Council Meeting Agenda 26/06/17 5 Adoption of Council Plan 2017-21 (including the Strategic Resource Plan), Rating Strategy 2017-21 and Budget 2017-18 and Declaration of Rates and Charges
Abstract
Council resolved on 26 April 2017 to endorse the draft Council Plan 2017-21 (including the Strategic Resource Plan), proposed Rating Strategy 2017-21 and proposed Budget 2017-18 for public notice and exhibition in accordance with section 223 of the Local Government Act 1989 ("the Act").
The draft Council Plan 2017-21 (including the Strategic Resource Plan), proposed Rating Strategy 2017-21 and proposed Budget for the 2017-18 financial year was considered at a meeting of Council on 26 April 2016. At that meeting, Council resolved to give public notice in accordance with Section 129 of the Local Government Act 1989 (the Act) of Council’s intention to adopt the Proposed Budget. In response to the public notice, seven written submissions were received. No submissions were made on the proposed Rating Strategy 2017-21. One of the submitters was (by request) heard at a meeting of Council on 13 June 2017 in accordance with Section 223 of the Local Government Act 1989. It is recommended that Council adopt the Council Plan 2017-21 (including Strategic Resource Plan) (Attachment 1), Rating Strategy 2017-21 (Attachment 2), Budget 2017-18 (Attachment 3) and declare the rates for the 2017-18 financial year and that public notice be given of the decision in accordance with the Act.
Officers' recommendation
That Council resolve to endorse the Council Plan 2017-21 (including the Strategic Resource Plan), Rating Strategy 2017-21, Budget 2017-18 and declaration of rates and charges as follows:
1. That Council adopt the Council Plan 2017-21 (including the Strategic Resource Plan) Attachment 1, as annexed to the minutes, in accordance with Sections 125, 126 and 223 of the Local Government Act 1989.
2. That Council endorse the Rating Strategy 2017-21(Attachment 2, as annexed to the minutes), for the purposes of Regulation 12 of the Local Government (Finance and Reporting) Regulations 2014.
3. That Council, having given public notice in accordance with Section 129(1) of the Local Government Act 1989, and having received and considered submissions at a meeting of Council held on Tuesday 13 June 2017, adopt the Budget, including the Budgeted Financial Statements as defined by the Local Government (Finance and Reporting) Regulations 2014, (Attachment 3, as annexed to the minutes) for 2017-18.
4. That the Fees and Charges for 2017-18, as listed in Attachment 3 and annexed to the minutes, be effective from 1 July 2017.
5. Authorise the Chief Executive Officer or such other person(s) that the Chief Executive Officer selects to waive or reduce any fee and charge that Council from time to time adopts.
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6. The Chief Executive Officer or delegate gives public notice of this decision to adopt the Budget in accordance with Section 130(2) of the Local Government Act 1989.
7. The persons who made written submissions regarding the draft Council Plan 2017-21 and proposed Budget 2017-18 are notified in writing of Council’s decision and the reasons for the decision in accordance with Section 223(1) of the Local Government Act 1989.
8. That Council records the following reasons for the decision to adopt the 2017- 18 Budget:
a) It reflects the efficient and effective allocation of resources having regard to the objectives, roles and functions of Council.
b) It is appropriate to the priorities of Council having regard to the Council Plan 2017-21 and Council's Long Term Financial Strategy.
9. Declaration of rates and charges
9.1 Amount intended to be raised
The amount of $171,331,560 (or such greater amount as is lawfully levied as a consequence of this Resolution) be declared as the amount which Council intends to raise by general rates and the annual service charges (described later in this Resolution), which amount is calculated as follows:
General rates $147,524,885 (including supplementary valuations, early payment of rates discount) Cultural and recreational land charges $ 50,760 Annual service charges (waste) $ 22,339,000 Special rate schemes $ 1,416,915 Total rates and charges $171,331,560
9.2 General rates
(a) A general rate be declared in respect of and for the entire duration of the 2017-18 financial year.
(b) It be further declared that the general rate be raised by the application of a uniform rate.
(c) A percentage of 0.1382% be specified as the percentage of the uniform rate which may be alternatively expressed as 0.1382 cents in the dollar.
(d) It be confirmed that the general rate for all rateable land within the municipal district be determined by multiplying the Capital Improved Value of each rateable land by that percentage (so that the amount payable be 0.1382 cents in the dollar of the Capital Improved Value).
(e) It be confirmed that no amount is fixed as the minimum amount payable by way of general rate in respect of each rateable land within the municipal district.
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9.3 Cultural and recreational lands
All properties declared Cultural and Recreational Lands, under the Cultural and Recreational Lands Act 1963, are to be granted a 100% concession on rates with the exemption of six properties which are granted a 50% concession (so that the amount payable be 50% of 0.1382 cents in the dollar of the Capital Improved Value).
9.4 Municipal charge
No municipal charge be declared in respect of the 2017-18 financial year.
9.5 Annual service charges
Annual service charges be declared in respect of the 2017-18 financial year comprising:
9.5.1 Waste collection
(a) An annual service charge be declared for the collection and disposal of refuse. The annual service charge be in the sum of, and be based on the criteria specified below.
Annual service charge for the collection and disposal of refuse for residential land, non-residential land or non-rateable land:
240 litre bin commercial $850.00 240 litre bin residential (Only applies to households of four people) $850.00 240 litre bin concession $698.00 (The 240 litre bin concession rate will apply to residential properties only for households of five or more people or those with a specific medical condition requiring a larger bin size) 120 litre bin (residential and commercial) $349.00 80 litre bin (residential and commercial) $192.00 Waste environment levy (residential and commercial) $88.00
Minimum charge for each residential property $192.00 (except for vacant land and those residential properties required to service own refuse disposal as a condition of a Town Planning permit where a waste environment levy of $88.00 will be imposed as a contribution to waste and rubbish collection and recycling from public spaces as well as road and footpath street sweeping and cleansing).
The waste environment levy also applies to commercial premises that do not have a waste collection service provided by Boroondara to ensure these properties contribute to the cost of waste and rubbish collection from public places.
10. Early payment incentive
A 2.00% reduction incentive be declared for early payment in full by 31 August 2017, of the general rates and annual service charges previously declared, in accordance with Section 168 of the Local Government Act 1989.
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11. Payment options
In accordance with Section 167 of the Local Government Act 1989, payment of rates and charges can be made:
By one annual payment - pay on or before 31 August 2017 to receive a 2.00% discount - due on or before 15 February 2018 (no discount)
or
By four instalment payments made on or before the following dates: Instalment 1 - 30 September 2017 Instalment 2 - 30 November 2017 Instalment 3 - 28 February 2018 Instalment 4 - 31 May 2018.
Where the payment due date falls on a weekend or public holiday, the payment date will be the next business day.
or
By ten Direct Debit monthly instalments (interest free) payment plan. The first withdrawal will occur on 31 August 2017.
No additional instalment options be declared.
12. Consequential
(a) The Chief Executive Officer or delegate be authorised to levy and recover the general rates and annual service charges in accordance with the Local Government Act 1989.
(b) Council in accordance with Section 172 of the Local Government Act 1989 requires any person to pay interest on any amounts of rates and charges which: That person is liable to pay, and Have not been paid by the date specified for their payment.
(c) Council resolve, that if a ratepayer incurring late payment penalty interest is eligible for the State Government Pensioner Rate Rebate and has submitted an approved hardship application, the penalty interest rate to apply shall be equal to Council’s current weighted average investment earning rate of 2.56% per annum.
13. Borrowings
13.1 Council does not propose in this budget to exercise its power to borrow monies.
13.2 In accordance with the requirements of Section 146(1) of the Local Government Act 1989, sufficient financial capability has been included in the 2016-17 Budget and the associated Strategic Resource Plan to meet existing repayment options.
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14. Councillor and Mayoral allowances
That Council, having given public notice in accordance with Section 74 of the Local Government Act 1989, set the Councillor and Mayoral annual allowances for the period 2017-18 to 2020-21 as follows:
(a) The Councillor Allowance for 2017-18 be set at $29,630 per annum plus the equivalent of the superannuation guarantee contribution.
(b) The Mayoral Allowance for 2017-18 be set at $94,641 per annum plus the equivalent of the superannuation guarantee contribution.
(c) Subsequent adjustments in the period 2017-18 to 2020-21 shall be in accordance with any adjustments determined by the Minister for Local Government in accordance with Section 73B of the Act.
15. Minor administrative changes
The Chief Executive Officer be authorised to effect any minor administrative changes which may be required.
Document information
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Responsible director: Marilyn Kearney Corporate Services ______
1. Purpose
This report recommends that Council adopt the Council Plan 2017-21 (including the Strategic Resource Plan), Rating Strategy 2017-21 and Budget for 2017-18 and declare the rates for the 2017-18 financial year and that public notice be given of the decision in accordance with the Local Government Act 1989 ("the Act").
2. Policy implications and relevance to council plan
The draft Council Plan 2017-21 (including the Strategic Resource Plan), proposed Rating Strategy 2017-21 and proposed Budget for the 2017-18 have been prepared in accordance with Council policies and the State Government’s rate capping legislation. The strategies set in the draft Council Plan and the services and initiatives, as set in the proposed Budget, have determined the allocation of Council's financial resources. The proposed Rating Strategy identifies Council decisions with respect to the equitable levying of rates across the municipality.
In accordance with Section 126 and 129 of the Act, the Council Plan 2017-21 (including the Strategic Resource Plan), proposed Rating Strategy 2017-21 and proposed Budget for the 2017-18 was made available to the public for a four week period commencing Thursday 27 April 2017 and concluding Thursday 25 May 2017.
Advertisements were placed in The Age and Progress Leader newspapers at the commencement of the public notice period.
In accordance with the provisions of Section 223 of the Act, submitters were provided with the opportunity to address Council in support of their submissions. Council heard submissions to the draft Council Plan 2017-21 and proposed Budget 2017-18 at a meeting of Council held on Tuesday 13 June 2017.
3. Background
Council endorsed the draft Council Plan 2017-21 (including the Strategic Resource Plan), proposed Rating Strategy 2017-21 and proposed Budget for the 2017-18 for the purpose of public notice and exhibition at a meeting of Council held on 26 April 2017. The public notice of the Council Plan 2017-21 (including the Strategic Resource Plan), proposed Rating Strategy 2017-21 and proposed Budget for the 2017-18 advised that any person affected may make a submission to Council. Seven submissions received by Council in accordance with Section 223 of the Act were reported to Council at a meeting of Council on Tuesday 13 June 2017.
4. Outline of key issues/options
The Council Plan 2017-21 included in Attachment 1, Rating Strategy 2017-21 in Attachment 2 and the Budget 2017-18 in Attachment 3 being presented for Council adoption.
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There is a minor amendment to fees and charges. Attachment 4 "Amendments to 2017-18 Fees and Charges Schedule (extract)" outlines the variation and reasons for the change between the Proposed Budget endorsed by Council at the Council meeting held on 26 April 2017 and the Budget document presented in Attachment 3.
Additional information has been included in the Budget 2017-18 under external influences (page 4 & 79 of Attachment 1) regarding municipal property valuations. Proposed changes by the State Government will result in municipal property revaluations being conducted by the Valuer General on an annual basis and have the potential to reduce Council’s income and increase valuation costs. Future year budgets will need to make appropriate financial provision once changes are known.
Seven written submissions were received in response to the Proposed Budget 2017-18. One of the submitters was (by request) heard at a meeting of Council on 13 June 2017 in accordance with Section 223 of the Local Government Act 1989. A summary of the written submissions received is included in Attachment 5 and officer comments in relation to the submissions are noted.
Each of the submissions has been considered in light of the priorities facing Council and its overall plan and strategy. There are inevitability worthwhile initiatives that are unable to be funded given the finite resources available in Council's budget. Submissions provide useful information that can also be considered in future budget and planning processes.
5. Consultation/communication
Council endorsed the draft Council Plan 2017-21 (including the Strategic Resource Plan), proposed Rating Strategy 2017-21 and proposed Budget 2017-18 for public notice and exhibition in accordance with section 223 of the Local Government Act 1989 ("the Act") on Wednesday 26 April 2017. Public notice commenced on 27 April and concluded on 25 May 2017. Council heard submissions received at a meeting of Council held on Tuesday 13 June 2017.
6. Financial and resource implications
The financial and resource implications of the Budget can be found in the Budget document in Attachment 3.
7. Governance issues
The implications of this report have been assessed in accordance with the requirements of the Victorian Charter of Human Rights and Responsibilities.
The officers responsible for this report have no direct or indirect interests requiring disclosure.
8. Social and environmental issues
The allocation of resources in the Proposed Budget reflects Council’s commitment to community wellbeing. The services and initiatives proposed to be funded in the budget will deliver social and environmental benefits to the community.
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9. Conclusion
The Council Plan 2017-21, Rating Strategy 2017-21 and Budget for 2017-18 meets all legislated and regulatory requirements under the Local Government Act 1989 and Local Government Planning and Reporting Regulations 2014 and is recommended for adoption by Council.
Manager: Greg Hall, Chief Financial Officer
Report officer: Callista Clarke, Senior Management Accountant
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Our councillors and our wards
The City of Boroondara's 10 Council wards are represented by councillors, each elected by members of the community for a four-year term of office. The number of councillors was decided in consideration of equity of representation, the communities of interest, voter numbers and accountability to the community.
The City of Boroondara's 10 Council wards
The names of the wards were chosen to reflect the communities they represent. Ward names have significance for the areas covered, honouring significant people and landmarks in Boroondara's rich history.
The City of Boroondara is composed of 10 Councillors, each representing a ward.
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The Boroondara community
The City of Boroondara includes the suburbs of Ashburton, Balwyn, Balwyn North, Camberwell, Canterbury, Deepdene, Hawthorn, Hawthorn East, Kew and Kew East, and parts of Glen Iris, Surrey Hills and Mont Albert. History This area is the traditional lands of the people of the Eastern Kulin Language Group. After surveying the area in 1837, Robert Hoddle declared it the ‘Parish of Boroondara’ and because the area was densely wooded, he took the word from the Woiwurrung language, translating it as ‘where the ground is thickly shaded’. The first local government body was the Boroondara District Road Board, formed in 1854, which encompassed the areas that were to become Hawthorn, Kew and Camberwell. With the amalgamation of these cities in June 1994, the City of Boroondara was created. Population Boroondara has an estimated residential population of 174,787 people (at 30 June 2015). Compared with metropolitan Melbourne overall, we have a smaller proportion of young children and people aged 30 to 39, but a larger proportion of 10 to 19 year olds and people over 50 years. Of all 79 Victorian local government areas, Boroondara has the fifth largest population of people aged 85 years and over. At the last Census 3.7% of the population needed assistance with daily living tasks.
Where do we come from? Boroondara is increasingly culturally and linguistically diverse. The proportion of Boroondara residents who were born overseas increased from 25.5% in 2006 to 28.2% in 2011, when residents were born in more than 150 countries and spoke more than 120 languages. At the 2011 Census*, the majority of overseas born Boroondara residents had been born in a country where English is not a main language. Between 2006 and 2011 there was a large increase in the number of residents born in China and India in particular, and 60% of the Boroondara residents who first arrived in Australia to live during 2015 were born in one of these two countries. * The release of stage one data from the Census held on 9 August 2016 will be released after 27 June 2017
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Education hub By area, Boroondara has one of the highest concentrations of schools of all Victorian local government areas, with 57 secondary, primary and special education schools, including 13 combined primary and secondary schools, as well as Swinburne University, Swinburne TAFE, a University of Melbourne campus and two Universities of the Third Age. The City also has 10 neighbourhood and community centres where residents can complete a short course or obtain certified or pre-accredited training in a variety of subjects. Where do we work? A quarter of Boroondara’s employed residents work within the City of Boroondara and just under a quarter work in the City of Melbourne. Income levels for individuals and households were higher than the metropolitan Melbourne average at the 2011 Census, when 45% of Boroondara households had an income in the top 25% for Victoria. However, 15% of all Boroondara households are living on less than $600 a week. Where do we shop? Boroondara has a strong retail/commercial sector with the main shopping strips located at Camberwell Junction, Kew Junction and Hawthorn’s Glenferrie Road. Boroondara has 54 strip shopping centres. How do we live? At the 2011 Census, Boroondara had 65,164 dwellings, ranging from separate houses (62% of all dwellings) to medium and high density dwellings, which are more commonly found in Hawthorn and Hawthorn East. Housing affordability is a major issue with lower income earners facing rising rents. Average first-home buyers experience difficulties in affording a home in the City’s housing market, one of the most expensive in Victoria. About 1.3% of Boroondara’s housing is social housing (provided for non-profit purposes), which includes community-based and public housing. Transport The City has extensive train, tram and bus transport routes, but still has areas without easy access to public transport. Our sustainable transport pathways continue to expand, with over 57km of on-road bicycle lanes on arterial and local roads. The City also has 34km of shared paths across major trails, including the Gardiners Creek, Anniversary/Outer Circle, Main Yarra and Koonung trails. Our open spaces Boroondara has retained its green and leafy streets, parks and gardens due to water-wise and sustainable practices. The City is rich in its biodiversity and the array of flora and fauna; it has about 600 hectares of open space. The majority of residents have access to public open space close to their home. Like other municipalities, a challenge ahead will be to maintain the standard of our current environment, liveability and heritage amidst the impacts of climate change, water shortages, increased pollution, and increasing population densities and development. For more information and statistics about the City of Boroondara, go to www.boroondara.vic.gov.au/AAB
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Council Plan 2017-21
The context and structure of the Council Plan 2017-21
In this Council Plan, the Council elected in October 2016 outlines the strategic plan for its term in office.
This plan was created amidst a number of external challenges including: x the implementation of rate capping by the Victorian Government x increasing community expectations of services available online 24/7 x increased population density and residential development x demand for increased and improved Council facilities x traffic and parking congestion x the desire for more open space and parks.
To better understand our communities needs and desires in relation to these and other issues, an extensive program of consultation is being undertaken to engage with our residents. This consultation will be used to inform a 10-year community plan, which in turn will guide a major update of this Council Plan scheduled for June 2018.
This Council Plan will provide strong guidance for our activities over the coming year while the community consultation program is completed.
The structure of Council’s Planning framework is outlined in the diagram below, and highlights the relationship between the Council Plan, the annual Budget and service delivery.
Our Integrated Planning Framework
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Council Plan 2017-21
Along with the community's priorities, policies, grants and legislative changes are built into our corporate planning framework to ensure that Council represents the range of plans for the best outcomes for our City. Our Integrated Planning Framework summarises this process and the place of the Council Plan and Budget.
Measuring and reporting on the success of strategies, objectives and actions are essential. Key strategic Activities associated with Annual Commitments and related performance measures are identified for the Council’s term in accordance with Local Government Act 1989, and audited by the Victorian Auditor-General’s Office. Annual targets for strategic indicators are recorded in the annual Budget each financial year for the Council term. Along with the Strategic Indicators and other measures of success, these are included in Council’s Annual Report.
Overview of the Council Plan
The Council Plan 2017-21 outlines the way we hope to achieve our goals for the four-year Council term. The Budget lists annual commitments for each subsequent financial year for the 2017-21 Council term. The following diagram, Structure of the Council Plan, shows how the various parts of the plan fit together.
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Summary of Themes, Strategic Objectives and Strategies
Five key themes describe Council's focus for the next four years.
Theme 1 Strong and engaged communities
Theme 2 Sustainable environment
Theme 3 Enhanced amenity
Theme 4 Quality facilities and assets
Theme 5 Responsible management
Strategic Objectives under each theme include a set of Strategies that describe how we will deliver our service to the community in the 2017-21 Council term.
Theme 1 Strong and engaged communities
Strategic Objectives Strategies (desired outcomes) (how we will achieve these outcomes) Our community has a Strategy 1 Communication and engagement say in matters of interest to them in Develop a range of communications and engagement opportunities achieving to meet differing and emerging community needs. Boroondara’s vision. Community outcome: Council information and services meet community expectations and an organisation that demonstrates its culture of engagement. Community needs Strategy 2 Community inclusion are identified and responses planned Monitor and plan for the community’s changing needs to support accordingly. their health and wellbeing, aspirations and opportunities to contribute to community life. Community outcome: A cohesive, healthy and connected community. Opportunities are Strategy 3 Local business provided to enable people in our Facilitate a positive business and community spirit by welcoming community to be appropriate business investment and supporting existing commerce supported and and local shopping centres. involved. Community outcome: A strong Boroondara economy, supported by a positive business and community spirit. Strategy 4 Families and young people Plan, lead and facilitate high quality services to meet the needs of children, young people and their families. Community outcome: Healthy, connected families and youth who can access a wide range of opportunities. Strategy 5 Health, ageing and disability Plan, facilitate and implement (where appropriate) programs that create stronger communities that enhance the health, wellbeing and independence of older people and people with disabilities. Community outcome: Our community members, especially older people and those with disabilities, are supported to be independent and feel safe.
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Strategic Objectives Strategies (desired outcomes) (how we will achieve these outcomes) Strategy 6 Library services Continue to evaluate Boroondara’s library service and respond effectively to diverse and changing needs for knowledge, information and recreation. Community outcome: Innovative library services for everyone. Strategy 7 Arts and culture Provide services, programs and facilities for the community to participate in a broad range of arts and cultural activities. Community outcome: Innovative cultural programs and events for all members of the community.
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Theme 2 Sustainable environment
Strategic Objective Strategies (desired outcomes) (how we will achieve these outcomes) Our natural and Strategy 8 Living sustainably urban environment Promote sustainability through sound environmental practice. is improved in a sustainable way. Community outcome: A sustainable future for our community. Strategy 9 Parks, gardens and natural environment Apply sustainable practices in managing our parks, gardens, sportsgrounds and urban street trees. Community outcome: High quality natural environments, parks and gardens for our current and future communities. Theme 3 Enhanced amenity
Strategic Objective Strategies (desired outcomes) (how we will achieve these outcomes) Facilitate the Strategy 10 Land use, planning and building process of urban renewal throughout Engage with our community in striving for protection and the City to enhance enhancement of the natural and built environment. amenity by efficient Community outcome: Strategic and sound planning to protect and and effective permit enhance our community's liveability and environment. issuing Strategy 11 Parking, traffic and transport administration. Respond effectively and efficiently to community needs on parking, traffic and appropriate transport issues. Community outcome: Appropriate traffic controls, parking rotation and availability, and transportation solutions. Strategy 12 Safety and amenity Implement appropriate policies, strategies and practices that will improve neighbourhood amenity and safety. Community outcome: High standards of community safety, health and amenity. Theme 4 Quality facilities and assets
Strategic Objective Strategies (desired outcomes) (how we will achieve these outcomes) The community’s Strategy 13 Managing assets current and future needs for assets Implement strategies for the development and ongoing renewal of and facilities are Council’s physical assets proactively Community outcome: Assets, activities and processes are well managed managed. and deliver safe and usable facilities. Strategy 14 Leisure and sporting facilities Manage, develop and improve the City’s leisure and sporting assets for long-term sustainability, amenity and public safety to promote community wellbeing. Community outcome: High quality sports facilities for everybody to enjoy.
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Theme 5 Responsible management
Strategic Objective Strategies (desired outcomes) (how we will achieve these outcomes) Decision-making in Strategy 15 Governance the delivery of high quality services by Ensure Council is open, transparent, inclusive and accountable to capable and the community through sound governance practices for making and professional people implementing decisions. reflects transparent, Community outcome: A high standard of democratic and corporate accountable and fair governance and sound financial records and budget systems are practices. maintained. Strategy 16 Business support Continue to improve and implement processes for service delivery and reporting practices. Community outcome: Best practice approach to service delivery, information technology and records management to enhance community service. Strategy 17 Customer responsiveness Promote a culture of innovation and improvement to ensure we continue to offer a relevant, responsive and friendly service to the community. Community outcome: Council information and services meet community expectations. Strategy 18 People support and development Increase our internal capability for service delivery and ensure that the City of Boroondara is seen as an employer of choice through effective professional development opportunities focused on change and customer experience. Community outcome: Best practice approach to service delivery and people development and management. Sound financial Strategy 19 Financial management and risk management Ensure sound governance practices and financial management practices are processes, budget systems and valuation practices in accordance carried out. with professional standards and legislative requirements. Community outcome: Sound financial management processes, quality records and budget systems are maintained. Strategy 20 Risk management Provide risk management processes in accordance with professional standards and legislative requirements. Community outcome: Sound risk management processes and systems are maintained.
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Council Plan 2017-21
Strategic Indicators
Success in achieving the Strategic Objectives is measured by reporting against Strategic Indicators.
Theme 1: Strong and engaged communities
Strategic Objective: Our community has a say in matters of interest to them in achieving Boroondara's vision
Performance Measure Department
Percentile ranking of community satisfaction with consultation Communications and and engagement measured through the Victorian Government Customer Experience Community Satisfaction Survey.
Strategic Objective: Community needs are identified and responses planned accordingly
Community consultation for all major community infrastructure Communications and projects. Customer Experience
Strategic Objective: Opportunities are provided to enable people in our community to be supported and involved
Number of members of the Boroondara Business Network. Economic Development
Percentage of users satisfied with training and support initiatives Economic Development for local business.
Number of young people attending Youth Services programs or Family, Youth and services. Recreation
Proportion of infants born that receive primary immunisations. Health, Active Ageing and Disability Services
Percentage of infants enrolled who receive the first Maternal Family, Youth and and Child Health Home visit. Recreation
Proportion of registered premises that are inspected annually as Health, Active Ageing and required by the Food Act 1984 and the Public Health and Disability Services Wellbeing Act 2008.
Number of people participating in active ageing programs and Health, Active Ageing and events. Disability Services
Number of attendances at library programs and events. Library Services
Overall participation in library services (includes loans, returns, Library Services visits, program attendances, e-books and audio loans, enquiries, reservations, Wi-Fi and virtual visits).
Number of capacity building workshops offered to volunteer Community Planning and involving organisations. Development
Number of community events programmed by Arts and Culture. Arts and Cultural Services
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Council Plan 2017-21
Theme 2: Sustainable environment
Strategic Objective: Our natural and urban environment is improved in a sustainable way
Performance Measure Department
Tonnes of CO2 emissions from energy used in all Council Environment and owned and operated buildings, street lighting, Council fleet, taxi Sustainable Living and air travel.
Volume of harvested water (rain and stormwater) re-used within Environment and Council buildings and open space irrigation. Sustainable Living
Waste diversion from landfill, calculated as the proportion of the Parks and Infrastructure overall kerbside waste stream that is recycled (includes paper, bottles and green waste) instead of being disposed to landfill.
Customer Satisfaction survey, measures user satisfaction with a Parks and Infrastructure range of parks in Boroondara, benchmarked with participating Councils.
Theme 3: Enhanced amenity
Strategic Objective: Facilitate the process of urban renewal throughout the City to enhance amenity by efficient and effective permit issuing administration
Percentage of building permits approved within 30 days. Building Services
Percentage of planning applications processed within 60 days. Statutory Planning
Percentage of graffiti removed from Council owned assets Parks and Infrastructure within one business day of notification.
Theme 4: Quality facilities and assets
Strategic Objective: The community's current and future needs for assets and facilities are proactively managed
Percentage completion of six monthly defect inspections on Asset Management Council roads and footpaths in higher risk locations.
Percentage of capital projects completed at the conclusion of Projects and Strategy the financial year (based on number of projects).
Percentage of adopted capital projects completed at the Projects and Strategy conclusion of the financial year (based on the most recent amended budget).
Number of proactive strip shopping centre maintenance Parks and Infrastructure inspections completed.
Number of visits to Boroondara's leisure and aquatic facilities. Family, Youth and Recreation
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Theme 5: Responsible management
Strategic Objective: Decision-making in the delivery of high quality services by capable and professional people reflects transparent, accountable and fair practices
Performance Measure Department
Percentage of Freedom of Information Requests responded to Governance within prescribed timeframes.
Average time callers wait before their call is answered. Communications and Customer Experience
Workcover Employer performance rating. People, Culture and Development
Strategic Objective: Sound financial and risk management practices are carried out
Adjusted Working Capital Ratio - Measures the ability to pay Finance and Corporate existing liabilities in the next 12 months. Planning
Percentage completion of Audit Committee annual plan. Commercial and Property Services
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Strategic Resource Plan Financial Strategy Principles:
Sustainable Budgeting Principle Council will implement a sustainable budget and financial strategy that caters for short and long-term planning responsibilities.
Community expectations are a key driver of the strategy, as reflected in the Council Plan, and Council strives to adequately resource current and future need across the City. Council has limited financial and non-financial resources and faces wide-ranging and complex community wants and needs.
Council is committed to delivering an annual operating surplus to provide funds for capital projects and infrastructure renewal, for both current and future generations.
When identifying sources of revenue and determining expenditure needs, Council will ensure that these community needs can be adequately addressed in the future.
Rating Revenue Principle Council will comply with the Victorian Government’s rate capping legislation which limits rate increased to an amount set by the relevant Minister.
A rating strategy that determines the allocation of rate contributions across the municipality will be considered by Council each term.
‘Special Rate Schemes’ may be used to provide direct benefits to clearly identified ratepayer groups, such as retail shopping centres.
Pricing of Services Principle Council will set fees and charges for services having regard to Council's Pricing Policy and specific fee policies in applicable areas of Council, while incorporating cost recovery principles and marketplace competition. User capacity to pay, equity in the subsidisation of services, community service benefits, statutory or service agreement limitations, and results of benchmarking of similar services, also impact the striking of a fee or charge.
Council will decide on the levels of cost recovery that are suitable for each service. The accurate measurement of costs, including overheads, enables identification of any level of subsidy provided to a service. This information further contributes to the pricing of services model.
Council does not have discretion to alter fees and charges set by the Victorian Government, however will continue to advocate for these fees to be set at levels where cost recovery is possible.
Where service fees provide a surplus, the funds will be used to maintain the general level of services in the City.
In order to maintain the relationship between the cost of a service and the fee charged for the provision of the service, in the absence of a public policy requirement, fees and charges will be increased annually in line with either labour costs, Consumer Price Index inflation or direct cost increases.
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Council considers pricing signals and/or price disincentives as legitimate methods to encourage behavioural changes consistent with relevant Council policies.
Waste Management Principle Council will use waste management pricing strategies that encourage waste avoidance, minimisation and recycling, and these will be supported by educational programs and appropriate services.
The identification and separate billing for a waste service is intended to encourage and promote waste minimisation in the community.
Council seeks to recover costs for these services.
Intergovernment Funding Principle Council supports the Intergovernmental Agreement that requires other levels of government to fully fund services delivered on their behalf. Council will maximise the level of grants and subsidies received from Victorian and Australian Governments to achieve a better share of government taxes for the Boroondara community.
Where cost shifting from other levels of government is apparent, Council will communicate to its community the impacts of these cost impositions. Access to growth grants revenue is critical to meet the demands of a growing economy.
Funds received from other levels of government will normally be expected to meet the full direct and indirect costs of providing those services. Council opposes cost shifting from other levels of government and may not contribute funding or assets to services that are the responsibility of other levels of government. In circumstances where Council provides a subsidy to a service, a determination will be made ensuring the contribution does not outweigh the community benefit.
Employee Costs Principle Council will attract and retain suitable staff through remuneration levels and workplace policies, while ensuring that there is effective and efficient management of staff costs and number of employees.
The cost of employment is a major budget component in the provision of Council services. Council values committed staff and recognises their critical role to the wellbeing of the Boroondara community.
As articulated in Council’s People Strategy, Council remains committed to the provision of fair pay, learning and development for staff and a workplace culture appropriate for an Employer of Choice.
Priority Projects Expenditure Principle Council will separately fund projects of a non-recurring operating nature identified in the Council Plan as priority projects.
Priority projects that are not started or completed within the budget year are subject to future budget and planning considerations. These projects will be reassessed against any revised Council priorities.
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Management of Expenditure Principle Council will review all Council expenditure. Fundamental to this process is community consultation and benchmarking of cost and quality standards of service and efficiency against like services in the public and private sectors.
Ongoing commitment to a customer centric service model is integral to this principle.
Where possible, increased service levels, or increases in demand for a service, are to be provided or funded through productivity gains.
Ongoing service reviews will assess services in accordance with:
x a demonstrated community need x stakeholder views x access, equity of need and benefit to the community x community expectation of service level and quality x legislative imperatives x identification of alternative providers, both public and private x Council’s capacity to provide the service x the availability of Victorian or Australian Government funding x budget priorities.
Amended Budget Principle Council will amend the Annual Budget for internal management reporting purposes to ensure prudent and transparent budgeting and financial planning.
Council will ensure a rigorous approach to budget management. The Budget will be amended where necessary following finalisation of the annual accounts.
Amended budgets enable Council to review and approve variances to revenue and expenditure resulting primarily from external factors, ensuring accountability and optimal budget control for management reporting purposes. Amendments to the adopted budget will be considered under the following circumstances:-
x additional income has been received x reduction in income due to identified reasons x transactions required subsequent to finalisation of end of year accounts x expenditure increases matching additional income x additional non discretionary expenses x deferred expenditure x sound accounting processes to meet audit requirements.
In the circumstance where additional cash surplus is identified (after taking into account cash requirements of future years), opportunities to reduce planned borrowings should be considered prior to allocation of new expenditure.
New expenditure identified (if any) should be considered within the overall priority listing of works across the City. This may include bringing forward foreshadowed works in a staged approach. Existing commitments of staff and project management resource will be considered to ensure deliverability prior to endorsement of additional expenditure.
The Annual Report will detail performance against the original Budget as adopted by Council as the Annual Budget.
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Principles relating primarily to management of Council assets:
Asset Management Principle Council will provide well-maintained community assets that are fit for their purpose and provide best possible community benefit. Council’s budget and long-term strategy will commit, with specific budget provision, an appropriate level of expenditure to ensure ongoing asset maintenance and renewal.
Council will plan and appropriately resource the necessary work on infrastructure to ensure that all assets are maintained fit for purpose. Accurate asset data and condition assessments will be drawn upon to inform the annual budgeting and works programs.
Asset management involves anticipating and managing risk and asset failures. Council is committed to increasing expenditure on asset renewal in order to sustainably manage its community infrastructure. Appropriate expenditure is allocated to ensure that compliance and safety regulations are addressed for all assets.
The separate asset renewal component of total capital works expenditure will be based on needs identified in asset renewal plans that will include amounts sufficient to fund renewal of our assets to agreed standards as established in the asset management plans.
Each asset renewal obligation will be determined by the asset renewal provision based on the replacement cost and remaining useful life of the asset to meet minimum community standards established through the asset management plans.
Council will maintain a capital sustainability index of greater than one-to-one until the assets have reached standards defined in the asset management plans. The sustainability index is defined as the ratio of renewal expenditure on infrastructure assets compared to the annual depreciation expense incurred by these assets.
Council will seek the most effective community outcome from the application of asset renewal funds, which may not necessarily result in the replication of existing facilities, but could involve the adaptive re-use of an asset. In such circumstances, asset renewal funds will complement new and upgrade funding as appropriate.
Creating Community Assets Principle Council will ensure that the community has access to required community infrastructure, located to meet community needs and city wide priorities and designed with regard to current and future needs.
Construction and acquisition of new community assets must respond to existing needs, new identified needs or adopted strategies. Such facilities must remain within the limitations of Council’s financial and resource capacity and provide clear and tangible benefits. Opportunities for community partnerships to develop assets will be pursued.
In reviewing any proposal, Council will consider the financial mechanisms available to assign the capital costs to current and future generations. Asset substitution can be a source of finance where a newly-created asset consolidates services and the vacated asset becomes available for sale.
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Analysis of the creation of new assets will also consider contributions to the public realm, environmental and social benefits. The financial analysis will have regard to consequent operational maintenance and renewal costs.
Property Holdings Principle Council will manage, acquire and dispose of property in the best interest of the Boroondara community. Council recognises the importance of property holdings over the long term to community wellbeing.
Assets will only be considered for disposal where there is no clear Council or community need for that asset in the foreseeable future. All property considered for disposal will undergo a thorough evaluation based on both financial and community benefit factors. Open space will not be sold unless replaced by areas of equal size and/or value. Any proceeds derived from property realisation will be directed towards funding land acquisition, new/upgrade capital works or debt reduction and will not be used to fund operating expenditure. Council will not necessarily hold property that has no current or future identified purpose, or if that purpose can be met more effectively in other ways.
Existing holdings or strategic acquisitions must meet existing needs, new identified needs or adopted strategies. To enhance community benefit opportunities for the alternative use of property (including asset realisation) will be investigated.
Regular reviews of asset holdings will be conducted to identify opportunities for asset realisation. Asset management plans, asset usage, land use planning documents and community benefit will be considerations in such reviews.
Council Reserves Principle Council will maintain a series of cash backed reserves for use in predefined circumstances.
Due to legislative limitations, local government is unable to undertake borrowings not pre- approved through the annual Budget process. For this reason Council will hold cash backed reserves for use in pre-defined circumstances.
Due to the nature of these funds, and potential for immediate use, the cash will not be considered as part of Council’s internal budgeting and management reporting processes. They will be treated as a source of funds only available for the stated purpose. The only other potential use for these funds is the retirement of existing Council debt.
Until these funds are used for the stated purpose the cash contained within these reserves will be managed in line with Council’s Investment Policy.
These reserves will be held as assets in Council’s balance sheet and the cash within the fund will be available for the predefined purposes outlined in the below Strategic Acquisition Fund, Open Space Development Fund and the Defined Benefit Superannuation Fund.
Strategic Acquisition Fund A fund for the purpose of acquiring new assets.
As strategic parcels of land may become available at short notice, Council has created a Strategic Acquisition Fund. This fund allows for the acquisition of strategic assets within the municipality as they become available.
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The Strategic Acquisition Fund will be available for the purpose of acquiring new strategic assets where they are required for the provision of community services or for additional public open space.
Open Space Development Fund A fund for the purpose of acquiring land for use as public open space.
As strategic parcels of land may become available at short notice, Council has created an Open Space Development Fund. This fund allows for the acquisition of land within the municipality for conversion to public open space as it becomes available.
Defined Benefit Superannuation Fund A fund for the purpose of meeting potential defined benefit superannuation calls as they arise.
All councils in Victoria have a legal obligation to provide additional funds to the Local Government Defined Benefit Superannuation Fund (LGDBF) should a shortfall in the superannuation funds vested benefit index occur.
To ensure that services to the community are not otherwise affected and in order for Council to meet its obligations, Council has established its own Defined Benefit Superannuation Reserve for use should a call be made by the LGDBF trustee.
Concept Master Plan Principle Council will ensure that the short and long-term interests of the community are appropriately addressed. Concept Master Plans are an aid to future planning for the allocation of resources.
Concept Master Plans do not represent a commitment to implement all components of the plan, which will be reviewed at regular intervals, and may be subject to change. The Concept Master Plan components will be considered annually as part of the budget process, in conjunction with all Council Plan and Budget priorities.
Concept Master Plans must inform asset management plans and future works planning.
Principles relating primarily to management of Council financial position:
Financial Principle Council will fund all operating and capital expenditure in a prudent, ethical and responsible manner. Council will seek and accept external funding contributions to a project where the acceptance of the funding will not compromise Council’s principles or objectives.
Council will seek to maximise all external funding opportunities, including transfers from other levels of government and other financing opportunities where appropriate, and having regard to the financial impacts and outcomes for the community. Following the decision to proceed with a project, external funding commitments will be formalised through a Heads of Agreement.
While an external funding opportunity should be part of the overall project, its consideration should remain only one factor in the decision-making process. Accordingly, care should be taken to not inappropriately commit Council to the acceptance of funding opportunities before the project is determined as suitable and of immediate priority. This is necessary to
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avoid the unreasonable distortion of Council's priorities due to the availability of external funding.
Debt within prudent levels is considered to be a legitimate funding source, particularly for the creation of income-generating assets and new or extended assets servicing current and future generations.
Council maintains debt at levels that are serviceable and sustainable, while ensuring community needs are adequately addressed.
Debt will be maintained at levels below the following guidelines:
x indebtedness as a percentage of rate revenue – 60 per cent or less - defined as the total amount of interest bearing liabilities compared to the annual rates levy x debt servicing costs as a percentage of total revenue – 5 per cent or less - defined as the interest expense incurred on interest bearing liabilities compared to the total revenue base.
Cash Management Principle Council will monitor its Working Capital Ratio (current assets/current liabilities) to ensure the maintenance of the required level of cash to meet operational requirements.
The ratio will remain at or above 1.20 to 1 plus:
x the provision of a cash contingency of 0.5% of general rate revenue for works in response to emergency situations e.g. storm event, and x cash held in Council's endorsed reserves (see Council’s reserves principles).
Council will maximise the return on cash funds invested and ensure investment placements remain within ethical and legislative constraints.
Outstanding debtors will be converted to cash by adopting commercial practices and benchmarks.
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Financial Statements Comprehensive Income Statement For the four years ending 30 June 2021
Forecast Strategic Resource Plan Actual Budget Projections 2016-17 2017-18 2018-19 2019-20 2020-21 $'000 $'000 $'000 $'000 $'000
Income Rates and charges 166,831 171,632 176,556 181,583 187,078 Statutory fees and fines 14,330 15,059 15,368 15,691 16,044 User fees 14,155 13,622 14,232 14,907 15,284 Grants - operating 14,293 14,206 14,473 14,776 15,086 Grants - capital 1,526 3,119 4,539 20 154 Contributions - monetary 4,984 4,965 3,455 3,528 3,609 Other income 8,186 7,472 6,883 6,982 7,538 Total income 224,305 230,075 235,506 237,487 244,793
Expenses Employee costs 83,629 86,743 88,945 91,936 94,886 Materials and services 64,013 65,497 60,163 62,759 64,929 Bad and doubtful debts 1,125 1,175 1,200 1,225 1,253 Depreciation and amortisation 32,182 32,987 31,353 32,129 32,470 Borrowing costs 2,534 2,349 1,652 1,424 1,342 Other expenses 11,029 11,423 11,663 11,908 12,182 Net loss on disposal of property, plant and 3,000 3,000 2,665 2,785 2,665 equipment, infrastructure Total expenses 197,512 203,174 197,641 204,166 209,727
Surplus for the year 26,793 26,901 37,865 33,321 35,066
Other comprehensive income items that will not be reclassified to surplus or deficit in future periods: Other - - - - - Total comprehensive result 26,793 26,901 37,865 33,321 35,066
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Balance Sheet For the four years ending 30 June 2021
Forecast Strategic Resource Plan Actual Budget Projections 2016-17 2017-18 2018-19 2019-20 2020-21 $'000 $'000 $'000 $'000 $'000 Current assets Cash and cash equivalents 105,475 101,266 63,607 66,028 69,470 Trade and other receivables 11,217 11,367 10,438 10,538 10,647 Other financial assets 90 90 90 90 90 Other assets 1,134 1,144 1,154 1,164 1,174 Total current assets 117,916 113,867 75,289 77,820 81,381
Non-current assets Trade and other receivables 31 31 31 31 31 Property, infrastructure, plant and equipment 3,315,369 3,343,101 3,402,663 3,433,596 3,465,176 Investment property 8,713 8,713 8,557 8,405 8,254 Intangible assets 739 739 623 454 359 Total non-current assets 3,324,852 3,352,584 3,411,874 3,442,486 3,473,820 Total assets 3,442,768 3,466,451 3,487,163 3,520,306 3,555,201
Current liabilities Trade and other payables 20,006 20,391 20,824 21,266 21,760 Trust funds and deposits 3,289 3,376 3,463 3,550 3,637 Provisions 16,270 16,749 17,415 18,108 18,829 Interest-bearing loans and borrowings 4,235 18,433 1,495 1,572 1,674 Total current liabilities 43,800 58,949 43,197 44,496 45,900
Non-current liabilities Provisions 2,198 2,264 2,356 2,451 2,550 Investment in associates and joint ventures 739 739 739 739 739 Interest-bearing loans and borrowings 44,713 26,280 24,787 23,215 21,541 Total non-current liabilities 47,650 29,283 27,882 26,405 24,830 Total liabilities 91,450 88,232 71,079 70,901 70,730
Net assets 3,351,318 3,378,219 3,416,084 3,449,405 3,484,471
Equity Accumulated surplus 867,674 892,775 928,840 960,361 993,627 Reserves 2,483,644 2,485,444 2,487,244 2,489,044 2,490,844 Total equity 3,351,318 3,378,219 3,416,084 3,449,405 3,484,471
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Statement of Changes in Equity For the four years ending 30 June 2021
Accumulated Revaluation Other Total surplus reserve reserves $'000 $'000 $'000
2017 Balance at beginning of the financial year 3,324,525 844,634 2,471,233 8,658 Surplus (deficit) for the year 26,793 26,793 - - Net asset revaluation increment (decrement) - - - - Transfer to other reserves - (3,753) - 3,753 Transfer from other reserves - - - - Balance at end of the financial year 3,351,318 867,674 2,471,233 12,411
2018 Balance at beginning of the financial year 3,351,318 867,674 2,471,233 12,411 Surplus (deficit) for the year 26,901 26,901 - - Net asset revaluation increment (decrement) - - - - Transfer to other reserves - (1,800) - 1,800 Transfer from other reserves - - - - Balance at end of the financial year 3,378,219 892,775 2,471,233 14,211
2019 Balance at beginning of the financial year 3,378,219 892,775 2,471,233 14,211 Surplus (deficit) for the year 37,865 37,865 - - Net asset revaluation increment (decrement) - - - - Transfer to other reserves - (1,800) - 1,800 Transfer from other reserves - - - - Balance at end of the financial year 3,416,084 928,840 2,471,233 16,011
2020 Balance at beginning of the financial year 3,416,084 928,840 2,471,233 16,011 Surplus (deficit) for the year 33,321 33,321 - - Net asset revaluation increment (decrement) - - - - Transfer to other reserves - (1,800) - 1,800 Transfer from other reserves - - - - Balance at end of the financial year 3,449,405 960,361 2,471,233 17,811
2021 Balance at beginning of the financial year 3,449,405 960,361 2,471,233 17,811 Surplus (deficit) for the year 35,066 35,066 - - Net asset revaluation increment (decrement) - - - - Transfer to other reserves - (1,800) - 1,800 Transfer from other reserves - - - - Balance at end of the financial year 3,484,471 993,627 2,471,233 19,611
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Cash Flow Statement For the four years ending 30 June 2021 Forecast Strategic Resource Plan Actual Budget Projections 2016-17 2017-18 2018-19 2019-20 2020-21 $'000 $'000 $'000 $'000 $'000 Inflows Inflows Inflows Inflows Inflows (Outflows) (Outflows) (Outflows) (Outflows) (Outflows)
Cash flows from operating activities Rates and charges 166,731 171,532 177,485 181,483 186,969 Statutory fees and fines 13,255 13,834 14,168 14,466 14,791 User charges and other fines 15,571 14,984 15,655 16,398 16,812 Grants - operating 15,291 15,187 15,471 15,795 16,125 Grants - capital 1,526 3,119 4,539 20 154 Contributions - monetary 4,984 4,965 3,455 3,528 3,609 Interest received 2,570 2,170 1,739 1,558 2,274 Trust fund and deposits taken 19,434 19,970 20,020 20,070 20,120 Other receipts 6,178 5,832 5,658 5,966 5,790 Net GST refund / payment 9,357 11,017 13,397 10,992 11,071 Employee costs (82,421) (86,198) (88,187) (91,148) (94,066) Materials and services (74,067) (75,158) (72,137) (72,355) (74, 501) Trust fund and deposits repaid (19,349) (19,883) (19,933) (19,983) (20,033) Other payments (11,993) (12,424) (12,685) (12,951) (13,249) Net cash provided by operating activities 67,067 68,947 78,645 73,839 75,866
Cash flows from investing activities Payments for property, plant and equipment (49,630) (66,572) (96,219) (70,599) (69,510) Proceeds from sale of property, plant and equipment - - - 2,100 - Proceeds (payments) for investments 56,410 - - - - Net cash used in investing activities 6,780 (66,572) (96,219) (68,499) (69,510)
Cash flows from financing activities Finance costs (2,534) (2,349) (1,652) (1,424) (1,342) Repayment of borrowings (4,049) (4,235) (18,433) (1,495) (1, 572) Net cash used in financing activities (6,583) (6,584) (20,085) (2,919) (2,914)
Net increase (decrease) in cash and cash equivalents 67,264 (4, 209) (37,659) 2,421 3,442 Cash and cash equivalents at beginning of year 38,211 105,475 101,266 63,607 66,028 Cash and cash equivalents at end of year 105,475 101,266 63,607 66,028 69,470
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Statement of Capital Works For the four years ending 30 June 2021 Forecast Strategic Resource Plan Actual Budget Projections 2016-17 2017-18 2018-19 2019-20 2020-21 $'000 $'000 $'000 $'000 $'000
Property Land improvements 2 100 525 538 552 Total land 2 100 525 538 552 Buildings 20,595 33,482 56,055 41,255 39,027 Building improvements 715 2,271 3,452 304 305 Total buildings 21,310 35,753 59,507 41,559 39,332 Total property 21,312 35,853 60,032 42,097 39,884
Plant and equipment Plant, machinery and equipment 1,342 1,303 1,072 979 1,003 Fixtures, fittings and furniture 249 578 490 495 500 Computers and telecommunications 2,326 1,673 815 613 630 Library books 985 985 985 985 985 Total plant and equipment 4,902 4,539 3,362 3,072 3,118
Infrastructure Roads 9,957 10,887 10,717 11,039 11,324 Bridges 56 58 1,560 62 63 Footpaths and cycleways 2,047 2,934 2,997 2,484 2,069 Drainage 4,490 4,370 5,091 5,337 5,272 Recreational, leisure and community facilities 1,860 1,993 4,066 1,211 1,477 Parks, open space and streetscapes 3,656 5,328 7,765 4,649 5,639 Off street car parks 1,350 610 629 648 664 Total infrastructure 23,416 26,180 32,825 25,430 26,508
Total capital works expenditure 49,630 66,572 96,219 70,599 69,510
Represented by: New asset expenditure 9,597 17,386 48,659 24,634 29,775 Asset renewal expenditure 37,537 45,534 47,214 45,637 39,406 Asset upgrade expenditure 1,486 2,133 346 328 329 Asset expansion expenditure 1,010 1,519 - - - Total capital works expenditure 49,630 66,572 96,219 70,599 69,510
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Statement of Human Resources For the four years ending 30 June 2021 Forecast Strategic Resource Plan Actual Budget Projections 2016-17 2017-18 2018-19 2019-20 2020-21 $'000 $'000 $'000 $'000 $'000
Staff expenditure Employee costs 83,629 86,743 88,945 91,936 94,886 Total staff expenditure 83,629 86,743 88,945 91,936 94,886
FTE FTE FTE FTE FTE Staff numbers Employees 839.9 828.4 800.4 798.8 797.8 Casuals 14.3 13.0 13.0 13.0 13.0 Allowance for service changes - - 2.0 4.1 6.0 Total staff numbers 854.2 841.4 815.4 815.8 816.8
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Other information - for the four years ended 30 June 2021 Summary of planned capital works expenditure Asset expenditure types Funding sources
Contrib Council Total New Renewal Upgrade Expansion Total Grants -utions cash $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
2018 Property Land improvements 100 100 - - - 100 - - 100 Total land 100 100 - - - 100 - - 100 Buildings 33,482 10,637 21,326 - 1,519 33,482 1,920 - 31,562 Building improvements 2,271 570 - 1,701 - 2,271 - - 2,271 Total buildings 35,753 11,207 21,326 1,701 1,519 35,753 1,920 - 33,833 Total property 35,853 11,307 21,326 1,701 1,519 35,853 1,920 - 33,933
Plant and equipment Plant, machinery and equipment 1,303 465 838 - - 1,303 - - 1,303 Fixtures, fittings and furniture 578 - 578 - - 578 - - 578 Computers and telecommunications 1,673 1,078 575 20 - 1,673 - - 1,673 Library books 985 - 985 - - 985 - - 985 Total plant and equipment 4,539 1,543 2,976 20 - 4,539 - - 4,539
Infrastructure Roads 10,887 757 10,107 2 3 - 10,887 899 - 9,988 Bridges 58 - 58 - - 58 - - 58 Footpaths and cycleways 2,934 1,250 1,684 - - 2,934 - - 2,934 Drainage 4,370 - 4,370 - - 4,370 - - 4,370 Recreational, leisure and community facilities 1,993 225 1,679 89 - 1,993 - - 1,993 Parks, open space and streetscapes 5,328 2,150 2,878 300 - 5,328 300 - 5,028 Off street car parks 610 154 456 - - 610 - - 610 Other infrastructure ------Total infrastructure 26,180 4,536 21,232 412 - 26,180 1,199 - 24,981 Total capital works expenditure 66,572 17,386 45,534 2,1331,519 66,572 3,119 - 63,453
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Summary of planned capital works expenditure (continued) Asset expenditure types Funding sources
Contrib Council Total New Renewal Upgrade Expansion Total Grants -utions cash $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
2019 Property Land improvements 525 525 - - - 525 - - 525 Total land 525 525 - - - 525 - - 525 Buildings 56,055 33,648 22,407 - - 56,055 1,490 - 54,565 Building improvements 3,452 3,150 - 302 - 3,452 550 - 2,902 Total buildings 59,507 36,798 22,407 302 - 59,507 2,040 - 57,467 Total property 60,032 37,323 22,407 302 - 60,032 2,040 - 57,992
Plant and equipment Plant, machinery and equipment 1,072 225 847 - - 1,072 - - 1,072 Fixtures, fittings and furniture 490 - 490 - - 490 - - 490 Computers and telecommunications 815 200 595 20 - 815 - - 815 Library books 985 - 985 - - 985 - - 985 Total plant and equipment 3,362 425 2,917 20 - 3,362 - - 3,362
Infrastructure Roads 10,717 263 10,430 24 - 10,717 399 - 10,318 Bridges 1,560 1,500 60 - - 1,560 1,500 - 60 Footpaths and cycleways 2,997 1,470 1,527 - - 2,997 - - 2,997 Drainage 5,091 - 5,091 - - 5,091 - - 5,091 Recreational, leisure and community facilities 4,066 2,487 1,579 - - 4,066 - - 4,066 Parks, open space and streetscapes 7,765 5,033 2,732 - - 7,765 600 - 7,165 Off street car parks 629 158 471 - - 629 - - 629 Other infrastructure ------Total infrastructure 32,825 10,911 21,890 24 - 32,825 2,499 - 30,326 Total capital works expenditure 96,219 48,659 47,214 346 - 96,219 4,539 - 91,680
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Summary of planned capital works expenditure (continued)
Asset expenditure types Funding sources
Asset Council Total New Renewal Upgrade Expansion Total Grants sales cash $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
2020 Property Land improvements 538 538 - - - 538 - - 538 Total land 538 538 - - - 538 - - 538 Buildings 41,255 21,148 20,107 - - 41,255 - 2,100 39,155 Building improvements 304 - - 304 - 304 - - 304 Total buildings 41,559 21,148 20,107 304 - 41,559 - 2,100 39,459 Total property 42,097 21,686 20,107 304 - 42,097 - 2,100 39,997
Plant and equipment Plant, machinery and equipment 979 77 902 - - 979 - - 979 Fixtures, fittings and furniture 495 - 495 - - 495 - - 495 Computers and telecommunications 613 - 613 - - 613 - - 613 Library books 985 - 985 - - 985 - - 985 Total plant and equipment 3,072 77 2,995 - - 3,072 - - 3,072
Infrastructure Roads 11,039 270 10,745 24 - 11,039 - - 11,039 Bridges 62 - 62 - - 62 - - 62 Footpaths and cycleways 2,484 912 1,572 - - 2,484 - - 2,484 Drainage 5,337 - 5,337 - - 5,337 - - 5,337 Recreational, leisure and community facilities 1,211 - 1,211 - - 1,211 - - 1,211 Parks, open space and streetscapes 4,649 1,527 3,122 - - 4,649 20 - 4,629 Off street car parks 648 162 486 - - 648 - - 648 Other infrastructure ------Total infrastructure 25,430 2,871 22,535 24 - 25,430 20 - 25,410 Total capital works expenditure 70,599 24,634 45,637 328 - 70,599 20 2,100 68,479
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Council Plan 2017-21
Summary of planned capital works expenditure (continued) Asset expenditure types Funding sources
Contrib Council Total New Renewal Upgrade Expansion Total Grants -utions cash $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
2021 Property Land improvements 552 552 - - - 552 - - 552 Total land 552 552 - - -552 - -552 Buildings 39,027 25,778 13,249 - - 39,027 - - 39,027 Building improvements 305 - - 305 - 305 - - 305 Total buildings 39,332 25,778 13,249 305 - 39,884 - -39,332 Total property 39,884 26,330 13,249 305 - 39,884 - - 39,884
Plant and equipment Plant, machinery and equipment 1,003 79 924 - - 1,003 - - 1,003 Fixtures, fittings and furniture 500 - 500 - - 500 - - 500 Computers and telecommunications 630 - 630 - - 630 - - 630 Library books 985 - 985 - - 985 - - 985 Total plant and equipment 3,118 79 3,039 - - 3,118 - - 3,118
Infrastructure Roads 11,324 276 11,024 24 - 11,324 - - 11,324 Bridges 63 - 63 - - 63 - - 63 Footpaths and cycleways 2,069 460 1,609 - - 2,069 - - 2,069 Drainage 5,272 - 5,272 - - 5,272 - - 5,272 Recreational, leisure and community facilities 1,477 - 1,477 - - 1,477 - - 1,477 Parks, open space and streetscapes 5,639 2,464 3,175 - - 5,639 154 - 5,485 Off street car parks 664 166 498 - - 664 - - 664 Other infrastructure ------Total infrastructure 26,508 3,366 23,118 24 - 26,508 154 - 26,354 Total capital works expenditure 69,510 29,775 39,406 329 - 69,510 154 - 69,356
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Council Plan 2017-21
Summary of planned human resources expenditure
Forecast Strategic Resource Plan Actual Budget Projections 2016-17 2017-18 2018-19 2019-20 2020-21 $'000 $'000 $'000 $'000 $'000 Chief Executive Office* Permanent full time 4,841 4,942 2,572 2,659 2,744 Permanent part time 178 182 194 201 207 Total Chief Executive and Governance 5,019 5,124 2,766 2,860 2,951
City Planning Permanent full time 11,611 12,437 13,275 13,721 14,161 Permanent part time 1,970 2,111 2,253 2,328 2,403 Total City Planning 13,581 14,548 15,528 16,049 16,564
Environment and Infrastructure Permanent full time 20,723 22,628 24,153 24,965 25,766 Permanent part time 1,333 1,471 1,570 1,623 1,675 Total Environment and Infrastructure 22,056 24,099 25,723 26,588 27,441
Community Development Permanent full time 16,662 17,138 18,293 18,908 19,514 Permanent part time 11,472 11,629 12,353 12,768 13,178 Total Community Development 28,134 28,767 30,646 31,676 32,692
Corporate Services Permanent full time 6,536 6,339 6,025 6,228 6,427 Permanent part time 793 793 847 875 903 Total Corporate Services 7,329 7,132 6,872 7,103 7,330
Communications and Customer Experience Permanent full time 2,495 2,735 2,781 2,874 2,967 Permanent part time 1,034 1,080 1,153 1,191 1,230 Total Communications and Customer Exp 3,529 3,815 3,934 4,065 4,197 Total casuals and other 3,981 3,258 3,476 3,595 3,711 Total staff expenditure 83,629 86,743 88,945 91,936 94,886
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Summary of planned human resources full time equivalent (FTE)
Forecast Strategic Resource Plan Actual Budget Projections 2016-17 2017-18 2018-19 2019-20 2020-21
Chief Executive Office* Permanent full time 41.0 39.0 16.0 16.0 16.0 Permanent part time 1.1 1.1 1.1 1.1 1.1 Total Chief Executive and Governance 42.1 40.1 17.1 17.1 17.1
City Planning Permanent full time 121.5 121.5 121.5 121.5 121.5 Permanent part time 20.3 20.3 20.3 20.3 20.3 Total City Planning 141.8 141.8 141.8 141.8 141.8
Environment and Infrastructure Permanent full time 228.3 228.3 228.3 228.3 228.3 Permanent part time 16.1 16.1 16.1 16.1 16.1 Total Environment and Infrastructure 244.4 244.4 244.4 244.4 244.4
Community Development Permanent full time 156.2 156.2 156.2 156.2 156.2 Permanent part time 153.9 144.4 144.4 143.8 143.8 Total Community Development 310.1 300.6 300.6 300.0 300.0
Corporate Services Permanent full time 57.0 55.0 50.0 49.0 49.0 Permanent part time 8.3 8.3 8.3 8.3 8.3 Total Corporate Services 65.3 63.3 58.3 57.3 57.3
Communications and Customer Experience Permanent full time 25.0 27.0 27.0 27.0 26.0 Permanent part time 11.3 11.3 11.3 11.3 11.3 Total Communications and Customer Exp 36.3 38.3 38.3 38.3 37.3 Total casuals and other 14.3 13.0 15.0 17.0 19.0 Total staff numbers 854.2 841.4 815.4 815.8 816.8
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Providing service to the Local Laws community – delivers proactive patrol programs to City Planning maintain and promote safety and harmony within the community Building Services – delivers administrative and field – assesses building permit applications, services in parking, amenity and conducts mandatory inspections and issues animal management occupancy permits/final certificates for – processes and issues permits relating to buildings and structures traders, tradespersons, disabled parking, – encourages desirable building design residential parking, animal registrations, outcomes for amenity protection and to excess animals, commercial waste bins, maintain consistent streetscapes street furniture and other uses of Council controlled land – provides property hazard and building permit history information to designers, solicitors, – delivers educational programs in responsible private building surveyors and ratepayers pet ownership, road safety, amenity regulation and fire prevention – conducts property safety inspections including fire safety audits on high risk – develops, implements and reviews buildings and pool and spa safety barrier appropriate local laws to achieve a safe compliance inspections to ensure a safer built and liveable environment environment – delivery of the School Crossing Supervision – administers and enforces the Building Act program through the provision of supervision 1993 and Regulations including at school crossings and the overall investigation of illegal and dangerous management and administration of the buildings to ensure public and occupant program. safety. Statutory Planning Economic Development – processes and assesses planning – strengthens the viability of local applications in accordance with the businesses, including strip shopping Planning and Environment Act 1987, the centres Boroondara Planning Scheme and Council policies – manages the development and implementation of the Economic – provides advice about development and Development and Tourism Strategy land use proposals as well as providing for Council information to assist the community in its understanding of these proposals – facilitates the Boroondara Business Network, the Boroondara Farmers Market, the – investigates non-compliances with Hawthorn Craft Market and supports the planning permits and the Boroondara marketing for the Camberwell Fresh Food Planning Scheme and takes appropriate Market and the Camberwell Sunday Market enforcement action when necessary – supports new and established – defends Council planning decisions businesses, through training and at the Victorian Civil and mentor services Administrative Tribunal – facilitates regular networking opportunities for – administers Council's Tree Protection Local the local business community Law and assesses applications for tree removal – supports and promotes tourism opportunities across the municipality – assesses applications to subdivide land or buildings under the – delivers the City-wide Christmas in Boroondara Subdivision Act 1988. program.
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Strategic Planning – monitors, forecasts and analyses – advocates for and prepares land use community change and wellbeing policy and standards within the context of Victorian state policy – undertakes extensive community research on behalf of Council departments and the – promotes sustainable design and community development and heritage conservation – prepares Council submissions in response to – manages the Municipal Strategic Statement Australian and Victorian government – develops policies and plans to guide land enquiries and advocates on social issues use and development. impacting on the community – manages the Boroondara Community Grants Program of annual and operational triennial Community Development grants and the registered rooming house subsidy Arts and Cultural Services – produces arts programs and events for – promotes, supports and assists the the local community, including development of volunteering and civic performing arts, visual arts and participation through the Boroondara exhibitions, participatory workshops and Volunteer Resource Centre. creative professional development forums for local artists and community Family, Youth and Recreation arts groups – operates the Boroondara Maternal and Child Health, Kindergarten Central Enrolment – programs and manages Council’s art Scheme, Kew Traffic School, Parent Child facilities at the Town Hall Gallery, Kew Mother Goose Program and the Boroondara Court House, Hawthorn Arts Centre and Youth Resource Centre other community spaces. – undertakes strategic planning and policy – provides flexible spaces for community development to facilitate access to hire, including meetings, community active participation opportunities for the events, private bookings and conference Boroondara community facilities – facilitates training and support for service – manages and acquires at work for the providers and voluntary committees of Town Hall Gallery Collection management for early years, youth – provides funding support for community arts services and sporting activities and culture groups. – advocates on behalf of young people, children and their families Community Planning & Development – aims to enhance the health, wellbeing – provides support and information, and safety of residents activities and programs to young people and their families, sport and recreation – facilitates community connectedness, clubs and organisations strengthens community capacity and responds to identified needs through the – facilitates the development of integrated delivery of a range of programs, and coordinated services for children, partnerships and networking opportunities young people and their families, sport and for Boroondara’s community recreation clubs and organisations – works actively within the community on key – supports the inclusion of children into four- community development activities, including year old kindergarten and long day care men’s sheds and major projects services through the provision of the Preschool Field Officer Program – provides support, advice and assistance to neighbourhood houses – facilitates long day care, occasional care and kindergarten services through the provision of – develops policies, strategies and plans 43 buildings leased to the community and that address community priorities volunteer committees of management
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– facilitates community support programs Health, Active Ageing and Disability through the provision of annual funding in Services a deed of agreement with Camcare – coordinates public health services – facilitates participation opportunities by including immunisation and the community in physical activity through environmental health the provision of facilities and contract – provides home support services via the management of the Boroondara Leisure Active Service Model approach including and Aquatic Centres, the Boroondara home, personal and respite care, food Tennis Centre and Junction Skate and services and property maintenance BMX Park – provides volunteer and community – advocates on behalf of the community to transport, and social support (including facilitate sport and recreation participation events and planned activity groups) needs – coordinates emergency management – leases 87 facilities to sporting clubs and (recovery) across the municipality early years committees of management – manages Canterbury Memorial Home – supports young people’s health and Units (23 independent living units) wellbeing through the delivery of services. – undertakes strategy and development with – facilitate participation opportunities for the a focus on positive ageing and disability Boroondara community in sport and (including MetroAccess). recreation. Library, Services Finance and Corporate Planning – provides a large range of relevant, – develops and delivers the annual planning contemporary library collections and services: cycle for the Council Plan and Budget in libraries, online and via home library services – provides financial operations services including accounts payable – provides welcoming community spaces for individual and group study, reflection, – produces the annual Budget and Long Term activity and discovery Financial Strategy and manages Council's budgeting/forecasting and financial reporting – promotes, advocates for and supports systems literacy development, reader development, lifelong learning, creative and intellectual – provides payroll services development – manages Council's reporting system and – provides family, children and adult library conducts performance reporting, including programs and activities the Quarterly Performance Report, Monthly Performance Report, and the Annual Report incorporating the Best Value Report Corporate Services – provides external grant application support for significant project funding opportunities Information Technology – coordinates improvement to service delivery – coordinates financial analysis and business to the community and within Council through cases for projects and provides advice on the use of technology the pricing of services as well as National – ensures effectiveness and reliability of Competition Policy compliance computing and communication systems – provides financial accounting services – manages Council’s corporate – coordinates external audit. information and archival services.
