City of Whittlesea – Budget 2015/2016
City of Whittlesea – Budget 2015/16
Table of Contents
Mayor’s introduction ................................................................................................................ 1
Chief Executive Officer’s summary ............................................................................................ 3
Linkage to Council Plan.............................................................................................................. 6
Strategic objectives/Future directions ....................................................................................... 8
Services, initiatives and service performance indicators ....................................................................... 9
Future Direction 1 – Inclusive and engaged community ........................................................................ 9
Future Direction 2 – Accessibility in, out and around our community ................................................ 11
Future Direction 3 – Growing our economy ......................................................................................... 14
Future Direction 4 – Places and spaces to connect people .................................................................. 16
Future Direction 5 – Health and wellbeing........................................................................................... 19
Future Direction 6 – Living sustainably ................................................................................................ 23
Future Direction 7 – Good governance ................................................................................................ 25
Budgeted statements ...............................................................................................................28
Analysis of the budget statements ...........................................................................................35
Strategic resource plan and financial performance indicators ...................................................47
Overview to appendices ...........................................................................................................56
Appendix A Statutory Disclosures ........................................................................................................ 57
Appendix B Capital works and works carried forward from 2014/2015 .............................................. 60
Appendix C 2015/2016 Fees and Charges Schedule ............................................................................ 74
Appendix D Proposed declaration of rates and charges .................................................................... 105
City of Whittlesea – Budget 2015/2016
Mayor’s introduction
I am pleased to present the 2015/16 budget to the community of the City of Whittlesea.
Council has developed a prudent and practical budget that balances the needs for additional infrastructure and
responsible expenditure, while meeting the key priorities outlined within our 2013-17 Council Plan.
In 2015/16 the City of Whittlesea will spend $232 million to deliver more than 100 services to our community,
including a $42 million new Capital Works Program. This budget delivers for our community today, and will build a
more exciting and liveable municipality for tomorrow.
$42 million will be invested in an extensive new capital works program that will create and upgrade infrastructure
and facilities for our residents in new and established areas. More than 110 new capital works projects are proposed,
including the upgrade and construction of community centres, sporting fields and tennis courts, playgrounds and
bike paths, roads and footpaths.
Key community infrastructure projects for 2015/16 include:
 $12.6 million for roads, footpaths and streetscapes
 $4 million for the construction of a new animal welfare shelter in Epping
 $2.25 million to complete the new signalised intersection at Bridge Inn Road and Bassetts Road in Mernda
 $330,000 to complete the redevelopment of the Church Street, Whittlesea, shopping strip
 $2.2 million to construct a new kindergarten and maternal and child health service in Epping North
 $1 million to upgrade Mill Park Lakes Sportsfield
 $415,000 to complete the Waterview Recreation Reserve community pavilion.
And important new community initiatives and programs include:
 Implementation of Council’s Family Violence Strategy, to reduce family violence in partnership with local
public and non-profit agencies
 Commencing the redevelopment of the Barry Road Community Activity Centre in Lalor
 Finalisation of an Economic Development Strategy which will set clear strategic direction for investment and
job creation in the municipality, while continuing to highlight how partnerships and programs can support
local business.
Our municipality continues to grow rapidly – more than 8000 people moved here last year, making us one of
Australia’s fastest growing municipalities. However, to deliver more services to more people, Council contends with
funding pressures and rising costs for construction material and wages. Council has carefully considered all these
factors, and proposes a minimal rate rise of 3.5%. This is one of the lowest rate rises in local government, and Council
endorses this rate rise as financially responsible and within the capacity of our community to pay.
Rate capping, and advocating for essential community infrastructure and programs
Looking ahead, our Council budget will be challenged in 2016/17 with the proposed introduction of rate capping by
the state government, and the freezing of Financial Assistance Grants by the federal government. The state
government has proposed the capping of rates to the Consumer Price Index (CPI), however, the CPI measures price
movements in a standard basket of household goods and services – a very different set of costs compared to
Councils, which are more greatly affected by construction and wage cost pressures. Ultimately, the introduction of
rate capping will affect this Council’s ability to deliver the high quality services and community facilities our
community needs, and I call upon the state government to reconsider this policy.
And faced with the challenges of municipal growth, Council will continue to advocate strongly for state and federal
funding for new transport infrastructure and community services. Our City had great success with the Access Denied
advocacy campaign that was implemented in the lead-up to the 2014 state election, with the incumbent state Labor
government committing to build the O’Herns Road/Hume Freeway Interchange, and extend train services to
Mernda, within their first term of government. The City of Whittlesea was also successful in attracting funding for a
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City of Whittlesea – Budget 2015/16
new police station in Mernda, Yan Yean Road duplication in Plenty, more car parking at South Morang train station,
bus services for Epping North, South Morang, Whittlesea and Doreen, Whittlesea Secondary College extension, new
Technical school, primary schools and early childhood centres throughout our growth regions, and more. All of which
totals over $1 billion in investment. This is a strong testament to our advocacy efforts to meet the needs of our
growing community.
Building on this success we have identified our new Top 10 advocacy priorities, which are available on our website.
This will now inform the basis of our continued advocacy effort. The ability to deliver critical community needs such
as major arterial roads, public transport, hospitals, schools, health services and other community services is beyond
the scope of local government alone. Timely and ongoing funding from both the State and Federal government is
critical.
I commend and endorse the 2015/16 budget, and I thank the CEO and many staff of the City of Whittlesea who
assisted with its development. And I encourage residents to have your say on how your rates are spent – budget
submissions on any proposal contained in the proposed budget can be made at the Council website.
Cr Ricky Kirkham
Mayor
2
City of Whittlesea – Budget 2015/16
Chief Executive Officer’s summary
This Budget has been prepared with a view to operationalise the priorities, corporate objectives and actions
contained in the City of Whittlesea Council Plan.
It is therefore always challenging to maintain a strong financial position and it is pleasing that the City of Whittlesea
is well positioned to confront these fiscal challenges by taking a long term approach to financial planning.
We have a four year Strategic Resource Plan and a 15 year Strategic Financial Plan which provide the financial
framework within which priorities can be determined.
Importantly, these plans are underpinned by community input that drives the creation of our Community Plan, which
in turn, helps establish Council priorities. The programs and projects funded in the 2015/16 proposed budget are
premised on consultation with residents on their needs and aspirations and the type of community they want in
future years.
The community can be confident that service delivery at the operational level is based on detailed business plans,
which take account of community needs and resource availability, but above all provide a continued focus on
excellence in delivery of valued core services.
Key budget information is provided below about the rate increase, operating result, cash and investments, capital
works and working capital.
Rates increase
It is proposed that general rates increase by 3.5% for the 2015/16 year to a net of $127.75 million including $2.61
million from rate revenue arising from supplementary valuations.
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City of Whittlesea – Budget 2015/16
Operating result
The expected operating result for the 2015/16 year is a surplus of $95.25 million, which is an increase of $3.74
million over the 2014/15 forecast. The surplus is mainly due to the recognition of non-monetary assets through
subdivisional development. Non-monetary assets are forecast to increase from $80.32 million in 2014/15 to $86.00
million in 2015/16.
Cash and investments
Cash and investments (including financial assets) are expected to decrease from the 2014/15 forecast by $4.26
million during the 2015/16 financial year to $106.15 million.
4
City of Whittlesea – Budget 2015/16
Capital works (Gross)
The capital works program for the 2015/16 year is proposed at $50.91 million of which $8.97 million relates to
projects which will be carried forward from the 2014/15 year (refer to Appendix B – Capital Works).
Working Capital
Net current assets (working capital) will decrease by $5.77 million to $77.28 million as at 30 June 2016. This is the
result of a decrease in cash & cash equivalents due to an increased capital works program.
This budget has been developed through a rigorous process of consultation and review and management endorses it
as financially responsible. More detailed budget information is available throughout this document.
David Turnbull
Chief Executive Officer
5
City of Whittlesea – Budget 2015/16
Linkage to Council Plan
Planning and accountability framework
This section describes how the Annual Budget links to the achievement of the Council Plan within an overall planning
framework. This framework guides the Council in identifying community needs and aspirations over the long term
(‘Shaping Our Future’ Community Plan 2030), medium term (‘Shaping Our Future’ Council Plan 2013-2017) and short
term (Annual Budget) and then holding itself accountable (Audited Statements/Annual Report).
The Strategic Resource Plan, included in the Council Plan, is a rolling four year plan that outlines the financial and
non-financial resources that Council requires to achieve the strategic objectives described in the Council Plan. The
Annual Budget is then framed within the Strategic Resource Plan, taking into account the services and initiatives
included in the Annual Budget which contribute to achieving the strategic objectives specified in the Council Plan.
The diagram below depicts the planning and accountability framework that applies to local government in Victoria.
Source: Department of Environment, Land, Water and Planning (formerly Department of Transport, Planning and Local
Infrastructure)
In addition to the above, Council has a long term plan (‘Shaping Our Future’ Community Plan 2030) which articulates
a community vision, mission and values. The Council Plan is prepared with reference to Council's long term
Community Plan.
The timing of each component of the planning framework is critical to the successful achievement of the planned
outcomes. The Council Plan, including the Municipal Health and Wellbeing Plan, and the Strategic Resource Plan, is
required to be completed by 30 June following a general election and is reviewed each year in advance of the
commencement of the Annual Budget process.
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City of Whittlesea – Budget 2015/16
Our purpose
Our vision 'creating vibrant self-sustaining communities together’
The City of Whittlesea’s vision guides our effort to keep pace with the rapid changes to and growth of our
municipality over the next few years.
Our mission
The City of Whittlesea promises to:• Use evidence to decide our community direction
• We use this evidence to advocate to Council and external parties
• We strategically resource our organisation to support our community
Our values
• Excellence
• Wellbeing
• Valuing diversity
• Respect
• Open communication
• Sustainability
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City of Whittlesea – Budget 2015/16
Strategic objectives/Future directions
Council delivers services and initiatives under 30 major service categories. Each contributes to the achievement of
one of the seven Strategic Objectives, or Future Directions as we named them in the Council Plan 2013- 2017. The
following table lists the seven Future Directions Strategic Objectives as described in the Council Plan.
Future Direction
1. Inclusive and engaged community
2. Accessibility in, out and around
our community
3. Growing our economy
4. Places and spaces to connect
people
5. Health and wellbeing
6. Living sustainably
7. Good governance
Description
Our City is diverse and that is its strength. People from many countries with
different languages, faiths and customs have made it their home. There are also
urban and rural communities. When we are together we learn and grow
through each other’s experiences. We build skills and capacity so everyone can
fully engage and participate in community life. All voices are heard and decision
making takes account of all views. Our inclusive, engaged community is resilient
and strong.
Access in, out and around our community happens in many ways, and for many
reasons. Public transport, roads for vehicles, walking and bike paths,
communications and digital networks allow us to connect with the services we
need. The local services that are provided must match our community need,
and services that cannot be provided locally are easily accessible. The design
and construction of our built infrastructure enables access for all.
A diverse economy offers varied career opportunities so people can live and
work in Whittlesea. Business attraction requires infrastructure and transport
planning, affordable housing, skill development and a supportive regulatory
environment. We need to work on supporting and developing opportunities for
local business like growing the food we need locally. Education facilities offer
everyone career and skill development options.
Places, spaces and events bring people together to socialise and access services
and also help build our community and an understanding and appreciation of
our diversity. Our community hubs provide a central place to meet, shop, have a
haircut, go to the doctor, post a letter, do banking, have coffee, visit the library
and be entertained. They bring people together. Urban design develops a sense
of place built on heritage. Parks and recreation facilities improve community
wellbeing and can be used for events and celebrations. There are many
pathways to bring people together in all the communities that together make
our city.
A healthy community that supports people through all of life’s stages and cares
about life-long learning has a sense of wellbeing and belonging. Health services
are available locally and easily accessed in community hubs. Support is available
for young people, families, seniors and those who are isolated and
disadvantaged. Communities are safe places where harm from violence, alcohol
and drugs is removed. Access to education, training and information enables
life-long learning for everyone.
Living sustainably in our community means managing the impacts of
environmental, economic, and social activities, so that we remain healthy over
the long term. Our natural environment is a resource for all to enjoy and we
need to protect it for future generations. This means our carbon footprint,
water, waste, energy use, flora (particularly the majestic River Red Gums) and
our fauna need to be cared for. Strong population growth, strong housing
demand, economic growth, climate change, alternative energies and transport
all provide challenges for our environment, future planning and how we live.
Our daily routines have changed; we plan for tomorrow and use innovation to
become more sustainable. Everyone does their bit to help.
Providing good governance means that the decision making processes for
managing public resources are accessible, transparent and appropriate. Council
must take into consideration principles of social justice and human rights in the
delivery of democratic government.
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City of Whittlesea – Budget 2015/16
Services, initiatives and service performance indicators
This section provides a description of the services and initiatives to be funded in the Budget for the 2015/16 year and
how these will contribute to achieving the strategic objectives specified in the Council Plan. It also includes a number
of initiatives, major initiatives and service performance outcome indicators. The Strategic Resource Plan (SRP) is part
of and prepared in conjunction with the Council Plan.
Source: Department of Environment, Land, Water and Planning (formerly Transport, Planning and Local Infrastructure)
Future Direction 1 – Inclusive and engaged community
Our City is diverse and that is its strength. People from many countries with different languages, faiths and
customs have made it their home. There are also urban and rural communities. When we are together we learn
and grow through each other’s experiences. We build skills and capacity so everyone can fully engage and
participate in community life. All voices are heard and decision making takes account of all views. Our inclusive,
engaged community is resilient and strong.
Services
Expenditure
(Revenue)
Net Cost
$'000
Service Area
Description
Aged & Disability
Services
The role of the Aged & Disability Services team is to coordinate and deliver
community care and senior citizens' services for the community in
accordance with legislation, funding guidelines and Council policy.
Advocacy
The Advocacy Department's purpose is to advocate on behalf and with the
Whittlesea communities and other partners to influence change in respect
to public policy and resource allocation by State and Federal Governments
as well as advocating for local investment by the not for profit
organisations, private sectors and philanthropic organisations.
Community & Cultural
Development
The Community & Cultural Development Department’s purpose is to utilise
the processes of Community Cultural Development to identify, reflect,
strengthen and support the cultural values, capacity and identity of our
communities.
9
13,590
(8,147)
5,443
294
294
2,307
(57)
2,250
City of Whittlesea – Budget 2015/16
Initiatives
1)
2)
3)
4)
5)
Implement revised Home Support Staff Structure to ensure that services continue to meet the growing
client demand, achieve improved customer service and deliver funded targets. ($136,000)
Investigate the feasibility of providing event training program to develop the skills of community groups to
deliver events that are successful and safe. (existing resources)
Collect local Wurundjeri histories and stories that celebrate people, place and country that will provide
information to Council staff, people moving into the community and the wider community. (existing
resources)
Strengthening opportunities for older residents to 'age well 'through participation in and contributions to,
current and future Council provided seniors activities. (Existing resources)
Work with residents with a disability, their carers and support services to respond to issues and
opportunities presented by the rollout of the National Disability Insurance Scheme (NDIS). (existing
resources)
Major initiatives
15/16
No.
1
2
Action
Service Area
Target
Develop the four year Advocacy
Plan
Develop the Community Building
Strategy
Advocacy
100% development of the four year Advocacy Plan by
31/12/2015
100% development of the Community Building
Strategy by 31/12/2015
Community Services
Management
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City of Whittlesea – Budget 2015/16
Future Direction 2 – Accessibility in, out and around our community
Access in, out and around our community happens in many ways, and for many reasons. Public transport, roads for
vehicles, walking and bike paths, communications and digital networks allow us to connect with the services we
need. The local services that are provided must match our community need, and services that cannot be provided
locally are easily accessible. The design and construction of our built infrastructure enables access for all.
Services
Expenditure
(Revenue)
Net Cost
$'000
Service Area
Description
Engineering and
Transportation
The purpose of Engineering and Transportation is to provide quality service
in customer service, management and protection of Council's road,
drainage and public lighting infrastructure assets, design and supervision of
New Works, construction supervision of new sub divisional works, the
provision of a safe and efficient traffic, road, public transport and parking
system for existing and future communities and the provision of traffic
engineering services for infrastructure planning for new developments in
growth and established areas.
Strategic Planning and
Design
The role of the Strategic Planning and Design team is to proactively coordinate the management of forward/strategic land use planning and
design for Council’s growth areas and non-urban areas including the
development of strategic plans, structure plans and key strategic
policy/projects which impact on the future land use planning of the
municipality.
Development
Engineering
Development Engineering provides civil engineering services in the area of
infrastructure planning for new developments in growth and established
areas. Their role is to assess and approve designs and construction of
infrastructure works in new developments in accordance with statutory
regulations and Council’s policies and coordinate the planning and
construction approval process.
Major Projects
The role of the Major Projects Department is to lead the organisation in the
delivery of major infrastructure and building projects. While we are
involved in the stakeholder engagement and functional brief preparation,
our main purpose is to co-ordinate the design, manage the building
construction (including contract management and cost control) and deliver
the completed facility within agreed timelines. A major project is generally
defined as the implementation of a large, complex or politically sensitive
project (generally projects greater than $200,000 in budget and all building
projects). The project classification is determined by the sizing calculator
developed as part of the Project Management Framework and approved by
CMT once the needs identification, functional brief and preliminary
business case have been developed by the sponsor department for the New
Works project. The Major Projects Department also provides overall coordination for the development and delivery of the New Works Program.
Marketing and
Communication
Marketing & Communication strategically promotes and builds a positive
image and awareness of the City of Whittlesea, its projects, services and
initiatives. The team is a collaborative, valued and customer focussed
resource that delivers high quality outcomes and expert marketing and
communications advice and services that is an enabler for all Departments
to improve communications and community engagement. The department
is a driver of a well-informed workforce and works to create a culture
where quality marketing and communications is fundamental to Council’s
success and embedded within key planning processes.
11
6,802
(1,618)
5,184
2,217
(10)
2,207
1,421
(556)
865
2,621
2,621
1,701
(45)
1,656
City of Whittlesea – Budget 2015/16
Service performance outcome indicators
Service
Roads
Indicator
Satisfaction
Roads
Condition
Roads
Service Cost
Roads
Service Cost
Roads
Satisfaction
Performance Measure
Sealed local road requests
(The number of sealed local
road requests per 100
kilometres of
sealed local roads)
Sealed local roads below
the intervention level
(The percentage of sealed
local roads that are below
the renewal
intervention level set by
Council and not requiring
renewal)
Cost of sealed local road
reconstruction
(The direct reconstruction
cost to Council per square
metre of sealed
local roads reconstructed)
Cost of sealed local road
resealing
(The direct resealing cost to
Council per square metre of
sealed local
roads resealed)
Satisfaction with sealed
local roads
(Community satisfaction
rating out of 100 with how
Council has performed on
the condition of sealed local
roads)
Computation
Number of sealed local road requests
divided by Kilometres of sealed local
roads X 100
Number of kilometres of sealed local
roads below the renewal intervention
level set by Council divided by
Kilometres of sealed local roads
Direct cost of sealed local road
reconstruction divided by Square
metres of sealed local roads
reconstructed
Direct cost of sealed local road
resealing divided by Square metres of
sealed local roads resealed
Community satisfaction rating out of
100 with how Council has performed
on the condition of sealed local roads
Initiatives
1)
2)
3)
4)
5)
6)
7)
Advocate for road safety and traffic operation improvements including signalisation at Dalton Road/Childs
Road and Epping-High/O’Herns-Findon, Edgars Road extension, O’Herns Road upgrade, Plenty Road
upgrade and Hume Freeway interchange. (existing resources)
Compile a road condition survey regarding the status and condition of roads within the municipality.
($95,000)
Engage a Footpath Maintenance Officer over two years to review ageing footpaths within the municipality.
($73,000)
Off Leash Dog Park Strategy aimed at identifying future requirements for Developers and Council. (existing
resources)
Implement Online Communications Strategy which will deliver a number of service and engagement
efficiencies for the community reducing the need for people to come to Council Office. ($70,000)
Develop a framework to prioritise needs and timing of provision of community infrastructure, and open
space within the City’s growth areas. (existing resources)
Expansion of shared walking and cycling path networks to increase connectivity to other transport modes.
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City of Whittlesea – Budget 2015/16
Major initiatives
15/16
No.
3
4
5
Action
Service Area
Target
Complete design of Ashley Park
CAC
Commence upgrade of Barry Road
CAC
Implement priority actions from
Integrated Transport Strategy (ITS)
Major Projects
100% completion of design for Ashley Park CAC by
30/06/2016
Commencement of Barry Road CAC upgrade by
30/06/2016
100% completion of an audit of Council’s current
resourcing support and delivery of community
transport by 30/06/2016
Major Projects
Engineering &
Transportation
Attend at least 4 meetings with Public Transport
Victoria by 30/06/2016
Attend at least 4 meetings with Vic Roads by
30/06/2016
100% completion of the traffic modelling priorities
implementation plan by 30/06/2016
6
7
8
9
Complete signalisation of Bassetts
Road and Bridge Inn Road
Commence signalisation of Painted
Hills Road and Bridge Inn Road
Complete construction of
Champions Parade Early Learning
Centre
Completion of urbanisation (kerb
and channel construction) of
McKimmies Road
Major Projects
100% completion of signalisation of Bassetts Rd
and Bridge Inn Rd by 30/06/2016
Commencement of signalisation of Painted Hills Rd
and Bridge Inn Rd by 30/06/2016
100% completion of Champions Parade Early
Learning Centre construction by 30/06/2016
Major Projects
Major Projects
Engineering &
Transportation
13
100% completion of urbanisations (works to kerb
and channel) of McKimmies Rd by 30/06/2016
City of Whittlesea – Budget 2015/16
Future Direction 3 – Growing our economy
A diverse economy offers varied career opportunities so people can live and work in Whittlesea. Business
attraction requires infrastructure and transport planning, affordable housing, skill development and a supportive
regulatory environment. We need to work on supporting and developing opportunities for local business like
growing the food we need locally. Education facilities offer everyone career and skill development options.
Services
Expenditure
(Revenue)
Net Cost
$'000
Service Area
Description
Economic Development
& Organisation Planning
The purpose of the Economic Development unit is to help our business
community grow employment opportunities for residents as well as
encourage new, diverse industry into the municipality. The Organisation
Planning team works to continuously improve organisation planning,
introduce reporting for accountability and better management and to link
some process improvement & information management to these. To
provide overarching co-ordination of asset management functions across
operational and financial areas. Aiming for continuous improvement,
accountability for reporting, better corporate approach to strategic issues.
Human Resources
Human Resources provides a support function of Council and are
responsible for building, developing and managing a motivated workforce
that has the skills and capabilities required to deliver quality services to the
Whittlesea Community.
Procurement
Property and Valuations
This unit provides centre-led strategic procurement support to the
organisation. We enable maximised achievement of best value and
improved contracting efficiency while maintaining an appropriate level of
probity in the procurement process. This results the delivery of value for
money works, goods and services for our community.
The role of Property & Valuations is to provide statutory valuations on all
properties within the municipality for general valuation and supplementary
valuation purposes and to undertake continual maintenance of Council’s
property data base system. To provide professional property management
of Council property portfolio and to provide valuation and general property
advice to Council.
14
2,163
(419)
1,744
1,917
(329)
1,588
757
757
2,589
(1,179)
1,410
City of Whittlesea – Budget 2015/16
Service performance outcome indicators
Service
Indicator
Performance Measure
Computation
Economic Development
Participation
Number of businesses with an ABN in
the municipality who participate in a
business development activity divided
by Number of businesses with an ABN
in the municipality
Economic Development
Service Standard
Economic Development
Service Cost
Economic development
Economic activity
Participation in business
development activities
(The percentage of
businesses with an ABN
in the municipality who
participate in at least one
Council business
development activity)
Delivery of planned
business development
activities
(The percentage of
planned Council business
development activities
that are delivered)
Cost of economic
development service
(The direct cost to
Council in providing
economic development
services per business
with an ABN in the
municipality)
Change in number of
businesses
(Percentage change in
the number of
businesses with an ABN
in the municipality)
Number of business development
activities delivered divided by Number
of planned business development
activities
Direct cost of delivering economic
development activities divided by
Number of businesses with an ABN in
the municipality
Number of businesses with an ABN in
the municipality at the end of the
financial year less the number of
businesses at the start of the financial
year divided by Number of businesses
with an ABN in the municipality at the
start of the financial year
Initiatives
1)
2)
3)
4)
Finalise the Economic Development Strategy which will set clear strategic direction for investment and job
creation in the municipality, while continuing to highlight how partnerships and programs can support local
business.
