annual business plan - city of tea tree gully · organisational outcomes under the following five...

ANNUAL BUSINESS PLAN2018-2019

City of Tea Tree Gully Annual Business Plan 2018–2019

2

Introduction ................................................................................................................1

Key financial statistics 2012–2018 ..........................................................................3

Budget snapshot and key statistics ........................................................................5

Key achievements delivered 2017–2018 ...............................................................7

Significant influences and priorities .....................................................................19

Continuing services..................................................................................................21

Project priorities for the year .................................................................................25

Measuring performance – objectives for the year .............................................35

Funding the Annual Business Plan .......................................................................63

What this Annual Business Plan and budget means for rates .........................75

CONTENTS


1

INTRODUCTION

THIS ANNUAL BUSINESS PLAN FOR 2018–2019 DEMONSTRATES OUR LONG-TERM COMMITMENT TO ENSURING A SUSTAINABLE FINANCIAL FUTURE FOR OUR CITY.

This year we have an important agenda and we know that the transformational work we are undertaking will set-up our city for the future.

Our residents will benefit from a strong focus on economic development, with considerable work already being undertaken to attract investment, grow the capacity of our business sector and create new jobs.

Underpinning our commitment to the economic prosperity of our City and our residents is the provision of quality infrastructure and support services that improve the wellbeing of those who choose to live, work, play and learn in our City.

In 2017-2018, our promise to revitalise the Modbury Precinct and inject a sense of energy into our City gained momentum with the upgrade of key transport thoroughfares and public spaces, including Smart and Reservoir Roads as well as Civic Park. The investment in our commercial hub will continue this financial year with additional upgrades to our main roads, gateways and public spaces. This includes a section of Smart Road and North East Road.

We will roll-out a further 6 km of new footpath across our City. By the end of this financial year we will have installed more than 36 km of footpath in just three-years, thanks to a joint initiative with the State Government.

At the same time, we will spend $2.4 million on upgrading playgrounds and reserves. We will commit more than $6.3 million to enhance and renew our road, footpath and stormwater infrastructure and we will continue to improve our streetscapes through our street tree planting program.

Our community will also benefit from the completion of $1.8 million in infrastructure and community projects funded under the State Government’s Fund My Neighbourhood program.

While significant investment in the amenity and economic prosperity of our city will occur, we will also seek to improve and find efficiencies in the delivery of core services such as waste management, street lighting, fire prevention, dog management, library, immunisation as well as health and planning services.

We will also focus on improving community wellbeing and the vibrancy of our City, delivering a variety of major events, activities and much needed support programs for the elderly, people with disabilities, families and young people, as well as sports and recreation programs for all.

Last year, our major events program was attended by 93,000 people and through our library, arts centre, Gallery 1855 and community centres we delivered an additional 1,000 programs and activities to a further 30,000 people as well as 23 sport and recreation programs daily.


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Guaranteeing the future of our city and the prosperity of our community also means ensuring that we remain operationally effective, safe and compliant. As our City grows we need to guarantee our capacity to undertake capital works, maintain our infrastructure and deliver cores services.

This year, we will finalise and complete to the refurbishment and fit-out of our new service centre. The investment will be partially offset by the sale of the current depot at Tolley road.

Our ability to deliver this plan is dependent on having sufficient financial resources available. For 2018-2019, we have set an average residential rate increase of 2.5%, excluding any increases due to growth.

Approximate annual increase in rates*

Property value Per year Per week$250,000 $25 48c$350,000 $35 67c$450,000 $45 86c*Subject to change

Despite significant increases in service delivery costs, totalling more than $1 million, and

substantial reductions in government grant income, we have been able to achieve a modest general rate increase and we will continue to seek alternate funding sources to reduce our reliance on our residential rate base.

In setting rates for the year we have considered our Strategic Plan 2020, the economic climate, the outlook for inflation and unemployment, our Long Term Financial Management Plan, legislative changes and the need to manage, maintain and improve community infrastructure.

With major capital investment taking place in 2018–2019, our debt will peak at 42%, which is still substantially lower than the level of 61% in 2012. We are conscious that our residents are concerned about our debt levels, and forecast to return them to the target range of 25–35% of revenue in the next 12-18 months.

This document details our projects and initiatives, along with key financial statistics. We acknowledge the contributions of our Elected Members, staff and community in delivering this plan to further enhance and strengthen our local community.


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KEY FINANCIAL STATISTICS

0

1000

2000

3000

4000

5000

6000

7000

8000

2019201820172016201520142013

Operating surplus ($’000)

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100

200

300

400

500

201820172016201520142013201220112010

Sta�ing levels (full time equivalent)

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10

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60

70

80

202320222021202020192018201720162015201420132012

Net financial liabilities (%)

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5000

10000

15000

20000

25000

30000

35000

40000

2019201820172016201520142013

Capital expenditure ($’000)

*FYE 2019 includes $15.9 million for NSC and $2.5m for SLGIP


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BUDGET SNAPSHOT

OPERATING BUDGET

REVENUE SOURCES

KEY AREAS OF EXPENDITURE

PARKS AND GARDENS $21m

BUILDINGS, ROADS, FOOTPATHS AND STORMWATER

$8m

WASTE MANAGEMENT $10m

RECREATION AND LEISURE $4m

LIBRARY $3.4m

COMMUNITY SERVICES $2.8m

TOTAL OPERATING EXPENDITURE

$88m

TOTAL OPERATING REVENUES

$92m

OPERATING SURPLUS BEFORE CAPITAL AMOUNTS

$4.5m

FEES AND CHARGES

$4m

RATES

$79m

OTHER

$9.3m

KEY STATISTICSCURRENT POPULATION

99,518TOTAL LAND AREA

9,521 ha606 RESERVES – total approx.

1,305 haNUMBER OF OVERSEAS BORN RESIDENTS (23.9%)

23,335NUMBER OF DWELLINGS

40,070SEALED ROADS

590 kmSEALED FOOTPATHS

541 km% UNDERTAKING VOLUNTARY WORK

19.5%MEDIAN AGE

48KERBS AND GUTTERS

1,436 kmUNSEALED FOOTPATHS

95.7 km% WITH TERTIARY QUALIFICATIONS

50.3%


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KEY ACHIEVEMENTS DELIVERED IN 2017-2018

COUNCIL’S STRATEGIC DIRECTIONS FOR 2017–2018 FINANCIAL YEAR

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20

40

60

80

100

1. Healthy & Safe

2. Prosperous & Connected

3. Vibrant & Liveable

Overall

Perc

ent

Progress Report Strategic Plan 2020Q3 2017–2018 KPI Status

100% 100% 97.7% 99.2%

Council’s strategic plan forms part of a suite of strategic management plans that are used to guide our decision making, annual business planning and budgeting. This suite of strategic management plans includes:

• Strategic Plan 2020

• Asset management plans

• Long-Term Financial Plan

• Annual Business Plan (this document)

• Annual Report (reporting on the year completed).

Our strategic plan is focused on promoting the wellbeing of our community; that is, to ensure we have a healthy community that enjoys a quality lifestyle.

Extensive research into individual and community wellbeing tells us that there are a number of factors that contribute

towards wellbeing. These factors underpin the aspirations and objectives included in our strategic plan and they fall under three key themes as follows:

• Healthy and Safe

• Prosperous and Connected

• Vibrant and Liveable.

The new strategic plan was developed with community and stakeholder input and is available on Council’s website.

To further promote community well-being, Council has implemented a guiding document for the organisation – Organisation Plan 2020 – which guides us towards achieving key organisational outcomes under

the following five themes:

• People and Leadership

• Customer and Community Relations

• Governance

• Finance and Systems

• Continuous Improvement.

The chart below includes three columns that represent the three themes of the strategic plan and shows our performance against the plan as at the end of March 2018. The additional column on the right gives an overall score. The three columns show the Strategic Plan KPIs and how they are tracking against their required delivery time frames.


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The following table illustrates our key strategic objectives relevant to the quarter three (Q3, July–March 2018) review and shows the progress on key programs since the Strategic Plan 2020 was adopted.

Healthy and safe – People in our community are healthy and safe.

Strategic objective Action Business unit StatusSP 1.1.1 A community where people are safe in our public places and spaces.

SP 1.1.1aWork is continuing with approximately 20 bus stops/shelters upgraded at a cost of $120,000.

Civil Assets On track

SP 1.1.1eRoad maintenance and construction is tracking well to date. Expenditure represents $3.33m of an increased total of $6.09m (55% completed).

Civil and Water Operations

On track

SP1.1.1g Air conditioner replacements at Civic Centre Stage 2 and Golden Grove Rec & Arts Centre courts 2 & 3 completed.

Building Assets and Environment

Completed

SP 1.1.2A community where people are safe during emergencies, natural disasters and during extreme climatic events, such as storms or heatwaves.

SP 1.1.2bThe Bushfire Management Taskforce meets quarterly or as required to discuss the status of mitigation tasks listed. Monthly updates are provided by staff on tasks completed.

Strategic Assets On track

SP 1.1.2cImmanuel Drive, Greenwith fire track project completed for $74k. General fire tracks 100% complete by January 2018.


Completed

SP 1.1.2d40% expenditure against $1.44m budget with increasing output of pit cleaning program through April - end June ahead of winter.


On track

SP 1.1.3A community where people have easy access to places, spaces and services that support good health.

SP 1.1.3aPlayground upgrades proposed based on condition and compliance with current standards. On track for completion in Q4.Turf works completed on schedule with 55% expenditure against $300k budget to end of December.

Civil Assets Civil and Water Operations

On track


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Strategic objective Action Business unit StatusSP 1.1.3kThe Community Development & Engagement team have delivered programs, activities or initiatives to many community groups or external organisations. During July to December 2017 these included: Fairview Park Dental Clinic, State Swim, KIDSAFE (Women’s & Children’s Hospital), Department for Education & Child Development (DECD) (Keithcot Farm Children’s Centre), Northern Health Network, Port Adelaide Enfield Council, KIDSAFE (Women’s & Children’s Hospital), DECD – Family Day Care , Centacare , Cancer Council SA, Disability SA, Northern Community Mental Health Service , Multiple Births Association, Australian Men’s Shed Association , Natural Resource Management, DECD Gilles Plains Early Learning Centre, Headspace, Lyell McEwen Oncology Department, Australian Federal Police, Datacom, Commonwealth Bank.

Community Development and Engagement

On track

SP 1.1.3lDevelop systems that allow businesses to lodge and receive health reporting from Council in an electronic format.

Community Safety

Completed

SP 1.1.3m54% of the Community Wastewater Management System budget has been expended to end of December.


On track


10

Strategic objective Action Business unit StatusSP1.1.3p In the Jul–Dec period Council supported residents to continue living independently by:Supplying 8,596 transport trips (social=6,292, medical= 657, door to door= 1,647)17,151 social support hours (groups=11,904 hours, social individual=2,032 hours, neals=3,215 hours)Respite=786 hoursHome maintenance (gutters/handy = 286 hours, gardening=120 hours)Cleaning spring/window short/long term=615 hoursHome modifications=49 hours.


On track

PROSPEROUS AND CONNECTED – Our local economy prospers and people have a sense of purpose and belonging.