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Council Plan 2017-21
Corporate Solicitor – coordinates the Building and Property Working – monitors and reports on legislative changes Group and impacts for Council operations – handles the administration and leasing of – provides advice on legal and regulatory Council's property holdings including the matters and ad hoc legal advice within the Camberwell Fresh Food Market organisation – manages all acquisitions and disposals of land – delivers training programs to develop for Council Council officers’ knowledge of relevant manages the discontinuance and sales of the legal issues. – right of ways throughout Boroondara Environment and – manages internal audit services to Council Infrastructure – manages enterprise business risk for the organisation including Council’s Crisis Asset Management Management Plan and department Business Continuity plans – provides proactive inspections on Council assets to ensure service standards are – manages public liability, professional maintained indemnity, motor vehicle and property claims. – provides a corporate Asset Management Environment and Sustainable system to support the ongoing management Living and renewal of the community's assets – helps the Boroondara community to live more sustainably in response to emerging – develops and updates the five-year renewal program for assets environmental challenges (eg climate change, water shortage, biodiversity conservation) – develops the financial forecast for assets for Council's long-term financial – promotes sustainability within built and strategy natural environments in Boroondara develops and implements policies and – promotes occupational health and – safety on Council worksites strategies that set direction in environmental management, public space – manages permits relating to the asset improvements, conservation of natural protection local law and stormwater resources and sustainable development drainage – provides landscape design and urban design – implements the Street Lighting Policy services to promote use, function and enjoyment of outdoor spaces by the – implements strategies and engineering community solutions for drainage issues, planning and subdivision permit referrals and – builds the capacity of Council to integrate development approvals. environmental and sustainability issues into our buildings and public space Commercial and Property Services improvements, daily operations and decision-making processes. – coordinates Audit Committee – manages procurement and conduct of all Parks and Infrastructure public tenders – manages and maintains Boroondara's parks, gardens and biodiversity sites – manages rates and property services, including Council databases and – manages bookings, events and applications communication of the rate payment options associated with Boroondara's parks, available to residents gardens, reserves, sportsgrounds and pavilions – administers the purchasing system and – works with over 300 sports clubs, across 23 purchasing card systems including training sports codes at over 100 sports – coordinates fleet management facilities/grounds
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Council Plan 2017-21
– provides streetscape and landscape road closure applications features including garden beds, traffic – investigates black spot accident locations management devices and shopping and develops remedial treatments precincts – coordinates and implements sustainable maintains a significant and highly valued – transport initiatives including Car Share, green urban forest of street and park trees travel plans, Boroondara Active and Safe – manages and maintains built assets Schools and a variety of active transport including playgrounds, barbeques, drinking programs fountains, park furniture, bins, fences and – designs, consults and implements transport signs projects including on road bicycle lanes, shared – manages and maintains the Freeway Golf paths, road safety initiatives, pedestrian and Course bicycle improvements, disability access and – maintains the City’s infrastructure including traffic treatments buildings, footpaths and roads, shopping – advocates for improvements to public transport centres, drains, street furniture and signs and sustainable transport initiatives – manages waste services, including kerbside – develops feasibility studies and grant bin based waste, green and recycling applications to state and federal authorities for collections and hard waste collection accident black spot locations and pedestrian service and bicycle improvement projects – operates the Boroondara – provides strategic transport planning advice Recycling and Waste Centre. and develops associated studies Projects and Strategy – assesses high and heavy vehicle route – develops, manages, reports and delivers the applications. approved Environment and Infrastructure Capital Works and Building Renewal programs ensuring best value for money – provides project management and technical advice on Council's projects and infrastructure assets – manages the capital works programs and reporting to successfully deliver projects on time and within budget – investigates and develops strategic solutions for major stormwater issues, Council buildings and infrastructure assets – encourages and develops innovative design into quality outcomes. Traffic and Transport – develops, assesses and implements engineering solutions that address the amenity of residential and commercial areas – implements parking and traffic management strategies – assesses traffic and parking implications of planning permit and rezoning applications – assesses lane and parking bay occupation applications, street party applications and
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Council Plan 2017-21
Communications and Innovation and Business Customer Experience Transformation – ensures a customer first culture is sustained – encourages thinking differently about how across Council Council delivers services to the community – provides an in-house advisory service to more efficiently and effectively improve the quality of customer experience in – leads the delivery of the Boroondara all areas of Council Customer First Program to improve our – develops strategic integrated communication customers’ experiences and engagement plans for key initiatives linked to the Council Plan – develops strategies and approaches to – provides an in-house content development transform Council into a customer-centric suite including print, design, video, organisation photography, social media, digital and copy – develops the new digital services platform to editing enable Council to significantly expand the – manages the Boroondara brand and services offered online, such as online corporate communications channels and payments and service requests content implements the Process Improvement – delivers customer service including a – translation service and multilingual Program focusing on understanding, communications documenting and improving Council’s processes – delivers advocacy campaigns in collaboration with the responsible Director, CEO and – focuses on promoting innovation and Councillors collaboration in our work – undertakes a corporate research program to inform improved service outcomes – implements the Customer Channel Strategy People, Culture and – provides a broad range of engagement tools Development to facilitate the capture of external feedback – delivers the functions of occupational – manages correspondence in the CRM system health and safety, human resources and – media relations and issues management. organisational development and learning Governance – provides specialist advice, service and provides counsel to Council, – policy development related to human Councillors, the Chief Executive Officer resources and organisation and the Executive Leadership Team development – develops and implements strategies and – coordinates recruitment, industrial relations, policies remuneration, award/agreement – manages Freedom of Information, interpretation and work evaluation Information Privacy, protected – facilitates and coordinates staff members' disclosures and internal ombudsman professional, leadership and cultural functions development programs and the Health and – maintains statutory registers, Wellbeing Program authorisations and delegations – coordinates Council’s employee – administers the conduct of Council elections performance management system. – provides administrative and secretarial support to the elected Councillors and Council committees – provides stewarding and catering services to the Camberwell function rooms – coordinates civic events and citizenship ceremonies.
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Council Plan 2017-21
Our Organisation
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Council Plan 2017-21
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Council Plan 2017-21
Contact us Translation details
General information Telephone: 9278 4444 Facsimile: 9278 4466 Email: [email protected] Website: www.boroondara.vic.gov.au
Postal address Private Bag 1 Camberwell VIC 3124
Customer Service Centres Camberwell office 8 Inglesby Road, Camberwell
Hawthorn Arts Centre 360 Burwood Road, Hawthorn
Kew Library Corner Cotham Road and Civic Drive, Kew
Free interpreting service 9278 4002
For speech or hearing impaired National Relay Service TTY 13 36 77 Speak & Listen 1300 555 727 Free interpreting service 9278 4002
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City of Boroondara Rating Strategy 2017-21
June 2017
5HVSRQVLEOH'LUHFWRUDWH Corporate Services $XWKRULVHG%\ Council 'DWHRI$GRSWLRQ 26 June 2017 5HYLHZ'DWH June 2021 3ROLF\7\SH Council
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Contents
([HFXWLYHVXPPDU\DQGUHFRPPHQGDWLRQV ,QWURGXFWLRQ 2.1 Purpose...... 4 2.2 Themes and Strategic Objectives of the Council Plan ...... 5 5DWLQJWKHOHJLVODWLYHIUDPHZRUN 3.1 What rates and charges may a Council declare? ...... 5 9DOXDWLRQEDVH 5DWLQJV\VWHPVXQLIRUPDQGGLIIHUHQWLDO 5.1 Uniform rate...... 9 5.2 Differential rates ...... 9 5.2.1. Disadvantages of differential rating ...... 10 8QGHUVWDQGLQJWKHLPSDFWVRI&RXQFLOUHYDOXDWLRQV 6.1 No windfall gain ...... 10 6.2 How does this affect my rates?...... 11 2WKHUW\SHVRIFKDUJHV 7.1 Special rates and charges ...... 11 7.2 Municipal charge ...... 12 7.3 Service rates and charges ...... 13 &ROOHFWLRQV 8.1 Rate payment options...... 14 8.2 Late payment of rates...... 14 8.3 Rates assistance ...... 15 8.3.1 Victorian Government Pensioner Rebate ...... 15 8.3.2 Arrangements ...... 15 8.3.3 Deferral of rates ...... 16 8.3.4 Waiver of rates ...... 16 8.3.5 Waiver of interest ...... 16 9LFWRULDQ*RYHUQPHQWOHYLHV $FFRXQWDELOLWLHV 10.1 Related documents ...... 17 10.2 Definitions...... 18
Rating Strategy 2017-21 2
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The purpose of a Rating Strategy is to consider the rating options available to Council under the Local Government Act (1989), and how Council’s choices in applying these options contribute towards delivering an equitable rating outcome for the community. The choices available to Council in a Rating Strategy effect the distribution of rate contributions across the community rather than how much in total is collected. As such, there are two key platforms that have formed the basis of the current approach to rating at Boroondara Council that are recommended for continuation. They are:
1. That rates will continue to be based principally on an ad-valorem basis (i.e. based on WKHFDSLWDOLPSURYHGYDOXDWLRQ of the various properties with fixed charges for waste collection to be applied.
2. That Council will continue to apply a uniform rate against all property classes. Whilst many Councils have differential rates for commercial properties, in Boroondara the low proportion and average Capital Improved Value of commercial properties is too low to provide real benefits to residential ratepayers under any possible valuation basis scenario.
This proposed strategy recommends that Council adopt the following:
Section Strategy recommendations Determining which valuation That the City of Boroondara continues to apply base to use Capital Improved Valuation as the valuation methodology to levy Council rates. Determining the rating system- That the City of Boroondara continues to apply uniform or differential? uniform rating as its rating system. Impact of Council revaluations That the City of Boroondara monitors the effect on rates of suburb valuations over time.
Special rates and charges That the City of Boroondara use special rates and charges in instances that fit the following circumstances: Raising funds for dedicated purposes such as trader associations marketing and promotion schemes.
Municipal charge That the City of Boroondara not utilise a municipal charge as part of its Rating Strategy.
Service rates and charges That the City of Boroondara continues to apply a waste service charge as part of its Rating Strategy based on full cost recovery of the waste function.
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Section Strategy recommendations Rate payment options That the City of Boroondara continues to provide the current wide range of rate payment options; including a discount for early payment of rates in full and that the current hardship policies be retained. Victorian Government levies It is recommended from a rating policy outcome that Council adopt the following view: a) That the Victorian Government taxes are best collected by the Victorian Government using its own available resources such as the State Revenue Office. b) That in the event that Council is required to collect such Victorian Government taxes that these taxes be clearly identified as state charges. c) That the Victorian Government fully reimburse local government for the cost of collecting state taxes.
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3XUSRVH Under the Local Government Act (1989), a primary objective of all Victorian local governments is to ensure the equitable imposition of rates and charges (Section 3C (f)). The purpose of this Rating Strategy is therefore to consider what rating options are available to Council under the Local Government Act (1989) and how Council’s choices in applying these options contribute towards meeting an equitable rating strategy.
It is important to note at the outset that the focus of this strategy is different to that which is discussed in the Long Term Financial Strategy or annual Budget. These documents focus on available funding and the amount of rates required in order for Council to deliver the planned services and capital projects. With the implementation of Rate Capping the level of rate increase is in reality no longer a decision for Council. Therefore in the Rating Strategy, the focus instead is on how rate contributions will be equitably distributed amongst Council’s ratepayers.
The City of Boroondara currently receives 76% of its total revenue by way of property-based rates and waste charges. The development of strategies in respect of the rating base is therefore of critical importance to both Council and the ratepayers of Boroondara.
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This strategy supports Council’s Mission and Vision by addressing the 'responsible management' objective in the Council Plan 2017-21.
The Rating Strategy reviews the limited range of rating options available to Council under the Local Government Act (1989) including the following: a) The choice of which valuation base to be utilised (of the three available choices under the Act). b) The consideration of uniform rating versus the application of differential rates for various classes of property. c) Consideration of the application of fixed service charges for the areas of waste collection and municipal administration. d) The application of special rates and charges. e) A review of the rate payment dates and options and hardship provisions provided by Council.
7KHPHVDQG6WUDWHJLF2EMHFWLYHVRIWKH&RXQFLO3ODQ When reviewing the Rating Strategy Council is required to meet the objectives set out in the Council Plan. Council needs to ensure the rating system it adopts is capable of raising sufficient income to deliver the five themes set out in the Council Plan.
x Strong and engaged communities x Sustainable environment x Enhanced amenity x Quality, facilities and assets x Responsible management.
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.H\SRLQWV x A rating system must be equitable. x Principles of sound financial management require that rating policies have a reasonable level of stability. x Property based taxation does not reflect people's capacity to pay. x Ministerial Guidelines must be followed when declaring differential rates.
The purpose of this section is to outline the legislative framework in which Council has to operate in constructing its rating system and the various issues that Council must consider in making its decisions on its rating objectives.
:KDWUDWHVDQGFKDUJHVPD\D&RXQFLOGHFODUH" Section 155 of the Local Government Act (1989) provides that a Council may declare the following rates and charges on rateable land.
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Rating option Description Comments General rate A general rate is applied to all Boroondara applies the rates S158 properties and can be set as listed below. either a uniform rate or a number of differential rates. Uniform rate A uniform rate is a single rate in Boroondara applies a uniform S160 the dollar that is applied to the rate. value of all properties in the municipality. Differential rates Differential rates are different Boroondara does not apply S161 rates in the dollar that are applied differential rates except for a to different classes of properties cultural and recreational land and are permitted if the Council rate of 50% of the uniform rate uses Capital Improved Value as to six properties in the the rating valuation base. municipality. The Act allows the use of differential rates if the Council considers that this will contribute to the equitable and efficient carrying out of its functions. Municipal charge A municipal charge to cover some Boroondara does not levy a S159 of the administrative costs of the municipal charge. Council. This is a flat-rate charge applied to all properties. Service rates and Service rates or annual service Boroondara levies a service charges charges (or a combination of both) charge to all residential property S162 can be levied for provision of a and businesses that elect to use water supply, collection and Council’s waste service. disposal or waste, and sewerage As part of the service charge an services. environmental levy for certain properties is levied as a contribution to waste and rubbish collection from public spaces for: x residential properties required to service their own refuse disposal as a condition of a planning permit x commercial properties that use their own waste service.
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Rating option Description Comments Incentives for Council may declare that An early payment rate discount prompt payment incentives will be given by it for of 2.0% is provided to rate S168 the payment of rates and charges, payments made in full by 28 in full, before the due date. August. Rebates and The Act allows Councils to grant a Boroondara does not provide concessions rebate or concession in relation to rebates or concessions under S169 any rate or charge to assist the this section of the Act. proper development of all or part of the municipal district, preserve buildings or places that are of historical or environmental interest, or to restore or maintain buildings or places of historical, environmental, architectural or scientific importance Special rates and A special rate or charge may be Boroondara levies special rates charges declared for purposes of: and charges for promotional S163 x defraying any expenses, or and marketing activities to x repaying with interest any assist retail associations. advance made or debt Currently there are eight special incurred or loan raised by rates schemes for Ashburton, Council. Glenferrie, Camberwell, Greythorn, Maling, Kew Junction, Burwood Village and Balwyn North Shopping Centres.
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The purpose of this section is to outline the different methods that Council can utilise to value land and the issues that Council must consider in making its decision on the valuation method.
The most common method of valuing land under the Act is Capital Improved Value (CIV). The other methods of valuing land are Site Value (SV) and Net Annual Value (NAV).
Three methods of valuing land are allowed under the Act: 1. Capital Improved value (CIV) – value of land and improvements upon the land. 2. Site Value (SV) – value of land only. 3. Net Annual Value (NAV) – rental valuation based on Capital improvement Value (CIV). For residential and farm properties, NAV is calculated at 5 per cent of the CIV. For commercial properties NAV is calculated as the greater of the estimated annual rental value or 5 per cent of the CIV.
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CIV is the most commonly used valuation base by Victorian Local Government with nearly all Councils applying this methodology. It is a valuation of both the land and all improvements on the land. In common terms it can be equated to the market value of the property. For CIV, business properties are valued primarily by the capitalisation method of valuation. This method of valuation is the industry standard for assessing the value of business properties and has as its base sale price and market rent of the property.
The CIV for Boroondara’s rateable properties was $106,721,745,588 as at 18 October 2016.
The advantages of using CIV include; x CIV includes all improvements, and hence is often supported on the basis that it more closely reflects “capacity to pay”. The CIV rating method takes into account the full development value of the property, and hence better meets the equity criteria than SV and NAV. x With valuations conducted at two year intervals, the market values reflect the actual market more closely and this has a tendency to reduce the level of objections resulting from valuations. x The concept of the market value of property is far more easily understood with CIV rather than NAV or SV. x Since most Victorian Councils use CIV it is easier to compare relative movements in rates and valuations across Councils. x The use of CIV allows a Council to apply differential rates should it so desire.
All three types of valuation method have a common basis in that rates are based on the property value which may not necessarily reflect the annual income of the ratepayer for example pensioners and low income earners.
Strategy recommendation
That the City of Boroondara continues to apply Capital Improved Valuation as the valuation methodology to levy Council rates.
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.H\SRLQWV x Under CIV Council can elect to apply a uniform or differential rate. x Under a uniform rate, a single rate is applied to all property values. The total rate revenue paid by each individual property or each class of property is identical to its percentage of total property valuation. x Differential rating allows particular classes of properties to be assessed rates at different levels from the general rate set for the municipality.
The purpose of this section is to outline the two rating systems (uniform or differential) that Council can utilise to apply rates.
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8QLIRUPUDWH Section 160 of the Act stipulates that if a Council declares that general rates will be raised by the application of a uniform rate, the Council must specify a percentage as the uniform rate. Rates will be determined by multiplying that percentage by the value of the land.
Boroondara has since its inception adopted uniform rating as it considers that uniform rating contributes to the equitable distribution of the rates levied. Boroondara is largely a residential area with a relatively small proportion of rateable land used for non-residential purposes. The average CIV for residential property as of April 2017 was 23% higher than that for a commercial property. Commercial properties represent 8.6% of the total number of rateable properties in Boroondara
'LIIHUHQWLDOUDWHV Differential rating allows Council to shift part of the rates levied from some groups of ratepayers to others, through different “rates in the dollar” for each class of property.
Under the Local Government Act (1989), Council is entitled to apply differential rates provided it uses CIV as its base for rating. The maximum differential allowed is no more than four times the lowest differential.
Ministerial Guidelines released in April 2013 state that:
It is QRW DSSURSULDWH to declare a differential rate that is defined narrowly and applied specifically or exclusively to the following types and classes of land: x electronic gaming machine venues or casinos x liquor licensed venues or liquor outlet premises x business premises defined whole or in part by hours of trade x fast food franchises or premises x tree plantations in the farming and rural activity zones, and x land within the Urban Growth Zone without an approved Precinct Structure Plan in place.
As per these Ministerial Guidelines above Council has specifically considered differential rates for retirement villages as follows.
When considering retirement villages in Boroondara as a whole there is little to differentiate these complexes apart from other medium density residential development.
Council has always considered that a uniform rate is the most equitable method of apportioning rates across the municipality based on capital improved valuation of properties, irrespective of property type including retirement villages.
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'LVDGYDQWDJHVRIGLIIHUHQWLDOUDWLQJ The disadvantages in applying differential rating are: x The justification of the differential rate can at times be difficult for the various rating groups to accept giving rise to queries, objections and complaints where the differentials may not be deemed to have transparent or equitably applied. x Differential rating involves a degree of administrative complexity as properties shift from one type to another (eg vacant to residential). Ensuring the accuracy/integrity of Council’s database is critical to ensure that properties are correctly classified into their differential rate category.
Strategy recommendation That the City of Boroondara continues to apply uniform rating as its rating system.
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.H\SRLQWV x Property revaluations, undertaken every two years, do not generate extra revenue for Council but can have a significant impact on the rates that individual properties are allocated as the total rates pool is redistributed based on the updated property values. x The next revaluation will be as at 1 January 2018 and will be in effect for the rates levied from 1 July 2018 for a period of two years. x Ratepayers can object to their property valuation.
The purpose of this section is to provide an overview of the rate revaluation process and issues that arise from this process.
All Victorian Councils are required under the Valuations of Land Act 1960 to revalue all rateable properties in the municipality every two years. The 2016 valuation, based as at January 2016, applies to the 2016-17 and 2017-18 rates.
Property values are determined by qualified valuers comparing each property to the recent sales figures of similar properties in the neighbourhood. The key factors are location, land size, type of improvement and condition; and/or use.
The Valuer General of Victoria is responsible for reviewing the total valuation of each municipality for accuracy before certifying that the valuations are true and correct. Valuations are conducted using Best Practice Guidelines formulated and published by the Valuer General Victoria.
1RZLQGIDOOJDLQ There is a common misconception that if a property’s valuation rises then Council receives a “windfall gain” with additional income. This is not so as the revaluation process results in a redistribution of the rate levied across all properties in the municipality. Any increase to total valuations of the municipality is offset by a reduction to the rate in dollar used to calculate the rate for each property. For
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example at the last revaluation in 2016 the rate in the dollar decreased from 0.1688 to 0.1354 a decrease of 19.8%.
+RZGRHVWKLVDIIHFWP\UDWHV" The general revaluation process enables Council to re-apportion the rate income across the municipality in accordance with movements in property value. Properties which have increased in value by more than the average will receive a rate increase of more than the headline rate. Properties with an increase in value less than the average will receive a rate increase less than the headline rate.
Strategy recommendation
That the City of Boroondara monitors the effect on rates of geographical and property type valuations over time.
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6SHFLDOUDWHVDQGFKDUJHV .H\SRLQW x A special charge is utilised in eight shopping centres in Boroondara to provide additional funds to assist in the delivery of marketing and promotional activities.
Special rates and charges are covered under Section 163 of the Local Government Act, which enables Council to declare a special rate or charge or a combination of both for the purposes of: x Defraying any expenses, or x Repaying with interest any advance made or debt incurred or loan raised by Council.
Or where Council considers that the performance of the function or the exercise of the power is or will be of special benefit to the persons required to pay the special rate or special charge.
There are detailed procedural and statutory requirements that Council needs to follow to introduce a special rate or charge, including how Council can apply funds derived from this source.
Section 185 of the Local Government Act provides appeal rights to VCAT in relation to the imposition of a special rate or charge.
At Boroondara special rates and charges are raised at the request of Traders Associations in eight of the major shopping centres across the City. The funds raised are transferred to the Trader Associations in full upon receipt of evidence that marketing and other programs have been undertaken for the collective benefit of all traders in each scheme.
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It is recommended that Council utilises special rates and charges only in the instances outlined below.
Strategy recommendation
That Council use special rates and charges in instances that fit the following circumstances: x Raising funds for dedicated purposes such as trader associations marketing and promotion schemes.
0XQLFLSDOFKDUJH .H\SRLQWV x A municipal charge is a flat/single fee that can be charged to all ratepayers to cover Council’s administrative costs. x A maximum charge of 20% of the total rate and municipal charge is allowed under the Act. x A municipal charge is a regressive fee, in that it does not change as the valuation of the property increases or decreases.
Another principle rating option available to Councils is the application of a municipal charge. Under Section 159 of the Local Government Act, Council may declare a municipal charge to cover some of the administrative costs of the Council. The legislation is not definitive on what comprises administrative costs and does not require Council to specify what is covered by the charge.
A Councils total revenue from a municipal charge in a financial year must not exceed 20 per cent of the combined sum total of the Council’s total revenue from the municipal charge and the revenue from general rates.
The application of a municipal charge represents a choice to raise a portion of the rates by a flat fee for all properties, rather than sole use of the CIV valuation method.
A municipal charge is seen to be a regressive tax as its application would result in lower valued properties paying higher overall rates and charges than they do with uniform rates applicable to all properties.
For this reason, this strategy recommends that Council continue to not apply a municipal charge.
Strategy recommendation
That the City of Boroondara not utilise a Municipal Charge as parting of its Rating Strategy.
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6HUYLFHUDWHVDQGFKDUJHV Section 162 of the Local Government Act (1989) provides Council with the opportunity to raise service rates and charges for any of the following services:
a) The provision of a water supply. b) The collection and disposal of refuse. c) The provision of sewerage services. d) Any other prescribed service.
The City of Boroondara currently applies a service charge for the collection and disposal of refuse. Council retains the objective of setting the service charge for waste at a level that fully recovers the cost of the waste function.
The current structure of the waste charge allows users of the service to select the cost of the service through choosing between the three bin sizes.
In addition Council charges an environmental levy as part of the waste charge and: x Residents of apartments that through the terms of the planning permit supply their own waste collection service. x Commercial properties that use their own waste collection service.
This ensures that all residents contribute toward waste management in public places.
The advantage of a separate waste charge is that it is readily understood and accepted by residents as a fee for a direct service that they receive. It further provides equity in the rating system in that all residents who receive exactly the same service level all pay an equivalent amount.
Should Council elect not to have a waste service charge, this same amount would be required to be raised by way of an increased general rate – meaning that residents in higher valued properties would pay substantially more for the waste service than lower valued properties.
The mix of having a fixed charge for waste services combined with valuation driven rates for the remainder of the rate invoice provides for a more balanced and equitable outcome.
Strategy recommendation That the City of Boroondara continues to apply a waste service charge as part of its Rating Strategy based on full cost recovery of the waste function.
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5DWHSD\PHQWRSWLRQV .H\SRLQWV x Payment of rates is available by four instalments at the end of September, November, February and May. x Single lump sum payment of rates in February is available. x Rate payers can elect to have their savings/cheque accounts or credit card debited automatically monthly for rate payments. x Statutory interest of 10.0% is charged on outstanding rates.
The Local Government Act (1989) states that Council must allow residents to pay rate instalments in four instalments S167 usually 30 September, 30 November, 28 February and 31 May. Council may also allow residents to pay one lump sum payment set at the 15 February (these of dates are set by the Minster of Local Government).
Boroondara also provides the option for payment in full by 31 August in order to receive a 2.0% discount on rate payments S168, and finally residents may also elect to pay through 10 monthly instalments via direct debit if established by 28 August S158 (4C).
The level of the discount will be reviewed annually in order to ensure it is; x attractive to rate payers based on prevailing interest rates, x is provided at lower net cost to the community and, x continues to assist Councils operations through receiving funds earlier in the year than would otherwise be the case.
These four options for payment are amongst the widest available. For example, some Councils have removed the single lump sum payment option in February and very few offer an early payment discount. These various options available at Boroondara provide a satisfactory level of collection of rates across the financial year and hence assist Council to maintain its cash flow.
Strategy recommendation
That the City of Boroondara continues to provide the current range of rate payment options in future years; including a discount for early payment of rates in full.
/DWHSD\PHQWRIUDWHV The Act allows Council to charge interest on unpaid rates which have not been paid under the dates specified.
The application of interest penalties is in accordance with the Local Government Act, which allows interest to be imposed on unpaid rates at the rate fixed by the Attorney- General under the Penalty Interest Rates Act 1983 (S2). The current statutory penalty interest rate is 10.0% per annum.
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As per Council’s Rate Deferment and Hardship Policy, where a ratepayer is eligible for the pensioner rebate or suffering from financial hardship the interest on unpaid rates is charged at a rate equal to Council’s projected interest earning rate for the forthcoming year.
In the event that the account remains unpaid, Council may take legal action without further notice to recover any overdue amount. All fees and court costs are recoverable from the ratepayer.
5DWHVDVVLVWDQFH Council acknowledges that some ratepayers will experience difficulty from time to time in meeting rate payments due a wide variety of circumstances. Council further understands that relief measures have a cost to Council which must be borne by other ratepayers either short or long term.
9LFWRULDQ*RYHUQPHQW3HQVLRQHU5HEDWH Holders of a Centrelink or Veterans Affairs Pension Concession card, or a Veteran Affairs Gold card which stipulates TPI or War Widow (excludes Health Care and DVA all conditions, POW, EDA and dependent cards) may claim a rebate on their sole or principle place of residence.
For 2016-17 the Victorian Government-funded rebate provided under the Municipal Rates Concession Scheme was $218.30 or 50% of the rate payment, whichever is the less.
The number of assessments owned by pensioners in Boroondara is declining steadily from 12.3% of total assessments in 2002-03 to 7.7% in 2016-17.
In 2016-17, 5,819 pensioner rate payers took advantage of the Victorian Government pensioner rebate with $1.27 million in Victorian Government funds being paid.
$UUDQJHPHQWV Ratepayers experiencing financial difficulties and unable to pay outstanding rates and charges via the full payment option, the four equal instalments option or the direct debit options can apply to pay via a Special Payment Arrangement, subject to compliance with the following conditions: x The ratepayer must be able to demonstrate they are experiencing financial hardship x A payment agreement request must be completed x The acceptance by the ratepayer that interest will be levied until the account is paid in full x The arrangement will have a limited life of not greater than twelve (12) months following the end of the financial year the arrangement was entered into x Any default in the arrangement may end the arrangement and result in the commencement of legal proceedings.
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'HIHUUDORIUDWHV Ratepayers may have rates and charges, or part thereof, deferred subject to the following conditions: x The ratepayer must be able to demonstrate they are experiencing undue and unusual financial hardship x A confidential statement must be submitted by the ratepayer as evidence of such circumstances x The acceptance by the ratepayer that interest will accrue on the deferred rates and charges x Where a ratepayer has complied with clauses (a) to (c) the rate or charge or part thereof may be deferred until the property is sold or transferred or the ratepayer's financial circumstances improve.
:DLYHURIUDWHV Rates and charges will generally not be waived. However, under Section 171A of the Local Government Act 1989, Council may waive rates and charges if Council considers that a ratepayer is suffering financial hardship.
:DLYHURILQWHUHVW Ratepayers may have interest charges waived where the reason for the late payment, although not related to financial hardship, is considered reasonable, subject to the following conditions: x The ratepayer must have a demonstrated record of payment on time and complete an Application for Waiver of Interest form x Unless otherwise approved by the Chief Executive Officer or delegate waiving of interest in accordance with this policy item will only be allowed on one occasion over a five year period for any ratepayer.
The financial impact of this policy to Council is minimal as since its introduction no rates or charges have been required to be waived or written off under section 171A of the Local Government Act 1989.
Applications for interest to be waived under section 172 of the Local Government Act 1989 are minimal and each application is considered on its merits.
Strategy recommendation
That the City of Boroondara continues to maintain the rates arrangements, deferral and waiver procedures as documented in the Rates Deferment and Hardship Policy endorsed by Council in August 2015.
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In recent years, Council has seen an increased propensity for the Victorian Government to view local government as a means of collecting state taxes under the branding of Councils rate notice.
This occurred with the now defunct State Deficit Levy in the 1990’s and has in recent times been revived with Council’s being required to collect and remit a landfill levy to the Victorian Government.
More recently Council has been required to collect a Fire Services Levy on behalf of the Victorian Government commencing 1 July 2013 which added a large amount to the average ratepayer’s account.
It is recommended from a rating policy outcome that Council adopt the following view:
a) That the Victorian Government taxes are best collected by the Victorian Government using its own available resources such as the State Revenue Office b) That in the event that Council is required to collect such Victorian Government taxes that these taxes be clearly identified as separate charges, and c) That the Victorian Government fully reimburse local government for the cost of collecting state taxes.
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For all queries or feedback regarding this strategy, please contact the department below. &RQWDFW'HSDUWPHQW &RQWDFWQXPEHU &RQWDFWHPDLO Finance and Corporate 9278 4340 [email protected] Planning
5HODWHGGRFXPHQWV x The Local Government Act (1989) x Ministerial Guidelines for Differential Rating - April 2013 x 2014 Valuation Best Practice - DSE x Council’s Rate Deferment and Hardship Policy
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The Act Local Government Act (1989). Capital Improved Value of land and improvements upon the land. Valuation (CIV) Site Valuation (SV) Value of land only. Net Annual Value (NAV) Rental valuation based on CIV. For residential and farm properties, NAV is calculated at 5 per cent of the CIV. For commercial and industrial properties NAV is calculated as the greater of the estimated annual rental value or 5 per cent of the CIV. Victorian Civil and VCAT is a government agency in Victoria. It resolves Administrative Tribunal disputes and makes executive decisions on behalf of the (VCAT) Victorian Government in a number of miscellaneous areas, each of which is referred for adjudication to the Tribunal by its own separate statute.
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CITY OF BOROONDARA BUDGET 2017-18
Adopted by Council 26 June 2017
www.boroondara.vic.gov.au
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Contents
Introduction ...... 1
Executive summary ...... 2
Budget reports 1. Link to the Council Plan ...... 6 2. Services, major initiatives and commitments ...... 9 3. Financial statements ...... 40 4. Financial performance indicators ...... 52 5. Other budget information (grants and borrowings) ...... 57 6. Detailed list of capital works ...... 60 7. Rates and charges ...... 69
Budget analysis 8. Summary of financial position ...... 72 9. Budget influences ...... 78 10. Analysis of operating budget ...... 82 11. Analysis of budgeted cash position ...... 89 12. Analysis of capital works budget ...... 92 13. Analysis of budgeted financial position ...... 98
Long term strategies 14. Strategic Resource Plan ...... 101 15. Rating Information ...... 110 16. Borrowing Strategy ...... 114 17. Asset Management Strategy ...... 117 18. Service Delivery Strategy ...... 119
Appendices Appendix A - Fees and charges ...... 120 Appendix B - Budget processes ...... 152 Appendix C - Priority Projects Program ...... 154 Appendix D - Capital Works Program ...... 159 Appendix E - Glossary of terms ...... 182
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Introduction The focus of the 2017-18 Budget continues to be on maintaining quality services, debt reduction and on a continued investment in upgrading community facilities in Boroondara. The Budget is a direct response to community feedback reflected in the Council Plan and accords with Council’s long term financial strategy.
The 2017–18 Budget will enable us to continue to deliver strong financial management for our residents. Council has previously taken up all practical opportunities to refinance its borrowings with the aim of making significant interest payment savings, and is forecast to be debt free by 2026.
A priority is our continued focus on the Boroondara Customer First Program, which will transform the way we work to meet changing community expectations in an increasingly digital world. We invested in this transformation to help ensure the community's interaction with Council is increasingly seamless.
Prudent financial management has allowed Council to now significantly invest in the information technology and systems that will provide enhanced customer service in more efficient and effective ways in future.
The 2017-18 Budget continues Council’s investment in the infrastructure of the City and maintaining Council’s commitment to building a better City now and for the future.
Significant construction projects in this year’s Budget include: x $10.9 million on construction of the North East Community Hub ($16.5 million total to be completed in 2017-18) x $4.3 million on construction of the Balwyn Library redevelopment ($8.9 million to be completed in 2017-18) x Three other major projects will commence planning in 2017-18, the Balwyn Community Centre, Kew Recreation centre - Aquatics area and Kew Library redevelopment.
Some major initiatives include: x $10.5 million to improve Council’s online services and Digital Strategy implementation x $1.0 million for the ongoing program of improvements in small shopping centres x $1.65 million to reduce greenhouse gas emissions from Council buildings (three year project with a total of $2.4 million) x $256,250 on a Boroondara-wide heritage assessment (five year project with a total expenditure of $1.3 million).
Council’s high level of service provision to residents will continue. These services include expenditure of: x $8.8 million to provide library services seven days a week x $13.4 million on aged, disability and health services including immunisation, aged care and disability support for vulnerable members of our community x $4.9 million on families and youth services. x $11.1 million for parks and gardens, biodiversity and street trees x $2.9 million on arts and cultural services and events x $9.6 million for planning, development and building controls.
To deliver quality services, Council will continue to maintain infrastructure at an appropriate standard. In 2017-18, Council will deliver: x $4.4 million for drainage renewal x $2.6 million on footpath and cycleway renewal and maintenance x $11.3 million on road renewal and maintenance x $14.9 million across 34 other community building renewal works.
Council is continuing to pursue its vision for Boroondara - a vibrant and inclusive community with an outstanding quality of life. This means providing the community with high-quality facilities and services in a financially responsible way.
Introduction 1
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Executive summary Council has prepared a Budget for 2017-18 which is aligned to the vision in the Council Plan 2017-21. It seeks to maintain and improve services and infrastructure as well as deliver projects and services that are valued by our community, and do this within the rate increase mandated by the State Government.
This Budget projects a surplus of $26.90 million for 2017-18. The surplus is required to fund debt repayments from 2018 - 2026 and to fund future capital renewal requirements. Council has a strong record in investing to maintain its building assets which for many decades had not been adequately maintained. Boroondara’s surplus enables Council to address the ongoing requirement for asset renewal.
It should be noted that the adjusted underlying result is a surplus of $19.31 million after adjusting for capital grants and contributions (refer Sections 5 and 10.1). Key things we are funding 1) Ongoing delivery of services to the Boroondara community has a budgeted expenditure of $203.17 million. These services are summarised in Section 2.
2) Continued investment in Infrastructure assets ($66.57 million) consisting primarily of renewal works ($45.53 million) and new asset creation ($17.38 million). This includes roads ($11 million); footpaths and bicycle paths ($2.93 million); drainage ($4.37 million); recreational, leisure and community facilities ($2 million); parks, open space and streetscapes ($5.33 million); and Buildings ($35.75 million). The Statement of Capital Works can be found in Section 3 and further details on the capital works budget can be found in Sections 6 and 12.
Strategic Objective 1: Strong and engaged communities 3) Complete the Balwyn Library redevelopment works to enable local community access to contemporary and appealing spaces to meet, read and study (2017-18 expenditure of $4,334,036).
Strategic Objective 2: Sustainable environment 4) Undertake a green waste and food organics feasibility study to investigate opportunities to further minimise waste to landfill (2017-18 expenditure of $100,000).
Strategic Objective 3: Enhanced amenity 5) Protect the City’s heritage by continuing a municipal wide heritage assessment of all areas not currently subject to a heritage overlay in the Boroondara Planning Scheme (2017-18 expenditure of $256,250).
Strategic Objective 4: Quality facilities and assets 6) Continue to reduce greenhouse gas emissions from Council's large buildings through investment in cost effective low emissions technologies and energy efficiency upgrades/retrofits under an Energy Performance Contract (2017-18 expenditure of $1,650,000).
7) Create a new public hub for services to the community by practical completion of the North East Community Hub Redevelopment Works (2017-18 expenditure of $10,889,525).
Strategic Objective 5: Responsible management 8) Implement year 3 of the Digital Transformation Program to deliver services through the City of Boroondara website that are accessible and customer focused (2017-18 expenditure of $5,599,000). The rate rise The average rate will rise by 2.0% in line with the order by the Minister for Local Government on 16 December 2016 under the Fair Go Rates System.
As this is not a revaluation year Valuations will be as per the General Revaluation dated 1 January 2016 (as amended by supplementary valuations).
Executive summary 2
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The waste service charge incorporating kerbside collection and recycling will increase in 2017-18 by 2.2%, reflective of several factors including enhanced services for Council’s footpath cleaning regime and forecast increases in State Government Landfill levy costs. Refer Section 7 for further Rates and Charges details. Key statistics 2017-18 2016-17 Total revenue $230M $224M Total expenditure $203M $197M Account result $26M surplus $26M surplus
(Refer Income Statement in Section 3) (Note: Based on total income of $230M which includes capital grants and contributions Underlying operating result $22M surplus $19M surplus
(Refer Analysis of operating Budget in Section 10.1) (Note: Underlying operating result is an important measure of financial sustainability as it excludes income which is to be used for capital, from being allocated to cover operating expenses) Total Capital Works Program of $66.57M from Council operations (rate funded) $61.22M External grants $3.12M Cash and reserves $2.23M (carried forward works from 2016-17)
The below chart provides an indication of how Council allocates its expenditure across the main services that it delivers. It shows how much is allocated to each service area for every $100 that Council spends.
$2.07 $2.17 $0.51 $2.05 $2.22 Capital Works and Priority Projects $34.53
Environment and Waste Management $12.28 $5.29 Health, Aged Community and Family Services $12.34
$4.82 $34.53 Parks, Gardens and Sportsgrounds $9.04
Library, Arts and Cultural Services $6.94 $5.74 Planning and Building $5.74
Roads, Footpaths, Safety and Drainage $4.82
$6.94 Local Laws Enforcement $5.29
Engineering and Traffic $2.22
Communications and Customer Service $2.05
$9.04 Rates and Property Services $2.17
Leisure & Recreation and Civic Centres $2.07 $12.28 Economic Development $0.51 $12.34
An allocation of corporate services, governance, risk management, building maintenance and public lighting has been included within these service areas.
Excludes operating expenditure for five externally managed recreation centres.
Executive summary 3
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Capital Works Program
Roads $10.88 Footpaths and cycleways million Buildings $2.93 million $35.75 million Carparks $610,000
Recreational, leisure and Library Drainage Parks, open community resources $4.37 spaces and streetscapes facilities $985,000 million $5.33 million $1.99 million
Computers and Other* Plant and equipment Telecommunications $736,000 $1.30 million $1.67 million
*Other includes bridges, fixtures, fittings, furniture and land improvements. Budget influences
External influences The preparation of the budget is influenced by the following external factors: x The proposed 2017-18 Annual Budget is based on a rate capped average increase in Council rates of 2.0 per cent as prescribed by the State Government. x Changes proposed by the State Government that will result in municipal property revaluations being conducted by the Valuer General on an annual basis have the potential to reduce Council’s income and increase YDOXDWLRQFRVWV. Future year budgets will need to make appropriate financial provision once full detail of these changes. x Council has applied an inflation rate of 1.9% for 2017-18 which has been derived from Access Economics Business Outlook September 2016 which is aligned with the commencement of budget preparation. This rate is applied to contributions - monetary, rental income and the majority of materials and services in Council’s Long Term Financial Strategy. Future years apply the underlying inflation rate published in Access Economics Business Outlook September 2016. x After freezing planning fees since 2009 the State Government has increased the allowable fee that Council may charge for these services under the Planning and Environment Act 1987 and Subdivision Act 1988. These fees came into effect October 2016. The 2016-17 forecast reflects an increase in planning income of 42% and has formed the basis for the 2017-18 budget. x From July 2014 the Federal Government froze indexation of its grants to Councils for three years (ceasing at the end of the 2016-17 financial year). These grants vary from council to council. Boroondara does not benefit from untied grants to the same extent as most other local governments in Victoria. Many grants are adjusted by State and Federal Governments on the basis of capacity to pay and other socio-economic factors and therefore Boroondara is one of the lowest recipients with grant income equivalent to $20.06 per resident in Boroondara (Source 2015-16 Victoria Grants Commission Annual Report). x Receipt of capital works funding of $3.12 million including $1.92 million part funding from the Commonwealth Government National Stronger Region Funds for the North East Community Hub and Roads to Recovery Program funding covering roads pavement renewal works.
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x In 2009-10, the State Government raised the landfill levy with significant impacts on Council’s waste management costs. The levy has increased from $9 per tonne in 2008-09 to $62.03 per tonne in 2016-17 (589% increase in nine years). Forecast increases are anticipated in the 2017-18 financial year. x High levels of development across the City leading to increases in population density and demand for Council services. x Ongoing cost shifting. This occurs where Local Government provides a service to the community on behalf of the State and Federal Government. Over time the funds received by local governments do not increase in line with real cost increases. x The Fire Services Property Levy will continue to be collected by Council on behalf of the State Government with the introduction of the Fire Services Property Levy Act 2012.
Internal influences As well as external influences, there are also a number of internal influences which are expected to have a significant impact on the preparation of the 2017-18 Budget. x At the end of each financial year there are projects which are either incomplete or not commenced due to circumstances including planning issues, weather delays and extended consultation. The below forward commitments have been identified to be undertaken in 2017-18: o $2.24 million in 2016-17 capital works forward commitments, and o $1.81 million in 2016-17 priority projects forward commitments.
x Employee costs are largely driven by Council’s Enterprise and Local Area Work Place Agreements (EA and LAWA). An annual increase of 3% has been applied to the 2017-18 Budget. In 2017-18 the compulsory Superannuation Guarantee Scheme (SGC) will remain at 9.50%. The above assumptions cater for trend increases in tied revenue grants from other levels of government that require employment of staff to deliver funded services. These costs are being impacted by the shortage of skilled workers and the ageing population. x Waste collection costs in 2017-18 will increase by 2.2%. The net costs of waste management and associated services are recovered by Council through the waste management charges. x Review of future year budget parameters was undertaken to minimise planned expenditure growth. x Continue investment of resources in the Boroondara Customer First Program which will enhance customer service levels and ultimately reduce the cost of business in the future.
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City of Boroondara Budget 2017-18
Budget reports
The following reports include all statutory disclosures of information and are supported by the analysis contained in sections 8 to 15 of this report.
This section includes the following reports and statements in accordance with the Local Government Act 1989 and the Local Government Model Financial Report.
1. Link to the Council Plan 2. Services, major initiatives and commitments 3. Financial statements 4. Financial performance indicators 5. Other budget information (grants and borrowings) 6. Detailed list of capital works 7. Rates and charges
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1. Link to the Council Plan 1.1 Integrated Planning Framework Council has an integrated approach to strategic corporate planning. This approach allows Council to make planning decisions in light of financial and other resource constraints. The process seeks to align the development of the Council Plan, Department Service Plans, Annual Budget, Long Term Financial Strategy, and our long term vision statement, Our Boroondara – Our City, Our Future.
The Council Plan underpins Council's decision-making processes, policies and procedures. It is the key strategic document of Council.
In the Council Plan 2017-21, the Council elected in October 2016 outlines the vision and strategic plan for its term of office. The Council Plan builds upon the achievements of the previous Council term whilst noting the increasing needs to support a changing and diverse population. The Council Plan commits to long-term planning in building capacity in many areas, continuing to revitalise our city, focusing on our community services and tangible infrastructure and asset renewal projects. The Council Plan will be reviewed for currency each year.
The Council Plan 2017-21 has been developed in the knowledge that the 10 year Boroondara Community Plan which is scheduled to be adopted by Council in December 2017, following to date more than 8,000 public submissions, may refocus Councils efforts on behalf of the community and hence a revised Council Plan will be considered by June 2018.
Boroondara’s Budget and Council Plan are closely interrelated. Council’s themes and strategic objectives shape both planning documents, as shown in the below diagram.
The Budget also sets out Council services, major initiatives and commitments that Council will undertake in the 2017-18 year, along with associated performance indicators (refer Section 2 - Services, major initiatives and commitments).
The Long Term Financial Strategy is the key tool that assists the strategic planning and decision- making process for Council's future financial resource allocation. Although this strategy is subject to annual review, it provides a mechanism for Council to inform the Boroondara community of the long- term viability and financial health of the City. Planning framework diagram
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1.2 Our purpose
Vision A vibrant and inclusive community with an outstanding quality of life.
Mission The City of Boroondara will provide services, facilities, support and advocacy to enable our community to further its sense of place and connection.
Values
Our values What it means
Acting honestly and ethically on all occasions.
Integrity Doing what we say we will do.
Ensuring that our service is characterised by openness and transparency.
Working inclusively with others to identify and meet their needs.
Collaboration Building and sustaining sound relationships.
Encouraging effective engagement and participation.
Taking full responsibility for our own decisions and actions.
Accountability Being professional, thorough and timely in our service delivery.
Seeking, providing and responding to feedback.
Demonstrating foresight and creativity in meeting the challenges of the future.
Nurturing an environment in which innovative thinking is sought, encouraged and Innovation valued.
Continuously looking for improvements in our service delivery.
Treating all customers, stakeholders and colleagues with equality and consideration.
Respect Caring about others and ensuring that they feel valued.
Listening, clarifying and responding appropriately when we communicate with others.
We live these values by displaying strong leadership as we support the community focus on enterprise and wellbeing.
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1.3 Strategic objectives The Council Plan 2017-21 sets out eight strategic objectives across five broad themes that will be pursued by Council. The 2017-18 Budget documents a number of commitments that will occur over the 2017-18 financial year, and provides the financial and human resources necessary to deliver these services and commitments.
The following table lists the five themes and eight strategic objectives as detailed in the Council Plan.
Theme Strategic Objectives
Strong and Our community has a say in matters of interest to them in engaged achieving Boroondara’s vision. communities
Community needs are identified and responses planned accordingly.
Opportunities are provided to enable people in our community to be supported and involved.
Sustainable Our natural and urban environment is improved in a sustainable environment way.
Enhanced amenity Facilitate the process of urban renewal throughout the City to enhance amenity by efficient and effective permit issuing administration.
Quality facilities The community's current and future needs for assets and and assets facilities are proactively managed.
Responsible Decision-making in the delivery of high quality services by management capable and professional people reflects transparent, accountable and fair practices.
Sound financial and risk management practices are carried out.
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2. Services, major initiatives and commitments This section provides a description of the services, major initiatives and commitments to be funded in the Budget for the 2017-18 financial year. In accordance with Section 127 of the Local Government Act 1989 the major initiatives, services and initiatives are included within the Budget 2017-18. At Boroondara, initiatives are referred to as ‘commitments’. Details are provided on how these services contribute to achieving the themes and strategic objectives specified in the Council Plan 2017-21, as set out in Section 1. It also details performance indicators to monitor achievement of the Council Plan 2017-21 strategic objectives.
Theme: Strong and engaged communities
Strategic objectives x Our community has a say in matters of interest to them in achieving Boroondara’s vision. x Community needs are identified and responses planned accordingly. x Opportunities are provided to enable people in our community to be supported and involved.
Services (Operating Budget) Expenditure Service (Revenue) Description category Net cost $’000 Communication x ensures a customer first culture is sustained across Council $2,858 and Customer x provides an in-house advisory service to improve the quality of ($0) Experience customer service in all areas of Council $2,858 x develops strategic integrated communication and engagement plans for key initiatives linked to the Council Plan x provides an in-house content development suite including print, design, video, social media, digital and copy editing x manages the Boroondara brand and corporate communications channels and content x delivers advocacy campaigns in collaboration with the responsible Director, CEO and Councillors x undertakes a corporate research program to inform improved service outcomes x provides a broad range of engagement tools to facilitate the capture of external feedback x media relations and issues management. Library Services x provides a large range of relevant, contemporary library $8,774 collections and services: in libraries, online and via home library ($1,292) services $7,482 x provides welcoming community spaces for individual and group study, reflection, activity and discovery x promotes, advocates for and supports literacy development, reader development, lifelong learning, creative and intellectual development x provides family, children and adult library programs and activities.
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Expenditure Service (Revenue) Description category Net cost $’000 Community x aims to enhance the health, wellbeing and safety of residents $3,406 Planning and ($363) x facilitates community connectedness, strengthens community Development $3,043 capacity and responds to identified needs through the delivery of a range of programs, partnerships and networking opportunities for Boroondara’s community x works actively within the community on key community development activities, including men's shed and major projects x provides support, advice and assistance to neighbourhood houses x develops policies, strategies and plans that address community priorities x monitors, forecasts and analyses community change and wellbeing x undertakes extensive community research on behalf of Council departments and the community x prepares Council submissions in response to Australian and Victorian government enquiries and advocates on social issues impacting on the community x manages the Boroondara Community Grants Program of annual and operational triennial grants and the registered rooming house subsidy x promotes, supports and assists the development of volunteering and civic participation through the Boroondara Volunteer Resource Centre.
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Expenditure Service (Revenue) Description category Net cost $’000 Family and x operates the Boroondara Maternal and Child Health, $4,876 Youth Services Kindergarten Central Enrolment Scheme, Parent Child Mother ($1,363) Goose Program and the Boroondara Youth Resource Centre $3,513 x undertakes strategic planning and policy development to facilitate access to active participation opportunities for the Boroondara community x facilitates training and support for service providers and voluntary committees of management for early years and youth services x advocates on behalf of young people, children and their families x provides support and information, activities and programs to young people and their families x facilitates the development of integrated and coordinated services for children, young people and their families x supports the inclusion of children into four-year old kindergarten and long day care services through the provision of the Preschool Field Officer Program x facilitates long day care, occasional care and kindergarten services through the provision of 43 buildings leased to the community and volunteer committees of management x facilitates community support programs through the provision of annual funding in a deed of agreement with Camcare x supports young people's health and wellbeing.
Health, Active x coordinates public health services including immunisation and $13,372 Ageing and environmental health ($8,866) Disability x provides home support services via the Active Service Model $4,506 Services approach including home, personal and respite care, food services and property maintenance x provides volunteer and community transport, and social support (including events and planned activity groups) x coordinates emergency management (recovery) across the municipality x manages Canterbury Memorial Home Units (23 independent living units) x undertakes strategy and development with a focus on positive ageing and disability (including MetroAccess).
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Expenditure Service (Revenue) Description category Net cost $’000 Arts and x produces arts programs and events for the local community, $2,938 Cultural including performing arts, visual arts and exhibitions, ($653) Services participatory workshops and creative professional development $2,285 forums for local artists and community art groups x programs and manages Council's art facilities at the Town Hall Gallery, Kew Court House, Hawthorn Arts Centre and other community spaces x provides flexible spaces for community hire, including meetings, community events, private bookings and conference facilities x manages and acquires at work for the Town Hall Gallery Collection x provides funding support for community arts and culture groups.
Economic x strengthens the viability of local businesses, including strip $2,296 Development shopping centres ($1,463) x manages the development and implementation of the Economic $833 Development and Tourism Strategy for Council x facilitates the Boroondara Business Network, the Boroondara Farmers Market, the Hawthorn Craft Market and supports the marketing for the Camberwell Fresh Food Market and the Camberwell Sunday Market x supports new and established businesses, through training and mentor services x facilitates regular networking opportunities for the local business community x supports and promotes tourism opportunities across the municipality x delivers the City-wide Christmas in Boroondara Program.
Major initiatives - Strong and engaged communities
Responsible Expenditure Our initiatives department $
2.1 Develop a draft 10-year Boroondara Community Planning $50,000 Community Plan incorporating the Public and Development Health and Wellbeing Plan 2017-21 for adoption by Council to support the prioritised needs of the community.
6.2 Complete the Balwyn Library Projects and $4,334,036 Redevelopment Works to enable local Strategy community access to contemporary and appealing spaces to meet, read and study.
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Commitments (Capital, Priority Projects or Operating Expenditure)
Strategic objective Our community has a say in matters of interest to them in achieving Boroondara’s vision.
Strategy 1 Communication and engagement
Develop a range of communications and engagement opportunities to meet differing and emerging community needs.
Community outcome Council information and services meet community expectations and an organisation that demonstrates its culture of engagement.
Responsible Expenditure Our commitments department $
1.1 Enhance communication with the Communications and Work performed using community by implementing an evaluation Customer existing resources framework which will provide data and Experience insights to improve the effectiveness of our communication. 1.2 Provide opportunities for the community to Communications and $25,000 interact with Council at five high profile Customer events/locations through the Pop-up Council Experience program.
Strategic objective Community needs are identified and responses planned appropriately.
Strategy 2 Community inclusion
Monitor and plan for the community’s changing needs to support their health and wellbeing, aspirations and opportunities to contribute to community life.
Community outcome A cohesive, healthy and connected community.
Responsible Expenditure Our commitments department $
2.1 Develop a draft 10-year Boroondara Community Planning $50,000 Community Plan incorporating the Public and Development Health and Wellbeing Plan 2017-21 for adoption by Council to support the prioritised needs of the community. 2.2 Commence a project to combine population Community Planning $55,556 trends with facility use data to understand and Development current demand and forecast future demand for key Council facilities used by the community.
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Strategic objective Opportunities are provided to enable people in our community to be supported and involved.
Strategy 3 Local business
Facilitate a positive business and community spirit by welcoming appropriate business investment and supporting existing commerce and local shopping centres.
Community outcome A strong Boroondara economy, supported by a positive business and community spirit.
Responsible Expenditure Our commitments department $
3.1 Support the establishment and growth of Economic $105,000 local businesses and contribute to economic Development and tourism development by implementing year 1 actions of the Economic Development and Tourism Strategy.
3.2 Promote the vitality of the City's shopping Economic $103,000 centres and support a festive community Development spirit by implementing the year 5 actions of the Christmas in Boroondara Program.
Strategy 4 Families and young people
Plan, lead and facilitate high quality services to meet the needs of children, young people and their families.
Community outcome Healthy, connected families and youth who can access a wide range of opportunities.
Responsible Expenditure Our commitments department $
4.1 Implement year 3 actions from the Children Family, Youth and Work performed using and Young People's Strategy to support the Recreation existing resources needs and aspirations of children and young people.
4.2 Commence the introduction of mobile Family, Youth and Work performed using computing to enable nurses immediate Recreation existing resources access to information that enhances the quality of the Maternal and Child Health home visit service.
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Strategy 5 Health, ageing and disability
Plan, facilitate and implement (where appropriate) programs that create stronger communities that enhance the health, wellbeing and independence of older people and people with disabilities.
Community outcome Our community members, especially older people and those with disabilities, are supported to be independent and feel safe.
Responsible Expenditure Our commitments department $
5.1 Implement the year 4 actions of the Health, Active $100,000 Creating an Age-friendly Boroondara Ageing and Disability Strategy to promote active ageing of older Services residents.
5.2 Monitor the Australian Government aged Health, Active Work performed using care and disability services reforms and Ageing and Disability existing resources their impact on Council and the Boroondara Services community.
Strategy 6 Library services
Continue to evaluate Boroondara’s library service and respond effectively to diverse and changing needs for knowledge, information and recreation.
Community outcome Innovative library services for everyone.
Responsible Expenditure Our commitments department $
6.1 Implement year 3 actions identified in the Library Services Work performed using Library Services Strategic Plan to meet existing resources community expectations for library services.
6.2 Complete the Balwyn Library Projects and $4,334,036 Redevelopment Works to enable local Strategy community access to contemporary and appealing spaces to meet, read and study.
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Strategy 7 Arts and culture
Provide services, programs and facilities for the community to participate in a broad range of arts and cultural activities.
Community outcome Innovative cultural programs and events for all members of the community.
Responsible Expenditure Our commitments department $
7.1 Ensure financial sustainability to support Arts and Cultural Work performed using access to arts programs and civic spaces Services existing resources for residents through the conduct of a tender for Hawthorn Arts Centre Hospitality Services Agreement. 7.2 Provide creative professional development Arts and Cultural Work performed using for community groups and local artists to Services existing resources strengthen and grow the capacity of community arts offered in the community. 7.3 Enhance access for the community to the Arts and Cultural $15,000 Civic Art Collection through improvements Services to the digital interface on the Boroondara Arts website and placement of artwork in the public areas of the Hawthorn Arts Centre.
Strategic Indicators
Success in achieving the Strategic Objectives is measured by reporting against Strategic Indicators.
2017-18 Performance Measure Context Department Target Strategic Objective: Our community has a say in matters of interest to them in achieving Boroondara's vision Percentile ranking of community The 2015-16 actual was 63. 63 Communications satisfaction with consultation and Customer and engagement measured Experience through the Victorian Government Community Satisfaction Survey.
Strategic Objective: Community needs are identified and responses planned accordingly
Community consultation for all This is a new measure for 100% Communications major community infrastructure 2017-18. and Customer projects. Experience Strategic Objective: Opportunities are provided to enable people in our community to be supported and involved Number of members of the The 2015-16 actual was 2,000 Economic Boroondara Business Network. 2,028. Development
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2017-18 Performance Measure Context Department Target Percentage of users satisfied The 2015-16 actual was 80% 80% Economic with training and support Development initiatives for local business. Number of young people The 2015-16 actual was 3,500 Family, Youth and attending Youth Services 3,500. Recreation programs or services. Proportion of infants born that The 2015-16 actual was 90% Health, Active receive primary immunisations. 92%. Ageing and Disability Services Percentage of infants enrolled The 2015-16 actual was 95% Family, Youth and who receive the first Maternal 104%. Recreation and Child Health Home visit. There are instances when we receive a birth notification for a Boroondara resident, however the parents and their child may stay outside of Boroondara with relatives who provide support for the first few weeks. When this happens it is common for new parents to access the MCH service in the municipality where they are staying until they return to Boroondara. This means that the number of infants enrolled receiving their first home visit can fluctuate. Proportion of registered The measure is for the period 100% Health, Active premises that are inspected ending 31 December of the Ageing and annually as required by the prior year. The result of 31 Disability Services Food Act 1984 and the Public December 2015 was 100%. Health and Wellbeing Act 2008. Number of people participating The 2015-16 actual was 1,000 Health, Active in active ageing programs and 1,131 Ageing and events Disability Services
Number of attendances at This is a new measure for 34,000 Library Services library programs and events. 2017-18. Overall participation in library The 2015-16 actual was 4,750,000 Library Services services (includes loans, 5,999,022. Anticipating returns, visits, program slightly lower participation attendances, e-books and audio due to renewal of Balwyn loans, enquiries, reservations, Library. Wi-Fi and virtual visits). Number of capacity building This is a new measure for 14 Community Planning workshops offered to volunteer 2017-18. and Development involving organisations. Number of community events The 2015-16 actual was 178. 165 Arts and Cultural programmed by Arts and Services Culture.
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Service Performance Indicators
Service Indicator Performance measure Computation
Food safety Health and Critical and major non- [Number of critical non- safety compliance notifications compliance notifications and outcome (percentage of critical major noncompliance and major non-compliance notifications about a food outcome notifications that are premises followed up / Number followed up by Council). of critical non-compliance notifications and major noncompliance notifications about food premises]X100. Maternal and Participation Participation in the MCH service [Number of children who attend Child Health (percentage of children enrolled the MCH service at least once who participate in the MCH (in the year) / Number of service). children enrolled in the MCH service] X100
Participation in the MCH service [Number of Aboriginal children by Aboriginal children who attend the MCH service at (percentage of Aboriginal least once (in the year) / children enrolled who participate Number of Aboriginal children in the MCH service). enrolled in the MCH service] X100 Home and Participation Participation in HACC service [Number of people that received Community (percentage of the municipal a HACC service / Municipal Care target population that receive a target population for HACC HACC service). services] X100
Participation in HACC service by [Number of CALD people who CALD people (percentage of the receive a HACC service / municipal target population in Municipal target population in relation to CALD people who relation to CALD people for receive a HACC service). HACC services] X100 Libraries Participation Active library members [Number of active library (percentage of the municipal members/ Municipal population] population that are active library X100 members).
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Theme: Sustainable environment
Strategic objective Our natural and urban environment is improved in a sustainable way.
Services (Operating Budget)
Expenditure Service (Revenue) Description category Net cost $’000 Environment x helps the Boroondara community to live more sustainably in $1,036 and Sustainable response to emerging environmental challenges (eg climate (0) Living change, water shortage, biodiversity conservation) $1,036 x promotes sustainability within built and natural environments in Boroondara x develops and implements policies and strategies that set direction in environmental management, public space improvements, conservation of natural resources and sustainable development x builds the capacity of Council to integrate environmental and sustainability issues into our buildings and public space improvements, daily operations and decision-making processes.
Waste and x manages waste services, including kerbside bin based waste, $19,451 Recycling green and recycling collections and hard waste collection ($1,634) service $17,817 x operates the Boroondara Recycling and Waste Centre. Horticultural & x manages and maintains Boroondara's parks, gardens and $11,147 Arbor Services biodiversity sites ($42) and Formal x provides streetscape and landscape features including garden $11,105 Gardens beds, traffic management devices and shopping precincts x maintains a significant and highly valued urban forest of street and park trees. Tree Protection x administers Council's Tree Protection Local Law and assesses $308 applications for tree removal. ($175) $133
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Major initiatives - Sustainable environment
Responsible Expenditure Our initiatives department $ 8.2 Undertake a green waste and food Parks and $100,000 organics feasibility study to investigate Infrastructure opportunities to further minimise waste to landfill.
Commitments (Capital, Priority Projects or Operating Expenditure)
Strategic objective Our natural and urban environment is improved in a sustainable way.
Strategy 8 Living sustainably
Promote sustainability through sound environmental practice.
Community outcome A sustainable future for our community.
Responsible Expenditure Our commitments department $ 8.1 Foster social connection and sustainable Environment and $30,000 living of residents through engaging Sustainable Living individuals and organisations in determining the governance and design of a community garden in the Outer Circle Linear Park (Earl Street). 8.2 Undertake a green waste and food Parks and $100,000 organics feasibility study to investigate Infrastructure opportunities to further minimise waste to landfill.
Strategy 9 Parks, gardens and natural environment
Apply sustainable practices in managing our parks, gardens, sportsgrounds and urban street trees.
Community outcome High quality natural environments, parks and gardens for our current and future communities.
Responsible Expenditure Our commitments department $
9.1 Conduct a review of Tree Management Parks and Work performed using Guidelines consistent with the Boroondara Infrastructure existing resources Tree Strategy to continue Council’s ongoing commitment to maintaining its rich diversity of street and park trees. 9.2 Review Council’s renewal practices for Parks and $103,800 water sensitive urban design (WSUD) Infrastructure treatments in open spaces and implement actions to ensure water quality and visual amenity are maximised for the life of the assets.
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Responsible Expenditure Our commitments department $
9.3 Implement sporting infrastructure Parks and $160,000 improvements and a sportsground Infrastructure reconstruction at Highfield Park, Camberwell to ensure long-term sustainability of the sportsground and an improved user experience.
Strategic Indicators
Success in achieving the Strategic Objectives is measured by reporting against Strategic Indicators.
2017-18 Performance Measure Context Department Target Strategic Objective: Our natural and urban environment is improved in a sustainable way
Tonnes of CO2 emissions from The Our Low Carbon Future Less than Environment and energy used in all Council Strategy - Action Plan 22,900 Sustainable Living owned and operated buildings, Update 2017-20 sets the tCO2e* street lighting, Council fleet, taxi target of reducing corporate and air travel. greenhouse gas emissions to 30-40% below 2007-08 levels by 2020. The target reflects a reduction in underlying emissions partly offset by the impact of expanded service delivery through Council facilities. The 2014-15 actual was 23,397 tCO2e. * The Information is reported with a one year lag. Volume of harvested water (rain The Integrated Water 5 ML Environment and and stormwater) re-used within Management Strategy 2014- Sustainable Living Council buildings and open 24 includes an overarching space irrigation. objective to increase local water harvesting and 'fit for purpose' reuse. Data for the measure is sourced from smart meters on Council's significant water storage systems where so installed. The 2015-16 actual was 3.42ML.