“Clue for Whittlesea Employment Areas,” which includes a collection of land use and employment data for
Plenty Valley Town Centre, Epping Central and Cooper Street Employment Area (existing resources)
Implementation of the Procurement Strategy (existing resources)
Commence the development of Land Capability Assessment to inform future agribusiness investment and
jobs opportunities within the Green Wedge ($30,000)
Major initiatives
15/16
No.
10
Action
Service Area
Target
Conduct Land Capability
Assessment to assess agricultural
business potential
Economic
Development
100% completion of the Land Capability
Assessment by 30/06/2016
15
City of Whittlesea – Budget 2015/16
Future Direction 4 – Places and spaces to connect people
Places, spaces and events bring people together to socialise and access services and also help build our community
and an understanding and appreciation of our diversity. Our community hubs provide a central place to meet,
shop, have a haircut, go to the doctor, post a letter, do banking, have coffee, visit the library and be entertained.
They bring people together. Urban design develops a sense of place built on heritage. Parks and recreation
facilities improve community wellbeing and can be used for events and celebrations. There are many pathways to
bring people together in all the communities that together make our city.
Services
Expenditure
(Revenue)
Net Cost
$'000
Service Area
Description
Leisure and Community
Inclusion
The purpose of the Leisure and Community Inclusion Team is to provide
efficient community and sporting facility management, sporting club and
community group coordination, liaison and development; community
based programmes, professional leisure and recreational planning and
place and project based community development outcomes that are
informed through community engagement and consultation.
Plenty Ranges Arts &
Convention Centre
The role of the Plenty Ranges Arts & Convention Centre management team
is to develop awareness of PRACC as the premier regional venue and
community facility for the City of Whittlesea. To contribute to making the
City of Whittlesea an alive and vibrant place to live. Develop superior
customer service and partnerships within the corporate and private
sectors.
Parks and Open Spaces
The Parks and Open Space department exists to ensure that the community
of the City of Whittlesea has ready access to a variety of high quality,
functional and well maintained areas of public open space, including
streetscapes and similar public spaces that offer a range of passive and
recreational amenity opportunities, planned and developed based on the
principles of excellence in landscape and urban design.
Established Areas
Planning
The role of Established Areas Planning is to develop strategic policy and
planning frameworks to support and develop the existing planning
processes to deliver desired community outcomes. To manage, implement
and enforce statutory and non-statutory planning instruments including the
Whittlesea Planning Scheme, planning policies and codes. This includes
determining subdivision and planning permit applications to ensure the
effective implementation of the objectives of overarching structure plans,
development plans and Council policies for established areas.
Growling Frog Golf
Course
The role of Growling Frog Golf Course management team is to develop and
maintain and promote awareness of GFGC as a fine quality community and
public golf course and to be recognised as a priority golf destination by the
local and broader golfing community.
16
4,339
(1,145)
3,194
2,228
(1,860)
368
14,108
(876)
13,232
3,436
(915)
2,521
1,072
(970)
102
City of Whittlesea – Budget 2015/16
Service performance outcome indicators
Service
Indicator
Performance Measure
Computation
Statutory Planning
Timeliness
Median number of days between the
receipt of planning application and a
decision on planning application
Statutory Planning
Service standard
Statutory Planning
Service cost
Statutory Planning
Decision Making
Libraries
Utilisation
Libraries
Resource standard
Libraries
Service cost
Libraries
Participation
Aquatic Facilities
Satisfaction
Time taken to decide
planning applications
(The median number of
days taken between the
receipt of a planning
application and a
decision on the
application)
Planning applications
decided within 60 days
(The percentage of
planning application
decisions made within 60
days)
Cost of statutory
planning service
(The direct cost to
Council of the statutory
planning service per
planning application
received)
Planning decisions
upheld at VCAT
(The percentage of
planning application
decisions subject to
review by
VCAT that were not set
aside)
Library collection usage
(The number of library
collection item loans per
library collection item)
Standard of library
collection
(The percentage of the
library collection that has
been purchased within
the last five years)
Cost of library service
(The direct cost to
Council of the library
service per visit)
Active library members
(The percentage of the
municipal population
that are active library
Members)
User satisfaction with
aquatic facility (optional)
(The satisfaction of users
with the aquatic facility)
17
Number of planning application
decisions made within 60 days divided
by Number of planning application
decisions made
Direct cost of the statutory planning
service divided by Number of planning
applications received
Number of VCAT decisions that did not
set aside Council’s decision in relation
to a planning application divided by
Number of VCAT Council decisions in
relation to planning applications
Number of library collection item
loans divided by Number of library
collection items
Number of library collection items
purchased in the last 5 years divided
by Number of library collection items
Direct cost of the library service
divided by Number of visits
Number of active library members
divided by municipal population
User satisfaction with how council has
performed on provision of aquatic
facilities
City of Whittlesea – Budget 2015/16
Service
Indicator
Performance Measure
Computation
Aquatic Facilities
Service standard
Number of authorised officer
inspections of Council aquatic facilities
divided by Number of aquatic facilities
Aquatic Facilities
Service standard
Aquatic Facilities
Service cost
Aquatic Facilities
Service cost
Aquatic Facilities
Utilisation
Health inspections of
aquatic facilities
(The number of
inspections by an
authorised officer within
the meaning of the Public
Health and Wellbeing Act
2008 carried out per
Council Aquatic facility)
Reportable safety
incidents at aquatic
facilities
(The number of
WorkSafe reportable
aquatic facility safety
incidents)
Cost of indoor aquatic
facilities (The direct cost
to council less any
income received of
providing indoor aquatic
facilities per visit)
Cost of outdoor aquatic
facilities (The direct cost
to council less any
income received of
providing outdoor
aquatic facilities per visit)
Utilisation of aquatic
facilities (The number of
visits to aquatic facilities
per head of municipal
population)
Number of WorkSafe reportable
aquatic facility safety incidents
Direct cost of indoor aquatic facilities
less income received divided by
Number of visits to indoor aquatic
facilities
Direct cost of outdoor aquatic facilities
less income received divided by
Number of visits to outdoor aquatic
facilities
Number of visits to aquatic facilities
divided by Municipal population
Initiatives
1)
2)
3)
4)
15/16
No.
11
Mill Park Leisure Centre redevelopment design and expert technical advice. ($30,000)
Soccer Strategy which will review the needs for the next 10 years based on current trends, infrastructure
requirements, relationships with Clubs and community needs. ($40,000)
Undertake a review of the Whittlesea Township with a view to developing a revised framework for forward
planning in the Township. ($29,000)
Library Services Plan to identify future library models for the growth areas of Mernda and Epping North
including the size of facilities, timing, components and cost, to ensure delivery of library and associated
learning activities to new communities. ($20,000)
Action
Service Area
Target
Complete design of Mill Park
Leisure Centre redevelopment
Major Projects
100% completion of the design for Mill Park
Leisure Centre redevelopment by 30/06/2016
18
City of Whittlesea – Budget 2015/16
Future Direction 5 – Health and wellbeing
A healthy community that supports people through all of life’s stages and cares about life-long learning has a
sense of wellbeing and belonging. Health services are available locally and easily accessed in community hubs.
Support is available for young people, families, seniors and those who are isolated and disadvantaged.
Communities are safe places where harm from violence, alcohol and drugs is removed. Access to education,
training and information enables life-long learning for everyone.
Services
Expenditure
(Revenue)
Net Cost
$'000
Service Area
Description
Family, Children and
Young People
The Family and Youth Department works toward achieving Council's vision
of 'Creating vibrant, self-sustaining, resilient, connected communities',
through its policies, planning, programs, partnerships and advocacy. The
focus is on building resilience, preventive actions, addressing inequities and
vulnerabilities. The aim is to deliver strategies and actions that contribute
to the capacity of families, carers and the community to support the
development of babies, children, young people and families.
Health Access and
Bushfire Recovery
The role of the Health Access and Bushfire Recovery team is to protect the
health of the community by the enforcement of public health legislation; to
provide immunisation programs to the community for infants, school aged
children and adults, and to achieve national targets across the age cohorts;
to plan for the Health and Wellbeing of the community by the
implementation of the Municipal Public Health and Well Being Plan and the
provision of health promotion programs, and to enhance opportunities for
people with disabilities to enable them to participate fully in community
life, as is their right.
Local Laws
The Local Laws team works to enhance community safety and amenity
through a combination of community education and compliance activities.
These activities include school crossing supervisors, domestic animal
management and welfare, fire prevention and residential building sites and
litter.
Building Services
Resilience and
Emergency Management
The Building Services Department is committed to ensuring that the
amenity and safety of the community is maintained when using Buildings
and Places of Public Entertainment, (POPEs). The Unit’s role is derived from
a long history of legislated responsibility to Councils for governance of
building standards, safety and amenity in the built environment. This
includes the issue of Building Permits, Occupancy Permits for Buildings and
POPEs, assessment and the issue of “Report & Consent” relative to building
siting and encroachments. Inspection of existing buildings, including
swimming pools, to ensure compliance of Essential Safety Measures and
barriers. Enforcement of Building Legislation with the assistance of the
Courts as required. Data entry, retrieval and dissemination in relation to all
Building and Occupancy permits.
The role of the Resilience and Emergency management team is to Work
with Council and community to develop the capacity to respond to and
recover from localised or municipal wide emergancies.
19
10,950
(4,659)
6,291
3,921
(2,127)
1,794
5,749
(5,336)
413
1,878
(989)
889
536
(53)
483
City of Whittlesea – Budget 2015/16
Service performance outcome indicators
Service
Indicator
Performance Measure
Computation
Animal Management
Timeliness
Number of days between receipt and
first response action for all animal
management requests divided by
Number of animal management
requests
Animal Management
Service standard
Animal Management
Service cost
Animal Management
Health and safety
Food safety
Timeliness
Food safety
Service standard
Time taken to action
animal management
requests (applicable
from 1 July 2015) (The
average number of days
it has taken for Council to
action animal
management related
requests)
Animals reclaimed (The
percentage of collected
registrable animals under
the Domestic Animals Act
1994 reclaimed)
Cost of animal
management service
(The direct cost to
Council of the animal
management service per
registrable animal under
the Domestic Animals Act
1994)
Animal prosecutions
proven in court (The
number of successful
animal management
prosecutions)
Time taken to action
food complaints
(applicable from 1 July
2015) (The average
number of days it has
taken Council to action
food complaints received
from members of the
public about the safety or
handling of food for sale)
Food safety assessments
(The percentage of
registered class 1 and
class 2 food premises
that receive an annual
food safety assessment)
Food safety
Cost
Cost of food safety
service (The direct cost
of the food safety service
per food premises
registered by Council, or
for which Council has
received notification,
during the year)
20
Number of animals reclaimed divided
by Number of animals collected
Direct cost of the animal management
service divided by Number of
registered animals
Number of animal management
prosecutions
Number of days between receipt and
first response action for all food
complaints divided by Number of food
complaints
Number of registered class 1 and class
2 food premises that receive an annual
food safety assessment in accordance
with the Food Act 1984 divided by
Number of registered class 1 and class
2 food premises that require an
annual food safety assessment in
accordance with the Food Act 1984
Direct cost of the food safety service
divided by Number of food premises
registered or notified in accordance
with the Food Act 1984
City of Whittlesea – Budget 2015/16
Service
Indicator
Performance Measure
Computation
Food safety
Health & Safety
Critical and major noncompliance notifications
(The percentage of
critical and major noncompliance outcome
notifications that are
followed up by Council)
Home and Community
Care
Timeliness
Home and Community
Care
Service standard
Home and Community
Care
Service cost
Home and Community
Care
Service cost
Home and Community
Care
Service cost
Home and Community
Care
Participation
Home and Community
Care
Participation
Maternal and Child
Health
Satisfaction
Time taken to
commence the Home
and Community Care
service (applicable from
1 July 2015) (The average
number of days it has
taken for a new client to
commence the HACC
service)
Compliance with
Community Care
Common Standards (The
percentage of
Community Care
Common Standards
expected outcomes met)
Cost of domestic care
service (The cost to
Council of the domestic
care service per hour of
service delivered)
Cost of personal care
service (The cost to
Council of the personal
care service per hour of
service delivered)
Cost of respite care
service (The cost to
Council of the respite
care service per hour of
service delivered)
Participation in HACC
service (Percentage of
the municipal target
population that receive a
HACC service)
Participation in HACC
service by Culturally and
Linguistically Diverse
(CALD) people
(Percentage of the
municipal target
population in relation to
CALD people who receive
a HACC service)
Participation in first
MCH home visit (The
percentage of infants
enrolled in MCH service
who receive the first
MCH home visit)
Number of critical non-compliance
notifications and major noncompliance notifications about a food
premises followed up divided by
Number of critical non-compliance
notifications and major noncompliance notifications about food
premises
Number of days between the referral
of a new client and commencement of
HACC service divided by Number of
new clients who have received a HACC
service
21
Number of Community Care Common
Standards expected outcomes met
divided by Number of expected
outcomes under the Community Care
Common Standards
Cost of the domestic care service
divided by Hours of domestic care
service delivered
Cost of the personal care service
divided by Hours of personal care
service delivered
Cost of the respite care service divided
by Hours of respite care service
delivered
Number of people that received a
HACC service divided by Municipal
target population for HACC services
Number of CALD people who receive a
HACC service divided by Municipal
target population in relation to CALD
people for HACC service
Number first MCH home visits divided
by Number of birth notifications
received
City of Whittlesea – Budget 2015/16
Service
Indicator
Performance Measure
Computation
Maternal and child
health
Service standard
Number of infants enrolled in the MCH
service (from birth notifications
received) divided by Number of birth
notifications received
Maternal and child
health
Service cost
Maternal and Child
Health
Participation
Maternal and Child
Health
Participation
Infant enrolments in
MCH service (The
percentage of infants
enrolled in the MCH
service)
Cost of MCH service (The
cost to Council of the
MCH service per hour of
service delivered
Participation in MCH
service (The percentage
of children enrolled who
participate in the MCH
service)
Participation in MCH
service by Aboriginal
children Percentage of
Aboriginal children
enrolled who
participated in the MCH
service)
Cost to Council of the MCH service
divided by Hours worked by MCH
nurses
Number of children who attend the
MCH service at least once (in the year)
divided by Number of children
enrolled in the MCH service
Number of Aboriginal children who
attend the MCH service at least once
(in the year) divided by number of
Aboriginal children enrolled in the
MCH service
Initiatives
1)
2)
3)
4)
5)
15/16
No.
12
MCH right@home research project is a home visiting program being tried to increase family wellbeing and
development. (existing resources)
Early years healthy eating and physical activity initiatives. Working with relevant community stakeholders
to support health and wellbeing in early years. (existing resources)
Provide planning and design advice for various Community Activity Centres and Maternal Child Health
infrastructure projects to ensure they are aligned with local needs. (existing resources)
Promote responsible pet ownership and fire prevention though local law enforcement and education
initiatives. (existing resources)
Implementation of Whittlesea Gambling Strategy and Action Plan 2014-2024. ($65,000)
Action
Service Area
Target
Commence construction of Harvest
Home Road Soccer Pavilion
Major Projects
Commencement of the Harvest Home Road Soccer
Pavilion construction by 30/06/2016
22
City of Whittlesea – Budget 2015/16
Future Direction 6 – Living sustainably
Living sustainably in our community means managing the impacts of environmental, economic, and social
activities, so that we remain healthy over the long term. Our natural environment is a resource for all to enjoy and
we need to protect it for future generations. This means our carbon footprint, water, waste, energy use, flora
(particularly the majestic River Red Gums) and our fauna need to be cared for. Strong population growth, strong
housing demand, economic growth, climate change, alternative energies and transport all provide challenges for
our environment, future planning and how we live. Our daily routines have changed; we plan for tomorrow and
use innovation to become more sustainable. Everyone does their bit to help
Services
Expenditure
(Revenue)
Net Cost
$'000
Service Area
Description
Sustainability Planning
Sustainability Planning provides leadership, direction and support to
Council and the community in achieving its aspirations for a more
sustainable community and environment. This is achieved by developing
key sustainability policy and strategy, and supporting the implementation
of endorsed sustainability policies and programs. The Sustainability
Planning unit specialises in environmental education, sustainable built
form, and land management issues.
Infrastructure
Infrastructure Services is responsible for providing road infrastructure and
facility related maintenance services to the municipality’s ratepayers
through the delivery of physical services and the investigation and
development of strategic policy. Our decision making is based on an
evidence based triple bottom line philosophy that balances the social,
environmental and economic needs of the community we serve.
1,533
(2)
1,531
15,535
(4,809)
10,726
Service performance outcome indicators
Service
Waste Collection
Indicator
Satisfaction
Waste Collection
Service standard
Waste Collection
Service cost
Performance Measure
Kerbside bin collection
requests (The number of
kerbside bin collection
requests per 1000
kerbside bin
collection households)
Kerbside collection bins
missed (The number of
kerbside collection bins
missed per 10,000
scheduled
kerbside collection bin
lifts)
Cost of kerbside garbage
bin collection service
(The direct cost of the
kerbside garbage bin
collection
service per kerbside
garbage collection bin)
23
Computation
Number of kerbside garbage and
recycling bin collection requests
divided by Number of kerbside bin
collection households X 1000
Number of kerbside garbage and
recycling collection bins missed
divided by Number of scheduled
kerbside garbage and recycling
collection
bin lifts X 10,000
Direct cost of the kerbside garbage
bin collection service divided by
Number of kerbside garbage
collection bins
City of Whittlesea – Budget 2015/16
Service
Waste Collection
Indicator
Service cost
Waste Collection
Waste diversion
Performance Measure
Cost of kerbside
recyclables bin collection
service The direct cost of
the kerbside recyclables
collection service
per kerbside recyclables
collection bin
Kerbside collection
waste diverted from
landfill The percentage
of garbage, recyclables
and green organics
collected
from kerbside bins that is
diverted from landfill
Computation
Direct cost of the kerbside
recyclables bin collection service
divided by Number of kerbside
recyclables collection bins
Weight of recyclables and green
organics collected from kerbside
bins divided by Weight of garbage,
recyclables and green organics
collected from kerbside bins
Initiatives
1)
Promotion of the use of sustainable materials and resources on Council Projects which include recycled
products and sustainable energy sources such as solar power (existing resources).
Major initiatives
15/16
No.
13
Action
Service Area
Target
Commence works for the
Sustainable Climate Control project
at the Civic Centre
Major Projects
Commencement of the Civic Centre Sustainable
Climate Control project by 30/06/2016
24
City of Whittlesea – Budget 2015/16
Future Direction 7 – Good governance
Providing good governance means that the decision making processes for managing public resources are
accessible, transparent and appropriate. Council must take into consideration principles of social justice and
human rights in the delivery of democratic government.
Services
Expenditure
(Revenue)
Net Cost
$'000
Service Area
Description
Civic Administration
Civic Administration provides high quality advice and develops and
implement systems and processes to support the good governance of
the Council, the promotion of responsive services to our customers and
an information management framework that meets both our legislative
obligations as well as the business needs of the organisation.
Financial Services
The role of Financial Services is to ensure the provision of quality
financial management systems, processes and advice enabling the
organisation’s financial and control functions to be undertaken
effectively to ensure ongoing financial viability.
Growth Areas
Development
Assessment
Growth Areas Development Assessment facilitates the processing of
planning applications of a significant statutory planning nature via
consistent relationship management with key stakeholders, including
local communities, Council and developers. This includes determining
subdivision and major development planning applications in growth
areas and the certification/approval of subdivisions under the
Subdivision Act 1988 to ensure the efficient and effective
implementation of the objectives of overarching precinct structure
plans, development plans and Council policies for growth areas.
Information Technology
The aim of the Information Technology department is to provide
customer focused, robust and cost-effective information technology
solutions and services to all Councillors and departments within the City
of Whittlesea and to support the Council online service delivery
functions.
Organisation
Improvement
Organisation Improvement is committed to proactively supporting
continuous improvement and change management across the City of
Whittlesea by collaborating with teams to create and implement
valuable, innovative and evidence based solutions.
Risk Management
The Risk Management team provides guidance and advice in relation to
best practice in Risk Management, OHS, Injury Management,
WorkCover and insurance matters. The team works to ensure
management is provided with appropriate training and assistance to
enable the development and management of processes and policies in
relation to risk that add value to department operations.
25
4,399
(12)
4,387
3,800
(828)
2,972
992
(233)
759
6,030
(34)
5,996
1,689
(102)
1,587
1,547
(36)
1,511
City of Whittlesea – Budget 2015/16
Service performance outcome indicators
Service
Governance
Indicator
Performance Measure
Computation
Transparency
Number of Council resolutions made
at an ordinary or special meetings of
Council, or at meetings of a special
committee consisting only of
councillors, closed to the
public under section 89(2) of the Local
Government Act 1989 divided by
Number of council resolutions made at
an ordinary or special meetings of
Council or meetings of a special
committee consisting only of
councillors
Governance
Consultation and
engagement
Governance
Attendance
Council decisions made
at meetings closed to
the public (The
percentage of Council
resolutions made at an
ordinary or special
meeting of Council, or at
a meeting of special
committee consisting
only of councillors, closed
to the public under
section 89(2) of the Local
Government Act 1989)
Satisfaction with
community consultation
and engagement
(Community satisfaction
rating out of 100 with the
consultation and
engagement efforts of
the Council. This includes
consulting and engaging
directly with
the Community on key
local issues requiring
decisions by Council)
Councillor attendance at
Council meetings (The
percentage of
attendance at ordinary
and special Council
meetings by
Councillors)
Governance
Service cost
Governance
Satisfaction
Cost of governance (The
direct cost of delivering
Council’s governance
service per Councillor)
Satisfaction with Council
decisions (The
Community satisfaction
rating out 100 with how
Council has performed in
making decisions in the
interests of the
Community)
Community satisfaction rating out of
100 with how council has performed
on
community consultation and
engagement
The sum of the number of Councillors
who attended each ordinary and
special Council
Meeting divided by (Number of
ordinary and special Council meetings)
multiplied by (the number of
Councillors elected at the last Council
general election)
Direct cost of the governance service
divided by Number of Councillors
elected at the last Council general
election
Community satisfaction rating out of
100 with how Council has performed
in making decisions in the interests of
the community
Initiatives
1)
2)
3)
Continued implementation of the Information Management Strategy to transition information management
from paper to electronic forms and improve systems and processes used to manage information. (existing
resources)
Local Supplier Tendering information event to inform local businesses on tendering for Council contracts
and tendering in general. (existing resources)
Implementation of the Asset Management system. ($164,000)
26
City of Whittlesea – Budget 2015/16
Major initiatives
15/16
No.
14
15
16
17
Action
Service Area
Target
Review phase one of the Customer
Service Strategy, scope and
commence phase two of the
Strategy
Civic Administration
100% completion of Customer Service Strategy
Stage One review by 30/06/2016
Complete construction of new
Animal Welfare Shelter
Implement stage one of the One
Whittlesea Program
Implement stage one of the Human
Resources Information System
(HRIS)
Major Projects
People and Culture
Human Resources
100% completion of Customer Service Strategy
Stage Two by 30/06/2016
100% completion of Animal Welfare Shelter by
30/06/2016
100% completion of One Whittlesea Program Stage
One actions by 31/03/2016
100% completion of HRIS Stage One by 30/06/2016
Performance statement
The service performance indicators detailed in the preceding pages will be reported on in the Performance
Statement which is prepared at the end of the year as required by Section 132 of the Act and included in the 2015/16
Annual Report. The Performance Statement will also include reporting on prescribed indicators of financial
performance and sustainable capacity, which are not included in this budget report. The prescribed performance
indicators contained in the Performance Statement are audited each year by the Victorian Auditor General who
issues an audit opinion on the Performance Statement. The major initiatives detailed in the preceding pages will be
reported in the Annual Report in the form of a statement of progress in the Report of Operations.
27
City of Whittlesea – Budget 2015/16
Budgeted statements
This section of the Annual Budget presents information in relation to the budgeted statements. The budget
information for the years 2015/16 to 2018/19 has been extracted from the Strategic Resource Plan (SRP). At the end
of each financial year Council is required to report back to the community on a comparison of actual financial results
against these Budgeted Statements and provide an explanation of significant variances. The Statements provide a
clear, concise and understandable report of Council’s activities for the year from both a financial and non-financial
perspective particularly for those users who do not have a financial background.