Strategic objective Action Business unit StatusSP 2.1.2A community that participates in meaningful community and economic activities.

SP 2.1.2dFree and low-cost programs and activities to enable the community to gain a new life skill were offered in the July 2017–March 2018 period. 884 volunteer opportunities were provided in the same period.


On track

SP 2.1.2eAs part of our State Government Home & Community (HAC) program we delivered 986 hours of social support, 286 meals, 87 hours of cleaning, 12 hours of home modifications and 10,485 hours of respite.


On track

SP 2.1.2jEvents Sponsorship Communications Plan implemented with a focus on targeting key groups that will add value (and diversity) to Council’s extensive events calendar. Information about the events program can be viewed on our website and is also cross-promoted through our community grants program.


On track


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Strategic objective Action Business unit StatusSP 2.1.3A community with a resilient local economy.

SP2.1.3f The Economic Development Steering Group meets on a regular basis with meetings held monthly.

City Strategy On track

SP2.1.3g The results of quarterly reports from the Polaris Business and Innovation Centre were presented in the February 2018 economic development activity report, which also included a presentation by Polaris.


SP2.1.3h An Investment Attraction Plan is being implemented. It provides ongoing support to existing and potential investors. Emerging investment opportunities include Westfield upgrades and ECH residential developments.


SP 2.1.4A community where people have the resources and capacity to achieve goals.

SP2.1.4e The Department for Communities and Social Inclusion (DCSI)-funded program operating at the community centres offered 45 programs to 571 people over 292 hours in the July to December period.


On track

SP2.1.4g Round 1 community grants were endorsed by Council in October 2017. 23 community, sporting and not-for-profit groups and organisations received grants totalling $57,043.


On track

SP2.1.4h 14,933 new items were added to the library collection in the July 2017 to March 2018 period.

Library Services, Arts and Culture

On track


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Strategic objective Action Business unit StatusSP2.1.4i A range of community activities were offered by the Tea Tree Gully Library from July to December: 417 small group events or individual sessions were held with a total of 15,397 people attending. This figure includes 30 community book groups which receive monthly book selections from the library. Another highlight of this period was working with the North Eastern Writers Group in the development and implementation of the Bi-annual Poetry Festival.

Library Services, Arts and Culture

On track

VIBRANT AND LIVEABLE – Our City is a desirable and sustainable place to live.

Strategic objective Action Business unit StatusSP 3.1.1A City that is made up of places and spaces that are appealing and easy to access.

SP 3.1.1a, CEO KPIIn the Jul-Dec period 43 footpaths were upgraded/installed for a total cost of approx. $1,331,500. The following suburbs benefited: Banksia Park, Fairview Park, Hope Valley, Ridgehaven, St Agnes, Tea Tree Gully.The block paving contractor experienced resource issues during Q3 and is subsequently behind schedule. The Civil Projects Coordinator is working with the contractor to find a solution.

Civil Assets Requires attention

SP 3.1.1bThe “Modbury Precinct Activation Status Report” was published by Council on 12 September 2017, detailing projects delivered during 2016–2017 and planned for 2017–2018.


SP 3.1.1cOn track to complete three verge cuts of the City prior to Christmas.

Parks Completed

SP3.1.1g Footpath sealing on track with 65% completed to end of March and continuing to 30 June 2018. Works completed include Jack High Lane, Ridgehaven; Famechon Reserve, Modbury North; Carruthers Reserve, Modbury North.


On track


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Strategic objective Action Business unit StatusSP3.1.1i Civic park lighting upgrade completed. Maintenance of sports lighting across the City is ongoing as required.


SP 3.1.3A sustainable city that has a healthy natural environment and is resilient to climate change

SP3.1.3a Mulching program commenced and underway utilising contracted service. 17,205 m² of mulch was laid by the contractor in the July–December period.

Parks On track

SP3.1.3b This is the final year of the 5-year Dry Creek restoration plan. Scoping for the year is complete and construction is taking place. Funding expenditure for 2016-2017 is finalised and an acquittal report has been sent to the Adelaide & Mt Lofty Ranges NRMB.


On track

SP3.1.3e Major irrigation projects have been scoped and contracts prepared for projects at Wynn Vale Oval, Hargrave Reserve and the River Torrens Linear Park at Dernancourt. Work will take place from February to June 2018.


On track

SP3.1.3f Council’s climate change action plan is being implented: i.e. Turramurra Rec. Centre energy efficiency project and the Civic Centre lighting project. All electrical work completed. Facility staff and users are satisfied with the lighting performance. Planet Footprint indicates quarterly energy savings using the demand tariff.


On track

Sp3.1.3g Eleven Envirocare free services were held in the July-December period as scheduled.

Parks On track

SP3.1.3i Tree maintenance is being carried out according to established schedules. Reactive works are performed on time.

Parks On track


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Strategic objective Action Business unit StatusSP3.1.3k Street sweeping program (measured as cubic metres of debris collected per kilometre): the amount collected increased to 0.297 m³/km.


On track

SP 3.1.4A place that expresses a unique character and identity, an area that inspires pride in its residents and one that people enjoy visiting.

SP3.1.4c City beautification program including landscape treatments, reserve rectifications and roundabout beautification for the July 2017–March 2018 period. These included the Pine Park works completed, December 2017. Planned works include: Hillendale Drive tree screen (Endeavour Drive to The Golden Way) started January 2018; Grenfell/Hancock roundabout to start February 2018; Hillendale Drive tree screen (Glenbrae Close to The Golden Way) to start February 2018; Beckman Reserve started March 2018; Tea Tree Gully Township median planting proposed to start April 2018; Ladywood/Solandra roundabout started late February 2018.


SP3.1.4c 83% of all graffiti was actioned within 5 days (80% offensive graffiti was removed within 3 days).


On track

SP3.1.4e 71.4 tonnes of illegally dumped waste was removed during the July 2017–March 2018 period.

Parks On track

SP3.1.4f Fencing and park furniture works across the City completed at 9 sites during the July–December period at a cost of approx $94K.


SP3.1.4m A tree screen audit has been conducted in Golden Grove, with other assessments also conducted by team leaders with priority works to be scheduled accordingly e.g. a footpath clearance of tree screens on The Golden Way as conducted in for January 2018.

Parks On track


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PEOPLE AND LEADERSHIP – Our people are engaged and make a meaningful contribution to organisational success.

Strategic objective Action Business unit StatusOP 1.4.1We foster a safety culture where we place safety and wellbeing first in everything we do.

OP 1.4.1bFinalise and implement a Safety First Strategic Plan which incorporates the results of health and safety audits.

Organisational Development

On track

OP 1.5.1We take responsibility for giving and receiving information and sharing knowledge with others.

OP 1.5.1aEvaluate and implement the agreed recommendations regarding communication channels from the Unearthed round four project.

Organisational Development

On track

CUSTOMER AND COMMUNITY RELATIONS – We manage our customer relationships and analyse their requirements in order to deliver increasing value.

Strategic objective Action Business unit StatusOP 2.1.1We build customer needs into design and delivery of services.

OP 2.1.1bDevelop a digital road map with services prioritised and top five services transferred online.

Customer and Communications

On track

OP 2.1.1cOnline payment systems for recreation and leisure programs are introduced to improve the customer booking experience.

Recreation and Leisure Services

On track

The adjacent chart includes five columns that represent the five themes of the Organisation Plan. The additional column on the right gives an overall score. The five columns show the relevant quarter three Organisation Plan KPIs and how they were tracking against their required delivery time frames. Three themes were tracking at 100% on target to be delivered. The remaining two themes did not have any KPIs relevant for the Q3 period.

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Progress Report Organisation Plan 2020Q2 2017–2018 KPI Status

Perc

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100% 100% 100%

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Strategic objective Action Business unit StatusOP 2.1.1dDevelop a volunteer e-newsletter, MyVolunteer portal and Flickr account to share information on volunteering in CTTG.


On track

OP 2.1.1eCommence implementation of Council’s preferred works depot facility solution.


OP 2.1.1f70% expenditure and 49% income against budget as at 31 March. Tenders for purchase of remaining large plant items have been awarded.


On track

OP 2.1.1gReview recreation and wellbeing programs and services provided to the community and plan activities in accordance with policy, procedure or other agreement.

Recreation and Leisure Services

On track

OP 2.1.2We ensure all contact has a customer focus.

OP 2.1.2aPurchase and implement online payment systems for development applications.

City Development On track

OP 2.1.2bCarry out communications and information preference survey to monitor changes to customer contact and communications channels.


On track

OP 2.3.1We provide information that is relevant, current and meaningful, through accessible channels.

OP 2.3.1aProvide staff and Elected Members with relevant data to assist with decision making, including information on external trends.


OP 2.3.1bDevelop and implement an action plan to enhance the use of the Customer Request Management system (CRM) as a tool to lodge, track and manage customer requests.


On track


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Governance – We define the roles, powers and responsibilities within the organisation.

Strategic objective Action Business unit StatusOP 3.1.1Our people are empowered to make decisions.

OP 3.1.1aMaintain and improve the Asset Management InformationSystem, including measurement, monitoring and reporting.


OP 3.1.2The decision-making process is transparent and based on evidence.

OP 3.1.2aReport regularly on status/outcomes of Council and committee decisions.

Governance and Policy

On track

OP 3.2.1We understand that risks exist and manage them for positive outcomes.

OP 3.2.1aDeliver the Internal Audit Plan and monitor outstanding high/extreme risks from internal audits.


On track

OP 3.2.1cReview department risk registers every two years, with periodic monitoring and reporting on high and extreme corporate risks.


On track

OP 3.2.1dAll volunteer programs have current risk assessments.


On track

OP 3.2.1eReview and implement our Business Continuity Plan to ensure key services are delivered to the community in the event of an emergency.


On track

OP 3.3.1Our systems and processes are easy to follow and help ourpeople with the decision-making process.

OP 3.3.1bDevelop report writing guidelines and run associated training sessions.


On track

OP 3.4.1We work proactively to meet our legislative and governance obligations.

OP 3.4.1aProduce and distribute Council and committee agendas, reports and minutes in accordance with legislative time frames.


On track

OP 3.4.1dMonitor, review and report periodically on confidential Council and committee meeting items.


On track


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FINANCE AND SYSTEMS – We use systems and data to show how well we are performing and as a basis for ongoing reviews and improvements.

Strategic objective Action Business unit StatusOP 4.1.1We meet our financial commitments to the community and organisation.

OP 4.1.1aIdentify and apply for grants and sponsorship initiatives for the City.


OP 4.2.2We collect and analyse useful data in order to aid in decision making.

OP 4.2.2aMeasure and report on the organisation’s performance in delivering our key strategic objectives and actions.


CONTINUOUS IMPROVEMENT – We encourage innovation and improvement to ensure we continue to deliver value.

Strategic objective Action Business unit StatusOP 5.1.1We look for new and better ways to improve our processes.

OP 5.1.1aEstablish a framework within the Continuous Improvement program that allows contribution from all staff and stakeholders.

Continuous Improvement

On track

OP 5.2.1We work with and learn from others in order to improve the way we work.

