draft budget report 2015/16

Draft Budget Report 2015/16

Draft Budget Report 2015/16 For public display from 1 May to 29 May 2015

Content

Mayor’s Introduction 3

1. Chief Executive Officer’s Summary 4

2. Budget Report Background 10

3. Services, Priority Initiatives and Service Performance 13

4. Analysis of Budgeted Income Statement 30

5. Analysis of Budgeted Balance Sheet 38

6. Analysis of Budgeted Cash Flows 40

7. Analysis of Budgeted Capital Works 41

Appendices

A. Budgeted Financial Statements:

A1 Budgeted Comprehensive Income Statement 47

A2 Budgeted Balance Sheet 48

A3 Budgeted Statement of Cash Flows 49

A4 Budgeted Statement of Capital Works 50

A5 Budgeted Statement of Changes in Equity 51

B. Statutory Disclosures:

B1 Capital Works Program – Asset Types and Funding Sources 52

B2 Statement and Summary of Human Resources 56

B3 Summary of Borrowings 57

B4 Statement of Rates and Charges 58

B5 Statement of Differential Rates 59

C. Additional Information:

C1 Summary of New Initiatives 61

C2 Summary of Financial Reserves 62

C3 Summary of Construction Programs 63

C4 Summary of Customer Fees and Charges 66

Glossary 85

On 29 April 2015, Council approved the draft Budget Report for public display and comment from 1

May to 29 May 2015. If you have any comments please submit them in writing before 11am on 29

May 2015. Your comments should be addressed to Macedon Ranges Shire Council. Our email

address is [email protected] and our postal address is P.O.Box 151, KYNETON VIC 3444.

mailto:[email protected]

Draft Budget Report 2015/16 for public display and comment until 29 May 2015

Mayor’s Introduction

It is a pleasure, on behalf of all Councillors, to present the Draft Budget for your consideration and I look

forward to receiving your comments.

I value the lifestyle that this beautiful place gives us and I think that this budget builds on that sense of

place and invests in our township character, natural environment and community involvement.

I recognise that there is a balance we must achieve in addressing the environmental, infrastructure and

social needs against the economic constraints which we all face. The Draft Budget is the result of a

team effort. I think it creates an affordable response to the needs of our community and it continues the

emphasis that this Council has given to implementing the actions within our strategic plans.

Last year we completed some long term strategic planning including an Open Space Strategy, a Walking

and Cycling Strategy and a Waste Management Strategy. These strategies are already influencing this

budget and I expect they will influence budgets in the future. This year we plan to review the Natural

Environment Strategy and the Leisure Strategy.

The use of renewable energy is important to many of us and I am pleased that Council has budgeted to

start retrofitting our street lights with low energy globes.

We have recently opened the Macedon Ranges Netball Complex in Gisborne and prior to that we

opened the sports precinct in Romsey. We contributed $1.5 million to the Indoor Sports Stadium, at the

Gisborne Secondary College, so that it will be available for public use. We are redeveloping the

Bluestone Theatre in Kyneton and resurfacing the Gilbert Gordon Oval in Woodend. We will commence

construction of the Early Years Centre in Gisborne and we will develop the Community Playground at

the Botanic Gardens in Kyneton.

I believe that the community has elected Councillors to represent them and make decisions on their

behalf. Wherever possible, this should be done in a collaborative way, keeping you informed, working

with you and ensuring you are aware of how you can provide input into the decision making process.

The Draft Budget presents one of those opportunities. We make it available for 4 weeks, during which

time everyone is welcome to make a written submission. We will consider all submissions and we will

listen to anyone who wishes to be heard in support of their submission. Consequently, based on the

submissions, changes may be made and if that’s not possible, the comments may influence our next

Budget.

You can be confident your opinion matters to Councillors. We will listen to what you have to say and we

value your input. We will strive to do what you want but it is not always possible for us to do everything

that everyone wants.

I look forward to discussing the draft Budget with you over the next four weeks and receiving your

comments. I truly believe that we will all benefit from an open discussion about realistic goals and

objectives and how we can responsibly achieve them with the limited funds we have available to us.

Cr Jennifer Anderson

Mayor

29 April 2015


1. Chief Executive Officer’s Summary

1.1 Introduction

Council has once again prepared a Budget which balances the environmental, infrastructure and social

needs with the community’s capacity to pay. When resources are limited it is essential that those

resources are carefully allocated so Council is able to achieve its objectives and deliver its services.

This Budget does this.

During the past five years, Council has been focussed on community capacity to pay and operational

efficiency and has achieved an average annual rate increase of 4.8%.

Council has worked closely with the community in relation to improving our overall customer service and

the quality of our day-to-day service delivery including extensive road, bridge and footpath

improvements. We have also worked in partnership with our community to improve recreational and

community amenities and preserve our natural environment.

We recognise that we are planning for the future wellbeing of our community by our decisions now. For

responsible financial management we need to look at the long-term implications of what we do and don’t

do. On the following pages, I will highlight the key Budget information that many Residents and

Ratepayers will want to know.

1.2 Balanced Budget

Each year Council prepares and adopts a budget for the following financial year. It is Council’s objective

to prepare a balanced budget each year where income from all sources equals expenditure.

This Budget is once again a balanced budget as follows –

Operating income $66.8 million

Capital Income $13.0 million

Total Income $79.8 million

Operating Expenditure $60.2 million

Capital Expenditure $19.7 million

Total Expenditure $79.8 million

The above summary includes transfers to and from financial reserves, loans, and loan redemption and

interest. It excludes non-cash items such as contributory non-monetary assets and depreciation and it

excludes incomplete capital projects which will be carried forward from 2014/15 to 2015/16.

1.3. Operating Income

Rates and charges are recognised as a significant source of revenue, planning for rate increases is

therefore an important part of the resource planning process. However, it is also necessary to balance

the importance of rate revenue as a funding source with community sensitivity to increases, particularly

given fluctuations in property valuations used for rating purposes, which are recorded in the biennial

General Valuations.


1. Chief Executive Officer’s Summary (continued)

Our Rating Strategy, which establishes a framework by which rates and charges will be shared by the

community, can be found in the Strategic Resource Plan.

Based on recent historical evidence, Council’s long term forecast is that there will be a 1.8% growth

each year in our total revenue due to new subdivisions and new constructions. The corresponding

increase in population leads to an increase in the demand for Council services. Experience has shown

that the cost to Council in providing services to meet the increased demand is greater than the

corresponding growth in rate revenue.

The total revenue that we need to generate from rates, municipal charge and waste service charge in

order to balance the 2015/16 Budget is almost $41.9 million, which is almost 6.6% ($2.5 million) more

than 2014/15.

For most property owners, rates and charges will increase by about 4.8 per cent. The median property

value in the Shire is $445,000 and the following example is based upon the median valued property –

2014/15 2015/16

Median Valuation $445,000 $445,000

General Rate in the Dollar $0.002786 $0.002921

General Rates $1,240 $1,300

Municipal Charge $194 $203

Garbage & Recycling Charge $248 $260

Garden Bin Charge $58 $61

Total $1,740 $1824

Difference $84

Percentage increase 4.8%

The following chart compares the average increase in rates and charges that has applied to most

property owners over a six year period. Importantly, the graph shows that there has been a consistent

and responsible approach to increasing rates and charges over many years.

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%

9.0%

10.0%

2010/11 2011/12 2012/13 2013/14 2014/15 2015/16


Each year, all councils in Australia benefit from the Financial Assistance Grant from the Australian

Government. In the 2014/15 Budget, the Australian Government announced that the indexation applied

to the Financial Assistance Grant programme would be paused for three years (2014/15 to 2016/17).

Financial Assistance Grants are divided amongst Victorian councils by the Victoria Grants Commission

(VGC). In 2014/15 the VGC allocated $2million to our Local Roads and allocated $4.6million as General

Purpose. Both components of the grant are unrestricted, which gives councils complete discretion to

spend the grants according to their needs.

In June each year, we are usually provided with an indication of what our allocation for the following

financial year is likely to be. For the purposes of the Draft Budget, we have assumed that it will remain

the same as it was in 2014/15.

1.4 Operating Expenditure

The growth of our Shire – our population, our facilities, our open spaces and our infrastructure, particularly

footpaths – continues to occur strongly and consistently. New subdivisions increase the costs of

maintenance and cleaning of public open spaces, stormwater drainage and footpaths and street

sweeping. The expenses associated with growth exceed the 1.8% growth in rate revenue.

We have all experienced increases in the costs of utilities and insurance including the fire services

property levy. These costs impact on Council too, for example street lighting has become expensive for

us. It would require us to increase rates by far more than 4.8% each year to cover the rising costs of

delivering services so I ensure that Council Staff focus on creating operational efficiencies and savings

by improving our processes and looking for ways in which to improve our customer service.

The graph below shows the growth in our operating expenditure. It is worth noting that the recent rise in

expenditure between 2012 and 2016 has been at a gradual incline. This demonstrates that in recent years

our effort to control expenditure has been successful.

0

5

10

15

20

25

30

35

40

45

50

55

60

2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

$M




Our pursuit of operational efficiencies and quality services will ensure we continue to deliver value for

money to our Ratepayers. In 2014/15 we reviewed all of our services. The review looked at the cost,

quality and level of our services as well as the benefits that are derived by our Ratepayers and Residents.

Part Three of the Budget Report provides a description of our services to the community, that is, it provides

you with an answer to the question – What do I get for my rates?

1.5 Capital Expenditure

Capital expenditure is an investment in assets, such as land, buildings, infrastructure and major plant

and equipment.

Capital investment is primarily on the construction of buildings, roads, drains, footpaths and bridges. It

also includes the purchase of land, major plant and equipment, vehicles, IT systems and playgrounds.

Council has a Long Term Capital Plan to assist our planning and decision making. It is a plan to ensure

that, in the future, we will be able to afford what we would like to do.

Despite the Plan, our capital expenditure fluctuates from year to year mainly due to the fluctuating

availability of government grants. The following chart compares this expenditure over the last six years.

The total planned capital expenditure that will occur during 2015/16 will be $26.93 million, of which

$19.65 million will be new budgeted expenditure and $7.28 million is budgeted expenditure from 2014/15,

which did not occur and will be carried forward carried to 2015/16.

At the end of each financial year there are projects which are incomplete because they could not be

undertaken neatly between 1 July and 30 June. This could be due to a variety of factors including

planning, community consultation, objections, tendering, contracting and the magnitude of the project.

0

5

10

15

20

25

30

2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

$M


1.6 Funding Sources for Capital expenditure

The Statement of Capital Works can be found in Appendix A4. It shows that there will be new capital

expenditure of $19.65 million in 2015/16, which will be funded as follows –

1.6.1. Grants

The level of capital works fluctuates significantly from year to year depending on which grants the

government invites applications. We have successfully applied for (or been allocated) Government grants

of $6 million for projects in 2015/16.

This Draft Budget does not include two Government grants, which we have received in the past. One is

the State Government’s Local Infrastructure Program and the other is the Federal Government’s Country

Roads and Bridges Program. In recent years these grants have contributed $640,000 and $1 million

respectively. At the time of preparing our draft Budget, we had not received any advice about either of

these grants in 2015/16 and therefore they have not been included.

1.6.2. New Loans

The budget includes new borrowings of $4.075 million. This includes $2.3 million for the $3.7 million Early

Years Centre in Gisborne and $1.775 million for the $2.5 million rehabilitation of the former landfill (tip) in

Kyneton.

1.6.3. Financial Reserves

We maintain financial reserves for specific purposes in accordance with our financial reserves policy. The

budget includes and allocation of $2 million from the financial reserves.

1.6.4. Contributions

Lancefield Park Committee will contribute $20,000 towards the construction of the $250,000 Lancefield

Skate Park and the Kyneton Football Netball Club will contribute $70,000 towards the construction of the

$542,000 oval lighting and power upgrade project.

1.6.5. Rates

We will allocate $6.43 million of rate revenue to capital expenditure.

1.7 Victorian Government’s Rating Policy

As mentioned previously, our Rating Strategy, which establishes a framework by which rates and charges

will be shared by the community, can be found in our Strategic Resource Plan. Our financial forecast is

based on the assumption that rate revenue will increase by 6.6%. This assumption is based on two

contributing factors. Firstly, based on historical evidence, we will continue to experience 1.8% growth in

rate revenue from new subdivisions and new constructions. Secondly to retain works and services at

current levels and standards, it is necessary to increase rates and the municipal charge by 4.8%.

Between, 1 January and 31 December 2014, the Consumer Price Index rose by 1.7%.

The costs of providing services, infrastructure and facilities are closely linked to wage costs, construction

costs, material costs and contract costs. These costs have nothing to do with the CPI. These costs often

increase by more than CPI.



In 1995, the Victorian Parliament gave the Minister (under section 185B of the Act) the authority to limit

the amount by which councils are able to increase their total rate revenue (rates, municipal charge and

waste service charges). The current Victorian Government has said that it will use this authority to restrict

the annual increase in total rate revenue to no more than the CPI.

In January 2015, the Victorian Government asked the Essential Services Commission (ESC) to consider

and report on the development of a state-wide capping and variation framework for council rates. The

Government asked the ESC to prepare a draft report by July, invite comments from local councils and

others and submit its final report by October, with intention that the Government will implement the

framework from 1 July 2016.

There is no doubt that, if the State Government requires local councils to keep the annual increase in total

rate revenue (rates, municipal charge and waste service charges) to no more than the annual CPI, then,

over time, to remain financially sustainable, local councils will have to reduce their expenditure on

services, infrastructure and facilities. However, until the ESC draft report has been released, it is too early

to make any predictions.

If the Government accepts the ESC final report and recommendations, we should know what the impact

will be on our total rate revenue in 2016/17, before we start preparing our 2016/17 Budget.

1.8 Conclusion

I am sure you will agree that once again Council has prepared a Budget which seeks to balance the

demand for services and infrastructure with community capacity to pay. I encourage you to take a look at

the Budget Report to see what we are doing and how much it costs.

Peter Johnston

Chief Executive Officer

29 April 2015



2. Budget Report Background

2.1 Public Display and Comments (Submissions)

2.1 Introduction

Each year Council prepares and adopts a budget for the following financial year in accordance with the

Local Government Act and the Local Government (Finance and Reporting) Regulations.

We begin budgeting in November by reviewing the proposed projects in the long term capital plan and

the available sources of corresponding income such as grants and loans. During December and

January, we prepare Business Cases for Capital Projects and New Initiatives. Councillors become

involved in the Budget during February and over the course of four Councillor Workshops between

February and April, Councillors look at the Major Initiatives that should be undertaken as a matter of

priority and included in the Council Plan Action Plan and also review the Capital Projects and other New

Initiatives. On the income side, Councillors consider loans, rates, waste charges and customer fees.

The Budget Report is written during April.

2.2 Public Display and Comments (Submissions)

Council approved the draft Budget Report for public display from Friday 1 May to Friday 29 May 2015.

Council welcomes feedback and invites your written comments. If you have any comments please

submit them in writing before 11am on 29 May 2015. Your comments should be addressed to Macedon

Ranges Shire Council. Our email address is [email protected] and our postal address is P.O.Box

151, KYNETON VIC 3444.

There are five matters of process and privacy that all persons intending to submit written comments

should read and be aware of:

1. Any written submission received by 11am on Friday 29 May 2015 shall be presented as an attachment to the

agenda for the Council Meeting to be held at 7.00pm on Wednesday 3 June 2015 and therefore shall be

deemed to be a public document and shall be considered at a meeting which is open to the public.

2. The Submitter’s name, address, telephone number and any other details defined by the Privacy Act shall be

redacted (that is, “blacked out”) from the submission when it is attached to the agenda to protect the

Submitter’s identity and privacy.

3. The Submitter is entitled to appear before Council and make a verbal presentation (of up to 3 minutes) in

support of their submission.

4. The Submitter should state, in their submission, whether they wish to appear in person, or to be represented

by a person named in the submission.

5. The Council meeting at which Submitters are entitled to be heard shall be held at 7.00pm on Wednesday 3

June 2015 in the Council Offices (opposite the Policer Station) at 40 Robertson Street, Gisborne.

It is proposed, subject to any written submissions received and considered, that Council will meet to

adopt the Budget Report, with or without amendment, at 7.00pm on Wednesday 17 June 2015.

In summary, the key stages and dates are –

1) Draft Budget Report approved for public display 29 April

2) Public notice that the Draft Budget Report is available 1 and 5 May

3) Draft Budget available for public display and comment 1 May – 29 May

4) Submissions period closes 11am 29 May

5) Submitters heard by Council 7pm 3 June

6) Submissions and Recommendations considered by Council 7pm 17 June


2. Budget Report Background (continued)

2.4 Financial statements

The Budget Report includes the Budgeted Financial Statements shown in Appendix A. These

Statements have been prepared for the year ending 30 June 2015 in accordance with the Local

Government Model Financial Report prepared by CPA Australia.

2.5 Planning and Reporting Framework

The Council Plan, Strategic Resource Plan, Budget Report and Annual Report fit within the Planning,

Performance and Reporting Framework as follows –

The Council Plan sets out Council’s Goals for its four year term of office (which concludes in October

2016). It is reviewed annually, when Council sets new Actions upon which Council will measure its

achievement of its Goals.

The Strategic Resource Plan is the long-term financial plan. It is also reviewed annually and expresses

the financial and non-financial resources that the Council requires to achieve its Goals.

The Budget Report is the short-term plan which specifies the resources required to fund Council’s

services and initiatives over the next 12 months.

The Quarterly Report, which is not shown in the above diagram, is produced four times per year and

provides the community with a report on the progress that is being made.

The Annual Report is published in September each year and provides the community with a

comprehensive report of our operations, performance and finances in the previous financial year.

Council Plan Strategic objectives Strategies Strategic indicators

Strategic Resource Plan Financial statements Non-financial resources

Budget Report Financial statements Services and initiatives Service outcome indicators Major initiatives

Annual Report Report of operations

-Service performance -Major initiatives -Governance & management

Financial statements -Financial statements -Capital works statement -Notes

Performance statement -Service performance outcomes -Financial performance

-Sustainable capacity

Community engagement


2. Budget Report background (continued)

2.6 Legislative Requirements

The “Planning and Accountability” requirements are found in Part 6 of the Local Government Act [the

Act]. In this Part of the Act, the Victorian Parliament requires local councils to prepare a Council Plan; a

Strategic Resource Plan; a Budget and an Annual Report.

The Budget Report complies with the requirements of the Act, which are briefly itemised below.

Section 127 of the Act states Council must ensure that the Budget contains –

1. Financial statements in the form set out in the Local Government Model Financial Report;

2. A description of the services and initiatives to be funded in the budget;

3. A statement as to how those services and initiatives will contribute to achieving the strategic

objectives specified in the Council Plan;

4. The Major Initiatives,

5. The indicators and measures of our service performance, financial performance and sustainable

capacity, the results of which will be reported in our Performance Statement as part of our

Annual Report 2014/15 (to be published in September 2015).

6. Details of the differential rates.

Section 129 requires Council to give public notice that it has prepared its budget; place the budget on

public display; and invite submissions. Section 223 gives a person the right to make a submission and

be heard in support of their submission.

Section 158 requires Council to declare the amount, which it intends to raise by rates. Section 159

permits Council to declare municipal charge to cover the governance costs of Council. Section 161

permits Council to raise rates by the application of differential rates and requires Council to provide an

explanation of the differential rates. Section 162 permits Council to declare service charges for the

collection and disposal of waste.

Regulation 9 requires Council to include the following financial statements in the Budget Report and in

the form set out in the Local Government Model Financial report –

1) Budgeted Comprehensive Income Statement

2) Budgeted Balance Sheet

3) Budgeted Statement of Changes in Equity

4) Budgeted Statement of Cash Flows

5) Budgeted Statement of Capital Works.

