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ANNUAL BUSINESS PLAN AND BUDGET2017/18

Annual Business Plan & Budget 2017/18 2

Adopted by Council 27 June 2017 © City of Mitcham 131 Belair Road Torrens Park Tel: 8372 8888 www.mitchamcouncil.sa.gov.au Record Number: 17.4517


Contents Contents ............................................................................................. 3 Message from the Mayor and Chief Executive Officer .................... 4 Community Vision and Goals ........................................................... 5 Our Mayor and Elected Members ..................................................... 6 Mitcham Snapshot ............................................................................. 8 Annual Plan and Budget Overview ................................................. 10

Objectives for the Financial Year ................................................ 10 Funding the Plan ......................................................................... 10 Expenditure ................................................................................ 11 Improving Community Assets ..................................................... 12

Our Plans .......................................................................................... 16 Strategic Management Plan ........................................................ 17 Annual Business Plan & Budget ................................................. 18 Long Term Financial Plan ........................................................... 18 Organisational Improvement Strategy ......................................... 19

Council’s Roles & Responsibilities ................................................ 20 Council Services by Goal ................................................................ 21

1. Accessible & Connected Community.................................... 21 2. Sustainable City ................................................................... 27 3. Dynamic & Prosperous Economy ......................................... 33 4. Vibrant & Rich Culture .......................................................... 36

Measuring our Success ................................................................... 40

Appendices ...................................................................................... 43 Appendix 1 - Reporting Framework ............................................ 43 Appendix 2 - Key Financial Indicators ......................................... 44 Appendix 3 - Budgeted Financial Statements 2017/18 ................ 49 Appendix 4 - Capital Works Program .......................................... 54 Appendix 5 - Rating Changes Summary ..................................... 72 Appendix 6 – Operating Income and Expenditure ....................... 73 Appendix 7 - Other sources of revenue for Council ..................... 74


Message from the Mayor and Chief Executive OfficerWe are delighted to present Council’s Annual Business Plan & Budget for 2017/18, a budget that continues to focus on keeping rates low whilst delivering efficiencies and expanding services. Since 2012 Council has delivered over $4.2m in recurrent financial service cost savings, turned the financial position around from an annual operating deficit (loss) of $1.68m to an annual operating surplus (profit) of $1.25m, been subjected to and absorbed over $1.5m in recurring costs relating to legislative change and cost shifting as well as introducing over $2.77 million in recurrent new service spending for the community over that same time.

In response to community feedback on service delivery and expansion, Council’s improved financial management has enabled $864,000 in new and enhanced ongoing service expenditure with an associated one-off $9.7 million capital investment. Service improvements focus on community facilities such as the Mitcham Memorial Library redevelopment, St Mary’s Clubroom upgrade and public toilets as well as continuing our focus on increasing the footpath network and stormwater infrastructure. We have also increased our focus on the Arts with the introduction of an Annual Art Prize and a Community Public Art Grant. Full details can be found on page 11. Council is also investing $21.6 million in capital renewal with the backlog still scheduled for completion by 2026. Our continued focus on efficiencies and good financial management sees Council delivering savings of $500,000 and an underlying operating result of $1.3 million. The large investment in the City has been achieved while keeping the rate increase to 2.90%, an average increase of $47.

Glenn Spear Matthew Pears Mayor Chief Executive Officer


Community Vision and Goals

let us build for posterity!

We are a welcoming and inclusive community which values its heritage

and natural environment


Our Mayor and Elected Members

MAYOR CRAIGBURN

Glenn Spear

Nick Greer

Karen Hockley

Lindy Taeuber

BABBAGE BOORMAN

David Munro

Yvonne Todd

Adrianna Christopoulos

Andrew Tilley

Our Elected Members


GAULT OVERTON

Stephen Fisher

Adrian Rosevear

Nick Economos

John Sanderson

THE PARK WARD BOUNDARIES

Jane Bange

Tim Hein


Mitcham Snapshot LAND USE

The City of Mitcham is a residential and semi-rural area encompassing a total land area of about 76 square kilometers located in Adelaide's southern suburbs, about six kilometres from the Adelaide CBD.

TRANSPORT

The City of Mitcham is served by the South Eastern Freeway (Princes Highway), Mount Barker Road and the Belair and Adelaide-Melbourne railway lines.

SETTLEMENT HISTORY

European settlement dates from 1837, with the village of Mitcham established in 1840. Some growth took place in the late 1800s, spurred by the opening of the railway line, with new residents attracted by the semi-rural surrounds of the foothills. Growth continued in the early 1900s, with the most significant development during the interwar period and post-war years. The population rose to 62,000 in 2011. Much of the recent growth has been in the southern suburb of Craigburn Farm.

INDIGENOUS BACKGROUND

The original inhabitants of the Mitcham area were the Kaurna Aboriginal people.

Mitcham Snapshot



Annual Plan and Budget Overview This Annual Business Plan and Budget is projecting a 2017/18 headline operating surplus of $66k (excluding subsidiaries) with an underlying surplus of $1.3 million (excluding Council subsidiaries and other one-off items.) This includes targeted efficiencies of $500,000. The Annual Business Plan is Council’s operational commitment and expenditure for the financial year. It specifies the activities Council will undertake in responding to the community aspirations, goals and objectives set out in the Strategic Management Plan. Measures to assess the delivery of this plan can be found on page 39.

OBJECTIVES FOR THE FINANCIAL YEAR Council’s objectives for the financial year are aligned to the goals, objectives and strategic initiatives endorsed as part of the Strategic Management Plan with Council budgeting $59.3 million in expenditure and investing $36.9 million on capital works, continuing the delivery of services to the community and improving community safety. A chart summarising expenditure is provided on page 12.

FUNDING THE PLAN The major component of the funding required to deliver the Annual Business Plan is rates. As illustrated in Figure 2, rates (including rebates and capping and excluding the NRM Levy) make up $50.9 million or 86% of Council’s total budgeted income for 2017/18. Income is also derived from other sources (such as investments, grants, user charges etc.), A summary of Council’s rating changes for 2017/18 is shown in Appendix 5 and Council’s full Rating Policy for 2017/18 is available on Council’s website. The general rate increase for 2017/18 is 2.90%.

The average residential rate will increase from $1,608 to $1,655 an increase of $47. Additionally Council has considered the differential rates to apply for 2017/18 and is proposing that the rate increase to be applied to commercial/industrial properties (including vacant land) is also 2.90%.

Rates $ 50.9

Statutory Charges

$ 1.8 User Charges $ 0.5

Grants, subsidies,

contributions $ 3.9

Investment Income $ 0.1

Reimbursements $ 0.2

Other Income $ 0.6

Budgeted Operating Income 2017/18 $'M

Annual Business Plan & Budget Overview


EXPENDITURE In striving to achieve the community’s goals and objectives as documented in Council’s Strategic Management Plan this plan delivers a large investment in new infrastructure and a number of new and improved services. Emphasis has also been placed on ensuring adequate funding to maintain existing infrastructure, existing services levels and eliminating the infrastructure backlog in nine years. A summary of costs contributing to the rate increase are provided below:

Percentage Impact on Average Rate

Financial Savings (1.01%) Centennial Park Cemetery Authority income (0.20%)

Provision of Existing Services (including Asset Renewal backlog and funding debt repayment in approximately 26.1 years)

2.03%

Maintaining Existing Services 0.82% $15 New & Improved Services 1.75% $27 State Government cost shifting (eg Waste Levy) 0.33% $5

TOTAL 2.90% $47 New and Improved Services – Ongoing - 1.75% The following services are new services or improvements to existing services that are being introduced in 2017/18 and generate new ongoing operating costs each year thereafter. They include, in some cases, the construction of new assets (one off capital) which creates ongoing operating expenses in the form of maintenance, depreciation and interest expenses (or foregone interest income) This year Council has received funding towards the Mitcham Memorial Library upgrade.

The total of the new and improved services is $864,000 ongoing rate funded expenditure1, with an associated one-off $9.7 million capital investment, are as follows:

• Mitcham Memorial Library Redevelopment(686m2) • Stormwater Upgrades New / Infrastructure* • Mitcham Memorial Library Surrounds • New Footpath Construction (Additional Footpaths)* • Implement Brownhill Keswick Creek* • St Mary’s Clubroom Upgrade* • Community / Public Art Grant • Event Security Measures • Brighton Parade Traffic Control Devices • Increased Annual Community Grants • Public Toilets (Mortlock Park & Windy Point) • Minno Creek Works – Retaining Wall • City – Belair Bike Route • Watahuna Ave Pedestrian Crossing • Reserve Signs Improvements • Stormwater – John Fisher Drive • Water Sensitive Urban Design Street Features • Sturt Linear Park Trail • Waite Rd Pedestrian Crossing • Winston Ave Black Spot Improvements • Pole Rd Black Spot Improvements • Integrated Traffic Plan Implementation • Hawthorn Lawn Tennis Club Toilet • Annual Art Prize • Way2Go Program • Serpentine Rd Traffic Improvements • Cumberland Park Community Centre Access • Westbourne Park Memorial Hall Kitchen A/C

1 Includes estimated ongoing operating expenses in the form of maintenance and

average cost of capital (interest and debt repayment over defined timeframe). * Strategic Initiatives as identified in Council’s Strategic Management Plan.



Operating Projects – One-off Operating projects have been allocated a pool of $400,000 and are one-off expenditures that only occur over a finite amount of time, one to two years maximum. They do not generate ongoing expenditure or the creation or replacement of assets and can include things such as feasibility studies, plans or one-off events. Operating Projects endorsed by Council for 2017/18 are:

• Blackwood District Centre Project • Building Asset Revaluation and Condition Audits • Open Space and Playgrounds Strategy • Implementation of the Integrated Transport Plan • Leases and Licenses Review • Planning and Development Historical Record Scanning • Multicultural Fair • Heritage Plans for Council Buildings • Mitcham Historic Fair • Supporting costs for Local Government Association Council

Services Awareness Campaign • Economic Development (Business) Event • $71,000 for allocation during the year from unfunded operating

project priorities list Ongoing Services – 2.03% Council has budgeted $58.3 million for services provided on an ongoing basis (excluding NRM Levy) Additionally the 2.03% is sufficient to continue to address the asset renewal backlog by 2026.

Improving Community Assets Council is committed to maintaining and improving fit for purpose assets which meet the needs of the community today and into the future. Council’s Asset Management Plans set out the strategies for achieving this. A summary of Council’s expenditure on assets (Table 1 adjacent) is also listed under each objective and classified as either new or replacement assets.

New Asset Program New capital expenditure is a one-off expenditure that creates a new asset. These assets incur ongoing costs, such as interest, maintenance and depreciation, which have been built into the budget. These include the new and improved services, listed on page 11, where there is capital expenditure.

Asset Replacement Program Capital replacement is a one-off expenditure to renew an existing Council asset. Even though all assets incur ongoing costs, such as maintenance and depreciation, capital replacement expenditure does not increase Council’s ongoing costs as maintenance and depreciation is already built into the budget. Council has endorsed an asset replacement program to the value of $21.6 million (including $3.7 million re-scheduled from 2016/17).



Asset Backlog An historical focus on maintaining low rates has contributed to an asset maintenance backlog. This backlog has been systematically addressed over recent years in tandem with the new and replacement asset program. The backlog is scheduled to be addressed by 2026. A summary of capital works expenditure by asset category is provided below. Details of the full capital works program for all assets can be found in Appendix 4.

Asset Category New &

Improved ‘000

Replacement ‘000

Total ‘000

Bridges 74 2,746 2,820 Bus Shelters - 49 49 Car Parks - 341 341 Buildings & Land 8,183 2,080 10,263 Footpaths 555 3,028 3,583 IT Equipment 34 654 688 Office Furniture & Equipment - 111 111 Parks, Gardens & Open Space 743 199 942 Plant & Equipment (incl Fleet) - 2,602 2,602 Playgrounds 36 422 458 Retaining Walls 155 64 219 Roads 872 8,110 8,982 Sports Facilities - 501 501 Sports Lighting - 445 445 Stormwater & Drainage (incl Brownhill & Keswick Creeks) 4,708 203 4,911 TOTAL 15,360 21,555 36,915


This pie chart breaks down expenditure into service groups.

Civic Building Assets $ 0.3

Community Building Assets $ 3.6

Community Services $ 1.5

Customer Experience $ 0.8

Development Services $ 2.3

Economic Development $ 0.0 Environmental Health

Services $ 0.7 Environmental

Management $ 3.8

Governance Services $ 3.6

Library Services $ 2.6

Traffic and Transport $ 11.2

Parks, Gardens & Open Space $ 4.2

Regulatory Services $ 0.3

Sports Facility Assets $ 0.1

Stormwater Assets $ 2.2

Organisational Support $ 9.1

Waste Services $ 4.5

Headline Operating Surplus (excl Subs)

$ 0.1

Expenditure $'M


Our Plans Council’s corporate planning is governed by its Strategic Management Plan. This identifies the Mitcham community’s vision and long term aspirations for the period 2017-2027 as well as Council’s Strategic Initiatives which will help bring us closer to the community’s Vision and achieve its Goals and Objectives. In order to achieve the objectives set out in the Strategic Plan, Council is required to develop an Annual Business Plan & Budget.

