Adopted Budget
2015/2016
MAROONDAH CITY COUNCIL
ADOPTED BUDGET 2015/2016
MAROONDAH CITY COUNCIL
_________________________________________________________________________
Budget 2015/2016
Contents
Page
Mayor’s Introduction
3
Chief Executive Officer’s Summary
5
Budget Process
12
Overview
1. Budget Planning & Preparation (linking to the Council Plan)
13
2. Services, Initiatives and Service Performance Indicators
17
3. Budget Influences
35
Budget Analysis
4. Analysis of Operating Budget
5. Analysis of Budgeted Cash Position
6. Analysis of Capital Budget
7. Analysis of Budgeted Financial Position
40
47
50
56
Strategies
8. Long Term Financial Strategy and Financial Performance Indicators
59
9. Rating Strategy
64
10. Borrowing Strategy
68
11. Infrastructure and Other Assets
70
Appendices
A Financial Statements
73
B Statutory Disclosures
80
C Capital Expenditure Program
85
D Fees and Charges Schedule
90
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Mayor’s Introduction
Adopted Budget 2015/16
On behalf of my fellow Councillors, it gives me great pleasure to present the Maroondah City
Council 2015/16 Budget to the Maroondah community.
The 2015/16 Budget links to the achievement of the Council Plan 2013-2017 (Year 3:
2015/16) as part of an integrated planning framework. The Council Plan plays a vital role in
shaping the future for Maroondah over a four year period. It sets out local and regional
challenges and opportunities for our community within the framework of the community’s
long term vision. It also forms the basis for Council to make decisions regarding resources
and priorities in response to community aspirations.
The Council Plan 2013-2017 (Year 3: 2015/16), includes 22 Major Initiatives and 13
Initiatives for 2015/16, a number of which are exciting new initiatives developed in response
to feedback gathered through Council’s ongoing community consultation and importantly
through the extensive consultation undertaken to develop the new community vision
Maroondah 2040 – Our future together.
The 2015/16 Budget outlines the provision of financial resources for the next 12 months and
details how these resources will be applied to meet these priority actions as well as
delivering the more than 120 services and extensive range of programs that Council
provides to the community.
As always, our ongoing challenge is to balance the needs of our community, maintain the
quality and level of our services and manage the ever increasing costs that Council must
accommodate. This budget will ensure Council can continue to meet the high level and
variety of service expected by our community whilst ensuring our long term financial
sustainability.
Council has undertaken a significant review of the Long Term Financial Strategy which has
seen a freeze on discretionary expenditure levels; change to some of the underlying
assumptions, including the removal of the 2.5 per cent Infrastructure Levy; and provides for
reduced level of annual rate increases into the future. In addition, Council has given careful
consideration of the impact of the Victorian Government’s rate capping policy which will be
effective from 2016/17. The adjusted underlying operating result, which is a measure of
financial sustainability, shows a reasonable underlying surplus being achieved annually over
the ten year period of the strategy.
The Budget proposes a modest rate increase of 3.9 per cent across Maroondah in the
2015/16 financial year. Maroondah City Council leads the way in its service delivery. Over
the last few years, the number of awards for excellence received by Council is testament to
the service innovations and quality delivered by our high performing organisation. At the
same stage as Council has received this recognition, the organisation has ensured prudent
financial management, a continual review of Council’s services, as well as ongoing
investment in Council’s employees to ensure they have the skills, knowledge and tools to
meet the needs of the Maroondah community.
The 3.9 per cent rate increase will go towards maintaining and improving service levels and
meeting the cost of a number of external influences affecting the operating budget. In
addition, Council will maintain its capital works and capital maintenance program to ensure
Council’s existing assets are effectively maintained and renewed to meet the future needs of
the community. This year’s program includes a number of major building projects including
the completion of Aquanation and Realm, our new library, learning and cultural centre. It also
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includes roads and footpaths as well as the maintenance and development of our
recreational, leisure and sporting facilities, such as sportsfields, bicycle paths and
playgrounds. Details of the $37.077 million Capital Expenditure Program are included in
Appendix C.
The 2015/16 Budget and the Long Term Financial Strategy have been developed through a
rigorous process of consultation and review and Council endorses it as a balanced,
sustainable and responsible platform to ensure enhanced services, protection of Council’s
$1.35 billion in net assets, the delivery of extensive capital projects, a small underlying
surplus of $192,000, and a financially prudent future for our ratepayers.
Cr Tony Dib JP
Mayor
Adopted Budget – 2015/2016
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Chief Executive Officer’s Summary
Budget Highlights
The community’s vision as outlined in the Maroondah 2040: Our Future Together is the
foundation from which Council shapes its long term plans for the municipality. In 2013/14
extensive consultation was undertaken with the community and key stakeholders to ensure
their input to the development of a long term vision for the future of Maroondah. The
community aspirations and priorities have been grouped into eight broad outcome areas that
provide the structure for the Council Plan 2013-2017.
The Council Plan 2013-2017 then sets the key directions and priority actions for the medium
term to work towards the aspirations of the Maroondah community looking ahead to the year
2040. The future community outcomes (Strategic Objectives) and priority actions (Major
Initiatives and Initiatives) are detailed in Section 1.
With the revision of the Long Term Financial Strategy significant reductions in expenditures
in out years have resulted in planned rate increases being reduced from 5.5% to 4%
annually over the next 10 years. This has been achieved while maintaining existing service
and capital expenditure levels and with no new borrowing.
While we have received notification from the Minister for Local Government that rate capping
will be implemented for the 2016-2017 financial year and subsequent years the rate capping
framework is as yet unknown.
The Maroondah City Council budget for 2015/16 addresses the provision of financial
resources for the next 12 months as well as articulating how those resources are to be spent
in delivering services to the community.
The 2015/16 budget sets the scene for Council’s continued long-term viability. One of the
key measures of Council’s financial sustainability is the ability to maintain an underlying
surplus over the longer term. Despite some significant external financial influences over
which Council has no influence or control that will impact the 2015/16 and future years
budgets, Council has been able to achieve small annual underlying operating surpluses
throughout the strategy period. Council anticipates a 2015/16 underlying surplus of $0.192m.
The 2015/16 budget includes 22 Major Initiatives and 13 Initiatives which were identified in
the Council Plan 2013-2017 and are to be undertaken by Council over the forthcoming
financial year. These actions will contribute to the achievement of the four-year Council Plan
key directions and ultimately the preferred outcome outlined in Maroondah 2040. These
priority actions are detailed in Section 2 as initiatives or major initiatives.
Some of the major priority actions include:

Complete construction, open and commence operations at Aquanation.

Oversee the completion and construction of the Ringwood Town Centre.

Complete construction and commence operations at Realm, the new Ringwood
Library, Learning and Cultural Centre.

Engage the community in the design of the Croydon Town Square.
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
Complete redevelopment of the East Ringwood Multi-purpose Pavilion
An extensive Capital Works Program of $37.077 million will be undertaken in 2015/16. This
capital investment is funded by $3.699 million from external grants $0.160 million from
contributions and $6.739 million from asset sales, and $26.479 million from Council
operations and cash holdings.
Highlights of the Capital Works Program include:
 Buildings ($20.183 million) – including
 Aquanation ($4.918 million) – with significant federal and state government
funding, the construction of Aquanation will be completed in this period.
The facility caters for aquatic activities - swimming, diving, warm water
activity, significant water play, water slides, dedicated learn to swim - as
well as facilities such as fitness, gymnasium, café and crèche (Project total
is $52.2 million over 4 years).
 Realm ($8.260 million) This state-of-the-art facility will provide exceptional
levels of service provision to the Maroondah community, and will integrate
a library, a learning centre, an art gallery and Council service centre.
 Community Facilities Improvements ($0.20 million) –
accessibility to Council facilities for people with disabilities.
to improve
 Replacement of existing community building at Proclamation Park
($1.03million) and East Ringwood Pavilion ($2.50million)
 Building renewal ($1.430 million) – Council continues to maintain assets at
a high standard to ensure our community has access to safe and
appropriate facilities. The 2015/16 program includes work at Bayswater
North Kindergarten, Quambee Sporting Pavilion, Lipscombe Park
Kindergarten, Pinjarra Kindergarten, Jubilee Sporting Pavilion, and HE
Parker Sporting Pavilion.
 Road Asset Enhancement ($3.910 million) - including resealing, asphalt overlays,
footpath replacement, kerb and channel replacement and disability footpath access.
To include: road reseal works in Knaith Road East Ringwood, Great Ryrie Street
Ringwood and Golf Links Estate stage 3 (Carroll avenue and French Street
Croydon).
 Drainage ($2.180 million) – for Lusher Rd Stage 1 retarding basin and flood
protection works in the Basin off Birdwood road Croydon.
 Recreational Improvements ($3.873 million) – including
 Sports fields surface renovations of A.C. Robertson Athletics Track ($0.8
million)
 Renewal of playgrounds ($0.22 million)
 Taralla Creek land acquisition and path upgrade ($0.1 million).
 Dorset Golf Desilting of dam ($0.3 million).
 Local Area Traffic Management ($0.330 million) - including road safety
improvements in Knaith Road Ringwood East and Evely Road Ringwood North.
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
Roads and Footpaths ($1.764 million) – including the Ware Crescent and Davey
avenue in East Ringwood ($0.340million) and Roads to Recovery ($0.724million)
including Lincoln Rd improvements between Dorset Rd and Hull Rd.
 Commercial Centres ($0.505 million) will be available for improvements to local
community shopping centres ($0.105 million) and the Ringwood Metropolitan Activity
Area ($0.4 million).
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Key budget information is provided below about the rate increase; net result; cash and
investments; capital works; financial position (working capital) and financial sustainability of
the Council.
1. Rates & Charges
10.0
% rate increase
8.0
6.0
4.9
4.0
4.9
3.9
4.0
4.0
4.0
B2015/16
LTFS2016/17
LTFS2017/18
LTFS2018/19
2.0
0.0
A2013/14
F2014/15
A = Actual F = Forecast B = Budget LTFS = Long Term Financial Strategy estimates
The rates and charges increase will be 3.9% for the 2015/16 year, raising total rates and
charges of $77.264m, which includes $500k generated from supplementary rates. This rate
increase is in line with Council’s rating strategy. Future years (2016/17 to 2018/19) rates and
charges increases (indicative only) are at 4.0%.
2. Comprehensive Result
19.0
surplus / -deficit $M
16.0
13.0
16.42
13.34
10.0
7.0
4.0
1.0
4.05
2.04
3.35
3.64
B2015/16
LTFS2016/17
LTFS2017/18
LTFS2018/19
-2.0
A2013/14
F2014/15
The expected comprehensive result for the 2015/16 year is a surplus of $4.051m, which is a
decrease of $1.94m over 2014/15 Adopted Budget Forecast. It is anticipated that a surplus
result will be achieved throughout the strategy period. (The forecast comprehensive result
for the 2014/15 year is a surplus of $13.336m which is better than the adopted budget
provision $5.993).
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3. Cash and Investments
50.00
cash & investments $M
40.00
30.00
32.33
32.63
20.00
23.16
20.90
20.60
20.69
LTFS2016/17
LTFS2017/18
LTFS2018/19
10.00
0.00
A2013/14
F2014/15
B2015/16
Cash and investments are expected to decrease by $9.46m during the year to $23.16m
(Cash and cash equivalents $10.24m and Financial Assets $12.92m) as at 30 June 2016.
The decrease in cash and investments is in line with Council's Long Term Financial
Strategy. Cash and investments are forecast to be $32.63m as at 30 June 2015.
4. Capital Expenditure
60.00
55.77
capital works $M
50.00
40.00
43.89
37.08
30.00
20.00
23.52
24.54
26.06
LTFS2016/17
LTFS2017/18
LTFS2018/19
10.00
0.00
A2013/14
F2014/15
B2015/16
The capital works program for the 2015/16 year is expected to be $37.077m of which
$3.859m will come from external grants and contributions and $6.739m will be funded by
sale of property, plant and equipment and the balance internally through general rates and
cash holdings. The priorities for the capital expenditure program have been established
through a rigorous process of consultation that has enabled Council to assess community
needs and develop sound business cases for each project. This year’s program includes a
number of major building projects including the continuation of the construction of
Aquanation and completion of the Realm.
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5. Financial Position (Working Capital)
Working Capital Ratio (:1)
3.00
2.00
1.61
1.54
1.00
1.24
1.20
1.19
1.15
B2015/16
LTFS2016/17
LTFS2017/18
LTFS2018/19
0.00
A2013/14
F2014/15
The working capital ratio calculated as Current Assets divided by Current Liabilities is a key
indicator to assess Council’s ability to meet current commitments. The expected working
capital ratio for 2015/16 is 1.24 which means that Council can meet its short term obligations
and has sufficient cash or operating liquidity remaining to meet fluctuating cash levels during
the year.
6. Financial Sustainability
12.00
Adjusted underlying surplus / -deficit $M
9.00
10.52
6.00
3.00
2.54
0.00
A2013/14
F2014/15
0.19
1.46
B2015/16
LTFS2016/17
2.82
3.12
LTFS2017/18
LTFS2018/19
-3.00
A Long Term Financial Strategy for the years 2015/16 to 2024/25 has been developed to
assist Council in adopting a budget within a longer term prudent financial framework. The
key objective of the strategy is financial sustainability in the medium to longer term, while still
achieving Council’s future outcome areas (strategic objectives) as specified in the Council
Plan. The adjusted underlying result, which is a measure of financial sustainability, shows an
increasing underlying surplus over the ten year period of the strategy.
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6. Where Rates and Charges are spent per $100.
Capital Works,
$27.95
Transport &
Access, $10.32
Environment,
$22.48
City
Development,
$7.45
Leisure &
Culture, $16.45
Community
Support, $15.35
The above chart provides an indication of how Council allocates its expenditure across the
main services that it delivers. It shows how much is allocated to each service for every $100
that Council spends.
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.
Mr Stephen Kozlowski
Chief Executive Officer
Adopted Budget – 2015/2016
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Budget Process
The preparation of the budget begins with Officers preparing the annual budget in accordance
with the Local Government Act 1989 (the Act) and Local Government (Planning and Reporting)
Regulations 2014 (the Regulations) and submitting the “proposed” budget to Council for
approval “in principle”. Council is then required to give “public notice” that it intends to “adopt”
the budget. It must give a minimum 28 days notice of its intention to adopt the proposed budget
and make the budget available for inspection at its offices. A person is able to make a
submission on any proposal contained in the budget and Council must consider any submission
before adoption of the budget. The final step is for Council to adopt the budget after receiving
and considering submissions from interested parties. The budget is required to be adopted by
30 June and a copy submitted to the Minister within 28 days after adoption.
This 2015/16 Budget has been prepared in compliance with the Act and the Regulations that
set out the required preparation process. The key dates for the budget process are
summarised in the table below:
Timetable - Budget Process
1.
Submit Proposed Budget to Council for “Approval in Principle”
11 May
2.
Public Notice advising intention to adopt budget
14 May
3.
Budget placed on exhibition for minimum 28 days
15 May
4.
Submission period closes (at 5.00pm)
12 June
5.
Consideration of submissions and report prepared by Sub Committee
of Council
17 June
6.
Council considers report from Sub Committee and Adopts Budget
22 June
7.
Council submits Budget to Minister
Within 28 days
after adoption
Community Consultation
Section 129 of the Act provides that Council follows a public consultation process prior to formal
Budget adoption. This commences with a public notice by Council announcing the preparation
of the Proposed Budget. Copies of the Budget are made available on Council’s website
www.maroondah.vic.gov.au and for inspection at Council’s service centres and libraries and the
public may obtain further information on the Budget content from Council Officers by
appointment.
The public notice invites submissions to be made to Council under Section 223 of the Act.
This Section also gives those making submissions the right to speak to their submission
before a sub-committee of Council. The legislation also requires Council to formally respond
to any submissions in writing and to provide reasons for such response. The timetable
provided
above
incorporates
this
community
consultation
process.
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1. Budget Planning and Preparation (Linking to the Council Plan)
This section describes how the Annual Budget links to the achievement of the Council Plan
as part of an integrated planning framework. This framework guides the Council in identifying
community needs and aspirations over the long term (Maroondah 2040 Community Vision),
medium term (Council Plan 2013-2017) and short term (Service Delivery Plans and Annual
Budget) and then holding itself accountable (Annual Report and Audited Statements).
1.1 Council Planning and Performance Framework
Council’s Integrated Planning Framework ensures that all of Council’s activities and financial
resources are aligned in order to meet the aspirations, needs and expectations of the
Maroondah community. The framework ensures a clear linkage between community needs
and aspirations, vision, strategies, policies and the day-to-day activities of Council.
Figure 1: Maroondah City Council’s Integrated Planning Framework
This framework is underpinned by the shared long term community vision outlined in
Maroondah 2040: Our Future Together, which was developed in 2013 and 2014 in
conjunction with the community.
The community aspirations and priorities for the future of Maroondah have been grouped
into eight broad outcome areas that provide the structure for the Council Plan 2013-2017.
These community outcome areas comprise:
 A safe, healthy and active community
 A prosperous and learning community
 A vibrant and culturally rich community
 A clean, green and sustainable community
 An accessible and connected community
 An attractive, thriving and well-built community
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