Regulation 10 requires Council to include the following information in the Budget Report –

1) Itemised summary of Capital Expenditure and Funding Sources

2) Statement of human resources and a summary of expenditure incurred in employing staff

3) Summary of Borrowings

4) Itemised summary of Rates and Charges.


3. Services, Priority Initiatives and Service Performance

Our “Council Plan” includes nine Goals, which are our firm aspirations to which our endeavours are

directed.

Part 3 of our Budget Report is presented so that it aligns to those nine Goals.

The information within Part 3 demonstrates how we hold ourselves accountable to our Ratepayers and

Residents. Under each Goal there is –

1. A description of our services, which are funded in the budget.

2. A description of our priority initiatives, which are funded in the budget.

3. A statement as to how those services and initiatives will contribute to achieving the Goal.

4. The Victorian Government’s indicators and measures of our service performance; the results of

which will be reported in the Performance Statement in our Annual Report 2015/16, which will be

published in September 2016.

At the conclusion of Part 3 is a high level summary of the budgeted income we expect to generate from

all sources and the expenditure that will be incurred in achieving our Goals. The high level summary

includes transfers to and from financial reserves, loans and loan redemption and interest. It excludes

non-cash items such as non-monetary assets and depreciation and it also excludes incomplete capital

projects which will be carried forward from 2014/15 to 2015/16.


3.1 Goal – Our lifestyle, culture and sense of place is strengthened by best

practice planning and development.

Description of Services –

1. We provide statutory planning information, advice and assessment. We process about 1,000

planning applications and deal with about 10,000 enquiries each year. We also maintain and

manage the relationships with over 20 statutory and advisory agencies directly involved in the

planning permit application process.

2. We control the building regulation and permit process and we provide professional building

permits and advice to residents and builders. We are also responsible for statutory building

compliance and building safety matters for both the residents and visitors.

3. We provide a planning enforcement service for the benefit of all residents, which ensures

compliance with planning controls and planning permit conditions. Our compliance officer

responds to concerns and monitors compliance with permit conditions, which is a significant task

considering over 10,000 permits were issued over the last 10 years.

4. We provide a Heritage Advisory Service which assists the community and staff in assessing

heritage value.

5. We develop policies, strategies and plans to manage growth and development in suitable

locations and to achieve sustainable environmental, economic and social outcomes.

6. We convert policies into the formal decision making framework such as planning scheme

amendments.

Description of Priority Initiatives –

To protect and maintain the integrity of townships within a context of population growth we will present

the revised Planning Scheme Amendments for Kyneton, Riddells Creek and Woodend Town Structure

Plans. We will also prepare new urban design guidelines.

To develop and maintain inclusive public open spaces and enhance access we will extend the shared

path along the Campaspe River in Kyneton.

To protect our cultural heritage we will develop organisational operational protocols to recognise

Aboriginal culture and heritage.

To reach a balance between agricultural and rural/residential lifestyle land use we will present the final

Rural Living Strategy and progress implementation of the adopted actions.

Statement of how we achieve our Goal –

We are responsible for implementation of the Macedon Ranges Planning Scheme as well as land use

planning and control and building regulation. These services should ensure that our lifestyle, culture and

sense of place is strengthened by best practice planning and development.

Indicator and Measure of our service performance –

Service Indicator Measure

Statutory

planning

Decision making Council planning decisions upheld at VCAT.

(Percentage of planning application decisions subject

to review by VCAT and that were upheld in favour of

the Council)


3.2 Goal – Our environment and landscape is protected and sustained.


1. We develop policies, strategies and plans to achieve sustainable environmental outcomes.

2. We manage Council's conservation reserves and roadside vegetation, including management of

weed control programs and implementing Environmental Management Plans.

3. We work with the community, 26 Landcare and “Friends of” groups by providing financial and in

kind support, delivering public forums, events and a monthly Environment newsletter.


To protect the natural diversity and uniqueness of the landscape and wildlife we will present an

Environmental Management Plan for Hanging Rock and we will commence landscape assessments of

proposed residential and commercial developments.

To ensure responsible management of our natural environment we will commence implementation of

the Reserve Environmental Management Plans’ signage strategy.

To plan for, and adapt to climate change we will present a new Natural Environment Strategy and we

will commence the staged street light conversion to modern energy efficient lamps, to improve

environmental sustainability. We will also become members of the Central Victorian Greenhouse

Alliance.

To continue to increase the focus on our environment we will allocate extra funding towards roadside

weed control, bushland reserve management street tree maintenance and drainage. We will also invest

$10,000 in the rehabilitation of Black Hill Reserve following the devastating bushfires.


We provide best practice environmental advice and advocacy. These services should ensure that we

effectively protect and enhance the natural environment and landscape.

Indicator and Measure of our service performance –

The Victorian Government does not have an indicator and measure of environment planning and policy.


3.3 Goal – Our infrastructure supports the needs of future generations.


Assets

1. We provide accurate, up to date data on Council’s infrastructure assets to ensure informed

decision-making and improve the efficiency with which we manage our infrastructure.

2. We revalue the infrastructure assets in accordance with relevant Australian Accounting Standards

and other State Government requirements to ensure a direct link with Council’s financial position

and Strategic Resource Plan.

3. We ensure Council develops appropriate processes and procedures in asset management and

financial sustainability in accordance with the defined National and State frameworks.

Infrastructure and Projects

1. We investigate the best possible solution for our roads, stormwater drainage, footpaths, bridges,

buildings and street lighting and prepare designs that provide value for money whilst conforming

to latest standards and industry’s best practices.

2. We assess developments and projects proposed by developers and make sure they comply

with relevant Australian Standards, Manuals and Council’s engineering guidelines, and we

supervise the delivery of those works ensuring future generations inherit good quality

infrastructure.

3. We provide project management for capital works projects related to Council-owned buildings as

well as open-space infrastructure.

4. We inspect, maintain and repair 286 Council-owned buildings and structures.

Operations

1. We manage the weekly kerbside collection of garbage and recycling to nearly 18,000 residences

and green waste to 9,800 residences within the urban areas.

2. We undertake maintenance, renewal, upgrades and new construction works on the network of

roads, paths, bridges, drains and kerb and channel.

3. We maintain our iconic street trees together with all of the recreation reserves, sporting fields,

botanic gardens, playgrounds, public open spaces and bushland reserves for the use and

enjoyment of residents and visitors.


To plan for, develop and maintain facilities that meet the community’s changing needs we will construct

a new soccer and athletics pavilion in Dixon Field, Gisborne, a new Early Learning Centre in Gisborne

and a new netball pavilion in New Gisborne. We will also report on the development of a new Leisure

Strategy.

We will also commence a “People for Places” program, to work with local communities to focus on

identified local community infrastructure needs and facilitate solutions.

To plan for, develop and maintain infrastructure to support the needs of local communities we will

continue to undertake a significant construction program for roads, bridges, footpaths and drains, the

details of which can be found in Appendix C4. Furthermore, we will invest an extra $42,000 towards new

and replacement street trees, construct a detention basin in Woodend and take over maintenance of

the of the Clarkefield recreation reserve, which was previously done on a voluntary basis.

We will purchase the follow plant and equipment –

One street sweeper.

Three trucks for road and park maintenance.


3.3 Goal – Our infrastructure supports the needs of future generations

(continued).

One 10 metre tipping trailer to assist with gravel road maintenance.

One wood chipper to assist with tree maintenance.

One Wide deck mower for oval maintenance.

Five utilities to assist with general operations.

Electronic safety signs to inform road users of any hazards or change to conditions due to road

construction works.

Apart from the electronic safety signs, all items of plant will replace existing plant, which has completed

its planned life cycle within Councils ten year plant replacement program.


We are responsible for the efficient and effective planning and asset management of civil infrastructure.

We provide project management services for the Council’s major capital works to ensure our facilities

and infrastructure meets current and future needs by balancing available funding with scope and quality.

We provide advice and supervision to private developers on the infrastructure standards that must be

incorporated in any subdivisions and other developments.

We construct new infrastructure and most importantly we maintain 1,600km of roads, 162km of

footpaths, 136 road bridges, 58 footbridges, 286 buildings including 22 community centres and halls 2

waste centres plus an airfield and a saleyard.

We rationalise built assets and prioritise the repair and refurbishment of aged facilities before funding

new ones

These services should ensure that our infrastructure will support the needs of future generations.

Service Indicator Performance Measure

Waste

collection

Waste

diversion

Kerbside collection waste diverted from landfill

(Percentage of garbage, recyclables and green organics

collected from kerbside bins that is diverted from landfill)

Roads Satisfaction Satisfaction with sealed local roads

(Community satisfaction rating out of 100 with how Council

has performed on the condition of sealed local roads)


3.4 Goal – Our Economy is diverse, strong and prosperous.


1. We deliver an annual program of around 20 training, seminar and networking opportunities for

business in the Macedon Ranges.

2. We provide visitor services including 2 accredited Visitor Information Centres and other

information outlets and manage about 70 Volunteers.

3. We turn policy into action, for example, through implementation of the Economic Development

Strategy, Agribusinesses Plan, Tourism Industry Strategic Plan and Equine Strategy.

4. We provide resources and assistance to local events and business and tourism groups and

networks in support of economic development activity.


To facilitate and support the development of diverse industry sectors that build on the natural and built

strengths of the Shire we will assist in the development of local business by delivering the Business

Development and Training Program. We will work with the Macedon Ranges Agribusiness Forum to

implement a Local Producers Pairing Program. We will revise the “visitmacedonranges.com” website in

partnership with Tourism Macedon Ranges. We will commence implementation of actions from the

Events and Festivals review and we will complete the Kyneton Saleyards Strategy.

To attract and/or develop skilled labour we will continue to implement the local skills audit in partnership

with the Macedon Ranges Employment & Training Network (5 year project) and we will identify potential

partnerships with training providers to address identified industry needs.

To attract increased investment to the Shire we will continue to assist in the development of local

business by delivering long term business sustainability program (Buy Local). We will also participate in

the State Government Regional Living Program and we will develop a New Business Kit.


We will foster and encourage the expansion and diversification of existing businesses and industry

sectors and actively supports the attraction of sustainable new businesses. We will also work in

partnership with various business groups and forums to maximise employment opportunities and to

capitalise on the economic benefits of tourism. We improve the job prospects of young people by offering

trainee and student placement opportunities.

These services should ensure that the economy of Macedon Ranges remains diverse, strong and

prosperous

Indicator and measure of our service performance –


Economic

Development

Economic

activity

Change in number of businesses.

(Percentage change in the number of businesses with an ABN

in the municipality)


3.5 Goal – Our community is inclusive and connected and enjoys strong

mental and physical health and wellbeing.


Aged and Early Years

1. We provide Early Years Services including management of eight kindergartens, which provide

programs to about 750 children. We also provide Occasional Care in Woodend.

2. We provide Maternal and Child Health support for up to 460 new babies and their families each

year. Our Nurses conduct almost 4,400 developmental assessments each year for infants and

children aged 0 - 6 years.

3. We deliver Home and Community Care services to over 1,600 residents, including domestic

services, personal care, respite care, delivered meals, home maintenance. We also manage and

support about 80 Volunteers.

Community and Culture

1. We provide research and local demographics and develop social policy for Council. We monitor

and report on progress against objectives in the Health and Wellbeing Plan and Community

Safety Plan.

2. We are part of the Goldfields Library Corporation and provide libraries in Gisborne, Kyneton,

Woodend and Romsey.

3. We work in partnerships with community groups to deliver local projects that improve community

wellbeing and respond to community and social needs

4. We provide a variety of programs such as Youth Spaces, Live4Life, Youth leadership and Music

in the Sticks to over 2,000 young people each year.

5. We present a program of performance, visual arts, cultural and heritage events, in five venues,

which are attended by about 45,000 residents and visitors each year.

Recreation

1. Each week, we deliver 50 fitness and aquatic classes. We provide learn to swim classes for over

1,800 children. There are about 90,000 participations in indoor leisure programs every year and

over 11,000 visits to the outdoor pools over summer.

2. We manage Hanging Rock for conservation, picnicking, sightseeing, local sport and recreational

activities plus a small number of major events including the annual car club picnic and

internationally recognised concerts.

3. We manage 20 sporting reserves which are made available to 47 seasonal user groups and we

provide assistance to 133 sporting clubs. We manage numerous facilities including 81 tennis

courts, 40 playgrounds, nine lawn bowling rinks, seven equestrian areas, five skate parks, and

three BMX tracks.


To promote and maintain strong connected communities we will build the sustainability of Macedon

Ranges Community Hall Committee Inc. by providing two forums. We will strengthen the capacity of

Men’s Sheds to operate autonomously and effectively through a series of action-learning workshops.

We will work with young people to develop an Organisational Youth Charter.

To increase community understanding of, and support for, mental health and wellbeing we will support

the Macedon Ranges Suicide Prevention Action Group as they implement their action plan.


3.5 Goal – Our community is inclusive and connected and enjoys strong mental

and physical health and wellbeing (continued)

To create a healthier, active community and reduce the incidence of obesity-related conditions we will

implement the results of the Healthy Eating Review of food provided at Council’s Aquatic and Leisure

Centres. We will also Work with community groups to further develop active and healthy activities held

across the shire on Australia Day 2016 and we will provide funding opportunities within the adopted

budget to community groups to run healthy, active events or programs.

We will also undertake significant capital projects including – 1. A major upgrade to the museum in Kyneton.

2. Outdoor play spaces at the Romsey and Swinbourne Avenue kindergartens

3. An upgrade to the aquatic centre in Gisborne

4. Outdoor pool works at Woodend and Lancefield

We will also undertake two capital projects in conjunction with other organisations –

1. Skate Park with the Lancefield Park Committee.

2. Oval lighting and power upgrade with the Kyneton Football Netball Club.


We promote the planning, development and provision of programs that build community well-being and

capacity in the Shire. We will do this by delivering seven primary programs being Arts, Emergency

Recovery, Libraries, Prevention of Violence against Women, Rural Access, Transport Connections and

Youth.

We support families and help children grow, learn and develop in a safe and caring environment. We

also support residents who are aged or are living with a disability, assisting them to maintain

independence, participate in community life and be actively involved in decisions about their support

and care needs.

We are responsible for the planning, development, operation, maintenance and support of sporting and

recreational opportunities.

We believe that these services should ensure that our community is inclusive and connected and enjoys

strong mental and physical health and wellbeing.


3.5 Goal – Our community is inclusive and connected and enjoys strong mental

and physical health and wellbeing (continued).

Indicators and measures of our service performance –


Home and

Community

Care (1)

Participation Participation in HACC service.

(Percentage of the municipal target population that

receive a HACC service)

Home and

Community

Care (2)

Participation Participation in HACC service by people from culturally

and linguistically diverse backgrounds.

(Percentage of the municipal target population in relation

to CALD people that receive a HACC service)

Maternal and

Child Health (1)

Participation Participation in MCH key ages and stages visits.

(Percentage of children attending the MCH key ages and

stages visits)

Maternal and

Child Health (2)

Participation Participation in MCH key ages and stages visits by

Aboriginal children.

(Percentage of Aboriginal children attending the MCH key

ages and stages visits)

Libraries Participation Active library members.

(Percentage of the municipal population that are active

library members)

Pool Facilities Utilisation Utilisation of pool facilities.

(The number of visits to pool facilities per head of

municipal population)


3.6 Goal – Our community is well prepared, resilient and safe.


1. We conduct fire hazard inspections on private property within the township areas to identify fire

risks to community safety. We manage the slashing of over 1000 kilometres of roadsides to

reduce the risk of a fire starting and spreading.

2. Our immunisation programs protect people from many infectious diseases. The program runs

over five preschool sessions in Gisborne, Kyneton, Woodend, Riddells Creek and Romsey. The

school program involves three visits to seven secondary colleges.

3. We respond to matters relating to domestic pets, livestock, disturbances, littering and parking

offences to enhance and protect community safety. We register and record over 14,000 dogs and

cats.


To develop and maintain safe environments, we will, in partnership with emergency management

agencies, facilitate the staged implementation of an action plan to prevent violence against women in

emergencies. We will also, in partnership with committee members, review the Municipal Fire

Management Plan. Once again, we will carry out even more roadside slashing to improve community

safety.

To support communities to meet their wellbeing and health needs we will present the Municipal Early

Years Plan and the Positive Ageing Strategy.


We are responsible for activities and projects that focus on protecting and enhancing community safety

through education and enforcement. In particular this relates to local laws and animal control including

dangerous dogs. We are also responsible for school crossings, waste water management, food

legislation, immunisation and public health.

Macedon Ranges is a high fire risk area and we are responsible for ensuring residents remove fire

hazards from their property and that we are to assist with emergencies when they happen and provide

assistance to affected residents.

We believe that these services will ensure our community is well prepared, resilient and safe.



Animal

Management

Health and

safety

Animal management prosecutions.

(Number of successful animal management prosecutions)

Food safety Health and

safety

Critical and major non-compliance notifications.

(Percentage of critical and major non-compliance notifications

that are followed up by Council)


3.7 Goals – We proactively engage with and demonstrate accountability to the

community. We build and sustain financial strength.


Council and Customer Service

1. We provide first point of contact customer services at four offices and manage about 62,500

telephone calls each year. We also receipt payments, register Planning and Building applications,

issue disabled persons parking permits and act as a VicRoads Agency.

2. We support our elected Councillors in performing their role and the decision making process

including Council Meetings, Assemblies of Councillors, Australia Day events and Citizenship

Ceremonies.

3. We provide about 250 media releases, 5 ShireLife newsletters and the Annual Report each year

and manage the website and social media channels

4. We administer and assess about 70 applications under the Community Funding Scheme and

about 25 applications under the Councillor Grants Scheme.

Finance

1. We pay more than 17,000 supplier invoices annually. The purchasing of goods and services is

based on our Procurement Policy which aims to be open and transparent and deliver value for

money.

2. We produce the financial information for the Budget Report, Strategic Resource Plan, Quarterly

Reports and Annual Report according to the requirements of Accounting Standards, the Local

Government Act and Best Practice reporting. We also provide commentary to help our community

understand our financial performance and position.

3. We issue more than 75,000 rate instalments notices annually and carefully undertake the

collection process. We produce valuations for over 20,000 properties every two years and

undertake about 1,500 supplementary valuations each year.

4. We buy and/or sell about three Council’s properties (land and buildings) each year and we also

lease about 100 Council properties to tenants.

Tendering

We publically invite tenders from suitably experienced contractors for about 50 major contracts each

year.


To deliver fair and open decision-making across the business of Council we will continue to provide

opportunities for the community to provide input into the budget decision-making process.

To deliver online services and information that meets the needs of the community we will further develop

online functionality to improve service delivery and we will implement the electronic booking system for

management of arts and culture venues, upgrade and enhance the website to continue to meet the

needs of users. We will also continue to develop Council’s social media presence to further engage and

communicate with the community.

To collaborate across Council to achieve the best results for the community we will continue to recognise

the value of volunteers, including by holding an annual volunteers' function. We will also hold regular

Place Making Group meetings to align Council projects and consider issues from a place-based

perspective.



community. We build and sustain financial strength (continued).

To ensure Council’s financial resources are sustainable and managed responsibly we will adopt the

2016/17 budget by 30 June 2016 and we will complete the 2016 General Valuation in line with Valuer

General’s Best Practice Guidelines.


We provide governance services, support and resourcing of the elected Council and Council’s civic and

advocacy role including media communications, website and publications.

We provide customer services for the organisation from Kyneton, Gisborne, Romsey and Woodend.