While the Strategic Management Plan sets the direction, the Annual Business Plan & Budget articulates how Council will help the community achieve its long term vision over the financial year. It contains details of Council’s activities and services for 2017/18.

Council is also required to develop a Long Term Financial Plan. This plan is used as a basis for compiling the Annual Business Plan and Budget.

The Long Term Financial Plan ensures Council’s long term financial sustainability and sets out how Council will align its resources to achieve the objectives of the Strategic Management Plan. Council’s planning hierarchy is shown at Figure 1. The Strategic Management Plan 2017-2027 explains what we want to become and the Annual Business Plan & Budget explains what we will do to achieve this.

Figure 1 Plan Hierarchy

State Strategic Plan

20 Year Plan for Greater Adelaide

Strategic Directions Paper

Development Plan

City of Mitcham Strategic Management Plan

Strategies, Manaement Plans and Policies

Annual Business Plan & Budget

Development / Team Plans

Individual Performance Plans & Reviews

Long Term Finaicial Plan

Asset Management Plans

Our Plans


STRATEGIC MANAGEMENT PLAN The Strategic Management Plan is a shared vision of the Community and Council. It is a long term plan which sets out Council’s key areas of focus for the future. It is a high level document which sets a clear vision and desired objectives for the City and outlines what Council will do to deliver this. It helps Council make decisions and enables us to plan the services we will provide, the plans we will develop and the projects we will undertake. The Plan also identifies the strategic Initiatives that Council will strive to implement into the future to deliver on the Vision for the City of Mitcham.

The strategic initiatives supported by Council will be included in the Long Term Financial Plan. The implementation of initiatives will be scheduled and funded through future Annual Business Plan & Budget processes and community consultation. The Goals and Objectives of the Plan are as follows:

Our Plans


ANNUAL BUSINESS PLAN & BUDGET The Annual Business Plan & Budget document includes a summary of Council’s long term objectives (as set out in the Strategic Management Plan) and an outline of: • The Council’s objectives for the financial year • The activities that Council intends to undertake to achieve those

objectives • The financial and non-financial measures that Council intends to

use to assess the performance of the Council in delivering the Annual Business Plan & Budget over the financial year,

The Plan also assesses the financial requirements of the Council, and rate structure and policy. Council focusses each year on progressing specific strategic objectives through the delivery of special projects while continuing to provide a broad range of quality services to the community and managing and maintaining community building and infrastructure assets.

Annual Budget Detailed financial statements and spreadsheets that make up the annual budget and rating statement

LONG TERM FINANCIAL PLAN Council’s long term financial sustainability is dependent on its capacity to meet the needs and expectations of its community within its available resources. The objectives required to meet these needs and expectations are specified in the Strategic and related plans. An important component of these plans is the Long Term Financial Plan which Council prepares as part of the public consultation and adoption of its annual budget. The Long Term Financial Plan is a 10 year plan that contains financial indicators and statements prepared in best practice good governance and also complies with the Local Government Act 1999 (the Act), financial management regulations and SA Local Government Industry Standards. The Long Term Financial Plan sets the financial framework within which the Annual Business Plan and Budget are formulated.

Our Plans


ORGANISATIONAL IMPROVEMENT STRATEGY

The Organisational Improvement Strategy complements the Strategic Management Plan and provides an overarching Strategy to achieve improvements aligned of key focus areas of Customer, Culture, Digital and Efficiency and Effectiveness.

Customer Council has developed a Customer Service Improvement Plan to ensure an organisational commitment to improving customer experience and satisfaction. In order to better meet customer needs and expectations, we need to determine what is important to our customers in relation to customer service, and determine how to deliver improvements. The Plan will guide us with key strategies and actions, including digital innovation actions, culture change actions and process improvements. The Customer Service Improvement Plan consists of the following focus areas: • Listening to the Customer. • Creating a customer focused culture and encouraging

innovation and risk taking. • Developing a clear Customer experience, brand and

expectation. • Improving collaboration across teams and departments. • Improving use of technology and digital services.

Culture Council’s Culture Plan has been developed to provide the organisational commitment and direction needed to become a City of strong leadership that values its people, customers and partners. The Culture Brand consists of four focus areas of Leadership Capability, Developing People, Improving Communication and Engaging & Valuing our People.

Digital The Technology One Implementation Project currently underway replaces the majority of Council’s outdated IT systems with the direct aim to improve the efficiency of service delivery and enhance customer experience and aces to services and information. Significant improvements are expected in customer interaction, quality of service and supporting systems, service standards, reporting, value for money, productivity, data integrity, self-service and access to customer information. The new systems are scheduled to initially ‘go-live’ in mid 2017.

Efficiency & Effectiveness Council’s Efficiency and Effective Program is a systematic approach to reducing costs and improving service delivery to the community and the responsible financial management of assets. The program is grouped into the three major categories of Services Reviews, Efficiency Savings and Continuous Improvements.


Council’s Roles & Responsibilities The City of Mitcham fulfils a broad range of roles and functions for and on behalf of the community as summarised below:

Facilitator Council bringing other people together to achieve outcomes.

Leader Council leading the community or the local government sector by example, setting directions to meet community needs.

Partner Council contributing funds and/or other resources towards a service or initiative that is delivered with other partners.

Advocate Council making representations on behalf of the community.

Service Provider Council managing the community’s assets and funding and delivering the service.

Regulator Council fulfilling a particular role as determined by legislation.

In performing its roles, Council will: • Provide open, responsive and accountable government. • Be responsive to the needs, interests and aspirations of individuals

and groups within our community. • Participate with other councils, and with State and national

governments, in setting public policy and achieving regional, State and national objectives.

• Give due weight, in all our plans, policies and activities, to regional, State and national objectives and strategies concerning the economic, social, physical and environmental development and management of the community.

• Seek to co-ordinate with State and national government in the planning and delivery of services in which those governments have an interest.

• Seek to facilitate sustainable development and the protection of the environment and to ensure a proper balance within our community between economic, social, environmental and cultural considerations.

• Manage our operations and affairs in a manner that emphasises the importance of service to the community.

• Seek to ensure that council resources are used fairly, effectively and efficiently.

• Seek to provide services, facilities and programs that are adequate and appropriate and seek to ensure equitable access to services, facilities and programs.


Council Services by Goal The following pages list the ongoing services provided by Council as they align to our Strategic Goals and Objectives.

1. ACCESSIBLE & CONNECTED COMMUNITY We are an accessible, connected and engaged community.

1.1 Transport Network

Our community is connected to places through a people friendly transport, cycling and pedestrian network which offers accessible, integrated and efficient transport options

Bridge Maintenance Maintain Mitcham managed road and pedestrian bridges in good condition through a planned program of maintenance and replacement. Bus Shelter Replacement Replacement and upgrading of bus shelters to ensure DDA compliance. Community Bus Service Deliver community bus transport services (shopping centres, libraries and community group charter) for residents who are transport disadvantaged. Footpath Maintenance Improve the footpath network undertaking maintenance on existing asphalt, and brick paving footpaths Kerb and Watertable Maintenance Maintain and improve the kerb and watertable network for effective drainage and to prevent the ingress of water into the road pavement Road Maintenance Undertake road maintenance to improve the condition and safety of existing sealed road network.

Council Services by Goal


Traffic Investigations Undertake investigations and projects to improve traffic flows and parking within the City, including: • identified areas of traffic and parking concerns • development of local area traffic management plans and implementation of outcomes • manage the capture and collection of traffic data, such as traffic counts, across the City Traffic Management Works Maintain traffic control devices such as street signage, line marking, traffic islands, roundabouts, speed humps, reflective signs, guide posts, warning, regulatory and information signs Traffic and Transport (Services) Prepare traffic and transport strategies and plans to improve the accessibility of the City for a broad range of travel options Liaise and provide advice to all levels of government on traffic management and public transport issues

1.2 Accessible Services

Our Community has convenient access to a diverse range of information, services, activities and facilities.

Open Space and Parks Development Deliver capital works program in accord with the Asset Renewal Program Deliver Capital Works Program upgrade and new for the development of sport and Recreational areas and parks and gardens. Review condition ratings of all open space assets to guide investment Plan open space development in consultation with the community subject to budget allocation

Parks and Gardens Maintenance • Maintain over 220 parks and gardens in accord with defined schedules to meet community and environmental needs, • Undertake works include mowing, planting, pruning irrigation maintenance, tree management, park furniture and playground

maintenance

Playground Development and Replacement Plan and implement playground replacements and upgrades in consultation with the community.

Playground Maintenance Maintain Council’s 60 playgrounds and associated park furniture for the enjoyment of the community



Sports Grounds and Turf Maintenance • Maintain 11 sporting ovals and sporting facilities to a high standard for the use year round by the community and sporting clubs to

achieve health, leisure, relaxation and physical activity benefits • Manage ground usage to avoid degradation and safety issues • Manage irrigation to ensure optimum grass cover and playing condition • Undertake works include grass cutting, weed control, turf and irrigation management, and turf rehabilitation

1.3 Quality Community Spaces & Places

Our community has access to high quality, vibrant, well-serviced places and spaces to meet learn and recreate.

Community and Sporting Buildings Asset Management Maintain facilities for use by the community and sporting groups that are consistent with functional requirements

Community Shed Provide a service to the community, contributing to: • Social engagement • Shared projects & objectives • Challenges and education opportunities • Mutual personal and technical support through woodwork • Ensuring activities are safe and socially supportive

Council and Other Building Asset Management Maintain a range of Council administrative and functional facilities and other buildings and structures that are consistent with functional requirements

Leases, Licences and Permits Implement and proactively manage the terms and performance conditions of leases / licences and permits for sporting groups, community groups and other groups or individuals occupying community facilities, community land and sporting facilities and grounds

Library Building Asset Management Develop and maintain the Blackwood and Mitcham library buildings for use by the community that are consistent with functional requirements



Mitcham Cemetery Administration Maintenance and administration of cemetery records Mitcham Cemetery Operations Maintain the Mitcham Cemetery in accord with the Mitcham Cemetery Management Plan Works including: • maintaining the formal rose garden • weed spraying • removing pine needles and debris • maintaining the main hedge, trees and shrubs

Property Asset Management and Precinct Planning Manage Council property in a strategic and efficient manner including the leasing and licensing of use and management of unauthorised use

Public Toilet Asset Management Maintain strategically located, compliant and attractive public toilets

1.4 Supported Community Our community is strong, healthy, resilient and is supported in building connections amongst people, pursuing pathways to lifelong learning and personal growth.

Community Centre Programs In collaboration with community groups and services, provide programs and activities through community centres that meet community need.

Food Safety Conduct food safety assessments and food audits of food premises, provide food safety education, investigate food complaints and other reported food safety issues, and undertake enforcement activities to ensure compliance with legislation (South Australian Food Act 2001)

Immunisation Service • Provide accessible community (public and school) immunisation services in accord with Federal and State Immunisation (Department of

Health and Ageing and National Health and Medical Research Centre) Guidelines. • Provide education and advice for community immunisation programs. • Provide influenza vaccination services to the community, Elected members and employees.



Personal Transport Deliver personal transport services for residents who are Commonwealth and Home Support Program and SA Home and Community Care eligible residents.

Public and Environmental Health Control • Administer the provisions of the South Australian Public Health Act 2011 to promote and protect public health and reduce the incidence

of preventable illness and vectors of disease. • Conduct routine inspections and follow-up inspections where required under the South Australian Public Health Act 2011 and associated

Codes and Regulations. • Respond to complaints under the South Australian Public Health Act 2011 and associated Codes and Regulations. • Implement Public Health and Wellbeing Plan developed in partnership with the City of Unley.

Social Support Deliver programs that promote community participation and wellbeing including individual support for residents to engage in the community, Lunch Groups, Community Connections, Don Juan Men’s Group, Mahjong Group, Colouring Group and Cumberland Crew for Commonwealth Home Support Program and SA Home and Community Care eligible residents. Youth Development Work with services, agencies and in consultation with young people to identify and address the needs of young people who live, work or study in the City of Mitcham.

1.5 Housing Choices Our Community has a choice of housing options in locations close to public transport, parks, local shops, services and educational institutes. Planning Policy Review and Development • Prepare planning policies for inclusion in the City of Mitcham Development Plan (Development Plan Amendments) to amend the

Development Plan in accord with State Government Policy • Respond to Ministerial and other Council Development Plan Amendments • Respond to State Government Planning Policy Initiatives



1.6 Engaged Community Our Community is encouraged and supported to have a voice and to participate in a meaningful way to shape our City. Communications and Publications Actively engage the community through effective communication regarding Council’s services as well as arranging the development of corporate documents and media releases Provide media liaison and releases as required

Community Grants In accord with the Community Development Grants Policy, provide: • Community Development Grants, • Recurrent grants for Council supported events and programs, and • Individual Achievement Grants

Community Information and Arts • Ensure easy to read and accessible Community information is available through a variety of channels at Civic Centre, Libraries and

other key community centres. • Provide opportunities for local artists to exhibit a variety of artwork

Sport & Recreation Community Engagement Develop effective working relationships with clubs and organisations and ensure effective engagement occurs with community and key stakeholders. Volunteering Provide volunteering opportunities to support Council services and programs for the benefit of the local community



2. SUSTAINABLE CITY We continually sustain and improve our natural and built environments.

2.1 Protected Biodiversity Our biodiversity within open spaces, waterways, reserves and streetscapes is protected and enhanced. Bushland Management Manage and maintain natural bushland reserves in accord with good environmental practice and biodiversity principles including removal of pest plants and weeds, erosion control and fire management

Biodiversity & Sustainability Policy Develop and implement policies, strategies and projects to promote environmental sustainability within Council operations and the community.

