MOORABOOL SHIRE COUNCIL
Out in the Country… Close to the World
2009/10 An n u a l Bu d g e t
Adopted 15 July 2009
Lifestyles, services and affordability… …Live your dreams today
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Contents
Page Exec-1
Executive Summary Overview
1 2 3 Budget preparation Budget influences Activities, initiatives and key result areas
1-1 2-1 3-1
Budget analysis
4 5 6 7 8 Analysis of operating budget Analysis of budgeted cash position Analysis of capital budget Analysis of budgeted financial position Impact of current year on 2009/10 budget 4-1 5-1 6-1 7-1 8-1
Long term strategies
9 10 11 Strategic resource plan and key financial indicators Rating strategy Other strategies 9-1 10-1 11-1
Appendices
Overview to appendices A B C D Budgeted standard statements Statutory disclosures Capital improvement program Key strategic activities A-1 B-1 C-1 D-1
Contents
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Executive Summary
The executive summary provides key information about the rate increase, operating result, service levels, cash and investments, capital works, financial position, financial sustainability and key strategic activities of Council.
1. Rates & Charges
It is proposed that rates increase by 2.5 percent for the 2009/10 year, raising total rates and charges of $19.316 million, including $0.07 million generated from supplementary rates. The increase will go towards maintaining service levels and provide additional funds for Council’s Capital Improvement Program. The rate increase for the 2008/09 year was 7.6 percent.
10
8
rate increase %
6
4
2
0
F2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2. Operating result
The expected operating result for the 2009/10 year is a deficit of $0.460 million, which is a decrease of $4.478 million over the forecast result for 2008/09. The underlying result, which excludes contributed assets, is a deficit of $1.560 million which is a decrease of $4.478 million over the forecast result for 2008/09.
4.5 4.0 3.5 3.0 2.5
result $M
2.0 1.5 1.0 0.5 0.0 (0.5) (1.0)
F2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
Section1. Budget Preparation
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Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
3. Services
The net cost of services delivered to the community for the 2009/10 year is expected to be $16.020 million which is an increase of $0.690 million over 2008/09. For the 2009/10 year, service levels have been maintained and a number of new initiatives proposed. The projected net cost for the 2008/09 year is $15.330 million.
18.000 17.500 17.000 net cost $M 16.500 16.000 15.500 15.000 14.500 14.000 F2008/09 2009/10 2010/11 2011/12 2012/13 2013/14
4. Cash and investments
Cash and investments are expected to increase by $2.026 million during the year to $3.862 million as at 30 June 2010. The increase in cash and investments is in line with Council's strategic resource plan. Cash and investments are projected to be $1.837 million as at 30 June 2009.
7 6 5 cash on hand $M 4 3 2 1 0 F2008/09 2009/10 2010/11 2011/12 2012/13 2013/14
Section1. Budget Preparation
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Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
5. Capital works
The capital works program for the 2009/10 year is expected to be $6.972 million. Of the $6.972 million of capital funding required, $0.275 million will come from asset sales, $1.200 million from loans, $0.033 million from reserves, $1.560 million from external grants, and $3.904 from Council operations. Capital works is projected to be $13.563 million for the 2008/09 year.
16 14 12 capital works $M 10 8 6 4 2 0 F2008/09 2009/10 2010/11 2011/12 2012/13 2013/14
6. Financial position
Net assets (net worth) will increase by $2.475 million to $199.526 million and net current assets (working capital) will increase by $2.015 million to $3.178 million as at 30 June 2010. Total equity is forecast to be $199.526 million as at 30 June 2010.
6,000
5,000
working capital $'000
4,000
3,000
2,000
1,000
0 F2008/09 2009/10 2010/11 2011/12 2012/13 2013/14
Section1. Budget Preparation
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Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
7. Financial sustainability
A high level Strategic Resource Plan for the years 2009/10 to 2013/14 has been developed to assist Council in adopting a budget within a longer term prudent financial framework. The key objective of the Plan is financial sustainability in the medium to long term, whilst still achieving Council’s strategic objectives as specified in the Council Plan. The Plan projects that Council's underlying deficit will significantly reduce over the five year period.
0.10 0.08 0.06 underlying deficit % 0.04 0.02 0.00 F2008/09 -0.02 -0.04 -0.06 2009/10 2010/11 2011/12 2012/13 2013/14
8. Key Result Areas
The Annual Budget includes a range of activities and initiatives to be funded that will contribute to achieving the Key Result Areas (KRAs) specified in the Council Plan 2009-2013. The table below includes the Key Result Areas as set out in the Council Plan and the key objectives for achieving the KRAs for the 2009/10 year. Key Result Areas Objectives • Good governance through effective systems and procedures • Leadership through community and stakeholder participation • Services and infrastructure that meets the Shire’s existing and future needs • Build community self reliance • Inclusive, responsive and accessible community services • A safe community • Participation in diverse sport, recreation and leisure activities • A strong and diverse local community
Representation and Leadership of our Community
Community Wellbeing
Section1. Budget Preparation
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Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Key Result Areas
Objectives • Effective and safe transport networks • Attractive streetscapes, town entrances, parks and gardens • Safe and effective disposal of domestic wastewater and stormwater • Effective management of municipal waste • Effective and efficient land use planning and building control • Facilities that are developed and maintained • Protected and enhanced natural environment • A long term perspective to Shire asset management • High quality and accessible customer services and information systems • Effective strategies and business planning for a growing community • Professional and skilled staff in a safe and supportive environment • Sound long term financial management
Enhance the Natural and Built Environment
Continuous Improvement in Council Services
Section1. Budget Preparation
Exec-5
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
1. Budget Preparation
The Annual Budget has been developed within an overall planning framework which guides Council through the Council Plan and Annual Budget. Council then demonstrates its achievements and accountability through publication of an Annual Report including the reporting of the operations of Council and Audited Performance and Financial Statements.
1.1 Strategic planning framework
The Strategic Resource Plan, included in the Council Plan, summarises the financial and nonfinancial impacts of the objectives and strategies and determines the sustainability of these objectives and strategies. The Annual Budget is then framed within the Strategic Resource Plan, taking into account the activities and initiatives included in the Annual Budget which contribute to achieving the strategic objectives specified in the Council Plan. The diagram below depicts the strategic planning framework of Council.
Communities in Action
BUDGET
One year (Invite comment)
COUNCIL PLAN
Four years Strategic objectives
(Our goals)
Four Standard Financial Statements Rates and charges
Strategies for achieving objectives
(for at least four years) incl Strategic Resource Plan
Activities and initiatives
Description of activities and initiatives funded in Budget AND A Statement of how they will contribute to the strategic objectives
Strategic Indicators
(To monitor achievement of objectives)
Strategic Resource Plan
(updated annually)
Key Strategic Activities
With targets and measures in relation to each (major projects) Outcomes will be audited (i.e. Must be measurable – SMART)
Four Standard Statements Financial Non - financial resources For at least the next five years that are required to achieve strategic objectives
ANNUAL REPORT Report of operations
Activities, achievements, etc Review against strategic indicators
Audited Performance Statement
List of Key Strategic Activities List targets and measures Outcomes on targets and measures
Audited Standard Statements
Including comparison of budgets and actuals with explanation of material variances
Audited Financial Statements
As per AIFRS
Section1. Budget Preparation
1-1
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
The timing of each component of the planning framework is critical to the successful achievement of the planned outcomes. The Council Plan, including the Strategic Resource Plan, is required to be completed within six months of the general election and is reviewed each year by February to ensure that there is sufficient time for officers to develop their Activities and Initiatives and Key Strategic Activities in draft form prior to the commencement of the Annual Budget process in March. It also allows time for targets to be established during the Strategic Resource Planning process to guide the preparation of the Annual Budget.
1.2 Legislative requirements
Under the Local Government Act 1989 (the Act), Council is required to prepare and adopt an annual budget for each financial year. The budget is required to include certain information about the rates and charges that Council intends to levy as well as a range of other information required by the Local Government (Finance and Reporting) Regulations 2004 (the Regulations) which support the Act. The 2009/10 Budget, which is included in this report, is for the year 1 July 2009 to 30 June 2010 and is prepared in accordance with the Act and Regulations. The Budget includes standard statements being: o Budgeted Income Statement; o Budgeted Balance Sheet; o Budgeted Cash Flow Statement; and o Budgeted Capital Works Statement. These statements have been prepared for the year ended 30 June 2010 in accordance with Australian Accounting Standards and other mandatory professional reporting requirements and in accordance with the Act and Regulations. It also includes detailed information about the rates and charges to be levied, the capital works program to be undertaken and other financial information which Council requires in order to make an informed decision about the adoption of the Budget. The Budget includes consideration of a number of long term strategies to assist Council in considering the Budget in a proper financial management context. These include a Strategic Resource Plan for the years 2009/10 to 2013/14 (section 9), Rating Strategy (section 10) and Other Long Term Strategies (section 11) including borrowings, infrastructure and service delivery.
1.3 Budget processes
The preparation of the Budget begins with Officers preparing the Annual Budget in accordance with the Act and submitting the proposed Budget to Council for approval in principle. Council is then required to give public notice that it intends to adopt the Budget. It must give 28 days notice of its intention to adopt the Proposed Budget and make the Budget available for inspection at its offices. A person has a right to make a submission on any proposal contained in the Budget and any submission must be considered before adoption of the Budget by Council. To assist interested persons to understand the budget and make a submission if they wish, Council officers undertake a community engagement process including public information sessions. The final step is for Council to adopt the Budget after receiving and considering any submissions from interested parties. The Budget is required to be adopted and a copy submitted to the Minister by 31 August each year. The key dates for the Budget process are summarised below:
Budget process 1. 2. 3. Proposed Budget submitted to Council for approval Public notice advising intention to adopt Budget Budget available for public inspection and comment Date May 6 May 9 May 9 June 5 June 10
1-2
4. Submissions period closes 5. Submissions on draft Budget considered by special meeting of Council
Section1. Budget Preparation
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Budget process 6. 7. Budget and submissions presented to Council for adoption Copy of adopted Budget submitted to the Minister
Date July 15 July 16
Section1. Budget Preparation
1-3
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
2. Budget Influences
In preparing the Budget it has been necessary to make a number of assumptions about the internal and external environment within which Council operates.
2.1 External influences
In preparing the 2009/10 Budget, a number of external influences have been taken into consideration, because they are likely to impact significantly on the services delivered by Council in the budget period. These include: • Consumer Price Index (CPI) increases on goods and services of around 3.0 percent per annum; • Increasing expectations within the community.
2.2 Internal influences
As well as external influences, there were also a number of internal influences arising from the 2008/09 year which have had a significant impact on the setting of the Budget for 2009/10. These include: • The need to enhance service delivery, systems development and strategic capacity; • A desire to reduce Council’s underlying operating deficit over the next five years; and • A need to focus on the level of funds provided for renewal and maintenance of existing assets. Section 8 of this report “Impact of Current Year on 2009/10 Budget” provides a more detailed analysis of these internal influences.
2.3 Budget principles
In response to these influences, guidelines were prepared and distributed to all Council officers with budget responsibilities. The guidelines set out the key budget principles upon which the officers were to prepare their budgets. The principles included: • Existing fees and charges to be increased in line with CPI with regard to both equity issues and market levels. However, a significant proportion of Council’s fees and charges are statutory and therefore set through legislation and regulation, and Council’s capacity to increase these fees and charges is restricted; • Grants to be based on confirmed funding levels; • New revenue sources to be identified where possible; • Service levels and quality consistent with those in 2008/09, except where growth funding has been provided; and • New initiatives or new employee proposals which are not cost neutral to be justified through a business case.
Section 2. Budget Influences
2-1
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
3. Activities, Initiatives and Key Result Areas
This section provides a description of the activities and initiatives to be funded in the Budget for the 2009/10 year and how these will contribute to achieving the Key Result Areas specified in the Council Plan. It also includes a number of objectives, performance targets and measures in relation to these.
3.1 Key Result Areas
Council delivers activities and initiatives under 40 major service categories. Each contributes to the achievement of one of the four Key Result Areas as set out in the Council Plan. In addition, Council has identified a series of Key Objectives for the 2009/10 year, which are an integral part of achieving the Council Plan. The Annual Budget converts these activities and initiatives into financial terms to ensure that there are sufficient resources for their achievement. The following table lists the four Key Result Areas as described in the Council Plan.