We are responsible for the financial planning (budgets) and financial reporting (quarterly and annual

statements). We also sell, purchase and lease Council’s land and vehicles. We are responsible for the

collecting, banking and investing of Council funds including rates, accounts payable, loans and grants.

We are responsible for all purchases and the payment of Council’s staff, contractors and suppliers.

We believe that these services demonstrate that we proactively engage with our community and make

ourselves accountable to the community. They also demonstrate that we are building and sustaining

financial capacity.

Indicators and Measures of our financial performance –

Indicator Measure Budgeted Result

1. Operating position

Adjusted

underlying result

Adjusted underlying surplus (deficit) / Adjusted

underlying revenue

-0.9%

2. Liquidity

Working Capital Current assets / current liabilities 158.3%

Unrestricted cash Unrestricted cash / current liabilities 31.9%

3. Obligations

Loans and

borrowings

Interest bearing loans and borrowings / rate revenue 33.1%

Loans and

borrowings

Interest and principal repayments / rate revenue 1.9%

Indebtedness Non-current liabilities / own source revenue 34.3%

Asset renewal Asset renewal expenditure / depreciation 87.7%



community. We build and sustain financial strength (continued).


4. Stability

Rates

concentration

Rate revenue / adjusted underlying revenue 63.8%

Rates effort Rate revenue / property values (CIV) 0.4%

5. Efficiency

Expenditure level Total expenditure / no. of assessments $3,115

Expenditure level Specific purpose grants expended / Specific purpose

grants received

100%

Revenue level Residential rate revenue / No. of residential

assessments

$1,945

Workforce

turnover

No. of resignations and retirements / average no. of staff 15.5%

Indicators and measures of our sustainable capacity –


Own-source

revenue

Own-source revenue / Municipal population $1,158

Recurrent grants Recurrent grants / Municipal population $295

Population (1) Total Expenditure / Municipal Population $1,461

Population (2) Value of infrastructure / Municipal Population $12,724

Disadvantage Index of Relative Socio-Economic Disadvantage by

decile

27


3.8 Goal – We will provide quality and efficient services that meet community

needs.


Organisational Development

1. We provide advice and leadership across the Organisation to support Staff in their effort to deliver

excellent service to our community. This includes a Staff Performance and Development Scheme.

2. We oversee the recruitment and induction of new Staff including a training program to ensure

familiarity with organisational systems.

3. We coordinate training in workplace health and safety including the prevention of bullying and

fraud.

4. We undertake risk assessments to reduce the likelihood of incidents and we work in partnership

with WorkSafe to implement safety measures to improve our WorkCover performance.

5. We provide industrial advice to ensure legislative compliance, including negotiation of Enterprise

Agreements, Dispute Resolution and preparation of contracts of employment

Information and Communications

1. We provide and support a computing environment which consists of 64 servers and 310 desktop

computers across 34 facilities within the Shire.

2. We classify and register about 66,000 items of incoming mail each year in accordance with the

Public Records Act 1973.

3. We maintain a Geographic Information System that provides thousands of layers of spatial data

covering more than 100 different themes. The System is accessible by all Staff and a simplified

version is also available through our website.

Internal Reviews

We undertake four reviews each year of different operational areas to identify the degree of internal

control, level of legislative compliance and where improvements can be made.


To support residents and visitors with well-targeted services we will identify and map “horse friendly”

trails and accommodation options for the development of a brochure and online marketing tools to

promote horse trail-riding tourism in the Macedon Ranges by 30 June 2016.

To ensure that our community benefits from the efficient delivery of our regulatory and operational

responsibilities we will conduct the annual kindergarten survey as part of a process of continuous

improvement. In partnership with local secondary schools, we will develop strategies to improve

immunisation consent card return rates.

To ensure our computer network and systems are secure and to assist our staff to undertake their

responsibilities efficiently and with minimum risk of loss and disruption we will review and update the IT

Strategic Plan. We will also deploy the latest version of our major (non-financial) information system to

ensure increased efficiency and security.

To support and develop staff to enhance service delivery we will conduct regular community consultation

training with relevant staff.


3.8 Goal – We will provide quality and efficient services that meet community

needs (continued).


We provide advice to our Staff on recruitment, induction, training, employee relations, and occupational

health and safety and risk management.

We also provide plan, operate and improve our Corporate Information including Records, Geographic

Information (GIS), Networks, Systems and Help Desk. We also provide support to our Staff associated

with the use and upgrading of their Applications. These services should ensure that our workforce has

the ability to deliver quality and efficient services to the community.


The State Government’s reform of local government in 2013/14 did not include an indicator and measure

of the underlying ability to provide quality and efficient services.


3.9 Goal – We will lead and advocate for the best interests of the community.


1. We deliver additional benefits to Macedon Ranges Shire through leadership and collaboration.

2. We demonstrate the highest standards of civic and community leadership.

3. We advocate for and promote regional solutions.


To deliver additional benefits to Macedon Ranges Shire through leadership and collaboration we will

meet with state and federal government representatives to advocate for and advance projects and

partnerships for community benefit. We will promote and advocate to government bodies and

community stakeholders about current and future transports needs in our shire. We will continue to

work collaboratively with all stakeholders on improving telecommunications infrastructure.

To demonstrate the highest standards of civic and community leadership we will deliver at least two

Organisational Awareness and Leadership sessions to staff focusing on Council’s cultural and

operational standards.

To advocate for and promote regional solutions we will participate in the development of the Southern

Loddon Mallee Regional Integrated Transport Strategy.


On behalf of our community we advocate for projects and better services from the state and federal

governments. This is often within a regional context particularly in respect to communications,

employment, health and transport.

We are representatives of our community. To lead and advocate for the best interests of the

community, we must have a solid foundation of ethical governance at all times and in all

circumstances.

Indicator and measure of our service performance –


Governance Satisfaction Satisfaction with Council decisions

(Community satisfaction rating out of 100 with how

Council has performed in making decisions in the

interests of the community)


3.10 High level summary of the income from all sources and expenditure

GROUP/Department INCOME EXPENSES NET (difference

between income

and expenses)

CEO

Chief Executive Officer $0 $587,796 $587,796

Council and Customer Service ($50,600) $3,024,810 $2,974,210

Organisational Development ($382,300) $2,184,987 $1,802,687

TOTAL CEO ($432,900) $5,797,593 $5,364,693

ASSETS AND OPERATIONS

Assets and Operations $0 $400,814 $400,814

Engineering and Asset Planning ($456) $507,243 $506,787

Engineering Infrastructure and Projects ($408,000) $3,059,636 $2,651,636

Operations ($9,311,675) $16,485,957 $7,174,282

Community Safety ($1,236,514) $2,319,894 $1,083,380

TOTAL ASSETS AND OPERATIONS ($10,956,645) $22,773,544 $11,816,899

COMMUNITY WELLBEING

Community Wellbeing ($46,799) $310,196 $263,397

Community Services ($6,203,638) $7,621,565 $1,417,928

Community and Culture ($263,600) $3,094,625 $2,831,025

Recreation and Sport ($4,084,228) $5,895,964 $1,811,736

TOTAL COMMUNITY WELLBEING ($10,598,265) $16,922,350 $6,324,085

PLANNING AND ENVIRONMENT

Planning and Environment $0 $595,199 $595,199

Statutory Planning and Development ($1,180,500) $2,478,152 $1,297,652

Strategic Planning and Environment ($40,000) $1,896,255 $1,856,254

Economic Development and Tourism ($23,450) $1,255,666 $1,232,216

TOTAL PLANNING AND ENVIRONMENT ($1,243,950) $6,225,273 $4,981,322

CORPORATE SERVICES

Corporate Services, Tendering and Internal Audit $0 $479,082 $479,082

Information and Communications ($12,440) $2,173,574 $2,161,134

Finance ($43,554,604) $5,285,950 ($38,268,654)

TOTAL CORPORATE SERVICES ($43,567,044) $7,938,606 ($35,628,438)

TOTAL OPERATING BUDGETS ($66,798,805) $59,657,366 ($7,141,439)

DRAFT NEW INITIATIVES ($40,000) $549,000 $509,000

DRAFT CAPITAL PROJECTS ($13,022,054) $19,654,300 $6,632,246

GRAND TOTAL ($79,860,859) $79,860,666 ($193)


4. Analysis of Budget Income Statement (Refer Appendix A1)

The complete Budgeted Income Statement, which has been prepared in accordance with the Local

Government Model Financial Report prepared by CPA Australia, is shown in Appendix A1. The table

below is a brief summary of the Income Statement.

Part 4 of our Budget Report analyses the operating budget including expected revenues and expenses

and provides a brief explanation of the differences between 2014/15 and 2015/16. This section also

includes a summary of federal and state government recurrent and non-recurrent grants.

Budgeted Income Statement

Forecast

Actual Budget Variance

Ref 2014/15 2015/16

$’000 $’000 $’000

Total income 4.2 76,657 84,502 7,845

Total expenses 4.3 (66,868) (67,013) (145)

Surplus (deficit) for the year 9,789 17,489 7,700

Grants – capital non-recurrent 4.2.6 (2,654) (5,008) (2,354)

Contributions - non-monetary assets (9,996) (12,800) (2,804)

Capital contributions - other sources 4.2.4 (462) (170) 610

Adjusted underlying surplus (deficit) 4.1 (3,323) (489) 3,152

4.1 Adjusted underlying deficit ($3.15 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

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.

The adjusted underlying result is an indicator of financial sustainability and our ability to achieve our

service delivery objectives because it is not impacted by capital income items, which can mask the

operating result.

The adjusted underlying result can vary significantly from year to year so looking at this measure over

time provides more of an indication of Council’s longer term financial sustainability. For example, the

forecast actual for 2014/15 is impacted by a one off contribution of $1.5m towards the contribution of the

new Gisborne Indoor Sports Stadium at the Secondary College (see 4.3.6 below). Also, the small

budgeted increase in operating expenses has assist in reducing the budgeted underlying deficit.


4.2 Operating Income Forecast Actual Budget Variance Income Types Ref 2014/15 2015/16 $’000 $’000 $’000

Rates and charges 4.2.1 39,845 42,383 2,538

Statutory fees and fines 4.2.2 2,707 2,505 -202

User fees 4.2.3 5,501 5,861 360

Contributions - cash 4.2.4 462 290 -172

Contributions - Non Monetary Assets 4.2.5 9,996 12,800 2,804

Grants - Recurrent 4.2.6 12,721 13,555 834

Grants - Non Recurrent 4.2.7 3,841 5,481 1,640

Other income 4.2.8 1,584 1,627 43

Total income 76,657 84,502 7,845

Changes in Income Levels – 2014/15 to 2015/16:

4.2.1 Rates and charges ($2.54 million increase)

The budgeted increase in total revenue from rates and charges $2.54 million. Refer Appendix B3 for the

detailed explanation.

4.2.2 Statutory Fees and Charges ($0.20 million decrease)

Statutory fees include fees and fines levied in accordance with legislation and include animal registrations,

Health Act registrations Building Application fees, and Planning Application fees. Increases in statutory

fees are made in accordance with legislative requirements.

A decrease of $0.20 million in statutory fees and charges is expected. This is primarily due to the biannual

payment we receive from the State Revenue Office for our property valuation data.

A General Valuation of all properties within the Shire is completed every two years by Council. The

valuation data is also provided to State Revenue Office who pays Council for the information provided.

The payment for the 2014 General Valuation was received in 2014/15 and the payment for the 2016

General Valuation data will be received in 2016/17. Therefore nothing is included in 2015/16.

Rates &charges

Stat feesUser fees

Conts - Cash

Conts - NonMonGrants - Recurrent

Grants NonRecurrent

Other

0

10,000

20,000

30,000

40,000

50,000

$'000

Budget 15/16 Forecast 14/15

4. Analysis of Operating Budget (continued)


4.2.3 User Charges ($0.36 million increase)

User charges relate mainly to the charging of fees to users of Council’s services. These include fees from

leisure and aquatic facilities, arts performances, kindergartens and home care. Income is increasing in

most of Council services due to increasing use of these services. The main increases are from aquatic

and leisure facilities ($0.16m), sales of materials from Council’s gravel pit ($0.07m), preschool fees

($0.04m) and tips & transfer station fees ($0.05m).

Refer Appendix C4 for a complete list of all fees and charges.

4.2.4 Contributions – Cash ($0.17 million decrease)

This income relates to contributions from community groups and clubs to Council projects. The income

varies from year to year depending on budgeted projects. A decrease in contributions has been budgeted

in 2015/16.

4.2.5 Contributions – Non Monetary ($2.8 million increase)

This income is mainly related to new roads contributed to Council by developers when new subdivisions

are completed. The non-monetary assets can also be identified as part of an asset revaluation which is

completed on a cyclical basis in line with accounting standards. The level of non-monetary contributions

varies considerably from year to year depending on the number of subdivisions completed and the timing

of their completion. Based on recent historical increases, the level of non-monetary contributions is

expected to increase in 2015/16.

4.2.6 Grants - Recurrent ($0.83 million increase)

Recurrent grants are grants which are ongoing and it is expected that they will be received each year for

the foreseeable future. These grants include all monies received from State and Federal sources for the

purposes of funding the delivery of Council’s services to ratepayers. Some of the largest recurrent grants

are the Financial Assistance Grant – General Purpose ($4.6m), preschools ($2.3m), community support

($2.2m) and Roads to Recovery ($2.0m). All operating grants are considered to be recurrent except for

time limited projects, which have a funding end date.

4.2.7 Grants - Non Recurrent ($1.64 million increase)

Non Recurrent are generally one off grants for specific projects, generally capital works related. Overall it

expected that the level of non-recurrent grants will increase by $1.64 million. The level of grants fluctuates

considerably from year to year depending on the types of capital works and the availability of State and

Federal funding.

All capital grants are considered to be non-recurrent except for the Financial Assistance Grant – Local

Roads ($2.04m) and the Roads to Recovery grant ($2.0m).

Further information: At the conclusion of Part 4.2 is further information of the operating and capital grants.

Also, Part 6 contains our analysis of Capital Works and includes further information on grants and

contributions expected to be received during the 2015/16.

4. Analysis of Budgeted Income Statement (continued)


4. Analysis of Budget Income Statement (continued)

4.2.8 Other Revenues ($0.08 million increase)

Other revenues include a range of items including interest income, income from insurance claims and

miscellaneous receipts. A small decrease of $0.08m is expected in 2015/16. Some of the biggest sources

of other revenues are interest on investments ($0.42m) and work cover recovery claims ($0.38m).

Break Up of Income for 2015/16:

Rates and charges50%

Stat fees and fines3%User fees

7%

Conts - Non Mon. Assets 15%

Grants - Recurrent16%

Other Income2%

Conts - Cash1%

Grants Non Recurrent 6%



Forecast Actual Budget Variance

Operating Grant - Source and Type 2014/15 2015/16

$’000 $’000 $’000

Recurrent - Commonwealth Government:

Financial Assistance Grant (General Purpose) 4,644 4,681 37

Preschools 2,151 2,316 165

Community Support including general home care 2,331 1,907 (424)

Maternal and child health 303 295 (8)

Recurrent - State Government:

Community safety including school crossings 163 164 1

Youth & Culture 115 115 0

Fire Services Property levy collection 50 50 0

Environment 40 40 0

Economic development 10 10 0

Planning 13 10 (3)

Other 2 2 0

Total recurrent grants 9,822 9,590 (232)

Non-recurrent - Commonwealth Government 0 0 0

Non-recurrent - State Government:

Emergency Management 120 120 0

Fire Recovery 585 0 (585)

Recreation 0 280 280

Waste Water project 368 0 (368)

Total non-recurrent grants 1,073 400 (673)

Total operating grants 10,894 9,989 (906)

Forecast Actual Budget Variance Capital Grant – Source and Type 2014/15 2015/16

$’000 $’000 $’000

Recurrent - Commonwealth Government :

Roads to Recovery 1,000 2,000 1000

Finaincial Assistance Grant (local roads) 2,014 2,039 25.2

Recurrent - State Government 0 0 0

Total recurrent grants 3,014 4,039 1025.2

Non-recurrent - Commonwealth Government :

Buildings 1,630 1,630

Recreation Leisure and community facilities 475 475

Parks, open space and streetscapes 1,100 1,100

Non-recurrent - State Government:

Buildings 170 - -170

Country roads & bridges 1,000

Recreation Leisure and community facilities 795 325 -470

Parks, open space and streetscapes 689 1,477 788

Total non-recurrent grants 2,654 5,007 3,353

Total capital grants 5,668 9,047 4,379



4.3 Operating Expenditure Forecast Actual Budget Variance Expense Types Ref 2014/15 2015/16 $’000 $’000 $’000

Employee costs 4.3.1 29,553 30,576 1,023

Materials and services 4.3.2 20,232 19,787 -445

Bad and doubtful debts 4.3.3 18 12 -6

Depreciation and amortisation 4.3.4 12,889 13,485 596

Finance costs 4.3.5 334 480 146

Other expenses 4.3.6 3,842 2,673 -1,169

Total expenses 66,868 67,013 145

Changes in Expense Levels – 2014/15 to 2015/16:

4.3.1 Employee costs ($1.02 million increase)

Employee costs include all employee related expenditure paid by the employer including wages,

allowances, leave and superannuation.

Employee costs are forecast to increase by $1.02m. This increase relates to the following key factors:

The expected increase in wages from the Enterprise Agreement which is estimated to increase

wages by $0.97million (3.3%).

New initiatives for 2015/16 include $0.14m of additional resourcing. These new initiatives include

increased resourcing in land-use planning, recreations and the Gisborne Indoor Stadium at the

Secondary College.

There are also some increases in trainees (to create employment experience for young people) and

an increase in casual staffing at the aquatic and leisure centres due to increased demand (these

casual staffing costs are offset by income from paying customers).

Partly offsetting the increases above is a reduction in the WorkCover premium.

Emp.costs

Mat &serv

Bad &D/Debts

Deprec'n

Borrowingcosts

Otherexp's

0

10,000

20,000

30,000

40,000

$'000

Budget 15/16 Forecast 14/15



A summary of human resources expenditure categorised according to the organisational structure of

Council is included below:

Comprises

Budget Permanent Permanent

Directorate 2015/16 Full Time Part Time Casual

$'000 $'000 $'000 $'000

Assets & Operations 9,069 8,044 624 402

Chief Executive 3,101 1,960 971 171

Community Wellbeing 11,334 3,115 6,116 2,103

Corporate Services 3,132 2,959 170 3

Planning & Environment 3,941 3,583 337 21

Total 30,576 19,660 8,217 2,698

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

Directorate FTE Full Time Part Time Casual

Assets & Operations 118.5 105 8.1 5.4

Chief Executive 24.7 15 7.4 2.3

Community Wellbeing 134.8 36 70.7 28.1

Corporate Services 29.6 28 1.6 0.0

Planning & Environment 40.8 37 3.5 0.3

Total 348.4 221 91.3 36.1

4.3.2 Materials and contracts ($0.45 million decrease)

Materials and Contracts include the purchases of consumables, payments to contractors and consultants

and for the provision of services and utility costs. Materials and services are forecast to decrease by $0.45

million. The level of contractor and consultancy expenditure can vary from year to year depending on the

operating projects undertaken. The 2014/15 budget includes the Mount Macedon waste water project

which is funded by grants and contributions. The contractor expenditure on this project in 2014/15 will be

$0.44m, the project will be completed in 2014/15 and hence no budget is required for 2015/16.

4.3.3 Bad & Doubtful Debts ($0.006 million decrease)

Bad & Doubtful debts relate to debts which are considered to be uncollectable. Council’s processes in

relation to debt recovery are governed by the Debt Management Policy.