This section includes the following budgeted information:
Budgeted Comprehensive Income Statement
Budgeted Balance Sheet
Budgeted Statement of Changes in Equity
Budgeted Statement of Cash Flows
Budgeted Statement of Capital Works
Budgeted Statement of Human Resources
28
City of Whittlesea – Budget 2015/16
Budgeted Comprehensive Income Statement
For the four years ending 30 June 2019
Income
Rates and charges
User fees and fines
Contributions - cash
Contributions - cash (developer contributions)
Contributions - Non-monetary assets
Grants - Operating (recurrent)
Grants - Operating (non-recurrent)
Grants - Capital (recurrent)
Grants - Capital (non-recurrent)
Net gain (loss) on disposal of property,
infrastructure, plant and equipment
Other income
Share of net profits/(losses) of associates and
joint ventures accounted for by the equity
method
Total income
Expenses
Employee costs
Materials and services
Bad and doubtful debts
Depreciation and amortisation
Finance costs
Other expenses
Total expenses
Surplus (deficit)
Share of comprehensive income of associates and
joint ventures accounted for by the equity
method
Total comprehensive result
Strategic Resource Plan
Projections
2016/2017 2017/2018 2018/2019
$’000
$’000
$’000
Forecast
Actual
2014/2015
$’000
Budget
2015/2016
$’000
120,350
18,660
2,288
9,125
80,319
25,780
595
667
5,319
127,751
18,758
1,706
9,324
86,000
25,546
104
2,192
843
136,602
19,549
1,732
9,341
91,075
25,332
100
913
101
144,192
20,162
1,360
9,568
96,154
25,451
100
913
2,051
151,904
20,654
1,921
9,159
97,000
26,395
101
913
3,839
144
166
217
230
169
6,924
6,534
5,163
5,244
5,156
-
-
-
-
-
270,171
278,924
290,125
305,425
317,211
75,849
61,390
353
23,645
2,252
15,177
81,510
59,774
599
24,827
2,313
14,650
84,521
61,648
605
26,069
2,608
16,097
89,390
62,784
611
27,372
3,550
17,553
94,624
65,193
617
28,000
4,397
19,590
178,666
91,505
183,673
95,251
191,548
98,577
201,260
104,165
212,421
104,790
91,505
95,251
98,577
104,165
104,790
29
City of Whittlesea – Budget 2015/16
Budgeted Balance Sheet
For the four years ending 30 June 2019
Strategic Resource Plan
Projections
2016/2017 2017/2018 2018/2019
$’000
$’000
$’000
Forecast
Actual
2014/2015
$’000
Budget
2015/2016
$’000
49,684
60,725
8,855
121
1,235
120,620
47,767
58,382
8,861
124
1,198
116,332
44,116
53,919
9,358
128
1,172
108,693
42,552
52,008
9,763
132
1,155
105,610
41,711
50,981
10,137
136
1,181
104,146
22
2,109
22
2,109
22
2,109
22
2,109
22
2,109
2,765,378
2,870,160
2,990,760
3,121,199
3,238,390
2,767,509
2,872,291
2,992,891
3,123,330
3,240,521
2,888,129
2,988,623
3,101,584
3,228,940
3,344,667
Current liabilities
Trade and other payables
Trust funds and deposits
Provisions
Interest bearing loans and borrowings
Total current liabilities
12,892
5,657
16,844
2,173
37,566
12,546
5,657
18,420
2,430
39,053
12,946
5,657
20,069
2,982
41,654
13,185
5,657
21,791
3,712
44,345
13,691
5,657
23,590
7,216
50,154
Non-current liabilities
Provisions
Interest bearing loans and borrowings
Total non-current liabilities
3,913
30,445
34,358
5,800
32,315
38,115
7,802
42,096
49,898
9,892
60,509
70,401
12,077
63,452
75,529
Total liabilities
71,924
77,168
91,552
114,746
125,683
Net assets
2,816,205
2,911,455
3,010,032
3,114,195
3,218,984
Equity
Accumulated surplus
Reserves
Total equity
2,139,984
676,221
2,816,205
2,238,916
672,539
2,911,455
2,334,357
675,675
3,010,032
2,437,602
676,593
3,114,195
2,533,136
685,848
3,218,984
Current assets
Cash and cash equivalents
Financial assets
Trade and other receivables
Inventories
Other assets
Total current assets
Non-current assets
Other financial assets
Investments in associates
Infrastructure, property, plant and
equipment
Total non-current assets
Total assets
30
City of Whittlesea – Budget 2015/2016
Budgeted Statement of Changes in Equity
For the four years ending 30 June 2019
Accumulated
Surplus
Total
$’000
2016
Balance at beginning of the financial year
Adjustment on change in accounting policy
Comprehensive result
Net asset revaluation increment(decrement)
Impairment losses on revalued assets
Reversal of impairment losses on revalued assets
Transfer to reserves
Transfer from reserves
Balance at end of the financial year
2017
Balance at beginning of the financial year
Adjustment on change in accounting policy
Comprehensive result
Net asset revaluation increment(decrement)
Impairment losses on revalued assets
Reversal of impairment losses on revalued assets
Transfer to reserves
Transfer from reserves
Balance at end of the financial year
2018
Balance at beginning of the financial year
Adjustment on change in accounting policy
Comprehensive result
Net asset revaluation increment(decrement)
Impairment losses on revalued assets
Reversal of impairment losses on revalued assets
Transfer to reserves
Transfer from reserves
Balance at end of the financial year
2019
Balance at beginning of the financial year
Adjustment on change in accounting policy
Comprehensive result
Net asset revaluation increment(decrement)
Impairment losses on revalued assets
Reversal of impairment losses on revalued assets
Transfer to reserves
Transfer from reserves
Balance at end of the financial year
$’000
2,816,205
2,139,984
95,251
95,251
(1)
2,911,455
Asset
Revaluation
Reserve
$’000
Other
Reserves
$’000
587,130
89,091
(17,228)
20,909
2,238,916
587,130
17,228
(20,910)
85,409
2,911,455
2,238,916
587,130
85,409
98,577
98,577
3,010,032
(17,312)
14,176
2,334,357
587,130
17,312
(14,176)
88,545
3,010,032
2,334,357
587,130
88,545
104,165
104,165
(2)
3,114,195
(17,707)
16,787
2,437,602
587,130
17,705
(16,787)
89,463
3,114,195
2,437,602
587,130
89,463
104,790
104,790
3,218,984
(17,471)
8,216
2,533,136
587,130
17,471
(8,216)
98,718
31
City of Whittlesea – Budget 2015/16
Budgeted Statement of Cash Flows
For the four years ending 30 June 2019
Strategic Resource Plan
Projections
2016/201 2017/201 2018/201
7 $’000
8 $’000
9 $’000
Forecast
Actual
2014/201
5 $’000
Budget
2015/201
6 $’000
123,780
19,059
9,125
35,597
4,610
4,158
9,199
(72,505)
(85,180)
47,843
127,529
18,728
9,324
31,515
4,994
3,738
8,535
(78,046)
(82,601)
43,716
136,336
19,311
9,341
29,090
3,471
3,765
10,372
(80,870)
(85,742)
45,074
143,964
19,978
9,568
31,366
3,114
3,792
11,079
(85,578)
(88,779)
48,504
151,673
20,507
9,159
34,372
3,553
3,820
9,844
(90,640)
(93,382)
48,906
599
688
901
956
702
(45,554)
(48,479)
(61,814)
(68,527)
(53,527)
9,375
(35,580)
2,344
(45,447)
4,463
(56,450)
1,910
(65,661)
1,028
(51,797)
Cash flows from financing activities
Repayment of borrowings
Finance costs
Proceeds from borrowings
Net cash provided by (used in) financing activities
(2,033)
(2,252)
2,902
(1,383)
(2,173)
(2,313)
4,300
(186)
(2,430)
(2,608)
12,763
7,725
(2,982)
(3,550)
22,125
15,593
(3,712)
(4,397)
10,159
2,050
Net increase (decrease) in cash and cash equivalents
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year
10,880
38,804
49,684
(1,917)
49,684
47,767
(3,651)
47,767
44,116
(1,564)
44,116
42,552
(841)
42,552
41,711
Cash flows from operating activities
Rates
User fees and fines
Developer contributions
Grants (inclusive of GST)
Other receipts and charges (inclusive of GST)
Interest received
Net GST refund
Payments to employees
Payments to suppliers (inclusive of GST)
Net cash provided by (used in) operating activities
Cash flows from investing activities
Proceeds from disposal of non-current assets
Payments for infrastructure, property, plant and
equipment (inclusive of GST)
Redemptions/(Payments) for investments (maturing later
than 90 days)
Net cash provided by (used in) investing activities
32
City of Whittlesea – Budget 2015/16
Budgeted Statement of Capital Works
For the four years ending 30 June 2019
Forecast
Actual
2014/2015
$’000
Property
Land
Buildings
Building Improvements
Total Land and Buildings
Budget
2015/2016
$’000
Strategic Resource Plan
Projections
2016/2017 2017/2018 2018/2019
$’000
$’000
$’000
1,465
10,889
1,973
14,327
12,912
8,624
21,536
280
7,450
9,690
17,420
21,045
2,530
23,575
11,970
830
12,800
Plant and Equipment
Plant
Fixtures
Computers and telecommunications
Total Plant and Equipment
2,751
1,047
579
4,377
1,398
80
1,207
2,685
1,861
80
606
2,547
2,044
80
548
2,672
1,498
80
411
1,989
Infrastructure
Roads
Footpaths
Drainage
Recreational
Parks, open space and streetscapes
Off Street Car Parks
Other
Total Infrastructure
Total capital works expenditure
6,287
4,988
406
10,961
2,016
1,286
25,944
44,648
12,600
2,670
200
7,741
1,988
50
1,439
26,688
50,909
14,300
1,542
750
14,717
3,192
1,200
35,701
55,668
16,336
2,139
300
15,571
2,890
1,537
38,773
65,020
14,004
3,439
1,100
10,059
3,114
2,139
33,855
48,644
Represented by:
New assets
Asset renewal
Upgrade/expansion
Non Infrastructure
Total capital works
28,318
3,654
8,426
4,250
44,648
15,200
15,756
17,213
2,740
50,909
22,773
13,503
16,203
3,189
55,668
25,364
12,188
24,036
3,432
65,020
21,029
7,458
16,304
3,853
48,644
33
City of Whittlesea – Budget 2015/16
Budgeted Statement of Human Resources
For the four years ending 30 June 2019
Staff expenditure
Employee costs - operating
Employee costs - capital
Total staff expenditure
Staff numbers
Employees
Total staff numbers
Forecast
Actual
2014/2015
$’000
Budget
2015/2016
$’000
75,849
75,849
81,510
81,510
84,521
84,521
89,390
89,390
94,624
94,624
EFT
EFT
EFT
EFT
EFT
782.1
782.1
792.8
792.8
794.4
794.4
792.7
792.7
801.5
801.5
34
Strategic Resource Plan
Projections
2016/2017
2017/2018
2018/2019
$’000
$’000
$’000
City of Whittlesea – Budget 2015/16
Analysis of the budget statements
This section of the Annual Budget analyses Council’s Statements for the 2015/2016 financial year.
Budgeted Comprehensive Income Statement
Comprehensive result from Comprehensive Income Statement
Less: Non-operating Income and Expenditure
Net gain/(Loss) on disposal of property, plant & equipment
Grants - Capital (recurrent & non-recurrent)
Contributions - cash (developer contributions)
Contributions - Non-monetary assets
Underlying surplus / (deficit)
Forecast
Actual
2014/15
$’000
91,505
(144)
(5,986)
(9,125)
(80,319)
(4,069)
Budget
2015/16
$’000
95,251
(166)
(3,035)
(9,324)
(86,000)
(3,274)
Variance
$’000
(3,746)
22
(2,951)
199
5,681
795
The adjusted underlying result is the net surplus or deficit for the year adjusted for non-recurrent capital grants, nonmonetary asset contributions, and capital contributions from other sources. It is a measure of financial sustainability
and Council’s ability to achieve its service delivery objectives as it is not impacted by capital income items which can
often mask the operating result. The adjusted underlying result for the 2015/16 year is a deficit of $3.27 million
which is an improvement of $0.80 million over the 2014/15 year. In calculating the adjusted underlying result,
Council has excluded grants received for capital purposes and capital contributions from other sources. Contributions
of non-monetary assets are excluded as the value of assets assumed by Council is dependent on the level of
development activity each year.
Income from ordinary activities
Rates and charges
Revenue from rates and charges is to increase by $7.40 million over the 2014/15 forecast to a net of $127.75 million
including $2.61 million of rates from supplementary valuations.
35
City of Whittlesea – Budget 2015/16
User fees and fines
User charges relate mainly to the recovery of service delivery costs through the charging of fees to users of services.
These include charges for property and Land Certificate information, the green organics waste service, fees for the
use of leisure facilities, entertainment, equipment hire and other community facilities and the provision of human
services such as family day care and home help services.
This category also includes statutory fees and fines that relate mainly to fees and fines levied in accordance with
legislation and include parking infringements, animal registrations, Health Act registrations, building control permits,
statutory planning permits and subdivision supervision fees.
Statutory fees are increased in accordance with legislative requirements.
User fees and fines are estimated to increase by 0.53% or $0.98 million in 2015/16 compared to the 2014/15
forecast.
Contributions – cash (including developer contributions)
This category includes contributions and reimbursements from organisations such as sporting clubs for works carried
out on their behalf, as well as contributions from developers towards specific capital works projects.
Contributions in total are projected to decrease by 3.36% or $0.38 million compared to 2014/15 forecasts.
Grants – operating (recurrent & non-recurrent)
Government grants include all monies received from State and Commonwealth sources for the purposes of funding
the delivery of programs and services to ratepayers.
Operating grants will decrease by 2.75% or $0.73 million compared to 2014/15 forecasts.
A list of operating grants by type and source, classified into recurrent and non-recurrent, is included below.
36
City of Whittlesea – Budget 2015/16
Operating Grants Funding Type and Source
Recurrent- Commonwealth
Family, Children and Young People
Grants Commission
Recurrent - State Government
Resilience & Emergency Management
Aged & Disability Services
Family, Children and Young People
Economic Development
Health, Access & Bushfire Recovery
Parks and Open Space
Engineering & Transportation Servic
Leisure & Community Inclusion
Community Cultural Development
Recurrent - Vic Roads
Local Laws
Family, Children and Young People
Infrastructure Maintenance
Recurrent - Other
Risk Management
Non-recurrent- Commonwealth
Aged & Disability Services
Resilience & Emergency Management
Non-recurrent - State Government
Sustainability Planning
Property & Valuation Services
Economic Development
Resilience & Emergency Management
Infrastructure
Health, Access & Bushfire Recovery
Family, Children and Young People
Leisure & Community Inclusion
Non - Recurrent - Other
Family, Children and Young People
Forecast
Actual
2014/15
$'000
Budget
2015/16
$ '000
Variance
$ '000
827
12,591
701
12,878
126
(252)
56
6,154
3,361
3
1,488
2
18
1
5
16
6,134
3,279
1,307
-
40
20
82
3
181
2
18
1
5
515
72
675
457
72
691
58
(16)
11
11
-
8
37
10
-
(2)
37
134
11
2
76
250
36
1
27
57
13
24
134
11
(55)
63
250
36
1
3
14
26,375
25,650
14
760
Other income
Other income relates to items such as interest on investments and operational sales. Other income is forecast to
decrease by 5.63% or $0.39 million compared to the 2014/15 forecast.
Other income items
Grants – capital (recurrent & non-recurrent)
Capital grants include all monies received from State, Commonwealth and community sources for the purposes of
funding projects within the capital works program.
Overall the level of grants and contributions has decreased by 49.30% or $2.95 million compared to the 2014/15
forecast due mainly to reduced grant programs availability. Refer to Budgeted Statement of Capital Works for a more
detailed analysis of the grants and contributions expected to be received during the 2015/16 year. A list of capital
grants by type and source, classified into recurrent and non-recurrent, is included below.
37
City of Whittlesea – Budget 2015/16
Capital Grants Funding Type and
Source
Recurrent- Commonwealth
Roads to Recovery
Recurrent - Vicroads
Road works
Recurrent - State Government
Community Facilities
Non-recurrent- Commonwealth
Sustainable Street lighting
Road Works
Parks and Open Space
Forecast
Actual
2014/15
$'000
Budget
2015/16
$ '000
Variance
$ '000
913
1,827
(914)
72
715
(643)
290
290
286
2,500
143
100
250
143
(100)
2,250
Non-recurrent - State Government
Parks and Open Space
Community Facilities
Non - Recurrent - Vic Roads
Road Works
543
1,237
145
5,986
543
1,237
3,035
145
2,951
Net gain on sale of assets
Net gain from the sale of Council assets is budgeted to be $0.17 million for 2015/16 and relate to the planned cyclical
replacement of part of the plant and vehicle fleet.
Contributions – non-monetary assets
Contributions - non-monetary assets are those assets that have been transferred to Council by developers.
Non-monetary assets are expected to increase by $5.68 million to $86 million in 2015/16 year.
38
City of Whittlesea – Budget 2015/16
Expenditure on ordinary activities
Employee costs
Employee costs include all labour related expenditure such as salaries, wages, allowances and on-costs such as leave
entitlements, superannuation and WorkCover.
Employee costs are estimated to increase by 7.47% or $5.66 million compared to the 2014/15 forecast. This increase
relates to the following factors:
 Increase in staff numbers due largely to growth within the municipality resulting in expansion of programs,
services and administration
 Includes positions which have been funded from specific grants
 Salary movements through banding adjustments and the Enterprise Agreement
A summary of human resources expenditure and the number of full time equivalent (FTE) Council staff, categorised
according to the organisational structure, is included below.
Directorate
Executive Services
Finance & Organisation Improvement
Planning & Major Projects
Infrastructure & Technology
Community Services
Advocacy & Communications
Governance & Economic Development
Total permanent staff expenditure
Casuals and other expenditure
Total
Budgeted
$ '000
2,785
6,210
11,966
17,316
27,290
2,114
13,242
80,924
587.05
81,510
FTE
21.45
59.76
104.80
168.70
267.00
19.58
143.00
784.30
8.49
792.79
39
Comprises
Permanent Full
Permanent Part
Time
Time
$ '000
FTE
$ '000
FTE
1,948
15.00
837
6.45
5,300
51.00
910
8.76
10,391
91.00
1,576
13.80
16,526
161.00
790
7.70
11,447
112.00
15,842
155.00
1,404
13.00
710
6.58
8,426
91.00
4,815
52.00
55,442
534.00 25,481
250.29
City of Whittlesea – Budget 2015/16
Materials & services
Materials and services are forecast to decrease by 2.63% or $1.62 million compared to the 2014/15 forecast.
The decrease is due in part to the operational component of the 2015/16 capital works program, and a general
decrease in operating expenditure.
Depreciation and amortisation
Depreciation relates to the usage of Council’s property, plant and equipment including infrastructure assets such as
roads and drains expressed in financial terms.
The increase of $1.18 million for 2015/16 compared to 2014/15 is due mainly to increases in non-monetary assets
and asset values.
Finance costs
Finance costs relate to interest charged by financial institutions (banks) for funds borrowed.
Finance costs are estimated to increase by 2.71% or $61,000 over the 2014/15 forecast due to new loan borrowings
to fund capital works projects.
Other expenses
Other expenses relate to a range of unclassified items including utilities and contributions to community groups.
Other expenses are estimated to decrease by 3.47% or $0.53 million compared to the 2014/15 forecast.
40
City of Whittlesea – Budget 2015/16
Budgeted Balance Sheet
This section of the Annual Budget report analyses the movements in assets, liabilities and equity between 2014/15
and 2015/16.
Current assets and non-current assets
The decrease in current assets is mainly due to the decrease in cash and cash equivalents (See Budget Standard Cash
Flow Statement) and financial assets.
Inventory levels are expected to increase marginally.
The increase in non-current assets is the net result of the capital works program and transfer to Council of nonmonetary assets ($86.00 million), offset by the depreciation of non-current assets ($24.83 million).
Current liabilities and non-current liabilities
Trade and other payables (being the amounts that Council owes to suppliers) are expected to decrease slightly in line
with materials and services (See Budgeted Comprehensive Income Statement).
Annual and long service leave staff entitlements (provisions) are expected to increase in line with an increasing
labour cost base.
Non-current liabilities (that is, obligations Council must pay beyond the next financial year) will increase due to
projected loan borrowings for capital projects.
Equity
The net increase in equity (or net assets) will be $95.25 million or 3.38% and in the main reflects the increase in
Council’s Infrastructure, Property Plant and Equipment. This increase is substantially due to the Income Statement
item non-monetary assets – i.e. those assets built and/or constructed by developers that are then divested to
Council.
Key assumptions
In preparing the Budgeted Balance Sheet for the year ended 30 June 2016 it was necessary to make a number of
assumptions about key assets, liabilities and equity balances.
The key assumptions are as follows:
 97% of total rates raised will be collected in the 2015/2016 year
 Debtors to remain consistent with 2014/2015 levels, creditors will decrease marginally
 Financial assets, investments in associates and trust funds and deposits to remain consistent with current
levels.
41
City of Whittlesea – Budget 2015/16
Budgeted Statement of Cash Flows
This section analyses the expected cash flows from the operating, investing and financing activities of Council for the
2015/2016 year. Budgeting cash flows for Council is a key factor in setting the level of rates and providing a guide to
the level of capital expenditure that can be sustained with or without using existing cash reserves.
The analysis is based on three main categories of cash flows:
 Operating activities - Refers to the cash generated or used in the normal service delivery functions of
Council. Cash remaining after paying for the provision of services to the community may be available for
investment in capital works, or repayment of debt
 Investing activities - Refers to cash generated or used in the enhancement or creation of infrastructure and
other assets. These activities also include the acquisition and sale of other assets such as vehicles, property
and equipment
 Financing activities - Refers to cash generated or used in the financing of Council functions and include
borrowings from financial institutions and advancing of repayable loans to other organisations. These
activities also include repayment of the principal component of loan repayments for the year.
Operating activities
The decrease in cash flows from operating activities is due to a $4.08 million decrease in grants, a $5.54 million
increase in payments to employees; offset by a $2.58 million decrease in payments to suppliers and a $3.75 million
increase in rates and charges.
The net cash flows from operating activities does not equal the operating result for the year as the expected
revenues and expenses of the Council include non-cash items which have been excluded from the Cash Flow
Statement.
Investing activities
The increase in payments for investing activities represents the increase in capital works expenditure over the
2014/2015 level.
Proceeds from disposal of non-current assets (fleet trade-ins and sales) will increase over the 2014/15 forecast.
Financing activities
Council will borrow $4.30 million in 2015/16. The total of loan principal repayments for 2015/16 is $2.17 million and
the total loan interest is $2.31 million.
Cash at end of the year
Total cash and investments (including financial assets) are forecast to decrease by $4.26 million to $106.15 million at
30 June 2016.
42
City of Whittlesea – Budget 2015/16
Restricted and unrestricted cash and investments
Council estimates that at 30 June 2015 it will have cash and investments of $101.78 million, part of which has been
restricted as follows:
Forecast
Total cash and investments
Restricted cash and investments
- Statutory reserves
- Cash held to fund carry forward capital works
- Trust funds and deposits
Unrestricted cash and investments
- Discretionary reserves
Unrestricted cash and investments adjusted for
discretionary reserves
Actual
2014/15
$’000
110,409
Budget
2015/16
$’000
106,149
Variance
$’000
(4,260)
(53,206)
8,971
(36,798)
-
16,408
(8,971)
66,174
(37,579)
69,351
(40,510)
3,177
(2,931)
28,595
28,841
246
Statutory reserves
These funds must be applied for specified statutory purposes in accordance with various legislative and contractual
requirements. Whilst these funds earn interest revenue for Council, they are not available for other purposes.
Cash held to fund carry forward capital works
An amount of $8.97 million is forecast to be held at 30 June 2015 to fund capital works budgeted but not completed
in the 2014/15 financial year.
Unrestricted cash and investments
The amount shown is in accordance with the definition of unrestricted cash included in the Regulations. These funds
are free of statutory reserve funds and cash to be used to fund capital works expenditure from the previous financial
year.
Discretionary reserves
There are no restrictions on the use of these funds other than as Council may itself impose. In this case Council has
made decisions regarding the future use of these funds and, unless there is a Council resolution to change those
decisions, these funds should be used for those earmarked purposes. The decisions about future use of these funds
has been reflected in Council’s Strategic Financial Plan and any changes in the future use of these funds will be made
in the context of the long term funding requirements as set out in the Plan.
Unrestricted cash and investments adjusted for discretionary reserves
These funds are free of all specific Council commitments and are available to meet daily cash flow requirements and
unexpected short term needs and any budget commitments which will be expended in the following year such as
grants and contributions.
43
City of Whittlesea – Budget 2015/16
Budgeted Statement of Capital Works
Carried forward works from 2014/15
At the end of each financial year there are capital projects, which are either incomplete or not commenced due to a
number of factors including project planning issues, extended consultation & timing issues.
For the 2014/2015 year it is forecast that $8.97 million of capital works will be incomplete and be carried forward
into the 2015/2016 year. (Appendix B)
Property
The property asset class comprises buildings and building improvements including community facilities and municipal
offices.