Key Result Area 1. Representation and Leadership of our Community Objective In representing and leading our community, Council seeks to gain understanding of community needs. We will listen and recognise the differing expectations and priorities across Moorabool, whether in urban centres, small towns and hamlets or rural areas. In building these relationships, we will communicate effectively and provide fair representation. Council will build mutually beneficial partnerships with federal and state governments, neighbouring municipalities and other key agencies to gain acknowledgement, respect, understanding and support for the needs of its community. We will advocate strongly for the resources, infrastructure and strategies required to sustain a quality future for Moorabool. We will identify the key advocacy issues in consultation with the community. 2. Community Wellbeing Council will adopt a holistic approach which recognises the individuality, diversity and identity of each community. We will work together to strengthen each community’s capacity to plan, develop and implement projects that build the community they envisage. We will support volunteers, recognising and celebrating their vital role in community participation and service delivery. Council will be innovative in delivering key services to families and children, young people, the aged and the disadvantaged. We will work with the community to plan and deliver services that are appropriate and affordable, reflecting the size, location and diversity of our communities. We will protect the peace and wellbeing of our communities by the fair and equitable management of local laws, fire prevention and animal control. To increase overall local economic activity and employment opportunities, Council will recognise and work with existing businesses and seek to attract new business investment. We will acknowledge the importance of both agriculture and tourism to the Moorabool economy.
Section 3. Activities, Initiatives and Key Result Areas
3-1
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Key Result Area 3. Enhanced Natural and Built Environment
Objective We recognise the importance of enhancing the natural environment and balancing this with its land use strategies. We are committed to protecting our natural environment and showing leadership in building environmental awareness. Council will plan, create, renew and maintain its physical assets recognising community expectations and the resource capacity of the Shire. We will plan for transport linkages and infrastructure as well as community facilities in a strategic, integrated and consultative way, recognising growth pressures in urban centres and the future potential areas for growth in small towns. At Moorabool the development of land will be guided by the Municipal Strategic Statement and revised planning policies. We will continue to raise community awareness regarding waste minimisation, recycling, water management and will review our approach to environmental sustainability.
4. Continuous Improvement in Council Services
Council will continually improve customer service. Its responsiveness will be of a high standard and Council will monitor customer satisfaction. We will seek to be an industry and regional leader, with quality systems and processes that guide our efforts and measure our performance. Council will be a learning organisation, open to new ways, new technologies and encourage innovative thinking. Continuous improvement will be a standard model of operation. We will value our staff, providing them with learning opportunities, leadership development, a safe and functional workplace and a healthy work/life balance. Our staff will be empowered and enabled to make a difference and their contribution will be valued.
Section 3. Activities, Initiatives and Key Result Areas
3-2
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
3.2 Key Result Area 1: Representation and Leadership of Our Community
To achieve the objective of Representation and Leadership of Our Community, Council will continue to plan, deliver and improve high quality, cost effective, accessible and responsive services. The activities and initiatives for this key result area and key objectives are described below.
(Net Cost) Revenue $'000 (1,494)
Activities GOVERNANCE
Description This area includes the Mayor, Councillors and Chief Executive Officer, General Managers and associated support which cannot be easily attributed to the direct service provision areas. To communicate clearly with the community and consult in a meaningful and appropriate way, so as to increasingly encourage residents and stakeholders, to participate in Council decision making. Provide an open and accessible communication network that is accurate, accessible, user friendly, relevant and timely. To effectively manage Council land, property leases and licences as per the property register.
COMMUNITIES IN ACTION
(102)
PUBLIC RELATIONS
(107)
PROPERTY ASSET MANAGMENT
(59)
Section 3. Activities, Initiatives and Key Result Areas
3-3
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Key Result Area 2: Community Wellbeing
To achieve the objective of Community Wellbeing, Council will continue to plan, deliver and improve high quality, cost effective, accessible and responsive services. The activities and initiatives for this key result area and key objectives are described below.
(Net Cost) Revenue $'000 (477)
Activity AGED AND DISABILITY SERVICES
Description This service provides a range of services for the aged and disabled including day programs, meals on wheels, home care, personal care, respite care, assessment and care management, volunteer coordination, home maintenance and senior citizen clubs. Consult with Moorabool residents on a range of community priorities so that their needs are understood and Council’s initiatives are promoted and establish community reference groups that will advise Council on key community projects. Arts and Culture Strategy. Arts, Culture and Events Advisory Committee. Community Events and Celebrations Funding Program. Events Support. Promote innovative community projects through Council’s annual Community Grants Program, Committees of Management operational and developmental support and planning and funding submission support Provision of fixed and mobile library services to key points throughout the Moorabool area. Enable youth within Moorabool to have a community voice and establish programs and activities that enhance and reward them as people. Legislative Responsibilities (Food Act 1984, Health Act 1958, Tobacco Act 1987, Residential Tenancies Act 1997and Local Government Act 1989). Assessments and installations of septic tanks carried out in accordance with the Environmental Protection Act and the Septic Code of Practice 2003. Ensure children in the Australian Childhood Immunisation Register target group are fully immunised. Deliver high quality family and children’s programs and services that support, promote and strengthen family health and wellbeing, including Child and Family advocacy and planning, Maternal and Health Service, Occasional and Family Day care programs. Ensure safety around the Moorabool Shire through fire prevention inspections of vacant land in urban and rural living areas. Deliver and maintain a responsive and proactive animal management service throughout the Shire. Review, develop and implement local laws that promote peace and good order in Moorabool.
COMMUNITY DEVELOPMENT
(526)
ARTS AND CULTURE
(66)
RECREATION DEVELOPMENT
(784)
LIBRARY SERVICES YOUTH SERVICES
(317) (146)
ENVIRONMENTAL HEALTH
(165)
CHILDRENS SERVICES
(699)
FIRE PREVENTION
(109)
ANIMAL MANAGEMENT AND LOCAL LAWS COMPLIANCE
(402)
Section 3. Activities, Initiatives and Key Result Areas
3-4
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Activity SCHOOL CROSSINGS EMERGENCY RELIEF ECONOMIC DEVELOPMENT AND TOURISM
Description Provide school crossing supervisors or staff at 13 locations in Ballan and Bacchus Marsh within designated hours. Support community groups who provide help to residents in need of emergency assistance This service assists Council to facilitate an environment that is conducive to a sustainable and growing local business sector.
(Net Cost) Revenue $'000 (111)
(6)
(325)
Section 3. Activities, Initiatives and Key Result Areas
3-5
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
3.4 Key Result Area 3: Enhanced Natural and Built Environment
To achieve the objective of Enhanced Natural and Built Environment, Council will continue to plan, deliver and improve high quality, cost effective, accessible and responsive services. The activities and initiatives for this key result area and key objectives are described below.
(Net Cost) Revenue $'000 556
Activity FLEET MANAGEMENT BUILDING MAINTENANCE
Description To provide fleet management services for Council’s passenger, and light commercial vehicles, buses, trucks, and earthmoving & roadwork machinery. This service prepares maintenance management programs for Council’s property assets. These include municipal buildings, pavilions and other community buildings. Maintain Council's parks and gardens assets and provide facilities for our residents for the future. Enhance and upgrade the aesthetic appearance of Moorabool townships. This service is for the provision of street lighting and bus stop maintenance. This unit covers maintenance, collection and disposal of domestic wastes and waste related products, litter and litter bins around the Shire and cleaning of roads and other public places. The unit is responsible for managing recycling, the transfer stations and related services. This service undertakes the design and coordination of Council’s Capital Improvement Program. Ensure all building permits lodged by private building surveyors are registered in accordance with legislation, and all building department activities are undertaken within legislative timelines. To undertake maintenance to Council’s road assets to ensure they are in a safe and serviceable condition for all users. This includes sealed and unsealed roads, bridges, kerb and channel, drainage, footpaths and signage. Deliver statutory planning function of Council to ensure responsible land use and development in Moorabool. This service develops environmental policy, coordinates and implements environmental projects and works with other services to improve Council’s environmental performance. Delivery of key strategic policies and projects that assist in the long-term development of the Shire. Cleaning and general maintenance of all public toilets. Provide infrastructure support services for subdivisions and developments, whilst developing guidelines for Council to improve and provide consistency in the planning and delivery of subdivision development. Facilitate project management across the organisation. Spatial maintenance of 20,286 land parcels.
(827)
PARKS AND GARDENS
(976)
ROAD SAFETY WASTE MANAGEMENT
(194) (2,447)
ASSET MANAGEMENT BUILDING SERVICES
(567) (81)
ROAD AND OFF ROAD MAINTENANCE
(2,808)
STATUTORY PLANNING ENVIRONMENTAL MANAGEMENT
(440) (323)
STRATEGIC LAND USE PLANNING PUBLIC TOILETS INFRASTRUCTURE SUBDIVISION DEVELOPMENT SPECIAL PROJECTS GEOGRAPHICAL INFORMATION SERVICES
(421) (151) (300)
(425) (93)
Section 3. Activities, Initiatives and Key Result Areas
3-6
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Initiatives • • • • • • • • Council continues to support Moorafest (World Environment Day) with extra funding allocated as part of new initiative. ($4K – Recurrent) New initiative included for Darley Residential Land Audit. The audit would develop a concept plan to ensure that infrastructure was consistent across the whole Bacchus Marsh area that would add to the Activity Centre Study. ($60K – One Off) Council has increased its support to assist GIS Officer in making enhancements to current technology and knowledge base. ($10K – One Off) New initiative included for Traffic Management Enhancements. This will provide Council with the ability to respond to requests for alterations to, and enhancement of, traffic management devices. ($5K – Recurrent) New funding allocated to make sure all public buildings are compliant with legislation currently in force. ($30K – Recurrent) Council will provide increased funds for the inspection of Playgrounds within the Shire. This includes the removal of litter, glass and other sharp objects. Also the reporting of any graffiti or other vandalism. ($12K – Recurrent) Council has agreed to more funding for the Upgrade of Maddison Circuit. This is the second stage of the upgrade and will allow the commencement of the development plan. ($20K – One Off) New funding allocated by Council to Undertake Risk Assessments on all maintenance and construction tasks. This will involve documenting job safety analysis and standard operating procedures. ($15K – Recurrent)
Section 3. Activities, Initiatives and Key Result Areas
3-7
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
3.5 Key Result Area 4: Continuous Improvement in Council Services
To achieve the objective of Continuous Improvement in Council Services, Council will continue to plan, deliver and improve high quality, cost effective, accessible and responsive services. The activities and initiatives for this key result area and key objectives are described below.
(Net Cost) Revenue $'000 (516)
Activity PERSONNEL MANAGEMENT RISK MANAGEMENT
Description To provide, develop and implement strategies, policies and procedures through the provision of human resource and industrial relations services, that minimise the risk to Council. To develop, build and identify effective management of Council’s exposure to all forms of risk and to foster safer work places and environments within the municipality. Provide an open and accessible communication service that is accurate, accessible, user friendly, relevant and timely. Financial management and accounting of Council’s finances, including property rating and valuation services, collection of revenue and internal support and advice to internal departments. These services will be delivered by increasing the financial knowledge base of the whole of Council through customer awareness, consistency and clearly defined processes. Manage service provisions to provide an open and accessible communication network that is accurate, accessible, user friendly, relevant and timely. Electronic document management of Council’s external correspondence, maintain an effective and efficient electronic document management system and maintain Council’s archive program. To provide a range of services to the organisation that support its development through the effective management and expansion of Council’s information systems and technology. Support Council service units in the planning, implementation and reporting to Council’s performance management system for the best possible outcomes for each unit.
(555)
PUBLIC INFORMATION FINANCE
(136)
(1,231)
CUSTOMER SERVICE DOCUMENT MANAGEMENT
(668)
(224)
INFORMATION COMMUNICATION AND TECHNOLOGY ORGANISATIONAL DEVELOPMENT
(1,212)
(199)
Initiatives • • New Initiative included in 2009/10 for an extensive review of Council’s budget processes. A review of Council’s revenue and expenditure will be undertaken that will identify a detailed plan for delivering on Council’s Strategic Financial Plan. ($30K – One Off) Extra funding allocated for the upgrade of Council Servers. (20K – One Off)
Section 3. Activities, Initiatives and Key Result Areas
3-8
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
3.7 Performance statement
The Key Result Areas (KRAs) detailed in the preceding pages are summarised again in Appendix D. The KRAs and their performance measures, targets and results are audited at the end of the year and are included in the Performance Statement as required by section 132 of the Act. The Annual Report for 2009/10 will include the audited Performance Statement which is presented to the Minister for Local Government and the local community.
3.8 Reconciliation with budgeted operating result
Key Result Area (Net Cost) Revenue $’000
Representation and Leadership of Our Community Community Wellbeing Enhanced Natural and Built Environment Continuous Improvement in Council Services Total activities and initiatives Rates and Other Non-Attributable # Underlying result – Surplus (Deficit) Capital Grants and Contributions Proceeds from Asset Sales Contributed Assets Written Down Value of Assets Sold Total funding sources Surplus (deficit) for the year
(1,762) (4,133) (9,495) (4,741) (20,131) 16,803 (3,328) 1,560 2,288 1,100 (2,080) (460)
# Other non-attributable is the sum of Depreciation, Borrowing Costs, Interest Revenue and General Purpose Grants.
Section 3. Activities, Initiatives and Key Result Areas
3-9
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
4. Analysis of Operating Budget
This section of the report analyses the expected revenues and expenses of Council for 2009/10 year.