4.3.4 Borrowing costs ($0.15 million increase)

Borrowing costs relate to interest charged by financial institutions on funds borrowed. The increase in

borrowing costs is due to $6.6m of borrowings to be taken up in 2015/16. Appendix B2 provides

information on borrowings. Some borrowings will be taken up at the end of the financial year so the full

amount of the annual interest expense will not be included in the budget until 2016/17.



4.3.5 Depreciation ($0.60 million increase)

Depreciation is an accounting measure which attempts to allocate the value of an asset over its useful

life. Increases in depreciation are generally a result of increasing asset values through capital works.

Increases are also due to asset revaluations, which are conducted on a 3 year rolling program in line with

accounting standards for Council’s property, plant and equipment including infrastructure assets such as

roads and drains.

4.3.6 Other Expenses ($1.17 million decrease)

Other expenses are mainly made up of Council contributions to clubs, community groups and the Goldfield

Library Corporation which operate Council’s libraries. The 2015/16 budget has decreased mainly due to

a one off contribution of $1.5m to the Gisborne Indoor Sports Stadium at the Secondary College, which

was included in the 2014/15 budget. The Gisborne Indoor Stadium is not a Council asset, but it will be

operated by Council.

Break Up of Expenses for 2015/16:

Employee costs46%

Materials and services

29%

Bad and doubtful debts

0%

Depreciation and amortisation

20%

Finance costs1%

Other expenses4%


5. Analysis of Budgeted Balance Sheet (also refer Appendix A2)

The complete Budgeted Balance Sheet, which has been prepared in accordance with the Local

Government Model Financial Report prepared by CPA Australia, is shown in Appendix A2).

The following table is a brief summary of the Budget Balance Sheet. The Balance Sheet is a reflection of

our Financial Position. Part 5 of our Budget Report analyses the movements in assets, liabilities and

equity between 2014/15 and 2015/16.

5.1 Budgeted balance sheet

5.1.1 Current Assets ($1.54 million decrease)

Current assets includes receivables, assets held for resale, cash and investments such as cash held in

the bank and the value of investments in deposits or other highly liquid investments with short term

maturities of three months or less. The Current Asset balance is projected to decrease as the assumption

is that financial assets (investments) will decrease to fund the higher level of capital works in 2015/16.

5.1.2 Non-Current Assets ($26.11 million increase)

Non-Current assets include property, infrastructure, plant and equipment. Non-Current assets are the

largest component of Council’s worth and represents the value of all the land, buildings, roads, plant,

equipment which has been accumulated over many years. The budgeted increase in the value of non-

current assets is mainly due to the capital works and purchases which increase the total value of Council’s

assets. A contribution of assets, such as roads and footpaths, from developers as part of their

subdivisions also increases the asset values. Partly offsetting these increases is asset depreciation which

reduces asset values as the assets age.

Forecast


Ref 2014/15 2015/16

$’000 $’000 $’000

Current assets 7.1.1 26,914 25,372 (1,542)

Non-current assets 7.1.2 628,751 654,865 26,114

Total assets 655,665 680,237 24,572

Current liabilities 7.1.3 15,577 16,029 452

Non-current liabilities 7.1.4 11,873 17,390 5,517

Total liabilities 27,450 33,419 5,969

Net assets 628,215 646,818 18,603

Equity 7.1.5 628,215 646,818 18,603


5. Analysis of Budgeted Balance sheet (continued)

5.1.3 Current Liabilities ($0.45 million increase) and

Liabilities are classed as current or non-current depending on when they are expected to be repaid.

Current liabilities are expected to increase by $0.45m. The increase is mainly due to expected increases

in payables and employee benefits, in accordance with the Budgeted Income Statement. Current

borrowings are also expected to increase due to an overall increase in loans (see below).

5.1.4 Non-Current Liabilities ($5.52 million increase)

Non-Current liabilities are expected to increase by $5.52m. The increase is a result of planned new loans

of $6.6m to be taken up in 2015/16, which is partly offset by loan redemptions. Information on loans is

outlined in Appendix B3. It should be noted that Council’s level of borrowing remains well below prudential

guidelines.

5.1.3 Net Assets ($17.79 million increase)

This term is used to describe the difference between the value of total assets and the value of total

liabilities. It represents the net worth of Council as at 30 June.

As outlined above, the increase in net assets of $17.79 million is mainly a result offset increases in asset

non-current asset levels, partly offset by increased borrowings.

5.1.4 Equity ($18.60million increase)

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

Asset revaluation reserve which represents the difference between the previously recorded value of

assets and their current valuations

Other financial reserves that are funds that Council wishes to separately identify as being set aside

to meet a specific purpose in the future and to which there is no existing liability. These amounts are

transferred from the Accumulated Surplus to be separately disclosed

Accumulated surplus which is the value of all net assets, less financial reserves that have

accumulated over time.


6. Analysis of Budgeted Cash Flows (also refer Appendix A3)

The complete Budgeted Statement of Cash Flows, which has been prepared in accordance with the Local Government Model Financial Report prepared by CPA Australia, is shown in Appendix A3. The table below is a brief summary of the Budgeted Statement of Cash Flows. Part 6 of our Budget Report analyses the expected cash flows from the operating, investing and financing activities. The analysis is based on three main categories of cash flows:

Operating activities - Refers to the cash generated or used in normal service delivery functions.

Investing activities - Refers to cash generated or used in the creation or enhancement of infrastructure and other assets and the acquisition and sale of property, plant and equipment.

Financing activities - Refers to cash generated or used in the financing of Council functions and include borrowings from financial institutions and repayment of the principal component of loan repayments for the year.

Budgeted Statement of Cash Flows

Forecast


Ref 2014/15 2015/16

$’000 $’000 $’000

Net Cash flows from operating activities 6.1.1 12,697 18,758 6,061

Net Cash flows from investing activities 6.1.2 (12,263) (26,417) (14,154)

Net Cash flows from financing activities 6.1.3 (377) 7,845 8,222

Net decrease in cash and cash equivalents 57 186 129

Cash & cash equivalents at beginning of the year 4,868 4,925 57

Cash & cash equivalents at end of the year 6.1.4 4,925 5,111 186

6.1.1 Operating activities ($6.06 million increase) The increase in cash inflows from operating activities of $6.07m is an increase in capital grants and rate income. This is partly offset by increasing operating expenses, however, the 2014/15 forecast includes a one off contribution of $1.5m the Gisborne Indoor Sports Stadium at the Secondary College. As a result there is a smaller than usual increase in operating expenditure. (Refer 4.2 for more information on expenditure).

6.1.2 Investing activities ($14.15 million decrease) The increase in cash outflows from investing activities is due to planned capital expenditure being higher than it was in 2014/15. Several projects, which were originally included in prior year budgets will be completed in 2015/16 which results in a significant increase in capital works. Refer to Part 6 of our Budget Report for information of the capital works program.

6.1.3 Financing activities ($8.22 million increase) The main reason for the increase in cash flows from financing activities is due a higher level of loans which are forecast to be taken up in 2015/16. Borrowings of $6.1m are expected to be taken up and hence the funding from loans is higher than 2014/15. Adding to the increase in funding from financing activities is a reduction in investments budgeted in 2015/16 to fund the higher capital works program.

6.1.4 Cash and cash equivalents at end of the year ($0.06 million increase) Overall, total cash and investments are projected to decrease by $0.06m to $5.1m as at 30 June 2015. It should be noted that the cash balance does not include investments held for more than 3 months; Council’s investments are budgeted to total $13.87m at the end of 2015/16.


7. Analysis of Budgeted Capital Works (also refer Appendix A4)

The Budgeted Statement of Capital Works, which has been prepared in accordance with the Local Government Model Financial Report prepared by CPA Australia, is shown in Appendix A4. The table below is a summary of the Budgeted Statement of Capital Works. Part 7 of our Budget Report analyses the budgeted capital expenditure and the sources of funding.

7.1 Capital Works Expenditure Forecast


Capital Works Areas Ref 2014/15 2015/16

$’000 $’000 $’000

Works carried forward 7.1.1

Property

Buildings 475 1,520 1,045

Total property 475 1,520 1,045

Plant and equipment

Plant, machinery & equipment 0 0 0

Computers & telecommunications 47 0 (47)

Total plant and equipment 47 0 (47)

Infrastructure

Roads 0 120 120

Footpaths and cycle paths 0 0 0

Drainage 0 400 400

Rec, leisure & community facilities 764 800 36

Parks, open space & streetscapes 0 4,237 4,237

Off street car parks 0 0 0

Other infrastructure 0 200 200

Total infrastructure 764 5,757 4,993

Total works carried forward 1,286 7,277 5,991

New works

Property 7.1.2

Building improvements 2,087 6,120 3,793

Total property 2,087 5,880 3,793

Plant and equipment 7.1.3

Plant, machinery & equipment 772 1,802 1,030

Fixtures & Fittings 0 29

Computers & telecommunications 688 371 (317)

Total plant and equipment 1,460 2,202 713

Infrastructure 7.1.4

Roads 5,369 5,642 273

Bridges 512 600 88

Footpaths and cycle paths 871 576 (295)

Drainage 300 700 400

Rec, leisure & community facilities 454 370 (84)

Parks, open space & streetscapes 671 924 253

Other infrastructure 655 2,520 1,865

Total infrastructure 8,832 11,332 2,500

Total new works 12,379 19,654 7,246

Total capital works expenditure 13,665 26,931 13,237


7. Analysis of Budgeted Capital Works (continued)

The capital works expenditure is represented by:

Asset renewal expenditure 7.1.5 6,343 11,829 5,486

New asset expenditure 7.1.5 3,847 8,506 4,659

Asset upgrade expenditure 7.1.5 3,475 5,763 2,288

Asset expansion expenditure 7.1.5 0 833 833

Total capital works expenditure 13,665 26,931 13,266

As previously mentioned, the level of capital works expenditure fluctuates significantly from year to year

depending on grant funding available.

Budgeted Capital Works by Asset Type

The key movements in Capital Expenditure are as follows:

7.1.1 Works Carried Forward ($5.99 million increase)

At the end of each financial year there are projects which are either incomplete or not commenced due to

factors including planning issues, weather delays and extended consultation. For the 2014/15 year it is

forecast that $7.28 million of capital works will be incomplete and be carried forward into the 2015/16

year. The more significant projects include the Hanging Rock East Paddock Development ($2.7m) and

the Gisborne office extension ($1.2m). These two projects are being completed across several years.

7.1.2 Property ($4.05 million increase)

Property assets includes capital expenditure on land and buildings. The major capital works in this asset

type is the construction of the Gisborne Early Learning Centre ($3.3m).

28%

8%64%

Property

Plant and equipment

Infrastructure


7. Analysis of Budgeted Capital Works (continued)

7.1.3 Plant and Equipment ($0.71 million increase)

The main component of Plant and Equipment spending is in relation to vehicles and other machinery used

to construct and maintain roads and footpaths (such as graders and trucks) and IT systems and hardware.

The level of expenditure in this category will increase in 2015/16 due to the scheduled replacement of

several large plant items.

7.1.4 Infrastructure ($2.50 million increase)

Infrastructure capital works includes roads and streets, footpaths, bridges, drainage, public toilets,

recreation and community facilities and parks and open spaces expenditure.

The level of expenditure on infrastructure is expected to increase in 2015/15, mainly due to rehabilitation

works required at the former Kyneton landfill site ($2.5m).

7.1.5 Asset renewal ($11.83m), new assets ($8.51m), upgrade ($5.76m) and expansion ($0.83m)

Asset expenditure may be one of four types – new, renewal, upgrade and expansion.

New is capital expenditure on a new asset.

Renewal is capital expenditure on an existing asset (or replacing an existing asset) that returns the service

capability of the asset to its original capability.

Upgrade is capital expenditure that upgrades an existing asset to provide a better quality of service.

Expansion is capital expenditure that extends the life of the asset beyond its original life.

Budgeted Capital Works by Asset Expenditure Type

44%

32%

21%

3%

Asset renewal expenditure

New asset expenditure

Asset upgrade expenditure

Asset expansion expenditure


7. Analysis of Budgeted Capital Works(continued)

7.2 Capital Works Income Council’s Capital Works program is funded through a combination of government grants, net proceeds

from the sale of surplus assets, loans, financial reserves, contributions and rate revenue. The net amount

to be funded from rate revenue (operations) in 2015/16 is $6.63m.

Forecast


Sources of funding Ref 2014/15 2015/16

$’000 $’000 $’000

Works carried forward

Current year funding

Grants 622 3,078 2,456

Contributions 80 80

Borrowings 0 2,200 2,200

Council cash;

- operations 664 967 303

- proceeds on sale of assets 0 0 0

- reserve cash and investments 0 952 952

Total works carried forward 1,286 7,277 5,991

New works

Current year funding

Grants 5,669 5,969 300

Contributions 183 90 (93)

Borrowings 0 4,075 4,075

Council cash;

- operations 5,204 6,632 1,428

- proceeds on sale of assets 352 514 162

- reserve cash and investments 971 2,374 1,403

Total new works 12,379 19,654 7,275

Total funding sources 7.2.1 13,665 26,931 13,266

7.2.1 Capital Work Funding Sources ($13.27 million increase)

Funding for capital works has increased by $13.27m in line with the larger capital works program (see

Section 7.1 for details). The mix of funding differs each year depending on the types of capital project

and the availability of Government grants. For more information on grant funding see 4.2.6 and 4.2.7.


7. Analysis of Budgeted Capital Works(continued)

Budgeted Capital Works by funding source

44%

37%

2%

16%

Grants

Contributions

Operations

Proceeds on sale of assets

Reserve cash and investments


Appendices and Glossary

Appendices

A. Budgeted Financial Statements:

A1 Budgeted Comprehensive Income Statement 47

A2 Budgeted Balance Sheet 48

A3 Budgeted Statement of Cash Flows 49

A4 Budgeted Statement of Capital Works 50

A5 Budgeted Statement of Changes in Equity 51

B. Statutory Disclosures:

B1 Capital Works Program – Asset Types and Funding Sources 52

B2 Statement and Summary of Human Resources 56

B3 Summary of Borrowings 57

B4 Statement of Rates and Charges 58

B5 Statement of Differential Rates 59

C. Additional Information:

C1 Summary of New Initiatives 61

C2 Summary of Financial Reserves 62

C3 Summary of Construction Programs 63

C4 Summary of Customer Fees and Charges 66

Glossary 85


Appendix A1 - Budgeted Comprehensive Income Statement

For the year ending 30 June 20162014/15

Adopted

Budget

2014/15

Forecast

2015/16

Draft

Budget

Budget/

Forecast

Variance

$'000 $'000 $'000 $'000

Income

Rates and charges 39,770 39,845 42,383 2,537

Statutory fees and fines 2,800 2,707 2,505 (202)

User fees 5,882 5,501 5,861 360

Contributions - cash 504 462 290 (172)

Contributions - non-monetary assets 9,996 9,996 12,800 2,804

Grants - operating (recurrent) 9,208 9,707 9,516 (191)

Grants - operating (non-recurrent) 175 1,187 473 (714)

Grants - capital (recurrent) 3,014 3,014 4,039 1,025

Grants - capital (non-recurrent) 5,732 2,654 5,008 2,354

Other income 1,480 1,584 1,627 45

Fair value adjustments for investment property 0 0 0 0

Share of net profits/(losses) of associates and joint ventures

accounted for by the equity method0 0 0 0

Total Revenues 78,561 76,657 84,502 7,845

Expenses

Employee costs 30,144 29,553 30,576 1,023

Materials and services 19,292 20,232 19,787 (445)

Bad and doubtful debts 18 18 12 (6)

Depreciation and amortisation 12,889 12,889 13,485 596

Finance costs 443 334 480 146

Other expenses 2,170 3,842 2,673 (1,169)

Total Expenses 64,956 66,868 67,013 145

Net surplus/(deficit) from operations 13,605 9,789 17,489 7,701

Other comprehensive income

Items that will not be reclassified to surplus or deficit:

Impairment of fire impacted infrastructure 0 0 0 0

Net asset revaluation increment/(decrement) 0 0 0 0

Share of other comprehensive income of associates and joint

ventures accounted for by the equity method0 0 0 0

Total Comprehensive result 13,605 9,789 17,489 7,701


Appendix A2 - Budgeted Balance Sheet

For the year ending 30 June 2016

2014/15 2014/15 2015/16

$’000 $’000 $’000 $’000

Assets

Current assets

Cash and cash equivalents 5,297 4,925 5,111 186

Trade and other receivables 5,870 5,870 6,123 253

Financial assets 10,262 15,849 13,868 (1,981)

Assets Held for Resale 1,302 - - 0

Other assets 270 270 270 0

Total current assets 23,001 26,914 25,372 (1,542)

Non-current assets

Investments in regional library corporation 1,426 1,426 1,549 123

Property, infrastructure, plant & equipment 591,323 623,109 649,100 25,991

Investment property 4,069 4,216 4,216 0

Total non-current assets 596,818 628,751 654,865 26,114

Total assets 619,819 655,665 680,237 24,572

Liabilities

Current liabilities

Trade and other payables 5,806 5,806 6,086 280

Trust funds and deposits 3,695 3,695 3,695 0

Provisions 5,733 5,733 5,888 155

Interest-bearing loans and borrowings 1,023 343 360 17

Total current liabilities 16,257 15,577 16,029 452

Non-current liabilities

Provisions 4,413 4,413 4,532 119

Interest-bearing loans and borrowings 9,282 7,460 12,858 5,398

Total non-current liabilities 13,695 11,873 17,390 5,517

Total liabilities 29,952 27,450 33,419 5,969

Net assets 589,867 628,215 646,818 18,603

Equity

Accumulated surplus 288,678 285,755 304,715 18,960

Reserves 301,189 342,460 342,103 (357)

Total equity 589,867 628,215 646,818 18,603

Adopted

Budget

BudgetForecast

Actual

Budget/

Forecast

Variance


Appendix A3 Budgeted Statement of Cash Flows

For the year ending 30 June 2016Adopted

Budget

Forecast

Actual

Budget

2014/15 2014/15 2015/16

$’000 $’000 $’000 $’000

Cash flows from operating activities

Rates and charges 39,666 39,666 42,226 2,560

Statutory fees and fines 2,793 2,793 2,496 (297)

User fees 5,363 5,363 5,840 477

Contributions - cash 504 504 504 0

Grants - operating 9,359 9,359 9,951 592

Grants - capital 8,723 5,645 9,013 3,368

Interest 731 731 421 (310)

Other receipts 1,247 1,247 985 (262)

Net GST refund / payment 0 0 0 0

Employee costs (29,869) (29,704) (30,527) (823)

Payments to Suppliers (19,181) (19,345) (19,755) (410)

Other payments (2,062) (3,562) (2,396) 1,166

Net cash provided by operating activities 17,274 12,697 18,758 6,061

Cash flows from investing activities

Payments for property, plant and equipment (20,942) (13,665) (26,931) (13,266)

Proceeds from sale of property, plant and equipment 1,402 1,402 514 (888)

Net cash used in investing activities (19,540) (12,263) (26,417) (14,154)

Cash flows from financing activities

Finance costs (443) (334) (480) (146)

Proceeds from borrowings 2,600 1,500 6,575 5,075

Repayment of borrowings (627) (343) (343) 0

Net Increase/Decrease in Longer Term Investments 603 (1,200) 2,093 3,293

Net cash provided by (used in) financing activities 2,133 (377) 7,845 8,222

Net (decrease) increase in cash & cash equivalents (133) 57 186 129

Cash and cash equivalents at beginning of the financial year 5,430 4,868 4,925 57