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2017-18 Performance Measure Context Department Target Waste diversion from landfill, The 2015-16 actual was 48% Parks and calculated as the proportion of 48%. Infrastructure the overall kerbside waste The calculation method has stream that is recycled (includes been changed to align with paper, bottles and green waste) Local Government instead of being disposed to Performance Reporting landfill. Framework waste diversion measure (WC5). The target has been held steady due to the weight of recyclables generally decreasing with lighter plastics and less newspaper waste. Customer Satisfaction survey, The 2015-16 actual was 80% Parks and measures user satisfaction with 85%. Infrastructure a range of parks in Boroondara, In 2015-16, Boroondara benchmarked with participating achieved the highest score of Councils. participating Councils and the mean score was 81%. Boroondara’s results over the previous 7 years have been between 80% and 82%, during which time we have been ranked in the top 3 five times. Historically, very few Councils ever achieve a result of 85% therefore a target of 80% is considered an appropriate service level.
Service Performance Indicators
Service Indicator Performance measure Computation
Waste Waste diversion Kerbside collection waste [Weight of recyclables and Collection diverted from landfill green organics collected from (percentage of garbage, kerbside bins / Weight of recyclables and green organics garbage, recyclables and green collected from kerbside bins that organics collected from kerbside is diverted from landfill). bins] X100.
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Theme: Enhanced amenity
Strategic objective Facilitate the process of urban renewal throughout the City to enhance amenity by efficient and effective permit issuing administration.
Services (Operating Budget)
Expenditure Service (Revenue) Description category Net cost $’000 Traffic and x develops, assesses and implements engineering solutions that $1,740 Transport address the amenity of residential and commercial areas ($900) x implements parking and traffic management strategies $840 x assesses traffic and parking implications of planning permit and rezoning applications x assesses lane and parking bay occupation applications, street party applications and road closure applications x investigates black spot accident locations and develops remedial treatments x coordinates and implements sustainable transport initiatives including Car Share, green travel plans, Boroondara Active and Safe Schools and a variety of active transport programs x designs, consults and implements transport projects including on road bicycle lanes, shared paths, road safety initiatives, pedestrian and bicycle improvements, disability access and traffic treatments x advocates for improvements to public transport and sustainable transport initiatives x develops feasibility studies and grant applications to state and federal authorities for accident black spot locations and pedestrian and bicycle improvement projects x provides strategic transport planning advice and develops associated studies x assesses high and heavy vehicle route applications.
Landscape x provides landscape design and urban design services to $541 Architecture promote use, function and enjoyment of outdoor spaces by the ($0) community. $541 Strategic x advocates for and prepares land use policy and standards $1,778 Planning within the context of Victorian state policy ($0) x promotes sustainable design and development and heritage $1,778 conservation x manages the Municipal Strategic Statement x develops policies and plans to guide land use and development.
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Expenditure Service (Revenue) Description category Net cost $’000 Building x assesses building permit applications, conducts mandatory $1,739 Services inspections and issues occupancy permits/final certificates for ($1,105) buildings and structures $634 x encourages desirable building design outcomes for amenity protection and to maintain consistent streetscapes x provides property hazard and building permit history information to designers, solicitors, private building surveyors and ratepayers x conducts property safety inspections including fire safety audits on high risk buildings and pool and spa safety barrier compliance inspections to ensure a safer built environment x administers and enforces the Building Act 1993 and Regulations including investigation of illegal and dangerous buildings to ensure public and occupant safety. Statutory x processes and assesses planning applications in accordance $6,065 Planning with the Planning and Environment Act 1987, the Boroondara ($2,241) Planning Scheme and Council policies $3,824 x provides advice about development and land use proposals as well as providing information to assist the community in its understanding of these proposals x investigates non-compliances with planning permits and the Boroondara Planning Scheme and takes appropriate enforcement action when necessary x defends Council planning decisions at the Victorian Civil and Administrative Tribunal x assesses applications to subdivide land or buildings under the Subdivision Act 1988. Local Laws x delivers proactive patrol programs to maintain and promote $9,577 safety and harmony within the community ($16,062) x delivers administrative and field services in parking, amenity ($6,485) and animal management x processes and issues permits relating to traders, tradespersons, disabled parking, residential parking, animal registrations, excess animals, commercial waste bins, street furniture and other uses of Council controlled land x delivers educational programs in responsible pet ownership, road safety, amenity regulation and fire prevention x develops, implements and reviews appropriate local laws to achieve a safe and liveable environment x delivery of the School Crossing Supervision program through the provision of supervision at school crossings and the overall management and administration of the program.
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Major initiatives - Enhanced amenity
Responsible Expenditure Our initiatives department $
10.2 Protect the City’s heritage by continuing a Strategic Planning $256,250 municipal wide heritage assessment of all areas not currently subject to a heritage overlay in the Boroondara Planning Scheme. 11.3 Maintain and enhance safety for Traffic and Transport Work performed using pedestrians and cyclists using the Main existing resources Yarra Trail and the Koonung Trail, by undertaking a safety audit.
Commitments (Capital, Priority Projects or Operating Expenditure)
Strategic objective Facilitate the process of urban renewal throughout the City to enhance amenity by efficient and effective permit issuing administration.
Strategy 10 Land use, planning and building
Engage with our community in striving for protection and enhancement of the natural and built environment.
Community outcome Strategic and sound planning to protect and enhance our community's liveability and environment.
Responsible Expenditure Our commitments department $
10.1 Ensure occupant safety in public and high Building Services Work performed using risk buildings in the City of Boroondara, by existing resources developing a building inspection and communication strategy, to encourage building owners to maintain essential safety measures in accordance with the Building Regulations 2006. 10.2 Protect the City’s heritage by continuing a Strategic Planning $256,250 municipal wide heritage assessment of all areas not currently subject to a heritage overlay in the Boroondara Planning Scheme. 10.3 Undertake a study of changes to tree Statutory Planning $21,000 canopy cover to inform the effectiveness of policies and regulations relating to tree protection.
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Strategy 11 Parking, traffic and transport
Respond effectively and efficiently to community needs on parking, traffic and appropriate transport issues.
Community outcome Appropriate traffic controls, parking rotation and availability, and transportation solutions.
Responsible Expenditure Our commitments department $
11.1 Seek to improve community safety by Traffic and Transport Work performed using continuing to advocate for the introduction existing resources of 40km/hr speed limits in specific shopping strips including Auburn Village, Burwood Village, Deepdene Shopping Centre and Greythorn Shopping Centre. 11.2 Ensure appropriate opportunities for on Traffic and Transport Work performed using and off road cycling and improvement of existing resources Boroondara’s bicycle network by commencing the review of the Boroondara Bicycle Strategy. 11.3 Maintain and enhance safety for Traffic and Transport Work performed using pedestrians and cyclists using the Main existing resources Yarra Trail and the Koonung Trail, by undertaking a safety audit.
Strategy 12 Safety and amenity
Implement appropriate policies, strategies and practices that will improve neighbourhood amenity and safety.
Community outcome High standards of community safety, health and amenity.
Responsible Expenditure Our commitments department $
12.1 Encourage appropriate management of Local Laws Work performed using domestic animals by presenting the existing resources Domestic Animal Management Plan to Council for adoption. 12.2 Improve the vitality of our local strip Environment and $1,005,000 shopping centres by delivering Sustainable Living streetscape improvements works at Hartwell Shopping Centre, Church Street, Glenferrie Hill, Fordham Village and Peate Avenue Shopping Centres.
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Strategic Indicators
Success in achieving the Strategic Objectives is measured by reporting against Strategic Indicators.
2017-18 Performance Measure Context Department Target Strategic Objective: Facilitate the process of urban renewal throughout the City to enhance amenity by efficient and effective permit issuing administration. Percentage of building permits The 2015-16 actual was 99% Building Services approved within 30 days. 99%. Percentage of planning The 2015-16 actual was 80% Statutory Planning applications processed within 81%. 60 days. Percentage of graffiti removed This is a new measure for 95% Parks and from Council owned assets 2017-18. Infrastructure within one business day of notification.
Service Performance Indicators
Service Indicator Performance measure Computation
Statutory Decision Council planning decisions [Number of VCAT decisions that Planning making upheld at VCAT (percentage of did not set aside Council's planning application decisions decision in relation to a planning subject to review by VCAT and application / Number of VCAT that were not set aside). decisions in relation to planning applications] X100. Animal Health and Animal management Number of successful animal management safety prosecutions (number of management prosecutions. successful animal management prosecutions).
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Theme: Quality facilities and assets
Strategic objective The community’s current and future needs for assets and facilities are proactively managed.
Services (Operating Budget)
Expenditure Service (Revenue) Description category Net cost $’000 Asset x provides proactive inspections on Council assets to ensure $3,994 Management service standards are maintained ($720) x provides a corporate Asset Management system to support $3,274 the ongoing management and renewal of the community's assets x develops and updates the five-year renewal program for assets x develops the financial forecast for assets for Council's long- term financial strategy x promotes occupational health and safety on Council worksites x manages permits relating to the asset protection local law and stormwater drainage x implements the Street Lighting Policy x implements strategies and engineering solutions for drainage issues, planning and subdivision permit referrals and development approvals. Projects and x develops, manages, reports and delivers the approved $4,015 Strategy Environment and Infrastructure Capital Works and Building ($11) Renewal programs ensuring best value for money $4,004 x provides project management and technical advice on Council's projects and infrastructure assets x manages the capital works programs and reporting to successfully deliver projects on time and within budget x investigates and develops strategic solutions for major stormwater issues, Council buildings and infrastructure assets x encourages and develops innovative design into quality outcomes. Asset x maintains the City’s infrastructure including buildings, $11,466 Maintenance footpaths and roads, shopping centres, drains, street furniture ($561) and signs. $10,905
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Expenditure Service (Revenue) Description category Net cost $’000 Leisure and x operates the Kew Traffic School $1,592 Sport x facilitates training and support for service providers and ($2,855) voluntary committees of management for sporting activities ($1,263) x provides support and information, activities and programs to sport and recreation clubs and organisations x facilitates participation opportunities by the community in physical activity through the provision of facilities and contract management of the Boroondara Leisure and Aquatic Centres, the Boroondara Tennis Centre and Junction Skate and BMX Park x advocates on behalf of the community to facilitate sport and recreation participation needs x leases 87 facilities to sporting clubs and early years committees of management x facilitate participation opportunities for the Boroondara community in sport and recreation. Sportsground x manages bookings, events and applications associated with $4,596 and Park Assets Boroondara's parks, gardens, reserves, sportsgrounds and ($1,564) pavilions $3,032 x works with over 300 sports clubs, across 23 sports codes at over 100 sports facilities/grounds x manages and maintains built assets including playgrounds, barbeques, drinking fountains, park furniture, bins, fences and signs x manages and maintains the Freeway Golf Course.
Major initiatives – Quality facilities and assets
Responsible Expenditure Our initiatives department $ 13.2 Continue to reduce greenhouse gas Environment and $1,650,000 emissions from Council's large buildings Sustainable Living through investment in cost effective low emissions technologies and energy efficiency upgrades/retrofits under an Energy Performance Contract. 13.3 Create a new public hub for services to Projects and Strategy $10,889,525 the community by practical completion of the North East Community Hub Redevelopment Works
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Commitments (Capital, Priority Projects or Operating Expenditure)
Strategic objective The community’s current and future needs for assets and facilities are proactively managed.
Strategy 13 Managing assets
Implement strategies for the development and ongoing renewal of Council’s physical assets.
Community outcome Assets, activities and processes are well managed and deliver safe and usable facilities.
Responsible Expenditure Our commitments department $ 13.1 Review and update the existing Asset Asset Management Work performed using Management Policy and Strategy to existing resources ensure that Council’s asset management practices adequately support provision of asset-dependent services. 13.2 Continue to reduce greenhouse gas Environment and $1,650,000 emissions from Council's large buildings Sustainable Living through investment in cost effective low emissions technologies and energy efficiency upgrades/retrofits under an Energy Performance Contract. 13.3 Create a new public hub for services to Projects and Strategy $10,889,525 the community by practical completion of the North East Community Hub Redevelopment Works
Strategy 14 Leisure and sporting facilities
Manage, develop and improve the City’s leisure and sporting assets for long-term sustainability, amenity and public safety to promote community wellbeing.
Community outcome High quality sports facilities for everybody to enjoy.
Responsible Expenditure Our commitments department $
14.1 Seek community input into the design of Family, Youth and $550,000 the Kew Recreation Centre aquatic Recreation renewal project to enhance future leisure and recreation opportunities. 14.2 Support community participation in sport Family, Youth and $40,000 and leisure opportunities by implementing Recreation actions from the Sport and Recreation Strategy.
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Strategic Indicators
Success in achieving the Strategic Objectives is measured by reporting against Strategic Indicators.
2017-18 Performance Measure Context Department Target Strategic Objective: The community's current and future needs for assets and facilities are proactively managed Percentage completion of six The 2015-16 actual was 99% Asset Management monthly defect inspections on 100%. Council roads and footpaths in higher risk locations. Percentage of capital projects The 2015-16 actual was 90% Projects and completed at the conclusion of 96%. A target of 90% allows Strategy the financial year (based on non-completion of capital number of projects). projects due to unforeseen circumstances including consultation issues, adverse weather conditions and unpredicted soil condition etc. Percentage of adopted capital The 2015-16 actual was 90% Projects and projects completed at the 90%. Strategy conclusion of the financial year (based on the most recent amended budget). Number of proactive strip The 2015-16 actual was 157. 155 Parks and shopping centre maintenance Infrastructure inspections completed. Number of visits to The 2015-16 actual was 2,400,000 Family, Youth and Boroondara's leisure and 2,462,510. Recreation aquatic facilities
Service Performance Indicators
Service Indicator Performance measure Computation
Roads Satisfaction Satisfaction with sealed local roads Community satisfaction rating (community satisfaction rating out out of 100 with how Council has of 100 with how Council has performed on the condition of performed on the condition of sealed local roads. sealed local roads). Aquatic Utilisation Utilisation of aquatic facilities [Number of visits to aquatic Facilities (number of visits to aquatic facilities facilities / Municipal population] per head of municipal population). X100.
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Theme: Responsible management
Strategic objectives x Decision-making in the delivery of high quality services by capable and professional people reflects transparent, accountable and fair practices. x Sound financial and risk management practices are carried out.
Services (Operating Budget)
Expenditure Service (Revenue) Description category Net cost $’000 Councillors, This area includes the Mayor, Councillors, Chief Executive Officer $2,624 Chief Executive and Executive Leadership team and associated support. ($0) Officer, $2,624 Executive Management and support staff Governance x provides counsel to Council, Councillors, the Chief Executive $2,005 Officer and the Executive Leadership Team ($26) x develops and implements strategies and policies $1,979 x manages Freedom of Information, Information Privacy, protected disclosures and internal ombudsman functions x maintains statutory registers, authorisations and delegations x administers the conduct of Council elections x provides administrative and secretarial support to the elected Councillors and Council committees x provides stewarding and catering services to the Camberwell function rooms x coordinates civic events and citizenship ceremonies. Innovation and x encourages thinking differently about how Council delivers $1,246 Business services to the community more efficiently and effectively ($0) Transformation x leads the delivery of the Boroondara Customer First Program $1,246 to improve our customers' experiences x develops strategies and approaches to transform Council into a customer-centric organisation x develops the new digital services platform to enable Council to significantly expand the services offered online, such as online payments and service requests x implements the Process Improvement Program focusing on understanding, documenting and improving Council’s processes x focuses on promoting innovation and collaboration in our work.
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Expenditure Service (Revenue) Description category Net cost $’000 Finance and x develops and delivers the annual planning cycle for the $3,354 Corporate Council Plan and Budget ($214) Planning x provides financial operations services including accounts $3,140 payable x produces the annual Budget and Long Term Financial Strategy and manages Council's budgeting/forecasting and financial reporting systems x provides payroll services x manages Council's reporting system and conducts performance reporting, including the Quarterly Performance Report, Monthly Performance Report, and the Annual Report incorporating the Best Value Report x provides external grant application support for significant project funding opportunities x coordinates financial analysis and business cases for projects and provides advice on the pricing of services as well as National Competition Policy compliance x provides financial accounting services x coordinates external audit. People, Culture x delivers the functions of occupational health and safety, $2,904 and human resources and organisation development and learning ($0) Development x provides specialist advice, service and policy development $2,904 related to human resources and organisation development x coordinates recruitment, industrial relations, remuneration, award/agreement interpretation and work evaluation x facilitates and coordinates staff members' professional, leadership and cultural development programs and the Health and Wellbeing Program x coordinates Council’s employee performance management system. Corporate x monitors and reports on legislative changes and impacts for $207 Solicitor Council operations ($0) x provides advice on legal and regulatory matters and ad hoc $207 legal advice within the organisation x delivers training programs to develop Council officers’ knowledge of relevant legal issues. Customer x delivers customer service including a translation service and $1,979 service multilingual communications ($0) x implements the Customer Channel Strategy $1,979 x manages correspondence in the CRM system.
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Expenditure Service (Revenue) Description category Net cost $’000 Commercial and x coordinates Audit Committee $6,334 Property x manages procurement and conduct of all public tenders ($3,234) Services $3,100 x manages rates and property services, including Council databases and communication of the rate payment options available to residents x administers the purchasing system and purchasing card systems including training x coordinates fleet management x coordinates the Building and Property Working Group x handles the administration and leasing of Council's property holdings including the Camberwell Fresh Food Market x manages all acquisitions and disposals of land for Council x manages the discontinuance and sales of the right of way’s throughout Boroondara x manages internal audit services to Council x manages enterprise business risk for the organisation including Council’s Crisis Management Plan and department Business Continuity Plans x manages public liability, professional indemnity, motor vehicle and property claims. Information x coordinates improvement to service delivery to the community $9,810 Technology and within Council through the use of technology ($0) x ensures effectiveness and reliability of computing and $9,810 communication systems x manages Council’s corporate information and archival services.
Major initiatives - Responsible Management
Responsible Expenditure Our initiatives department $
15.1 Review the Council Plan 2017-21 to Finance and Corporate Work performed using ensure alignment with community Planning existing resources priorities as identified in the Boroondara Community Plan. 17.2 Implement year 3 of the Digital Innovation and $5,599,000 Transformation Program to deliver Business services through the City of Boroondara Transformation website that are accessible and customer focused.
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Commitments (Capital, Priority Projects or Operating Expenditure)
Strategic objective Decision-making in the delivery of high quality services by capable and professional people reflects transparent, accountable and fair practices.
Strategy 15 Governance
Ensure Council is open, transparent, inclusive and accountable to the community through sound governance practices for making and implementing decisions.
Community outcome A high standard of democratic and corporate governance and sound financial records and budget systems are maintained.
Responsible Expenditure Our commitments department $
15.1 Review the Council Plan 2017-21 to Finance and Corporate Work performed using ensure alignment with community Planning existing resources priorities as identified in the Boroondara Community Plan. 15.2 Review the nomination process for Citizen Governance Work performed using and Young Citizen of the Year to increase existing resources participation and accessibility.
Strategy 16 Business Support
Continue to improve and implement processes for service delivery and reporting practices.
Community outcome Best practice approach to service delivery, information technology and records management to enhance community service.
Responsible Expenditure Our commitments department $
16.1 Improve Council's online service delivery Information $800,000 through the continued implementation of Technology the Customer Relationship Management System. 16.2 Deliver an accurate and transparent Finance and Corporate Work performed using record of Council's performance to the Planning existing resources community through preparing the Annual Report 2016-17 and submitting to the Minister for Local Government by 30 September 2017.
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Strategy 17 Customer responsiveness
Promote a culture of innovation and improvement to ensure we continue to offer a relevant, responsive and friendly service to the community.
Community outcome Council information and services meet community expectations.
Responsible Expenditure Our commitments department $
17.1 Improve Council’s capacity to better meet Communications and Work performed using community needs by implementing the Customer Experience existing resources identified 2017-18 actions from the Communications Channel Strategy. 17.2 Implement year 3 of the Digital Innovation and $5,599,000 Transformation Program to deliver Business services through the City of Boroondara Transformation website that are accessible and customer focused.
Strategy 18 People support and development
Increase our internal capability for service delivery and ensure that the City of Boroondara is seen as an employer of choice through effective professional development opportunities focused on change and customer experience.
Community outcome Best practice approach to service delivery and people development and management.
Responsible Expenditure Our commitments department $
18.1 Continue to build and embed People, Culture and Work performed using organisational change capability and Development existing resources integration into business processes and decision making through the development of a Change Management Plan. 18.2 Maintain and enhance a customer centric People, Culture and Work performed using workforce that has the capability to deliver Development existing resources on Council's strategic goals through the development of a People Strategy.
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Strategic objective Sound financial and risk management practices are carried out.
Strategy 19 Financial management
Ensure sound governance practices and financial management processes, budget systems and valuation practices in accordance with professional standards and legislative requirements.
Community outcome Sound financial management processes, quality records and budget systems are maintained.
Responsible Expenditure Our commitments department $
19.1 Undertake the Municipal Revaluation as at Commercial and Work performed using 1 January 2018 within budget and Property Services existing resources required legislation. 19.2 Ensure Council operates within a Finance and Corporate Work performed using financially sustainable framework through Planning existing resources preparation of the Annual Budget 2018-19 and Strategic Resource Plan in line with statutory requirements and submit for consideration by Council by 30 June 2018. 19.3 Apply sound financial practices by Finance and Corporate Work performed using completion of the Annual Financial Planning existing resources Statements for the year ended 30 June 2017 and receive audit clearance by 30 September 2017.
Strategy 20 Risk management
Provide risk management processes in accordance with professional standards and legislative requirements.
Community outcome Sound risk management processes and systems are maintained.
Responsible Expenditure Our commitments department $
20.1 Prepare a 3-year Strategic Internal Audit Commercial and Work performed using Plan for consideration by the Audit Property Services existing resources Committee and adoption by Council, with reference to identified strategic risks, good corporate governance and sound financial management. 20.2 Enhance the safety of Council's workforce People, Culture and Work performed using and minimise risk through strengthening Development existing resources Council's wellbeing program and delivering the Occupational Health and Safety Strategy 2017-18 actions.
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Strategic Indicators
Success in achieving the Strategic Objectives is measured by reporting against Strategic Indicators.
2017-18 Performance Measure Context Department Target Strategic Objective: Decision-making in the delivery of high quality services by capable and professional people reflects transparent, accountable and fair practices Percentage of Freedom of The 2015-16 actual was 100% Governance Information Requests 97%. responded to within prescribed timeframes. Average time callers wait before The 2015-16 actual was 45 =< 45 Communications their call is answered. seconds. seconds and Customer Experience Workcover Employer The 2015-16 actual was Less than 1 People, Culture and performance rating. 1.19. (better than Development industry average) Strategic Objective: Sound financial and risk management practices are carried out Adjusted Working Capital Ratio The 2015-16 actual was 2.24 > 1.68 to 1 Finance and - Measures the ability to pay to 1. Corporate Planning existing liabilities in the next 12 months. Percentage completion of Audit The 2015-16 actual was 95% Commercial and Committee annual plan. 100%. A target of 95% allows Property Services a minor amount of non- completion of the annual plan due to changed priorities.
Service Performance Indicators
Service Indicator Performance measure Computation
Governance Satisfaction Satisfaction with Council Community satisfaction rating decisions (community satisfaction out of 100 with the performance rating out of 100 with how Council of Council in making decisions in has performed in making the interest of the community. decisions in the interest of the community).
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2.1 Performance Statement
The Service Performance Indicators detailed in the preceding pages will be reported on in the Performance Statement which is prepared at the end of the year as required by Section 132 of the Act and included in the 2017-18 Annual Report. The Performance Statement will also include reporting on prescribed indicators of financial performance (Section 14 - Strategic Resource Plan) and sustainable capacity (Section 4 - Performance Indicators). The prescribed performance indicators contained in the Performance Statement are audited each year by the Victorian Auditor-General who issues an audit opinion on the Performance Statement. The major initiatives detailed in the preceding pages will be reported in the Annual Report in the form of a statement of progress in the Report of Operations.
2.2 Reconciliation with budgeted operating result
Budget 2017-18 Net cost $'000 Enhanced amenity 1,580 Quality facilities and assets 20,147 Responsible management 38,839 Strong and engaged communities 25,170 Sustainable environment 30,509 Total net cost of services and initiatives (incl priority projects) 116,245 Non attributable expenditure Depreciation 32,987 Other expenditure 3,174 Borrowing costs 2,349 Carrying amount of assets sold/written off 3,000 Total non-attributable expenditure 41,510 Operating deficit before funding sources 157,755 Funding sources General rates and waste charges 1 170,214 Victoria Grants Commission 4,453 Contributions - monetary 4,700 Interest 2,170 Capital works income (non-recurrent) 3,119 Total funding sources 184,656 Net surplus 26,901 1 General rates and waste charges excludes special rates included in services and initiatives.
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3. Financial statements This section presents information in regard to the Financial Statements and Statement of Human Resources. The budget information for the years 2018-19 to 2020-21 has been extracted from the Strategic Resource Plan.
This section includes the following financial statements in accordance with the Local Government Act 1989 and the Local Government Model Financial Report: x Comprehensive Income Statement x Balance Sheet x Statement of Changes in Equity x Statement of Cash Flows x Statement of Capital Works x Statement of Human Resources
City of Boroondara Comprehensive Income Statement For the four years ending 30 June 2021
Forecast Strategic Resource Plan Actual Budget Projections 2016-17 2017-18 2018-19 2019-20 2020-21 $'000 $'000 $'000 $'000 $'000
Income Rates and charges 166,831 171,632 176,556 181,583 187,078 Statutory fees and fines 14,330 15,059 15,368 15,691 16,044 User fees 14,155 13,622 14,232 14,907 15,284 Grants - operating 14,293 14,206 14,473 14,776 15,086 Grants - capital 1,526 3,119 4,539 20 154 Contributions - monetary 4,984 4,965 3,455 3,528 3,609 Other income 8,186 7,472 6,883 6,982 7,538 Total income 224,305 230,075 235,506 237,487 244,793
Expenses Employee costs 83,629 86,743 88,945 91,936 94,886 Materials and services 64,013 65,497 60,163 62,759 64,929 Bad and doubtful debts 1,125 1,175 1,200 1,225 1,253 Depreciation and amortisation 32,182 32,987 31,353 32,129 32,470 Borrowing costs 2,534 2,349 1,652 1,424 1,342 Other expenses 11,029 11,423 11,663 11,908 12,182 Net loss on disposal of property, plant and 3,000 3,000 2,665 2,785 2,665 equipment, infrastructure Total expenses 197,512 203,174 197,641 204,166 209,727
Surplus for the year 26,793 26,901 37,865 33,321 35,066
Other comprehensive income items that will not be reclassified to surplus or deficit in future periods: Other - - - - - Total comprehensive result 26,793 26,901 37,865 33,321 35,066
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City of Boroondara Balance Sheet For the four years ending 30 June 2021
Forecast Strategic Resource Plan Actual Budget Projections 2016-17 2017-18 2018-19 2019-20 2020-21 $'000 $'000 $'000 $'000 $'000 Current assets Cash and cash equivalents 105,475 101,266 63,607 66,028 69,470 Trade and other receivables 11,217 11,367 10,438 10,538 10,647 Other financial assets 90 90 90 90 90 Other assets 1,134 1,144 1,154 1,164 1,174 Total current assets 117,916 113,867 75,289 77,820 81,381
Non-current assets Trade and other receivables 31 31 31 31 31 Property, infrastructure, plant and equipment 3,315,369 3,343,101 3,402,663 3,433,596 3,465,176 Investment property 8,713 8,713 8,557 8,405 8,254 Intangible assets 739 739 623 454 359 Total non-current assets 3,324,852 3,352,584 3,411,874 3,442,486 3,473,820 Total assets 3,442,768 3,466,451 3,487,163 3,520,306 3,555,201
Current liabilities Trade and other payables 20,006 20,391 20,824 21,266 21,760 Trust funds and deposits 3,289 3,376 3,463 3,550 3,637 Provisions 16,270 16,749 17,415 18,108 18,829 Interest-bearing loans and borrowings 4,235 18,433 1,495 1,572 1,674 Total current liabilities 43,800 58,949 43,197 44,496 45,900
Non-current liabilities Provisions 2,198 2,264 2,356 2,451 2,550 Investment in associates and joint ventures 739 739 739 739 739 Interest-bearing loans and borrowings 44,713 26,280 24,787 23,215 21,541 Total non-current liabilities 47,650 29,283 27,882 26,405 24,830 Total liabilities 91,450 88,232 71,079 70,901 70,730
Net assets 3,351,318 3,378,219 3,416,084 3,449,405 3,484,471
Equity Accumulated surplus 867,674 892,775 928,840 960,361 993,627 Reserves 2,483,644 2,485,444 2,487,244 2,489,044 2,490,844 Total equity 3,351,318 3,378,219 3,416,084 3,449,405 3,484,471
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City of Boroondara Statement of Changes in Equity For the four years ending 30 June 2021
Accumulated Revaluation Other Total surplus reserve reserves $'000 $'000 $'000
2017 Balance at beginning of the financial year 3,324,525 844,634 2,471,233 8,658 Surplus (deficit) for the year 26,793 26,793 - - Net asset revaluation increment (decrement) - - - - Transfer to other reserves - (3,753) - 3,753 Transfer from other reserves - - - - Balance at end of the financial year 3,351,318 867,674 2,471,233 12,411
2018 Balance at beginning of the financial year 3,351,318 867,674 2,471,233 12,411 Surplus (deficit) for the year 26,901 26,901 - - Net asset revaluation increment (decrement) - - - - Transfer to other reserves - (1,800) - 1,800 Transfer from other reserves - - - - Balance at end of the financial year 3,378,219 892,775 2,471,233 14,211
2019 Balance at beginning of the financial year 3,378,219 892,775 2,471,233 14,211 Surplus (deficit) for the year 37,865 37,865 - - Net asset revaluation increment (decrement) - - - - Transfer to other reserves - (1,800) - 1,800 Transfer from other reserves - - - - Balance at end of the financial year 3,416,084 928,840 2,471,233 16,011
2020 Balance at beginning of the financial year 3,416,084 928,840 2,471,233 16,011 Surplus (deficit) for the year 33,321 33,321 - - Net asset revaluation increment (decrement) - - - - Transfer to other reserves - (1,800) - 1,800 Transfer from other reserves - - - - Balance at end of the financial year 3,449,405 960,361 2,471,233 17,811
2021 Balance at beginning of the financial year 3,449,405 960,361 2,471,233 17,811 Surplus (deficit) for the year 35,066 35,066 - - Net asset revaluation increment (decrement) - - - - Transfer to other reserves - (1,800) - 1,800 Transfer from other reserves - - - - Balance at end of the financial year 3,484,471 993,627 2,471,233 19,611
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City of Boroondara Cash Flow Statement For the four years ending 30 June 2021
Forecast Strategic Resource Plan Actual Budget Projections 2016-17 2017-18 2018-19 2019-20 2020-21 $'000 $'000 $'000 $'000 $'000 Inflows Inflows Inflows Inflows Inflows (Outflows) (Outflows) (Outflows) (Outflows) (Outflows)
Cash flows from operating activities Rates and charges 166,731 171,532 177,485 181,483 186,969 Statutory fees and fines 13,255 13,834 14,168 14,466 14,791 User charges and other fines 15,571 14,984 15,655 16,398 16,812 Grants - operating 15,291 15,187 15,471 15,795 16,125 Grants - capital 1,526 3,119 4,539 20 154 Contributions - monetary 4,984 4,965 3,455 3,528 3,609 Interest received 2,570 2,170 1,739 1,558 2,274 Trust fund and deposits taken 19,434 19,970 20,020 20,070 20,120 Other receipts 6,178 5,832 5,658 5,966 5,790 Net GST refund / payment 9,357 11,017 13,397 10,992 11,071 Employee costs (82,421) (86,198) (88,187) (91,148) (94,066) Materials and services (74,067) (75,158) (72,137) (72,355) (74,501) Trust fund and deposits repaid (19,349) (19,883) (19,933) (19,983) (20,033) Other payments (11,993) (12,424) (12,685) (12,951) (13,249) Net cash provided by operating activities 67,067 68,947 78,645 73,839 75,866
Cash flows from investing activities Payments for property, plant and equipment (49,630) (66,572) (96,219) (70,599) (69,510) Proceeds from sale of property, plant and equipment - - - 2,100 - Proceeds (payments) for investments 56,410 - - - - Net cash used in investing activities 6,780 (66,572) (96,219) (68,499) (69,510)
Cash flows from financing activities Finance costs (2,534) (2,349) (1,652) (1,424) (1,342) Repayment of borrowings (4,049) (4,235) (18,433) (1,495) (1,572) Net cash used in financing activities (6,583) (6,584) (20,085) (2,919) (2,914)
Net increase (decrease) in cash and cash equivalents 67,264 (4,209) (37,659) 2,421 3,442 Cash and cash equivalents at beginning of year 38,211 105,475 101,266 63,607 66,028 Cash and cash equivalents at end of year 105,475 101,266 63,607 66,028 69,470
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City of Boroondara Statement of Capital Works For the four years ending 30 June 2021
Forecast Strategic Resource Plan Actual Budget Projections 2016-17 2017-18 2018-19 2019-20 2020-21 $'000 $'000 $'000 $'000 $'000
Property Land improvements 2 100 525 538 552 Total land 2 100 525 538 552 Buildings 20,595 33,482 56,055 41,255 39,027 Building improvements 715 2,271 3,452 304 305 Total buildings 21,310 35,753 59,507 41,559 39,332 Total property 21,312 35,853 60,032 42,097 39,884
Plant and equipment Plant, machinery and equipment 1,342 1,303 1,072 979 1,003 Fixtures, fittings and furniture 249 578 490 495 500 Computers and telecommunications 2,326 1,673 815 613 630 Library books 985 985 985 985 985 Total plant and equipment 4,902 4,539 3,362 3,072 3,118
Infrastructure Roads 9,957 10,887 10,717 11,039 11,324 Bridges 56 58 1,560 62 63 Footpaths and cycleways 2,047 2,934 2,997 2,484 2,069 Drainage 4,490 4,370 5,091 5,337 5,272 Recreational, leisure and community facilities 1,860 1,993 4,066 1,211 1,477 Parks, open space and streetscapes 3,656 5,328 7,765 4,649 5,639 Off street car parks 1,350 610 629 648 664 Total infrastructure 23,416 26,180 32,825 25,430 26,508
Total capital works expenditure 49,630 66,572 96,219 70,599 69,510
Represented by: New asset expenditure 9,597 17,386 48,659 24,634 29,775 Asset renewal expenditure 37,537 45,534 47,214 45,637 39,406 Asset upgrade expenditure 1,486 2,133 346 328 329 Asset expansion expenditure 1,010 1,519 - - - Total capital works expenditure 49,630 66,572 96,219 70,599 69,510
The above statement of capital works should be read in conjunction with the accompanying ‘Other information’.
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City of Boroondara Statement of Human Resources For the four years ending 30 June 2021
Forecast Strategic Resource Plan Actual Budget Projections 2016-17 2017-18 2018-19 2019-20 2020-21 $'000 $'000 $'000 $'000 $'000
Staff expenditure Employee costs 83,629 86,743 88,945 91,936 94,886 Total staff expenditure 83,629 86,743 88,945 91,936 94,886
FTE FTE FTE FTE FTE Staff numbers Employees 839.9 828.4 800.4 798.8 797.8 Casuals 14.3 13.0 13.0 13.0 13.0 Allowance for service changes - - 2.0 4.1 6.0 Total staff numbers 854.2 841.4 815.4 815.8 816.8
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Other information - for the four years ended 30 June 2021 Summary of planned capital works expenditure Asset expenditure types Funding sources
Contrib Council Total New Renewal Upgrade Expansion Total Grants -utions cash $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
2018 Property Land improvements 100 100 - - - 100 - - 100 Total land 100 100 - - - 100 - - 100 Buildings 33,482 10,637 21,326 - 1,519 33,482 1,920 - 31,562 Building improvements 2,271 570 - 1,701 - 2,271 - - 2,271 Total buildings 35,753 11,207 21,326 1,701 1,519 35,753 1,920 - 33,833 Total property 35,853 11,307 21,326 1,701 1,519 35,853 1,920 - 33,933
Plant and equipment Plant, machinery and equipment 1,303 465 838 - - 1,303 - - 1,303 Fixtures, fittings and furniture 578 - 578 - - 578 - - 578 Computers and telecommunications 1,673 1,078 575 20 - 1,673 - - 1,673 Library books 985 - 985 - - 985 - - 985 Total plant and equipment 4,539 1,543 2,976 20 - 4,539 - - 4,539
Infrastructure Roads 10,887 757 10,107 23 - 10,887 899 - 9,988 Bridges 58 - 58 - - 58 - - 58 Footpaths and cycleways 2,934 1,250 1,684 - - 2,934 - - 2,934 Drainage 4,370 - 4,370 - - 4,370 - - 4,370 Recreational, leisure and community facilities 1,993 225 1,679 89 - 1,993 - - 1,993 Parks, open space and streetscapes 5,328 2,150 2,878 300 - 5,328 300 - 5,028 Off street car parks 610 154 456 - - 610 - - 610 Other infrastructure ------Total infrastructure 26,180 4,536 21,232 412 - 26,180 1,199 - 24,981 Total capital works expenditure 66,572 17,386 45,534 2,133 1,519 66,572 3,119 - 63,453
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Summary of planned capital works expenditure (continued)
Asset expenditure types Funding sources
Contrib Council Total New Renewal Upgrade Expansion Total Grants -utions cash $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
2019 Property Land improvements 525 525 - - - 525 - - 525 Total land 525 525 - - - 525 - - 525 Buildings 56,055 33,648 22,407 - - 56,055 1,490 - 54,565 Building improvements 3,452 3,150 - 302 - 3,452 550 - 2,902 Total buildings 59,507 36,798 22,407 302 - 59,507 2,040 - 57,467 Total property 60,032 37,323 22,407 302 - 60,032 2,040 - 57,992
Plant and equipment Plant, machinery and equipment 1,072 225 847 - - 1,072 - - 1,072 Fixtures, fittings and furniture 490 - 490 - - 490 - - 490 Computers and telecommunications 815 200 595 20 - 815 - - 815 Library books 985 - 985 - - 985 - - 985 Total plant and equipment 3,362 425 2,917 20 - 3,362 - - 3,362
Infrastructure Roads 10,717 263 10,430 24 - 10,717 399 - 10,318 Bridges 1,560 1,500 60 - - 1,560 1,500 - 60 Footpaths and cycleways 2,997 1,470 1,527 - - 2,997 - - 2,997 Drainage 5,091 - 5,091 - - 5,091 - - 5,091 Recreational, leisure and community facilities 4,066 2,487 1,579 - - 4,066 - - 4,066 Parks, open space and streetscapes 7,765 5,033 2,732 - - 7,765 600 - 7,165 Off street car parks 629 158 471 - - 629 - - 629 Other infrastructure ------Total infrastructure 32,825 10,911 21,890 24 - 32,825 2,499 - 30,326 Total capital works expenditure 96,219 48,659 47,214 346 - 96,219 4,539 - 91,680
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Summary of planned capital works expenditure (continued)
Asset expenditure types Funding sources
Asset Council Total New Renewal Upgrade Expansion Total Grants sales cash $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
2020 Property Land improvements 538 538 - - - 538 - - 538 Total land 538 538 - - - 538 - - 538 Buildings 41,255 21,148 20,107 - - 41,255 - 2,100 39,155 Building improvements 304 - - 304 - 304 - - 304 Total buildings 41,559 21,148 20,107 304 - 41,559 - 2,100 39,459 Total property 42,097 21,686 20,107 304 - 42,097 - 2,100 39,997
Plant and equipment Plant, machinery and equipment 979 77 902 - - 979 - - 979 Fixtures, fittings and furniture 495 - 495 - - 495 - - 495 Computers and telecommunications 613 - 613 - - 613 - - 613 Library books 985 - 985 - - 985 - - 985 Total plant and equipment 3,072 77 2,995 - - 3,072 - - 3,072
Infrastructure Roads 11,039 270 10,745 24 - 11,039 - - 11,039 Bridges 62 - 62 - - 62 - - 62 Footpaths and cycleways 2,484 912 1,572 - - 2,484 - - 2,484 Drainage 5,337 - 5,337 - - 5,337 - - 5,337 Recreational, leisure and community facilities 1,211 - 1,211 - - 1,211 - - 1,211 Parks, open space and streetscapes 4,649 1,527 3,122 - - 4,649 20 - 4,629 Off street car parks 648 162 486 - - 648 - - 648 Other infrastructure ------Total infrastructure 25,430 2,871 22,535 24 - 25,430 20 - 25,410 Total capital works expenditure 70,599 24,634 45,637 328 - 70,599 20 2,100 68,479
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Summary of planned capital works expenditure (continued)
Asset expenditure types Funding sources
Contrib Council Total New Renewal Upgrade Expansion Total Grants -utions cash $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
2021 Property Land improvements 552 552 - - - 552 - - 552 Total land 552 552 - - - 552 - - 552 Buildings 39,027 25,778 13,249 - - 39,027 - - 39,027 Building improvements 305 - - 305 - 305 - - 305 Total buildings 39,332 25,778 13,249 305 - 39,884 - - 39,332 Total property 39,884 26,330 13,249 305 - 39,884 - - 39,884
Plant and equipment Plant, machinery and equipment 1,003 79 924 - - 1,003 - - 1,003 Fixtures, fittings and furniture 500 - 500 - - 500 - - 500 Computers and telecommunications 630 - 630 - - 630 - - 630 Library books 985 - 985 - - 985 - - 985 Total plant and equipment 3,118 79 3,039 - - 3,118 - - 3,118
Infrastructure Roads 11,324 276 11,024 24 - 11,324 - - 11,324 Bridges 63 - 63 - - 63 - - 63 Footpaths and cycleways 2,069 460 1,609 - - 2,069 - - 2,069 Drainage 5,272 - 5,272 - - 5,272 - - 5,272 Recreational, leisure and community facilities 1,477 - 1,477 - - 1,477 - - 1,477 Parks, open space and streetscapes 5,639 2,464 3,175 - - 5,639 154 - 5,485 Off street car parks 664 166 498 - - 664 - - 664 Other infrastructure ------Total infrastructure 26,508 3,366 23,118 24 - 26,508 154 - 26,354 Total capital works expenditure 69,510 29,775 39,406 329 - 69,510 154 - 69,356
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Summary of planned human resources expenditure Forecast Strategic Resource Plan Actual Budget Projections 2016-17 2017-18 2018-19 2019-20 2020-21 $'000 $'000 $'000 $'000 $'000 Chief Executive Office* Permanent full time 4,841 4,942 2,572 2,659 2,744 Permanent part time 178 182 194 201 207 Total Chief Executive and Governance 5,019 5,124 2,766 2,860 2,951
City Planning Permanent full time 11,611 12,437 13,275 13,721 14,161 Permanent part time 1,970 2,111 2,253 2,328 2,403 Total City Planning 13,581 14,548 15,528 16,049 16,564
Environment and Infrastructure Permanent full time 20,723 22,628 24,153 24,965 25,766 Permanent part time 1,333 1,471 1,570 1,623 1,675 Total Environment and Infrastructure 22,056 24,099 25,723 26,588 27,441
Community Development Permanent full time 16,662 17,138 18,293 18,908 19,514 Permanent part time 11,472 11,629 12,353 12,768 13,178 Total Community Development 28,134 28,767 30,646 31,676 32,692
Corporate Services Permanent full time 6,536 6,339 6,025 6,228 6,427 Permanent part time 793 793 847 875 903 Total Corporate Services 7,329 7,132 6,872 7,103 7,330
Communications and Customer Experience Permanent full time 2,495 2,735 2,781 2,874 2,967 Permanent part time 1,034 1,080 1,153 1,191 1,230 Total Communications and Customer Exp 3,529 3,815 3,934 4,065 4,197 Total casuals and other 3,981 3,258 3,476 3,595 3,711 Total staff expenditure 83,629 86,743 88,945 91,936 94,886
*Chief Executive Office includes Governance and Innovation and Business Transformation.
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Summary of planned human resources full time equivalent (FTE)
Forecast Strategic Resource Plan Actual Budget Projections 2016-17 2017-18 2018-19 2019-20 2020-21
Chief Executive Office* Permanent full time 41.0 39.0 16.0 16.0 16.0 Permanent part time 1.1 1.1 1.1 1.1 1.1 Total Chief Executive and Governance 42.1 40.1 17.1 17.1 17.1
City Planning Permanent full time 121.5 121.5 121.5 121.5 121.5 Permanent part time 20.3 20.3 20.3 20.3 20.3 Total City Planning 141.8 141.8 141.8 141.8 141.8
Environment and Infrastructure Permanent full time 228.3 228.3 228.3 228.3 228.3 Permanent part time 16.1 16.1 16.1 16.1 16.1 Total Environment and Infrastructure 244.4 244.4 244.4 244.4 244.4
Community Development Permanent full time 156.2 156.2 156.2 156.2 156.2 Permanent part time 153.9 144.4 144.4 143.8 143.8 Total Community Development 310.1 300.6 300.6 300.0 300.0
Corporate Services Permanent full time 57.0 55.0 50.0 49.0 49.0 Permanent part time 8.3 8.3 8.3 8.3 8.3 Total Corporate Services 65.3 63.3 58.3 57.3 57.3
Communications and Customer Experience Permanent full time 25.0 27.0 27.0 27.0 26.0 Permanent part time 11.3 11.3 11.3 11.3 11.3 Total Communications and Customer Exp 36.3 38.3 38.3 38.3 37.3 Total casuals and other 14.3 13.0 15.0 17.0 19.0 Total staff numbers 854.2 841.4 815.4 815.8 816.8
*Chief Executive Office includes Governance and Innovation and Business Transformation.
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4. Financial performance indicators The following table highlights Council’s current and projected performance across a range of key financial indicators. The financial indicators provide a useful analysis of Councils financial position and performance and should be used in the context of the organisation’s objectives. Forecast Strategic Resource Plan Indicator Measure Actual Actual Budget Projections Trend
Notes 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 +/o/- Operating position
Adjusted underlying surplus (deficit) / Adjusted underlying result 1 14.5% 10.0% 8.8% 13.4% 12.9% 13.1% + Adjusted underlying revenue
Liquidity Current assets / Working capital 2 243.6% 269.2% 193.2% 174.3% 174.9% 177.3% o current liabilities
Unrestricted cash / Unrestricted cash 181.9% 206.7% 151.2% 117.1% 117.1% 119.1% o current liabilities
Obligations
Interest bearing loans Loans and and borrowings / 3 33.1% 29.6% 26.3% 15.0% 13.8% 12.5% + borrowings rate revenue
Interest and principal Loans and repayments / 4.1% 4.0% 3.9% 11.5% 1.6% 1.6% o borrowings repayments rate revenue
Non-current liabilities / Indebtedness 4 26.7% 23.8% 14.3% 13.3% 12.2% 11.1% + own source revenue
Asset renewal Asset renewal expenditure / 5 137.2% 134.4% 129.0% 129.0% 130.7% 128.7% o depreciation Stability Rate revenue / Rates adjusted underlying 77.4% 76.4% 77.4% 77.6% 77.8% 77.7% o concentration revenue
Rate revenue / CIV of Rates effort rateable properties in 0.2% 0.2% 0.2% 0.2% 0.2% 0.2% o the muncipality
Efficiency
Total expenses / Expenditure level no. of property $2,362 $2,596 $2,629 $2,544 $2,611 $2,667 o assessments
Residential rate revenue / Revenue level $2,153 $2,143 $2,191 $2,222 $2,252 $2,288 + no. of residential property assessments
No. of permanent staff resignations & Workforce turnover terminations / average 12.6% 10.0% 10.0% 10.0% 10.0% 10.0% o no. of permanent staff for the financial year
Key to Forecast Trend: + Forecasts improvement in Council's financial performance/financial position indicator o Forecasts that Council's financial performance/financial position indicator will be steady - Forecasts deterioration in Council's financial performance/financial position indicator
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Notes to the indicators
1. Adjusted underlying result: An indicator of the sustainable operating result required to enable Council to continue to provide core services and meet its objectives. Improvement in the financial performance is expected over the period which indicates Council is able to maintain services and capital works program from revenue generated from operations.
2. Working capital: The working capital ratio expresses Council’s short term ability to meet its liquidity requirements within the current financial year. Ratios below or nearing 100% indicate that Council may not be able to meet short term liabilities. Working capital is forecast to remain reasonably steady.
3. Debt compared to rates: Reflects the extent of reliance on rate revenue to fund all Council’s ongoing services. The trend indicates Council’s reducing reliance on debt against its annual rate revenue through redemption of long term debt.
4. Indebtedness: This indicator compares non-current liabilities to own source revenue. Own Source revenue is defined as adjusted underlying revenue that is not under the control of Council (excluding government grants).
5. Asset renewal: This percentage indicates the extent of Council’s capital renewal expenditure against total depreciation expenditure, which represents the decline in value of existing capital assets. A percentage greater than 100 indicates Council is renewing and maintaining existing assets, whilst a percentage less than 100 indicates assets are deteriorating faster than they are being renewed and will require future capital expenditure to renew assets back to their existing condition.
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4.1. Performance Indicators In accordance with the Local Government Act 1989 Section 131(4), Council is required to report on its performance against a common suite of indicators. The measures included in the Service Performance, Financial Performance and Sustainable Capacity Indicator tables below will be reported upon in Council’s Annual Report 2016-17. These indicators will form Council’s Performance Statement and are required to be audited under Section 132 of this Act.
Local Government Performance Measures for the year ending 30 June 2018 Service Performance Indicators
Indicator Description Measure Governance Satisfaction Councils make and implement Satisfaction with Council decisions decisions in the best interest of the (community satisfaction rating out community. of 100 with how Council has performed in making decisions in the interest of the community). Statutory Planning Decision making Planning application processing and Council planning decisions upheld decisions are consistent with the at VCAT (percentage of planning local planning scheme. application decisions subject to review by VCAT and that were not set aside). Roads Satisfaction Sealed local road network is Satisfaction with sealed local roads maintained and renewed to ensure (community satisfaction rating out that it is safe and efficient. of 100 with how Council has performed on the condition of sealed local roads). Libraries Participation Library resources are free, Active library members (percentage accessible and well utilised. of the municipal population that are active library members). Waste Collection Waste diversion Amount of waste diverted from Kerbside collection waste diverted landfill is maximised. from landfill (percentage of garbage, recyclables and green organics collected from kerbside bins that is diverted from landfill). Aquatic Facilities Utilisation Aquatic facilities are safe, accessible Utilisation of aquatic facilities and well utilised. (number of visits to aquatic facilities per head of municipal population). Animal management Health and safety Animal management service protects Animal management prosecutions the health and safety of animals, (number of successful animal humans and the environment. management prosecutions). Food safety Health and safety Food safety service protects public Critical and major non-compliance health by preventing the sale of outcome notifications (percentage unsafe food. of critical and major non- compliance outcome notifications that are followed up by Council).
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Indicator Description Measure Home and Community Care Participation People are supported to live Participation in HACC service independently and safely in their own (percentage of the municipal target community and home environment. population that receive a HACC service). Participation in HACC service by CALD people (percentage of the municipal target population in relation to CALD people who receive a HACC service). Maternal and Child Health Participation Councils promote healthy outcomes Participation in the MCH service for children and their families. (percentage of children enrolled who participate in the MCH service). Participation in the MCH service by Aboriginal children (percentage of Aboriginal children enrolled who participate in the MCH service). Financial Performance Indicators
Indicator Description Measure Operating position Adjusted underlying An adjusted underlying surplus is Adjusted underlying surplus (or result generated in the ordinary course of deficit) (adjusted underlying surplus business. (or deficit) as a percentage of adjusted underlying revenue). Liquidity Working capital Sufficient working capital is available Current assets compared to current to pay bills as and when they fall due. liabilities (current assets as a percentage of current liabilities). Unrestricted cash Sufficient cash that is free of Unrestricted cash compared to restrictions is available to pay bills as current liabilities (unrestricted cash and when they fall due. as a percentage of current liabilities). Obligations Loans and Level of interest bearing loans and Loans and borrowings compared to borrowings borrowings is appropriate to the size rates (interest bearing loans and and nature of Council's activities. borrowings as a percentage of rate revenue). Loans and borrowings repayments compared to rates (interest and principal repayments on interest bearing loans and borrowings as a percentage of rate revenue). Indebtedness Level of long term liabilities is Non-current liabilities compared to appropriate to the size and nature of own source revenue (non-current a Council's activities. liabilities as a percentage of own- source revenue). Asset renewal Assets are renewed as planned. Asset renewal compared to depreciation (asset renewal expense as a percentage of depreciation).
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Indicator Description Measure Stability Rates concentration Revenue is generated from a range Rates compared to adjusted of sources. underlying revenue (rate revenue as a percentage of adjusted underlying revenue). Rates effort Rating level is set based on the Rates compared to property values community's capacity to pay. (rate revenue as a percentage of the capital improved value of rateable properties in the municipality). Efficiency Expenditure level Resources are used efficiently in the Expenses per property assessment delivery of services. (total expenses per property assessment). Revenue level Resources are used efficiently in the Average residential rate per delivery of services. residential property assessment (residential rate revenue per residential property assessment). Workforce turnover Resources are used efficiently in the Resignations and terminations delivery of services. compared to average staff (number of permanent staff resignations and terminations as a percentage of the average number of permanent staff). Sustainable Capacity Indicators
Indicator Description Measure Own-source revenue Revenue is generated from a range Own-source revenue per head of of sources in order to fund the municipal population (own-source delivery of services to the revenue per head of municipal community. population). Recurrent grants Revenue is generated from a range Recurrent grants per head of of sources in order to fund the municipal population (recurrent delivery of services to the grants per head of municipal community. population). Population Population is a key driver of a Expenses per head of municipal Council's ability to fund the delivery population (total expenses per head of services to the community. of municipal population). Infrastructure per head of municipal population (value of infrastructure per head of municipal population). Population density per length of road (municipal population per kilometre of local road). Disadvantage Disadvantage is a key driver of a Relative Socio-economic Council's ability to fund the delivery Disadvantage (relative Socio- of services to the community. economic Disadvantage of the municipality).
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5. Other budget information (grants and borrowings) This section presents other budget related information required by the Regulations.
This section includes the following statements and reports: x Grants operating x Grants capital x Statement of borrowings
5.1 Grants - operating ($87,000 decrease)
Grants include transfers received from State and Federal sources for the purpose of funding the delivery of Council's services to ratepayers. Operational grants are further classified according to whether they are received each year (recurrent) or received on a once off or short term basis (non- recurrent). Refer to table on the following page. Overall, the level of grant funding is budgeted to decrease by 0.6% or $87,000 compared to the 2016-17 forecast primarily due to:
Non-recurrent operating grants - ($175,000 decrease) x Non-recurrent operating grants is forecast to decrease by $175,000. Council separately funds projects of a non-recurring operating nature which are partly funded by non-recurrent grant funding.
Recurrent Operational Grants $88,000 increase primarily due to: x Victoria Grants Commission - from 1 July 2014 the Federal Government froze indexation of its grants to Council’s for three years (2014-15 to 2016-17). From 2017-18 Victoria Grants Commission funding is expected to increase by inflation of 1.9% or $84,000. x Commonwealth Home Support Programme funding is expected to increase by $49,000 in 2017- 18. Partially offset by: x School Crossing Vic Roads grant - decrease in grant funding of $79,000 is expected in 2017-18.
Recurrent operating grants after adjusting for Victoria Grants Commission is expected to increase marginally by 0.03%. The minor underlying increase in operating grants and subsidies indicates that the trend of grant income is not keeping pace with the expenditure levels required to deliver services to the community and as a result there is an increasing financial burden on Council and its ratepayers, i.e. cost shift to local government from State and Commonwealth Governments.
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A list of operating grants by type and source, classified into current and non-recurrent is included below.
Forecast Actual Budget Operating grants 2016-17 2017-18 Variance $'000 $'000 $'000
Recurrent - Commonwealth Government Commonwealth Home Support Programme 5,116 5,165 49 Victoria Grants Commission * 4,368 4,452 84
Recurrent - State Government Community health and safety 206 202 (4) Family and children 1,061 1,061 - Food services 76 76 - Home and Community Care 1,041 1,054 13 Libraries 1,009 1,021 12 School crossing supervisors 522 448 (74) Senior and disability support 129 131 2 Senior citizens centres 181 184 3 Volunteer services 137 140 3 Youth services 212 212 -
Total recurrent operating grants 14,058 14,146 88
Non-recurrent State Government Arts and cultural services 30 - (30) Community health and safety 70 - (70) Environment management 61 30 (31) Family and Children - 30 30 Libraries 74 - (74) Total non-recurrent operating grants 235 60 (175)
Total operating grants 14,293 14,206 (87) * Victoria Grants Commission - from 1 July the Federal Government froze indexation of its grants to Council’s for three years until the end of 2016-17. Victoria Grants Commission funding is expected to increase by inflation of 1.9% or $84,000 in 2017- 18.
5.2 Grants - Capital ($1.59 million increase)
Capital grants include all monies received from State, Federal and community sources for the purposes of funding the Capital Works Program. The amount of capital grants received each year can vary significantly depending on the types of works included in the Capital Works Program each year. Capital grants are further classified according to whether they are received each year (recurrent) or received on a once off or short term basis (non-recurrent). Refer to table below. Overall, the level of capital grants is forecast to increase by $1.59 million compared to 2016-17.
Capital works income of $3.12 million is budgeted in 2017-18, the most significant grants include: x $1.92 million part funding for the North East Community Hub x $500,000 from the Department of Education and Training to fund Honour Avenue shared zoned works.
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x $398,650 from the Commonwealth Government Roads to Recovery Program covering roads pavement renewal works. x $300,000 relating to Chandler Park Wetlands implementation (Melbourne Water funding)
A list of capital grants by type and source, classified into current and non-recurrent is included below.
Forecast Actual Budget Capital grants 2016-17 2017-18 Variance $'000 $'000 $'000 Recurrent - Commonwealth Government Roads to recovery 1,315 399 (916) Total recurrent capital grants 1,315 399 (916)
Non-recurrent State Government Community health and safety 8 - (8) Environment management - 300 300 Strong regions - 1,920 1,920 Sport and recreation 203 - (203) Streetscape and transport - 500 500 Total non-recurrent capital grants 211 2,720 2,509
Total capital grants 1,526 3,119 1,593
5.3 Statement of borrowings
The table below shows information on borrowings specifically required by the Regulations.
Budget Indicator 2016-17 2017-18 $'000 $'000 Total amount borrowed as at 30 June of the prior year 52,997 48,948 Total amount to be borrowed - - Total amount projected to be redeemed (4,049) (4,235) Total amount proposed to be borrowed as at 30 June 48,948 44,713
Budget reports - Other budget information (grants and borrowings) 59
______City of Boroondara Adoption of Council Plan Page 136 of 301 ______Council Meeting Agenda 26/06/17
6. Detailed list of Capital Works This section presents a listing of the capital works projects that will be undertaken for the 2017-18 year.
The capital works projects are grouped by class and include the following: x New capital works for 2017-18 x Works carried forward from the 2016-17 year
Regulation 10 (a) and (b) require that the budget contain a detailed list of capital works expenditure in relation to non-current asset by class according to the Local Government Model Financial Report (LGMFR) classified separately as to asset expenditure (ie. renewal, new, upgrade and expansion).
The budget must also contain a summary of funding sources in relation to capital works expenditure, classified separately as to grants, contributions, Council cash and borrowings. The disclosures in Appendix D reflect these requirements.