Horticultural Volunteers Services and Coordinator • Provide coordination and support for and encourage greater Council volunteers participation to preserve and enhance native vegetation

and control pest plants on Council reserves across the city • Provide support for Trees for Life bush care sites

Natural Resources Administration and Planning Integration of leading practice into: • Open Space management • Waste management • Tree management • Biodiversity • Environmental management



Natural Resource Management Plan and manage the City’s natural environment based on biodiversity, sustainability and reuse principles, including: • adopt and deliver water sensitive urban design principles for civil and landscaping projects • water quality is monitored (by others) and water quality improvement • develop and review management plans for woodland reserves • develop and implement natural resource management plans • attract external grant funding • Manage landholder assistance program

Pest Plant Control Identify and control pest plants on Council land in accord with the Natural Resources Management Act 2004, including promoting the control of specific weed species through education.

2.2 Clean Energy Our greenhouse gas emissions are minimised and our uptake of clean and renewable energy technologies is maximised. Environmental Policy Develop a policy to maintain an integrated approach with a focus on environment including water quality, conservation and stormwater reuse, greenhouse gas reduction, climate change adaptation, waste minimisation, waste recycling and reuse, biodiversity and habitat protection

2.3 Water Conservation Water sensitive urban design and the use of alternative water sources to keep our natural and built environment green is maximised. Stormwater Maintenance Maintain and clean the storm water drainage network to an agreed standard to avoid local flooding and inundation, including: • 25 trash collection devices • clean underground pipes from obstructions such as siltation and root penetration • de-silt, remove rubbish, repair and maintain open drains as required • clean around 4,500 side entry pits



Stormwater Planning Manage and develop the drainage network to protect from flooding and increase stormwater reuse, including: • review capacity of current stormwater drainage system • investigate and plan stormwater network improvements • develop strategic stormwater management plans for the City

Urrbrae Wetlands Jointly manage with the Urrbrae Agricultural High School, the Urrbrae Wetlands including operation and maintenance of storm water infrastructure.

Water Sensitive Urban Design Integration of Water sensitive urban design principles into Council projects, including: • civil and landscape projects • building, streetscape and storm water projects • water reuse and water saving projects • storm water capture and reuse

2.4 Waste Minimisation Responsible consumption and conservation of natural resources and minimisation of waste through avoidance, reuse, recycling and composting is encouraged. Bin Maintenance and Replacement • Undertake repairs on the domestic waste bin in-house and outsources repairs on the recycling bins to East Waste. Limited repairs on

green organics bins carried out by Eastern Waste Management Authority. • Provide free of charge domestic waste and recycling bins (green organics bins are the responsibility of the ratepayer)

Domestic Waste Collection Provide an efficient and effective service for the collection and disposal of domestic waste that is unable to be recovered through kerbside recycling and green organic collections Green Organics Recycling Provide an efficient and effective service for the collection and disposal of green organics recycling through the Eastern Waste Management Authority.



Hard Waste Service Provide an ‘At Call’ domestic hard waste collection service

Kerbside Recycling Provide an efficient and effective service for the collection and disposal of domestic recycling through the Eastern Waste Management Authority

Landfill Management Manage and administer the landfill closure plans agreed for Eden Hills and Lynton Depot Landfills

Lynton Transfer Station Operations • Provide a green waste transfer station facility for collection and processing or green organics • Collect, store and recycle a range of other waste streams

Waste Collection – Street Bins Provide mobile garbage bins in high use public areas within the City

Waste Strategy & Education Council implements the integrated waste management and recycling strategy to minimise waste to landfill, increase recycling, manage new waste streams and minimise illegal roadside dumping at optimal cost, including: • review waste and recycling services provided by Council • develop strategies to increase recycling and reduce waste to landfill • promote community education and awareness to encourage waste minimisation and resource recovery (e.g. what goes into kerbside

bins) • Hazardous Chemical Collection



2.5 Climate Change

Our Community is resilient to Climate change and the impacts of natural disasters.

Bushfire Preparation Undertake annual bushfire preparation works on Council owned land including verge slashing, slashing Council owned reserves, preparation of fire breaks around selected Council sites, maintenance and upgrading of fire tracks Works include: • brush-cutting of approximately 44 hectares of fire breaks and 8 hectares of road verges throughout the Hills area • ongoing fuel load reduction (woody weed control and some native vegetation clearance) • developing annual programs for: roadside verge slashing, roadside tree trimming, slashing Council reserves, fire break preparation,

and fire track maintenance and upgrading • liaison between local Country Fire Service, Council Bushfire Prevention Officer and concerned residents

Bushfire Protection Management Take appropriate action to reduce bushfire risk within the City, as required under relevant legislation and in accord with the Annual Bushfire Prevention Plan, including: • Remove inflammable exotic species from reserves. • Educate the community on their responsibility to manage private landholdings such as random audit of streets and inspections in

bushfire prone zones.

Fire Break Maintenance • Prepared maintenance plans for establishing and maintaining fire breaks. • Ensure fire breaks are completed prior to the high fire risk season each year. Resilient South The Resilient South Climate Change Adaptation Plan is to be embed it into strategic planning and incorporated into all of our works.



2.6 Sustainable Development

Developments in our City are sustainable and complement the natural environment Building Services Assess development applications against the Building Code of Australia and undertake mandatory (audit) building inspections to ensure a safe built environment. Development Compliance • Ensure that conditions attached to development decisions are met and/or complied with. • Resolve matters pertaining to unauthorised development

Development Support Provide administrative support to the Planning and Building Services Team. Planning Services • Assess development applications against the principles contained within the City of Mitcham Development Plan • Provide preliminary planning advice to customers on potential development applications. • Provide liquor licence advice and assessment to customers for private properties.



3. DYNAMIC & PROSPEROUS ECONOMY Our community is economically strong and competitive.

3.1 Vibrant Places We have attractive and vibrant precincts, places and spaces, supported by a variety of quality community facilities and retail, commercial and residential development. District Centres Provide advice and assistance for a planned approach to implement capital and maintenance works for District Centres and Conservation and Management Plans.

3.2 Employment Pathways

We support and promote education and training pathways that link people to local jobs and attract employment opportunities to our City.

Community Development • Maintain ongoing communications with the City of Onkaparinga’s Work Ready Regions Program. • Participate in the Regional Coordination of the Automotive Transformation Taskforce.



3.3 Collaborative Organisation

We work collaboratively with neighbouring Councils, State Government and private sector partnerships. Brown Hill Creek and Keswick Creek Stormwater Management Plan Develop a ten year flood mitigation project in participation with five metropolitan Councils (Mitcham, Unley, Burnside, Adelaide, West Torrens) an integrated Stormwater Management Plan for Brown Hill and Keswick Creek catchments.

Engineering Services Provide engineering advice, investigation and design services to Council across a range of engineering disciplines.

National Broadband Network (NBN) Works Approval Approve NBN contractors to undertake survey, cable laying and installations for the NBN Rollout Project within the City of Mitcham

3.4 Great Destination

We are a destination well regarded by residents and visitors for our heritage, natural environment, events, and educational and medical facilities. Civic Events Deliver civic events that recognise and celebrate the contribution of individuals and groups to the local community Community Events Conduct events that bring the community together in celebration Heritage Advice and Restoration Services for heritage management, advice and restoration including providing grants that assist the community in restoring local heritage. Mitcham Heritage Research Centre Provide a local history service in partnership with volunteers for the collection, preservation and provision of research and information to the community on local history and heritage.



3.5 Supported Businesses

We foster and support emerging and established businesses, entrepreneurs and innovators to grow and prosper. Economic Development Develop an Economic Development Strategy.

3.6 Smart City

We are recognised as a smart City with internationally renowned educational, research and medical institutions attracting and retaining people from all over the world and contributing to our Community.



4. VIBRANT & RICH CULTURE We share a vibrant and rich culture and have a strong sense of identity.

4.1 Community Places

We have special places, spaces and stories that create a strong sense of place and great experiences for our community.

4.2 Diverse Community

We recognise, embrace and celebrate social and cultural diversity in our vibrant community. Aged and Access and Inclusion Strategy & Policy Development • Implementation of the Access and Inclusion Plan. • Development and Implementation of Policy and Plans and processes to implement the Action Plan for Age-Friendly Environments and

Communities. • Participation in other activities that promote and support the wellbeing of disadvantaged residents such as the annual Every Generation

Festival.

Domestic Assistance Assist Commonwealth Home Support Program and SA Home and Community Care eligible residents with their safety, independence and wellbeing at home through subsidised short term, fixed term and spring cleaning. Home Maintenance and Modification Assist Commonwealth Home Support Program and SA Home and Community Care eligible residents with their safety, independence and wellbeing at home through subsidised home maintenance, gardening assistance and minor home modifications. Implementation of Commonwealth Home Support Program Ensure contracts and transition plans to the Commonwealth Home Support Program are implemented in a manner that sustains existing service provision and programs continue to be accessible to meet community need.



4.3 Creative City

We are a creative city. Collection Management The libraries provide collections which meet the needs of the community. Library Customer Services • The libraries deliver a high standard of customer service to satisfy patrons’ information needs. • Toy Library Services are provided at Blackwood and Lower Mitcham. • A Home Library Service is provided to customers who are unable to visit the libraries.

Library Information and Technology The libraries develop and deliver services to improve patrons’ digital literacy skills and access to digital services in step with community need. Library Networks and Programs The libraries provide a variety of library events and programmes to meet community need.

4.4 Liveable Neighbourhoods

We have neighbourhoods that are well designed, sustainable, liveable and complement their local character. Compliance and By-laws Meet responsibilities for public safety in regards to community education and enforcement, including abandoned vehicles, parking, illegal dumping, and By-law offences (eg Section 254 Local Government Act nuisance animal complaints)

Development Engineering Assess development applications in accordance with accepted Engineering Standards/Practices



Dog and Cat Management Meet the legislative obligations of the Dog and Cat Management Act and encourage responsible dog and cat ownership, and effective animal management, including: • register over 9,000 dogs annually • respond to around 260 reports of dogs wandering at large annually • investigate dog attack reports • respond to dog noise and nuisance complaints

Graffiti Removal Undertake graffiti removal from: • Council owned buildings and infrastructure • frontages of residential, commercial properties adjacent Council property

Precinct Maintenance Undertake a programmed proactive approach to risk management that moves through precincts on an agreed cycle.

Street Lighting Provide and audit lighting in public areas, including approximately 8,500 streets lights, within the City in partnership with State Government and utilities

4.5 City Character The strong characteristics of the City, including the natural and rural landscape character of the Mitcham Hills, the leafy streetscapes of the plains, and the heritage values of the City, are protected and enhanced.

Footpath Sweeping Provide a street sweeping service to achieve a clean and tidy streetscape

Garden Beds Maintenance Maintain over 150 garden beds in accord with defined schedules to enhance the landscape by providing colour and softening the urban streetscape



Horticulture Planning Provide high quality horticultural advice on tree management, streetscapes, development applications , landscapes, water sensitive urban design and water reuse across the City of Mitcham, including: • provide timely advice on tree management in including street tree management and auditing, tree pruning, tree removal and tree

replacement • continue to extend Council’s tree audit to capture a greater proportion of all Council owned trees and trees on community land

Street Cleaning Remove debris from streets to clean streetscape, prevent storm water systems from blocking and reduce pollutants entering waterways

Street Furniture and Bus Shelter Maintenance Maintain existing bus shelters and street furniture in good condition including repainting/ graffiti removal, vandalism repairs as required

Street Tree Maintenance and Planting Manages trees and streetscapes to ensure a sustainable, attractive and diverse landscape and at an acceptable level of risk and cost, including: • maintain street trees for clearance over the footpath and road where necessary • remove dead, dying or dangerous street trees and replace with the appropriate species where necessary • provide a street tree planting service to plant around 1,000 new and/or replacement street trees annually using a combination of in-

house and contract resources

Street Tree Planning Manage the ongoing sustainable replacement and replanting of street trees across the City. Ensure that street trees are in a good healthy condition and provide the appropriate street scape amenity.

Verge Maintenance – Weed Control Maintain roadside verges and footpath areas to an acceptable standard through a planned program of maintenance


Measuring our Success In order to report our performance in delivering the Annual Business Plan during the year the following measures, as aligned with our Strategic Management Plan Goals, will be reported to Council on a quarterly basis.