Cash and cash equivalents at end of the financial year 5,297 4,925 5,111 186

Budget/

Forecast

Variance



2014/15

Forecast

2015/16

New

Budgeted

Works

Projects

Carried

Forward

From

Previous

Years

Total

2015/16

Budget

Budget/

Forecast

Variance

$'000 $'000 $'000 $'000 $'000

Property

Land and land improvements 0 0 0 0 0

Buildings and building improvements 2,562 6,120 1,520 7,640 5,078

Total property 2,562 6,120 1,520 7,640 5,078

0

Plant and equipment 0

Plant, machinery and equipment 772 1,802 0 1,802 1,030

Fixtures, fittings and furniture 0 29 0 29 29

Computers and telecommunications 735 371 0 371 (364)

Total plant and equipment 1,507 2,202 0 2,202 695

0

Infrastructure 0

Roads 5,369 5,642 120 5,762 393

Bridges 512 600 0 600 88

Footpaths, kerbs and channels 871 576 0 576 (295)

Drainage 300 700 400 1,100 800

Recreational, leisure and community facilities 1,218 370 800 1,170 (48)

Parks, open space and streetscapes 671 924 4,237 5,161 4,490

Other infrastructure 655 2,520 200 2,720 2,065

Total infrastructure 9,596 11,332 5,757 17,089 7,493

0

Total capital works expenditure 13,665 19,654 7,277 26,931 13,266

Represented by:

Asset renewal expenditure 6,343 10,927 902 11,829 5,486

New asset expenditure 3,847 2,964 5,542 8,506 4,659

Asset upgrade expenditure 3,475 5,763 833 5,763 2,288

Asset expansion expenditure 0 0 0 833 833

0

Total capital works expenditure 13,665 19,654 7,277 26,931 13,266

Appendix A4 - Budgeted Statement of Capital Works


TotalAccumulated

Surplus

Asset

Revaluation

Reserve

Other

Reserves

$'000 $'000 $'000 $'000

2015/16

Balance at beginning of the financial year 628,215 285,755 334,776 7,684

Adjustment on change in accounting policy 0 0 0 0

Comprehensive result 17,489 17,489 0 0

Net asset revaluation increment/(decrement) 0 0 0 0

Impairment losses on revalued assets 0 0 0 0

Reversal of impairment losses on revalued assets 0 0 0 0

Transfer to reserves 2,017 (102) 0 2,119

Transfer from reserves (903) 1,573 0 (2,476)

Balance at end of the financial year 646,818 304,715 334,776 7,327

Appendix A5 - Budgeted Statement of Changes In Equity



Capital Works Area

New Renewal Upgrade GrantsReserves/

Asset SalesLoans Contributions Council Cash

PROPERTY

Buildings

Gisborne Early Learning Centre construction $ 3,300,000 $ 950,000 $ 1,175,000 $ 1,175,000 650,000$ 50,000$ 2,300,000$ 300,000$

Dixon Field Pavilion upgrade construction $ 815,000 $ 815,000 440,000$ 100,000$ 275,000$

Gisborne Office Extension construction $ 800,000 $ 800,000 $ - 500,000$ 300,000$

Council building renewal $ 460,000 $ 460,000 460,000$

Safe roof access equipment $ 40,000 $ 40,000 40,000$

Building essential services upgrade $ 30,000 $ 30,000 30,000$

Roof & insulation replacement - Romsey Rec Centre $ 35,000 $ 35,000 35,000$

Kyneton Museum upgrade construction* $ 400,000 $ 400,000 300,000$ 100,000$

Romsey Kindergarten outdoor play space $ 120,000 $ 120,000 120,000$ -$

Swinbourne Avenue Kindergarten, Gisborne outdoor play space $ 120,000 $ 120,000 120,000$ -$

Total buildings and building improvements $ 6,120,000 2,215,000$ 1,635,000$ 2,270,000$ 1,630,000$ 150,000$ 2,800,000$ -$ $ 1,540,000

TOTAL PROPERTY $ 6,120,000 $ 2,215,000 $ 1,635,000 $ 2,270,000 $ 1,630,000 $ 150,000 $ 2,800,000 $ - $ 1,540,000

Plant and equipment

Plant, machinery and equipment $ 1,634,000 $ 1,634,000 1,220,000$ 414,000$ -$

Motor vehicle replacement program $ 168,000 $ 168,000 68,000$ 100,000$ -$

A0 scanner $ 17,000 $ 17,000 -$ 17,000$

Audio visual upgrade $ 12,000 $ 12,000 -$ 12,000$

Total plant, machinery and equipment $ 1,831,000 12,000$ 1,802,000$ 17,000$ -$ 1,288,000$ -$ 514,000$ $ 29,000

Computers and telecommunications

Network infrastructure renewal $ 40,000 $ 40,000 -$ 40,000$

Desktop and notebook computer replacement program $ 145,000 $ 145,000 -$ 145,000$

Server replacement program $ 126,000 $ 126,000 -$ 126,000$

Asset management system (part1) $ 60,000 $ 60,000 -$ 60,000$

Total computers and telecommunications $ 371,000 60,000$ 311,000$ -$ -$ -$ -$ $ 371,000

TOTAL PLANT AND EQUIPMENT $ 2,202,000 $ 72,000 $ 2,113,000 $ 17,000 $ - $ 1,288,000 $ - $ 514,000 $ 400,000

Total

Estimated

Capital Cost

2015/16

Funding sources - 2015/16Asset expenditure types

Appendix B1 - Capital Works Program - Asset Types and Funding Sources



Capital Works Area



Total

Estimated

Capital Cost

2015/16


INFRASTRUCTURE

Roads

Road improvement program $ 1,346,400 $ 1,346,400 550,000$ 796,400$

Road rehabilitation program $ 1,203,000 $ 1,203,000 1,450,000$ 247,000-$

Grants commission road funding 2,039,054$ 2,039,054-$

Reseal/final seal program $ 1,327,000 $ 1,327,000 1,327,000$

Gravel road renewal program $ 806,500 $ 806,500 806,500$

Minor capital stabilisation works $ 206,000 $ 206,000 206,000$

Retrofit Streetlights for environmental benefits $ 50,000 $ 50,000 50,000$

Kerb & channel renewal program $ 137,000 $ 137,000 137,000$

Guard rail installation program $ 64,000 $ 32,000 $ 32,000 64,000$

Minor Traffic Management Works $ 42,200 $ 21,100 $ 21,100 42,200$

Minor Road Works $ 60,000 $ 20,000 $ 40,000 60,000$

Asphalt resurfacing program $ 265,000 $ 265,000 265,000$

Intersection rehabilitation program $ 64,000 $ 32,000 $ 32,000 64,000$

Intersection upgrade program $ 41,200 $ 41,200 41,200$

Replace tourism signs - Malmsbury, Romsey and Macedon $ 30,000 $ 30,000 30,000$

Total roads $ 5,642,300 196,300$ 5,446,000$ $ - 4,039,054$ -$ -$ -$ $ 1,603,246

Bridges

Bridge renewal program $ 600,000 $ 600,000 600,000$

Total bridges $ 600,000 -$ 600,000$ $ - -$ -$ -$ -$ $ 600,000

Footpaths, kerbs and channels

Campaspe River trail construction (section only) $ 100,000 $ 50,000 $ 50,000 50,000$ 50,000$

Footpath renewal program $ 220,000 $ 220,000 -$ 220,000$

New footpath construction program $ 256,000 $ 256,000 36,000$ 220,000$

Total footpaths, kerbs and channels $ 576,000 50,000$ 270,000$ $ 256,000 -$ 86,000$ -$ -$ $ 490,000

Drainage

Minor drainage works emergent $ 50,000 $ 25,000 $ 25,000 50,000$

Minor drainage works planned $ 250,000 $ 50,000 $ 150,000 $ 50,000 250,000$

Quarry Road Woodend - detention basin (part 2) $ 400,000 $ 400,000 400,000$

Total drainage $ 700,000 75,000$ 175,000$ $ 450,000 -$ -$ -$ -$ $ 700,000


Capital Works Area



Total

Estimated

Capital Cost

2015/16


Recreational, leisure and community facilities

Gisborne Aquatic Centre - amenity upgrade $ 130,000 $ 65,000 $ 65,000 130,000$ -$

Outdoor pool works $ 40,000 $ 20,000 $ 20,000 -$ 40,000$

Public toilet renewal program $ 200,000 $ 200,000 -$ 200,000$

Total recreational, leisure and community facilities $ 370,000 65,000$ 285,000$ $ 20,000 -$ 130,000$ -$ -$ $ 240,000

Parks, open space and streetscapes

Street bin and park bin renewal program $ 27,000 $ 27,000 27,000$

Parks infrastructure renewal program $ 50,000 $ 50,000 50,000$

Playground infrastructure renewal $ 40,000 $ 40,000 40,000$

Safety upgrade to portable event equipment $ 5,000 $ 5,000 5,000$

Lancefield skate park construction* $ 250,000 $ 250,000 100,000$ 130,000$ 20,000$ -$

Oval lighting and power upgrade - Kyneton Football Netball

Club* $ 542,000 $ 271,000 $ 271,000 200,000$ 70,000$ 272,000$

Bus shelter/bus access program $ 10,000 $ 10,000 10,000$

Total parks, open space and streetscapes $ 924,000 281,000$ 393,000$ $ 250,000 300,000$ 130,000$ -$ 90,000$ $ 404,000

Other infrastructure

Kyneton Saleyards renewal and upgrade program $ 20,000 $ 10,000 $ 10,000 20,000$

Kyneton landfill rehabilitation $ 2,500,000 $ 2,500,000 290,000$ 1,775,000$ 435,000$

Total other infrastructure $ 2,520,000 10,000$ 10,000$ $ 2,500,000 -$ 290,000$ 1,775,000$ -$ $ 455,000

TOTAL INFRASTRUCTURE $ 11,332,300 677,300$ 7,179,000$ $ 3,476,000 4,339,054$ 636,000$ 1,775,000$ 90,000$ $ 4,492,246

TOTAL NEW WORKS 19,654,300$ 2,964,300$ 10,927,000$ 5,763,000$ 5,969,054$ 2,074,000$ 4,575,000$ 604,000$ $ 6,432,246


Capital Works Area



Total

Estimated

Capital Cost

2015/16


WORKS EXPECTED TO BE CARRIED FORWARD FROM

PRIOR YEARS

PROPERTY

Buildings and building improvements

Gisborne Office Extension construction $ 1,200,000 $ 1,200,000 200,000$ 1,000,000$ -$

Gisborne Early Years Hub (stage 1) $ 320,000 $ 90,000 $ 115,000 $ 115,000 320,000$ -$

Total Buildings and building improvements $ 1,520,000 $ 1,290,000 $ 115,000 $ 115,000 -$ 520,000$ 1,000,000$ -$ $ -

TOTAL PROPERTY $ 1,520,000 $ 1,290,000 $ 115,000 $ 115,000 -$ 520,000$ 1,000,000$ -$ $ -

INFRASTRUCTURE

Roads

McGregor Road Gisborne upgrade $ 120,000 $ 120,000 $ 120,000

Total Roads $ 120,000 $ - $ - $ 120,000 -$ -$ -$ -$ $ 120,000

Drainage

Quarry Road dention basin (part 1) $ 400,000 $ 400,000 $ 400,000

Total Drainage $ 400,000 $ - $ - $ 400,000 -$ -$ -$ -$ $ 400,000

Recreational, leisure and community facilities

New Gisborne Netball Complex $ 800,000 $ 800,000 800,000$ $ -

Total recreational, leisure and community facilities $ 800,000 $ 800,000 $ - $ - 800,000$ -$ -$ -$ $ -

Parks, open space and streetscapes

Kyneton Community Park $ 390,000 $ 390,000 300,000$ 80,000$ 10,000$

Riddells Creek access and inclusion project $ 395,000 $ 197,500 $ 197,500 300,000$ 95,000$

Romsey open space playground project $ 752,000 $ 752,000 200,000$ 432,000$ 120,000$

Hanging Rock east paddock infrastructure development $ 2,700,000 $ 2,700,000 1,477,750$ 1,000,000$ 222,250$

Total parks, open space and streetscapes $ 4,237,000 $ 3,452,000 $ 587,500 $ 197,500 2,277,750$ 432,000$ 1,000,000$ 80,000$ $ 1,447,250

Other Infrastructure

Kyneton landfill rehabilitation 200,000$ 200,000$ 200,000$ -$

TOTAL INFRASTRUCTURE $ 5,757,000 $ 4,252,000 $ 787,500 $ 717,500 3,077,750$ 632,000$ 1,000,000$ 80,000$ $ 1,967,250

TOTAL WORKS EXPECTED TO BE CARRIED FORWARD

FROM PRIOR YEARS 7,277,000$ 5,542,000$ 902,500$ 832,500$ 3,077,750$ 1,152,000$ 2,000,000$ 80,000$ 967,250$

TOTAL CAPITAL WORKS PROGRAM 26,931,300$ 8,506,300$ 11,829,500$ 6,595,500$ 9,046,804$ 3,226,000$ 6,575,000$ 684,000$ 7,399,496$


Appendix B2 - Budgeted Statement of Human Resources

2014/15 2015/16

$’000 $’000 $’000

Staff expenditure

Employee costs - operating 29,553 30,576 1,023

Employee costs - capital 715 729 14

Total staff expenditure 30,268 31,305 1,037

EFT EFT EFT

Staff numbers

Employees 346.9 348.4 1.5

Total staff numbers 346.9 348.4 1.5

Budget/

Forecast

Forecast

Actual

Budget


Appendix B3 – Summary of Borrowings

The 2015/16 Budget includes new borrowings* of $4.075 million to complete the Gisborne Early Learning

Centre construction and to fund rehabilitation works at the former landfill site in Kyneton.

The $1.5 million loan for the first stages of the Office extension and the $1million loan for the Hanging

Rock East Paddock development were approved in the 2013/14 and 2014/15 Budgets but take up of the

loans has been postponed because the projects will not be completed until 2015/16.

In accordance with the Local Government (Planning and Reporting) Regulations 2014, the following

information is disclosed:

Estimated loan liability as at 1 July 2015 $7,803,000

Less principal repayments during 2015/16

$343,300

Plus previously approved borrowings $2,500,000

Plus new borrowings in 2015/16 (1) $4,075,000

Balance as at 30 June 2016 $14,035,000

Less amounts transferred to the Debt Repayment Reserve (2)

$817,200

Net Debt as at 30 June 2016

$13,217,500

Interest payable in 2015/16

$480,562

Notes:

(1) New borrowings

Gisborne Early Learning Centre construction $2,300,000

Kyneton Landfill Rehabilitation $1,775,000

Total $4,075,000

(2) Council has borrowed some funds via the Local Government Funding Vehicle. These borrowing

are interest only, the principal on these borrowings is not payable for 5 years after the draw down date.

It is intended that half the original amount will be repaid in five years and the remaining half will be repaid

in ten years. Therefore each year one-tenth of the original amount will be transferred to the Debt

repayment reserve to pay the principal when it fall due.

More information on Council’s borrowing strategy and debt ratios can be found in the Strategic Resource

Plan.


Appendix B4 – Statement of Rates and Charges

Rates 2014/15 Budget 2015/16 Budget Difference % Increase

General Rate

Rate in $ (on CIV) 0.002786 0.002921

Capital Improved Value (CIV) $9,318,245,230 $9,489,724,000 $171,478,770 1.8%

Revenue $25,963,790 $27,718,174 $1,754,384 6.8%

No. of Assessments 18,807 19,093 286 1.5%

Agricultural Land Rate

Rate in $ (on CIV) 0.002229 0.002337

Capital Improved Value (CIV) $922,638,000 $914,302,000 ($8,336,000) -0.9%

Revenue $2,056,626 $2,136,440 $79,815 3.9%

No. of Assessments 1,072 1,061 -11 -1.0%

Relationship to General Rate 80.00% 80.00%

Commercial /Industrial Rate

Rate in $ (on CIV) 0.003344 0.003505

Capital Improved Value (CIV) $546,725,000 $553,126,000 $6,401,000 1.2%

Revenue $1,828,034 $1,938,725 $110,692 6.1%

No. of Assessments 1,033 1,058 25 2.4%


Recreational Land Rate

Rate in $ (on CIV) 0.001393 0.001460

Capital Improved Value (CIV) $15,811,000 $15,811,000 $0 0.0%

Revenue $22,027 $23,091 $1,063 4.8%

No. of Assessments 10 10 0 0.0%


Inappropriate Subdivision Rate

Rate in $ (on CIV) 0.002786 0.002921

Capital Improved Value (CIV) $2,122,400 $2,058,300 ($64,100) -3.0%

Revenue $5,914 $6,012 $98 1.7%

No. of Assessments 145 137 -8 -5.5%


Not for Profit Housing Rate

Rate in $ CIV 0.001393 0.001460

Capital Improved Value (CIV) $36,501,000 $36,258,000 ($243,000) -0.7%

Revenue $50,852 $52,952 $2,100 4.1%

No. of Assessments 155 154 -1 -0.6%


LESS Trust For Nature Rebate

Rebate ($16,782) ($16,782) $0 0.0%

No. of Assessments 16 21 5 31.3%

Capital Improved Value $10,842,042,630 $11,011,279,300 $169,300,770 1.6%

Revenue $29,910,460 $31,858,613 $1,948,153 6.5%

No. of Rateable Assessments 21,222 21,513 291 1.4%

Charges

Municipal Charge

Charge per Assessment $194 $203 $9 4.6%

Revenue $4,023,948 $4,298,322 $274,374 6.8%

No. of Assessments 20,742 21,174 432

Garbage Collection & Recycling Charge

Charge per Service $248 $260 $12 4.8%

Revenue $4,344,960 $4,605,000 $260,040 6.0%

Green Waste Collection Charge


Revenue $557,786 $603,000 $45,214 8.1%

Victorian Government EPA Landfill Levy*


Revenue collected on behalf of Government $490,560 $508,600 $18,040 3.7%

Total Charges $9,417,254 $10,014,922 $597,668 6.3%

Total Rates & Charges $39,327,714 $41,873,535 $2,545,821 6.5%

Median value property $445,000 $445,000 0 0.0%

Rates and charges payable * $1,740 $1,824 $84 4.8%

Note: GST is applicable for both Garbage Collection & Recycling Charge and Landfill Recovery Charge for Commercial Properties

Total Rates


Appendix B5 - Statement of Differential Rates

Council’s Rating Strategy can be found in its Strategic Resource Plan. In summary, Council has

established a rating structure, which is comprised of three key elements. These are:

Property Rates; which are based on the value of the property.

Municipal Charge; which reflects a common contribution to the governance costs of Council.

Service charges; which reflect availability and usage of waste services provided by Council.

Striking a proper balance between these elements aims for equity in the distribution of rates and charges

across ratepayers. Council makes a further distinction, within the property value element, which is a

differential rate. That is, rates based on the purpose for which the property is used. This distinction is

based on the concept that property owners should pay a fair and equitable contribution to rates taking

into account the benefit that may be derived from the services Council provides.

There are three major differential rates. The General Rate applies to most residential property and vacant

land. The Business Rate applies to properties that are used for commercial, industrial or professional

purposes. The Business Rate is 20 per cent more than the General Rate. The Agricultural Land Rate

applies to land that is defined as farm land and for which the owner or occupier is regarded as a Primary

Producer by the Australian Taxation Office. The Agricultural Land is 20 per cent less than the General

Rate.

Section 161 of the Local Government Act allows a council to raise rates by a differential rate if the council

uses the capital improved value system of valuing land and if it considers that the differential rate will

contribute to the equitable and efficient carrying out of the council's functions.

In accordance with Section 161 of the Local Government Act 1989, Council specified the following

objectives and characteristics in relation to the General Rate:

1. The types and classes of land to which the rate applies is all rateable land other than agricultural

land, recreational land, commercial/industrial land and land used by Not for Profit Organisations to

provide low-income residential housing.