For the 2015/16 year, $21.54 million will be expended on building and building improvement projects. The more
significant projects include the construction of the new Epping North Kindergarten ($2.2 million), construction of the
New Animal Welfare facility ($4.0 million), refurbishment and extension of the Barry Road Community Activity
Centre ($1.0 million), and upgrade of the heating, ventilation and air-conditioning system (HVAC) at the Civic Centre
to ensure energy efficiency ($5.5 million).
Plant and equipment
Plant and equipment includes plant, machinery and equipment, computers and telecommunications.
For the 2015/16 year, $2.69 million will be expended on plant, equipment and other projects. The more significant
projects include ongoing cyclical replacement of the plant and vehicle fleet ($1.24 million), upgrade and replacement
of information technology ($0.58 million) and furniture and fittings purchases ($0.08 million).
Infrastructure
Infrastructure includes roads, bridges, footpaths and cycleways, drainage, sporting, recreation and leisure facilities,
parks, open space and streetscapes, off street car parks and other structures. For the 2015/16 year, $12.60 million
will be expended on road projects. The more significant projects include local road reconstructions ($1.85 million),
44
City of Whittlesea – Budget 2015/16
local road resurfacing works ($1.85 million), signalisation and construction of intersections ($2.5 million), and road
safety ($0.75 million).
For the 2015/16 year, $7.74 million will be expended on Sporting, recreation and leisure facilities, including
Sportsfield upgrades ($1.0 million), completion of Waterview Reserve Pavilion Development ($0.41 million), renewal
of playgrounds ($0.60 million), Sycamore BMX Facility improvements ($0.50 million), redevelopment and extension
of the RGC Cook Reserve pavilion ($0.70 million), extension of the Mill Park Lakes Reserve Pavilion ($0.50 million) and
commence design and construction of the Mill Park Leisure and Service Centre redevelopment ($0.60 million).
For the 2015/16 year, $2.67 million will be spent on footpaths and cycleways, including the completion of Church
Street Whittlesea Redevelopment ($0.33 million) and construction of a shared path along Darebin Creek ($0.40
million). Other infrastructure expenditure includes implementation of disability access projects ($0.21 million) and
sustainable street lighting ($0.75 million).
New assets, asset renewal and expansion/ upgrade
A distinction is made between expenditure on new assets, expenditure on asset renewal and expansion/upgrade.
Expenditure on asset renewal is expenditure on an existing asset which improves the service potential or the life of
the asset. Expenditure on new assets does not have any element of expansion/upgrade of existing assets but will
result in an additional burden for future operation, maintenance and capital renewal.
The major projects included in the above categories which constitute expenditure on new assets are: a new
kindergarten in Epping North ($2.0 million) and the New Animal Welfare Precinct ($4.0 million).
Expenditure on asset renewal includes road resurfacing, rehabilitation and resheeting ($3.7 million) and renewal of
various playgrounds ($0.60 million).
Funding sources
Grants and contributions
Capital grants and contributions include monies received from State and Commonwealth Governments and
community sources for the purposes of funding the Capital Works Program, but does not include funds received from
Developers.
45
City of Whittlesea – Budget 2015/16
Grants and contributions are budgeted to be received to fund the Sustainable Streetlighting Bulk Replacement ($0.14
million) and construction of the Ashley Park Community Activity Centre ($0.25 million).
Proceeds from sale of assets
Proceeds from the sale of assets include motor vehicle sales and trade-ins in accordance with Council’s fleet renewal
program.
Reserve cash and investments
In 2015/16, $8.97 million will be used from reserves to fund carried forward Capital Works projects from 2014/15.
Operations
During the year Council generates cash from its operating activities which is used as a funding source for the capital
works program.
$22.04 million will be generated from operations to fund the 2015/16 capital works program.
46
City of Whittlesea – Budget 2015/16
Strategic resource plan and financial performance indicators
This section includes an extract of the adopted Strategic Resource Plan to provide information on the long term
financial projections of the Council.
Plan development
The key objective, which underlines the development of the SRP, is financial sustainability in the medium to long
term, while still achieving Council’s strategic objectives as specified in the Council Plan. The key financial objectives,
which underpin the SRP, are:
 Maintain existing service levels
 Achieve a breakeven operating result in the short term
 Achieve a net capital expenditure program of approximately $22.0 million per annum for 2015/16
increasing by $2.0 million per annum over the term of this SRP
 Achieve a balanced budget on a cash basis.
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
 Provide full, accurate and timely disclosure of financial information
The Victoria Auditor General’s Office (VAGO) presents an annual report to parliament on Local Government based on
their year end financial audits of the local government sector comprising 79 councils. This report also includes an
assessment of the financial sustainability of councils. VAGO’s overall assessment of Council’s financial sustainability
was low risk based on their financial audit for the year ending 30 June 2014. When assessing the financial
sustainability of Councils VAGO takes into consideration the following financial indicators:
 Underlying result - councils generate enough revenue to cover operating costs (including the cost of
replacing assets reflected in depreciation expense)
 Liquidity - councils have sufficient working capital to meet short-term commitments
 Indebtedness - councils are not overly reliant on debt to fund capital programs
 Self-financing - councils generate sufficient operating cash flows to invest in asset renewal and repay any
debt that may have been incurred in the past
 Investment Gap - councils have been replacing assets at a rate consistent with their consumption
 Renewal Gap - councils have been maintaining existing assets at a consistent rate.
The following table summarises the key financial results for the four years 2015/16 to 2018/19.
Indicator
Surplus/(deficit) for the year
Adjusted underlying result
Cash and investments
Cash flow from operations
Capital works expenditure
Key to Forecast Trend:
Forecast
Actual
2014/15
$’000
91,505
(4,069)
110,409
47,843
44,648
Budget
2015/16
$’000
95,251
(3,274)
106,149
43,716
50,909
Strategic Resource Plan Projections
2016/17
$’000
98,577
294
98,034
45,074
55,668
2017/18
$’000
102,737
2,117
93,161
93,161
47,105
47,105
65,020
65,020
2018/19
$’000
103,348
4,778
89,850
47,463
48,644
+ Forecasts improvement in Council’s financial performance/financial position indicator
o Forecasts that Council’s financial performance/financial position indicator will be steady
- Forecasts deterioration in Council’s financial performance/financial position indicator
47
Trend
+/o/-
+
+
o
+
+
City of Whittlesea – Budget 2015/16
The following graph shows the general financial indicators over the four year period
The key outcomes of the SRP are as follows:

Financial sustainability – Cash and cash equivalents combined with financial assets (investments) is forecast to
decrease over the four year period from $106.10 million (at the beginning of 2015/16) to $89.85 million (at the
end of 2018/19), which indicates prudent financial management whilst maintaining a strong commitment to
Council’s capital works program by using a relatively minor portion of Council’s cash reserves.

Rating levels – A modest rate increase of 3.5% has been forecast for 2015/16 Budget. As a result of the Andrews’
State Labour Governments stated intention of introducing rate capping (at CPI) for all Victorian Councils, the
following 3 years forecasts have been predicated on a rate rise of 2.5%.

Service delivery strategy – Service levels have been maintained throughout the four year period. Despite this,
operating surpluses are forecast in all years of the SRP as a result of the receipt of significant gifted assets and
developer contributions. Significant development activity within the municipality and capital grant revenue
received to fund the annual capital works program is expected to continue. However, excluding the effects of
capital items such as capital grants and contributions, the adjusted underlying result shows a deficit in 2015/16
with a return to surplus for 2016/17, 2017/18 and 2018/19. The adjusted underlying result is a measure of
financial sustainability and is an important measure as once-off capital items can often mask the operating result

Borrowing strategy – Borrowings are forecast to increase from $32.61 million (at 30 June 2015) to $70.67 million
(at 30 June 2019) in order to fund significant capital projects, and represents a movement in the prudential ratio
from 27.1% (at 30 June 2015) to 46.6% (at 30 June 2019).

Infrastructure strategy – Capital expenditure over the four year period will total $220.2 million at an average of
$55.05 million.
48
City of Whittlesea – Budget 2015/16
Financial performance indicators
The following table highlights Council’s current and projected performance across a range of key financial
performance indicators. These indicators provide a useful analysis of Council’s financial position and performance
and should be used in the context of the organisation’s objectives.
Measure
Budget
Notes
Indicator
Operating Position
Adjusted
Adjusted Underlying
Underlying
Surplus (Deficit)/
Result
Adjusted underlying
revenue
Liquidity
Working Capital Current Assets/
Current Liabilities
Unrestricted
Cash
Obligations
Loans and
Borrowings
Loans and
Borrowings
Indebtedness
Asset Renewal
Stability
Rates
concentration
Rates effort
Efficiency
Expenditure
level
Revenue level
Workforce
turnover
Rate
revenue/adjusted
underlying revenue
Rate
revenue/property
values (CIV)
Total expenditure
/number of
assessments
Residential rate
revenue / number of
residential
assessments
Number of
resignations and
terminations /
average number of
staff
Trend
+/o/-
2015/16
2016/17
2017/18
2018/19
1
(.07%)
0.3%
1.2%
2.4%
+
2
297.9%
260.9%
234.9%
201.9%
-
189.8%
148.3%
121.1%
103.8%
-
27.2%
33.0%
44.5%
46.5%
-
3.5%
3.7%
4.5%
5.3%
-
23.2%
28.9%
39.3%
40.3%
-
4
63.5%
51.8%
44.5%
44.5%
+
5
69.9%
72.0%
73.5%
73.8%
+
0.3%
0.4%
0.4%
0.4%
o
$2,333
$2,348
$2,385
$2,440
+
$1,312
$1,371
$1,433
$1,497
+
8.4%
8.3%
8.3%
8.2%
-
Unrestricted cash /
Current liabilities
Interest bearing
loans and
borrowings/rate
revenue
Interest and
principal
repayments/rate
revenue
Non-current
liabilities/ Own
source revenue
Asset renewal
expenditure /
depreciation
Strategic Resource Plan
Projections
3
Key to Forecast Trend:
+ Forecasts improvement in Council’s financial performance/financial position indicator
o Forecasts that Council’s financial performance/financial position indicator will be steady
- Forecasts deterioration in Council’s financial performance/financial position indicator
49
City of Whittlesea – Budget 2015/16
Notes to indicators
1 Adjusted underlying result – The adjusted underlying operating result excludes the impact of non-recurrent capital
grants, non-monetary asset contributions and other contributions to fund capital expenditure. It is an indicator of
the sustainable operating result required to enable Council to continue to provide core services and meet its
objectives. Improvement in financial performance is expected over the period.
2 Working Capital – The proportion of current liabilities represented by current assets. Working capital is forecast to
increase marginally in 2016/17 year but decrease over the following years due to increased borrowings which will
fund some large capital projects.
3 Debt compared to rates – Trend indicates Council’s increasing use of debt to fund significant capital projects
4 Asset renewal – This percentage indicates the extent of Council’s renewals against its depreciation charge (an
indication of the decline in value of its existing capital assets). A percentage greater than 100 indicates Council is
maintaining its existing assets, while a percentage less than 100 means its assets are deteriorating faster than they
are being renewed and future capital expenditure will be required to renew assets.
5 Rates concentration – Reflects the extent of reliance on rate revenues to fund all of Council’s on-going services.
Trend indicates Council will become increasingly reliant on rate revenue compared to all other revenue sources
despite efforts to identify other income streams.
Non-financial resources
In addition to the financial resources to be utilised over the planning period, Council will also utilise non-financial
resources, in particular human resources. A summary of Council’s anticipated human resources requirements for the
2014/15 year is shown below.
Indicator
Employee costs ($’000)
- Operating
- Capital
Total
Employee numbers (EFT)
Forecast
Actual
2014/15
2015/16
$’000
75,849
0
75,849
782.1
81,510
0
81,510
792.8
Strategic Resource Plan Projections
2016/17
$’000
84,521
0
84,521
794.4
2017/18
$’000
89,390
0
89,390
792.7
2018/19
$’000
94,624
0
94,624
801.5
Rating Information
In developing this Strategic Resource Plan, rates and charges were identified as an important source of revenue,
accounting for approximately 66% of the total revenue (excluding non-cash contributions) received by Council
annually. Planning for future rate increases has therefore been an important component of the Strategic Resource
Planning process. The level of required rates and charges has been considered in this context, with reference to
Council’s other sources of income and the planned expenditure on services and works to be undertaken for the
Whittlesea community.
However, it has also been necessary to balance the importance of rate revenue as a funding source with community
sensitivity to increases, particularly recent changes in property valuations and subsequently rates for some
properties in the municipality.
50
City of Whittlesea – Budget 2015/16
The following table shows a comparison of the last five years and the average rates per capita for the 2014/15 year.
Year
Whittlesea City
Council
2010/11
2011/12
2012/13
2013/14
2014/15
Average increase
Average per capita 2014/15
4.00%
4.98%
5.00%
4.75%
3.95%
4.54%
$630
It is predicted that the 2015/16 operating position will be significantly influenced by increases in labour resources
and reductions in government funding in real terms. It will therefore be necessary to achieve future revenue growth
while containing costs in order to achieve an underlying breakeven operating position by 2016/17 as set out in the
Strategic Resource Plan.
In order to achieve these objectives while maintaining service levels and a strong capital expenditure program, the
general rate will increase by a modest 3.50%. This will raise total rate and charges for 2015/16 of $127.8 million,
including $2.6 million generated from supplementary rates.
A challenge for the organisation is to grow the funding available to deliver the significant pipeline of capital projects
into the future.
The determination of Fees and Charges is also an important component of Council’s Annual Budget. Council will
continue a rolling review of fees and charges in an effort to ensure that price settings are appropriate and contribute
an equitable share of income to the Budget.
The following table sets out future proposed increases in rates and charges and the total rates to be raised, based on
the forecast financial position of Council as at 30 June 2015. Due to the uncertainty surrounding rate capping at this
time, Council has based its future forecasts on the percentage assumed to be CPI for the next 4 years.
Year
2014/15
2015/16 (indicative)
2016/17 (indicative)
2017/18 (indicative)
2018/19 (indicative)
General Rate
Increase
%
Farm Rate
Increase
%
Total Rates
Raised
$’000
3.95%
3.5%
2.5%
2.5%
2.5%
3.95%
3.5%
2.5%
2.5%
2.5%
120,646,350
127,560,047
134,980,780
142,530,150
150,129,020
Council uses the NAV (Net Annual Value) method of valuation and calculates a rate in the dollar on property
valuations to determine the total rate revenue required from the annual budget process.
The existing rating structure comprises two rating categories (general rate and farm rate). These rates are structured
in accordance with the requirements of section 155 of the Local Government Act 1989.
The City of Whittlesea has offered a Farm Rate since at least the early 1980s to assist those with genuine farming
properties within the municipality. In 2013/14 the discount was increased by 5% to 15% on the general rate and
currently is provided to and assists 197 properties on the farm rate. The discount will remain at 15% for 2015/16.
Council also offers a rate rebate for sustainable land management and this will continue in 2015/16. Eligible rural
landowners may be provided with a rate rebate to encourage responsible land management, through Council’s
Sustainable Land Management Rebate Scheme.
The Sustainable Land Management Rebate is to be granted to:
 Assist in the proper and sustainable development of the municipal district
 Support and encourage the application of sustainable land management practices
51
City of Whittlesea – Budget 2015/16




Preserve places within the municipal district which are of environmental interest
Preserve, restore and maintain places of environmental importance and value within the municipal district
Improve the productive capacity of rural land; and
Promote the objectives described in the Sustainable Land Management Rebate Scheme Application
Guidelines
Melbourne Wholesale Market Rebate
 Council will grant a rebate to each owner (or, where applicable, occupier) of land comprising any part of the
Melbourne Wholesale Markets.
 The rebate will become operative upon the commencement of trading at the Markets, and be in an amount
equal to the rates which would otherwise have been payable in respect of the land; and
 The rebate is to be granted to assist the proper development of the municipal district
Under the NAV rating system there is no opportunity for differential rates other than a Farm Rate and Urban Farm
Rate.
Council has a formal Rating Strategy that contains expanded information on Council's rating structure and the
reasons behind its choices in applying the rating mechanisms it has used.
The following table summarises the rates to be determined for the 2015/16 year.
Residential Rates
Farm Rates
How applied
2014/15
2015/16
Cents in $ of NAV
Cents in $ of NAV
.06397101
.05437536
.06621000
.05627850
Change
3.5%
3.5%
Asset Management
Asset Management is the combination of management, financial, economic, engineering and other practices applied
to physical assets with the objective of providing the required level of service in the most cost effective manner. It
includes the management of the whole life cycle (design, construction, commissioning, operating, maintaining,
repairing, modifying, replacing and decommissioning/disposal) of physical and infrastructure assets.
Providing and maintaining infrastructure asset for service delivery is a function of Council under the Local
Government Act 1989.
Council’s Asset Management Policy is currently being updated. The revised policy, together with soon to be
developed service plans, endeavour to balance the service levels with the expectations of communities and
stakeholders, having due regard to available resources and affordability.
Council is also developing nine Asset Management Plans, and investing in an Asset Management System to assist
with the planning for the maintenance and renewal needs of infrastructure assets.
As a growth municipality with a significant number of new assets constructed each year, it is critically important that
future maintenance and renewal of these assets is planned for now, to ensure future generations have access to the
same service levels currently delivered
A key objective of the Budget is to allocate funding for the maintenance and renewal of existing infrastructure assets
used for providing services.
In developing the Budget, the following guiding principles were considered – (a) give priority to the timely
interventions which optimise the useful lives of assets so that expensive repairs and premature renewal can be
avoided; and (b) comply with regulatory obligations. The process includes:
 identification of capital projects that would maintain or renew Council’s existing assets at desired condition
levels; and
 prioritisation of capital projects.
52
City of Whittlesea – Budget 2015/16
Capital Works
Council also recognises the need to provide significant funding sources for additional assets needed to provide for
increased service demands. Asset Service Plans will inform this, and feed into identified capital projects which are
then prioritised in a New Works Program for the period of the Strategic Resource Plan.
In the development of the New Works Program, Council assesses other options before committing to the
development of new assets.
In addition to the guiding principles stated above in this section, the following principles are also considered – (a)
take a strategic approach that forecasts the service delivery needs and the capacity to meet them in a short, medium
and long-term basis, and (b) provide and maintain assets fit for service delivery.
The following table summarises Council's forward outlook on capital expenditure including funding sources for the
next four years.
Year
2015/16
Total Capital
Program
$’000
50,909
2016/17
Summary of funding sources
Contributions
Council Cash
$’000
$’000
Grants
$’000
Borrowings
$’000
3,035
1,940
41,635
4,300
55,668
1,014
9,531
32,361
12,763
2017/18
65,020
2,964
2,964
26,188
22,125
2018/19
48,644
5,361
5,361
28,372
10,159
In addition to using cash generated from its annual operations, borrowings and external contributions such as
government grants, Council has cash or investment reserves that are also used to fund a variety of capital projects.
These reserves are either ‘statutory’ or ’discretionary’ cash reserves. Statutory reserves relate to cash and
investments held by Council that must be expended on a specific purpose as directed by legislation or a funding
body, and include contributions to community facilities, drainage and recreational open space. Discretionary cash
reserves relate to those cash and investment balances that have been set aside by Council and can be used at
Council’s discretion, even though they may be earmarked for a specific purpose.
Service delivery
The key objectives in this Strategic Resource Plan which directly impact the future service delivery strategy are to
maintain existing service levels and to achieve an underlying breakeven operating result within the short term. The
Rating Information also refers to modest rate increases into the future. 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 four years.
The service delivery outcomes measured in financial terms are shown in the following table.
Year
2014/15
2015/16
2016/17
2017/18
2018/19
Surplus (Deficit)
for the year
$’000
91,505
95,251
98,577
104,165
104,790
Adjusted
Underlying Surplus
(Deficit)
$’000
(4,069)
(1,316)
294
2,117
4,778
Net Service (Cost)
$000
(100,951)
(107,886)
(111,604)
(117,295)
(123,228)
Service levels have been maintained throughout the four year period with operating surpluses forecast in all years
from 2015/16 through to 2018/19 as a result of significant cash and non-cash contributions from developers and
capital grant revenue being received to fund the annual capital works program.
53
City of Whittlesea – Budget 2015/16
The adjusted underlying operating result excludes the impact of non-recurrent capital grants, non-monetary asset
contributions and other contributions to fund capital expenditure
The net cost of the services (i.e. the total cost less revenue earned) provided to the community increases from
$100.95 million to $123.2 million over the four year period.
OTHER STRATEGIES
Long Term Borrowings
In developing this Strategic Resource Plan, borrowings was identified as an important funding source for capital
works programs. In the past, Council has borrowed moderately to finance large infrastructure projects and since
then has been in a phase of debt reduction. This has resulted in a reduction in debt servicing costs, but has meant
that cash and investment reserves have been used as an alternate funding source to maintain robust capital works
programs. With Council discretionary reserves now forecast to be $37.6 million at 30 June 2015 and a significant
capital works program to be completed over the coming years, it has been necessary to reconsider the issue of
borrowings.
Council regularly monitors its debt levels against prudential guidelines and has instituted a program of debt
reduction over the past few years to enable Council to invest in intergenerational capital projects which will be
required in the near term.
For the 2015/16 year, Council has decided to take out new borrowings to fund the capital works program and
therefore, after making loan repayments of $2.17 million, will increase its total borrowings to $34.74 million as at 30
June 2016. In future years, borrowings will be required to fund further infrastructure initiatives.
The following table sets out future proposed borrowings, based on a) the forecast financial position of Council as at
30 June 2015 and b) existing capital works projections.
Year
2014/15
2015/16
2016/17
2017/18
2018/19
New Borrowings
$’000
2,902
4,300
12,763
22,125
10,159
Principal
Paid
$’000
2,033
2,173
2,430
2,982
3,712
Interest
Paid
$’000
2,252
2,313
2,608
3,550
4,397
Balance
30 June
$’000
32,618
34,745
45,077
64,221
70,668
Council’s approach to borrowings is to ensure that:
 Total borrowings remain below the State Government prudential guideline of 60% of total rate revenue
 Debt commitment costs (principal and interest repayments for each financial year) remain below the
prudential guideline of 10 cents in every rate dollar
 Based on compliance with the prudential financial guidelines the purpose of borrowing will be to fund capital
projects that provide intergenerational equity.
Borrowings may also be required in the future as a means of securing a fixed rate of payment for other liabilities
Council may face, for example, should there be a future requirement to contribute additional amounts to the Local
Government defined benefit superannuation fund.
It is Council’s intention to participate in the MAV Loan Funding Vehicle which is expected to provide interest savings
of approximately 1% dependant on the loan terms.
All future borrowings will be considered carefully in accordance with principles of sound financial management and
the ability of Council to meet the relevant prudential requirements for borrowing set out by State Government. The
State Government prudential requirements for borrowing are set out below, together with Council’s budgeted
position at 30 June 2016:
54
City of Whittlesea – Budget 2015/16
Prudential ratio
Liquidity
(working
capital)
Debt
commitment
Debt servicing
Debt
Commitment
Costs
Calculation
Current Assets :
Current
Liabilities
Total loans as a
percentage of
rate revenue
Total interest
costs as a
percentage of
total revenue
Total interest
plus principal as
a percentage of
total revenue
Rationale
State Govt Limit
Whittlesea
2015/2016
Budget
Comparison to
State Government
Limit
Reflects ability to repay
current commitments from
cash or near cash assets
Reflects total loan levels
relative to Council rates
> 1.1 : 1
3.2 : 1
Greater than State
Government limit
<60%
27.2%
Below
State
Government limit
Reflects the proportion of
total revenue that is used to
service loan interest
<5%
0.8%
Below
State
Government limit
Reflects the proportion of
total revenue that is used to
service loan interest and
principal repayments
<10%
1.6%
Below
State
Government limit
As can be seen in the table above, Whittlesea’s position with respect to borrowings is well within the State
Government prudential limits in both the 2014/15 forecast and 2015/16 Budget years.
The table below shows information on borrowings specifically required by the Regulations
2014/15
$
31,749,748
2,901,500
(2,033,219)
32,618,029
Total amount borrowed as at 30 June of the prior year
Total amount to be borrowed
Total amount projected to be redeemed
Total amount proposed to be borrowed as at 30 June
55
2015/16
$
32,618,029
4,300,000
(2,173,312)
34,744,717
City of Whittlesea – Budget 2015/16
Overview to appendices
The following appendices include voluntary and statutory disclosures of information that provide support for the
analysis contained in 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
Nature of Information
A
Statutory Disclosures
B
Capital works and works carried forward from 2014/2015
C
Fees and Charges Schedule
D
Proposed declaration of rates and charges
56
City of Whittlesea – Budget 2015/16
Appendix A
Statutory Disclosures
The information set out below is required under the Act to be disclosed in the Council’s annual budget.