Accessible & Connected Community • Kerb and Watertable Renewal Capital Program completion status -

percentage project progress completion • Bridge Replacements Capital Program completion status -

percentage project progress completion • Number of outstanding traffic and transport issue requests as per

Traffic Priorities Report yet to be processed • Number of outstanding parking requests as per Traffic Priorities

Report yet to be processed. • 90% of footpath maintenance customer requests actioned within

schedule timeframe. • Footpath Construction - Renewal Capital Program completion status

- percentage project progress completion • Footpath Construction - New Capital Program completion status -

percentage project progress completion • Capital Program completion status - percentage project progress

completion • Retaining Wall Replacements Capital Program completion status -

percentage project progress completion • Road Seal - Preservation Program Capital Program completion

status - percentage project progress completion • Reduce percentage of parking complaints received around schools,

hospitals and shopping precincts.

• Percentage of road faults (potholes) repaired in accord with maintenance program and risk factors

• 90% of road maintenance customer requests actioned within scheduled timeframes

• Number of Mitcham Cemetery plot enquiries each quarter • New Playground Works Capital Program completion status –

percentage project progress completion • Maintain current membership numbers for the Mitcham Library

Service • Number of library personal computer sessions. • Number of library items borrowed. Includes number of items

checked out at the Mitcham library service and incoming transits checked out at the Mitcham Library Service but not outgoing transits to other libraries.

• Number of online library resources and catalogues access. Data includes access of Online Catalogue and Who Writes Like, What Next, Ancestry, Lynda Library and Overdrive. Zinio statistics not accessible.

• Maintain number of people passing through library doors (including toy libraries) at current levels

• Publish 6 bi monthly editions of the Mitcham Community News annually

• Sporting Clubs having a voice on issues impacting on sport and recreation in the City by Council engaging with at least half of the 49 sporting lease and license holders through meetings, workshops or training during the year.

• Community Buildings Replacement/Renewal Projects Capital Program completion status – percentage project progress completion

Measuring our Success


• Sports Facilities & Infrastructure - Tennis Court Renewals Capital Program completion status – percentage project progress completion

• Sports Facilities & Infrastructure - Sports Ovals Replacement/renewals Capital Program completion status – percentage project progress completion

• Complete 45 sporting and recreational building replacement/renewal projects during the year

• Completed 20 Civic building replacement/renewal projects during the year

• Percentage of council buildings with conditions rating data for all four major elements

• Percentage of scheduled property maintenance program completed each quarter

• Number of property maintenance help desk requests • Percentage of customers satisfied with Property help desk service • Percentage of property maintenance requests completed by first

contact • 100% of food businesses identified to have critical or major issues

followed-up through legislative means, including food complaints inspections.

• Number of vaccines administered each quarter • Schools having a voice on issues affecting our youth in the City

through Council approaching key staff and student representatives from each of the nine secondary schools located within the Mitcham area to engage them on youth discussions

• 70% of people responding to an events or public programme survey either “agree” or “strongly agree” when asked the question “The event or programme helped me feel connected within my community”

• Number of unique residents provided with Community Wellbeing support during the financial year.

• Percentage of Community Wellbeing service targets achieve in accord with Commonwealth and State funding agreements

• Total number of Council volunteers

Sustainable City • Tonnes of greenhouse gas emissions • Capital Program completion status – percentage project progress

completion • Percentage of putrescible domestic waste (blue) bins collected each

week. • Percentage of waste diverted from landfill • Percentage of Customer Requests regarding illegally dumped

rubbish responded to within 2 weeks. • 100% of Fire Breaks on Council reserves are brush cut or slashed

before the fire danger season. • Percentage compliance with bushfire prevention legislation annually

from the 1,200 targeted high risk bushfire properties audited. • Number of development related complaints received in relation to

potentially illegal developments • Total number of applications lodged with Council for assessment • Number of development applications submitted each quarter to the

Development Assessment Panel for decision

Measuring our Success


Dynamic and Prosperous Economy

• Community Centres contribute to vibrant and connected places through supporting community visitation as measured by the total number of visitors to both Blackwood and Cumberland Park Community Centres

• All graffiti removed with 48 hours of it being reported • Maintain number of people attending library programs and events at

current levels. • City of Mitcham events facilitate local economic development

through 70% of all event contributors to be either City of Mitcham residents or providers to the City's community.

Vibrant & Rich Culture

• Playground Replacement Projects Capital Program completion status – percentage project progress completion

• Parks Gardens & Opens Space Assets - New Capital Program completion status – percentage project progress completion

• Parks Gardens & Open Space Asset Replacement Capital Program completion status – percentage project progress completion

• Assess and prioritise 100% of community requests for parks and gardens maintenance within 10 business days.

• 100% of Environmental Health premises identified to have critical or major issues to be followed-up through legislative means, including environmental health complaint inspections. Premises include swimming pools, spas, cooling towers, tattoo parlours, etc.

• 90%+ of environmental health premises inspected as per required frequency based on risk. Premises include swimming pools, spas, cooling towers, tattoo parlours, etc. Numbers include complaints inspections.

• 70% of wandering dogs returned to owners • Undertake 15 precinct visits per annum • Number of dog control prosecutions • Percentage compliance with dog and cat registration requirements

from the 20% of dog and cat owners audited annually • Number of outstanding requests yet to be processed • Percentage of food businesses inspected as per required frequency

based on risk • Develop Heritage Plans for 3 heritage listed Council buildings • Percentage of Tree planting program completed by October • Percentage of all tree related customer requests for action assessed

and prioritised ni accord with risk standards • Percentage of tree maintenance customer requests completed

within the scheduled time frames • Percentage loss of new trees to be less than 5% of total planted • Number of heritage monuments cleaned and maintained


Appendices APPENDIX 1 - REPORTING FRAMEWORK A range of informative reports are prepared to track our progress in bringing our community Vision closer.

Measuring Performance Monitoring performance is critical in ensuring that Council is contributing to the achievement of Mitcham’s Strategic Community Plan. Council’s Strategic Planning Framework supports Council in measuring the achievements of Council’s Vision as well as monitoring the delivery of services and projects. Council measures in performance in a number of ways.

Progress Report Progress Report against Councils Strategic Plan will be presented to Council. This report will give a ‘snapshot’ of Mitcham. Included in this snapshot is information collected from both internal and external sources.

Annual Report The Annual Report is the main document that outlines Council activities and achievements for the year. The Annual Report contains information required by the Local Government Act and other legislation, full financial statements and a comprehensive look at Council’s operations.

Quarterly Performance Report The Quarterly Performance Report to Council documents the organisations progress in delivering the activities, projects, capital works and services in Council’s Business Plan.

STRATEGIC PLAN Community Aspirations

ANNUAL REPORT Financial year July-June

Including performance against annual measures and actions

QUARTERLY PERFORMANCE REPORTS TO COUNCIL

Performance reports against activities, capital works and key

performance indicators

BUSINESS PLAN & BUDGET Council’s Response

PROGRESS REPORT 4 year review from out-going Council

including performance against strategic indicators, measures and

actions


APPENDIX 2 - KEY FINANCIAL INDICATORS The following is a summary of the forecast financial indicators. For further detail and projections for the next 10 years, please refer to the Long Term Financial Plan document. The following financial indicators are based on a 10 year average in line with the Financial Indicators and Measures Policy. • Green indicates a healthy / sustainable result / position • Yellow indicates a less healthy result / position that will require attention in the near future and is

not sustainable for the long term • Red indicates an unsustainable result / position that requires immediate attention

Debt Repayment Term

Calculated as: Amount of time (in years) over which the repayment of existing debt and debt taken out across the 10 years of the Plan is funded based on forecast surplus cash from operations. Surplus cash is calculated as cash from operations excluding non-cash items, one off items and the average asset renewal expenditure requirements over the 10 years. Purpose This ratio measures how much cash is available from operations and therefore the timeframe over which the debt principal will be repaid. As new debt is taken out, additional cash from operations is needed to ensure that the new debt is paid off over a defined timeframe. Target Range In considering the right balance between minimising interest costs and applying the intergenerational principal from a direct service benefit point of view it is considered that a timeframe of between 10-30 years is better applied to the repayment of debt. This is conservative from the perspective that the weighted average of assets is about 66 years, however, strikes a balance between intergenerational equity and interest costs and allows Council to ensure financial sustainability Long Term Financial Plan Commentary Council is generating sufficient cash from operations to fund Asset Renewal over the life of the 10 year plan and repay debt in approximately a 26 year period, a period well below the average useful life of Council’s depreciable assets (around 66 years) and one that is considered to strike an appropriate balance between financial cost and intergenerational equity. This does not mean that Council will have $Nil debt in approximately 26 years’ time as Council will continue to take out and repay debt in the future as assets are renewed, wear out and replaced in perpetuity. What it means is that the debt taken out over the ten year Long Term Plan (including the debt as at today) will be repaid in approximately 26 years, a period less than the common house mortgage.

Appendix 2 – Key Financial Indicators


Asset Renewal Funding Ratio

Calculated as: Cash flow from operations expressed as a percentage of the average asset replacement requirement from the Asset Management Plans and Schedules. Purpose This indicator measures whether Council is generating enough cash from its operations to cover the replacement of assets over time. This ensures that Council is delivering intergenerational equity across the lifecycle of asset replacement. Target Range In general Council should be targeting an average of at least 100% and in line with the Debt Repayment Term. It is considered appropriate to use the 20 year asset renewal information. However, at this stage, and until all the Asset Management Plans are finalised, Council will be basing it on the 10 years asset renewal information included within Council’s Long Term Financial Plan. Long Term Financial Plan Commentary Council is generating sufficient cash from operations to fund Asset Renewal over the life of the 10 year plan to fund the average asset replacement requirement from the Asset Management Plans and Schedules. Operating Result Ratio

Calculated as: Operating result (excluding non-cash gains / losses from equity accounted subsidiaries) expressed as a percentage of Council rates income, less NRM levy. Purpose This ratio is designed to identify the portion of Council’s rates (the main source of Council controlled income) that is contributing to a surplus result, or alternatively the additional portion of Council’s



rates needed to address a deficit result. The ratio expresses the amount as a percentage of Council’s. A positive result on this ratio indicates the percentage of Council’s rates that are available to fund new initiatives or to repay debt. A negative result indicates the percentage increase in Council’s rates on top of that already proposed for that year required to achieve a break even position. Target Range In general, Council should not be targeting operating deficits nor should it be targeting large operating surpluses. Both of these results negatively affect intergenerational equity. The adopted Council target for this ratio is between 1% and 4% across the 10 year Long Term Financial Plan Term. Long Term Financial Plan Commentary Council is generating a moderate level of operating result as a percentage of Council rates over the life of the 10 year plan to alleviate the risk of a negative impact on intergenerational equity. Asset Sustainability Ratio

Calculated as: Amount spent on replacement of existing assets expressed as a percentage of the amount planned to be spent according to the endorsed Asset Management Plans and Schedules. Purpose This indicator measures the extent to which Council is replacing assets compared to the rate at which it needs to be replacing assets to ensure consistent service delivery. In effect it measures whether Council is spending the amount required annually to deliver the Asset Management Plans and Schedules. It is important to note that this indicator does not measure if Council is funding the asset replacement requirements from sustainable sources (refer above Asset Renewal Funding Ratio) but is simply measuring if Council is performing the required work to replace assets and maintain the level of service and asset conditions. Target Range In general Council should be targeting on average to spend at least 100% of the gross replacement requirements over time in relation to Council’s existing assets. It is considered appropriate to use the 20 year asset information contained in the Asset Management Plans. However, at this stage, and until all the Asset Management Plans are finalised, Council will be basing it on the 10 years asset information included within Council’s Long Term Financial Plan. Long Term Financial Plan Commentary



Over the life of the 10 year plan, Council sits comfortably within the range of 90%-110% and based on the fact that the Asset Management Plans include both the planned renewal over the next 10 years as well as addressing the backlog over the next coming years, this ratio indicates that Council is replacing its assets at the rate at which they are planned to be replaced as well as addressing the backlog Net Financial Liabilities Ratio

Calculated as: Net financial liabilities and reserves as a percentage of total operating revenue (less NRM levy). Net financial liabilities being total liabilities less cash and other financial assets readily convertible to cash. Purpose This ratio measures Council’s net financial liabilities as a percentage of its rates income. It measures the absolute level of Council debt (including potential debt in the form of undrawn reserves) and articulates how much of Council’s annual rates income would be required to repay that debt if Council were to wind up. Any organisation involved in long term projects, perpetual service delivery and asset creation requires access to debt. Debt is a healthy source of finance if used appropriately and for the right purpose and if associated with an income source to facilitate its repayment over time. Total debt should not be too low or too high so as to create a negative impact on intergenerational equity. If total debt is too high it is arguable that current ratepayers are not paying their way, leaving too much of the burden to future generations. Equally, if total debt is too low it is arguable that current ratepayers are being asked to pay too much of the burden at the benefit of future ratepayers, or alternatively that infrastructure renewal is being deferred and assets run down for future generations to deal with. It is also important to note that when considering the net financial liabilities as a percentage of rates income, Council is a perpetual organisation that exists forever with a secure and perpetual income source. This is different to considering an individual’s level of debt as a portion of their discretionary income as the individual has a finite working life and, therefore, a finite source of income. Upper Limit In general, Council should be managing a level of debt to ensure the best balance between current and future ratepayers for long-lived infrastructure costs, thus delivering intergenerational equity. The adopted Council target for the ratio is to be within 60% on average over the 10 year Long Term Financial Plan term with ability to increase to 80% in relation to projects / investments that Council considers being of strategic significance.



