$ 10.50$ 5.00%Aqua Concession Y Each 8.50$ 8.70$ 2.35%Group Booking (20 or more) Y Each 4.00$ Spectator (free if accompanying paying child) Y Each -$ -$ Passes Adult Pass Y 15 Visits 76.50$ 80.00$ 4.58%Child Pass Y 15 Visits 57.00$ 60.00$ 5.26%Concession Pass Y 15 Visits 57.00$ 60.00$ 5.26%Family Pass Y 15 Visits 225.00$ Family Season Pass Y Unlimited 350.00$ 450.00$ 28.57%Adult Season Pass Y Unlimited 210.00$ 215.00$ 2.38%Child Season Pass Y Unlimited 160.00$ 165.00$ 3.13%Aqua Pass Y 15 Visits 135.00$ Aqua Concession Pass Y 15 Visits 115.00$ DECD Swimming ClassesSchool 45 minute class E Per Child 2.40$ 3.00$ 24.90%School 90 minute class E Per Child 2.90$ 3.00$ 3.38%Lessons9 Week Term E Per Person 130.00$ 135.00$ 3.85%10 Week Term E Per Person 150.00$ Private Lesson E Per Person 35.00$ Holiday Intensive (5 Day) E Per Person 60.00$ Holiday Intensive (7 Day) E Per Person 84.00$ VACSWIM - Registration E Per Person 30.00$ VACSWIM - Entry Fee E Per Person 3.50$ 3.50$ VACSWIM - Equipment Fee E Per Person 1.50$ Birthday PartiesUncatered Y Per Child 13.00$ 15.00$ 15.38%Catered Y Per Child 18.00$ 27.50$ 52.78%

Gawler Aquatic Centre

Elderly Centre



10/06/201609:39 AM

DescriptionGST

Y / N / Exempt


2016/2017 Draft


Pool HirePool Hire (Less than 4 hours - includes 1 lifeguard & sole use of all pools) Y Per Hour 240.00$ 245.00$ 2.08%Pool Hire (More than 4 hours - includes 1 lifeguard & sole use of all pools) Y Per Hour 190.00$ 195.00$ 2.63%Pool Hire (Less than 4 hours - includes 1 lifeguard & sole use of all pools) + Diving Board Y Per Hour 285.00$ Pool Hire (More than 4 hours - includes 1 lifeguard & sole use of all pools) + Diving Board Y Per Hour 235.00$ Lane Hire - 50m pool Y Per Hour 23.00$ 23.00$ 0.00%Lane Hire - Learners Pool Y Per Hour 11.50$ Training Room Hire Y Per Hour 20.00$ Additional Staff / Extra Lifeguard (minimum of 2 hours) Y Per Hour 40.00$ 42.00$ 5.00%

Full Facility (Institute & Lounge Servery Area)Regular Hire Per Hour E Per Hour 36.00$ 36.00$ 0.00%Regular Hire Per Day E 9am-6pm 210.00$ 210.00$ 0.00%Regular Hire Per Night E 6pm-12am 180.00$ 180.00$ 0.00%Regular Hire Per Day & Night E 9am-12am 300.00$ 300.00$ 0.00%

Lounge Servery Area OnlyRegular Hire Per Hour E Per Hour 30.00$ 30.00$ 0.00%Regular Hire Per Day E 9am-6pm 180.00$ 180.00$ 0.00%Regular Hire Per Night E 6pm-12am 145.00$ 145.00$ 0.00%Regular Hire Per Day & Night E 9am-12am 240.00$ 240.00$ 0.00%

Other Fees:Security Charge (if required) E 80.00$ 80.00$ 0.00%Crockery Hire E 57.00$ 57.00$ 0.00%Staff Charge (if required) Y Per Hour 42.00$

Cleaning (if required) EAt cost plus $50

admin feeAt cost plus $50

admin feeBond - including key charge (refundable) E 1,000.00$ 1,000.00$ 0.00%Note: The Gawler Institute will not be available after October 2016 until further notice due to extensive renovations.

Facility HireYouth ShakHire Per Day Y 8.30am - 5pm 325.00$ 335.00$ 3.08%Hire Per Evening Y 5.30pm - 1am 305.00$ 315.00$ 3.28%Casual Y Per Hour 56.00$ 57.50$ 2.68%Regular Y Per Hour 51.00$ 52.50$ 2.94%Multi Purpose RoomHire Per Day Y 8.30am - 5pm 325.00$ 335.00$ 3.08%Hire Per Evening Y 5.30pm - 1am 305.00$ 315.00$ 3.28%Casual Y Per Hour 56.00$ 57.50$ 2.68%Regular Y Per Hour 51.00$ 52.50$ 2.94%Meeting Room 1Casual Y Per Hour 16.00$ 16.00$ 0.00%Regular Y Per Hour 13.00$ 13.00$ 0.00%Meeting Room 2 Casual Y Per Hour 21.00$ 21.50$ 2.38%Regular Y Per Hour 19.00$ 19.50$ 2.63%Meeting Room 3Casual Y Per Hour 20.00$ 20.50$ 2.50%Regular Y Per Hour 18.00$ 18.50$ 2.78%Main StadiumCasual Y Per Hour 73.00$ 75.00$ 2.74%Regular Y Per Hour 62.50$ 64.00$ 2.40%Court Hire - Casual Y Per Court 39.00$ Court Hire - Regular Y Per Court 34.00$

Gawler Sport & Community Centre

Gawler Institute



10/06/201609:39 AM

DescriptionGST

Y / N / Exempt


2016/2017 Draft


Stone PavilionCasual Y Per Hour 23.00$ 24.00$ 4.35%Regular Y Per Hour 21.00$ 22.00$ 4.76%Studio RoomCasual Y Per Hour 22.00$ 23.00$ 4.55%Regular Y Per Hour 20.00$ 21.00$ 5.00%KitchenCasual Y Per Hour 65.00$ 66.00$ 1.54%Regular Y Per Hour 55.00$ 56.00$ 1.82%General ChargesBond - including key charge (refundable) Y 1,000.00$ 1,000.00$ 0.00%Security Charge (if required) Y 80.00$ 80.00$ 0.00%Staff Charge (if required) Y Per Hour 42.00$ Tea, Coffee, Milk, Cutlery, Cups & Serviettes Y Per Person 1.00$ 1.00$ 0.00%PhotocopyingA3 Y Per Page 0.30$ A4 Y Per Page 0.30$ Roller SkatingFriday Night - 7pm - 9.30pm Y Per Person 7.50$ 8.00$ 6.67%Learn to Skate & General Skating Saturday 9am - 10am Y Per Person 8.00$ 8.00$ 0.00%Wednesday Night Y Per Person 6.00$ 6.00$ 0.00%

School Holiday Skating Monday & Wednesday 12pm - 3pm Y Per Person 6.50$ 8.00$ 23.08%

Family Pass - All sessions (2 Adults 2 Children or 1 Adult 3 Children) Y 27.00$ Group Booking (20 or more) Y Per Person 6.50$ Skate Hire Y Per Person 2.50$ FitnessGentle Fitness Y Per Class 7.50$ Strength for Life Y Per Class 7.00$ PassesSkate Pass Y 15 visits 100.00$ Skate Pass - Family Y 15 visits 360.00$ Skate Hire Pass Y 15 visits 37.50$ Fitness Pass Y 15 visits 90.00$ Birthday PartiesFriday/Saturday Night Session Parties Y Per Person 16.00$ 20.00$ 25.00%Sunday Skating Birthday Parties - up to 30 people Y Per Event 270.00$ 275.00$ 1.85%Additional people over 30 people Y Per Person 5.00$ 5.00$ 0.00%Casual Facility Use Y Per Person 5.00$ 5.00$ 0.00%