1
Borrowings
2014/15
$
$2,901,500
$2,033,219
New borrowings (other than refinancing)
Debt redemption
2
2015/16
$
$4,300,000
$2,173,312
Rates and charges
2.1 The rate in the dollar to be levied as general rates under section 158 of the Act for each type or class of land
compared with the previous financial year
Type or class of land
General rate for rateable residential and commercial properties
Farm rate
2014/15
Cents/$NAV
0.06397101
0.05437536
2015/16
Cents/$NAV
0.06621000
0.05627850
Change
3.5%
3.5%
2.2 The estimated total amount to be raised by general rates in relation to each type or class of land, and the
estimated total amount to be raised by general rates, compared with the previous financial year
2014/15
$
116,447,499
1,061,149
117,508,648
Type or class of land
General Rate
Farm Rate
Total amount to be raised by general rates
2015/16
$
123,922,624
1,027,423
124,950,047
Change
6.4%
-3.2%
6.3%
2.3 The number of assessments in relation to each type or class of land, and the total number of assessments,
compared with the previous financial year
2014/15
Type or class of land
General Rate
Farm Rate
Total number of assessments
73,301
197
73,498
2015/16
75,596
192
75,788
Change
3.1%
-2.5%
3.1%
2.4 The basis of valuation is the Net Annual Value (NAV)
2.5 The estimated total value of each type or class of land, and the estimated net assessable value of land,
compared with the previous financial year
Type or class of land
2014/15
$
1,820,316,723
19,515,250
1,839,831,973
General Rate
Farm Rate
Total value of land
2015/16
$
1,871,660,358
18,256,050
1,889,916,408
Change
2.8%
-6.5%
2.7%
2.6 The municipal charge under section 159 of the Act compared with the previous financial year
Council does not have a municipal charge under section 159 of the Act.
2.7 The estimated total amount to be raised by municipal charges compared with the previous financial year
Not applicable
57
City of Whittlesea – Budget 2015/16
2.8 The rate or unit amount to be levied for each type of service rate or charge under section 162 of the Act
compared with the previous financial year
Council does not have a separate charge for kerbside collection and recycling
2.9 The estimated total amount to be raised by each type of service rate or charge, and the estimated total
amount to be raised by service rates and charges, compared with the previous financial year
Not applicable
2.10 The estimated total amount to be raised by all rates and charges compared with the previous financial year
Type or class of land
2014/15
$
117,508,648
Rates and charges
2015/16
$
124,950,047
Change
6.3%
2.11 Any significant changes that may affect the estimated amounts to be raised by rates and charges
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
 Changes of use of land such that residential land becomes business land and vice versa.
3.
Differential rates
Rates to be levied
The rate and amount of rates payable in relation to land in each category of differential are:


A rate of 0.06621000 in the NAV dollar in respect of residential and commercial use land (of a non farm
nature)
A rate of 0.05627850 in the NAV dollar in respect of farm land.
Each differential rate will be determined by multiplying the Net Annual Value of each rateable land (categorised by
the characteristics described below) by the relevant percentages indicated above.
Council considers that each differential rate will contribute to the equitable and efficient carrying out of its functions.
Details of the objectives of each differential rate, the types of classes of land, which are subject to each differential
rate and the uses of each differential rate, are set out below.
General rate
The general rate for rateable residential and commercial properties applies to all properties which do not fall into the
farm rate classification (see below).
The requirements of municipal valuation are governed by the Valuation of Land Act 1960. The Act was amended in
1998 to introduce two-yearly valuations from the 2000 general valuation onwards. A Council valuer inspects all
properties and takes into consideration the size, condition and locality of the property and improvements. The valuer
then analyses similar properties that have recently sold in the area and determines a value for the property based on
the state of the property market and current conditions.
Valuers are required to assess three bases of value:

Capital Improved Value (CIV) - The value of both the land and any improvements on the property. It is the
sum that the property would be likely to realise at the time of valuation if offered for sale
58
City of Whittlesea – Budget 2015/16

Site Value (SV) - Site Value is what the land is worth assuming that there are no improvements, it is the sum
that the property would be likely to realise at the time of valuation if offered for sale.

Net Annual Value (NAV) - In the case of residential houses, units and rural properties the NAV is 5% of the
Capital Improved Value. For commercial and industrial properties the NAV is the rent at which the property
might reasonably be expected to be let from year to year.
A Council may choose one of these valuation bases for calculating general rates. At the City of Whittlesea, the NAV is
used for calculating municipal rates.
Farm rate
The farm rate may be applied to some properties within the Municipality which are classified by Council as Farm
Land as defined in Section 2(1) of the Valuation of Land Act 1960. Farm Land is used primarily for growing or grazing
purposes and must be greater than 2 hectares in area.
59
City of Whittlesea – Budget 2015/16
Appendix B
Capital works and works carried forward from 2014/2015
This appendix presents a listing of the capital works projects that will be undertaken for the 2015/2016 year.
The capital works projects include the following:
 New works for 2015/2016
 Works carried forward from the 2014/2015 year
New works for 2015/2016
Project
Capital Works Area
PROPERTY
Land
Buildings
Additional Kindergarten, Epping North
Ashley Park Community Activity Centre
Civic Precinct - Long Term Office
Accommodation Solution
Epping Depot - office extension and
refurbishment
Leased Building/Property Renewal Program
Asset Expenditure Types
Cost
New
$’000
$’000
Renewal Upgrade Expansion
$’000
$’000
$’000
NonInfrastructure
$’000
Grants
$’000
Funding Sources
Council
Contributions
Cash
$’000
$’000
Borrowings
$’000
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
2,200
250
2,200
250
-
-
-
-
-
250
2,200
-
-
1,800
-
1,800
-
-
-
-
-
1,800
-
400
400
-
-
-
-
-
-
400
-
100
50
4,000
382
4,000
382
-
100
-
-
50
-
-
-
100
50
4,000
382
-
Mill Park Basketball Stadium
New Animal Welfare Precinct
Redgum Kindergarten, South Morang
University Hill-Conversion of former MAB
Sales Office into Community Facility
Total Buildings
100
100
-
-
-
-
-
-
100
-
9,282
7,332
1,800
100
-
50
-
250
9,032
-
Buildings Improvements
Barry Road CAC - extension and
refurbishment
1,000
-
-
1,000
-
-
-
-
1,000
-
60
City of Whittlesea – Budget 2015/16
Project
Capital Works Area
Energy Efficiency Program – Various sites
Office fit out alterations - Various Council
Offices
Sustainable Climate Control Project – Civic
Centre (Stage 1)
Sycamore Reserve Soccer Club – Pavilion
Upgrade
Upgrade of 713 High Street Epping
Total Building Improvements
TOTAL PROPERTY
Asset Expenditure Types
Cost
New
$’000
$’000
Renewal Upgrade Expansion
$’000
$’000
$’000
NonInfrastructure
$’000
Grants
$’000
Funding Sources
Council
Contributions
Cash
$’000
$’000
Borrowings
$’000
250
-
-
125
-
125
-
-
250
-
250
-
-
125
-
125
-
-
250
-
5,500
-
-
5,500
-
-
-
-
1,800
3,700
50
-
-
50
-
-
-
-
50
-
520
-
-
520
-
-
-
-
520
-
7,570
16,852
7,332
1,800
7,320
7,420
-
250
300
-
250
3,870
12,902
3,700
3,700
PLANT & EQUIPMENT
Plant, Machinery & Equipment
Furniture and equipment purchases
Light Fleet Vehicles
Purchase of new items - heavy fleet
Replacement of Council fleet - Ongoing
Program
55
134
200
55
134
200
-
-
-
-
-
-
55
134
200
-
1,009
1,009
-
-
-
-
-
-
1,009
-
Total Plant, Machinery & Equipment
1,398
1,398
-
-
-
-
-
-
1,398
-
Furniture and fittings for halls and CACs Various Locations
80
80
-
-
-
-
-
-
80
-
Total Fixtures, Fittings & Furniture
80
80
-
-
-
-
-
-
80
-
100
10
330
10
-
-
-
-
100
330
-
-
100
10
330
-
Fixtures, Fittings & Furniture
Computers & Telecommunications
Aged Care Rostering
Councillor IT Equipment Replacement
HRIS Review
61
City of Whittlesea – Budget 2015/16
Project
Capital Works Area
Asset Expenditure Types
Cost
New
$’000
$’000
Renewal Upgrade Expansion
$’000
$’000
$’000
NonInfrastructure
$’000
Grants
$’000
Funding Sources
Council
Contributions
Cash
$’000
$’000
Borrowings
$’000
Infrastructure
Meeting Room IT Improvements
Mobility
Online GIS
Server replacement program
SharePoint/PROV
Various computer system hardware and
other IT equipment
50
13
97
75
20
100
39
20
-
-
50
13
58
-
-
75
100
-
-
50
13
97
75
20
100
-
82
-
-
82
-
-
-
-
82
-
Total Computers & Telecommunications
877
69
-
203
-
605
-
-
877
-
2,355
1,547
-
203
-
605
-
-
2,355
-
350
-
-
350
-
-
350
-
-
-
715
400
55
-
55
715
400
-
-
-
715
250
-
150
-
55
-
140
-
-
140
-
-
-
-
140
-
50
50
-
-
-
-
-
-
50
-
520
520
-
-
-
-
-
-
520
-
25
210
-
-
25
210
-
-
-
-
25
210
-
TOTAL PLANT & EQUIPMENT
INFRASTRUCTURE
Roads
Black Length - Bridge Inn Road - Epping
Kilmore Road to Wellington Street
Black Spot - Yan Yean Road/Jorgensen Road
intersection
Bridge Inn Road Duplication
Car Park rehabilitation - various
Collector Road traffic management Various locations
Construction of 2 lane undivided road and
roundabout - Brush Road
Design & Construct Permanent Car Park at
Laurimar Town Park
Kerb & Channel & drainage - Laurel Street
from Forest St to the Whittlesea CAC
LATM Schemes various treatments
62
City of Whittlesea – Budget 2015/16
Project
Capital Works Area
Laurimar Estate Road Resurfacing –
Upgrade Spray Seal
Local road reconstruction/rehabilitation
Local road resurfacing works
McKimmies Road from Darebin Creek to
Garden Grove Drive
Painted Hills Road/ Bridge Inn Road
Intersection
Part constructed roads improvements
Pedestrian Operated Signals – High Street
Thomastown
Pedestrian Signals: Bridge Inn Road,
Mernda
Pedestrian Signals: Civic Drive
Roadside hazard protection
Roundabout Modification - Centenary
Drive/Bradley Drive
Signalisation and construction of
Intersection of Bridge Inn and Bassets Road
Traffic control devices - un-programmed
works
Traffic signals - Yan Yean Road/Cookes
Road intersection
Upgrade disabled parking bays to DDA
requirements - Various locations
Yan Yean Road - Road Rehabilitation
Total Roads
Asset Expenditure Types
Cost
New
$’000
$’000
Renewal Upgrade Expansion
$’000
$’000
$’000
NonInfrastructure
$’000
Grants
$’000
Funding Sources
Council
Contributions
Cash
$’000
$’000
Borrowings
$’000
400
1,850
1,850
-
1,850
1,850
400
-
-
-
-
-
400
1,850
1,850
-
1,477
-
-
-
1,477
-
1,477
-
-
-
250
75
250
-
75
-
-
-
-
250
-
75
-
193
193
-
-
-
-
-
-
193
-
225
15
75
225
15
-
-
-
-
75
-
-
225
15
75
-
200
-
200
-
-
-
-
-
200
-
2,250
2,250
-
-
-
-
-
1,250
1,000
-
200
-
-
200
-
-
-
-
200
-
100
100
-
-
-
-
-
-
100
-
50
100
-
100
50
-
-
-
100
-
50
-
-
11,775
3,603
4,130
2,490
1,477
75
2,892
1,650
7,233
-
63
City of Whittlesea – Budget 2015/16
Project
Capital Works Area
Asset Expenditure Types
Cost
New
$’000
$’000
Renewal Upgrade Expansion
$’000
$’000
$’000
NonInfrastructure
$’000
Grants
$’000
Funding Sources
Council
Contributions
Cash
$’000
$’000
Borrowings
$’000
Footpath & Cycleways
Church Street Shopping Strip
Redevelopment
Construct Footpaths - Fullarton Drive,
Gipps Crt & Webb Crt
Construct shared path-west side Edgars Rd
between M80 Ring Road and Victor Drive
Darebin Creek Shared Path from
Metropolitan Ring Road to Childs Road
Darebin Creek Shared Path Upgrade Landscape Works
Footpath Connection Painted Hills Road
Reserve
Footpath Widening north side of
Henderson's Road Bridge
Kerb Ramp DDA Upgrades
Merri Creek Trail - Merri Creek to Hume
Freeway
Minor bicycle paths - on-road and off-road
Minor Footpath Works
Safe Routes to Schools
Shared path Plenty Road - McKimmies Road
to Centenary Drive (west side) and
McKimmies Road to University Drive (east
side)
Yan Yean Pipe Track - Gordons Road to
Hawkstowe Parade
Total Footpath & Cycleways
330
-
-
165
-
165
-
-
330
-
210
210
-
-
-
-
-
-
210
-
80
80
-
-
-
-
-
-
80
-
400
-
-
-
-
400
-
-
400
-
60
-
-
-
-
60
-
-
60
-
150
150
-
-
-
-
-
-
150
-
75
40
75
-
-
-
40
-
-
-
75
40
-
20
20
-
-
-
-
-
-
20
-
75
100
25
-
-
-
75
100
-
25
-
-
75
100
25
-
50
50
-
-
-
-
-
-
50
-
225
225
-
-
-
-
-
-
225
-
1,840
810
-
165
215
650
-
-
1,840
-
64
City of Whittlesea – Budget 2015/16
Project
Capital Works Area
Asset Expenditure Types
Cost
New
$’000
$’000
Renewal Upgrade Expansion
$’000
$’000
$’000
NonInfrastructure
$’000
Grants
$’000
Funding Sources
Council
Contributions
Cash
$’000
$’000
Borrowings
$’000
Drainage
Drainage improvement works
Drainage upgrade - Laurel Street - Church
Street to the creek
End of Pipe Treatment - Darebin Creek
Total Drainage
50
-
-
-
50
-
-
-
50
-
50
50
50
50
-
-
-
-
-
-
50
50
-
150
50
50
-
50
-
-
-
150
-
Off Street Car Parks
Mill Park Heights Kindergarten – Car Park
Upgrade
50
-
-
50
-
-
-
-
50
-
Total Off Street Car Parks
50
-
-
50
-
-
-
-
50
-
40
40
-
-
-
-
-
40
-
-
100
100
-
-
-
-
-
-
100
-
60
-
-
60
-
-
-
-
60
-
35
-
-
-
-
35
-
-
35
-
25
-
-
-
-
25
-
-
25
-
280
280
-
-
-
-
-
-
280
-
650
650
-
-
-
-
-
-
650
-
600
-
-
600
-
-
-
-
600
-
Recreational, Leisure & Community Facilities
Construction of football oval (1st - Junior)
Epping North
Construction of two tennis courts - Mill
Park Lakes CAC
Golf Course improvement works
Development of balance of reserve - Lakes
Boulevard
Establishment of additional dog off leash
areas - Various Locations
Harvest Home Soccer Facility - construction
of Sports Pavilion
Lalor Recreation Reserve - Upgrade of
tennis facilities
Meadowglen Athletics Stadium - additional
toilet facility
65
City of Whittlesea – Budget 2015/16
Project
Capital Works Area
Mill Park Lakes Reserve - Pavilion extension
Mill Park Leisure & Service Centre
redevelopment
Playground McMillan Run
Reconstruct two tennis courts - Telopea
Reserve
Redevelopment of pavilion and tennis
courts - TH Hurrey Reserve, Yan Yean
Repairs/Maintenance/Renewal to track Meadowglen Athletics Reserve
Replacement of Sports Ground Synthetic
Cricket Wickets
RGC Cook Reserve Thomastown - Pavilion
redevelopment and extension
Sportsfield Strategy implementation Upgrade of existing Sportsgrounds
Sycamore BMX Facility Improvement Sycamore Reserve, Mill Park
Sycamore BMX Track Development
Thomastown Recreation & Aquatic Centre outdoor playspace
Training lights - Kelynack Reserve, Mill Park
Upgrade Coaches Boxes - Various Locations
Asset Expenditure Types
Cost
New
$’000
$’000
Renewal Upgrade Expansion
$’000
$’000
$’000
NonInfrastructure
$’000
Grants
$’000
Funding Sources
Council
Contributions
Cash
$’000
$’000
Borrowings
$’000
500
-
-
500
-
-
-
-
500
-
600
95
95
600
-
-
-
-
-
-
95
600
-
50
-
50
-
-
-
-
-
50
-
75
-
75
-
-
-
-
-
75
-
70
-
-
70
-
-
-
-
70
-
30
-
30
-
-
-
-
-
30
-
700
-
-
700
-
-
-
-
700
-
1,000
-
-
1,000
-
-
-
-
1,000
-
200
300
80
-
-
120
300
-
-
-
-
200
300
-
80
40
-
-
-
40
-
-
80
-
200
-
-
200
-
-
-
-
200
-
Vehicle Exclusion Fencing
Woodland Waters Recreation Reserve
Sports Pavilion
50
50
50
50
-
-
-
-
-
-
50
50
-
415
415
-
-
-
-
-
-
415
-
Total Recreational, Leisure & Community
Facilities
6,205
1,750
805
3,550
-
100
-
40
5,565
600
66
City of Whittlesea – Budget 2015/16
Project
Capital Works Area
Asset Expenditure Types
Cost
New
$’000
$’000
Renewal Upgrade Expansion
$’000
$’000
$’000
NonInfrastructure
$’000
Grants
$’000
Funding Sources
Council
Contributions
Cash
$’000
$’000
Borrowings
$’000
Parks, Open Space and Streetscapes
Findon Reserve – Bottom Pitches Upgrade
General landscape improvements Neighbourhood Parks
Landscape development balance of site Hillsview Recreation Reserve
Renewal of playgrounds
Retail Activity Centres - Streetscape
Condition Audit - Various Locations
Scott Street Beautification works
Street tree renewal - Various locations
Streetscape improvements program - Lalor
High Street Shops
50
-
-
50
-
-
-
-
50
-
325
-
-
-
-
325
-
-
325
-
200
600
-
-
600
-
200
-
-
-
200
600
-
50
10
150
-
-
5
-
-
50
5
150
-
-
50
10
150
-
80
-
-
40
-
40
-
-
80
-
1,465
-
-
695
-
770
-
-
1,465
-
8
8
-
-
-
-
-
-
8
-
150
-
-
150
-
-
-
-
150
-
50
50
-
-
-
-
-
-
50
-
55
-
-
-
-
55
-
-
55
-
60
20
20
-
-
-
60
-
-
-
60
20
-
748
-
-
748
-
-
143
-
605
-
Total Parks, Open Space and Streetscapes
Infrastructure - Other
3 Phase Power (Design) – Civic Centre
Disability Action Plan
Implementation of Signage Strategy Various
Implementation of the Cultural Collection
Strategy Public Art Strategy
Improve disability access (DDA) to public
transport
Installation bus shelters
Lighting Sustainability in Established Areas'
Streets & Libraries
67
City of Whittlesea – Budget 2015/16
Project
Capital Works Area
Planning and Feasibility Studies for Future
Projects
Woodland Waters Sportsfields Stormwater
Harvesting Project
Asset Expenditure Types
Cost
New
$’000
$’000
125
Renewal Upgrade Expansion
$’000
-
$’000
-
$’000
-
-
NonInfrastructure
$’000
125
Grants
$’000
-
Funding Sources
Council
Contributions
Cash
$’000
$’000
-
125
Borrowings
$’000
-
30
30
-
-
-
-
-
-
30
-
1,246
108
-
898
-
240
143
-
1,103
-
TOTAL INFRASTRUCTURE
22,731
6,321
4,985
7,848
1,742
1,835
3,035
1,690
17,406
600
TOTAL NEW CAPITAL WORKS FOR
2015/16
41,938
15,200
6,785
15,471
1,742
2,740
3,035
1,940
32,663
4,300
Total Infrastructure - Other
68
City of Whittlesea – Budget 2015/16
Works carried forward from the 2014/2015 year
Project
Capital Works Area
Asset Expenditure Types
Cost
New
$’000
$’000
Renewal Upgrade
$’000
$’000
Expansion
$’000
NonInfrastructure
$’000
Funding Sources
Council
Contributions
Cash
$’000
$’000
Grants
$’000
Borrowings
$’000
PROPERTY
Buildings
Additional Kindergarten, Epping North
Epping Depot - office extension and
refurbishment
Laurimar Town Park - construction of
Sporting Pavilion (Stage 2)
Maternal Child Health relocation from
Barry Road CAC to Thomastown Library
New Animal Welfare Precinct
Peter Lalor Secondary College
Redevelopment
Redgum Kindergarten, South Morang
Total Buildings
600
600
600
150
150
150
100
100
100
100
1,900
100
1,900
100
1,900
180
180
180
600
600
600
3,630
-
3,630
-
-
-
-
-
3,630
Buildings Improvements
Epping Kindergarten and Mill Park
Heights Kindergarten Compliance
Upgrade
Epping Police Station improvements 785 High Street Epping
Laurimar Town Park - Refurbish existing
Sporting Pavilion (Stage 3)
Refurbishment of PRACC Commercial
Office - Civic Centre
250
250
250
180
180
180
70
70
70
300
300
300
69
-
City of Whittlesea – Budget 2015/16
Project
Capital Works Area
Sustainable Climate Control Project –
Civic Centre (Stage 1)
Upgrade of 713 High Street Epping
Total Buildings Improvements
TOTAL PROPERTY
PLANT & EQUIPMENT
Asset Expenditure Types
Cost
New
$’000
$’000
Renewal Upgrade
$’000
54
200
1,054
4,684
$’000
Expansion
$’000
NonInfrastructure
$’000
Funding Sources
Council
Contributions
Cash
$’000
$’000
Grants
$’000
54
200
-
Borrowings
$’000
54
200
1,054
4,684
-
-
-
-
-
1,054
4,684
-
Computers & Telecommunications
Aged Care Rostering
Business Intelligence System
HRIS Review
SharePoint Integration
50
50
180
50
Total Computers & Telecommunications
330
330
TOTAL PLANT & EQUIPMENT
50
50
180
50
-
50
50
180
50
330
330
-
-
-
-
-
330
330
INFRASTRUCTURE
Roads
Findon Road, South Morang. Construct
from The Great Eastern Way to Plenty
Road
Gateway Signage - Lalor & Thomastown
Painted Hills Road/ Bridge Inn Road
Intersection
Pedestrian Operated Signals - Kingsway
Drive Lalor
Roundabout modification - Betula
Avenue/Roycroft Avenue, Mill Park
Additional Car parking along Kangaroo
Terrace
20
10
20
10
20
10
200
200
200
50
50
50
30
30
30
15
15
15
70
-
City of Whittlesea – Budget 2015/16
Project
Capital Works Area
Asset Expenditure Types
Cost
New
$’000
$’000
Signalisation and construction of
Intersection of Bridge Inn and Bassets
Road
500
Total Roads
825
Renewal Upgrade
$’000
$’000
Expansion
$’000
NonInfrastructure
$’000
Funding Sources
Council
Contributions
Cash
$’000
$’000
Grants
$’000
500
-
Borrowings
$’000
500
825
-
-
-
-
710
115
-
Footpath & Cycleways
Bundoora Shopping Centre Upgrade
Church Street Shopping Strip
Redevelopment
Construct Footpath on Yan Yean Rd-west
side-between Bridge Inn Road & Cookes
Road
Darebin Creek Shared Path from
Metropolitan Ring Road to Childs Road
Darebin Creek Shared Path Upgrade Landscape Works
Highlands Road Major Social Gathering
Space - Thomastown Shopping Centre
Shared path construction - Pipe Track
Park, South Morang
Yan Yean Pipe Track - Gordons Road to
Hawkstowe Parade
150
150
150
500
500
500
50
50
50
50
50
50
20
20
20
20
20
20
20
20
20
20
20
20
Total Footpath & Cycleways
830
-
830
-
50
50
-
-
-
-
-
830
-
-
50
50
-
Drainage
Hillcroft Estate Drainage Issues
Total Drainage
50
50
-
71
-
-
-
City of Whittlesea – Budget 2015/16
Project
Capital Works Area
Asset Expenditure Types
Cost
New
$’000
$’000
Renewal Upgrade
$’000
$’000
Expansion
$’000
NonInfrastructure
$’000
Funding Sources
Council
Contributions
Cash
$’000
$’000
Grants
$’000
Borrowings
$’000
Recreational, Leisure & Community Facilities
Harvest Home Soccer Facility construction of Sports Pavilion
Lalor Recreation Reserve - Upgrade of
tennis facilities
Meadowglen Athletics Stadium additional toilet facility
Replacement of Sports Ground Synthetic
Cricket Wickets
Sportsfield Strategy implementation Upgrade of existing Sportsgrounds
Sportsfields - Laurimar
Woodland Waters Recreation Reserve
Sports Pavilion
Woodland Waters Sports field and car
park development
Total Recreational, Leisure & Community
Facilities
169
169
169
370
370
370
100
100
100
32
32
32
50
135
50
135
50
135
480
480
480
200
200
200
1,536
-
1,536
-
-
-
-
-
1,536
-
Parks, Open Space and Streetscapes
Renewal of playgrounds
Revegetation - Hillcroft Regional Park
500
23
500
23
500
23
Total Parks, Open Space and Streetscapes
523
-
523
-
-
-
-
-
523
-
Infrastructure - Other
Epping Central Gateway Treatments
Implementation of Signage Strategy Various
143
Total Infrastructure - Other
193
143
50
143
50
-
50
193
72
-
-
-
143
50
-
City of Whittlesea – Budget 2015/16
Project
Capital Works Area
TOTAL INFRASTRUCTURE
TOTAL C/FWD CAPITAL WORKS FOR
2015/16
Asset Expenditure Types
Cost
New
$’000
$’000
Renewal Upgrade
$’000
Expansion
$’000
$’000
NonInfrastructure
$’000
Funding Sources
Council
Contributions
Cash
$’000
$’000
Grants
$’000
Borrowings
$’000
3,957
-
3,957
-
-
-
-
853
3,104
-
8,971
-
8,971
-
-
-
-
853
8,118
-
Funding Sources
Council
Contributions
Cash
$’000
$’000
Borrowings
Summary
Project
Capital Works Area
PROPERTY
PLANT & EQUIPMENT
INFRASTRUCTURE
TOTAL
Cost
New
$’000
$’000
21,536
7,332
Asset Expenditure Types
Non-
Renewal Upgrade
Expansion
Infrastructure
Grants
$’000
$’000
$’000
$’000
6,484
$’000
7,420
-
300
-
250
17,586
$’000
3,700
2,685
1,547
330
203
-
605
-
-
2,685
-
26,688
6,321
8,942
7,848
1,741
1,835
3,035
2,543
20,510
600
50,909
15,200
15,756
15,471
1,741
2,740
3,035
2,793
40,781
4,300
73
City of Whittlesea – Budget 2015/16
Appendix C
2015/2016 Fees and Charges Schedule
Introduction
The determination of Fees and Charges is an important component of Council’s Annual Budget and is the subject of
open and due process (i.e. consideration by Council and the public).