OP 5.2.1aCollaborate with other organisations and establish common data that will identify areas of improvement.


OP 5.2.2Improvements are focused on customer benefit.

OP 5.2.2a CEO KPIComplete eight service-level reviews per annum.


On track

OP 5.2.3We maximise benefits to staff and workplace efficiencies by using creative solutions.

OP 5.2.3aOffer education sessions across the organisation that promote the benefits of continuous improvement.


On track


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SIGNIFICANT INFLUENCES AND PRIORITIES

In preparing this Annual Business Plan (ABP) 2018–2019, we have taken into account a range of significant factors. These include:

• Funding included for the 2018 local government elections

• Forecast increases associated with the renewal of the kerbside waste processing contact

• The Adelaide consumer price index (CPI) of 2.3% (as at December 2017) on goods and services for the previous year, and forecast CPI increases of 2% to 3% over the next 12 months

• Enterprise bargaining agreements that will entail wage and salary increases

• Our service standards policy for providing, maintaining and renewing infrastructure assets, including roads, footpaths, lighting, stormwater drainage, street trees and planting, open space and council properties

• Evolving needs for services and infrastructure to serve our residents.

Over the past five years our Council has proudly worked to reduce the overall cost of service delivery to you and has worked to build a financially sustainable future.

We are continuing to reduce costs through the following strategies:

• Continuous review, prioritisation and validation of current services

• Reviewing staffing levels

• Making procurement savings.

We are committed to ongoing reviews of our assets in order to provide optimum benefit to our community and also to ensure that we deliver quality services in the most cost-effective manner.

You can find full details about our project priorities for 2018–2019 on page 25 and the following pages.


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CONTINUING SERVICES

All councils in South Australia have core (mandatory) responsibilities defined under the Local Government Act 1999 and other relevant legislation. These include:

• Regulatory activities, including development planning and control, fire safety and structural integrity assessments of buildings

• Setting rates, preparing an annual budget, an annual business plan and developing longer-term strategic and asset management plans

• Management of infrastructure and other

assets, including local roads, footpaths, parks, public open space, street lighting and stormwater drainage

• Street cleaning and waste collection

• Environmental health services, including food and public health inspections, immunisation, animal and pest control.

The following table provides more detail about our services, including some additional services delivered in response to recognised community needs.

SERVICES THAT WE PROVIDE

Service area Service Examples/detailsOur City Economic development Support for local businesses; looking for new

opportunities that will facilitate development and investment within the City; funding of small business advisory service

Social planning Disability access in line with the Disability Discrimination Act 1992 (DDA); Community Wellbeing and Inclusion For All Policy; provision of demographic and statistical information

Strategic planning Land use planning; heritage advice; urban design advice

Our Community Citizenship ceremonies Regular citizenship ceremonies for approved candidates

Cultural development Reconciliation activities; performing and visual arts; events; placemaking

Active Ageing Services Respite and Carer Support Program; Social Support Group and individual programs; domestic assistance; home modifications and maintenance; multicultural programs; Aboriginal Elders Program; community transport

Immunisation Scheduled children’s and high school vaccinations

Awards, sponsorships and grants

Community Grants Program; Australia Day Awards; Youth Sports & Cultural Sponsorship Program; Events Sponsorship Program

Youth participation planning and programs

Provision of projects and services for young people through youth development programs


22

Service area Service Examples/detailsCommunity and neighbourhood development/planning

Jubilee, Holden Hill, Surrey Downs and Greenwith community centres; community programs and activities; community transport service; volunteers program

Community education Road and Cycle Safety Centre; dog obedience training; outdoor environmental classroom; digital literacy training; dementia advisory service; food safety training

Our Council Community engagement A continuous initiative allowing residents and other stakeholders the opportunity to have a greater say in what happens in the City and to be more active in the decision-making process

Rates Setting and collection of rates; preparation of annual budgets and Long-Term Financial Plan

Governance Policy development and review; Council meetings and committees, agendas, minutes, reports; risk management; emergency management

Justice of the Peace Service coordinated by Council and voluntarily operated by appointed JPs

Our Essentials By-laws, permits and access control

Permits to light fires and gain access to council reserves; enforcement of by-laws

Animal and pest control Control of rodents and European wasps; dead animal collection from public spaces

Control of flammable growth and fire prevention

Advice to residents on fire risk management; oversee implementation of bushfire mitigation works program

Parking control Enforcement of state government parking laws and private parking agreements; school patrols

Dog control and management Dog registration; capture and management of stray dogs; investigation and management of dog attacks and barking dogs

Environmental health Food safety and public health inspections, including beauty and personal grooming premises, public swimming pool and spa facilities, aged care facilities, child care centres, restaurants and cafes

Community Wastewater Management System (CWMS)

Council’s CWMS maintains and manages the collection and transport of residential and commercial wastewater from areas serviced by the scheme

Stormwater infrastructure maintenance

Operation, maintenance and management of stormwater infrastructure for flood mitigation and reuse


23

Service area Service Examples/detailsWaste management and recycling

Domestic kerbside collection; hard rubbish collection; Enviro Care Sunday and kerbside organics collection; e-waste recycling; litter control; maintenance and emptying of public bins

Development assessment and compliance services

Provision of planning, building and compliance-related services. These include the administration of the Development Act 1993 and Development Regulations 2008, the development plans, building code and other relevant standards

Infrastructure, roads, footpaths and shared use paths

Installation and maintenance of bus shelters; construction and maintenance of footpaths on local streets; construction and maintenance of shared use paths; construction and maintenance of local roads; street sweeping

Cemeteries Management of leasing and licensing of burial sites and memorials through third party contractor; maintenance of cemetery grounds at Hope Valley and Golden Grove

Traffic management and street signage

Installation of traffic control devices, road names and traffic control signage

Community halls and buildings Management of community buildings and facilities, including construction, maintenance, leasing and hiring

Open space development and maintenance

Planning, planting and maintenance of reserves, ovals, gardens, verges and streetscapes; street tree planting and maintenance; weed control

Lighting Upgrading existing lighting and installing new lighting for car parks, reserves, sports fields and courts

Our Leisure and Play Library Lending of reading and audiovisual material; internet training; local history services; children and youth programs; online resources; homebound services; computing, printing and WiFi facilities

Community events and celebrations

Civic Park Movies; Civic Park Carols; Civic Park Ausday; ANZAC Day; activation events

Recreational centres, sports facilities and programs

Waterworld Aquatic Centre; Burragah, Turramurra and Golden Grove recreation centres; sports grounds; tennis and netball courts

Arts centres, exhibition spaces and cafes

Golden Grove Arts Centre; library foyer exhibition space; Gallery 1855

Cycling and walking trails, dog parks, BMX tracks, playgrounds

Golden Fields Reserve; Bentley Dog Park, Tails Trails Dog Park; shared use paths; Modbury Skate Plaza; over 120 playgrounds

Fees apply for some services. Please refer to our fees and charges register available on our website at www.cttg.sa.gov.au for more details.


25

PROJECT PRIORITIES FOR THE YEAR

CAPITAL WORKS – PROGRAMS AND PROJECTS

Project/Program Project budget

$

Program total

$Road reconstruction 1,834,000

• Taurus Crescent, Modbury Heights – Noya Avenue to Noya Avenue 407,000

• Barton Court, St Agnes – Curtin Avenue to End 138,000

• Alicante Avenue, Wynn Vale – Park Lake Drive to Shiraz Street 420,000

• Graham Avenue, Holden Hill – The Driveway to The Parade 283,000

• Mercedes Drive, Holden Hill – Bentley Drive to McKinley Avenue 586,000

Resealing/road kerbing 1,185,000

• Mercedes Drive reseal, Holden Hill – McKinley Avenue (Mercedes Drive to Valiant Road)

26,000

• Magnolia Court, Banksia Park – Milne Road to end 9,000

• Heathfield Avenue, Dernancourt – Parsons Road to end 22,000

• Glenwood Walk, Dernancourt – Parsons Road to end 11,000

• Parsons Road, Dernancourt – Lyons Road to Cedar Avenue 115,000

• Combe Place, Highbury – Hillside Avenue to end 2,000

• Historic Drive, Highbury – Hillside Avenue to end 122,000

• Dinham Court, Highbury – Historic Drive to end 9,000

• Garden Court, Highbury – Historic Drive to end 10,000

• Torrens View Court, Highbury – Historic Drive to end 21,000

• Crown Road, Highbury – Dene Road to Country Lane 17,000

• Moon Crescent, Highbury – Dene Road to end 7,000

• Sun Crescent, Highbury – Dene Road to end 7,000

• Dowie Court, Hope Valley – Battarbee Street to end 8,000

• Battarbee Street, Hope Valley – Heysen Avenue to end 22,000

• Namatjira Avenue, Hope Valley – Streeton Avenue to McCubbin Avenue 41,000

• Dargie Avenue, Hope Valley – Streeton Avenue to Dobell Court 32,000

• Boyd Court , Hope Valley – Dargie Avenue to end 5,000

• Nolan Court, Hope Valley – Dargie Avenue to end 6,000


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$

Program total

$• Dobell Court, Hope Valley – Dargie Avenue to end 4,000

• Tucker Street, Hope Valley – Heysen Avenue to Namatjira Avenue 9,000

• McCubbin Avenue, Hope Valley – Namatjira Avenue to Pro Hart Court 25,000

• Streeton Avenue, Hope Valley – Heysen Avenue to end 28,000

• Gill Court, Hope Valley – McCubbin Avenue to end 11,000

• Richmond Road, Hope Valley – Boronia Drive to Irene Avenue 26,000

• Robin Terrace, Hope Valley – Boronia Drive to Irene Avenue 25,000

• Waratah Drive, Hope Valley – Irene Avenue to Honeysuckle Drive 13,000

• Honeysuckle Drive, Hope Valley – Valley Road to Payne Street 93,000

• To be determined 17,000

• Pioneer Court, Highbury – Historic Drive to end 11,000

• Woodland Court, Highbury – Historic Drive to end 15,000

• Konos Place, Highbury – Woodland Court to end 5,000

• Conifer Place, Highbury – Historic Drive to end 7,000

• Perrin Street, Highbury – Crown Road to end 18,000

• Rednall Street, Tea Tree Gully – Elizabeth Street to Haines Road 36,000

• Ellen Street, Tea Tree Gully – Milne Road to Julia Street 30,000

• William Street, Tea Tree Gully – Elizabeth Street to Haines Road 74,000

• Harding Street, Tea Tree Gully – William Street to Walter Street 13,000

• Walter Street, Tea Tree Gully – Haines Road to Harding Street 64,000

• Walter Street, Tea Tree Gully – North East Road to Harding Street 19,000

• Vizard Road, Tea Tree Gully – Elizabeth Street to Ellen Street 44,000

• Renwick Crescent, Tea Tree Gully – Vizard Street to end 10,000

• Dene Road, Highbury – 1056 Lower North East Road to 1110 Lower North East Road

98,000

Re-sheeting unsealed roads 126,000

• Burg Road, Golden Grove – Hannaford Hump Road to end 53,000

• Purdom Road, Gould Creek – Burg Road to end 51,000

• Falkenburg Road, Golden Grove – One Tree Hill Road to end 22,000

Roads to recovery 238,000

• One Tree Hill Road, Gould Creek 238,000

Traffic management and signage 410,000

• Replacement of advisory and regulatory signage 250,000


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$

Program total

$• New advisory and regulatory signage 80,000

• Greenwith Schools parking improvements 80,000

Capital building renewals 1,130,000

• Operational buildings – Civic Centre, Modbury – Library carpet replacement

195,000

• Operational buildings – Civic Centre, Modbury – floorplan redesign (post new service centre)