Ovals

Casual Use Y Per Hour 57.00$ 58.00$ 1.75%Casual Use Y Per Day 285.00$ 291.00$ 2.11%Regular use Y Per Hour 46.00$ 47.00$ 2.17%Regular use Y Per Day 230.00$ 235.00$ 2.17%* Regular use - six or more bookings per annumParks & ReservesCasual Use Y Per Hour 31.00$ 32.00$ 3.23%Casual Use Y Per Day 156.00$ 159.00$ 1.92%Karbeethan Sporting Association - Per PitchCasual Use Y Per Hour 48.00$ 49.00$ 2.08%Casual Use Y Per Day 240.00$ 245.00$ 2.08%Regular use Y Per Hour 38.00$ 39.00$ 2.63%Regular use Y Per Day 195.00$ 199.00$ 2.05%* Regular use - six or more bookings per annumSundry FeesApplication for Temporary Road Closure Y 475.00$ 485.00$ 2.11%

Underground service marking Y POACost + 10% Admin

Fee

Installation of Temporary parking restrictions Y POACost + 10% Admin

Fee

Request for mowing Y POACost + 10% Admin

Fee

Ovals, Parks & Reserves

Gawler Oval, Princes Park, South Gawler & Willaston Football Ovals



10/06/201609:39 AM

DescriptionGST

Y / N / Exempt


2016/2017 Draft


Power access Y 26.00$ 26.00$ 0.00%Key Bond (refundable) E 80.00$ 50.00$ -37.50%

Event Application Fee E Gawler applicant -$ -$

Event Application Fee E Non-Gawler

applicant 16.00$ 16.00$ 0.00%

Event Bond (refundable) E Event 100+

people 1,000.00$ 1,000.00$ 0.00%

PhotocopyingA4 Y Per Page 0.75$ 0.80$ 5.99%A3 Y Per Page 1.00$ 1.00$ 0.00%Advertising Brochure Fee (Annual Fee)Within Town of Gawler Y FREE FREEOutside Town of Gawler Y 65.00$ 66.00$ 1.54%Internet AccessWiFi access FREE FREEFacsimile Service (Sending Only)1st Page Y Per Page 3.00$ 3.00$ 0.00%Additional Pages Y Per Page 2.00$ 2.00$ 0.00%Event Ticketing Service ; Accommodation & Tour Booking Service Y 10% of Sale Price 10% of Sale Price

Burials50 Year Interment Right per burial site - resident E 1,124.00$ 1,146.00$ 1.96%50 Year Interment Right per burial site - non-resident E 1,124.00$ 2,292.00$ 103.91%Stillborn Burial Fee Y 188.00$ 192.00$ 2.13%Under 10 years of age fee Y 562.00$ 573.00$ 1.96%Grave - Single Capacity - resident Y 1,196.00$ 1,220.00$ 2.01%Grave - Double Capacity - resident Y 1,332.00$ 1,359.00$ 2.03%Grave - Triple Capacity - resident Y 1,404.00$ 1,432.00$ 1.99%Grave - Single Capacity - non-resident Y 1,196.00$ 2,440.00$ 104.01%Grave - Double Capacity - non-resident Y 1,332.00$ 2,718.00$ 104.05%Grave - Triple Capacity - non-resident Y 1,404.00$ 2,864.00$ 103.99%Removal of Existing Slab Y 598.00$ 610.00$ 2.01%Placing ashes under slab (by controlling authority) Y 401.00$ 409.00$ 2.00%

Vault - permit to construct (approval required prior to construction) E 162.00$ 165.00$ 1.85%

Vault - fee to excavate for installation of vault Y per cubic metre 479.00$ 489.00$ 2.09%

Vault-interment (re-opening/sealing of vault by monumental mason/builder) - single or double capacity - resident Y 957.00$ 976.00$ 1.99%

Vault-interment (re-opening/sealing of vault by monumental mason/builder) - single or double capacity - non-resident Y 957.00$ 1,952.00$ 103.97%Niche Wall (Cremation)50 year Interment Right - resident E 801.00$ 817.00$ 2.00%50 year Interment Right - non-resident E 801.00$ 1,634.00$ 104.00%Inurnment - resident Y 240.00$ 245.00$ 2.08%Inurnment - non-resident Y 240.00$ 490.00$ 104.17%Purchase of Plaque Y 562.00$ 573.00$ 1.96%Purchase of Plaque incorporating omega vase Y 666.00$ 679.00$ 1.95%Removal of Plaque & Ashes Y 240.00$ 245.00$ 2.08%Specific Niche Wall Site - additional to lease fees Y 240.00$ 245.00$ 2.08%Rose Garden (Cremation)50 year Interment Right - Single - resident E 957.00$ 976.00$ 1.99%50 year Interment Right - Single - non-resident E 957.00$ 1,952.00$ 103.97%50 year Interment Right - Double - resident E 1,332.00$ 1,359.00$ 2.03%50 year Interment Right - Double - non-resident E 1,332.00$ 2,718.00$ 104.05%Inurnment - resident Y 401.00$ 409.00$ 2.00%Inurnment - non-resident Y 401.00$ 818.00$ 103.99%Purchase of Sloper Memorial with Plaque or Inscription Y 400.00$ 408.00$ 2.00%Removal of Sloper Memorial & Ashes Y 240.00$ 245.00$ 2.08%Specific Rose Garden Site - additional to Lease Fee Y 224.00$ 229.00$ 2.23%Addition of Photo on Sloper Y P.O.A P.O.A

Visitors Information Centre

Willaston Cemetery



10/06/201609:39 AM

DescriptionGST

Y / N / Exempt


2016/2017 Draft


Lawn Burial50 year Interment Right - resident E 1,332.00$ 1,359.00$ 2.03%50 year Interment Right - non-resident E 1,332.00$ 2,718.00$ 104.05%Grave - Single Capacity - resident Y 1,196.00$ 1,220.00$ 2.01%Grave - Double Capacity - resident Y 1,332.00$ 1,359.00$ 2.03%Grave - Triple Capacity - resident Y 1,404.00$ 1,432.00$ 1.99%Grave - Single Capacity - non-resident Y 1,196.00$ 2,440.00$ 104.01%Grave - Double Capacity - non-resident Y 1,332.00$ 2,718.00$ 104.05%Grave - Triple Capacity - non-resident Y 1,404.00$ 2,864.00$ 103.99%OtherMemorial Permits/Fees - for Monumental Masons (including additional lettering) **Permit required** E 151.00$ 154.00$ 1.99%Precious Souls Plaque Y 100.00$ Burials - Monday to Friday before 8am or after 4pm (must be available to Council by 4pm) Y

Per Hour or part thereof 219.00$ 223.00$ 1.83%

Additional fee for burial on Saturday 9am - 12noon Y 801.00$ 817.00$ 2.00%Burials - Saturday before 9am or after 12noon Y 957.00$ 976.00$ 1.99%Burials - Sundays or Public Holidays Y 957.00$ 976.00$ 1.99%Additional fee for placement of Ashes (as above- except Monday to Friday) before 9am or after 5pm Y 130.00$ 133.00$ 2.31%Exhumation Fee Y P.O.A P.O.A