Budgeted Income Statement
Forecast Actual 2008/09 $’000 18,705 7,408 4,581 946 499 656 350 33,143
Ref
Budget 2009/10 $’000 19,316 6,962 1,560 932 515 587 393 30,265
Variance $’000 611 (446) (3,021) (15) 17 (69) 43 (2,879)
Revenue Rates and charges Operating grants Capital grants and contributions User fees and charges Statutory fees and charges Other revenue Interest received Total Revenue Expense Employee benefits Contract payments, materials and services Depreciation Borrowing costs Other expenses Total Expenses Net gain (loss) on disposal of property, infrastructure, plant and equipment and investment properties Surplus (Deficit) prior to contributed assets Contributed assets Surplus (deficit) for the year
4.1.1 4.1.2 4.1.3 4.1.4 4.1.4 4.1.5 4.1.6
4.2.1 4.2.2 4.2.3 4.2.4 4.2.5
11,388 12,145 6,221 461 325 30,540
12,205 11,633 7,314 488 392 32,033
817 (512) 1,093 27 67 1,493
315 2,919 1,100 4,019
208 (1,560) 1,100 (460)
(107) (4,478) 0 (4,478)
Section 4. Analysis of Operating Budget
4-1
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
4.1 Operating revenue
Forecast Actual Revenue Types Rates and charges Operating grants Capital grants & contributions User charges and fines Statutory fees and charges Other revenue Interest received Total operating revenue 4.1.1 Rates and charges ($0.611 million increase) It is proposed that rates and charges income be increased by 3.27 percent (the underlying level of increase applied to the rates and charges was however 2.5 percent) or $0.611 million over 2008/09 to $19.316 million. Included in this amount is the effect of annualised rates of Supplementary Rates raised in 2008/09, Special Charges and Waste Management and Garbage Charges. Section 10. “Rating Strategy” includes a more detailed analysis of the rates and charges to be levied for 2009/10. 4.1.2 Operating grants ($446,000 decrease) Operating grants include all monies received from State and Federal sources for the purposes of funding the delivery of Council’s services to ratepayers and contributions from other parties towards property development costs. Overall, the level of operating grants has decreased by $446,000 compared to 2008/09. There is a corresponding reduction in other expenses, due to the completion of specific one-off grants in 2008/09. 4.1.3 Capital grants and contributions ($3.021 million decrease) Capital grants and contributions include all monies received from State, Federal and community sources for the purposes of funding the Capital Improvement Program. On a year-by-year basis, grants received in one year do not relate to grants received in subsequent years and therefore it is not relevant to compare the change in capital grants. However, the significant decrease from 2008/09 is mainly due to extra Federal Government funding being received for the Regional and Local Government Infrastructure Program. Also included in 2008/09 is grant funding for projects carried forward from previous financial years. Section 6 “Analysis of Capital Budget” includes a more detailed analysis of the grants and contributions expected to be received during the 2009/10 year. 4.1.4 Fees, charges and fines ($2,000 increase) User charges relate mainly to the recovery of service delivery costs through the charging of fees to users of Council’s services. These include use of leisure, entertainment and other community facilities and the provision of human services such as family day care and home help services. In setting the Budget, the key principle for determining the level of user charges has been to ensure that increases recognise equity issues and market levels.
Section 4. Analysis of Operating Budget 4-2
Budget 2009/10 $’000 19,316 6,962 1,560 932 515 587 393 30,265
Variance $’000 611 (446) (3,021) (15) 17 (69) 43 (2,878)
Ref 4.1.1 4.1.2 4.1.3 4.1.4 4.1.4 4.1.5 4.1.6
2008/09 $’000 18,705 7,408 4,581 946 499 656 350 33,143
Executive Summary
Overview
Budget Analysis
Long Term Strategies
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User charges and fines also include statutory fees that relate mainly to fees and fines levied in accordance with legislation and include animal registrations, Health Act registrations and parking fines. Increases in statutory fees are made in accordance with legislative requirements. 4.1.5 Other revenue ($69,000 decrease) Overall, the level of other revenue has decreased by $69,000 compared to 2008/09. 4.1.6 Interest received ($43,000 increase) Interest revenue relates to interest received on investments and rate arrears. Interest revenue is forecast to increase $43,000 compared to 2008/09. Even though there has been a decrease in interest rates, Council is expecting to have more investment opportunities in 2009/10 compared to 2008/09. This is mainly due to the timing of construction of the Hillside Industrial Estate in 2008/09 which restricted the level of cash Council was able to invest.
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4.2 Operating expenditure
Forecast Actual 2008/09 $’000 11,388 12,145 6,221 461 325 30,540 315 Budget 2009/10 $’000 12,205 11,633 7,314 488 392 32,033 208 Variance $’000 817 (512) 1,093 27 67 1,493 (107)
Expenditure Types Employee benefits Contract payments, materials and services Depreciation Borrowing costs Other expenses Total operating expenditure Net Gain (Loss) on Disposal of Assets 4.2.1 Employee benefits ($0.817 million increase)
Ref 4.2.1 4.2.2 4.2.3 4.2.4 4.2.5 4.2.6
Employee costs include all labour related expenditure such as wages and salaries and on-costs such as allowances, workcover, leave entitlements, employer superannuation, rostered days off, etc. Employee costs are forecast to increase by $0.817 million compared to 2008/09. This increase relates to two key factors: • Implementation of the fifth Enterprise Bargaining Agreement (EBA) which is estimated to cost $415,000 in 2009/10; • Anticipated non-EBA wages growth of $205,000 due mainly to banding movements. • The 2008/09 forecast was less than budget due to vacancies during the year. The 2009/10 budget is based on these positions being filled. In summary, average staff numbers (based on monthly averages) during the budget period are as follows: Type of employment Permanent Casual Total 4.2.2 Contract payments, materials and services ($512,000 decrease) Contract payments, materials and services includes the payments to contractors for the provision of services and includes contracts for garbage collection, infrastructure maintenance, building maintenance, the purchases of consumables, insurances, utility costs and the use of agency staff. Contract payments, materials and services are forecast to decrease by $512,000 compared to the Forecast Actual for 2008/09. 4.2.3 Depreciation ($1.093 million increase) Depreciation is an accounting measure which attempts to measure the usage of Council’s property, plant and equipment including infrastructure assets such as roads and drains. A significant increase is expected in 2009/10 due to the scheduled revaluation of a number of asset classes. Number of EFTs 2008/09 2009/10 173.68 178.88 9.42 6.12 185.00 183.10
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4.2.4 Borrowing costs ($27,000 increase) Borrowing costs relate to interest charged by financial institutions on funds borrowed. The increase in borrowing costs results from planned borrowings for Capital Improvement Program projects in 2009/10. 4.2.5 Other expenses ($67,000 increase) Other expenses includes the payment of Councillor Allowances and Bank Fees. 4.2.6 Net Gain (Loss) on disposal of Assets ($107,000 decrease) The disposal of assets relates to trade-ins of plant and vehicles as part of Council’s fleet management, and land sales.
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5. Analysis of Budgeted Cash Position
This section of the report analyses the expected cash flows from the operating, investing and financing activities of Council for the 2009/10 year, ie. the budgeted cash flow position. Budgeting cash flows for Council is a key factor in setting the level of rates and providing a guide to the level of capital expenditure that can be sustained with or without using existing cash reserves.
5.1 Budgeted cash flow statement
Forecast Actual Ref Cash flows from operating activities Receipts Rates and charges Operating grants Capital grants and contributions User charges and fines Statutory fees and charges Other revenue Interest revenue Payments Employee costs Materials and consumables Other expenses 2008/09 $’000
Budget 2009/10 $’000
Variance (Outflow) $’000
18,611 7,408 4,581 946 499 656 350 33,050 (11,154) (12,145) (325) (23,624)
5.1.1
19,220 6,962 1,560 932 515 587 393 30,168 (12,080) (11,633) (392) (24,106) 6,063
609 (446) (3,021) (14) 17 (69) 43 (2,882) (926) 512 (67) (482) (3,363)
Net cash provided by operating activities Cash flows from investing activities Proceeds from sales of property, plant and equipment Payments for property, plant and equipment Net cash used in investing activities Cash flows from financing activities Borrowing costs Proceeds from borrowings Repayment of borrowings Net cash used in financing activities Net decrease in cash and cash equivalents Cash and cash equivalents at the beginning of the period Cash and cash equivalents at end of the year
9,426
5.1.2
1,850 (13,563) (11,714)
2,288 (6,972) (4,684)
438 6,591 7,029
5.1.3
(461) 1,205 (840) (96) (2,384) 4,221 1,837
(488) 2,050 (914) 647 2,026 1,837 3,862
(27) 845 (74) 743 4,410 (2,384) 2,026
5.1.4
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5.1.1 Operating activities ($3.363 million decrease) Operating activities refer to the cash generated or used in the normal service delivery functions of Council. The increase in cash inflows from operating activities is due mainly to the rates increase of 2.5 percent. 5.1.2 Investing activities ($7,029 million decrease) Investing activities refer to cash generated or used in the enhancement or creation of infrastructure and other assets. These activities also include the acquisition and sale of other assets such as vehicles, property, equipment, etc. The payments for investing activities represent the planned Capital Improvement Program expenditure disclosed in Section 11 of this budget report. 5.1.3 Financing activities ($0.743m increase) Financing activities refer 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. For 2009/10 the total of principal repayments is $914,000. 5.1.4 Cash and cash equivalents at end of the year ($2.026 million increase) Overall, total cash and investments is forecast to increase by $2.026 million to $3.862 million as at 30 June 2010, reflecting Council’s requirement to have sufficient working capital prior to the first rates installment in September. This is consistent with Council’s Strategic Resource Plan (see Section 9).
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6. Analysis of Capital Budget
This section of the report analyses the sources of funding for the planned capital expenditure budget for the 2009/10 year.
6.1 Funding sources
Budget Sources of Funding
External Capital grants and contributions Loans Proceeds on disposal of assets Internal Reserve cash and investments Operations Total funding sources
Ref
2009/10 $’000
1,560 1,200 275
6.1.1 6.1.2 6.1.3
6.1.4 6.1.5
33 3,904 6,972
6.1.1 Capital grants and contributions ($1.560 million) Capital grants and contributions include all monies received from State, Federal and community sources for the purposes of funding the capital works program. Major grants in 2009/10 will be received for Federal Government Roads to Recovery Program, now into its third four year term. 6.1.2 Loans ($1.20 million) Loan funds will be used for the purpose of major capital works in 2009/10. Refer to Appendix C. “Capital Improvement Program” for more information on capital works. 6.1.3 Proceeds from disposal of assets ($0.275 million) Proceeds from sale of assets includes the trade-in of plant and motor vehicles in accordance with Council’s fleet replacement program of $275,000. 6.1.4 Reserve investments ($33,000) Council will utilise $33,000 from Reserves for a number of community development projects. 6.1.5 Operations ($3.904 million) Council generates cash from its operating activities, which is used as a funding source for the capital works program. It is forecast that $3.904 million will be generated from operations to fund the 2009/10 Capital Improvement Program. Refer to Section 5. “Budgeted Cash Position” for more information on funds from operations.
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7. Analysis of Budgeted Financial Position
As an analysis of budgeted financial position, this section of the budget report analyses the movements in assets, liabilities and equity between 2008/09 and 2009/10. It also considers a number of key performance indicators.