An inclusive and diverse community
A well governed and empowered community
From the Maroondah 2040: Our future together evolves a four year Council Plan. The
Maroondah City Council Plan 2013-17 plays a vital role in shaping the future long-term
community outcome areas, medium-term key directions and short term priority actions to
ensure Council is working towards the community aspirations outlined in the Maroondah
2040: Our future together.
Maroondah 2040: Our future together and the Council Plan 2013-2017 provide strategic
direction for internal Service Delivery Plans that identify activities and projects to be
undertaken by Council to meet community needs and expectations. This approach involves
ongoing evaluation ensuring a cycle of continuous improvement.
The framework both feeds into and is supported by a number of other key planning
documents – in particular the long term financial strategy, annual budget, legislated plans
and strategies. The framework also includes a broad range of supporting strategies and
policies adopted by Council.
To guide Council’s role in working towards the achievement of the Maroondah 2040 Community
Vision, a Long Term Financial Strategy has been prepared to guide the financial resources of
Council over the next 10 years. This strategy is updated annually.
In response to the Long Term Financial Strategy, a medium-term strategic resource plan is
included within the Council Plan to provide a framework for Council’s financial, physical and
human resources over the next four years. This strategic resource plan outlines the allocation
of resources to work towards achievement of the key directions and priority actions outlined in
the Council Plan.
From the strategic resource plan evolves an Annual Budget that provides specific targets in
relation to financial resources for the next financial year and a framework to ensure strategies
and commitments are transformed into ‘on the ground’ results. The Annual Budget specifies
goals against which Council can measure its progress and performance whilst also articulating
sources of revenue and how that revenue is spent in delivering services to the community.
1.2 Our Purpose
Our Vision
Maroondah will be a vibrant and diverse city with a healthy and active community, living in
green leafy neighbourhoods, which are connected to thriving and accessible activity centres
contributing to a prosperous economy within a safe, inclusive and sustainable environment.
Our Mission
Maroondah City Council will be an effective and dynamic leader, working in
partnership with the community, business and other spheres of government to foster
quality, accessible and sustainable lifestyles for the community.
Our Workplace Values
Co-operation
Working together and sharing knowledge to achieve common goals and agreed outcomes.
Commitment
Leading by example to achieve the best results for the community and the organisation.
Communication
Sharing information and ideas at all levels, the community and the Council.
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Continuous Improvement and Innovation
Consistently finding better ways of delivering service and value
1.3 Community Outcome Areas (Strategic Objectives)
The Council Plan 2013-2017 articulates eight community outcome areas (strategic
objectives), each with a set of four-year key directions, annual priority actions, strategic
indicators and supporting strategies and plans. The priority actions (major initiatives) work
towards the achievement of the key directions, and ultimately the outcome areas and vision
outlined in the Maroondah 2040 Community Vision: Our Future Together.
Council delivers services and initiatives under 13 major service areas. Each contributes to
the achievement of the future outcome areas as set out in the Maroondah 2040 Community
Vision and Council Plan 2013-2017. The Annual Budget converts these services and
initiatives into financial terms to ensure that there are sufficient resources for their
achievement. The following table lists the eight community areas as described in the Council
Plan 2013-2017.
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Outcome Area
Vision Statements
1. A safe, healthy
and active
community
Maroondah is a safe, healthy and active community with local
opportunities provided for people of all ages and abilities to have
high levels of social, emotional and physical wellbeing.
2. A prosperous
and learning
community
3. A vibrant and
culturally rich
community
4. A clean, green
and sustainable
community
5. An accessible
and connected
community
6. An attractive,
thriving and well
built community
In 2040, Maroondah is a thriving centre of economic activity and
opportunity within the eastern region where the sustainability and
growth of local businesses is supported. All community members,
groups, education providers and local businesses have access to a
wide range of quality learning resources and facilities.
In 2040, Maroondah is a creative cosmopolitan community
recognised for its celebration and promotion of arts and culture.
There are a broad range of engaging entertainment options, diverse
cultural activities and the creation and display of contemporary and
traditional forms of art.
In 2040, Maroondah is a leafy green community with high levels of
waste diversion and sustainable approaches to infrastructure
development, urban design and management of natural resources.
Our community is resilient and has the knowledge, capacity and
resources to make sustainable lifestyle choices
In 2040, Maroondah is an accessible community for all ages and
abilities with walkable neighbourhoods, effective on and off-road
transport networks, and access to a range of sustainable transport
options.
In 2040, Maroondah is a leafy green community with high quality
urban form and infrastructure that meets the needs and aspirations
of all ages and abilities. A diverse range of housing options are
available and thriving activity centres provide a broad range of
facilities and services to meet community needs. The character of
local neighbourhoods continues to be maintained while also
accommodating population growth.
7. An inclusive and
diverse
community
In 2040, Maroondah is an inclusive community where social
connections are strong across generations and diversity is embraced
and celebrated
8. A well governed
and empowered
community
In 2040, Maroondah is an effectively empowered community that is
actively engaged in Council decision making through processes that
ensure their voice is heard and considered. Council provides strong
and responsive leadership, ensures transparent processes and
works with the community to advocate and champion their needs.
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2. Services, Initiatives and Service Performance Indicators
Working towards the vision outlined in the draft Maroondah 2040 Community Vision: Our
Future Together and the achievement of the future outcomes (strategic objectives), we will
continue to plan, deliver and improve high quality, cost effective, accessible and responsive
services. The services, initiatives, major initiatives (priority actions) and service performance
indicators for each service area are described in the following section.
2.1 Outcome Area (Strategic Objective) 1: A safe, healthy and active community
Services
Area
Description of services provided
Aquanation Client
Liaison
This area provides a single point of contact for all
communication and coordination between Council
and the Aquanation contracted Project Managers,
and is responsible for oversight of the project, driving
effective communication between key stakeholders
and ensuring project deliverables are being met in
line with Council requirements.
Council provides a range of Children’s Services
including Family Day Care, Occasional Care and
Vacation Care programs. Council also owns 19
kindergarten facilities that are leased to local
committees of management with some sites
operated by a Kindergarten Cluster Manager (Best
Chance) to deliver programs for three and four year
old children living in Maroondah. Council also funds
a central enrolment scheme for children attending
kindergarten and the Children's Services team is
involved in many events and capacity building
activities for educators in the municipality.
The role of Community Health Services includes the
monitoring, education and enforcement of delegated
responsibilities under the Food Act and the Public
Health and Wellbeing Act. It also undertakes tobacco
education visitations/inspections and initiates
tobacco enforcement action when required.
Community Health Services has responsibility for the
Domestic
Wastewater
Management
Plan,
immunisation services, health education and
promotion and responding to a range of
environmental issues, including after hours call out
service.
This team facilitates community planning and
community development activities across the city.
Areas covered include: community wellbeing,
disability advocacy, social research, community
safety, and on-the-ground community development
activities.
Children’s Services
Community Health
Services
Community Planning
and Development
Adopted Budget – 2015/2016
Expenditure
(Revenue)
Net Cost
$'000
87
(0)
87
1,878
(1,028)
850
1,529
(496)
1,033
1,040
(120)
920
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Community Halls
Several of Council’s key community halls have been
highlighted as underutilised resources.
90
(114)
(24)
The list of halls now managed directly by Council is
as follows:
East Ringwood Community Hall – Knaith Road
Reserve, East Ringwood
 John Frost Stadium – Cheong Park, South
Croydon
 Keystone Hall – Town Park, Croydon
 Brushy Creek Hall, Hughes Park, Croydon North
 Croydon Swimming Clubrooms , Croydon Park,
Croydon
 Belmont Park Hall, Belmont Park, South Croydon
The 6 community halls outlined above were until
recently managed by voluntary Committees of
Management under a number of different
management arrangements with Council, two remain
under volunteer management.
Numerous halls and rooms are available to hire
at reasonable rates. A wide variety of facilities is
available with features from fully equipped
kitchens to conference equipment.
Sport and
Recreation
Maroondah Leisure
Maternal and Child
Health Services
Adopted Budget – 2015/2016
This service area supports and encourages
community involvement in physical activity through
direct and indirect service provision through:
Casual and Seasonal allocation of sports fields and
pavilions. Community Facilities Tenancy agreement
development and management, events and Festivals
Direct service provision and support and advice for
community based events. Community sporting
liaison and advocacy. Capital works project planning
and co-ordination. Grants allocation, administration,
advice and support. Promotion of participation in
physical activity. Information dissemination and
direct liaison with leisure groups. Leisure Planning
and policy development. Facility management of 72
community buildings and Club development
initiatives.
This service provides for the management and
operation of Council’s major leisure facilities:
Aquahub, Croydon Memorial Pool, Dorset Golf,
Ringwood Golf, and The Rings. It will also play a
significant role in the planning and development of
operations for the regional aquatic and leisure
facility, including recruitment of key employees for
Aquanation whilst under construction.
The Maternal and Child Health service is a statewide universal service for families with children from
birth to school age. In Maroondah, the service is
delivered at seven Maternal and Child Health
centres across the municipality and provided in
partnership with the Department of Education and
1,152
(383)
769
16,998
(15,578)
1,420
2,127
(820)
1,307
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MAROONDAH CITY COUNCIL
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Early Childhood Development. Council also provides
an enhanced service focusing on children, mothers
and families at risk of poor health and community
wellbeing outcomes. This includes a lactation service
and an early parenting program.
Open Space
Planning
Sports and Projects
This function provides advice on strategic direction,
policy development and capital works in relation to
public open spaces. Specifically the function
includes planning for the provision of walkways,
cycling tracks and bridges through open space;
consultation, planning and provision of playgrounds
and sporting infrastructure; provision of signage and
infrastructure such as tables, seats, shelters, BBQ's
and bicycle parking in open spaces; the provision of
public toilets; and landscaping in parks, reserves and
nature strips.
This function provides maintenance of Council parks
and gardens, sports fields and playgrounds which
includes grass mowing and maintenance of
landscaped areas within the municipality.
287
(46)
241
5,098
(25)
5,073
Major Initiatives (Priority Actions)
1) Complete construction, open and commence operations at Aquanation
2) Work in partnership to develop the Melbourne East Sport and Recreation Strategy
3) Complete and undertake the Indoor Netball Feasibility Study
4) Oversee the redevelopment of the A.C. Robertson Athletics Track and Pavilion
Initiatives
5)
6)
7)
8)
Implement the Active and Healthy Ageing Initiative to further facilitate an age friendly
city approach to support older people to age actively, to live in security, enjoy good
health and continue to fully participate in society
Facilitate the Preventing and Responding to Family Violence within the Maternal Child
and Health Context project in partnership with Eastern Community Legal Centre
(ECLC), Eastern Domestic Violence Service (EDVOS) and Yarra Ranges Council to
prevent and respond to family violence within the Maternal and Child Health context
Complete development of A.C. Robertson Athletics Pavilion
Continue the ground renovation program for sports ground HE Parker Oval No. 1
Adopted Budget – 2015/2016
19
MAROONDAH CITY COUNCIL
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Service Performance Indicators
Service
Indicator
Performance Measure
Utilisation of aquatic facilities
(the number of visits to aquatic
facilities per head of municipal
population)
Health and Critical
and
major
nonSafety
compliance
outcome
notifications
(percentage
of
critical
and
major
noncompliance
outcome
notifications that are followed up
by Council)
Computation
Aquatic
Utilisation
Facilities
Number of visits to aquatic
facilities
/
Municipal
population
Food
Safety
Number of critical and major
non-compliance
outcome
notifications about a food
premises followed up / Total
number of critical and major
non-compliance
outcome
notifications about food
premises
Number of children who
attend the MCH service at
least once (in the year) /
Number of children enrolled
in the MCH service
Number
of
Aboriginal
children who attend the
MCH service at least once
(in the year) / Number of
Aboriginal children enrolled
in the MCH service
Maternal Participation Defined as the percentage of
and
children enrolled who participate
Child
in the MCH service
Health
Maternal Participation Defined as the percentage of
and
Aboriginal children enrolled who
Child
participate in the MCH service
Health
Adopted Budget – 2015/2016
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2.2 Outcome Area (Strategic Objective) 2: A prosperous and learning community
Services
Area
Description of services provided
Business Support
The business development function of Council
incorporates
business
support,
employment
development, business investment and local
business capacity building. Business support assists
businesses with their development by providing
promotion, networking and training opportunities.
Employment development seeks to promote an
environment where employment opportunities are
stimulated and more jobs are created through
linkages and initiatives with key local stakeholders
(employment providers, training organisations,
businesses and community organisations). The team
also seeks to encourage and facilitate business
investment, and enhance the capability of existing
businesses to grow and expand locally.
Realm - The Ringwood Library Learning and Cultural
Centre will be Council’s new flagship building
incorporating customer service, library, art gallery
and business support functions. The centre will be
delivered as part of the new $575M Eastland
development incorporating a new Town Centre and
connected by a new $66M public transportation hub.
The facility will lead the creative, educational and
prosperous development of Maroondah by
strengthening the regions’ knowledge base, Inspiring
lifelong learning, encouraging cultural and civic
participation and promoting innovation and
entrepreneurial excellence.
The major projects function delivers specialist
planning, architectural, project management, urban
design, communications and engagement services
for the Ringwood Metropolitan Activities Centre. The
major projects function serves to steward
responsible, sustainable, environmental and social
improvements for the Ringwood Activities Area.
Council owns two libraries - one in Ringwood and
one in Croydon. The libraries are managed by the
Eastern Regional Libraries Corporation on behalf of
Council and provide a range of services including
book borrowing, e-reading loans, computer and
internet access, children's and young people's
programs, genealogy programs and outreach
services. The Library in Ringwood will relocate from
its temporary location at 28 Warrandyte Rd to Realm
is Spring 2015
Realm
Major Projects
Libraries
Adopted Budget – 2015/2016
Expenditure
(Revenue)
Net Cost
$'000
922
(189)
733
1,419
(150)
1,269
250
(0)
250
3,047
(0)
3,047
21
MAROONDAH CITY COUNCIL
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Major Initiatives (Priority Action
9) Complete construction and commence operations at REALM, the new Ringwood
Library, Learning and Cultural Centre
10) Advocate for and facilitate private sector investment in the Ringwood Metropolitan
Activity Centre (incl the Ringwood Station redevelopment and Eastland Stage 5
development)
Service Performance Indicators
Service
Indicator
Libraries
Performance Measure
Participation Number of active library
members (percentage of the
municipal population that
are active library members)
Economic
Economic
Change in number of
Development activity
businesses
(percentage
change in the number of
businesses with an ABN in
the municipality)
Adopted Budget – 2015/2016
Computation
Number of active library
members / Total municipal
population
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 / Number
of businesses with an ABN
in the municipality at the
start of the financial year
22
MAROONDAH CITY COUNCIL
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2.3 Outcome Area (Strategic Objective) 3: A vibrant and culturally rich community
Services
Area
Description of services provided
Arts and Cultural
Development
This unit promotes arts and cultural vitality across
Maroondah through a range of programs, services,
facilities and support. This includes providing
expertise and advice across Council as well as
managing, programming and promoting two key arts
facilities: Wyreena Community Arts Centre and
Maroondah Art Gallery. Wyreena is a much loved
community facility offering a range of arts courses
and workshops as well as a small informal gallery
and a monthly music cafe program. It also provides
facilities for local groups. The Maroondah art gallery
is recognised regionally as a leading gallery of
quality Australian contemporary arts practice.
Located at Maroondah Federation Estate it offers a
professionally curated program of exhibitions and
engaging arts activities. The unit also manages the
Maroondah art collection and commissions, presents
and maintains a collection of outdoor public art
works across the municipality. It proactively develops
partnerships with arts and business groups to
promote the arts across Maroondah and provides
support to artists, schools and community groups to
deliver their own arts initiatives as well as promoting
networking and professional development for local
artists and arts organisations.
Karralyka is a premier theatre and function centre in
Melbourne's eastern suburbs and the only such
facility of this size in Maroondah. The theatre has a
seating capacity of 430 and delivers a season of
theatre for the community, including Morning
Melodies, Children's theatre and drama workshops,
and comedy, musical and dramatic performances.
Karralyka partners with local theatre groups in order
to promote and develop performing arts in the
community. The theatre generates positive demand
as a ‘venue for hire’, and regularly hosts local school
and corporate performances and seminars.
Karralyka is a flexible function and conference venue
with a total capacity for 550 seated guests. Karralyka
has built a profitable function business, managing its
food and beverage operations in-house. The kitchen
facilities at Karralyka are also used to prepare food
for Council’s Meals on Wheels service.
Karralyka Centre
Expenditure
(Revenue)
Net Cost
$'000
1,060
(261)
799
2,613
(2,285)
328
Major Initiatives (Priority Actions)
11) Engage the community in the design of a new Croydon Town Square
12) Complete a Karralyka operational review and feasibility study
Adopted Budget – 2015/2016
23
MAROONDAH CITY COUNCIL
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2.4 Outcome Area (Strategic Objective) 4: A clean, green and sustainable community
Services
Area
Description of services provided
Bushland and Weed
Management
This function maintains over 50 bushland reserves,
which involves proactively supporting biodiversity
and maintaining appropriate fire breaks.
Tree and Park
Maintenance
The tree and park maintenance team maintains
Council managed parks and gardens including
proactive and reactive maintenance of landscaped
areas, grass mowing, programmed tree planting in
streets and reserves, and power lines clearance
management.
The waste management team provides residential
and commercial waste services to the Maroondah
community, including public recycling bins, street
litter bins, parks and reserves bins and Council
facilities bins. The team manages the contracts for
kerbside collection, receipt and sorting, green
organics, land fill supply and hard waste contracts.
Services also include on-call hard waste collection, a
schools and community waste education program,
and planning to meet future waste management
needs.
The Eastern Alliance for Greenhouse Action (EAGA)
is a formal collaboration of seven Councils in
Melbourne’s east, working together on regional
programs that reduce greenhouse gas emissions
and facilitate regional adaptation.
Waste Management
Eastern Alliance for
Greenhouse Action
Expenditure
(Revenue)
Net Cost
$'000
1,825
(0)
1,825
5,072
(20)
5,052
11,403
(0)
11,403
117
(106)
11
Major Initiatives (Priority Actions)
13) Develop a Maroondah Open Space Strategy 2016-2021
14) Continue to rollout the installation of energy efficient streetlights across Maroondah
15) Complete development of the Maroondah Sustainability Strategy 2016-2020
Initiatives
16) Continue the tree asset data collection program
Service Performance Indicators
Service
Indicator
Waste
Waste
Collection Diversion
Adopted Budget – 2015/2016
Performance Measure
Computation
Kerbside collection waste
diverted
from
landfill
(percentage
of
garbage,
recyclables
and
green
organics
collected
from
kerbside bins that is diverted
to landfill)
Weight of recyclables and
green organics collected from
kerbside bins / Total weight of
garbage, recyclables and
green organics collected from
kerbside bins
24
MAROONDAH CITY COUNCIL
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2.5 Outcome Area (Strategic Objective) 5: An accessible and connected community
Services
Area
Description of services provided
Asset Management
This team provides a range of functions including
strategic asset management; implementation and
development of Council’s corporate asset and works
management system; management of all corporate
data relating to Council’s assets; and cyclical
proactive inspections of Council’s assets in
accordance with Council’s Road Management Plan.
The team also develops Council’s annual capital
works program relating to roads, car parks,
laneways, shared paths, stormwater drainage and
building assets.
The team delivers the engineering related
component of Council’s Capital Works Program
including management of design consultants, the
tendering and contract process, and the supervision
of construction works. Engineering Services also
provides professional advice and technical expertise
in the areas of traffic investigations and strategic
transportation
issues,
stormwater
drainage
investigations and flood management strategy, and
private subdivisions and developments, including
approval of engineering plans for developments and
supervision of works relating to all developments.
Engineering
Services
Expenditure
(Revenue)
Net Cost
$'000
1,630
(0)
1,630
12,823
(270)
12,553
Major Initiatives (Priority Actions)
17) Accelerate the footpath construction improvement program
18) Undertake traffic signalisation works at the intersection of Bedford Road and Great
Ryrie Street
19) Accelerate the disability footpath access improvement program
Initiatives
20) Commence the upgrade of Lincoln Road east of Dorset Road
Adopted Budget – 2015/2016
25
MAROONDAH CITY COUNCIL
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2.6 Outcome Area (Strategic Objective) 6: An attractive, thriving and well built
community
Services
Area
Description of services provided
Building Services
This team ensures compliance of existing and
proposed buildings with the Building Act and
regulations, and also provides advice on variations
to Building regulations and swimming pool/spa
safety barriers.
This team provides pro-active and reactive
maintenance of Council’s infrastructure assets
including roads, footpaths and drains. Construction
maintenance provides pro-active cleaning of all
drainage pits within road reserves and programmed
street sweeping.
Council has the responsibility for delivering town
planning land use and development advice and
assessments to a diverse community of over
109,000 residents and 9,000 businesses. These
residential and commercial land uses are set in a
unique urban environment with high levels of
amenity protected by various landscape and
environmental controls as set out in the Maroondah
Planning Scheme.
This function carries oversight of the Maroondah
Planning Scheme and associated land use controls.
It influences the physical development of Maroondah
to secure the most efficient and effective use of land
in the public interest and to ensure facilities such as
roads, schools and libraries are built where they are
needed. This function also assists with the
development and implementation of strategic
transport policies and strategy with a focus on
sustainable transport services and the travel needs
of the community.
Construction
Maintenance
Statutory Planning
Strategic Planning
and Sustainability
Expenditure
(Revenue)
Net Cost
$'000
952
(297)
655
7,008
(269)
6,739
2,281
(2,694)
(413)
1,095
(0)
1,095
Major Initiatives (Priority Actions)
21) Oversee the completion of construction and opening of the Ringwood Town Centre
22) Complete flood mitigation works in the Ringwood Metropolitan Activity Centre and in the
Power Street Drainage Catchment
23) Develop and commence implementation of a strategy to protect residential and
commercial floor levels from flooding
24) Complete development of the Maroondah Housing Strategy
Initiatives
25) Oversee the completion of construction and opening of the Ringwood Town Centre
26) Complete development of the Ringwood Metropolitan Activity Centre Structure Plan
27) Review and update the Special Building Overlay (SBO) on properties subject to
overland flow, and commence a planning scheme amendment process
Adopted Budget – 2015/2016
26
MAROONDAH CITY COUNCIL
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28) Complete the review of Council Asset Management Plans
Service Performance Indicators
Service
Indicator
Performance Measure
Computation
Council planning decisions
upheld at VCAT (percentage of
planning application decisions
subject to review by VCAT and
that were upheld in favour of
Council)
Number of VCAT decisions
that did not set aside council's
decision in relation to a
planning application / Number
of VCAT decisions in relation
to planning applications
Satisfaction Satisfaction with sealed local
roads ( community satisfaction
rating out of 100 with how
Council has performed on the
condition of sealed local roads)
Community satisfaction rating
out of 100 with how Council
has
performed
on
the
condition of sealed local roads
Statutory Decision
Planning making
Roads
Adopted Budget – 2015/2016
27
MAROONDAH CITY COUNCIL
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2.7 Outcome Area (Strategic Objective) 7: An inclusive and diverse community
Services
Area
Description of services provided
Aged and Disability
Services
Services provided by Council include the Home and
Community Care Program (HACC), which includes
Intake and Assessment; Domestic Assistance (home
care);, Personal Care; Respite Care; Food Services
(Meals on Wheels); Supported Residential Services
program; Planned Activity Group; and Property
Maintenance services to HACC eligible residents.
The HACC program aims to support frail older
people, and people with a disability and their carers,
to maximise their independence by supporting them
to remain at home and stay connected to their
community. Aged and Disability Services also
provide Social Support activities, facilitate Carer
Support Groups and provide support to Senior
Citizens and Older Persons Groups.
Youth Services’ mission is to empower and support
Maroondah’s young people to reach their full
potential. Youth Services provides a wide range of
high quality services to young people aged 12-25
years and also plays an important role in improving
outcomes through facilitation and advocacy. Youth
Services works closely with service providers,
schools and specialist youth services, such as
mental health, drug & alcohol, housing and family
services to improve outcomes for young people.
Direct services provided by Youth Services include
youth participation; personal development; social
and recreation programs; youth events; and
information, support and referral via EV's Youth
Centre in Croydon and elsewhere throughout the
community. Youth Services also provides a range of
resources for young people including the Maroondah
Youth Services website and social networking pages
and the Maroondah Youth Card.
Youth Services also plays a key role in the
development and co-ordination of the Maroondah
youth service system, by facilitating networks,
coordinating or participating in sector projects,
providing funds for programs through School
Focused Youth Service, and providing resources for
workers.
Youth Services
Adopted Budget – 2015/2016
Expenditure
(Revenue)
Net Cost
$'000
7,337
(5,666)
1,671
794
(132)
662
28
MAROONDAH CITY COUNCIL
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Major Initiatives (Priority Actions)
29) Complete redevelopment of the East Ringwood Multi-purpose Pavilion
30) Develop a Maroondah Reconciliation Plan 2016-2020
31) Review and implement educational material on waste management for culturally and
linguistically diverse communities in multi-unit developments in partnership with the
Migrant Information Centre, Whitehorse City Council and Deakin University
Initiatives
32) Oversee the development of the East Ringwood Multi-purpose Community Facility
Service Performance Indicators
Service
Indicator
Performance Measure
Home and Participation Participation in HACC service
Community
(percentage of the municipal
Care
target population that receive
(HACC)
a HACC service)
Home and Participation Participation in HACC service
Community
by culturally and linguistically
Care
diverse
(CALD)
people
(HACC)
(percentage of the municipal
target population in relation
to CALD people who receive
a HACC service)
Adopted Budget – 2015/2016
Computation
Number of people that
received a HACC service /
Municipal target population
for HACC services
Number of CALD people
who receive a HACC service
/ Municipal target population
in relation to CALD people
for HACC services
29
MAROONDAH CITY COUNCIL
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2.8 Outcome Area (Strategic Objective) 8: A well governed and empowered
community
Services
Area
Description of services provided
Communications
and Marketing
This team has both a corporate and an operational
responsibility for the management of public relations,
communications and marketing for Maroondah City
Council to promote the work and achievements of
Council and keep the community informed and
engaged. It provides a range of services including
publications,
advertising
and
newsletters;
communication
and
advocacy
campaigns;
management of Council’s e-Communications,
including website, intranet and social media; Council
branding, corporate identity and marketing; internal
communications; and development of style guides
and related policies.
This function assists Council’s Service Areas in the
purchasing of goods and services through the
strategic development and co-ordination of the
purchasing, tendering and contract management
processes.
Contracts and
Purchasing
Council Planning
Customer Service
Emergency
Management
Adopted Budget – 2015/2016
This function oversees the integrated planning and
delivery of Council activities in accordance with
organisational goals, objectives and budgets. In
particular, the Council Planning function coordinates
the preparation of the Council Plan, the Annual
Report, the service delivery planning process and
the
development/monitoring/review
of
the
Maroondah Vision.
The customer service team manages and operates
Council’s 1300 Call Centre and three service
centres: in Braeside Avenue Ringwood, Croydon
Civic Square, and Ringwood Metropolitan Activity
Centre. The team provides information and referral
on Council services, booking services for a number
of local facilities and Council services, referral of
customer requests, and cash receipting for payment
of accounts and fees. Customer service in the
Ringwood Metropolitan Activity Centre will
commence at Realm in Spring 2015
Council manages emergencies in accordance with
the legislation in the Emergency Management Act
and the Emergency Management Manual of Victoria.
Council is responsible for the planning, preparation,
training and exercising of emergency processes and
works collaboratively across the region to improve
consistency in operations.
Expenditure
(Revenue)
Net Cost
$'000
1695
(0)
1695
306
(0)
306
201
(0)
201
1,388
(0)
1,388
193
(58)
135
30
MAROONDAH CITY COUNCIL
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Executive Office
Facilities
Maintenance
Financial Services
Governance &
Corporate
Information
Human Resources
Adopted Budget – 2015/2016
The Chief Executive Officer is in charge of total
management of the Council and responsible for high
level decisions regarding policy and strategy and is
the main point of communication between Council
and corporate operations. This area also includes
the Elected Representatives being the Mayor and
Councillors.
This function provides Council with a centralised
approach to all issues relating to Council buildings,
including programmed maintenance and capital
works. In addition, the team works closely with the
users and managers of Council facilities on all
aspects of buildings, including risk management.
This team provides sound financial management that
complies with legislative requirements, and also
ensures that planning and budgeting activities meet
Maroondah’s vision and the long term financial
sustainability of Council. The core services include:
accounts payable, financial accounting (including
reconciliations, financial accounts and statutory
returns), management accounting (including annual
budget, monitoring and reporting) and strategic
project analysis.
This team provides administration and civic support
to Councillors, develops Council agendas and
minutes, organises citizenship ceremonies, ensures
Council-wide statutory compliance and provides
governance advice to Council. The team also
manages hall-keeping, meeting rooms and catering
at the Council offices. This function is responsible for
the practical application of the full range of services
associated with the corporate recordkeeping system
which
include
mail
processing,
systems
management and file movement, archival and
retrieval.
The service provides organisational employee
support
including
employee
selection
and
recruitment; induction; job design and analysis;
remuneration and benchmarking; employment
contracts management; and advisory services for
both internal and external candidates seeking
employment
opportunities
within
Council.
Management of Council’s safety management
system includes; reviewing and updating OH&S
policies; OH&S training; hazard identification;
inspections and reporting; and OH&S consultative
processes; and advisory services for the community,
particularly relating to OH&S requirements for
Council’s facilities and buildings. Employee
engagement, workforce planning, corporate change
management and process improvement activities are
also undertaken. The Payroll team manages payroll
systems and processes, remuneration services,
reporting and policy development and review.
Workcover and Injury management involves
450
(0)
450
5,285
(7)
5,278
2,222
(102)
2,120
1,543
(50)
1,493
2,734
(0)
2,734
31
MAROONDAH CITY COUNCIL
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Information
Technology
Local Laws
Revenue, Property
and Valuations
Risk Management
Adopted Budget – 2015/2016
management of rehabilitation and the return to work
program, management of the employee assistance
program, management of employees’ health and
wellbeing initiatives, and development of associated
policies. Workplace relations manages enterprise
agreement negotiation and award interpretation;
provides employee and industrial relations advice;
and supports employment contract management.
This team provides most of its support and services
to internal Council employees. It provides indirect
benefits to the community by providing information
technology infrastructure and systems to all Council
teams to enable efficient and effective service
delivery. Also provided is the back-end technical
support for Council’s websites; provides the ability
for electronic transactions to take place through
Council’s eServices; and a public online mapping
system for the community to access via Council’s
website.
The Local Laws team provides services to manage
domestic animals; ensure safe and accessible
parking; protect amenity and safety; ensure fire
preparedness and prevention; and provide school
crossing supervisors.
This team provides, develops and implements
revenue policy and strategy development; the annual
rating strategy; statutory declarations and notices;
and rate and charge generation. The function
undertakes
general
property
valuations;
supplementary
rating
valuations;
non-rating
valuations; and reviews of the rateability of
properties. The team also issues rate notices;
develops
revenue
projections;
manages
concessions; leads Council debt recovery; and
manages the property database.
This team oversees the implementation of the risk
framework across Council, the development of risk
treatment plans and administration of the risk
register. The function also provides risk
management advice and training to Council service
areas. Mitigation of Council’s liability is achieved
through effective claims management. This team
also maintains appropriate insurance cover for
insurable assets and liabilities.
3,314
(0)
3,314
3,458
(2,200)
1,258
1,665
(168)
1,497
1,212
(4)
1,208
32
MAROONDAH CITY COUNCIL
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Major Initiatives (Priority Actions)
33) Develop a Human Resources Strategy 2016-2020 to align organisational direction with
community needs
Initiatives
34) Implement a new concierge model of customer service at Realm and investigate future
rollout of this model at other Council customer contact centres
35) Commence the review and upgrade of Council's website
Service Performance Indicators
Service
Indicator
Performance Measure
Governance
Satisfaction Satisfaction
with
Council
decisions
(community
satisfaction rating out of 100
with how Council has performed
in making decisions in the
interest of the community)
Computation
Community satisfaction
rating out of 100 with the
performance of Council
in making decisions in
the interest of the
community
Animal
Health and Animal
management Number of successful
Management Safety
prosecutions
(number
of animal
management
successful animal management prosecutions
prosecutions)
Adopted Budget – 2015/2016
33
MAROONDAH CITY COUNCIL
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2.9 Performance Statement
The service performance indicators detailed in the preceding pages will be reported on
within 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
(outlined in section 8) and sustainable capacity, which are not included in this budget report.
The full set of prescribed performance indicators are audited each year by the Victorian
Auditor General who issues an audit opinion on the Performance Statement. The major
initiatives (priority actions) detailed in the preceding pages will be reported in the Annual
Report in the form of a statement of progress in the report of operations.
2.10 Reconciliation with budgeted operating result
Net Cost Expenditure Revenue
$’000
$’000
$’000
A safe, healthy and active community
A prosperous and learning community
A vibrant and culturally rich community
A clean, green and sustainable community
An accessible and connected community
An attractive, thriving and well built community
An inclusive and diverse community
A well governed and empowered community
11,676
5,299
1,127
18,291
14,183
8,076
2,333
23,077
30,286
5,638
3,673
18,417
14,453
11,336
8,131
25,666
18,610
339
2,546
126
270
3,260
5,798
2,589
Total services and initiatives
Other non-attributable
84,062
93
117,600
33,538
Deficit before funding sources
Funding sources
Rates and charges
Grants Commission
Capital grants
Interest
Total funding sources
84,155
Surplus for the year
78,371
5,380
3,859
596
88,206
4,051
(Note: This reconciles to the budgeted Comprehensive Result from Operations as shown on
the Comprehensive Income Statement included in Appendix A)
Adopted Budget – 2015/2016
34
MAROONDAH CITY COUNCIL
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3. Budget Influences
This section sets out the key budget influences arising from the internal and external
environment within which the Council operates.
3.1 Snapshot of Maroondah City Council
The City of Maroondah was formed on 15 December 1994 by the amalgamation of the
former Cities of Croydon and Ringwood, and parts of the former Shire of Lillydale and the
former City of Doncaster and Templestowe. The term ‘Maroondah’ is named after an
aboriginal word meaning ’leaf’ which symbolises the green environment of the city.
Our location
The City of Maroondah covers a land area of 61.4 square kilometres in Melbourne’s outer
east, 22 kilometres from the Central Business District (CBD). The area is a substantially
developed peri-urban residential municipality, with an estimated population of 111,223
residents1 and 43,101 households with an average of 2.52 people per household.2
The City of Maroondah includes the suburbs of Bayswater North, Croydon, Croydon Hills,
Croydon North, Croydon South, Heathmont, Kilsyth South, Ringwood, Ringwood East,
Ringwood North and Warranwood. The City also includes small sections of Kilsyth, Park
Orchards, Vermont and Wonga Park. With little remaining land available for greenfield
residential development, future population growth will be mainly stimulated by housing
consolidation and medium density development.
Maroondah has the strategic advantage of being located at the north-eastern junction of the
Eastern Freeway - EastLink corridor. There are two train lines and a large number of bus
routes linking the City with other regions. Some areas have limited access to public transport
and many residents are reliant on private vehicles. Our sustainable transport links continue
to expand, with on-road cycling paths and shared paths on major trails, including the Mullum
Mullum Creek Trail, the EastLink Trail, Taralla Creek Trail and the Dandenong Creek Trail.
Our community
Maroondah has an estimated population of 111,223 residents and 43,101 households with a
similar age structure to the State’s average. Compared with metropolitan Melbourne,
Maroondah has a slightly higher proportion of residents aged between 45 to 69 years and a
lower proportion of residents aged between 20 to 35 years.
Cultural diversity is increasing with the highest numbers of recent overseas immigrants
arriving from Burma, China, Malaysia, India, Thailand and Iran. Maroondah is now home to
the largest Burmese community in Melbourne’s eastern region.
There is a strong sense of community participation within Maroondah embodied by a large
number of committed volunteers. More than two thirds of parents in Maroondah are actively
involved in their local schools and one third of Maroondah’s residents are members of
organised community groups.
Our economy
Over 9000 businesses operate within the City with small business comprising over 96
percent of these organisations. The majority of businesses are in the construction, property
and business services, finance and insurance, retail trade and manufacturing sectors. The
1
2
Estimated Residential Population, Australian Bureau of Statistics, 2013.
Maroondah Population Forecasts, Id Consulting, 2014.
Adopted Budget – 2015/2016
35
MAROONDAH CITY COUNCIL
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largest industry employers are the manufacturing, retail trade and health care sectors. In
total, businesses in Maroondah provide employment for almost 37,000 people.
Maroondah has two major retail centres at Croydon and Ringwood, with Ringwood being
one of the largest in Melbourne. In addition, a range of key service and retail precincts are
clustered along the Maroondah Highway corridor and 21 neighbourhood shopping centres
are spread throughout the municipality.
Maroondah is well positioned to take advantage of Victoria’s future growth. Ringwood is
identified as a Metropolitan Activity Centre within Plan Melbourne, the State Government’s
blueprint for the future which was released in 2013. Croydon is also a key activity centre with
concentrated retail opportunities continuing to strengthen its thriving town centre.
The Bayswater North Employment Precinct is a major industrial and economic hub where
many national and international firms have established their headquarters. The area offers
diverse and flexible business accommodation with strategic access to EastLink, the Eastern
Freeway and other major arterial roads.
Our environment
Maroondah has 47 bushland reserves that offer residents and visitors the enjoyment of
wildflowers, wildlife, bush walks and wetlands. There are more than 750,000 trees (mostly
native species) in parks and reserves providing shade and shelter, helping to control water
runoff, evaporation and erosion and providing a home for wildlife. During 2014/15, Council
planted over 2,705 additional street trees, 1,240 trees in parks and over 1,000 trees and
plants in bushland reserves.
There are many areas of recreational open space in Maroondah. The City has 433 parks
with 34km of shared off-road trails. These open space areas include 121 public playgrounds,
three skate areas, and three BMX jump sites.
Maroondah’s residents and businesses are great recyclers: over 11,859 tonnes of recycling
in 2013-14, alongside 13,477 tonnes of green waste. Maroondah has the one of the highest
diversion rate amongst Victoria’s 79 Councils.
3.2 Budget Implications
In framing the 2015/16 Budget Council not only focuses on its key directions (strategies) and
priority actions (initiatives and major initiatives) as contained in the Council Plan but also
accommodates significant external influences on its planned levels of revenue and
expenditure. In particular, Council operates in a highly regulated environment and decisions
by other levels of government and the private sector can have major impacts locally.
Whilst such influences are outside the control of Council, others arise as a result of decisions
taken and policies adopted in response to community priorities, the drive for continuous
improvement and the requirement for ongoing sound financial management. The major
influences are listed on the next few pages.
Notwithstanding their effect, Council’s Budget will deliver outcomes that:



provide for the ongoing maintenance of its wide range of quality services to the
community;
build on its existing firm financial base to continue its strategy to improve its long term
financial viability;
strike an appropriate balance between today’s and future generations in respect of the
funding of its operations and the development and maintenance of its long term assets;
and
Adopted Budget – 2015/2016
36
MAROONDAH CITY COUNCIL
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
support an organisational and administrative framework that will assist in ensuring the
provision of continued good governance.
3.3 External Influences
In preparing the 2015/16 budget, a number of external influences have been taken into
consideration, because they will impact significantly on the services delivered by Council in
the budget period when compared to the 2014/15 budget. These include:
Income
Favourable/
(Unfavourable)
$000’s





An overall reduction in total capital grants &
contributions to be received there is decrease in
Federal funding for Aquanation of $3.2m. However
there is an increase in funding for East Ringwood
Pavilion $1.0m, replacement of Building at
Proclomation Park $0.585 m and $0.4m for the Roads
to Recovery program included.
A decrease in Public Open Space Contribution.
(1,100)
A decrease in interest income expected from cash and
investments due to under performance of equity
markets and decrease in cash holdings.
Estimated decrease in Victorian Grants Commission
funding due to freezing of allocation of funds from
Federal Government.
A decrease in income as this is a biennial payment from
the State Revenue Office for the purchase of Council
valuation data.
(113)
Expenditure
(500)
(102)
(125)
Favourable/
(Unfavourable)
$000’s