Extension or surrender of Interment Right (see NOTE below) plus/less Administration Fee (below) E

Extension Period (10-50 years)

@ Annualised 50 year lease rate

@ Annualised 50 year lease rate

Administration Fee E 94.00$ 96.00$ 2.13%Alteration to Interment Right (if not completed at time of burial) E 94.00$ 96.00$ 2.13%NOTE: For the period 1867-1990, 90 year Interment Rights were granted; after 1990, only 50 year (maximum)



10/06/201609:39 AM

DescriptionGST

Y / N / Exempt


2016/2017 Draft


COMMUNITY HEALTH SERVICES

Community ClinicHepatitis BChild N Each 35.00$ 36.00$ 2.86%Adult N Each 41.00$ 42.00$ 2.44%Hepatitis AChild N Each 63.50$ 65.00$ 2.36%Adult N Each 104.00$ 106.00$ 1.92%Twinrix (Hep A & B)Child N Each 91.50$ 93.00$ 1.64%Adult N Each 127.00$ 129.00$ 1.57%FluChild/Student N Each 24.00$ 24.00$ 0.00%Adult N Each 29.00$ 29.00$ 0.00%Measles, Mumps, Rubella N Each 46.00$ 47.00$ 2.17%Varilrix (Chicken Pox) N Each 98.00$ 100.00$ 2.04%Meningococcal C Vaccine N Each 127.00$ 129.00$ 1.57%

Boostrix (Tetanus, Diphtherias, Pertussis (Whooping Cough)) N Each 52.00$ 53.00$ 1.92%

DEVELOPMENT SERVICES

Murray St Precinct E 7,025.00$ 7,166.00$ 2.01%Adelaide Rd Precinct E 5,255.00$ 5,360.00$ 2.00%

Infrastructure Contribution (including Storm Water, Transport & Open Space)Developer Contribution - Downstream Drainage E $ 1,400.00 1,428.00$ 2.00%

Developer Contribution - Other E Per Development By Agreement By Agreement

Copy of Development Plans E 60.50$ 62.00$ 2.48%Category 3 Fee (Public Notice Administration) E 380.00$ 388.00$ 2.11%DPA's on Public Notification E 23.00$ 23.00$ 0.00%CD of DPA on Public Notification E 7.00$ 7.00$ 0.00%Inspection Fee - existing swimming pools E 190.00$ Expiation Fee - failure to notify Council of building work - swimming pools E 210.00$ Expiation Fee - failure to notify Council at mandatory notification stages E 500.00$ Request for Copies of Building PlansSearch E 17.00$ 17.00$ 0.00%Photocopies: A3 E Per A3 2.00$ 2.00$ 0.00%Photocopies: A4 E Per A4 1.50$ 1.50$ 0.00%Photocopies: A1 Black & White E Per A1 11.00$ 11.00$ 0.00%Photocopies: A1 Colour E Per A1 17.00$ 17.00$ 0.00%Photocopies: A0 Black & White E Per A0 24.00$ 24.00$ 0.00%Photocopies: A0 Colour E Per A0 35.00$ 36.00$ 2.86%

Planning & Building Fees

Car Parking Contribution

Vaccinations



10/06/201609:39 AM

DescriptionGST

Y / N / Exempt


2016/2017 Draft


REGULATORY SERVICES

Regular N 75.00$ 75.00$ 0.00%Regular - Desexed N 45.00$ 45.00$ 0.00%Casual Concession N 37.50$ 37.50$ 0.00%Casual Concession - Desexed N 22.50$ 22.50$ 0.00%Casual Concession - Desexed & Micro-Chipped N 19.00$ 19.00$ 0.00%Casual Concession - Desexed, Micro-Chipped & Trained N 15.00$ 15.00$ 0.00%Casual Concession - Desexed & Trained N 19.00$ 19.00$ 0.00%Casual Concession - Micro-Chipped N 34.00$ 34.00$ 0.00%Casual Concession - Micro-Chipped & Trained N 30.00$ 30.00$ 0.00%Casual Concession - Trained N 34.00$ 34.00$ 0.00%Concession N 37.50$ 37.50$ 0.00%Concession - Desexed N 22.50$ 22.50$ 0.00%Concession - Desexed & Micro-Chipped N 19.00$ 19.00$ 0.00%Concession - Desexed, Micro-Chipped & Trained N 15.00$ 15.00$ 0.00%Concession - Desexed & Trained N 19.00$ 19.00$ 0.00%Concession - Micro-Chipped N 34.00$ 34.00$ 0.00%Concession - Micro-Chipped & Trained N 30.00$ 30.00$ 0.00%Concession - Trained N 34.00$ 34.00$ 0.00%Desexed & Microchipped N 37.50$ 37.50$ 0.00%Desexed, Micro-Chipped & Trained N 30.00$ 30.00$ 0.00%Desexed & Trained N 37.50$ 37.50$ 0.00%Desexed & Working N 19.00$ 19.00$ 0.00%Greyhound N 19.00$ 19.00$ 0.00%Kennel Registrations N 75.00$ 75.00$ 0.00%Guide Dog N -$ -$ Micro-Chipped N 67.50$ 67.50$ 0.00%Micro-Chipped & Trained N 60.00$ 60.00$ 0.00%Trained N 67.50$ 67.50$ 0.00%Working N 19.00$ 19.00$ 0.00%Permit Fee for additional dogs (more than 2) N 50.00$ 50.00$ 0.00%Replacement Tag N 8.40$ 8.40$ 0.00%Transfer for another Council N 8.40$ 8.40$ 0.00%Puppies 3 months old or younger at 1st January N Half Price Half PriceDog Impounding Fee Plus Daily Holding Fee N 96.00$ 96.00$ 0.00%

Daily Holding Fee N Per Day or Part

Thereof 19.00$ 19.00$ 0.00%Note : A 20% increase in dog registration fees was applied in 2014/15.

Inflammable Undergrowth - Slashing of Blocks up to 880m² Administration Fee E

By Quote + Admin Fee


Inflammable Expiation Fee (Emergency Services & Fire Act 2005) EAs prescribed by

legislationAs prescribed by

legislation

Allotments over 800m² subject to hourly rate contractor & council EBy Quote + Admin Fee


Towing fee for impounded / abandoned vehicles including administration fee E 148.00$ 151.00$ 2.03%Possum & Cat Trap - No Concession* Y Per Day 11.00$ 11.00$ 0.00%Possum & Cat Trap - Concession* Y Per Day 5.40$ 5.50$ 1.81%Busking & Bylaws 3 & 4 Permits - Administration Fee E 55.00$ 56.00$ 1.82%Skip Bin Application fee E 55.00$ 56.00$ 1.82%Footpath Licenses (Initial Charge) E 88.50$ 90.00$ 1.69%Footpath Licenses (Annual Charge) E 88.50$ 90.00$ 1.69%

*Please note a $50 Deposit is required for use of possum traps

Impounding fee Y Per Day 35.00$ 36.00$ 2.86%Towing Fee (Business Hours) Y Per Day 70.00$ 71.00$ 1.43%Towing Fee (After Hours) Y Per Day 150.00$ 153.00$ 2.00%Administration Fee Y Per Day 60.00$ 61.00$ 1.67%