7.1 Budgeted balance sheet
Forecast Actual Ref Current assets Cash assets Receivables Non-current assets classified as held for sale Other assets Total current assets Non-current assets Receivables Equity Investment Property, infrastructure, plant and equipment Total non-current assets TOTAL ASSETS Current liabilities Payables Trust funds Employee provisions Interest-bearing liabilities Total current liabilities Non-current liabilities Employee provisions Interest-bearing liabilities Total non-current liabilities TOTAL LIABILITIES Net assets Equity Accumulated surplus Asset revaluation reserve Statutory and other reserves Total equity
Section 7. Analysis of Budgeted Financial Position
Budget 2009/10 $’000 3,862 3,437 2,287 122 9,708
Variance $’000 2,026 98 0 0 2,124
2008/09 $’000 1,837 3,339 2,287 122 7,585
7.1.1
7.1.3 60 459 201,143 201,661 209,246 7.1.2 2,720 423 2,292 987 6,422 7.1.4 443 5,330 5,773 12,195 197,051 7.1.5 106,721 89,526 804 197,051 106,164 92,461 901 199,526
7-1
60 459 202,756 203,274 212,983
0 0 1,613 1,613 3,737
2,724 423 2,292 1,091 6,530
4 0 0 104 108
565 6,362 6,927 13,457 199,526
122 1,031 1,153 1,262 2,475
(557) 2,935 97 2,475
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7.1.1 Current assets ($2.124 million increase) The increase in current assets is due to an increase in cash to ensure that the level of working capital is adequate until the first rates installment in September. Rate and other debtor balances are not expected to change significantly and are at acceptable levels. A more detailed analysis of this change is included in section 5. “Analysis of budgeted cash position”. 7.1.2 Current liabilities ($108,000 increase) The increase in current liabilities, that is, obligations Council must pay within the next year, is not large. Amounts owed to suppliers and bankers are not expected to change. With the take up of additional loans for Capital Improvement Program projects, additional loan repayments will be required within the next 12 months. 7.1.3 Non current assets ($1.613 million increase) The increase in non-current assets is the net result of the capital improvement program, the depreciation of non-current assets and the disposal through sale of property, plant and equipment. 7.1.4 Non current liabilities ($1.153 million increase) The increase in non current liabilities, that is, obligations Council must pay beyond the next year, is a result of new borrowings in 2008/09, and an increase in long service leave entitlements of staff. 7.1.5 Equity ($2.475 million increase) Total Equity always equals Net Assets and is made up of the following components: • • • Accumulated surplus which is the value of all net assets less reserves that have accumulated over time. Asset revaluation reserve which represents the difference between the previously recorded value of assets and their current valuations. Statutory and other reserves are funds that Council wishes to separately identify as being set aside to meet a specific purpose in the future and to which there is no existing liability. These amounts are transferred from the accumulated surplus of Council to be separately disclosed.
The net increase in equity (or net assets) results from a combination of Operating Result, Asset Revaluations, and Reserve Transfers. The net movement in Accumulated Surplus and Statutory and Other Reserves reflects the operating deficit for the period of $0.460 million.
7.2 Key assumptions
In preparing the Budgeted Balance Sheet for the year ended 30 June 2010, it was necessary to make a number of assumptions about assets, liabilities and equity balances. The key assumptions are as follows: • A total of 99.5 percent of total rates and charges raised will be collected in the 2009/10 year (2008/09: 99.5 percent forecast actual); • Trade creditors to be based on total capital and operating expenditure less written down value of assets sold, depreciation and employee costs. Payment cycle is 30 days; • Other debtors and creditors to remain consistent with 2008/09 levels; and • Employee entitlements to be increased by Enterprise Bargaining Agreement outcome only. No increase in the average rate of leave taken is expected.
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8. Impact of Current Year on 2009/10 Budget
This section of the report analyses the variances from the current budget year and assesses whether there will be any significant impacts on the 2009/10 Budget.
8.1 Operating performance
Budget 2008/09 $’000 Operating Revenue Expenditure Underlying result surplus (deficit) Non-operating Revenue Expenditure Net surplus (deficit) 34,442 33,247 1,195 1,100 0 2,295
Forecast Actual 2008/09 $’000 34,993 32,074 2,919 1,100 0 4,019
Variance $’000 551 (1,173) 1,724 0 0 1,724
The forecast operating performance for the year ending 30 June 2009 is an underlying surplus of $2.919 million, which is $1.724 million favourable compared to the budgeted surplus of $1.195 million. After non-operating items, the operating surplus is $4.019 million, which is $1.724 million favourable compared to the Budget. The favourable variance is due to the following: Operating revenue ($551,000 favourable) - mainly due to an increase in grants, both operating and capital. The major increases in operating grants are increased grants commission funding, the valuation contract, and various new projects identified since the adoption of the original budget. Capital grants have increased mainly due to Federal Government funding for the Regional and Local Community Infrastructure Program. Operating expenditure ($1.173 million favourable) – mainly due to a decrease in the written down value of assets sold. This is in the area of land sales at Hillside Industrial Estate, in which the majority is now expected to occur in 2009/10 rather than 2008/09. The decrease in the written down value is offset by an increase in contract payments, materials and services as a result of uncompleted one off projects from 2007/08. The overall result has been built into the cashflow forecast for 2008/09 and utilised to develop the 2009/10 budget.
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9. Strategic Resource Plan and Key Financial Indicators
Council is required by the Act to prepare a Strategic Resource Plan (SRP) covering both financial and non-financial resources, and including key financial indicators for the next five financial years to support the Council Plan.
9.1 Plan development
Council has prepared the SRP for the five years 2009/10 to 2013/14 as part of its ongoing financial planning to assist in adopting a budget within a longer term framework. The Plan takes the strategic objectives and strategies as specified in the Council Plan and expresses them in financial terms for the next five years. The key objective, which underlines the development of the Plan, is financial sustainability in the medium to long term, whilst still achieving Council’s strategic objectives as specified in the Council Plan. The key financial objectives which underpin the strategic financial plan are: • • • • Maintain existing service levels; Reduce the Underlying Deficit result (in the standard Income Statement format); Maintain a capital expenditure program that endeavours to address Council’s Infrastructure requirements; and Achieve an adequate level of working capital throughout the year, in addition to the cash backing of all reserves.
In preparing the SRP, Council has also been mindful of the need to comply with the following Principles of Sound Financial Management as contained in the Act: • • • • Prudently manage financial risks relating to debt, assets and liabilities; Provide reasonable stability in the level of rate burden; Consider the financial effects of Council decisions on future generations; and Provide full, accurate and timely disclosure of financial information.
9.2 Financial resources
The following table summaries the key financial results for the next five years as set out in the Plan for years 2008/09 to 2012/13. Appendix A includes a more detailed analysis of the financial resources to be used over the five year period.
Indicator
Budget 2009/10 $,000 (460) (1,560) 3,862 6,063 (6,972)
Strategic Resource Plan Projections 2010/11 2011/12 2012/13 2013/14 $,000 $,000 $,000 $,000 (113) (1,213) 4,619 6,551 (9,132) 118 (982) 5,152 7,247 (5,880) 1,145 45 5,993 8,444 (6,900) 732 (368) 6,387 8,926 (7,900)
Operating result Underlying operating result Cash and investments Cash flow from operations Capital works
The key outcomes of the Plan are as follows: • Cash and investments (Section 5) - Cash and investments is forecast to increase over the five year period from $3.862 million to $6.387 million, which indicates a balanced budget on a cash basis in each of the years. In future years, surplus cash funds can be directed to Capital Works; • Rating strategy (Section 10) – Rate increases are forecast over the five years at an average of 2.50 percent;
Section 9. Strategic Resource Plan & Key Financial Indicators 9-1
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•
• •
Service delivery strategy (Section 11) – Service levels have been maintained throughout the five year period. The underlying operating deficit is reducing significantly over this period to a deficit of $0.368 million in 2013/14 from $1.560 million in 2009/10. The underlying result is a measure of financial sustainability and is an important measure as one-off items can often mask the operating result; Borrowing strategy (Section 11) – Borrowings are forecast to decrease from $7.453 million to $4.260 million over the period. This includes new borrowings of $3.170 million and repayments of $5.228 million over the five years; and Infrastructure strategy (Section 11) – Capital Improvement Program expenditure over the five year period will total $36,784 million at an average of $7.357 million.
9.3 Non-financial resources
In addition to the financial resources to be consumed over the planning period, Council will also consume non-financial resources, in particular human resources. The following table summaries the non-financial resources for the next five years.
Forecast Actual 2008/09 $’000 11,388 183.10
Indicator Employee costs Employee numbers (EFT)
Budget 2009/10 $’000 12,205 185.00
Strategic Resource Plan Projections 2010/11 2011/12 2012/13 2013/14 $’000 $’000 $’000 $’000 12,937 13,714 14,536 15,409 188.00 191.00 194.00 197.00
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9.4 Key financial indicators
The following table highlights Council’s current and projected performance across a range of key financial indicators (KPIs). KPIs provide a useful analysis of Council’s financial position and performance and should be used in the context of Council’s objectives.
Indicator Forecast Actual 2008/09
Budget 2009/10
Strategic Resource Plan Projections 2010/11 2011/12 2012/13 2013/14
Financial performance Underlying result Underlying result / Underlying revenue Underlying result / Total assets Grants / Total revenue Operating expenses / Assessment Total Assets / Assessment Total liabilities / Assessment Rate revenue / Assessment Cash Unrestricted Cash / Operating cash payments Depreciation Cash Coverage Net Operating cashflows / Underlying revenue Debt Policy Debt servicing / Total revenue Debt commitment / Total revenue Indebtedness / Rate revenue Current assets / Current liabilities Rates Policy Rate revenue / Underlying revenue Rates Outstanding / Rate revenue Rate revenue / Total CIV Fees and Charges Policy Fees and charges / Total revenue Capital expenditure Capital works - Capital renewals - New assets Operating Cash + Capital inflows / Net capital outlays Capital works / Rate revenue Capital renewals / Depreciation
$2,919 8.3% 1.4% 33.2% $2,265 $15,519 $904 $1,387
($1,560) -4.8% -0.7% 25.3% $2,338 $15,545 $982 $1,410
($1,213) -3.4% -0.6% 24.2% $2,380 $15,209 $915 $1,446
($982) -2.9% -0.5% 27.3% $2,413 $15,104 $853 $1,481
$45 0.1% 0.0% 28.2% $2,434 $16,215 $797 $1,517
($368) -1.0% -0.2% 28.2% $2,510 $16,146 $743 $1,554
-1.4% 144.1% 31.4%
6.5% 76.2% 19.4%
9.1% 79.7% 20.1%
10.5% 86.9% 21.7%
12.9% 100.1% 24.6%
13.5% 95.6% 25.4%
1.3% 3.6% 33.8% 118.1%
1.5% 4.2% 38.6% 148.7%
1.5% 4.4% 37.2% 163.7%
1.4% 4.6% 30.4% 167.7%
1.1% 4.0% 24.4% 174.9%
0.9% 3.7% 18.8% 178.5%
65.5% 9.7% $0.0046
67.3% 9.3% $0.0048
67.1% 9.5% $0.0046
67.2% 9.6% $0.0045
67.0% 9.7% $0.0046
67.2% 9.8% $0.0045
4.0%
4.3%
4.1%
4.4%
4.3%
4.3%
$13,563 $12,671 $893 79.7% 72.9% 203.7%
$6,972 $4,971 $802 112.8% 36.3% 68.0%
$9,132 $4,775 $800 108.0% 45.6% 63.2%
$5,880 $4,756 $1,124 128.0% 28.2% 61.2%
$6,900 $5,900 $1,000 127.5% 31.8% 73.7%
$7,900 $6,900 $1,000 118.4% 35.0% 76.9%
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10. Rating Strategy
This section of the report considers Council’s rating strategy including strategy development, assumptions underlying the current year rate increase and rating structure.
10.1 Strategy development
In developing the Strategic Resource Plan (referred to in Section 9), rates and charges was identified as an important source of revenue, accounting for 64 percent of the total underlying revenue received by Council annually. Planning for future rate increases has therefore has been an important component of the Strategic Resource Planning process. However, it has also been necessary to balance the importance of rate revenue as a funding source with community sensitivity to increases, particularly given the change to bi-annual general revaluations and recent significant increases in valuations and subsequently rates for some properties in the municipality.
10.2 Current year rate increase
In order to reduce the recurrent underlying deficit, whilst maintaining service levels and a robust capital expenditure program, general rates will increase by 2.5 percent in 2009/10, raising a total rate of $16.694 million, including $0.070 million generated from supplementary rates. The following table sets out future proposed rate increases and total rates to be raised, based on the forecast financial position of Council as at 30 June 2009.
Rate Increase % 2.5 2.5 2.5 2.5 2.5 Total Rates Raised $’000 19,316 20,134 20,960 21,819 22,711
Year 2009/10 2010/11 2011/12 2012/13 2013/14
10.3 Rating structure
Council has established a rating structure which comprises of two key elements. These are: • Property values, which reflect capacity to pay; and • User pays component to reflect usage of waste management services provided by Council. Striking a proper balance between these elements provides equity in the distribution of the rate burden across residents. The rating system is based on property valuations, which are subject to 2-yearly revaluations. The 2008/09 financial year saw the application of the most recent valuation which has valuations effective from 1 January 2008 and operative from 1 July 2008. Council makes a further distinction within the property value component of rates based on the purpose for which the property is used, via differential rating. The existing rating structure comprises a General Rate and 12 differential rates. These rates are structured in accordance with the requirements of Section 161 ‘Differential Rates’ of the Act. Council has no municipal charge. Council has a Waste Management Service Charge applicable to all properties and a Waste Collection Service Charge for garbage and recycling. These service charges are set at a level that allows Council to recover the full cost of this service.