Utility costs (electricity, water and gas) continue to
increase higher than CPI.
Adopted Budget – 2015/2016
(527)
37
MAROONDAH CITY COUNCIL
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3.4 Internal Influences
As well as external influences, there are also a number of internal influences which are
expected to have a significant impact on the 2015/16 budget. These matters and their
financial impact when compared to the 2014/15 budget are set out below:
Expenditure
Favourable/
(Unfavourable)
$000’s




Depreciation is a major influence on the budget as it
appears as a cost against the Comprehensive Income
Statement. Depreciation for 2015/16 is $19.5 million.
The increase for 2015/16 is as a result of completion of
Aquanation and Realm.
Croydon Town Square design and consultation
(1,725)
With the commencement of operation of Aquanation in
Spring 2015, there will be significant expenditure
incurred in the set up and ongoing operation of
Aquanation which will be in part offset by the $6.1m in
income. In future years an operating surplus is
anticipated.
Realm is a state of the art facility which will provide
exceptional levels of service provision to the
Maroondah community, and will integrate a library, a
learning centre, an art gallery and Council service
centre.
(308)
(50)
(976)
3.5 Budget Principles
In response to these influences, guidelines were prepared and distributed to all Council
officers with budget responsibilities. The guidelines set out the key budget principles upon
which the officers prepare their budgets.
The principles included:







Service levels to be maintained at 2014/15 levels with the aim to use fewer resources
with an emphasis on innovation and efficiency
Grants to be based on confirmed funding levels
New initiatives or new employee proposals which are not cost neutral to be justified
through a business case
Existing fees and charges to be increased at a minimum of the Rates & Charges %
increase or market levels
New revenue sources to be identified where possible
Salaries and wages to be increased in line with estimated Enterprise Bargaining
outcomes
Operating revenue and expenses arising from completed 2014/15 capital projects to be
included.
Adopted Budget – 2015/2016
38
MAROONDAH CITY COUNCIL
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3.6 Legislative requirements
Under the Local Government Act 1989 (the Act), Council is required to prepare and adopt an
annual budget for each financial year. The budget is required to include certain information
about the rates and charges that Council intends to levy as well as a range of other
information required by the Local Government (Planning and Reporting) Regulations 2014
(the Regulations) which support the Act.
The 2015/16 budget is for the year 1 July 2015 to 30 June 2016 and is prepared in
accordance with the Act and Regulations. The budget includes Budgeted Financial
Statements being a budgeted Comprehensive Income Statement; Balance Sheet; Statement
of Changes in Equity; Cash Flows; and Capital Works and a Statement of Human
Resources. These statements have been prepared for the year ended 30 June 2016 in
accordance with the Act and Regulations. The budget information for the years 2015/16 to
2018/19 have been extracted from the Strategic Resource Plan. It also includes detailed
information about the rates and charges to be levied, the capital works program to be
undertaken and other financial information, which Council requires in order to make an
informed decision about the adoption of the budget.
The budget includes consideration of a number of long term strategies to assist Council in
considering the budget in a proper financial management context. These include:




Long Term Financial Strategy for the years 2015/16 to 2024/25 (Section 8);
Rating Strategy (Section 9);
Borrowings Strategy (Section 10); and
an Infrastructure and Other Assets (Section 11).
Adopted Budget – 2015/2016
39
MAROONDAH CITY COUNCIL
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4. Analysis of operating budget
This section analyses the operating budget including expected income and expenses of the
Council for the 2015/16 year.
4.1 Budgeted income statement
Ref
Forecast
Budget
Variance
Actual
2015/16
2014/15
$’000
$’000
$’000
Total income
4.2
108,566
117,792
9,226
Total expenses
4.3
(106,022)
(117,600)
(11,578)
Surplus (deficit) for the year
4.1.1
2,544
192
(2,352)
Grants – capital non-recurrent
4.2.6
9,012
3,337
(5,675)
Grants - capital recurrent
4.2.4
1780
522
(1,258)
13,336
4,051
(9,285)
Adjusted underlying surplus (deficit)
4.1.Surplus (deficit) for the year ($2.352 million decrease)
The underlying result is the net surplus for the year adjusted for recurrent and non-recurrent
capital grants 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 comprehensive (operating)
result. The underlying result for the 2015/16 year is a surplus of $.192 million which is a
decrease of $2.352 million from the 2014/15 year. In calculating the underlying result,
Council has excluded grants received for capital purposes and capital contributions from
other sources.
4.2 Income
Forecast
Income Types
Ref
Actual
Budget
Variance
2014/15
2015/16
$’000
$’000
$’000
Rates and charges
4.2.1
73,860
77264
3,403
Statutory fees and fines
4.2.2
3,448
3538
90
User fees
4.2.3
15,074
21671
6,597
Contributions - cash
Grants - Operating (recurrent)
4.2.4
3,356
2782
(574)
4.2.5
11,655
11783
128
302
6
(296)
10,792
3,859
(6,933)
(93)
(93)
0
964
841
(123)
119,358
121,651
2,292
Grants - Operating (non-recurrent)
Grants – capital
4.2.6
Net gain (loss) on sale of assets
Interest received
Total income
Adopted Budget – 2015/2016
4.2.7
40
MAROONDAH CITY COUNCIL
_________________________________________________________________________
$'000
79,900
Rates and charges
Budget 2015/16
Forecast 2014/15
69,900
59,900
49,900
39,900
29,900
User fees
19,900
Grants – operating
9,900
Statutory fees and fines
Contributions - cash
-100
Income
Grants – capital
Interest received
Net gain (loss) on sale of
assets
Budgeted Income (Source: Appendix A)
Grants Operating
(recurrent)
10%
Interest
received
1%
Grants –
capital
3%
Contributions cash
2%
User fees
18%
Statutory fees
and fines
3%
Adopted Budget – 2015/2016
Rates and
charges
63%
41
MAROONDAH CITY COUNCIL
_________________________________________________________________________
4.2.1 Rates and charges ($3.4 million increase)
The rates and charges income will increase by 3.9% or $3.40 million over 2014/15 to $77.26
million. Supplementary rates are forecast to increase by $0.03 million below 2014/15 to
$0.50 million. Section 9 “Rating Strategy” includes a more detailed analysis of the rates and
charges to be levied for 2015/16. Information on rates and charges specifically required by
the Regulations is included in Appendix B.
4.2.2 Statutory fees and fines ($0.09 million increase)
Statutory fees relate mainly to fees and fines levied in accordance with legislation and
include animal registrations, Public Health and Wellbeing Act 2008 registrations, local laws
and parking fines and statutory planning application fees. Increases in statutory fees are
made in accordance with legislative requirements.
Statutory fees and fines are forecast to increase by 2.6% or $0.09 million compared to
2014/15.
4.2.3 User fees ($6.60 million increase)
User fees relate mainly to the recovery of service delivery costs through the charging of fees
to users of Council’s services. These include use of Maroondah Leisure facilities: Aquahub;
Aquanation; Croydon Memorial Pool; The Rings; and the Ringwood and Croydon Golf
courses, Karralyka Centre and other community facilities. In addition the provision of
services such as home care, meals on wheels, family day care, occasional care and holiday
programs are included in user fees.
User fees are projected to increase by 30.4% or $6.60 million over 2014/15. The main area
contributing to the increase is Aquanation ($6.17 million) due to open in Spring 2015.
Council plans to increase user charges for all areas in line with expected inflationary trends
over the budget period to maintain parity between user charges and the costs of service
delivery.
4.2.4 Contributions - cash ($0.574 million decrease)
Contributions relate to monies paid by developers in regard to public resort and recreation,
drainage and car parking in accordance with planning permits issued for property
development.
Contributions are projected to decrease by $0.574 million or 20.6% compared to 2014/15
decrease in Open Space Contribution $.650 million.
4.2.5 Grants – operating recurrent ($0.12 million increase)
Operating grants include all monies received from State and Federal sources and
contributions from other parties for the purposes of funding the delivery of Council’s services
to ratepayers. Overall, the level of operating grants has increased by 1.1% or $0.12 million
compared to 2014/15. Significant movements in grant funding are summarised below:
Adopted Budget – 2015/2016
42
MAROONDAH CITY COUNCIL
_________________________________________________________________________
Forecast
Budget
Actual
2015/16
2014/15
$’000
$’000
136
0
(136)
3,356
3,419
63
Youth L 2 P Program
36
0
(36)
Melbourne East Sport & Recreation Facility Review
80
0
(80)
5,316
5,380
64
Grant Funding Types
Variance
$’000
Revaluations
Home Care (including Respite and Personal Care)
Victorian Grants Commission
Operating grants are further classified in the Financial Statements in Appendix A according
to whether they are received each year (recurrent) or received on a once-off or short term
basis (non-recurrent).
4.2.6 Grants - capital ($6.933 million decrease)
Capital grants (recurrent and non recurrent) include all monies received from State, Federal
and community sources for the purposes of funding the capital works program. Overall the
level of capital grants has decreased by 179.7% or $6.933 million compared to 2014/15 as
specific funding was received in 2014/15 for some large capital works projects; the Mullum
Reserve Pavilion extension $0.86 million; Bedford and Great Ryrie Rd Signalisation
$1.0million and the Ringwood Library, Learning and Cultural Centre $0.2million. An amount
of $1.3 million ($6.2 million in 2014/15) is anticipated from the Federal and State
Government towards the completion of Aquanation in 2015/16. Section 6 “Analysis of Capital
Budget” includes a more detailed analysis of the grants and contributions expected to be
received during the 2015/16 year. Capital grants are further classified in the Financial
Statements in Appendix A according to whether they are received each year (recurrent) or
received on a once-off or short term basis (non-recurrent).
4.2.7 Interest received ($0.12 million decrease)
Interest received relates largely to interest on investments and penalty rate interest.
Total interest received is forecast to decrease by 14.6% or $0.12 million compared to
2014/15. Interest on investments is also forecast to decline by 64.9% or $0.37 million
compared to 2014/15. This is due to several factors: Expenditure for the construction of
Aquanation has reduced investment levels in 2014/15 and a reduction in current estimated
rate returns combined with the maturity of longer term investments held that may be
reinvested at the lower rate regimes. Interest on unpaid rates is forecast at $0.02 million the same as in 2014/15.
4.3 Expenses
Expense Types
Ref
Forecast
Budget
Actual
2015/16
Variance
2014/15
$’000
$’000
$’000
Employee costs
4.3.1
43,004
48,815
5,811
Materials and services
4.3.2
22,445
25,303
2,858
Contractors
4.3.3
22,202
22,824
622
Depreciation and amortisation
4.3.4
17,776
19,509
1,733
Finance costs
4.3.5
595
1,149
554
106,022
117,600
11,578
Total expenses
Adopted Budget – 2015/2016
43
MAROONDAH CITY COUNCIL
_________________________________________________________________________
$'000
50,000
Employee costs
Budget 2015/16
Forecast 2014/15
40,000
30,000
Materials and
services
Contractors
20,000
Depreciation and
amortisation
10,000
Finance costs
0
Expenses
Budgeted Expenses (Source: Appendix A)
Finance costs
1%
Depreciation
and amortisation
17%
Employee costs
41%
Contractors
19%
Materials and
services
22%
4.3.1 Employee costs ($5.81 million increase)
Employee costs include all labour related expenditure such as salaries and on-costs
(employer superannuation, long service leave and workcover), allowances, overtime and
annual leave loading etc.
Employee costs are forecast to increase by 11.9% or $5.81 million compared to 2014/15.
This increase relates to a number of factors:
Adopted Budget – 2015/2016
44
MAROONDAH CITY COUNCIL
_________________________________________________________________________





Employee costs are aligned with the Enterprise Bargaining Agreement (EBA) outcomes
for 2015/16, together with projected movement of employees within employment bands.
The total equivalent full time (EFT) increase from 2014/15 to 2015/16 is 99.5.
The major impact is the introduction of Aquanation and Realm opening in Spring 2015.
One new EFT position is for Drainage in the Capital area.
One new EFT position is for a parking officer to be offset by fees received.
A summary of human resources expenditure categorised according to the organisational
structure of Council is included below:
Comprises
Budget
2015/16
Permanent
Full time
Permanent
Part time
$’000
$’000
$’000
Operations, Infrastructure and Leisure
20,053
13,848
6206
Planning & Commuinty
15,614
9,644
5,970
Corporate Services
7,699
6,289
1,409
Executive's Office
1,308
1,169
139
44,675
30,951
13,724
Department
Total permanent staff expenditure
Casuals and other expenditure
Capitalised labour costs
Total Expenditure
4,140
454
49,269
A summary of the number of full time equivalent (FTE) Council staff in relation to the above
expenditure is included below:
Comprises
Budget
Department
Permanent
Permanent
Full time
Part time
FTE
Operations, Infrastructure and Leisure
297.0
189.2
107.8
Planning & Commuinty
159.0
95.7
63.3
Corporate Services
77.2
59.0
18.2
Executive's Office
11.0
9.0
2.0
544.2
352.9
191.3
Total permanent staff
Casuals and other
32.9
Capitalised labour
Total Expenditure
582.1
Adopted Budget – 2015/2016
5.0
45
MAROONDAH CITY COUNCIL
_________________________________________________________________________
4.3.2 Materials and services ($2.85 million increase)
Materials and services include the purchases of consumables, utility costs, contribution to
the Ringwood and Croydon libraries, contributions to community groups, software
maintenance, insurances, advertising, motor vehicle running costs, fuel and registrations and
other miscellaneous expenditure items. Materials and services are forecast to increase by
11.3% or $2.85 million compared to 2014/15.
Utility costs relate to water, gas and electricity and are forecast to increase by 15.8% or
$0.52 million compared to 2014/15 resulting from increased prices from suppliers.
4.3.3 Contractors ($0.62 million increase)
‘Contractors’ include payments to contractors for the provision of services including external
contracts for services such as waste collection, home care, road maintenance, street tree
pruning etc and are forecast to increase by 2.7% or $0.62 million compared to 2014/15.
The increase in forecast results are mainly for Home Care and Waste Management.
4.3.4 Depreciation and amortisation ($1.73 million increase)
Depreciation is an accounting measure which attempts to allocate the value of an asset over
its useful life for Council’s property, plant and equipment including infrastructure assets such
as roads and drains. The increase of $1.73 million for 2015/16 is due mainly to the
completion of Realm and Aquanation in 2015/16 and the full year effect of depreciation on
the 2014/2015 capital works program. Refer to section 6 ‘Analysis of Capital Budget’ for a
more detailed analysis of Council’s capital works program for the 2015/16 year.
4.3.5 Finance costs ($.554 million increase)
Borrowing costs relate to interest charged by financial institutions on funds borrowed. The
increase in borrowing costs results from the full year affect of the loan repayments on
2014/15 borrowings. Refer to section 10 ‘Borrowing Strategy’ for a more detailed analysis of
Council’s borrowing commitments for the 2015/16 year.
Adopted Budget – 2015/2016
46
MAROONDAH CITY COUNCIL
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5. Analysis of budgeted cash position
This section analyses the expected cash flows from the operating, investing and financing
activities of Council for the 2015/16 year. Budgeting cash flows for Council is one of the key
factors in setting the level of rates and providing a guide to the level of capital expenditure
that can be sustained.
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 the repayments of
borrowings. These activities also include repayment of the principal component of loan
repayments for the year.
5.1 Budgeted cash flow statement
Cash flows from operating activities
Receipts
Rates and charges
User fees and fines
Contributions - cash
Grants - operating
Grants - capital
Net GST refund/payment
Interest
Ref
5.1.1
Payments
Employee costs
Other payments
Net cash provided by operating activities
Cash flows from investing activities
Proceeds from sales of property, infrastructure, plant and
equipment
Repayment of loans and advances
Deposits
Payments for property, infrastructure, plant and equipment
Net cash used in investing activities
5.1.2
Cash flows from financing activities
Finance costs
Proceeds from borrowings
Repayment of borrowings
Net cash used in financing activities
Net decrease in cash and cash equivalents
Cash and cash equivalents at the beginning of the period
Cash and cash equivalents at end of the year
Source: Appendix A
5.1.3
Adopted Budget – 2015/2016
5.1.4
Forecast
Actual
2014/15
$’000
Budget
2015/16
$’000
Variance
73,797
19,884
5,341
12,436
9,372
7,934
964
129,728
77,886
26,408
3,060
12,261
3,847
6,446
841
130,749
4,089
6,524
(2,281)
(175)
(5,525)
(1,488)
(123)
1,021
(42,460)
(55,484)
(97,944)
31,784
(48,106)
(59,470)
(107,576)
23,173
(5,646)
(3,986)
(9,632)
(8,611)
1,226
0
0
(55,765)
(54,539)
6,739
0
0
(37,077)
(30,338)
5,513
0
0
18,688
24,201
(595)
24,200
(555)
23,050
295
19,412
19,707
(1,149)
0
(1,153)
(2,302)
(9,467)
19,707
10,240
(554)
(24,200)
(598)
(25,352)
(9,762)
295
(9,467)
$’000
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MAROONDAH CITY COUNCIL
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5.1.1 Operating activities ($8.61 million decrease)
The decrease in cash inflows from operating activities is due to a $5.3 million decrease in
capital grants; a $5.6 million increase in employee costs; a $5.2 million increase in materials
and services and contractors; an increase of $5.9 million in user fees and fines; and a $4.1
million increase in rates and charges, which is in line with the rate increase of 3.9%.
The net cash flows from operating activities does not equal the surplus for the year as the
expected revenues and expenses of the Council include non-cash items which have been
excluded from the Cash Flow Statement. The budgeted operating result is reconciled to
budgeted cash flows available from operating activities as set out in the following table.
Forecast
Actual
2013/14
$’000
13,336
Budget
2014/15
$’000
4,051
Variance
Depreciation
17,776
19,509
1,733
Loss (gain) on sale of assets
Net movement in current assets and liabilities
Cash flows available from operating activities
(93)
765
31,784
(93)
(294)
23,173
0
(1,059)
(8,611)
Surplus (deficit) for the year
$’000
(9,285)
5.1.2 Investing activities ($24.2 million decrease)
The decrease in payments for investing activities represents a decrease in capital works
expenditure between 2014/15 and 2015/16.
5.1.3 Financing activities ($25.4 million decrease)
Proceeds from borrowings received in 2014/15 to partly fund the construction of Aquanation
of $24.2 million represent the majority of the decrease between 2014/15 and 2015/16.
5.1.4 Cash and cash equivalents at end of the year ($9.4 million decrease)
Overall, total cash and investments are forecast to decrease by $9.4 million to $10.2 million
as at 30 June 2016. Council is using some of its cash holdings to fund capital expenditure in
2015/16. This is consistent with Council’s Long Term Financial Strategy.
Adopted Budget – 2015/2016
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5.2 Restricted and unrestricted cash and investments
Cash and cash equivalents held by Council are restricted in part and not fully available for
Council’s operations. The budgeted cash flow statement above indicates that Council is
estimating at 30 June 2016 it will have cash and investments of $23.6 million, which are
partly restricted as shown in the following table.
Forecast
Ref
Total cash and investments including financial assets
Actual
Budget
2015
2016
Variance
$’000
$’000
$’000
32,627
23,160
(9,467)
Restricted cash and investments
- Long Service Leave
5.2.1
(6,626)
(7,159)
(533)
- Security deposits and bonds
5.2.2
(4,004)
(4,004)
0
- Unexpended grants and contributions
5.2.3
(2,000)
(2,000)
0
- Unexpended specific purpose investments other
5.2.4
(7,762)
(7,500)
262
Unrestricted cash and investments
5.2.6
12,235
2,497
(9,738)
5.2.1 Restricted cash and investments ($20.66 million)
Council has cash and cash equivalents that are subject to restrictions, Council has
restrictions in relation to employee entitlements (Long Service Leave). Unexpended specific
purpose investments other relate mainly to monies received by Council for Public Open
Space and Waste.
5.2.2 Unrestricted cash and investments ($2.50 million)
These funds are free of all specific Council commitments and represent funds available to
meet daily cash flow requirements, unexpected short term needs and any budget
commitments which will be expended in the following year such as grants and contributions.
Council regards these funds as the minimum necessary to ensure that it can meet its
commitments as and when they fall due without borrowing further funds.
Adopted Budget – 2015/2016
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6. Analysis of capital budget
This section analyses the planned capital works expenditure budget for the 2015/16 year
and the sources of funding for the capital budget.
6.1 Capital works expenditure
Capital Works Areas
Ref
Forecast
Budget
Actual
2015/16
2014/15
$’000
Variance
$’000
$’000
Land
Land
0
0
0
Land improvements
0
0
0
Total land
0
0
0
33,082
20,183
(12,899)
33,082
20,183
(12,899)
Roads
8,411
3,584
(4,827)
Footpaths and cycleways
1,372
1,840
468
Buildings
6.1.1
Buildings
Total buildings
Roads and Drainage
6.1.2
Carparks
938
330
(608)
Drainage
2,169
2,180
11
166
90
(76)
1,678
715
(963)
14,734
8,739
(5,995)
Recreational, leisure and community facilities
1,945
2,941
996
Parks and open space
1,021
932
(89)
Total Recreational Improvements
2,966
3,873
907
3,677
3,332
(345)
139
60
(79)
Computers and telecommunications
1,181
890
(291)
Total plant and equipment
4,997
4,282
(715)
55,779
37,077
(18,702)
Waste management
Other
Total Roads and Drainage
Recreational Improvements
Plant and equipment
6.1.3
6.1.4
Plant, machinery and equipment
Fixtures, fittings and furniture
Total capital works expenditure
Represented by:
New asset expenditure
6.1.5
15,044
14,875
(169)
Asset renewal expenditure
6.1.5
24,809
18,799
(6,010)
Asset expansion expenditure
6.1.5
0
0
0
Asset upgrade expenditure
6.1.5
15,926
3,403
(12,523)
55,779
37,077
(18,702)
Total capital works expenditure
* Forecast actual 2014/15 includes $8.9 million of carried forward works from 2013/14, future year projects brought forward
into this year and projects related to new capital grants received during the year.
Adopted Budget – 2015/2016
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Budgeted Capital Works 2015/16
12%
10%
Buildings
Roads and Drainage
54%
24%
Recreational
Improvements
Plant and equipment
Budgeted Capital Works 2015/16
9%
40%
New assets
Asset renewal
Asset upgrade
51%
Source: Appendix A.
A more detailed listing of the capital works program is included in Appendix C.
Adopted Budget – 2015/2016
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6.1.1 Buildings ($20.183 million)
This area comprises buildings and building improvements including community facilities,
municipal offices, sports facilities and pavilions.
For the 2015/16 year, $20.183 million will be expended on building and building
improvement projects. The more significant projects include completion of Aquanation
($4.918 million) and the completion of Realm ($8.260 million). Realm is a state-of-theart facility which will provide exceptional levels of service provision to the Maroondah
community, and will integrate a library, a learning centre, an art gallery and Council service
centre.
6.1.2 Roads and Drainage ($8.73 million)
Roads and drainage includes local roads, bridges, footpaths and drainage.
For the 2015/16 year, $8.73 million will be expended on roads and drainage. The more
significant road works include; reseal works ($1.590 million) at Knaith Road, East Ringwood;
Great Ryrie St Ringwood and Golf Links Estate stage 3 (Carroll avenue and French Street
Golf Links Estate Stage 3 Croydon). Footpath construction program ($0.3 million); footpath
replacement works ($1.06 million); kerb and channel replacement works ($0.6 million); and
local area traffic management treatments ($0.26 million). Stormwater drainage infrastructure
renewal ($1.5 million) is planned as well as significant drainage works in the Ringwood
Metropolitan Activity Centre ($0.5 million).
6.1.3 Recreational Improvements ($3.87 million)
Recreational improvements include recreation, leisure and community facilities, parks and
open space.
$3.87 million will be spent on recreational improvements in 2015/16. The more significant of
these include the sports field surface renovation of A.C. Robertson Athletics Track ($0.8
million); Taralla Creek path upgrade ($0.1 million); playground renewal in reserves ($0.22
million); park inventory and replacement signage program ($0.15 million); and reserve bridge
replacement works ($0.15 million).
6.1.4 Plant and equipment ($4.28 million)
Plant and equipment includes plant, machinery and equipment, computers and
telecommunications.
For the 2015/16 year, $4.28 million will be expended on plant, equipment and other projects.
The more significant projects include ongoing cyclical replacement of the plant and vehicle
fleet ($3.01 million); upgrade and replacement of information technology ($0.89 million); and
equipment replacement at the Maroondah Leisure Facilities ($0.25 million).
6.1.5 Asset renewal ($18.80 million), new assets ($14.87 million) and upgrade ($3.40
million)
A distinction is made between expenditure on new assets, asset renewal, upgrade and
expansion. Expenditure on asset renewal is expenditure on an existing asset, or on
replacing an existing asset that returns the service of the asset to its original capability.
Expenditure on new assets does not have any element of expansion or upgrade of existing
assets but will result in an additional burden for future operation, maintenance and capital
renewal.
The major projects included in the above categories, which constitute expenditure on new
assets, are the completion of Realm ($8.26 million), the footpath construction program ($0.3)
Adopted Budget – 2015/2016
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and information technology purchases ($0.4 million). The remaining capital expenditure
represents renewals and upgrades of existing assets. No funds have been allocated for
expansion in 2015/16.
Adopted Budget – 2015/2016
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MAROONDAH CITY COUNCIL
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6.2 Funding sources
Sources of Funding
Forecast *
Budget
Actual
2015/16
2014/15
$’000
Variance
$’000
$’000
Ref
New works
Grants
6.2.1
9,022
3,699
(5,323)
Contributions
6.2.2
1,880
160
(1,720)
24,200
0
(24,200)
Borrowings
Council cash
6.2.3
19,452
26,479
7,027
Proceeds on sale of assets
6.2.4
1,226
6,739
5,513
55,780
37,077
(18,703)
Total funding sources
* Forecast actual 2014/15 includes $8.9 million of carried forward works from 2013/14, future year projects brought forward
into this year and projects related to new capital grants received during the year.
Budgeted Total Funding Sources 2015/16
18%
10%
1%
Grants
Contributions
Council cash
71%
Proceeds on sale of assets
Source: Appendix C
Adopted Budget – 2015/2016
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6.2.1 Grants ($3.699 million)
Capital grants include all monies received from State and Federal sources for the purposes
of funding the capital works program. Significant grants and contributions are budgeted to be
received for the completion of Aquanation ($1.3 million), renewal and upgrade of East
Ringwood Pavillion ($1.0 million) and the Roads to Recovery program ($0.7 million).
6.2.2 Contributions ($0.16 million)
Contributions include all monies received for the purposes of funding capital improvements
to sporting facilities and facilities used by community groups on Council land managed by
others. Contributions of ($0.16) are budgeted in 2015/16.
6.2.3 Council cash ($26.479 million)
Council generates cash from its operating activities, which is used as a funding source for
the capital works program. It is forecast that $26.479 million will be generated from
operations and council cash holdings to fund the 2015/16 capital works program. This
amount equates to the cash generated from operating activities of $23.173 million as set out
in section 5. ’Analysis of Budgeted Cash Position’ adjusted for capital grants of $3.699
million, borrowing costs of $2.302 million and $9.307 million of unrestricted cash and
investments.
6.2.4 Proceeds from sale of assets ($6.739 million)
Proceeds from sale of assets include motor vehicles and other items of plant sales in
accordance with Council’s fleet renewal policy of $1.24 million and sale of Property of
$5.5million.
Adopted Budget – 2015/2016
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7. Analysis of budgeted financial position
This section analyses the movements in assets, liabilities and equity between 2014/15 and
2015/16. It also considers a number of key performance indicators.
7.1 Budgeted balance sheet
Forecast
Budget
Variance
$’000
Actual
Ref
Current assets
2015
2016
$’000
$’000
19,707
10,240
(9,467)
7.1.1
Cash and cash equivalents
Trade and other receivables
5,978
6,571
593
12,920
12,920
0
Inventories
312
321
9
Other assets
681
702
21
39,598
30,754
(8,844)
995
995
0
2,517
2,517
0
1,335,797
1,359,962
24,165
Financial assets
Total current assets
Non-current assets
7.1.1
Trade and other receivables
Investments in associates
Property, infrastructure, plant & equipment
Intangible assets
0
14,186
825
(13,361)
Total non-current assets
1,353,495
1,364,299
10,804
Total assets
1,393,093
1,395,053
1,960
Trade and other payables
11,045
9,380
1,665
Trust funds and deposits
3,539
3,539
0
10,020
10,671
(651)
1,153
1,211
(58)
25,757
24,801
956
1,068
1,144
(76)
Current liabilities
7.1.2
Provisions
Interest-bearing loans and borrowings
Total current liabilities
Non-current liabilities
7.1.2
Provisions
Trust funds and deposits
465
465
0
Interest-bearing loans and borrowings
22,492
21,281
1,211
Total non-current liabilities
24,025
22,890
1,135
Total liabilities
49,782
47,691
2,091
1,343,311
1,347,362
4,051
447,043
450,094
3,051
896,268
897,268
1,000
1,343,311
1,347,362
4,051
Net assets
Equity
Accumulated surplus
Reserves
Total equity
7.1.4
Source: Appendix A
Adopted Budget – 2015/2016
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7.1.1 Current Assets ($8.84 million decrease) and Non-Current Assets ($10.80 million
increase)
Cash and cash equivalents include cash and investments such as cash held in the bank and
in petty cash and the value of investments in deposits or other highly liquid investments with
short term maturities of three months or less. These balances are projected to decrease by
$9.47 million during the year which principally reflects cash holdings being expended on
capital works.
Trade and other receivables are monies owed to Council by ratepayers and others including
loans to community organisations under Council’s Funding Assistance Program. Minimal
change is expected in the level of debtors in the budget.
Other assets includes items such as prepayments for expenses that Council has paid in
advance of service delivery and inventories or stocks held for sale or consumption in
Council’s services. Minimal change is expected in the budget.
Property, infrastructure, plant and equipment is the largest component of Council’s worth
and represents the value of all the land, buildings, roads, vehicles, equipment, etc which has
been built up by Council over many years. The net increase in this balance is attributable to
the net result of the capital works program ($37.0 million of new assets); contributed assets
($13.4m); depreciation of assets ($19.5 million); and the sale of property, plant and
equipment ($6.7 million).
Intangible assets are projected to decrease by $13.36 million which relates to the rights
Council holds to the Ringwood Town Square and library. As development of the Eastland
site progresses it is anticipated that at completion in 2015/16 these assets will convert to
contributed assets.
7.1.2 Current Liabilities ($0.096 million decrease) and Non-Current Liabilities ($1.1
million decrease)
‘Trade and other payables’ are those to whom Council owes money as at 30 June. These
liabilities are budgeted to reduce which is consistent with 2015/16 reduced levels of
expenditure on materials and services relating to capital projects.
Provisions include accrued long service leave, annual leave and time in lieu to employees.
These employee entitlements are only expected to increase marginally in line with EBA
outcomes.
Interest-bearing loans and borrowings are borrowings of Council. As detailed in Section 10
Council borrowed $24.2 million in 2014/15 and repayment of loan principal of $1.15 million
will be made during the year.
7.1.3 Working Capital ($7.88 million decrease)
Working capital is the excess of current assets above current liabilities. This calculation
recognises that although Council has current assets, some of those assets are already
committed to the future settlement of liabilities in the following 12 months and are therefore
not available for discretionary spending.
The expected working capital ratio for 2015/16 is 1.24:1 which means that Council can meet
its short term obligations and has sufficient cash or operating liquidity remaining to meet
fluctuating cash levels during the year.
Adopted Budget – 2015/2016
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7.1.4
Equity ($4.051 million increase)
Total equity always equals net assets and is made up of the following components:
 Asset revaluation reserve which represents the difference between the previously
recorded value of assets and their current valuations.
 Accumulated surplus which is the value of all net assets less Reserves that have
accumulated over time. The increase in accumulated surplus of $4.051 million results
directly from the surplus for the year.
 Council has introduced a general reserve to fund future capital projects and unexpected
contingencies such as a call on unfunded Superannuation, the reserve increased by
$1million this year.
Adopted Budget – 2015/2016
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8. Long Term Financial Strategy and Financial Performance Indicators
This section considers the long term financial projections of the Council. The Act and
Regulations require a Strategic Resource Plan to be prepared covering both financial and
non-financial resources, and including financial performance indicators for at least the next
four financial years to support the Council Plan. Council prepares the long term financial
strategy for the next ten years from which the financial statements are derived.
8.1 Strategy Development
Council has prepared a long term financial strategy for the period 2015/16 to 2024/25 as part
of its ongoing financial planning to assist Council in adopting a Budget within a longer term
framework. The long term financial strategy takes the outcome areas (strategic objectives)
and key directions (strategies) as specified in the Council Plan and expresses them in
financial terms for the next four years.
The key objective in developing the Strategy is financial sustainability in the medium to long
term, whilst still achieving Council’s objectives as specified in the Council Plan. The key
financial objectives, which underpin the long term financial strategy, are:




Improve on existing service levels;
Invest in a capital expenditure program that addresses Council’s infrastructure
requirements and increases expenditure on renewal of assets;
Achieve at minimum a breakeven operating result, and
Achieve a balanced budget on a cash basis.
In preparing the strategy, 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 Strategy is updated annually through a rigorous process of consultation with Council
service areas followed by a detailed sensitivity analysis to achieve the key financial
objectives.
8.2 Assumptions
The first year of the long term financial strategy is the proposed 2015/16 budget figures,
whilst the remaining years 2016/17 to 2024/25 are based on a number of broad assumptions
combined with known major influences.
The most significant of the assumptions contained in the Strategy are:






average CPI of 3.0% over the term of the Strategy;
employee costs will align with estimated Enterprise Bargaining Agreement (EBA)
outcomes ;
containment of increases in materials and contracts expenditure to CPI;
user charges and the receipt of operating grants to grow at least by CPI;
interest rates on investments to continue at an average of current rate regimes;
general alignment of the growth of rates to CPI plus consideration of an estimated %
to cover external impacts.
Adopted Budget – 2015/2016
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Many of these assumptions are heavily dependent on forces outside the control of Council
and the Strategy is updated annually through a rigorous process of consultation with Council
service providers followed by a detailed sensitivity analysis to achieve the key financial
objectives.
8.3 Financial Resources
The following table summarises the key financial results for the next four years as set out in
the Long Term Financial Strategy for years 2015/16 to 2018/19. Appendix A includes a more
detailed analysis of the financial resources to be used over the next ten year period.
Forecast
Strategic Resource Plan
Actual
Budget
2014/15
2015/16
2016/17
2017/18
2018/19
$’000
$’000
$’000
$’000
$’000
13,336
4,051
2,042
3,345
3,643
-
2,544
192
1,455
2,823
3,121
+
Cash and investments
balance
32,627
23,160
20,899
20,599
20,691
-
Cash flow from operations
31,784
23,173
22,293
25,247
27,127
+
Capital works expenditure
55,779
37,077
23,520
24,542
26,061
-
Indicator
Surplus/(deficit) for the
year
Adjusted underlying result
Projections
Trend
+/o/-
The following graph shows the financial indicators over the four year period.
60,000
50,000
40,000
$'000
30,000
20,000
10,000
0
-10,000
1
2
Surplus/(deficit) for the year
Cash and investments balance
Capital works expenditure
Adopted Budget – 2015/2016
3
4
5
Adjusted underlying result
Cash flow from operations
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The key outcomes of the plan are as follows:

Financial Sustainability
The Long Term Financial Strategy portrays positive outcomes in terms of net surplus
comprehensive results for the entire ten year period outlook (2015/16 to 2024/25). This
can be achieved after absorbing the impact of borrowing to cover the building of
Aquanation, the freezing of the grant from Victorian Grants Commission by the Federal
Government and the graduated increase in the superannuation guarantee by the
Federal Government.
The underlying surplus result adjusts for the impact of non-operating items (i.e. capital
grants) on the comprehensive result for the year.
As cash and investment levels are forecast to decrease from $32.627million in June
2015 to $20.691 million in June 2019, a key challenge for Council in the medium to long
term future is to maintain sufficient liquidity to meet operational needs whilst ensuring
funds are available to meet restricted asset requirements. As a result of these outcomes
the overall strategy assumptions will again be reviewed in the next budget cycle with a
view to further improving the long term outcomes for cash and investments.
Whilst cash and investment levels are sustainable it is important to ensure sufficient
funds are available to meet restricted asset requirements. Restricted assets refer to
unexpended grants & developer’s contributions as well as security deposits and bonds.
Council is well able to meet this requirement in both the short and long term.

Rating Strategy
Rate increase is based on 3.9%.

Borrowing Strategy
Borrowings for 2014/15 were $24.2million to partly fund the building of Aquanation in
Ringwood (refer Section 10 – Borrowing Strategy). Council does not anticipate any new
borrowings for 2015/16.

Infrastructure Strategy
Council’s capital policy and procedural framework incorporates a strategy to meet the
challenges of the ageing infrastructure by steadily increasing expenditure on asset
renewal. Capital expenditure over the four year period will total $111.2 million (refer
Section 11 – Infrastructure and other assets Strategy).
Adopted Budget – 2015/2016
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8.4 Financial Performance Indicators
Notes
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 Council’s future
outcomes and priority actions.
Forecast
Actual
2014/15
Adjusted
underlying surplus
(deficit) / Adjusted
underlying
revenue
1
2.34%
0.16%
1.17%
2.17%
Current assets /
current liabilities
Unrestricted cash
/ current liabilities
2 153.74%
124.00%
120.14%
118.59%
114.81%
-
68.44%
36.93%
30.50%
30.01%
30.84%
o
Interest bearing
loans and
borrowings / rate
revenue
Interest and
principal
repayments / rate
revenue
Non-current
liabilities / own
source revenue
Asset renewal
expenditure /
depreciation
3
32.01%
29.11%
26.03%
23.38%
20.88%
+
1.56%
2.98%
2.81%
2.69%
2.57%
+
25.76%
22.18%
19.65%
17.61%
15.78%
+
4 139.56%
96.36%
90.92%
92.78%
93.27%
o
Rate revenue /
adjusted
underlying
revenue
Rate revenue /
property values
(CIV)
5
68.03%
65.59%
65.80%
65.85%
66.03%
o
0.31%
0.32%
0.31%
0.32%
0.31%
o
$2,232
$2,450
$2,521
$2,571
$2,637
-
$1,468
$1,520
$1,585
$1,635
$1,684
+
8.29%
6.18%
6.13%
6.13%
6.13%
+
Indicator
Measure
Operating position
Adjusted
underlying
result
Budget
2015/16
Strategic Resource Plan
Projections
2016/17 2017/18
21018/19
2.30%
Tren
d
+/o/+
Liquidity
Working
Capital
Unrestricted
cash
Obligations
Loans and
borrowings
Loans and
borrowings
Indebtedness
Asset renewal
Stability
Rates
concentration
Rates effort
Efficiency
Expenditure
level
Revenue level
Workforce
turnover
Total expenditure /
no. of
assessments
Residential rate
revenue / No. of
residential
assessments
No. of
resignations &
terminations /
average no. of
staff
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
Notes to indicators
Adopted Budget – 2015/2016
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MAROONDAH CITY COUNCIL
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1 Adjusted underlying result – An indicator of the sustainable operating result required to enable
Council to continue to provide core services and meet its objectives. There is a gradual improvement
in financial performance expected over the period, although Council's cash reserves are decreasing
as a result of the debt repayment.
2 Working Capital – The proportion of current liabilities represented by current assets. Working
capital is forecast to significantly decrease from 2014/2015 to 2015/16 due to capital works in 2015/16
being funded from cash holdings. The trend in later years is a decrease in the ratio but remaining at
an acceptable level.
3 Debt compared to rates - Trend indicates Council's reducing reliance on debt against its annual
rate revenue through redemption of long term debt.
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, with a percentage approximately 96% Council
is progressing towards renewing its existing capital assets.
5 Rates concentration - Reflects extent of reliance on rate revenues to fund all of Council's on-going
services. Trend indicates Council will have a steady reliance on rate revenue compared to all other
revenue sources.
8.5 Non-financial resources
A summary of Council’s anticipated human resources requirements for the 2015/16 year is shown
below and further detail is included in section 4.3.1 of this budget. A statement of Human Resources
is included in Appendix A.
Forecast
Indicator
Strategic Resource Plan
Actual
Budget
2014/15
2015/16
2016/17
Projections
2017/18
2018/19
43,044
48,815
51,436
53,546
55,741
345
454
471
489
508
43,389
49,269
51,907
54,035
56,249
482.6
582.1
582.1
582.1
582.1
Employee costs ($'000)
- Operating
- Capital
Total
Employee numbers (EFT)
* The major change between 2014/15 and 2015/16 is the opening of Aquanation and Realm in Spring 2015
Summary
Overall, the Statements within the Long Term Financial Strategy highlight a steady cash
position and Council will remain in surplus throughout the ten year period of the strategy.
Key financial indicators show Council to be in a financially sustainable position. The
challenges for Council in the medium to long term are to continue to preserve sufficient
levels of cash and investments and providing infrastructure that builds on existing levels of
service for the community.
Adopted Budget – 2015/2016
63
MAROONDAH CITY COUNCIL
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9. Rating Strategy
This section considers the Council’s rating strategy including strategy development and
assumptions underlying the current year rates and charges increase and rating structure.
9.1 Strategy Development
In forming the 2015/16 Budget, Council gave careful consideration to the structure of its
rating system.
Council has adopted a rating strategy built around five equity, sustainability and
transparency parameters. These parameters commit Council to:
 progressively increase funding for infrastructure renewal to approximately
equate the wear, tear and obsolescence on existing assets ensuring longevity
and the provision of community accepted levels of service for its entire asset
portfolio;
 continue to maintain equity within Maroondah’s rating system;
 deliver maximum benefit from the economies generated from continually
improving organisational performance;
 provide transparency in the rating process;
 continue to recover separately the full cost of Council’s waste management
services.
 take account of notification from The Minister for Local Government that rate
capping will be implemented for the 2016-2017 financial year and subsequent
years.
Council has maintained the optimum possible rating structure within the context of these
parameters.
The key features of this rating structure in 2015/16 include:


maintenance of equity in the rating system through the use of a capital improved
rating system;
an increase in total rates and charges of 3.9% over the 2014/15 rating level excluding supplementary rates and charges.
9.2 General Revaluation of Properties 2015
Council is required to conduct a two yearly General Property Valuation. The most recent
General Valuation was carried out with levels of value set as at 1 January 2014. The
General Valuation was undertaken in accordance with best practice standards set by the
State Valuer-General.
These valuations are used for rating purposes to equitably spread the total of own source
revenue across Maroondah’s assessment base.
The next General Valuation will be conducted in 2016 and will be carried out with levels set
as at 1 January 2016.
Adopted Budget – 2015/2016
64
MAROONDAH CITY COUNCIL
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9.3 Rates and Charges Revenue Targets
The general rate revenue and garbage charge revenue that Council will levy in the 2015/16
rating year is as follows:
GENERAL RATE
REVENUE
($)
Total Declared 2014/15
Total for 2015/16
TOTAL
($)
$63,089,379
$10,213,455
$73,302,834
$480,000
$89,545
$569,545
$63,569,379
$10,303,000
$73,872,379
$2,479,206
$412,000
$2,891,206
$66,048,585
$10,715,000
$76,763,585
Plus Supplementary Revenue
2014/15 #
Increase/(Decrease) in 2015/16
GARBAGE
REVENUE
($)
#This represents supplementary valuations occurring throughout the 2014/15 financial year.
The total revenue target for 2015/16 of $76,763,585 represents a 3.9% increase in rates and
charges levels.
9.4 Rating of Cultural and Recreational Lands
Council has three (3) properties that are deemed to be subject to the provisions of the
Cultural and Recreational Lands Act 1963.
This legislation allows Council to set an amount as rates in respect of properties that are
covered by this legislation.
Such properties are vested in bodies which:
 exist for cultural or sporting purposes and which apply their profits in promoting their
objectives;
 prohibit the payment of dividends to their members; and
 are used for outdoor sporting, recreational, cultural or similar purposes.
Council is required to set an amount which is to be paid as rates having regard to the
services provided by Council and having regard to the benefit to the community derived from
such lands. Having taken account of all the required factors Council has historically formed
the view that a 35% reduction in the general rate otherwise applying is a fair and reasonable
measure of these factors.
Hence in 2015/16 the following amounts will be payable in respect to the properties affected,
viz:
$5,316.30
 Heathmont Club Inc.
$1,382.60
 Bayswater North Tennis Club
$16,671.45
 Eastwood Golf Club
The amount to be paid as rates on the three (3) Cultural and Recreational properties will
generate income of $23,370.35 in 2015/16.
Adopted Budget – 2015/2016
65
MAROONDAH CITY COUNCIL
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9.5 Differential Rating
The Capital Improved Value rating system includes a differential rate for vacant land
properties throughout the municipality. It has been in place since the 2003/04 rating year
when Council moved from Site Value rating to Capital Improved Value rating.
This levy ensures that all rateable properties make an equitable financial contribution to the
cost of carrying out the functions of Council and at the same time is applied locally to
encourage development within the municipality.
There are 364 vacant land properties that will contribute $845,007.70 to the total of rates, or
1.3% of total rate revenue or 0.7% of total income.
The level of the differential rate is reviewed annually to ensure ongoing equity within the
rating framework.
9.6 Rating Structure
After consideration of all the foregoing issues, the following rating structure has been
approved for 2015/16:
1. In respect to properties subject to the Cultural and Recreational Lands Act 1963 Council
sets an amount which is to be paid as rates having regard to the services provided by
Council and having regard to the benefit to the community derived from such lands, and
taking into account all the required factors, Council has formed the view that a 35%
reduction in the general rate otherwise applying is a fair and reasonable measure of these
factors.
2. A differential rate will be struck in respect to all vacant land to ensure the levy of an
equitable financial contribution to the cost of carrying out the functions of Council.
3. The balance of general rate revenue that is to be raised in 2015/16 will be raised by the
application of a single general rate in the dollar applied across the Municipality.
In summary, the following rating structure will therefore be applied for the 2015/16 rating
year:
RATE TYPE
General Rate
RATE IN THE $
(Capital Improved
Value) 2014/15
RATE IN THE $
(Capital Improved
Value) 2015/16
0.2648¢
0.2744¢
0.3972¢
0.4116¢
Differential Rate:
Vacant Land
Adopted Budget – 2015/2016
66
MAROONDAH CITY COUNCIL
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Rating Yield
When the rating structure is applied to the total valuation the following total revenue yields
are generated for 2015/16:
REVENUE YIELD
General Rate
Differential Rate:
Vacant Land
Amounts In Lieu of Rates:
Cultural and Recreational Lands Act
Total
Capital Improved
Value ($)
Rate in $
Revenue
Yield
($)#
23,754,220,500
0.2744¢
65,180,207
205,300,000
0.4116¢
845,008
13,100,000
23,972,620,500
23,370
66,048,585
# These figures are rounded on individual properties and therefore are not an exact extension of the total
valuation by the rate in the dollar.
Garbage Charge
Council provides a comprehensive waste collection service for residents consisting of a 120
or 80 litre garbage bin, a 240 litre organic bin and a 240 litre recycling bin. The following
table sets out the charge scales:
GARBAGE CHARGES
Service
Residential 120 Litre Bins
Residential 80 Litre Bins
Second and Subsequent Bins
Commercial 240 Litre service,
once per week #
Commercial 240 Litre service,
three times per week #
Additional Recycling-NonResidential #
Industrial 120 litre service#
Industrial 80 litre service#
Charges in
2014/15
Charges in
2015/16
Change
$
%
$233.50
$195.00
$248.00
$242.00
$202.00
$257.00
$8.50
$7.00
$9.00
3.6%
3.6%
3.6%
$452.00
$469.00
$17.00
3.8%
$952.00
$93.50
$987.00
$97.00
$35.00
$3.50
3.7%
3.7%
$259.00
$219.00
$269.00
$227.00
$10.00
$8.00
3.9%
3.7%
#These figures include GST that applies to these services.
Residents are encouraged to contact Council on 1300 88 22 33 should they wish to move
from a 120 litre bin to an 80 litre bin which is cheaper and/or if they wish an additional
recycling bin free of charge to meet their needs. A pro-rata adjustment effective from the
change date will be included in any outstanding rates.
The landfill waste levy will continue to be collected on behalf of the State Government and
represents 11.4% of the total Garbage Charges.
Victorian State Government
Landfill Levy
Municipal Waste $ per tonne
Total cost to ratepayer
Adopted Budget – 2015/2016
Charges in
2014/15
Charges in
2015/16
$58.50
$1,180,000
$60.52
$1,220,000
Change
$
$2.02
$40,000
%
3.5%
3.4%
67
MAROONDAH CITY COUNCIL
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10. Borrowing Strategy
10.1 Context
Borrowings are recognised as an important funding source for firstly creating infrastructure
assets and secondly for one off significant expense burdens, such as Council’s share of
Vision Super unfunded defined benefits superannuation liability. An estimate of future
borrowing requirements has been incorporated in the Long Term Financial Strategy. It
should be noted that all intended borrowings are advised to Local Government Victoria who
provide the Department of Treasury and Finance with the information.
10.2 Budget 2015/2016
Council is currently building a new regional aquatic and leisure centre to be constructed in
Ringwood known as Aquanation. Construction commenced in the 2013/14 financial year and
will be opened to the public in spring 2015, with borrowings to fund a portion of this project.
The total cost of the project is estimated to be $52.2m, and has been funded by Federal and
State Government grants to a total of $13m. The remaining funding will come from a
combination of loan borrowings by Council ($24.2m), budgeted capital expenditure,
anticipated land sales, public open space contributions and cash reserves.
Council went out to tender for the provision of the loan in August 2014 and the loan was
drawdown in November 2014 with repayment of principal and interest over 15 years and at a
fixed rate for the term of the loan of 4.91% interest per annum
The following table sets out Council’s known and anticipated loan borrowing commitments
over the life of the loan:
Year
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
2020/21
2021/22
2022/23
2023/24
2024/25
2025/26
2026/27
2027/28
2028/29
2029/30
New
Borrowings
Loan
Loan
Principal
Interest
Balance
30 June
$’000
$’000
$’000
$’000
24,200
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Adopted Budget – 2015/2016
555
1,152
1,209
1,268
1,332
1,398
1,468
1,541
1,617
1,698
1,782
1,871
1,963
2,061
2,163
1,122
594
1,147
1,090
1,030
967
900
831
758
681
601
517
428
335
238
135
28
23,645
22,493
21,284
20,016
18,684
17,286
15,818
14,277
12,660
10,962
9,180
7,309
5,346
3,285
1,122
-
68
MAROONDAH CITY COUNCIL
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10.3 Future Borrowings
There are no further loan commitments anticipated for the life of the Long Term Financial
Strategy.
The table below shows information on borrowings specifically required by the Regulations.
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
Adopted Budget – 2015/2016
2014/15
2015/16
$’000
$’000
0
23,645
24,200
0
(555 )
(1,152)
23,645
22,493
69
MAROONDAH CITY COUNCIL
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11. Infrastructure and Other Assets
11.1 Context
Maroondah City Council (Council) has established a Total Life Cycle Asset Management
(TLCAM) framework that is aimed at ensuring asset longevity and the continued provision
of services to the community. The TLCAM framework has evolved over time, in
conjunction with Council’s knowledge of its asset portfolio which has increased through
cyclical asset condition/performance assessments and the establishment of strategic
asset management plans. This framework facilitates the optimisation of Council’s capital
renewal, capital upgrade and maintenance expenditure associated with its assets.
To place the importance of this framework in a financial context, it is noted that as part of
Council’s net assets as at 30 June 2014 totalling $1,330m, physical assets including
infrastructure, property, plant and equipment totalled $1,299m or 98%. The net value of
the assets represents the valuation of the assets less applicable accumulated
depreciation. A breakdown of this $1,299m into categories shows:
Category
Net Value $m
%
Land
627
48.3
Roads
255
19.6
Drains
230
17.7
Buildings
119
9.2
Parks & Recreation
27
2.1
Plant, Equipment & Work in Progress
41
3.1
Total
1,299
100.0
Council’s TLCAM framework is based on its commitment to a best practice ‘whole of life’
approach to the management of the community’s assets. Council believes that such an
approach, combined with the principles of sustainability, will provide enhanced service
delivery outcomes for the community. The TLCAM framework incorporates the combined
application of financial, economic, technical, social and environmental factors with the
objective of providing a required level of service in the most cost effective manner over the
lifecycle of each asset.
11.2 Applying the Framework to the Annual Budgeting Process
Council’s policy and procedural framework for the management of its physical assets is
linked to its Council planning and budgeting processes.
Council currently has a detailed rolling three (3) year capital works program with Council’s
TLCAM framework providing the basis for the capital renewal and upgrade component
associated with infrastructure assets. The TLCAM framework is continuing to be refined,
to facilitate advanced life cycle cost projections for up to twenty (20) years into the future.
The TLCAM framework is based on a minimum ten (10) year planning cycle with detailed
capital renewal and upgrade works programs for the first three (3) years and indicative
works programs beyond.
Adopted Budget – 2015/2016
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MAROONDAH CITY COUNCIL
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Management of the rolling three (3) year capital works program involves the annual
assessment of projects for the third year of the program for new, renewal and upgrade
capital expenditure. All proposed new projects are assessed using triple bottom line
principles to achieve sustainable business practices by not only focusing on the financial
bottom line but also on economic prosperity, social equity and environmental quality.
11.3 Budget 2015/2016
The 2015/16 capital works program has been developed in accordance with the above
policy and procedural framework for the management of Council’s physical assets. The
outcomes of the program and its associated funding are tabled below:
Year
Sources of Funding
Total
Capital Program
$’000
Grants
$’000
Contributions
$’000
Council
Cash
$’000
2015/16
$3,699
$1,399
$31,979
$37,077
2016/17
$427
$1,427
$21,666
$23,520
2017/18
$362
$1,427
$22,753
$24,542
The detailed program that lists each project to be undertaken over the three (3) years is
included in Appendix C. The projects included in the program are as a direct result of
community needs and service requirements.
11.4 Long Term Financial Strategy
Council has developed a ten(10) year rolling Long Term Financial Strategy (LTFS), which
is included in Appendix A. In particular the Strategy incorporates capital expenditure that
includes extrapolations based on the above policy and procedural framework, and which
demonstrates achievement of the targeted growth of asset renewal and upgrade
spending. In 2015/16 the renewal expenditure is 96% of Council’s annual depreciation, in
2016/17 the renewal expenditure is 91% of Council’s annual depreciation rising back to
93% in 2017/18. Council continues to fund its renewal gap in a responsible manner within
its economic constraints.
Adopted Budget – 2015/2016
71
MAROONDAH CITY COUNCIL
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Appendices
The following appendices include statutory disclosures of information which provide support
for the 2015/16 budget.
The contents of the appendices are summarised below:
Appendix
A
B
C
D
Nature of information
Financial Statements
Statutory Disclosures
Capital Expenditure Program
Fees and Charges Schedule
Adopted Budget – 2015/2016
Page
73
80
85
90
72
Appendix A
Financial Statements
This appendix presents information in regard to the Budgeted Financial Statements. The
budget information for the years 2015/16 to 20243/25 has been extracted from the Long
Term Financial Strategy. A Statement of Human Resources is also included for the years
2014/15 to 2017/18.
At the end of each financial year Council is required to report back to the community a
comparison of actual financial results against these Budgeted Financial Statements and
provide an explanation of significant variances. The Financial Statements together with the
Performance Statement 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.
The appendix includes the following budgeted information:
 Comprehensive Income Statement
 Balance Sheet
 Statement of Changes in Equity
 Statement of Cash Flow
 Statement of Capital Works
 Statement of Human Resources
Adopted Budget – 2015/2016
73
Appendix A
Comprehensive Income Statement
For the period 2014/15 - 2024/25
Income
Rates and charges
Statutory fees and fines
User fees
Contributions - cash
Grants - Operating (recurrent)
Grants - Operating (non-recurrent)
Interest Received
Net gain (loss) on disposal of
property, infrastructure, plant and
equipment
Other income
Total income
Expenses
Employee costs
Materials and services
Contractors
Depreciation and amortisation
Finance costs
Total expenses
Underlying Surplus (deficit) for
the year
Non operating income and
expenditure
Grants - Capital (recurrent)
Grants - Capital (non-recurrent)
Comprehensive result
Adopted Budget – 2015/2016
Forecast
Actual
Budget
2014/15
$’000
2015/16
$’000
73,860
3,448
15,074
3,356
11,655
302
964
Forecast
Forecast
Forecast
Forecast
Forecast
Forecast
Forecast
Forecast
Forecast
2016/17
$’000
2017/18
$’000
2018/19
$’000
2019/20
$’000
2020/21
$’000
2021/22
$’000
2022/23
$’000
2023/24
$’000
2024/25
$’000
77,264
3,538
21,671
2,782
11,783
6
841
81,763
3,560
24,624
1,970
11,728
160
554
85,576
3,654
26,474
1,876
11,959
6
498
89,465
3,751
27,637
1,883
12,195
145
500
93,566
3,851
28,587
1,890
12,436
6
514
97,876
3,954
29,564
1,897
12,682
149
542
102,411
4,061
30,575
1,904
12,933
7
587
107,183
4,170
31,609
1,911
13,190
154
633
112,208
4,283
32,682
1,918
13,452
7
706
117,490
4,399
33,851
1,926
13,719
158
775
(93)
0
108,566
(93)
0
117,792
(93)
0
124,266
(93)
0
129,950
(93)
0
135,483
(93)
0
140,757
(93)
0
146,571
(93)
0
152,385
(93)
0
158,757
(93)
0
165,163
(93)
0
172,225
43,004
22,445
22,202
17,776
595
106,022
2,544
48,815
25,303
22,824
19,509
1,149
117,600
192
51,436
26,375
23,669
20,240
1,091
122,811
1,455
53,546
26,873
24,796
20,881
1,031
127,127
2,823
55,741
27,654
26,461
21,538
968
132,362
3,121
57,724
28,395
27,560
22,215
901
136,795
3,962
59,768
29,574
28,638
22,893
832
141,705
4,866
61,883
29,944
29,709
23,583
759
145,878
6,507
64,071
30,757
30,782
24,261
682
150,553
8,204
66,334
31,545
32,024
24,995
602
155,500
9,663
68,737
32,987
33,270
25,746
518
161,258
10,967
1,780
9,012
522
3,337
522
65
522
0
522
0
522
0
522
0
522
0
522
0
522
0
522
0
13,336
4,051
2,042
3,345
3,643
4,484
5,388
7,029
8,726
10,185
11,489
74
Appendix A
Balance Sheet
Forecast
Actual
Budget
2015
$’000
2016
$’000
2017
$’000
2018
$’000
2019
$’000
2020
$’000
2021
$’000
2022
$’000
2023
$’000
2024
$’000
2025
$’000
19,707
5,978
12,920
312
681
39,598
10,240
6,571
12,920
321
702
30,754
7,979
7,189
12,920
331
722
29,141
7,679
8,344
12,920
341
743
30,027
7,771
8,689
12,920
351
766
30,497
8,331
9,005
12,920
362
789
31,407
9,472
9,333
12,920
373
812
32,910
10,615
9,675
12,920
384
837
34,431
12,669
10,029
12,920
395
861
36,874
14,559
10,399
12,920
407
887
39,172
17,160
10,795
12,920
419
914
42,208
995
2,517
995
2,517
995
2,517
995
2,517
995
2,517
995
2,517
995
2,517
995
2,517
995
2,517
995
2,517
995
2,517
1,335,797
14,186
1,353,495
1,393,093
1,359,962
825
1,364,299
1,395,053
1,361,882
825
1,366,219
1,395,360
1,364,155
825
1,368,492
1,398,519
1,367,258
825
1,371,595
1,402,092
1,370,593
825
1,374,930
1,406,337
1,374,253
825
1,378,590
1,411,500
1,379,550
825
1,383,887
1,418,318
1,385,519
825
1,389,856
1,426,730
1,393,006
825
1,397,343
1,436,515
1,401,140
825
1,405,477
1,447,685
Liabilities
Current liabilities
Trade and other payables
Trust funds and deposits
Provisions
Interest-bearing loans and borrowings
Total current liabilities
11,045
3,539
10,020
1,153
25,757
9,380
3,539
10,671
1,211
24,801
8,092
3,539
11,354
1,271
24,256
8,383
3,539
12,065
1,334
25,321
8,819
3,539
12,804
1,401
26,563
9,125
3,539
13,570
1,470
27,704
9,484
3,539
14,363
1,543
28,929
9,899
3,539
15,183
1,620
30,241
10,254
3,539
16,033
1,700
31,526
10,725
3,539
16,758
1,784
32,806
11,175
3,539
17,663
1,873
34,250
Non-current liabilities
Provisions
Trust funds and deposits
Interest-bearing loans and borrowings
Total non-current liabilities
Total liabilities
Net assets
1,068
465
22,492
24,025
49,782
1,343,311
1,144
465
21,281
22,890
47,691
1,347,362
1,225
465
20,010
21,700
45,956
1,349,404
1,309
465
18,676
20,450
45,771
1,352,748
1,397
465
17,275
19,137
45,700
1,356,392
1,487
465
15,806
17,758
45,462
1,360,875
1,581
465
14,262
16,308
45,237
1,366,263
1,679
465
12,641
14,785
45,026
1,373,292
1,779
465
10,942
13,186
44,712
1,382,018
1,884
465
9,157
11,506
44,312
1,392,203
1,992
465
7,285
9,742
43,992
1,403,693
Equity
Accumulated surplus
Reserves
Total equity
447,043
896,268
1,343,311
450,094
897,268
1,347,362
451,136
898,268
1,349,404
453,480
899,268
1,352,748
456,124
900,268
1,356,392
459,607
901,268
1,360,875
464,495
901,768
1,366,263
471,024
902,268
1,373,292
479,250
902,768
1,382,018
487,435
904,768
1,392,203
495,425
908,268
1,403,693
For the period ending 30 June
Assets
Current assets
Cash and cash equivalents
Trade and other receivables
Financial Assets
Inventories
Other assets
Total current assets
Non-current assets
Trade and other receivables
Investments in associates
Property, infrastructure, plant &
equipment
Intangible assets
Total non-current assets
Total assets
Adopted Budget – 2015/2016
Forecast
Forecast
Forecast
Forecast
75
Forecast
Forecast
Forecast
Forecast
Forecast
Appendix A
Statement of Changes in Equity
For the period ending 30 June
Total
$’000
Accumulated Surplus
$’000
Revaluation Reserve
$’000
1,343,311
4,051
1,347,362
447,043
4,051
(1,000)
450,094
896,268
896,268
1,347,362
2,042
1,349,404
450,094
2,042
(1,000)
451,136
896,268
896,268
1,349,404
3,345
1,352,749
451,136
3,345
(1,000)
453,481
896,268
896,268
1,352,749
3,643
1,356,392
453,481
3,643
(1,000)
456,124
896,268
896,268
1,356,392
4,484
1,360,876
456,124
4,484
(1,000)
459,608
896,268
896,268
1,360,876
5,388
1,366,264
459,608
5,388
(500)
464,496
896,268
896,268
2022
Balance at beginning of the financial year
Comprehensive result
Transfer to General Reserve
Balance at end of the financial year
1,366,264
7,029
1,373,293
464,496
7,029
(500)
471,025
896,268
896,268
2023
Balance at beginning of the financial year
Comprehensive result
Transfer to General Reserve
Balance at end of the financial year
1,373,293
8,726
1,382,019
471,025
8,726
(500)
479,251
896,268
896,268
2024
Balance at beginning of the financial year
Comprehensive result
Transfer to General Reserve
Balance at end of the financial year
1,382,019
10,185
1,392,204
479,251
10,185
(2,000)
487,436
896,268
896,268
2025
Balance at beginning of the financial year
Comprehensive result
Transfer to General Reserve
Balance at end of the financial year
1,392,204
11,489
1,403,693
487,436
11,489
(3,500)
495,425
896,268
896,268
2016
Balance at beginning of the financial year
Comprehensive result
Transfer to General Reserve
Balance at end of the financial year
2017
Balance at beginning of the financial year
Comprehensive result
Transfer to General Reserve
Balance at end of the financial year
2018
Balance at beginning of the financial year
Comprehensive result
Transfer to General Reserve
Balance at end of the financial year
2019
Balance at beginning of the financial year
Comprehensive result
Transfer to General Reserve
Balance at end of the financial year
2020
Balance at beginning of the financial year
Comprehensive result
Transfer to General Reserve
Balance at end of the financial year
2021
Balance at beginning of the financial year
Comprehensive result
Transfer to General Reserve
Balance at end of the financial year
Adopted Budget – 2015/2016
76
Appendix A
Budgeted Statement of Cash Flows
For the period 2014/15 - 2024/25
Forecast
Actual
Budget
Forecast
Forecast
Forecast
Forecast
Forecast
Forecast
Forecast
Forecast
Forecast
2014/15
$’000
2015/16
$’000
2016/17
$’000
2017/18
$’000
2018/19
$’000
2019/20
$’000
2020/21
$’000
2021/22
$’000
2022/23
$’000
2023/24
$’000
2024/25
$’000
Inflows
(Outflows)
Inflows
(Outflows)
Inflows
(Outflows)
Inflows
(Outflows)
Inflows
(Outflows)
Inflows
(Outflows)
Inflows
(Outflows)
Inflows
(Outflows)
Inflows
(Outflows)
Inflows
(Outflows)
Inflows
(Outflows)
Cash flows from operating activities
Rates and charges
Statutory fees and fines
User fees
Contributions - cash
Grants - operating
Grants - capital
Interest
Net GST refund / payment
Employee costs
Materials and consumables
73,797
3,724
16,160
5,341
12,436
9,372
964
7,934
(42,460)
(28,026)
77,886
3,821
22,587
3,060
12,261
3,847
841
6,446
(48,106)
(30,759)
81,732
3,845
26,529
2,215
12,364
444
554
5,043
(50,691)
(29,821)
89,424
4,051
30,164
2,125
12,834
376
500
5,138
(54,936)
(29,295)
93,521
4,159
31,249
2,132
12,940
376
514
5,342
(56,890)
(30,238)
97,830
4,270
32,318
2,139
13,344
376
542
5,576
(58,906)
(31,471)
102,361
4,386
33,424
2,147
13,458
376
587
5,832
(60,989)
(31,906)
107,130
4,504
34,557
2,154
13,877
376
633
6,055
(63,145)
(32,874)
112,151
4,626
35,729
2,161
13,996
376
706
6,367
(65,530)
(33,698)
117,430
4,751
36,996
2,169
14,432
376
775
6,683
(67,750)
(35,335)
Contractors
Utilities
Other payments
Net cash provided by operating activities
(24,422)
(3,036)
0
31,784
(25,106)
(3,605)
0
23,173
(26,036)
(3,884)
0
22,294
84,837
3,946
28,756
2,117
12,444
376
498
4,893
(52,772)
(28,557)
7
(27,276)
(4,013)
0
25,249
(29,107)
(4,146)
0
27,128
(30,316)
(4,284)
0
28,505
(31,502)
(4,428)
0
30,088
(32,680)
(4,577)
0
32,419
(33,860)
(4,730)
0
34,677
(35,226)
(4,890)
0
36,768
(36,597)
(5,054)
0
38,876
(55,765)
1,226
(37,077)
6,739
(23,520)
1,267
(24,542)
1,295
(26,061)
1,327
(27,002)
1,359
(28,004)
1,359
(30,333)
1,359
(31,680)
1,359
(33,935)
1,359
(35,332)
1,359
0
(54,539)
0
(30,338)
0
(22,253)
0
(23,247)
0
(24,734)
0
(25,643)
0
(26,645)
0
(28,974)
0
(30,321)
0
(32,576)
0
(33,973)
(595)
24,200
(555)
23,050
(1,149)
0
(1,153)
(2,302)
(1,091)
0
(1,211)
(2,302)
(1,031)
0
(1,271)
(2,302)
(968)
0
(1,334)
(2,302)
(901)
0
(1,401)
(2,302)
(832)
0
(1,470)
(2,302)
(759)
0
(1,543)
(2,302)
(682)
0
(1,620)
(2,302)
(602)
0
(1,700)
(2,302)
(518)
0
(1,784)
(2,302)
295
(9,467)
(2,261)
(300)
92
560
1,141
1,143
2,054
1,890
2,601
Cash and cash equivalents at beginning of
the financial year
19,412
19,707
10,240
7,979
7,679
7,771
8,331
9,472
10,615
12,669
14,559
Cash and cash equivalents at end of the
financial year
19,707
10,240
7,979
7,679
7,771
8,331
9,472
10,615
12,669
14,559
17,160
Cash flows from investing activities
Payments for property, plant and equipment
Proceeds from sale of property, plant and
equipment
Net (inflow) outflow from deposits
Net cash used in investing activities
Cash flows from financing activities
Finance costs
Proceeds from borrowings
Repayment of borrowings
Net cash provided by (used in) financing
activities
Net (decrease) increase in cash & cash
equivalents
Adopted Budget – 2015/2016
77
Appendix A
Statement of Capital Works
For the four years ending 30 June 2019
Budget
Forecast
Actual
2014/15
$’000
2015/16
$’000
2016/17
$’000
2017/18
$’000
2018/19
$’000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
33,082
33,082
20,183
20,183
5,433
5,433
5,893
5,893
6,629
6,629
8,411
1,372
938
2,169
166
1,678
14,734
3,584
1,840
330
2,180
90
715
8,739
3,447
2,000
426
2,470
50
825
9,218
3,445
2,240
445
2,570
50
750
9,500
3,445
2,300
445
4,043
50
640
10,923
1,945
1,021
2,966
2,941
932
3,873
2,396
2,496
2,533
1,991
4,387
2,121
4,617
1,134
3,667
3,677
139
1,181
4,997
3,332
60
890
4,282
3,502
60
920
4,482
3,552
60
920
4,532
3,752
140
950
4,842
Total capital works expenditure
55,779
37,077
23,520
24,542
26,061
Represented by:
New asset expenditure
Asset renewal expenditure
Asset expansion expenditure
Asset upgrade expenditure
Total capital works expenditure
15,044
24,809
0
15,926
55,779
14,875
18,799
0
3,403
37,077
2,249
18,402
0
2,869
23,520
2,159
19,373
0
3,010
24,542
2,159
20,088
0
3,814
26,061
Land
Land
Land improvements
Total land
Buildings
Buildings
Total buildings
Roads and Drainage
Roads
Footpaths and cycleways
Carparks
Drainage
Waste management
Other
Total Roads and Drainage
Recreational Improvements