This plan includes significant strategic investments in:

• Stormwater Upgrades and New Stormwater Infrastructure (including Brown Hill Creek Stormwater Management Plan and the Upper Sturt Stormwater Management Plan),

• Improvements to existing community facilities including: o Mitcham Memorial Library & Surrounds redevelopment, and o St Marys Sports Association Facility upgrade.

Long Term Financial Plan Commentary Council’s net financial liabilities increase as a percentage of income and as a result of redressing the asset renewal backlog that has accumulated over prior years and investing in new capital assets of around $36.2 million over the next 10 years. The ratio reaches the upper limit of 60% reflecting the affordability of and sustainability of Council’s current and future level of debt during a period of significant strategic investment. Interest Coverage Ratio

Calculated as: Net interest expense expressed as a percentage of rates income. Purpose This indicator measures the affordability of Council’s debt and articulates the portion of Council’s rates income that is being used to pay interest. When considered in conjunction with Net Financial Liabilities Ratio (above) and Debt Repayment Term (above), this ratio forms part of a picture in terms of the level and affordability of Council’s debt and the timeframe over which it is repaid. Upper Limit Council considers that interest expense of greater than 6% of its rates income (6 cents in every $1 of rates income) indicates a servicing cost of debt that is too high and working against the principle of intergenerational equity. Long Term Financial Plan Commentary Over the period of the Long Term Financial Plan Council’s projected cost of borrowings remains well within the maximum target of 6% adopted by Council under the assumption that interest rates remain at or around 4.5% over the life of the Long Term Financial Plan. Council’s interest costs increase as a portion of total operating income over Years 2 - 10 of the Long Term Financial Plan as a result of investing in the reduction of Council’s infrastructure backlog. However the ratio on average is 2.2% over the 10 year plan reflecting the affordability of the additional investment into new and enhanced services over the forward estimates with only 2.2 cents in the dollar being used to service debt.

For further information on our Long Term Financial Plan we refer you to Council’s website www.mitchamcouncil.sa.gov.au.

http://www.mitchamcouncil.sa.gov.au/

Appendix 3 – Budgeted Financial Statements


APPENDIX 3 - BUDGETED FINANCIAL STATEMENTS 2017/18

Budgeted Statement of Comprehensive Income The statement of comprehensive income presents the operating income, expenses and result. It also presents those amounts classified as capital income and other comprehensive income. It is based on the Model Financial Statements as required under the Local Government Act 1999. Amounts included in this statement are used to calculate a number of the financial indicators that assist in assessing our long term financial performance and viability.

Year Ended 30 June: 2015/16

ACTUALS

$’000

2016/17 ESTIMATE

Current Year $’000

2017/18 PLAN

$’000

INCOME Rates (including NRM Levy) 49,365 50,803 52,439 Statutory Charges 1,830 1,864 1,755 User Charges 600 518 504 Grants, subsidies, contributions 4,396 6,302 3,872 Investment Income 297 238 76 Reimbursements 195 189 172 Other Income 661 692 568 Gain - Joint ventures & associates 39 - - Total Revenues 57,383 60,606 59,386

EXPENSES Employee costs (21,907) (22,620) (24,504) Materials, contracts & other expenses (19,763) (21,389) (20,748) Finance costs (450) (420) (536) Depreciation and Amortisation (13,091) (13,126) (13,532) Loss - Joint ventures & associates - (246) (90) Total Expenses (55,211) (57,801) (59,410)

OPERATING SURPLUS (including subsidiaries) 2,172 2,805 (24) Asset disposal and fair value adjustments (1,819) (453) - Amounts received specifically for new or upgraded assets 861 545 3,587

Physical resources free of charge 779 - -

NET SURPLUS 1,993 2,897 3,563 Other Comprehensive Income

Changes in revaluation surplus - infrastructure, property, plant and equipment 21,561 3,266 4,485

Share of other comprehensive income - equity accounted Council businesses - - -

Total Other Comprehensive Income 21,561 3,266 4,485 TOTAL COMPREHENSIVE INCOME 23,554 6,163 8,048



Budgeted Balance Sheet The balance sheet provides a projection of total ‘community wealth’ (total equity). It summarises our financial worth at a specific point in time, including assets, liabilities and net equity. Amounts included within the balance sheet are used to calculate a number of financial indicators that assist in assessing our long term financial position and viability.


ACTUALS

$’000

2016/17 ESTIMATE


2017/18 PLAN

$’000

ASSETS Current Assets

Cash and cash equivalents 7,786 4,345 4,504 Trade and other receivables 4,029 4,141 4,221 Inventories 54 54 55 Total Current Assets 11,869 8,540 8,780

Non-Current Assets Equity accounted investments in council businesses 11,062 10,816 10,726

Infrastructure, property, plant and equipment 549,010 560,596 587,539

Other non-current assets 2,928 2,928 2,928 Total Non-Current Assets 563,000 574,340 601,193

Total Assets 574,869 582,880 609,973 LIABILITIES

Current Liabilities Trade and other payables (5,585) (5,531) (5,656) Short term borrowings (983) (1,111) (1,131) Short term provisions (3,693) (3,720) (3,794) Total Current Liabilities (10,261) (10,362) (10,581)

Non-Current Liabilities Long term borrowings (5,131) (6,869) (25,667) Long term provisions (1,386) (1,396) (1,424) Total Non-Current Liabilities (6,517) (8,265) (27,091)

Total Liabilities (16,778) (18,627) (37,672) NET ASSETS 558,091 564,253 572,301

EQUITY

Accumulated surplus 330,035 332,931 336,494 Asset revaluation reserve 228,056 231,322 235,807

TOTAL EQUITY 558,091 564,253 572,301



Budgeted Cash Flow Statement The statement of cash flows forecasts incoming and outgoing cash for the financial year. It also explains changes in the balance sheet and statement of comprehensive income affected by cash and cash equivalents. The statement is useful in determining the short-term viability of our organisation, particularly our ability to meet cash commitments.


ACTUALS

$’000

2016/17 ESTIMATE


2017/18 PLAN

$’000

CASH FLOWS FROM OPERATING ACTIVITIES Receipts Operating receipts 57,418 60,346 59,227 Investment receipts 504 238 76 Payments Finance payments (450) (420) (536) Operating payments to suppliers and employees (42,460) (43,936) (45,029)

Net Cash provided by (or used in) Operating Activities 15,012 16,228 13,738

CASH FLOWS FROM INVESTING ACTIVITIES Receipts Amounts received specifically for new or upgraded assets 861 495 3,587

Sale of replaced assets 685 717 925 Sale of surplus assets 61 125 - Payments Investment in Joint Venture Activities - - - Expenditure on Renewal/Replacement of Assets (14,904) (18,461) (21,554)

Expenditure on New/Upgraded Assets (3,412) (4,231) (15,360) Net Cash Provided by (or used in) Investing Activities (16,709) (21,355) (32,402)

CASH FLOWS FROM FINANCING ACTIVITIES Receipts Proceeds from Borrowings - 2,843 19,954 Payments Repayments of Borrowings (908) (1,157) (1,131)

Net Cash provided by (or used in) Financing Activities (908) 1,686 18,823

Net Increase/(Decrease) in cash held (2,605) (3,441) 159 Opening cash, cash equivalents or (bank overdraft) 10,391 7,786 4,345

Closing cash, cash equivalents or (bank overdraft) 7,786 4,345 4,504

Budgeted Statement of Changes in Equity



The statement of changes in equity is used to compare equity between the beginning and end of an accounting period. It also provides details of reserves currently held including forecast movements.


ACTUALS

$’000

2016/17 ESTIMATE


2017/18 PLAN

$’000

ACCUMULATED SURPLUS

Balance at beginning of period 328,042 330,035 332,931

Net surplus / (deficit) for year 1,993 2,896 3,563

Transfers to Other Reserves - - -

Transfers from Other Reserves - - -

Balance at end of period 330,035 332,931 336,494

ASSET REVALUATION RESERVE

Balance at beginning of period 206,495 228,056 231,322

Changes in revaluation surplus - infrastructure, property, plant and equipment

21,561 3,266 4,485

Share of other comprehensive income - equity accounted Council businesses - - -

Balance at end of period 228,056 231,322 235,807

TOTAL EQUITY AT END OF REPORTING PERIOD 558,091 564,253 572,301



Budgeted Uniform Presentation of Finances The uniform presentation of finances statement provides a high level summary of both operating and capital investment activities enabling comparisons between councils.


ACTUALS

$’000

2016/17 ESTIMATE


2017/18 PLAN

$’000

Operating Surplus/(Deficit)

Operating Revenues 57,383 60,606 59,386 less Operating Expenses (55,211) (57,801) (59,410)

2,172 2,805 (24) Less: Net Outlays on Existing Assets

Capital Expenditure on Renewal/Replacement of Existing Assets (15,111) (18,461) (21,554)

less Depreciation, Amortisation & Impairment 13,091 13,126 13,532

less Proceeds from Sale of Replaced Assets 685 717 925 (1,335) (4,618) (7,097) Less: Net Outlays on New and Upgraded Assets

Capital Expenditure on New/Upgraded Assets (2,680) (4,231) (15,360) less Amounts Specifically for New/Upgraded Assets 861 495 3,587

less Proceeds from Sale of Surplus Assets - 125 - (1,819) (3,611) (11,773) Net Lending / (Borrowing) for Financial Year (982) (5,424) (18,894)

In any one year, the above financing transactions are associated with either surplus funds stemming from a net lending result or accommodating the funding requirements stemming from a net borrowing.


ACTUALS

$’000

2016/17 ESTIMATE


2017/18 PLAN

$’000

New Borrowing - 2,843 19,954 Repayment of Principal on Borrowings (908) (1,157) (1,131) (Increase)/Decrease in Cash and Cash Equivalents 2,605 3,441 (159)

(Increase)/Decrease in Receivables (1,321) (112) (79) Increase/(Decrease) in Payables & Provisions 807 (17) 228 Other (including the movement in Inventories) (201) 426 81 Financing Transactions 982 5,424 18,894

Appendix 4 – Capital Works Program - New


APPENDIX 4 - CAPITAL WORKS PROGRAM A summary of the capital works program is available on page 13. The detailed program will be finalised and published in the final document.

NEW CAPITAL WORKS PROGRAM 2017/18 $15,360,631

(Capital income of $3,586,800) (Including rescheduled projects from 2016/17 of $2,037,014)

FOOTPATHS $555,098 Includes: • Project Management (Salaries) • Project Manager (Additional Salary) • Future Design work 2018/19

Suburb Road From To Side Panorama Alma St Stella St Hillview Ave North Blackwood Murray St Coromandel Pde Main Rd North Blackwood Hannaford RD Gulfview Rd (East) Glengyle Ave East Coromandel Valley Ewers AVE Coromandel Pde Winns Rd North Hawthorndene Hawthorndene Dr Cypress Av Sherwood Dr South Hawthorndene Cypress Av Acorn Av Huntingdon Dr (Rail Ped.

Crossing) 0

Blackwood Stirling Rd Main Rd End (Rail Ped. Crossing) West Blackwood Woodleigh Rd No.3 Woodleigh Rd Cul-de-sac East

Footpaths scheduled for 2018/19 which may be brought forward depending on time and budget.