Section 10. Rating Strategy 10-1
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The following table summarises the rates to be made for the 2008/09 year. A more detailed analysis of the rates to be raised is contained in Appendix B “Statutory Disclosures”.
Rate type Commercial - Liquor Licence Commercial Rate Commercial Vacant Land Extractive Industry Rate Farm Rate - up to 100 ha Farm Rate >100 ha General Rate Industrial Rate Industrial Vacant Land Vacant Land General Vacant Land R1Z and RLZ Vacant Land R2Z Vacant Land Farming Zone Cents in $ of CIV Cents in $ of CIV Cents in $ of CIV Cents in $ of CIV Cents in $ of CIV Cents in $ of CIV Cents in $ of CIV Cents in $ of CIV Cents in $ of CIV Cents in $ of CIV Cents in $ of CIV Cents in $ of CIV Cents in $ of CIV 2008/09 0.006752 0.006337 0.009260 0.012347 0.003087 0.003280 0.003966 0.006559 0.010214 0.009260 0.009260 0.010032 0.004186 2009/10 0.006921 0.006495 0.009492 0.012656 0.003164 0.003362 0.004065 0.006723 0.010469 0.009492 0.009492 0.010283 0.00491
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11. Other Strategies
In developing the Strategic Resource Plan, strategies have also been developed for borrowings, infrastructure and service delivery.
11.1 Borrowings
In developing the Strategic Resource Plan (see Section 9), borrowings was identified as an important funding source for the capital works program. In the past, Council has borrowed strongly to finance large infrastructure projects and plans to continue this trend maintaining a 40-50 percent debt to rates revenue ratio. An estimate of future borrowing requirements has been incorporated into the Strategic Financial Plan. Note all intended borrowings must be approved by the Loan Council (Department of Planning and Community Development) and approved/adopted as part of the Annual Budget process by Council. The Plan includes the results of an analysis of Council’s debt position over a number of different indicators. It also shows the results of prudential ratios used by the Victorian State Government to assess the loan capacity of local governments. The outcome of the analysis highlighted that a debt of $9.450 million (peak in 2009/10) could be comfortably accommodated. The State Government recommended ‘Prudential Ratio’ for ‘Total Debt as percent of Rate Revenue’ is up to 60 percent, but not to exceed 80 percent. Moorabool is well within this limit, considering future anticipated borrowings. For the 2009/10 year, Council will take out new borrowings of $2,050 million to fund the capital works program and therefore, after making loan repayments of $0.914 million, will increase its total borrowings to $9.450 million as at 30 June 2010. The following table sets out future proposed borrowings, based on the forecast financial position of Council as at 30 June 2009.
Year 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14
New Borrowings $’000 1,205 2,050 1,120 0 0 0
Principal Paid $’000 840 914 1,091 1,112 1,054 1,056
Interest Paid $’000 461 488 532 496 423 349
Balance 30 June $’000 6,317 7,453 7,482 6,370 5,316 4,260
11.2 Infrastructure
Council manages $189 million in land, property and infrastructure assets on behalf of the community. These assets directly support the services that Council delivers to the community and include roads, drainage, footpaths, active and passive open space reserves and community facilities such as public halls, playgrounds and maternal and child health centres. Council manages the following assets within the Shire of Moorabool. o o o o o o o Sealed local roads Unsealed roads Kerb and channel Footpaths Playgrounds Buildings Bridges - 890 km - 549 km - 202 km - 90 km - 31 - 144 - 83
11-1
Section 11. Other Strategies
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Strategic asset management is necessary in order to provide appropriate types and quality of infrastructure for both current and future community needs. Council is currently updating the five year Capital Works Program to strategically manage capital investment in maintaining and enhancing its infrastructure. Council is currently developing strategies, asset management plans and a comprehensive asset system to ensure that it can manage community assets in a sustainable manner for current and future generations. The 2009/10 Budget provides for a five year Capital Works Program of $36,784 million. The emphasis of the Program continues to be on the protection and redevelopment of the existing infrastructure network and in particular Council’s sealed and unsealed road network.
11.3 Service delivery
The key objectives included in Council’s Strategic Resource Plan (referred to in Section 9) which directly impact the future service delivery strategy are to maintain existing service levels and to maintain operating surpluses. With these key objectives as a basis, a number of internal and external influences have been identified through discussions with management which will have a significant impact on the scope and level of services to be provided over the next five years. The general influences affecting all operating revenue and expenditure include the following: Budget 2009/10 % General #1. Moorabool Growth: made up of a. Population b. Households #2. CPI Increases - All Groups Melbourne #3. Investments - RBA "Cash Rate" #4. Loans - RBA "Cash Rate"+ 0.75% #5. Rates Statutory Interest Rate Revenue Rates and Charges Increase in Rates Pro-Rata Supplementary Rates Increase Operating Grants a. Moorabool Growth - #1 b. Indexation (CPI - #2) Council Fees and Charges a. Moorabool Growth - #1 b. Increase in Fee or Charge Statutory Fees and Charges a. Moorabool Growth - #1 b. CPI - #2 Other Revenue a. CPI - #2
Section 11. Other Strategies
ASSUMPTIONS
Budget 2010/11 %
Budget 2011/12 %
Budget 2012/13 %
Budget 2013/14 %
1.62% 1.62% 1.62% 3.00% 5.25% 6.00% 12.00%
1.62% 1.62% 1.62% 3.00% 5.25% 6.00% 12.00%
1.62% 1.62% 1.62% 3.00% 5.25% 6.00% 12.00%
1.62% 1.62% 1.62% 3.00% 5.25% 6.00% 12.00%
1.62% 1.62% 1.62% 3.00% 5.25% 6.00% 12.00%
2.50% 1.08% 4.62% 1.62% 3.00% 4.12% 1.62% 2.50% 2.12% 1.62% 0.50%
2.50% 1.08% 4.62% 1.62% 3.00% 4.12% 1.62% 2.50% 2.12% 1.62% 0.50%
2.50% 1.08% 4.62% 1.62% 3.00% 4.12% 1.62% 2.50% 2.12% 1.62% 0.50%
2.50% 1.08% 4.62% 1.62% 3.00% 4.12% 1.62% 2.50% 2.12% 1.62% 0.50%
2.50% 1.08% 4.62% 1.62% 3.00% 4.12% 1.62% 2.50% 2.12% 1.62% 0.50%
3.00%
3.00%
3.00%
3.00%
11-2
3.00%
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
ASSUMPTIONS Expenses Employee Costs a. Performance Development b. EBA (Currently being Negotiated) c. Additional EFT's Materials and Consumables a. Moorabool Growth - #1 b. CPI - #2 Other Expenses a. CPI - #2 Assets Movement in Outstanding Rates Debtors Asset Revaluations Land Buildings Infrastructure Liabilities Leave Provision Increase
Budget 2009/10 % 5.00% 1.00% 4.00% 0.00% 3.00% 0.00% 3.00%
Budget 2010/11 % 6.00% 1.00% 4.00% 1.00% 3.00% 0.00% 3.00%
Budget 2011/12 % 6.00% 1.00% 4.00% 1.00% 3.00% 0.00% 3.00%
Budget 2012/13 % 6.00% 1.00% 4.00% 1.00% 3.00% 0.00% 3.00%
Budget 2013/14 % 6.00% 1.00% 4.00% 1.00% 3.00% 0.00% 3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
97
101
105
109
114
5.00% 5.00%
5.00% 5.00% 10.00%
5.00% 5.00%
125
132
140
149
157
Section 11. Other Strategies
11-3
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
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Section 11. Other Strategies
11-4
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Overview to Appendices
The following appendices include voluntary and statutory disclosures of information which provide support for the analyses contained in Sections 1 to 11 of this report. This information has not been included in the main body of the budget report in the interests of clarity and conciseness. Council has decided that whilst the budget report needs to focus on the important elements of the Budget and provide appropriate analysis, the detail upon which the annual budget is based should be provided in the interests of open and transparent local government. The contents of the appendices are summarised below:
Appendix A B C D
Nature of information Budgeted standard statements Statutory disclosures Capital Improvement Program Key strategic activities
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
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Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Budgeted Standard Statements
This appendix presents information in regard to the Budgeted Standard Statements. The budget information for the years 2009/10 to 2013/14 has been extracted from the Strategic Resource Plan. The appendix includes the following budgeted information: • Budgeted Standard Income Statement • Budgeted Standard Balance Sheet • Budgeted Standard Cash Flow Statement • Budgeted Standard Capital Works Statement
Appendix A. Budgeted Standard Statements
A-1
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix A
Moorabool Shire Council
Budgeted Standard Income Statement For the five years ending 30 June 2014
Budget 2009/10 $'000's Revenue Rates and charges Operating grants Capital grants and contributions User fees and charges Statutory fees and charges Other revenue Interest received Total Revenue Expense Employee benefits Contract payments, materials and services Depreciation Borrowing costs Other expenses Total Expenses Net gain (loss) on disposal of property, infrastructure, plant and equipment and investment properties Surplus (Deficit) prior to contributed assets Contributed assets Surplus (deficit) for the year Budget 2010/11 $'000's Budget 2011/12 $'000's Budget 2012/13 $'000's Budget 2013/14 $'000's
19,316 6,962 1,560 932 515 587 393 30,265
20,134 7,283 1,570 971 526 687 405 31,576
20,960 7,620 1,920 1,011 537 625 418 33,090
21,819 7,972 2,420 1,052 549 726 431 34,968
22,711 8,340 2,420 1,095 560 666 444 36,237
12,205 11,633 7,314 488 392 32,033
12,937 11,633 7,552 532 404 33,138
13,714 11,713 7,771 496 416 34,143
14,536 11,746 8,011 423 428 34,993
15,749 11,595 9,017 449 442 36,675
208 (1,560) 1,100 (460)
349 (1,213) 1,100 (113)
70 (982) 1,100 118
70 45 1,100 1,145
70 (368) 1,100 732
Appendix A. Budgeted Standard Statements
A-2
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix A
Moorabool Shire Council
Budgeted Standard Balance Sheet For the five years ending 30 June 2014
Budget 2009/10 $'000's Current Assets Cash Assets Receivables Non-Current Assets Classified as Held for Sale Other Assets Total Current Assets Non-Current Assets Receivables Equity Investment Property, Plant and Equipment Total Non-Current Assets TOTAL ASSETS Current Liabilities Payables Trust funds Employee Provisions Interest Bearing Liabilities Total Current Liabilities Non-Current Liabilities Employee Provisions Interest Bearing Liabilities Total Non-Current Liabilities TOTAL LIABILITIES NET ASSETS Equity Accumulated Surplus Asset Revaluation Reserve Statutory and Other reserves TOTAL EQUITY Budget 2010/11 $'000's Budget 2011/12 $'000's Budget 2012/13 $'000's Budget 2013/14 $'000's
3,862 3,437 2,287 122 9,708
4,619 3,538 1,018 122 9,297
5,152 3,643 1,018 122 9,934
5,993 3,752 1,018 122 10,884
6,387 3,865 1,018 122 11,392
60 459 202,756 203,274 212,983
60 459 201,943 202,461 211,758
60 459 203,258 203,777 213,711
60 459 221,740 222,259 233,143
60 459 223,998 224,517 235,909
2,724 423 2,292 1,091 6,530
1,854 423 2,292 1,112 5,681
2,154 423 2,292 1,054 5,923
2,454 423 2,292 1,056 6,225
2,754 423 2,292 912 6,381
565 6,362 6,927 13,457 199,526
694 6,370 7,064 12,745 199,013
832 5,316 6,147 12,070 201,641
977 4,260 5,237 11,461 221,681
1,131 3,347 4,478 10,859 225,049
106,164 92,461 901 199,526
105,741 92,461 811 199,013
105,579 95,272 791 201,641
106,444 114,467 771 221,681
106,895 117,402 751 225,049
Appendix A. Budgeted Standard Statements
A-3
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix A
Moorabool Shire Council
Budgeted Standard Cash Flow Statement For the five years ending 30 June 2014
Budget 2009/10 $'000's Cashflows from Operating Activities Receipts Rates and Charges Operating Grants Capital Grants and Contributions User Fees and Charges Statutory Fees and Charges Other Revenue Interest Received Payments Employee Costs Materials and Consumables Other Expenses Budget 2010/11 $'000's Budget 2011/12 $'000's Budget 2012/13 $'000's Budget 2013/14 $'000's
19,220 6,962 1,560 932 515 587 393 30,168 (12,080) (11,633) (392) (24,106) 6,063
20,033 7,283 1,570 971 526 687 405 31,475 (12,808) (11,713) (404) (24,924) 6,551
20,855 7,620 1,920 1,011 537 625 418 32,985 (13,576) (11,746) (416) (25,738) 7,247
21,710 7,972 2,420 1,052 549 726 431 34,859 (14,391) (11,595) (428) (26,414) 8,444
22,598 8,340 2,420 1,095 560 665 444 36,123 (15,255) (11,501) (441) (27,197) 8,926
Net Cash Flows from Operating Activities Cashflows from Investing Activities Proceeds from Sale of Assets Payments for Property, Plant and Equipment Net Cash Flows from Investing Activities Cashflows from Financing Activities Borrowing Costs Proceeds from Borrowings Repayment of Borrowings Net Cash Flows from Financing Activities Net Increase (Decrease) in Cash Held Cash at Beginning of the Financial Year Cash at End of Financial Year
2,288 (6,972) (4,684)
3,842 (9,132) (5,290)
773 (5,880) (5,106)
773 (6,900) (6,127)
773 (7,900) (7,127)
(488) 2,050 (914) 647 2,026 1,837 3,862