Budget reports - Detailed list of capital works 60
______City of Boroondara Adoption of Council Plan Page 137 of 301 Council______Meeting Agenda 26/06/17
6. Detailed list Capital Works For the year ending 30 June 2018
1. New works
Asset expenditure types Funding sources Project Contrib Council Capital works area cost New Renewal Upgrade Expansion Grants -utions cash $$$$$$$$ Property Building improvements Integrated Water Management Strategy implementation - Facility retrofit program 51,250 - - 51,250 - - - 51,250 Our Low Carbon Future Strategy implementation - Energy performance contract (EPC) 1,650,000 - - 1,650,000 - - - 1,650,000 Hawthorn Arts Centre (HAC) - refurbishment 570,000 570,000 - - - - - 570,000 Building improvements Total 2,271,250 570,000 - 1,701,250 - - - 2,271,250
Land improvements Environment and Sustainability - dedicated ongoing funding 100,000 100,000 - - - - - 100,000
Land improvements Total 100,000 100,000 - - - - - 100,000
Building Ashburton Support Centre (Senior Citizens) 75,000 - 75,000 - - - - 75,000 Balwyn Community Centre (Renewal) 300,001 - 300,001 - - - - 300,001 Balwyn East Kindergarten 45,000 - 45,000 - - - - 45,000 Camberwell community house Fairholm Grove redevelopment 1,000,000 1,000,000 - - - - - 1,000,000 Camberwell Hockey pavilion 2,467,000 - 2,467,000 - - - - 2,467,000 Camberwell Sports Ground - major pavilion 50,000 - 50,000 - - - - 50,000 Canterbury and District Preschool 40,000 - 40,000 - - - - 40,000 Canterbury Tennis pavilion 30,000 - 30,000 - - - - 30,000 Cara Armstrong Kindergarten 200,000 - 200,000 - - - - 200,000 Compliance audit projects 120,000 - 120,000 - - - - 120,000 Fire service replacement 55,000 - 55,000 - - - - 55,000 Former Balwyn Park Bowls Club pavilion (proposed Balwyn Tennis and Community Facility) 3,467,097 - 3,467,097 - - - - 3,467,097 Future building renewal design 120,000 - 120,000 - - - - 120,000 Glenferrie Oval Tuck Stand 50,000 - 50,000 - - - - 50,000 Hawthorn Citizens Youth Club 196,737 - 196,737 - - - - 196,737 Kew Senior Citizens Centre 200,000 - 200,000 - - - - 200,000 Lock replacement program - electronic locks 135,000 - 135,000 - - - - 135,000 Markham Reserve pavilion 1,300,000 - 1,300,000 - - - - 1,300,000 Merrell Kindergarten 650,000 - 650,000 - - - - 650,000 Nettleton Park pavilion 313,000 - 313,000 - - - - 313,000 Patterson Reserve pavilion - Robinson Road 1,000,000 - 1,000,000 - - - - 1,000,000 Riversdale Depot - office fitout 80,000 - 80,000 - - - - 80,000 Roof access works 80,000 - 80,000 - - - - 80,000 Small scale compliance projects (switchboards, glazing etc) 66,000 - 66,000 - - - - 66,000 Surrey Hills Shopping Centre public toilet design and implementation 24,600 24,600 - - - - - 24,600 Unscheduled minor building works 650,340 - 650,340 - - - - 650,340 West Hawthorn Early Childhood Centre 600,000 - 600,000 - - - - 600,000 Yongala Preschool main building 350,000 - 350,000 - - - - 350,000
Capital works detailed listing Regulation 10 (a) and (b) 61 ______City of Boroondara Adoption of Council Plan Page 138 of 301 Council______Meeting Agenda 26/06/17
Asset expenditure types Funding sources Project Contrib Council Capital works area cost New Renewal Upgrade Expansion Grants -utions cash $$$$$$$$ Former Bowen Street MCHC 35,000 - 35,000 - - - - 35,000 Former Kew Occasional Care Centre 35,000 - 35,000 - - - - 35,000 North Kew MCHC and Kindergarten 50,000 - 50,000 - - - - 50,000 North East Precinct (Renewal) 1,519,089 - 1,519,089 - - - - 1,519,089 Library Redevelopment Kew (Renewal) 50,000 - 50,000 - - - - 50,000 Library Redevelopment Balwyn (New) 1,516,913 1,516,913 - - - - - 1,516,913 North East Precinct (Expansion) 1,519,089 - - - 1,519,089 - - 1,519,089 Boroondara Tennis Centre Stage 2 480,000 - 480,000 - - - - 480,000 Kew Recreation Centre - Aquatics (Renewal) 385,000 - 385,000 - - - - 385,000 Camberwell Building 2 - reception improvements 30,000 - 30,000 - - - - 30,000 Hawthorn Arts Centre 625,000 - 625,000 - - - - 625,000 Ashburton Pool and Recreation Centre (reline sauna and replace heater panel) 95,000 - 95,000 - - - - 95,000 Boroondara Sports Complex - upgrade diving tower 150,000 - 150,000 - - - - 150,000 Camberwell Offices Parkview Room - (remove existing timber floor joists and install new sub floor and ply on top) 85,000 - 85,000 - - - - 85,000 Davis Street Kindergarten - install split systems 35,000 - 35,000 - - - - 35,000 Riversdale Depot - Transfer Station renewal of plant 125,000 - 125,000 - - - - 125,000 Camberwell Market Bin Compounds - (replace steel perforated sheeting on compounds) 80,000 - 80,000 - - - - 80,000 Kew Croquet Club - relining of sewer 33,000 - 33,000 - - - - 33,000 Unscheduled minor renewal works 250,000 - 250,000 - - - - 250,000 Roof replacement 150,000 - 150,000 - - - - 150,000 Summerhill Park Kindergarten - (replace chainmesh fence with hoop iron fencing) 70,000 - 70,000 - - - - 70,000 Renew key system in Council Buildings (replace locks on all Council buildings due to patenancy expiry) 220,000 - 220,000 - - - - 220,000 Hamer Court Hostel - (electrical wiring for new switchboard connection) 40,000 - 40,000 - - - - 40,000 New public toilets 25,000 25,000 - - - - - 25,000 Library Redevelopment Kew (New) 50,000 50,000 - - - - - 50,000 Kew Recreation Centre - Aquatics (new) 165,000 165,000 - - - - - 165,000 Library Redevelopment Balwyn (Renewal) 2,817,123 - 2,817,123 - - - - 2,817,123 North East Precinct (New) 7,851,347 7,851,347 - - - 1,920,000 - 5,931,347 Building Total 32,151,336 10,632,860 19,999,387 - 1,519,089 1,920,000 - 30,231,336
Property Total 34,522,586 11,302,860 19,999,387 1,701,250 1,519,089 1,920,000 - 32,602,586
Plant and Equipment Computers and telecommunications Mobile computing 20,000 - - 20,000 - - - 20,000 Information technology expenditure 575,000 - 575,000 - - - - 575,000 Field workforce enablement and data collection hardware and licensing 150,000 150,000 - - - - - 150,000 Claims Management System 50,000 50,000 - - - - - 50,000 Procurement for paperless office project 317,000 317,000 - - - - - 317,000 Field editing of asset related data with accurate GIS equipment 30,000 30,000 - - - - - 30,000 Computers and telecommunications Total 1,142,000 547,000 575,000 20,000 - - - 1,142,000
Fixtures, fittings and furniture Library and office furniture 63,000 - 63,000 - - - - 63,000
Capital works detailed listing Regulation 10 (a) and (b) 62 ______City of Boroondara Adoption of Council Plan Page 139 of 301 Council______Meeting Agenda 26/06/17
Asset expenditure types Funding sources Project Contrib Council Capital works area cost New Renewal Upgrade Expansion Grants -utions cash $$$$$$$$ Office furniture renewal 80,000 - 80,000 - - - - 80,000 Hawthorn Arts Centre furniture and equipment 55,000 - 55,000 - - - - 55,000 Kew Courthouse sound system 80,000 - 80,000 - - - - 80,000 Library IT Hardware renewal 300,000 - 300,000 - - - - 300,000 Fixtures, fittings and furniture Total 578,000 - 578,000 - - - - 578,000
Library books Library resources 985,000 - 985,000 - - - - 985,000 Library books Total 985,000 - 985,000 - - - - 985,000
Plant machinery and equipment Bin renewal program 220,000 - 220,000 - - - - 220,000 Leisure and aquatic centre equipment replacement 150,000 - 150,000 - - - - 150,000 Miscellaneous equipment renewal 100,000 - 100,000 - - - - 100,000 Sportsgrounds - replacement of existing turf wicket rollers 30,000 - 30,000 - - - - 30,000 Town Hall Gallery collection acquisitions 75,000 75,000 - - - - - 75,000 Library RFID replacement 30,000 - 30,000 - - - - 30,000 Leisure centres – equipment and pool plant replacement program 273,000 - 273,000 - - - - 273,000 Hydraulic saw motors and vacuum hose 35,000 - 35,000 - - - - 35,000 Library services duress alarm installation 40,000 40,000 - - - - - 40,000 Plant machinery and equipment Total 953,000 115,000 838,000 - - - - 953,000
Plant and Equipment Total 3,658,000 662,000 2,976,000 20,000 - - - 3,658,000
Infrastructure Bridges Minor Bridge rehabilitation 58,000 - 58,000 - - - - 58,000 Bridges Total 58,000 - 58,000 - - - - 58,000
Drainage Future drainage renewal planning 200,000 - 200,000 - - - - 200,000 Kinkora Road, Hawthorn 140,000 - 140,000 - - - - 140,000 Lavidge and Thomas Streets, Hawthorn 100,000 - 100,000 - - - - 100,000 Medlow Reserve, Surrey Hills drainage works 200,000 - 200,000 - - - - 200,000 Sportsground drainage program 65,000 - 65,000 - - - - 65,000 Unscheduled/ emergency drainage works 350,000 - 350,000 - - - - 350,000 Hislop and Gordon Reserves, Balwyn North 1,100,000 - 1,100,000 - - - - 1,100,000 84-124 Barkers Road, Hawthorn 430,000 - 430,000 - - - - 430,000 Toorak Road, Camberwell - Row 1152-1180 220,000 - 220,000 - - - - 220,000 Chatham Road, Canterbury (Guilford - MW drain) 230,000 - 230,000 - - - - 230,000 Parlington Street, Canterbury, no. 14-28 105,000 - 105,000 - - - - 105,000 Coppin Grove, Hawthorn, no. 14-26 120,000 - 120,000 - - - - 120,000 Launder Street, Hawthorn, no. 2-20 110,000 - 110,000 - - - - 110,000 Mary Street and Linda Crescent, Hawthorn 180,000 - 180,000 - - - - 180,000 Morang Place to Gibney Street, Hawthorn, no. 1-7 140,000 - 140,000 - - - - 140,000 Rowland Street, Kew, no. 4-54 80,000 - 80,000 - - - - 80,000 Ferndale Road, Glen Iris, no. 24-29 50,000 - 50,000 - - - - 50,000
Capital works detailed listing Regulation 10 (a) and (b) 63 ______City of Boroondara Adoption of Council Plan Page 140 of 301 Council______Meeting Agenda 26/06/17
Asset expenditure types Funding sources Project Contrib Council Capital works area cost New Renewal Upgrade Expansion Grants -utions cash $$$$$$$$ Barry Street, Kew (behind 31 and 22 Molesworth St) 25,000 - 25,000 - - - - 25,000 Gleeson Avenue, Camberwell, no. 3-17 40,000 - 40,000 - - - - 40,000 Grant Avenue, Balwyn, no. 6 15,000 - 15,000 - - - - 15,000 Highton Grove, Deepdene, no.12-12A 45,000 - 45,000 - - - - 45,000 Invermay Gve and Currajong Rd Right Of Way , Hawthorn East 40,000 - 40,000 - - - - 40,000 James Avenue, Kew, no.7-8 10,000 - 10,000 - - - - 10,000 Moonbria Avenue, Kew (end off) 15,000 - 15,000 - - - - 15,000 Winmalee Road, Balwyn, no. 53-67 80,000 - 80,000 - - - - 80,000 Queen Street, Kew near Wellington St 80,000 - 80,000 - - - - 80,000 Minor Drainage Works 200,000 - 200,000 - - - - 200,000 Drainage Total 4,370,000 - 4,370,000 - - - - 4,370,000
Footpaths and Cycleways Bicycle Strategy implementation 159,000 159,000 - - - - - 159,000 Condition 4 footpaths 624,000 - 624,000 - - - - 624,000 Cookson Street, Camberwell Precinct rejuvenation 56,000 56,000 - - - - - 56,000 Park gravel path renewal program 117,000 - 117,000 - - - - 117,000 Shopping centre footpath works 100,000 - 100,000 - - - - 100,000 Unscheduled footpath works 233,000 - 233,000 - - - - 233,000 Yerrin Street pedestrianisation 700,000 700,000 - - - - - 700,000 Bicycle and pedestrian trails - (implementation of Safety Audit Action Plan) 410,000 - 410,000 - - - - 410,000 Boroondara Tennis Centre (renew asphalt concourse around tennis courts) 200,000 - 200,000 - - - - 200,000 Boroondara Laneway Strategy - Laneway improvements 275,000 275,000 - - - - - 275,000 Balwyn Shopping Centre streetscape improvements along Whitehorse Road 60,000 60,000 - - - - - 60,000 Footpaths and Cycleways Total 2,934,000 1,250,000 1,684,000 - - - - 2,934,000
Parks, open space and streetscapes Athenaeum Place streetscape improvement works 300,000 - - 300,000 - - - 300,000 Compliance works on play equipment and infrastructure 12,000 - 12,000 - - - - 12,000 Formal gardens landscape renewal program 50,000 - 50,000 - - - - 50,000 Garden bed edging renewal program 19,000 - 19,000 - - - - 19,000 Oval fences renewal program 85,000 - 85,000 - - - - 85,000 Park feature wall renewal program 45,000 - 45,000 - - - - 45,000 Park fences renewal program 156,000 - 156,000 - - - - 156,000 Park lighting - unscheduled works 13,000 - 13,000 - - - - 13,000 Park lighting renewal program 100,000 - 100,000 - - - - 100,000 Park playground replacement program 750,000 - 750,000 - - - - 750,000 Park signage renewal program 80,000 - 80,000 - - - - 80,000 Parks and gardens irrigation upgrades 200,000 - 200,000 - - - - 200,000 Playground renewal program - Council properties (childcare) 20,000 - 20,000 - - - - 20,000 Replace litter bin surrounds in shopping precincts 53,000 - 53,000 - - - - 53,000 Retaining walls - unscheduled works 110,000 - 110,000 - - - - 110,000 Shopping Centre Improvement Plan Ǧ design and implementation 1,005,000 1,005,000 - - - - - 1,005,000 Street tree planting program 277,000 - 277,000 - - - - 277,000 Streetscape landscape renewal program 50,000 - 50,000 - - - - 50,000 Surrey Gardens rotunda 20,000 20,000 - - - - - 20,000 The Balwyn Park Concept Master Plan (BPCMP) - implementation of open space improvements 209,724 209,724 - - - - - 209,724
Capital works detailed listing Regulation 10 (a) and (b) 64 ______City of Boroondara Adoption of Council Plan Page 141 of 301 Council______Meeting Agenda 26/06/17
Asset expenditure types Funding sources Project Contrib Council Capital works area cost New Renewal Upgrade Expansion Grants -utions cash $$$$$$$$ Drinking fountains - renewal program 45,000 - 45,000 - - - - 45,000 Barbeque renewal program 33,000 - 33,000 - - - - 33,000 Park furniture renewal 150,000 - 150,000 - - - - 150,000 Council properties landscape renewal program 30,000 - 30,000 - - - - 30,000 Morang Reserve landscape renewal 200,000 - 200,000 - - - - 200,000 Hyde Park half court and rebound wall facility 35,000 - 35,000 - - - - 35,000 Fritsch Holzer environmental audit requirements 50,000 - 50,000 - - - - 50,000 Fritsch Holzer Park landscape renewal 100,000 - 100,000 - - - - 100,000 Minor playground works 70,000 - 70,000 - - - - 70,000 Riversdale Depot (final stage of retaining wall on eastern side of depot) 80,000 - 80,000 - - - - 80,000 Park tree renewal program 65,000 - 65,000 - - - - 65,000 Chandler Park Wetlands implementation 700,000 700,000 - - - 300,000 - 400,000 Community garden in Earl Street (Outer Circle Linear Park), Kew 30,000 30,000 - - - - - 30,000 Sportsground Lighting Highfield Park North 160,000 160,000 - - - - - 160,000 Parks, open space and streetscapes Total 5,302,724 2,124,724 2,878,000 300,000 - 300,000 - 5,002,724
Roads Additional traffic management devices 154,000 154,000 - - - - - 154,000 Crossing facilities 102,500 102,500 - - - - - 102,500 Future roads expenditure 6,409,279 - 6,409,279 - - 398,650 - 6,010,629 Resheeting 3,451,150 - 3,451,150 - - - - 3,451,150 Road Safety Strategy implementation - school crossing improvements 23,000 - - 23,000 - - - 23,000 Disability access 50,000 - 50,000 - - - - 50,000 Honour Avenue shared zone works 500,000 500,000 - - - 500,000 - - Roads Total 10,689,929 756,500 9,910,429 23,000 - 898,650 - 9,791,279
Off street carparks Resurfacing of condition 4 car parks 456,000 - 456,000 - - - - 456,000 Access plans and parking studies implementation 154,000 154,000 - - - - - 154,000 Off street carparks Total 610,000 154,000 456,000 - - - - 610,000
Recreational, leisure and community facilities Condition 4 safety treatments 149,000 - 149,000 - - - - 149,000 Cricket practice nets renewal program 150,000 - 150,000 - - - - 150,000 Minor sportsground improvements 250,000 - 250,000 - - - - 250,000 Sports goal post renewal program 34,000 - 34,000 - - - - 34,000 Sports synthetic surface renewal program 60,000 - 60,000 - - - - 60,000 Sportsground irrigation program 115,000 - 115,000 - - - - 115,000
Capital works detailed listing Regulation 10 (a) and (b) 65 ______City of Boroondara Adoption of Council Plan Page 142 of 301 Council______Meeting Agenda 26/06/17
Asset expenditure types Funding sources Project Contrib Council Capital works area cost New Renewal Upgrade Expansion Grants -utions cash $$$$$$$$ Sportsground reconstruction program 760,000 - 760,000 - - - - 760,000 Sportsground training lights renewal program 180,000 - 180,000 - - - - 180,000 Traffic treatment - lighting replacement 10,000 - 10,000 - - - - 10,000 Funding for shade sails 85,000 85,000 - - - - - 85,000 Asphalting of the maintenance yard at Freeway Golf Course 89,000 - - 89,000 - - - 89,000 Skate/BMX facility in the North of Boroondara 70,000 70,000 - - - - - 70,000 Boroondara Tennis Centre Courts 25,000 - 25,000 - - - - 25,000 Hawthorn Velodrome asphalt 50,000 - 50,000 - - - - 50,000 Naroo Street tennis court demolition 55,000 - 55,000 - - - - 55,000 Traffic management devices - (maintenance OH&S issue works) 38,000 - 38,000 - - - - 38,000 Sportsground synthetic surface 70,000 70,000 - - - - - 70,000 Recreational, leisure and community facilities Total 2,190,000 225,000 1,876,000 89,000 - - - 2,190,000
Infrastructure Total 26,154,653 4,510,224 21,232,429 412,000 - 1,198,650 - 24,956,003
Grand Total 64,335,239 16,475,084 44,207,816 2,133,250 1,519,089 3,118,650 - 61,216,589
Capital works detailed listing Regulation 10 (a) and (b) 66 ______City of Boroondara Adoption of Council Plan Page 143 of 301 Council______Meeting Agenda 26/06/17
2. Works carried forward from the 2016-17 year Asset expenditure types Funding sources Project Contrib Council Capital works area cost New Renewal Upgrade Expansion Grants -utions cash $$ $$$$$$ Property Building Ashburton Support Centre (Senior Citizens) 100,000 - 100,000 - - - - 100,000 Balwyn Community Centre (Renewal) 251,922 - 251,922 - - - - 251,922 Camberwell Hockey pavilion 450,000 - 450,000 - - - - 450,000 Jack O'Toole Reserve Scout and Tennis 120,000 - 120,000 - - - - 120,000 Kew Senior Citizens Centre 125,000 - 125,000 - - - - 125,000 Markham Reserve pavilion 70,000 - 70,000 - - - - 70,000 Nettleton Park pavilion 150,000 - 150,000 - - - - 150,000 Balwyn Community Centre (New) 3,880 3,880 - - - - - 3,880 Burke Road South Reserve - including public toilet and groundskeeper facilities 60,000 - 60,000 - - - - 60,000 Building Total 1,330,802 3,880 1,326,922 - - - - 1,330,802
Property Total 1,330,802 3,880 1,326,922 - - - - 1,330,802
Infrastructure Parks, open space and streetscapes Irrigation Management Plan 25,000 25,000 - - - - - 25,000 Parks, open space and streetscapes Total 25,000 25,000 - - - - - 25,000
Infrastructure Total 25,000 25,000 - - - - - 25,000
Plant and Equipment Computers and telecommunications Human Resource Information System 38,000 38,000 - - - - - 38,000 Legal Services management system 40,000 40,000 - - - - - 40,000 HACC - Minor Capital Grant 169,018 169,018 - - - - - 169,018 Miscellaneous general equipment and licensing 75,000 75,000 - - - - - 75,000 Automated time and attendance sheets 169,000 169,000 - - - - - 169,000 Procurement of Field Based Planning Assessment Software and Hardware 40,000 40,000 - - - - - 40,000 Computers and telecommunications Total 531,018 531,018 - - - - - 531,018
Plant machinery and equipment Kew Junction parking guidance system 350,000 350,000 - - - - - 350,000 Plant machinery and equipment Total 350,000 350,000 - - - - - 350,000
Plant and Equipment Total 881,018 881,018 - - - - - 881,018
Grand Total 2,236,820 909,898 1,326,922 - - - - 2,236,820
Capital works detailed listing Regulation 10 (a) and (b) 67 ______City of Boroondara Adoption of Council Plan Page 144 of 301 Council______Meeting Agenda 26/06/17
3. Summary Asset expenditure types Funding sources
Project Contrib Council cost New Renewal Upgrade Expansion Grants -utions cash
PROPERTY 35,853,388 11,306,740 21,326,309 1,701,250 1,519,089 1,920,000 - 33,933,388 PLANT AND EQUIPMENT 4,539,018 1,543,018 2,976,000 20,000 - - - 4,539,018 INFRASTRUCTURE 26,179,653 4,535,224 21,232,429 412,000 - 1,198,650 - 24,981,003 TOTAL 66,572,059 17,384,982 45,534,738 2,133,250 1,519,089 3,118,650 - 63,453,409
Capital works detailed listing Regulation 10 (a) and (b) 68 ______City of Boroondara Adoption of Council Plan Page 145 of 301 ______Council Meeting Agenda 26/06/17
7. Rates and charges This section presents information about rates and charges that the Act and the Regulations require to be disclosed in the Council’s annual budget.
In developing the Strategic Resource Plan (referred to in Section 14), rates and charges were identified as an important source of revenue, accounting for 75 per cent of the total revenue received by Council annually. Planning for future rate increases has therefore been an important component of the Strategic Resource Planning process. The State Government has introduced the Fair Go Rates System (FGRS) which sets out the maximum amount councils may increase rates in a year. For 2017-18 the FGRS cap has been set at 2 per cent. The cap applies to both general rates and municipal charges and is calculated on the basis of council’s average rates and charges.
The level of required rates and charges has been considered in this context, with reference to Council's other sources of income and the planned expenditure on services and works to be undertaken for the Boroondara community.
1 Rates and charges
1.1 The rate in the dollar to be levied as general rates under section 158 of the Act for each type or class of land compared with the previous financial year Budget Budget Type or class of land 2016-17 2017-18 Change cents/$CIV cents/$CIV General rate for rateable residential properties 0.1354 0.1382 2.0% General rate for rateable non residential properties 0.1354 0.1382 2.0% Rate concession - rateable cultural and recreational properties 0.0677 0.0691 2.0%
1.2 The estimated total amount to be raised by general rates in relation to each type or class of land, and the estimated total amount to be raised by general rates, compared with the previous financial year Percentage change from annualised Annualised rates levied Budget rates levies Budget 2016-17 Type or class of land 2016-17 2016-17 2017-18 Change $$$ Rateable residential 133,396,202 134,900,433 137,598,442 2.0% Rateable non residential 9,420,904 9,398,060 9,586,021 2.0% Cultural and recreational 49,764 49,764 50,760 2.0% Total estimated amount to be raised 142,866,870 144,348,257 147,235,222 2.0%
1.3 The estimated total amount to be raised by rates Budget Budget 2016-17 2017-18 Change $$ Total rates to be raised (incl additional rate revenue) 144,359,192 148,992,560 3.2% Additional rate revenue Special rate schemes 1,291,725 1,416,915 9.7% Supplementary valuations 1,000,000 1,100,000 10.0% Early payment of rates discount (799,403) (759,577) -5.0%
Budget reports - Rates and charges 69
______City of Boroondara Adoption of Council Plan Page 146 of 301 ______Council Meeting Agenda 26/06/17
1.4 The number of assessments in relation to each type or class of land, and the total number of assessments, compared with the previous financial year Budget Budget Type or class of land 2016-17 2017-18 Change Numbers Numbers Rateable residential 68,912 70,109 1.7% Rateable non residential 5,999 6,018 0.3% Cultural and recreational 6 6 0.0% Total number of assessments 74,917 76,133 1.6%
1.5 The basis of valuation to be used is the Capital Improved Value (CIV)
1.6 The estimated total value of each type or class of land, and the estimated total value of land, compared with the previous financial year Budget Budget Type or class of land 2016-17 2017-18 Change $$ Rateable residential 98,483,883,588 99,594,428,588 1.1% Rateable non residential 6,955,274,500 6,938,409,000 -0.2% Cultural and recreational 73,480,000 73,480,000 0.0% Total 105,512,638,088 106,606,317,588 1.0%
1.7 The proposed unit amount to be levied for each type of charge under section 162 of the Act Per Rateable Per Rateable Property Property Type of charge Budget Budget 2016-17 2017-18 Change $$ Annual service charge for collection and disposal of refuse for residential, non residential land and non rateable land where utilised (i) 240 litre bin 836 850 1.7% (Only applies to households with four people) (ii) 240 litre bin commercial 836 850 1.7% (iii) 240 litre bin concession 686 698 1.7%
(The 240 litre bin concession rate will only apply to residential households of 5 or more people or for those with a specific medical condition requiring a larger bin size)
(iv) 120 litre bin residential and other 343 349 1.7% (v) 120 litre bin commercial 343 349 1.7%
(vi) 80 litre bin residential and other 190 192 1.1% (vii) 80 litre bin commercial 190 192 1.1%
(viii) Minimum charge for each residential property 190 192 1.1% (Except for vacant land and those residential properties required to service own refuse disposal as a condition of a town planning permit where a waste environmental levy is imposed as a contribution to waste and rubbish collection from public spaces).
(ix) Waste environmental levy residential and other 87 88 1.1% (x) Waste environmental levy commercial 87 88 1.1%
NB Refuse collection includes collection of all household rubbish, commingled recyclables and green waste.
Budget reports - Rates and charges 70
______City of Boroondara Adoption of Council Plan Page 147 of 301 ______Council Meeting Agenda 26/06/17
1.8 The estimated amount to be raised for each type of charge to be levied compared to the previous years
Budget Budget Type of charge 2016-17 2017-18 Change $$ Annual service charge for collection and disposal of refuse for residential, non residential land and non rateable land where utilised (i) 240 litre bin 1,248,000 1,278,000 2.4% (Only applies to households with four people) (ii) 240 litre bin commercial 1,114,240 1,085,000 -2.6% (iii) 240 litre bin concession 1,163,994 1,237,000 6.3% (The 240 litre bin concession rate will only apply to residential households of five or more people or for those with a specific medical condition requiring a larger bin size).
(iv) 120 litre bin residential and other 12,528,000 12,761,000 1.9% (v) 120 litre bin commercial 385,000 372,000 -3.4%
(vi) 80 litre bin residential and other 4,405,000 4,476,000 1.6% (vii) 80 litre bin commercial 117,000 110,000 -6.0%
(v) Minimum charge for each residential property 209,000 217,000 3.8% (Except for vacant land and those residential properties required to service own refuse disposal as a condition of a town planning permit where a waste environmental levy is imposed as a contribution to waste and rubbish collection from public spaces)
(ix) Waste environmental levy residential and other 492,000 594,000 20.7% (x) Waste environmental levy commercial 202,000 209,000 3.5%
Total 21,864,234 22,339,000 2.2% NB The percentage change varies across categories due to change in property numbers for each charge type. Refuse collection includes collection of all household rubbish, commingled recyclables and green waste.
1.9 The estimated total amount to be raised by all rates and charges compared with the previous financial year
Budget Budget Type of charge 2016-17 2017-18 Change $$ Rates and charges $ 166,223,426 $ 171,331,560 3.1%
1.10 There are no known significant changes, which may effect the estimated amounts to be raised by rates and charges. However, the total amount to be raised by rates and charges may be effected by: - The making of supplementary valuations - The variation of returned levels of value (e.g. valuation appeals) - Changes in use of land such that rateable land becomes non-rateable land and vice versa - Changes in use of land such that non residential land becomes commercial land and vice versa.
1.11 Differential rates
1.12 Rates to be levied under Section 161 and 161A of the Act Council has not raised rate income by levying rates under a differential rates scheme.
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City of Boroondara Budget 2017-18
Budget analysis
The following reports provide detailed analysis to support and explain the budget reports in the previous section.
This section includes the following analysis and information:
8. Summary of financial position 9. Budget influences 10. Analysis of operating budget 11. Analysis of budgeted cash position 12. Analysis of capital budget 13. Analysis of budgeted financial position
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8. Summary of financial position The summary provides key information about the rate increase, operating result, service levels, cash and investments, capital works and financial sustainability of Council. The following graphs include 2015-16 Actual (A), 2016-17 forecast actual (F), 2017-18 Budget (B) and the next three years as set out in the Strategic Resource Plan (SRP). Further detail is found within the body of the Budget report. 8.1 Rate percentage increases
5.00%
4.50% 4.00%
3.00%
2.50% 2.00% 2.30% 2.10% 2.10% 2.00%
% % Increase in average general rate 1.00%
0.00% A2015-16 A2016-17 B2017-18 SRP2018-19 SRP2019-20 SRP2020-21
8.2 Total rates and charges
200.0
180.0 187.08 181.58 176.56 171.63 160.0 166.83 161.76 140.0
120.0
100.0
80.0
Total rates and charges $M Total 60.0
40.0
20.0
- A2015-16 F2016-17 B2017-18 SRP2018-19 SRP2019-20 SRP2020-21
In 2017-18, rates will increase by 2.0% raising total rates and charges (including waste) of $171.63 million including $1.10 million generated from supplementary rates on new and redeveloped properties. The State Government has introduced a cap on rate increases from 2016-17. The cap for 2017-18 has been set at 2.0% by the Minister for Local Government. Refer Section 15, Council’s Rating Information.
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8.3 Operating result
40.0
38.21 37.87 35.0 35.07 33.32 30.0
25.0 26.79 26.90
20.0
15.0 Operating Result Result $M Operating 10.0
5.0
- A2015-16 F2016-17 B2017-18 SRP2018-19 SRP2019-20 SRP2020-21
The expected operating result for the 2017-18 year is a surplus of $26.90 million, which is a $110,000 increase from the forecast result of $26.79 million for 2016-17. The underlying result which excludes items such as non-recurrent capital grants, non-cash contributions and cash capital contributions is a surplus of $19.23 million, which is a decrease of $2.40 million over 2016-17. (The forecast underlying result for the 2016-17 year is a surplus of $21.63 million).
8.4 Services
120
110 115.60 110.53 111.23 100 105.89 102.40 90 95.23 80
70
60
50 Net Cost $M Cost Net
40
30
20
10
- A2015-16 F2016-17 B2017-18 SRP2018-19 SRP2019-20 SRP2020-21
The net cost of services delivered to the community includes net operating directorate and department costs as well as net priority projects expenditure. For the 2017-18 year, the net cost of services delivered is expected to be $115.60 million, an increase of $5.28 million over 2016-17. During the development of each budget, service levels are discussed with Council providing direction on the increase or amendment of Council services. For the 2017-18 year a number of new activities and initiatives have been proposed.
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8.5 Cash and investments
120.00
100.00 105.48 101.27 94.71
80.00
69.47 66.03 60.00 63.61 Cash on Hand $M Cash on 40.00
20.00
- A2015-16 F2016-17 B2017-18 SRP2018-19 SRP2019-20 SRP2020-21
Cash and investments are budgeted to increase by $4.21 million during the year to $101.27 million for the year ending 30 June 2018. Total cash and investments are forecast to be $105.48 million at 30 June 2017. 8.6 Capital Works Program (gross expenditure)
100.00
90.00 96.22
80.00
70.00
70.60 69.51 60.00 66.57
50.00 53.63 49.63 40.00 Capital Works $M
30.00
20.00
10.00
- A2015-16 F2016-17 B2017-18 SRP2018-19 SRP2019-20 SRP2020-21
Council’s commitment to capital works will reach $66.57 million for the 2017-18 financial year. $2.24 million relates to forward commitments from the 2016-17 year. Forward commitments are funded from the 2016-17 forecast surplus. Capital funding of $3.12 million has been derived from external sources due to successful grant applications. The Capital Works Program has been developed according to an extensive selection and prioritisation process. Council has committed to renewal expenditure of $45.53 million and new, upgrade and expansion expenditure of $21.03 million inclusive of forward commitments. Refer also Section 3 for the Statement of Capital Works and Section 12 for an analysis of the capital budget.
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8.7 Financial position
76.00 72.00 74.12 68.00 64.00 60.00 63.19 56.00 52.00 54.92 48.00 44.00 40.00 36.00 32.00 35.48 33.32 28.00 32.09 24.00 20.00
Working Capital Position $M Working Capital 16.00 12.00 8.00 4.00 - A2015-16 F2016-17 B2017-18 SRP2018-19 SRP2019-20 SRP2020-21
Net current assets (working capital) will decrease by $19.20 million to $55.13 million as at 30 June 2018. Working capital is maintained at sustainable levels and fluctuates over the strategic resource plan to meet forecast loan repayments. 8.8 Financial sustainability
35.00
30.00 30.27 31.30 29.77
25.00
20.00 21.63 19.23 Surplus $M ('000) Underlying Underlying 15.00
10.00
5.00
- F2016-17 B2017-18 SRP2018-19 SRP2019-20 SRP2020-21
A high level Strategic Resource Plan for the years 2017-18 to 2020-21 has been developed to assist Council in adopting a budget within a longer term prudent financial framework. The key objective of the plan is financial sustainability in the medium to long term, whilst still achieving the Council’s strategic objectives as specified in the Council Plan. The plan projects an increasing underlying result (surplus) for the next four years which will provide funding for Council’s Capital Works Program in line with the Asset Management Strategy.
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8.9 Council Plan 'Themes' – net operating (including priority projects)
40.0
38.8 35.0 36.5
30.0
30.5 29.1 25.0
24.5 25.2 20.0 20.3 20.1 $M
15.0
10.0
5.0
0.8 1.6 - Strong and engaged Sustainable environment* Quality facilities and Enhanced amenity* Responsible management communities assets
F2016-17 B2017-18
* Sustainable environment - includes waste services and parks and street tree maintenance. Enhanced amenity - includes the Local Laws department which provides a surplus to Council hence reducing the net expenditure in this area.
The Annual Budget includes a range of services and commitments to be funded that will contribute to achieving the strategic objectives and key themes in the Council Plan. The graph above shows the net level of funding that is Council's share of expenditure after consideration of any associated income allocated in the budget.
The movement in Responsible Management comprises a number of key priority projects to be delivered in 2017-18 including, implementation of the Information Management Strategy ($723,000), continuation of re-development of the City of Boroondara website with users to deliver an improved online experience that is easily navigable and customer focused ($7.14 million), digital support for the ongoing management and maintenance of the website ($1.02 million) and further enhance Council’s online service delivery through the continued implementation of the Customer Relationship Management System (CRM) including access through mobile devices $800,000.
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8.10 Council expenditure allocations The below chart provides an indication of how Council allocates its expenditure across the main services that it delivers. It shows how much is allocated to each service area for every $100 that Council spends.
$2.07 $2.17 $0.51 $2.05 $2.22 Capital Works and Priority Projects $34.53
Environment and Waste Management $12.28 $5.29 Health, Aged Community and Family Services $12.34
$4.82 $34.53 Parks, Gardens and Sportsgrounds $9.04
Library, Arts and Cultural Services $6.94 $5.74 Planning and Building $5.74
Roads, Footpaths, Safety and Drainage $4.82
$6.94 Local Laws Enforcement $5.29
Engineering and Traffic $2.22
Communications and Customer Service $2.05
$9.04 Rates and Property Services $2.17
Leisure & Recreation and Civic Centres $2.07 $12.28 Economic Development $0.51 $12.34
An allocation of corporate services, governance, risk management, building maintenance and public lighting has been included within these service areas.
Excludes operating expenditure for five externally managed recreation centres.
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9. Budget influences This section sets out the key budget influences arising from the internal and external environment within which Council operates. 9.1 Boroondara - A snapshot The City of Boroondara includes the suburbs of Ashburton, Balwyn, Balwyn North, Camberwell, Canterbury, Deepdene, Hawthorn, Hawthorn East, Kew and Kew East, and parts of Glen Iris, Surrey Hills and Mont Albert.
History This area is the traditional lands of the people of the Eastern Kulin Language Group. After surveying the area in 1837, Robert Hoddle declared it the ‘Parish of Boroondara’ and because the area was densely wooded, he took the word from the Woiwurrung language, translating it as ‘where the ground is thickly shaded’.
The first local government body was the Boroondara District Road Board, formed in 1854, which encompassed the areas that were to become Hawthorn, Kew and Camberwell. With the amalgamation of these cities in June 1994, the City of Boroondara was created.
Population Boroondara has an estimated residential population of 174,787 people (at 30 June 2015). Compared with metropolitan Melbourne overall, we have a smaller proportion of young children and people aged 30 to 39, but a larger proportion of 10 to 19 year olds and people over 50 years. Of all 79 Victorian local government areas, Boroondara has the fifth largest population of people aged 85 years and over. At the last Census 3.7% of the population needed assistance with daily living tasks.
Where do we come from? Boroondara is increasingly culturally and linguistically diverse. The proportion of Boroondara residents who were born overseas increased from 25.5% in 2006 to 28.2% in 2011, when residents were born in more than 150 countries and spoke more than 120 languages.
At the 2011 Census*, the majority of overseas born Boroondara residents had been born in a country where English is not a main language. Between 2006 and 2011 there was a large increase in the number of residents born in China and India in particular, and 60% of the Boroondara residents who first arrived in Australia to live during 2015 were born in one of these two countries.
* The release of stage one data from the Census held on 9 August 2016 will be released after 27 June 2017
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Education hub By area, Boroondara has one of the highest concentrations of schools of all Victorian local government areas, with 57 secondary, primary and special education schools, including 13 combined primary and secondary schools, as well as Swinburne University, Swinburne TAFE, a University of Melbourne campus and two Universities of the Third Age. The City also has 10 neighbourhood and community centres where residents can complete a short course or obtain certified or pre-accredited training in a variety of subjects.
Where do we work? A quarter of Boroondara’s employed residents work within the City of Boroondara and just under a quarter work in the City of Melbourne. Income levels for individuals and households were higher than the metropolitan Melbourne average at the 2011 Census, when 45% of Boroondara households had an income in the top 25% for Victoria. However, 15% of all Boroondara households are living on less than $600 a week.
Where do we shop? Boroondara has a strong retail/commercial sector with the main shopping strips located at Camberwell Junction, Kew Junction and Hawthorn’s Glenferrie Road. Boroondara has 54 strip shopping centres.
How do we live? At the 2011 Census, Boroondara had 65,164 dwellings, ranging from separate houses (62% of all dwellings) to medium and high density dwellings, which are more commonly found in Hawthorn and Hawthorn East. Housing affordability is a major issue with lower income earners facing rising rents. Average first-home buyers experience difficulties in affording a home in the City’s housing market, one of the most expensive in Victoria. About 1.3% of Boroondara’s housing is social housing (provided for non-profit purposes), which includes community-based and public housing.
Transport The City has extensive train, tram and bus transport routes, but still has areas without easy access to public transport. Our sustainable transport pathways continue to expand, with over 57km of on-road bicycle lanes on arterial and local roads. The City also has 34km of shared paths across major trails, including the Gardiners Creek, Anniversary/Outer Circle, Main Yarra and Koonung trails.
Our open spaces Boroondara has retained its green and leafy streets, parks and gardens due to water-wise and sustainable practices. The City is rich in its biodiversity and the array of flora and fauna; it has about 600 hectares of open space. The majority of residents have access to public open space close to their home.
Like other municipalities, a challenge ahead will be to maintain the standard of our current environment, liveability and heritage amidst the impacts of climate change, water shortages, increased pollution, and increasing population densities and development.
For more information and statistics about the City of Boroondara, go to www.boroondara.vic.gov.au/AAB
9.2 External influences In preparing the 2017-18 Budget a number of external influences have been taken into consideration because they are likely to impact significantly on the services delivered by Council in the budget period. These include: x The proposed 2017-18 Annual Budget is based on a rate capped average increase in Council rates of 2.00% as prescribed by the State Government. x Changes proposed by the State Government that will result in municipal property revaluations being conducted by the Valuer General on an annual basis have the potential to reduce Council’s income and increase YDOXDWLRQFRVWV. Future year budgets will need to make appropriatefinancial provision once full detail of these changes.
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x Council has applied an inflation rate of 1.90% for 2017-18 which has been derived from Access Economics Business Outlook September 2016 which is aligned with the commencement of budget preparation. This rate is applied to contributions - monetary, rental income and the majority of materials and services in Council’s Long Term Financial Strategy. x In 2009-10, the State Government raised the landfill levy with significant impacts on Council’s waste management costs. The levy has increased from $9 per tonne in 2008-09 to $62.03 per tonne in 2016-17 (589% increase in nine years). Forecast increases are anticipated in the 2017- 18 financial year. x After freezing planning fees since 2009 the State Government has increased the allowable fee that Council may charge for these services under the Planning and Environment Act 1987 and Subdivision Act 1988. These fees came into effect October 2016. The 2016-17 forecast reflects an increase in planning income of 42% and has formed the basis for the 2017-18 budget. x From July 2014 the Federal Government froze indexation of its grants to Councils for three years (ceasing at the end of the 2016-17 financial year). These grants vary from council to council. Boroondara does not benefit from untied grants to the same extent as most other local governments in Victoria. Many grants are adjusted by State and Federal Governments on the basis of capacity to pay and other socio-economic factors and therefore Boroondara is one of the lowest recipients with grant income equivalent to $20.06 per resident in Boroondara (Source 2015-16 Victoria Grants Commission Annual Report). x Receipt of capital works funding of $3.12 million including $1.92 million part funding from the Commonwealth Government National Stronger Region Funds for the North East Community Hub and Roads to Recovery Program funding covering roads pavement renewal works. x Cost shifting occurs where Local Government provides a service to the community on behalf of the State and Federal Governments. Over time the funds received by local governments do not increase in line with real cost increases, Examples of services that are subject to cost shifting include school crossing supervision, library service and home and community care for aged residents. In all of these services the level of payment received by Council from the State Government does not reflect the real cost of providing the services to the community.
9.3 Internal influences As well as external influences, there were also a number of internal influences which are expected to have a significant impact on the preparation of the 2017-18 Budget. These matters have arisen from events occurring in the 2016-17 year resulting in variances between the forecast actual and budgeted results for that year and matters expected to arise in the 2017-18 year. These matters and their financial impacts include: x At the end of each financial year there are projects which are either incomplete or not commenced due to circumstances including planning issues, weather delays and extended consultation. The below forward commitments have been identified to be undertaken in 2017-18: o $2.24 million in 2016-17 capital works forward commitments, and o $1.81 million in 2016-17 priority projects forward commitments. x Employee costs are largely driven by Council’s Enterprise and Local Area Work Place Agreements (EA and LAWA). An annual increase of 3% has been applied to the 2017-18 Budget. In 2017-18 the compulsory Superannuation Guarantee Scheme (SGC) will remain at 9.50%. The above assumptions cater for trend increases in tied revenue grants from other levels of government that require employment of staff to deliver funded services. These costs are being impacted by the shortage of skilled workers and the ageing population. x Waste collection costs in 2017-18 will increase by 2.2%. The net costs of waste management and associated services are recovered by Council through the waste management charges. x Review of future year budget parameters was undertaken to minimise planned expenditure growth.
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9.4 Budget principles Through Council’s Business Planning process, all departments actively participated in an ongoing review of their business operations, with the overall aim of improving the efficiency and effectiveness of their operations. This process was adopted for the 2017-18 Budget preparation.
The principles included: x Identification of new non-rate revenue opportunities to support existing activities where possible. x Existing fees and charges to be indexed by labour cost increases as most services provided by Council have a significant labour component. Where services do not include a labour cost component the inflation rate was used. In addition, considerations of community factors are required such as encouraging use of a service and ability to pay. x Council will review the provision of services for increases in efficiency and quality. Council will seek the most efficient and effective provision of a service whether delivered by in-house resources or by external contractors. x All new initiatives, new employee proposals and proposed capital works projects are justified through a business case process, and considered by the Executive Leadership Team prior to recommendation to Council. x Services provided are actively reviewed through annual department business planning and consultation to ensure service levels match community need. Resource requirements are reviewed to ensure service provision meets community demand. x The Long Term Financial Strategy and Financial Strategy Principles provide a firm foundation for business decisions and resource allocation. x Recommendations of possible service level amendments are presented for consideration by Council as part of the budget development process. x Any new initiative is appropriately costed to include necessary overheads and those consequential impacts on support services have been taken into account. x A series of financial Budget parameters were reviewed by Council initially in November 2016 as a guide to the development of the Budget. These parameters include employment costs, fees and charges increases, and capital expenditure limits. These parameters are used to define overall budget revenue and expenditure limitations and officers develop individual department budgets within the context of these parameters. 9.5 Long term strategies Council is required to prepare and adopt an Annual Budget for each financial year under the provisions of the Local Government Act 1989 ("the Act"). The Budget is required to include certain information about the rates and charges that Council intends to levy as well as a range of other financial information required by the Local Government (Planning and Reporting) Regulations 2014 ("the Regulations").
The 2017-18 Budget which is included in this report, is for the year 1 July 2017 to 30 June 2018 and is prepared in accordance with the Act and Regulations. The Budget presents information in regard to the Financial Statements, including the Budgeted Comprehensive Income Statement, Balance Sheet, Cash Flow Statement and Capital Works Statement. These statements have been prepared for the year ended 30 June 2018 in accordance with Accounting Standards and other mandatory professional reporting requirements and in accordance with the Act and Regulations. It also includes detailed information about the rates and charges to be levied, the Capital Works Program to be undertaken, the human resources required and other financial information, which Council requires in order to make an informed decision about the adoption of the Budget.
The Budget includes consideration of a number of long-term strategies to assist Council in considering the Budget in a proper financial management context. These include a Strategic Resource Plan (Section 14) Rating Information (Section 15), Borrowing Strategy (Section 16), Asset Management Strategy (Section 17) and Service Delivery Strategy (Section 18).
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10. Analysis of operating budget This section of the Annual Budget report analyses the expected revenues and expenses of the Council for the 2017-18 year. 10.1 Budgeted comprehensive income statement Forecast Actual Budget Ref 2016-17 2017-18 Variance $'000 $'000 $'000 Total income 10.2 224,305 230,075 5,770 Total expenses 10.3 (197,512) (203,174) (5,662) Surplus for the year 26,793 26,901 108
Grants - capital non-recurrent 5.2 (211) (2,720) (2,509) Contributions - cash (other sources) 10.2.4 (4,984) (4,950) 34 Adjusted underlying surplus 10.1.1 21,598 19,231 (2,367)
10.1.1 Adjusted underlying surplus ($2.37 million decrease) The adjusted underlying result is the net surplus or deficit for the year adjusted for non-recurrent capital grants, non-monetary asset contributions and capital contributions from other sources. It is a measure of financial sustainability and Council’s ability to achieve its service delivery objectives as it is not impacted by non-recurring or once-off items of income and expenses which can often mask the operating result. The adjusted underlying result for the 2017-18 year is a surplus of $19.23 million which is a decrease of $2.37 million from the 2016-17 year. In calculating the adjusted underlying result, Council has excluded grants received for capital purposes which are non-recurrent and capital contributions from other sources. Contributions of non-monetary assets are excluded as the value of assets assumed by Council is dependent on the level of development activity each year. 10.2 Income Forecast Actual Budget Income types Ref 2016-17 2017-18 Variance $'000 $'000 $'000 Rates and charges 10.2.1 166,831 171,632 4,801 Statutory fees and fines 10.2.2 14,330 15,059 729 User fees 10.2.3 14,155 13,622 (533) Grants - operating 5.1 14,293 14,206 (87) Grants - capital 5.2 1,526 3,119 1,593 Contributions - monetary 10.2.4 4,984 4,965 (19) Other income 10.2.5 8,186 7,472 (714) Total income 224,305 230,075 5,770
Source: Section 3 - Financial Statements
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2016-17 Forecast 2017-18 Budget
160 Rates
140
120
100
$M 80
60
40 Waste Statutory fees Grants - charges and fines User fees operating 20 Other Contributions - income Grants - monetary capital 0
Operating income
Contributions monetary Other 1% Grants income capital 3% Grants 2% operating 6%
User fees 6%
Statutory fees and fines 5%
Waste charges 10% Rates 65%
Budgeted income 2017-18
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10.2.1 Rates and charges ($4.80 million increase) The 2017-18 Annual Budget includes a capped increase in the average base rate of 2.00% or $4.80 million. Rates and charges income is comprised of general rates of $147.58 million (including forecast supplementary rates of $1.10 million), special rate schemes of $1.42 million and waste charges of $22.34 million.
Supplementary rates for new rateable assessment or properties completing improvements works during the financial year are forecast to provide $1.10 million in rate revenue in 2017-18. Section 15 - Rating Information includes a more detailed analysis of the rates to be levied for the 2017-18 financial year and the rates and charges information specifically required by the Regulations.
10.2.2 Statutory fees and fines ($729,000 increase) Statutory fees related mainly to fees and fines levied in accordance with legislation and include animal registrations, Public Health and Wellbeing Act 2008 registrations and parking fines.
During 2016-17, Department of Environment, Land, Water and Planning introduced new regulations for the setting of fees that can be charged by local councils for services provided under the Planning and Environment Act 1987 and Subdivision Act 1988. These fees came into effect October 2016.
The 2016-17 forecast reflects an increase in planning income of 42%.and a $286,000 increase in 2017-18 compared to the 2016-17 forecast primarily relating to scheme control. Parking fees and fines income has also increased by $286,000.
10.2.3 User fees ($533,000 decrease) User fees mainly relate to the recovery of service delivery costs through the charging of fees to users of Council's services. These include the provision of home help services and leisure and cultural services.
User charges are budgeted to decrease by 3.8% or $533,000 compared to the 2016-17 forecast primarily relating to Boroondara’s five leisure and aquatic centres. The contract for the management and operation of the centres has been extended and the guaranteed fixed return is forecast to decrease by $569,000.
A detailed schedule of fees and charges is listed in Appendix A – Fees and Charges. 10.2.4 Contributions - monetary ($19,000 decrease) Contributions - monetary relate to cash monies received from developers towards the creation of open space within the community in accordance with legislative requirements. Council receives these funds as part of the planning process, and through an annual acquittal process that assesses Council’s requirements against legislative obligations. The 2017-18 budget contributions will be maintained at similar levels to the 2016-17 forecast.
10.2.5 Other income ($714,000 decrease) Other income relates to a range of items such as interest receivable, lease and rental income from Council owned properties and miscellaneous items such as income from right of way sales, Australian Taxation Office fuel tax credits and Camberwell Fresh Food Market rental income and cost reimbursements.
Other income is forecast to decrease by 8.7% or $714,000 compared to 2016-17 forecast primarily due to a decrease in once off priority project income for flexible plastics kerbside collection trial $191,000 and a decrease in interest income $400,000 in 2017-18. The 2016-17 forecast interest income is projected to be higher due to timing of cash outflows occurring in the later half of the 2016- 17 year resulting in higher cash balances.
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10.3 Expenses Forecast Actual Budget Expense types Ref 2016-17 2017-18 Variance $'000 $'000 $'000 Employee costs 10.3.1 83,629 86,743 3,114 Materials and services 10.3.2 64,013 65,497 1,484 Bad and doubtful debts 10.3.3 1,125 1,175 50 Depreciation and amortisation 10.3.4 32,182 32,987 805 Borrowing costs 10.3.5 2,534 2,349 (185) Other expenses 10.3.6 11,029 11,423 394 Net loss on disposal of assets 10.3.7 3,000 3,000 - Total expenses 197,512 203,174 5,662
Source: Section 3 - Financial Statements
2016-17 Forecast 2017-18 Budget Employee costs 90
80
Materials and 70 services
60
50 $M
40 Depreciation and amortisation 30
20 Other expenses Net loss on Bad and disposal doubtful 10 debts Borrowing costs of assets
- Operating expenses
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Net loss on disposal of assets Bad and doubtful 1% Borrowing costs debts 1% 1% Other expenses 6%
Depreciation and amortisation 16%
Employee costs 43%
Materials and services 32% Budgeted expenses 2017-18
10.3.1 Employee costs ($3.11 million increase) Employment costs include all labour related expenditure such as wages and salaries, superannuation, work cover, on-costs, fringe benefits tax, other allowances and temporary staffing costs.
Employee costs are budgeted to be $86.74 million in 2017-18. This represents an increase of $3.11 million compared to the 2016-17 forecast. The increase in 2017-18 relates to the increase in salary and wages under relevant industrial agreements, employee on-costs such as leave provisions and workers compensation, and resources to meet additional community demand.
The increase is related to several key factors noted below: x Workcover premium, industrial agreements including Local Area Workplace Agreements (LAWA and EBA), banding and contract staff increments. x $3.37 million additional resource requirements to increase organisational responsiveness and services and are non-recurrent in nature. These resources include support for the Digital Transformation Project including ongoing management and maintenance of the re-developed website and implementation of the Information Management Strategy.
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A summary of human resources expenditure categorised according to the organisational structure of Council is included below:
Comprises Budget Permanent Permanent Part 2017-18 Full time Time Directorate $'000 $'000 $'000 Chief Executive Office* 5,124 4,942 182 City Planning 14,547 12,437 2,111 Environment and Infrastructure 24,099 22,628 1,471 Community Development 28,767 17,138 11,629 Corporate Services 7,132 6,339 793 Communications and Customer Experience 3,814 2,735 1,080 Total permanent staff expenditure 83,484 66,219 17,265 Casuals 1,383 Employee expenditure other** 1,875 Total expenditure 86,742 *Chief Executive Office includes Governance and Innovation and Business Transformation ** Employee expenditure other includes: service awards, temporary staff and apprentices / traineeships.
A summary of the number of full time equivalent (FTE) Council staff in relation to the above expenditure is included below.
Comprises Budget Permanent Permanent Part 2017-18 Full time Time Directorate $'000 $'000 $'000 Chief Executive Office* 40.1 39.0 1.1 City Planning 141.8 121.5 20.3 Environment and Infrastructure 244.4 228.3 16.1 Community Development 300.6 156.2 144.4 Corporate Services 63.3 55.0 8.3 Communications and Customer Experience 38.3 27.0 11.3 Total permanent staff 828.4 627.0 201.4 Casuals 13.0 Total FTE staff 841.4 *Chief Executive Office includes Governance and Innovation and Business Transformation
Refer Section 14 - Strategic Resource plan for a summary of planned human resources expenditure according to the organisational structure and number of full time equivalent (FTE) Council staff.
10.3.2 Materials and services ($1.48 million increase) Materials and services are budgeted to increase by 2.65% or $1.69 million compared to the 2016-17 forecast, primarily due to the following significant variances:
x $1.04 million increase in information technology software licences and maintenance primarily relating to Customer Relationship managed services ($815,000), Microsoft Office 365 annual license subscription ($97,000) and Human Resource Information System licensing and support fees (82,000).
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x $954,000 forecast decrease in footpath expenditure due to higher 2016-17 forecast spend to meet Road Management Plans obligations and customer requests. x Waste management and operations up $210,000. The net costs of waste management and associated services are recovered by Council through the waste management charges. x $167,000 increase in facilities maintenance primarily due to increase in graffiti removal expenditure $106,000. x $1.63 million increase in Priority Project expenditure including continuation of the Digital Transformation Project $1.54 million.
Council separately funds projects of a non-recurring operating nature identified in the Council Plan as Priority Projects. A number of Priority Projects expenditure is categorised under the materials and services category. Refer to Appendix C – Priority Projects Program for a detailed listing of the Priority Projects Program and proposed forward commitments from 2016-17.
10.3.3 Bad and doubtful debts ($50,000 increase) Bad and doubtful debts is expected to increase marginally from the 2016-17 forecast ($50,000) and relates to an increase in parking fines forwarded to Perin Court for collection and a consequent reduction in collection rates.
10.3.4 Depreciation and amortisation ($805,000 increase) Depreciation measures the allocation of the value of an asset over its useful life for Council’s property, plant and equipment, including infrastructure assets such as roads and drains, from delivering services to the community. The increase of $805,000 for 2017-18 is due to the impact of the Capital Works Program and the full year effect of depreciation on new assets acquired in the 2016-17 year. Refer to Section 12 “Analysis of Capital Works Budget” for a more detailed analysis of Council’s Capital Works Program for the 2017-18 year.
10.3.5 Borrowing costs ($185,000 decrease) Borrowing costs relate to interest charged by financial institutions on funds borrowed. Interest expense is budgeted to decrease by $185,000 compared to 2016-17. The 2017-18 year includes repayment of principal in accordance with loan agreements. No new borrowings are planned in 2017- 18. Refer Section 16 - Borrowing Strategy for more detail.
10.3.6 Other expenses ($394,000 increase) Other expenses relate to a range of unclassified items including bank charges, audit fees, special rates and charges, community grants & contributions and operating lease rentals. Contributing to the increase are grants and community contributions $113,000 and leased asset expenditure in green waste collection $180,000 for replacement of side loaders.
The budget proposes that the Mayoral allowance be $94,641 per annum and the Councillor allowance be $29,629 per annum.
10.3.7 Net loss on disposal of assets No proceeds from asset sales are forecast in 2017-18. $3 million has been allowed for the disposal of the carrying amounts of various infrastructure asset classes, including footpath, drains and road replacement works completed and capitalised during the financial year.
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11. Analysis of budgeted cash position This section analyses the expected cash flows from the operating, investing and financing activities of Council for the 2017-18 year. Budgeting cash flows for Council is a key factor in setting the level of rates and providing a guide to the level of capital expenditure that can be sustained with or without using existing minimal cash reserves required to provide operational cash flow. The analysis is based on three main categories of cash flows: x Operating activities – Refers to the cash generated or used in the normal service delivery functions of Council. Cash remaining after paying for the provision of services to the community may be available for investment in capital works or repayment of debt. x Investing activities - Refers to cash generated or used in the enhancement or creation of infrastructure and other assets. These activities also include the acquisition and sale of other assets such as vehicles, property, plant and equipment. x Financing activities - Refers to cash generated or used in the financing of Council functions and include borrowings from financial institutions and advancing of repayable loans to other organisations. These activities also include repayment of the principal component of loan requirements for the year. 11.1 Budgeted cash flow statement (inclusive of GST) Forecast Actual Budget 2016-17 2017-18 Ref $'000 $'000 Inflows Inflows Variance (Outflows) (Outflows) $'000
Cash flows from operating activities 11.1.1 Receipts Rates and charges 166,731 171,532 4,801 Statutory fees and fines 13,255 13,834 579 User charges and other fines 15,571 14,984 (587) Grants - operating 15,291 15,187 (104) Grants - capital 1,526 3,119 1,593 Contributions - monetary 4,984 4,965 (19) Interest received 2,570 2,170 (400) Trust fund and deposits taken 19,434 19,970 536 Other receipts 6,178 5,832 (346) Net GST refund / payment 9,357 11,017 1,660 254,897 262,610 7,713 Payments Employee costs (82,421) (86,198) (3,777) Materials and services (74,067) (75,158) (1,091) Trust fund and deposits repaid (19,349) (19,883) (534) Other payments (11,993) (12,424) (431) (187,830) (193,663) (5,833) Net cash provided by operating activities 67,067 68,947 1,880
Cash flows from investing activities Payments for property, plant and equipment (49,630) (66,572) (16,942) Proceeds from sale of property, plant and equipment - Proceeds (payments) for investments 56,410 - (56,410) Net cash used in investing activities 11.1.2 6,780 (66,572) (73,352)
Cash flows from financing activities Finance costs (2,534) (2,349) 185 Proceeds from borrowings - - - Repayment of borrowings (4,049) (4,235) (186) Net cash used in by financing activities 11.1.3 (6,583) (6,584) (1)
Net increase (decrease) in cash and cash equivalents 67,264 (4,209) (71,473) Cash and cash equivalents at beginning of year 38,211 105,475 67,264 Ca sh a nd ca sh e quiva le nts a t e nd of ye a r 11.1.4 105,475 101,266 (4,209) Source: Section 3 – Financial Statements
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11.1.1 Operating activities ($1.88 million increase) The increase in net cash inflows from operating activities is mainly due to higher rates receipts of $4.80 million, higher capital grants $1.59 million partly offset by higher employment costs of $3.78 million and higher materials and services of $1.32 million. The net cash flows from operating activities does not equal the surplus(deficit) for the year as the expected revenues and expenses of the Council include non-cash items which have been excluded from the Cash Flow Statement. The budgeted operating result is reconciled to budgeted cash flows available from operating activities as set out in the following table.
Forecast Actual Budget 2016-17 2017-18 Variance $'000 $'000 $'000
Surplus for the year 26,793 26,901 108 Depreciation 32,182 32,987 805 Provision for doubtful debts 100 100 - Loss on disposal of assets 3,000 3,000 - Works in progress written off 2,600 2,853 253 Finance costs 2,534 2,349 (185) Net movement in other assets and liabilities (142) 757 899 Cash flows available from operating activities 67,067 68,947 1,880
11.1.2 Investing activities ($73.35 million decrease) The decrease in net cash outflows from investing activities of $73.35 million is due to proceeds for financial assets representing term deposits invested for greater than three months at the conclusion of the 2015-16 financial year which were redeemed during the 2016-17 year ($56.41 million). This is partly offset by a higher investment in capital works (refer Council's Capital Works Program).
11.1.3 Financing activities ($1,000 increase) There is minor increase in net cash outflows from financing activities. No borrowings are forecast in 2017-18. The 2017-18 year includes total principal repayments of $4.24 million and finance costs of $2.35 million.
11.1.4 Cash and cash equivalents at the end of the year ($4.21 million decrease) Overall, total cash and investments are forecast to decrease by $4.21 million to $101.47 million as at 30 June 2018. 11.2 Restricted and unrestricted cash and investments Cash and cash equivalents held by Council are restricted in part, and not fully available for Council’s operations. The budgeted cash flow statement indicates that Council estimates that at 30 June 2018, it will have cash and investments of $101.27 million, which is restricted as shown in the following table. Forecast Actual Budget Ref 2016-17 2017-18 Variance $'000 $'000 $'000
Total cash and investments 105,475 101,266 (4,209) Restricted cash and investments - Strategic acquisition fund 11.2.1 (434) (434) - - Open space development fund 11.2.2 (7,695) (8,495) (800) - Cash contingency - emergency response works * 11.2.3 (510) (738) (228) - Drainage reserve 11.2.4 (282) (282) - - Defined Benefits superannuation call up fund 11.2.5 (4,000) (5,000) (1,000) - Capital and priority projects net forward commitments to 2017-18 11.2.6 (4,044) - 4,044 Unrestricted cash and investments 11.2.6 88,510 86,317 (2,193)
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11.2.1 Strategic acquisition fund ($434,000) As strategic parcels of land may become available at short notice, Council has created a Strategic Acquisition Fund. This fund allows for the acquisition of strategic assets within the municipality as they become available.
The Strategic Acquisition Fund will be available for the purpose of acquiring new strategic assets where they are required for the provision of community services or for additional public open space.
Due to the nature of this fund, and potential for immediate use, the cash will not be considered as part of Council’s internal budgeting and management reporting processes. It will be treated as a source of funds only available for the stated purpose. Refer Section 14.4 Financial Strategy Principles.
11.2.2 Open space development fund ($8.50 million) The open space development fund is a cash-backed fund for the purpose of acquiring land for use as public open space.
As strategic parcels of land may become available at short notice, Council has created an Open Space Development Fund. This fund allows for the acquisition of land within the municipality for conversion to public open space as it becomes available.
Due to the nature of this fund, and potential for immediate use, the cash will not be considered as part of Council's internal budgeting and management reporting processes. Refer Section 14.4 Financial Strategy Principles.
11.2.3 Cash contingency - emergency response works ($738,000) The provision of this cash contingency represents 0.5% of general rate revenue for works in response to emergency situations eg storm event. Refer Section 14.4 Financial Strategy Principles.
11.2.4 Drainage reserve ($282,000) The drainage reserve represents non-refundable contributions which are sought from developers to upgrade drainage as a result of development in the municipality. Where appropriate, these funds can be applied to work in the relevant drainage catchments.
11.2.5 Defined Benefits superannuation call up fund ($5 million) The Defined Benefits superannuation call up fund is for the purpose of meeting potential defined benefit superannuation calls as they arise.
All councils in Victoria have a legal obligation to provide additional funds to the Local Government Defined Benefit Superannuation Fund (LGDBF) should a shortfall in the superannuation funds vested benefit index occur.
To ensure that services to the community are not otherwise affected and in order for Council to meet its obligations, Council has established its own Defined Benefit Superannuation Reserve for use should a call be made by the LGDBF trustee.
11.2.6 Unrestricted cash and investments ($86.32 million) These funds are free of all specific Council commitments and represent funds available to meet daily cash flow requirements, unexpected short-term needs and any budget commitments which will be expended in the following year, such as grants, contributions or net carried forward capital and priority projects. Council regards these funds as the minimum necessary to ensure that it can meet its commitments as and when they fall due without borrowing further funds. Additionally, Council is committed to maintain a minimum 1.20:1 working capital ratio (current assets/current liabilities) or above in unrestricted cash and investments plus the provision of a cash contingency of 0.5% of general rate revenue for works in response to emergency situations eg storm event and cash held in Council's Reserve Funds as detailed above.
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12. Analysis of capital works budget This section of the Annual Budget report analyses the planned capital works expenditure budget for the 2017-18 financial year and the sources of funding for the budget.
12.1 Capital works expenditure budget
Forecast Actual Budget Capital works area Ref 2016-17 2017-18 Variance $'000 $'000 $'000
Works carried forward Property Buildings 2,129 1,331 (798) Total property 2,129 1,331 (798)
Plant and equipment Plant, machinery and equipment 60 350 290 Fixtures, fittings and furniture 30 - (30) Computers and telecommunications - 531 531 Total plant and equipment 90 881 791
Infrastructure Parks, open space and streetscapes - 25 25 Total infrastructure - 25 25 Total works carried forward 12.1.1 2,219 2,237 18
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Forecast Actual Budget Capital works area Ref 2016-17 2017-18 Variance $'000 $'000 $'000
Works carried forward Property Buildings 2,129 1,331 (798) Total property 2,129 1,331 (798)
Plant and equipment Plant, machinery and equipment 60 350 290 Fixtures, fittings and furniture 30 - (30) Computers and telecommunications - 531 531 Total plant and equipment 90 881 791
Infrastructure Parks, open space and streetscapes - 25 25 Total infrastructure - 25 25 Total works carried forward 12.1.1 2,219 2,237 18
New works Property 12.1.2 Land improvements 2 100 98 Buildings 18,466 32,151 13,685 Building improvements 715 2,271 1,556 Total property 19,183 34,522 15,339
Plant and equipment 12.1.3 Plant, machinery and equipment 1,282 953 (329) Fixtures, fittings and furniture 219 578 359 Computers and telecommunications 2,326 1,142 (1,184) Library books 985 985 - Total plant and equipment 4,812 3,658 (1,154)
Infrastructure 12.1.4 Roads 9,957 10,887 930 Bridges 56 58 2 Footpaths and cycleways 2,047 2,934 887 Drainage 4,490 4,370 (120) Recreational, leisure and community facilities 1,860 1,993 133 Parks, open space and streetscapes 3,656 5,303 1,647 Off street car parks 1,350 610 (740) Total infrastructure 23,416 26,155 2,739 Total new works 47,411 64,335 16,924
Total capital works expenditure 49,630 66,572 16,942
Represented by: New asset expenditure 12.1.5 9,597 17,386 7,789 Asset renewal expenditure 12.1.5 37,537 45,534 7,997 Asset upgrade expenditure 12.1.5 1,486 2,133 647 Asset expansion expenditure 12.1.5 1,010 1,519 509 Total capital works expenditure 49,630 66,572 16,942
A detailed listing of the individual projects included in the 2017-18 Capital Works program as well as summary information for the following three years is included in Section 6.
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Budgeted capital works 2017-18
Property 39% Infrastructure
54% Plant and equipment
7%
Budgeted capital works 2017-18
2% 3% New asset expenditure 26%
Asset renewal expenditure
Asset upgrade expenditure
Asset expansion 69% expenditure
Refer to Appendix E - Glossary of Terms for definitions of asset renewal, asset upgrade, asset expansion and new capital works.
Source: Section 3 Financial Statements. A more detailed listing of the Capital Works program is included in Section 6.
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12.1.1 Carried forward works ($2.24 million) At the end of each financial year there are projects, which are either incomplete or not commenced due to circumstances such as planning issues, weather delays and extended consultation. For the 2016-17 financial year, a total of $2.24 million in forward commitments is forecast to be carried forward into the 2017-18 year for completion. A listing of 2016-17 forecast forward commitments is included in Section 6 - Detailed List of Capital Works.
12.1.2 Property ($35.85 million) The property class comprises land, land improvements, building and building improvements including community facilities, sports facilities and pavilions.
For the 2017-18 year, $35.75 million will be expended on buildings and building improvements. The more significant projects include:
x North East Community Hub $10.89 million x Balwyn Library redevelopment $4.33 million x Former Balwyn Park Bowls Club pavilion (proposed Balwyn Tennis And Community Facility) $3.47 million x Camberwell Hockey Pavilion $2.92 million x Camberwell Community House Fairholm Grove redevelopment $1 million x Markham reserve pavilion $1 million
12.1.3 Plant and equipment ($4.54 million) Plant and equipment includes plant, plant machinery and equipment, computers and telecommunications and library books.
For the 2017-18 year, $4.54 million will be expended on plant and equipment. The more significant projects include:
x Information technology $1.67 million x Plant, machinery and equipment $1.30 million x Library resources $985,000
12.1.4 Infrastructure ($26.18 million) Infrastructure includes roads, bridges, footpaths and cycle ways, drainage, recreation, leisure and community facilities, parks, open space and streetscapes, off street car parks and other structures.
x Road resurfacing and refurbishment projects $10.89 million x Drainage replacement works (including brick drain renewal works) $4.37 million x Footpath and cycle ways $2.93 million x Recreational, leisure and community facilities $1.99 million x Park and playground replacement program $840,000 x Park, street and corridor tree planting $342,000 x Bridge works $58,000
12.1.5 Asset renewal ($45.53 million), new assets ($17.38 million), upgrade ($2.13 million) and expansion ($1.52 million) A distinction is made between expenditure on new assets, asset renewal, upgrade and expansion. Expenditure on asset renewal is expenditure on an existing asset, or on replacing an existing asset that returns the service of the asset to its original capability. Expenditure on new assets does not have any element of expansion or upgrade of existing assets but will result in an additional burden for future operation, maintenance and capital renewal.
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The major projects included in the above categories, which constitute expenditure on new assets, are the North East Precinct ($7.85 million) and Balwyn Library redevelopment ($1.52 million). The remaining capital expenditure represents renewals and expansion/upgrades of existing assets. 12.2 Funding sources Forecast Actual Budget Sources of funding Ref 2016-17 2017-18 Variance $'000 $'000 $'000 Works carried forward Current year funding Council cash - unrestricted cash and investments 2,219 2,237 18 Total works carried forward 12.2.1 2,219 2,237 18
New works Current year funding Grants 12.2.2 1,526 3,119 1,593 Council cash - operations 12.2.3 45,885 61,216 15,331 Total new works 47,411 64,335 16,924 Total funding sources 49,630 66,572 16,942
Budgeted total funding sources 2017-18
5% 3%
Grants
Unrestricted cash and investments
Operations
92%
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12.2.1 Carried forward works ($2.24 million) At the end of each financial year there are projects which are either incomplete or not commenced due to factors including planning issues, weather delays and extended consultation. For the 2016-17 year it is forecast that $2.24 million of capital works will be incomplete and be carried forward into the 2017-18 year. Unrestricted cash and investments includes funding for the Camberwell Hockey Pavilion $450,000, Kew Junction parking guidance system $350,000, Balwyn Community Centre $255,801, Nettleton Park pavilion $150,000, Kew Senior Citizens Centre $125,000 and Ashburton Support Centre (Senior Citizens) $100,000. Unrestricted cash and investments represent funding sources from the previous year.
12.2.2 Grants ($3.12 million) Capital grants include monies sourced from the State and Federal Government, and community sources for the purposes of funding the Capital Works Program.
Significant grants and contributions are budgeted to be received for the following capital works projects: x $1.92 million part funding for the North East Community Hub from Department of Infrastructure and Regional Development (total grant to be received is $3.20 million). x $500,000 from the Department of Education and Training to fund Honour Avenue shared zoned works. x $398,650 from the Commonwealth Government Roads to Recovery Program covering roads pavement renewal works. x $300,000 relating to Chandler Park Wetlands implementation (Melbourne Water funding)
12.2.3 Operations ($61.22 million) Council generates cash from its operating activities, which is used as a funding source for the Capital Works Program. It is forecast that $61.22 million will be generated from operations to fund the 2017- 18 Capital Works Program.