Dog Registrations - New & Renewal

Impounded Vehicles

General Inspector



10/06/201609:39 AM

DescriptionGST

Y / N / Exempt


2016/2017 Draft


OTHER SERVICES

Extract of Assessment Record in Accordance with Sec 174(2) of the Local Government Act N Per Record 1.70$ 1.75$ 2.59%

Copies of Extracts from Council Record (i.e. registers, codes, meeting, Agenda/Minutes, Policy & Administration Documents) - in accordance with Section 188 (1)(d) of the Local Government Act N Per Page 0.80$ 0.80$ -0.49%

Sundry Items:Photocopying - Black & White - A3 & A4 Y 0.30$ 0.30$ -1.31%Photocopying - Colour - A4 Y 2.00$ 2.00$ 0.00%Photocopying - Colour - A3 Y 3.00$ 3.00$ 0.00%Printing Internet & CD Rom (Black & White) - A3 & A4 Y 0.30$ 0.30$ -1.31%Printing Internet & CD Rom (Colour) - A4 Y 2.00$ 2.00$ 0.00%Printing Internet & CD Rom (Colour) - A3 Y 3.00$ 3.00$ 0.00%Library Bags Y 2.50$ 2.50$ 0.00%Laminating - A4 Y 3.50$ 3.50$ 0.00%Laminating - A3 Y 4.50$ 4.50$ 0.00%Fines/PenaltiesReplacement Library Card E 2.50$ 2.50$ 0.00%

The following charges will also incur an additional $5 processing fee:Children's hardcover/Catalogued Books E 38.50$ 38.50$ 0.00%Adult Hardcover E 38.50$ 38.50$ 0.00%Large Print Books E 38.50$ 38.50$ 0.00%Magazines E 11.00$ 11.00$ 0.00%Compact Discs E 33.00$ 33.00$ 0.00%Hear-a-book/language kits/games E 77.00$ 77.00$ 0.00%Digital Video Discs E 33.00$ 33.00$ 0.00%

Permit application to alter a road (formerly driveway permit) E 75.00$

Road Alteration / Occupancy

Library

General Council Documents



Item 3.6 – Local Government Rate Capping Proposal ATTACHMENT 1 Local Government of South Australia (LGASA) Rate

Capping

ATTACHMENT 2 Local Government Association of South Australia Current Local Government Issues

ATTACHMENT 3 Letter from Shadow Minister for Local Government

ATTACHMENT 4 Letter from the President of the Local Government Association of South Australia to the Shadow Minister for Local Government



Rate CappingDavid Hitchcock LGA

CEO Residential 12/11/15

ATTACHMENT 1



Background

15 May 2015 State Government Opposition successfullymoved to establish an inquiry into rate capping on LocalGovernment Rate Capping Policies run by the Economicand Finance Committee



What is rate capping?

The imposition of an upper limit on the rates revenue able to be generated by a Council in a period of time.



Economic & Finance Committee

Resolved to inquire into and report on:

1) The operation of rate capping elsewhere in Australiaincluding:

- the period the policy has operated for;- conditions attached to the policy; and- any opportunities for increase above the regulated increase

2) Peer review of the outcomes of rate capping policy;

3) Information on other nations with rate capping; and

4) Any other related matters.TOWN OF GAWLER SPECIAL COUNCIL MEETING 16 JUNE 2016


Economic & Finance Committee

Received 20 submissions

11 Councils (6 metropolitan, 5 regional)

Local Government Association

Australian Services Union

Property Council of Australia

SA Federation of Residents and Ratepayers Associations Inc

5 private residents



LGA Submission

Rate capping other jurisdictions

SA Context, local democracy, planning into the future

Financial sustainability and rate capping

Maintaining financial sustainability

Understanding movements in Council rates and the CPI

External cost pressures



SA Context

Intergenerational Cost Transfer or Declining Services?

Councils raise sufficient revenue to: pay for the services expected by and consumed by the current

generation; and comply with State and Federal Government – imposed

standards

Without access to sufficient revenue to meet communitypreferences for services, Councils would either have to: adopt compromises on community-desired services, including

maintenance of infrastructure; and/or defer part-payment to future generations for services

consumed todayTOWN OF GAWLER SPECIAL COUNCIL MEETING 16 JUNE 2016


Other Jusrisdictions

New South Wales

Rate capping was introduced in 1977

The cap limit and applications for increase beyond the capare made by NSW Independent Pricing and RegulatoryTribunal (IPART)

Does not apply to stormwater, waste collection, water andsewerage

Predominately based on the Local Government Cost Index



Other Jurisdictions

New South Wales - Impacts

Councils may apply for Special Rates Variation

In 2011-12 , 83 councils would have had to increase ratesand annual charges by more than 5% to achieve break-even operating result

Financial Year

Number of Councils Applied for variation (152 Councils in NSW)

Approved Approved for lower amount

Rejected

2011-12 23 9 10 42012-13 13 7 6 0



Other Jurisdictions

Victoria – Fair Go Rates

To be introduced for the 2016/17 financial year, cap will be announcedby the Minister for Local Government December 2015

Cap to be based on CPI – to apply to general rate and municipalcharges. Will exclude service or special rates or charges, fees, fines and other charges

Councils may apply for an increase about the rates cap to the EssentialService Commission

Councils may approach government and non-government funders toprovide financial support for specific projects



LGA Position

Council rates are determined transparently

Externally imposed rate cap will reduce Council’s ability tobalance expenditure, revenue and services

Rates capping creates unwarranted complexity, costs andconstraints to administer

It remains unclear what the Opposition is trying to achievethrough capping rates- confirmed will be an electionplatform

LGA Board has discussed the need to maintain a low profilepending the recommendations of the Committee



Inquiry Committee Questions

Expand on the idea of the pushing of intergenerational costsfor infrastructure

Talk us through what the process is for how the budgets aredetermined and what influence councillors have in terms ofwhat settings the rates are going to be

Is the budget process backwards in terms of budget - comingup with a wish list and then raising rates accordingly ?

What contribution has Local Government made toproductivity?

What’s the percentage increase in rates for all Councils overthe last three years?



Committee Recommendations

It is unclear what recommendations the Committee willmake

However, based on questions at the Inquiry hearing possibleconsiderations might be around:

meaningful community input into the Annual Business Plan

resource sharing across Council boundaries

improved Elected Member training and standards

benchmarking and best practice



Over toWayne Scheggia | Deputy CEO | WALGA

Rate Capping WA context

Observations on other jurisdictions

The way forward for Local Government

CEO/forum discussion



LGA of SA LG Current Issues – Talking Points – Rate Capping - March 2016 Page 1 of 2

Current Local Government Issues – Talking Points State Liberals to legislate Local Government rate capping.