(532) 1,120 (1,091) (504) 757 3,862 4,619
(496) 0 (1,112) (1,608) 533 4,619 5,152
(423) 0 (1,054) (1,477) 841 5,152 5,993
(349) 0 (1,056) (1,406) 394 5,993 6,387
Appendix A. Budgeted Standard Statements
A-4
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix A
Moorabool Shire Council
Budgeted Standard Capital Works Statement For the five years ending 30 June 2014
Budget 2009/10 $'000's Capital Works Expenses Sealed Roads Unsealed Roads Footpath, Kerb and Channel, Other Stormwater and Drainage Community Land and Facilities Corporate Land and Facilities Plant and Equipment Total Capital Works Represented by: Renewal New assets Total Capital Works Budget 2010/11 $'000's Budget 2011/12 $'000's Budget 2012/13 $'000's Budget 2013/14 $'000's
2,677 495 437 113 1,248 1,200 802 6,972
2,105 341 578 362 1,047 3,900 800 9,132
2,283 278 915 306 974 0 1,124 5,880
4,143 320 834 294 310 0 1,000 6,900
4,346 791 1,057 342 364 0 1,000 7,900
4,970 2,002 6,972
4,432 4,700 9,132
4,756 1,124 5,880
5,900 1,000 6,900
6,900 1,000 7,900
Appendix A. Budgeted Standard Statements
A-5
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix A
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Appendix A. Budgeted Standard Statements
A-6
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix B
Statutory Disclosures
This appendix presents information required pursuant to the Act and the Regulations to be disclosed in Council’s Annual Budget. The appendix includes the following budgeted information: • Borrowings • Rates and charges • Differential rates
Appendix B. Statutory Disclosures
B-1
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix B
Statutory Disclosures
1. Borrowings
Forecast 2008/09 $ 1,205,000 839,985 2009/10 $ 2,050,000 914,438
New borrowings (other than refinancing) Debt redemption
2. Rates and charges
2.1 The proposed rate in the dollar for each type of rate to be levied
Type of Property Commercial - Liquor Licence Commercial Rate Commercial Vacant Land Extractive Industry Rate Farm Rate - up to 100 ha Farm Rate >100 ha General Rate Industrial Rate Industrial Vacant Land Vacant Land General Vacant Land R1Z and RLZ Vacant Land R2Z Vacant Land Farming Zone 2008/09 cents/$CIV 0.006752 0.006337 0.009260 0.012347 0.003087 0.003280 0.003966 0.006559 0.010214 0.009260 0.009260 0.010032 0.004186 2009/10 cents/$CIV 0.006921 0.006495 0.009492 0.012656 0.003164 0.003362 0.004065 0.006723 0.010469 0.009492 0.009492 0.010283 0.004291
2.2 The estimated amount to be raised by each type of rate to be levied
Type of Property Commercial - Liquor Licence Commercial Rate Commercial Vacant Land Extractive Industry Rate Farm Rate - up to 100 ha Farm Rate >100 ha General Rate Industrial Rate Industrial Vacant Land Vacant Land General Vacant Land R1Z and RLZ Vacant Land R2Z Vacant Land Farming Zone 2008/09 $ 130,503 773,677 38,410 215,978 1,480,763 1,059,736 9,869,479 291,454 66,709 521,167 1,287,703 13,994 377,633 2009/10 $ 129,793 795,748 39,277 221,091 1,540,026 1,132,630 10,233,832 303,818 68,718 535,364 1,307,320 14,631 371,289
2.3 The estimated total amount to be raised by rates
2008/09 $ 16,127,206 2009/10 $ 16,693,537
Total rates to be raised
Appendix B. Statutory Disclosures
B-2
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix B
2.4 The proposed percentage change in the rate in the dollar for each type of rate to be levied, compared to that of the previous financial year
2009/10 Change 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5%
Type of Property Commercial - Liquor Licence Commercial Rate Commercial Vacant Land Extractive Industry Rate Farm Rate - up to 100 ha Farm Rate >100 ha General Rate Industrial Rate Industrial Vacant Land Vacant Land General Vacant Land R1Z and RLZ Vacant Land R2Z Vacant Land Farming Zone
2008/09 7.6% 7.6% 7.6% 7.6% 7.6% 7.6% 7.6% 7.6% 7.6% 7.6% 7.6% 7.6% 7.6%
2.5 The number of assessments for each type of rate to be levied compared to the previous year
Type of Property Commercial - Liquor Licence Commercial Rate Commercial Vacant Land Extractive Industry Rate Farm Rate - up to 100 ha Farm Rate >100 ha General Rate Industrial Rate Industrial Vacant Land Vacant Land General Vacant Land R1Z and RLZ Vacant Land R2Z Vacant Land Farming Zone Total number of assessments
2008/09 17 297 14 14 1,053 412 9,495 139 45 469 972 12 498 13,443
2009/10 22 298 14 14 1,067 415 9,569 140 44 458 963 10 481 13,495
2.6 The basis of valuation to be used is the Capital Improved Value (CIV)
Appendix B. Statutory Disclosures
B-3
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix B
2.7 The estimated total value of land in respect of which each type of rate is to be levied compared with the previous year
Type of Property Commercial - Liquor Licence Commercial Rate Commercial Vacant Land Extractive Industry Rate Farm Rate - up to 100 ha Farm Rate >100 ha General Rate Industrial Rate Industrial Vacant Land Vacant Land General Vacant Land R1Z and RLZ Vacant Land R2Z Vacant Land Farming Zone Total 2008/09 $ 19,328,000 122,080,000 4,148,000 17,493,000 479,733,000 323,134,000 2,488,429,000 44,435,000 6,531,000 56,282,000 139,062,000 1,395,000 90,207,000 3,792,257,000 2009/10 $ 18,787,000 122,380,000 4,148,000 17,493,000 485,834,000 335,788 2,518,217,000 45,309,000 6,554,000 56,539,000 138,064,000 1,423,000 86,191,000 3,836,727,000
2.8 The proposed unit amount to be levied for each type of charge under section 159 and 162 of the Act
Per Rateable Property Type of Charge Waste Management Domestic Waste Collection 2008/09 $ 70 140 Per Rateable Property 2009/10 $ 79 150
2.9 The estimated amounts to be raised for each type of charge to be levied compared to the previous year
Type of Charge Waste Management Domestic Waste Collection Total 2008/09 $ 859,075 1,375,500 2,234,575 2009/10 $ 1,010,884 1,486,799 2,497,683
2.10 The estimated total amount to be raised by rates and charges (including Supplementary and Special Rates): $19,316,000 2.11 There are no known significant changes which may affect the estimated amounts to be raised by rates and charges. However, the total amount to be raised by rates and charges may be affected by: • • • • The making of supplementary valuations; The variation of returned levels of value (e.g. valuation appeals); Changes of use of land such that rateable land becomes non-rateable land and vice versa; and Changes of use of land such that residential land becomes business land and vice versa.
Appendix B. Statutory Disclosures
B-4
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix B
3. Differential rates
General Developed Land Objective: To ensure that all rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including the – 1. 2. 3. Construction and maintenance of public infrastructure; Development and provision of health and community services; and Provision of general support services.
Types and Classes: Rateable land having the relevant characteristics described in the below definition. Use and Level of Differential Rate: • • The differential rate will be used to fund some of those items of expenditure described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above.
Geographic Location: Wherever located within the municipal district. Use of Land: Any use permitted under the relevant Planning Scheme. Planning Scheme Zoning: The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the relevant Planning Scheme. Types of Buildings: All buildings which are now constructed on the land or which are constructed prior to the expiry of the 2009/10 Financial Year. Definition: Any land: on which a dwelling with an approved occupancy permit is erected and occupied for the principal purpose of physically accommodating persons; or which does not have the characteristics of: o Extractive Industry Land; o Industrial Land; o Vacant Industrial Land; o General Commercial Land; o Commercial Licensed Premises Land; o Vacant Commercial Land; o General Vacant Land; o Vacant Residential 2 Zone Land; o Vacant Residential 1 Zone Land; o Vacant Rural Living Zone Land; o Vacant Farming Zone Land; o Farm land up to 100ha; or o Farm Land >100ha.
Appendix B. Statutory Disclosures B-5
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix B
Extractive Industry Land Objective: To ensure that all rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including the – 1. Construction and maintenance of public infrastructure; 2. Development and provision of health and community services; and 3. Provision of general support services. Types and Classes: Rateable land having the relevant characteristics described in the below definition. Use and Level of Differential Rate: • • The differential rate will be used to fund some of those items of expenditure described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above.
Geographic Location: Wherever located within the municipal district. Use of Land: Any use permitted under the relevant Planning Scheme. Planning Scheme Zoning: The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the relevant Planning Scheme. Types of Buildings: All buildings which are now constructed on the land or which are constructed prior to the expiry of the 2009/10 Financial Year. Definition: Any land: which is used primarily for the extraction or removal of minerals, earth or stone including the treatment of minerals, earth or stone; or on which activities for the extraction or removal of minerals, earth or stone including the treatment of minerals earth or stone which have been discontinued but the land has not yet been rehabilitated to environmental standards as required by law.
Appendix B. Statutory Disclosures
B-6
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix B
Industrial Land Objective: To ensure that all rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including the – 1. Construction and maintenance of public infrastructure; 2. Development and provision of health and community services; and 3. Provision of general support services. Types and Classes: Rateable land having the relevant characteristics described in the below definition. Use and Level of Differential Rate: • • The differential rate will be used to fund some of those items of expenditure described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above.
Geographic Location: Wherever located within the municipal district. Use of Land: Any use permitted under the relevant Planning Scheme. Planning Scheme Zoning: The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the relevant Planning Scheme. Types of Buildings: All buildings which are now constructed on the land or which are constructed prior to the expiry of the 2009/10 Financial Year. Definition: Any developed land; which is occupied for the principal purpose of carrying out the manufacturing or production of goods or services within an Industrial zone under the Moorabool Planning Scheme.
Appendix B. Statutory Disclosures
B-7
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix B
Industrial Vacant Land Objective: To ensure that all rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including the – 1. Construction and maintenance of public infrastructure; 2. Development and provision of health and community services; and 3. Provision of general support services. Types and Classes: Rateable land having the relevant characteristics described in the below definition. Use and Level of Differential Rate: • • The differential rate will be used to fund some of those items of expenditure described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above.
Geographic Location: Wherever located within the municipal district. Use of Land: Any use permitted under the relevant Planning Scheme. Planning Scheme Zoning: The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the relevant Planning Scheme. Definition: Any land; which is located within an Industrial zone under the Moorabool Planning Scheme which is not yet developed for the purpose of carrying out manufacturing of goods or services.
Appendix B. Statutory Disclosures
B-8
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix B
General Commercial Land Objective: To ensure that all rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including the – 1. Construction and maintenance of public infrastructure; 2. Development and provision of health and community services; and 3. Provision of general support services. Types and Classes: Rateable land having the relevant characteristics described in the below definition. Use and Level of Differential Rate: • • The differential rate will be used to fund some of those items of expenditure described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above.
Geographic Location: Wherever located within the municipal district. Use of Land: Any use permitted under the relevant Planning Scheme. Planning Scheme Zoning: The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the relevant Planning Scheme. Types of Buildings: All buildings which are now constructed on the land or which are constructed prior to the expiry of the 2009/10 Financial Year. Definition: Any developed land; which is occupied for the principal purpose of carrying out trade in goods or services within a commercial zone under the Moorabool planning scheme; or which does not have the characteristics of; o Commercial Licensed Premises Land.