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13. Analysis of budgeted financial position This section of the Annual Budget report analyses the movements in assets, liabilities and equity between the 2016-17 forecast and the 2017-18 Budget. 13.1 Budgeted balance sheet Forecast Ref Actual Budget 2016-17 2017-18 Variance $'000 $'000 $'000 Current assets 13.1.1 Cash and cash equivalents 105,475 101,266 (4,209) Trade and other receivables 11,217 11,367 150 Other financial assets 90 90 - Other assets 1,134 1,144 10 Total current assets 117,916 113,867 (4,049)
Non-current assets 13.1.2 Trade and other receivables 31 31 - Property, plant and equipment, infrastructure 3,315,369 3,343,101 27,732 Investment property 8,713 8,713 - Intangible assets 739 739 - Total non-current assets 3,324,852 3,352,584 27,732 Total assets 3,442,768 3,466,451 23,683
Current liabilities 13.1.3 Trade and other payables 20,006 20,391 (385) Trust funds and deposits 3,289 3,376 (87) Provisions 16,270 16,749 (479) Interest-bearing loans and borrowings 4,235 18,433 (14,198) Total current liabilities 43,800 58,949 (15,149)
Non-current liabilities 13.1.4 Provisions 2,198 2,264 (66) Investment in associates and joint ventures 739 739 - Interest-bearing loans and borrowings 44,713 26,280 18,433 Total non-current liabilities 47,650 29,283 18,367 Total liabilities 91,450 88,232 3,218
Net assets 3,351,318 3,378,219 26,901
Equity 13.1.6 Accumulated surplus 867,674 892,775 25,101 Asset revaluation reserve 2,471,233 2,471,233 - Other reserves 12,411 14,211 1,800 Total equity 3,351,318 3,378,219 26,901
Source: Section 3 Financial Statements
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13.1.1 Current assets ($4.05 million decrease) The $4.05 million increase in current assets is primarily due to decreases in cash and cash equivalent balances of $4.21 million. Refer to Section 11 - Analysis of Budgeted Cash Position for further analysis.
13.1.2 Non-current assets ($27.73 million increase) The increase in non-current assets is primarily due to a $27.73 million increase in property, infrastructure, plant and equipment due to $66.57 million in capital expenditure budgeted under the Capital Works Program (refer Section 6 for a detailed listing of projects). This is offset by $32.99 million in depreciation expenditure, $2.85 million capital works in progress written off (expenditure that does not meet the asset capitalisation criteria) and $3 million relating to the carrying value of proposed property sales and the disposal relating to replacement of infrastructure and library resource assets completed and capitalised during the year.
13.1.3 Current liabilities ($15.15 million increase) Current liabilities represent obligations that Council must pay within the next year.
The 2017-18 Budget includes increases in trade payables and other liabilities primarily relating to an increase in accrued interest on new borrowings in accordance with loan repayment schedules and employee leave provisions. Interest bearing loans and borrowings has increased by $14.20 million due to the repayment of existing loan borrowings expected to occur in 2018-19.
13.1.4 Non-current liabilities ($18.37 million decrease) The decrease in non-current liabilities, which represent obligations that Council must pay beyond the next year, is primarily due to a decrease of $18.43 million in non-current borrowings.
13.1.5 Working capital ($19.20 million decrease) Working capital is the excess of current assets above current liabilities. The calculation recognises that although Council has current assets, some of those are already committed to the future settlement of liabilities in the following 12 months and are therefore not available for discretionary spending.
Council has also committed further current assets to specific and restricted purposes, represented by the strategic acquisition fund, cash contingency - emergency response works provision, drainage reserve, defined benefits superannuation call up fund, open space development fund and forward commitments which are internal allocations and do not meet the accounting definition of a liability.
Forecast Actual Budget 2016-17 2017-18 Variance $'000 $'000 $'000 Current assets 117,916 113,867 (4,049) Current liabilities 43,800 58,949 (15,149) Working capital 13.1.5 74,116 54,918 (19,198) Restricted cash and investment current asset - Strategic acquisition fund (434) (434) - - Open space development fund (7,695) (8,495) (800) - Cash contingency - emergency response works (510) (738) (228) - Drainage reserve (282) (282) - - Defined Benefits superannuation call up fund (4,000) (5,000) (1,000) - Capital and priority projects net forward commitments to 2016-17 (4,044) - 4,044 Unrestricted working capital 57,151 39,969 (17,182)
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13.1.6 Equity ($26.90 million increase) The net increase in equity or net assets of $26.90 million results directly from the 2017-18 financial year budgeted net operating surplus.
13.2 Key assumptions In preparing the Budgeted Balance Sheet for the year ended 30 June 2018 it was necessary to make a number of assumptions about key assets, liabilities and equity balances. The key assumptions are as follows: x 98% of total rates and charges raised will be collected in the 2017-18 year. x Trade creditors to be based on total capital expenditure and operating expenditure less written down value of assets sold, depreciation and employee costs. Payment cycle is 30 days. x Other debtors and creditors to remain consistent with 2016-17 levels. x Capital works expenditure of $66.57 million including $2.24 million in proposed forward commitments from 2016-17. x Repayment of loan principal to be $4.24 million. x $1 million to be transferred to the Defined Benefits Superannuation Call Up Fund. x $800,000 to be transferred to the Open Space Development Fund.
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City of Boroondara Budget 2017-18
Long term strategies
This section includes the following analysis and information:
14. Strategic resource plan 15. Rating information 16. Borrowing Strategy 17. Asset Management Strategy 18. Service Delivery Strategy
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14. Strategic Resource Plan Council is required by the Act to prepare a Strategic Resource Plan to provide information on the long term financial projections of the Council.
14.1 Strategic Resource Plan development The Act requires a Strategic Resource Plan to be prepared covering both financial and non-financial resources, and including key financial indicators for at least the next four financial years to support the Council Plan.
Council has prepared a Strategic Resource Plan (SRP) for the four years 2017-18 to 2020-21 as part of its ongoing financial planning to assist in adopting a budget within a longer term framework. The SRP takes the strategic objectives and strategies as specified in the Council Plan and expresses them in financial terms for the next four years.
In preparing the SRP, Council has also been mindful of the need to comply with the following Principles of Sound Financial Management as contained in the Act: x Prudently manage financial risks relating to debt, assets and liabilities;
x Provide reasonable stability in the level of rate burden;
x Consider the financial effects of Council decisions on future generations, and
x Provide full, accurate and timely disclosure of financial information.
14.2 Financial resources The following table summarises the anticipated key financial results for the next four years as set out in the Strategic Resource Plan for the years 2017-18 to 2020-21. Section 3 – Financial Statements includes a more detailed analysis of the financial resources to be used over the four year period.
Forecast Strategic Resource Plan Actual Budget Projections Trend Indicator 2016-17 2017-18 2018-19 2019-20 2020-21 +/o/- $’000 $’000 $’000 $’000 $’000 Result for the year 26,793 26,901 37,865 33,321 35,066 o Adjusted underlying result 21,598 19,231 30,270 29,773 31,303 o Cash and investments balance 105,475 101,267 63,607 66,028 69,470 o Cash flows from operations 67,067 68,948 78,645 73,839 75,866 o Capital works expenditure 49,630 66,572 96,219 70,599 69,510 o
Key to Forecast Trend: + Forecasts improvement in Council's financial performance/financial position indicator. o Forecasts that Council's financial performance/financial position indicator will be steady. - Forecasts deterioration in Council's financial performance/financial position indicator.
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The below graph shows the general financial indicators for the next four years of the Strategic Resource Plan.
General financial indicators over the four year period 120,000
110,000
100,000
90,000
80,000
70,000
In '000's 60,000
50,000
40,000
30,000
20,000
10,000
- 2016-17 2017-18 2018-19 2019-20 2020-21
Result for the year Underlying result Cash and investments Cash flow from operations Capital works
The key outcomes of the SRP are as follows:
x Financial sustainability (Section 11 - Analysis of budgeted cash position) Cash and investments will exceed Council’s minimum working capital ratio at or above 1.20:1. It is budgeted to be 1.93:1 in 2017-18 (includes cash contingency and reserve funds) and continues to be above the minimum requirement for the SRP.
x Capital Works (Section 12 - Analysis of Capital Works budget) Council continues its commitment to maintaining existing and developing new assets for the Boroondara community.
Council has completed extensive work to develop Asset Management plans for all assets in the city. These plans have enabled the identification of the desired Capital Works renewal expenditure over the life of the SRP.
x Rating Information (Section 15) Average property general rates are budgeted to increase in 2017-18 by 2%. The SRP assumes increases in accordance with the State Government rate capping practices.
x Borrowing Strategy (Section 16) There are no borrowings budgeted to be drawn down in 2017-18 to specifically fund the capital works program.
x Asset Management Strategy (Section 17) Capital Works capacity over the life of the SRP is $303 million at an average of around $76 million. This amount will allow the renewal of Council’s assets to be undertaken in line with adopted Asset Management plans.
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14.3 Long Term Financial Strategy A key component of the Strategic Resource Plan is the Long Term Financial Strategy. Council has prepared a Long Term Financial Strategy for the 10-year period 2017-18 to 2026-27 as part of Council’s ongoing financial planning to assist Council in adopting a budget within a longer term framework. The Strategy takes the strategic objectives and strategies as specified in the Council Plan and expresses them in financial terms.
Council has also continued to build upon the commitment to sustainable budgeting and responsible financial management. The Strategy continues to support the growing demand to invest in the maintenance and renewal of all Council owned assets. This Strategy is supported by the following series of Financial Strategy Principles that guide the planning of the Financial Strategy. 14.4 Financial Strategy Principles 14.4.1 Principles relating primarily to the operating budget: Sustainable Budgeting Principle Council will implement a sustainable budget and financial strategy that caters for short and long-term planning responsibilities.
Community expectations are a key driver of the strategy, as reflected in the Council Plan, and Council strives to adequately resource current and future need across the City. Council has limited financial and non-financial resources and faces wide-ranging and complex community wants and needs.
Council is committed to delivering an annual operating surplus to provide funds for capital projects and infrastructure renewal, for both current and future generations.
When identifying sources of revenue and determining expenditure needs, Council will ensure that these community needs can be adequately addressed in the future.
Rating Revenue Principle Council will comply with the Victorian Government’s rate capping legislation which limits rate increased to an amount set by the relevant Minister.
A rating strategy that determines the allocation of rate contributions across the municipality will be considered by Council each term.
‘Special Rate Schemes’ may be used to provide direct benefits to clearly identified ratepayer groups, such as retail shopping centres.
Pricing of Services Principle Council will set fees and charges for services having regard to Council's Pricing Policy and specific fee policies in applicable areas of Council, while incorporating cost recovery principles and marketplace competition. User capacity to pay, equity in the subsidisation of services, community service benefits, statutory or service agreement limitations, and results of benchmarking of similar services, also impact the striking of a fee or charge.
Council will decide on the levels of cost recovery that are suitable for each service. The accurate measurement of costs, including overheads, enables identification of any level of subsidy provided to a service. This information further contributes to the pricing of services model.
Council does not have discretion to alter fees and charges set by the Victorian Government, however will continue to advocate for these fees to be set at levels where cost recovery is possible.
Where service fees provide a surplus, the funds will be used to maintain the general level of services in the City.
In order to maintain the relationship between the cost of a service and the fee charged for the provision of the service, in the absence of a public policy requirement, fees and charges will be
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increased annually in line with either labour costs, Consumer Price Index inflation or direct cost increases.
Council considers pricing signals and/or price disincentives as legitimate methods to encourage behavioural changes consistent with relevant Council policies.
Waste Management Principle Council will use waste management pricing strategies that encourage waste avoidance, minimisation and recycling, and these will be supported by educational programs and appropriate services.
The identification and separate billing for a waste service is intended to encourage and promote waste minimisation in the community.
Council seeks to recover costs for these services.
Intergovernment Funding Principle Council supports the Intergovernmental Agreement that requires other levels of government to fully fund services delivered on their behalf. Council will maximise the level of grants and subsidies received from Victorian and Australian Governments to achieve a better share of government taxes for the Boroondara community.
Where cost shifting from other levels of government is apparent, Council will communicate to its community the impacts of these cost impositions. Access to growth grants revenue is critical to meet the demands of a growing economy.
Funds received from other levels of government will normally be expected to meet the full direct and indirect costs of providing those services. Council opposes cost shifting from other levels of government and may not contribute funding or assets to services that are the responsibility of other levels of government. In circumstances where Council provides a subsidy to a service, a determination will be made ensuring the contribution does not outweigh the community benefit.
Employee Costs Principle Council will attract and retain suitable staff through remuneration levels and workplace policies, while ensuring that there is effective and efficient management of staff costs and number of employees.
The cost of employment is a major budget component in the provision of Council services. Council values committed staff and recognises their critical role to the wellbeing of the Boroondara community.
As articulated in Council’s People Strategy, Council remains committed to the provision of fair pay, learning and development for staff and a workplace culture appropriate for an Employer of Choice.
Priority Projects Expenditure Principle Council will separately fund projects of a non-recurring operating nature identified in the Council Plan as priority projects.
Priority projects that are not started or completed within the budget year are subject to future budget and planning considerations. These projects will be reassessed against any revised Council priorities.
Management of Expenditure Principle Council will review all Council expenditure. Fundamental to this process is community consultation and benchmarking of cost and quality standards of service and efficiency against like services in the public and private sectors.
Ongoing commitment to a customer centric service model is integral to this principle.
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Where possible, increased service levels, or increases in demand for a service, are to be provided or funded through productivity gains.
Ongoing service reviews will assess services in accordance with: x a demonstrated community need x stakeholder views x access, equity of need and benefit to the community x community expectation of service level and quality x legislative imperatives x identification of alternative providers, both public and private x Council’s capacity to provide the service x the availability of Victorian or Australian Government funding x budget priorities.
Amended Budget Principle Council will amend the Annual Budget for internal management reporting purposes to ensure prudent and transparent budgeting and financial planning.
Council will ensure a rigorous approach to budget management. The Budget will be amended where necessary following finalisation of the annual accounts.
Amended budgets enable Council to review and approve variances to revenue and expenditure resulting primarily from external factors, ensuring accountability and optimal budget control for management reporting purposes. Amendments to the adopted budget will be considered under the following circumstances:- x additional income has been received x reduction in income due to identified reasons x transactions required subsequent to finalisation of end of year accounts x expenditure increases matching additional income x additional non discretionary expenses x deferred expenditure x sound accounting processes to meet audit requirements.
In the circumstance where additional cash surplus is identified (after taking into account cash requirements of future years), opportunities to reduce planned borrowings should be considered prior to allocation of new expenditure.
New expenditure identified (if any) should be considered within the overall priority listing of works across the City. This may include bringing forward foreshadowed works in a staged approach. Existing commitments of staff and project management resource will be considered to ensure deliverability prior to endorsement of additional expenditure.
The Annual Report will detail performance against the original Budget as adopted by Council as the Annual Budget.
14.4.2 Principles relating primarily to management of Council assets: Asset Management Principle Council will provide well-maintained community assets that are fit for their purpose and provide best possible community benefit. Council’s budget and long-term strategy will commit, with specific budget provision, an appropriate level of expenditure to ensure ongoing asset maintenance and renewal.
Council will plan and appropriately resource the necessary work on infrastructure to ensure that all assets are maintained fit for purpose. Accurate asset data and condition assessments will be drawn upon to inform the annual budgeting and works programs.
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Asset management involves anticipating and managing risk and asset failures. Council is committed to increasing expenditure on asset renewal in order to sustainably manage its community infrastructure. Appropriate expenditure is allocated to ensure that compliance and safety regulations are addressed for all assets.
The separate asset renewal component of total capital works expenditure will be based on needs identified in asset renewal plans that will include amounts sufficient to fund renewal of our assets to agreed standards as established in the asset management plans.
Each asset renewal obligation will be determined by the asset renewal provision based on the replacement cost and remaining useful life of the asset to meet minimum community standards established through the asset management plans.
Council will maintain a capital sustainability index of greater than one-to-one until the assets have reached standards defined in the asset management plans. The sustainability index is defined as the ratio of renewal expenditure on infrastructure assets compared to the annual depreciation expense incurred by these assets.
Council will seek the most effective community outcome from the application of asset renewal funds, which may not necessarily result in the replication of existing facilities, but could involve the adaptive re-use of an asset. In such circumstances, asset renewal funds will complement new and upgrade funding as appropriate.
Creating Community Assets Principle Council will ensure that the community has access to required community infrastructure, located to meet community needs and city wide priorities and designed with regard to current and future needs.
Construction and acquisition of new community assets must respond to existing needs, new identified needs or adopted strategies. Such facilities must remain within the limitations of Council’s financial and resource capacity and provide clear and tangible benefits. Opportunities for community partnerships to develop assets will be pursued.
In reviewing any proposal, Council will consider the financial mechanisms available to assign the capital costs to current and future generations. Asset substitution can be a source of finance where a newly-created asset consolidates services and the vacated asset becomes available for sale.
Analysis of the creation of new assets will also consider contributions to the public realm, environmental and social benefits. The financial analysis will have regard to consequent operational maintenance and renewal costs.
Property Holdings Principle Council will manage, acquire and dispose of property in the best interest of the Boroondara community. Council recognises the importance of property holdings over the long term to community wellbeing.
Assets will only be considered for disposal where there is no clear Council or community need for that asset in the foreseeable future. All property considered for disposal will undergo a thorough evaluation based on both financial and community benefit factors. Open space will not be sold unless replaced by areas of equal size and/or value. Any proceeds derived from property realisation will be directed towards funding land acquisition, new/upgrade capital works or debt reduction and will not be used to fund operating expenditure. Council will not necessarily hold property that has no current or future identified purpose, or if that purpose can be met more effectively in other ways.
Existing holdings or strategic acquisitions must meet existing needs, new identified needs or adopted strategies. To enhance community benefit opportunities for the alternative use of property (including asset realisation) will be investigated.
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Regular reviews of asset holdings will be conducted to identify opportunities for asset realisation. Asset management plans, asset usage, land use planning documents and community benefit will be considerations in such reviews.
Council Reserves Principle Council will maintain a series of cash backed reserves for use in predefined circumstances.
Due to legislative limitations, local government is unable to undertake borrowings not pre-approved through the annual Budget process. For this reason Council will hold cash backed reserves for use in pre-defined circumstances.
Due to the nature of these funds, and potential for immediate use, the cash will not be considered as part of Council’s internal budgeting and management reporting processes. They will be treated as a source of funds only available for the stated purpose. The only other potential use for these funds is the retirement of existing Council debt.
Until these funds are used for the stated purpose the cash contained within these reserves will be managed in line with Council’s Investment Policy.
These reserves will be held as assets in Council’s balance sheet and the cash within the fund will be available for the predefined purposes outlined in the below Strategic Acquisition Fund, Open Space Development Fund and the Defined Benefit Superannuation Fund.
Strategic Acquisition Fund A fund for the purpose of acquiring new assets.
As strategic parcels of land may become available at short notice, Council has created a Strategic Acquisition Fund. This fund allows for the acquisition of strategic assets within the municipality as they become available.
The Strategic Acquisition Fund will be available for the purpose of acquiring new strategic assets where they are required for the provision of community services or for additional public open space.
Open Space Development Fund A fund for the purpose of acquiring land for use as public open space.
As strategic parcels of land may become available at short notice, Council has created an Open Space Development Fund. This fund allows for the acquisition of land within the municipality for conversion to public open space as it becomes available.
Defined Benefit Superannuation Fund A fund for the purpose of meeting potential defined benefit superannuation calls as they arise.
All councils in Victoria have a legal obligation to provide additional funds to the Local Government Defined Benefit Superannuation Fund (LGDBF) should a shortfall in the superannuation funds vested benefit index occur.
To ensure that services to the community are not otherwise affected and in order for Council to meet its obligations, Council has established its own Defined Benefit Superannuation Reserve for use should a call be made by the LGDBF trustee.
Concept Master Plan Principle Council will ensure that the short and long-term interests of the community are appropriately addressed. Concept Master Plans are an aid to future planning for the allocation of resources.
Concept Master Plans do not represent a commitment to implement all components of the plan, which will be reviewed at regular intervals, and may be subject to change. The Concept Master Plan
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components will be considered annually as part of the budget process, in conjunction with all Council Plan and Budget priorities.
Concept Master Plans must inform asset management plans and future works planning.
14.4.3 Principles relating primarily to management of Council financial position: Financial Principle Council will fund all operating and capital expenditure in a prudent, ethical and responsible manner. Council will seek and accept external funding contributions to a project where the acceptance of the funding will not compromise Council’s principles or objectives.
Council will seek to maximise all external funding opportunities, including transfers from other levels of government and other financing opportunities where appropriate, and having regard to the financial impacts and outcomes for the community. Following the decision to proceed with a project, external funding commitments will be formalised through a Heads of Agreement.
While an external funding opportunity should be part of the overall project, its consideration should remain only one factor in the decision-making process. Accordingly, care should be taken to not inappropriately commit Council to the acceptance of funding opportunities before the project is determined as suitable and of immediate priority. This is necessary to avoid the unreasonable distortion of Council's priorities due to the availability of external funding.
Debt within prudent levels is considered to be a legitimate funding source, particularly for the creation of income-generating assets and new or extended assets servicing current and future generations.
Council maintains debt at levels that are serviceable and sustainable, while ensuring community needs are adequately addressed.
Debt will be maintained at levels below the following guidelines: x indebtedness as a percentage of rate revenue – 60 per cent or less - defined as the total amount of interest bearing liabilities compared to the annual rates levy x debt servicing costs as a percentage of total revenue – 5 per cent or less - defined as the interest expense incurred on interest bearing liabilities compared to the total revenue base.
Cash Management Principle Council will monitor its Working Capital Ratio (current assets/current liabilities) to ensure the maintenance of the required level of cash to meet operational requirements.
The ratio will remain at or above 1.20 to 1 plus: x the provision of a cash contingency of 0.5% of general rate revenue for works in response to emergency situations e.g. storm event, and x cash held in Council's endorsed reserves (see Council’s reserves principles).
Council will maximise the return on cash funds invested and ensure investment placements remain within ethical and legislative constraints.
Outstanding debtors will be converted to cash by adopting commercial practices and benchmarks.
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14.5 Non financial resources Human Resources Boroondara has diverse and capable staff required to provide a range of quality services to the community. Recruitment, retention and development of quality staff are therefore essential for the organisation to be able to provide quality outcomes to our community in the future.
A summary of planned human resources expenditure is provided below and projects Council’s total employee costs and full time equivalent (FTE) staffing requirements over the next four years. Forecast Strategic Resource Plan Actual Budget Projections 2016-17 2017-18 2018-19 2019-20 2020-21 $'000 $'000 $'000 $'000 $'000
Staff expenditure Employee costs 83,629 86,743 88,945 91,936 94,886 Total staff expenditure 83,629 86,743 88,945 91,936 94,886
FTE FTE FTE FTE FTE Staff numbers Employees 839.9 828.4 800.4 798.8 797.8 Casuals 14.3 13.0 13.0 13.0 13.0 Allowance for service changes - - 2.0 4.1 6.0 Total staff numbers 854.2 841.4 815.4 815.8 816.8
A statement of Human Resources is included in Section 3 - Financial Statements.
Risk management Council is committed to ensuring strategic and operational risks are appropriately managed to protect Council and the community. Council has a Risk Management Framework that was adopted by Council in 2015. Council continues to ensure a safe work place for all employees by embedding new Occupational Health and Safety (OHS) policies and procedures throughout Council and developing and delivering a suite of OHS training and development programs.
Maintaining Boroondara’s assets Boroondara continues to be committed to deal with the challenge of maintaining more than $2.7 billion of assets and infrastructure. Council is making a significant investment in addressing the ongoing challenge associated with reducing the asset management backlog, while also providing excellent facilities for the well-being of the Boroondara community.
Asset Management Plans have been extensively reviewed and adopted by Council. These strategies provide Council with a firm indication of the levels of asset renewal and the individual assets that will need to be replaced over the next five years. The foreshadowed budget for the provision of renewal of Capital Works is $178 million over the next four years of the SRP, with an additional $125 million in new, upgrade and expansion of capital projects allocated over the same period. Renewal of assets is also assisted through the provision of ongoing maintenance to buildings, roads and footpaths.
The Statement of Capital Works is included in Section 3 – Financial Statements.
Information technology Consistent with international trends technology is essential to the efficiency, responsiveness and accessibility of the City of Boroondara’s services to all groups of the community. In order to continue to provide services to achieve community responsiveness, reliable and secure information technology systems are essential. A review of the Boroondara Information Technology Strategy articulating the strategies used to meet technological demands now and into the future will be carried out in 2017 to ensure a continued capability and capacity to address the digitalisation of Council services to meet the expectations of the Customer Experience Improvement Strategy.
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15. Rating Information This section of the Budget contains information on Council's foreshadowed rating levels including strategy development, assumptions underlying the current year rate increase and rating structure. 15.1 Rating context The Strategic Resource Plan (refer to Section 3 – Financial Statements) has been developed. As part of the process, rates and charges were identified as an important source of revenue. Rate revenue continues to be the major income stream for most local governments. In reviewing comparative data, Boroondara receives less government grant assistance and is more dependent on rate revenue than many other local governments. Rates and charges comprise 75% of total income in 2017-18.
While government grants total $14.15 million in 2017-18, all but $4.61 million are tied grants which require Boroondara to perform a service on behalf of the State or Federal government. In most cases the tied grants do not adequately fund the service provided and additional rate revenue is required to subsidise these services. This is known as cost shifting to local government and is widely recognised across the sector as a major issue.
Boroondara does not benefit from untied grants to the same extent as most other local governments in Victoria. Many grants are adjusted by State and Federal Governments on the basis of capacity to pay and other socio-economic factors and therefore Boroondara is one of the lowest recipients with grant income equivalent to $20.06 per resident in Boroondara (Source 2015-16 Victoria Grants Commission Annual Report). 15.2 Current year rates and charges The 2017-18 operating position is predicted to be impacted by a number of external and internal influences, including wage rises, general inflation increases, and new service initiatives as noted in Section 9 - Budget Influences. The general rate will increase by 2% and the waste collection costs will increase by 2.2% in 2017-18. This will raise total rates and charges for 2017-18 of $171.63 million, including $1.1 million generated from supplementary rates. This amount also includes special rates and charges of $1.42 million/
Waste service charges are set at a level that recovers the costs associated with the provision of waste services. Council also levies rates through special rate schemes and as a result of supplementary valuations.
The below tables highlights the indicative rate increase over the forward four year period. These forward indexes are indicative only and are reviewed on an annual basis and are subject to change. The remaining years of the SRP includes base rate increases aligned to the proposed rate cap of consumer price index.
Total rates and General Waste charges Year rate charge raised % % $'000's 2016-17 2.50% 0.70% 166,831 2017-18 2.00% 2.20% 171,632 2018-19 2.10% 2.10% 176,556 2019-20 2.10% 2.10% 181,583 2020-21 2.30% 2.30% 187,078
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15.3 Rate in the dollar The City of Boroondara's 2017-18 Budget provides for a decrease in the rate in the dollar paid by ratepayers, a increase from 0.1354 cents in the dollar to 0.1382 cents in the dollar.
A property in Boroondara valued at the median residential valuation of $1,365,000 would now expect to pay a general rate of $1,885.87, an increase in 2017-18 of $36.98 per year or $0.71 per week. 15.4 Rating structure In accordance with the Local Government Act 1989, the method by which local governments are able to raise rate revenue is through use of valuations on properties within their municipalities. The City of Boroondara elected to apply the 'Capital Improved Value' (CIV) method of valuation in 1997-98, as this is considered to be the most equitable way to distribute the rate burden amongst the community.
The existing rating structure consists of one uniform rate for both residential and business property and a rate concession for recreational land. These rates are structured in accordance with the requirements of Section 160 ‘Uniform Rate’ of the Act. Under the Cultural and Recreational Lands Act 1963, provision is made for a Council to grant a rating concession to any “recreational lands” which meet the test of being “rateable land” under the Act.
There are six properties which are eligible for rate concessions under the Cultural and Recreational Lands Act 1963. Properties declared Cultural and Recreational Lands are granted a 100% concession on rates with the exception of six properties which are granted a 50% concession.
The following table summarises the rates to be levied for the 2017-18 year. A more detailed analysis of the rates to be raised is contained in Section 7 - Rates and Charges.
Budget Budget Type or class of land 2016-17 2017-18 Change cents/$CIV cents/$CIV General rate for rateable residential properties 0.1354 0.1382 2.0% General rate for rateable non residential properties 0.1354 0.1382 2.0% Rate concession - rateable cultural and recreational properties 0.0677 0.0691 2.0%
15.5 General revaluation of properties A revaluation of all properties within the municipality was undertaken during the 2015-16 year. The revaluation date was 1 January 2016 and the value assessed will be applied to all ratable properties for the financial years 2016-17 and 2017-18.
A revaluation in itself does not increase or decrease revenue for the Council, but is used to distribute the total rates raised across individual properties. The Victorian Government has legislated that a general revaluation is to occur every two years, their rationale being to ensure equity and transparency and, where possible, to reduce significant movements between valuations.
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15.6 Waste Management Strategy In 2011, Council adopted a revised Waste Minimisation and Recycling Strategy (2011-2016). The key objectives of this strategy are reducing the amount of waste to landfill and maximising recycling. The associated implementation plan is reviewed annually and targets set for the following financial year.
The following waste bin charges will apply in 2017-18:
Waste bin size 2016-17 charge 2017-18 charge Waste environment levy residential and other $87.00 $88.00 Waste environment levy commercial $87.00 $88.00 80 litre & minimum waste charge residential and other $190.00 $192.00 80 litre commercial $190.00 $192.00 120 litre residential and other $343.00 $349.00 120 litre commercial $343.00 $349.00 240 litre (only for residential properties with four $836.00 $850.00 people) 240 litre commercial (only for commercial properties) $836.00 $850.00 240 litre concession (concessional fee for residential $686.00 $698.00 properties with 5 or more people in the household OR a specific medical condition)
In 2017-18, Council continues to provide the 240 litre bin option to households of four people ($850). For households with five or more people and those with a specific medical condition or exceptional circumstances the 240 litre concession applies and will be $698. This initiative aims to achieve an improved environmental outcome through assisting the diversion of waste from landfill.
A waste environment levy applies to vacant land and those residential properties required to service their own refuse as a condition of a town planning permit. This charge provides a contribution to waste and rubbish collection from public spaces.
The waste environment levy also applies to commercial premises that do not have a waste collection service provided by Boroondara to ensure these properties contribute to the cost of waste and rubbish collection from public places.
The net costs of waste management and associated services are recovered by Council through the waste management charges.
Landfill Levy In 2009-10, the State Government raised the landfill levy with significant impacts on Council’s waste management costs. The levy has increased from $9 per tonne in 2008-09 to $62.03 per tonne in 2016- 17 (589% increase in 9 years). Forecast increases are anticipated in the 2017-18 financial year. This significant policy adjustment was introduced by the State Government to increase recycling rates and reduce volumes going to landfill.
Budgeted costs associated with the disposal of domestic waste have been included within the waste management service charge in line with Council's policy of full cost recovery of waste related costs.
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15.7 Rate payment options In 2017-18, Boroondara will offer a wide range of options for the payment of rates and waste charges.
Council has granted a 2.00% discount for early payment in full by 31 August 2017 of the rates bill.
Payment options include: x One lump sum payment, with a 2.00% discount on the total rates bill, if payment is made in full, at the reduced amount, by 31 August 2017. x One lump sum payment, in full, by 15 February 2018 (note, direct debit is available for this option). x Four instalments, with payments required on 30 September, 30 November, 28 February, and 31 May. Direct debit option is also extended to the four instalments.
x A direct debit (interest free) payment plan. This plan provides for payment to be made by 10 monthly direct debits from your nominated bank. Full details of all payment options will be provided to ratepayers when rate notices are issued.
15.8 Late payment of rates Where rates are not paid in full by the due instalment or lump sum payment date Council is authorised to charge penalty interest on outstanding amounts at the penalty interest rate of 10% which is set by the state government and reviewed annually.
15.9 Rates deferment and financial hardship Where a ratepayer incurs late payment penalty interest and is eligible for the State Government Pensioner Rate Rebate, the penalty interest rate to apply shall be equal to Council’s 2017-18 weighted average investment earning rate. Councils current weighted average investments earning rate as at 31 March 2017 is 2.56% per annum.
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16. Borrowing Strategy In developing the Strategic Resource Plan, (Section 14) borrowings have been identified as a funding source for the creation of income generating assets and assets servicing current and future generations. 16.1 Introduction In 2005-06 borrowing was undertaken to part fund the Boroondara Sports Complex. Council originally agreed to borrow $15 million in two tranches for this project, however through careful cash management was able to reduce the amount borrowed to only $6 million.
During the 2011-12 financial year borrowings of $20.6 million were undertaken to fund significant building works at the Kew and Hawthorn Aquatic and Leisure Centres, Hawthorn Community Precinct, Hawthorn Town Hall Arts Precinct and the Camberwell Library and Office. During the 2014-15 financial year Council resolved to refinance this loan through a fixed interest four year loan with scheduled repayments over 15 years at a lower interest rate. Council plans to repay the outstanding balance in full in 2018-19. As a result, Council has repaid the balance of an existing loan of $21.51 million including break costs and refinanced $21.16 million in loan borrowings. Significant Interest savings to the community will be achieved over the term of the loan to more than offset the break costs.
A further $29 million was taken out in 2012-13 to fund major building works. This was at a fixed interest rate for 10 years, and the long term financial strategy provides for payment of the remaining balance in full at that time.
Superannuation liability In August 2012 Council was advised of its share of the Defined Benefit Scheme superannuation shortfall of $14.33 million. The 2013-14 adopted Budget was prepared on the basis that borrowing of $14.33 million to fund the shortfall would be based on a five year fixed interest loan term. In September 2013 Council accessed a short term financing option to finance the superannuation liability. The short term financing option (available for the 2013-14 financial year) presented Council with an opportunity to access lower servicing costs for twelve months whilst Council reviewed its debt structuring options.
The deferment of the need to drawdown on a fixed rate, fixed term loan until June 2014 allowed Council to drawdown less than the budgeted $14.33 million in fixed term borrowings. The 2013-14 cash surplus combined with controlled expenditure identified favourable financial capacity to reduce the borrowing requirement. As a result, Council repaid $7.77 million of the $14.33 million borrowings from cash and investment reserves with the balance of $6.53 million to be repaid over the remaining four years reducing the overall cost to the community of the shortfall. The outstanding loan balance is expected to be paid in full at the end of the 2016-17 financial year.
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Total outstanding loans at 30 June 70 * During 2011-12, $20.6M was borrowed to fund significant works at the Hawthorn Town Hall Arts Precinct, Hawthorn Community Precinct, Camberwell Library and Office and Hawthorn Aquatic and Leisure Centre. During the 2014-15 financial year Council resolved to refinance this loan 60 through a fixed interest four year loan with scheduled repayments over 15 years at a lower interest rate.
* In 2012-13, Council continued with substantial investment in major building redevelopment works and borrowed $29M. 50 * Council was advised of its share of the superannuation liability ($14.33M) in August 2012. Council's funding plan for the superannuation liability of $14.33M includes short term borrowings of $6.53M in 2013-14. The ooutstanding loan balance is expenected to be paid in full by the end 40 of the 2016-17 financial year. $M
30
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16.2 Future Borrowing Strategy The borrowing strategy is to retire existing debt over time to free up capacity to undertake new borrowings for significant infrastructure projects for the community if required. The repayment of outstanding debt competes for the same funding as Capital Works expenditure. Boroondara Council will consider debt for major community assets in accordance with its financial strategy principles. As in previous years this budget has put strategies in place to accelerate the repayment of borrowings compared with the loan terms previously foreshadowed.
Council does not foresee the requirement to access additional borrowings during the life of the current long term financial strategy.
The current Long Term Financial Strategy envisions Council being debt free during 2026. 16.3 Existing borrowings During the 2017-18 year $4.24 million in principal repayments on existing borrowings will be made. The outstanding amount borrowed will be $44.71 million as at 30 June 2018. The projected cost of servicing these borrowings will be $2.35 million during 2017-18.
The following table sets out future proposed borrowings, based on the forecast position of Council as at 30 June 2018. The table also shows the results of prudential ratios that have previously been issued by the Victorian State Government.
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Council is projected to be well within these prudential ratio limits through the entire period of the Long Term Financial Strategy as shown below.
$'000's Ratios (%) Liquidity Debt Debt Debt Exp Financial New Principal Interest Balance (Current Mgmt Mgmt (Total year borrowings/ assets/ (Debt/Total (Serv liabilities/ paid expense 30 June ending refinance Current rates and Costs/ Total Realisable liabilities) charges) Re ve nue ) assets*)
2017 - 4,049 2,534 48,948 2.69 29.3% 1.1% 3.1% 2018 - 4,235 2,349 44,713 1.93 26.1% 1.0% 2.9% 2019 - 18,433 1,652 26,282 1.74 14.9% 0.7% 2.3% 2020 - 1,495 1,424 24,787 1.75 13.7% 0.6% 2.3% 2021 - 1,572 1,342 23,215 1.77 12.4% 0.5% 2.3% 2022 - 1,674 1,246 21,541 1.63 11.2% 0.5% 2.3% 2023 - 20,118 1,148 1,423 1.81 0.7% 0.4% 1.6% 2024 - 446 68 977 1.83 0.5% 0.0% 1.7% 2025 - 473 39 503 1.86 0.2% 0.0% 1.7% 2026 - 503 8 - 1.88 0.0% 0.0% 1.7% 2027 - - - - 1.88 0.0% 0.0% 1.7% Not Not Not Prudential ratio limits: greater greater greater than 80% than 5% than 150% * Realisable assets include total assets except for the following infrastructure assets: roads, drains, footpaths, bridges, trees, kerb and channel, utilities, landscape features and traffic management devices.
The table below shows information on borrowings specifically required by the Regulations.
Budget Indicator 2016-17 2017-18 $'000 $'000 Total amount borrowed as at 30 June of the prior year 52,997 48,948 Total amount to be borrowed - - Total amount projected to be redeemed (4,049) (4,235) Total amount proposed to be borrowed as at 30 June 48,948 44,713
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17. Asset Management Strategy The Asset Management Strategy is one of the key areas of Council’s planning informing the Strategic Resource Plan. 17.1 Strategy development A high priority for Boroondara is to ensure that the more than $3.4 billion dollars of assets under Council’s control such as roads, drains, footpaths and buildings are maintained at a level that will service the needs of current generations and not leave unreasonable cost burdens on future generations.
Boroondara has been proactive in undertaking asset renewal to reduce backlogs of works that is a common issue with most Councils and all levels of government that was created over time with insufficient capital renewal funding in the prior decades.
The Department of Transport Planning and Local Infrastructure and separately the Victorian Auditor- General's Office (VAGO) have financial measurements of Council’s asset renewal performance. These measures demonstrate that all Councils should aim to refurbish at least the same amount of its assets than are being used up each year. In Boroondara’s case the rate of depreciation of assets is forecast to be $32.99 million in 2017-18. Therefore to maintain pace with the rate of asset use Council should spend an equivalent amount on capital renewal. However, in order to bring the standard of assets up the level adopted in Asset Management Plans, asset renewal expenditure should be maintained above the depreciation level.
Council has developed comprehensive Asset Management Plans for the major asset classes. Asset Management Plans include condition assessments for each of the thousands of assets under Council control. The plans identify the proposed timing of the renewal of these assets based on their condition. The asset condition assessments help to create a scheduled program of works that targets the expenditure of capital funds on the assets that most require intervention. Council’s depreciation calculations draw on information contained in these plans to derive appropriate depreciation rates. This ensures that depreciation recorded within our accounts adequately reflects asset renewal needs.
The funding of asset renewal is a substantial expense to the community and Council receives limited support from other levels of government. Therefore the burden of asset renewal must be carried largely by the residents of local communities. Boroondara has increased the amount it is spending on asset renewal over the last decade and plans to expend $45.53 million in 2017-18. In the future, asset renewal expenditure on average is forecast to be $44 million per annum over the next four years as detailed in Council’s Long Term Financial Strategy. Funds for these projects will be primarily generated from Council’s underlying surplus from operations.
Council also has asset renewal programs for its fleet, equipment, library books and information technology equipment.
Each year a range of new capital assets are created for new facilities to meet community expectations, ranging from traffic management works to shopping centre streetscapes, parks and new or upgraded buildings. These new assets will also require renewal in future years thus adding to the asset renewal needs of the city.
In the 2017-18 Long Term Financial Strategy Council continues to allocate funding to upgrade and renew major community facilities across the City. Details of the foreshadowed major projects and renewal programs can be reviewed in (Appendix D – Capital Works Program). Council has also made public details of the proposed expenditure by project for building works and by category for other asset classes. Council also provides by category, asset class proposed expenditure for the next 4 years in the Strategic Resource Plan in Section 14 – Strategic Resource Plan.
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17.2 Influences on Asset Management Strategy The following influences are anticipated to significantly impact on Council’s Asset Management Strategy and associated costs: x Capital Works Programs from 2017-18 onwards are funded by annual underlying operating surpluses, capital grants and contributions in the Long Term Financial Strategy. x Growth in litigation and legal requirements. x Compliance with the Commonwealth Government’s Disability Discrimination Act. x Compliance with State Government Occupational Health and Safety Regulations. x Council does not foresee the requirement for additional borrowings for asset management.
Council has a program for the ongoing review of Council’s Asset Management Plans and Practices. The following table summarises Council’s forward outlook on new, upgrade, expansion and renewal capital expenditure including funding sources for the next four years.
Total capital Working Proceeds from Year program Grants Borrowings capital1 asset sales Council cash $'000 $'000 $'000 $'000 $'000 $'000 2017 49,630 1,526 - 2,219 - 45,885 2018 66,572 3,119 - 2,237 - 61,216 2019 96,219 4,539 - - - 91,680 2020 70,599 20 - - 2,100 68,479 2021 69,510 154 - - - 69,356
1Funding projects carried forward from 2016-17 totals a proposed $2.24 million. Working capital (unrestricted cash and investments) represents funding sources from the previous year.
In addition to using cash generated from its annual operations, borrowings and external grants and contributions, such as government grants, and working capital for forward commitments where funding for these projects was previously received or committed but not expended are also used to fund a variety of capital projects.
Capital Works funding sources
Proceeds from asset sales Grants Working Capital Council cash
100%
80%
% Funding 60% source
40%
20%
0% 2017 2018 2019 2020 2021 Year
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18. Service Delivery Strategy In developing the Strategic Resource Plan, strategies including the Service Delivery Strategy have been developed. 18.1 Strategy development During the development of each departmental budget, service levels are discussed with Council to provide direction on the increase or amendment of Council services. Proposed service amendments are reviewed by Council during the development of the Budget for consideration and evaluation.
Council's focus on customer experience service delivery is evidenced in the 2017-18 Budget which builds on the Council Plan theme of Responsible Resource Management. A number of customer focused commitments are included within the Budget including continuing the redevelopment of Council’s website to improve the navigability of the website for users and online payment options, continue the implementation of the Customer Relationship Management System including access via mobile devices. 18.2 Service delivery changes Overall service direction for 2017-18 and in future years is being guided by strategies and policies adopted by Council after extensive community consultation. The annual commitments identified in the Annual Plan are actions derived by the strategies, plans and policies of Council together with departmental Business Plans.
18.3 Priority Projects Service delivery is enhanced by Council’s Priority Projects. Priority Projects programs provide funding for short term projects or pilot initiatives. This allows Council to deliver on important issues for the community whilst from a financial perspective ensuring that project funding does not become part of the recurrent operating budget. It is another example of Council’s commitment to financial sustainability, transparency and accountability.
In 2017-18 Priority Projects have been fully planned for the coming year and in addition details of projects foreshadowed over the next two years have been made available (refer to Appendix C - Priority Projects Program). The Priority Projects budget for 2017-18 includes projects that support all of Council’s eight Strategic Objectives as outlined in Section 2.
Some highlights include: x Digital transformation $7.14 million - re-development of the City of Boroondara website with users to deliver an improved online experience that is easily accessible and customer focused. x Municipal Wide Heritage Assessment - $256,250 x Health and Wellbeing - Active Ageing Project $148,000 x Christmas in Boroondara Program $103,000 x Year four actions of the creating an Age-Friendly Boroondara Strategy $100,000 x Urban Biodiversity Strategy Implementation $50,000
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City of Boroondara Budget 2017-18
Appendices
Appendix A - Fees and charges Appendix B - Budget processes Appendix C - Priority Projects Program Appendix D - Capital Works Program Appendix E - Glossary of terms
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Overview to appendices The following appendices include voluntary and statutory information which provide support for the analysis contained in Sections 1 to 18 of this report.
This information has not been included in the main body of the Budget report in the interests of clarity and conciseness. Council has decided that whilst the Budget report needs to focus on the important elements of the Budget and provide appropriate analysis, the detail upon which the Budget is based should be provided in the interests of open and transparent local government.
The contents of the appendices are summarised below:
Appendix Nature of information
A Fees and charges
B Budget processes
C Priority Projects Program
D Capital Works Program
E Glossary of terms
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City of Boroondara Budget 2017-18
Appendix A Fees and Charges
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Appendix A - Fees and charges index
Introduction 120
Community Development Family, Youth and Recreation Services ...... 122 Health, Active Ageing and Disability Services ...... 123 Arts and Cultural Services ...... 127 Library Services ...... 133
Corporate Services Information Technology ...... 134
City Planning Building Services ...... 135 Statutory Planning ...... 137 Local Laws ...... 140 Economic Development ...... 144
Environment and Infrastructure Parks and Infrastructure Services ...... 145 Traffic and Transport ...... 149 Asset Management ...... 149 Commercial and Property Services ...... 149
CEO’s Office Governance ...... 150
Waste charges for Council Tenanted Properties ...... 151
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Appendix A - Fees and Charges Introduction The City of Boroondara provides a range of services to the community. Some of these services have an associated fee or charge levied.
Services funded by fees and charges provide enhanced community wellbeing. Council’s Financial Strategy Principle on the Pricing of Services requires that fees and charges for services be set having regard to specific policies in applicable area of Council, whilst incorporating cost recovery principles and marketplace competition.
Council’s Pricing Policy ensures that fees are set in line with community support objectives in mind. When setting fees and charges factors considered include the users capacity to pay, equity in the subsidisation of services, community service obligations, statutory or service agreement limitations and results of benchmarking of similar services.
Council has considered that where cost recovery principles are adopted, fees and charges that have a substantial labour component in the delivery of the service be increased by the expected increase in labour costs. In 2017-18 this means that many fees and charges were increased by an average of 3%. This attempts to maintain the relationship of funding between user fees and general rate subsidy for each service.
Fees that do not contain a labour component to deliver the service are proposed to generally increase on average by inflation (forecast to be 1.90% in 2017-18, Access Economics Business Outlook September 2016 release).
A key issue is where fees are set by State Government statute (Statutory Fees); Council has no ability to alter the fee. These fees are fixed and result in a growing cost to the general ratepayer to provide services as the level of cost recovery is diminished over time. Fees will be amended in line with any increases should one be determined by State Government over the course of the 2017-18 year.
Statutory Planning Fees and Charges During 2016-17, Department of Environment, Land, Water and Planning introduced new regulations that effected the Statutory Planning department: Planning and Environment (Fee) Regulations 2016 and the Subdivision (Fees) Regulations 2016. These fees came into effect on Thursday 13th October 2016 and the 2017-18 Fees and Charges schedule reflect the new changes.
Waste Services Charges The fees for the provision of commercial and residential waste services are set at full cost recovery. The costs considered in waste charges are waste to landfill (inclusive of taxes and levies), green waste service, the recycling service, hard-waste collection, operation of the Riversdale Transfer Station, delivery of street sweeping services, public place waste and recycling services, and provision of waste collection in public parks, gardens, sportsgrounds and community buildings. Waste bin fees and transfer station tipping fees have been set to recover the full costs of all of these services.
Landfill Levy In 2009-10, the State Government raised the landfill levy with significant impacts on Council’s waste management costs. The levy has increased from $9 per tonne in 2008-09 to $62.03 per tonne in 2016-17 (589% increase in 9 years). Forecast increases are anticipated in the 2017-18 financial year.
Budgeted costs associated with the disposal of domestic waste have been included within the waste management service charge in line with Council's policy of full cost recovery of waste related costs.
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Changes to GST Status For GST purposes Council’s fees and charges are currently subject to the following Australian Taxation Office (ATO) determination:
A New Tax System (Goods and Services Tax) (Exempt Taxes, Fees and Charges) Determination 2011 (No. 1).
The GST legislation deems that Council’s fees and charges are to include GST (taxable supply) unless they are identified for specific exemption from GST.
This determination under Section 81-5 of the GST Act identifies those Council fees and charges that are exempted from GST. The application of GST to the schedule of fees and charges is therefore based on current ATO legislation including this determination.
Council may be required to further amend the GST status of specific fees and charges when the ATO approves and issues further legislation or regulations. The impact of further ATO amendments may therefore require Council to alter prices in this schedule to reflect changes in the GST status of particular goods or services.
The full list of fees and charges is provided in the following pages. Some fees and charges may have different percentage increases due to rounding to improve ease of use or cash handling.