50,000

• Recreational buildings – Golden Grove – replacement of theatre stage floor 120,000

• Recreational buildings – Golden Grove – replacement of air conditioning units

300,000

• Recreational buildings – Turramurra – renewal of box gutters 80,000

• Community buildings – Tea Tree Gully Institute – Heritage 10-Point Plan - Stage 2

75,000

• Community buildings – Greenwith and Crouch Road – air conditioning replacements

80,000

• Community buildings – Surrey Downs – Concrete retaining wall 20,000

• Amenities buildings – Illyarrie Reserve, Surrey Downs – public toilets renewal works

60,000

• Amenities buildings – Waterworld – refurbishment of waterslides 120,000

• Amenities buildings – Replacement airconditioning units 30,000

Capital buildings new/upgrades 2,022,000

• Community buildings – DDA Action Plan building upgrades 100,000

• Recreational buildings – Golden Grove Recreation Centre – public announcement system

20,000

• Sporting buildings – Modbury Vista Soccer Club – new clubroom (SLGID) 1,133,000

• Sporting buildings – Modbury Vista Soccer Club – new clubroom 594,000

• Sporting buildings – roof safety improvements at various sites 50,000

• Amenities buildings – automated security locking for public toilets at various sites

60,000

• Amenities buildings – Waterworld – Plant room no. 2 chemical storage shed

30,000

• Amenities buildings – remote access to CCTV at 7 sites 35,000

Environmental projects 228,000

• Civic Centre, Modbury – solar panel system 120,000

• Turramurra Recreation Centre – solar panel system 38,000


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$

Program total

$• Greenwith Community Centre – lighting and hot water 16,000

• University of Third Age – lighting and hot water upgrade 20,000

• Golden Grove Recreation Centre – lighting 34,000

Tennis courts 615,000

• Browning Street, Tea Tree Gully – resurfacing of community courts (x2) 75,000

• Tennis courts – replacement parts 20,000

• Tea Tree Gully Sports Hub – construct six multipurpose courts 700,000

Fencing and park furniture 255,000

• Tea Tree Gully Sporting Club – cricket nets, retaining wall replacement 70,000

• Various fencing projects based on risk and condition 70,000

• Shared fencing – 50% share 50,000

• Replacement of picnic tables, barbecues, park benches 45,000

• New picnic tables, barbecues, park benches 20,000

Drainage construction 350,000

• Warramunda Crescent, Banksia Park – drainage improvements 200,000

• Stormwater pipeline upgrades and renewals – various 150,000

CWMS renewal and upgrade 250,000

• CWMS replacement assets (to be determined) 200,000

• Install Community Wastewater Management System infrastructure for property owners

50,000

Bridge renewal 50,000

• Baymor Reserve, Modbury – pedestrian bridge – install cycleway handrail 5,000

• Edinburgh Reserve, Modbury – pedestrian bridge – replace decking 15,000

• Fairleigh Reserve, Modbury North – pedestrian bridge – replace decking 10,000

• Druminor Reserve , Modbury North – boardwalk – replace decking 20,000

Irrigation replacement 276,000

• Various system replacements and upgrade of infrastructure 16,000

• Irrigation controller system renewals (central control) 125,000

• Castle Eaton Reserve, Golden Grove (Spring Hill) – irrigation renewal 52,000

• Greenwith Oval – irrigation pump renewal 22,000

• Reserve irrigation – replacement parts 31,000

• To be determined 30,000


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$

Program total

$Service centre refurbishment 11,000,000

• IT Services 1,200,000

• Service centre refurbishment 9,800,000

Plant and Equipment 2,531,000

• Major plant cost $1,375,000 (trade-ins $126,000) 1,325,000

• Minor plant – Vehicles cost $1,206,000 (trade-ins $792,000) 1,206,000

Information Technology 1,795,000

• IT Asset Management Plan – SAN & Cloud migration 400,000

• IT Asset Management Plan – CRM Customer Engagement Centre 500,000

• IT Asset Management Plan – Authority upgrade 158,000

• IT Asset Management Plan – MFD printer replacement 75,000

• IT Asset Management Plan – Business Intelligence/Analytical 100,000

• Office 365 collaboration 100,000

• Recreation Centres’ Point of Sale’ system upgrade 60,000

• Integration platform 200,000

• Public Wi-Fi 70,000

• Collaborative digital workplace – meeting rooms 32,000

• Telecommunications system upgrade 100,000

Unsealed footpaths 450,000

• Jubilee Way, Wynn Vale 7,000

• Dowding Terrace, Tea Tree Gully 37,000

• Angove Park Drive, Tea Tree Gully 19,000

• Paul Street, Ridgehaven 23,000

• Whitehead Crossing, Greenwith 17,000

• Stevens Drive, Ridgehaven 37,000

• Whitlam Street, St Agnes 24,000

• Eva Avenue, Redwood Park 7,000

• Morgala Drive, Holden Hill 44,000

• Parsons Road, Dernancourt 10,000

• Elliston Reserve, Highbury 13,000

• Verdant Reserve, Wynn Vale 30,000

• Murrell Playground, Modbury Heights 30,000

• Murrell Reserve, Modbury Heights 87,000

• Additional TBA 65,000


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$

Program total

$O-Bahn replacement footpath 200,000

• Waninga Drive to Southern Terrace, Holden Hill 200,000

New footpaths 1,000,000

• Anona Way, Fairview Park (side boundary of #89 to side boundary of #8) 18,000

• Euroa Avenue, Fairview Park (Delange Avenue to Mintanta Drive) 35,000

• Berri Road, Hope Valley (Reservoir Road to end) 34,000

• Carnelian Street, Hope Valley (Payne Street to Onyx Court) 25,000

• North East Road, Hope Valley (Tolley Court to Orion Avenue) 65,000

• Hotham Street, Hope Valley (Leeds Ave to Kennington Road) 17,000

• Burton Street, Modbury (May Ave to Gorman Street) 19,000

• Corio Street, Modbury (O-Bahn to Burton Street) 9,000

• Henry Street, Modbury (North East Road to Carty Avenue) 30,000

• Castle Street, Modbury (#12 to #32) 39,000

• Sunnyview Crescent, Ridgehaven (Hazel Grove to Haven Street) 48,000

• Stevens Drive, Ridgehaven (Trim Drive to Penny Street) 67,000

• Fern Avenue, Tea Tree Gully (Parkview Drive to Highfield Drive) 18,000

• Headingley Street, Hope Valley (Leeds Ave to end) 35,000

• Anne Street, Ridgehaven (Hazel Grove to Albion Way) 23,000

• Alicante Avenue, Wynn Vale (Park Lake to Tokay Court) 16,000

• Alicante Avenue, Wynn Vale (laneway opposite Reisling Road to Park Lake Drive)

49,000

• Alicante Avenue, Wynn Vale (Tokay Court to Reisling Road) 21,000

• Sandpiper Court, Modbury Heights (Ladywood Road to end) 61,000

• Balmoral Road, Dernancourt (Puringa Road to Vingara Drive) 28,000

• Balmoral Road, Dernancourt (reserve to Puringa Road) 38,000

• Greenridge Court, Wynn Vale (Trefoil Court to Glover Court ) 12,000

• Casuarina Avenue, Surrey Downs (Hakea Street to Agonis Street) 68,000

• Hakea Street, Surrey Downs (Illyarrie Avenue to Grenfell Road) 20,000

• Nioka Road, Dernancourt (Cheringar Boulevard to Balmoral Reserve) 6,000

• Lorraine Terrace, Highbury (Beckman Avenue to Mitchell Avenue) 16,000

• Lovelock Street, Highbury (Valley Road to Lower North East Road) 66,000

• Gay Avenue, Gilles Plains (Vicar Street to Anita Avenue) 17,000

• Dresden Road, Gilles Plains (Vicar Street to Anita Avenue) 45,000


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$

Program total

$• To be determined 55,000

Bus stops and bus shelters 250,000

• Various bus stop hardstand upgrades (program to be determined and presented after adoption of budget

200,000

• Bus shelter upgrades 50,000

City beautification works and reserves 2,590,000

• Namatjira Reserve, Hope Valley – reserve beautification 80,000

• North East Road upgrade, Modbury (between Civic Park and Westfield expansion)

900,000

• Smart Road upgrade, Modbury (Reservoir Road to North East Road) 900,000

• Main roads and gateways – North East Road, Modbury (Smart Road to Reservoir Road) – design

95,000

• Tree screens – The Grove Way, Golden Grove (Aeolian Drive to Cobbler Creek Recreation Park) western side

245,000

• Tree screens – Atlantis Drive, Golden Grove (Upland Court to Valhalla Drive) southern side

210,000

• Tree screens – Helicon Drive, Golden Grove (The Golden Way to Elysium Drive) southern side

60,000

• Golden Grove Settlement – street beautification 100,000

Playgrounds – equipment replacement 505,000

• Sutherland Reserve, Golden Grove 80,000

• Billabong Reserve, Modbury Heights 70,000

• Malcolm Reserve, Holden Hill 110,000

• Pantowora Reserve, Hope Valley 160,000

• Skate bowl, Bentley Reserve, Holden Hill 15,000

• Coolabah Reserve, Modbury North 70,000

Lighting 360,000

• Reserve lighting/carparking renewal program at various sites 100,000

• Modbury Jets, Ridgehaven – lighting for oval 100,000

• Modbury Jets, Ridgehaven – transformer 160,000

Library 166,000

• Library books 166,000

Other 2,298,000

• Library – Customer experience and radio frequency identification improvements

638,000


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$

Program total

$• Waterworld – Pool cleaner 20,000

• Dalaston Reserve, Modbury 365,000

• River Torrens Linear Park 400,000

• Projects with grant funding (to be determined) 225,000

• Marsha/Oleander Reserve, Banksia Park – upgrade 100,000

Car parking 746,000

• Upgrade the carpark, lighting and entry point at SADNA 520,000

• Malcolm Avenue, Holden Hill – parking bays 20,000

• Wynn Vale Kindergarten car park 26,000

Recycled water 235,000

• Various replacement and upgraded infrastructure 62,000

• Various replacement pumps and bores 39,000

• Surrey Downs – Amanda pump station pump renewal 26,000

• Greenwith – Wastewater Treatment Plant membrane renewal 109,000

Fund My Neighbourhood 1,153,000

• Amenities buildings – Modbury Sporting Community Club – refurbishment change rooms and toilet facilities – renew

150,000

• Amenities buildings – Illyarrie Reserve, Surrey Downs – barbecue and toilet facilities upgrade – new

120,000

• Amenities buildings – Jubilee Reserve, Wynn Vale – barbecue, toilet and playground upgrade – new