Background facts/figures: Local Government collects only 3.3% of taxes in Australia Councils in South Australia:o employ more than 8700 FTE people o manage approximately $22 billion of infrastructureo have an operating expenditure of $2 billion a year ABS data shows successive SA Governments have provided the lowest per capita grants to

local government of any state or territory in Australia. Councils are the only sphere of government (excluding NRM) in South Australia that must

consult on their annual budgets.Messages: Councils work with their communities to strike a balance between expenditure, revenue andservice standards. The setting of council rates in one year is not done in isolation from longer term financial plansand asset management plans. Council rates are set each year with regard not only to today’s ratepayers, but also the impact or legacy left for future ratepayers – ensuring both financial sustainability and inter-generational

equity. Rate setting considers: o Strategic Management Plans- a plan for how councils will coordinate with state and nationalobjectives in the planning and delivery of services o Long Term Financial Management Plans – a tool that enables a council to understand theimpact on its rates and borrowings for the level of affordable services that its communityexpects o Asset Management Plans – a plan for management of infrastructure and other assets o Annual Business Plans All of these plans must be developed in consultation with the community and any externallyimposed rate cap will reduce a Council’s capacity to get this balance right.

Local councils know their communities best. They see first-hand the issues, concerns, and needs of their communities and the state government taking control of rates increases takesaway the ability for these communities to decide what is best for them.

LGA position: We are disappointed by the Liberal Party’s policy to curb Local Government’s ability to assist inSouth Australia’s economic recovery. Evidence shows that rate capping is a blunt and unnecessary instrument that has failedcouncils and communities inter-state. The Liberal Party was missing in action on rubble royalties, mandated community housing rebates, NRM and the Waste Levy - all state taxes putting pressure on council rates and rate

payers. We need help from political parties to stop the cost shifting from state government, and not add

more red tape and hoops for councils to jump through to maintain critical services andinfrastructure on behalf of communities.

ATTACHMENT 2



LGA of SA LG Current Issues – Talking Points – Rate Capping - March 2016 Page 2 of 2

We need State Parliament to stand with Councils on economic recovery and job creation, andthey should stand with us against federal funding cuts.

The State Liberals last week announced their 2036 policy paper stating they want to partnerwith Local Governments to provide vital infrastructure. Last week they wanted access to ourbalance sheets, this week they want to cut off our ability to fund infrastructure.

Political parties would be better placed focusing on their own challenges rather than telling ushow we can run our Councils and what is and is not important in our communities.

Rate capping risks: Councils raise sufficient revenue to:o pay for the services expected by - and consumed by - the current generation; ando comply with State & Federal Government-imposed standards; and o Cope with repeated State Government cost shifting measures such as NRM levy increase,Waste to Resource Fund, rubble royalties and mandatory community housing rebates o Cope with the freezing and therefore reduction of Federal financial assistance grants

(untied grants) Without access to sufficient revenue to deliver community services, Councils would have toeither: o adopt compromises on community-desired services, o reduce maintenance of infrastructure; e.g. lower-quality roads;o defer part-payment to future generations; o stop providing services expected by the community or by State Governments. Many pressures are totally outside Councils control. Legislation continually imposes either:o greater costs on Councils, and/or o restrains Councils’ power to charge fees to effect cost recovery for mandated legislatedactivities; and/or. o State Government cost shifting. Interstate experiences: In NSW rate capping comes at a significant cost to Councils and involves complexity, costs andconstraints at both Council and State level to administer. The Independent Local Government Review Panel (NSW) reported that as a result of rate capping the financial sustainability of many Councils and their capacity to deliver the services

that their communities need had declined, and a significant number were near crisis point. Unintended consequences of rate capping in NSW include: Excessive cuts in expenditure on infrastructure leading to mounting asset renewal andmaintenance backlogs; Underutilisation of borrowing finances due in part to the uncertainty whether any increases inrates, needed to repay loans, would be approved. Rate capping was introduced in Victoria by the Kennett Government in the 1990s. This resulted in a significant cut in spending on infrastructure maintenance of renewal. The impacts

of these forced cuts are still felt in Victoria, more than 2 decades later, Victorian Councils continue to be challenged by an asset renewal gap. The reintroduction of rate capping inVictoria will force local government to reconsider the delivery of community services to dealwith this issue.



25 November 2015

Mayor Karen RedmanTown of GawlerP0 Box 130GAWLER SA 5118

/s4&)Dear MayojRedman

Town of GawlerReceived

Town of GayScanned

RecordNo....................

I refer to the Local Government Rate Capping policy the South Australian Liberal Party took to the2014 State Election.

While I know from many discussions over the last 20 months that the position of local government isto reject the policy, I am concerned that the details of the proposal may not be known by electedmembers and staff to the level needed to ensure informed debate occurs. Thus, the reason for thisletter which I ask you to circulate within council.

The rate capping policy was developed by the SA Liberal's purely to deal with cost of living pressures.The policy, and others that impact on State Government, are designed to ensure that SouthAustralians pay for service delivery that it cost efficient.

The rate capping policy has been structured to provide flexibility for individual councilcircumstances, which is a fundamental component in recognition of the pressure on localgovernment to respond to community demands, service gaps and on−going infrastructureconstruction and maintenance.

Under the State Liberal's plan, rate capping will restrict all councils to an increase in rate revenue inline with the percentage change determined for each financial year by the index calculation ontypical local government costs. It is envisaged that a body such as the Essential Services Commissionof South Australia (ESCOSA) would undertake the rate capping function.

Individual councils can apply to ESCOSA for a variation above the determined percentage increase,but must be able to demonstrate engagement with their communities and that support to go abovethe allowable increase exists.

Examples of circumstances in which variations could be sought include:

• Dealing with high growth areas and the challenges presented• Funding the development and/or maintenance of essential community infrastructure or

backlogs• Funding new or enhanced services to meet growing demand in the community• Funding projects of regional significance

ATTACHMENT 3



Importantly, the policy will exclude from ESCOSA's rate pegging calculations areas such as:

• Waste water treatment charges• Rate income in the first year from new properties created by subdivision• Federal Government grants• State Government grants

For local government, rate capping ensures that councils will not bear the brunt of public criticismfor increases in rates, with ESCOSA to set the allowable rate income rise for councils and councilsthen having the discretion to set rate levels for different categories of land uses.

Enclosed is a copy of the 2014 policy document outlining the rate capping scheme.

The SA Liberal's continue to support a rate capping policy in response to community concerns oncost of living pressures and to ensure services, no matter the level of government providing them,does so in a cost efficient way.

I assure you that the SA Liberal Party remain committed to working with local government to makeSouth Australia the best place to live and conduct business.

Yours sincerely

−

(

I /

Steven GriffithsMember for GoyderShadow Minister for Regional DevelopmentShadow Minister for Local GovernmentShadow Minister for Planning



Government taxes and household bills are skyrocketing under the Weatherill Labor Government.

With cost of living spiraling out of control, families are sick of being hit with endless hikes to fees andcharges.

That is why the State Liberals are taking real action to fix cost of living pressures.

We have already announced that we will cut payroll tax to create jobs, scrap the car park tax, oppose tollroads and will not introduce any new taxes or levies.

The State Liberals understand that we need to protect households and businesses from the rising cost ofliving.

After 12 years of Labor, local councils have had multiple cost burdens passed onto them through StateGovernment legislation, driving up council rates and creating friction between rate payers and localgovernment.

We will work with local government to ensure State Government costs are not shifted on to them and theirrate payers unfairly.

If elected in March 2014, a Marshall Liberal Government will cap council rate rises so that households areable to plan for their household budgets, and local government is not blamed for State Government costshifting unfairly.

The cap will be calculated on a measured and transparent basis.