Recreational, leisure and community
facilities
Parks and open space
Total Recreational Improvements
Plant and equipment
Plant, machinery and equipment
Fixtures, fittings and furniture
Computers and telecommunications
Total plant and equipment
Adopted Budget – 2015/2016
Strategic Resource Plan
78
Appendix A
Statement of Human Resources
For the four years ending 30 June 2018
Staff expenditure
Employee costs - operating
Employee costs - capital
Total staff expenditure
Staff numbers
Employees (EFT*)
Total staff numbers
Budget
Forecast
Actual
2014/15
$’000
Strategic Resource Plan
Forecast
2016/17
2017/18
2018/19
$’000
$’000
$’000
2015/16
$’000
43,044
345
43,389
48,815
454
49,269
51,436
471
51,907
53,546
489
54,035
55,741
508
56,249
482.6
482.6
582.1
582.1
582.1
582.1
582.1
582.1
582.1
582.1
* The major change between 2014/15 and 2015/16 is the opening of Aquanation and Realm in Spring 2015
* EFT represents the full-time equivalent number of employees
Adopted Budget – 2015/2016
79
Appendix B
Statutory Disclosures
This appendix presents information which the Act and the Regulations require to be
disclosed in the Council’s annual budget.
Adopted Budget – 2015/2016
80
Statutory Disclosures
Under Section 127 of the Act, Council must prepare a budget for the financial year and
ensure that the budget contains information as detailed in the Act. The Regulations,
supporting the Act also specify further information to be included in the Budget. The
following tables provide this information to the reader.
Requirement
Act &
Regulations
Budget
Document
Reference
1.
The financial statements in the form and containing the information
required by the Act and Regulations;
Appendix A
2.
the services and initiatives to be funded in the budget;
3.
a statement as to how the services and initiatives described
under paragraph (b) will contribute to achieving the strategic
objectives specified in the Council Plan;
Section
127(2)(a)
Regulation 9
Section
127(2)(b)
Section
127(2)(c)
4.
Major initiatives, being initiatives identified by Council as priorities,
to be undertaken during the financial year;
Section
127(2)(d)
Section 2
5.
for services to be funded in the budget, the prescribed indicators
of service performance that are required to be reported against in
the performance statement, and the prescribed measures relating
to those indicators;
Section
127(2)(da)- (db)
Section 2
6.
a detailed list of capital works expenditure in relation to noncurrent assets and according to asset expenditure type, including
a summary of the funding sources in relation to the capital works
expenditure;
Regulation
10(1)(a)&(b)
Appendix C
7.
a statement of Human Resources and a summary of human
resources expenditure categorised according to organisational
structure and classified separately as permanent full time or
permanent part time and the number of full time equivalent staff;
Regulation
10(1)(c) & (d)
Appendix A
8.
the total amount borrowed as at 30 June of the financial year
compared to the previous financial year;
Regulation
10(1)(f)
Section 10
9.
the total amount to be borrowed during the financial year
compared with the previous financial year;
Regulation
10(1)(g)(i)
Section 10
10.
the total amount projected to be redeemed during the financial
year compared with the previous financial year.
Regulation
10(1)(h)
Section 10
Adopted Budget – 2015/2016
Section 2
Section 2
81
1.
Rates and charges
The following tables present information about rates and charges required to be disclosed
under Section 158(1), Section 161(2) of the Act and Regulation 10.
11.
the proposed rate in the dollar for each type of rate to be levied;
RATE TYPE
RATE IN THE $
General Rate
Differential Rate:
Vacant Land
12.
General Rate
Differential Rate:
Vacant Land
2014/15
2015/16
0.2648¢
0.2744¢
0.3972¢
0.4116¢
% CHANGE
3.6%
3.6%
the estimated amount to be raised by each type of rate to be levied and the total
estimated total amount to be raised by rates compared with the previous financial
year;
RATE TYPE
General Rate
Differential Rate:
Vacant Land
Amounts In Lieu of Rates:
Cultural and Recreational Lands Act
ESTIMATED TOTAL AMOUNT
14.
0.4116¢
the proposed percentage change in the rate in the dollar for each type of rate to be
levied compared to that of the previous financial year;
RATE TYPE
13.
0.2744¢
2014/15
$62,028,336
2015/16
$65,180,200
$
CHANGE
$3,151,864
$1,035,977
$845,015
-$190,962
$25,066
$23,370
-$1,696
$63,089,379
$66,048,585
$2,959,206
the number of assessments for each type of rate to be levied compared with the
previous financial year and the total number of assessments compared with the
previous financial year;
RATE TYPE
General Rate
Differential Rate:
Vacant Land
Cultural and Recreational Lands Act
TOTAL
Adopted Budget – 2015/2016
2014/15
2015/16
46,980
47,628
%
CHANGE
+1.4%
521
4
47,505
364
3
47,995
-30.0%
-25.0%
+1.0%
82
15.
the basis of valuation to be used and the estimated total value of land in respect of
which each type of rate is to be levied compared with the previous year;
CAPITAL IMPROVED VALUATIONS
RATE TYPE
2014/15
General Rate
Differential Rate:
Vacant Land
Cultural and Recreational
Lands Act
TOTAL
16.
2015/16
% CHANGE
$23,421,423,500
$23,754,220,500
+1.4%
$260,820,000
$14,565,000
$205,300,000
$13,100,000
-21.3%
-10.0%
$23,696,808,500
$23,972,620,500
+1.1%
the proposed unit amount to be levied for each type of charge. under Section 162 of
the Act.
SERVICE CHARGE - GARBAGE
SERVICE
Residential 80 Litre Bins
Residential 120 Litre Bins
Second And Subsequent Bins
Commercial 240 Litre Service
One per week #
Three times per week #
Additional Recycling-Non-Residential #
Industrial 120 Litre Service #
Industrial 80 Litre Service #
2014/15
2015/16
$ CHANGE
$195.00
$233.50
$248.00
$202.00
$242.00
$257.00
$7.00
$8.50
$9.00
%
CHANGE
3.6%
3.6%
3.6%
$452.00
$952.00
$93.50
$259.00
$219.00
$469.00
$987.00
$97.00
$269.00
$227.00
$17.00
$35.00
$3.50
$10.00
$8.00
3.8%
3.7%
3.7%
3.9%
3.7%
#These figures include GST which applies to these services.
Adopted Budget – 2015/2016
83
17. the estimated amount to be raised by each type of charge to be levied compared with
the previous year;
SERVICE CHARGE - GARBAGE
SERVICE
2014/15
Residential 80 Litre Bins
Residential 120 Litre Bins
Second and Subsequent Bins
Commercial Service #
Additional Recycling-Non-residential #
Industrial Service #
TOTAL
$1,746,810
$7,825,937
$144,088
$403,149
$3,060
$90,411
$10,213,455
2015/16
$1,846,280
$8,189,681
$164,223
$418,136
$3,615
$93,065
$10,715,000
$
CHANGE
$99,470
$363,744
$20,135
$14,987
$555
$2,654
$501,545
%
CHANGE
5.7%
4.6%
14.0%
3.7%
18.1%
2.9%
4.9%
#These figures exclude GST on Industrial, Commercial and second bin Residential Services.
18. the estimated total amount to be raised by rates and charges compared with the
previous financial year;
ESTIMATED TOTAL AMOUNTS - RATES AND SERVICE CHARGES
2014/15
2015/16
$
CHANGE
$2,959,206
$501,545
$3,460,751
#These figures exclude GST on Industrial, Commercial and additional recycling-non-residential Services.
General Rates
Service (Garbage) Charges #
Total
$63,089,379
$10,213,455
$73,302,834
$66,048,585
$10,715,000
$76,763,585
19. Any significant changes that may affect the estimated amounts referred to in Regulation
10(2);
NIL
Adopted Budget – 2015/2016
84
Appendix C
Capital Expenditure Program
This appendix presents the three-year capital expenditure program for the period 2015-16 to
2017-18.
The capital projects are grouped by class and include detail of both Council and Other
contributions to individual projects. Further detail is also provided on asset renewal, new
assets, asset upgrade and asset expansion projects.
Adopted Budget – 2015/2016
85
CAPITAL EXPENDITURE PROGRAM 2015/16 TO 2017/18
BUDGET 2015/16
Total
Expenditure
Council
Cash
Grants
Others
Contrib'n
Asset
Renewal
Upgrade
New
Work
BUDGET
2016/17
BUDGET
2017/18
Total
Expenditure
Total
Expenditure
362,000
362,000
186,000
20,000
300,000
190,000
20,000
300,000
400,000
150,000
273,000
ROADS
ROADS AND FOOTPATHS
Roads to recovery funding of local road improvements by the Federal
Government Lincoln Road Improvements between Dorset Rd and Hull Rd
Croydon
Seal Carparks
Bus Shelters
Footpath construction Program
Ware Cres and Davey Dve East Ringwood road reconstruction
Dublin Rd between Mt Dandenong Rd and Patterson St Reconstruction
Caroline Street Reconstruction
Energy Revolving Fund
Paved roadway-Depot Lincoln Rd
Street lighting Improvements-Energy Efficiency
Sustainable Maroondah Fund
Street furniture renewal program
Waste vehicles turning points
TOTAL ROADS AND FOOTPATHS
LOCAL AREA TRAFFIC MANAGEMENT
724,000
100,000
20,000
300,000
340,000
724,000
579,200
100,000
20,000
300,000
340,000
75,000
75,000
50,000
65,000
90,000
50,000
65,000
90,000
1,764,000
1,040,000
200,000
65,000
65,000
144,800
100,000
20,000
300,000
340,000
75,000
50,000
65,000
90,000
1,913,000
1,765,000
200,000
200,000
70,000
70,000
70,000
70,000
340,000
340,000
409,800
200,000
100,000
100,000
65,000
65,000
65,000
65,000
330,000
330,000
230,000
1,590,000
1,590,000
1,590,000
1,630,000
1,680,000
300,000
1,060,000
130,000
600,000
230,000
300,000
1,060,000
130,000
600,000
230,000
300,000
1,060,000
104,000
600,000
230,000
26,000
310,000
1,200,000
140,000
615,000
240,000
320,000
1,430,000
140,000
640,000
255,000
3,910,000
3,910,000
3,884,000
26,000
4,135,000
4,465,000
Commercial Centres - Upgrade program
Croydon Town Centre-Town Square
Ringwood Metropolitan Activity Centre
105,000
105,000
55,000
50,000
400,000
400,000
400,000
110,000
1,000,000
200,000
110,000
1,000,000
200,000
TOTAL COMMERCIAL CENTRES
TOTAL ROADS
505,000
505,000
55,000
50,000
400,000
1,310,000
1,310,000
6,509,000
5,785,000
5,153,200
585,800
770,000
7,698,000
7,880,000
TOTAL LOCAL AREA TRAFFIC MANAGEMENT
ROAD ASSET ENHANCEMENT
Road Reseal Works (2015/16 includes works at Knaith Rd East Ringwood,
Great Ryrie St Ringwood and Golf Links Estate Stage 3 - Carroll Av and
French Street)
Bike path overlays/reseals
Footpath replacement works
Disability Footpath Access
Kerb & channel replacement works
Car park resealing
TOTAL ROAD ASSET ENHANCEMENT
COMMERCIAL CENTRES
Adopted Budget – 2015/2016
724,000
86
370,000
300,000
50,000
70,000
50,000
984,200
Local Area Traffic Management works in Knaith Rd East Ringwood and
Evelyn Rd Ringwood North
Local Area Traffic Management-Renewal
Traffic lights and Pedestrian crossings
724,000
75,000
100,000
300,000
50,000
70,000
50,000
100,000
CAPITAL EXPENDITURE PROGRAM 2015/16 TO 2017/18
BUDGET 2015/16
Total
Expenditure
Council
Cash
Grants
Others
Contrib'n
Asset
Renewal
Upgrade
New
Work
BUDGET
2016/17
BUDGET
2017/18
Total
Expenditure
Total
Expenditure
DRAINAGE
North west drainage scheme projects
Ringwood Activities Area-Drainage Infrastructure
Retarding basins reinstatement works
Stormwater drainage infrastructure renewal including retarding basin and
flood protection works in Lusher Rd Croydon and continuation of Power St
flood mitigation works.
TOTAL DRAINAGE
100,000
500,000
120,000
100,000
500,000
120,000
50,000
500,000
120,000
50,000
100,000
600,000
120,000
100,000
600,000
120,000
1,460,000
1,460,000
1,168,000
292,000
1,650,000
1,750,000
2,180,000
2,180,000
1,838,000
342,000
2,470,000
2,570,000
800,000
800,000
400,000
400,000
800,000
800,000
800,000
800,000
400,000
400,000
220,000
50,000
60,000
20,000
32,000
220,000
50,000
60,000
20,000
32,000
220,000
200,000
350,000
50,000
65,000
20,000
32,000
200,000
480,000
50,000
65,000
20,000
32,000
50,000
50,000
50,000
50,000
40,000
40,000
40,000
40,000
40,000
100,000
56,000
56,000
70,000
85,000
80,000
30,000
40,000
100,000
56,000
56,000
70,000
85,000
80,000
30,000
80,000
50,000
300,000
38,000
80,000
50,000
300,000
38,000
66,000
62,000
75,000
90,000
80,000
35,000
100,000
200,000
50,000
150,000
43,000
66,000
62,000
75,000
90,000
80,000
35,000
150,000
200,000
50,000
150,000
43,000
0
RECREATIONAL IMPROVEMENTS
Sports fields surface renovation program (2015/16 A.C. Robertson Athletics
track)
H.E. Parker Reserve surface renovation
Renewal Sports field Lighting
Reserves - Playgrounds renewal
Park development program
Oval irrigation system replacement program
Reserves Signage Program
Reserves footpath lighting (ongoing program)
Bicycle path upgrade - To upgrade and extend pathway system in
accordance with AusRoads Guidelines
Ongoing program of providing new and upgraded paths in new and existing
parkland
Jubilee Park Oval Number 2-Spectator & Player Access Area Renewal
Taralla Creek land acquisition & upgrade path
Golf Courses - Sealed Pathways
Golf Courses-Tee Renewal
Golf Courses- Fairway drainage improvements
Golf Courses-renewal of major irrigation components
Golf Courses track sealing replacement
Golf courses - Renew fairways
Golf Courses- Travel Pathways
Dorset Golf -Compliance with EPA requirements
Dorset Golf -Perimeter Fencing
Dorset Golf-Desilting of dam
Golf courses -renew bunkers
Adopted Budget – 2015/2016
50,000
60,000
20,000
32,000
50,000
20,000
20,000
40,000
100,000
56,000
56,000
56,000
68,000
80,000
30,000
14,000
17,000
80,000
50,000
300,000
38,000
87
CAPITAL EXPENDITURE PROGRAM 2015/16 TO 2017/18
BUDGET 2015/16
Total
Expenditure
Council
Cash
Grants
Others
Contrib'n
Asset
Renewal
Upgrade
New Work
BUDGET
2016/17
BUDGET
2017/18
Total
Expenditure
Total
Expenditure
40,000
40,000
50,000
162,000
200,000
40,000
40,000
50,000
162,000
200,000
100,000
100,000
50,000
50,000
150,000
200,000
RECREATIONAL IMPROVEMENTS (Continued…)
Aquahub-Creche Outdoor Playspace
Sports Ovals - goal post replacement (ongoing)
Sports Oval Fence replacement (ongoing)
Park inventory & signage replacement program (continuing program)
Reserve Bridge Replacement Works
Sports infrastructure renewal-cricket nets, coaches boxes and
scoreboards
Signage
Netball and Tennis courts surfacing including court surfaces, lines,
nets and fencing
Town Park-renew 2 inner lanes of athletics track
East Ringwood Reserve Drainage and Landscape
Ringwood Lake Management Plan Implementation
TOTAL RECREATIONAL IMPROVEMENTS
35,000
50,000
150,000
150,000
35,000
50,000
150,000
150,000
35,000
50,000
120,000
150,000
75,000
75,000
75,000
30,000
136,000
136,000
136,000
100,000
170,000
100,000
170,000
100,000
3,923,000
3,923,000
2,464,000
1,327,000
55,000
55,000
27,500
320,000
160,000
200,000
100,000
500,000
0
50,000
200,000
100,000
500,000
0
50,000
1,430,000
1,430,000
1,344,000
86,000
625,000
625,000
460,000
115,000
1,035,000
2,500,000
8,260,000
450,000
1,500,000
8,170,000
450,000
1,000,000
585,000
140,000
50,000
4,918,000
140,000
50,000
3,618,000
1,300,000
20,183,000
17,048,000
2,975,000
170,000
87,000
87,000
3,437,000
3,667,000
27,500
60,000
60,000
160,000
160,000
320,000
320,000
160,000
40,000
200,000
200,000
515,000
250,000
50,000
515,000
250,000
50,000
1,668,000
1,898,000
650,000
650,000
550,000
550,000
865,000
800,000
100,000
150,000
55,000
100,000
220,000
75,000
150,000
55,000
5,433,000
5,893,000
132,000
BUILDINGS
Capital improvements to Council facilities managed by others
Capital improvements to sporting facilities and community groups on
Council land managed by others.
Community facilities - Access & inclusion
Ringwood Lake Heritage
Non Programmed Emergency Renewal
Public Toilet improvement program
Croydon Memorial Pool renewal works
Community Facilities Building Renewal from Condition Audit for
2015/16 include: Bayswater North Kindergarten renewal works,
Lipscombe Park Kindergarten, Quambee Sporting Pavilion, Pinjarra
Kindergarten, Jubilee Sporting Pavilion, H E Parker Sporting Pavilion
and other projects included in the building condition audit.
Buildings Occupational Health & Safety and Regulatory works
Ringwood Civic Offices Heating, Ventilation and Air Conditioning and
Building Management System
Replacement of existing community buildings-Proclamation Park
East Ringwood Pavilion-Public Open Space
Library relocation and Realm
Building Renewal-Bedford Park Scout Hall
Energy Revolving Fund
Project Management
Design Fees
Aquanation
TOTAL BUILDINGS
Adopted Budget – 2015/2016
160,000
100,000
500,000
0
50,000
585,000
1,000,000
90,000
70,000
1,500,000
8,260,000
70,000
50,000
1,300,000
160,000
5,521,500
88
50,000
3,618,000
1,133,500
13,528,000
CAPITAL EXPENDITURE PROGRAM 2015/16 TO 2017/18
BUDGET 2015/16
Total
Expenditure
Council
Cash
Grants
Others
Contrib'n
Asset
Renewal
BUDGET
2016/17
BUDGET
2017/18
Total
Expenditure
Total
Expenditure
Upgrade
New Work
15,000
400,000
15,000
30,000
920,000
30,000
30,000
80,000
3,172,000
250,000
920,000
30,000
30,000
80,000
3,172,000
300,000
PLANT, FLEET, FURNITURE AND
EQUIPMENT
Information Technology
Furniture and Equipment
Art in Public Places
Karralyka & Federation Estate-Renew equipment
Plant & Fleet
Leisure Facilities-equipment replacement
TOTAL PLANT, FLEET, FURNITURE
AND EQUIPMENT
TOTAL CAPITAL EXPENDITURE
Adopted Budget – 2015/2016
890,000
30,000
30,000
70,000
3,012,000
250,000
890,000
30,000
30,000
70,000
1,773,000
250,000
4,282,000
3,043,000
37,077,000
31,979,000
490,000
3,699,000
1,239,000
70,000
3,012,000
250,000
1,239,000
3,822,000
15,000
445,000
4,482,000
4,532,000
1,399,000
18,798,700
3,403,300
14,875,000
23,520,000
24,542,000
89
Appendix D
Fees and Charges Schedule
This appendix presents the fees and charges schedule
Adopted Budget – 2015/2016
90
Fees & Charges 2015 – 2016
Activity Description
Account Description
Fee Type
D=Discretionary,
S=Statutory
Charges Description
2014/2015
Fees & Charges GST
Incl. (Where
applicable)
Business & Development
Business Training & Seminars/Fee
Business Events/Fee
Business Week/Fee
Fee
Fee
Fee
D
D
D
Training courses
Business breakfast series
Business Week events
prices vary
prices vary
prices vary
2015/2016
Fees & Charges
GST Incl. (Where
applicable)
GST
Yes/No
$20.00 - $30.00
$35.00
$20.00
Yes
Yes
Yes
0%
0%
0%
% increase
Engineering & Building Services
Engineering Services Mgt
Property Information Fee
Legal Point of Discharge
Road Opening Permit
Flood/Overland Flow Info
Fee
Fee
Fee
Vehicle Crossing Permit
Occupation Road Reserve Permit
Fee
Fee
Containers on Road Reserve Permit
Traffic Mgt Plan Approval Permit
Fee
Fee
Property Information (Building Regulation),
Fees in accordance with Statutory Building
Regulations
Issue of Legal Point of Discharge, Fees in
accordance with Statutory Building
Regulations
Road Opening Permit
Build on flood prone land
Vehicle Crossing Inspections / User
Charges Fees & Fines
Permit to occupy road reserve
Permit to occupy road reserve (short term
occupation)
Traffic Management Plan Approval
Development Plan Checking Fee Residential Development Plan
Residential Development Plan Checking 2
Lot development with common property
D
Development
Development Plan Checking Fee Residential Development Plan
Residential Development Plan Checking 34 Lot development with common property
D
Development
Development Plan Checking Fee Residential Development Plan
Residential Development Plan Checking 58 Lot development with common property
D
Development
Development Plan Checking Fee Residential Development Plan
Residential Development Plan Checking 912 Lot development with common property
D
Development
Development Plan Checking Fee Residential Development Plan
Residential Development Plan Checking
13-19 Lot development with common
property
D
Development Plan Checking Fee Residential Development Plan
D
Development
Residential Development Plan Checking
20+ Lot development with common
property
Development Plan Checking Fee Unit Apartment Development Plan
Unit / Apartment Development Plan
Checking Up to 20 unit apartment building
D
Development
Development Plan Checking Fee Unit Apartment Development Plan
Unit / Apartment Development Plan
Checking 20-60 unit apartment building
D
Development
Development
Adopted Budget – 2015/2016
S
$47.60
$0.00
No
-
$59.62
$190.08
$252.12
$62.00
$198.00
$262.00
No
Yes
Yes
3.8%
4.0%
3.8%
$190.08
$1,056.00
$198.00
$1,099.00
No
No
4.0%
3.9%
$422.40
$63.36
$440.00
$66.00
No
No
4.0%
4.0%
$150.00
$156.00
No
3.8%
$250.00
$260.00
No
3.8%
$400.00
$416.00
No
3.8%
$600.00
$624.00
No
3.8%
$750.00
$780.00
No
3.8%
$1,000.00
$1,040.00
No
3.8%
$250.00
$260.00
No
3.8%
$400.00
$416.00
No
3.8%
S
D
D
D
D
D
D
91
Fees & Charges 2015 – 2016
Activity Description
Account Description
Fee Type
D=Discretionary,
S=Statutory
Charges Description
2014/2015
Fees & Charges GST
Incl. (Where
applicable)
Development Plan Checking Fee - Unit
Apartment Development Plan
Unit / Apartment Residential Development
Plan Checking 60+ unit apartment building
D
Development
Development Plan Checking Fee Commercial Development Plan
Commercial Development Plan Checking
Small commercial development (<500m2)
D
Development
Development
Development Plan Checking Fee Commercial Development Plan
Commercial Development Plan Checking
Medium commercial development (5002000m2)
Development Plan Checking Fee Commercial Development Plan
Commercial Large commercial
development (2000m2+)
D
Development
Single industrial/factory/warehouse
development
D
Development
Development Plan Checking Fee Industrial / Factory / Warehouse
Development Plan
Commercial 2-5
industrial/factory/warehouse developments
D
Development
Development Plan Checking Fee Industrial / Factory / Warehouse
Development Plan
Development Plan Checking 6+
industrial/factory/warehouse developments
D
Development
Development Plan Checking Fee Industrial / Factory / Warehouse
Development Plan
Development
Construction Management Plan Fee
Development
Subdivision Supervision Fee
Engineering Services
Build Over Easement Application Fee
Engineering Services
Drainage Information
Building Services
Building Services
Building Services
Building Services
Building Services
Building Services
Fee
Fee
Fee
Fee
Fee
Fee
Building Services
Fee
Building Services
Building Services
Fee
Fee
Adopted Budget – 2015/2016
GST
Yes/No
% increase
$600.00
$624.00
No
3.8%
$250.00
$260.00
No
3.8%
$600.00
$624.00
No
3.8%
$1,000.00
$1,040.00
No
3.8%
$150.00
$156.00
No
3.8%
$350.00
$364.00
No
3.8%
$550.00
$572.00
No
3.8%
$150.00
$156.00
No
3.8%
$0.00
$0.00
No
-
$252.12
$262.00
Yes
3.8%
$50.00
$50.00
No
0.0%
D
D
D
D
D
D
$807.84
$1,056.00
$1,372.80
$0.00
$0.00
$0.00
$840.15
$1,098.24
$1,427.71
$1,506.00
$1,675.00
$1,752.00
Yes
Yes
Yes
Yes
Yes
Yes
3.8%
3.8%
3.8%
-
D
$0.00
POA
Yes
$1,129.92
$1,372.80
$840.00
$1,098.00
Yes
Yes
D
D
Construction Management Plan Checking
Subdivisions Supervision, Fee set by
Subdivision Act
S
D
Build Over Easement Application
Drainage Fee - Stormwater Flood
Modelling Information
Building Service Permit Fees:
Garages/Sheds/Carports
0 - $12,000
$12,001 - $20,000
$20,001 - $40,000
$40,001 - $60,000
$60,001 - $80,000
$80,001 - $100,000
$100,000 +
Application POA)
Swimming Pools and Spas
0 - $12,000
$12,001 - $20,000
2015/2016
Fees & Charges
GST Incl. (Where
applicable)
D
(Price on
92
-34.5%
-25.0%
Fees & Charges 2015 – 2016
Activity Description
Account
Description
Charges Description
Fee Type
D=Discretionar
y, S=Statutory
2014/2015
2015/2016
Fees & Charges GST
Incl. (Where applicable)
$1,610.40
$0.00
$0.00
$0.00
Fees & Charges GST
Incl. (Where
applicable)
$1,427.71
$1,506.00
$1,675.00
$1,752.00
$0.00
POA
Yes
$728.64
$1,066.56
$1,288.32
$0.00
$0.00
$0.00
$840.00
$1,098.00
$1,427.71
$1,506.00
$1,675.00
$1,752.00
Yes
Yes
Yes
Yes
Yes
Yes
$0.00
POA
Yes
D
D
$728.64
$1,066.56
$757.79
$1,109.22
Yes
Yes
D
$1,288.32
POA
Yes
D
D
$4,836.48
$8,057.28
$5,029.94
$8,379.57
Yes
Yes
D
$11,283.36
POA
Yes
D
$881.76
$917.03
Yes
3.8%
GST
Yes/No
Yes
Yes
Yes
Yes
% increase
-12.8%
-
Building Services
Building Services
Building Services
Building Services
Fee
Fee
Fee
Fee
$20,001 - $40,000
$40,001 - $60,000
$60,001 - $80,000
$80,001 - $100,000
Building Services
Building Services
Building Services
Building Services
Building Services
Building Services
Building Services
Building Services
Fee
$100,000 +
(Price on Application POA)
Fences/Ret Walls/Masts/Poles
0 - $12,000
$12,001 - $20,000
$20,001 - $40,000
$40,001 - $60,000
$60,001 - $80,000
$80,001 - $100,000
Building Services
Building Services
Building Services
Building Services
Fee
Building Services
Building Services
Building Services
Building Services
Fee
Building Services
Building Services
Building Services
Fee
Fee
$100,000 +
Domestic Demolitions
0 - $12,000
$12,001 - $20,000
$20,001 - $9,999,999
POA)
Commercial Demolitions
0 - $12,000
$12,001 - $20,000
$20,001 - $9,999,999
POA)
Dwellings
0 - $12,000 inc. 3 inspections
Building Services
Fee
- $12,000 - $25,000 Cost of Construction including 4 inspections
D
$1,209.12
$1,257.48
Yes
3.8%
Building Services
Fee
- $25,001 - $50,000 Cost of Construction including 4 inspections
D
$1,616.95
$1,681.63
Yes
3.8%
Building Services
Building Services
Building Services
Fee
Fee
Fee
- $50,001 - $100,000 Cost of Construction including 4 inspections
- $100,001 - $150,000 Cost of Construction including 5 inspections
- $150,001 - $200,000 Cost of Construction including 6 inspections
D
D
D
$2,418.24
$2,956.80
$3,358.08
$2,514.97
$3,075.07
$3,492.40
Yes
Yes
Yes
3.8%
3.8%
3.8%
Building Services
Building Services
Fee
Fee
D
D
$4,012.80
$4,023.36
$4,173.31
$4,184.29
Yes
Yes
3.8%
3.8%
Building Services
Building Services
Building Services
Building Services
Fee
- $200,001 - $250,000 Cost of Construction including 7 inspections
- $250,001 - $300,000 Cost of Construction including 7 inspections
- > $300,000 unit development
(Price on
Application POA)
Class 2 to 9 Buildings:
0 - $12,000
$12,001 - $20,000
D
$0.00
POA
Yes
D
D
$4,836.48
$13,432.32
$5,029.94
$13,969.61
Yes
Yes
Adopted Budget – 2015/2016
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
(Price on Application POA)
13.3%
2.9%
9.8%
-
3.8%
3.8%
(Price on Application
3.8%
3.8%
(Price on Application
93
3.8%
3.8%
Fees & Charges 2015 – 2016
Activity Description
Account Description
Charges Description
Fee Type
D=Discretionary,
S=Statutory
2014/2015
2015/2016
Fees & Charges GST
Incl. (Where applicable)
Fees & Charges GST Incl.
(Where applicable)
GST
Yes/No
% increase
Building Services Additional Inspection
Fees:
Additional Inspection required for Building
Permits & Lapsed Permits
Building Permit Amendments:
- Class 1 or 10 Amendments
- Class 2 - 9 Amendments
Extension of Time for Permits:
- Class 1 or 10
- Class 2 - 9
Lodgement Fee:
Residential Class 1 & 10
Commercial Class 2 - 9
D
$174.24
$181.21
Yes
3.8%
D
D
$147.84
$221.76
$153.75
$230.63
Yes
Yes
3.8%
3.8%
D
D
$147.84
$221.76
$153.75
$230.63
Yes
Yes
3.8%
3.8%
S
S
$34.85
$34.85
* $36.40
* $36.40
No
No
4.3%
4.3%
S
S
D
D
$232.93
$232.93
$0.00
$0.00
* $244.00
* $244.00
$140.00
$50.00
No
No
Yes
Yes
4.5%
4.5%
-
D
$0.00
$375.00
Yes
-
D
S
D
D
D
S
$0.00
$232.93
$0.00
$0.00
$0.00
$58.17
$250.00
* $244.00
$50/week
$4.50/m2per week
$3/m2per week
* $61.40
Yes
No
Yes
Yes
Yes
No
4.5%
5.3%
Property Info/Regulation Fee
Regulation 326 (1), (2) & (3).
Owner or mortgagee of building or land or
prescribed building practitioner requesting
information in respect to building or land
S
$46.45
* $48.60
No
4.4%
Copy of Plans Fee
Copy of plans - Class 1 or 10, including copy
of any associated documentation
D
$126.72
$131.79
Yes
3.8%
D
$73.92
$76.88
Yes
3.8%
D
$248.16
$258.09
Yes
3.8%
Building Services
Fee
Building Services
Building Services
Building Services
Building Services
Building Services
Building Services
Building Services
Building Services
Fee
Fee
Building Services
Building Services
Building Services
Building Services
Consent &
Consent &
Consent &
Consent &
Building Services
Consent & Report Fee
Building Services
Building Services
Building Services
Building Services
Building Services
Building Services
Consent & Report Fee
Consent & Report Fee
Consent & Report Fee
Consent & Report Fee
Consent & Report Fee
Fee-29A Process