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Community Development - Family, Youth and Recreation Services Youth services Drug and alcohol free events N Per ticket $25.00 $22.50 $ 2.50 Y Maximum Maximum 360 Program Room - Not for Profit Youth Providers N Per hour No charge No charge $ - Y
360 Program Room - Commercial Hire (Youth Related Programs N Per hour $ 62.50 $ 25.00 $ 37.50 Y Only) Youth services school program facilitation N Per hour $67.70 $65.75 $ 1.95 Y Maximum Maximum Boroondara 360 Youth Resource Centre band room hire (community N 2 x 2 hour $20.00 per 6 $ - -$ 20.00 Y only) sessions per months week, for a maximum of 6 months Others Sleep day stay program fee N Rate per day $ 96.00 $ 93.50 $ 2.50 Y
Sleep day stay program fee (health care card holder) N Rate per day No charge No charge $ - Y
Preschool central enrolment application fee NPer $ 25.50 $ 25.50 $ - Y Three year old child application for three year old Preschool central enrolment application fee NPer $ 25.50 $ 25.50 $ - Y Four year old child application for four year old Preschool central enrolment application fee NPer $ 12.75 $ 12.75 $ - Y Three year old child (health care card holder) application for three year old Preschool central enrolment application fee NPer $ 12.75 $ 12.75 $ - Y Four year old child (health care card holder) application for four year old Excess cleaning for Anderson Park/MCH Centres/Lexia Street N Per booking Cost as Cost as $ - Y meeting rooms assessed by assessed by Council officers Council officers to a maximum of to a maximum of $500 $500 Information forums for service professionals and parents of children N Per ticket $ 10.00 $ 10.00 $ - Y and youngpeople Maximum Information forums for parents with Health Care cards N Per ticket No charge $ - $ - Y Maximum Boroondara Early Years and Youth Providers Conference N Per attendee $ 64.00 $ 62.00 $ 2.00 Y Attendance Boroondara Early Years and Youth Providers Conference - Stall N Per display No charge No charge $ - Y trade table /display Not for Profit, community based organisation Boroondara Early Years and Youth Providers Conference - Stall N Per display $ 64.00 $ 62.00 $ 2.00 Y trade table display Commercial operators Meeting or Facility Room hire (From 1 July to 31 December 2017) Anderson Park Community Centre meeting room N Per hour $ 24.30 $ 24.30 $ - Y Commercial groups Applicable for bookings up until 31 December 2017 Anderson Park Community Centre meeting room N Per hour $ 6.80 $ 6.80 $ - Y Community groups Applicable for bookings up until 31 December 2017 Lexia Street Community Meeting Facility Commercial groups N Per hour $ 12.20 $ 12.20 $ - Y Applicable for bookings up until 31 December 2017 Lexia Street Community Meeting Facility Community groups N Per hour $ 3.40 $ 3.40 $ - Y Applicable for bookings up until 31 December 2017 Auburn Centre facilities- hire of facility for delivery of services N Per hour $ 24.30 $ 24.30 $ - Y supporting families with young children (commercial) Applicable for bookings up until 31 December 2017 Auburn Centre facilities - hire of facility N Per term $ 51.75 $ 51.75 $ - Y (community organisation - not for profit) Applicable for bookings up until 31 December 2017 Auburn Centre facilities NPer family $ 38.00 $ 38.00 $ - Y (playgroup contribution) per term Applicable for bookings up until 31 December 2017 Maternal and child health centre facilities - hire of facility for delivery N Per hour $ 24.30 $ 24.30 $ - Y of services supporting families with young children. (Commercial) Applicable for bookings up until 31 December 2017
Appendix A - Fees and Charges 2017-18 122
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Maternal and child health centre facilities N Per term $ 51.75 $ 51.75 $ - Y (community organisation - not for profit) Applicable for bookings up until 31 December 2017 Maternal and child health centre facilities NPer family $ 38.00 $ 38.00 $ - Y (playgroup contribution) per term Applicable for bookings up until 31 December 2017 Meeting or Facility Room hire (From 1 January to 30 June 2018) Anderson Park Community Centre meeting room N Per hour $ 25.00 $ 24.30 $ 0.70 Y Commercial groups Applicable for bookings as of 1 January 2018 Anderson Park Community Centre meeting room N Per hour $ 7.00 $ 6.80 $ 0.20 Y Community groups Applicable for bookings as of 1 January 2018 Lexia Street Community Meeting Facility Commercial groups N Per hour $ 12.50 $ 12.20 $ 0.30 Y Applicable for bookings as of 1 January 2018
Lexia Street Community Meeting Facility Community groups N Per hour $ 3.50 $ 3.40 $ 0.10 Y Applicable for bookings as of 1 January 2018
Auburn Centre facilities- hire of facility for delivery of services N Per hour $ 25.00 $ 24.30 $ 0.70 Y supporting families with young children (commercial) Applicable for bookings as of 1 January 2018
Auburn Centre facilities - hire of facility N Per term $ 53.00 $ 51.75 $ 1.25 Y (community organisation - not for profit) Applicable for bookings as of 1 January 2018 Auburn Centre facilities NPer family $ 39.00 $ 38.00 $ 1.00 Y (playgroup contribution) per term Applicable for bookings as of 1 January 2018 Maternal and child health centre facilities - hire of facility for delivery N Per hour $ 25.00 $ 24.30 $Y0.70 of services supporting families with young children. (Commercial) Applicable for bookings as of 1 January 2018
Maternal and child health centre facilities N Per term $ 53.00 $ 51.75 $ 1.25 Y (community organisation - not for profit) Applicable for bookings as of 1 January 2018 Maternal and child health centre facilities NPer family $ 39.00 $ 38.00 $ 1.00 Y (playgroup contribution) per term Applicable for bookings as of 1 January 2018 Kew traffic school Community group bookings N Per group $ 127.50 $ 125.00 $ 2.50 Y booking Wednesday Ride and Play N Per child $ 13.50 $ 13.00 $ 0.50 Y
School holiday program - at time of booking N Per child $ 13.50 $ 13.00 $ 0.50 Y
Private bookings - at time of booking - two hours N Two hours $ 225.00 $ 221.00 $ 4.00 Y (Monday to Friday and weekends) Private bookings - at time of booking - three hours N Three hours $ 257.00 $ 252.00 $ 5.00 Y (Monday to Friday, daylight savings period only) Safety education N Per booking $ 300.00 $ 290.00 $ 10.00 Y (three sessions on same day) At time of booking Safety education N Per booking $ 200.00 $ 172.00 $ 28.00 Y (two sessions on same day) At time of booking Safety education N Per booking $ 130.00 $ 127.00 $ 3.00 Y (one session) At time of booking Community Development - Health, Active Ageing and Disability Services Food Act registration and renewal Class one Initial Registration Fee N Per $ 570.00 $ 555.00 $N15.00 premises Class one Renewal of Registration N Per $ 415.00 $ 405.00 $ 10.00 N premises Not for profit school canteen, sporting club Charitable N No charge No charge No charge $ - N Organisation / Community Group Class two Large Supermarket 3 plus departments non-standard NPer $ 2,395.00 $ 2,325.00 $ 70.00 N Food Safety Program premises Initial Registration Fee Class two Large Supermarket 3 plus departments non-standard NPer $ 2,235.00 $ 2,170.00 $ 65.00 N Food Safety Program premises Renewal of Registration
Appendix A - Fees and Charges 2017-18 123
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Class two Large Supermarket 3 plus departments NPer $ 2,070.00 $ 2,010.00 $ 60.00 N Initial Registration Fee premises Class two NPer $ 1,915.00 $ 1,860.00 $ 55.00 N Large Supermarket 3 plus departments premises Renewal of Registration Class two NPer $ 965.00 $ 940.00 $ 25.00 N Non-standard Food Safety Program premises Initial Registration Fee Class two NPer $ 810.00 $ 787.00 $ 23.00 N Non-standard Food Safety Program premises Renewal of Registration Class two NPer $ 927.00 $ 900.00 $ 27.00 N Initial Registration Fee premises Class two NPer $ 770.00 $ 750.00 $ 20.00 N Renewal of Registration premises Class three NPer $ 515.00 $ 500.00 $ 15.00 N Initial Registration Fee premises Class three NPer $ 440.00 $ 425.00 $ 15.00 N Renewal of Registration premises Class four N No charge No charge No charge $ - N Food premises Temporary food premises registration N Per 25% of 25% of $ - N premises applicable applicable initial registration initial registration or renewal of or renewal of registration registration fee fee
Temporary food premises Charitable Organisation / Community N No charge to No charge No charge $ - N group registration community groups Food Act registration non compliance follow up visit NPer $ 237.00 $ 230.00 $ 7.00 N (this will be charged to businesses as appropriate) premises
Public Health and Wellbeing Act registration and renewal New Hairdresser and/or Temporary make up premises only - Initial NPer $ 310.00 $ 300.00 $ 10.00 N ongoing registration fee premises Hairdresser and/or Temporary make up premises only - Ongoing NPer $ 230.00 $ 225.00 $ 5.00 N renewal registration fee premises Hairdresser/Skin penetration/Beauty therapies NPer $ 220.00 $ 214.00 $ 6.00 N Single operation premises Initial Registration Fee Hairdresser/Skin penetration/Beauty therapies NPer $ 145.00 $ 140.00 $ 5.00 N Single operation premises Renewal of Registration Hairdresser/Skin penetration/Beauty therapies NPer $ 255.00 $ 250.00 $ 5.00 N Multiple operation premises Initial Registration Fee Hairdresser/Skin penetration/Beauty therapies NPer $ 180.00 $ 176.00 $ 4.00 N Multiple operation premises Renewal of Registration Prescribed accommodation NPer $ 465.00 $ 450.00 $ 15.00 N (5 - 10 accommodation beds) premises Initial Registration Fee Prescribed accommodation NPer $ 390.00 $ 377.00 $ 13.00 N (5 - 10 accommodation beds) premises Renewal of Registration Prescribed accommodation NPer $ 640.00 $ 623.00 $ 17.00 N (11 - 20 accommodation beds) premises Initial Registration Fee Prescribed accommodation NPer $ 565.00 $ 548.00 $ 17.00 N (11 - 20 accommodation beds) premises Renewal of Registration Prescribed accommodation NPer $ 700.00 $ 680.00 $ 20.00 N (21 - 35 accommodation beds) premises Initial Registration Fee Prescribed accommodation NPer $ 625.00 $ 605.50 $ 19.50 N (21 - 35 accommodation beds) premises Renewal of Registration Prescribed accommodation NPer $ 885.00 $ 860.00 $ 25.00 N (36 - 55 accommodation beds) premises Initial Registration Fee
Appendix A - Fees and Charges 2017-18 124
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Prescribed accommodation NPer $ 810.00 $ 786.00 $ 24.00 N (36 - 55 accommodation beds) premises Renewal of Registration Prescribed accommodation NPer $ 1,030.00 $ 1,000.00 $ 30.00 N (56+ accommodation beds) premises Initial Registration Fee Prescribed accommodation NPer $ 950.00 $ 925.00 $ 25.00 N (56+ accommodation beds) premises Renewal of Registration Miscellaneous Solicitors request - ten working day turnaround N Per enquiry $ 235.00 $ 230.00 $ 5.00 Y
Solicitors request - five working day turnaround N Per enquiry $ 365.00 $ 355.00 $ 10.00 Y (+50% of Solicitors request (ten working day turnaround)) Transfer of Public Health and Wellbeing Act or Food Act registration N Per enquiry 50% of current 50% of current $ - Y (50% of Initial Registration Fee) year initial year initial registration fee registration fee Late payment fee for Public Health and Wellbeing Act or Food Act N Per enquiry 25% of current 25% of current $ - N registration renewals (25% of current renewal of registration fee) year renewal of year renewal of registration fee registration fee Processing fee for pro rata refund of Public Health and Wellbeing N Per enquiry $ 35.50 $ 34.50 $ 1.00 N Act or Food Act registration Septic tank / onsite waste water treatment system permit fee N Per $ 395.00 $ 383.00 $ 12.00 N application Product sales - rat bait, head lice, mosquito briquettes N Per Total cost + Total cost + $ - Y item sold 10% - 15% 10% - 15% Sale and administration of vaccines not covered within National NPer Cost of vaccine Cost of vaccine + $ - N Immunisation Program schedule item sold + 25% of hourly 25% of hourly rate + on costs rate + on costs Public Health Public Health (immunisation) (immunisation) Nurse Nurse Sharps container sales NPerNo charge No charge $N- (free to people with relevant health condition) container Sharps container - large NPer $ 18.70 $ 18.50 $Y0.20 (registered business) container Sharps container - small NPer $ 9.70 $ 9.50 $Y0.20 (registered business) container HAADS Training sessions and other services N Per session Cost + 10% Cost + 10% $Y-
Active Ageing and Disability Services Adult day care / social support activity N Per session $ 7.70 $ 7.50 $ 0.20 N + meal if applicable Adult day care / social support activity N Two - three $ 3.70 $ 3.60 $N0.10 hours Community bus hire - community groups N Per day $ 101.00 $ 98.00 $Y3.00
Community bus hire - community groups N Per half day $ 60.70 $ 59.00 $Y1.70
Community bus fixed runs N One way trip $ 3.00 $ 2.90 $ 0.10 N and return trip Young persons social group bus N Return trip $ 3.00 $ 2.90 $ 0.10 N
Young person social group excursion N Per trip $ 3.70 $ 3.60 $ 0.10 N
Excursions - older person N Per person $ 4.50 $ 4.40 $ 0.10 N
Travel charge N Per kilometre $ 1.65 $ 1.60 $ 0.05 N
Home care/Domestic assistance - single - low income historical fee N Per hour $ 6.05 $ 5.90 $ 0.15 N (a) Home care/Domestic assistance - couple - low income historical fee N Per hour $ 7.40 $ 7.20 $ 0.20 N
Home care/Domestic assistance - single - low income historical fee N Per hour $ 5.00 $ 4.85 $ 0.15 N (b) Home care/Domestic assistance - aged couple and young persons N Per hour $ 9.60 $ 9.30 $ 0.30 N program - low income Home care/Domestic assistance - single - low income N Per hour $ 7.00 $ 6.65 $ 0.35 N
Home care/Domestic assistance - couple - medium income historical N Per hour $ 10.65 $ 10.35 $ 0.30 N fee (a)
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Home care/Domestic assistance - single - medium income historical N Per hour $ 9.05 $ 8.80 $ 0.25 N fee (a) Home care/Domestic assistance - couple - medium income historical N Per hour $ 14.15 $ 13.75 $ 0.40 N fee (b) Home care/Domestic assistance - single - medium income historical N Per hour $ 12.75 $ 12.40 $ 0.35 N fee (b) Home care/Domestic assistance - aged couple and young persons N Per hour $ 17.50 $ 17.00 $ 0.50 N program - medium income Home care/Domestic assistance - single - medium income N Per hour $ 16.80 $ 16.30 $ 0.50 N
Home care/Domestic assistance - aged couple and young persons N Per hour $ 44.80 $ 43.50 $ 1.30 N program - high income Home care/Domestic assistance - single - high income N Per hour $ 43.70 $ 42.50 $ 1.20 N
Home Care/Domestic assistance, Personal Care and Respite Care N No charge No charge No charge $ - N
Home Care/Domestic assistance, Personal Care and Respite Care N Per hour 25% of 25% of $ - N discretionary fee (low and medium income only) - 25% of applicable applicable rate applicable rate rate Home Care/Domestic assistance, Personal Care and Respite Care N Per hour 50% of 50% of $ - N discretionary fee (low and medium income only) - 50% of applicable applicable rate applicable rate rate Property maintenance/Home maintenance/Home modifications - low N Per hour $ 14.40 $ 14.00 $ 0.40 N income + materials Property maintenance/Home maintenance/Home modifications - N Per hour $ 21.30 $ 20.70 $ 0.60 N medium income + materials Property maintenance/Home maintenance/Home modifications - N Per hour $ 54.40 $ 52.80 $ 1.60 N high income + materials Personal care (aged and younger persons programs) - low income N Per hour $ 5.15 $ 5.00 $ 0.15 N
Personal care - medium income historical fee N Per hour $ 7.00 $ 6.80 $ 0.20 N
Personal care (aged and younger persons programs) - medium N Per hour $ 10.05 $ 9.80 $ 0.25 N income Personal care (aged and younger persons programs) - high income N Per hour $ 43.70 $ 42.45 $ 1.25 N
Respite care (aged and younger persons programs) - low income N Per hour $ 3.60 $ 3.45 $ 0.15 N
Respite care (aged and younger persons programs) - medium N Per hour $ 5.85 $ 5.70 $ 0.15 N income Respite care (aged and younger persons programs) - high income N Per hour $ 43.70 $ 42.45 $ 1.25 N
Younger persons respite families N Per couple $ 14.30 $ 13.90 $N0.40 Home care - medium income historical/discretionary fee per hour Younger persons respite families N Per hour $ 4.95 $ 4.80 $ 0.15 N Respite care - medium income historical fee Commercial - home care N Per hour $ 71.00 $ 66.00 $ 5.00 Y Monday - Friday 7am - 7pm Commercial - personal care N Per hour $ 73.00 $ 70.00 $ 3.00 Y Monday - Friday 7am - 7pm Commercial - personal care N Per hour $ 90.00 $ 87.00 $ 3.00 Y Monday - Friday 7pm - midnight Commercial - respite care N Per hour $ 73.00 $ 70.00 $ 3.00 Y Monday - Friday 7am - 7pm Commercial - respite care N Per hour $ 90.00 $ 87.00 $ 3.00 Y Monday - Friday 7pm - midnight Commercial - respite care N Per hour $ 105.00 $ 102.00 $ 3.00 Y Weekend 7am - 12 midday Saturday Commercial - respite care N Per hour $ 125.00 $ 121.00 $ 4.00 Y Weekend 12 midday Saturday onwards Commercial - Assessment N Per $ 423.00 $ 408.00 $ 15.00 Y assessment Public holiday (all services) N Per hour $ 125.00 $ 100.00 $ 25.00 Y Commercial Linkages - core hours N Per hour $ 6.20 $ 6.00 $ 0.20 N
Meals on Wheels Dining room meal N Per meal $ 7.20 $ 7.00 $ 0.20 N
Soup - low income, medium income and linkages clients N Each $ 1.75 $ 1.70 $ 0.05 N
Main meal/ vegetables/ dessert/ juice - low income, medium income N Each $ 9.25 $ 9.00 $ 0.25 N and linkages clients
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Sandwich - low income, medium income and linkages clients N Each $ 5.45 $ 5.30 $ 0.15 N
Soup - Commercial and high income N Each $ 4.35 $ 4.24 $N0.11
Main meal/ vegetables/ dessert/ juice - Commercial and high income N Each $ 32.50 $ 31.57 $N0.93
Sandwich - Commercial and high income N Each $ 8.50 $ 8.28 $ 0.22 N
Canterbury Memorial Home Main hall hire - community groups N Per hour $ 4.00 $ 3.90 $ 0.10 Y
Canterbury Memorial Home Units - standard rate N Per month $ 553.00 $ 537.80 $ 15.20 N
Canterbury Memorial Home Units - historical fee level one N Per month $ 474.00 $ 460.25 $ 13.75 N
Canterbury Memorial Home Units - discretionary fee level two N Per month $ 394.00 $ 382.70 $ 11.30 N
Seniors centre hire fees Community group (per room) N Per hour $4.00 $3.90 $ 0.10 Y ($12.80 max per ($12.55 max per day) day) Casual event (Main Hall) N Per hour $ 65.40 $ 63.50 $Y1.90
Community Development - Arts and Cultural Services Eisteddfod Daily audience entry fee - full N Per person $ 10.00 $ 8.50 $ 1.50 Y
Daily audience entry fee - concession N Per person $ 5.00 $ 5.00 $ - Y
Daily audience entry fee - family (2A/2C) N Per family $ 18.00 $ 17.50 $ 0.50 Y
Audience entrance fee - season pass (excludes Piano concerto N Per ticket $ 30.00 $ - $ 30.00 Y event) Audience entrance fee - Piano concerto event N Per ticket $ 10.00 $ - $ 10.00 Y
Section entry fee - 8 years and under, 10 years and under or 12 N Per entry $ 15.00 $ 11.50 $ 3.50 Y years and under Section entry fee - 14 years and under N Per entry $ 15.00 $ 13.90 $ 1.10 Y
Section entry fee - 15 years and under or 16 years and under N Per entry $ 15.00 $ 16.00 -$ 1.00 Y
Section entry fee - 18 years and under N Per entry $ 15.00 $ 21.50 -$ 6.50 Y
Section entry fee - open N Per entry $ 30.00 $ 29.00 $ 1.00 Y
Chamber groups and ensembles N Per entry $ 33.00 $ 32.00 $ 1.00 Y
Choral groups N Per entry $ 55.00 $ 53.00 $ 2.00 Y
Late entry fee N Per entry $ 10.30 $ 10.00 $ 0.30 Y
Performance Accompanist N Per $ 2.00 $1.00 $ 1.00 Y performance ($6.00 max) Outdoor Events Marquee - community N No charge No charge No charge $ - N
Marquee - business N Per event $ 235.00 $ 228.00 $ 7.00 Y
Site fee - community N No charge No charge No charge $ - N
Site fee - business N Per event $ 66.00 $ 64.00 $ 2.00 Y
HIRE FEES Kew Court House Just Theatre Theatre including dressing rooms - standard rate N Per hour $ 46.50 $ 45.00 $Y1.50 Minimum 3 hours Theatre including dressing rooms - standard rate Monday to N Per day $ 335.00 $ 327.50 $ 7.50 Y Thursday Theatre including dressing rooms - standard rate Friday to Sunday N Per day $ 400.00 $ - $ 400.00 Y
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Theatre including dressing rooms - standard rate N Per week $ 1,130.00 $ 1,075.00 $ 55.00 Y
Theatre including dressing rooms - subsidised rate N Per hour $ 11.60 $ 11.25 $Y0.35 Minimum 3 hours Theatre including dressing rooms - subsidised rate Monday to N Per day $ 84.00 $ 81.90 $ 2.10 Y Thursday Theatre including dressing rooms - subsidised rate N Per day $ 100.00 $ - $ 100.00 Y Friday to Sunday Theatre including dressing rooms - subsidised rate N Per week $ 282.50 $ 268.75 $ 13.75 Y
Community Workshop/Meeting room Community workshop/meeting room - standard rate N Per hour $ 29.50 $ 28.60 $Y0.90 Minimum 3 hours Community workshop/meeting room - standard rate N Per day $ 212.00 $ 205.90 $Y6.10
Community workshop/meeting room - subsidised rate N Per hour $ 7.40 $ 7.15 $ 0.25 Y Minimum 3 hours Community workshop/meeting room - subsidised rate N Per day $ 53.00 $ 51.45 $Y1.55
Access Gallery Access Gallery - standard rate N Per week $ 154.50 $ 150.00 $ 4.50 Y
Access Gallery - subsidised rate N Per week $ 38.60 $ 37.50 $ 1.10 Y
Hawthorn Arts Centre Hawthorn Arts Centre venue corporate hire rates may vary in accordance with the Hospitality Services Licence Agreement. Hawthorn Arts Centre venue - day rate - standard rate N Per day 90% of hourly $ - $ - Y Minimum 8 rate (8 hours) Hours Main Hall and Stage Main hall and stage - Standard rate Monday to Thursday N Per hour $ 216.50 $ 210.00 $Y6.50 Minimum 3 Hours Main hall and stage - Standard rate Friday to Sunday N Per hour $ 368.50 $ 358.00 $Y10.50 Minimum 3 Hours Main hall and stage - Subsidised rate Monday to Thursday N Per hour $ 108.50 $ 105.00 $Y3.50 Minimum 3 Hours Main hall and stage - Subsidised rate Friday to Sunday N Per hour $ 184.50 $ 179.00 $ 5.50 Y Minimum 3 Hours Chandelier Room Chandelier room - Standard rate Monday to Thursday N Per hour $ 154.00 $ 149.50 $Y4.50 Minimum 3 Hours Chandelier room - Standard rate Friday to Sunday N Per hour $ 279.00 $ 271.00 $ 8.00 Y Minimum 3 Hours Chandelier room - Subsidised rate Monday to Thursday N Per hour $ 77.00 $ 74.75 $Y2.25 Minimum 3 Hours Chandelier room - Subsidised rate Friday to Sunday N Per hour $ 139.50 $ 135.50 $ 4.00 Y Minimum 3 Hours Mayor's Room Mayor's room - Standard rate Monday to Thursday N Per hour $ 62.50 $ 60.40 $ 2.10 Y Minimum 3 Hours Mayor's room - Standard rate Friday to Sunday N Per hour $ 77.00 $ 74.75 $Y2.25 Minimum 3 Hours Mayor's room - Subsidised rate Monday to Thursday N Per hour $ 31.00 $ 30.20 $Y0.80 Minimum 3 Hours Mayor's room - Subsidised rate Friday to Sunday N Per hour $ 38.50 $ 37.40 $Y1.10 Minimum 3 Hours
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Dora Wilson Room Dora Wilson room - Standard rate Monday to Thursday N Per hour $ 25.00 $ 24.00 $Y1.00 Minimum 3 Hours Dora Wilson room - Standard rate Friday to Sunday N Per hour $ 30.00 $ 28.65 $ 1.35 Y Minimum 3 Hours Dora Wilson room - Subsidised rate Monday to Thursday N Per hour $ 6.25 $ 6.00 $Y0.25 Minimum 2 Hours Dora Wilson room - Subsidised rate Friday to Sunday N Per Hour $ 7.50 $ 7.15 $Y0.35 Fri Min 2 Hrs Sat & Sun Min 3 Hrs The Chamber The Chamber - Standard rate Monday to Thursday N Per hour $ 62.50 $ 60.40 $Y2.10 Minimum 3 Hours The Chamber - Standard rate Friday to Sunday N Per hour $ 77.00 $ 74.75 $Y2.25 Minimum 3 Hours The Chamber - Subsidised rate Monday to Thursday N Per hour $ 15.60 $ 15.10 $Y0.50 Minimum 2 Hours The Chamber - Subsidised rate Friday to Sunday N Per Hour $ 19.25 $ 18.65 $Y0.60 Fri Min 2 Hrs Sat & Sun Min 3 Hrs John Beswicke Room John Beswicke room - Standard rate Monday to Thursday N Per hour $ 25.00 $ 24.00 $Y1.00 Minimum 3 Hours John Beswicke room - Standard rate Friday to Sunday N Per hour $ 30.00 $ 28.65 $Y1.35 Minimum 3 Hours John Beswicke room - Subsidised rate Monday to Thursday N Per hour $ 6.25 $ 6.00 $Y0.25 Minimum 2 Hours John Beswicke room - Subsidised rate Friday to Sunday N Per Hour $ 7.50 $ 7.15 $Y0.35 Fri Min 2 Hrs Sat & Sun Min 3 Hrs Zelman Room The Zelman room - Standard rate Monday to Thursday N Per hour $ 62.50 $ 60.40 $Y2.10 Minimum 3 Hours The Zelman room - Standard rate Friday to Sunday N Per hour $ 77.00 $ 74.75 $Y2.25 Minimum 3 Hours The Zelman room - Subsidised rate Monday to Thursday N Per hour $ 31.25 $ 30.20 $ 1.05 Y Minimum 3 Hours The Zelman room - Subsidised rate Friday to Sunday N Per hour $ 38.50 $ 37.40 $Y1.10 Minimum 3 Hours Edward C. Rigby Room Edward C. Rigby room - Standard rate Monday to Thursday N Per hour $ 25.00 $ 24.00 $Y1.00 Minimum 3 Hours Edward C. Rigby room - Standard rate Friday to Sunday N Per hour $ 30.00 $ 28.65 $Y1.35 Minimum 3 Hours Edward C. Rigby room - Subsidised rate Monday to Thursday N Per hour $ 6.25 $ 6.00 $ 0.25 Y Minimum 2 Hours Edward C. Rigby room - Subsidised rate Friday to Sunday N Per Hour $ 7.50 $ 7.15 $Y0.35 Fri Min 2 Hrs Sat & Sun Min 3 Hrs
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Community Arts Space Community arts space - Standard rate Monday to Thursday N Per hour $ 25.00 $ 24.00 $Y1.00 Minimum 3 Hours Community arts space - Standard rate Friday to Sunday N Per hour $ 30.00 $ 28.65 $ 1.35 Y Minimum 3 Hours Community arts space - Subsidised rate Monday to Thursday N Per hour $ 6.25 $ 6.00 $Y0.25 Minimum 2 Hours Community arts space - Subsidised rate Friday to Sunday N Per Hour $ 7.50 $ 7.15 $Y0.35 Fri Min 2 Hrs Sat & Sun Min 3 Hrs Basement - Foyer/Meeting space Basement - Foyer/Meeting space - Standard rate Monday to N Per hour $ 9.20 $ 8.90 $ 0.30 Y Thursday Minimum 3 Hours Basement - Foyer/Meeting space - Standard rate Friday to Sunday N Per hour $ 9.20 $ 8.90 $ 0.30 Y Minimum 3 Hours Basement - Foyer/Meeting space - Subsidised rate Monday to N Per hour $ 2.30 $ 2.25 $ 0.05 Y Thursday Minimum 2 Hours Basement - Foyer/Meeting space - Subsidised rate Friday to Sunday N Per Hour $ 2.30 $ 2.25 $Y0.05 Fri Min 2 Hrs Sat & Sun Min 3 Hrs Basement - Performance/Rehearsal studio Basement - Performance/Rehearsal studio - Standard rate Monday N Per hour $ 52.00 $ 50.20 $ 1.80 Y to Thursday Minimum 3 Hours Basement - Performance/Rehearsal studio - Standard rate Friday to N Per hour $ 66.50 $ 64.50 $ 2.00 Y Sunday Minimum 3 Hours Basement - Performance/Rehearsal studio - Subsidised rate N Per hour $ 13.00 $ 12.50 $ 0.50 Y Monday to Thursday Minimum 2 Hours Basement - Performance/Rehearsal studio - Subsidised rate Friday N Per Hour $ 16.60 $ 16.00 $Y0.60 to Sunday Fri Min 2 Hrs Sat & Sun Min 3 Hrs Basement - Performance/Rehearsal studio - Standard rate Monday N Per day $ 335.00 $ 280.00 $ 55.00 Y to Thursday Basement - Performance/Rehearsal studio - Standard rate Friday to N Per day $ 400.00 $ 361.00 $ 39.00 Y Sunday Basement - Performance/Rehearsal studio - Standard rate N Per week $ 1,820.00 $ 1,761.00 $ 59.00 Y
Basement - Performance/Rehearsal studio - Subsidised rate N Per day $ 84.00 $ 70.00 $ 14.00 Y Monday to Thursday Basement - Performance/Rehearsal studio - Subsidised rate Friday N Per day $ 100.00 $ 90.00 $ 10.00 Y to Sunday Basement - Performance/Rehearsal studio - Subsidised rate N Per week $ 455.00 $ 440.00 $ 15.00 Y
Artists studios Studio 1 (previously called Studio A) N Per month $ 530.00 $ 513.00 $Y17.00
Studio 1 (previously called Studio A) N Per year $ 6,360.00 $ 6,156.00 $Y204.00
Studio 2 (previously called Studio B) N Per month $ 324.00 $ 313.00 $Y11.00
Studio 2 (previously called Studio B) N Per year $ 3,890.00 $ 3,760.00 $Y130.00
Studio 3 (previously called Studio C) N Per month $ 340.00 $ 330.00 $ 10.00 Y
Studio 3 (previously called Studio C) N Per year $ 4,080.00 $ 3,969.00 $ 111.00 Y
Studio 4 N Per month $ 122.00 $ 118.00 $Y4.00
Studio 4 N Per year $ 1,464.00 $ 1,413.00 $ 51.00 Y
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Studio 5 (previously called Studio D) N Per month $ 192.00 $ 186.00 $ 6.00 Y
Studio 5 (previously called Studio D) N Per year $ 2,304.00 $ 2,236.00 $Y68.00
Studio 6 N Per week $ 66.00 $ 64.00 $Y2.00
Studio 6 N Per month $ 264.00 $ 256.00 $ 8.00 Y
Studio 6 N Per year $ 3,164.00 $ 3,072.00 $ 92.00 Y
STAFFING COSTS Standard rate* * Staffing costs will be met by hirer - Minimum of four hours. Supervising Technician N Per hour $ 60.00 $ 50.90 $ 9.10 Y
Front of House/ Duty Manager N Per hour $ 55.00 $ 50.90 $ 4.10 Y
Usher N Per hour $ 50.00 $ 45.40 $ 4.60 Y
Technician N Per hour $ 55.00 $ 45.40 $ 9.60 Y
Public Holiday surcharge for staffing costs N Per hour 50% of staff 50% of staff cost $ - Y cost rate rate Staff charge out costs - Subsidised rate* * Council will provide a 50% subsidy of staffing costs for bonafide community groups. Minimum of four hours. Supervising Technician N Per hour $ 30.00 $ 25.45 $ 4.55 Y
Front of House/ Duty Manager N Per hour $ 27.50 $ 25.45 $ 2.05 Y
Usher N Per hour $ 25.00 $ 22.70 $ 2.30 Y
Technician N Per hour $ 27.50 $ 22.70 $ 4.80 Y
Other Hirer's box office fees - standard N Per ticket $ 3.00 $ 2.50 $Y0.50
Hirer's box office fees - subsidised N Per ticket $ 1.55 $ 1.50 $Y0.05
Venue hire for internal photography not associated with event N Per hour $ 110.00 $ 100.00 $Y10.00
Venue rehearsal fee N Per hour 50% of venue 50% of venue $ - Y hire rate hire rate Venue bump in fee N Per hour 50% of venue 50% of venue $ - Y hire rate hire rate Venue bump out fee N Per hour 50% of venue 50% of venue $ - Y hire rate hire rate Commission on consignment stock at The Emporium @ Town Hall N Per item 35% 35% commission $ - Y Gallery commission on on sale price sale price Commission on sales of artwork at the Community Project Wall N Per item 15% 15% commission $ - Y commission on on sale price sale price Refreshment sales - Kew Court House N Per item Up to $30.00 Up to $20.00 $ 10.00 Y
Standard mail out fee N Per $ 2.00 $ 1.20 $ 0.80 Y transaction Registered mail out fee N Per $ 7.50 $ 7.20 $ 0.30 Y transaction Express post mail out fee N Per $ 7.00 $ 5.20 $ 1.80 Y transaction External hirer refund fee N Per $ 1.50 $ 1.00 $ 0.50 Y transaction Additional cleaning to Hawthorn Arts Centre Hired Spaces N Per booking Up to a Up to a $ - Y maximum of maximum of $500 $500 Damage or loss of Hawthorn Arts Centre meeting room equipment N Per booking Up to a Up to a $ - Y maximum of maximum of $2,000 $2,000 Additional cleaning to Kew Court House Hired Spaces N Per booking Up to a Up to a $ - Y maximum of maximum of $500 $500
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Damage or loss of Kew Court House meeting room equipment N Per booking Up to a Up to a $ - Y maximum of maximum of $2,000 $2,000 Cultural Venue Equipment Administration fee - Equipment hire - standard N Per hire 15% of 2.5% of $ - Y equipment hire equipment hire Administration fee - Equipment hire - community N Per hire No charge No charge $ - Y
Main Hall wall uplighting N Per event $ 550.00 $ - $ 550.00 Y
Main Hall Chandelier repositioning N Per chandelier $ 35.00 $ - $ 35.00 Y
Staging (1m x 2m) N Per piece $ 80.00 $ - $ 80.00 Y
Radio Microphone N Per unit $ 75.00 $ - $ 75.00 Y
Relocation of Piano (If required) N Per event $ 500.00 $ - $ 500.00 Y
Tune of Piano N Per event $ 250.00 $ - $ 250.00 Y
Ticketing Council curated event ticket - full N Per ticket Up to a Up to a $ - Y maximum of maximum of $150 $150 Council curated event ticket - concession N Per ticket Up to a Up to a $ 5.00 Y maximum of maximum of $115 $100 Ticketing administration - Hirer's Complimentary Tickets - First 5% N Per ticket No charge No charge $ - Y of total seating capacity Ticketing administration - Hirer's Complimentary Tickets - Greater N Per ticket $ 0.50 $ 0.50 $ - Y than 5% of total seating capacity Town Hall Gallery Memberships Adult (Individual) N Per year $ 35.00 $ 35.00 $ - Y
Concession N Per year $ 20.00 $ 20.00 $ - Y
Family N Per year $ 60.00 $ 60.00 $ - Y
Duo N Per year $ 60.00 $ 60.00 $ - Y
Institution N Per year $ 60.00 $ 60.00 $ - Y
Lifetime Membership N Per year $ 250.00 $ 250.00 $ - Y
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Community Development - Library Services Library Meeting rooms hire (from 1 July to 31 December 2017) Ashburton, Camberwell and Hawthorn individual meeting rooms - N Per hour $ 3.40 $ 3.40 $ - Y discount community rate Applicable for bookings up until 31 December 2017 Ashburton, Camberwell and Hawthorn individual meeting rooms - N Per hour $ 12.20 $ 12.20 $ - Y standard rate Applicable for bookings up until 31 December 2017 Ashburton, Camberwell and Hawthorn combined meeting rooms - N Per hour $ 6.80 $ 6.80 $ - Y discount community rate Applicable for bookings up until 31 December 2017 Ashburton, Camberwell and Hawthorn combined meeting rooms - N Per hour $ 24.30 $ 24.30 $ - Y standard rate Applicable for bookings up until 31 December 2017 Balwyn and Kew Libraries meeting rooms - discount community rate N Per hour $ 6.80 $ 6.80 $Y- Applicable for bookings up until 31 December 2017
Balwyn and Kew Libraries meeting rooms - standard rate N Per hour $ 24.30 $ 24.30 $Y- Applicable for bookings up until 31 December 2017
Library Meeting rooms hire (from 1 January to 30 June 2018) Ashburton, Camberwell and Hawthorn individual meeting rooms - N Per hour $ 3.50 $ 3.40 $ 0.10 Y discount community rate Applicable for bookings as of 1 January 2018 Ashburton, Camberwell and Hawthorn individual meeting rooms - N Per hour $ 12.50 $ 12.20 $ 0.30 Y standard rate Applicable for bookings as of 1 January 2018 Ashburton, Camberwell and Hawthorn combined meeting rooms - N Per hour $ 7.00 $ 6.80 $ 0.20 Y discount community rate Applicable for bookings as of 1 January 2018 Ashburton, Camberwell and Hawthorn combined meeting rooms - N Per hour $ 25.00 $ 24.30 $ 0.70 Y standard rate Applicable for bookings as of 1 January 2018 Balwyn and Kew Libraries meeting rooms - discount community rate N Per hour $ 7.00 $ 6.80 $Y0.20 Applicable for bookings as of 1 January 2018
Balwyn and Kew Libraries meeting rooms - standard rate N Per hour $ 25.00 $ 24.30 $Y0.70 Applicable for bookings as of 1 January 2018
Excess cleaning to Library meeting rooms N Per booking Up to a Up to a $ - Y maximum of maximum of $500 $500 Damage or loss of Library meeting room equipment N Per booking Up to a Up to a $ - Y maximum of maximum of $2,000 $2,000 Other Overdue library fines - adult items N Charge per day $ 0.30 $ 0.40 -$ 0.10 N
Overdue library fines - junior and teenage items N Charge per day $ 0.10 $ 0.10 $N-
Debt collection charge N Per borrower $ 15.50 $ 15.50 $ - N submission Printing fee - A3 black and white N Per copy $ 0.40 $ 0.40 $ - Y
Printing fee - A4 black and white N Per copy $ 0.20 $ 0.20 $Y-
Printing fee - A3 colour N Per copy $ 2.50 $ 2.50 $Y-
Printing fee - A4 colour N Per copy $ 1.50 $ 1.50 $Y-
Inter library loan fee plus any charges from lending libraries N Per loan $ 5.80 $ 5.70 $ 0.10 Y
Inter library loan (ILL) fee for items from academic, State or special N Per loan $ 16.50 $ 16.50 $ - Y libraries Replacement of lost or damaged materials N Per item Retail cost as Retail cost as $ - Y processed determined at determined at point of purchase point of purchase
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Local history publication N Per publication Retail cost as Retail cost as $ - Y determined at determined at point of purchase point of purchase
Boroondara Literary Awards anthology N Per publication Retail cost as Retail cost as $ - Y determined at determined at point of purchase point of purchase
Local history photograph - print N Per image Retail cost as Retail cost as $ - Y determined at determined at point of purchase point of purchase
Local history photograph - digital N Per image $ 11.00 $ 5.70 $ 5.30 Y
Permission to publish local history image N Per image Price upon Price upon $ - Y application application Lost membership card N Per $ 4.00 $ 5.00 -$ 1.00 N membership card replaced Lost key to library storage and charging stations N Per key $ 55.00 $ 53.25 $Y1.75
Replacement of single disc N Per item $ 11.00 $ 10.60 $N0.40
Replacement of covers/cases N Per item $ 5.50 $ 5.30 $ 0.20 N
Corporate Services - Information Technology Additional AO facilities map N Per map $ 54.60 $ 53.00 $N1.60
Map sales - hourly labour rate N Hourly $ 69.30 $ 67.30 $N2.00 labour rate Material costs - A1 thematic maps N Per map $ 35.00 $ 34.00 $ 1.00 N
A3 - Aerial map N Per map $ 35.00 $ 34.00 $ 1.00 N
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ City Planning - Building Services Buildingpermit fees (within the City of Boroondara) For dwelling (class 1a) and outbuildings (class 10a and 10b) Timber and steel fences (not incorporating retaining walls), deck / N Per permit Minimum Minimum $ 18.80 Y verandah / pergola (up to $5,000) and above ground swimming $643.80 or $625 or pools POA POA Brick fences, deck / verandah / pergola (up to $10,000), retaining N Per permit Minimum Minimum $ 21.80 Y walls, demolitions and reblocks or similar minor structures $749.80 or $728 or POA POA Garages, carports, sheds, deck / verandah / pergola, minor N Per permit Minimum Minimum $ 26.60 Y alterations and in ground swimming pools (up to $15,000) $914.60 or $888 or POA POA Minor additions and alterations ($15,000 - $50,000) N Per permit Minimum Minimum $ 33.50 Y $1,148.50 or $1,115 or POA POA Additions and alterations ($50,000 - $100,000) N Per permit Minimum Minimum $ 45.00 Y $1,570 or $1,525 or POA POA Major additions and alterations (over $100,000) N Per permit Value / $154 Value / $150 $ 4.00 Y + GST + GST minimum minimum $1,488 or $1,445 or POA POA New single dwelling / multiple dwelling N Per permit Value / $154 Value / $150 $ 4.00 Y + GST + GST ($2,732 min per ($2,653 min per dwelling or POA - dwelling or POA - multi unit multi unit developments developments POA) POA) Minor alterations to pool barrier N Per permit $ 432.00 $ 420.00 $ 12.00 Y
Commercial building (class 2 to 9) or residential building including a rooming house, boarding house or the like (class 1b) Minor alterations, signs, verandas up to estimated cost of $15,000 N Per permit $ 890.00 $ 865.00 $ 25.00 Y
Works with estimated cost between $15,000 - $100,000 N Per permit (Value (Value $ 2.00 Y of works / of works / $94 + $1,179) $92 + $1,145) + GST + GST Works with estimated cost between $100,000 - $500,000 N Per permit (Value (Value $ 61.00 Y of works / of works / 250 + $2,111) 250 + $2,050) + GST + GST Works with estimated cost over $500,000 N Per permit (Value / (Value / $ 108.00 Y 425 + $3,728) 425 + $3,620) + GST + GST Buildingpermit fees (outside the City of Boroondara) Building permit fees N Per permit POA POA $Y-
Variations to building permits and building permit applications N Per permit POA POA $Y-
Other buildingpermit fees Minor variations to building permit applications N Per permit $198.00 $193.00 $ 5.00 Y or POA or POA Building inspection fees NPer $ 410.00 $ 398.00 $ 12.00 Y Permit expired, and no extension granted occupancy permit required inspection
Building inspection fees NPer $ 234.50 $ 228.00 $ 6.50 Y Permit expired, and no extension granted certificate of final inspection inspection required Extension in time request N Per request $ 305.00 $ 297.00 $ 8.00 Y
Additional mandatory inspection fee N Per inspection $ 145.00 $ 140.00 $ 5.00 Y
Additional fee: Building works incur a State Government Building Levy - calculation - (cost of works x 0.00128 where estimated cost of works exceeds $10,000) fee collected and forwarded to the Building Commission. Additional fee: Lodgement fee where estimated cost of works YPer $ 39.10 $ 38.30 $ 0.80 N exceeds $5,000 lodgement per building permit stage Note: Competitive quotes for works over $500,000 and for major users of the service by approval of the Manager Building Services. Note: All building Permit fees shown above are the minimum fees. Upon assessment of proposed plans, detailed quotations may be provided depending on the size and complexity of the project.
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Report and consent Report and consent for siting variations Y Per regulation $ 262.10 $ 256.90 $ 5.20 N to be varied Report and consent for non siting variations Y Per regulation $ 262.10 $ 256.90 $ 5.20 N to be varied Report and consent advertising fee N Per $149 for first two $145 for first two $ 4.00 N application properties to be properties to be advertised to + advertised to + $74 per $71.90 per additional additional property property Variations to report and consent applications N Per $ 138.50 $ 134.50 $ 4.00 N application Hoarding consents and reports Y Per request $ 262.10 $ 256.90 $ 5.20 N
Hoarding inspections N Per $ 149.00 $ 145.00 $ 4.00 N inspection Consent under Section 29A for demolition Y Per $ 65.40 $ 64.10 $ 1.30 N application Request for Council comments N Per regulation 2 x report and 2 x report and $ - Y to be varied consent for siting consent for siting variations fee variations fee
POPE applications Places of public entertainment applications for minor event (less NPer $ 770.00 $ 750.00 $ 20.00 N than 10,000 people) application Places of public entertainment applications for major event (over NPer POA POA $ - N 100,000 people) application Consultant fee reports N Per request POA POA $ - Y Professional reports, fire protection etc Property information requests Statutory property information request Y Per request $ 52.20 $ 51.20 $ 1.00 N
Priority surcharge fee - per property information request N Per request Same as Same as $ - N (48 hour turnaround time) statutory statutory property property information information request fee request fee Details of any occupancy permit Y Per request per $ 52.20 $ 51.20 $ 1.00 N permit Details of mandatory inspection approval dates Y Per request per $ 52.20 $ 51.20 $N1.00 permit Copy of building permit register N Per request $ 54.60 $ 53.00 $N1.60
General building enquiries requiring written response N Per request Minimum $121 Minimum $ 3.70 Y for first hour, $117.30 for first otherwise $121 hour, otherwise per hour $117.30 per hour
Request for plans for dwellings (class 1a) and outbuildings (class 10a and 10b) Building plan request research fee N Per request $ 138.50 $ 134.50 $ 4.00 N Max up to five X A3 pages or 1 hour research and administration fee - POA thereafter Copies small N Per request $ 7.40 $ 7.25 $ 0.15 N
Copies large N Per request POA POA $ - N
Request for plans for commercial dwellings (class 2 to 9) or residential buildings including a rooming house, boarding house or the like (class 1b) Building plan request research fee (commercial class 2 to 9) N Per request $ 213.00 $ 207.00 $ 6.00 N Max up to four (4) X A2 pages or 1 hour research and administration fee - POA thereafter Copies small N Per request $ 7.40 $ 7.25 $ 0.15 N
Copies large N Per request POA POA $ - N
Other services Swimming pool inspection fee - residential N Charge per $ 328.00 $ 319.00 $ 9.00 Y house Liquor licence measure and report N Per request Minimum Minimum $ 16.00 Y $561 $545 or POA or POA Building surveying consultancy N Per hour (or $ 180.20 $ 175.00 $ 5.20 Y part thereof)
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ City Planning - Statutory Planning Application for permits under section 47 of the Planning Environment Act (1987) (Regulation 9) Class 1: Use only Y Per $ 1,240.70 $ 502.00 $ 738.70 N application Class 2: To develop land for a single dwelling per lot or use and YPer $ 188.20 $ 188.20 $ - N develop land for a single dwelling per lot and undertake application development ancillary to the use of land for a single dwelling per lot included in the application (other than a class 7 permit or a permit to subdivide or consolidate land) if the estimated cost of development is $10,000 or less Class 3: To develop land for a single dwelling per lot or use and YPer $ 592.50 $ 592.50 $ - N develop land for a single dwelling per lot and undertake application development ancillary to the use of land for a single dwelling per lot included in the application (other than a class 8 permit or a permit to subdivide or consolidate land) if the estimated cost of development is more than $10,000 but not more than $100,000
Class 4: To develop land for a single dwelling per lot or use and YPer $ 1,212.80 $ 1,212.80 $ - N develop land for a single dwelling per lot and undertake application development ancillary to the use of land for a single dwelling per lot included in the application (other than a class 8 permit or a permit to subdivide or consolidate land) if the estimated cost of development is more than $100,000 but not more than $500,000
Class 5: To develop land for a single dwelling per lot or use and YPer $ 1,310.40 $ 1,310.40 $ - N develop land for a single dwelling per lot and undertake application development ancillary to the use of land for a single dwelling per lot included in the application (other than a class 8 permit or a permit to subdivide or consolidate land) if the estimated cost of development is more than $500,000 but not more than $1,000,000
Class 6: To develop land for a single dwelling per lot or use and YPer $ 1,407.90 $ 1,407.90 $ - N develop land for a single dwelling per lot and undertake application development ancillary to the use of land for a single dwelling per lot included in the application (other than a class 8 permit or a permit to subdivide or consolidate land) if the estimated cost of development is more than $1,000,000 but not more than $2,000,000* * If the estimated cost of the single dwelling is more than $2,000,000, the "Develop Land" classes 12-15 apply based on the applicable development value
Class 7: VicSmart application if the estimated cost of development is YPer $ 188.20 $ 188.20 $ - N $10,000 or less application Class 8: VicSmart application if the estimated cost of development is YPer $ 404.30 $ 404.30 $ - N more than $10,000 application Class 9: VicSmart application to subdivide or consolidate land Y Per $ 188.20 $ 188.20 $ - N application Class 10: To develop land (other than a class 2, class 3, class 7 or YPer $ 1,080.40 $ 1,080.40 $ - N class 8 or a permit to subdivide or consolidate land) if the estimated application cost of development is less than $100,000
Class 11: To develop land (other than a class 4, class 5, or class 8 YPer $ 1,456.70 $ 1,456.70 $ - N or a permit to subdivide or consolidate land) if the estimated cost of application development is more than $100,000 and not more than $1,000,000
Class 12: To develop land (other than a class 6 or class 8 or a YPer $ 3,213.20 $ 3,213.20 $ - N permit to subdivide or consolidate land) if the estimated cost of application development is more than $1,000,000 and not more than $5,000,000 Class 13: To develop land (other than a class 8 or a permit to YPer $ 8,189.80 $ 8,189.80 $ - N subdivide or consolidate land) if the estimated cost of development application is more than $5,000,000 and not more than $15,000,000
Class 14: To develop land (other than a class 8 or a permit to YPer $ 24,151.10 $ 24,151.10 $ - N subdivide or consolidate land) if the estimated cost of development application is more than $15,000,000 and not more than $50,000,000
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Class 15: To develop land (other than a class 8 or a permit to YPer $ 27,141.20 $ 27,141.20 $ - N subdivide or consolidate land) if the estimated cost of development application is more than $50,000,000 Applicable for the period: 13 October 2016 - 12 October 2017 Class 15: To develop land (other than a class 8 or a permit to YPer $ 54,282.40 $ 54,282.40 $ - N subdivide or consolidate land) if the estimated cost of development application is more than $50,000,000 Applicable from 13 October 2017 onwards Class 16: To subdivide an existing building (other than a class 9 YPer $ 1,240.70 $ 1,240.70 $ - N permit) application Class 17: To subdivide land into 2 lots (other than a class 9 or class YPer $ 1,240.70 $ 1,240.70 $ - N 16 permit) application Class 18: To effect a realignment of a common boundary between YPer $ 1,240.70 $ 1,240.70 $ - N lots or consolidate 2 or more lots (other than a class 9 permit) application
Class 19: Subdivide land (other than a class 9, class 16, class 17 or YPer $ 1,240.70 $ 1,240.70 $ - N class 18 permit) * application * Per 100 lots created or part there of Class 20: Applications to: YPer $ 1,240.70 $ 1,240.70 $ - N a) create, vary or remove a restriction within the meaning of the application Subdivision Act 1988; or b) create or remove a right of way; or c) create, vary or remove an easement other than a right of way; or d) vary or remove a condition in the nature of an easement (other than right of way) in a Crown grant Class 21: A permit not otherwise provided for in the regulation Y Per $ 1,240.70 $ 1,240.70 $ - N application Fees for applications to amend permits under section 72 of the Planning and Environment Act 1987 (Regulation 11) Class 1 amendments: Amendment to a permit to change the use of Y Per application $ 1,240.70 $ 1,240.70 $ - N land allowed by the permit or allow a new use of land
Class 2 amendments: Amendment to a permit (other than a permit Y Per application $ 1,240.70 $ 1,240.70 $ - N to develop land for a single dwelling per lot or to use and develop land for a single dwelling per lot or to undertake development ancillary to the use of land for a single dwelling per lot) to change the statement of what the permit allows or to change any or all of the conditions which apply to the permit
Class 3 amendments: Amendment to a class 2 permit Y Per application $ 188.20 $ 188.20 $ - N
Class 4 amendments: Amendment to a class 3 permit Y Per application $ 592.50 $ 592.50 $ - N
Class 5 amendments: Amendment to a class 4 permit Y Per application $ 1,212.80 $ 1,212.80 $ - N
Class 6 Amendments: Amendment to a class 5 or class 6 permit Y Per application $ 1,310.40 $ 1,310.40 $ - N
Class 7 Amendments: Amendment to a class 7 permit Y Per application $ 188.20 $ 188.20 $ - N
Class 8 Amendments: Amendment to a class 8 permit Y Per application $ 404.30 $ 404.30 $ - N
Class 9 Amendments: Amendment to a class 9 permit Y Per application $ 188.20 $ 188.20 $ - N
Class 10 Amendments: Amendment to a class 10 permit Y Per application $ 1,080.40 $ 1,080.40 $ - N
Class 11 Amendments: Amendment to a class 11 permit Y Per application $ 1,456.70 $ 1,456.70 $ - N
Class 12 Amendments: Amendment to a class 12, 13, 14 or 15 Y Per application $ 3,213.20 $ 3,213.20 $ - N permit Class 13 Amendments: Amendment to a class 16 permit Y Per application $ 1,240.70 $ 1,240.70 $ - N
Class 14 Amendments: Amendment to a class 17 permit Y Per application $ 1,240.70 $ 1,240.70 $ - N
Class 15 Amendments: Amendment to a class 18 permit Y Per application $ 1,240.70 $ 1,240.70 $ - N
Class 16 Amendments: Amendment to a class 19 permit * Y Per application $ 1,240.70 $ 1,240.70 $ - N * Per 100 lots created or part there of Class 17 Amendments: Amendment to a class 20 permit Y Per application $ 1,240.70 $ 1,240.70 $ - N
Class 18 Amendments: Amendment to a class 21 permit Y Per application $ 1,240.70 $ 1,240.70 $ - N
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Planning and Environment (Fees) Regulations 2016 Regulation 10: For combined permit applications: Y Per application Sum of the Sum of the $ - N Sum of the highest of the fees which would have applied if separate highest fee and highest fee and applications were made and 50% of each of the other fees which then 50% of then 50% of each would have applied if separate applications were made each of the other of the other applicable fee/s applicable fee/s
Regulation 12: Amend an application for a permit or an application Y Per application 40% of 40% of $ - N to amend a permit: application fee application fee a) Under section 57A(3)(a) of the Act the fee to amend an for class of for class of application for a permit after notice is given is 40% of the application permit permit fee for that class of permit set out in the Table at regulation 9 b) Under section 57A(3)(a) of the Act the fee to amend an application to amend a permit after notice is given is 40% of the application fee for that class of permit set out in the Table at regulation 11 and any additional fee under c) below c) If an application to amend an application for a permit or amend an application to amend a permit has the effect of changing the class of that permit to a new class, having a higher application fee set out in the Table to regulation 9, the applicant must pay an additional fee being the difference the original class of application and the amended class of permit
Regulation 13: For a combined application to amend permit: Y Per application Sum of the Sum of the $ - N Sum of the highest of the fees which would have applied if separate highest fee and highest fee and applications were made and 50% of each of the other fees which then 50% of then 50% of each would have applied if separate applications were made each of the other of the other applicable fee/s applicable fee/s
Regulation 14: For a combined permit and planning scheme Y Per application Sum of the Sum of the $ - N amendment, under section 96A(4)(a) of the Act: highest fee and highest fee and The sum of the highest of the fees which would have applied if then 50% of then 50% of each separate applications were made and 50% of each of the other fees each of the other of the other which would have applied if separate applications were made applicable fee/s applicable fee/s
Regulation 15: For a certificate of compliance in accordance with Y Per certificate $ 306.70 $ 306.70 $ - N Part 4A of the Planning and Environment Act 1987
Regulation 16: For an agreement to a proposal to amend or end an Y Per agreement $ 620.30 $ 620.30 $ - N agreement under section 173 of the Act Regulation 18: Where a planning scheme specifies that a matter Y Per application $ 306.70 $ 306.70 $ - N must be done to the satisfaction of a responsible authority, Minister, public authority or municipal council Subdivision (Fees) Regulations 2016 Regulation 6: For certification of a plan of subdivision Y Per request $ 164.50 $ 164.50 $ - N
Regulation 7: Alteration of plan under section 10(2) of the Act Y Per request $ 104.60 $ 104.60 $ - N
Regulation 8: Amendment of certified plan under section 11(1) of the Y Per request $ 132.40 $ 132.40 $ - N Act Regulation 9: Checking of engineering plans Y Per request 0.75% of 0.75% of $ - N 0.75% of the estimated cost of construction of the works proposed estimated cost of estimated cost of in the engineering plan (maximum fee) construction of construction of the works the works proposed in the proposed in the engineering plan engineering plan Regulation 10: Engineering plan prepared by council Y Per request 3.5% of 3.5% of $ - N 3.5% of the cost of works proposed in the engineering plan estimated cost of estimated cost of (maximum fee) works proposed works proposed in the in the engineering plan engineering plan Regulation 11: Supervision of works Y Per request 2.5% of 2.5% of $ - N 2.5% of the estimated cost of construction of the works (maximum estimated estimated fee) estimated cost of estimated cost of construction of construction of the works the works
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Others Developer open space levy Y Sliding scale Statutory fee Statutory fee $ - N (charge dependent on land value) applies Preparation of section 173 agreements N Per $ 790.00 $ 766.00 $ 24.00 Y agreement General planning enquiries requiring written response N Per enquiry $ 86.50 $ 84.00 $ 2.50 Y
Request for confirmation of existing use rights N Per property $ 106.00 $ 103.00 $ 3.00 N
Notification / advertising fee one sign and up to five notices N Per $ 71.00 $ 69.00 $ 2.00 N application Notification / advertising fee one sign and up to ten notices N Per $ 129.50 $ 126.00 $ 3.50 N application Notification / advertising fee one sign and up to fifteen notices N Per $ 188.00 $ 183.00 $ 5.00 N application Planning application - 1st sign N Per sign $ 185.00 $ 180.00 $ 5.00 N When sign is erected on behalf of applicant Planning application - 2nd and subsequent signs N Per sign $ 51.50 $ 50.00 $ 1.50 N When sign is erected on behalf of applicant Amendment to application - 1st sign N Per sign $ 185.00 $ 180.00 $ 5.00 N When sign is erected on behalf of applicant Amendment to application - 2nd and subsequent signs N Per sign $ 51.50 $ 50.00 $ 1.50 N When sign is erected on behalf of applicant For additional notices and for each notice where Council has NPer $ 6.00 $ 5.85 $ 0.15 N erected the sign. application For any additional sign N Per $ 12.00 $ 11.65 $ 0.35 N application For lamination of any sign N Per $ 10.90 $ 10.60 $ 0.30 N application Photocopy fee - A1 N Per copy $ 11.70 $ 11.50 $ 0.20 N
Photocopy fee - A2 N Per copy $ 7.20 $ 7.15 $ 0.05 N
Photocopy fee - A3 N Per copy $ 3.00 $ 2.90 $ 0.10 N
Photocopy fee - A4 N Per copy $ 1.70 $ 1.65 $ 0.05 N
Planning search fee N Per request $ 121.50 $ 118.00 $ 3.50 N (considered as information request) Secondary consent requests and requests for an extension of time N Per request $ 527.00 $ 512.00 $ 15.00 N to a planningpermit Fee for applications made under the Tree Protection Local Law N Per tree sought $79 (per tree $77 (per tree $ 2.00 Y to be removed sought to be sought to be or pruned removed), removed), $38.50 $39.50 (per tree (per tree sought sought to be to be pruned) pruned) City Planning - Local Laws Animal registration Registration of animal business N Per registration $ 319.00 $ 310.00 $ 9.00 N
Pet registration register N Per $ 35.00 $ 34.00 $ 1.00 N inspection Animal registration (cat) Cat aged over ten years - for non pensioner * Y Per animal $ 51.00 $ 49.00 $N2.00
Cat aged over ten years - for pensioner * Y Per animal $ 25.50 $ 24.50 $N1.00
Cat registered with an applicable organisation Y Per animal $ 51.00 $ 49.00 $ 2.00 N - for non pensioner * Cat registered with an applicable organisation Y Per animal $ 25.50 $ 24.50 $ 1.00 N - for pensioner * Cat (microchipped and registered prior to 11/04/2013) Y Per animal $ 51.00 $ 49.00 $ 2.00 N - for non pensioner * Cat (microchipped and registered prior to 11/04/2013) Y Per animal $ 25.50 $ 24.50 $ 1.00 N - for pensioner * Cat - maximum fee - for non pensioner Y Per animal $ 153.00 $ 147.00 $ 6.00 N
Cat - maximum fee - for pensioner Y Per animal $ 76.50 $ 73.50 $ 3.00 N
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Sterilised cat - proof required - for non pensioner N Per animal $ 37.00 $ 36.00 $ 1.00 N
Sterilised cat - proof required - for pensioner N Per animal $ 18.50 $ 18.00 $N0.50
Cat registration tag replacement N Per animal $ 8.20 $ 8.00 $N0.20
Cat release fee charged for cats held up to statutory holding period N Per animal $ 221.00 $ 215.00 $ 6.00 N
*These fees apply individually without attracting any further discount for a combination of these categories Animal registration (dog) Dangerous dog / menacing dog N Per animal $ 324.00 $ 315.00 $N9.00
Dangerous dog - non residential premises Y Per animal $ 192.00 $ 186.00 $N6.00
Dangerous dog - protection trained Y Per animal $ 192.00 $ 186.00 $N6.00
Restricted breed N Per animal $ 324.00 $ 315.00 $N9.00
Dog aged over ten years - for non pensioner * Y Per animal $ 64.00 $ 62.00 $N2.00
Dog aged over ten years - for pensioner * Y Per animal $ 32.00 $ 31.00 $N1.00
Dog registered with an applicable organisation Y Per animal $ 64.00 $ 62.00 $ 2.00 N - for non pensioner * Dog - registered with an applicable organisation Y Per animal $ 32.00 $ 31.00 $ 1.00 N - for pensioner * Dog (microchipped and registered prior to 11/04/2013) Y Per animal $ 64.00 $ 62.00 $ 2.00 N - for non pensioner * Dog (microchipped and registered prior to 11/04/2013) Y Per animal $ 32.00 $ 31.00 $ 1.00 N - for pensioner * Dog - maximum fee - for non pensioner Y Per animal $ 192.00 $ 186.00 $ 6.00 N
Dog - maximum fee - for pensioner Y Per animal $ 96.00 $ 93.00 $ 3.00 N
Sterilised dog - proof required - for non pensioner N Per animal $ 58.00 $ 56.00 $ 2.00 N
Sterilised dog - proof required - for pensioner N Per animal $ 29.00 $ 28.00 $ 1.00 N
Dog obedience training - for non pensioner * N Per animal $ 64.00 $ 62.00 $ 2.00 N
Dog obedience training - for pensioner * N Per animal $ 32.00 $ 31.00 $ 1.00 N
Dog registration tag replacement N Per animal $ 8.20 $ 8.00 $ 0.20 N
Dog release fee charged for dog held up to statutory holding period N Per animal $ 221.00 $ 215.00 $ 6.00 N
*These fees apply individually without attracting any further discount for a combination of these categories Footpath occupation Portable signs, display of goods, cafes, barbeques and food N Per square $ 298.00 $ 290.00 $ 8.00 N sampling - Burke Road, Camberwell metre Portable signs, display of goods, cafes, barbeques and food N Per square $ 228.00 $ 222.00 $ 6.00 N sampling - Glenferrie Road, Hawthorn metre Portable signs, display of goods, cafes, barbeques and food N Per square $ 136.00 $ 132.00 $ 4.00 N sampling - all other areas metre Promotional permits N Per $ 80.00 $ 77.50 $ 2.50 N application Directory / Finger board descriptions N Per description $ 392.00 $ 385.00 $ 7.00 N
First time application N One-off fee per $ 80.00 $ 77.50 $ 2.50 N application Transfer of Permit Holder's Name and Associated Details N Per Transfer $ 80.00 $ 77.50 $ 2.50 N
Amendment to Items/Configuration Approved in a Permit N Per Permit $ 80.00 $ 77.50 $ 2.50 N
Real estate agents (portable signs) N Per year per $ 618.00 $ 600.00 $ 18.00 N company Parking Butler Street car park permit N Per quarter $ 530.00 $ 515.00 $Y15.00
Junction West and Fenton Way stage two car parks permit N Per quarter $ 530.00 $ 515.00 $Y15.00
Hawthorn Town Hall West off street car park permit N Per quarter $ 530.00 $ 515.00 $ 15.00 Y
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Kent Street off street car park permit N Per quarter $ 530.00 $ 515.00 $ 15.00 Y
Hilda Crescent off street car park permit N Per quarter $ 330.00 $ 320.00 $Y10.00
Auburn Road off street car park permit N Per quarter $ 330.00 $ 320.00 $Y10.00
Rose Street off street car park permit N Per quarter $ 330.00 $ 320.00 $ 10.00 Y
Fenton Way car park permit fees applied as per planning application N Per quarter $ 520.00 $ 505.00 $ 15.00 Y requirements Quarterly Parking Permits - Pro rata application of quarterly fee at N Per number of Percentage of Percentage of $ - Y respective locations. weeks required full quarterly fee full quarterly fee in a quarter applied to the applied to the number of weeks number of weeks (including part (including part thereof) required thereof) required for a quarter for a quarter Parking fines Y Per fine $ 79.00 $ 78.00 $ 1.00 N Parking infringements in contravention of a regulation under the Road Safety Act 1986. Council may by resolution fix a penalty or fine for such infringements in accordance with section 87(4) of the Act, which states that the penalty to be fixed cannot be more than 0.5 penalty units or more than the penalty prescribed under the regulations. The penalty has been fixed at the maximum amount allowed. Four hour paid parking * N Per four $ 4.80 $ 4.70 $ 0.10 Y hours Four hour paid parking * N Per hour $ 2.80 $ 2.70 $ 0.10 Y
Three hour paid parking * N Per three $ 3.90 $ 3.80 $ 0.10 Y hours Three hour paid parking * N Per hour $ 2.80 $ 2.70 $ 0.10 Y
Two hour paid parking * N Per two $ 3.50 $ 3.40 $ 0.10 Y hours Two hour paid parking * N Per hour $ 2.80 $ 2.70 $ 0.10 Y
Paid parking (other areas) * N Per day $ 6.20 $ 6.00 $ 0.20 Y
Paid parking - Junction West Off Street Car Parking * N Per day $ 6.20 $ 6.00 $ 0.20 Y
Paid parking * N Per hour $ 2.80 $ 2.70 $ 0.10 Y
Paid parking (Glenferrie car parks - Park Street, Wakefield Street N Per hour after $ 2.80 $ 2.70 $ 0.10 Y and Linda Crescent) * first hour Paid parking - Rose Street Off Street Car Parking (OSCP) * N Per Day $ 4.90 $ 4.50 $ 0.40 Y
Business parking permits - non designated car park bay N Per year $ 77.00 $ 75.00 $ 2.00 N
Abandoned vehicles N Per release $ 412.00 $ 400.00 $ 12.00 N
Abandoned vehicles N Per day $ 10.00 $ - $ 10.00 N commencing upon expiry of 24 hours after vehicle claimant paying release fee
Abandoned vehicles N Per day $ 10.00 $ - $ 10.00 N commencing upon expiry of the third calendar month from date of vehicle impoundment * Previously called parking meters
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Permits Residential parking permit replacement fee N Per permit $ 15.40 $ 15.00 $ 0.40 N
Permits - to place large item on Council controlled land (placement NPer $ 138.50 $ 134.50 $ 4.00 N for 1-5 days) application Permits - to place large item on Council controlled land (additional N Per permit per $ 99.00 $ 96.00 $ 3.00 N fee placement for 6 plus days) day for 6 plus days Out of hours work N Per permit per $ 71.00 $ 69.00 $ 2.00 N day Tradesperson parking permit - minor residential refurbishment works N Per permit $ 71.00 $ 69.00 $ 2.00 N (residential parkingpermit policy) Tradesperson parking permit - residential other N Per vehicle per $ 23.50 $ 23.00 $ 0.50 N week Tradesperson parking permit replacement fee N Per permit $ 12.30 $ 12.00 $ 0.30 N
Tradesperson permits (in commercial shopping areas) N Per vehicle per $ 45.80 $ 44.50 $ 1.30 N bay per day
Lost, stolen or damaged trader permit - replacement N Per permit $ 26.80 $ 26.00 $ 0.80 N
Permits - skip bins N Cost per one - $ 62.80 $ 61.00 $ 1.80 N three days Permits - skip bins N Cost per four - $ 93.70 $ 91.00 $ 2.70 N seven days Permits - skip bins N Cost more than $93 + $6 $91 + $6 $ 2.00 N seven days per day per day
Permits for charity recycling bins N No charge No charge No charge $ - N
Filming permit - occupation of Council controlled land for filming NPer $ 1,421.00 $ 1,380.00 $ 41.00 N purposes application Filming permit - car parking spaces - residential N Per space $ 30.90 $ 30.00 $ 0.90 N
Filming permit - car parking spaces - commercial N Per space $ 86.50 $ 84.00 $ 2.50 N
Busking permit fee N Per week $ 16.00 $ 15.50 $ 0.50 N
Excess animals permit (more than two dogs or two cats) N Per $ 109.00 $ 106.00 $ 3.00 N application Standard local laws permit N Per permit $ 78.00 $ 76.00 $ 2.00 N
Amendment to a Local Laws permit - 50% of permit/application fee N Per permit 50% of permit/ 50% of permit/ $ - N type. amendment application on application on application fee type fee type Other permits - replacement fee N Per permit $ 12.30 $ 12.00 $ 0.30 N
Amenity Local Laws Permit issued to a registered N Per permit No charge No charge $ - N charity/organisation registered with the Australian Charities and Not-for-profits Commission Amenity Local Laws Permit issued in relation to a not-for-profit N Per permit No charge No charge $ - N community event.
Amenity Local Laws Permit issued for the placement of items on N Per permit No charge No charge $ - N Council controlled land and/or handing out /distributing printed publicity material as part of Federal, State or Local Government election campaigning. Amenity Local Laws Permit issued to Council contractors. N Per permit No charge No charge $ - Y
Impounded goods N Per release $ 303.80 $ 295.00 $ 8.80 N
Miscellaneous Cat cages N Cage deposit $ 139.00 $ 135.00 $ 4.00 N
Cat cages N For two weeks $ 50.00 $ 49.00 $ 1.00 N
Cat cages N Per day $ 25.00 $ 24.50 $ 0.50 N in excess of 2 weeks Carnivals on Council land N Per carnival $ 844.50 $ 820.00 $ 24.50 N
Door to door collecting - specified dates (free - issued only to N No charge No charge No charge $ - N registered charities and community based organisations)
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Fire hazards, overhanging shrubs, noxious weeds - clearance N Per clearance $ 186.40 $ 181.00 $ 5.40 N administration fee Roadside vending (annual or pro-rata for specific dates with N Annual fee $ 13,596.00 $ 13,200.00 $ 396.00 N minimum fee $225) Shopping trolleys N Release fee, $ 139.00 $ 135.00 $ 4.00 N each trolley up to 4 trolleys
Shopping trolleys N Release fee, $ 600.00 $ - $ 600.00 N per batch of trolleys consisting of 5 - 9 trolleys Shopping trolleys N Release fee, $ 1,000.00 $ - $ 1,000.00 N per batch of trolleys consisting of 10 or more trolleys Street collecting (free - issued only to registered charities) N No charge No charge No charge $ - N
Street trading stalls (free - issued only to registered charities and N No charge No charge No charge $ - N community based organisations) City Planning - Economic Development Banner hire fees Banner hire fees - administration fee N Per event $ 381.00 $ 370.00 $ 11.00 Y
Banner hire fees - installation and removal N Per banner $ 66.40 $ 64.50 $ 1.90 Y
Events Business Events N Per person Less than Less than $ - Y $50 $50 Product Sales Product sales N Per Total cost + Total cost + $ - Y item sold 10% - 15% 10% - 15%
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Environment and Infrastructure - Parks & Infrastructure Services Bins that are reported stolen, broken or missing are replaced at no charge. Green waste - bin (service fee) N Per bin $ 120.50 $ 117.00 $ 3.50 N
Green waste - disposal tipping N Car boot/ $ 19.50 $ 19.00 $ 0.50 Y station wagon seat up or down Green waste - disposal tipping - trailer N Greater than $ 56.50 $ 55.00 $ 1.50 Y six x four Green waste - disposal tipping - trailer N Tandem with $ 134.00 $ 130.00 $ 4.00 Y high sides Green waste - disposal tipping - trailer N Tandem $ 74.00 $ 72.00 $ 2.00 Y
Green waste - disposal tipping - trailer N Single axle $ 96.50 $ 94.00 $ 2.50 Y greater than six x four high sides Green waste - disposal tipping N Utility/small $ 62.50 $ 61.00 $ 1.50 Y van/small trailer with high sides Green waste - disposal tipping N Utility/small $ 38.00 $ 37.00 $ 1.00 Y van/small trailer Minimum charge fee N Per load $ 8.50 $ 8.50 $ - Y
Transfer station / tipping fees - electronic waste - DVD and VCR N Per item No charge $ 9.50 -$ 9.50 Y players Transfer station / tipping fees - electronic waste - sound systems N Per item No charge $ 9.50 -$ 9.50 Y
Transfer station / tipping fees - domestic refuse N Car boot/ $ 27.00 $ 26.50 $Y0.50 station wagon seat up or down Transfer station / tipping fees - domestic refuse - car tyre N Per tyre with $ 20.50 $ 20.00 $Y0.50 rim attached Transfer station / tipping fees - domestic refuse - car tyre N Per tyre no rim $ 18.00 $ 17.50 $Y0.50
Transfer station / tipping fees - domestic refuse N Per fridge $ 19.00 $ 18.50 $Y0.50
Transfer station / tipping fees - domestic refuse N Per mattress $ 32.50 $ 32.00 $Y0.50
Transfer station / tipping fees - domestic refuse - trailer N Single axle $ 164.00 $ 159.50 $ 4.50 Y greater than six x four high sides Transfer station / tipping fees - domestic refuse - trailer N Single axle $ 94.00 $ 91.50 $ 2.50 Y greater than six x four Transfer station / tipping fees - domestic refuse - trailer N Tandem with $ 197.00 $ 191.50 $ 5.50 Y high sides Transfer station / tipping fees - domestic refuse - trailer N Tandem $ 133.00 $ 129.50 $ 3.50 Y
Transfer station / tipping fees - domestic refuse - trailer N Utility/small $ 133.00 $ 129.50 $ 3.50 Y van/small trailer with high sides Transfer station / tipping fees - domestic refuse N Utility/small $ 133.00 $ 129.50 $ 3.50 Y (spoil, bricks, concrete & dirt) van/small trailer with high sides Transfer station / tipping fees - domestic refuse N Utility/small $ 60.50 $ 59.00 $ 1.50 Y van/small trailer Reinstatement charges - nature strip (light top soil and seed) N Per (m2) $ 50.00 $ 49.00 $ 1.00 N (0-10m²) Reinstatement charges - nature strip (light top soil and seed) N Per (m2) $ 38.00 $ 37.00 $ 1.00 N (10-50m²) Reinstatement charges - nature strip (light top soil and seed) N Per (m2) $ 31.90 $ 31.00 $ 0.90 N (>50m²) Reinstatement charges - nature strip (excavate / backfill and N Per (m2) $ 104.00 $ 101.00 $ 3.00 N seeded) (0-10m²)
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Reinstatement charges - nature strip (excavate / backfill and N Per (m2) $ 64.80 $ 63.00 $ 1.80 N seeded) (10-50m²) Reinstatement charges - nature strip (excavate / backfill and N Per (m2) $ 50.00 $ 49.00 $ 1.00 N seeded) (>50m²) Road reinstatement charges - channel / kerb (bluestone pitchers, N Per lineal $ 234.50 $ 228.00 $ 6.50 N dish gutters and spoon drains concrete kerb) metre Road reinstatement charges - channel / kerb (concrete) N Per lineal $ 186.40 $ 181.00 $ 5.40 N metre Road reinstatement charges - residential crossovers / footpaths N Per (m2) $ 180.20 $ 175.00 $ 5.20 N 125mm thick concrete Road reinstatement charges - commercial crossovers / footpaths N Per (m2) $ 234.50 $ 228.00 $ 6.50 N 200mm thick concrete Road reinstatement charges - dressed bluestone kerb and channel N Per lineal $ 256.00 $ 248.50 $ 7.50 N (replacement with existing sawn bluestone) metre Road reinstatement charges - dressed bluestone kerb and channel N Per lineal $ 551.00 $ 535.00 $ 16.00 N (replacement with new sawn bluestone) metre Road reinstatement charges - footpaths pavers / pitchers N Per (m2) $ 201.00 $ 195.00 $ 6.00 N (0 - 2m2) Road reinstatement charges - footpaths pavers / pitchers N Per (m2) $ 201.00 $ 195.00 $ 6.00 N (2.01 - 5m2) Road reinstatement charges - footpaths pavers / pitchers N Per (m2) $ 201.00 $ 195.00 $ 6.00 N (5.01 - 20m2) Road reinstatement charges - footpaths pavers / pitchers N Per (m2) $ 185.00 $ 180.00 $ 5.00 N (20.01 - 50m2) Road reinstatement charges - footpaths pavers / pitchers N Per (m2) $ 185.00 $ 180.00 $ 5.00 N (>50m2) Road reinstatement charges - footpaths 75mm concrete N Per (m2) $ 170.00 $ 165.00 $ 5.00 N (0 - 2m2) Road reinstatement charges - footpaths 75mm concrete N Per (m2) $ 170.00 $ 165.00 $ 5.00 N (2.01 - 5m2) Road reinstatement charges - footpaths 75mm concrete N Per (m2) $ 139.00 $ 135.00 $ 4.00 N (5.01 - 20m2) Road reinstatement charges - footpaths 75mm concrete N Per (m2) $ 116.00 $ 113.00 $ 3.00 N (20.01 - 50m2) Road reinstatement charges - footpaths 75mm concrete N Per (m2) $ 113.00 $ 110.00 $ 3.00 N (>50m2) Road reinstatement charges - footpaths (asphalt) N Per (m2) $ 180.20 $ 175.00 $ 5.20 N (0 - 2m2) Road reinstatement charges - footpaths (asphalt) N Per (m2) $ 172.00 $ 167.00 $ 5.00 N (2.01 - 5m2) Road reinstatement charges - footpaths (asphalt) N Per (m2) $ 139.00 $ 135.00 $ 4.00 N (5.01 - 20m2) Road reinstatement charges - footpaths (asphalt) N Per (m2) $ 132.80 $ 129.00 $ 3.80 N (20.01 - 50m2) Road reinstatement charges - footpaths (asphalt) N Per (m2) $ 127.70 $ 124.00 $ 3.70 N (>50m2) Road reinstatement charges - roads (asphalt on crushed rock base, NPer (m2) $ 201.00 $ 195.00 $ 6.00 N asphalt over macadam, asphalt over pitchers) - 75mm to 125mm (0 - 2m2) thick Road reinstatement charges - roads (asphalt on crushed rock base, N Per (m2) $ 175.00 $ 170.00 $ 5.00 N asphalt over macadam, asphalt over pitchers) - 75mm to 125mm (2.01 - 5m2) thick Road reinstatement charges - roads (asphalt on crushed rock base, N Per (m2) $ 172.00 $ 167.00 $ 5.00 N asphalt over macadam, asphalt over pitchers) - 75mm to 125mm (>5m2) thick Road reinstatement charges - roads (asphalt on crushed rock base, NPer (m2) $ 285.00 $ 277.00 $ 8.00 N asphalt over macadam, asphalt over pitchers) - over 125mm thick (0 - 2m2)
Road reinstatement charges - roads (asphalt on crushed rock base, N Per (m2) $ 240.00 $ 233.00 $ 7.00 N asphalt over macadam, asphalt over pitchers) - over 125mm thick (2.01 - 5m2)
Road reinstatement charges - roads (asphalt on crushed rock base, NPer (m2) $ 201.00 $ 195.00 $ 6.00 N asphalt over macadam, asphalt over pitchers) - over 125mm thick (>5m2)
Re-locate street furniture - bike hoop N Per item $ 669.50 $ 650.00 $ 19.50 Y
Re-locate street furniture - seat N Per item $ 1,143.00 $ 1,110.00 $ 33.00 Y
Re-locate street furniture - bollard N Per item $ 721.00 $ 700.00 $ 21.00 Y
Re-locate street furniture - bin surround N Per item $ 1,050.00 $ 1,020.00 $ 30.00 Y
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Request to install new sign blades for private sporting clubs, schools N Per item $ 130.80 $ 127.00 $ 3.80 Y and or Churches on either Council owned assets or power pole eg. "Balwyn Scout Group". Cost recovery only.