2. The Differential Rate is considered fair and equitable having regarded:

(a) The amount of revenue required to be raised is in accordance with the Council Plan, Strategic

Resource Plan and Budget;

(b) The range and quality of infrastructure, physical services, health services and community

services available to the owners and occupiers of residential properties and vacant land.

In accordance with Section 161 of the Local Government Act 1989 Council specified the following

objectives and characteristics in relation to the Agricultural Land Rate:

1. The types and classes of land to which the rate applies is agricultural land which means any

rateable land within the Council’s municipal district defined as farm land under Section 2 of the

Valuation of Land Act 1960 on the condition that the owner or occupier of the land is a person

carrying on the activities defined by the Valuation of Land Act 1960, who is regarded as a Primary

Producer by the Australian Taxation Office.


Appendix B5 - Statement of Differential Rates (continued)


(a) The amount of revenue required to be raised is in accordance with the Council Plan, Strategic


(b) The range and quality of infrastructure, physical services, health services and community

services available to the owners and occupiers of agricultural land;

(c) The restrictions upon the use and development of agricultural land in the Planning Scheme;

(d) The need to encourage the retention of viable agricultural land for agricultural purposes.


objectives and characteristics in relation to the Commercial/Industrial Rate:

1. The types and classes of land to which the rate will apply is all rateable land which is not agricultural

land and which is used predominantly for carrying on one or more of the following activities for the

purpose of generating income – commercial, industrial, business, wholesale trade, retail trade,

manufacturing, professional or administrative.


(a) The amount of revenue required to be raised in accordance with the Council Plan, Strategic


(b) The range and quality of infrastructure, physical services (including street lighting and street

cleaning, car parking) and facilities available to the owners and occupiers of land described

in paragraph 1.


objectives and characteristics in relation to the Not for Profit Housing Rate:

1. The types and classes of land to which the rate will apply are properties containing low-income

residential housing owned and/or managed by a volunteer, charitable or not-for-profit organisation

for which the organisation is responsible for the payment of rates and for which a State Government

pension concession is not claimed.

2. The Differential Rate is considered as fair and equitable having regarded:

(a) The amount of revenue required to be raised in accordance with the Council Plan, Strategic


(b) The public service that volunteer, charitable or not-for-profit organisations are delivering to

the community by providing low-income residential housing.

In accordance with Section 2 of the Cultural and Recreational Lands Act 1963, Council declared all

rateable Cultural and Recreational Land to be rated at 50% of the General Rate.


Appendix C1 - Summary of New Initiatives

No. Department New Initiative DetailsIncome/

SavingExpense

Net Cost

2015/16

Running

net total

2015/16

1 Community & Culture Seniors housing project 20,000$ $20,000 $20,000

2 Community & Culture Places for people program $ 45,000 $45,000 $65,000

3 Community & Culture Cultural event management (new system module) 5,000$ $5,000 $70,000

4 Community & Culture PopUpArt - stage 2 7,500$ $7,500 $77,500

5 Community & Culture Woodend Winter Arts Festival contribution $ 10,000 $10,000 $87,500

6 Community Safety Additional funding for roadside slashing for fire prevention 30,000$ $30,000 $117,500

7 Economic Development & Tourism Events & festivals coordination $ 55,000 $55,000 $172,500

8 Economic Development & Tourism Review of MRSC tourism industry strategic plan 2011-16 $ 20,000 $20,000 $192,500

9 Engineering & Asset Planning Road sign data capture and mapping project (stage 2) 35,000$ $35,000 $227,500

10 Operations New Gisborne netball complex maintenance 15,000$ $15,000 $242,500

11 Operations Landscape assessment resource $ 20,000 $20,000 $262,500

12 Operations New street trees $ 40,000 $40,000 $302,500

13 Recreation & Sport Leisure strategy preparation 30,000$ 60,000$ $30,000 $332,500

14 Recreation & Sport Clarkefield recreation reserve maintenance 20,000$ $20,000 $352,500

15 Recreation & Sport Recreation officer (Part time) 43,000$ $43,000 $395,500

16 Recreation & Sport Romsey Recreation Reserve recycled water $ 10,000 $ 10,000 $0 $395,500

17 Strategic Planning & Environment Natural environment strategy preparation $ 35,000 $35,000 $430,500

18 Strategic Planning & Environment Urban design services $ 60,000 $60,000 $490,500

19 Strategic Planning & Environment Blackhill Reserve rehabilitation $ 10,000 $10,000 $500,500

20 Strategic Planning & Environment Central Victorian Greenhouse Alliance membership $ 8,500 $8,500 $509,000

TOTAL MRSC $40,000 $549,000 $509,000


Discretionary Reserves

Balance @

01/07/15

Transfers

to

Reserve

Transfer

from

Reserve

Balance @

30/06/16

Plant Replacement $758,799 $731,557 $1,288,000 $202,356

Waste Management Facilities $24,095 $24,095

Asset conversion $221,830 $221,830

Management Property Disposals $2,824,147 $350,000 $2,474,147

Gravel Pit Operations $434,709 $113,020 $547,729

Hanging Rock $205,112 $205,112

Maintenance Seniors Accommodation $250,280 $250,280

Landfill Recovery $205,000 $188,000 $382,450 $10,550Debt Repayment $148,929 $817,222 $966,151

TOTAL $5,072,901 $1,849,799 $2,020,450 $4,902,250

Statutory Reserves

Public Open Space - South $905,799 $87,000 $240,000 $752,799

Public Open Space - East $192,149 $40,000 $130,000 $102,149

Public Open Space - Central $244,107 $25,000 $269,107Public Open Space - West $89,853 $25,000 $114,853

Public Open Space $1,431,908 $177,000 $370,000 $1,238,908

Community Facilities - South $66,724 $5,000 $71,724

Community Facilities - East $184,503 $10,000 $194,503

Community Facilities - Central $17,697 $17,697Community Facilities - West $12,657 $12,657

Community Facilities $281,581 $15,000 $0 $296,581

Car Parking $20,000 $20,000

Roads $206,347 $206,347

Drainage $274,375 $10,000 $284,375

Gisborne Development Plan $186,976 $50,000 $236,976

Romsey Development Plan $29,391 $29,391Footpaths $180,581 $18,000 $86,000 $112,581

TOTAL $2,611,159 $270,000 $456,000 $2,425,160

GRAND TOTAL $7,684,060 $2,119,799 $2,476,450 $7,327,410

Plant Replacement Purchases $1,220,000

Vehicle Replacement $68,000

Gisborne Aquatic Centre $130,000 Public Open Space Reserve

Lancefield Skate Park $130,000 Public Open Space Reserve

Dixon Field $100,000 Public Open Space Reserve

Romsey Recreation Reserve Recycled Water $10,000 Public Open Space Reserve

Gisborne Early Learning Centre $350,000 Management Property Disposals

Campaspe River trail $50,000 Footpath Reserve

Footpath program $36,000 Footpath Reserve

$2,094,000

Waste Management $382,450 Landfill Recovery Reserve

$382,450

Total funding from Financial Reserves 2015/16 $2,476,450

Appendix C2 - Statement of Financial Reserves

Capital Works Projects to be funded from Financial Reserves in 2015/16

Plant Replacement Reserve

Recurrent Programs to be funded from Financial Reserves in 2015/16

Plant Replacement Reserve


Appendix C2 - Statement of Financial Reserves (Continued)

Brief Summary of Purpose of each Reserve (refer Financial Reserves Policy for full details)

Plant Replacement Reserve - funding from plant operations for capital replacements.

Fire Prevention Reserve - funding towards fire prevention works.

Waste Management Facilities Reserve - funding for development of waste management facilities.

Management Property Disposals Reserve - net proceeds of property sales for capitals works projects.

Gravel Pit Operations Reserve - surplus from Gravel Pit operations for capital works.

Landfill Recovery Reserve - funding from landfill recovery charge for landfills and transfer stations.

Public Open Space Reserve - contributions from subdivisional works for funding of open space projects.

Community Facilities Reserve - developer contributions for community infrastructure facilities.

Car Parking Reserve - developer contributions for car parking projects.

Roads Reserve - developer contributions for roads works.

Drainage Reserve - comprises developer contributions for drainage works. Gisborne Development Plan Reserve - includes developer contributions for development works within Gisborne.

Hanging Rock Reserve - surplus funding from Hanging Rock operations directed towards capital works.

Footpaths Reserve - developer contributions for footpath works.

Maintenance Seniors Accommodation Reserve - contributions towards maintenance of units.


Appendix C3 – Summary of Construction Programs

Location Locality Brief Outline Estimated

Cost

Proposed Major Road Construction Program

Kyneton-Springhill Road Kyneton 2.14km including pavement reconstruction, widening and resealing.

$495,000

Kyneton-Baynton Road Baynton 1.06km including pavement reconstruction, widening and resealing

$440,000

Brady Rd Gisborne 480m including pavement reconstruction and asphalt works.

$230,000

Templeton Street Woodend 130m including widening, kerb and channel and resealing

$155,000

High Street Lancefield 290m including pavement reconstruction, kerb reinstatement and footpath reconstruction.

$130,000

Ochiltrees Road Romsey 750m including pavement reconstruction and widening

$390,000

Fisher Street Gisborne 130m including kerb and channel, pavement reconstruction and sealing of shoulder

$95,000

Sandy Creek Road Riddells Creek

500m including pavement reconstruction, widening and resealing

$195,000

Redesdale Road Kyneton 800m including pavement reconstruction and resealing

$419,400

Total $2,549,400

Proposed Footpath Construction Program

Scenic Court from Mountain View Way to Hilltop Way (south side)

Gisborne 20m x 1.5m Concrete $3,600

Mount Gisborne Road (west side) between Carinya Drive and Glenton Court


Fisher Street from Calthorpe Street to Rodney Street


Preparation works for future path over Howey Creek on Fersfield Road

Gisborne 50m x 2.5m $27,700

Wedge Street from Yaldwyn Street to Piper Street including pram crossings

Kyneton 60m x 1.5m Concrete $10,800

Victoria Street between Market street and Lauriston Street (part construction)



Appendix C3 – Summary of Construction Programs (Continued)

Location Locality Brief Outline Estimated

Cost

Proposed Footpath Construction Program (continued)

Raglan Street between Dunsford Street and High Street (east side)

Lancefield 115m x 1.5m Concrete $20,700

Bruce Street from Victoria Street to Kinder (east side)

Macedon 300m x 1.5m Asphalt $54,000

Stawell Street (west) north side from Main Road to Pohlman Street

Romsey 40m x 1.5m Concrete $7,200

Stawell Street (east) south side from Main Road to William Street

Romsey 50m x 1.5m Concrete $9,000

Pram crossing: Kathryn Street and Main Street intersection

Romsey Concrete $2,500

Brooke Street from Templeton Street to Wood Street inclusing pram crosings

Woodend 230m x 1.5m Concrete $41,400

Blair Drive and Edgecombe Street intersection including pram crossings


Total $256,000

Proposed Bridge/Major Culvert Reconstruction Program

Kyneton Baynton Road Pastoria Twin Cell 1500mm diameter precast RC Pipe $100,000

Romsey Road Romsey Single cell 1100mm diameter galvanised corrugated steel culvert and concrete pipe combination

$150,000

Mission Hill Road Baynton Twin cell 1500mm diameter precast RC Pipe $125,000

Romsey Road Hesket Twin Cell 1500mm diameter precast RC Pipe $125,000

Major culverts/bridge repairs various various repairs and replacments $60,000

Footbridges various various identified works $40,000

Total $600,000

Proposed Drainage Construction Program

Noonan Grove Woodend Stormwater drain $36,500

Tucker Street and Daylesford Road

Malmsbury Underground drainage from existing culvert $65,000

Templeton Street Woodend Underground drainage at rear of properties $107,500

Brewster St and High Street Woodend Underground drainage and swale $41,000

Total $250,000


Appendix C4 – Summary of Customer Fees and Charges

Id No

Unit Description of charge S/NS* 2015/16 Charge

General

1 Council & Customer Service Cake Stall Hire NS 10.50

Photocopying - Private per copy:

2 Council & Customer Service A4 (per side) NS 0.70


4 Council & Customer Service Colour (per side) NS 5.00

Photocopying - Service Clubs per copy:



7 Council & Customer Service Colour (per side) NS 3.40

8 Council & Customer Service FOI Application Fee S 25.70

9 Council & Customer Service FOI Search fee per hour S 20.00

10 Council & Customer Service FOI Access Supervision fee per 1/4 hour S 5.00

Activities on Roads ( Not for Profit )

11 Council & Customer Service Activities on Roads ( Sporting ) NS 155.00

Activities on Roads ( Commercial )

12 Council & Customer Service Activities on Roads ( Sporting /Commercial ) NS 570.00

13 Council & Customer Service Activities on Roads ( Filming / Commercial ) NS 570.00

Woodend Community Hub

Hall Hire (Category 4 HH)

14 Council & Customer Service Not for Profit - Full Day (8hrs) NS 212.00

15 Council & Customer Service Not for Profit - Half Day/ Evening (4hrs) NS 132.00

16 Council & Customer Service Not for Profit - Hourly NS 34.00

17 Council & Customer Service Commercial - Full Day (8hrs) NS 281.00

18 Council & Customer Service Commercial - Half Day/ Evening (4hrs) NS 176.00

19 Council & Customer Service Commercial - Hourly NS 37.00

Multipurpose Room (Category 2 MP)







Hall and Multipurpose Room








Romsey Hub

Mt William Room







Monegeetta Room







Mt William Room/ Monegeetta Room Combined







Library Office/Meeting Room







Note - there is some availability of free meeting room hire for Not for Profit Groups (see details below after line 529)

Residential

56 Engineering Infrastructure & Projects

Permit to enter a building site by means of a motor vehicle having a gross weight exceeding two tonnes.

NS 422.00


Permit to occupy a road for works NS 422.00


Permit to install/connect to stormwater drain NS 316.00


Permit to alter or open the road (including Vehicle Crossing) NS 316.00



Permit to access a building site from a point other than a vehicle crossing NS 422.00


Temporary Storage of material NS 422.00

Rural


Permit to enter a building site by means of a motor vehicle having a gross weight exceeding two tonnes (Vehicle Crossing).

NS 106.00


Permit to occupy a road for works NS 106.00


Permit to install/connect to stormwater drain NS 106.00


Permit to alter or open road (including Driveway Construction) NS 106.00


Permit to access a building site from a point other than a vehicle crossing NS 106.00


Temporary Storage of material NS 106.00

68 Engineering Infrastructure & Projects/Building

Legal Point of Discharge S 60.90

General Waste

69 Operations Per Bag (120 litres) NS 6.20

70 Operations Drum (200 litres) NS 13.50

71 Operations Wheelie Bin (240 litres) NS 13.50

72 Operations Small Boot NS 15.50

73 Operations Small Ute/Station Wagon NS 29.00

74 Operations Small Tray Ute NS 44.50

75 Operations Trailer (6x4x1) NS 29.00

76 Operations Heaped trailer(6x4x2) NS 58.00

77 Operations Vehicle/Trailer (6x4x3) NS 86.00














91 Operations Engine Oil over 20 litres- per litre NS 0.52

Green Waste - Commercial (non residential quantities)

92 Operations Per Bag NS 5.50

93 Operations Drum (200 litres) NS 11.50

94 Operations Wheelie Bin (240 litres) NS 11.50

95 Operations Small Boot NS 15.50


96 Operations Small Tray Ute NS 53.00

97 Operations Small Ute/Station Wagon NS 27.00

98 Operations Trailer (6x4x1) NS 27.00

99 Operations Heaped trailer(6x4x2) NS 54.00















114 Operations Per cubic metre NS -

Tyres

115 Operations Car NS 7.50

116 Operations Light Truck NS 19.00

117 Operations Truck NS 33.50

118 Operations Tractor NS 82.00

Mulch Sales

119 Operations Delivered within Macedon Ranges Shire 6m3 loads

NS 181.00

120 Operations Delivered within Macedon Ranges Shire 10m3 loads

NS 265.00

121 Operations Per Cubic metre loaded by Council NS 26.00

122 Operations Self service NS 10.00

Recycling Materials

123 Operations Cardboard Paper Commercial Quantities Per m3

NS 18.00

124 Operations Ute/Station Wagon Per m3 NS 18.00

125 Operations Trailer (6x4Single) Per m3 NS 18.00

126 Operations Heaped trailer(6x4) Per m3 NS 18.00

127 Operations Trailer (10x6 single) Per m3 NS 18.00

128 Operations Heaped Trailer (10x6) Per m3 NS 18.00

129 Operations Per cubic metre NS 18.00

130 Operations Gas Bottles - Small NS 5.50

131 Operations Gas Bottles - Large NS 7.50

132 Operations Single bed mattress NS 24.00

133 Operations Double bed mattress NS 24.00

Gravel Pit Operations

134 Operations Crushed (external) NS 18.00

135 Operations Crushed (internal) NS 9.50

136 Operations Uncrushed (external) NS 11.30

137 Operations Uncrushed (Internal) NS 6.35

138 Operations Clay Fill NS 2.50


Community Safety

139 Community Safety Fire Hazard re inspection Fee NS 157.00

140 Community Safety Animal Business Name Registrations NS 151.00

141 Community Safety Animal Call Out Fees (Council Roads only) NS 162.00

142 Community Safety Vic Roads Livestock Call Out Fee NS 532.00

143 Community Safety Cat Cage Hire Fees per hire NS 10.00

144 Community Safety Animal Fines (Unregistered) S 294.00

145 Community Safety Animal Fines (Wandering Day) S 221.00

146 Community Safety Animal Fines (Wandering Night) S 294.00

147 Community Safety Animal Fines (Unregistered - Wearing Tag) S 74.00

148 Community Safety Animal Fines (Not wearing Tag) S 74.00

149 Community Safety Replacement Tag NS 6.50

150 Community Safety Cat Registrations - (complete) Full NS 102.00

151 Community Safety Cat Registrations - (complete) Concession NS 51.00

152 Community Safety Cat Registrations - (desexed/microchip/etc) NS 34.00

153 Community Safety Cat Registrations - (desexed/microchip/etc) Concession NS 17.00

154 Community Safety Cat Registration - Over 10 Years NS 34.00

155 Community Safety Cat Registration - Over 10 Years - Concession

NS 17.00

156 Community Safety Cat Registration - Initial registration for adopted cat from shelter NS 10.00

157 Community Safety Dog Registrations - (complete) Full NS 126.00

158 Community Safety Dog Registrations - (complete) Pensioner NS 63.00

159 Community Safety Dog Registrations - (desexed/micro chipped/etc) Full NS 42.00

160 Community Safety Dog Registrations - (desexed/micro chipped/etc) Concession NS 21.00

161 Community Safety Dog Registration - Over 10 Years NS 42.00

162 Community Safety Dog Registration - Over 10 Years - Concession

NS 21.00

163 Community Safety Dog Registration - Working Dog category only NS 42.00

164 Community Safety Dog Registration - Working Dog Concession only

NS 21.00

165 Community Safety Dog Registration - Assistance Dogs (Guide, Hearing) NS FREE

166 Community Safety Dog Registration - Initial registration for adopted dog from shelter NS 10.00

167 Community Safety Impound Release Fee - Dogs/Cats NS 52.50

168 Community Safety Pound Release Fees subsequent days NS 26.50

169 Community Safety

Impound Release Fee - Dogs/Cats - subsequent impoundment within 6 months of initial impoundment