Suburb Road From To Coromandel Valley Coromandel Pde (Stage 2) No.228 Coromandel Pde Horners Bridge

RETAINING WALLS $155,000

Suburb Location Project details Various Minno Creek Creek stabilisation and retaining walls following storm

damage BRIDGES $73,972 (Rescheduled from 2016/17of $73,972)

Suburb Location Project details Coromandel Valley Sturt River Linear Park New bridge associated with Sturt River Linear Park Coromandel Valley Sturt River Linear Park New bridge associated with Sturt River Linear Park



TRAFFIC CONTROL $871,650 (Capital income of $345,800) (Including rescheduled projects from 2016/17 of $38,650) Projects with grant funding are approved subject to approval of grant funding

Suburb Road Project details Various Various Way2Go Program 2017/18 Hawthorndene Watahuna Ave Pedestrian crossing improvements

Kingswood City-Belair Bike Route Extension of on & off road bicycle routes - Cross Rd to Belair Rd via Rugby St & Eynesbury Ave

Lower Mitcham City-Belair Bike Route Extension of on & off road bicycle routes - Mitcham Library to Price Ave

Various Various ITP – implementation of recommendations Belair Serpentine Rd Traffic Improvements

Urrbrae Waite Rd Pedestrian Crossing and associated pedestrian improvements

Daw Park Winston Avenue Intersection Upgrade (3) - Black Spot Funding Hawthorndene Pole Road Guard Rail Installation - Black Spot Funding Rescheduled project Various Various Way2Go Program 2016/17

TRAILS NETWORK $509,045 (Rescheduled from 2016/17 of $509,045)

Suburb Location Project details Belair Randell Park Trails construction; closures and

upgrades Belair & Blackwood Lynton, Blackwood Hill and Pony

Ridge Reserve Trails Network Strategy priorities; upgrades and drainage works

LAND $126,000

Suburb Location Project details Various Confidential Confidential

PARKS GARDENS & OPEN SPACE $234,373 (Rescheduled project from 2016/17 of $234,373)

Suburb Location Project details Coromandel Valley Coromandel Pde / Sturt River Sturt River Linear Park Project

PLAYGROUNDS $36,000 (Rescheduled project from 2016/17 of $36,000)

Suburb Location Project details Kingswood Balham Reserve Shade structure for Minolta

playground



STORMWATER DRAINAGE $1,717,519 Includes: • Future Design work 2018/19 • Project Management (Salaries)

Suburb Location Project details Eden Hills Arunta Ave Replacement of collapsed drainage system and new kerbing Blackwood Garnet Ave Reconstruct failed easement pipe and new junction boxes Daw Park Rockville Ave Upgrade drainage system associated with road

reconstruction Hawthorn Kent St Upgrade drainage system incorporating WSUD associated

with road reconstruction Belair Sheoak Rd Upgrade drainage and install subsurface drains associated

with road reseal Lower Mitcham View / Murray St Reconstruct intersection and upgrade associated drainage

system Kingswood Hillview Ave Construct new easement drain and upgrade drainage system Torrens Park John Fisher Dr Drainage system upgrades in roadway to improve

stormwater capture Colonel Light Gardens

East Parkway Upgrade street drainage opposite The Grove incorporating SWUD measures

Kingswood Tutt Ave (inc Seafield / Kyre) Upgrade drainage system at roundabout and laneway drainage to Cross Rd

Torrens Park Pages Rd Improve pits and replace rear of allotment drainage Mitcham Taylors Road Upgrade stormwater pits and verge drainage between

Maitland St and Albert St Blackwood Bailey Reserve Improve drainage outlets incorporating SWUD measures St Marys Stanlake Ave Upgrade drainage system associated with road

reconstruction Melrose Park Winston Ave Incorporate WSUD measures associated with traffic sight

line improvements Urrbrae Waite Rd Upgrade drainage system associated with road

reconstruction Torrens Park Brook St Upgrade drainage system associated with road

reconstruction Various Various WSUD projects

BROWNHILL & KESWICK CREEKS $540,000

Suburb Location Project details Hawthorn to Crafers West Brown Hill Creek Creek Works

CIVIC BUILDINGS $28,000 (Rescheduled project from 2016/17 of $28,000)

Suburb Location Project details Hawthorn Mitcham Library Signage – awaiting outcomes of

Mitcham Redevelopment



SPORTING & RECREATION BUILIDINGS $2,515,974 (Capital income of $971,000) (Including rescheduled project from 2016/17 of $1,082,974) Projects with grant funding are approved subject to approval of grant funding

Suburb Location Project details Hawthorn Price Memorial Oval Hawthorn Lawn Tennis Club – install single all access

toilet St Marys St Marys Park New government funded clubroom extension (Part of

St Marys Clubroom Upgrade project . See Carparks – Renewal for remainder of project budget)

Rescheduled Project Blackwood Hewett Reserve Club facility upgrade

COMMUNITY BUILDINGS $167,000 Projects with grant funding are approved subject to approval of grant funding

Suburb Location Project details Cumberland Park Cumberland Park Community

Centre New aluminium door & relocation timber door

Cumberland Park Westbourne Park Memorial Hall

Air conditioner to kitchen

TBD TBD Public Toilet upgrade x 2 (Windy Point & Mortlock Park) (funding to be sought)

MITCHAM MEMORIAL LIBRARY & SURROUNDS REDEVELOPMENT $7,797,000 (Capital income of $2,270,000) Projects with grant funding are approved subject to approval of grant funding

Suburb Location Project details Hawthorn Mitcham Library Mitcham Memorial Redevelopment – Building

(building) Hawthorn Mitcham Library Mitcham Memorial Redevelopment – External works

(building) Hawthorn Mitcham Library Mitcham Memorial Redevelopment – Contingency

(building) Hawthorn Mitcham Library Mitcham Memorial Redevelopment – F&F (Furniture) Hawthorn Mitcham Library Mitcham Memorial Redevelopment – F&F (Fittings) Hawthorn Mitcham Library Mitcham Memorial Redevelopment – F&F (IT) Hawthorn Mitcham Library Mitcham Memorial Redevelopment – F&F (SAPN –

building) Hawthorn Brown Hill Creek Brown Hill Creek – Stage 1 Hawthorn Brown Hill Creek Brown Hill Creek – Stage 2 Hawthorn Brown Hill Creek Brown Hill Creek – Stage 5

IT EQUIPMENT $34,000 (Including rescheduled project from 2016/17 of $34,000)

Suburb Location Project details Rescheduled Project Torrens Park Civic Centre Website Upgrade

Appendix 4 – Capital Works Program - Replacement


REPLACEMENT CAPITAL WORKS PROGRAM 2017/18 $21,553,913

(Operating Income Funding of $1,250,185) (Including rescheduled projects from 2016/17 of $3,660,725)

ROADS $8,109,872 (Operating Income Funding of $275,000) (Including rescheduled projects from 2016/17 of $475,758) Includes: 2018/19 Project Survey & Design 2017/18 Project Management (Includes Salary) Pavement Investigation & Design SEAL; PAVEMENT AND KERB AND WATERTABLE REPLACEMENT

Suburb Road From To Melrose Park Bennet Ave South Rd Winston Ave Torrens Park Brook St Belair Rd Kays St Marys Stanlake Ave Quinlan Ave Ayliffes Rd Hawthorn Kent St Cross Rd George St Bellevue Heights Gothic Rd Ashmore Rd Ashmore Rd / Bushland Dr Blackwood Coromandel Pde Brigalow Ave Roundabout Bringalow Ave Roundabout Colonel Light Gardens

Suffolk Pl Goodwood Rd West Park Way

Netherby Pulleine Ave Rentoul Ave Waite Rd Netherby Waite Rd Hartley Gr Roundabout Hartley Gr Roundabout Netherby Waite Rd Hartley Gr Claremont Ave Netherby Waite Rd Claremont Ave

Roundabout Claremont Ave Roundabout

Rescheduled Projects from 2016/17 Lynton Seaview Rd Barretts Rd End St Marys Auricchio Ave The Crescent Cashel St

SEAL AND PAVEMENT

Suburb Road From To Clarence Gardens Avenue Road South Rd Winston Ave Belair Sheoak Rd Base of Hill Dwy Link 2 Melrose Park Jose St Bennet Ave Daws Rd Melrose Park Allan St Bennet Ave Daws Rd Melrose Park Cudmore Ct Winston Ave End Melrose Park Margaret Ct Winston Ave End Blackwood Coromandel Pde Main Rd Brigalow Blackwood Cassia St Trevor Tce Cul-de-sac Bellevue Heights Ashmore Rd Shepherds Hill Rd Gothic Rd (North) Pasadena Dobson Ave 10 – Fitzgerald Rd Day Dr Torrens Park Ayr Ave Belair Rd Newark Rd

Rescheduled projects Blackwood Keith Road Dorham Rd Road Closure (Main Rd) Torrens Park Belair Rd (Service Rd) No. 2 Barretts Rd No. 294 Belair Rd



Roads scheduled for 2018/19 which may be brought forward depending on time and budget.

Suburb Road From To Netherby Waite Rd Claremont Ave Heather Ave Netherby Netherby Ave Fullarton Rd Rentoul Ave Belair Caroline Ave High St Gloucester Ave Belair Christine Ave Caroline St Gloucester Ave Colonel Light Gardens Salisbury Cr Ludgate Crc East Parkway Colonel Light Gardens West Parkway Salisbury Cr Lancaster Ave Netherby Rentoul Ave Claremont Ave Delamere Ave Westbourne Park Constance St Goodwood Rd Sussex Tce Westbourne Park Robey St Leslie Ave Constance St Panorama Boothby St Eliza Place Strathcona Ave Panorama Eliza Place Boothby St Roundabout Torrens Park George St Blythewood Rd Kays Rd Blackwood Coromandel Pde Simla Pde Roundabout Blackwood Coromandel Pde Cumming St Roundabout Pasadena Cashel St Day Dr Quinlan Ave Pasadena Cashel St Quinlan Ave Roundabout

ROAD TO RECOVERY PROGRAM – YEAR 4 OF 5 (INCLUDES SUPPLEMENTARY ROADS TO RECOVERY FUNDING)

Suburb Road From To Lower Mitcham Price Ave Kinross Ave Anson Ave Springfield Rectory Wk Carrick Hill Dr Woodland Rd Driveway Link Daw Park Rockville Ave Morgan Ave Goodwood Rd

Additional Road to Recovery Projects which may be undertaken depending on time and budget.

Suburb Road From To Lower Mitcham Price Ave Anson Ave Springbank Rd

ROAD GRANT FUNDING APPLICATION – SPECIAL LOCAL ROADS PROGRAM Projects with grant funding are approved subject to approval of grant funding

Suburb Road From To Melrose Park Winston Ave Morgan Ave Daws Rd



SEAL PRESERVATION

Suburb Road From To Daw Park Day Ave Winston Ave Morgan Ave Daw Park Grantley Ave Winston Ave Day Ave Daw Park Perry Ave Day Ave Daws Rd Daw Park Willmott Ave Grantley Ave Day Ave Panorama Bonview Ave Eliza Pl Sleeps Hill Dr Cumberland Park Hill Ave Cross Rd Avenue Road Cumberland Park Mathias Ave Cross Rd Burleigh St Cumberland Park Somerset Ave Winston Ave Goodwood Rd Westbourne Park Samson Ave Angas Rd Grange Rd Hawthorn Wuriba St Cross Rd Hilda Tce Kingswood Ashbourne Ave East Pde Cul-de-sac Kingswood Vernon Ave Park St East Pde Bellevue Heights Ashmore Rd Gothic Rd (North) Mountbatten Rd Bellevue Heights Bushland Dr Eve Rd Mountbatten Rd Bellevue Heights Mountbatten Rd Ashmore Rd End Bellevue Heights Adam Ave Shepherds Hill Rd Bushland Dr Bellevue Heights Eve Rd Adam Ave The Boulevard Bellevue Heights Federation Ct Eve Rd Cul-de-sac Blackwood Winns Rd Coromandel Pde Plymouth Ave Eden Hills Wonoka St Eurilpa St Wilpena St Eden Hills Eurilpa St Wonoka St Yalpara St Eden Hills Para St Pekina St Yalpara St Eden Hills Pekina St Para St Eurilpa St Eden Hills Yalpara St Para St Eurilpa St Eden Hills Willowie St Wilpena St Willora Rd Belair Sheoak Rd Upper Sturt Rd Belair Station Carpark

Entrance Preliminary Treatment Work

Rescheduled projects Hawthorndene Myrtle Rd Sturt Ave Batley Ave St Marys The Crescent Brookman Ave End

Roads scheduled for 2018/19 which may be brought forward depending on time and budget.

Suburb Road From To Springfield Elmgade Rd Springfield Ave Hillside Rd Springfield Glenwood Rd Oakdene Cl Hillside Rd Springfield Hillside Rd SA Water Pumping Station Glenwood Dr Springfield Oakdene Rd Meadowvale Rd Hillside Rd Springfield Springfield Ave Delamere Ave Glenwood Dr Colonel Light Gardens West Parkway Lancaster Ave Windsor Ave



KERB & WATERTABLE

Suburb Road From To Glenalta Lowan Ave No. 6/11 Lowan Ave Menura Ave Westbourne Park Goodwood Rd Carlisle Rd No. 437 Goodwood Rd Mitcham Welbourne St Princes Rd Lochness Ave Mitcham Lochness Ave Welbourne St Muggs Hill Rd Rescheduled Project Clarence Gardens Avenue Road South Rd Winston Av

FOOTPATHS $3,027,684 (Operating Income Funding of $50,000) (Including rescheduled projects from 2016/17 of $39,375) Projects with grant funding are approved subject to approval of grant funding Includes: • DDA Bus Pad Upgrade • Project Manager (Salaries) • Future Design work 2018/19

Suburb Road From To Side Pasadena Day Dr Spiers Ave Cashel St South St Marys Stanlake Ave Quinlan Ave Ayliffes Rd East Panorama Springbank Rd Strathcona Ave Goodwood Rd South Clapham Toronto Ave Springbank Rd End (school) East Panorama Morshead St Springbank Rd End East Panorama Morshead St Springbank Rd End West Panorama Alma St Eliza Pl Vancouver Ave North Panorama O’Neil St Goodwood Rd Eliza Pl North St Marys Ragless St Crystal Merriton Ave East Kingwood Walkway (Balham

Reserve) Tutt Ave Seafield Ave

Kingwood Walkway (Balham Reserve)

Halsbury Ave Cross Rd

Netherby Kitchener St Birdwood Ave Fullarton Rd South Mitcham Birdwood St French St Kitchener St East Springfield Rectory Wk Carrick Hill Dr No. 15 Woodland Rd