Appendix B. Statutory Disclosures
B-9
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix B
Commercial Licensed Premise Land Objective: To ensure that all rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including the – 1. Construction and maintenance of public infrastructure; 2. Development and provision of health and community services; and 3. Provision of general support services. Types and Classes: Rateable land having the relevant characteristics described in the below definition. Use and Level of Differential Rate: • • The differential rate will be used to fund some of those items of expenditure described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above.
Geographic Location: Wherever located within the municipal district. Use of Land: Any use permitted under the relevant Planning Scheme. Planning Scheme Zoning: The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the relevant Planning Scheme. Types of Buildings: All buildings which are now constructed on the land or which are constructed prior to the expiry of the 2009/10 Financial Year. Definition: Any developed land; which is occupied for the principal purpose of carrying out trade in goods or services within a commercial zone under the Moorabool Planning Scheme; or which has a liquor license or permit issued under the Liquor Control Reform Act 1998 with the following license type: o Club License; o General License.
Appendix B. Statutory Disclosures
B-10
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix B
Vacant Commercial Land Objective: To ensure that all rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including the – 1. Construction and maintenance of public infrastructure; 2. Development and provision of health and community services; and 3. Provision of general support services. Types and Classes: Rateable land having the relevant characteristics described in the below definition. Use and Level of Differential Rate: • • The differential rate will be used to fund some of those items of expenditure described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above.
Geographic Location: Wherever located within the municipal district. Use of Land: Any use permitted under the relevant Planning Scheme. Planning Scheme Zoning: The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the relevant Planning Scheme. Definition: Any land; which is located within a Commercial Zone under the Moorabool Planning Scheme which is not yet developed for the purpose of carrying out trade in goods or services.
Appendix B. Statutory Disclosures
B-11
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix B
General Vacant Land Objective: To ensure that all rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including the – 1. Construction and maintenance of public infrastructure; 2. Development and provision of health and community services; and 3. Provision of general support services. Types and Classes: Rateable land having the relevant characteristics described in the below definition. Use and Level of Differential Rate: • • The differential rate will be used to fund some of those items of expenditure described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above.
Geographic Location: Wherever located within the municipal district. Use of Land: Any use permitted under the relevant Planning Scheme. Planning Scheme Zoning: The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the relevant Planning Scheme. Definition: Any land; on which no dwelling with an approved occupancy permit is erected; and which does not have the characteristics of; o Vacant Residential 2 Zone land; o Vacant Residential 1 Zone land; o Vacant Rural Living Zone land; or o Vacant Farming Zone land.
Appendix B. Statutory Disclosures
B-12
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix B
Vacant Farming Zone Land Objective: To ensure that all rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including the – 1. Construction and maintenance of public infrastructure; 2. Development and provision of health and community services; and 3. Provision of general support services. Types and Classes: Rateable land having the relevant characteristics described in the below definition. Use and Level of Differential Rate: • • The differential rate will be used to fund some of those items of expenditure described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above.
Geographic Location: Wherever located within the municipal district. Use of Land: Any use permitted under the relevant Planning Scheme. Planning Scheme Zoning: The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the relevant Planning Scheme. Definition: Any land; on which no dwelling with an approved occupancy permit is erected; and which is located within a Farming Zone under the Moorabool Planning Scheme.
Appendix B. Statutory Disclosures
B-13
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix B
Vacant R1Z and RLZ Land Objective: To ensure that all rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including the – 1. Construction and maintenance of public infrastructure; 2. Development and provision of health and community services; and 3. Provision of general support services. Types and Classes: Rateable land having the relevant characteristics described in the below definition. Use and Level of Differential Rate: • • The differential rate will be used to fund some of those items of expenditure described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above.
Geographic Location: Wherever located within the municipal district. Use of Land: Any use permitted under the relevant Planning Scheme. Planning Scheme Zoning: The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the relevant Planning Scheme. Definition: Any land; on which no dwelling with an approved occupancy permit is erected; and which is located within a Residential 1 Zone (R1Z) under the Moorabool Planning Scheme; or which is located within a Rural Living Zone (RLZ) under the Moorabool Planning Scheme.
Appendix B. Statutory Disclosures
B-14
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix B
Vacant R2Z Land Objective: To ensure that all rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including the – 1. Construction and maintenance of public infrastructure; 2. Development and provision of health and community services; and 3. Provision of general support services. Types and Classes: Rateable land having the relevant characteristics described in the below definition. Use and Level of Differential Rate: • • The differential rate will be used to fund some of those items of expenditure described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above.
Geographic Location: Wherever located within the municipal district. Use of Land: Any use permitted under the relevant Planning Scheme. Planning Scheme Zoning: The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the relevant Planning Scheme. Definition: Any land; on which no dwelling with an approved occupancy permit is erected; and which is located within a Residential 2 Zone (R2Z) under the Moorabool Planning Scheme.
Appendix B. Statutory Disclosures
B-15
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix B
Farm up to 100ha Land Objective: To ensure that all rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including the – 1. Construction and maintenance of public infrastructure; 2. Development and provision of health and community services; and 3. Provision of general support services. Types and Classes: Rateable land having the relevant characteristics described in the below definition. Use and Level of Differential Rate: • • The differential rate will be used to fund some of those items of expenditure described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above.
Geographic Location: Wherever located within the municipal district. Use of Land: Any use permitted under the relevant Planning Scheme. Planning Scheme Zoning: The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the relevant Planning Scheme. Types of Buildings: All buildings which are now constructed on the land or which are constructed prior to the expiry of the 2009/10 Financial Year. Definition: Any land; which is “farm land” within the meaning of section 2(1) of the Valuation of Land Act 1960; which is not greater than 100 hectares in area; and which is not a “single farm enterprise” within the meaning of section 159(4) of the Local Government Act 1989.
Appendix B. Statutory Disclosures
B-16
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix B
Farm >100ha Land Objective: To ensure that all rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including the – 1. Construction and maintenance of public infrastructure; 2. Development and provision of health and community services; and 3. Provision of general support services. Types and Classes: Rateable land having the relevant characteristics described in the below definition. Use and Level of Differential Rate: • • The differential rate will be used to fund some of those items of expenditure described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above.
Geographic Location: Wherever located within the municipal district. Use of Land: Any use permitted under the relevant Planning Scheme. Planning Scheme Zoning: The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the relevant Planning Scheme. Types of Buildings: All buildings which are now constructed on the land or which are constructed prior to the expiry of the 2009/10 Financial Year. Definition: Any land; which is “farm land” within the meaning of section 2(1) of the Valuation of Land Act 1960; and which is greater than 100 hectares in area. Each differential rate will be determined by multiplying the Capital Improved Value of each rateable land categorized by the characteristics described in above paragraphs of this document and by the relevant percentages.
Appendix B. Statutory Disclosures
B-17
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix B
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Appendix B. Statutory Disclosures
B-18
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix C
Capital Improvement Program
This appendix presents a summary of the capital works projects that will be undertaken for the five year period to 2013/14. A detailed listing is included on Council’s website. The Capital Improvement Program is divided into five groups of works: • • • • • Roads and Transport Stormwater Network Community Land and Facilities Corporate Land and Facilities Plant and Equipment
Capital Improvement Program
BUDGET 2009/10
PROPOSED 2010/11
PROPOSED 2011/12
PROPOSED 2012/13
PROPOSED 2013/14
Group 1 - Roads and Transport Group 2 - Stormwater Network Group 3 - Comm Land and Facilities Group 4 - Corp Land and Facilities Group 5 - Plant and Equipment Total CIP
3,609 113 1,248 1,200 802 6,972
3,024 362 1,047 3,900 800 9,132
3,476 306 974 0 1,124 5,880
5,297 294 310 0 1,000 6,900
6,194 342 364 0 1,000 7,900
Asset Renewal New Assets Total CIP
4,970 2,002 6,972
4,432 4,700 9,132
4,756 1,124 5,880
5,900 1,000 6,900
6,900 1,000 7,900
Appendix C. Capital Improvement Program
C-1
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix C
Detailed Capital Improvement Program 2009/10 Group 1 – Roads and Transport
Project Name General Location Ramage Road to south of Scarfs North Road Sharrocks Road to Powerline Road East of Egerton Ballark Rd intersection (stage 2) Between Careys East Road and Careys Road North of recent reconstruction West of Egerton Ballark Road to East of Egerton Ballark Road West Powerline to West of Egerton-Ballark Road Cairns to Halletts (2007) Between Elaine-Morrisons and Forbes Rd Weeron Road to Hocking Track Total Expenditure $576,000 $250,000 $103,000 $105,000 $350,000 $49,500 $122,000 $8,500 $40,000 $25,000 $1,629,000 $5,016 $5,016 $4,512 $5,256 $5,160 $5,192 $4,092 $4,408 $4,208 $3,092 $4,092 $4,028 $3,328 $2,684 $3,712 $3,672 $3,632 $3,612 $3,600 $3,440 $3,400 $3,408 $3,296 $3,252 $3,060 $3,000
C-2
Sealed Road Development Program
Yankee Flat Road Yendon-Egerton Road Egerton Bungeeltap Rd Old Melbourne Road Yendon Lal Lal Rd Yendon-Egerton Road Yendon-Egerton Road Albert Street Ballan Meredith Rd Spargo Creek Road
Bituminous Sealing Program
Underbank Boulevard Underbank Boulevard Decker Street Luton Court Gulline Close Ryan Court Harbours Road Ballan-Egerton Road Dickie Street Crook Street McDonald Court Ingliston Road Halletts Way Crook Street Ellerslie Court Densley Street Ballan-Meredith Road Pike Place Crook Street Bushby Court Ingliston Road Eaglesons Road Epsom Close Duncan Street Lord Street Duncan Street
Appendix C. Capital Improvement Program
Between Main Street and Gothic Drive Between Main Street and Gothic Drive Entire Length Entire Length Entire Length Entire Length St of Ballantyne Rd East of Bridge North of Morton Street From Main Street Entire Length Sth of Bridge From Main Street Entire Length Entire Length North of Egerton-Ballark Entire Length Entire Length Entire Length Sealed section from Clarendon-Lal Lal Rd Entire Length Between Atkinson Street and Edols Street North of Simpson Street Atkinson Street to Steiglitz St
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix C
Project Name General Location Atkinson Street to Steiglitz St Triggs Rd to Old Melbourne Rd From Service Lane Triggs Rd to Old Melbourne Rd Gosling Street East Entire Length Entire Length Entire Length Wide intersection with Margaret Drive East from Crook Street Main Street to Bennett St Entire Length Roundabout to Cowie Street South from Reserve Rd Entire Length Entire Length Entire Length Main Road Main Road From Simone Rd Between Underbank and Ascot Entire Length Atkinson Street to Steiglitz St Between Atkinson Street and Edols Street Between Main Street and Gothic Drive From Main Street West Leg At Underbank From Kanes Ln to Ormond Rd RR crossing East from Bridge Sth from Barkstead Road North from Muirs From East of Racecourse Rd to bridge Entire Length North of Roundabout Between Main Street and Gothic Drive Entire Length Entire Length From Davies St From Davies St Entire Length From Gravel section towards Manning Blvd Entire Length
C-3