A Marshall Liberal Government will:

Cap council rates rises;

Address cost shifting from State Government to local councils;

Save households hundreds of dollars and reduce the cost of living;

Ensure ratepayers are able to plan ahead for their household budget;

Provide greater assistance to councils to build local infrastructure through our $50million Community Infrastructure Fund; and,

Provide greater assistance to regional councils through the $15 million RegionalDevelopment Fund.



Struggling families have been unable to cope with the skyrocketing cost of living after 12 years of MrWeatherill and Labor.

For example, since Labor came to power in 2002, water prices have increased by 227 per cent while inflationincreased by just 39 percent.

Also, after 12 years of Mr Weatherill and Labor, council rates have grown well beyond inflation and addedunexpected pressure to the average household budget.

Local government has had to bare the brunt of multiple cost shifts from the Weatherill Labor Government,forcing them to pass costs along to ratepayers.

In some council areas, costs have blown out by more than 10 per cent in a single year.

In contrast, New South Wales has had an effective rate capping regime in place since 1977, which isoverseen by their independent regulator IPART. Consequentially, NSW has had the lowest rises in councilrevenue of all states since 2002/03.

During this period NSW council income grew by 4.4 per cent per annum, while South Australia's councilrevenue grew by 6.8 per cent per annum.

These smaller increases in NSW local government revenue, translate into smaller council rate increases forrate payers in that State.

Therefore, capping rates in South Australia would result in similar savings for households and businesses,providing much needed cost of living relief.



If elected in March 2014, a Marshall Liberal Government will move to cap council income rises from the 1stof July 2015.

We will cap council rate rises in keeping with council cost inflation, to ease the pain and get householdbudgets back under control. We will use a local government cost index to set the rate cap which will bedetermined in consultation with SA's independent regulator the Essential Services Commission of SouthAustralia (ESCOSA) and the Local Government Association.

The rate cap will be determined by examining input costs and measuring annual price movements forgoods, materials and labour used by the average council. It will also make it much easier for ratepayers tosee where council costs are coming from.

Unlike NSW, our rate cap will not include a productivity dividend for local government, as councils arealready taking measures to increase efficiencies in South Australia.

We will also allow a council to seek an increase in their income above the rate cap from ESCOSA in cases ofunique circumstances, as has worked to great effect in NSW.

Pegging council rate rises back to reasonable levels could save households hundreds of dollars and allowhomeowners to better manage their finances.

If SA rates grew at 4.4% a year over the next 10 years (this is the NSW growth rate) rather than SA'shistorical growth rate of 6.8% per year, a household with a $1,000 annual rate bill would see a cumulativesaving of $1,891 over this 10 year period.

We will also work with high−growth councils like Onkaparinga, Playford, Salisbury, Light, Copper Coast,Mallala and Mount Barker over this transition period, recognising the challenges their communities face.

Our approach will ensure efficient and effective government and will ease the cost of living for all SouthAustralians. Annual rate

$2,000 Council rate saving based on $1,000 rate10 year cumulative saving = $1,891

$1,800

$1,600' SA rates (without rate cap)

$1,400 ri SA rates (with rate cap)

$1,200

$1000

$800

2O14 201516 202641 2017282018292029202022t20222220222320232420225TOWN OF GAWLER SPECIAL COUNCIL MEETING 16 JUNE 2016


F rAA

If you would like to let us know your thoughts on our plans to ease the cost of living by capping councilrates, please get in touch:

Steven Marshall MPState Liberal Leader

Shadow Minister fo r State Development

Phone: 08 8237 9295 Fax: 08 8237 9126Email [email protected]

Post: Parliament House, North Terrace, Adelaide, SA, 5000

Hon. lain Evans MPShadow Treasurer

Phone: 08 8278 5844 Fax: 08 8370 2626Email: [email protected]

Post: 1/7−9 Young Street, Blackwood, SA, 5051

Steven Griffiths MPShadow Minister f o r Local Government

Phone: 08 8832 2455 Fax: 08 8832 2699Email: [email protected]

Post: 51 Robert Street, Maitland, 5573



Local Government Associationof South Australia

rh-VO!C?e.of Loca l

Government

i

j lOffice of the President

lnreplypleasequoteourreference: 638225/LT:NB

12 May 2016

Mr Steven Griffiths, MPShadow Minister for Local Government

Parliament House

North Terrace

ADELAIDE SA5000

Dear Mr Griffiths

LGA Response to Local Government (Rate Increases) Amendment Bill 2016

The Local Government Association's member councils have voted unanimously to reject the SouthAustralian Liberal Party's policy on rate capping.

Rate capping conflicts with our fundamental belief that decisions about council rates are better informedwhen they are made by local councils in consultation with their communities. South Australia is far betterserved when council budgets reflect the unique needs and aspirations of Iocal communities, rather thanconform to an artificial price index.

You assert that the Liberal Party is seeking to implement a cap on council rates in an effort to reduce cost ofliving pressures for South Australians. Addressing the cost of Iiving is an important goal and the Iocalgovernment sector is extremeiy proud of the role it plays in supporting and building the capacity of vulnerablecommunity members. A comprehensive overview of the services provided by SA councils to prevent orameliorate the impacts of poverty is available on the LGA website- http://www.lga.sa.gov.au/antipoverty

The introduction of rate capping would Iikely decimate the ability of Iocal government to continue providingthese invaluable social services.

The Liberal Party's '2036' manifesto includes priorities in health, education, community development andculture. If rate capping were to be introduced in South Australia, future state governments would need topursue these objectives without the current Ievel of support provided by councils. Communities and councilswould have Iimiteid discretion to continue with services such as health promotion, sport and recreationfacilities, seniors programs, settlement support, disability support and social inclusion programs. This wouldcreate upward pressure on other spheres of government to fund these activities. Alternatively, theseservices could be delivered by councils or other providers at additional cost to households through a servicecharge- creating more cost of living pressures for our most vulnerable community members.

l note that the Liberal Party of South Australia is currently conducting a survey to determine the level ofconstituent support for their rate capping Iegislation. This survey takes the form of a single yes or noquestion which asks the respondents to choose a position on the deliberately provocative proposition of'preventing unnecessary rate hikes'.

Given the overly simplistic and emotive nature of this 'survey', it will come as no surprise to anyone if thevast majority of respondents vote in favour of reduced taxes. However, this test of public opinion fails toinform the electorate that a vote for rate capping is a vote for reduced services, Iess choice, more red tapeand community assets that can't be maintained.

The evidence against rate capping is overwhelming. You are aware that the LGA made a detailedsubmission to the Economic and Finance Committee Inquiry into Rate Capping. We remain extremelydisappointed that you have introduced a Private Members Bill on rate capping before this inquiry hasconcluded. This Ieads us to the conclusion that the Liberal Party's rate capping policy is driven by populistpolitics rather than a sound evidence base.

R ..../2

148 Frome Street Adelaide SA 5000i GPO Box 2693 Adelaide SA 50m DX 546 i Tel 08 8224 2000 i Fax 08 8232 6336i Web www.lga.sa.gov.au

Version: 11, Version Date: 25/05/2016Document Set ID: 638225

ATTACHMENT 4



-2-

Councils in South Australia are under significant financial pressure, as they face increasing regulatory andcompliance burdens, reduced funding and the introduction or escalation of levies and charges. All of thesefactors impact on rates. Given the SA Liberal Party's desire to interfere with the rates collected by councils,we must ask what the Liberal Party has done to support the Iocal government sector on issues such as theindexation freeze on Financial Assistance Grants, Ioss of supplementary road funding, the introduction ofrubble royalties, steep hikes in the solid waste Ievy, community housing rebates, statutory fees and chargesthat have not been adjusted for 20 years and a state NRM Ievy that is included in South Australia's ratecollection calculations. It is our view that a genuine concern for reducing Iocal government costs would havetranslated into urgent action on these issues.