All areas of Council are being progressively reviewed and the exercise has become an ongoing process.
The 2015/16 Schedule of Fees and Charges has been prepared from officers’ assessment of the required increases on
Council imposed fees and charges, based on reviews of fees versus service cost and recovery percentage undertaken
during the current financial year.
Note that all fees and charges once set, other than statutory charges, may be reviewed and altered by Council
during the year should circumstances warrant a change.
74
City of Whittlesea – Budget 2015/16
Description
Type
Cost per
service
Proposed Fee 15/16 (GST
Inc. where applicable)
Planning Services
Planning Permits
Planning Permits - Amendments
Planning Applications
Planning Application - Amendments
Class 1
$502.00
Class 2
$239.00
Class 3
$490.00
Class 4
$102.00
Class 5
$604.00
Class 6
$707.00
Class 7
$815.00
Class 8
$1,153.00
Class 9
$4,837.00
Class 10
$8,064.00
Class 11
$16,130.00
Class 12
$386.00
Class 13
$386.00
Class 14
$386.00
Class 15
$781.00
Class 16
$249.00
Class 17
$541.00
Class 18
$404.00
Class 1
$502.00
Class 2
$502.00
Class 3
$239.00
Class 4
$490.00
Class 5
$102.00
Class 6
$604.00
Class 7
$707.00
Class 8
$815.00
Class 9
$386.00
Public Notice on Site (per notice)
$10.00
Notice to adjoining owners/occupiers (per
letter)
$8.00
Copy of Certified Plan (per plan)
$40.00
Amend an application for a permit after
notice (advertising) has been given but not
yet determined for every class of
application (other than Class 4 application
where there is no fee) listed under
Regulation 7
$102.00
75
City of Whittlesea – Budget 2015/16
Planning Certificates
Planning Scheme - Amendments
Subdivision
Development Plans - Amendments
Planning Fees
Amend an application for a permit after
notice of the application has been given
but not yet determined for every class of
application (other than Class 5 application
where there is no fee) listed under
Regulation 8B
$102.00
Planning Certificates - Section 198
$18.20
Certificates of Compliance - Section 97N
$147.00
Satisfaction Matters
$102.00
Stage 1
$798.00
Stage 2
$798.00
Stage 3
$524.00
Stage 4
$798.00
Multi Lot (per lot)
$100.00
Procedural
$100.00
Consolidation
$100.00
Strata Redevelopment
$100.00
Resort & Recreation Open Space
Contribution
Amended subdivision plans
Amendment - Minor
Amendment - Major
Extension of time to a planning permit
Variation to a Building Envelope (other
than applications made under Regulation
8B)
Demolition Approvals (S29A Building Act)
Planning Information Request
Secondary Consent
Secondary Consent for lots<300sqm.
Pre application concept plans
Amend or end Sec 173 Agreement
$5.00
1 to 3 copies (per permit)
4 to 9 copies (per permit)
10+ copies (per permit)
1 to 3 copies (per plan)
4 to 9 copies (per plan)
10+ copies (per plan)
$85.00
$85.00
$400.00
$85.00
$85.00
$400.00
New Dwelling (Up to $300,000) Owner
Builder
New Dwellings (Up to $300,000)
REGISTERED BUILDERS
New Dwelling (Over $300,000) Owner
Builder
$1,550.00
New Dwellings (Over $300,000)
REGISTERED BUILDERS
$1,300.00
$250.00
$250.00
$800.00
$210.00
$150.00
$60.00
$130.00
$200.00
$330.00
$150.00
$502.00
Planning Copy Fees
Permit Fee (per copy)
Approved Plans (per copy)
Building Services
Residential Permits
76
$1,045.00
$2,070.00
City of Whittlesea – Budget 2015/16
New Dwellings (Over $800,000)
REGISTERED BUILDERS
$1,850.00
Dwelling Extensions (All) Owner Builder
(includes Class 1b)
$1,035.00
Dwelling Extensions (All) REGISTERED
BUILDERS (Includes Class 1b)
Minor Dwelling Alterations (removal of
internal wall, increasing a window size etc.)
$910.00
Multi Unit Development (maximum 9 units
each)
$695.00
Multi Unit Development (10 units and over
each)
$550.00
Demolitions (where protection work not
required)
$505.00
Protection Work Notices where a
basement/large excavation>1.5m or
construction/demolition proposed on a
title
$565.00
Outbuildings
Steel Garages, Brick Garages, Carports,
Verandas, Decks, Retaining Walls,
Underpins, Reblocking, Fences, Sheds
$435.00
Swimming Pools & Safety Barriers
Above ground pools
$580.00
In-ground pools
$715.00
Commercial Works
Shop fit-out (cost less than $10,000)
$500.00
Building Fees
Report & Consent Dispensation (siting)
$244.00
Build Over Easement Consent or Flood
Prone Land Consent
$244.00
Stormwater Drainage Asset Information
$60.90
Property Information
Lodgement fee
Essential Safety Measure Reports for
Council Projects
$48.60
$36.40
$1,365.00
Building Permit Extension of Time
$95.00
Change of Permit or Certificate Details
$110.00
Title Search
$88.50
Amended Plans
$150.00
Change of Use No building work
$505.00
Report for the purposes Liquor Licensing
$240.00
Additional inspections above allowed by
Building Permit
$150.00
Weekend inspections
$216.00
Application for occupancy Permit for a
Place of Public Entertainment (POPE)
Circus
$275.00
77
$455.00
City of Whittlesea – Budget 2015/16
Application for occupancy Permit for a
Place of Public Entertainment (POPE)
Public Building
$505.00
Application for occupancy Permit for a
Place of Public Entertainment (POPE)
Public event on Land
$275.00
Issue of Permits to occupy road reserve
"hoardings" for commercial projects
$240.00
Building Permit issued where Notice or
Order placed on property
$0.00
Bushfire Tank signage
Section 29A Report and Consent
Bushfire Tank signage with postage
Copy of Residential Plans
Copy of Commercial Plans/multi unit site
(search fee only) + charges per copied
sheet
$48.00
$60.90
$60.00
$96.00
$160.00
Copy of Building Permit or Occupancy
Permit
$48.60
Subdivision Construction Surveillance Fee 2.5% of cost of works (inc GST) under the
Subdivision Act 1988
2.50%
Council road where speed limit is greater
than 50km/hr
$616.90
Council road where speed limit is 50km/hr
or less
$273.80
Council road where speed limit is greater
than 50km/hr
$342.20
Council road where speed limit is 50km/hr
or less
$68.40
Council road where speed limit is greater
than 50km/hr
Council road where speed limit is 50km/hr
or less
$157.50
Council road where speed limit is greater
than 50km/hr
$68.40
Council road where speed limit is 50km/hr
or less
$68.40
Subdivision
Subdivision Plan Checking Fee - 0.75% of
cost of works (inc GST) under the
Subdivision Act 1988
0.75%
Engineering Plans
Engineering Plans Assessment fee – for
developments up to 2 units
$75.00
Engineering Plans Assessment fee - for
developments 3 to 10 units
$150.00
Building Copy Fees
Engineering & Transportation
Subdivision
Road Opening Applications for Consent
Consent Fees -other than Minor
On roadway, shoulder or pathway
Not on roadway, shoulder or
pathway
Consent Fees - Minor
On roadway, shoulder or pathway
Not on roadway, shoulder or
pathway
$157.50
Development Engineering
78
City of Whittlesea – Budget 2015/16
Engineering Plans Assessment fee- for
more than 10 units, small
commercial/industrial developments
$300.00
Engineering Plans Assessment fee - for
large commercial/industrial developments
$595.00
Garden Waste Bin Service
$77.00
Extra 120 Litre Garbage Bin (per annum)
$198.00
Extra 240 Litre Recycling Bin (per annum)
$80.00
Extra 240 Litre Commercial Garbage Bin
(per annum)
$480.00
Extra Commercial Recycling Bin (per
annum)
Reln Worm Factory
$80.00
Palamont (210 ltr)
$52.00
Palamont (280 ltr)
$78.00
Delivery Fee
$6.00
Bokash Bin
$64.50
Compost Stirrer
$14.00
Home recycling tray
$7.00
Street Tree Replacement Fee(New or
Juvenile)
Street Tree Replacement Fee (Mature)
$430.00
Waste Management
Waste Fees
$72.00
Parks and Gardens
Street Trees
Subdivision
Native Vegetation Management
Costs
Engineering Plans – Landscape Works
Plans - 0.75% of landscape construction
costs (inc GST) under the Subdivision Act
1988
Engineering Plans – Landscape Works
Plans - 2.5% of landscape construction
costs (inc GST) under the Subdivision Act
1988
Native Vegetation Offset Management
Costs (urban) -per hectare, per year.
Native Vegetation Offset Management
Costs (rural) -per hectare, per year.
ATV + 90 + 74 + 257 Amenity
Tree Value - Burnley
Method (ATV) + Purchase +
Planting + 2 Summers
Establishment
0.75%
2.50%
$4,900.00
$3,400.00
Growling Frog Golf Course
Golf Fees
Monday to Friday
Adult 18 holes
Club member 18 holes
Adult 9 holes
$42.00
$36.00
$25.00
After 1.30pm All days - 9 holes
After 12.30pm All days - 18 holes
Senior Card Holder & Age Pensioner Rate 18 holes
Senior Card Holder & Age Pensioner Rate 9 holes
$20.00
$35.00
$25.00
79
$15.00
City of Whittlesea – Budget 2015/16
Weekend and Public Holiday
Adult 18 holes
Club member 18 holes
Adult 9 holes
$49.00
$42.00
$28.00
Monday to Sunday
12 months -1 July - 30 June
$1,500.00
Monday to Friday
Monday to Friday (Concession) applies to Junior, Senior and
Pensioner golfers only
12 months -1 July - 30 June
12 months -1 July - 30 June
$900.00
$610.00
Monday to Friday
Weekend
Residents
Financial Services
Golf Promotion - Monday - Friday
Adult 18 holes
Golf Promotion - Residents
$35.00
$40.00
$30.00
Revenue
Land information certificates per property
(Standard)
Land information certificates per property
(Urgency fee)
$20.00
Duplicate rate notice per property
(Current year)
Duplicate rate notice per property (Per
non-current year)
Plan 'n' pay card per property
Cheque dishonour - Bank
Cheque dishonour - Australia Post
Direct debit dishonour (bank account &
credit card)
Rates transaction statement (per
property)
Confirmation of historical ownership
(0.5hrs) per property
Rates Search Fee - Per 0.5 hrs for
searching archives per property
Processing fee for title search per
property
$13.50
Freedom of Information Application Fee
FOI - Charge for search time (Per hour or
part of an hour)
$26.50
$20.00
FOI - Charge for Supervision (Per quarter
hour or part of a quarter hour)
$5.00
FOI - Charge for providing black and white
photocopy (Per A4 page, single sided)
$0.20
FOI - Charge for providing copy of
document other than black and white
photocopy (Per A4 coloured page, single
sided)
Local Laws (request for printed copy available for free download from website)
$1.00
Release fee - for impounded shopping
trolleys
Release fee - for impounded 'A' frames,
etc.
Release fee - for impounded vehicle
$73.00
Season Pass
Golf Promotion Offers
$36.50
$21.50
$12.00
$10.00
$13.50
$33.00
$43.50
$58.50
$58.50
$65.00
Civic Administration
Freedom of Information
$10.00
Local Laws
Local Laws
80
$73.00
$330.00
City of Whittlesea – Budget 2015/16
Litter Offences 'On the Spot' - Minimum
Litter Offences 'On the Spot' - Maximum
Litter Offences Asset Protection - 'on the
spot fines' - Minimum
Litter Offences Asset Protection - 'on the
spot fines' - Maximum
Local Laws 'On the Spot' fines
Local law permit fee - goods on footway,
or outdoor café/eatery, etc.
Local laws Permit fee - Portable
advertising board
Infringement Courtesy Letter (Final
Notice) fee
Local Law Building Site Code "on the spot'
fine
Disabled Parking Permit - replace either
lost or unduly damaged
Collection Agency service fee
$308.00
$616.00
$1,234.00
Animal management - 'on-the-spot' fines Minimum
Animal management - 'on-the-spot' fines Maximum
Domestic Animal Business
Release Fee - Dog or Cat not Vaccinated
by (Pound Operator)
Release Fee Plus Dog or Cat Vaccinated by
(Pound Service Operator)
Daily Fee - board/keep for impounded
Dog or Cat - from day 2 to day 8 inclusive
by (Pound Service Contractor)
Application fee for Excess animal permit
i.e. for 3 or more dogs/cats - Excess
animal permit is in addition to individual
animal registration(s)
Replacement animal collar-tag fee
Property inspection fee for dangerous,
menacing or restricted breed dog(s) inspection is in addition to individual
animal registration(s)
Daily board/keep for impounded Dog or
Cat - from on and after the 9th day of
impoundment
Inspection of animal registration records
for second or subsequent records
Registration certificate for second or
subsequent certificate
$77.00
Release Fee - per attendance
Daily board/keep for impounded large
animal e.g. cattle, horse
Daily board/keep for impounded medium
size animal e.g. sheep, goat
$60.00
$19.00
Restricted breed, Dangerous dog,
Menacing dog
Standard Registration Fee - Guard
Dog/Protective Services
$240.00
$1,851.00
$200.00
$147.00
$147.00
$25.00
$1,000.00
$42.00
$25.00
Animal Management
Livestock
$616.00
$257.00
$47.00
$104.00
$30.00
$55.00
$9.00
$54.00
$30.00
$16.00
$37.00
$17.00
Animal Registration
Dog
81
$135.00
City of Whittlesea – Budget 2015/16
Standard Registration Fee - dog
unsterilised
Non-pensioner - dog sterilised, trained to
VCA (Victorian Canine Association) level
"Obedience Title" recognised by ANKC
(Australian National Kennel Council)
Pensioner - Dog - unsterilised
Pensioner - Dog - sterilised, trained to
VCA level "Obedience Title" recognised by
ANKC
Pro-rata Registrations - between 6 and 9
months - 75% of registration
Pro-rata Registrations - less than 6 months
- 50% of registration
Non-pensioner - cat unsterilised
Non-pensioner - cat sterilised registered
member of approved feline association.
Pensioner - Cat - unsterilised
Pensioner - Cat - sterilised or registered
member of approved feline association.
Pro-rata Registrations - between 6 and 9
months - 75% of registration
Pro-rata Registrations - less than 6 months
- 50% of registration
Fire prevention 'On-the-spot' fines
Fire Prevention Notices
Parking 'On-the-spot' fines - Maximum
Parking - 'On-the-spot' fine. Minimum
Asset Inspection Permit Fee
Local Law Permit fee - Building Site Bins
(Council Land)
Local Law Permit fee - Occupation of
Council Land
Supply of enforcement digital
photograph(s) two per page
$135.00
Monday to Friday bump/in out Fee
Monday to Friday rehearsal rate
$280.00
$310.00
Monday to Friday performance rate
Weekend bump in/out rate
Weekend rehearsal rate
Weekend performance rate
Monday to Friday bump/in out Fee
Monday to Friday rehearsal rate
Monday to Friday performance rate
Weekend bump in/out rate
Weekend rehearsal rate
Weekend performance rate
$470.00
$320.00
$360.00
$490.00
$250.00
$290.00
$430.00
$295.00
$340.00
$450.00
Community
Woodstock Theatre
Community - 25% off the normal rate
$0.00
Commercial
Monday to Friday bump/in out Fee
Monday to Saturday rehearsal $ hr.
Monday to Saturday performance $ hr.
Weekend bump in/out $hr.
Sunday rehearsal $ hr.
$145.00
$145.00
$201.00
$160.00
$162.00
Cat
Fire Prevention
Parking
Asset Inspection
$43.00
$75.00
$22.00
$0.00
$0.00
$75.00
$22.00
$42.00
$13.00
$0.00
$0.00
$1,544.00
$25.00
$154.00
$77.00
$370.00
$147.00
$147.00
$11.00
Plenty Ranges Arts & Convention Centre
Theatre Hire Costs
Yan Yean Theatre
Commercial: Peak April - December
Commercial: Off Peak January March
82
City of Whittlesea – Budget 2015/16
Community
Hall Hire
Sunday performance $ hr.