NS 88.00

170 Community Safety Microchipping Fee - Impounded Animals NS 55.00

171 Community Safety Dog Registration Declared Dangerous NS 500.00

172 Community Safety Dog Registration Declared Menacing NS 500.00

173 Community Safety Dog Registration Restricted Breed NS 500.00

174 Community Safety Dog Registration Concession (not dangerous) NS 250.00

175 Community Safety Dog Registration - Guard Dog NS 126.00

176 Community Safety EPA Litter Fines S 294.00

177 Community Safety Normal Local Laws Fines S 200.00

178 Community Safety Local Law Busking Fee (over 18yrs age) NS 30.00

179 Community Safety Local Laws Fees - General Permit NS 135.00


180 Community Safety Local Laws Fees - Permit to burn NS FREE

181 Community Safety Local Laws Fees - Additional Animal Permit (Domestic) NS 86.00

182 Community Safety Local Laws Fees - Additional Animal Permit (Commercial) NS 137.00

183 Community Safety Local Laws Fees - Keeping of Animal Permit - Livestock NS 86.00

184 Community Safety Local Laws Fees - Outdoor Eating Permit up to 8 tables NS 140.00

185 Community Safety Local Laws Fees - Display Stand/Goods Per Application NS 74.00

186 Community Safety Parking Fines, Exceed Time Limit etc. NS 74.00

187 Community Safety Parking Fines, Double Parked, Fire Hydrant, Driveway etc. S 89.00

188 Community Safety Parking Fines, School Crossing, Disabled zone etc.

S 89.00

189 Community Safety A frames NS 74.00

190 Community Safety Skip Bin Permit NS 74.00

191 Community Safety Bull/Stallion Impound Release Fee (per head)(excludes transport costs) NS 155.00

192 Community Safety Other Large Livestock Impound Release Fee (per head)(excludes transport)(horse/cattle) NS 93.00

193 Community Safety Livestock Impound Release Fee (per head)(excludes transport costs)(sheep/goat/alpaca/pig)

NS 46.00

194 Community Safety Small Livestock Impound Release Fee (per head) (rabbit/ferret/chicken) NS 22.00

195 Community Safety Livestock Impounded Fee - Per Day Cattle/Horses

NS 40.00

196 Community Safety Livestock Impounded Fee - Per Day Sheep/Goats

NS 20.00

197 Community Safety Owner handover of Dog or Cat (S.33A) NS 70.00

198 Community Safety Animal Information Fee (Section 18) Charged at rate of FOI request NS -

199 Community Safety General Items Impound Fee (excludes all transport costs) NS 73.00

200 Community Safety Vehicle Impound Release Fee (excludes transport costs)

NS 142.00

201 Community Safety Vehicle Impound Daily Fee after owner notified

NS 15.50

Saleyards

202 Saleyards Lambs/Sheep - per head NS 1.06

203 Saleyards Store Sheep - per head NS 0.74

204 Saleyards Goats - per head NS 1.50

205 Saleyards Fat Cattle - per head NS 10.38

206 Saleyards Cow/calf - per head NS 12.09

207 Saleyards Bulls - per head NS 14.82

208 Saleyards B/Calf - per head NS 3.82

209 Saleyards Store Cattle - per head NS 10.38

210 Saleyards Truck wash Fees per minute NS 1.19

211 Saleyards Horses - per head NS 29.23

212 Saleyards Agents fees cattle NS 0.01

213 Saleyards Agents fees sheep and goats NS 0.01


214 Saleyards Agent fees horses NS 0.01

215 Saleyards NLIS Buyer Fee NS 2.07

216 Saleyards Saddlery - per sale event NS 330.56

217 Saleyards Private Weighing of cattle NS 3.31

218 Saleyards Private use of saleyards - per head NS $62.50/hour

Health

219 Health Application for exemption from obtaining a Land Capability study

NS 148.00

220 Health Public Health & Wellbeing Act Premises Renewal of Registrations

NS 129.00

221 Health Public Health & Wellbeing Act Premises Registrations - Late fee after 31 December NS 61.00

222 Health Septic Tank - New Application NS 599.00

223 Health Septic Tank - Alteration to existing NS 424.00

224 Health Septic Tank - Amend permit NS 80.00

225 Health Septic Tank - minor alterations NS 125.00

226 Health Septic Tank - Search Fee post 1995 NS 39.00

227 Health Septic Tank - Search Fee pre 1995 NS 79.00

228 Health Septic Tank - Fees for inspection NS 139.00

229 Health Food Act Premises Renewal Fees Class 1 NS 392.00

230 Health Food Act Premises Registration- New Bus Class 1

NS 533.00

231 Health Food Act Premises Renewal Fees Class 1 - Late Fee after 31 December NS 61.00


233 Health Food Act Premises Registration - New Business Class 2 NS 526.00

234 Health Food Act Premises Renewal Fees Class 2 - late fee after 31 December NS 61.00


236 Health Food Act Premises Registration - New Business Class 3 NS 308.00

237 Health Food Act Premises Renewal Fees Class 3 - Late fee after 31 December NS 61.00

238 Health Food Act Premises Registration Fees Class 4 NS -

239 Health Fees for Inspection requested by purchaser/solicitor

NS 139.00

240 Health Food Act Premises Registration Fees - Temporary premises 1-3 events NS 39.00

241 Health Food Act Premises Registration Fees - Temporary premises 4-11events NS 79.00

242 Health Public Health & Wellbeing Act Registration - New Business NS 201.00

243 Health

Caravan Park site - 3 year registration and renewal fee - Total number of sites not exceeding 25 (other than camp sites)

S 170.00

244 Health

Caravan Park site - 3 year registration and renewal fee - Total number of sites exceeding 25 but not exceeding 50 (other than camp sites)

S 340.00

245 Health

Caravan Park site - 3 year registration and renewal fee - Total number of sites exceeding S 680.00


50 but not exceeding 100 (other than camp sites)

246 HACC Home Care Single - Hrly Rate (Low) NS 7.75

247 HACC Home Care Single - Hrly Rate (Medium) NS 13.50

248 HACC Home Care Single - Hrly Rate (High) NS 18.20

249 HACC Personal Care - Hrly Rate (Low) NS 5.10

250 HACC Personal Care - Hrly Rate (Medium) NS 8.60

251 HACC Personal Care - Hrly Rate (High) NS 9.25

252 HACC Respite Care - Hrly Rate (Low) NS 3.65

253 HACC Respite Care - Hrly Rate (Medium) NS 5.40

254 HACC Respite Care - Hrly Rate (High) NS 9.00

255 HACC Delivered Meals (Low) NS 9.80

256 HACC Delivered Meals (Medium) NS 10.80

257 HACC Delivered Meals (High) NS 13.00

258 HACC Social Support Donations - (Transport within Shire)

NS 9.50

259 HACC Social Support Donations - (Transport to 100km)

NS 24.00

260 HACC Social Support Donations - (Transport to Melb/Bendigo) NS 40.00

261 Full cost recovery Home care - After Hours NS 82.50

262 Full cost recovery Home care - Public Holidays NS 95.00

263 Full cost recovery Personal care - core NS 57.50

264 Full cost recovery Personal care - After Hours NS 90.00

265 Full cost recovery Personal care - Public Holidays NS 100.00

266 Full cost recovery Respite care - core NS 57.00

267 Full cost recovery Respite care - After Hours NS 85.00

268 Full cost recovery Respite care - Public Holidays NS 100.50

269 Full cost recovery Private Business - Delivered Meals NS 23.50

270 Full cost recovery Full cost travel per km NS 1.30

Community Buses

271 Community Support Non Community Group Booking NS 49.00

272 Community Support Non Community Group km rate NS 1.20

273 Community Support Non Community Group E-Tag NS 14.00

274 Community Support Community Group Booking NS 17.20

275 Community Support Community Group km rate NS 1.05

276 Community Support Community Group E-Tag NS 13.90

277 Community Support Internal Group Booking Fee NS 15.00

278 Community Support Internal Group Km rate NS 0.95

279 Community Support Bond Social Functions NS 325.00

Family & Childrens Services

Fees effective for period 1Jan 2016 to 31 December 2017

280 Family & Childrens Services 4 year old Kindergartens per term 15 hours NS 325.00

281 Family & Childrens Services 4 year old kindergartens per term 15 hrs (Twins)

NS 490.00

282 Family & Childrens Services Pre Kindergarten per term - 2 hrs per week NS 190.00

283 Family & Childrens Services Pre Kindergarten per term - 2.5 hrs per week NS 225.00

284 Family & Childrens Services Preschool enrolment application fee - non-refundable

NS 28.00

285 Family & Childrens Services Preschool enrolment application fee - non-refundable - health care holders NS


286 Family & Childrens Services Occasional Care fee per child (3 hr session) NS 26.00

287 Family & Childrens Services Occasional Care fee per additional child or Health Care Card Holder (3 hr session) NS 20.00

288 Community Development Freeza Events NS 10.00

Hall hire and community events

See General Meeting Rooms & Halls Section for these types of facilities at this centre.

289 Cultural Development Richardson Room Standard Rate (Hourly) NS 41.50

290 Cultural Development Richardson Room Standard Rate (Daily) NS 187.00

291 Cultural Development Richardson Room Not For Profit Rate (Hourly min 3hrs)

NS 18.00

292 Cultural Development Richardson Room Internal Rate (Hourly min 3hrs)

NS 18.00

293 Cultural Development Kyneton Town Hall first 3 hours NS 1,075.00

294 Cultural Development Kyneton Town Hall Additional hours NS 65.00

295 Cultural Development Kyneton Town Hall Additional during events NEW

NS 115.00

296 Cultural Development Kyneton Town Hall (Set up / Rehearsal Rate) first 3 hours NS 350.00

297 Cultural Development Kyneton Town Hall (Not For Profit Rate) first 3 hours

NS 545.00

298 Cultural Development Kyneton Town Hall Internal Use (Base Cost) first 3 hours NS 335.00

299 Cultural Development Richardson Room NOT FOR PROFIT (When Hiring the Kyneton Town Hall) NS 71.00

300 Cultural Development

Kyneton Town Hall Hourly Performance Large Groups (above 50 occupants) min 4 hours Not For Profit

NS 160.00

301 Cultural Development Kyneton Town Hall Hourly Rehearsal Large Groups (above 50 occupants) Not For Profit NS 120.00

302 Cultural Development

Kyneton Town Hall Hourly Rehearsal Small Groups Groups (less than 50 occupants) min 4 hours Not For Profit

NS 100.00

303 Cultural Development Kyneton Town Hall Internal includes 1 FOH Staff and 1 Tech Staff (min 4 hours) NS 120.00

304 Cultural Development Balcony NOT FOR PROFIT (When Hiring the Kyneton Town Hall) NS 71.00

305 Cultural Development Kitchen Facilities Hire NOT FOR PROFIT (When Hiring the Kyneton Town Hall) NS 137.00

306 Cultural Development Dressing Rooms NOT FOR PROFIT - per Room (When Hiring the Kyneton Town Hall) NS 35.50

307 Cultural Development Tea & Coffee NS 40.00

308 Cultural Development Kitchen Facilities Hire NS 320.00

309 Cultural Development Dias - Mobile Stage NS 100.00

310 Cultural Development Venue/Technical Supervisor NS 60.00

311 Cultural Development Red Brick Building Hrly Rate NS 40.00

312 Cultural Development Red Brick Building Day Rate NS 170.00

313 Cultural Development Red Brick Building Hrly Rate Not For Profit NS 18.00

314 Cultural Development Red Brick Building Day Not For Profit NS 105.00

315 Cultural Development Bluestone Theatre Rehearsals / Set up Daily NS 150.00

316 Cultural Development Bluestone Theatre Performance NS 250.00


317 Cultural Development Bluestone Theatre Rehearsals / Set up Daily Not for Profit NS 150.00

318 Cultural Development Bluestone Theatre Performance Not for profit NS 200.00

319 Cultural Development Blue Stone Theatre Stage Only Not For Profit 50.00

320 Cultural Development Blue Stone Theatre Auditorium Only Not For Profit

100.00

321 Cultural Development Blue Stone Theatre Stage Only (set storage) 100.00

322 Cultural Development Blue Stone Theatre Auditorium Only 150.00

323 Cultural Development Blue Stone Theatre Not For Profit Hourly 30.00

324 Cultural Development Blue Stone Theatre Hourly 50.00

325 Cultural Development Museum - Adults NS 7.00

326 Cultural Development Museum - Concession NS 6.00

327 Cultural Development Museum - Child NS 3.00

328 Cultural Development Museum - Family NS 15.00

329 Cultural Development Museum - Group Booking with activities (per person)

NS 6.00

Kyneton Mechanics Institute Theatre

330 Cultural Development Kyneton Mechanics Institute THEATRE commercial EVENT rate NS 270.00

331 Cultural Development Kyneton Mechanics Institute THEATRE Not For Profit EVENT rate NS 235.00

332 Cultural Development Kyneton Mechanics Institute THEATRE Internal EVENT rate NS 235.00

333 Cultural Development Event Bond NS 1,000.00

Kyneton Mechanics Institute Large Meeting Room /Studio

334 Cultural Development Kyneton Mechanics Institute SUPPER ROOM regular user hourly rate NS 21.00

335 Cultural Development Kyneton Mechanics Institute SUPPER ROOM casual hourly rate NS 26.00

336 Cultural Development Kyneton Mechanics Institute SUPPER ROOM internal hourly rate NS 21.00

Kyneton Mechanics Institute Small Meeting Rooms

337 Cultural Development Kyneton Mechanics Small Meeting Room / Studio per Hour Not For Profit NS 15.50

338 Cultural Development Kyneton Mechanics Small Meeting Room / Studio per Hour NS 18.00

339 Cultural Development Kyneton Mechanics Small Meeting Room / Studio per Hour Internal NS 15.50

Kyneton Mechanics Institute - Daily Room/Hall Charges

Small Meeting Rooms

340 Cultural Development Kyneton Mechanics Small Meeting Room / Studio per day Not For Profit NS 71.50

341 Cultural Development Kyneton Mechanics Small Meeting Room / Studio per day NS 131.00


342 Cultural Development Kyneton Mechanics Small Meeting Room / Studio per day Internal NS 61.50

Large Meeting Rooms

343 Cultural Development Kyneton Mechanics Large Meeting Room / Studio per day Not For Profit NS 85.00

344 Cultural Development Kyneton Mechanics Large Meeting Room / Studio per day NS 148.00

345 Cultural Development Kyneton Mechanics Large Meeting Room / Studio per day Internal NS 76.50

Sound Equipment Commercial

346 Cultural Development Portable PA System - per Day, including; NS 160.00

Yamaha 10ch mixer/Amp

2 x JBL Eon 10/2 pass spkrs w/ stands

2 x Microphones w/ stands

cables to suit

347 Cultural Development Portable PA System - per additional Day NS 78.00

Not for Profit Community Events

348 Cultural Development Portable PA System - per Day, including; NS 80.00

Yamaha 10ch mixer/Amp

2 x JBL Eon 10/2 pass spkrs w/ stands

2 x Microphones w/ stands

cables to suit

349 Cultural Development Portable PA System - per additional Day NS 41.50

Lighting Equipment Not For Profit Community Events

350 Cultural Development Portable Lighting Rig Par 56 8 x par 56s Dimmer bars and winch up stands NS 128.00

351 Cultural Development Portable Lighting Rig Par 56 8 x par 56s Dimmer bars and winch up stands Add Day NS 64.00

352 Cultural Development Portable Lighting Rig 8 X LED Pars and Push Up Stands NS 128.00

353 Cultural Development Portable Lighting Rig 8 X LED Pars and Push Up Stands Add Day NS 64.00

354 Cultural Development Event Trailer Including Delivery and Pick Up (Office Hours Only / Max travel distance 40 km each way)

NS 545.50

Hanging Rock Reserve User Fees

355 Recreation & Leisure Admission Car NS 10.00

356 Recreation & Leisure Admission Coach NS 50.00

357 Recreation & Leisure Admission Minibus NS 20.00

358 Recreation & Leisure Admission Motorbike NS 10.00

359 Recreation & Leisure Admission Person not in car or bus NS 4.00

Hanging Rock Reserve Site Fees Non Commercial

360 Recreation & Leisure Petanque Shelter NS 118.00

361 Recreation & Leisure South West & South East BBQ Sites NS 75.00


362 Recreation & Leisure BBQ's - 2 Plates NS 75.00

363 Recreation & Leisure Cricket Oval (Exclusive Use) NS 208.00

Hanging Rock Reserve Site Fees Commercial

364 Recreation & Leisure Site reservation fee plus normal entry charge (negotiable) NS 307.00

Hanging Rock Reserve

365 Recreation & Leisure Annual Pass NS 64.00

366 Recreation & Leisure Farm Stay - Annual Pass NS 74.00

367 Recreation & Leisure 1/2 Day Film Crew + Bond determined by Management. Fee may be negotiated. NS 850.00

368 Recreation & Leisure Full Day Film Crew + Bond determined by Management. Fee may be negotiated. NS 1,411.00

369 Recreation & Leisure Guided Tours Minibus 1 hr (12 people) NS 110.00

370 Recreation & Leisure Guided Tours Coach 1 hr (40 people) NS 155.00

371 Recreation & Leisure Nightwalks Adults NS 22.00

372 Recreation & Leisure Nightwalks Children (per child) NS 11.00

373 Recreation & Leisure Nightwalks Family (2 Adults & 2 Children) NS 55.00

374 Recreation & Leisure Silver Service Tour per person for conferences etc.

NS 17.50

375 Recreation & Leisure Wedding Service & Photographs held at H'Rock

NS 420.00

376 Recreation & Leisure Local School & Charity Groups - 20% Discount off normal entry fees NS

Hanging Rock Film Night

377 Recreation & Leisure Per paying Adult NS 25.00

378 Recreation & Leisure Per paying Child NS 10.00

379 Recreation & Leisure Family Pass - 2 Adults, 2 Children NS 60.00

Hanging Rock - Other events as they occur

380 Recreation & Leisure Subject to negotiation and approval by Director CWB where over $2000. Manager under $2000.

NS

Hanging Rock Camp Out at the Rock

381 Recreation & Leisure Per paying Adult NS 21.00

382 Recreation & Leisure Per paying Child NS 12.50

383 Recreation & Leisure Per paying Family (2 adults, 2 children) NS 54.00

Gisborne Fitness Centre and Kyneton Sports & Aquatic Centre Gym Fees

384 Recreation & Leisure 3 Month Membership NS 264.00



387 Recreation & Leisure Casual Visit (Includes Gym & Sauna) NS 15.00

388 Recreation & Leisure Casual Visit Gym Concession NS 13.00

389 Recreation & Leisure Casual Visit Gym/Swim NS 17.80

390 Recreation & Leisure Casual Visit Gym/Swim Concession NS 14.70

391 Recreation & Leisure Casual Visit Aerobics NS 12.80

392 Recreation & Leisure Casual Visit Aerobics Concession NS 11.30

393 Recreation & Leisure Casual Circuit 1/2 Hour class NS 7.50


394 Recreation & Leisure Gym Visit 10 Pass Card NS 135.00

395 Recreation & Leisure Gym Visit 10 Pass Card Concession NS 117.00

396 Recreation & Leisure Teens Hour & Off peak (12-2pm) Casual NS 7.40

397 Recreation & Leisure Teens Hours & Off Peak (12-2pm) 10 Pass Card

NS 66.60

398 Recreation & Leisure Gym Direct Debit Membership NS 34.07

399 Recreation & Leisure Gym Direct Debit Membership 10% Concession

NS 30.95

400 Recreation & Leisure Gym Direct Debit Membership 25% Concession

NS 25.69

401 Recreation & Leisure Casual Assessment Fee NS 42.00

402 Recreation & Leisure Aerobics 10 Pass Card NS 115.20

403 Recreation & Leisure Aerobics 10 Pass Card Concession NS 101.70

404 Recreation & Leisure Strength Training Casual NS 6.90

405 Recreation & Leisure Strength Training 10 Pass Card NS 62.10

406 Recreation & Leisure Strength Training 20 Pass Card NS 127.00

407 Recreation & Leisure Personal Training 30 min session Member NS 38.90

408 Recreation & Leisure Personal Training 45 min session Member NS 55.80

409 Recreation & Leisure Personal Training 10 sessions 30 min Member

NS 350.00

410 Recreation & Leisure Personal Training 10 sessions 45 min Member

NS 502.20

Gisborne Community Centre - Other

411 Recreation & Leisure Office One Regular NS 15.90

412 Recreation & Leisure Office One Casual NS 18.50

413 Recreation & Leisure Storeroom One NS 97.00

414 Recreation & Leisure PA system hire NS 112.50

Buffalo Sports Stadium / Romsey Recreation Centre / Riddells Creek Leisure Centre / Kyneton Toyota Sports & Aquatic Centre Dry