Consent & Reports: (Dispensations)
- Class 1 or 10
- Class 2 - 9
Advertise for Owner - First property
Advertise for Owner - subsequent properties
Permit issued or work commenced - first
clause
Permit issued or work commenced subsequent clauses
Hoarding Permit
Hoarding Occupation Domestic
Hoarding Occupation Activity
Hoarding Occupation Non-Activity
29A Process
Building Services
Building Services
Fee
Fee
Building Lodgement Fee
Building Lodgement Fee
Report Fee
Report Fee
Report Fee
Report Fee
Building Services
Copy of Plans Fee
Building Services
Copy of Plans Fee
Adopted Budget – 2015/2016
Copy of any Certificate or any information
requiring file search
Copy of plans - Class 2 - 9,
(Commercial
Plans - up to 10 pages, more pages POA)
94
Fees & Charges 2015 – 2016
Activity Description
Account Description
Fee Type
D=Discretionary,
S=Statutory
Charges Description
2014/2015
Fees & Charges
GST Incl. (Where
applicable)
2015/2016
Fees & Charges
GST Incl. (Where
applicable)
GST
Yes/No
% increase
Planning, Health & Local Laws
Community Health
Community Health
Community Health
Health Education Fee
Health Education Fee
Health Education Fee
Community Health Education
Food Handling Seminar (2 Hours)
Refresher Food Handler Training (At Premises per person)
Health Education FSP Template
D
D
D
$25.00
$25.00
$50.00
$25.00
$25.00
$0.00
Yes
Yes
Yes
Community Health
Registration Fee
New Premises Registration Fees - Food
Very Large Manufactures & Supermarkets
Community Health
Community Health
Community Health
Community Health
Community Health
Community Health
Registration Fee
Registration Fee
Registration Fee
Registration Fee
Registration Fee
Registration Fee
Community Health
Community Health
Community Health
Community Health
Community Health
0.0%
0.0%
-
D
$2,010.00
$2,755
No
37.0%
D
D
D
D
D
D
$590.00
$500.00
$415.00
$310.00
$170.00
0
$1,302
$1,053
$923
$633
$463
$283
No
No
No
No
No
No
120.7%
110.6%
122.4%
104.2%
172.4%
-
Registration Fee
Very Large Restaurants/Cafes/Hotels/Clubs (>100 seats)
Class 1 Premises
Class 2 Premises
Class 3 Premises
Community Clubs/School Canteens
Food Events/Fetes
Food Premises Renewal Fees
Very Large Manufactures & Supermarkets
D
$2,010.00
$2,090
No
4.0%
Registration Fee
Registration Fee
Registration Fee
Registration Fee
Very Large Restaurants/Cafes/Hotels/Clubs (>100 seats)
Class 1 Premises
Class 2 Premises
Class 3 Premises
D
D
D
D
$590.00
$500.00
$415.00
$310.00
$615
$520
$435
$325
No
No
No
No
4.2%
4.0%
4.8%
4.8%
Community Health
Community Health
Community Health
Community Health
Registration Fee
Registration Fee
Registration Fee
Registration Fee
D
D
D
D
$170.00
$150.00
$185.00
$125.00
$200
$150
$192
$130
No
No
Yes
Yes
17.6%
0.0%
3.8%
4.0%
Community Health
Community Health
Community Health
Registration Fee
Registration Fee
Registration Fee
D
D
D
$160.00
$210.00
$260.00
$288
$402
$452
No
No
No
80.0%
91.4%
73.8%
Community Health
Community Health
Community Health
Community Health
Community Health
Registration Fee
Registration Fee
Registration Fee
Registration Fee
Registration Fee
D
D
D
D
D
$160.00
$210.00
$260.00
$85.00
$115.00
$160
$210
$260
$85
$120
No
No
No
Yes
Yes
0.0%
0.0%
0.0%
0.0%
4.3%
Community Health
Registration Fee
Community Clubs/School Canteens/Food Events/Fetes
Follow Up Inspection
Food Premises Transfer (Class 1,2 & 3)
Plans Assessment (Optional)
New Premises Registration Fees - Health
Health Registration - Low Risk Activities
Health Registration - Medium Risk Activities
Health Registration - High Risk Activities
Health Premises Renewal Fees
Health Registration - Low Risk Activities
Health Registration - Medium Risk Activities
Health Registration - High Risk Activities
Follow Up Inspection
Health Premises Transfer Inspection
Official Report Charges
Requested Transfer Report 5 < Days Notification
D
$250.00
$210
Yes
-16.0%
Community Health
Registration Fee
D
$175.00
$185
Yes
5.7%
Community Health
Community Health
Community Health
Registration Fee
Registration Fee
Registration Fee
Requested Transfer Inspection Report (food & health)
Accommodation/Rooming House Charges
Prescribed Accommodation 4 - 20 Beds
Prescribed Accommodation 21 - 40 Beds
Prescribed Accommodation 41 -60 Beds
D
D
D
$250.00
$370.00
$510.00
$260
$385
$530
No
No
No
4.0%
4.1%
3.9%
Adopted Budget – 2015/2016
95
Fees & Charges 2015 – 2016
Activity Description
Account Description
Charges Description
Fee Type
D=Discretionary,
S=Statutory
2014/2015
2015/2016
Fees & Charges GST
Incl. (Where
applicable)
Fees & Charges GST
Incl. (Where
applicable)
GST
Yes/No
% increase
All Infringements/Fines/Prosecution Income
Community Health
Fines
Chealth-Head Lotion
Vaccines
Vaccines
Vaccines
Vaccines
Vaccines
Vaccines
Vaccines
Vaccines
Vaccines
Vaccines
Vaccines
Vaccines
Vaccines
N/S Local Laws
Fee
Immunisation
Immunisation
Immunisation
Immunisation
Immunisation
Immunisation
Immunisation
Immunisation
Immunisation
Immunisation
Immunisation
Immunisation
Immunisation
Fee
Late Fee Payment after 31 December will incur 25%
Immunisation Charges
Head Lice Education Service Recoupment
Influenza per dose
Meningoccal C per dose
Chicken Pox "Varilrix" per dose
Hepatitis A
Hepatitis A & B
Hepatitis B
HPV - Gardasil
Diptheria Tetanus Pertussis ADACEL
IFX HEXA
Rotateq
Prevenar 13
MMR
IFX IPV
D
25%
0%
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
$50.00
$20.00
$90.00
$65.00
$70.00
$85.00
$15.00
$150.00
$45.00
$115.00
$95.00
$150.00
$35.00
$35.00
$130.00
$50.00
$20.00
$90.00
$65.00
$70.00
$85.00
$15.00
$150.00
$45.00
$115.00
$95.00
$150.00
$35.00
$35.00
$0.00
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
$0.00
S
$253.00
$303.00
No
19.8%
S
$0.00
$152.00
No
-
No
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
-
Fines
Fines - Litter
Environmental Protection Act
1974 regulates amount
Local Laws
Fines
Local Laws
Department of Justice Fines
Fines - Dept Justice
Permits
Local Laws
Local Laws
Permit Income
Permit Income
Permit to sell goods i.e. Street Stalls - per annum
Permit to sell goods i.e. Street Stalls - temporary
D
$1,950.00
$250.00
$2,025.00
$260.00
No
No
3.8%
4.0%
Local Laws
Local Laws
Local Laws
Local Laws
Local Laws
Local Laws
Permit Income
Permit Income
Permit Income
Permit Income
Permit Income
Permit Income
D
D
D
D
D
D
$95.00
$95.00
$95.00
$130.00
$195.00
$90.00
$40.00
$40.00
$40.00
$135.00
$203.00
$94.00
No
No
No
No
No
No
-57.9%
-57.9%
-57.9%
3.8%
4.1%
4.4%
Local Laws
Local Laws
Permit Income
Permit Income
D
D
$105.00
$160.00
$109.00
$166.00
No
No
3.8%
3.8%
Local Laws
Permit Income
$250.00
$260.00
No
4.0%
Local Laws
Permit Income
1 year Permit to keep animals on area <0.5Ha.
1 year Permit to keep more than 2 dogs
1 year Permit to keep more than 5 fowls
Permit to burn off
Permit to conduct party on Council land
Permit for Footpath Trading - A Boards
Permit for Footpath Trading - single category (per
6m2)
Permit for Footpath Trading - 2 categories (per 6m2)
Permit for Footpath Trading - 3 or more categories (per
6m2)
Footpath Trading area in excess of 6m2 (per square
metre)
$25.00
$26.00
No
4.0%
Adopted Budget – 2015/2016
Value one penalty unit
D
96
Fees & Charges 2015 – 2016
Activity Description
Account Description
Charges Description
Fee Type
D=Discretionary,
S=Statutory
2014/2015
2015/2016
Fees & Charges GST
Incl. (Where applicable)
Local Laws
Permit Income
Local Laws
Permit Income
Local Laws
Fire Hazards
Permit Income
Fines
Traffic
Fines
Traffic
Fines
Traffic
Traffic
Traffic
Traffic
Traffic
Traffic
Traffic
Traffic
Traffic
Fines
Fines
Permit Income
Permit Income
Permit Income
Permit Income
Permit Income
Permit Income
Permit Income
Maximum Fee Discount Smoke Free 40%
Permit for Commercial Waste Bin to be stored on Council
land
Permit for waste bin to be left on naturestrip (Contractor not
individual person)
Fines - Fire Hazards
Local Law
Parking (Road Safety Act) "Green Sign" Offence Codes 701
- 714
Road Safety Act Regulates this
amount
Statutory Offences
Fine prescribed in Road
Rules Victoria
Parking (Road Safety Act) Offence Codes 715 - 808
Road Safety Act Regulates this amount
Derelict vehicles Local Law
RCAD Permit Visitor
RCAD Permit Vehicle 1
RCAD Permit Vehicle 2
RCAD Permit Vehicle 3
RCAD Permit builder/Contractor Vehicle Weekly
Croydon Traders Vehicle 6 months
Croydon Traders Vehicle 12 months
Fees & Charges GST
Incl. (Where
applicable)
GST
Yes/No
% increase
$100.00
$104.00
No
4.0%
D
$160.00
$166.00
No
3.8%
D
S
$58.00
$500.00
$60.00
$500.00
No
No
3.4%
0.0%
S
$72.00
$76.00
No
5.6%
S
$144.00
$152.00
No
5.6%
S
S
D
D
D
D
D
D
D
$87.00
$200.00
$26.50
$32.00
$53.00
$84.50
$11.00
$60.00
$120.00
$91.00
$200.00
$27.50
$33.00
$55.00
$87.50
$11.50
$62.50
$125.00
No
No
No
No
No
No
No
No
No
4.6%
0.0%
3.8%
3.1%
3.8%
3.6%
4.5%
4.2%
0.0%
S
$170.00
$177.00
No
4.1%
S
$40.00
$42.00
No
5.0%
S
$58.00
$60.50
No
4.3%
S
S
$58.00
$105.00
$42.00
$110.00
No
No
-27.6%
4.8%
S
$190.00
$200.00
No
5.3%
Animal Registrations
Note: animal
registration fees are halved after 10 October each year.
Animals
Animal Business Registration Fee
Animals
Registration Fee
-Animal Business Registration
Dogs:
- Dogs Desexed & Microchipped
Animals
Registration Fee
- Dogs kept for breeding by the proprietors of a domestic
animal business conducted on a registered premises
Animals
Animals
Registration Fee
Registration Fee
Animals
Registration Fee
Animals
Registration Fee
- Dogs that are eligible for discount trained, aged, VCA
- All other dogs to which a reduced fee does not apply
Dangerous Dog. Includes dogs declared menacing & all
restricted breeds
Cats:
- Desexed & Microchipped Cats
S
$32.00
$33.00
No
3.1%
Animals
Animals
Registration Fee
Registration Fee
- Cats kept for breeding by the proprietors of a domestic
animal business conducted on a registered premises
- Cats that are permanently microchipped.
S
S
$58.00
$95.00
$60.00
$99.00
No
No
3.4%
4.2%
Animals
Registration Fee
- All other Cats to which the reduced fee does not apply.
S
$95.00
$99.00
No
4.2%
Adopted Budget – 2015/2016
97
Fees & Charges 2015 – 2016
Activity Description
Account Description
Fee Type
D=Discretionary,
S=Statutory
Charges Description
2014/2015
Fees & Charges GST
Incl. (Where
applicable)
2015/2016
Fees & Charges
GST Incl. (Where
applicable)
GST
Yes/No
% increase
Pensioner/Concession
Animals
Registration Fee
Pensioner/Concession - Dogs Desexed & Microchipped
S
$20.00
$21.00
No
5.0%
Animals
Registration Fee
Pensioner/Concession - Cats Desexed & Microchipped
S
$16.00
$16.50
No
3.1%
S
$217.00
$228.00
No
5.1%
S
$279.00
$303.00
No
8.6%
No concession on declared menacing or dangerous or nondesexed animals
Animals
Fines
Animals
Fines
Animals
Fines
Animals
Statutory Planning
Fines - Dog at large (Day time) Domestic (Feral and
Nuisance) Animals Act 1994 regulates amount
Fines - Dog at large (Night time) Domestic (Feral and
Nuisance) Animals Act 1994 regulates amount
S
$0.00
$216.00
Yes
-
Fines
Extensions Permits Fee
Release of impounded animals Current charge applicable at
Council's Pound
Goats/Sheep
Current charge applicable at Council's
Pound
Extension of Permit/Time, P/E Act Fee
S
D
0.0%
Public Notices Fee
Public Notices
D
Yes
0.0%
Statutory Planning
Statutory Planning
Public Notices Fee
Application Fee
S
S
No
No
0.0%
0.0%
Statutory Planning
Application Fee
District Centre Contribution P/E Act Fee
Change Of Use Only, P/E Act Fee
1 Dwelling $10,000 To $100,000 Or Ancillary Development, P/E
Act Fee
$96.00
$245.00
$125 Addit $6.00
Charge per letter of
notification
Fee for new floor
space within
Ringwood CAD
$502.00
Yes
Yes
Statutory Planning
$0.00
$245.00
$120 Addit $6.00
Charge per letter of
notification
Fee for new floor
space within
Ringwood CAD
$502.00
S
$239.00
$239.00
No
0.0%
Statutory Planning
Statutory Planning
Application Fee
Application Fee
S
S
$490.00
$102.00
$490.00
$102.00
No
No
0.0%
0.0%
Statutory Planning
Statutory Planning
Statutory Planning
Statutory Planning
Statutory Planning
Statutory Planning
Application Fee
Application Fee
Application Fee
Application Fee
Application Fee
Application Fee
S
S
S
S
S
S
$604.00
$707.00
$815.00
$1,153.00
$4,837.00
$8,064.00
$604.00
$707.00
$815.00
$1,153.00
$4,837.00
$8,064.00
No
No
No
No
No
No
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Statutory Planning
Statutory Planning
Statutory Planning
Statutory Planning
Statutory Planning
Application Fee
Application Fee
Application Fee
Application Fee
Application Fee
1 Dwelling > $100,001 Or Ancillary Development, P/E Act Fee
Other Development < $10,000, P/E Act Fee
Other Development: P/E Act Fee
- > $10,000 To $250,000
- > $250,000 To $500,000
- > $500,000 To $1,000,000
- > $ 1,000,000 To $7,000,000
- > $7m To $10m
- > $10m To $50.0m
Subdivision: P/E Act Fee
- Subdivide existing building
- Subdivide into 2 lots
- Boundary realignment
- Subdivide into 3 or more lots
- Remove Restriction(Covenant)-no adv req
S
S
S
S
S
$386.00
$386.00
$386.00
$781.00
$249.00
$386.00
$386.00
$386.00
$781.00
$249.00
No
No
No
No
No
0.0%
0.0%
0.0%
0.0%
0.0%
Statutory Planning
Statutory Planning
Application Fee
Application Fee
- Create/Vary/Remove Restriction(Covenant)
- Create, Vary Or Remove An Easement
S
S
$541.00
$404.00
$541.00
$404.00
No
No
0.0%
0.0%
Adopted Budget – 2015/2016
98
Fees & Charges 2015 – 2016
Activity Description
Account Description
Fee Type
D=Discretionary,
S=Statutory
Charges Description
2014/2015
Fees & Charges GST
Incl. (Where
applicable)
Tree removal Permit Fees: P/E Act Fee
1
2
3
4
5
6+
$90.00
$115.00
$140.00
$165.00
$190.00
$215.00
No
No
No
No
No
No
20.0%
15.0%
12.0%
10.0%
9.0%
7.5%
D
D
$66.00
$110.00
$70.00
$115.00
Yes
Yes
6.1%
4.5%
D
$88.00
$95.00
Yes
8.0%
D
S
S
$220.00
100 pls 20 per lot
$100.00
$240.00
100 pls 20 per lot
$100.00
Yes
No
No
9.1%
0.0%
0.0%
S
$100.00
$100.00
No
0.0%
S
S
S
$100.00
$722.00
$1,444.00
$100.00
$722.00
$1,444.00
No
No
No
0.0%
0.0%
0.0%
$0.20 black and white
$1 colour
$1 black and white $2
colour
$15 black and white
$25 colour
$244.00
$122.00
Yes
0.0%
Yes
0.0%
D
S
S
$0.20 black and white
$1 colour
$1 black and white $2
colour
$10 black and white
$15 colour
$238.75
$118.00
Yes
No
No
50% & 67%
2.2%
3.4%
D
D
$35.00
$25.00
$35.00
$25.00
No
No
0.0%
0.0%
D
$20.00
$20.00
No
0.0%
S
$20.00
$20.00
No
0.0%
D
$26.75
$26.75
Yes
0.0%
Statutory Planning
Statutory Planning
Permit Histories Fee
Permit Histories Fee
Statutory Planning
Permit Histories Fee
Statutory Planning
Statutory Planning
Statutory Planning
Permit Histories Fee
Subdivisions Fee
Subdivisions Fee
Statutory Planning
Subdivisions Fee
Single Dwelling Residential Information
request
General Planning Information request
Single dwelling (Residential Zone)
requests (First 2 permits $25 each
thereafter)
Permit Requests (First 2 permits $70 for
each thereafter)
- Per Allotment, P/E Act Fee
- All other Applications, P/E Act Fee
Other subdivision fee: re-cert(second time),
P/E Act Fee
Statutory Planning
Statutory Planning
Statutory Planning
Subdivisions Fee
Infringements
Infringements
Other subdivision fee:
consol/e'ment(second time), P/E Act Fee
Infringements-Individual, P/E Act Fee
Infringements-Company, P/E Act Fee
Statutory Planning
Photocopying Income
- A4 Size
D
Statutory Planning
Photocopying Income
- A3 Size
D
Statutory Planning
Stat Plan Neighbourhood Character
Photocopying Income
Consent & Report Fee
- A1 Size
Sitting, Act
Fences, Act
Revenue, Property & Customer Service
Revenue
Revenue
Dishonoured Cheques Fee
Dishonoured Cheques Fee
Revenue
Property Information
Revenue
Land Information Certificate
Fee
Revaluations
Fee
Adopted Budget – 2015/2016
99
% increase
$75.00
$100.00
$125.00
$150.00
$175.00
$200.00
Application Fee
Application Fee
Application Fee
Application Fee
Application Fee
Application Fee
Land Information Certificate Fees
Supplementary Valuations Fee(Yarra
Valley Water)
GST
Yes/No
S
S
S
S
S
S
Statutory Planning
Statutory Planning
Statutory Planning
Statutory Planning
Statutory Planning
Statutory Planning
Inspection of Field Cards by registered
Valuer/sales Information
2015/2016
Fees & Charges
GST Incl. (Where
applicable)
Fees & Charges 2015 – 2016
Activity Description
Account Description
Fee Type
D=Discretionary,
S=Statutory
Charges Description
2014/2015
Fees & Charges GST
Incl. (Where
applicable)
2015/2016
Fees & Charges
GST Incl. (Where
applicable)
GST
Yes/No
% increase
Finance & Governance
Civic Support
Photocopying Income
- A4 Colour printing, single sided- Paper Supplied by User
Civic Support
Photocopying Income
- A4 Council paper, single sided- Paper Supplied by User
D
D
Civic Support
Photocopying Income
- A4 Council paper coloured, single sided - Paper Supplied by
Council
- A4 Community Group's own paper, single sided - Paper Supplied by
Council
Civic Support
Photocopying Income
- A4 Colour printing, double sided - Paper Supplied by Council
Civic Support
Civic Support
Photocopying Income
D
D
D
D
$0.25
$0.25
Yes
0.0%
$0.02
$0.02
Yes
0.0%
$0.03
$0.03
Yes
0.0%
$0.01
$0.01
Yes
0.0%
$0.50
$0.50
Yes
0.0%
$0.03
$0.03
Yes
0.0%
$0.04
$0.04
Yes
0.0%
$0.02
$0.02
Yes
0.0%
Photocopying Income
- A4 Council paper, double sided - Paper Supplied by Council
Photocopying Income
- A4 Council paper coloured, double sided - Paper Supplied by
Council
D
Civic Support
Operations
Asset Protection Program
Service Authority Inspections
CP Marveloo
Leisure
Photocopying Income
- A4 Community Group's own paper, double sided - Paper Supplied
by Council
D
Varies per Inspection
D
D
$250.00
Varies
$0.00
$250.00
Varies
Varies
Yes
Yes
Yes
0.0%
0.0%
0.0%
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
D
D
D
D
D
D
D
D
D
D
D
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$7.80
$6.60
$22.20
$70.20
$59.70
$200.00
$11.40
$9.70
$103.00
$87.50
$3.60
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
-
Aquanation
Fee
Yes
-
Aquanation
Fee
Aquatics Casual Entry
Adult Swim
Child/concession swim
Family swim
10 visit adult swim
10 visit child/concession swim
10 visit family swim
Swim spa sauna
Swim spa sauna concession
10 visit swim spa sauna
10 visit swim spa sauna concession
Spa sauna upgrade
Waterslide entry - adult (unlimited slides 4-7pm weekdays, 10am-2pm
and 2pm-6pm weekends, school holidays and public holidays
Waterslide entry - child (unlimited slides 4-7pm weekdays, 10am-2pm
and 2pm-6pm weekends, school holidays and public holidays)
Yes
-
Fee
Fee
Fee
Aquatic Education
Aquatic Education membership (48 weeks)
Private 1:1
School lessons
Yes
Yes
Yes
-
Civic Support
Aquanation
Aquanation
Aquanation
Adopted Budget – 2015/2016
Asset Protection Fee
7
Income
D
D
D
D
D
100
$0.00
$0.00
$0.00
$0.00
$0.00
$7.80
$6.20
$36.44
$62.40
$9.80
Fees & Charges 2015 – 2016
Activity Description
Account Description
Charges Description
Fee Type
D=Discretionary,
S=Statutory
2014/2015
2015/2016
Fees & Charges GST
Incl. (Where applicable)
Aquanation
Aquanation
Aquanation
Aquanation
Fee
Fee
Fee
Fee
Aquanation
Aquanation
Fee
Fee
Aquanation
Fee
Health & Fitness
Health club casual
Health club casual concession
Living Longer Living Stronger
Group Fitness/aqua aerobics casual
D
D
D
D
Group Fitness/aqua aerobics casual concession
D
10 visit group fitness/aqua aerobics
10 visit group fitness/aqua aerobics concession
D
D
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Aquanation
Aquanation
Aquanation
Aquanation
Fee
Fee
Fee
Fee
Aquanation
Fee
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Personal Training
Member 30 mins - one on one
Member 60 mins - one on one
Non member 30 mins - one on one
Non member 60 mins - one on one
Member 30 mins - two on one
Member 60 mins - two on one
Non member 30 mins - two on one
Non member 60 mins - two on one
10 pass member 30 mins - one on one
10 pass member 60 mins - one on one
10 pass non member 30 mins - one on one
10 pass non member 60 mins - one on one
Crèche
Crèche member
Crèche non member
Crèche member 10 visit pass
Crèche non member 10 visit pass
Other
Birthday parties includes catering (min 10)
Facility Hire
50m pool booking - peak
50m pool booking - off peak
50m lane hire - peak
50m lane hire - off peak
25m pool booking - peak
25m pool booking - off peak
25m lane hire - peak
25m lane hire - off peak
Warm water pool booking - peak
Warm water pool booking - off peak
Warm water pool - half pool booking - peak
Aquanation
Fee
Warm water pool - half pool booking - off peak
Adopted Budget – 2015/2016
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
Fees & Charges GST
Incl. (Where
applicable)
$22.90
$20.60
$6.50
$17.70
$15.00
GST
Yes/No
% increase
Yes
Yes
Yes
Yes
-
Yes
Yes
-
Yes
-
$0.00
$159.10
$135.20
D
D
D
D
D
D
D
D
D
D
D
D
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$45.80
$72.80
$52.00
$78.00
$62.40
$83.20
$66.60
$93.60
$411.80
$655.20
$468.00
$702.00
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
-
D
D
D
D
$0.00
$0.00
$0.00
$0.00
$7.10
$8.80
$70.70
$88.40
Yes
Yes
Yes
Yes
-
D
$0.00
$28.10
Yes
-
D
D
D
D
D
D
D
D
D
D
D
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$416.00
$270.40
$72.80
$47.30
$260.00
$169.00
$52.00
$33.80
$166.40
$108.20
$64.90
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
-
D
$0.00
$42.20
Yes
-
101
Fees & Charges 2015 – 2016
Activity Description
Account Description
Aquanation
Aquanation
Aquanation
Aquanation
Fee
Fee
Fee
Fee
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Aquanation
Maroondah Festival
Maroondah Festival
RPRecreation Programs
RUSBedford Park contract
Quambee Res Income
Nth Ringwood Res Income
Jubilee Park Income
Proclamation Park Inco
Heathmont Res Income
Manson Res Income
HE Parker Res Income
East Ringwood Res Inco
HE Parker Netball Comp
Mullum Res Income
Belmont Res Income
Arrabri Oval Income
Cheong Park Income
Eastfield Park Income
Glen Park Income
Gracedale Park Income
Ainslie Park Income
Hughes Park Income
Lipscombe Park Income
Griff Hunt Res Income
Barngeong Res Income
Silcock Res Income
Town Park Income
Croydon Park Income
Dorset Complex Income
Sundry Parks Res Income
Fee
Fee
Fee
Fee
Fee
Fee
Community Sites
Commercial Sites
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Adopted Budget – 2015/2016
Charges Description
LTS pool booking - peak
LTS pool booking - off peak
LTS lane hire - peak
LTS lane hire - off peak
Waterslide hire (hire cost only, excludes
staff costs)
Dive pool hire
Half dive pool hire
Crèche hire
Group fitness room hire
Multipurpose (room 2) hire
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Seasonal & casual use of council facilities
Fee Type
D=Discretionary,
S=Statutory
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
102
2014/2015
2015/2016
Fees & Charges GST
Incl. (Where
applicable)
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
Varies
Varies
Varies
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Fees & Charges GST
Incl. (Where
applicable)
$182.00
$136.50
$39.00
$29.30
$176.80
GST
Yes/No
Yes
Yes
Yes
Yes
% increase
-
$156.00
$93.60
$67.60
$67.60
$78.00
Varies
Varies
Varies
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
-
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Refer to policy
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
Fees & Charges 2015 – 2016
Activity Description
Account Description
Fee Type
D=Discretionary,
S=Statutory
Charges Description
D
D
D
D
D
D
D
2014/2015
2015/2016
Fees & Charges
GST Incl. (Where
applicable)
Refer to policy
Refer to policy
Refer to policy
Varies
$0.00
$0.00
$10.00 - $20.00
Fees & Charges
GST Incl. (Where
applicable)
Refer to policy
Refer to policy
Refer to policy
Varies
Varies
varies
$10.00 - $50.00
GST
Yes/No
Yes
Yes
Yes
Yes
Yes
Yes
Yes
% increase
0%
0%
0%
150.0%
Rwd & Glen Frost Room
Occupancy Payments
Sporting Clubs
Carols by Candlelight
Run Maroondah
Tri Maroondah
Federation Estate Lifestyle Centre
Fee
Rental Received
Income
Fee
Fee
Fee
Equipment Hire
Ringwood room & Glenn Frost room
Tennis Club Rentals
Federation Estate Lifestyle Centre
Federation Estate Lifestyle Centre
Federation Estate Lifestyle Centre
Federation Estate Lifestyle Centre
Facility Hire
Facility Hire
Facility Hire
Facility Hire
Community Casual Hire of Lifestyle Centre rooms
Community Regular hire of Lifestyle Centre rooms
Ex. Community or Gov Casual Hire of Lifestyle Centre rooms
Ex. Community or Gov. Regular hire of Lifestyle Centre rooms
D
D
D
D
$25.50 - $32.50
$15-50 - $22.50
$33.50 - $40.50
$23.50-$30.50
$27.50 - $34.50
$16.50 - $23.50
$35.50 - $42.50
$24.50 - $32.50
Yes
Yes
Yes
Yes
7.8% - 6.2%
6.5% - 4.4%
6% - 4.9%
4.3% - 6.6%
Federation Estate Lifestyle Centre
Facility Hire
Private or Commercial Casual Hire of Lifestyle Centre rooms
D
$42.50-$50.50
$44.50 - $53.50
Yes
4.7% - 5.9%
Private or Commercial Regular hire of Lifestyle Centre rooms
Private or Commercial Friday and Public Holiday Hire of
Lifestyle Centre Rooms
Private or Commercial Saturday Hire of Lifestyle Centre
Rooms
Private or Commercial Sunday to Thursday Hire of Lifestyle
Centre Rooms
Hire of Community Workshop
Per month
D
$32.50 - $40.50
$34.50 - $42.50
Yes
6.2% - 4.9%
$50.00-$60.50
$52.50 - $63.50
Yes
0.0%
$50.00-$60.50
$52.50 - $63.50
Yes
5.0%
$50.00-$60.50
$0.00
$288.40 - $669.50
$52.50 - $63.50
$0.00
$288.40 - $669.50
Yes
Yes
Yes
$6.50 - $29.00
$10.50 - $36.00
$12.50 - $48.00
Varies
Varies
$32.75
$39.50
$39.50
$39.50
$40.50
$45.75
$39.50
$43.70
$20.80
$30.70
Varies
$14.65
$20.00
$7.50 - $30.50
$240.00 Per Year
$13.50 - $50.50
Varies
Varies
$36.50
$43.65
$43.65
$43.65
$42.15
$48.50
$0.00
$44.95
$0.00
$29.95
Varies
$16.00
$20.80
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
5%
0%
0%
15.4% 5.2%
Federation Estate Lifestyle Centre
Federation Estate Lifestyle Centre
Federation Estate Lifestyle Centre
Facility Hire
Facility Hire
Facility Hire
Federation Estate Lifestyle Centre
Federation Estate Cultural Centre
Federation Estate Cultural Centre
Facility Hire
Facility Hire
Tenants Facility hire
Federation Estate Cultural Centre
Federation Estate Cultural Centre
Federation Estate Cultural Centre
M/L-Club Membership RWD Swimming Club
M/L-Club Membership RWD Diving Club
M/L-Corporate Membership
M/L-Family Membership
M/L-Family Membership
M/L-Family Membership
M/L-50+Lifestyle Membership
M/L-Individual Membership
M/L-Golf
M/L-Golf
M/L-Golf
M/L-Aquatics
M/L-Club Membership Croy Swimming Club
Aquahub-Casual Fitness
Aquahub-Casual Fitness
Tenants Facility hire
Tenants Facility hire
Tenants Facility hire
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Adopted Budget – 2015/2016
Seasonal & casual use of council facilities
D
D
D
D
D
D
Hire of Studio 1
Hire of Studio 3
Hire of Studio 4
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
Fortnightly
Fortnightly X 2 PP
Fortnightly X 3 pp
Fortnightly X 4 pp
Fortnightly
Fortnightly
5 day Fortnightly
7 day Fortnightly
Junior Fortnightly
Fortnightly
Casual Usage - Junior
Casual Usage - Adult
103
8.0% - 5.2%
11.5%
10.5%
10.5%
10.5%
4.1%
6.0%
2.9%
-2.4%
9%
4%
Fees & Charges 2015 – 2016
Activity Description
Account Description
Charges Description
Fee Type
D=Discretionary,
S=Statutory
2014/2015
2015/2016
Aquahub-Corporate Membership
Fee
2 Person Family per fortnight Membership
D
Fees & Charges GST
Incl. (Where
applicable)
$32.75
Aquahub-Family Membership
Fee
3 Person Family per fortnight Membership depends on
combination of adults and children in Membership
D
$39.50 pp
$43.65
Yes
11%
Aquahub-Family Membership
Fee
4 plus Person Family per fortnight Membership depends on
combination of adults and children in Membership
D
$39.50pp
$43.65
Yes
11%
$45.75
$48.50
Yes
6%
D
$0.00
$40.10
Yes
-
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
$39.00
$40.50
$303.50
$557.00
$1,064.00
$347.40
$1,239.50
$644.75
$347.40
$644.75
$1,239.50
$0.00
$77.50
$32.25
$26.00
$16.90
$10.00
$55.00
$128.50
$42.85
$5,645.00
$6.60
$40.10
$42.15