Minimum charge for each residential property N Per property $ 195.00 $ 190.00 $ 5.00 N (except for vacant land and those Residential Properties required to service own refuse disposal as a condition of a Town Planning permit where a Waste Environment Levy will apply as a contribution to waste and rubbish collection from public places) Waste environment levy as per exception stated above N Per property $ 89.60 $ 87.00 $N2.60
Waste collection from Camberwell traders N Per quarter $ 1,210.00 $ 1,175.00 $ 35.00 Y (Food premises) Waste collection from Camberwell traders N Per quarter $ 777.00 $ 755.00 $ 22.00 Y (Retail premises) Waste collection from Camberwell traders N Per quarter $ 473.00 $ 460.00 $ 13.00 Y (Office) Waste collection from Greythorn Shopping Centre traders (Large N Per quarter $ 1,030.00 $ 1,000.00 $ 30.00 Y Restaurant >100 seats) Waste collection from Greythorn Shopping Centre traders N Per quarter $ 515.00 $ 500.00 $ 15.00 Y 5HVWDXUDQW&DIp)RRGVHDWV Waste collection from Greythorn Shopping Centre traders (Office N Per quarter $ 215.00 $ 209.00 $ 6.00 Y 240 litre bin) Waste collection from Greythorn Shopping Centre traders (Office N Per quarter $ 88.50 $ 86.00 $ 2.50 Y 120 litre bin) Waste collection from Greythorn Shopping Centre traders (Office 80 N Per quarter $ 49.50 $ 48.00 $ 1.50 Y litre bin) Waste collection - property garbage charge: N Per bin $ 192.00 $ 190.00 $ 2.00 N 80 litre bin Waste collection - property garbage charge: N Per bin $ 349.00 $ 343.00 $ 6.00 N 120 litre bin Waste collection - property garbage charge: N Per bin $ 850.00 $ 836.00 $ 14.00 N 240 litre bin Only for residential properties with 4 people; and Commercial properties Waste collection - property garbage charge: N Per bin $ 698.00 $ 686.00 $ 12.00 N 240 litre bin (concessional fee for residential properties with 5 or more people in the household OR a specific medical condition) 1
1 Tenants leasing Council owned facilities under the conditions of Council's Community Facility Leasing Policy will have waste charges levied as listed in the Fees and Charges schedule - Waste charges for Council tenanted properties. Note additional recycling and green waste bins are available on request to these properties. Freeway Golf Course Freeway golf course - N Daylight $ 19.00 $ 18.50 $ 0.50 Y (unlimited golf weekday after 1.00pm.) savings rate/per round Mad Monday special N Rate per round $ 19.00 $ 18.50 $ 0.50 Y (unlimited golf all day) Late birdie special N Rate per round $ 12.50 $ 12.00 $ 0.50 Y (unlimited golf after 4.00pm in daylight savings time) Freeway golf course - second nine holes N Second nine $ 11.00 $ 10.50 $ 0.50 Y (after havingplayed first nine holes) holes Freeway golf course N 18 holes $ 20.50 $ 20.00 $ 0.50 Y Concessions (pensioners, youth and students under 23) 18 holes Freeway golf course N Nine holes $ 17.50 $ 17.00 $ 0.50 Y Concessions (pensioners, youth and students under 23) - nine holes Freeway golf course N 18 holes $ 20.50 $ 20.00 $ 0.50 Y Weekend / public holidays - 18 holes - youth and students under 23 Freeway golf course N Nine holes $ 17.50 $ 17.00 $ 0.50 Y Weekend / public holidays - nine holes - youth and students under 23 Freeway golf course N 18 holes $ 31.00 $ 30.00 $ 1.00 Y Pre-payment concessions weekend / public holidays - 18 holes Freeway golf course N 18 holes $ 27.50 $ 27.00 $ 0.50 Y Seniors concessions weekdays - 18 holes Freeway golf course N Nine holes $ 19.00 $ 18.50 $ 0.50 Y Seniors concessions weekdays - nine holes Freeway golf course N 18 holes $ 30.50 $ 29.50 $ 1.00 Y Weekdays - 18 holes
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Freeway golf course N Nine holes $ 20.00 $ 19.50 $ 0.50 Y Weekdays - nine holes Freeway golf course N 18 holes $ 32.00 $ 31.00 $ 1.00 Y Weekend / public holidays - 18 holes Freeway golf course N Nine holes $ 21.50 $ 21.00 $ 0.50 Y Weekend / public holidays - nine holes Parks - booking charges for weddings, Christmas parties, filming N Per hour $ 137.00 $ 133.00 $ 4.00 Y and functions - Formal Gardens Parks - booking charges for weddings, Christmas parties, filming N Per four hour $ 137.00 $ 133.00 $ 4.00 Y and functions - Parks and Reserves block Parks - Access to private property via Council managed land N Per day $ 61.00 $ 59.00 $ 2.00 Y Parks - permit to erect a marquee in a park N Per request $ 664.00 $ 645.00 $ 19.00 N (large 100 square metres + or multiple structures) Parks - permit to erect a marquee in a park N Per request $ 458.00 $ 445.00 $ 13.00 N (medium 51 - 100 square metres) Parks - permit to erect a marquee in a park N Per request $ 267.00 $ 260.00 $ 7.00 N (small 50 square metres) Permit to conduct a private fireworks display in a park N Per request $ 675.00 $ 655.00 $ 20.00 N Memorial seats N Per Seat $ 2,000.00 Cost $ 2,000.00 Y recovery Memorial plaques N Per Plaque Cost Cost $ - Y recovery recovery Tree removal - small tree N Per Tree Cost Cost $ - Y Less than 5 metres recovery recovery Tree removal - medium tree N Per Tree Cost Cost $ - Y Greater than 5 metres less than 10 metres recovery recovery Tree removal - large tree N Per Tree Cost Cost $ - Y Greater than 10 metres recovery recovery Tree replacement N Per Tree Cost Cost $ - Y recovery recovery Tree relocation N Per Tree Cost Cost $ - Y recovery recovery Administration fee - for processing of refunds and Bonds involved in N Per Booking $ 51.50 $ 50.00 $ 1.50 Y booking cancellations Priority processing fee - provision for a dedicated resource to N Per Booking $ 77.00 $ 75.00 $ 2.00 Y process a booking, event or access application that has been submitted with less than one week's lead time Sportsgrounds Sportsgrounds casual use N Per hour $ 60.00 $ 230.00 -$ 170.00 Y (booking charges for functions, casual sports games, schools outside Boroondara municipality) Please note: The 2016-17 fee was "Per four hours or pro rata appropriate to booking request". This is now represented by an hourly rate. Sportsgrounds casual use - Junior rate (Under 18) N Per hour $ 30.00 $ 115.00 -$ 85.00 Y (booking charges for functions, casual sports games) Please note: The 2016-17 fee was "Per four hours or pro rata appropriate to booking request". This is now represented by an hourly rate. Sportsgrounds casual use N Per hour No charge $ - $ - Y Monday to Friday: Within 8:30am to 3:30pm Schools within Boroondara municipality - (inside school hours) Sportsgrounds casual use N Per hour $ 30.00 $ - $ 30.00 Y Monday to Friday: Before 8:30am and after 3:30pm Schools within Boroondara municipality - (outside school hours)
Halls and pavilions N Per hour $ 60.00 $ 230.00 -$ 170.00 Y (booking charges for casual hire of halls, pavilions and changerooms) Please note: The 2016-17 fee was "Per four hours or pro rata appropriate to booking request". This is now represented by an hourly rate. Halls and pavilions - booking charges for seasonal hall tenants N Per booking $ 37.00 $ 36.00 $Y1.00
Sportsgrounds seasonal tenancy fees N Per unit as $ 11.00 $ 10.75 $Y0.25 (formula based on quality and usage of the facility) allocated to facilities or pro rata appropriate to the booking request Additional turf wicket ground preparation and hire N Per booking $ 917.00 $ 890.00 $Y27.00
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ Additional turf practice wicket N Additional turf Cost Cost $ - Y practice wicket recovery recovery (above the two provided as part of club tenancy) per training session
Curator - over time Saturdays N Per 3 hours Cost Cost $ - Y recovery recovery Curator - over time Sundays N Per 3 hours Cost Cost $Y- recovery recovery Environment and Infrastructure - Traffic and Transport Road/ footpath occupation N Per day $ 267.00 $ 260.00 $N7.00
Use of Crane / Travel Tower on Council controlled land N Per permit per $ 138.50 $ 134.50 $ 4.00 N day Parking bay occupation N Per bay $ 50.00 $ 49.00 $ 1.00 N per day Residential street parties N Per $ 129.50 $ 126.00 $ 3.50 N application Work zone signage N Per sign $ 221.00 $ 215.00 $ 6.00 Y
Environment and Infrastructure - Asset Management Asset protection - standard application fee N Per $ 330.00 $ 320.00 $ 10.00 N application Asset protection - application fee for large developments, >$10M or N Per application $ 515.00 $ 500.00 $ 15.00 N >10 unit developments Drainage contribution / levy from private developers (estimated NPer $9.80/sqm $9.60/sqm $ 0.20 N value) application + 10% + 10% administration administration fee fee Works within a road reserve permit Y Per $ 147.66 $ 147.66 $ - N application (based on 11.5 units) Construction of stormwater drainage supervision fee N Per $370 or 2.5% $360 or 2.5% $ 10.00 N application of total cost of of total cost of drainage drainage works works Compliance - stormwater inspection N Per $ 132.00 $ 128.00 $ 4.00 N application Legal points of discharge Y Per $ 64.10 $ 64.10 $ - N application Building over easement - application fee N Per $ 355.00 $ 345.00 $ 10.00 N application Compliance - vehicle crossing permit fee N Per $ 205.00 $ 200.00 $ 5.00 N application On site detention system assessment fee N Per $ 128.00 $ 124.00 $ 4.00 N application Flood level assessment fee N Per application $ 230.00 $ - $ 230.00 N
Environment and Infrastructure - Commercial and Property Services Maintenance or rectification of damage to Council assets occurring N Full Cost Cost Cost $ - Y as a result of casual or fixed term hire, tenancy agreement or other Recovery recovery recovery type of use or occupancy Sale of tender documents N Per tender $ 77.50 $ 75.50 $Y2.00 Minimum charge $73 including GST for hard copy tender document documents. For larger more detailed documents with more complex drawings a fee of $100 may apply. Land information certificate Y Per certificate $ 25.90 $ 25.38 $N0.52 issued Right of way discontinuance and sales N Per right As per Council's Market $ - Y of way Discontinuance value + Policy GST
Dishonoured cheque fee N Per $ 53.30 $ 51.75 $ 1.55 N dishonoured cheque Credit card payment surcharge N Per transaction Full cost Full cost $ - Y/N recovery recovery
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City of Boroondara Fees and charges 2017-18 GST GST inclusive inclusive Fee GST Statutory UNIT 2017-18 2016-17 increase applied Type of fees and charges Fee * fee fee $ at 10% $ $ CEO's Office - Governance Fines for failure to vote in Council elections Y Per $ 78.00 $ 78.00 $ - N Applicable during Council election year infringement Freedom of information and inspection of prescribed documents under section 222 of the Local Government Act. Freedom of information application fee Y Per $ 28.40 $ 27.90 $ 0.50 N application Freedom of information charge for search time Y Per hour or $ 21.30 $ 20.91 $ 0.39 N part thereof Freedom of information charge for supervised inspection Y Per hour (to be $ 20.91 $ 20.91 $ - N calculated per quarter hour or part of a quarter hour) Photocopy - A4 black and white Y Per copy $ 0.20 $ 0.20 $ - N
Photocopy - A3 black and white N Per copy $ 2.65 $ 2.60 $ 0.05 N
Photocopy - A2 black and white N Per copy $ 4.05 $ 4.00 $ 0.05 N
Photocopy - A1 black and white N Per copy $ 5.70 $ 5.60 $ 0.10 N
Photocopy - A0 black and white N Per copy $ 6.60 $ 6.50 $ 0.10 N
Parkview room hire Parkview Room - Standard Rate Mon-Thu N Per hour $ 154.00 $ 149.50 $ 4.50 Y Min 3 Hours Parkview Room - Standard Rate Fri-Sun N Per hour $ 279.00 $ 271.00 $ 8.00 Y Min 3 Hours Parkview Room - Subsidised Rate Mon-Thu N Per hour $ 77.00 $ 74.75 $ 2.25 Y Min 3 Hours Parkview Room - Subsidised Rate Fri-Sun N Per hour $ 139.50 $ 135.50 $ 4.00 Y Min 3 Hours Standard rate* * Staffing costs will be met by hirer - Minimum of four hours. Supervising Technician N Per hour $ 60.00 $ 50.90 $ 9.10 Y
Front of House/ Duty Manager N Per hour $ 55.00 $ 50.90 $ 4.10 Y
Usher/ Facilities Officer N Per hour $ 50.00 $ 45.40 $ 4.60 Y
Technician N Per hour $ 55.00 $ 45.40 $ 9.60 Y
Public Holiday surcharge for staffing costs N Per hour 50% of staff 50% of staff cost $ - Y cost rate rate Staff charge out costs - Subsidised rate* * Council will provide a 50% subsidy of staffing costs for bonafide community groups. Minimum of four hours. Supervising Technician N Per hour $ 30.00 $ 25.45 $ 4.55 Y
Front of House/ Duty Manager N Per hour $ 27.50 $ 25.45 $ 2.05 Y
Usher/ Facilities Officer N Per hour $ 25.00 $ 22.70 $ 2.30 Y
Technician N Per hour $ 27.50 $ 22.70 $ 4.80 Y
Catering Charges Tea / Coffee Package 1 N Per person $ 2.10 $ 2.05 $ 0.05 Y (Tea and instant coffee, disposable cups) Tea / Coffee Package 2 N Per person $ 4.70 $ 4.60 $ 0.10 Y (Tea and instant coffee, china cups) Tea / Coffee Package 3 N Per person $ 6.20 $ 6.10 $ 0.10 Y (Tea and brewed coffee, china cups)
* Statutory fees will be amended in line with any increases determined by State Government over the course of the 2016-17 and 2017-18 year.
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City of Boroondara Fees and Charges 2017-18
Community group Free bin/s supplied Additional bin charges
Aged Care 1 general 240 litre waste bin Boat Shed 2 general 240 litre waste bin Child Care Centre 3 general 240 litre waste bins Community Centre 2 general 240 litre waste bins Disability Service 1 general 240 litre waste bin Family Centre 2 general 240 litre waste bins Hockey Clubs 2 general 240 litre waste bin Charge for subsequent general waste Kindergartens 2 general 240 litre waste bins bins. Bowling Clubs 2 general 240 litre waste bins 240 litre $850 School Nil 120 litre $349 Scouts and Guides 1 general 240 litre waste bin 80 litre $192 Senior Citizens Centre 2 general 240 litre waste bins Sportsgrounds Nil Tennis Club 2 general 240 litre waste bins Toy Library 1 general 240 litre waste bin Weight Lifting Centre Nil Youth Club Nil
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City of Boroondara Budget 2016-17
Appendix B Budget processes
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Appendix B - Budget processes This section lists the budget processes to be undertaken in order to adopt the Budget in accordance with the Local Government Act 1989 (the Act) and Local Government (Planning and Reporting) Regulations 2014 (the Regulations).
Under the Act, Council is required to prepare and adopt an Annual Budget for each financial year. The Budget is required to include certain information about the rates and charges that Council intends to levy as well as a range of other information required by the Regulations which support the Act.
The 2017-18 Budget, which is included in this report, is for the year 1 July 2017 to 30 June 2018 and is prepared in accordance with the Act and Regulations. The Budget includes financial statements being a Comprehensive Income Statement, Balance Sheet, Statement of Cash Flows, Statement of Changes in Equity and Statement of Capital Works. These statements have been prepared for the year ended 30 June 2018 in accordance with the Act and Regulations, and consistent with the annual financial statements which are prepared in accordance with Accounting Standards. The Budget also includes detailed information about the rates and charges to be levied, the Capital Works Program, the human resources and other financial information Council requires in order to make an informed decision about the adoption of the Budget.
The services and projects funded within the Budget are the result of strategies and plans adopted by Council throughout the year and in previous years. In addition the Council Plan directs the emphasis of expenditure within the Budget. All of these strategies and plans have been the subject of extensive community consultation to inform their development.
Hence the Budget and Long Term Financial Strategy are a result of the consultation and engagement with our community prior to the development of the Budget. The purpose of the Budget public notice is to inform our community which of the previously adopted strategies and plans are to be funded in the coming year and to seek feedback on those decisions.
In advance of preparing the Budget, officers firstly review and update Council's long term financial projections. The preparation of the Budget, within this longer term context, begins with officers preparing the operating and capital components of the annual Budget from December through to March. A draft consolidated Budget is then prepared and various iterations are considered by Council at informal briefings. A ‘proposed’ budget is prepared in accordance with the Act and submitted to Council in April for approval 'in principle'. Council is then required to give 'public notice' that it intends to 'adopt' the Budget. It must give 28 days notice of its intention to adopt the proposed Budget and make the Budget available for inspection at its offices and on its website. A person has a right to make a submission on any proposal contained in the Budget and any submission must be considered before adoption of the Budget by Council.
With the introduction of the State Governments Rate Capping legislation in 2015 Councils are now unable to determine the level of rate increase and must not exceed the rate increase determined by the Minister for Local Government which is announced in December for application in the following financial year.
If a Council wishes to seek a rate increase above the maximum allowable it must submit a rate variation submission to the Essential Services Commission (ESC). The ESC will determine whether the rate increase variation submission has been successful by 31 May. In many cases this will require Councils to undertake ‘public notice’ on two separate proposed budgets simultaneously, i.e. the Ministers maximum rate increase and the Council’s required rate increase.
The final step is for Council to adopt the Budget after receiving and considering any submissions from interested parties. The Budget is required to be adopted by 30 June and a copy submitted to the Minister within 28 days after adoption.
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The key dates for the Budget process are summarised below:
Budget process Timing
1. Minister of Local Government announces maximum rate increase December
2. Officers prepare operating and capital budgets December - March
3. Council to advise ESC if it intends to make a rate variation January - February submission
4. Councillors consider draft budgets at informal briefings February - March
5. Proposed Budget submitted to Council for approval 26 April
6. Public notice advising the intention to adopt Budget 27 April
7. Budget available for public inspection and submissions 27 April 25 May
8. Submissions period closes (28 days) 25 May
9. Submissions considered by Council/Committee 13 June
10. Budget and submissions presented to Council for adoption 26 June
11. Copy of adopted Budget submitted to the Minister July
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City of Boroondara Budget 2017-18
Appendix C Priority Projects Program (including proposed forward commitments to 2017-18)
______City of Boroondara Adoption of Council Plan Page 238 of 301 Council______Meeting Agenda 26/06/17 Priority Projects
Foreshadowed Foreshadowed Foreshadowed expenditure expenditure * expenditure * Total 3 year Project expenditure 2017-18 2018-19 2019-20 Administration
Boroondara Community Plan 2017-27 and revised Council Plan 2017-21 $50,000 $0 $0 $50,000
Pop up council $25,000 $25,000 $0 $50,000
Total Administration $75,000 $25,000 $0 $100,000 Computers and telecommunications
Application and Database Analyst $276,986 $0 $0 $276,986
Box Office and ticketing system replacement $25,000 $0 $0 $25,000
CRM Program - Phase 2 $800,000 $0 $0 $800,000
Digital assisted support - training for assisted support for online services for customers and staff $112,000 $162,000 $0 $274,000
Digital Strategy for City of Boroondara $120,000 $0 $0 $120,000
Digital support function for City of Boroondara $1,021,938 $2,011,494 $1,766,159 $4,799,591
Digital Transformation $5,599,000 $993,819 $0 $6,592,819
eModule for Committee Member training (Kindergarten) $30,000 $0 $0 $30,000
Implementation additional smart forms (K2 System) $50,000 $0 $0 $50,000
Implementation of the Information Management Strategy $723,203 $557,696 $573,867 $1,854,766
IT Business Analyst - Libraries $120,000 $120,000 $120,000 $360,000
Program Director - Boroondara Customer First Program (BC1) $408,000 $200,000 $0 $608,000
* Subject to Council review and funding Note: Italic lines are revenue offset
Appendix C - Priority Projects 15 ______City of Boroondara Adoption of Council Plan Page 239 of 301 Council______Meeting Agenda 26/06/17 Priority Projects
Foreshadowed Foreshadowed Foreshadowed expenditure expenditure * expenditure * Total 3 year Project expenditure 2017-18 2018-19 2019-20
Property and Rating business requirements specification development $100,000 $0 $0 $100,000
Property and Rating System Enhancements to support BC1 Program. $200,000 $0 $0 $200,000
Town Hall Gallery collection database $15,000 $0 $0 $15,000
Total Computers and telecommunications $9,601,127 $4,045,009 $2,460,026 $16,106,162 Environment
Sustainable Living Festival 2018 $0 $36,400 $0 $36,400
Sustainable schools - Young Leaders Summit $12,000 $0 $12,700 $24,700
Urban Biodiversity Strategy implementation - priority actions $50,000 $50,000 $51,500 $151,500
Total Environment $62,000 $86,400 $64,200 $212,600 Programs and services
Biodiversity Strategy (Vegetation) implementation and Agency Revegetation Grants $201,000 $199,968 $206,000 $606,968 Grant for Biodiversity Strategy (Vegetation) implementation and Agency Revegetation -$30,000 -$30,000 -$30,000 -$90,000
Boroondara Arts Brand development $30,000 $0 $0 $30,000
Canopy tree cover study $21,000 $0 $0 $21,000
Change Management Leader position $175,100 $199,671 $0 $374,771
Customer centricity support project $129,162 $133,037 $137,028 $399,227
Delivery of year 2 actions from the Sport and Recreation Strategy $40,000 $0 $0 $40,000
Depot master plan for Riversdale and Kew Depots $0 $30,000 $0 $30,000
* Subject to Council review and funding Note: Italic lines are revenue offset
Appendix C - Priority Projects 15 ______City of Boroondara Adoption of Council Plan Page 240 of 301 Council______Meeting Agenda 26/06/17 Priority Projects
Foreshadowed Foreshadowed Foreshadowed expenditure expenditure * expenditure * Total 3 year Project expenditure 2017-18 2018-19 2019-20
Economic Development and Tourism Strategy 2016-21 - implementation $105,000 $40,000 $50,000 $195,000
Green waste and food organics feasibility study $100,000 $0 $0 $100,000
Health and Wellbeing - Active Ageing $148,000 $123,000 $0 $271,000
i.d Profile census update $22,500 $0 $0 $22,500
Integrated Transport Strategy implementation $51,250 $52,500 $54,000 $157,750
Leadership and Change Management Program $125,000 $125,000 $0 $250,000
Multipurpose facility demand analysis $55,556 $68,667 $0 $124,223
Resilient Melbourne Strategy contribution $15,000 $15,000 $15,000 $45,000
Resource to assist with policy, procedure and template review and update process $42,212 $0 $0 $42,212
Service Design Project $0 $72,887 $179,247 $252,134
Tree data collection for parks and Council managed land $70,000 $0 $0 $70,000
Year 4 actions of the Creating an Age-friendly Boroondara Strategy $100,000 $105,000 $0 $205,000
Total Programs and services $1,400,780 $1,134,730 $611,275 $3,146,785 Recreation, leisure and community facilities
Fritsch Holzer/Swinburne Senior Secondary College highball feasibility study $60,000 $0 $0 $60,000 Contribution for Fritsch Holzer/Swinburne Senior Secondary College highball feasibility study -$45,000 $0 $0 -$45,000
Sport and Recreation - Policy and Plan development $140,000 $60,000 $0 $200,000
* Subject to Council review and funding Note: Italic lines are revenue offset
Appendix C - Priority Projects 15 ______City of Boroondara Adoption of Council Plan Page 241 of 301 Council______Meeting Agenda 26/06/17 Priority Projects
Foreshadowed Foreshadowed Foreshadowed expenditure expenditure * expenditure * Total 3 year Project expenditure 2017-18 2018-19 2019-20
Summer Outdoor Series assessment $20,000 $0 $0 $20,000
Total Recreation, leisure and community facilities $175,000 $60,000 $0 $235,000 Shopping centre development
Christmas in Boroondara Program $103,000 $106,000 $109,000 $318,000
Neighbourhood Shopping Centre Place Making Model Pilot $30,000 $70,000 $0 $100,000
Total Shopping centre development $133,000 $176,000 $109,000 $418,000 Strategic planning
Balwyn heritage study - Peer review $50,000 $0 $0 $50,000
Municipal wide heritage assessment $256,250 $262,500 $275,000 $793,750
Total Strategic planning $306,250 $262,500 $275,000 $843,750 Forward commitments from 201-1 (net)
Balwyn and Balwyn North Heritage Study $40,119 $0 $0 $40,119
Digital assisted support - training for online services $100,000 $0 $0 $100,000
Digital Transformation $1,536,697 $0 $0 $1,536,697
Leadership and Change Management Program $100,000 $0 $0 $100,000
Security Occupational Violence Action Plan $30,000 $0 $0 $30,000
Total Forward commitments from 201-1 (net) $1,806,816 $0 $0 $1,776,816
* Subject to Council review and funding Note: Italic lines are revenue offset
Appendix C - Priority Projects 15 ______City of Boroondara Adoption of Council Plan Page 242 of 301 Council______Meeting Agenda 26/06/17 Priority Projects
Foreshadowed Foreshadowed Foreshadowed expenditure expenditure * expenditure * Total 3 year Project expenditure 2017-18 2018-19 2019-20
Total Priority Projects gross expenditure $13,634,973$5,819,639 $3,549,501 $23,004,113
Total unallocated expenditure $0$292,000 $2,672,000 $2,964,000
Total Priority Projects Program $13,634,973$6,111,639 $6,221,501 $25,968,113
Total Priority Projects grants, contributions and other $75,000$30,000 $30,000 $135,000
Total Priority Projects net expenditure $13,559,973$6,081,639 $6,191,501 $25,833,113
* Subject to Council review and funding Note: Italic lines are revenue offset
Appendix C - Priority Projects ______City of Boroondara Adoption of Council Plan Page 243 of 301 ______Council Meeting Agenda 26/06/17
City of Boroondara Budget 2017-18
Appendix D Capital Works Program
This appendix presents a listing of capital works projects that will be undertaken for the 2017-18 year.
The capital works projects are grouped by class and include the following:
x Capital Works Program (including proposed forward commitments to 2017-18) x Major Projects foreshadowed 2017-22
______City of Boroondara Adoption of Council Plan Page 244 of 301 Council______Meeting Agenda 26/06/17
Capital Works - Renewal Proposed Proposed Proposed Proposed Proposed Proposed Total Project expenditure expenditure expenditure expenditure expenditure 5 year 2017-18* 2018-19* 2019-20* 2020-21* 2021-22* expenditure PROPERTY
Buildings Major Projects Library Redevelopment Balwyn $2,817,123 $0 $0 $0 $0 $2,817,123 North East Precinct (Renewal) $1,519,089 $0 $0 $0 $0 $1,519,089 Balwyn Community Centre $300,001 $4,586,157 $0 $0 $0 $4,886,158 Kew Recreation Centre - Aquatics $385,000 $5,791,800 $1,750,001 $0 $0 $7,926,801 Library Redevelopment Kew $50,000 $499,999 $5,389,993 $0 $0 $5,939,992 Major Projects - total $5,071,213 $10,877,956 $7,139,994 $0 $0 $23,089,163
Buildings - refurbishment Ashburton Support Centre (Senior Citizens) $75,000 $1,060,000 $875,000 $0 $0 $2,010,000 Hawthorn Citizens Youth Club $196,737 $0 $0 $0 $0 $196,737
Former Balwyn Park Bowls Club pavilion (proposed Balwyn Tennis and Community Facility) $3,467,097 $0 $0 $0 $0 $3,467,097 Kew Senior Citizens Centre $200,000 $0 $0 $0 $0 $200,000 Merrell Kindergarten $650,000 $0 $0 $0 $0 $650,000 Cara Armstrong Kindergarten $200,000 $0 $0 $0 $0 $200,000 West Hawthorn Early Childhood Centre $600,000 $0 $0 $0 $0 $600,000 Boroondara Tennis Centre Stage 2 $480,000 $0 $0 $0 $0 $480,000 Former Bowen Street MCHC $35,000 $400,000 $0 $0 $0 $435,000 Yongala Preschool main building $350,000 $0 $0 $0 $0 $350,000 Weightlifting centre Glenferrie Oval $0 $90,000 $800,000 $0 $0 $890,000 Former Kew Occasional Care Centre $35,000 $325,000 $0 $0 $0 $360,000 Balwyn East Kindergarten $45,000 $500,000 $0 $0 $0 $545,000 Canterbury and District Preschool $40,000 $410,000 $0 $0 $0 $450,000 Canterbury Gardens Community Support Services building $0 $85,000 $850,000 $0 $0 $935,000 North Kew MCHC and Kindergarten $50,000 $500,000 $0 $0 $0 $550,000 Camberwell Building 2 - reception improvements $30,000 $300,000 $0 $0 $0 $330,000 Hawthorn Arts Centre $625,000 $60,000 $0 $0 $0 $685,000 Ashburton Pool and Recreation Centre (reline sauna and replace heater panel) $95,000 $0 $0 $0 $0 $95,000 Boroondara Sports Complex - upgrade diving tower $150,000 $0 $0 $0 $0 $150,000
*Subject to Council review and Funding Appendix D - Capital Works 15 ______City of Boroondara Adoption of Council Plan Page 245 of 301 Council______Meeting Agenda 26/06/17
Capital Works - Renewal Proposed Proposed Proposed Proposed Proposed Proposed Total Project expenditure expenditure expenditure expenditure expenditure 5 year 2017-18* 2018-19* 2019-20* 2020-21* 2021-22* expenditure Camberwell Offices Parkview Room - (remove existing timber floor joists and install new sub floor and ply on top) $85,000 $0 $0 $0 $0 $85,000 Davis Street Kindergarten - Install split systems $35,000 $0 $0 $0 $0 $35,000 Riversdale Depot - Transfer Station renewal of plant $125,000 $0 $0 $0 $0 $125,000 Camberwell Market Bin Compounds - (replace steel perforated sheeting on compounds) $80,000 $0 $0 $0 $0 $80,000 Kew Croquet Club - relining of sewer $33,000 $0 $0 $0 $0 $33,000 Riversdale Depot - office fitout $80,000 $0 $0 $0 $0 $80,000 Kew Recreation Centre - (Cathodic protection and treatment of steel cancer in plant room and repair walls) $0 $65,000 $0 $0 $0 $65,000 Alamein Community Centre $0 $120,000 $750,000 $0 $0 $870,000 West Hawthorn Preschool - Brook Street $0 $50,000 $500,000 $0 $0 $550,000 St James Park Bowls - residence - demolition $0 $80,000 $0 $0 $0 $80,000 Estrella Preschool $0 $25,000 $300,000 $0 $0 $325,000 Summerhill Park Kindergarten $0 $30,000 $300,000 $0 $0 $330,000 Through Road Childcare Centre $0 $50,000 $450,000 $0 $0 $500,000 Glen Iris MCHC - Trent Street $0 $35,000 $350,000 $0 $0 $385,000 North Balwyn Senior Citizens Centre - Marwal Avenue $0 $50,000 $450,000 $0 $0 $500,000 605-609 Glenferrie Road Community Facility $0 $500,000 $0 $0 $0 $500,000 Camberwell Building 2 lift replacement $0 $190,000 $0 $0 $0 $190,000 J J McMahon Kindergarten $0 $0 $40,000 $440,000 $0 $480,000 Auburn South Preschool (Anderson Park) $0 $0 $65,000 $750,000 $0 $815,000 Rowen Street Kindergarten $0 $0 $40,000 $400,000 $0 $440,000 Freeway Golf Club - residence $0 $0 $150,000 $0 $0 $150,000 Yarra Bank Reserve - gardener's shed $0 $0 $40,000 $0 $0 $40,000 Anderson Road Family Centre $0 $0 $50,000 $550,000 $0 $600,000 Ashburton Camcare Centre main building (Y Street) $0 $0 $0 $380,000 $0 $380,000 Fordham Avenue Kindergarten $0 $0 $0 $50,000 $450,000 $500,000 Maranoa Gardens Groundskeeper building $0 $0 $0 $250,000 $0 $250,000 Kew Traffic School Office building $0 $0 $0 $250,000 $0 $250,000 Future building expenditure $0 $2,188,000 $281,000 $8,168,000 $11,369,000 $22,006,000 Future building renewal design $120,000 $120,000 $120,000 $120,000 $0 $480,000 Unscheduled minor building works $650,340 $650,000 $650,000 $650,000 $900,000 $3,500,340 Unscheduled minor renewal works $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,000
*Subject to Council review and Funding Appendix D - Capital Works 1 ______City of Boroondara Adoption of Council Plan Page 246 of 301 Council______Meeting Agenda 26/06/17
Capital Works - Renewal Proposed Proposed Proposed Proposed Proposed Proposed Total Project expenditure expenditure expenditure expenditure expenditure 5 year 2017-18* 2018-19* 2019-20* 2020-21* 2021-22* expenditure Buildings - refurbishment total $8,782,174 $8,133,000 $7,311,000 $12,258,000 $12,969,000 $49,453,174
Pavilions Camberwell Hockey pavilion $2,467,000 $0 $0 $0 $0 $2,467,000 Patterson Reserve pavilion - Robinson Road $1,000,000 $0 $0 $0 $0 $1,000,000 Nettleton Park pavilion $313,000 $0 $0 $0 $0 $313,000 Markham Reserve pavilion $1,300,000 $0 $0 $0 $0 $1,300,000 Glenferrie Oval Tuck Stand $50,000 $500,000 $500,000 $0 $0 $1,050,000 Canterbury Tennis pavilion $30,000 $600,000 $0 $0 $0 $630,000 Camberwell Sports Ground - major pavilion $50,000 $600,000 $0 $0 $0 $650,000 Willsmere Park pavilion $0 $25,000 $500,000 $0 $0 $525,000 Burke Road South Reserve - (including public toilet and groundskeeper facilities) $0 $50,000 $1,200,000 $0 $0 $1,250,000 Glenferrie Oval Ferguson Stand $0 $440,000 $0 $0 $0 $440,000 Deepdene Park south pavilion $0 $30,000 $300,000 $0 $0 $330,000 Watson Park pavilion $0 $40,000 $350,000 $0 $0 $390,000 Macleay Park pavilion $0 $40,000 $450,000 $0 $0 $490,000 Greythorn Park pavilion $0 $45,000 $450,000 $0 $0 $495,000 Kew Croquet Club pavilion $0 $30,000 $270,000 $0 $0 $300,000 Deepdene Park Tennis pavilion $0 $25,000 $300,000 $0 $0 $325,000 Frog Hollow $0 $40,000 $400,000 $0 $0 $440,000 Pavilions total $5,210,000 $2,465,000 $4,720,000 $0 $0 $12,395,000
Public toilet Junction Skate Park toilet $0 $25,000 $0 $0 $0 $25,000 St James Park pavilion - Fowler pavilion public toilet $0 $200,000 $0 $0 $0 $200,000 Marquis Street automatic toilet $0 $0 $35,000 $0 $0 $35,000 Bryson Street car park automatic toilet $0 $0 $45,000 $0 $0 $45,000 Future public toilet works $0 $100,000 $250,000 $385,000 $0 $735,000 Public toilet total $0 $325,000 $330,000 $385,000 $0 $1,040,000
*Subject to Council review and Funding Appendix D - Capital Works 1 ______City of Boroondara Adoption of Council Plan Page 247 of 301 Council______Meeting Agenda 26/06/17
Capital Works - Renewal Proposed Proposed Proposed Proposed Proposed Proposed Total Project expenditure expenditure expenditure expenditure expenditure 5 year 2017-18* 2018-19* 2019-20* 2020-21* 2021-22* expenditure
Safety and statutory Roof access works $80,000 $80,000 $80,000 $80,000 $80,000 $400,000 Roof replacement $150,000 $150,000 $150,000 $150,000 $150,000 $750,000 Fire service replacement $55,000 $55,000 $55,000 $55,000 $55,000 $275,000 Small scale compliance projects (switchboards, glazing etc) $66,000 $66,000 $66,000 $66,000 $66,000 $330,000 Lock replacement program - electronic locks $135,000 $135,000 $135,000 $135,000 $135,000 $675,000 Compliance audit projects $120,000 $120,000 $120,000 $120,000 $120,000 $600,000 Summerhill Park Kindergarten - (replace chainmesh fence with hoop iron fencing) $70,000 $0 $0 $0 $0 $70,000 Renew Key System in Council Buildings (replace locks on all Council buildings due to patenancy expiry) $220,000 $0 $0 $0 $0 $220,000 Hamer Court Hostel - (electrical wiring for new switchboard connection) $40,000 $0 $0 $0 $0 $40,000 Safety and statutory total $936,000 $606,000 $606,000 $606,000 $606,000 $3,360,000
Buildings total $19,999,387 $22,406,956 $20,106,994 $13,249,000 $13,575,000 $89,337,337
PROPERTY total $19,999,387 $22,406,956 $20,106,994 $13,249,000 $13,575,000 $89,337,337
INFRASTRUCTURE
Bridges Bridges and culverts Minor bridge rehabilitation $58,000 $60,000 $62,000 $63,000 $64,575 $307,575 Bridges and culverts total $58,000 $60,000 $62,000 $63,000 $64,575 $307,575 Bridges total $58,000 $60,000 $62,000 $63,000 $64,575 $307,575
*Subject to Council review and Funding Appendix D - Capital Works 1 ______City of Boroondara Adoption of Council Plan Page 248 of 301 Council______Meeting Agenda 26/06/17
Capital Works - Renewal Proposed Proposed Proposed Proposed Proposed Proposed Total Project expenditure expenditure expenditure expenditure expenditure 5 year 2017-18* 2018-19* 2019-20* 2020-21* 2021-22* expenditure Drainage Brick drain Hislop and Gordon Reserves, Balwyn North $1,100,000 $0 $0 $0 $0 $1,100,000 84-124 Barkers Road, Hawthorn $430,000 $0 $0 $0 $0 $430,000 Toorak Road, Camberwell - Row 1152-1180 $220,000 $0 $0 $0 $0 $220,000 Chatham Road, Canterbury (Guilford - MW drain) $230,000 $0 $0 $0 $0 $230,000 Shepreth Street, Surrey Hills (to Ross St) $0 $300,000 $0 $0 $0 $300,000 Henry Street, Hawthorn - Central Gardens $0 $140,000 $0 $0 $0 $140,000 Future brick drain replacement $0 $1,160,000 $1,600,000 $1,600,000 $1,600,000 $5,960,000 Brick drain total $1,980,000 $1,600,000 $1,600,000 $1,600,000 $1,600,000 $8,380,000
Drainage replacement Medlow Reserve, Surrey Hills drainage works $200,000 $0 $0 $0 $0 $200,000 Parlington Street, Canterbury, no. 14-28 $105,000 $0 $0 $0 $0 $105,000 Coppin Grove, Hawthorn, no. 14-26 $120,000 $0 $0 $0 $0 $120,000 Kinkora Road, Hawthorn $140,000 $0 $0 $0 $0 $140,000 Launder Street, Hawthorn, no. 2-20 $110,000 $0 $0 $0 $0 $110,000 Lavidge and Thomas Streets, Hawthorn $100,000 $0 $0 $0 $0 $100,000 Mary Street and Linda Crescent, Hawthorn $180,000 $0 $0 $0 $0 $180,000 Morang Place to Gibney Street, Hawthorn, no. 1-7 $140,000 $0 $0 $0 $0 $140,000 Rowland Street, Kew, no. 4-54 $80,000 $0 $0 $0 $0 $80,000 Ferndale Road, Glen Iris, no. 24-29 $50,000 $0 $0 $0 $0 $50,000 Barry Street, Kew (behind 31 and 22 Molesworth St) $25,000 $0 $0 $0 $0 $25,000 Gleeson Avenue, Camberwell, no. 3-17 $40,000 $0 $0 $0 $0 $40,000 Grant Avenue, Balwyn, no. 6 $15,000 $0 $0 $0 $0 $15,000 Highton Grove, Deepdene, no.12-12A $45,000 $0 $0 $0 $0 $45,000 Invermay Gve and Currajong Rd Right Of Way , Hawthorn East $40,000 $0 $0 $0 $0 $40,000 James Avenue, Kew, no.7-8 $10,000 $0 $0 $0 $0 $10,000 Moonbria Avenue, Kew (end off) $15,000 $0 $0 $0 $0 $15,000 Winmalee Road, Balwyn, no. 53-67 $80,000 $0 $0 $0 $0 $80,000 Queen Street, Kew near Wellington St $80,000 $0 $0 $0 $0 $80,000 Alpha and Grieve Streets, Balwyn $0 $150,000 $0 $0 $0 $150,000 Grovedale Road, Surrey Hills $0 $50,000 $0 $0 $0 $50,000
*Subject to Council review and Funding Appendix D - Capital Works 16 ______City of Boroondara Adoption of Council Plan Page 249 of 301 Council______Meeting Agenda 26/06/17
Capital Works - Renewal Proposed Proposed Proposed Proposed Proposed Proposed Total Project expenditure expenditure expenditure expenditure expenditure 5 year 2017-18* 2018-19* 2019-20* 2020-21* 2021-22* expenditure Harold Street, Hawthorn East $0 $100,000 $0 $0 $0 $100,000 Renwick Street, Glen Iris - Stage 2 $0 $100,000 $0 $0 $0 $100,000 Wattle Road, Hawthorn $0 $160,000 $0 $0 $0 $160,000 Rochester Road, Canterbury, no.38-58 $0 $70,000 $0 $0 $0 $70,000 Koonung Creek Reserve wetland renewal $0 $160,000 $0 $0 $0 $160,000 Aquilla Street, Balwyn North floodway, no. 2-28 $0 $100,000 $200,000 $0 $0 $300,000 WSUD/Wetlands renewal program $0 $0 $160,000 $160,000 $160,000 $480,000 Minor Drainage Works $200,000 $200,000 $200,000 $200,000 $0 $800,000 Unscheduled/ emergency drainage works $350,000 $350,000 $370,000 $375,000 $380,000 $1,825,000 Future drainage renewal planning $200,000 $250,000 $260,000 $270,000 $280,000 $1,260,000 Future drainage renewal expenditure $0 $1,734,000 $2,479,000 $2,594,000 $2,709,800 $9,516,800 Sportsground drainage program $65,000 $67,000 $68,000 $73,000 $75,000 $348,000 Drainage replacement total $2,390,000 $3,491,000 $3,737,000 $3,672,000 $3,604,800 $16,894,800
Drainage total $4,370,000 $5,091,000 $5,337,000 $5,272,000 $5,204,800 $25,274,800
Footpaths and cycleways Bicycle and pedestrian Bicycle and pedestrian trails - (implementation of Safety Audit Action Plan) $410,000 $420,000 $430,000 $440,000 $0 $1,700,000 Bicycle and pedestrian total $410,000 $420,000 $430,000 $440,000 $0 $1,700,000
Footpaths Park gravel path renewal program $117,000 $121,000 $122,000 $123,000 $124,000 $607,000 Shopping centre footpath works $100,000 $105,000 $110,000 $115,000 $118,000 $548,000 Unscheduled footpath works $233,000 $240,000 $250,000 $260,000 $270,000 $1,253,000 Condition 4 footpaths $624,000 $641,000 $660,000 $671,000 $685,100 $3,281,100 Boroondara Tennis Centre (renew asphalt concourse around tennis courts) $200,000 $0 $0 $0 $0 $200,000 Footpaths total $1,274,000 $1,107,000 $1,142,000 $1,169,000 $1,197,100 $5,889,100
Footpaths and cycleways total $1,684,000 $1,527,000 $1,572,000 $1,609,000 $1,197,100 $7,589,100
*Subject to Council review and Funding Appendix D - Capital Works 16 ______City of Boroondara Adoption of Council Plan Page 250 of 301 Council______Meeting Agenda 26/06/17
Capital Works - Renewal Proposed Proposed Proposed Proposed Proposed Proposed Total Project expenditure expenditure expenditure expenditure expenditure 5 year 2017-18* 2018-19* 2019-20* 2020-21* 2021-22* expenditure Off street car parks Car park resurfacing Resurfacing of condition 4 car parks $456,000 $471,000 $486,000 $498,000 $510,450 $2,421,450 Car park resurfacing total $456,000 $471,000 $486,000 $498,000 $510,450 $2,421,450 Off street car parks total $456,000 $471,000 $486,000 $498,000 $510,450 $2,421,450
Parks, open space and streetscapes Utilities Park lighting - unscheduled works $13,000 $13,000 $13,000 $14,000 $15,000 $68,000 Park lighting renewal program $100,000 $75,000 $75,000 $78,000 $80,000 $408,000 Utilities total $113,000 $88,000 $88,000 $92,000 $95,000 $476,000
Irrigation/fencing/signs Park signage renewal program $80,000 $50,000 $51,000 $52,000 $53,000 $286,000 Oval fences renewal program $85,000 $87,000 $89,000 $91,000 $93,000 $445,000 Park fences renewal program $156,000 $157,000 $158,000 $164,000 $170,000 $805,000 Parks and gardens irrigation upgrades $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 Irrigation/fencing/signs total $521,000 $494,000 $498,000 $507,000 $516,000 $2,536,000
Park furniture and streetscape Garden bed edging renewal program $19,000 $20,000 $20,000 $21,000 $22,000 $102,000 Formal gardens landscape renewal program $50,000 $51,000 $52,000 $53,000 $54,000 $260,000 Drinking fountains - renewal program $45,000 $45,000 $45,000 $45,000 $45,000 $225,000 Streetscape landscape renewal program $50,000 $55,000 $55,000 $56,000 $59,000 $275,000 Barbeque Renewal Program $33,000 $26,000 $30,000 $26,000 $30,000 $145,000
*Subject to Council review and Funding Appendix D - Capital Works 16 ______City of Boroondara Adoption of Council Plan Page 251 of 301 Council______Meeting Agenda 26/06/17
Capital Works - Renewal Proposed Proposed Proposed Proposed Proposed Proposed Total Project expenditure expenditure expenditure expenditure expenditure 5 year 2017-18* 2018-19* 2019-20* 2020-21* 2021-22* expenditure Replace litter bin surrounds in shopping precincts $53,000 $55,000 $56,000 $58,000 $60,000 $282,000 Park furniture renewal $150,000 $152,000 $157,000 $160,000 $165,000 $784,000 Council properties landscape renewal program $30,000 $30,000 $31,000 $31,000 $32,000 $154,000 Future street / park / playground furniture expenditure $0 $0 $308,000 $316,000 $322,000 $946,000 Morang Reserve landscape renewal $200,000 $0 $0 $0 $0 $200,000 Hyde Park half court and rebound wall facility $35,000 $0 $0 $0 $0 $35,000 Fritsch Holzer Environmental Audit requirements $50,000 $0 $0 $0 $0 $50,000 Fritsch Holzer Park landscape renewal $100,000 $100,000 $0 $0 $0 $200,000 Hard surface play area renewal program $0 $17,000 $36,000 $18,000 $35,000 $106,000 Park landscape renewal program $0 $200,000 $300,000 $310,000 $315,000 $1,125,000 Park furniture and streetscape total $815,000 $751,000 $1,090,000 $1,094,000 $1,139,000 $4,889,000
Playgrounds Playground renewal program - Council properties (childcare) $20,000 $20,000 $20,000 $20,000 $77,000 $157,000 Park playground replacement program $750,000 $765,000 $780,000 $795,000 $775,000 $3,865,000 Minor playground works $70,000 $71,000 $72,000 $73,000 $74,000 $360,000 Playgrounds total $840,000 $856,000 $872,000 $888,000 $926,000 $4,382,000
Retaining walls Park feature wall renewal program $45,000 $45,000 $45,000 $47,000 $50,000 $232,000 Retaining walls - unscheduled works $110,000 $114,000 $118,000 $125,000 $130,000 $597,000 Riversdale Depot (final stage of retaining wall on eastern side of depot) $80,000 $0 $0 $0 $0 $80,000 Retaining walls total $235,000 $159,000 $163,000 $172,000 $180,000 $909,000
Safety and statutory Compliance works on play equipment and infrastructure $12,000 $16,000 $16,000 $17,000 $20,000 $81,000 Safety and statutory total $12,000 $16,000 $16,000 $17,000 $20,000 $81,000
*Subject to Council review and Funding Appendix D - Capital Works 16 ______City of Boroondara Adoption of Council Plan Page 252 of 301 Council______Meeting Agenda 26/06/17
Capital Works - Renewal Proposed Proposed Proposed Proposed Proposed Proposed Total Project expenditure expenditure expenditure expenditure expenditure 5 year 2017-18* 2018-19* 2019-20* 2020-21* 2021-22* expenditure Tree planting Park tree renewal program $65,000 $80,000 $90,000 $90,000 $90,000 $415,000 Street tree planting program $277,000 $288,000 $305,000 $315,000 $320,000 $1,505,000 Tree planting total $342,000 $368,000 $395,000 $405,000 $410,000 $1,920,000
Parks, open space and streetscapes total $2,878,000 $2,732,000 $3,122,000 $3,175,000 $3,286,000 $15,193,000
Recreational, leisure and community facilities Sports facilities Sportsground irrigation program $115,000 $130,000 $135,000 $138,000 $141,000 $659,000 Sportsground training lights renewal program $180,000 $180,000 $185,000 $190,000 $195,000 $930,000 Golf course green, tee and bunker renewal program $0 $152,000 $160,000 $163,000 $165,000 $640,000 Minor sportsground improvements $250,000 $178,000 $185,000 $190,000 $195,000 $998,000 Sports synthetic surface renewal program $60,000 $62,000 $64,000 $66,000 $68,000 $320,000 Cricket practice nets renewal program $150,000 $153,000 $156,000 $159,000 $162,000 $780,000 Sports goal post renewal program $34,000 $34,000 $36,000 $38,000 $40,600 $182,600 Boroondara Tennis Centre Courts $25,000 $0 $0 $35,000 $0 $60,000 Hawthorn Velodrome Asphalt $50,000 $0 $0 $0 $0 $50,000 Sportsground reconstruction program $760,000 $0 $0 $0 $0 $760,000 Naroo Street tennis court demolition $55,000 $0 $0 $0 $0 $55,000 Future sports and recreation facility projects $0 $690,000 $290,000 $498,000 $1,216,750 $2,694,750 Sports facilities total $1,679,000 $1,579,000 $1,211,000 $1,477,000 $2,183,350 $8,129,350
Recreational, leisure and community facilities total $1,679,000 $1,579,000 $1,211,000 $1,477,000 $2,183,350 $8,129,350
Roads Road reconstructions and kerb replacements Future roads expenditure $6,409,279 $10,176,952 $10,486,015 $10,760,583 $10,981,437 $48,814,266 Disability Access $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 Road reconstructions and kerb replacements total $6,459,279 $10,226,952 $10,536,015 $10,810,583 $11,031,437 $49,064,266
*Subject to Council review and Funding Appendix D - Capital Works 16 ______City of Boroondara Adoption of Council Plan Page 253 of 301 Council______Meeting Agenda 26/06/17
Capital Works - Renewal Proposed Proposed Proposed Proposed Proposed Proposed Total Project expenditure expenditure expenditure expenditure expenditure 5 year 2017-18* 2018-19* 2019-20* 2020-21* 2021-22* expenditure
Road resheeting Resheeting $3,451,150 $0 $0 $0 $0 $3,451,150 Road resheeting total $3,451,150 $0 $0 $0 $0 $3,451,150
Roads to recovery funding Roads to recovery funding -$398,650 -$398,650 $0 $0 $0 -$797,300 Roads to recovery funding total -$398,650 -$398,650 $0 $0 $0 -$797,300
Traffic management Traffic management devices - (maintenance OH&S issue works) $38,000 $39,000 $40,000 $42,000 $44,000 $203,000 Condition 4 safety treatments $149,000 $154,000 $159,000 $161,000 $163,000 $786,000 Traffic treatment - lighting replacement $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 Traffic management total $197,000 $203,000 $209,000 $213,000 $217,000 $1,039,000
Roads total $9,708,779 $10,031,302 $10,745,015 $11,023,583 $11,248,437 $52,757,116
INFRASTRUCTURE total $20,833,779 $21,491,302 $22,535,015 $23,117,583 $23,694,712 $111,672,391
PLANT AND EQUIPMENT
Computers and telecommunications Information technology Information technology expenditure $575,000 $595,000 $613,000 $630,000 $645,750 $3,058,750 Information technology total $575,000 $595,000 $613,000 $630,000 $645,750 $3,058,750
Computers and telecommunications total $575,000 $595,000 $613,000 $630,000 $645,750 $3,058,750
*Subject to Council review and Funding Appendix D - Capital Works 16 ______City of Boroondara Adoption of Council Plan Page 254 of 301 Council______Meeting Agenda 26/06/17
Capital Works - Renewal Proposed Proposed Proposed Proposed Proposed Proposed Total Project expenditure expenditure expenditure expenditure expenditure 5 year 2017-18* 2018-19* 2019-20* 2020-21* 2021-22* expenditure
Fixtures, fittings and furniture Furniture, fittings and equipment Library and office furniture $63,000 $65,000 $67,000 $69,000 $71,375 $335,375 Hawthorn Arts Centre furniture and equipment $55,000 $45,000 $45,000 $45,000 $45,000 $235,000 Kew Courthouse sound system $80,000 $0 $0 $0 $0 $80,000 Office furniture renewal $80,000 $80,000 $83,000 $86,000 $88,000 $417,000 Library IT Hardware Renewal $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 Furniture, fittings and equipment total $578,000 $490,000 $495,000 $500,000 $504,375 $2,567,375 Fixtures, Fittings and Furniture total $578,000 $490,000 $495,000 $500,000 $504,375 $2,567,375
Library books Library resources Library resources $985,000 $985,000 $985,000 $985,000 $985,000 $4,925,000 Library resources total $985,000 $985,000 $985,000 $985,000 $985,000 $4,925,000 Library books total $985,000 $985,000 $985,000 $985,000 $985,000 $4,925,000
Plant, machinery and equipment Fixed plant and equipment Sportsgrounds - replacement of existing turf wicket rollers $30,000 $30,000 $31,000 $31,000 $32,000 $154,000 Miscellaneous equipment renewal $100,000 $100,000 $100,000 $100,000 $102,000 $502,000 Bin renewal program $220,000 $165,000 $170,000 $175,000 $178,000 $908,000 Library RFID replacement $30,000 $30,000 $30,000 $30,000 $31,000 $151,000 Future fixed plant and equipment expenditure $0 $163,000 $201,000 $210,000 $218,275 $792,275 Hydraulic saw motors and vacuum hose $35,000 $0 $0 $0 $0 $35,000 Fixed plant and equipment total $415,000 $488,000 $532,000 $546,000 $561,275 $2,542,275
*Subject to Council review and Funding Appendix D - Capital Works 16 ______City of Boroondara Adoption of Council Plan Page 255 of 301 Council______Meeting Agenda 26/06/17
Capital Works - Renewal Proposed Proposed Proposed Proposed Proposed Proposed Total Project expenditure expenditure expenditure expenditure expenditure 5 year 2017-18* 2018-19* 2019-20* 2020-21* 2021-22* expenditure Leisure centre equipment and pool plant replacement Leisure and aquatic centre equipment replacement $150,000 $77,000 $80,000 $83,000 $85,000 $475,000 Leisure centres – equipment and pool plant replacement program $273,000 $282,000 $290,000 $295,000 $300,000 $1,440,000 Leisure centre equipment and pool plant replacement total $423,000 $359,000 $370,000 $378,000 $385,000 $1,915,000
Plant, machinery and equipment total $838,000 $847,000 $902,000 $924,000 $946,275 $4,457,275
PLANT AND EQUIPMENT total $2,976,000 $2,917,000 $2,995,000 $3,039,000 $3,081,400 $15,008,400
FORWARD COMMITMENTS FROM 2016-17 (NET)
PROPERTY
Buildings Ashburton Support Centre (Senior Citizens) $100,000 $0 $0 $0 $0 $100,000 Kew Senior Citizens Centre $125,000 $0 $0 $0 $0 $125,000 Jack O'Toole Reserve Scout and Tennis $120,000 $0 $0 $0 $0 $120,000 Burke Road South Reserve - including public toilet and groundskeeper facilities $60,000 $0 $0 $0 $0 $60,000 Balwyn Community Centre (Renewal) $251,922 $0 $0 $0 $0 $251,922 Camberwell Hockey pavilion $450,000 $0 $0 $0 $0 $450,000 Nettleton Park pavilion $150,000 $0 $0 $0 $0 $150,000 Markham Reserve pavilion $70,000 $0 $0 $0 $0 $70,000 Buildings - total $1,326,922 $0 $0 $0 $0 $1,326,922
PROPERTY total $1,326,922 $0 $0 $0 $0 $1,326,922
Total forward commitments from 2016-17 $1,326,922 $0 $0 $0 $0 $1,326,922 Total renewal capital works gross expenditure $45,534,738 $47,213,908 $45,637,009 $39,405,583 $40,351,112 $218,142,350
Total renewal capital works grants -$398,650 -$398,650 $0 $0 $0 -$797,300
Total renewal capital works program net expenditure $45,136,088 $46,815,258 $45,637,009 $39,405,583 $40,351,112 $217,345,050
*Subject to Council review and Funding Appendix D - Capital Works 17 ______City of Boroondara Adoption of Council Plan Page 256 of 301 Council______Meeting Agenda 26/06/17 Capital Works - New, Upgrade and Expansion Foreshadowed Foreshadowed Foreshadowed Foreshadowed Foreshadowed expenditure expenditure * expenditure * expenditure * expenditure * Total 5 year Project expenditure 2017-18 2018-19 2019-20 2020-21 2021-22 Bridges
Walmer Street bridge $0 $1,500,000$0 $0 $0 $1,500,000 Grant for Walmer Street bridge $0 -$1,500,000 $0 $0 $0 -$1,500,000
Bridges $0$0 $0 $0 $0 $0 Building improvements
Ashburton Active Seniors Centre $0 $3,000,000$0 $0 $0 $3,000,000 Contribution for Ashburton Active Seniors Centre $0 -$550,000 $0 $0 $0 -$550,000
Hawthorn Arts Centre (HAC) - refurbishment $570,000 $150,000$0 $0 $0 $720,000
Integrated Water Management Strategy implementation - Facility Retrofit Program $51,250 $52,500$53,800 $55,000 $56,700 $269,250
Our Low Carbon Future Strategy implementation - Energy performance Contract (EPC) $1,650,000 $250,000$250,000 $250,000 $0 $2,400,000
Building improvements $2,271,250 $2,902,500 $303,800 $305,000 $56,700 $5,839,250
* Subject to Council review and funding Note: Italics lines are revenue offset
Appendix D - Capital Works 1 ______City of Boroondara Adoption of Council Plan Page 257 of 301 Council______Meeting Agenda 26/06/17 Capital Works - New, Upgrade and Expansion Foreshadowed Foreshadowed Foreshadowed Foreshadowed Foreshadowed expenditure expenditure * expenditure * expenditure * expenditure * Total 5 year Project expenditure 2017-18 2018-19 2019-20 2020-21 2021-22 Buildings
4 Y Street Ashburton $0 $0$190,000 $1,010,000 $0 $1,200,000
Balwyn Tennis and former Bowls Pavilion redevelopment (Balwyn Tennis and $0 $2,027,025$0 $0 $0 $2,027,025 Community Facility) Contribution for Balwyn Tennis and former Bowls Pavilion redevelopment $0 -$210,000 $0 $0 $0 -$210,000
Camberwell community house Fairholm Grove redevelopment $1,000,000 $5,100,000$0 $0 $0 $6,100,000
New public toilets $25,000 $250,000$25,000 $250,000 $0 $550,000
Surrey Hills Shopping Centre public toilet design and implementation $24,600 $209,000$0 $0 $0 $233,600
Buildings $1,049,600 $7,376,025 $215,000 $1,260,000 $0 $9,900,625
* Subject to Council review and funding Note: Italics lines are revenue offset
Appendix D - Capital Works 1 ______City of Boroondara Adoption of Council Plan Page 258 of 301 Council______Meeting Agenda 26/06/17 Capital Works - New, Upgrade and Expansion Foreshadowed Foreshadowed Foreshadowed Foreshadowed Foreshadowed expenditure expenditure * expenditure * expenditure * expenditure * Total 5 year Project expenditure 2017-18 2018-19 2019-20 2020-21 2021-22 Computers and telecommunications
Claims Management System $50,000 $0$0 $0 $0 $50,000
Field editing of asset related data with accurate GIS equipment $30,000 $0$0 $0 $0 $30,000
Field workforce enablement and data collection hardware and licensing $150,000 $0$0 $0 $0 $150,000
Mobile computing $20,000 $20,000$0 $0 $0 $40,000
New Boroondara Volunteer Centre (BVRC) system $0 $100,000$0 $0 $0 $100,000
Procurement for paperless office project $317,000 $0$0 $0 $0 $317,000
Web based Facilities Management System for Council facilities $0 $50,000$0 $0 $0 $50,000
Youth Services Case management System $0 $50,000$0 $0 $0 $50,000
Computers and telecommunications $567,000 $220,000 $0 $0 $0 $787,000
* Subject to Council review and funding Note: Italics lines are revenue offset
Appendix D - Capital Works 17 ______City of Boroondara Adoption of Council Plan Page 259 of 301 Council______Meeting Agenda 26/06/17 Capital Works - New, Upgrade and Expansion Foreshadowed Foreshadowed Foreshadowed Foreshadowed Foreshadowed expenditure expenditure * expenditure * expenditure * expenditure * Total 5 year Project expenditure 2017-18 2018-19 2019-20 2020-21 2021-22 Footpaths and cycleways
Balwyn Shopping Centre streetscape improvements along Whitehorse Road $60,000 $470,000$470,000 $0 $0 $1,000,000
Bicycle Strategy implementation $159,000 $163,000$167,000 $171,000 $176,000 $836,000
Boroondara Laneway Strategy - Laneway improvements $275,000 $275,000$275,000 $289,000 $298,000 $1,412,000
Cookson Street, Camberwell Precinct rejuvenation $56,000 $562,000$0 $0 $0 $618,000
Yerrin Street pedestrianisation $700,000 $0$0 $0 $0 $700,000
Footpaths and cycleways $1,250,000 $1,470,000 $912,000 $460,000 $474,000 $4,566,000 Land improvements
Environment and Sustainability - dedicated ongoing funding $100,000 $525,000$538,000 $552,000 $569,000 $2,284,000
Land improvements $100,000 $525,000 $538,000 $552,000 $569,000 $2,284,000
* Subject to Council review and funding Note: Italics lines are revenue offset
Appendix D - Capital Works 17 ______City of Boroondara Adoption of Council Plan Page 260 of 301 Council______Meeting Agenda 26/06/17 Capital Works - New, Upgrade and Expansion Foreshadowed Foreshadowed Foreshadowed Foreshadowed Foreshadowed expenditure expenditure * expenditure * expenditure * expenditure * Total 5 year Project expenditure 2017-18 2018-19 2019-20 2020-21 2021-22 Major Projects
Balwyn Community Centre $3,880 $1,638,519$0 $0 $0 $1,642,399
Kew Recreation Centre - Aquatics Renewal $165,000 $2,482,201$750,000 $0 $0 $3,397,201
Library Redevelopment Balwyn $1,516,913 $0$0 $0 $0 $1,516,913
Library Redevelopment Kew $50,000 $499,999$5,394,997 $0 $0 $5,944,996
North East Community Hub $9,370,436 $0$0 $0 $0 $9,370,436
Major Projects $11,106,229 $4,620,719 $6,144,997 $0 $0 $21,871,945 Off street car parking
Access plans and parking studies implementation $154,000 $158,000$162,000 $166,000 $171,000 $811,000
Off street car parking $154,000 $158,000 $162,000 $166,000 $171,000 $811,000
* Subject to Council review and funding Note: Italics lines are revenue offset
Appendix D - Capital Works 17 ______City of Boroondara Adoption of Council Plan Page 261 of 301 Council______Meeting Agenda 26/06/17 Capital Works - New, Upgrade and Expansion Foreshadowed Foreshadowed Foreshadowed Foreshadowed Foreshadowed expenditure expenditure * expenditure * expenditure * expenditure * Total 5 year Project expenditure 2017-18 2018-19 2019-20 2020-21 2021-22 Parks, open space and streetscapes
Anniversary trail missing link through Riversdale Park $0 $400,000$0 $0 $0 $400,000 Grant for Anniversary trail missing link through Riversdale Park $0 -$400,000 $0 $0 $0 -$400,000
Athenaeum Place streetscape improvement works $300,000 $0$0 $0 $0 $300,000
Camberwell Sportsground - Masterplan implementation $0 $400,000$300,000 $0 $0 $700,000
Chandler Park Wetlands implementation $700,000 $500,000$0 $0 $0 $1,200,000 Grant for Chandler Park wetland implementation -$300,000 -$200,000 $0 $0 $0 -$500,000
Community garden in Earl Street (Outer Circle Linear Park), Kew $30,000 $300,000$0 $0 $0 $330,000
Glenferrie Oval, Grace Park and LE Bray Reserve Concept Master Plan - Hawthorn $0 $0$40,000 $308,000 $0 $348,000 Football Club heritage interpretation Contribution for Glenferrie Oval, Grace Park and LE Bray Reserve Concept Master $0 $0 -$20,000 -$154,000 $0 -$174,000 Plan - Hawthorn Football Club heritage interpretation
Shopping Centre Improvement Plan Ǧ design and implementation $1,005,000 $1,190,000$1,090,000 $1,165,000 $1,380,000 $5,830,000
Sportsground Lighting Highfield Park North $160,000 $0$0 $0 $0 $160,000
Surrey Gardens rotunda $20,000 $87,000$0 $0 $0 $107,000
The Balwyn Park Concept Master Plan (BPCMP) - implementation of open space $209,724 $2,156,464$97,414 $990,715 $0 $3,454,317 improvements
Parks, open space and streetscapes $2,124,724 $4,433,464 $1,507,414 $2,309,715 $1,380,000 $11,755,317
* Subject to Council review and funding Note: Italics lines are revenue offset
Appendix D - Capital Works 17 ______City of Boroondara Adoption of Council Plan Page 262 of 301 Council______Meeting Agenda 26/06/17 Capital Works - New, Upgrade and Expansion Foreshadowed Foreshadowed Foreshadowed Foreshadowed Foreshadowed expenditure expenditure * expenditure * expenditure * expenditure * Total 5 year Project expenditure 2017-18 2018-19 2019-20 2020-21 2021-22 Plant, machinery and equipment
Library Services duress alarm installation $40,000 $0$0 $0 $0 $40,000
Library tag replacement on physical items $0 $149,500$0 $0 $0 $149,500
Town Hall Gallery collection acquisitions $75,000 $75,000$77,000 $79,000 $81,000 $387,000
Plant, machinery and equipment $115,000 $224,500 $77,000 $79,000 $81,000 $576,500 Recreation, leisure and community facilities
Asphalting of the maintenance yard at Freeway Golf Course $89,000 $0$0 $0 $0 $89,000
Funding for shade sails $85,000 $87,000$0 $0 $0 $172,000
Skate/BMX facility in the North of Boroondara $70,000 $400,000$0 $0 $0 $470,000
Sportsground synthetic surface $70,000 $2,000,000$0 $0 $0 $2,070,000
Recreation, leisure and community facilities $314,000 $2,487,000 $0 $0 $0 $2,801,000
* Subject to Council review and funding Note: Italics lines are revenue offset
Appendix D - Capital Works 17 ______City of Boroondara Adoption of Council Plan Page 263 of 301 Council______Meeting Agenda 26/06/17 Capital Works - New, Upgrade and Expansion Foreshadowed Foreshadowed Foreshadowed Foreshadowed Foreshadowed expenditure expenditure * expenditure * expenditure * expenditure * Total 5 year Project expenditure 2017-18 2018-19 2019-20 2020-21 2021-22 Roads
Additional traffic management devices $154,000 $158,000$162,000 $166,000 $171,000 $811,000
Crossing facilities $102,500 $105,000$108,000 $110,000 $113,000 $538,500
Honour Avenue shared zone works $500,000 $0$0 $0 $0 $500,000 -$500,000 $0 $0 $0 $0 -$500,000
Road Safety Strategy implementation - school crossing improvements $23,000 $24,000$24,000 $24,000 $24,700 $119,700
Roads $279,500 $287,000 $294,000 $300,000 $308,700 $1,469,200
* Subject to Council review and funding Note: Italics lines are revenue offset
Appendix D - Capital Works 17 ______City of Boroondara Adoption of Council Plan Page 264 of 301 Council______Meeting Agenda 26/06/17 Capital Works - New, Upgrade and Expansion Foreshadowed Foreshadowed Foreshadowed Foreshadowed Foreshadowed expenditure expenditure * expenditure * expenditure * expenditure * Total 5 year Project expenditure 2017-18 2018-19 2019-20 2020-21 2021-22 Forward commitments from 201-1 (net)
Automated time and attendance sheets $169,000 $0$0 $0 $0 $169,000
Human resource information system $38,000 $0$0 $0 $0 $38,000
Irrigation Management Plan $25,000 $0$0 $0 $0 $25,000
Kew Junction parking guidance system $350,000 $0$0 $0 $0 $350,000
Legal Services management system $40,000 $0$0 $0 $0 $40,000
Minor Capital Grant $169,018 $0$0 $0 $0 $169,018
Miscellaneous general equipment and licensing $75,000 $0$0 $0 $0 $75,000
Procurement of Field Based Planning Assessment Software and Hardware $40,000 $0$0 $0 $0 $40,000
Forward commitments from 201-1 (net) $906,018 $0 $0 $0 $0 $906,018
* Subject to Council review and funding Note: Italics lines are revenue offset
Appendix D - Capital Works 17 ______City of Boroondara Adoption of Council Plan Page 265 of 301 Council______Meeting Agenda 26/06/17 7RWDOCapital Works Foreshadowed Foreshadowed Foreshadowed Foreshadowed Foreshadowed expenditure expenditure * expenditure * expenditure * expenditure * Total 5 year Project expenditure 2017-18 2018-19 2019-20 2020-21 2021-22
Total New, Upgrade and Expansion Capital Works gross expenditure $21,037,321 $27,564,208 $10,174,211$5,585,715 $3,040,400 $67,401,855
Total New, Upgrade and Expansion Capital Works unallocated expenditure $0$21,441,000 $14,788,410 $24,518,645 $6,056,000 $66,804,055
Total New, Upgrade and Expansion Capital Works Program expenditure $21,037,321$49,005,208 $24,962,621 $30,104,360 $9,096,400 $134,205,910
Total New, Upgrade and Expansion Capital Works grants and contributions $800,000$2,860,000 $20,000 $154,000 $0 $3,834,000
Total New, Upgrade and Expansion Capital Works net expenditure $20,237,321$46,145,208 $24,942,621 $29,950,360 $9,096,400 $130,371,910 Total Capital Works Program
Total Renewal Capital Works Program expenditure $45,534,738$47,213,908 $45,637,009 $39,405,583 $40,351,112 $218,142,350
Total New, Upgrade and Expansion Capital Works Program expenditure $21,037,321 $49,005,208 $24,962,621 $30,104,360 $9,096,400 $134,205,910
Total Capital Works Program expenditure $66,572,059$96,219,116 $70,599,630 $69,509,943 $49,447,512 $352,348,260 Funding statement Funding from asset sales $0$0 $2,100,000 $0 $0 $2,100,000
Funding from grants $3,118,650$4,538,650 $20,000 $154,000 $0 $7,831,300
Funding from Council cash $63,453,409$91,680,466 $68,479,630 $69,355,943 $49,447,512 $342,416,960
Total Funding $66,572,059$96,219,116 $70,599,630 $69,509,943 $49,447,512 $352,348,260
* Subject to Council review and funding Note: Italics lines are revenue offset
Appendix D - Capital Works 1 ______City of Boroondara Adoption of Council Plan Page 266 of 301 Council______Meeting Agenda 26/06/17
Major Projects - combined renewal, new, upgrade and expansion Net expenditure 2017-18 to 2021-22
Total expenditure Proposed Foreshadowed Foreshadowed Foreshadowed Foreshadowed 2017-18 expenditure expenditure expenditure expenditure expenditure to Major project 2017-18* 2018-19** 2019-20** 2020-21** 2021-22** 2021-22
Balwyn Library redevelopment (Revitalised library facility which will cater to community information requirements as well as traditional library services) $4,334,036 $0 $0 $0 $0 $4,334,036
Kew Library redevelopment (Revitalised library facility which will cater to community information requirements as well as traditional library services) $100,000 $999,998 $10,784,990 $0 $0 $11,884,988
North East Community Hub (Construction of community facility in the North Eastern catchment of Boroondara) $10,889,525 $0 $0 $0 $0 $10,889,525
North East Community Hub -$1,920,000 -$1,280,000 -$3,200,000
Balwyn Community Centre (Renew and upgrade the current site of the Balwyn Community Centre) $303,881 $6,224,676 $0 $0 $0 $6,528,557
Kew Recreation Centre - Aquatics Renewal $550,000 $8,274,001 $2,500,002 $0 $0 $11,324,003
Grand total major projects (net) $14,257,442 $14,218,675 $13,284,992 $0 $0 $41,761,109
* Proposed expenditure 2017-18 includes forward commitments from 2016-17. ** Subject to Council review and funding. Foreshadowed expenditure includes project escalation.