Stadium Hire (Category 1 SH)

415 Recreation & Leisure Social Functions NS 467.50

416 Recreation & Leisure Peak NS 46.00

417 Recreation & Leisure Off Peak NS 30.00

418 Recreation & Leisure Bond for Social Function NS 330.00

Other

419 Recreation & Leisure Kitchen/Kiosk Per Day NS 51.00

420 Recreation & Leisure Club Rooms Per Season Half Year / Junior NS 495.00

421 Recreation & Leisure Club Rooms Per Season NS 960.00

422 Recreation & Leisure Amenities hire per season NS 280.00

Squash Courts

423 Recreation & Leisure Regular Use Per Hour NS 19.00

424 Recreation & Leisure Casual Use Per Hour NS 21.00

425 Recreation & Leisure Junior Use Per Hour NS 18.00

Macedon Community Centre Stadium



Stadium Hire (Category 1 SH)

426 Recreation & Leisure Social Functions NS 467.50

427 Recreation & Leisure Bonds NS 330.00

428 Recreation & Leisure Peak NS 42.00

429 Recreation & Leisure Off Peak NS 27.00

Other

430 Recreation & Leisure Kitchen Per Day NS 51.00

431 Recreation & Leisure Kitchen Per Day Commercial Use NS 123.00

432 Recreation & Leisure Bond Commercial Hirer NS 1,000.00

Gisborne Aquatic Centre and Kyneton Sports & Aquatic Centre Pool Fees

433 Recreation & Leisure Casual Swim Adult NS 5.90

434 Recreation & Leisure Casual Swim Child NS 4.80

435 Recreation & Leisure Casual Swim Family NS 18.00

436 Recreation & Leisure Casual Swim Full Time Student NS 4.80

437 Recreation & Leisure Casual Swim Pensioner NS 4.80

438 Recreation & Leisure Casual Swim Concession Adult NS 4.80

439 Recreation & Leisure Casual Swim Concession Child NS 4.20

440 Recreation & Leisure Casual Swim 10 Session Adult NS 53.10

441 Recreation & Leisure Casual Swim 10 Session Child NS 43.20

442 Recreation & Leisure Casual Swim 25 Session Adult Swim NS 88.00

443 Recreation & Leisure Casual Swim 25 Session Adult Concession Swim

NS 79.50

444 Recreation & Leisure Parent Supervising Toddler U5 NS 4.80

445 Recreation & Leisure Learn to Swim School Age NS 14.80

446 Recreation & Leisure Learn to Swim Pre School Age NS 14.80

447 Recreation & Leisure Learn to Swim 2nd Child in Lesson NS 14.20

448 Recreation & Leisure Learn to Swim 3rd Child in Lesson NS 13.50

449 Recreation & Leisure LTS Re-enrolment Deposit NS 41.00

450 Recreation & Leisure LTS Administration Fee NS 41.00

451 Recreation & Leisure Learn to Swim Special Needs NS 21.00

452 Recreation & Leisure Learn to Swim Private Lesson NS 41.50

453 Recreation & Leisure Programs Aqua Exercise NS 11.50

454 Recreation & Leisure Programs Aqua Exercise Concession NS 10.50

455 Recreation & Leisure Programs Aqua Exercise 10 Pass Card NS 103.50

456 Recreation & Leisure Programs Aqua Exercise Concession 10 Pass Card

NS 94.50

457 Recreation & Leisure Programs Aqua Exercise 3 Month Membership

NS 195.50

458 Recreation & Leisure Birthday Parties (per child) NS 16.00

459 Recreation & Leisure Swim Membership 12 Months Adult NS 430.50



462 Recreation & Leisure Swim Membership 12 Months Child NS 314.00



465 Recreation & Leisure Gym & Swim 12 Months NS 808.00




468 Recreation & Leisure Direct Debit Gym and Swim Membership NS 40.56

469 Recreation & Leisure Direct Debit Gym and Swim Membership 10% Concession NS 36.47

470 Recreation & Leisure Direct Debit Gym and Swim Membership 25% Concession NS 30.43

471 Recreation & Leisure Direct Debit Swim Membership NS 20.97

472 Recreation & Leisure Direct Debit Swim Membership 10% Concession

NS 18.87

473 Recreation & Leisure Direct Debit Swim Membership 25% Concession

NS 15.75

474 Recreation & Leisure Family Membership 12 Months NS 953.50



477 Recreation & Leisure Direct Debit Family Swim Membership NS 47.21

478 Recreation & Leisure Direct Debit Family Swim Membership 10% Concession NS 42.45

479 Recreation & Leisure Direct Debit Family Swim Membership 25% Concession NS 35.34

480 Recreation & Leisure Swimming Lesson Ratio 1:6 per lesson per student

NS 8.70

481 Recreation & Leisure Swim Lesson Ratio 1:10 per lesson per student

NS 7.50

482 Recreation & Leisure Full Centre Hire (other group) per hour NS 204.50

483 Recreation & Leisure Full Centre Hire (other group) - half day NS 649.50

484 Recreation & Leisure Full Centre Hire (community group) per hour NS 157.00

485 Recreation & Leisure Full Centre Hire (community group) half day NS 567.50

486 Recreation & Leisure 25m & teaching pools one hour (other group) NS 158.50

487 Recreation & Leisure 25m & teaching pools half day (other group) NS 567.50

488 Recreation & Leisure 25m & teaching pools one hour (school group) NS 129.50

489 Recreation & Leisure 25m Carnival Hire per hour NS 107.50

490 Recreation & Leisure 25m Carnival Student Entry Fee NS 2.20

491 Recreation & Leisure 25m & teaching pools half day (school group) NS 467.50

492 Recreation & Leisure 25m Pool Lane hire per hour NS 51.00

493 Recreation & Leisure 25m Pool Lane hire per hour (Off Peak) NS 41.00

494 Recreation & Leisure 25m Pool Lane hire per half hour NS 29.50

495 Recreation & Leisure 25m Pool Lane hire per half hour (Off Peak) NS 23.50

496 Recreation & Leisure LTS Pool per hour NS 27.50

497 Recreation & Leisure LTS Pool Lane 3rd lane half hour NS 15.00

498 Recreation & Leisure WWE Pool per hour NS 37.50

499 Recreation & Leisure WWE Pool per half hour NS 25.50

500 Recreation & Leisure Extra staff member per hour NS 44.50

Outdoor Pools

501 Recreation & Leisure Casual Swim Adult NS 5.00

502 Recreation & Leisure Casual Swim Child NS 3.50

503 Recreation & Leisure Casual Swim Full Time Student NS 3.50

504 Recreation & Leisure Casual Swim Pensioner NS 3.50

505 Recreation and Sport Parent Supervising Child U5 NS 5.00

506 Recreation and Sport Family Swim pass NS 15.00

507 Recreation & Leisure Season Ticket Adult NS 102.50

508 Recreation & Leisure Season Ticket Child U18 NS 66.50

509 Recreation & Leisure Season Ticket Family NS 205.00

510 Recreation & Leisure Season Ticket Concession NS 66.50


Council offers the following discounts:

*10% Seniors Card - 25% Students, Teens, Pensioner, Carers & Corporate - 30% Staff Kiosk/Merchandise

*30% Discount to Community Groups who are fundraising for good will events

*Free use annually for each swim club to run a fundraising swimathon.

*Free use for companion card holders.

GENERAL MEETING ROOMS AND HALLS

Small Meeting Room

(up to 20 people)

511 Recreation & Leisure Regular Use per hour NS 15.80

512 Recreation & Leisure Casual Use per hour NS 18.50

513 Recreation & Leisure Social / Commercial per hour NS 33.50

Applicable facilities:

Buffalo Sports Stadium - Utility Room

Romsey Rec Centre - Upstairs Utility Room

KTSAC - The Den Squash Room

Macedon Community Centre - Utility Room

Gisborne Community Centre - Meeting Rooms

Kyneton Mechanics Institute - Meeting Rooms

Large Meeting Room (up to 50 people)



516 Recreation & Leisure Social / Commercial per hour NS 37.90


Kyneton Mechanics Institute - Supper Room & any joined meeting rooms

Multipurpose / Small Hall

(up to approx. 100 people)



519 Recreation & Leisure Social Functions (food & drink consumed) - evening

NS 266.00

520 Recreation & Leisure Bond NS 330.00


Buffalo Sports Stadium - Rotary Room

Romsey Rec Centre - Multipurpose Room

Riddells Creek Leisure Centre - Multipurpose Rm

KTSAC - The Studio / Jack Walker Room

Macedon Community Centre - Multipurpose Rm

Gisborne Community Centre - Senior Citz Hall

Large Hall

(up to approx. 150+ people)



523 Recreation & Leisure Social Functions (food & drink consumed) - evening

NS 358.00


524 Recreation & Leisure Commercial Event - day NS 272.00

525 Recreation & Leisure Community Event - day NS 237.50

526 Recreation & Leisure Bond NS 327.50


Gisborne Community Centre - Mechanics Hall

Kyneton Mechanics Institute - Hall

Large Catering Kitchen

(capacity to cater for 100+)

527 Recreation & Leisure Per Day NS 51.00

528 Recreation & Leisure Commercial Hire per day NS 123.00

529 Recreation & Leisure Bond Commercial Hire NS 1,000.00


Gisborne Community Centre - Kitchen

Kyneton Mechanics Institute - Kitchen

** Community Meetings

Selected small meeting rooms at all facilities are available free of charge for meetings (NOT activities) for local community groups that are based in the Shire and who operate entirely on a voluntary not for profit community basis. Only groups who do not engage paid personnel may be eligible. The following conditions apply -

Conditions:

1. Limit up to 6 bookings per annum however more may be considered depending upon demand.

2. Bookings must be made at least 7 days in advance.

3. A hire form must be completed for each booking & PL insurances provided (properly constituted groups will have this).

4. Paid hirings take precedence (ie. Non paying hirer may have to reschedule/relocate booking if a paid hirer requires the room at the same time - at least 7 days notice will be provided).

5. The Facility manager has authority to determine eligibility.

6. Applicable small meetings rooms are: Gisborne Community Centre - library building meeting room, Buffalo Sports Stadium - front utility room, Macedon Community Centre - front utility room, Riddells Creek Leisure Centre - creche, Romsey Recreation Centre - creche, Kyneton Mechanics Institute - meeting room library corner (Board room).

7. Conditions subject to review after 12 months.

530 Planning Request for Extension to Permit - First Request

NS 250.00

531 Planning Request for Extension to Permit - Second Request

NS 500.00

532 Planning Request for Extension to Permit - Third Request

NS 600.00

533 Planning Request for amendment to permit S Various

534 Planning Request to endorse amended plans NS Various

535 Planning Secondary Consent NS 200.00

536 Planning Miscellaneous Consent NS 400.00

537 Planning Written Planning Enquiry NS 130.00

538 Planning Request for copy of Planning Permit (number provided and file in the system) NS 80.00

539 Planning Development Plan ( that does not create a road)

NS 450.00

540 Planning Development Plan ( that does create a road) NS 800.00

541 Planning Amend a development Plan NS 300.00


542 Planning Request for copy of Planning Permit (no number provided) NS 150.00

543 Planning Advertising Amended S173 (maximum 10 letters)

NS 100.00

544 Planning Advertising Amended S173 (per letter after 10)

NS 5.00

545 Planning Permit - Use only S 502.00

546 Planning Permit - Single dwelling under $100,000 S 239.00

547 Planning Permit - Single dwelling over $100,000 S 490.00

548 Planning Permit to develop land S Various

549 Planning Permit - Tree Removal S 102.00

550 Planning Permit - Dam [under 3 Megalitres] S 102.00

551 Planning Permit to subdivide existing building S 386.00

552 Planning Permit to subdivide land into 2 lots S 384.00

553 Planning Permit to re-align boundary or consolidate lots S 386.00

554 Planning Permit to subdivide land into more than 2 lots S 781.00

555 Planning Permit to remove a restriction from land S 249.00

556 Planning Permit to create, vary or remove restriction S Various

557 Planning Permit to create, vary or remove an easement S 404.00

558 Planning Amendment of applications S 102.00

559 Planning Amendment permits under Section 72 S Various

560 Planning Certificates of Compliance S 147.00

561 Planning Planning Certificate S 18.20

562 Planning Determining if action is to the satisfaction Council /other agency S 102.00

563 Building House Relocation/Re-erection

NS $1,200+(Cost of Works/200)

564 Building Extension of time to permit for 12 months NS 350.00

565 Building Restumping of Dwelling

NS $400+(Cost

of Works/200)

566 Building Class 1 A Building Works [by Registered Builder] NS

$500+(Cost of Works/210)

567 Building Class 1A Building Works [by Owner Builder]

NS $550+(Cost

of Works/200)

568 Building Class 1 - Multiple units

NS $500+(Cost

of Works/200)

569 Building Other building work - Outbuildings, Sheds, Carport NS

$550+(Cost of Works/200)

570 Building Other building work - demolition

NS $550+(Cost

of Works/200)

571 Building Other building work - swimming pools

NS $550+(Cost

of Works/200)

572 Building Commercial and Industrial - Class 2-9

NS $1,200+(Cost of Works/150)

573 Building

State Government Levy

S

0.00128% per $ of cost

$10,000 and over

574 Building Building over an easement

S 18.43 Fee

Units

575 Building Property Information

S 3.67 Fee

Units

576 Building Lodgement Fee Class 1 & 10

S 2.75 Fee

Units


577 Building Consent and Reports

S 18.43 Fee

Units

578 Building Protection of the public ( ie Hoardings)

S 18.43 Fee

Units

579 Building Building Search Fees and copies of plans and permits NS 160.00

580 Building Variation of Building permit NS 210.00

581 Building Demolition report ( Section 29A )

S 4.60 Fee

Units

582 Building Assessment non compliant building matter

NS Permit Fee by

200%

583 Building Additional inspections NS 180.00

584 Building Fences (including pool, barriers and retaining walls)

NS 400.00

585 Building

Place of Public Entertainment (POPE). Fees are on a sliding scale up to this amount.

NS

Under 5000 people, $500; 5001 to 15000 people, $750,

Over 15000 people, $1500

586 Building

Commercial Permits for Council Owned Buildings NS

50% of the fee (see 781

above)

587 Economic Development & Tourism

Tourism signage application fee NS 80.00

Strategic Planning

588 Strategic Planning Planning Scheme Amendment - Considering a request S 798.00

589 Strategic Planning Planning Scheme Amendment - Considering submissions S 798.00

590 Strategic Planning Planning Scheme Amendment - Adopting amendment S 524.00

591 Strategic Planning Planning Scheme Amendment - Ministerial approval

S 798.00

592 Strategic Planning Proponent costs for Council consideration - Strategic Planner NS 113.63

593 Strategic Planning Proponent costs for Council consideration - Consultant NS At cost

594 Strategic Planning Proponent costs for Council consideration - Administration NS 36.16

595 Strategic Planning Public notice letter by mail NS 1.59

596 Strategic Planning Public notice - advertisement in local newspaper

NS At cost

597 Strategic Planning Public notice - advertisement in Government Gazette NS At cost

598 Strategic Planning Independent Panel fees NS At cost

599 Council Finances Admin Fee - Dishonoured Payments NS 16.50

600 Rates Land Information Certificates S 20.00

601 Rates Rate Search (10 Years) NS 26.50



604 Rates Re-issue Rate Notice - Fee to post. E-mail no charge. NS 5.00

* S - Statutory, NS - Non-Statutory


Glossary


Act means the Local Government Act 1989

Annual report means a report of the activities of the previous financial year and contains a report

of operations, audited financial statements and an audited performance statement

Asset expansion

expenditure

means expenditure that extends the capacity of an existing asset to provide

benefits to new users at the same standard as is provided to existing beneficiaries

Asset expenditure

type

means the following types of asset expenditure:

(a) asset renewal expenditure;

(b) new asset expenditure;

(c) asset upgrade expenditure;

(d) asset expansion expenditure

Asset renewal

expenditure

means expenditure on an existing asset or on replacing an existing asset that

returns the service capability of the asset to its original capability

Asset upgrade

expenditure

means expenditure that:

(a) enhances an existing asset to provide a higher level of service; or

(b) increases the life of the asset beyond its original life

Australian

Accounting

Standards (AASB)

means the accounting standards published by the Australian Accounting Standards

Board

Budget means a plan setting out the services and initiatives to be funded for the financial

year and how they will contribute to achieving the strategic objectives specified in

the council plan

Capital works

expenditure

means expenditure on non-current assets and includes new assets, asset renewal,

asset expansion and asset upgrade

Council plan means a plan setting out the medium-term strategic objectives, strategies, strategic

indicators and resources reflecting vision and aspirations of the community for the

next four year

Financial resources means income, expenditure, assets, liabilities, equity, cash and capital works

required to deliver the services and initiatives in the budget

Financial statements means the financial statements and notes prepared in accordance with the

Australian Accounting Standards as they apply to the general purpose financial

reports of local governments and a statement of capital works and included in the

annual report

Financial year means the period of 12 months ending on 30 June each year

Human resources means the staff employed by a council

Indicator means what will be measured to assess performance

Initiatives means actions that are one-off in nature and/or lead to improvements in service

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

Minister means the Minister for Local Government

Model budget means the Victorian City Council Model Budget prepared annually by the Institute of

Chartered Accountants in Australia


New asset

expenditure

means expenditure that creates a new asset that provides a service that does not

currently exist

Non-financial

resources

means the resources other than financial resources required to deliver the services

and initiatives in the budget

Non-recurrent grant means 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

Planning and

accountability

framework

means the key statutory planning and reporting documents that are required to be

prepared by councils to ensure accountability to local communities in the

performance of functions and exercise of powers under the Act

Performance

statement

means a statement including the results of the prescribed service outcome

indicators, financial performance indicators and sustainable capacity indicators for

the financial year and included in the annual report

Recurrent grant means a grant other than a non-recurrent grant

Regulations (LGR) means the Local Government (Planning and Reporting) Regulations 2014

Report of operations means a report containing a description of the operations of the council during the

financial year and included in the annual report

Services means assistance, support, advice and other actions undertaken by a council for

the benefit of the local community

Statement of capital

works

means a statement which shows all capital expenditure of a council in relation to

non-current assets and asset expenditure type prepared accordance to the model

statement of capital works in the Local Government Financial Report

Strategic objectives means the Goals in the Council Plan, which Council is seeking to achieve over the

next four years and

Strategic Resource

Plan

means a plan of the financial and non-financial resources for at least the next four

years required to achieve the strategic objectives in the council plan

Strategies means high level actions directed at achieving the strategic objectives in the council

plan

Statement of human

resources

means a statement which shows all council staff expenditure and numbers of full

time equivalent council staff

draft budget report 2015/16

Documents