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$80.10
$33.55
$28.80
$0.00
$10.40
$57.20
$133.65
$44.55
$4,140.00
$6.85
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
3%
4%
0%
3%
4%
11%
4%
4%
4%
4%
-27%
4%
D
D
D
D
D
D
$39.50
$45.75
$40.50
$32.75
$39.00
$6.00
$43.65
$48.50
$42.15
$36.50
$40.10
$6.75
Yes
Yes
Yes
Yes
Yes
Yes
11%
6%
4%
11%
3%
13%
Aquahub-Individual Membership
Fee
Aquahub-Monthly
Memberships
Aquahub-Monthly
Aquahub-50's plus Membership
Aquahub-term based
Aquahub-term based
Aquahub-term based
Aquahub-term based
Aquahub-term based
Aquahub-term based
Aquahub-term based
Aquahub-term based
Aquahub-term based
Aquahub-Massage/Beautician/
Aquahub-Personal Training
Aquahub-Live Longer Live Stronger
Aquahub-Gymnastics term 1
Aquahub-Gymnastics term 1
Aquahub-Netball
Aquahub-Netball
Aquahub-Room hire
Aquahub-Stadium Casual
Aquahub-Volleyball
Aquahub-Crèche
Memberships
Fee
Memberships
Memberships
Memberships
Memberships
Memberships
Memberships
Memberships
Memberships
Memberships
Fee
Fee
Fee
Fee
Fee
Fee
Registration Fee
Facility Hire
Fee
Fee
Fee
Aquahub-Family Membership
Aquahub-Individual Membership
Aquahub-50's Membership
Aquahub-Corporate Membership
Aquahub-Aquahub Membership
Aquahub-Adults
Adopted Budget – 2015/2016
Fee
Fee
Fee
Fee
Fee
Fee
Monthly M/ships per fortnight Membership depends on
combination of adults and children in Membership
Monthly Memberships 3 month min per fortnight depends
on combination of adults and children in membership
D
Monthly M/ships 12 month min per fortnight Membership
Monthly M/ships per fortnight Membership
1 activity for 3 months
1 activity for 6 months
1 activity for 12 months
All activities for 3 months
All activities for 12 months
All activities for 6 months
All activities for 3 months
All activities for 6 months
All activities for 12 months
Per fortnight (Membership)
Per fortnight (Membership)
Per week (term payment)
Netball-Players/Spec
Netball-Registration Fees
stadium hire per hr
single court per hour
per month
Crèche Income
Fortnightly fees. Family will depend on how many people
and whether the combination of adults and children. Fees
charged centrally and not at an individual centre level.
104
Fees & Charges
GST Incl. (Where
applicable)
$36.50
GST
Yes/No
Yes
% increase
11%
Fees & Charges 2015 – 2016
Activity Description
Aquahub-Juniors
Aquahub-Pensioner/Health Care Card
Aquahub-Senior Card
Aquahub-Family
Aquahub-Hydrotherapy Adults
Aquahub-Hydrotherapy Junior
Aquahub-Hydrotherapy Seniors
Aquahub-Hydrotherapy Health Card
Aquahub-Sauna & Spa
Aquahub-Sporting goods
Aquahub-Learn to Swim
Aquahub-PreSchool Aquatics
Aquahub-Adults LTS
Aquahub-School LTS
Aquahub-Water Aerobics
Aquahub-Access for all abilities
Aquahub-Inflatable
Aquahub-Lane Hire
Aquahub-Hydrotherapy Hire
Croydon Memorial Pool Carnival
Croydon Memorial Pool Carnival
Croydon Memorial Pool Schools General Use
Croydon Memorial Pool Inflatables
Croydon Memorial Pool Kiosk
Croydon Memorial Pool Front Desk
Croydon Memorial Pool Concession
Croydon Memorial Pool Juniors
Croydon Memorial Pool Family Concessions
Croydon Memorial Pool Adults
Croydon Memorial Pool Senior Card
Croydon Memorial Pool Individual Memberships
Ringwood Golf Course Fees
Ringwood Golf Course Fees
Ringwood Golf Course Fees
Ringwood Golf Course Fees
Ringwood Golf Course Fees
Ringwood Golf Course Fees
Ringwood Golf Course Fees
Adopted Budget – 2015/2016
Account Description
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Sales
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Sales
Sales
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Charges Description
Fee Type
D=Discretionary,
S=Statutory
per fortnight m/ship
Carnival Hire - per hour, exclusive use
Aqua Safe
Schools
Pensioners
Juniors
Family Concessions
Adults
Senior Card
Fortnight
- Adult M/W 9 Holes
- Junior m/w 9
- Pension m/w 9
- Senior Card m/w 9
Weekend:
- Adult W/E 9 Holes
- Junior w/e 9
105
2015/2016
D
D
D
D
D
D
D
D
D
D
Fees & Charges
GST Incl. (Where
applicable)
$5.20
$5.20
$5.75
$18.70
$6.75
$5.20
$5.75
$5.20
$2.80
Varies
$28.80
$28.80
$28.80
$28.80
$16.65
$28.80
$2.80
$33.55
$134.30
$257.00
$10.00
$3.40
$2.80
Varies
Varies
$4.45
$4.45
$15.95
$5.75
$4.90
$48.50
$21.00
$14.00
$15.00
$16.50
D
D
$23.50
$14.00
$24.50
$14.00
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
per fortnight m/ship
per fortnight m/ship
per fortnight m/ship
per fortnight m/ship
2014/2015
Fees & Charges
GST Incl. (Where
applicable)
$4.40
$4.40
$4.80
$19.00
$7.50
$5.50
$6.00
$5.50
$2.70
Varies
$26.60
$26.60
$26.60
$26.60
$20.00
$26.60
$2.70
$32.25
$129.15
$247.10
$9.60
$3.25
$2.70
Varies
Varies
$4.40
$4.40
$19.00
$6.00
$4.80
$45.75
$20.50
$14.00
$14.50
$16.00
GST
Yes/No
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
% increase
18%
18%
20%
-2%
-10%
-5%
-4%
-5%
4%
8%
8%
8%
8%
-17%
8%
4%
4%
4%
4.0%
4.2%
4.6%
3.7%
1.1%
1.1%
-16.1%
-4.2%
2.1%
6.0%
2.4%
0.0%
3.4%
3.1%
4.3%
0.0%
Fees & Charges 2015 – 2016
Activity Description
Account Description
Ringwood Golf Course Fees
Ringwood Golf Course Fees
Ringwood Golf Course Fees
Ringwood Golf Course Fees
Ringwood Golf Course Fees
Ringwood Golf Course Fees
Ringwood Golf Course Fees
Ringwood Golf Course Fees
Ringwood Golf Family Membership
Ringwood Golf Corporate Membership
Ringwood Golf 50's Plus Membership
Ringwood Golf Individual Membership
Ringwood Golf ML Golf Membership
Ringwood Golf Maroondah Cup Event
Ringwood Golf Kiosk
Ringwood Golf Shop Hardware
Ringwood Golf Equipment Hire
Ringwood Golf Equipment Hire
Ringwood Golf Equipment Hire
Ringwood Golf Miscellaneous
Ringwood Golf Golf Pro Lessons
The Rings RBA Lease
The Rings Thursday Ladies
The Rings Sunday Mixed
The Rings BB Monday Senior
The Rings Cafeteria
The Rings Sporting Goods
The Rings Biddy Ball Skills
The Rings Biddy Ball Play
The Rings Net Set Go
The Rings Biddy Ball Into
The Rings Basketball Holiday Program
The Rings Netball Holiday Program
The Rings Multi Sports Holiday Program
The Rings 3 on 3 Program
The Rings School Clinics
The Rings Soccer Holiday
The Rings Schools Court Hire
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Sales
Sales
Sales
Sales
Sales
Sales
Sales
Income
Team Fee
Team Fee
Team Fee
Income
Sales
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
The Rings Court Hire
Fee
Adopted Budget – 2015/2016
Charges Description
Fee Type
D=Discretionary,
S=Statutory
18 Hole Mid Week:
- Adult M/W 18 Holes
- Junior m/w 18
- Concession m/w 18
- Senior Card m/w 18
18 Hole Weekend:
- Adult W/E 18 Holes
- Junior w/e 18
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
Buggy Hire
Club hire 18 holes
Club hire 9 holes
Annual Court Hire
Scoresheet
Scoresheet
Scoresheet
Term Fee
Term Fee
Term Fee
Term Fee
Full Week
3 days
Participation Fee
Participation Fee
Participation Fee
Participation Fee
Per Hour
D
106
2014/2015
2015/2016
Fees & Charges GST
Incl. (Where
applicable)
Fees & Charges GST
Incl. (Where
applicable)
$27.50
$17.00
$18.00
$19.50
$28.50
$17.00
$18.50
$20.00
Yes
Yes
Yes
Yes
3.6%
0.0%
2.8%
2.6%
$32.00
$19.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
Various
Various
$5.50
$15.00
$10.00
$0.00
$0.00
$43.33
$59.00
$59.00
$58.00
Various
Various
$77.00
$77.00
$77.00
$55.00
$142.00
$93.00
$45.00
$0.00
$0.00
$0.00
$31.00
Averaged court hire
rates of $31 and $40
$33.00
$19.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
Various
Various
$6.00
$15.00
$10.00
$0.00
$0.00
$44.41
$62.00
$62.00
$61.50
Various
Various
$82.00
$82.00
$82.00
$64.00
$149.00
$98.00
$48.00
$60.00
$0.00
$37.00
$0.00
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes or No
Yes
3.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
9.1%
0.0%
0.0%
0.0%
0.0%
2.5%
5.1%
5.1%
6.0%
6.5%
6.5%
6.5%
16.4%
4.9%
5.4%
6.7%
0.00
-
$42.00
Yes
5.0%
GST
Yes/No
% increase
Fees & Charges 2015 – 2016
Account
Description
Activity Description
The Rings General
The Rings Family Membership
Income
Fee
The Rings ML Individual Member
The Rings 50's Plus Membership
The Rings Open Days
Dorset Golf Course Fees
Dorset Golf Course Fees
Dorset Golf Course Fees
Dorset Golf Course Fees
Fee
Fee
Team Fee
Fee
Fee
Fee
Fee
Dorset Golf Course Fees
Dorset Golf Course Fees
Fee
Fee
Dorset Golf Course Fees
Dorset Golf Course Fees
Dorset Golf Course Fees
Dorset Golf Course Fees
Fee
Fee
Fee
Fee
Dorset Golf Course Fees
Dorset Golf Course Fees
Dorset Golf Course Fees
Dorset ML Golf Membership
Dorset Family M/Ships
Dorset Lifestyle M/Ship 50+
Dorset Individual Lifestyle Membership
Dorset Maroondah Cup Event
Dorset Kiosk
Dorset Shop Hardware
Dorset Equipment Hire
Dorset Equipment Hire
Dorset Equipment Hire
Dorset Miscellaneous
Dorset Golf Pro Lessons
Karralyka Theatre Hire
Karralyka Theatre Hire
Karralyka Theatre Hire
Karralyka Theatre Hire
Karralyka Theatre Hire
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Sales
Sales
Sales
Sales
Sales
Sales
Sales
Not for Profit
Sales
Sales
Sales
Sales
Sales
Karralyka Theatre Hire
Sales
Karralyka Theatre Hire
Sales
Adopted Budget – 2015/2016
Charges Description
Per Hour
- Adult
- Pensioners (old concession)
- Seniors
- Junior
Weekend;
- Adult
- Junior
Mid Week:
- Adult
- Pensioners (old concession)
- Seniors
- Junior
Weekend:
- Adult
- Junior
Fee Type
D=Discretionary,
S=Statutory
2014/2015
2015/2016
Fees & Charges GST Incl. (Where
applicable)
$4.00
Refer to Marketing & Sales S/sheet
Fees & Charges
GST Incl. (Where
applicable)
$4.20
$0.00
GST
Yes/No
Yes
Yes or No
% increase
5.0%
0.0%
Refer to Marketing & Sales S/sheet
Refer to Marketing & Sales S/sheet
$7.50
$19.50
$14.00
$15.00
$13.50
$0.00
$0.00
$7.80
$20.00
$15.00
$15.50
$13.50
Yes or No
Yes or No
Yes
Yes
Yes
Yes
Yes
0.0%
0.0%
4.0%
2.5%
6.7%
3.2%
0.0%
D
D
$22.00
$14.00
$23.00
$14.00
Yes
Yes
4.3%
0.0%
D
D
D
D
$26.00
$17.50
$19.00
$17.00
$26.50
$18.00
$19.50
$17.00
Yes
Yes
Yes
Yes
1.9%
2.8%
2.6%
0.0%
D
D
D
D
D
D
D
D
$31.00
$19.00
N/A
N/A
N/A
N/A
N/A
N/A
Varies
Varies
$6.00
$15.00
$10.00
$0.00
$0.00
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
3.2%
7.9%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
8.3%
0.0%
0.0%
0.0%
0.0%
D
D
D
D
D
D
D
D
D
Buggy Hire
Club hire 18 holes
Club hire 9 holes
D
D
D
D
D
$30.00
$17.50
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
Varies
Varies
$5.50
$15.00
$10.00
$0.00
$0.00
Rehearsal on Mon - Fri, Per Hour
Performance on Mon - Fri, Per hour
Rehearsal on Saturday, Per Hour
Performance on Saturday, Per hour
Rehearsal on Sunday & Public Holiday, Per Hour
D
D
D
D
D
N/A
N/A
N/A
N/A
N/A
$163.50
$187.00
$175.00
$199.00
$186.00
Yes
Yes
Yes
Yes
Yes
0.0%
0.0%
0.0%
0.0%
0.0%
Performance on Sunday & Public Holiday, Per hour
Karralyka Staff requirements, Per Hour, Min 4 hour
call
D
N/A
$209.00
Yes
0.0%
N/A
$40.00
Yes
0.0%
D
107
Fees & Charges 2015 – 2016
Activity Description
Account Description
Charges Description
Fee Type
D=Discretionary,
S=Statutory
2014/2015
2015/2016
Fees & Charges GST
Incl. (Where
applicable)
Karralyka Theatre Hire
Karralyka Theatre Hire
Karralyka Theatre Hire
Karralyka Theatre Hire
Community
Sales
Sales
Sales
Sales
Karralyka Theatre Hire
Sales
Karralyka Theatre Hire
Karralyka Theatre Hire
Sales
Rehearsal on Mon - Fri, Per Hour
Performance on Mon - Fri, Per hour
Rehearsal on Saturday, Per Hour
Performance on Saturday, Per hour
D
D
D
D
Rehearsal on Sunday & Public Holiday,
Per Hour
Performance on Sunday & Public
Holiday, Per hour
D
Karralyka Staff requirements, Per Hour,
Min 4 hour call
D
Rehearsal on Mon - Fri, Per Hour
Performance on Mon - Fri, Per hour
Rehearsal on Saturday, Per Hour
Performance on Saturday, Per hour
D
D
D
D
D
Karralyka Theatre Hire
Karralyka Theatre Hire
Karralyka Theatre Hire
Karralyka Theatre Hire
Sales
Commercial
Sales
Sales
Sales
Sales
Karralyka Theatre Hire
Sales
Rehearsal on Sunday & Public Holiday,
Per Hour
D
Sales
Performance on Sunday & Public
Holiday, Per hour
D
Karralyka Theatre Hire
Sales
Karralyka Staff requirements, Per Hour,
Min 4 hour call
D
Karralyka Theatre Tickets
Administration Services
Karralyka Theatre Hire
Karralyka Theatre Tickets
Sales
Karralyka Theatre Tickets
Program Sales
Karralyka Theatre Sundry
Sales
Karralyka Theatre Sundry
Karralyka Theatre Equipment
Sales
Karralyka Theatre labour
Sales
Karralyka Morning Music
Sales
Karralyka Morning Music
Food Sales
Karralyka Functions
Adopted Budget – 2015/2016
N/A
$204.00
Yes
0.0%
N/A
$230.00
Yes
0.0%
N/A
$40.00
Yes
0.0%
N/A
N/A
N/A
N/A
$247.00
$261.00
$257.00
$273.00
Yes
Yes
Yes
Yes
0.0%
0.0%
0.0%
0.0%
N/A
$264.00
Yes
0.0%
N/A
$279.00
Yes
0.0%
N/A
$40.00
Yes
0.0%
Yes
0.0%
Yes
0.0%
Yes
0.0%
Yes
0.0%
Yes
0.0%
Yes
0.0%
Yes
0.0%
Yes
0.0%
Yes
0.0%
Yes
0.0%
Prices vary according to
quote
Prices vary according to
quote
Prices vary according to
quote
Prices vary
according to quote
Prices vary
according to quote
Prices vary
according to quote
D
Prices vary according to
quote
Prices vary
according to quote
D
Prices vary according to
quote
Prices vary according to
quote
Prices vary according to
quote
Prices vary according to
quote
Prices vary according to
quote
Prices vary
according to quote
Prices vary
according to quote
Prices vary
according to quote
Prices vary
according to quote
Prices vary
according to quote
D
108
0.0%
0.0%
0.0%
0.0%
D
D
Equipment Hire
Yes
Yes
Yes
Yes
Prices vary
according to quote
D
% increase
$193.00
$216.00
$194.00
$228.00
Prices vary according to
quote
D
GST
Yes/No
N/A
N/A
N/A
N/A
D
D
Merchandise Sales
Fees & Charges
GST Incl. (Where
applicable)
Fees & Charges 2015 – 2016
Activity Description
Karralyka Functions
Karralyka Functions
Account Description
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Room Hire
Room Hire
Room Hire
Room Hire
Room Hire
Room Hire
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Room Hire
Room Hire
Room Hire
Commercial
Room Hire
Room Hire
Room Hire
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Room Hire
Room Hire
Room Hire
Room Hire
Room Hire
Room Hire
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Room Hire
Room Hire
Room Hire
Breakfast
Food Sales
Food Sales
Morning/Afternoon Tea
Food Sales
Sporting Club Function - Food Only
Food Sales
Food Sales
Food Sales
Karralyka Functions
Karralyka Functions
Karralyka Functions
Adopted Budget – 2015/2016
D
Events
Income
Not For Profit
Room Hire
Room Hire
Room Hire
Karralyka Functions
Charges Description
Fee Type
D=Discretionary,
S=Statutory
D
Half Day - Mt. Dandenong Room
Half Day - Mullum Room
Half Day - Maroondah Room
Half Day - Mt Dandenong & Mullum
Rooms
Half Day - Maroondah & Mullum Rooms
Half Day - Banquet Room (all 3 rooms)
Full Day - Mt. Dandenong Room
Full Day - Mullum Room
Full Day - Maroondah Room
Full Day - Mt Dandenong & Mullum
Rooms
Half Day - Maroondah & Mullum Rooms
Full Day - Banquet Room (all 3 rooms)
D
D
D
2014/2015
2015/2016
Fees & Charges GST
Incl. (Where
applicable)
Fees & Charges
GST Incl. (Where
applicable)
Prices vary according
to quote
Prices vary according
to quote
Prices vary
according to quote
Prices vary
according to quote
GST
Yes/No
% increase
Yes
0.0%
Yes
0.0%
N/A
N/A
N/A
$375.00
$375.00
$745.00
Yes
Yes
Yes
0.0%
0.0%
0.0%
N/A
N/A
N/A
N/A
N/A
N/A
$745.00
$980.00
$1,250.00
$455.00
$455.00
$915.00
Yes
Yes
Yes
Yes
Yes
Yes
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
D
D
N/A
N/A
N/A
$915.00
$1,300.00
$1,650.00
Yes
Yes
Yes
0.0%
0.0%
0.0%
Half Day - Mt. Dandenong Room
Half Day - Mullum Room
Half Day - Maroondah Room
Half Day - Mt Dandenong & Mullum
Rooms
Half Day - Maroondah & Mullum Rooms
Half Day - Banquet Room (all 3 rooms)
Full Day - Mt. Dandenong Room
Full Day - Mullum Room
Full Day - Maroondah Room
Full Day - Mt Dandenong & Mullum
Rooms
Half Day - Maroondah & Mullum Rooms
Full Day - Banquet Room (all 3 rooms)
D
D
D
N/A
N/A
N/A
$465.00
$465.00
$890.00
Yes
Yes
Yes
0.0%
0.0%
0.0%
N/A
N/A
N/A
N/A
N/A
N/A
$890.00
$1,275.00
$1,550.00
$570.00
$570.00
$1,140.00
Yes
Yes
Yes
Yes
Yes
Yes
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
D
D
N/A
N/A
N/A
$1,140.00
$1,600.00
$2,000.00
Yes
Yes
Yes
0.0%
0.0%
0.0%
Grazing Breakfast
Plated Breakfast
D
D
N/A
N/A
$1,050.00
$1,300.00
Yes
Yes
0.0%
0.0%
Morning/Afternoon Tea 2-3 Hours
D
N/A
$487.50
Yes
0.0%
Main & Dessert
Soup, Main & Dessert
Entrée, Main & Dessert
D
D
D
N/A
N/A
N/A
$2,880.00
$3,480.00
$3,900.00
Yes
Yes
Yes
0.0%
0.0%
0.0%
D
D
D
D
D
D
D
D
D
D
D
D
D
D
2-3 Hours
2-3 Hours
109
Fees & Charges 2015 – 2016
Activity
Description
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Account Description
Sporting Club Function - Dining with Soft Drinks
Food Sales
Food Sales
Food Sales
Sporting Club Function - Dining with Classic Beverage
Food Sales
Food Sales
Food Sales
School Function - Dining for less than 350
Food Sales
Food Sales
School Function - Dining for more than 350
Food Sales
Food Sales
Lunch
Food Sales
Food Sales
Charges Description
Fee Type
D=Discretionary,
S=Statutory
2014/2015
2015/2016
Fees &
Charges GST
Incl. (Where
applicable)
Fees &
Charges GST
Incl. (Where
applicable)
GST
Yes/No
%
increase
Main & Dessert
Soup, Main & Dessert
Entrée, Main & Dessert
D
D
D
N/A
N/A
N/A
$3,480.00
$4,080.00
$4,500.00
Yes
Yes
Yes
0.0%
0.0%
0.0%
Main & Dessert
Soup, Main & Dessert
Entrée, Main & Dessert
D
D
D
N/A
N/A
N/A
$4,320.00
$4,920.00
$5,400.00
Yes
Yes
Yes
0.0%
0.0%
0.0%
Soup, Main & Dessert
Entrée, Main & Dessert
D
D
N/A
N/A
$3,540.00
$3,900.00
Yes
Yes
0.0%
0.0%
Soup, Main & Dessert
Entrée, Main & Dessert
D
D
N/A
N/A
$3,420.00
$3,780.00
Yes
Yes
0.0%
0.0%
Working Lunch
3 hours
Plated Lunch 4 Hours Main & Dessert
D
N/A
N/A
$1,062.50
$1,800.00
Yes
Yes
0.0%
0.0%
Food Sales
Corporate Dinner 2-3 Course - Dinner with Classic Beverage Package
Food Sales
Food Sales
Food Sales
Corporate Dinner 2-3 Course - Dinner with Continuous supply of Soft
Drinks Package
Food Sales
Food Sales
Food Sales
Conference
Food Sales
Food Sales
Plated Lunch 4 Hours Entrée, Main & Dessert
D
N/A
$2,200.00
Yes
0.0%
Main & Dessert or Entrée & Main
Soup, Main & Dessert
Entrée, Main & Dessert
D
D
D
N/A
N/A
N/A
$4,320.00
$4,800.00
$5,280.00
Yes
Yes
Yes
0.0%
0.0%
0.0%
Main & Dessert or Entrée & Main
Soup, Main & Dessert
Entrée, Main & Dessert
D
D
D
N/A
N/A
N/A
$3,540.00
$4,020.00
$4,440.00
Yes
Yes
Yes
0.0%
0.0%
0.0%
Half Day - 5 Hours
Full Day - 8 Hours
D
D
N/A
N/A
$1,225.00
$1,375.00
Yes
Yes
0.0%
0.0%
Food Sales
Food Sales
Cocktail Party
Food Sales
Food Sales
Food Sales
Food Sales
Wedding
Food Sales
Food Sales
Food Sales
Food Sales
Theatre Package/Cabaret Dinner
Pre Theatre Dinnner
D
D
N/A
N/A
$2,720.00
$900.00
Yes
Yes
0.0%
0.0%
2-3 Hour Function
3-4 Hour Function
4-5 Hour Function
Celebration Package
D
D
D
D
N/A
N/A
N/A
N/A
$1,775.00
$2,055.00
$2,335.00
$1,575.00
Yes
Yes
Yes
Yes
0.0%
0.0%
0.0%
0.0%
Classic - 100 guests & less
Classic - greater than 100 guests
Premium - 100 guests & less
Premium - greater than 100 guests
D
D
D
D
N/A
N/A
N/A
N/A
$6,600.00
$6,000.00
$7,200.00
$6,600.00
Yes
Yes
Yes
Yes
0.0%
0.0%
0.0%
0.0%
Adopted Budget – 2015/2016
110
Fees & Charges 2015 – 2016
Activity Description
Account Description
Fee Type
D=Discretionary
, S=Statutory
Charges Description
2014/2015
2015/2016
Fees & Charges GST
Incl. (Where
applicable)
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
BBQ
Food Sales
Food Sales
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Liquor Sales
Liquor Sales
Classic Beverage Package
Liquor Sales
Liquor Sales
Liquor Sales
Liquor Sales
Liquor Sales
Premium Beverage
Package
Liquor Sales
Liquor Sales
Liquor Sales
Liquor Sales
Liquor Sales
Karralyka Functions
Bar & Kiosk Sales
Karralyka Functions
Security
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Functions
Karralyka Cabaret-Functions
Karralyka Cabaret-Functions
Karralyka Cabaret-Functions
East Ringwood Hall
Brushy Creek Hall
Brushy Creek Hall
Croydon Swim Club
Croydon Swim Club
Belmont Pavilion
Belmont Pavilion
Belmont Pavilion
Adopted Budget – 2015/2016
with Classic Beverage
with Soft Drinks
D
D
Plated Lunch 4 Hour Classic Beverage
Package
Plated Lunch unlimited Soft Drinks
D
GST
Yes/No
% increase
N/A
N/A
$3,400.00
$2,800.00
Yes
Yes
0.0%
0.0%
D
N/A
N/A
$720.00
$320.00
Yes
Yes
0.0%
0.0%
2 Hours
3 Hours, only available with food
4 Hours, only available with food
5 Hours, only available with food
Cash bar to be available, only with food
D
D
D
D
D
N/A
N/A
N/A
N/A
N/A
$780.00
$1,020.00
$1,140.00
$1,380.00
$165.00
Yes
Yes
Yes
Yes
Yes
0.0%
0.0%
0.0%
0.0%
0.0%
2 Hours
3 Hours, only available with food
4 Hours, only available with food
5 Hours, only available with food
Cash bar to be available, only with food
D
D
D
D
D
N/A
N/A
N/A
N/A
N/A
$1,080.00
$1,320.00
$1,440.00
$1,680.00
$165.00
Yes
Yes
Yes
Yes
Yes
0.0%
0.0%
0.0%
0.0%
0.0%
D
Prices vary according
to quote
Prices vary according
to quote
Prices vary according
to quote
Prices vary according
to quote
Prices vary according
to quote
Prices vary according
to quote
Prices vary according
to quote
Prices vary according
to quote
Yes
0.0%
Yes
0.0%
Yes
0.0%
Yes
0.0%
Prices vary according
to quote
Varies
Varies
Varies
Varies
Varies
Varies
Varies
Varies
Prices vary according
to quote
Varies
Varies
Varies
Varies
Varies
Varies
Varies
Varies
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
0.0%
-
D
D
Income
D
Food Sales
Liquor Sales
Hall Hire
Sundry Income
Hall Hire
Hall Hire
Sundry Income
Hall Hire
Sundry Income
Sundry Income
Fees & Charges
GST Incl. (Where
applicable)
D
D
D
D
D
D
D
D
D
East Ringwood Hall
111
Fees & Charges 2015 – 2016
Account
Description
Activity Description
Charges Description
Fee Type
D=Discretionary,
S=Statutory
2014/2015
Fees & Charges
GST Incl. (Where
applicable)
Community Services
Youth Centre Nosh Pit
Freeza
Wyreena
Wyreena
Sales
Events
Tenants Facility Hire
Casual Facility Hire
Wyreena Special Event
Fee
Wyreena Course Fees Term 1
Wyreena Course Fees Term 2
Wyreena Course Fees Term 3
Wyreena Course Fees Term 4
Wyreena Course Fees Term 5
Wyreena Course Fees Term 6
Wyreena Course Fees Term 2
Wyreena Course Fees Term 2
Wyreena Course Fees Term 2
Wyreena Course Fees Term 2
Wyreena Course Fees Term 2
Wyreena Course Fees Term 2
Wyreena Course Fees Term 3
Wyreena Course Fees Term 3
Wyreena Course Fees Term 3
Wyreena Course Fees Term 3
Wyreena Course Fees Term 3
Wyreena Course Fees Term 3
Wyreena Course Fees Term 4
Wyreena Course Fees Term 4
Wyreena Course Fees Term 4
Wyreena Course Fees Term 4
Wyreena Course Fees Term 4
Wyreena Course Fees Term 4
Wyreena School Holiday
Wyreena Gallery (No longer charged)
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Facility Hire
Wyreena Open Day:
Music Café
Wyreena Course Fees:
2.5X8weeks Adults Classes
Life Drawing
2hrx8weeks Adult Classes
Special Needs
Various Workshops
After Schools Classes
Life Drawing
2hrx8weeks Adult Classes
After School Classes
Various Workshops
Special Needs
2.5X8weeks Adults Classes
2hrx8weeks Adult Classes
2.5hr 8weeks Adult Classes
After School Classes
Special Needs
Various Workshops
Life drawing
2hrx8weeks Adult Classes
Life Drawing
2.5X8weeks Adults Classes
Various Workshops
After School Classes
Special Needs
Wyreena School Holidays Fees
Rental hire fees for Gallery
Wyreena Gallery
Wyreena Kiln Firing
Wyreena conservatory (to be re-negotiated for
2016)
Sales
Fee
Commission on Sale of items in Gallery
Wyreena Kiln Firing Fees
Rental Received
Rent paid for licence Conservatory Café
Federation Estate Gallery
Facility Hire
Federation Estate Gallery
Facility Hire
Fees for Hire of the Gallery 1 For 8 week blocks
Fees for Hire of the Gallery 2 (No longer used in
2015/16)
Adopted Budget – 2015/2016
Income for café
Fees for entry to events
GST
Yes/No
% increase
D
D
D
D
$0.00
$5 - $20 per event
varies
varies
$0.00
$5 - $20 per event
price varies
price varies
Yes
Yes
Yes
Yes
0.0%
0.0%
-
D
$28.00
$30.00
Yes
7.1%
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
$175.00
$210.00
$155.00
varies
varies
$125.00 - $145.00
$210.00
$155.00
$120.00 -$140.00
varies
varies
$175.00
$164.00
$185.00
$125.00 - $145.00
varies
varies
$216.00
$164.00
$222.00
$185.00
varies
$125.00 - $145.00
varies
$23.00 - $50.00
$330 - $565
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
N/A
9.7%
22.9%
9.7%
D
27% commission &
gst
$5.00
$192.00
$258.00
$170.00
varies
varies
$120.00 - $142.00
$258.00
$170.00
$120.00 - $142.00
varies
varies
$192.00
$170.00
$192.00
$120.00 - $142.00
varies
varies
$258.00
$170.00
$258.00
$192.00
varies
$120.00 - $142.00
varies
$23.00 -$50.00
$0.00
35% commission
plus GST on the
commission
$5.00
Yes
Yes
8.0%
0.0%
Yes
0.0%
Yes
0.0%
$0.00
0.0%
D
D
112
2015/2016
Fees & Charges
GST Incl. (Where
applicable)
$20,280.00
D
$350.00 per week
$20,280.00
$715.00 for 8 week
blocks
D
$190.00 per week
$0.00
-4.0% to -2.1%
22.9%
9.7%
0% - 1%
9.7%
3.7%
3.8%
-4.0% to -2.0%
19.4%
3.7%
16.2%
3.8%
-4.0% to -2.0%
0.0%
-
Fees & Charges 2015 – 2016
Activity Description
Account Description
Kindergarten
Kindergarten
Norwood Multipurpose Room
Norwood Multipurpose Room
Family Day Care
Family Day Care
Holiday Program
Occassional Day Care
Home Care
Home Care
Home Care
Personal Care
Personal Care
Personal Care
Respite Care
Respite Care
Respite Care
Home Care Property Maintenance
Home Care Property Maintenance
Home Care Property Maintenance
Home Care Property Maintenance
Allied Health
Allied Health
Allied Health
Social Support
Recoupment of Expenditure
Rental Received
Room Hire
Room Hire
Fee
Levy
Parent Fees
Parent Fees
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Fee
Materials Fee
Fee
Fee
Fee
Fee
Social Inclusion & Well Being
Social Inclusion & Well Being
Social Inclusion & Well Being
Social Inclusion & Well Being
Social Inclusion & Well Being
SI&WBMens Shed
SCC
MCH Norwood
Meals on Wheels
Meals on Wheels
Meals on Wheels
Fee
Fee
Fee
Fee
Fee
Sales
Rental Received
Room Hire
Fee
Fee
Community Meals Fee
Fee Type
D=Discretionary,
S=Statutory
Charges Description
S
D
Annual fee per Kinder
Hourly rate W/D
Hourly rate W/E
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
low fee
medium fee
high fee
low fee
medium fee
high fee
low fee
medium fee
high fee
low fee
medium fee
high fee
Fee-Materials
OT fee low fee
OT fee medium fee
OT fee High Fee/ Per Hour
Shopping/library Return Trip
Low Fee - Program/Transport Only Pag Core Mens Shed
Low Fee - Program/Transport plus Meal Pag Core Mens SHed
High Fee – Core per hour Pag Core Mens Shed
High Fee – High per hour Pag Core Mens Shed
Fee - Full
D
D
D
D
D
D
low fee
High fee
Community Meals
D
D
D
NB * 2015/16 Fee to be provided by Victorian Building Authority in early July 2015
** 2015/16 Fee to be provided by HACC, dept has not provided an availabity date as at April 2015
N/A Not Available
Adopted Budget – 2015/2016
113
2014/2015
Fees & Charges
GST Incl. (Where
applicable)
Varies
$0.00
$0.00
$0.00
$9.60
$3.10
$50.70/$60.70
$34.80/$64.40
$5.80
$14.50
$31.50
$4.30
$8.50
$35.30
$2.90
$4.40
$32.50
$11.60
$17.40
$45.80
$0.00
$9.40
$14.50
$95.60
$4.20
$7.30
$14.80
$20.30
$25.50
$58.60
$0.00
$0.00
$0.00
$7.50
$13.10
$8.50
2015/2016
Fees & Charges
GST Incl. (Where
applicable)
$509.18
$38.50
$121.00
$10.36
$3.87
$54.00 & $64.00
$36.50 & $66.50
**
**
**
**
**
**
**
**
**
**
**
**
**
**
**
**
**
**
**
**
**
**
**
N/A
N/A
**
**
**
GST
Yes/No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
Yes
No
Yes or No
Yes or No
No
No
No
% increase
0.0%
7.9%
24.8%
0.0%
5.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
To contact Council telephone 1300 88 22 33
visit our website at www.maroondah.vic.gov.au
or call in to one of our service centres:
City Offices Service Centre
Braeside Avenue
Ringwood
Ringwood Service Centre
Civic Place
Ringwood
Croydon Service Centre
Civic Square
Croydon
Translating and Interpreter Service
13 14 50
National Relay Service (NRS)
133 677
maroondah@maroondah.vic.gov.au
www.maroondah.vic.gov.au
Adopted Budget – 2015/2016
114