Total Expenditure $3,000 $2,980 $2,672 $2,356 $2,560 $2,600 $2,556 $2,564 $2,540 $2,380 $2,040 $2,160 $2,288 $1,952 $2,176 $1,792 $1,916 $1,848 $1,848 $1,832 $1,752 $1,616 $1,504 $1,456 $1,400 $952 $1,344 $1,320 $1,268 $1,008 $980 $840 $432 $608 $540 $528 $444 $212 $10,560 $2,060 $4,900 $8,600 $1,772 $17,444 $4,780
Bituminous Sealing Program (cont)
Duncan Street Lesters Road Pearsons Road Lesters Road Gosling Street Randwick Street Munro Court Cashmore Court McDonald Court Lerderderg Street Young Street Evans Court Simpson Street Church Street Cherry Court Willis Court Morton Street Gordon-Egerton ROAD Gordon-Egerton ROAD Lorna Street Rosehill Drive Love Close Duncan Street Duncan Street Underbank Boulevard Crook Street Ballan-Meredith Road Ryan Court Rosehill Drive Barkstead Road Cowie Street Ballan-Egerton Road Ormond Road Mt Blackwood Road Old Melbourne Road Morton Street Hopetoun Park Road Underbank Boulevard Rogers Road Myers Street Nathan Drive Nathan Drive Packham Court Ramsay Crescent Stanton Court
Appendix C. Capital Improvement Program
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix C
Project Name General Location Entire Length Gravel section Eastern end. Dead end Entire Length Entire Length Total Expenditure $4,960 $3,948 $5,768 $2,520 $5,760 $5,760 $2,400 $2,368 $3,640 $3,080 $632 $2,128 $3,784 $19,536 $19,488 $1,040 $9,864 $12,800 $13,180 $5,616 $23,552 $240 $19,040 $11,352 $19,824 $26,856 $12,320 $6,680 $9,020 $372 $27,776 $23,064 $3,872 $1,296 $4,104 $1,876 $343 $320 $26,779 $5,301 $567,807 $9,000 $9,000 $21,000
C-4
Bituminous Sealing Program (cont)
Vance Close Victoria Street Witney Court Banksia Court Labilliere Street Labilliere Street Paces Lane Rowsley Station Road Rowsley Station Road Rowsley Station Road Rowsley Station Road Rowsley Station Road Vallence North Road Mt Blackwood Road Purcells Lane Black Swamp Road Black Swamp Road Clarkes Hill Road Torpys Road Treated Pine Road Springbank Road Springbank Road Wiggins Road Ormond Road Springbank Road Springbank Road Boundary Church Road Ralstons Road Blakeville Road Old Melbourne Road Spargo Creek Road Old Western Highway Old Western Highway Old Western Highway Pykes Creek Road Pykes Creek Road Spencer Road Spencer Road Beremboke Road Line marking
From Bacchus Marsh-Balliang Est of BM-Balliang Rd to end of Seal Near factory Near factory Est of BM-Balliang Rd to end of Seal Est of BM-Balliang Rd to end of Seal Entire Length Sth of Long Point to Nth of Long Point Rd Entire Length At Bungaree-Creswick Rd Between Springbank and Wilsons North from Black Swamp Sth from Bungaree-Wallace Rd North of Bungaree-Wallace Rd Between Barkstead and Carters Lane East from Spargo Creek Either side of Skeltons Rd North of Freeway Bridge West from Ormond East from Spargo Creek West of Bungaree-Creswick From Bungaree--Creswick Rd From Ballan-Greendale Rd Bridge Deck West of Racecourse Rd East from Hocking Track North of Old Melbourne Road Near on-ramp for Western Freeway From Freeway interchange toward On Ramp West from off Ramp From Greendale-Myrniong Rd
various locations on above reseals
Shoulder Resheeting Program
Mt Doran - Egerton Rd Greenhills Rd Swans Rd
Appendix C. Capital Improvement Program
From Blue Bridge Rd From Blue Bridge Rd From Ch 1660 to 3060
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix C
Project Name General Location From Kanes Lane to Ronans Rd From Barkstead Rd going North From Longs Hill to Kierces From Wells Rd From Midland Hwy From B Careys to Railway From Lennox Lane to Hamills Lane North from Black Swamp Total Expenditure $15,000 $7,500 $21,000 $15,000 $21,000 $9,000 $29,500 $12,000 $169,000
Shoulder Resheeting Program (cont)
Barkstead Rd Mollongghip Rd Ralstons Rd Lerderderg Park Road Yendon No 2 Old Melbourne Rd Ballan-Meredith Rd Clarkes Hill Road
Gravel Road Resheeting Program
Boundary Church Old Cartons McHughs Haywood School Agars Agars Martin Ditchfield North Mt Blackwood La Cote Greenhills Hughes Greenhills Woodlands Mollongghip Rd to Black Swamp Rd north off Cartons Rd south off Callahans Lane east from Mills Rd Geelong B.M Rd to Cummings Rd School Rd to Ballan Rd Mortons Rd to School Rd north off Grace Rd Ditchfield Rd to Howards Rd Tower Track to Shuter Track Greendale Myrniong Rd to Nolan Lane Binks Rd to Brady Lane north off Mt Doran Egerton Rd to forestry Blackwood Ridge Rd to Paradise Rd north off Skeltons Rd $38,000 $19,000 $25,000 $10,000 $18,000 $14,000 $76,000 $11,000 $52,000 $15,000 $34,000 $80,000 $43,000 $42,000 $18,000 $495,000
Bridge Development program
Spencer Road Ballan-Egerton Road Ballan-Greendale Road Glenmore Road Elaine-Mt Mercer Road Yendon-Egerton Road Yendon-Egerton Road Moorabool West Road Ballan-Greendale Road Ballan-Greendale Road Bridge over Werribee River 100m West of Cowie St Crossing Moorabool River East Branch Crossing Werribee River Bottom of Cut Hill 3km from Midland Hwy Crossing Moorabool River West Branch Crossing Lal Lal Creek Crossing Moorabool River East Branch Crossing Korjamnunip Creek Crossing Dale Creek $135,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $180,000 $17,000 $14,000 $21,500
C-5
Path Development Program
Griffith St Graham Street Main Street
Appendix C. Capital Improvement Program
Grant St to Franklin St Pilmer St. to dead end, East Clarinda St to Main St
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix C
Project Name General Location George St to Young St Bennett St to Lerderderg St Mitchem St. to East Maddingley Rd, South Shea St to end, West Grey St to Mitchell St Main St to Simpson St Shire offices to Lord St, South Madden Dve to McGregor St Darcy St (west) to Darcy St (east) Waddell St. to Main St, East Lord St. to Fisken St, South Simone rd to Donald Street, North New Path to Library Stop Total Expenditure $16,000 $12,000 $8,000 $9,000 $7,000 $13,500 $8,000 $26,500 $25,500 $17,000 $12,000 $13,000 $4,000 $224,000 $60,000 $38,000 $60,000 $29,000 $26,000 $213,000 $12,000 $12,000 $25,000 $10,000 $3,000 $17,000
Path Development Program (cont)
Lerderderg St Gisborne Rd Parwan Road Kerr Street Nelson St Fisken St Main Street White Ave McLennan Ave Grant Street Main Street Lorna Street Martin St Blackwood
Kerb and Channel Development Program
Crook Street Dickson Street Young Street McFarland Street Graham Street Main to Lerderderg (West side only) Gisborne Rd to Young Street Main St to Bennett St Young Street to end Sydney St to Pilmer St
Road Safety program
Stone Hut Road Blakeville Road Road Safety Program Road Safety Program Road Safety Program Road Safety Program Bungaree Wallace Service Road 250m south of Alfreds Lane 100m north of Cam lane Crests and curves widening sub program crash barriers rural intersection safety street lighting improvements Close the extremely unsafe service road entry/exit adjacent to the railway level crossing and create a new entry/exit opposite Erin Court Relocate Blackwood Mobile Library stop Intersection of Dales Creek North And Greendale Trentham Road
Martin Street Blackwood Install Street Lighting Dales Creek
$30,000 $10,000 $12,000 $131,000
Total Group 1 - Roads and Transport
$3,608,807
Appendix C. Capital Improvement Program
C-6
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix C
Group 2 - Stormwater Network
Project Name General Location Between School Access Rd and Parwan Rd Mahoney Crt to Manly Court Bungal Ward Bacchus Marsh East Moorabool Ward Total Expenditure $10,000 $6,000 $16,500 $25,000 $50,000 $5,000
Pit Lid Replacement Program
South Maddingley Malcolm St Grey St / Ruddick Pl Bacchus Marsh Access control
Total Group 2 - Stormwater Network
$112,500
Group 3 – Community Land and Facilities
Project Name General Location Replacement of aged existing park fencing to control access. Total Expenditure
Community Land Development Program
Replacement of reserve fencing Replacement of park furniture Lighting improvements to existing reserves Blacksmiths Cottage Mt Wallace Hall and Recreation Reserve Gordon Recreation Reserve Wallace Recreation Reserve Bungaree Recreation Reserve Myrniong & District MCiA $15,000 $5,000 $5,000 $25,000 $10,000 $21,000 $11,000 $40,000
Lal Lal Falls Advisory Committee Bungaree & District Lal Lal MCiA Group Rushing Waters Advisory Committee
Myrniong Hall Committee Mt Egerton Recreation Reserve Committee Myrniong Recreation Reserve Gateways Branding Project Navigators Community Centre
Restoration and Heritage works Construct Playground Replace fence around oval Upgrade cricket nets Design and Plan Multi-purpose community Centre Scope - Development of link between Werribee Gorge & Werribee river with Myrniong creek Construction of paths at Reserve as per Master Plan Scope - Resurfacing ovals in Dunnstown & Bungaree Recreation Reserve Yendon to Navigators Walking Trail New Adventure Playground at Windle St area entrance of Caledonian Park as per Master Plan Landscape gardening / spouting repairs Construct Veranda on existing Clubrooms Tree planting and landscaping Upgrade and resurfacing of courts 1,2,3
$10,000 $3,450 $4,000 $10,000
$25,000 $15,000 $30,000 $18,000 $100,000 $64,000
Appendix C. Capital Improvement Program
C-7
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix C
Project Name General Location New Bus Stop Shelters Ongoing Program Ongoing Program Dunnstown Water and Toilets project $20,000 $10,000 $40,000 Total Expenditure
Community Land Development Program (cont)
Bus Shelter / Bike Route Development Program Bus Shelter / Bike Route Audit Program Playgrounds Development Program Dunnstown Recreation Reserve (total project costs $210,000 including $63,000 funded in 2008/09) Ballan Recreation Reserve (total project costs $313,000 including $85,000 funded in 2008/09) Wallace Recreation Reserve (total project costs $280,000 including $85,000 funded in 2008/09) Wallace Early Years Development Hub Moorabool Junior Sport Infrastructure Development Project. The project will provide required infrastructure to facilitate competition at two new overflow facilities Other Community Facility Development Program Gordon Tennis Courts Playground Program Totals Bacchus Marsh pool furniture Totals School bus shelters School bus shelters School bus shelters School bus shelters Totals
$147,000 Pavilion Development $228,000 Pavilion Development $195,000 $100,000 Siberia Sportsground and Darley Junior Campus Oval $60,000 Relocate Mobile Library to Inglis Street Scoping and Identification of funding sources New Playground Grantleigh (Scope Yr 1) $5,000 $10,000 $3,000 $1,229,450 $5,000 $5,000 $3,500 $3,500 $3,500 $3,500 $14,000
Swimming Pools Development Program
Bacchus Marsh Pool
Bus Shelters / Bus Routes Development Program
East Moorabool Ward Bungal Ward Woodlands Ward West Moorabool Ward
Total Group 3 - Community Land and Facilities Group 4 – Corporate Land and Facilities
Project Name Major Corporate and Community Asset Projects (this includes the Community Learning Centre and funds could also be allocated to the purchase of the former Darley Secondary Campus should council resolve to purchase this asset.) General Location
$1,248,450
Total Expenditure
$1,200.000
Total Group 4 - Corporate Land and Facilities
Appendix C. Capital Improvement Program C-8
$1,200.000
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix C
Group 5 - Plant and Equipment
Project Name Plant and Equipment Replacement Program (This involves the replacement of Council’s motor vehicle fleet and the major plant used in Council operations.) General Location Total Expenditure
$802,000
Total Group 5 - Plant and Equipment
$802,000
Total 2009/10 Capital Improvement Program
$6,971,757
Appendix C. Capital Improvement Program
C-9
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix D
Key Strategic Activities
This appendix presents a number of key strategic activities to be undertaken during the 2009/10 year and performance targets and measures in relation to these. By measuring our performance we are able to determine how effective we have been in honouring our objectives. These indicators give us information about the success of our initiatives and whether our actions are understood and valued by the community. Many of these indicators are derived from the Community Satisfaction Survey while others are financial indicators that are recommended by the Auditor General’s Office. Some indicators are specific to Moorabool Shire Council and measure our ability to deliver services to our community and provide good customer service.
Appendix D. Key Strategic Activities
D-10
Executive Summary
Overview
Budget Analysis
Long Term Strategies
Appendices
Appendix D
Moorabool Shire Council
Key Strategic Activities For the year ending 30 June 2010
Representation and Leadership of our Community Measure Satisfaction with Council’s performance in community engagement Satisfaction with Council’s performance in advocacy Value of new initiatives delivered by regional collaboration and partnerships Community Wellbeing Measure Satisfaction with Council’s health and community services. Satisfaction with Council’s recreation facilities Satisfaction with Council’s economic development activities Value of Community Grants provided Number of Community Groups successful in obtaining funds as part of the Community Grant Program Number of volunteers working for Council Number of visitations to Visitor Information Centre Enhance the Natural and Built Environment Measure Satisfaction with Moorabool roads and footpaths Satisfaction with Council’s waste service Satisfaction with the appearance of public areas Value of projects included in Capital Improvement Program Asset Renewal gap Percentage of properties accessing recycling services Reduction in water usage for Moorabool Shire facilities Reduction in Greenhouse gas emissions for Moorabool Shire facilities Continuous Improvement in Council Services Measure Percentage of Capital Improvement Program devoted to asset renewal Percentage of customer requests closed each quarter within timeframes of Moorabool Customer Service Charter Average Council liability per assessment Average Operating Expenditure per assessment Average Capital Expenditure per assessment Operating result per assessment
Appendix D. Key Strategic Activities
D-11