Community - 25% off the normal rate
$240.00
$0.00
Minimum 4 hours
Additional hour
Day Hire (Maximum of 10 hours)
$1,200.00
$280.00
$2,000.00
Minimum 4 hours
Additional hour
Day Hire (Maximum of 10 hours)
Minimum 4 hours
Additional hour
Day Hire (Maximum of 10 hours)
$500.00
$170.00
$860.00
$665.00
$170.00
$1,340.00
Minimum 4 hours
Additional hour
Day Hire (Maximum of 10 hours)
Minimum 4 hours
$540.00
$190.00
$935.00
$680.00
Additional hour
Day Hire (Maximum of 10 hours)
$170.00
$1,350.00
Minimum 4 hours
Additional hour
Day Hire (Maximum of 10 hours)
Minimum 4 hours
Additional hour
Day Hire (Maximum of 10 hours)
$657.00
$150.00
$1,000.00
$1,100.00
$170.00
$1,400.00
Minimum 4 hours
Additional hour
Day Hire (Maximum of 10 hours)
Minimum 4 hours
Additional hour
Day Hire (Maximum of 10 hours)
$657.00
$150.00
$1,000.00
$1,100.00
$170.00
$1,400.00
Minimum 4 hours
Additional hour
Day Hire (Maximum of 10 hours)
Minimum 4 hours
Additional hour
Day Hire (Maximum of 10 hours)
$1,200.00
$150.00
$1,500.00
$1,500.00
$220.00
$2,100.00
Minimum 4 hours
Additional hour
$615.00
$155.00
Day Hire (Maximum of 10 hours)
Minimum 4 hours
Additional hour
Day Hire (Maximum of 10 hours)
$1,150.00
$785.00
$160.00
$1,290.00
Minimum 4 hours
Additional hour
Day Hire (Maximum of 10 hours)
Minimum 4 hours
Additional hour
$1,500.00
$360.00
$3,850.00
$1,600.00
$380.50
The Great Hall
Saturday to Sunday
Fountain View Room
Monday to Friday
Saturday to Sunday
Lakeview Room
Monday to Friday
Saturday to Sunday
Red Gum Room
Monday to Friday
Saturday to Sunday
Blue Gum Room
Monday to Friday
Saturday to Sunday
Eucalypt Room
Monday to Friday
Saturday to Sunday
Woodstock Theatre (Conference)
Monday to Friday
Saturday to Sunday
Yan Yean Theatre (Conference)
Monday to Friday
Saturday to Sunday
83
City of Whittlesea – Budget 2015/16
Day Hire (Maximum of 10 hours)
$4,170.00
Gardens (Ceremony)
Gardens (Photos)
Courtyard (Ceremony)
$320.00
$180.00
$320.00
Market Stalls with infrastructure
Market Stalls without infrastructure
Food Stalls with infrastructure
Food Stalls without infrastructure
Market Stalls with infrastructure
Market Stalls without infrastructure
Food Stalls with infrastructure
Food Stalls without infrastructure
Power 10 amp
Power 15 amp
$242.00
$143.00
$363.00
$187.00
$143.00
$99.00
$154.00
$99.00
$99.00
$132.00
Commercial
With power
$198.00
Community
With power
$121.00
Hire of Equipment
Marquee
$165.00
Commercial
With power
$198.00
Community
With power
$121.00
Without power
$55.00
With power
$198.00
With power
$121.00
Kindergarten enrolments (per enrolment)
- Non Health Cardholders
Early Years Services Property Lease
$20.00
Family day care - annual service fee
Family day care - administration fee
Carer provider time-sheets (50)
Playgroups - rental of community space
(per group) for Vasey Park Pre School &
Carrington Children Services Centre
Grab Bags
$28.00
$0.80
$18.00
$7.00
Grab Bags- concession rate for Health
Care Cardholders
$15.00
Add fee for each staff member in excess
of 5
Follow up inspection
Request inspection priority fee (within 2
working days)
Request inspection fee (within 10 working
days)
$20.00
Plenty Ranges Gardens
Saturday to Sunday
Community & Cultural Development
Site Fees
Whittlesea Community Festival
Commercial
Community
Hire of Equipment
Carols by Candlelight
Rockin' @ Redleap
Australia Day
Commercial
Community
Family, Children and Young People
Family Services
Kindergarten
Early years
Family day care
Timesheets
Playgroups
Other Fee
$115.00
$20.00
Public Health
Food Act
Registration
84
$120.00
$325.00
$242.00
City of Whittlesea – Budget 2015/16
Plans approval (Class 1 ,2, 3)
$162.00
Class 1 premises
Class 2 premises
Class 3 premises
Class 1 premises
Class 2 premises
Class 3 premises
Class 1 premises
Class 2 premises
Class 3 premises
$800.00
$570.00
$400.00
$680.00
$460.00
$284.00
$340.00
$230.00
$142.00
General
$184.00
Accommodation houses
Plans approval - general
Plans approval - accommodation
Request inspection priority fee (within 2
working days)
Request inspection fee (within 10 working
days)
Caravan permit
Head lice comb - LiceMeister
Head lice services 2nd visit (per hour per
nurse)
Transfer of registration - general
Transfer of registration - accommodation
4 litres
$330.00
$175.00
$275.00
$225.00
21 litres
$34.00
Septic tank approval
Sand filter test
Treatment plant
Surface irrigation
Treatment plant sampling
Copy of adult historical immunisation
records on request
Hepatitis B per dose (20 years & over)
Hepatitis A per dose (20 years & over)
Combined Hepatitis A & B per dose (20
years and over)
Varicella(Varilrix)
Meningococcal (per dose)
Diphtheria, Tetanus, Pertussis (Boostrix)
Workplace immunisation extra nurse fee
$/hr (1 extra nurse)
Flat fee for Workplace Vaccination Visit Under 21 employees
Workplace Influenza per injection - over
21 employees
$400.00
$174.00
$110.00
$110.00
$110.00
$23.00
Bond (Meeting Room / Workshop)
Bond (Main Hall and Function Room)
Bond (Senior Citizens)
Function Room with Kitchen
$100.00
$1,000.00
$100.00
$92.00
Food Safety Program
Registration - Initial
Registration - Renewal
Registration - Transfer
Public Health & Wellbeing Act
Registration
Registration - Transfer
Sharps containers
Septic Tank
Immunisation
Immunisation Workplace Program
$165.00
$140.00
$15.00
$55.00
$92.00
$165.00
$21.00
$29.00
$75.00
$89.00
$72.00
$95.00
$51.00
$120.00
$440.00
$22.00
Leisure Services
Hall Hire
Epping Memorial Hall
Bond
Casual/Business
85
City of Whittlesea – Budget 2015/16
Main Hall
$113.00
Main Hall Kitchen
Meeting Room
Workshop
$20.50
$16.40
$38.00
Whole Facility
Function Room with Kitchen
Main Hall
$246.00
$70.00
$85.00
Main Hall Kitchen
Meeting Room
Workshop
$15.50
$11.30
$28.70
Whole Facility
Function Room with Kitchen
Main Hall
$184.50
$46.00
$56.00
Main Hall Kitchen
Meeting Room
Workshop
$10.25
$8.20
$19.00
Whole Facility
Function Room
Main Hall
$123.00
$4.65
$4.65
Meeting Room
Workshop
$4.65
$4.65
Bond
Bond
$100.00
Casual/Business
Main Hall
$46.00
Part Community/Part Business
Activity Room
Meeting Room
Consultant Rooms (per hour)
Main Hall
$26.00
$9.50
$15.40
$35.00
Community
Activity Room
Meeting Room
Consultant Rooms (per hour)
Main Hall
$19.50
$7.20
$11.30
$23.00
Senior Citizens
Activity Room
Meeting Room
Consultant Rooms (per hour)
Consultant Rooms (per day)
Main Hall
$12.80
$4.60
$7.70
$36.00
$4.65
Activity Room
$4.65
Meeting Room
Consultant Rooms
Bond
$4.65
$4.65
$100.00
Casual/Business
Community/Business
Community
$41.00
$31.00
$20.50
Senior Citizens
$4.65
Senior Citizens
Bond
$4.65
$100.00
Casual/Business
Community/Business
Community
$33.00
$25.00
$16.40
Senior Citizens
Bond
$4.65
$100.00
Part Community/Part Business
Community
Senior Citizens
Mill Park Community Centre
Nick Ascenzo Community Centre
May Road Senior Citizens Centre
Senior Citizens
Mill Park Lakes
Lalor Library Conference Room
86
City of Whittlesea – Budget 2015/16
Spring Street Hall
Casual/Business
Community/Business
Community
$32.50
$24.60
$16.00
Senior Citizens
Bond
Casual/Business
Community/Business
Community
$4.65
$100.00
$33.00
$25.00
$16.40
Senior Citizens
$4.65
Casual/Business - Community Hall
Casual/Business - Hazel Glen Room
Casual/Business - Meeting Room (capacity
8)
$31.75
$31.75
$14.85
Community - Community Hall
Community - Hazel Glen Room
Community - Meeting Room (capacity 8)
Senior Citizens - Community Hall
Senior Citizens - Hazel Glen Room
Senior Citizens - Meeting Room (capacity
8)
Regular Group - Community Hall
Regular Group - Hazel Glen Room
Regular Group - Meeting Room (capacity
8)
$16.40
$16.40
$7.50
$4.65
$4.65
$4.65
Casual/Business - Community Room
(capacity 30) Kitchenette, Foyer & BBQ
Area
Community - Community Room (capacity
30) Kitchenette, Foyer & BBQ Area
Senior Citizens - Community Room
(capacity 30) Kitchenette, Foyer & BBQ
Area
Regular Group - Community Room
(capacity 30) Kitchenette, Foyer & BBQ
Area
Bond (Main Hall)
Casual/Business - Main Hall
Community/Business - Main Hall
Community - Main Hall
Senior Citizens - Main Hall
Bond
$27.65
Casual/Business
Community/Business
Community
$15.40
$11.30
$7.70
Laurimar Community Centre
Casual/Business
Senior Citizens
Regular Group
$23.55
$23.55
$11.30
Laurimar Community Activity Centre
Casual/Business
Community
Senior Citizens
Regular Group
French Street Hall
Mernda Community Centre
$13.85
$4.65
$20.75
$100.00
$30.75
$23.00
$15.40
$4.65
$100.00
Senior Citizens
Mernda Villages Community Activity Centre
$2.80
Casual/Business
$47.15
Community
Casual/Business - Community Hall
(capacity 200 or seated 150)
Casual/Business - Meeting Room 1
(capacity 10-12)
Casual/Business - Kitchen
Community - Community Hall (capacity
200 or seated 150)
87
$7.20
$16.00
$23.60
City of Whittlesea – Budget 2015/16
Community - Meeting Room 1 (capacity
10-12)
Community - Kitchen
Senior Citizens - Community Hall (capacity
200 or seated 150)
Senior Citizens - Meeting Room 1
(capacity 10-12)
$3.60
Senior Citizens - Kitchen
Regular Group - Community Hall (capacity
200 or seated 150)
Regular Group - Meeting Room 1 (capacity
10-12)
Regular Group - Kitchen
Casual/Business - Community room (per
hour)
Community - Community room (per hour)
Regular Group - Office West (per week)
Regular Group - Office East (per annum)
$4.65
$35.35
Casual/Business - Memorial Hall (large
capacity 200)
Casual/Business - Memorial Hall - Room 1
Casual/Business - Memorial Hall - Room 2
Casual/Business - Memorial Hall - Room 3
Casual/Business - Kitchen
Casual/Business - Meeting Room 2 capacity 20
Community - Memorial Hall (large
capacity 200)
Community - Memorial Hall - Room 1
Community - Memorial Hall - Room 2
Community - Memorial Hall - Room 3
Community - Kitchen
Community - Meeting Room 2 - capacity
20
Senior Citizens - Memorial Hall - Room 1
Senior Citizens - Memorial Hall - Room 2
Senior Citizens - Memorial Hall - Room 3
Senior Citizens - Kitchen
Senior Citizens - Meeting Room 2 capacity 20
Regular Group - Memorial Hall (large
capacity 200)
Regular Group - Memorial Hall - Room 1
Regular Group - Memorial Hall - Room 2
Regular Group - Memorial Hall - Room 3
Regular Group - Kitchen
Regular Group - Meeting Room 2 capacity 20
$47.15
Casual/Business
Casual/Business - Community Hall
Casual/Business - Meeting Room 1 (cap
20) & Meeting Room 2 (cap 30)
$47.15
$13.85
Community
Community - Community Hall
Community - Meeting Room 1 (cap 20) &
Meeting Room 2 (cap 30)
$19.45
$7.15
Senior Citizens
Senior Citizens - Community Hall
$4.65
Senior Citizens
Regular Group
Greenbrook Community House
$8.70
$4.65
$4.65
$5.15
$12.80
$14.35
$13.30
$138.35
$1,896.25
Whittlesea Community Activity Centre
Casual/Business
Community
Senior Citizens
Regular Group
$36.90
$27.65
$23.55
$16.90
$21.50
$23.60
$18.45
$13.85
$12.80
$8.70
$10.75
$4.65
$4.65
$4.65
$4.65
$4.65
$35.35
$27.65
$20.75
$18.45
$12.80
$16.15
Galada Community Activity Centre
88
City of Whittlesea – Budget 2015/16
Senior Citizens - Meeting Room 1 (cap 20)
& Meeting Room 2 (cap 30)
Regular Group
Regular Group - Community Hall
Regular Group - Meeting Room 1 (cap 20)
& Meeting Room 2 (cap 30)
Epping Views Family and Community Centre
Casual/Business
Community
Senior Citizens
Regular Group
$4.65
$35.35
$10.25
Bond
$500.00
Casual/Business - Foyer, Display Space,
Kitchenette
Casual/Business - Meeting Room 1 & 2
Casual/Business - MCH Programs Room,
Kitchenette, Foyer
Community - Foyer, Display Space,
Kitchenette
Community - Meeting Room 1 & 2
Community - MCH Programs Room,
Kitchenette, Foyer
Senior Citizens - Foyer, Display Space,
Kitchenette
Senior Citizens - Meeting Room 1 & 2
Senior Citizens - MCH Programs Room,
Kitchenette, Foyer
Regular Group - Foyer, Display Space,
Kitchenette
Regular Group - Meeting Room 1 & 2
Regular Group - MCH Programs Room,
Kitchenette, Foyer
$26.65
Casual/Business - Community Room
Whole
Casual/Business - Community Room 1-30
Casual/Business - Kitchen
Community - Community Room Whole
Community - Community Room 1-30
Community - Kitchen
Senior Citizens - Community Room Whole
Senior Citizens - Community Room 1-30
Senior Citizens - Kitchen
Regular Group - Community Room Whole
Regular Group - Community Room 1-30
Regular Group - Kitchen
$36.90
Bond
$0.00
Casual/Business
Community/Business
Community
$36.00
$27.00
$18.00
Senior Citizens
$4.65
Casa D'Abruzzo (North) - Class B
Casa D'Abruzzo (South) - Class B
Doreen Rec Reserve, Doreen - Class C
Duffy St Reserve, Epping - Class B
Epping Recreation Reserve East - Class A
Epping Recreation Reserve West - Class B
Findon Reserve (Cricket) - Class B
$1,100.00
$1,100.00
$880.00
$1,100.00
$1,375.00
$1,100.00
$1,100.00
$12.30
$21.50
$13.30
$6.15
$10.75
$4.65
$4.65
$4.65
$20.00
$9.20
$16.15
Jindi Community Activity Centre
Casual/Business
Community
Senior Citizens
Regular Group
$27.65
$16.90
$18.45
$13.85
$8.70
$4.65
$4.65
$4.65
$27.65
$20.75
$12.80
Wollert Community Hall
Sporting Fields - per season
Casa D'Abruzzo
Doreen Rec Reserve
Duffy St Reserve
Epping Recreation Reserve
Findon Reserve
89
City of Whittlesea – Budget 2015/16
Findon Reserve North (Main Pitch) - Class
B
Findon Reserve North East - Class B
Findon Reserve South East -Class B
Hillsview Reserve - West - Class A
Hillsview Reserve - East - Class A
HR Uren Reserve North - Class B
HR Uren Reserve South - Class B
Huskisson Reserve - Class B
Kelynack Reserve, Mill Park - Class B
Lalor Rec. Reserve - Class B
Laurimar East - Class A
Laurimar West - Class A
Lowalde Reserve, Epping - Class C
Main Street Reserve East - Class A
Main Street Reserve West - Class B
Meadowglen Reserve - Class C
Mernda Rec. Reserve, Mernda - Class B
Mill Park Lakes Reserve - East - Class A
Mill Park Lakes Reserve - West - Class A
Mill Park Reserve, Mill Park - Class A
Partridge Street Reserve East - Class B
Partridge Street Reserve Rooball - Class B
Partridge Street Reserve West - Class A
Redleap Reserve - Class B
RGC Cook Reserve East - Class C
RGC Cook Reserve West - Class B
Sycamore Reserve Central South - Class B
Sycamore Reserve Cricket - Class B
Sycamore Reserve North (Main) - Class A
Sycamore Reserve Sth (Roo-ball) - Class C
Thomas Street Reserve - Class B
Thomastown East Reserve North - Class B
Thomastown East Reserve South - Class B
W.A. Smith Reserve North - Class B
W.A. Smith Reserve South - Class B
Walker Reserve, Whittlesea - Class B
Whittlesea Secondary College - Class C
Woodland Waters - Class A (both grounds)
$1,100.00
Duffy St Reserve
Epping Recreation Reserve
Findon Reserve
Duffy St Reserve, Epping - Class 2
Epping Rec Reserve, Epping - Class 1
Findon Reserve - Class 1
$825.00
$963.00
$963.00
Hillsview Reserve
HR Uren Reserve
Huskisson Reserve
Kelynack Reserve
Lalor Rec. Reserve
Laurimar
Main Street Reserve
Mernda Rec. Reserve
Mill Park Lakes Reserve
Mill Park Reserve
Partridge Street Reserve
Hillsview Reserve - Class 1
HR Uren Reserve South - Class 1
Huskisson Reserve - Class 2
Kelynack Reserve, Mill Park - Class 1
Lalor Rec. Reserve - Class 1
Laurimar - Class 1
Main Street Reserve East - Class 1
Mernda Rec. Reserve, Mernda - Class 3
Mill Park Lakes Reserve - Class 1
Mill Park Reserve, Mill Park - Class 1
Partridge Street Reserve - Class 1
$963.00
$963.00
$825.00
$963.00
$963.00
$963.00
$963.00
$660.00
$963.00
$963.00
$963.00
Redleap Reserve
Redleap Reserve - Class 1
$963.00
RGC Cook Reserve West
RGC Cook Reserve West - Class 1
$963.00
Hillsview Reserve
HR Uren Reserve
Huskisson Reserve
Kelynack Reserve
Lalor Rec. Reserve
Laurimar
Lowalde Reserve
Main Street Reserve
Meadowglen Reserve
Mernda Rec. Reserve
Mill Park Lakes Reserve
Mill Park Reserve
Partridge Street Reserve
Redleap Reserve
RGC Cook Reserve
Sycamore Reserve
Thomas Street Reserve
Thomastown East Reserve
W.A. Smith Reserve
Walker Reserve
Whittlesea Secondary College
Woodland Waters
Sports Pavilions - per season
90
$1,100.00
$1,100.00
$1,375.00
$1,375.00
$1,100.00
$1,100.00
$1,100.00
$1,100.00
$1,100.00
$1,375.00
$1,375.00
$880.00
$1,375.00
$1,100.00
$880.00
$1,100.00
$1,375.00
$1,375.00
$1,375.00
$1,100.00
$1,100.00
$1,375.00
$1,100.00
$880.00
$1,100.00
$1,100.00
$1,100.00
$1,375.00
$880.00
$1,100.00
$1,100.00
$1,100.00
$1,100.00
$1,100.00
$1,100.00
$880.00
$1,375.00
City of Whittlesea – Budget 2015/16
Sycamore Reserve
Sycamore Reserve - Class 1
$963.00
Thomas Street Reserve
Thomas Street Reserve - Class 2
$825.00
Thomastown East Reserve
Thomastown East Reserve - Class 1
$963.00
W.A. Smith Reserve
W.A. Smith Reserve - Class 1
$963.00
Walker Reserve
Walker Reserve, Whittlesea - Class 1
$963.00
Woodland Waters
Woodland Waters - Class 1
$963.00
Sports - Casual
Charity Events
Commercial use
Schools
$79.00
$1,050.00
$147.00
Community Groups
Pavilion Fees (hourly)
Pavilion Fees (daily)
Utility Fee
$147.00
$32.00
$147.00
$42.00
Personal Trainers
Line Marking Fee AFL
Line Marking Fee Cricket
Line Marking Fee Soccer
$147.00
$399.00
$116.00
$168.00
Bond
$1,500.00
$294.00
Lighting Charge
Training session Ground Hire- Max. 2
hours field time
Match Session Ground Hire- Max. 3 hours
field time
Lighting Charge
Line Marking
Line Marking Fee
$168.00
Miscellaneous
Installation and Removal of Nets
Installation & Removal of portable goals &
Nets
Cleaning Fee for Pavilion Only
Cleaning Fee for Entire Facility
$168.00
$168.00
Utility Fee (per hour)
Local School (per hour)
Non Local Club (per hour)
Non Local School (per hour)
Non Local School Night (per hour)
Local Community Event/Fundraising Night
Session (per hour)
Commercial Use (per hour)
Local Club Night Training (per hour)
Local Club - pre Season (3 hour session no lights)
Local Club (per match)
Local School (per match)
Non Local Club (per match)
Non Local School (per match)
Local Community Event/Fundraising (per
match)
$11.00
$95.00
$121.00
$121.00
$121.00
$105.00
Commercial Use (per match)
Commercial Night (per match)
$315.00
$368.00
All users (per day)
$132.00
Line Marking Fee
$168.00
Sports - Sole User Per Year
Epping Soccer Stadium
Ground Hire
Cleaning
$630.00
$147.00
$262.00
$2,100.00
Harvest Home Road Soccer Facility
Synthetic Pitch -Training
Synthetic Pitch - Matches
Turf Pitches
91
$158.00
$90.00
$90.00
$184.00
$184.00
$231.00
$231.00
$184.00
City of Whittlesea – Budget 2015/16
Ancillaries
Utility Fee (per hour)
Cleaning Fee (per training session)
Cleaning Fee (per match)
$11.00
$37.00
$173.00
Local Club (per hour)
Utility Fee (per hour)
Local School (per hour)
Non Local Club (per hour)
Non Local School (per hour)
Local Community Event/Fundraising (per
hour)
Commercial Use (per hour)
Local Club - pre Season (3 hour session no lights)
Local Club (per match)
Local School (per match)
Non Local Club (per match)
Non Local School (per match)
Local Community Event/Fundraising (per
match)
Commercial Use (per match)
Utility Fee (per hour)
Commercial Night Use (per match)
$95.00
$11.00
$95.00
$121.00
$121.00
$95.00
Local Club (per hour)
Local School (per hour)
Non Local Club (per hour)
Non Local School (per hour)
Local Community Event/Fundraising (per
hour)
Commercial Use (per hour)
Local Club - pre Season (3 hour session -no
lights)
Local Club (per match)
Local School (per match)
Non Local Club (per match)
Non Local School (per match)
Local Community Event/Fundraising (per
match)
Commercial Use (per match)
$95.00
$95.00
$126.00
$126.00
$95.00
Utility Fee night (per hour)
Cleaning Fee (per training session)
Cleaning Fee (match)
$11.00
$23.00
$84.00
Ground Hire
Tennis - per court
Tennis - per pavilion
$231.00
$268.00
Sports Lighting Charge
Tennis (per court)
$727.00
Ground Hire
Bocce - per court
Bocce - per pavilion
$110.00
$252.00
Sports Lighting Charge
Bocce (per rink)
$400.00
Australian Rules Football (per ground)
$1,453.00
Hillsview Synthetic Soccer Ground
Synthetic Pitch - Training
Synthetic Pitch - Matches
$158.00
$90.00
$184.00
$184.00
$231.00
$231.00
$184.00
$315.00
$11.00
$368.00
Mill Park Secondary College
Synthetic Pitch - Training
Synthetic Pitch - Matches
Ancillaries
$158.00
$95.00
$184.00
$184.00
$231.00
$231.00
$184.00
$368.00
Tennis
Bocce
Australian Rules Football
Sports Lighting Charge
Soccer
92
City of Whittlesea – Budget 2015/16
Sports Lighting Charge
Soccer (per pitch)
$945.00
Softball/Baseball (per diamond)
$1,998.00
Outdoor Hi-Ball (per court)
$945.00
Group 2 (Part Community/Part
Business)
Hourly (per hour)
Daily (8 hours)
Weekend
$25.00
$120.00
$340.00
Group 3 (Internal and Community )
Hourly (per hour)
$19.00
Daily (8 hours)
$100.00
Weekend
$270.00
Adult Swim
$5.20
10 pass Adult Swim
$46.60
Child Swim
$2.80
10 pass Child Swim
$32.60
Concession/Student Swim
10 pass Concession/Student Swim
Family Swim
10 pass Family Swim
Super Summer Single Pass (start of
season)
Super Summer Single Pass (from 1st Feb)
$2.80
$32.60
$13.50
$121.10
$134.60
Child 30 min
Access 1:1 lesson 30 mins
$15.80
$22.60
Private lesson Fortnightly Debit
$38.50
Aquatic Ed Fortnightly Fee - Child
Aqua Safe Holiday Program
Start up fee (once off)
$27.10
$60.00
$30.00
Squad Session (Casual)
$8.30
Schools group entry
School Carnival
School Lessons 1-10 ratio 30 minutes (per
child)
$2.60
$1,117.80
$7.80
School Lessons 1-7 ratio 30 minutes (per
child)
School Lessons 1-1 ratio 30 minutes (per
child)
Aqua Class
$9.80
10 pass Group Fitness Class
Challenge Fitness Camp
$64.80
$165.60
Pryme Movers, Access, LEAP Group
Fitness Class
$5.70
Softball/Baseball
Sports Lighting Charge
Outdoor Hi-Ball
Sports Lighting Charge
Hire of Mini Bus
Leisure Centres
Whittlesea Swim Centre
Aquatics
Swim Lessons
Schools Swim Lessons
Group Exercise
Older Adult Program
93
$67.30
$27.70
$7.20
City of Whittlesea – Budget 2015/16
10 Visit Pryme Movers, Access LEAP Group
Fitness Class
Non member 1 x 30 min
$51.30
Non member 1 x 60 min
Non member 10 x 60 min
Share 2 person - Non member 1 x 60 min
Share 2 person - Non member 10 x 60 min
$67.30
$605.50
$100.40
$903.60
Children's Programs
Birthday Party Catered
Birthday Party Un-catered
$17.50
$16.50
Facility Hire
Lane Hire
$36.70
Locker Hire
$2.00
Dive in Movie Single
Dive in Movie Family
$8.50
$27.70
Personal Training
Miscellaneous
$39.30
Thomastown Recreation & Aquatic Centre
Aquatics
Adult Swim
$5.70
Child Swim
$4.60
Concession Swim
Adult Supervising, not swimming
Family Swim
10 pass Adult Swim
$4.50
$2.00
$14.50
$51.30
10 pass Child Swim
$41.40
10 pass Concession Swim
10 pass Family Swim
$40.50
$130.50
20 pass Adult Swim
20 pass Child Swim
20 pass Concession Swim
$102.60
$82.80
$81.00
20 pass Family Swim
Adult Swim, Spa and Sauna
Concession Swim, Spa and Sauna
10 pass Adult Swim, Spa and Sauna
10 pass Concession Swim, Spa and Sauna
20 pass Adult Swim, Spa and Sauna
20 pass Concession Swim, Spa and Sauna
Swim, Spa and Sauna after class
$261.00
$9.60
$7.80
$86.40
$70.20
$172.80
$140.40
$4.80
Child swim lesson - 30 mins
Adult swim lesson - 45mins
Access 1-1 ratio lesson 30 mins
Private Swim Lesson
Aquatic Ed Membership Fortnightly Fee Child
Aquatic Ed Membership Fortnightly Fee Adult
Aquasafe Holiday program
1-10 ratio 30 minutes (per child)
1-7 ratio 30 minutes (per child)
1-1 ratio 30 minutes (per child)
Additional child (per child)
$13.40
$18.20
$21.40
$36.00
$25.10
Group Exercise
Group Fitness - all classes
Group Fitness - all classes Concession
Group Fitness 1/2 Hour Class
10 pass Group Fitness
10 pass Group Fitness Concession
$13.40
$10.70
$6.70
$120.60
$96.30
Older Adult Program
Living Longer Living Stronger
$5.90
Swim Lessons
Schools Swim Lessons
94
$26.50
$56.20
$7.50
$9.40
$27.80
$3.40
City of Whittlesea – Budget 2015/16
10 pass Living Longer Living Stronger
$53.10
LEAP Aqua / Movers / Gym
10 pass LEAP
LEAP Gym Fitness Assessment and
Program
5 x 30min sessions
$5.60
$50.40
$35.50
10 x 30min sessions - paid by DD
20 x 30min sessions - paid by DD
50 x 30min sessions - paid by DD
Member 1 x 30 min session