120,000

• Banksia Park – upgrade of tennis/netball courts 150,000

• Golden Fields, Golden Grove – park fitness compact workout area 150,000

• Wynn Vale Oval, Wynn Vale – construct car park (near the Lions Lookout) – 30-40 space car park

135,000

• Pathway lighting at Golden Fields, Golden Grove – install along pathway 150,000

• Civic Park, Modbury – water play feature – hand pump and sluice channel 28,000

• Golden Grove Tennis Club improvements Tilley Reserve, Surrey Downs 150,000

Carried forward 5,226,000

• Upgrade to pedestrian crossing at Ridgehaven 160,000

• Grenfell Road CWMS trunk main renewal Fairview Park 130,000

• Service Centre refurbishment 3,900,000

• Plant purchase – truck 116,000

• Telephone system – upgrade telephone system which is at end of life 94,000

• New footpaths – TBA 413,000


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$

Program total

$• Main Roads and Gateways Project – Reservoir Road, Modbury 50,000

• Greenwith Campus, Greenwith (including shade sail) 144,000

• Bendigo Reserve, Modbury (including shade sail) 100,000

• Famechon Reserve, Modbury North (shade sail) – subject to land transfer 25,000

• Apex Reserve playground and removal of playground at Kimberley Reserve – subject to land transfer

74,000

• Beckman Reserve, Highbury 20,000

Total 2018–2019 capital program (net of revenue) 38,923,000

INFRASTRUCTURE ASSET MANAGEMENT PLANSCouncil has developed and adopted various infrastructure asset management plans (IAMPs) which include detailed information about assets, including actions to provide an agreed level of service in the most cost-effective manner. The plans define which services are to be provided, how they will be provided and what funds will be required to support them for the next ten years.

IAMPs are key components of the Long-Term Financial Plan.

Providing infrastructure services in a sustainable manner requires the matching and managing of service levels, risks, projected expenditures and financing, at least for the first few years of the asset management plan and ideally over the 10-year lifespan of the LTFP.

Council has adopted an asset management strategy that sets a range of strategic priorities; this will enable us to further improve our asset management practices. The overall strategy and individual IAMPs that were reviewed last year will form a robust framework to help us plan both short-and long-term service delivery.

At all times we seek to match the perceived service needs of the community with our ability to fund them, hence maximising community benefits within budgetary constraints.

IAMPs have been developed for managing infrastructure such as roads, footpaths, buildings, stormwater and community wastewater. A new open space plan (including parks, reserves and associated infrastructure) and an updated community wastewater plan are being developed.

For example, the Roads IAMP proposes the resurfacing of roads using asphaltic concrete (hotmix). It is essential to resurface roads at the optimum time in their life cycle in order to protect the underlying pavement. Accordingly, Council will need to continuously refine and adjust the Roads IAMP and the LTFP in order to best manage our roads infrastructure.

The Footpaths IAMP proposes the ongoing renewal of unsealed footpaths through reserves, while most of the sealed footpath network is in relatively good condition. Council will continue to construct footpaths and off-road cycle paths to expand pedestrian and cycling networks.

The Buildings IAMP requires inspections to be conducted of Council’s assets, especially those nearing the end of their useful life, to ascertain the required budget allocation to best manage these assets.

Council is fully aware of the increase in housing demand and the resulting urban infill occurring in the City. Council will continue to monitor growth and development in the City to ensure the Community Wastewater Management

System (CWMS) and stormwater infrastructure are renewed and upgraded to meet current and future demand.

Council’s CWMS consists of a network of gravity pipes that are buried underground, making it cost-prohibitive and challenging to assess the entire network condition. A risk-based asset management system is used to predict asset condition and useful life based on day-to-day operating and maintenance activities.

Council’s stormwater assets consist of side-entry pits, junction boxes and culverts. A large portion of stormwater assets are underground creating challenges for Council to assess the network however, we continue to expand the database through the day-to-day monitoring, recording and analysis of asset data.

We will also continue to achieve cost savings and efficiencies by reducing expenditure, reviewing assets and services and achieving significant procurement savings.

Full details of Council’s IAMPs are available on our website at cttg.sa.gov.au


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MEASURING PERFORMANCE OBJECTIVES FOR THE YEAR

The following pages outline our key actions linked to the Strategic Plan 2020 and Organisation Plan 2020 for the financial year 2018–2019.

SP1 HEALTHY AND SAFE – People in our community are healthy and safe.

Strategic objective Desired outcome Action Measures ResponsibilitySP 1.1.1A community where people are safe in our public places and spaces.

People can safely move around our City

Council implement a proactive approach to improving awareness regarding community safety.

Regular patrols of high use dog areas. Timely patrols around schools to educate on parking and traffic safety. Meet regularly with SAPOL to discuss safety initiatives around schools

Community Safety

Select, design and construct accessible bus stops and shelters in accordance with Disability Discrimination Act legislation.

Design and construct accessible bus stops in accordance with Disability Discrimination Act legisltion

Civil Assets

Maintain the existing footpath network.

Works completed in accordance with works program and budget

Civil Assets

Manage roadside vegetation to reduce risk.

Tree management program to undertake pruning within five years

Parks

Maintain regulatory, advisory and directional traffic control devices in accordance with the Capital Works program.


Civil & Water Operations


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Strategic objective Desired outcome Action Measures ResponsibilityInstall pavement marking, pedestrian signals and safety bar layouts in accordance with the Capital Works program.



Provide lighting to areas of high public use to enhance safety.

Install lighting improvements at the following locations:• Golden Fields• River Torrens

Linear Park• Various renewals

Civil Assets

Maintain the existing road network through inspections, maintenance, reconstructions and resealing in accordance with the Roads AMP.



Support good health and community wellbeing

Reduce the risk of the spread of serious and potentially life-threatening illness.

Continue delivery of the Meningococcal B immunisation program

Community Safety

Provide food businesses with essential information for the safe operation of their businesses.

Produce a fact sheet for the use of sanitising agents in food businesses. Participate in Food Safety Week via a promotional activity

Community Safety

Buildings and facilities are fit for purpose and meet the needs of the community

Upgrade Modbury Bowling Club with synthetic greens and shade cover project.

Works completed on time and to budget

Building Assets & Environment

Upgrade Richardson Reserve and build new clubroom for Modbury Vista Soccer Club.




37

Strategic objective Desired outcome Action Measures ResponsibilityGolden Grove Arts Centre – replace stage flooring.



Install new transformer and pitch lighting for the Modbury Soccer Club.


Civil Assets

Inspect all council buildings for maintenance requirements on a regular basis and compile rectification reports.

Regular inspections and rectifiction works scheduled


Develop a waste education campaign – including website refresh and incentive program. Distribute 1,000 Mini Munchers (50% funded by GISA).Continue to promote environmental education programs with KESAB for our local schools and the community.

Education programs conducted


Upgrade existing and provide new buildings to meet the changing needs of Council and the community.

Approved Capital Building Works program delivered within specified time frames, budgets and to quality standard


Carry out staged replacement of air conditioning systems at Golden Grove Recreation & Arts Centre, Greenwith Community Centre and Crouch Road workshop.




38

Strategic objective Desired outcome Action Measures ResponsibilityRefurbish fibreglass waterslides at Waterworld.



Replace carpet tiles in library public areas.



SP 1.1.2 A community where people are safe during emergencies, natural disasters and during extreme climactic events, such as storms or heatwaves.

Plans and initiatives are in place that enable Council to effectively respond to emergency events

Revise emergency management procedures to ensure effective response during emergency events and compliance with legislation.

Emergency management arrangements are reviewed and comply with legislation

Governance & Policy

Identify and monitor bushfire mitigation reponsibiities and activities.

Council partners with the Country Fire Service to develop a software solution to better manage bushfire mitigation risks across the City

Community Safety

Track and measure bushfire mitigation activities and align with relevant regional and state strategies.

Bushfire mitigation activities are completed and reported to Council

Strategic Assets

Ensure safe access to remote areas to enable suitable bushfire response.

Maintain fire tracks in a safe and fit for purpose condition


Prevent/control damage to City infrastructure during emergency events to safeguard the community.

Maintain call out response service


Protect streets and properties from flooding by operating and maintaining the stormwater network in accordance with the Stormwater Asset Management Plan

Complete works in accordance with works program and budget



39

Strategic objective Desired outcome Action Measures ResponsibilitySP 1.1.3A community where people have easy access to places, spaces and services that support good health.

The community has access to an appropriate range of high-quality and accessible sporting and recreation facilities, services and programs that will encourage individuals and groups to be creative and remain physically and mentally active.

Provide inviting high-quality open space.

Parks are maintained in accordance with the Open Space Policy

Parks

Deliver and evaluate a minimum 120 programs and activities which support and increase health and wellbeing.

The communiy’s positive response to “feeling part of your community” (as per 2017 annual survey) increased from 49% to 52%

Community Development & Engagement

Review the Golden Grove Dry Zone Action Plan.

Action plan reviewed Community Development & Engagement

Upgrade Browning Street tennis courts (x2), resurfacing of Tea Tree Gully tennis/netball courts (x12), maintenance of Balmoral tennis court (x4).



Implement a playground capital works program, including regular inspections, ensuring works carried out align with Council’s adopted budget

Playgrounds upgraded at:• Ridgehaven

Reserve• Sutherland

Reserve• Billabong Reserve• Malcolm Reserve• Pantoworra

Reserve

Civil Assets


40

Strategic objective Desired outcome Action Measures ResponsibilityManage and maintain existing turf quality.



Install fitness equipment at Golden Fields and water play at Civic Park.



Enhance sports lighting and reduce ongoing operational and maintenance costs.

Transformer and LED lighting installed at the Modbury Jets Oval

Civil Assets

Review, operate and maintain the CWMS network.

Works completed in accordance with scheduled program and budget


Maintain and manage carpark infrastructure.



Develop an action plan for implementation of reviewed CWMS AM Plan and business strategy.

Actions implemented Civil & Water Operations

SP2 PROSPEROUS AND CONNECTED – Our local economy prospers and people have a sense of belonging.

Strategic objective Desired outcome Action Measures ResponsibilitySP 2.1.1A community that has a say in decisions that affect them

The community has fair and even representation on Council with the ability to have a say in decisions that affect them

Actively communicate opportunities for our community to have their say in state and federal government initiatives.

Community receives communications on opportunities to “have their say” via Council website, community panel and e-newsletters.


Recognise and reward Community Panel members for their contribution to Council’s decision making

Quarterly e-newsletter distributed to membersCommunity panel event held.



41

Strategic objective Desired outcome Action Measures ResponsibilitySell Berryman Reserve (conditional on community engagement outcomes)

Settlement of land transaction – Berryman Reserve

City Strategy

SP 2.1.2A community that participates in meaningful community and economic activities

The City of Tea Tree Gully area is seen as inclusive, exciting, fun, forward thinking and an enjoyable place to live, generating civic pride and attracting interest of the community and other stakeholders

Develop whole-of-site plans for each of the community centre buildings - plans to include beautification works to building and surrounding gardens

Plans completed Community Development & Engagement

Devise an action plan to implement any changes recommended from the evaluation of all social programs and transport services

Action plan developed and implemented


Individuals and the community have a sense of belonging and have opportunities to develop skills including leadership skills

Provide up to eight work experience opportunities for the community each year

Work experience opportunities provided

Library Services Arts & Culture

Provide a range of free and low-cost programs and activities to enable community members to participate and/or contribute to community

The number of programs and activities; percentage of participants who feel they have gained/increased a skill; number of volunteer opportunities



42

Strategic objective Desired outcome Action Measures ResponsibilitySP 2.1.3A community with a resilient local economy.