(Southern Drive) North

Springfield Carrick Hill Dr Fullarton Rd Rectory Wk East Torrens Park Brook St Belair Rd Kays Rd West Torrens Park Ayr Ave Ardeer Rd No. 17 Ayr Ave North Torrens Park Ayr Ave Ardeer Rd No. 20A Ayr Ave South Kingswood Rugby St Tutt Ave North Pde East Mitcham Princes Rd No. 72 Princes Rd Welbourne St South Mitcham (HCZ) Welbourne St Lochness Ave Princes Rd West Torrens Park Lochness Ave Welbourne St Reserve North Belair Gloucester Ave Main Rd Gault Ave South Blackwood Woodleigh Rd Shepherds Hill Rd No. 3 Woodleigh Rd East Blackwood Waite St Young St Gulfview Rd West Lower Mitcham Denman Tce Wattlebury Rd The Grove East Lower Mitcham Mitcham Ave The Grove Wattlebury Rd West



Suburb Road From To Side Hawthorn Denning St Cross Rd Devonshire St East Hawthorn Hampton St Jervois St Denning St South Hawthorn Kent St Cross Rd Devonshire St East Hawthorn Kent St Kent St Bridge

(BHC) George St East

Colonel Light Gardens Suffolk Pl Goodwood Rd West Parkway South Colonel Light Gardens Kent Rd Springbank Rd Sturt Ave West Colonel Light Gardens Kent Rd Springbank Rd Sturt Ave East Clapham Myers Ave Sturt Ave Springbank Rd West Clapham Sturt Ave Hastings Rd Maud St North Clapham Maud St Springbank Rd Murray St West Clapham Moody St Maud St Winnall St North Colonel Light Gardens Oxford Crc Goodwood Rd Springbank Rd West Westbourne Park Samson Ave Angas Rd Grange Rd West Westbourne Park Goodwood Rd No. 441 Goodwood

Rd Grange Rd East

Colonel Light Gardens Piccadilly Crc Goodwood Rd (North)

Kandahar North

Colonel Light Gardens Kandahar Cr Piccadilly Crc Rochester Ave West Lower Mitcham Denman Tce The Grove Murray St East Lower Mitcham Walkway (Frazer St /

Wattlebury Rd) Fraser St Wattlebury Rd

Westbourne Park Walkway (Angas Rd / Norseman Ave)

Angas Rd Norseman Ave

Daw Park Rockville Ave Goodwood Rd No. 17 Rockville Ave (driveway)

South

Daw Park Rockville Ave No. 55 Rockville Ave

Morgan Ave South

Daw Park Rockville Ave Goodwood Rd Morgan Ave North Melrose Park Bennet Ave South Rd Jose ST North Melrose Park Bennet Ave No. 71 Bennet Ave

(Depot Bdy) Winston Ave North

Melrose Park Jordan Rd Bennet Ave Daws Rd West Clarence Gardens South Rd Cross Rd 11 – Cross Rd to

Dinwoodie Ave East

Clarence Gardens Dinwoodie Ave Clovelly Ave Arthur St South Clarence Gardens Dinwoodie Ave Winston Ave Arthur St North Clarence Gardens Ackland Ave Avenue Rd Dinwoodie Ave East Clarence Gardens Clovelly Ave Bideford Ave Avenue Rd West Clarence Gardens Grigg Ct Clovelly Ave Clovelly Ave North Melrose Park Lowe St Edward St End West Daw Park Aver Ave Goodwood Rd Winston Ave North Daw Park Roseberry St Dudley Ave Aver Ave West Coromandel Valley Main Rd Turners Ave No. 333 Main Rd East Hawthorndene Sycamore Cr Watahuna Ave No. 4 Sycamore Cr South Hawthorndene Walkway (Forest /

Sycamore) Forest Ave Sycamore Cr South

Rescheduled Projects Torrens Park Ayr Ave Ardeer Rd No. 17 Ayr Ave North



Suburb Road From To Side (opposite)

Torrens Park Ayr Ave Ardeer Rd No. 20A Ayr Ave South Clarence Gardens Avenue Rd South Rd Winston Ave North

Footpaths scheduled for 2018/19 which may be brought forward depending on time and budget.

Suburb Road From To Side Hawthorn Bowilla Av Grange Rd Garwood St East Hawthorn Egmont Tce Angas Rd Grange Rd West Hawthorn Garwood St Bowillia Av Egmont Tce South St Marys South Rd No. 1205 South Rd

(Rothersay Ave) Crystal Ave East

Netherby French St Smith – Dorrien St Fullarton Rd South Mitcham Birdwood St Haigh St French St East Torrens Park Pamela Rd Blythewood Rd Carruth Rd West Torrens Park Blythewood Rd McLaren St Glenburnie Ave South Coromandel Valley Main Rd Plymouth Ave

Pedestrian Bridge Sturt River Pedestrian Bridge West

Hawthorn Rosevear St Cross Rd Hampton St West Colonel Light Gardens

Windsor Ave Winchester Ave West Parkway North

Colonel Light Gardens

West Parkway Windsor Ave The Strand West

Melrose Park Kingston Ave Winston Ave Stephen St North Clarence Gardens Lee St Edward St Gladys St West Cumberland Park Tweed St Caulfield Ave Edward St West

BRIDGES $2,746,202 (Including rescheduled projects from 2016/17 of $1,124,442)

Includes:

• Future Design 2018/19 • Project Management (Salaries)

Suburb Location Project details Hawthorn Hampton St Vehicle Bridge Vehicle Bridge Remedial Capital Works Hawthorndene Sturt Ave Vehicle Bridge Vehicle & Pedestrian Bridge Renewal Hawthorndene Turners Ave / Main Rd Pedestrian Bridge Pedestrian Bridge Renewal Torrens Park Lochness / Paisly Rd Pedestrian Bridge Pedestrian Bridge Renewal Torrens Park Balkissoch Rd Pedestrian Bridge Pedestrian Bridge Renewal

Rescheduled projects Torrens Park Ayr Avenue Replacement of existing bridge Hawthorndene Poplar Ave Poplar Ave Vehicle Bridge Glenalta Rosella Ave Glenalta Vehicle Bridge

TRAFFIC CONTROL $64,400

Suburb Location Project details Urrbrae Urrbrae Street Lighting Replacement of Street Lighting - Year 3 of 3



RETAINING WALLS $64,435

Suburb Location Project details Glenalta Arizona Tce Footpath Edge – No. 17 to No. 21 Arizona Tce Pasadena Thistleton Cr Retaining wall behind properties 6 & 8 Thistleton

Cr

Retaining Walls scheduled for 2018/19 which may be brought forward depending on time and budget.

Suburb Location Project details Mitcham Lisburne Ave Renew existing Timber Cribb wall No. 36 Lisburne

Ave

BUS SHELTERS $49,042

Suburb Location Project details Hawthorn Belair Rd Replacement Standard Shelter (Charcoal) Kingswood Cross Rd Replacement Standard Shelter (Green) Colonel Light Gardens Kent Rd Replacement Heritage Shelter (Charcoal) Colonel Light Gardens East Parkway Replacement Heritage Shelter (Charcoal) Hawthorndene Gorse Ave Replacement Standard Shelter (Green)

CIVIC BUILDINGS $507,864 Includes: • Project Management (Salaries)

Suburb Location Project details Torrens Park Civic Centre Roof & Plumbing works Torrens Park Civic Centre Internal Renovation to Heritage Section Council Housing Lower Mitcham No. 1 Grange Rd Fascias, Gas service Torrens Park No. 1 Ayr Ave Gas service Torrens Park No. 3 Ayr Ave Gas service; Roof Lower Mitcham No. 3 Grange Rd Gas service; Roof; Structure Lower Mitcham No. 5 Grange Rd Gas service; Roof



COMMUNITY BUILDINGS $812,200 (Including rescheduled projects from 2016/17 of $236,300)

Suburb Location Project details Blackwood Blackwood Community Centre Roof access Blackwood Blackwood Library Security upgrade (subject to further Council report) Blackwood Blackwood Library Roof; fascias; switchboard (subject to further Council report) Blackwood Blackwood Library Restore mural and paint exterior of library; install new signs

(Subject to further Council report) Colonel Light Gardens Colonel Light Gardens Scout

Hall Kitchen; ceilings; roof and gutters

Hawthorn RAAF Association (Old Bowling Club)

Replace evaporative air conditioners with split systems

Cumberland Park Westbourne Park Memorial Hall Refurbishment to office area Cumberland Park Westbourne Park Memorial Hall Male Toilet Refurbishment Cumberland Park Westbourne Park Memorial Hall Replace windows Cumberland Park Westbourne Park Memorial Hall Replace shed with new Cumberland Park Westbourne Park Memorial Hall Renew lighting throughout Lynton Lynton Depot Security upgrade Lynton Lynton Depot Male toilet and shower refurbishment Mitcham Mitcham Cultural Village

Institute Roof & Gutters

Mitcham Mitcham Cultural Village Path Installation of drainage system, vents to sump and damp course to address slay damp aggravation to adjacent buildings.

Mitcham Mitcham Village Kindergarten Structure repairs to NW corner from footing movements Heritage Buildings & Structures Various Heritage Plans for Heritage

Buildings Mitcham Cultural Village; Civic Centre; St Georges House

Hawthorn St Georges House (kindergarten)

Remove existing pergola & provide free standing. Re-instate verandah.

Hawthorn St Georges House (kindergarten)

Remove paint on northern wall & foundations. Undertake damp proofing & stone restoration where required on building.

Belair Hannaford Barn Structure – Additional Hawthorn Mitcham Railway Station House Structural Hawthorn Memorial entrance gates; Price

Memorial Oval Remove rust on four gates and restore in accordance with Heritage requirements

Rescheduled projects from 2016/17 Blackwood Blackwood Community Centre Stage 1 relocate toilets and create larger foyer with multiple

entries to flexible spaces (Subject to further Council report) Belair Belair Community Centre Air conditioning; gas heating; hot water service; building &

compliance upgrade (subject to lease conditions confirmation)

Blackwood Blackwood Community Centre Structural rectification and other upgrades (subject to further Council reports)

Blackwood Blackwood Library Fascia renewal Colonel Light Gardens Colonel Light Gardens Institute Building Fascia renewal & compliance works (subject to

further Council report) Blackwood Belair Scouts Roof; Structure Glenalta Belair Guides Roof access; switchboard



SPORTING & RECREATION BUILDINGS $759,850 (Including rescheduled projects from 2016/17 of $411,850)

Suburb Location Project details Clarence Gardens AA Bailey Reserve Southern Suburbs Rugby Club – Change rooms

refurbishment Clarence Gardens AA Bailey Reserve Southern Suburbs Rugby Club – replace floor covering

to main area Blackwood Blackwood Bowling Club Blackwood Bowling Green – Hot water; gas service; floor

coverings Blackwood Blackwood Hill Oval Blackwood Football Club – Air-conditioner renewal Blackwood Blackwood Recreation Centre Air conditioners & kitchen exhaust (subject to lease

conditions confirmation) Clarence Gardens AA Bailey Reserve Clarence gardens Bowling Club – Gas services Colonel Light Gardens Hillview Reserve Colonel Light West Tennis Club - Walls Hawthorndene Apex Park Coromandel Tennis Clubroom – roof & fascias Lower Mitcham Denman Reserve Denman Tennis Club – replace floor coverings Eden Hills Karinya Reserve Changerooms / Toilets – Roof access Kingswood Kingswood Oval Kingswood Sports & Social Clubroom – structure, gas

service; floor coverings Kingswood Kingswood Oval Groundsman Shed – replacement Bellevue Heights Manson Oval Bellevue Heights Tennis Clubroom – Roof & Gutters Colonel Light Gardens Mortlock Park Gil Langley Clubroom - Air-conditioning Colonel Light Gardens Mortlock Park Gil Langley Clubroom - Signage Clarence Gardens Nieass Reserve Nieass Tennis Clubroom – Kitchen upgrade Mitcham Norman Reserve Baseball Clubroom – replace security screens Colonel Light Gardens Pembroke Place Reserve Tennis Clubroom – kitchen refurbishment Hawthorn Price Memorial Oval Hawthorn Lawn Tennis Clubroom – Roof access Colonel Light Gardens Reade Park CLG Bowling Club – Kitchen Air-conditioner Colonel Light Gardens Reade Park CLG Bowling Club – Refurbish external toilets Colonel Light Gardens Reade Park CLG Uniting Church Tennis Club – Switchboard

Rescheduled projects

Hawthorn Price Memorial Oval Public Toilet Upgrade Eden Hills Eden Hills Scout Hall Roof access; Switchboard; Structure Bellevue Heights Manson Oval Bellevue Heights Tennis Club – Stormwater Drainage &

Internal wall repair Colonel Light Gardens Mortlock Park CLG Guide Hall Roof access; Renewal of gutters & downpipes; Security

screens Colonel Light Gardens CLG Scout Hall Roof; Roof access; Switchboard; Structure Hawthorn Price Memorial Oval Football / Cricket Clubroom – Roof / Security / Perimeter

paving Westbourne Park Westbourne Park Guide Hall Demolish Guide Hall & relocate Guides into Richmond

Rd Hall; landscape old site Various Various Grants for Sporting Club facilities



PARKS, GARDENS & OPEN SPACE $198,583 (Includes projects rescheduled from 2016/17 of $19,000)

Suburb Location Project details Melrose Park Alexander Ross Reserve Replace permapine fencing (1 segment 12m) Hawthorndene Archibald Park Replace permapine fencing (2 segments 12m) + gate Blackwood Quarry fencing Replace permapine & post& wire fencing (2 segments,