Despite these substantial challenges, much has changed in Iocal government in South Australia over thepast decade. The Financial Sustainability Inquiry of 2005 has Ied to profound and sustained improvementsin the financial practices of the sector. To demonstrate the extent of this change, the LGA would be pleasedto provide you with a detailed briefing on the key financial sustainability indicators that are reported onannually.

The Local Government Association and its members are committed to continuous improvement and arecurrently pursuing a positive and proactive reform agenda that will deliver further benefits for ourcommunities such as:

A more streamlined and transparent process for boundary adjustments that are genuinely in thecommunity interest

Greater flexibility for councils to work together on a regional basis to plan and deliver more efficientand effective services. The LGA is currently conducting an audit and economic analysis of allexisting shared service arrangements in place across the sector

Updated and expanded community consultation processes for strategic management plans, budgetsand rating

Introducing new requirements for performance measures, monitoring and reporting

Positioning Iocal government as a driver of economic development and a key partner in SouthAustralia's economic recovery

These are sensible, progressive reforms that will drive efficiency and deliver savings for communities,without the costs of rate capping. The LGA would be happy to provide a more detailed briefing on thisreform program.

*

*

@

@

*

In conclusion, the Iocal government sector is fundamentally opposed to the introductien of any rate cappingsystem in South Australia and will campaign strongly to protect communities from such a retrograde policy.

The Liberal Party's position on rate capping South Australia is impacting on the good relationship the Partyhas shared with the Iocal government sector for many years. If introduced, it will severely Iimit the ability ofthe sector to partner with a future Liberal Government on public infrastructure and on initiatives to makeSouth Australia better.

l urge you to reconsider your position and work with us to develop alternative Iocal government reforms thatwill not come at a cost to communities.

Yours sincerely

12' 6 . ,

Mayor Dave BurgessPresident

Telephone: 8224 2022Email: [email protected]

Version: 11, Version Date: 25/05/2016Document Set ID: 638225



Item 3.8 – Strategic Rating Policy ATTACHMENT 1 Strategic Rating Policy



TOWN OF GAWLER POLICY

CR15/153416/26974 1 of 9 The electronic version of this document is the controlled version. Printed copies are

considered uncontrolled. Before using a printed copy, verify that it is the current version.

Policy Number: 6.8

Policy Name: Strategic Rating

Classification: Public – Council Policy

Adopted: 22/06/2012; 25/06/2013; 22/07/2014; 5/05/2015

Frequency of Review: Annual

Last Review: May 2015June 2016

Next Review Due: May 2016June 2017

Responsible Officer(s): Manager Finance & Corporate Services

Policy and Code of Practice Manual File Ref:

CC10/2601

Council File Reference: CR14/15341CR16/26974

Legislation Authority: Local Government Act 1999

Related Policies and Codes: N/A

Related Procedures: N/A

1. Purpose

1.1 The purpose of this policy is to provide policy direction relating to the formulation and composition of annual Rates and Service Charges applied pursuant to Chapter 10 (Rates and Charges) of the Local Government Act 1999.

1.2 An explicit set of policies and procedures is a necessary tool for sound financial management providing the following benefits:

(a) Public accountability and transparency – Policies and procedurespublicly document the Council’s position on which it will base itsdecisions. They demonstrate the Council’s commitment to sound financialmanagement and establish transparency for audit purposes;

(b) Ensuring a considered approach – The formal adoption of carefullydocumented policies and procedures helps ensure that the Council’sposition on each issue has been properly considered, having regard toalternative approaches and the wider policy and statutory context;

(c) Consistency of decision making – By adopting clear Council policiesand procedures a consistent basis for decision-making over time isestablished. While the Council can make a decision contrary to itsadopted policy, it needs a deliberate decision to do so which helps toensure that proper consideration has been applied;

ATTACHMENT 1



STRATEGIC RATING POLICY 6.8



(d) Clear guidance for staff – Explicit policies and procedures set out the

required approach responsibilities and processes for staff to properly administer the financial business of the Council in accordance with its wishes and consistent with statutory requirements and sound financial management practices. This in turn protects staff from allegations of financial mismanagement as long as the policies and procedures are followed.

2. Definitions

2.1 All land within a Council area, except for land specifically exempt (e.g. crown land, Council occupied land and other land prescribed in Sec 147 of the Local Government Act 1999) is rateable.

2.2 General rates levied by the Council are a form of property-based taxation,

and not a fee for service, and are used by Council to fund the delivery of services to the community.

2.3 Service rates and charges are a fee for service, with the service rate/charge

being levied to recover the cost of providing the related activity from users of the service.

3. Policy

3.1 Property Valuations

3.1.1 The Council uses capital value as the basis for valuing land within the Council area. The Council considers that this method of valuing land provides the fairest method of distributing the rate burden across all ratepayers on the following basis:

(a) The equity principle of taxation requires that ratepayers of similar

wealth pay similar taxes and ratepayers of greater wealth pay more tax than ratepayers of lesser wealth.

(b) Property value is a relatively good indicator of wealth and capital

value, which closely approximates the market value of a property, provides the best indicator of overall property value.

3.1.2 The Council will adopt the valuations made by the State Valuation

Office on an annual basis. 3.2 General Rates

3.2.1 General Rates

Council endorses differential general rates by land-use based on the capital valuation of rateable properties. In accordance with the Clause 10 (Differentiating factors) of the Local Government (General) Regulations 1999, the following land use codes are utilised for rating purposes: (a) Residential (b) Commercial – Shop






(c) Commercial - Office (d) Commercial – Other (e) Industry – Light (f) Industry – Other (g) Primary Production (h) Vacant Land (i) Other 3.2.1.1 Council will determine a base general rate (for properties

contained within Residential, Primary Production and Other land use codes). Percentage loadings (on the base general rate) will then apply on all other land use categories. (a) A differential rate loading (above the base general

rate) will apply on all Vacant land properties as a disincentive towards land banking;

(b) A differential rate loading (above the base general

rate) will apply on all Commercial and Industrial properties in consideration of the following factors: i. Valuation methods involved within capital

compared to site value; ii. Overall service levels related to infrastructure

maintenance and Council services; iii. Tax deductibility; iv. Relative rates in neighbouring Councils; and v. Other relevant factors.

(c) In recognition of enhanced economies of scale and

capacity to pay for large high-valued businesses (such as major supermarket/retail chains and hotels), and to act as an economic stimulus in support of small low-valued businesses, the differential rate loadings for Commercial and Industrial properties will be applied on a progressive taxation basis (via the application of discretionary rate rebates for various property valuation range brackets).

3.2.1.2 Differential rate loadings applied will be reviewed annually

by the Council prior to adoption of annual General rates.