Council supports investment, economic development and activity in our City

Look for opportunities to support local businesses.

Promotion of “buy local”. Consider increasing weighting for local businesses in our procurement process

City Strategy

Review Development Plan/zones to inform transition to Planning and Design Code.

Review completed City Strategy

Support small business and emerging new entrepreneurs through the Small Business Advisory Service.

Number of small businesses using the Polaris service increases

City Strategy

Strengthen regional collaboration with Northern Economic Leaders Group.

Participation in Northern Economic Leaders Group

City Strategy

Investigate needs of specialised industry sectors in the City and understand their unique attributes for promotion to potential investors.

Investigations report prepared

City Strategy

Consult and finalise a review of the Commercial, Light Industrial and Residential (sites) Development Plan Amendment with a focus on encouraging greater economic activity.

Development Plan Amendment - Commercial, Light Industrial and Residential (sites) and various sites completed

City Strategy

Hold four Citizenship ceremonies.

Four citizenship ceremonies held



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Strategic objective Desired outcome Action Measures ResponsibilityPromote the Events Sponsorship Program with a focus on positioning our City as a destination of choice for large-and small-scale events.

Attract events to the City that activate and complement Strategic Plans and/or endorsed Events and Activation Model


Implement a marketing campaign to appeal to a demographic identified in previous market research. Create partnerships with external parties to increase exposure of Modbury through events and initiatives.

Marketing campaign implemented


SP 2.1.4A community where people have the resources and capacity to achieve goals.

Local community groups, organisations and individuals have access to funding and services to help achieve their projects, events, activities or initiatives

Deliver public access to free Wi-Fi at suitable congregation points (e.g. BMX track/skate park) and recreation centres.

Implemented as per scheduled works and approved budget

IT Solutions

Develop a strategic plan for the future growth of the Men’s Shed.

Outcomes and recommendations from the plan are implemented


Increase participation of people with a disability and culturally and linguistically diverse residents.

Recommendations from the Community Wellbeing and “Inclusion for All” action plan were implemented



44

Strategic objective Desired outcome Action Measures ResponsibilityEstablish strategic partnerships and collaborations with a range of external service providers and link the community to local services and programs.

The number of partnerships and collaborations has increased from 16 to 20


Purchase and catalogue library materials efficiently within the public library grant approved budget.

A high-quality library collection featuring new, contemporary and relevant stock which is easily accessible to the community


Utilise Good Things Foundation funding to trial loan iPads to customers who are unable to visit the library.

iPads purchased and trial implemented


SP3 VIBRANT AND LIVEABLE – Our City is a desirable and sustainable place to live.e

Strategic objective Desired outcome Action Measures ResponsibilitySP 3.1.1A City that is made up of places and spaces that are appealing and easy to access.

Our places and spaces are developed and maintained to ensure they are easy to access, fit for purpose andwell patronised by the community

Maintain open spaces in accordance with the Open Space Policy and supporting documents.


Parks

Construct paved/unsealed footpaths and bike routes throughout CTTG in line with the Footpath Construction Strategy




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Strategic objective Desired outcome Action Measures ResponsibilityImprove the public realm and pedestrian environment to improve the liveability of Modbury and attract new investment.

Footpath and streetscape improvements to:• North East Road,

adjacent Civic Park and Westfield

• Smart Road, between Reservoir Road and North East Road

Civil Assets

Maintain the existing footpath network, construct new footpaths and renew bike paths throughout the City in line with the Footpath Construction Strategy and Local Area Bicycle Plan.

New footpaths constructed and off-road bike paths renewed in line with the Footpath Construction Strategy and asset management requirements

Civil & Water Operations Civil Assets

Rehabiliate, resurface and reconstruct roads having regard to the Asset Management Strategy and Road Transport AMP.

Works completed in line with Asset Management Strategy and Road Transport AMP


Renew various pedestrian bridges .


Civil Assets

Provide road safety improvements around schools.

Install car parking at Wynn Vale Oval


Collaborate with various agencies to deliver joint infrastructure upgrades that achieve better outcomes for CTTG.

Forums convened to facilitate communication between between council and key agencies to lobby for various infrastructure objectives

Civil Assets


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Strategic objective Desired outcome Action Measures ResponsibilityImprove disability access for council buildings in accordance with the DDA Building Upgrades Plan within approved budgets.



Gallery 1855 enriches community creativity.

Gallery 1855 delivers seven exhibitions and 14 workshops annually


Improve customer service experience for library users.

Implement material sorter/s, automated holds shelf, new security gates Design, and implement a new staff customer service model based on all-accessible pods Create a welcoming entrance for all customers.

Increase percentage of staff time spent on direct customer service Reduce time staff spend on material handling by 50%Reduce paper use for hold itemsWorks completed on time and on budget


Aim to have a well-planned City with connected land uses.

Concept plans developed for catalyst sites in Modbury Precinct – including “Age-friendly precinct” project

City Strategy

Conduct regular amenity assessments in Modbury Precinct, Tea Tree Gully Township and nominated high profile sites to identify matters for attention.

Amenity assessments conducted and actions identifed

City Strategy


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Strategic objective Desired outcome Action Measures ResponsibilitySP 3.1.2A community with a diverse range of housing to suit a variety of needs, life stages and lifestyles.

Investment in the economy and population diversity in Modbury Precinct increases.

Investigate feasibility and costings of potential development scenarios in Modbury Precinct (includes Civic Centre and Australia Reserve),

Feasibility and costings developed

City Strategy

SP 3.1.3A sustainable city that has a healthy natural environment and is resilient to climate change.

Council’s infrastructure, including parks, reserves and streetscapes are resilient to climate change whilst maintaining their functionality and appeal to the community.

Plant and maintain street trees across the City to provide shade for footpaths and roads, making the City more liveable and increasing ecosystem services provided by the urban forest.

Record and report the number of trees planted, % of maintenance budget

Parks

Amend mulch replacement program to improve the aesthetics of parks while reducing water use and increasing plant health.

Record and report the amount of mulch laid

Parks

Review biodiversity principles and implement actions as recommended .

Review completed and action plan developed

Parks

Reduce consumption and reliance on potable mains water.

Initiate strategies for CMWS and implement water cycle management principles by providing reclaimed water as an alternative water supply


Reduce use of virgin material in the interests of environmental sustainability.

Demolished road materials and other disused materials are re-used



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Strategic objective Desired outcome Action Measures ResponsibilityMaintain watering levels to optimise health and amenity of grass, turf and plants.

Irrigation systems are operated in accordance with the Irrigation Management Plan


Involve and educate the community in environmental by offering events and programs.

Community events and programs are promoted:• KESAB Waste

Education Contract

• National Tree Day• Clean Up Australia

Day


Reduce greenhouse gas emissions to ensure the CTTG is environmentally sustainable.

Energy efficiency projects including, lighting upgrades and solar panels at approved locations


Minimise the effects of flooding on people and property.

Additional drainage is provided to minimise flooding and repair failed stormwater infrastructure


Ensure the Eastern Region of Adelaide is well prepared for a changing climate .

Implement the Resilient East Climate Change Adaptation Plan in collaboration with partnering councils and stakeholders


SP 3.1.4A place that expresses a unique character and identity, an area that inspires pride in its residents and one that people enjoy visiting.

A vibrant and liveable city that people are proud of.

Maintain reserves and streetscapes across the City to ensure they are functional, look appealing and promote civic pride.


Parks


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Strategic objective Desired outcome Action Measures ResponsibilityProvide new and renew existing landscape treatments via the City Beautification program.


Civil Assets

Install and renew fencing and park furniture in accordance with the Capital Works program.


Civil Assets

Remove graffiti from public infrastructure within specified timeframes and maintain street entrance statements

Timely removal of graffiti from around the City


Remove illegally dumped rubbish throughout the City

Rubbish is removed promptly

Parks

Implement official events as guided by the Major Events Policy associated with capital works of open spaces, playgrounds and cycle ways with a budget exceeding $200,000.

Events implemented in line with the Major Events Policy


Create and implement events and initiatives that appeal to an identified demographic.

Delivery of three activation events


Remove illegal rubbish throughout rural areas.

Illegal rubbish removed in a timely manner



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Strategic objective Desired outcome Action Measures ResponsibilityProvide a cleaner stormwater catchment by maintaining street cleanliness via our street sweeping program (measured as cubic metres of debris collected per kilometre).

Cubic metres of debris collected per kilometre


Develop a concept for Aboriginal art and wayfinding for Newman’s Trail.

Expression of interest is called for Newman’s Trail, with three artists contributing concepts


Develop and implement a maintenance plan for public art assets.

An assets maintenance approach to public art is developed and funded


Progress the revitalisation of Modbury Precinct, including monitoring and reporting of deliverables and identification of opportunities for activation, investment attraction and public realm upgrades.

Regular reporting to Council

City Strategy

Commission designs for North East Road upgrade – Section 2 between Smart Road/Wright Road and Reservoir Road) – part of Modbury Precinct Main Roads and Gateways.

Design completed City Strategy


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OP1 PEOPLE AND LEADERSHIP – Our people are engaged and make a meaningful contribution to organisational success.

Strategic objective Desired outcome Action MeasuresOP 1.1.1Our values are role- modelled across all areas of the organisation.

Our corporate leaders share our vision and purpose and are leading a positive culture that engages our employees.

Review organisational culture planning and report to ELT. Make progress on implementation.

Regular reporting to ELT

OP 1.1.2Our behaviours align with our values.

We move closer towards our preferred culture.

Conduct a review and refresh our organisation’s values statement to align with our organisational Vision and Purpose.

Review completed

OP 1.2.1We understand our business needs and adapt accordingly.

We are a learning organisation and our people are developing their skills to benefit themselves and the community.

Implement training in core competencies is implemented – digital literacy, customer service.

A training program is implemented

OP 1.3.1Our leaders provide us with consistent and transparent direction, vision, purpose and mentoring.

The CEO is performing in accordance with expected roles and responsibilities.

Conduct CEO Performance Review annually.

CEO performance review is conducted

We are a high-performing organisation that operates with coordination and strong leadership.

Implement leadership development program.

Leadership development program implemented

Implement team leader development program.

Team leader development program implemented

OP 1.3.2We understand our role and the part we play in meeting the organisation’s goals.

Elected Members have access to training and development to support their role and responsibilites

Develop and deliver an agreed Elected Member training and development plan (to be endorsed by 1 July 2018).

Training plan developed and presented to Council

Staff understand the importance of our key strategic documents and their part in delivering outcomes.

Review marketing opportunities and program branding in consultation with Marketing division.

Marketing review completed

Implement online performance reviews and report usage.