280m) Belair Downer Ave Reserve Replace permapine staircase and handrail Various Category 5 Furniture Replace furniture Various Category 5 signage Replace signage Cumberland Park Avenue Rd Reserve Paved rubbled footpath Various Various reserves Irrigation / Backflow prevention devices St Marys Ragless reserve Irrigation installation renewal Hawthorndene Sherwood Drive Reserve Replace open space lighting (4 poles) Craigburn Farm Creswell Avenue Screen

Reserve Replace bollard lighting (5 bollards)

Melrose Park Alexander Ross Reserve Replace permapine fencing (1 segment, 12m) Rescheduled projects from 2016/17

Various Various Signage replacements

PLAYGROUNDS $421,960

Suburb Location Project details Mitcham Mitcham Reserve Playground renewal Clarence Gardens Goodale Reserve Playground renewal Bedford Park Riverside Drive Replace swings Glenalta Monalta Drive Reserve Playground renewal Various Various reserves Playground renewal Design and consultation for playspace 2018/19

SPORTS FACILITIES & INFRASTRUCTURE $881,773 (Including rescheduled projects from 2016/17 of $111,214) Tennis Courts

Suburb Location Project details Westbourne Park Batchelor Reserve Tennis

Courts Replace tennis court fencing community courts

Bellevue Heights Manson Oval Tennis Courts Replace tennis court fencing community courts Hawthorndene Hawthorndene Sports Ground

Tennis Courts Replace tennis court fencing front courts

Bellevue Heights Manson Oval Tennis Courts Renew tennis court surface / paint Bellevue Heights Manson Reserve Replace retaining wall by community courts

Rescheduled project from 2016/17 Hawthorndene Apex Park Crack fill and repaint two front courts



Sports Ovals

Suburb Location Project details Clarence Gardens AA Bailey Reserve Replace fencing around sports field / soccer pitch Bellevue Heights Manson Oval Replace goal posts Various Various Reserves Park furniture replacement Bellevue Heights Manson Oval Irrigation renewal Blackwood Hewett Sports Ground Irrigation pump and pit. Renew pump and pit. Bellevue Heights Manson Oval Bore pump Hawthorn Price Memorial Oval Top dress and renovate oval Blackwood Blackwood Hill Oval Top dress and renovate oval St Marys St Marys Oval Top dress and renovate oval St Marys Thurles Street Reserve Renew mini basketball area Blackwood Blackwood Oval Replace permapine & post & wire fencing Cumberland Park Avenue Road Reserve Renew mini basketball area Pasadena Sierra Nevada Reserve Renew mini basketball area Kingswood Kingswood Oval Renew soil storage and grass storage area Hawthorndene Hawthorndene Oval Artificial Cricket Pitch Covering

Rescheduled project from 2016/17 Colonel Light Gardens Mortlock Oval Bore Refurbishment requires State Heritage approval

Sports Lighting

Suburb Location Project details Clarence Gardens AA Bailey Reserve Replace sports lighting St Marys St Marys Park Replace stobie lighting in carpark (2 lights) Clarence Gardens AA Bailey Reserve Power board upgrade

Rescheduled project from 2016/17 Blackwood Hewett Reserve Replace sports lighting on oval

STORM WATER AND DRAINAGE $203,000 (Including rescheduled project from 2016/17 of $54,000)

Suburb Location Project details Coromandel Valley Sturt River Linear Park Boardwalk footing and rail repairs Coromandel Valley Sturt River Pedestrian

Bridge Erosion repair around abutments

Hawthorndene Hawthorndene Oval Carpark

Erosion repair of creek bank

Hawthorndene Adjacent Apex Carpark Erosion repair of creek bank Glenalta Minnow Drive Erosion repair of creek bank Hawthorn Soldiers Memorial

Garden Erosion repair of creek bank

Rescheduled project from 2016/17

Suburb Location Project details Netherby Urrbrae Wetland Urrbrae Wetland de-silting



PLANT & EQUIPMENT (INCLUDING FLEET) $2,601,408 (Operating Income Funding of $925,185) (Including rescheduled projects from 2016/17 of $597,286) Major Fleet

Fleet Number Vehicle T009 1482 - Trailer Skidsteer Tandem T112 598 - Trailer Cutter Tandem D217 Isuzu NQR450 2-way tipper w/crane D219 Isuzu FRR600 Chipper Truck D220 Isuzu FRR600 Chipper Truck D314 John Deere(D314) Ride-On Mower 72 FM Deck D317 Linde E20P Forklift (electric) D329 Komatsu SK820-5 Skidsteer loader D333 Kubota Excavator VM518 Line Marking Machine (Pedestrian) VM535 Vermeer Power Chipper VM536 Wood Chipper Brush Bandit 150 D145 Ford FG MKII Ute D166 Ford Ranger Space Cab 2.2 D175 Ford Ranger D146 Ford FG MKII Ute D170 Ford Ranger Ute D148 Ford Ranger Ute Hi Rider 2.2 D156 Ford Falcon FG Ute(home handyman) D158 Holden VF Ute D160 Ford Ranger Ute 2.2(home handyman) D168 Ford Ranger Ute 2.2(home handyman) D171 Holden VF Ute D176 VW Caddy Van

Rescheduled projects from 2016/17

726 Mazda CX5 / Tin S256 BHU D158 Holden Ute / Tin S065 BDT D175 Ford Ranger / Tin S728 AYE 728 Subaru Forrester Wagon D146 Falcon Ute / T In S109 ASE D170 Ford Ranger Ute / TIn

D166 Ford Ranger Space Cab / T In S485 BEL



Minor Fleet

Fleet Number Vehicle 726 Mazda CX5 Wagon 707 Mazda 6 Wagon 709 Holden Captiva 711 Mazda CX5 Wagon 712 Subaru Wagon 713 Mazda Akera Wagon 714 Hyundai Elentra 718 Subaru Outback Fleet Number Vehicle 722 Pajero VR-X 725 Toyota Hilux D155 Subaru Forester Wagon D157 Ford ranger D172 Falcon Ute D173 Holden VF ute D174 Ford ranger D186 Holden Ute D189 Holden Ute

Rescheduled projects from 2016/17

Ford Ranger / T In D173 Holden VF Ute / Tin S645 BEA 708 Toyota Camry Hybrid 727 Holden Captiva Wagon 484 Caddy Van / Trade In S586 BFG 706 Holden VF Ute / Trade In S375 BFZ 717 Holden Captiva Wagon / Trade In S063 BFT D151 Holden VF Ute / Trade In S127 BGC D161 Holden VF Ute / Trade In S126 BGC

Consumable Plant

Plant Stihl Air Blower Stihl Air Blower Stihl Air Blower Stihl Brushcutter Stihl Brushcutter Stihl Chainsaw Stihl Chainsaw Stihl Chainsaw Motorised Pole Saw Motorised Pole Saw Motorised Pole Saw



CARPARKS $341,400 (Including rescheduled projects from 2016/17 of $149,500)

Suburb Location Project details St Marys St Marys Park Car Park Upgrade (part of St Marys

Clubroom Upgrade project) See Sporting & Recreation Buildings – New for remainder of project budget


Suburb Location Project details Hawthorndene Watahuna Ave Sealing Hawthorndene Watahuna Ave Sealing

OFFICE FURNITURE & EQUIPMENT $110,644 (Including rescheduled projects from 2016/17 of $30,000)

Suburb Location Project details Various Various Furniture and Fittings

Rescheduled project

Suburb Location Project details Torrens Park Civic Centre Internal Renovation to Heritage

Section

INFORMATION & TECHNOLOGY $653,596 (Including rescheduled projects from 2016/17 of $412,000)

Suburb Location Project details Torrens Park Libraries Library IT equipment Torrens Park Civic PC Replacement Torrens Park Civic Laptop Replacement Torrens Park Civic GIS App Development Torrens Park Civic Printer Replacement - plotter - libraries - receipts Torrens Park Civic Office 365 Deployment Torrens Park Civic Intranet Redevelopment Phase 2 Torrens Park Civic Window 10 Office Upgrade


Torrens Park Civic Buildings Office 365 deployment Torrens Park Civic Buildings Technology One Staged Implementation


APPENDIX 5 - RATING CHANGES SUMMARY Council is proposing a 2.90% increase in general rates revenue for the 2017/18 year. Additionally, Council has reviewed the differential rates to apply for 2017/18 and is proposing that the rate increase applicable to commercial/industrial properties and vacant land is also set at 2.90%. A summary of the effects of these changes is shown in Table 8, followed by more detailed commentary.

2016/17 2017/18

Valuation Final Rate Assessment Valuation

Projected Rates

Assessment

Change from

Previous Year

General Rate for Residential, Primary Production and Other Residential

Average Rate Assessment $565,444 $1,608 $553,537 $1,655 2.90% Primary Production

Average Rate Assessment $748,430 $2,129 $708,324 $2,118 -0.52% Other

Average Rate Assessment $1,449,841 $4,124 $1,413,500 $4,226 2.48% Average General Rates Properties

Average Rate Assessment $572,383 $1,628 $559,665 $1,673 2.78% Commercial Rate for Commercial/Industrial and Vacant Land

Average Rate Assessment $634,299 $3,670 $609,062 $3,776 2.90%

Increase in General rate of 2.90%

For 2017/18 Council is proposing a general rates increase of 2.90%. This will cover cost increases to existing community service delivery and additional costs and legislative requirements imposed on Council by State and Federal Governments. It will also improve service delivery through the introduction of a number of new and improved financially sustainable services. Additionally, it will strengthen Council’s financial position and expedite debt repayment. A general rate increase of 2.90% equates to an average increase of around $47 for the general residential rate category. Commercial rate to be increased

Council has reviewed the differential rates applicable to commercial/industrial and vacant land properties and has determined that the rate increase for this sector will also be 2.90%.


APPENDIX 6 – OPERATING INCOME AND EXPENDITURE A breakdown of operating income and expenditure

Service Operating Income *

(Operating Expenditure)

Net Operating Expenditure

Civic Building Assets 94,000 (356,000) (262,000) Community Building Assets 233,000 (3,876,000) (3,643,000) Community Services 1,146,000 (2,593,000) (1,447,000) Customer Experience 10,000 (846,000) (836,000) Development Services 647,000 (2,981,000) (2,334,000) Economic Development 9,000 (47,000) (38,000) Environmental Health Services 190,000 (880,000) (690,000) Environmental Management 95,000 (3,933,000) (3,838,000) Governance Support 45,000 (3,676,000) (3,631,000) Library Services 554,000 (3,120,000) (2,566,000) Traffic and Transport 1,648,000 (12,810,000) (11,162,000) Parks, Gardens & Open Space 52,000 (4,296,000) (4,244,000) Regulatory Services 1,079,000 (1,336,000) (257,000) Sports Facility Assets 139,000 (200,000) (61,000) Stormwater Assets 26,000 (2,240,000) (2,214,000) Organisational Support 687,000 (9,799,000) (9,112,000) Waste Services 293,000 (4,788,000) (4,495,000)

Total before Rates Revenue 6,947,000 (57,777,000) (50,830,000) Rates Revenue 50,896,000 50,896,000

Operating Surplus/(Deficit) excluding Subsidiaries 57,843,000 (57,777,000) 66,000 less: One off adjustments

Non-recurrent increase to Roads2Recovery Grant (541,000) Advance on 2017/18 FAGs received in 2016/17 1,060,000 Once-off operating costs Rebudgeted from prior year 668,000

Underlying Surplus/(Deficit) 1,253,000

NOTE Untied general assistance grants have been applied across the services pro rata based on operating expenditure. Subsidiary losses of $90,000 have been excluded from the above table as they do not impact on the underlying surplus


APPENDIX 7 - OTHER SOURCES OF REVENUE FOR COUNCIL

NRM Levy Council is required by the State Government to collect the NRM Levy on behalf of the Natural Resources Management Board. Council does not retain this revenue and hands it over to the State Government. Statutory Charges set by the State Government (3.0% of Total Operating Revenue) These are fees and charges set by regulation and collected by the Council for regulatory functions such as, assessment of development applications, dog registrations and parking fines. User Pay Charges set by Council (0.9% of Total Operating Revenue) These comprise charges for the Council’s fee based facilities such as, hire of sporting and community venues. Grants and Subsidies (6.7% of Total Operating Revenue) The Council normally seeks to attract as much grant funding as possible from other levels of government, and major projects of wider State benefit are usually jointly funded in partnership with the State Government and other relevant parties. Investment Income (0.1% of Total Operating Revenue) Investment income is the interest that Council receives on surplus funds that it holds on deposit or with the bank. Council seeks to maximise the balance between surplus cash and borrowings so as to minimise net interest expenses as much as possible. Reimbursements and Other Income (1.3% of Total Operating Revenue) Reimbursements and other income are generally one-off payments or donations received usually to offset or reimburse Council for expenditure incurred.

Rates $ 50.9

Statutory Charges $ 1.8

User Charges $ 0.5

Grants, subsidies, contributions

$ 3.9

Investment Income

$ 0.1

Reimbursements $ 0.2

Other Income $ 0.6

Budgeted Operating Income 2017/18 $'M

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