_Appendix______D - Capital Works 181 City of Boroondara Adoption of Council Plan Page 267 of 301 ______Council Meeting Agenda 26/06/17
City of Boroondara Budget 2017-18
Appendix E Glossary of terms
______City of Boroondara Adoption of Council Plan Page 268 of 301 ______Council Meeting Agenda 26/06/17
Appendix E – Glossary of terms Term Definition
Act Local Government Act 1989
Accounting Standards Australian accounting standards are set by the Australian Accounting Standards Board (AASB) and have the force of law for Corporations law entities under s 296 of the Corporations Act 2001. They must also be applied to all other general purpose financial reports of reporting entities in the public and private sectors.
Adjusted underlying The adjusted underlying revenue means total income other than non- revenue recurrent grants used to fund capital expenditure, non-monetary asset contributions, and contributions to fund capital expenditure from sources other than grants and non-monetary contributions. Local Government (Planning and Reporting) Regulations 2014 - Schedule 3.
Adjusted underlying The adjusted underlying surplus (or deficit) means adjusted underlying surplus (or deficit) revenue less total expenditure. It is a measure of financial sustainability of the Council which can be masked in the net surplus (or deficit) by capital-related items. Local Government (Planning and Reporting) Regulations 2014 - Schedule 3.
Annual budget Plan under Section 127 of the Act setting out the services to be provided and initiatives to be undertaken over the next 12 months and the funding and other resources required.
Annual report The annual report prepared by Council under sections 131, 132 and 133 of the Act. The annual report to the community contains a report of operations and audited financial and performance statements.
Annual reporting Annual reporting requirements include the financial reporting requirements requirements of the Act, Accounting Standards and other mandatory professional reporting requirements.
Asset expansion Expenditure that extends the capacity of an existing asset to provide expenditure benefits to new users at the same standard as is provided to existing beneficiaries. Local Government (Planning and Reporting) Regulations 2014 – Section 5.
Asset renewal Expenditure on an existing asset or on replacing an existing asset that expenditure returns the service capability of the asset to its original capability. Local Government (Planning and Reporting) Regulations 2014 – Section 5.
Asset upgrade Expenditure that: expenditure (a) enhances an existing asset to provide a higher level of service; or (b) increases the life of the asset beyond its original life. Local Government (Planning and Reporting) Regulations 2014 – Section 5.
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Term Definition
Borrowing strategy A borrowing strategy is the process by which the Council’s current external funding requirements can be identified, existing funding arrangements managed and future requirements monitored.
Budgeted balance sheet The budgeted balance sheet shows the expected net current asset, net non-current asset and net asset positions in the forthcoming year compared to the forecast actual in the current year. The budgeted balance sheet should be prepared in accordance with the requirements of AASB 101 - Presentation of Financial Statements and the Local Government Model Financial Report.
Budgeted comprehensive The budgeted comprehensive income statement shows the expected income statement operating result in the forthcoming year compared to the forecast actual result in the current year. The budgeted income statement should be prepared in accordance with the requirements of AASB101 Presentation of Financial Statements and the Local Government Model Financial Report.
Budgeted Financial Prepared under Section(s) 126(2)(a), 127(2)(a) and / or 131(1)(b) of the Statements Act, budgeted financial statements are required in the: x Strategic resource plan x Budget x Annual report The budgeted financial statements are the: x Budgeted Comprehensive Income Statement x Budgeted Balance Sheet x Budgeted Statement of Changes in Equity x Budgeted Statement of Cash Flows x Budgeted Statement of Capital Works The budgeted financial statements must be in the form set out in the Local Government Model Financial Report.
Budgeted statement of The budgeted statement of capital works shows the expected internal capital works and external funding for capital works expenditure and the total proposed capital works expenditure for the forthcoming year with a comparison with forecast actual for the current year. The budgeted statement of capital works should be prepared in accordance with Regulation 9. Local Government (Planning and Reporting) Regulations 2014 – Section 9.
Budgeted statement of The budgeted statement of cash flows shows the expected net cash cash flows inflows and outflows in the forthcoming year in the form of reconciliation between opening and closing balances of total cash and investments for the year. Comparison is made to the current year’s expected inflows and outflows. The budgeted cash flow statement should be prepared in accordance with the requirements of AASB 107 Statement of Cash Flows and the Local Government Model Financial Report.
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Term Definition
Budgeted statement of The budgeted statement of changes in equity shows the expected changes in equity movement in Accumulated Surplus and reserves for the year. The budgeted statement of changes in equity should be prepared in accordance with the requirements of AASB 101 - Presentation of Financial Statements and the Local Government Model Financial Report.
Budget preparation Under the Act, a Council is required to prepare and adopt an annual requirement budget by 30 June each year. The Local Government Amendment (Performance Reporting and Accountability) Bill 2013 amends the date the budget must be adopted to 30 June each year – refer section 11(1) of the Bill. This amends section 130 (3) of the Act. Capital expenditure Capital expenditure is relatively large (material) expenditure that produces economic benefits expected to last for more than 12 months. A pre-determined ‘threshold’ may be used which indicates the level of expenditure deemed to be material in accordance with Council’s policy. Capital expenditure includes renewal, expansion and upgrade. Where capital projects involve a combination of renewal, expansion and upgrade expenditures, the total project cost needs to be allocated accordingly.
Capital works program A detailed list of capital works expenditure that will be undertaken during the 2017-18 financial year. Regulation 10 requires that the budget contains a detailed list of capital works expenditure and sets out how that information is to be disclosed by reference to asset categories, asset expenditure type and funding sources.
Carry forward capital Carry forward capital works are those that that are incomplete in the works (forward current budget year and will be completed in the following budget year. commitments)
Council plan Means a Council Plan prepared by the Council under Section 125 of the Local Government Act 1989. This document sets out the strategic objectives of the Council and strategies for achieving the objectives as part of the overall strategic planning framework required by the Act.
Department of Local Government Victoria is part of the Department of Environment, Environment, Land, Water Land, Water and Planning (DELWP). and Planning (DELWP) It was previously part of the former: x Department of Transport, Planning and Local Infrastructure (DTPLI). x Department of Planning and Community Development (DPCD). x Department of Victorian Communities (DVC).
Discretionary reserves Discretionary reserves are funds earmarked by Council for various purposes. Councils can by resolution change the purpose of these reserves.
External influences in the Matters arising from third party actions over which Council has little or preparation of a budget. no control e.g. change in legislation.
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Term Definition
Financial sustainability A key outcome of the strategic resource plan. Longer term planning is essential in ensuring that a Council remains financially sustainable in the long term. Financing activities Financing activities means those activities which relate to changing the size and composition of the financial structure of the entity, including equity, and borrowings not falling within the definition of cash. Four way budgeting The linking of the income statement, balance sheet, cash flow methodology (Strategic statement and capital works statement to produce forecast financial resource plan) statements based on assumptions about future movements in key revenues, expenses, assets and liabilities.
Infrastructure A category of non-current fixed assets comprising a number of asset classes including roads, drains, footpaths and cycleways, bridges, off- street car parks, recreational, leisure and community facilities and parks, open space and streetscapes.
Infrastructure strategy An infrastructure strategy is the process by which current infrastructure and ongoing maintenance requirements can be identified, budgeted capital works implemented and future developments monitored. The key objective of an infrastructure strategy is to maintain or preserve Council’s existing assets at desired condition levels. If sufficient funds are not allocated to asset preservation then Council’s investment in those assets will reduce, along with the capacity to deliver services to the community. Internal influences in the Matters arising from Council actions over which there is some element preparation of a budget of control (e.g. approval of unbudgeted capital expenditure).
Investing activities Investing activities means those activities which relate to acquisition and disposal of non-current assets, including property, plant and equipment and other productive assets, and investments not falling within the definition of cash.
Key assumptions When preparing a budgeted balance sheet of financial position, key assumptions upon which the statement has been based should be disclosed in the budget to assist the reader when comparing movements in assets, liabilities and equity between budget years.
Legislative framework The Act, Regulations and other laws and statutes which set a Council’s governance, planning and reporting requirements. Local Government Model Local Government Model Financial Report published by the Department Financial Report from time to time including on the Department’s Internet website.
Local Government Regulations, made under Section 243 of the Local Government Act (Planning and Reporting) 1989 prescribe: Regulations 2014 a) The content and preparation of the financial statements of a Council b) The performance indicators and measures to be included in a budget, revised budget and annual report of a Council c) The information to be included in a Council Plan, Strategic Resource Plan, budget, revised budget and annual report d) (d) Other matters required to be prescribed under Parts 6 and 7 of the Act.
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Term Definition
Long Term Financial A Long Term Financial Strategy is a key component of the Strategic Strategy Resource Plan and is a separate document to the annual budget, setting the future financial direction of the Council. Longer term planning is essential in ensuring that an organisation remains financially sustainable in the long term. The annual budget should be consistent with the first projected year of a Long Term Financial Strategy. An extract of the Long Term Financial Strategy is included in the budget report to provide information about the long term financial sustainability of the Council and how the budget for the forthcoming year fits with in that framework. It also demonstrates the linkage with the Council plan objectives, goals and desired outcomes by including a summary of these short and long term objectives. Reference to the Long Term Financial Strategy in an annual budget should include as a minimum, plan development and key outcomes.
New asset expenditure Expenditure that creates a new asset that provides a service that does not currently exist. Local Government (Planning and Reporting) Regulations 2014 – Section 5.
Non-financial resources Resources of a non-financial nature (such as human resources, information systems and processes, asset management systems) which are consumed by a Council in the achievement of its strategic resource plan goals.
Non-recurrent grant A grant obtained on the condition that it be expended in a specified manner and is not expected to be received again during the period covered by a Council’s Strategic Resource Plan.
Operating activities Operating activities means those activities that relate to the provision of goods and services.
Operating expenditure Operating expenditure is defined as consumptions or losses of future economic benefits, in the form of reductions in assets or increases in liabilities; and that result in a decrease in equity during the reporting period.
Operating performance This statement shows the expected operating result as compared to the budget result in the current year separating operating and capital (Impact of current year on components of revenue and expenditure. 2017-18 budget)
Operating revenue Operating revenue is defined as inflows or other enhancements or savings in outflows of future economic benefits in the form of increases in assets or reductions in liabilities and that result in an increase in equity during the reporting period.
Own-source revenue Adjusted underlying revenue other than revenue that is not under the control of Council (including government grants). Local Government (Planning and Reporting) Regulations 2014 – Section 5.
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Term Definition
Performance statement Performance statement prepared by a Council under Section 131 of the Act. A performance statement must be included in the annual report of a Council and include the results of the prescribed service outcome indicators, financial performance indicators and sustainable capacity indicators for the financial year.
Rate structure Site value (SV), capital improved value (CIV) or net annual value (NAV) are the main bases upon which rates will be levied. These should be (Rating information) detailed in the budget statement.
Rating strategy A rating strategy is the process by which the Council’s rate structure is established and how the total income generated through rates and charges is allocated across properties in the municipality. Decisions regarding the quantum of rate levels and increases from year to year are made as part of Council's long term financial planning processes and with consideration of Council's other sources of income and the planned expenditure on services and works to be undertaken for its community.
Recurrent grant A grant other than a non-recurrent grant.
Regulations Local Government (Planning and Reporting) Regulations 2014.
Restricted cash Cash and cash equivalents, within the meaning of the Australian Accounting Standards (AAS), that are not available for use other than a purpose for which it is restricted, and includes cash to be used to fund capital works expenditure from the previous financial year.
Revised budget The revised budget prepared by a Council under Section 128 of the Act. Section 128 of the Act permits a Council to prepare a revised budget if circumstances arise which cause a material change in the budget and which affects the financial operations and position of the Council.
Road Management Act The purpose of this Act which operates from 1 July 2004 is to reform the law relating to road management in Victoria and to make relating amendments to certain Acts, including the Local Government Act 1989.
Service delivery A key outcome of a strategic resource plan, service delivery must be (in strategic resource linked with performance strategies in order to assess the adequacy of plan) service delivery and the impact on long term budget preparation.
Services, initiatives, major Section 127 of the Act requires a budget to contain a description of the initiatives and services and initiatives to be funded by the budget, along with a commitments statement as to how they will contribute to the achievement of the Council’s strategic objectives as specified in the Council Plan. The budget must also include major initiatives, being initiatives identified by the Council as priorities to be undertaken during the financial year. The services delivered by Council means assistance, support, advice and other actions undertaken by a council for the benefit of the local community. Initiatives means actions that are once-off in nature and/or lead to improvements in service.
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Term Definition Major initiatives means significant initiatives that will directly contribute to the achievement of the council plan during the current year and have a major focus in the budget.
Statement of Capital Means a statement of capital works prepared in accordance with the Works Local Government Model Financial Report. Refer also Financial Statements Section 3.
Statement of Human Means a statement which shows all Council staff expenditure and the Resources number of full time equivalent Council staff. Refer also Financial Statements Section 3.
Strategic planning A “community owned” document or process which identifies the long framework term needs and aspirations of the Council, and the medium and short term goals and objectives which are framed within the long term plan.
Strategic resource plan Section 125(2)(d) of the Act requires that a Council must prepare and (SRP) approve a Council Plan that must include a strategic resource plan containing the matters specified in Section 126. Section 126 of the Act states that: x the strategic resource plan is a plan of the resources required to achieve the council plan strategic objectives x the strategic resource plan must include the financial statements describing the financial resources in respect of at least the next four financial years x the strategic resource plan must include statements describing the non-financial resources including human resources in respect of at least the next four financial years x the strategic resource plan must take into account services and initiatives contained in any plan adopted by council and if the council proposes to adopt a plan to provide services or take initiatives, the resources required must be consistent with the strategic resource plan x council must review their strategic resource plan during the preparation of the council plan x council must adopt the strategic resource plan not later than 30 June each year and a copy must be available for public inspection at the council office and internet website. In preparing the strategic resource plan, councils should comply with the principles of sound financial management (Section 136) as prescribed in the Act being to: x prudently manage financial risks relating to debt, assets and liabilities x provide reasonable stability in the level of rate burden x consider the financial effects of council decisions on future generations x provide full, accurate and timely disclosure of financial information. In addition to Section 126 of the Act, parts 2 and 3 of the Regulations also prescribe further details in relation to the preparation of a strategic resource plan.
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Term Definition
Statutory reserves Statutory reserves are funds set aside for specified statutory purposes in accordance with various legislative requirements. These reserves are not available for other purposes. Unrestricted cash Unrestricted cash represents all cash and cash equivalents other than restricted cash.
Valuations of Land Act The Valuations of Land Act 1960 requires a Council to revalue all 1960 rateable properties every two years. Valuations of Land Act 1960 – Section 11.
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Attachment 4
AMENDMENTS TO 2017-18 FEES AND CHARGES SCHEDULE
BUDGET PROPOSED Fee Fee GST Statutory GST inclusive GST inclusive Fee and charges to be changed UNIT increase increase applied Fee 2017-18 fee 2017-18 fee $ % at 10% $ $
Environment & Infrastructure - Parks & Infrastructure Sportsgrounds casual use N Per hour $60.00 $180.00 240.00 -$ -75% Y (booking charges for functions, casual sports games, schools outside Boroondara municipality) Sportsgrounds casual use - Junior rate (Under 18) N Per hour $120.0030.00 $-$ 90.00 -75% Y (booking charges for functions, casual sports games) Commentary for amendment to fees: Fee has been amended to enable the charging of non-Boroondara schools the standard sportsground hire fee, and to provide a rate that accomodates casual sporting and recreational activities for participants under 18 years of age. The previous 'pro-rata' arrangement has been amended to provide for fee per hour. Halls and pavilions N Per hour $240.0060.00 $180.00-$ -75% Y (booking charges for casual hire of halls, pavilions and changerooms) Commentary for amendment to fees: The previous 'pro-rata' arrangement has been amended to provide for fee per hour. Sportsgrounds casual use N Per hour No charge$- - $0%Y Monday to Friday: Within 8:30am to 3:30pm Schools within Boroondara municipality - (inside school hours) Sportsgrounds casual use N Per hour $-30.00 $30.00$0%Y Monday to Friday: Before 8:30am and after 3:30pm Schools within Boroondara municipality - (outside school hours) Commentary for new fees: Fee has been amended to reflect that arrangement that schools within Boroondara do not get charged a fee for sportsground hire during normal school hours, however are charged for out-of-hours bookings. The amount 'pro rata' has been adjusted to be an hourly rate to better reflect customer usage patterns. Community Development - Arts and Culture Hawthorn Arts Centre venue - day rate - standard rate N Per day 90% of hourly rate 90% of hourly rate $0%Y - Minimum 8 Hours Commentary for amendment to fees: Amendment of fee unit from "Maximum 8 hours" to "Minimum 8 hours".
City Planning - Local Laws Parking fines Y Per fine $79.00 $1.00 78.00 $1.3%N Parking infringements in contravention of a regulation under the Road Safety Act 1986. Council may by resolution fix a penalty or fine for such infringements in accordance with section 87(4) of the Act, which states that the penalty to be fixed cannot be more than 0.5 penalty units or more than the penalty prescribed under the regulations. The penalty has been fixed at the maximum amount allowed. Commentary for amendment to fee: Fees and fines are officially set and revised by legislation relevant to their application. On 30 March 2017, new fee unit and penalty unit amounts were published which take effect from 1 July 2017. The statutory fee will be $79.00 in 2017-18. City Planning - Building Services Additional fee: Lodgement fee where estimated cost of YPer $38.3039.10 $0.80$2.1%N works exceeds $5,000 lodgement per building permit stage Report and consent for siting variations Y Per regulation $262.10 $5.20 256.90 $2.0%N to be varied Report and consent for non siting variations Y Per regulation $262.10 $5.20 256.90 $2.0%N to be varied Hoarding consents and reports Y Per request $256.90262.10 $5.20$2.0%N
Consent under Section 29A for demolition Y Per $65.40 $1.30 64.10 $2.0%N application Statutory property information request Y Per request $51.2052.20 $1.00$2.0%N
Details of any occupancy permit Y Per request per $52.20 $1.00 51.20 $2.0%N permit Details of mandatory inspection approval dates Y Per request per $52.20 $1.00 51.20 $2.0%N permit Commentary for amendment to fee: Fees and fines are officially set and revised by legislation relevant to their application. On 30 March 2017, new fee unit and penalty unit amounts were published which take effect from 1 July 2017.
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Attachment 5 Attachment 5
Public submissions Draft Council Plan 2017-21, Proposed Budget 2017-18 and Rating Strategy 2017-21
Index
Submission reference and name Document submissions refer to Page number
1. Vivian Ip Council Plan 2017-21 2
2. Submitter 2 Council Plan 2017-21 and Budget 2017-18 3
3. Tony Mohr on behalf of Alliance for Gambling Reform Budget 2017-18 3
4. Ian Hundley Council Plan 2017-21 and Budget 2017-18 4
5. Glennys Jones Council Plan 2017-21 and Budget 2017-18 18
6. Paul Lourey on behalf of Glen Iris Cricket Club Budget 2017-18 20
7. Andrew Port Budget 2017-18 22
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Attachment 5
Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions) 1. Vivian Ip Pedestrian amenity and safety Council Plan DEI Officers agree that pedestrian routes should be safe and accessible. Walkability and Access studies have (ECM Ref: 9510432) The submitter would like to see greater priority given to previously been undertaken for the Kew Junction pedestrians under the theme "Enhanced Amenity." Shopping Centre, Glenferrie Precinct, Camberwell Fundamental to neighbourhood amenity and liveability Junction Precinct and the Balwyn Shopping Centre. is "walkability." Not merely footpath maintenance (which is highlighted in the budget) it is a question of These studies focus on improving safety and access good planning. for pedestrians including disability access. Council has been progressively implementing recommendations It would be good to see a pedestrian audit of key from these studies in line with funding allocations. routes from a safety and accessibility perspective. For Access improvements and safety initiatives are also example, the area around our local train station is a undertaken in other centres. study in non-human centred design. To be fair, the station is highly accessible should you happen to be The proposed 2017-18 Budget allocates the following living on one side of the main road. For others, there is funding for pedestrian and safety initiatives: the option of taking a wide detour to wait at the lights to x $410,000: Bicycle and pedestrian trails - cross at the main junction, or simply taking your implementation of the Safety Audit action plan chances by crossing the gauntlet of thick traffic, which x $159,000: Bicycle Strategy implementation is particularly bad during morning and afternoon peak x $700,000: Yerrin Street pedestrianisation hours. If you are in the latter category, should you x $51,250: Integrated Transport Strategy make it to the middle, you are rewarded for your implementation bravery with a tokenistic nod to your safety by a narrow x $102,500: Crossing facilities traffic island that you can perch on temporarily before x $154,000: Access and Parking Plan completing your dash to the other side. implementation x $23,000: Road Safety Strategy With more and more people projected to live around main public transport hubs in the future, I anticipate For Auburn Village, Council’s detailed funding these mobility issues will only get worse if not application for a 40 km/h speed limit through the addressed proactively today. I will therefore urge shopping strip has been approved by VicRoads and is Council to consider giving greater focus to pedestrian due to be implemented by mid-2017. amenity and safety as a strategic priority over the next four years. No change proposed to the Council Plan.
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Attachment 5
Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions) 2. Submitter Cycling and walking infrastructure Council Plan DEI The proposed 2017-18 Budget allocates the following and Budget funding specifically to walking and bicycle related (ECM Ref: 9510433 ) The submitter suggests that Council should work more projects: on infrastructure for bicycles and walking. Better • $410,000: Bicycle and pedestrian trails - infrastructure and safer facilities will make people more implementation of the Safety Audit action plan likely to cycle to work, school or to the shops. • $159,000: Bicycle Strategy implementation Lots of money can be saved for the council and it • $700,000: Yerrin Street pedestrianisation citizens, and obesity levels can drop to reduce stress • $51,250: Integrated Transport Strategy on the health system. implementation • $102,500: Crossing facilities More money needs to be spent on a consistent • $154,000: Access and Parking Plan network of protected bike lanes, with storage at implementation shopping areas, train stations and other locations to • $23,000: Road Safety Strategy make it easier to ride. Protected lanes and intersections can make the roads safer for children and Council officers will continue to actively seek external less confident riders to use the roads without having to funding and grant opportunities for walking and bicycle avoid cars. related projects including working with Active Transport Victoria and VicRoads for on-road bicycle facility opportunities.
Advocacy for improvements to the bicycle network is an action in 2017-18. The proposed budget also includes a commitment to ensure appropriate opportunities for on and off road cycling and improvement of Boroondara's bicycle network by commencing the review of the Boroondara Bicycle Strategy.
No change proposed to the Budget and Council Plan.
3. Tony Mohr on Gambling Policy Framework Budget DCD The City of Boroondara continues to be concerned behalf of about gambling-related harm caused by all forms of Alliance for The submission advises that The Alliance for Gambling gambling, particularly poker machines and online Gambling Reform is working with over 20 councils across gambling in our community. Council’s current Reform Victoria, to build public support for stronger state laws Responsible Gambling Policy 2013-18 ensures that that prevent gambling harm and enable councils to Council has a platform to raise awareness in our (ECM Ref: 9531285) better represent their communities when faced with community of the risks associated to minimise and EGM applications. reduce gambling-related harm.
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Attachment 5
Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions) In 2014-2015, the 213 poker machines in the City of Council’s Responsible Gambling Policy 2013-18 has Boroondara took $21 million from residents. On also prioritised actions across Council in both the average, each poker machine in Boroondara takes Boroondara Public Health and Wellbeing Action Plan $87,000 each year – over 2 times the average income 2016-17 and our Children and Young People’s for residents of this city. Strategy. In March this year, Council delivered a professional development session for professionals The Alliance works closely with the VLGA and MAV on who work with young people, exploring the emerging these issues and would love to partner with the City of issue of Sports Betting and Young People. This issue Boroondara to strengthen your work, and enhance is particularly relevant to Boroondara, as young people your capacity to deliver on your Gambling Policy 0-25 years living in Boroondara make up 34 per cent of Framework. the population. Thirty-one professionals and leaders in our community attended this workshop, and Council The Alliance hopes that the City of Boroondara will will continue to work with a range of key stakeholders consider joining the Leadership Group of councils by in response to this growing issue. making a $25,000 contribution so that we can work closely together in 2017/2018. Council also participates with the Local Government Working Group on Gambling convened by VLGA and the Local Government Gambling Alcohol and Other Drugs Issues Forum convened by MAV.
Direct contributions are not provided for within Council policy; however Council will continue to work actively within the City of Boroondara and with our local and regional partners to respond to gambling related harm. No change proposed to the Budget.
4. Ian Hundley The submission primarily highlights areas of significant interest where program changes are indicated and (ECM Ref: 9536655) extra spending required and other areas which it is proposed be wound back and cost savings affected.
Communications and Engagement Budget EMC&CE The City of Boroondara has a robust framework for community engagement developed with its community Boroondara Council custom and practice gives the which is regularly reviewed to ensure its relevance. term "community engagement" a bad name and this administrative group should be abolished. Its primary This policy framework allows the Engagement and modus operandi is one-on-one "consultation" and Research unit to support all departments in the communication which is inimical to well-informed and delivery of inclusive and flexible engagement practices thoughtful policy and program development and i.e. a devolved model is currently practised. delivery. Consultative processes should instead be
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Attachment 5
Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions) devolved to operating departments on a more The Victorian Government measures community intellectually coherent and inclusive basis and should satisfaction with local government annually. more directly involve elected officials and external Boroondara’s community consultation performance sources of advice. has rated significantly higher than both state and inner- metro averages for the past four years (2013 - 2016). The recent consultations on the proposed Council Plan 2017-2027 and on the North East Hub are illustrative The estimated staff cost saving suggested in the of the weaknesses in the current consultative submission is flawed. That figure relates to the several processes. Whilst no doubt resource intensive, the business units including communications, creative consultations on the Council Plan 2017-2027 were services, online services, research and engagement. very superficial and did not provide sufficient One EFT is allocated to the engagement and research opportunity to work through any issues of reasonable service. complexity. No change proposed to the Budget. Similarly, with the consultations on the North East Hub, which extended over several years, were characterised more by the carnival atmosphere in which they were conducted rather than the necessary seriousness required to address serious issues related to the project. By way of example, no effort was made to deal with transport related issues and especially the prospect of increased numbers of car journeys to Greythorn Village as a consequence of this and other development projects in the precinct.
Estimated cost saving: $2.858 million (see Proposed Budget, 2017-18, p. 9)
Lack of face to face grass roots communications Budget Governance The option to conduct ward meetings is available to all Councillors. Whether ward meetings are considered Grass roots communications between the elected the most appropriate or efficient means of engaging councillor and electors of Maranoa ward has been and communicating with their constituents is a matter sadly lacking in recent years. As far as I am aware this for each councillor to determine. problem also extends to other wards. The previous Maranoa ward councillor, Philip Mallis, to my However it should be noted that all Councillors actively knowledge did not organise and attend any ward participated in the recent extensive consultation to meetings in Maranoa in the period 2012 to 2016. Prior develop The Boroondara Community Plan. This to that the incumbent ward councillor, Nicholas Tragas, activity provided an opportunity for all members of the had organised ward meetings on a reasonably regular community to participate through various channels and basis. The recently elected councillor, Cynthia Watson, mediums with more than 11,500 members of our
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Attachment 5
Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions) has not so far organised a ward meeting. community engaging with Council on a wide variety of issues covering immediate local issues as well as I asked recently that she do so, specifically to discuss more strategic issues to be addressed through the the consequences of the Plan Melbourne Refresh development of the plan. process. This she declined to do, on the grounds that the Council was not fully informed of the Councillors participation in a range of committees and consequences of the changes. This was despite the forums throughout their term provides a variety of fact that the Mayor had earlier urged that residents opportunities for the community to meet with write to the Minister for Planning to complain about Councillors. Council officers prepare regular monthly what the Council viewed as adverse consequences of and quarterly performance reports and the audited the policy. annual report which Council adopts. These reports provide comprehensive information with regard to The recently reviewed Councillor Code of Conduct performance of Council and are published in advance should include a commitment by councillors to of Council meetings enabling all members of the reporting back and consulting with their electors community to ask questions of Council. through the medium of regular ward meetings. I recommend that such meetings should be conducted No change proposed to Budget. at least every six months. Regrettably, in another failure of communication inadequate opportunity was provided for members of the public to make submissions on the Code of Conduct, an opportunity which typically only arises once every four years.
Tree protection on private property Budget/ DCP Council officers constantly monitor whether the Council Plan resources allocation to the administration and Tree protection on private property, which is covered enforcement of the Tree Protection Local law are by the Tree Protection Local Law, was reviewed in sufficient. Changes in resource allocation will occur if 2016 after ten years of operation. It has failed and when they are required. It is noted that funding to comprehensively in its objective to maintain canopy undertake a study of canopy tree cover in each suburb tree cover in the municipality. Proposed expenditure in the municipality over the last 10 years has been for the program in 2017-18 is $308,000 with offsetting allocated for the 2017-18 financial year. The results of revenues of $175,000 (see Proposed Budget, p. 19). this study are expected by the middle of 2018. The current level of expenditure is self-evidently trivial and needs to be increased to a functional level. In regard to other matters raised, it is noted that Council has just completed a major public consultation There is inadequate recognition in the draft Council in respect to a regulatory framework for tree control Plan 2017-21 of the important role that the during the process of creating a new Local Law. maintenance of canopy tree cover plays in the environment. In fact, it has a solitary reference (p. 37) Setting and reporting on targets every six months in and is not recognised at all as a performance measure respect to mitigation of the heat island effect and
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Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions) for a sustainable environment. It should be, and in climate change based on tree permits approved or some detail. refused would not be particularly meaningful at a municipal level and not an effective use of Council The following actions should be undertaken to address resources. the crisis of canopy tree loss: An immediate audit of the rate of canopy tree loss x No change proposed to Budget and Council Plan. in the period since the introduction of Local Law. The audit should apply to the whole of the City as well as particular constituent parts characterised by particular built form and other relevant characteristics; x A comprehensive community consultation to provide an effective regulatory framework, which should include consideration of variations to relevant planning and building regulations and the development of a vegetation overlay to provide appropriate protection for canopy tree cover and other vegetation; x In light of the fact that enforcement activity under the Local Law by the Council has been very light increase the rate and level of penalties the Council currently levy's under the Local Law to demonstrate necessary credibility with the state government that the statutory maximum fine should be increased; x Hire additional qualified arborists to assist with the administration and enforcement of the local law, including the assessment of applications for tree removal, promotion of the value of canopy trees in the urban environment, enforcement of breaches of the local law, and to assist in ongoing analysis and reporting of activity and trends in the program; x Hire additional full-time administrative and research officer support for the arborists; and x Publish regular six monthly performance measures on the program which includes measures and targets which address the mitigation of climate change and the urban heat island effect.
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Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions) Public transport advocacy Budget DEI Council continues to advocate to the Victorian Government for improved public transport services. Boroondara faces increasing road congestion and This advocacy includes trains, trams and buses. declining liveability due to too many road trips being made in the municipality by motor car rather than by Council’s advocacy has focused on improved service public transport and other sustainable means. As is frequencies for all modes. This has included bus recognised in Council's Integrated Transport Strategy services and an extension to operating hours to 2006-26 many of these trips are quite short and are include the evenings and weekends, including the highly amenable to modal change through the need for a north south bus service linking the Amcor application of the right policies and programs. Development (and beyond) through to Kew Junction and beyond. However, Boroondara Council has been ineffective in advocating for increased frequency of public transport Council has also advocated for an extension to tram services, including trains, trams and route buses (p. services, both north-south and east-west and included 21). Its advocacy for a rail service to Doncaster has initiatives in its adopted Balwyn Access Plan and been especially weak. The Council has been Camberwell Junction Access Plan. indifferent towards the urgent need to focus on improvements to north-south route bus services to Access improvements within VicTrack land to railway complement predominately radial train and tram stations also forms part of Council’s advocacy. services which terminate in the Melbourne CBD. This was especially evident in Council's lame response to Council has also previously advocated for the the then - proposed large scale commercial and Doncaster Rail and actively contributed to the study. residential development of the AMCOR site in The advocacy efforts are guided by Council's Alphington and its overenthusiastic support for the Integrated Transport Strategy, and will continue in the Chandler Highway bridge widening project. coming year. Its own policies are inimical to increased patronage on For the Chandler Highway Upgrade Project, Council at public transport services in circumstances where they its meeting of 16 November 2015 resolved to request have been upgraded. This has included the expansion the introduction of additional on-road public transport of free or low priced parking facilities at Council run services, specifically services to better connect parks and sporting facilities. The Council is observably Darebin, Banyule, Yarra and Boroondara. Council indifferent to pursuing increased public transport use in officers continue to work with Public Transport Victoria, the north-east quadrant of the municipality. VicRoads and adjoining Councils in this regard. The Council's pre-occupation with engineering Council has a sustainable transport officer whose "solutions" to mobility challenges reflects the lack of duties include behavioural change programs for the balance in the skill set employed by the Council which community including businesses, schools, Swinburne is heavily biased in favour of the narrow capabilities of University and Council staff. roads engineers.
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Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions) This is precipitating greater road congestion when As part of a successful grant application, Council also there needs to be a much greater concentration on has a dedicated officer working on the Boroondara behaviour change and demand management Active and Safe Schools program with three schools. initiatives. This failing has been evident for many The program helps primary school students, their years. families and staff travel to school in a safe and active way including encouraging more active travel such as One particular area which requires particular attention walking and cycling. is travel to and from school, where there are substantial gains to be made by greater commitment to No change proposed to the Budget "walking school bus" and like programs.
A dedicated expenditure line for public transport advocacy should also be included in the 2017-18 budget and this should also be reflected in a review of current staffing.
Maintenance of footpaths Budget DEI Builders are required to maintain safe footpath access adjacent to their building sites at all times. This The Council's efforts to ensure footpaths remain requirement is enforced via the Asset Protection Local accessible and safe, especially whilst building works Law and Asset Protection Permits issued for the are under way on adjoining properties continues to be building works. The permit holder is required to lodge woefully inadequate. This is especially the case in a bond to cover damage to Council’s infrastructure suburban areas where there appears to be an during the building works. unwritten understanding between the Boroondara Council and builders that footpaths will be permitted to Where footpaths are damaged during building works, deteriorate whilst building works are under way. This is the builder is required to maintain the path in a safe not good enough as footpaths are often left in a and reasonable condition until permanent repairs can dangerous state for extended periods, sometimes for be undertaken at the end of the building construction. years. The risk is heightened during wet weather and This is normally achieved through temporary repairs presents as a particular problem for older people and using crushed rock or cold mix asphalt. those with disabilities. Asset Protection officers undertake the monitoring of Any additional costs incurred in maintaining safe active building sites and the investigation of customer footpaths in a safe condition should in the short term complaints regarding damage to Council infrastructure, be cost neutral at worst, and perhaps revenue positive, although with over 1,000 active building sites at any through increased enforcement activity. It would soon one time there is a limit to the number of proactive be found that the behaviour of builders would change inspections that can be carried out. for the better if this approach were to be adopted. In recognition of the importance of footpath and asset protection, a new permanent staff position has been
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Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions) included in the proposed 2017-18 Budget. This position within Council's asset protection team will allow an increased proactive focus on damage to public infrastructure through building works, and appropriate reinstatement of assets by other authorities when they work within roads and footpaths.
No change proposed to the Budget.
Kew Traffic School Budget DCD The Kew Traffic School has been operating in Boroondara for over 60 years and has a significant The traffic school is not a mainstream function for the place in the history of the area. The traffic school is Council and should be abolished with consequent highly regarded by many members of the community budget savings. for the programs it runs as well as the role it has Estimated cost saving: This would include $250,000 to played in many children’s lives. be incurred in 2020-21 for an office building (p. 157) The Kew Traffic School facilitates safety education for children and encourages sustainable transport. Road safety was a key issue for both children and families during the consultation for the development of Boroondara’s Children and Young People’s Strategy. The traffic school supports families in the education and awareness of road safety. More than 22,000 children have accessed the Kew Traffic School over the past 12 months. The Kew Traffic School provides vital education to children on road and bike safety.
The safety education sessions are available to all primary schools, kindergartens and preschools. The sessions include a road safety lesson facilitated by a safety education officer followed by a practical session for the children to practice what they have learned about pedestrian safety. An average of 7,000 children attend a safety session per annum. Children often attend these classes with their parents who learn valuable information on keeping their children safe in the car and while riding their bikes.
School holiday sessions operate for two weeks during each school holiday period. An average of 1,500
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Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions) children attend per annum. These sessions provide children with the opportunity to practice their skills and provide the opportunity for people to make links within their community.
Private bookings are available on weekends and after hours, offering a unique birthday party or private function opportunity. This is very popular with over 14,000 children accessing the space over the calendar year.
The funds earmarked for the renewal of the office building in 2020-21 will ensure that the safety education sessions can continue to provide an important learning opportunity for young children who can then apply their understanding of road safety in a controlled environment.
The traffic school is a well-known throughout Boroondara for providing high quality, up to date safety education programs for children ensuring the youngest members of our community stay safe.
No change proposed to the Budget.
Capital projects in connected North Balwyn parks Budget DEI Council recognises the needs of different park users. Decisions around works and use are guided by a There have been heavy ongoing expenditures on number of adopted strategies including the Boroondara projects in or in the near vicinity of Jacka Reserve, Open Space Strategy and the Sport and Recreation Gordon Barnard Reserve, Hislop Park, Macleay Park Strategy. Renewal planning also guides expenditure and Myrtle Park in North Balwyn predominately in on existing facilities such as pavilions, driven by asset favour of organised sport. This is degrading space condition and service needs. available for passive recreation and is compromising the natural environment. The shared path in Gordon Barnard Reserve is being constructed, as discussed further below. No current Both singly and taken together they represent a major design plans exist for shared paths in the adjoining threat to the maintenance of the parkland in the area. reserves of Myrtle, Macleay and Hislop Parks and no Those projects under way should be wound up and funding has yet been allocated for shared paths in those not commenced should be abandoned or these reserves in Council’s budget. Similarly, there downscaled. are no proposals for changing the paths in Stradbroke
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Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions) Projects in prospect include: Park, Harrison Reserve and Hays Paddock. x A further redevelopment of the recently completed Macleay Park pavilion; Funding allocated in the foreshadowed Capital x Further redevelopment of the recently renovated Renewal program for refurbishment of the Macleay Myrtle Park pavilion; and Park pavilion in 2018-19 and 2019-20 is based on an x The threat of the construction of a three metre assessment of the relative condition of buildings in the wide bike path through all these parks as well as City. The condition of the pavilion will be further well as through Stradbroke Park, Harrison Reserve assessed closer to the time of the planned works. and Hays Paddock in East Kew. The primary Redevelopment of the Myrtle Park pavilion is not objective is to provide a major feeder path into the included in the proposed Budget anniversary Trail and the Koonung Trail. No change proposed to the Budget.
Proposed bike path through North Balwyn and Budget DEI On 8 July 2002 Council approved the Gordon Barnard East Kew Reserve Master Plan. The Master Plan underwent extensive community consultation and included a The Council has sought to legitimise the latter bike proposal for a shared path for Gordon Barnard path project, which would be predominately in parkland Reserve. on the basis of previously endorsed strategy documents which are flawed. The Boroondara Bicycle The shared path is also reflected in Council's Bicycle Strategy (2008) is a case in point, as it unreasonably Strategy which was approved by Council on 6 October targets parks for cycling infrastructure. Its negative 2008 where it forms part of a longer term strategy to consequences for parkland were barely perceived as link Myrtle Park, Macleay Park, Hislop Park and its support has been enlisted to rubber stamp the Gordon Barnard Reserve. With the use of the street unthinking degradation of parkland in much of network, access could also be provided to the Boroondara, with the parks in North Balwyn and East Anniversary Trail and the Koonung Trail. Kew now targeted. A 3m width for a shared path is in line with current The 2008 Bicycle Strategy is out of date on several standards. measures, not least because it does not recognise the scope for making local roads safer for cyclists, which The Boroondara Bicycle Strategy contains a series of have been introduced with profit in many other recommendations for both on road and off road routes jurisdictions, nor of the safety benefits which will flow including education and sustainable transport from the introduction of autonomous vehicles into the initiatives. The development of the strategy involved Australian motor vehicle fleet. an extensive consultation phase and was adopted by Council in October 2008 The Gordon Barnard Reserve Masterplan (2001) can be quoted in the same context. It has more recently The review of the Boroondara Bicycle Strategy is due been referred to by Council spokespersons in support to commence during the coming year and is included of the construction of a three metre wide "shared" path as an annual commitment for 2017-18.
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Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions) through the parks in North Balwyn even though it No change proposed to the Budget. preceded the Bicycle Strategy by seven years and the Council has chosen to dismiss other elements of the Master plan.
It is unsurprising to me that these excesses have gained pace since the Boroondara Council abolished the parks advisory committees in 2013. These committees provided local residents with at least a modicum of insight and an avenue of face to face communication in relation to Council thinking and behaviour on open space.
Even this is now gone. Council now freely operates on a primarily military/ corporate model of communication on these issues which hides much more than it discloses. In particular, it permits Council to treat with special interest groups, including private schools and highly organised sporting interests, whilst isolating most community members in the use of open space.
Maintenance of parkland Budget DEI Council’s level of financial resourcing for renewal of open space assets is considered appropriate in the The Council provides inadequate funding for the light of asset management planning for this asset maintenance of parkland, to the point where it still does category. This includes expenditure for paths within not even have a regime for watering canopy trees in parks, with the condition assessed and appropriately open space, other than in formal parks, in conditions of maintained within the allocated budget. User surveys drought. The overall condition of these parks has been for parks continue to indicate a high level of community deteriorating significantly in recent years which are satisfaction. Council does not budget for seasonal reflected in many cases in the declining condition of weather and climatic events which may not occur vegetation and gravel paths. The budget renewing (such as the example of the drought flagged in the gravel paths in parks appears too modest for the submission), but would address resource requirements purpose, at $117,000 in 2017-18 (p. 161) and $65,000 and respond accordingly in the event of such an for park tree removal (p. 164). The paths in Macleay occurrence. Park, Myrtle Park and Hays Paddock, in particular, have been permitted by the Council to decline No change proposed to the Budget. significantly in recent years. These issues should be reviewed for the purposes of this budget to provide adequate outlays.
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Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions) Drainage Budget DEI Approximately 34% of the proposed drainage renewal budget for the period mentioned is for the relining of There is significant expenditure forecast for drainage old stormwater drains to ensure that the drains remain works of $20,070,000 for the four year period 2017 - serviceable and that their asset life is maximised for 2021 (p. 44). It is not entirely clear how much these the benefit of the community. The balance of the outlays relate to maintenance and repair and how funding is to replace drains that are in poor condition or much they relate to increasing the capacity of the that do not provide sufficient capacity based on the drainage network. This is an important distinction. In analysis of stormwater catchments and the relation to the latter, it appears that a significant investigation of flooding complaints. The majority of proportion of this work and expense could be the Council’s drains were designed many years ago but consequence of the continuing reduction in permeable larger modern houses and greater paved surfaces surface area in the municipality, and thus greater run- result in greater runoff from properties. To address off, associated with the construction of larger this issue, Council requires multi-unit developments to dwellings. Further and better advice needs to be install stormwater detention systems to reduce the provided on this element of the proposed expenditure impact of stormwater runoff from these properties. The on drainage. need to maintain drainage renewal funding at this level will be reviewed further following the flood modelling of Boroondara’s catchments that is currently underway, after the completion of the brick drain relining project, and will depend on the outcomes of ongoing CCTV surveys of Council’s drainage infrastructure.
No change proposed to the Budget.
Commonwealth Government Roads to Recovery Budget DEI The forward Roads Renewal program is produced Program using Council’s pavement management system and this is combined with a review of any relevant Grants funding of $398,650 million from this program is customer requests and any recommendations resulting identified to cover roads pavement renewal works, (p. from Council officer inspections. 59). Could the Council advise the location and description of the works to which this funding is to be The refurbishment of Prospect Hill Road, between allocated, and especially whether it includes the Griffith Street and Logan Street, will be funded by the reinstatement of bluestone kerb and channel, which is 2017-18 Roads to Recovery allocation. a particularly expensive, and for the most part, unnecessary road treatment. The reinstatement of bluestone kerb and channel is undertaken in accordance with Council’s Bluestone Policy - Kerb, Channels and Laneways 2010.
No change proposed to the Budget.
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Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions) Boroondara Heritage in the wake of the collapse of Budget DCP In September 2015 the Urban Planning Special the Balwyn and North Balwyn study Committee (UPSC) resolved to not proceed with the draft Balwyn and Balwyn North Heritage Study The modest process to assess heritage sites in Balwyn (incorporating Deepdene and Greythorn). This decision and North Balwyn identified in the 2015-16 and earlier was made following preliminary consultation on the budgets collapsed entirely in September 2015 when draft study. The majority of feedback that was received the Council inexplicably abandoned implementation of was opposed to the recommendations of the study. In the study. The process was contentious as many particular, there was strong opposition to including residents suspected that if properties were to be post-war and more modern properties within the protected by an overlay it would precipitate reductions heritage overlay. in property prices. This is because in recent years land prices in the area have escalated substantially and a In March 2017, the UPSC resolved to appoint a new large proportion of residences sold in the area are expert heritage consultant to carry out a review of the demolished and being replaced with new and larger recommendations of the Balwyn and Balwyn North dwellings, many of which are out of character with the Heritage Study and to prepare a new heritage study. pre-existing stock of housing. They also conflict This review will be of 102 individual properties and aggressively with neighbourhood character values seven precincts that were investigated as part of the which the Council has identified but does little to original Balwyn and Balwyn North Heritage Study. maintain in its administrative and enforcement activities in a number of building related areas of Officers are currently in the process of appointing a Council activity. heritage consultant to carry out the peer review.
Many of these sales appear to be to foreign buyers No change proposed to Budget. (My representations to the local Federal parliamentary representative, the Honourable Josh Frydenberg, seeking robust data have proved fruitless on this score. Advice provided to me on his behalf advised that the Commonwealth refuses to provide this key information because of "privacy considerations." This fig leaf of an excuse for continued obscurity borders on the contemptible). The situation is exacerbated by the fact that Commonwealth regulation and reporting in the area of foreign ownership of residential real estate continues in disarray. The Council has also expressed its indifference over the issue.
The Council has denied that these price effects are occurring in areas without heritage protection. It seems in these circumstances the proposed five year heritage study at a cost of $1.3 million to address all areas of
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Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions) Boroondara currently without heritage protection would do little other than further count down the clock on the retention of the positive qualities of the built and natural environment in many areas in Boroondara, and particularly in Balwyn and North Balwyn. It will be interesting to see whether the Council maintains this position in the wake of the recent on - selling of a large property in Kew following failed attempts to secure heritage protection of the (now demolished) residence on the site. (See https://www.domain.com.au/news/developer- demolishes-kew-mansion-advertises-block-for-almost-double-the- price-20170524-gwc40z/ )
Any prospect of maintaining built heritage in Balwyn, Balwyn North and Deepdene was further undermined, perhaps fatally so, on 20 March 2017 when the Council determined, in a motion moved by the Maranoa ward Councillor, Cynthia Watson and seconded by the Mayor, Phillip Healey, to abandon any effort to secure heritage protection for properties built in the area after WW2. See https://www.boroondara.vic.gov.au/sites/default/files/2017- 05/Urban-Planning-Special-Committee-20Mar17-Minutes.pdf
In particular, property development interests at play in Balwyn and North Balwyn would be comforted by the fact that these suburbs would have land prices maximised and the whole area irredeemably reduced to wall-to-wall McMansions by the time the Council gets around to taking positive action.
These are not particularly new phenomena. I discussed the most important of these issues and the measures that should be addressed in previous submissions to Council over the last decade or so, and more recently in response to the "McMansions" letter addressed to residents and ratepayers by the former Mayor in February 2016.
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Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions) Financial principles and resource allocation Budget DCS Council maintains infrastructure and buildings assets valued at $812 million. Council as the steward of Generally speaking, the Council overspends on fixed these community assets has a responsibility to infrastructure for sporting activity in particular. It may adequately maintain the assets as fit for community also be doing so in other areas which I have not use incorporating the State Government Regulations examined. There is strong evidence that the standard required for these buildings. These assets include: and scale of build is far greater than required x 241 buildings particularly given other competing uses. It constitutes a x 561km roads profligate use of public funds. x 57km on-road cycling paths x 34km shared paths on trails The Victorian government capped local government x 117 playgrounds rates from 2016-17. Given the nature and quantum of x 1,284km footpaths Boroondara's overspending in recent years this has x 716km stormwater pipes come as a relief to many of us. The idea that this may x 400ha (approximately) of open space, including lead to a review of services that are provided to the 222 parks and 22 formal gardens community, as intimated in the proposed budget, seems to be an exaggeration in the circumstances. The statement that the expenditure is profligate is not a That is, unless the Council intends to continue with view shared by the tens of thousands users of these gross overspending in particular area on unnecessary facilities who actively participate and contribute to the infrastructure, especially as it relates to organised wellbeing and connectedness of our community. sporting activity. Council's Capital Renewal program was enhanced The fact that the Council funds such a large proportion over the last decade to remove the backlog of asset of capital expenditure from current revenue is also a maintenance works that developed through decades of source of considerable concern. It means in effect that underspending by the former Councils. Boroondara is current ratepayers are bearing the cost burden of long now one of the few Councils in Victoria without a life facilities that largely benefit future generations significant backlog of infrastructure renewal works. rather than the current generation. Accordingly, in the interests of intergenerational equity the Council should Adequate and timely asset renewal prevents the provide for more debt financing of capital projects. This deterioration of community facilities which if left matter should be addressed in response. In this neglected result in higher costs over the life of the regard, there are such things as good and bad debt. asset.
It was intimated for the 2016-17 budget that the The argument for borrowing for capital works only has Council is seeking to increase reliance on non-rate logical merit for the creation of new assets not for the sources of revenue. I asked on an earlier occasion maintenance and renewal of existing assets. However what these measures might be, but I have no record of even for new asset creation it is more prudent to use a response from the Council. Council funds rather than borrowing as this removes the cost of interest from the delivery of community assets.
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Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions)
Non rate revenue as a proportion of total income has risen from 24% in 2016-17 to a budgeted 25% in 2017- 18. This is in part due to the State Governments belated agreement to unfreeze planning fees which had been frozen since 2009.
No change proposed to the Budget.
5. Glennys The submission advised that Boroondara has Council Plan DEI The proposed 2017-18 Budget allocates the following Jones continued to be the target of developers and the /Budget funding specifically to walking and bicycle related resulting increase in housing/population density is projects: (ECM 9536693) creating a scarcity of car parking and increased traffic • $410,000: Bicycle and pedestrian trails - congestion. implementation of the Safety Audit action plan • $159,000: Bicycle Strategy implementation Providing improved infrastructure that encourages • $51,250: Integrated Transport Strategy Active Transport (walking and cycling) to destinations implementation or to public transport has the potential to reduce • $23,000: Road Safety Strategy implementation parking demand and traffic congestion. With the uptake of technologies such as e-bikes cycling is no Council officers will continue to actively seek external longer limited by fitness. funding and grant opportunities for walking and bicycle related projects. Bicycle Network established a Bicycle Expenditure Index (BiXE) which in 2007 set a minimum spending Bicycle parking will continue to be installed in areas of threshold at $5 per person. Ten years on, without need. The type of parking installed is considered on a indexation Boroondara has failed to meet the minimum site by site basis, with opportunities in shopping spend with a short fall of $107,500 with a BiXE of just centres often severely limited in terms of land. The $4.39 per person. Glenferrie Road shopping centre is one such area where available space is limited and a Parkiteer style The 2008 Boroondara Bicycle Strategy (which is not cage cannot be accommodated. readily found on council’s website) is far from being completed and additional funds should be allocated in Forward 2021-22 budget allocations beyond the 2017- 2017/18 to achieve goals set within the strategy. 18 year are subject to Council review and funding. It is not confirmed at this point in time and consideration There is plenty of potential for improved facilities in will be given when preparing future budgets to include Boroondara such as Parkiteer cages (secure bike funding for bicycle and pedestrian trail safety audit parking facilities) at shopping centres such as action plan implementation. Hawthorn. Converting a few car spaces into a parkiteer has the potential to significantly leverage the It is also noted that the proposed Budget 2017-18 number of available parking spaces and likely to includes a commitment to ensure appropriate
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Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions) benefit retail staff and patrons alike who are seeking a opportunities for on and off road cycling and parking option which allows them to remain for longer improvement of Boroondara's bicycle network by than two hours without generating traffic by cruising to commencing the review of the Boroondara Bicycle look for another parking space. Strategy.
Improving safe walking and cycling links to schools No change proposed to the Budget and Council Plan. and universities, such as Balwyn HS and Swinburne University would improve local amenity and fits within Boroondara's Integrated Transport Strategy. “To provide improved public transport, walking and cycling provision and manage private car travel more effectively, as part of overall Council goals to pursue social, environmental and economic well-being and to protect and improve the built and natural environment.’
Boroondara Council has been pro-active in carrying out Annual Trail Safety Audits of the shared path network on a three year rotation basis. During the Audit process hazards are recorded and rated according to danger. Issues that aren’t critical one year may be rated considerably higher in subsequent audits due to changing conditions, such as drainage, tree roots damage, changing safety standards and increases in user demand during that three year period. Whilst council has been diligent in addressing the worst of these issues, they are far from complete and it is very concerning that there is no provision for this process in the 2021/22 Council Plan, whereas the preceding years has seen in excess of $400,000 budgeted for this process.
The audit is not purely in respect of cycling but takes into account issues such as tripping hazard and lighting which sees these valued community assets being used by older residents on zimmer frames through to parents going for a jog after work when the kids have been put to bed or simply taking the dog for walk.
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Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions) I request that council increase the investment in cycling infrastructure in the 2017/18 budget and reinstate the $400,000 safety audit works in the Council plan for 2021/22.
6. Paul Lourey Eric Raven Reserve - Turf Wicket Renewal Budget DEI Council funds turf wicket maintenance and minor on behalf of renovations through its operating budget. There is an Glen Iris Submission regarding the 'Recreational, leisure and annual cycle of identifying candidate locations and Cricket Club community facilities' section of the Capital Works undertaking work prior to the cricket season. Council Renewal section in Appendix D of the City of also has a long term renewal program for sports fields, (ECM Ref: 9536694) Boroondara's 2017/18 budget. which includes turf tables. Glen Iris Cricket Club is one of the larger community As flagged in the submission, the Capital Works cricket clubs in the City of Boroondara and our program includes two line items - Sportsground capacity to retain and develop our junior cricketers is Improvement Program ($250K), and Sportsgrounds very dependent on providing them satisfactory turf Reconstruction ($760K). These lines items are asset cricket facilities. The renewal of the Turf table at Eric renewal budgets. Council prioritises renewal projects Raven Reserve would certainly promote this. based on asset condition as per the principles in its Proposal asset management policy framework, with prioritisation Based on our observed condition of the turf wicket and occurring on the bases of each asset’s condition on the the feedback from our players over the last two context of the condition of all other similar assets seasons we are seeking funding for the renewal of the owned by Council. The budget provision for both Eric Raven Reserve turf wicket to provide a fit for Sportsground Improvement Program ($250K) and purpose turf wicket table which will support the Glen Sportsgrounds Reconstruction ($760K) is considered Iris Cricket club continue to provide a fantastic appropriate for the renewal needs of this asset class. community cricket experience. In 2017-18 Highfield Park north oval will be Background reconstructed from the Sportsgrounds Reconstruction The Glen Iris Cricket Club continues to provide budget. This project ties in with a grant funded lighting opportunities for local cricketers to enjoy a game of upgrade. Council has already undertaken pre-project cricket and the social benefits of being part of club and community consultation for Highfield Park. While Eric building networks within the local community. Our Raven reserve is not a priority for the works requested junior program continues to provide a stream of young in the submission for 2017-18 Council officers will have cricketers who are keen to join our senior club and play discussion with the club regarding the important issues on turf. The turf wicket has been well maintained with they have raised, and investigate opportunities for every effort to provide the best possible ‘wicket’ each addressing these issues in future year’s budgets. Saturday and Sunday during the cricket season and to a lesser extent part of the field for our co-tenant the No changed proposed to the Budget. Camberwell Lacrosse club.
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Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions) Despite a sound maintenance and wicket preparation program the turf wicket is showing signs of needing work to maintain a soil profile and healthy turf grass stand that will enable the curators to produce good quality wickets for 160 overs of cricket each weekend. We have observed the following issues with the wicket table that we believe an allocation of Capital Works funding will be able to address and provide a wicket table that will be able to provide a fantastic venue to play cricket.
The following list outlines the issues: x Change of height from outfield to wicket following years of required topdressing between seasons. x Crumbling soil surface which breaks up significantly due mainly to contamination by sand and soil trafficked onto the table by players. x Increased amounts of irrigation required to prepare wickets resulting in games being cancelled due to over watering. x Decreasing population of desirable turf grass species to produce quality turf wickets. x Increasing population of ‘weeds’ taking over from desirable turf species (Santa ana couch grass). x Width and level of table does not allow for five full wickets which requires more cricket to be played on each wicket which results in ‘over use’. Project Description The renewal of the turf wicket could include but not be limited to based on a detailed assessment by council: x removal of top layer of turf cricket wicket soil (depth of removal specified by soil testing to remove contaminated soil) x replace and compact merri creek soil to desired levels to tie in with playing surface surrounds x incorporate soil amendments as per soil test result recommendations x install washed santa ana and establish prior to use
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Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions) x audit and adjust irrigation system as required to improve irrigation efficiency.
The ideal timing of the works would be to commence following the completion of the Lacrosse season (early August) and implement the project over the following eight weeks including establishment to be ready for the opening of the cricket season (early October).
Look forward to discussing this project to determine whether this project can be prioritised for funding from either the Minor Sportsground Improvement Program ($250k) or the Sportsgrounds Reconstruction ($760k) budgets in the 2017/18 Capital Works program.
7. Andrew Port Capital Works Program Budget DEI
(ECM Ref: 9536705) The submission relates to the following items for consideration and funding in the capital works program in the budget, it would seem that there are sufficient bulk allocations for the relevant programs to be able to accommodate the relatively minor cost of these items. Officers will review the Derby Street nature strip and Derby Street, Kew - streetscape improvements and how it might best be maintained in the future. This can parking be done within existing budgets and officers will liaise The ’nature strip’ in Derby Street (adjacent to the Kew with Mr Port regarding the action to be taken. Recreation Centre) is in very poor condition. Council is the adjoining landowner but does not undertake any Council has approved a Construction Management maintenance. The area is either dirt or weeds, and Plan for the apartment development and specifically becomes muddy in winter. Given the high amount of included measures to minimise the impact on the Kew usage by pedestrians/parkers it would seem unlikely Recreation Centre. that grass will grow successfully. Please arrange for it to be paved in concrete or asphalt. Changes to the restrictions in the car park were made prior to the commencement of works to better suit the On a related matter, the major apartment development needs of Kew Recreation centre patrons. which is currently underway adjacent to the Kew Recreation Centre is likely to place significant extra Officers will be monitoring parking activity and will demand on parking in this vicinity. I ask that Council implement strategies to minimise impacts associated conducts a before-and-after assessment of parking with construction activity.
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Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions) available to users of the Kew Recreation Centre and The section of the Derby Street in question has been Kew Neighbourhood House to monitor this impact. assessed by Council officers to be in a relatively good condition. The last pavement treatment in this area Finally, the northern section of Derby Street (north of was carried out in December 2001. Because the useful Eglinton Street) requires asphalt resurfacing. There life of the asphalt is approximately 30 years, this road were utility works undertaken in this area some months segment is not scheduled in the next three year works ago, and the temporary patching provides a very poor program. quality, bumpy surface for drivers. The condition of this road is worse than any other that I have observed in Boroondara, and I request that it be addressed as a priority.
Willsmere Village streetscape works Remaining streetscape improvement works have now Council commenced some welcome improvements this commenced on the west side of Willsmere Village and year in the Willsmere Village shopping centre, however should be completed within the next few weeks as part only the eastern part of the centre has been of the 2016-17 program. completed. Upon calling Council some months ago, I was advised that the remaining works were scheduled for 2017-2018 however I could not find a specific allocation in the budget. Please ensure that funding is available to complete this long overdue work to this small neighbourhood centre. Please also confirm that funding is sufficient to renew the road pavement to the south of the pedestrian crossing.
Kew Junction Shopping Centre - safety works I request Council to allocate funding to rectify a long- Good pedestrian access is provided along the length of standing pedestrian safety issue at Kew Junction Brougham Street via footpaths on both sides of the shopping centre. In Brougham Street, at the entry to road. the car park adjoining Leo’s Supermarket, there is no pedestrian connection through to the Bakers’ Delight or The car park serves as pedestrian access to Bakers butcher stores (see photo). This is a short but Delight and Cannings Butcher. significant gap in the footpath network. The narrowness of Brougham Street, the lack of a Due to four parcels of privately owned land, the pedestrian footpath connection between Brougham provision of a footpath on the south side of the car park Street and these shops, and the very tightly designed between Brougham Street through to Bakers Delight parking spaces within the car park all contribute to a and the butcher is not possible without major impacts dangerous situation with many conflicts between to the car park. pedestrians and drivers. I did request Council many
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Submission Summary of submission Submissions Directorate Director comments and proposed impact (subject to number and name relates to hearing of submissions) years ago to rectify this issue, and it was listed as an To increase awareness of pedestrians using this action in the Kew Junction Structure Plan at that time, section of the car park for access, a pedestrian however there has been no progress. Given the warning sign is proposed to be installed by the end of extensive budget allocations for footpath works in the July 2017. budget, I request Council to devote some funding to this small but important project. No change proposed to the Budget.
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