IPPs implemented online with take-up by staff


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Strategic objective Desired outcome Action MeasuresOP 1.4.1We foster a safety culture where we place safety and well-being first in everything we do.

Work injuries are minimised and effectively managed to ensure the best outcomes for the worker.

Implement the Work Health & Safety Plan 2017–2020.

WHS Plan implemented

Implement wellbeing programs and initiatives.

Wellbeing programs developed and implemented

Ensure reporting to monitor and improve injury management/prevention education and programs.

Regular reporting and education programs are in place

OP 1.5.1 We take responsibility for giving and receiving information and sharing knowledge with others.

Our remote workforce (including those without computer access) receive the same level and quality of information as other staff members.

Circulate a quarterly volunteer newsletter.

Newsletter circulated quarterly

OP2 CUSTOMER AND COMMUNITY RELATIONS – We manage our customer relationships and analyse their requirements, in order to deliver increasing value.

Strategic objective Desired outcome Action MeasuresOP 2.1.1We build customer needs into design and delivery of services.

Provide a 24/7 self-service model for key council services (model based on customer feedback and trends).

Develop smart/online forms for all Governance and Policy department information and make them available on Council’s website.

Customers can access relevant Governance & Policy department services in order to make it easier to deal with Council

Implement a customer experience survey and provide recommendations for customer improvements to implement across the organisation.

Opportunities for service improvements are identified and implemented in key areas to meet customers’ needs

Operations are optimised to deliver efficient services to the community.

Carry out maintenance and repairs to plant and equipment as scheduled and required.

Internal customers have reliable plant and equipment to undertake their works


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Strategic objective Desired outcome Action MeasuresContinue procurement of plant, fleet and equipment.

Internal customers have plant, fleet and equipment to meet their needs

Council’s new service centre is completed.

Achievement of agreed project deliverable

OP 2.1.2 We ensure all contact has a customer focus.

Customers interact with Council in a variety of ways that match their preferences.

Provide automated responses for email requests via Council’s website; centralise control of responses to manage special events (e.g. holidays).

All service-based email addresses and online requests have automated responses at different service levels, with centralised control

OP 2.2.1We will deliver services in a way that enhances thecustomer experience.

We provide services that are valued by the community.

Carry out scoping and high-level costing analysis to secure a flexible and configurable CRM customer service system.

Scoping and costing analysis complete

Apply an upgrade to our point-of-sale system to make online payments more efficient for the customer and staff.

Upgrade to point-of-sale sytem implemented

Implement Customer First solution, stage 1 to replace current customer request system.

Project implemented on time, within budget, meeting objectives outlined in project plan

Review customer satisfaction with library services with an exit survey. Resulting data used to inform improvements to facilities and services.

Exit surveys conducted

Volunteers receive a positive experience whilst volunteering for Council.

Implement practices identified in Volunteer Strategy Action Plan to improve volunteer satisfaction. Develop action plans following annual volunteer survey in response to volunteer feedback.

Volunteer survey carried out and action plans developed and implemented


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Strategic objective Desired outcome Action MeasuresAsset data is integrated with the database, including all information needed to support decision making.

Develop and implement a rolling asset condition assessment program.

Program is implemented

Create better connections between departments to achieve financial savings.

Coordinate whole-of-site approach to infrastructure improvements.

Infrastructure improvements are implemented using a whole-of-site approach

OP 2.3.1 We provide information that is relevant, current and meaningful, through accessible channels.

Strengthen information channels to attract a wider audience and better access to services.

Appoint school liaison officers to partner with local schools and disseminate information about recreational programs.

Number of partnerships created

Carry out an annual survey to canvas improvements to customer communication channels. Develop an action plan to implement desired measures.


Use data and customer analytics to develop and refine corporate communication and marketing channels. Develop an annual campaign calendar aligned with Council’s investment in the community as outlined in the Annual Business Plan.

Annual calendar developed and implemented

Develop and implement an annual education and awareness session for local businesses.

Participate in Meet the Buyer events to promote local government buying

OP 2.3.2We show understanding, compassion and courtesy in customer interactions and communications

Ensure that customers are our key focus through all elements of service delivery

Use feedback mechanisms to measure volunteer experience. Measure volunteer satisfaction levels through annual survey.

Annual volunteer satisfaction survey conducted and satisfaction levels monitored


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Strategic objective Desired outcome Action MeasuresDevelop a set of service standards that will be measured through customer feedback survey. Develop a customer experience training program to build customer service skills and measurement across the whole customer experience journey (service design to service delivery).

Service standards and training program developed

The Diversity and Inclusion group to implement changes and programs that provide more opportunities for engagement and inclusion for with people with diverse cultural backgrounds, autism and other specific needs, through:• staff training program• investigation into a

part-time contract position for a person with a disability.

Staff training program implemented, contract position created

OP3 GOVERNANCE – We define the roles, powers and responsibilities of the organisation.

Strategic objective Desired outcome Action MeasuresOP 3.1.1Our people are empowered to make decisions.

Employees are delegated to make decisions where appropriate.

Review and maintain delegations and authorisations.

OP 3.1.2The decision-making process is transparent and based on evidence.

Council staff are aware of decisions made and the rationale for them.

Ensure that regular reporting occurs on status/outcomes of Council and committee decisions.

Report regularly on status/outcomes of Council and committee decisions at every ordinary Council or committee meeting


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Strategic objective Desired outcome Action MeasuresOP 3.2.1We understand that risks exist and manage them for positive outcomes.

Effective risk management.

Deliver the Internal Audit Plan.

Delivery of the Internal Audit Plan

Monitor and report on outstanding agreed actions from internal audits.

Monitor and report on agreed actions associated with high and extreme risks at every ordinary Audit Committee meeting, with other agreed actions reported on a 6-monthly basis

Perform annual review of Mutual Liability Scheme and actions taken where appropriate.

Achieve a score greater than the metropolitan council average and develop an appropriate action plan relevant to Council’s needs

Review our Business Continuity Plan six-monthly and ensure key services are delivered to the community in the event of an emergency.

Business Continuity Plan review completed

Ensure timely consideration, review and management of risks impacting on Council’s operations. Report on strategic and organisational risks to Audit Committee on a 6-monthly basis.

OP 3.3.1Our systems and processes are easy to follow and help our people with the decision-making process.

Staff are provided with relevant timely information and powerful systems to support their management responsibilites.

Develop and implement contract management forums (two per annum). Implement mandatory contract management refresher training to address key fundamentals for contract management practices.

Two forums held. Refresher training established


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Strategic objective Desired outcome Action MeasuresImplement, maintain and improve the Asset Management Information System (AMIS) with its capability for measuring, monitoring and reporting, to optimise service delivery.

AMIS asset data system implemented

Maintain and improve use of the Project Management Framework to take full advantage of its capability for measuring, monitoring and reporting.

Project management system is operational

OP 3.4.1 We work proactively to meet our legislative and governance obligations.

Transparent and best practice governance processes apply.

Produce and distribute council and committee agendas, reports and minutes in accordance with legislative timeframes.

Council documents (agendas, reports and minutes) are produced and distributed on time and made accessible by the community

Review procedures according to schedule (each procedure to be updated every three years).

90% of procedures updated every three years

Review Council-endorsed policies as scheduled (each policy to be reviewed every three years).

90% of policies are reviewed (or at least commence their review) before the scheduled review date

Investigate and implement an organisation-wide “policy implementation” approach for all policies once adopted.

Strategic Plan 2025 Review processes are implemented and provide opportunities for all stakeholders to provide input


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OP4 FINANCE AND SYSTEMS – We use systems and data to show how well we are performing and as a basis for ongoing reviews and improvements.

Strategic objective Desired outcome Action MeasuresOP 4.1.1We meet our financialcommitments to the community and organisation.

Less reliance on rates revenue to deliver project objectives.

Identify and apply for grants to assist with the delivery of initiatives.

Number of grants applied for and funding received

Apply for Power Line Environment Committee funding to assist with upgrades to main roads and gateways in Modbury Precinct (Golden Grove Road Section 10 and Reservoir Road Section 3).

Application submitted

OP 4.1.2We allocate resources based on clear priorities.

Highest return and best use of Council’s resources.

Ensure requests are prioritised according to risk and needs of community. Use contractor services to supplement the organisation’s capacity to undertake tasks. Ensure works meet timelines despite seasonal influences.

All customer requests are dealt with promptly and within agreed outcomes

OP 4.2.1Our systems are relevant,sustainable and meet our needs.

A stable, secure and supported IT environment.

Introduce an application programming interface with Pinforce and Cats and Dogs Online (DACO).

Pinforce and DACO systems are linked

Deliver IT services for the service centre (new depot) in accordance with the agreed project plan and allocated budget.

IT services established for the new service centre in line with the agreed project plan and budget

Develop a cloud strategy, undertake capacity planning, and scope and plan for the replacement of IT infrastructure (including storage area network and blades).

Projects are scoped and costed for 2018–2019 in line with technology roadmap


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Strategic objective Desired outcome Action MeasuresOP 4.2.2We collect and analyse useful data in order to aid decision making.

Elected Members and corporate leaders have the information that enables them to make decisions that offer the most benefit to the community.

Environmental health officers to participate in mosquito trapping program with University of South Australia.

Mosquito training program completed

Scope the following projects:• Investigation of non-

compliant on-site waste water systems

• Investigation of the use of warm water systems in child care facilities.

Both projects have been scoped

Develop systems for measuring the economic value and costs associated with volunteering developed.

Systems developed

Collect accurate data of building asset condition and update Council’s Asset Management System.

Asset building data collected

Measure and report on the deliverables in the Asset Management Strategy.

Performance measures are reported against time-based targets

Report regularly on performance against the Strategic Plan and Organisation Plan (includes reporting of KPIs, economic development indicators, strategic plan indicators, value indicators for main roads and gateways expenditure).

Regular reporting occurs


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OP5 CONTINUOUS IMPROVEMENT – We encourage innovation and improvement to ensure we continue to deliver value.

Strategic objective Desired outcome Action MeasuresOP 5.1.1We look for new and better ways to improve our processes.

Volunteer program processes are improved.

Survey volunteers using their feedback to improve the volunteer experience.


OP 5.2.1 We work with and learn from others in order to improve the way we work.

Access to comparative data to assist with continuous improvement.

Support the relocation of the new service centre with the deployment of 5S methodology.

5S methodology is implemented and used by staff when establishing the new service centre

Implement a collaboration platform to support mobile workers based at the Civic Centre; this to eventually work with Council Solutions (Digital Strategy).

Implement Unified Communications supplemented by Microsoft collaboration tools and new telephone system (aligned with Council Solutions)

Participate in benchmarking and networking activities such as national, G6, IPWEA, Assetic, SALGAMN as a means to improve asset management performance.

Number of benchmarking and networking opportunities

OP 5.2.2Improvements are focused on customer benefit.

Improve the overall customer experience, internal efficiencies and staff engagement.

Provide customers with a flexible registration system Dogs and Cats Online (DACO) that provides an on line system to manage their dog registration and renewal details and activities.

DACO is provided online or in paper format as well as hands-on assistance offered at the Civic Centre or library

Complete eight service reviews.