3.2.1.3 Additionally, Council may specifically determine to amend the distribution of general rate revenue due to the following factors:

(a) Where the Council may elect to increase the revenue

collected from a specific land use sector in recognition of the disproportionate impact such sector has on Council’s expenditure;

(b) Where the Council may elect to provide rate relief to a

certain land use sector in recognition of specific economic and financial hardship being experienced within the sector.






3.2.1.4 Should Council elect to redistribute general rate revenue due to either of the above two factors, Council will invite and consider public submissions (in accordance with its Public Consultation policy) prior to adoption.

3.2.1.5 Instances where either of the above occur will result in an

adjustment of the proportion of general rate revenue collected from other land use sectors.

3.2.2 Minimum Rate

3.2.2.1 Council applies a minimum rate to each rateable property to

represent each property’s minimum contribution towards the day-to-day operations of the Council.

3.2.2.2 The minimum rate set by Council will be reviewed on an

annual basis.

3.3 Separate Rates

3.3.1 The Council, pursuant to Section 154 of the Local Government Act 1999, may levy a separate rate.

3.3.2 Section 154(1) states that a Council may declare a separate rate on

rateable land within a part of the area of the Council for the purpose of planning, carrying out, making available, supporting, maintaining or improving an activity that is, or is intended to be, of particular benefit to the land, or the occupiers of the land, within that part of the area, or to visitors to that part of the area.

3.3.3 Should Council wish to consider the introduction of a separate rate it

will invite and consider public submissions (in accordance with its Public Consultation policy) prior to adoption.

3.3.4 Business Development Separate Rate (Town Centre / Non-Town

Centre)

This separate rate is levied against commercial and industrial properties for the purpose of developing and promoting business. The funds generated are to cover the costs of operations of the Gawler Business Development Group, which also acts as an advocate for the business community within Gawler. A higher proportion of the funds generated from the Separate Rate are sourced from properties within the Town Centre (refer Appendix 1), in recognition of additional services provided to such properties from the Gawler Business Development Group. The funding split between Town Centre / Non-Town Centre properties will be reviewed on an annual basis in consultation with the Gawler Business Development Group. Council has a signed agreement to collect the Separate rate on behalf of the Gawler Business Development Group for a seven year term which expires in June 2018.






3.4 Rate Rebates

3.4.1 Discretionary rate rebates provided will be reviewed by Council on an annual basis in February each year (for application from the following financial year) and mandatory rebates will be provided in accordance with the relevant provisions of the Local Government Act 1999.

3.4.2 Requests for additional discretionary rate rebates (i.e. over and above

those approved by Council in February each year) shall be referred to Council for consideration.

3.5 Rate Incentives – Discount

The Council will not provide a rate discount incentive for early payment in full.

3.6 Rate Capping

3.6.1 Pursuant to Section 153 (3) of the Local Government Act 1999,

Council will consider each year whether a maximum increase in the general rate to be charged on any rateable land that constitutes the principal place of residence of a ratepayer will apply.

3.6.2 If a residential rate cap percentage is adopted, the rate cap

percentage for self-funded retirees and ratepayers on fixed government benefits will be set at 50% of the normal rate cap percentage.

3.6.3 Due to the impact of disbanding the Car Park Separate Rate in

2012/13 and the redistribution of revenue subsequently foregone across all Commercial and Industrial properties, Council will consider a general rate capping percentage (based on the total of General Rates and Car Park Separate Rate paid in the previous financial year) for all Commercial and Industrial properties.

Rate capping provided to Commercial and Industrial properties

pursuant to this clause will cease from the 2016/2017 financial year. 3.7 Service Rates and Charges

3.7.1 Council will recover the cost of providing a kerbside refuse/recycling service via a bin-based service charge levied pursuant to Section 155 of the Act.

3.7.2 The kerbside refuse/recycling service is levied against all properties to

which the service is made available (excluding Primary Production properties with no, or minimal, built form and Vacant Land properties).

3.7.3 Should Council wish to consider the introduction of a new service

rate/charge it will invite and consider public submissions (in accordance with its Public Consultation policy) prior to adoption.






3.8 Adoption of Rates

3.8.1 The adoption of rates will not occur until Council has adopted its annual Business Plan / Budget for the financial year to which the rates relate, pursuant to Section 153 (5) of the Local Government Act 1999.

3.8.2 The adoption will ideally occur on or before the normal July Council

meeting each year.

3.9 Rate Payment Methods

The following methods will be provided for the payment of rates: (a) Payment over the counter at the Town Hall (Cash/Cheque/EFTPOS); (b) Payment by mail; (c) Payment at Australia Post outlets (either over the counter / phone /

internet); (d) Payment by B-Pay; (e) Payment via Council website; (f) Payment via Direct Debit; (g) Payment via B-Pay View (to be implemented during 2015/16 financial

year)

3.10 Withholding of Discretionary Rate Rebates for commercial properties in the Town Centre (refer shaded area within Appendix 1) in a state of neglect

3.10.1 The Council may, in its discretion, withhold the discretionary rate

rebate otherwise provided by the Council to commercial properties in the Town Centre, pursuant to Section 158(1)(b) of the Local Government Act 1999, if it determines the property, or any part of the property, to be in a state of neglect that detracts significantly from the amenity of the locality.

3.10.2 In making any such determination the Council will have regard to the

following considerations: (a) The features which establish the amenity of the locality in

which the property is situated; (b) The aspects of the amenity of the locality which the Council

seeks to preserve or encourage; and (c) The reasons why the particular property significantly detracts

from the amenity of the locality, and (d) Any other matters the Council considers relevant, including

comment from affected property owners, if provided.

3.10.3 The value of discretionary rate rebates withheld in accordance with Clause 3.10.1 will be retained in a Property Improvement Reserve Fund. The money in the Fund will be made available to property owners or businesses (including those contributing rebates) in the Town Centre for improving the appearance of their premises. Council will establish an application and merit assessment process.






4. Funding Requirements Related to Gawler East Link Road and Other

Infrastructure Related to Gawler East Development

Council will further investigate funding options related to the proposed Gawler East Link Road and other infrastructure related to Gawler East development

5. References and Relevant Legislation

(a) Chapter 10 (Rates and Charges) of Local Government Act 1999 (b) Clause 10 (Differentiating factors) of Local Government (General) Regulations

1999 (c) Local Government Association of SA ‘Financial Policies’ Information Paper –

August 2008 6. Review and Evaluation

The effectiveness of this Policy will be reviewed on an annual basis. The Chief Executive Officer will report to Council on the outcome of the evaluation and if relevant make recommendations for amendments, alteration or substitution of a new Policy.

The Policy will not be altered or substituted so as to affect a process already

commenced. The Policy will be reviewed after each general election of Council. 7. Further Information Further information about this Policy can be obtained by:- Telephone: 8522 9211 Fax: 8522 9212 Email: [email protected] Appointment: Town Hall, 89 – 91 Murray Street, Gawler Letter: PO Box 130, Gawler SA 5118 8. Availability of Policy

The Policy is available for inspection during ordinary business hours at the Council principal office, Gawler Town Hall or Library Council Offices, 89 – 91 Murray Street, Gawler or is available on the Council website at www.gawler.sa.gov.au.

A copy of this Policy will be provided to interested parties upon request, for a fee as contained in the Register of Fees and Charges.




http://www.gawler.sa.gov.au/




Appendix 1 – shaded area represents Town Centre area referenced in Clauses 3.3.4 and 3.10