Non Member 1 x 30 min session
Member 10 x 30 min sessions
Non Member 10 x 30 min sessions
Member 1 x 60 min session
Non Member 1 x 60 min session
Member 10 x 60 min sessions
Non Member 10 x 60 min sessions
Share 2 person - Member 1 x 60 min
Share 2 person - Non Member 1 x 60 min
Share 2 person - Member 10 x 60 min
Share 2 person - Non Member 10 x 60 min
$487.60
$928.20
$2,117.90
$37.80
$40.80
$340.20
$367.20
$63.30
$69.40
$633.00
$694.00
$79.00
$95.00
$711.00
$855.00
Birthday Party Catered Premium
Birthday Party Standard (12 to 15
Children) Catered
Birthday Party Standard (12 to15 Children)
Non Catered
Birthday Party Additional staff for 16
children or more
Playorama
$23.00
$20.60
Creche
1 child per 1/4 hour
1 child per 1/2 hour
1 child per 1 hour
2 children per 1 hour
3 or more children per 1 hour
1 child per 1.5 hour
2 children per 1.5 hour
3 or more children per 1.5 hour
10 pass -1 child per 1 hour
10 pass - 2 children per 1 hour
10 pass - 3 or more children per 1 hour
10 pass - 1 child 1.5 hour
10 pass - 2 children 1.5 hours
10 pass - 3 or more children 1.5 hour
20 pass - 1 Child 1 hour
20 pass - 2 Children 1 hour
20 pass - 3 or more children 1 hour
20 pass - 1 child 1.5 hour
20 pass - 2 children 1.5 hours
20 pass - 3 or more children 1.5 hour
$1.50
$3.00
$5.90
$7.60
$9.20
$8.70
$11.30
$13.90
$53.10
$68.40
$82.80
$76.50
$99.90
$122.40
$106.20
$136.80
$165.60
$153.00
$199.80
$244.80
Occasional Care
Per child per hour
1 child 3 hours
2 children 3 hours
2 children 3 hours
$7.70
$23.00
$32.30
$32.30
3 children 3 hours
10 pass - 1 child 3 hours
10 pass - 2 children 3 hours
$41.50
$207.00
$290.70
LEAP Program
Personal Training
Children's Programs
95
$273.20
$15.40
$60.00
$11.40
City of Whittlesea – Budget 2015/16
Facility Hire
Miscellaneous
Club Membership (Adult, 16 years +)
Club Membership (16 years +) Concession
Club Membership (12 to 15 years) Teen
10 pass - 3 or more children 3 hours
$373.50
20 pass - 1 child 3 hours
20 pass - 2 children 3 hours
$414.00
$581.40
20 pass - 3 or more children 3 hours
Full Court - after 4pm weekdays and
weekends (per hour)
Full Court - before 4pm weekdays (per
hour)
Group fitness room rental (per hour)
Childcare room rental (per hour)
Meeting room Hire (next to cafe)(per
hour)
25m Pool Lane Hire (per hour)
25m Pool Hire (per hour)
Hydro Pool Hire (1/2 pool) (per hour)
Hydro Pool Hire (per hour)
Warm Water Pool Hire including Meeting
Room (per hour)
Warm Water Pool Hire (per hour)
$747.00
$42.70
Locker
$2.10
RFID Band
$12.80
Wellness Key replacement
$59.80
Joining Fee for Direct Debit Only
Direct Debit Monthly Fee (minimum 3mth
term)
Direct Debit Fortnightly Fee (minimum
3mth term)
Direct Debit Monthly Fee (minimum
12mth term)
Direct Debit Fortnightly Fee (minimum
12mth term)
3 Months
$107.70
$83.20
6 Months
$670.80
12 Months
$1,108.80
Health Club Casual- adult
$19.50
Joining Fee for Direct Debit Only
Direct Debit Monthly Fee (minimum 3mth
term)
Direct Debit Fortnightly Fee (minimum
3mth term)
Direct Debit Monthly Fee (minimum
12mth term)
$53.90
$66.60
Direct Debit Fortnightly Fee (minimum
12mth term)
$27.50
3 Months
$332.00
6 Months
$536.60
12 Months
$887.00
Joining Fee for Direct Debit Only
Direct Debit Monthly Fee (minimum 3mth
term)
Direct Debit Fortnightly Fee (minimum
3mth term)
Direct Debit Monthly Fee (minimum
12mth term)
$27.00
$39.80
96
$36.70
$36.80
$36.80
$36.80
$36.80
$245.00
$72.60
$144.60
$216.70
$181.70
$38.40
$74.20
$34.30
$415.10
$30.80
$59.40
$18.40
$37.40
City of Whittlesea – Budget 2015/16
Club Membership (Pryme Off Peak
(Seniors card required) (8:00am3:00pm M-F, all weekend))
Club Membership (Workcover)
Aquatic Membership (16 years +)
Aquatic Membership (16 years +)
Concession
Aquatic Membership Child (up to 16
years)
Direct Debit Fortnightly Fee (minimum
12mth term)
3 Months
$17.30
6 Months
$293.00
12 Months
$505.40
Joining Fee for Direct Debit Only
Direct Debit Monthly Fee (minimum 3mth
term)
Direct Debit Fortnightly Fee (minimum
3mth term)
$27.80
$40.50
Direct Debit Monthly Fee (minimum
12mth term)
Direct Debit Fortnightly Fee (minimum
12mth term)
3 Months
$33.30
6 Months
$297.50
12 Months
$513.20
3 Months
$415.10
6 Months
$670.80
12 Months
$1,108.80
Joining Fee for Direct Debit Only
Direct Debit Monthly Fee (minimum 3mth
term)
Direct Debit Fortnightly Fee (minimum
3mth term)
Direct Debit Monthly Fee (minimum
12mth term)
Direct Debit Fortnightly Fee (minimum
12mth term)
3 Months
$72.20
$50.20
6 Months
$410.60
12 Months
$674.30
Joining Fee for Direct Debit Only
Direct Debit Monthly Fee (minimum 3mth
term)
$37.70
$40.10
Direct Debit Fortnightly Fee (minimum
3mth term)
Direct Debit Monthly Fee (minimum
12mth term)
Direct Debit Fortnightly Fee (minimum
12mth term)
3 Months
$18.60
6 Months
$328.50
12 Months
$539.50
Joining Fee for Direct Debit Only
Direct Debit Monthly Fee (minimum 3mth
term)
Direct Debit Fortnightly Fee (minimum
3mth term)
Direct Debit Monthly Fee (minimum
12mth term)
Direct Debit Fortnightly Fee (minimum
12mth term)
3 Months
$27.80
$33.90
97
$169.10
$18.70
$15.40
$171.50
$23.20
$45.50
$21.00
$256.10
$36.40
$16.80
$204.80
$15.70
$31.30
$14.50
$149.40
City of Whittlesea – Budget 2015/16
Aquatic Membership (Workcover)
Swim Club Membership (Aquajets)
6 Months
$254.80
12 Months
$436.00
3 Months
$256.10
6 Months
$411.50
12 Months
$674.40
Direct Debit Monthly Fee (minimum 3mth
term)
Direct Debit Fortnightly Fee (minimum
3mth term)
Direct Debit Monthly Fee (minimum
12mth term)
Direct Debit Fortnightly Fee (minimum
12mth term)
3 Months
$50.20
6 Months
$331.80
12 Months
$602.40
Adult Swim
$6.00
Child Swim
$4.70
Concession Swim
Family Swim
10 pass Adult Swim
10 pass Child Swim
10 pass Concession Swim
10 pass Family Swim
20 pass Adult Swim
20 pass Child Swim
20 pass Concession Swim
20 pass Family Swim
Adult Swim, Spa and Sauna
Concession Swim, Spa and Sauna
10 pass Adult Swim, Spa and Sauna
10 pass Concession Swim, Spa and Sauna
20 pass Adult Swim, Spa and Sauna
20 pass Concession Swim, Spa and Sauna
Swim, Spa, Sauna after class
$4.80
$14.70
$54.00
$42.30
$43.20
$132.30
$108.00
$84.60
$86.40
$264.60
$9.80
$7.80
$88.20
$70.20
$176.40
$140.40
$4.80
Child 30 min
Adult 45min
Access 1-1 ratio lesson 30 mins
Private Swim Lesson Fortnightly Direct
Debit
Aquatic Ed Membership Fortnightly Fee Child
Aquatic Ed Membership Fortnightly Fee Adult
Aquasafe Holiday program
$15.80
$17.40
$22.60
$38.50
$23.20
$31.30
$14.50
$173.60
Mill Park Leisure and Services Centre
Aquatics
Swim Lessons
Schools Swim Lessons
Group Exercise
$27.10
$28.60
$60.00
1-10 ratio 30 minutes
1-7 ratio 30 minutes
1-1 ratio 30 minutes
per child
per child
per child
$7.80
$9.80
$27.70
Additional charge
per child
$3.40
Group Fitness - all classes
Group Fitness 1/2 Hour Class
Concession Group Fitness - all classes
10 pass Group Fitness
98
$14.00
$11.20
$7.00
$126.00
City of Whittlesea – Budget 2015/16
10 pass Group Fitness Concession
Challenge Fitness Camp (Non - Member)
Challenge Fitness Camp (Member)
Aqua Movers
Pryme Movers
10 pass Pryme Movers
$100.80
$200.00
$160.00
$5.70
$5.70
$51.30
LEAP Aqua / Movers / Gym
10 pass LEAP
LEAP Gym Fitness Assessment and
Program
Member 1 x 30 min session
Non Member 1 x 30 min session
Member 10 x 30 min sessions
Non Member 10 x 30 min sessions
Member 1 x 60 min
Non Member 1 x 60 min
Member 10 x 60 mins
Non Member 10 x 60 min
Share 2 person - Member 1 x 60 min
Share 2 person - Non member 1 x 60 min
Share 2 person - Member 10 x 60 min
Share 2 person - Non member 10 x 60 min
$5.70
$51.30
$34.50
Birthday Party Standard (12 to 15
children)Catered
Birthday Party Standard (12 to 15
children) non catered
Birthday Party Additional staff for 16
children or more
Aqua Play
$21.00
10 pass Aqua Play
Vacation Care - Centre based day
$104.40
$47.50
Playorama
$11.60
1 child per 1/4 hour
1 child per 1/2 hour
1 child per hour
2 children per hour
3 or more children per hour
10 pass - 1 child 1 hr
10 pass - 2 children 1 hr
10 pass - 3 or more children 1 hr
$1.50
$3.00
$6.00
$7.70
$9.30
$54.00
$69.30
$83.70
20 pass - 1 child 1 hr
20 pass - 2 children 1 hr
20 pass - 3 or more children 1 hr
$108.00
$138.60
$167.40
Occasional Care
Per child per hour
$7.50
Facility Hire
25m Pool Lane Hire - permanent booking
(per hour)
25m Pool Lane Hire – casual(per hour)
Group fitness room rental (per hour)
Program Room rental (per hour)
Meeting Room rental (per hour)
$24.80
Miscellaneous
Locker
$2.00
Club Membership (Adult, 16 years +)
Adult Health Club
Joining Fees
$19.50
$98.00
Direct Debit Fortnightly Fee Existing
Member
$34.90
Older Adult Program
LEAP Program
Personal Training
Children's Programs
Creche
99
$38.50
$41.60
$346.50
$374.40
$64.50
$70.70
$645.00
$707.00
$79.00
$95.00
$711.00
$855.00
$15.00
$60.00
$11.60
$37.30
$72.50
$39.30
$37.30
City of Whittlesea – Budget 2015/16
Club Membership (16 years +) Concession
Club Membership (12 to 15 years) Teen
Club Membership (Pryme Off Peak
(Seniors card required) (8:00am3:00pm M-F, all weekend))
Club Membership (Workcover)
Aquatic Membership (16 years +)
Aquatic Membership (16 years +)
Concession
Aquatic Membership Child (up to 16
years)
Aquatic Membership (Workcover)
Membership - Off Peak
Direct Debit Fortnightly Fee New Member
3 Months
$36.40
$398.00
6 Months
$650.00
12 Months
$1,080.00
Joining Fees
$50.00
Direct Debit Fortnightly Fee New Member
3 Months
$29.10
$284.00
6 Months
$487.00
12 Months
$834.00
Joining Fees
$25.00
Direct Debit Fortnightly Fee
3 Months
$18.00
$164.00
6 Months
$286.00
12 Months
$494.00
Joining Fees
$25.00
Direct Debit Fortnightly Fee
$19.80
1 Month
$78.50
3 Months
$178.00
6 Months
$311.00
12 Months
$540.00
3 Months
$398.00
6 Months
$650.00
12 Months
$1,080.00
Joining Fees
$65.00
Direct Debit Fortnightly Fee
$21.90
3 Months
$241.00
6 Months
$388.00
12 Months
$638.00
Joining Fees
$32.50
Direct Debit Fortnightly Fee
$17.60
3 Months
$170.00
6 Months
$289.00
12 Months
$491.00
Joining Fees
$25.00
Direct Debit Fortnightly Fee
$8.90
3 Months
$96.00
6 Months
$155.00
12 Months
$257.00
3 Months
$241.00
6 Months
$388.00
12 Months
$638.00
Joining Fees
$25.00
Direct Debit Fortnightly Fee
$23.60
3 Months
$206.00
6 Months
$366.00
100
City of Whittlesea – Budget 2015/16
12 Months
$640.00
Junior (fortnightly)
$18.00
Senior (fortnightly)
$29.10
Footpaths 100mm concrete (reinforced)
$/sqm
Footpaths 125mm concrete (reinforced)
$/sqm
Footpaths & Crossovers 150mm concrete
(reinforced) $/sqm
Footpaths & Crossovers 200mm concrete
(reinforced) $/sqm
DDA Tactile tiles - less than 2 Sq M
DDA Tactile tiles - greater than 2 Sq M
Road General $/sqm
Deep lift asphalt $/sqm
Kerb & Channel $/m
Footpath Granitic Sand $/sqm
Footpath Asphalt $/sqm
$172.00
First 20 km - 4 cylinder
First 20 km - 6 cylinder
Over 20 km - 4 cylinder
Over 20 km - 6 cylinder
$0.71
$0.83
$1.42
$1.62
Swim Club Membership
Infrastructure
Reinstatements
$191.00
$201.00
$228.00
$315.00
$313.00
$181.00
$236.00
$202.00
$113.00
$111.00
HACC
Client Travel
General Home Care - Household Income
Low Rate
Single
Up to $35,298
per hour
$6.79
Couple
Up to $54,006
per hour
$8.40
Single
Between $35,299 - $77,667
per hour
$16.06
Couple
Between $54,007 - $103,829
per hour
$21.78
Single
More than $77,667
per hour
$39.86
Couple
More than $103,829
per hour
$39.86
Agency Fee
Agency Fee
per hour
$57.25
Up to $35,298
per hour
$5.10
Between $35,299 - $77,667
per hour
$10.40
Single
More than $77,667
per hour
$30.19
Agency Fee
Agency Fee
per hour
$62.24
Up to $35,298
per hour
$6.97
Between $35,299 - $77,667
per hour
$10.53
Medium Rate
High Rate
Personal Care - Individual Income
Low Rate
Single
Medium Rate
Single
High Rate
Personal Care - Outside Hours/Public Holidays
Low Rate
Single
Medium Rate
Single
High Rate
101
City of Whittlesea – Budget 2015/16
Single Rate
More than $77,667
per hour
$32.86
Agency Fee
Agency Fee
per hour
$65.19
Up to $35,298
per hour
$3.82
Between $35,299 - $77,667
per hour
$6.35
More than $77,667
per hour
$12.95
Up to $59,883
per hour
$3.82
Between $59,884 - $109,341
per hour
$6.35
More than $109,341
per hour
$12.95
per hour
$60.26
Up to $35,298
per hour
$7.39
Between $35,299 - $77,667
per hour
$11.92
More than $77,667
per hour
$29.13
Up to $59,883
per hour
$7.39
Between $59,884 - $109,341
per hour
$11.92
Family (1 child)
More than $109,341
per hour
$29.13
Agency Fee
Agency Fee (plus $5,877 per additional
child)
per hour
$63.33
Low Rate
Up to $35,298
per meal
$8.60
Medium Rate
Between $35,299 - $77,667
per meal
$10.28
High Rate
More than $77,667
per meal
$26.11
Agency Fee
Agency Fee
per meal
$26.11
Lunch In A Bunch
Lunch In A Bunch
per session
$9.03
Up to $35,298
per session
including
meal
per session
including
meal
$14.23
per session
including
meal
$26.45
Respite Care - Individual Income
Low Rate
Single
Medium Rate
Single
High Rate
Single
Respite Care - Household Income
Low Rate
Family (1 child)
Medium Rate
Family (1 child)
High Rate
Family (1 child)
Agency Fee
Agency Fee (plus $5,877 per additional
child)
Respite Care - Outside Hours/Public Holidays - Individual Income
Low Rate
Single
Medium Rate
Single
High Rate
Single
Respite Care - Outside Hours/Public Holidays - Household Income
Low Rate
Family (1 child)
Medium Rate
Family (1 child)
High Rate
Food Services (Delivered Meals)
Planned Activity Group
The Illoura Club and Elders Making a
Difference (Aboriginal)
Between $35,299 - $77,667
More than $77,667
102
$18.04
City of Whittlesea – Budget 2015/16
Agency Fee
per day
$81.51
Full Of Spirit (Youth)
Full Of Spirit Session
per session
$14.26
Hall Hire
Galada CAC Room Rental
$16.22
Property Maintenance
Low Rate
Single
Up to $35,298
per hour
plus cost of
materials
$13.36
Couple
Up to $54,006
per hours
plus cost of
materials
$13.36
Single
Between $35,299 - $77,667
$18.18
Couple
Between $54,007 - $103,829
per hour
plus cost of
materials
per hours
plus cost of
materials
Medium Rate
$18.18
High Rate
Single
More than $77,667
per hour
plus cost of
materials
$47.89
Couple
More than $103,829
$47.89
Agency Rate
Agency Fee
Lawn Mowing
Eligibility Score of 8
per hour
plus cost of
materials
per hour
plus cost of
materials
per service
Eligibility Score of 6
per service
$30.37
Eligibility Score of 8
per service
$30.37
Eligibility Score of 6
per service
$42.45
Agency Fee
per hour
$93.33
LEAP full day trips
per
session/per
event
$30.00
Twilight Activity Program
per
session/per
event
$6.00
Older Adults Recreation Program
per
session/per
event
$4.00
LEAP Movies
per
session/per
event
$6.00
Senior Luncheon
per
session/per
event
$15.00
LEAP Program
103
$93.33
$20.62
City of Whittlesea – Budget 2015/16
Note that all fees and charges shown in this schedule, other than statutory charges once
set, may be reviewed and altered by Council during the year should circumstances
warrant a change.
104
City of Whittlesea – Budget 2015/16
Appendix D
Proposed declaration of rates and charges
THAT Council resolve to:
1.
Adopt the 2015-2016 Annual Budget annexed to this resolution (Attachment) and initialled by the Chairperson
of the meeting, for identification (“the Budget”).
2.
Authorise the Chief Executive Officer to give public notice of this decision to adopt the Budget, in accordance
with section 130(2) of the Local Government Act 1989 (“the Act”).
3.
Declare that the amount which Council intends to raise by general rates is $124,950,047 and such further
amount as lawfully levied as a consequence of this resolution.
4.
Declare that the general rate be declared in respect of the 2015-2016 financial year.
5.
Declare that the general rate be raised by the application of differential rates.
6.
Declare that a differential rate be set for rateable land having the respective characteristics specified below,
which characteristics will form the criteria for each differential rate so declared:
Farm Land
Any land which is “farm land” within the meaning of section 2(1) of the Valuation of Land Act 1960.
Other Land
Any land which is not farm land, including land which is used or adapted to be used primarily for:
a)
residential; or
b)
commercial.
Purposes
7.
Determine each differential rate by multiplying the Net Annual Value of each rateable land (categorised by the
characteristics described in paragraph 6 of this Resolution) by the relevant percentages indicated in the
following table:
Category
Other Land (including Residential
Commercial Land)
Farm Land
8.
Percentage
and 0.06621000% (or 0.06621000 cents in the
dollar of Net Annual Value)
0.05627850% (or 0.05627850 cents in the
dollar of Net Annual Value)
Record that it considers that each differential rate will contribute to the equitable and efficient carrying out of
Council functions and that:
a)
The respective objectives of each differential rate be those specified in the Schedule to this Resolution.
b)
The respective types or classes of land which are subject to each differential rate be those defined in the
Schedule to this Resolution.
c)
The respective uses and levels of each differential rate in relation to those respective types or classes of
land be those described in the Schedule to this Resolution.
d)
The relevant 105
City of Whittlesea – Budget 2015/16
i)
uses;
ii)
geographical locations;
iii)
planning scheme zonings of; and
iv)
types of buildings on
v)
the respective types or classes of land be those identified in the Schedule to this Resolution.
9.
Confirm that no amount is fixed as the minimum amount payable by way of general rate in respect of each
rateable land within the municipal district.
10.
Declare that no incentives be given by Council for the payment of general rates before the dates fixed or
specified for their payment under section 167 of the Act.
11.
Record that:
a)
Council grants to each owner of rateable land which i)
is located within or part within a Green Wedge, Green Wedge A or Rural Conservation Zone
within the meaning of the Whittlesea Planning Scheme; and
ii)
is not less than 8 hectares in area or which, when combined with adjacent land in the same
ownership, is continuous and not less than 8 hectares in area;
a rebate (the Sustainable Land Management Rebate).
b)
c)
d)
The Sustainable Land Management Rebate be an amount equal to i)
30% of the general rates which would otherwise be payable in respect of rateable land which is 50
hectares or more in area; and
ii)
20% of the general rates which would otherwise be payable in respect of rateable land which is
not less than 8 hectares and not equal to or more than 50 hectares in area or which, when
combined with adjacent land in the same ownership, is continuous and not less than 8 hectares
and not equal to or more than 50 hectares in area.
The Sustainable Land Management Rebate be conditional upon i)
the owner of the rateable land (or his or her agent) bi-annually making application for the
Sustainable Land Management Rebate to be granted;
ii)
the ability of the owner of the rateable land (or his or her agent) to demonstrate a commitment
to maintaining and improving the quality of their land, consistent with the assessment criteria
stated in the Sustainable Land Management Rebate Scheme Application Guidelines;
iii)
the owner of the rateable land (or his or her agent) establishing to the satisfaction of Council such
plans for land management works, and the carrying out of such land management works over a
specified time, as are consistent with the Sustainable Land Management Rebate Scheme
Application Guidelines; and
iv)
the application of, and compliance with, the Sustainable Land Management Rebate Scheme
Application Guidelines.
The Sustainable Land Management Rebate be granted to i)
assist in the proper and sustainable development of the municipal district;
ii)
support and encourage the application of sustainable land management practices;
iii)
preserve places within the municipal district which are of environmental interest;
iv)
preserve, restore and maintain places of environmental importance and value within the
municipal district;
v)
improve the productive capacity of rural land; and
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vi)
12.
13.
14.
promote the objectives described in the Sustainable Land Management Rebate Scheme
Application Guidelines.
Record also that:
a)
Council grants a rebate to each owner (or, where applicable, occupier) of land comprising any part of
the Melbourne Wholesale Markets (“the Markets”);
b)
the rebate will become operative upon the commencement of trading at the Markets, and be in an
amount equal to the rates which would otherwise have been payable in respect of the land; and
c)
the rebate be granted to assist the proper development of the municipal district.
Require that the general rates must be paid a)
By lump sum payment, made on or before 15 February 2016; or
b)
By four instalments made on or before the following dates:
i)
Instalment 1:
30 September 2015
ii)
Instalment 2:
30 November 2015
iii)
Instalment 3:
29 February 2016
iv)
Instalment 4:
31 May 2016
Confirm that it will, subject to sections 171 and 172 of the Act, require a person to pay interest on any general
rates which a)
that person is liable to pay; and
b)
have not been paid by the date specified for payment.
15.
Confirm the Schedule of Fees and Charges included in the Budget.
16.
Authorise the Revenue Co-ordinator of Council to levy and recover the general rates in accordance with the
Act.
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City of Whittlesea – Budget 2015/16
SCHEDULE
Farm Land Objective
To encourage the use (and continued use) of land for agricultural purposes, and ensure that such rateable land
makes an equitable financial contribution to the cost of carrying out the functions of Council. These include the:
1
implementation of good governance and sound financial stewardship;
2
construction, renewal, upgrade, expansion and maintenance of infrastructure assets;
3
development and provision of health, environmental, conservation, leisure, recreation, youth and family and
community services;
4
provision of strategic and, economic management, town planning and general support services; and
5
promotion of cultural, heritage and tourism aspects of Council’s municipal district.
Types and Classes
Any rateable land which is ‘farm land’ within the meaning of section 2(1) of the Valuation of Land Act 1960.
Use and Level of Differential Rate
This particular differential rate will be used to support farming by providing a discount for Farm Rate properties.
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 2015-2016
Financial Year.
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Other Land (Including Residential And Commercial Land) Objective
To ensure that such rateable land makes an equitable financial contribution to the cost of carrying out the functions
of Council, having regard to the relative benefits derived from the cost of carrying out of such functions. These
functions include the:
1
implementation of good governance and sound financial stewardship;
2
construction, renewal, upgrade, expansion and maintenance of infrastructure assets;
3
development and provision of health, environmental, conservation, leisure, recreation, youth and family and
community services;
4
provision of strategic and, economic management, town planning and general support services; and
5
promotion of cultural, heritage and tourism aspects of Council’s municipal district.
Types and Classes
Any rateable land which is not Farm Land.
Use and Level of Differential Rate
This particular rate will be used as the default rate that is applicable to the majority of the properties within this
municipal district.
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 2015-2016
Financial Year.
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