Service reviews completed with outcomes reported to Council

OP 5.2.3We maximise benefits to staff and workplace efficiencies by using creative solutions.

Staff are committed to continuously improving work practices.

Deliver continuous improvement education sessions across the organisation while formalising a competency-based approach.

Education sessions are delivered across the organisation


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Strategic objective Desired outcome Action MeasuresImplement VendorPanel decision ‘approval process’

Approval process implemented

Awareness of Gallery 1855 internally via a survey, evaluation and report (stage 2 of review)

Survey and reporting completed


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FUNDING THE ANNUAL BUSINESS PLAN

We are aiming for an operating surplus of $4.521 million in 2018–2019. This surplus (i.e. the difference between operating revenue and expenses for the financial year) will help us to achieve the five key principles in our Long-Term Financial Plan (LTFP); that is, controlling debt while ensuring that the capital works program has sufficient funds for new works.

FUNDING THE ANNUAL BUSINESS PLANOur Financial Sustainability Policy is an important consideration in preparing this Annual Business Plan. The key components of this policy are:

Operating surplus ratio

The operating surplus ratio (OSR) is a key measure of financial sustainability. It shows the operating surplus (or deficit) as a percentage of general and other rates, excluding rate rebates and revenue from the Natural Resources Management (NRM) levy.

Funded asset and service provision costs

The full cost of providing services to our community is included in our annual budget and LTFP.

We work hard to maintain existing assets, such as

playground equipment or community buildings, to maximise their value to us during their life span wherever this is cost-effective and practical.

However, when we can no longer keep these assets functioning at a serviceable level, we replace or upgrade them to ensure they continue to remain useful to our community.

The asset sustainability ratio (ASR) is a measure of whether we are renewing or replacing existing non-financial assets at the same rate that our overall stock of assets is wearing out (being depreciated).

This ratio is calculated by measuring capital expenditure on asset renewal or replacement relative to the recorded rate of depreciation for the same period. Our target for 2018–2019 is for the cost of renewal or replacement (after deduction of any income from the sale of old assets) to be between 90% and 110% of depreciation when averaged over a period of three years.

Debt limitation

In 2018–2019, given the additional cost of renewing our depot, our level of debt will rise by $12.3 million, and funding State Local Government Infrastructure Partnership (SLGIP) from 2017-2018. To offset this debt we will:

OUR LONG-TERM FINANCIAL SUSTAINABILITY DEPENDS ON US ENSURING THAT ON AVERAGE, OVER TIME, OUR EXPENSES ARE LESS THAN REVENUE, AND THAT WE CONTINUALLY IDENTIFY OPPORTUNITIES TO REDUCE OUR EXISTING DEBT


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• Budget to deliver a modest surplus

• Dispose of the Tolley Road depot

• Fund our future capital expenditure from depreciation and surplus and continue to review our operations to deliver the best services in the most cost-effective manner

• Cap, and where possible, reduce our discretionary expenditure.

We believe it is appropriate to operate with a certain level of debt, particularly given the extensive portfolio of assets we hold. We have already funded significant upgrades of intergenerational assets in recent years, such as the Waterworld Aquatic Centre, Montague Road and various sporting and community club premises, by using a combination of variable and fixed-rate borrowings, as outlined in our Treasury Management Policy.

We also monitor carefully our net financial liabilities ratio (NFLR), which is a measure of our net financial liabilities expressed as a percentage of total operating income.

Review of assets

We review our assets regularly to make sure they are continuing to meet strategic planning objectives. If we consider that any assets are surplus to Council’s or the community’s needs, we will seek community views on selling them. Any money received is then used to fund capital or refurbishment works in line with our Land Strategy.

In purchasing new assets, we consider:

• Our current operating surplus or deficit• Any additional depreciation, maintenance

costs and interest expense on borrowings• The impact of purchase on our operating

surplus or deficit• Any need to increase council rates to fund the

purchase and/or ongoing maintenance costs• The age, life expectancy, suitability and service

potential of any asset• The discounted cash flow analysis, where

appropriate.

Funds received from any sale of council land or buildings are to be reinvested in line with our

Land Strategy.

Our LTFP includes provision of new assets in future years.

The current depot, located at Tolley Road, St Agnes, has served the community through the provision of city maintenance, infrastructure management and community services since the 1970s. Since it was established, the City of Tea Tree Gully’s population has more than doubled.

The depot is a hub for key support services such as construction and maintenance of roads, footpaths, stormwater, recycled water, parks and buildings, a dog pound and an SES facility; all of these are critically important services for our residents.

The existing depot is now one of the oldest amongst similar council facilities in metropolitan Adelaide. The depot is deficient in almost all key areas of operational effectiveness, safety and compliance.

Funding has been allocated in the draft budget for 2018–2019 to complete the fit-out of the new service centre.

Council rate increase forecast

This Annual Business Plan includes a recommended increase in general rate revenue that reflects the cost of providing existing services at a defined level, as well as the costings outlined in the plans (IAMPS and LTFP).

The rate adjustment takes into account the impact of increasing costs to Council from a combination of all the following factors:

• Consumer price index (CPI)

• Local government price Index (LGPI)

• Enterprise bargaining agreements (EBs)

• Increases in depreciation, maintenance and interest expenses associated with capital works that have been carried out over recent years.

After consultation with the community, our Elected Members will determine whether the direction and focus of this plan is appropriate and to what extent our proposed initiatives and standards of service deserve community support.


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Local government financial sustainability indicators

These are indicators that are required under the Local Government Act 1999, in order to promote greater financial sustainability and transparency in local government.

Budget FYE 2019

$,000

Original budget

FYE 2018 $,000

Current forecast FYE 2018

$,000

Actual FYE 2017

$,000

Operating surplusThe operating surplus (deficit) before capital amounts

4,521 5,689 7,039 7,703

Operating surplus ratio (OSR)Rates (general and other) less Natural Resources Management (NRM) levyThis ratio expresses the operating surplus as a percentage of total operating revenue, net of NRM levy

6% 8% 9% 9%

Net financial liabilities (NFL) (including land held for resale)Net financial liabilities are defined as total liabilities less financial assets (excluding equity accounted investments in council businesses) and including non-current assets held for sale

38,599 29,129 26,277 27,763

Net financial liabilities ratio (NFLR) (including land held for resale)Total operating revenue less NRM levy

42% 32% 28% 32%

Net financial liabilities (excluding land held for resale)Net financial liabilities are defined as total liabilities less financial assets (excluding equity accounted investments in council businesses) and excluding non-current assets held for sale

38,599 29,129 26,277 27,763

Net financial liabilities ratio (NFLR) (excluding land held for resale)Total operating revenue less NRM levy

42% 32% 28% 32%

Interest cover ratio net interest expenseTotal operating revenue, less NRM levy and less investment income

1.4% 1.7% 1.7% 1.1%

Asset sustainability ratio (ASR) net asset renewalsNet asset renewal expenditure is defined as net capital expenditure on the renewal and replacement of existing assets and excludes new capital expenditure on the acquisition of additional assets

138% 109% 109% 103%

Fiscal balanceNet lending position on net borrowingrequirement in uniform presentation of finances

(12,322) (949) (285) (3,594)


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NOTES ON FINANCIAL INDICATORS1. Operating surplus

An operating surplus occurs when the operating revenue is more than the operating expenses for the period. An operating deficit occurs when revenue is less than expenses. Our projection indicates that in 2017–2018 operating revenue will exceed operating expenditure. This year we expect to deliver a modest surplus of $4.521 million, in line with the targets set out in the LTFP.

2. Operating surplus ratio (OSR)

The operating surplus ratio is the operating surplus or deficit expressed as a percentage of general and other rates, excluding rate rebates and revenues from the NRM levy. Our OSR is within the target of our Financial Sustainability Policy.

3. Net financial liabilities ratio (NFLR)

The NFLR is the net financial liability expressed as a percentage of total operating revenue excluding Water Catchment/NRM levy income. Council has a NFLR target of 25% to 35%.

Council’s revised LTFP 2018–2028 has been revised to enable the fit-out of the new service centre to be completed in one year. Financing the fit-out will require the same level of funds over a shorter period of time, increasing Council’s net NFLR to 42% over the next 12 months.

The revised LTFP provides for the repayment of debt at $2.2 million – $2.5 million a year over the life of the plan - which will return the NFLR to the targeted range of 25% to 35% by 2020–2021.

The NFLR remains within the Local Government

Association target of 0% to 100%.

4. Asset sustainability ratio (ASR)

This ratio indicates whether a council is renewing or replacing existing non-financial assets at the same rate that its overall stock of assets is wearing out (being depreciated). It is calculated by measuring capital expenditure on asset renewal or replacement, relative to the recorded rate of depreciation of the assets for the same period.

We have invested significantly in the renewal of our non-financial assets over the last five years, delivering capital works of $75 million. Our 2018– 2019 budget includes capital renewal works of $TBA million (excludes any grant income and sale of assets) This represents an ASR of 109%, which is within our target range as specified in the LTFP.

We have reviewed the IAMPs in the context of the LTFP and have considered strategies to help us maintain performance within the targeted range. We will also continue to review the ASR target range to ensure the set targets remain appropriate.

Budget components

Our annual budget is made up of various components:

• Income statement

• Balance sheet

• Capital budget (as outlined in Section 4: ‘Project priorities for the year’)

• Cash flow statement

• Statement of changes in equity.

These will be explained in the following pages.


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ANALYSIS OF OPERATING BUDGETBudgeted Income Statement

For the financial year ended 30 June 2019

Budget FYE 2019

$,000

Original budget

FYE 2018 $,000


$,000

Actual FYE 2017

$,000

Income

Rates 78,725 76,227 76,278 73,594

Statutory charges 2,850 2,889 2,933 2,905

User charges 3,856 3,734 3,608 3,497

Grants and subsidies 5,334 6,022 7,764 9,018

Investment income 130 130 108 118

Reimbursements 81 72 77 51

Other revenues 1,349 1,166 1,778 1,621

Total revenues 92,325 90,240 92,544 90,804

Expenses

Employee costs 36,531 35,661 34,640 34,260

Materials, contracts and other expenses 35,921 34,175 35,346 34,726

Finance charges 1,135 1,273 1,303 925

Depreciation 14,217 13,442 14,217 13,190

Total expenses 87,804 84,551 85,505 83,101

Operating surplus/(deficit) before capital 4,521 5,689 7,039 7,703

Net gain/(loss) on disposal or revaluation of assets – – – 467

Capital grants 3,058 2,924 2,329 3,106

Capital contributions 261 319 310 32

Physical resources received free of charge – 255 781 196

Net surplus/(deficit) resulting from operations 7,840 9,187 10,459 11,504


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Operating revenue

1. Rates

For 2018–2019 our total rate revenue is projected to be $78.7 million. This is an increase of $2.498 million (or 3.3%) over the previous year. This figure includes a 6% increase in the Natural Resources Management (NRM) levy.

We propose a general rate increase of 2.5% for 2018–2019. This is based on the cost of maintaining existing services and the projected costs included in infrastructure asset management plans and the LTFP.

It is expected that our minimum rate will increase by 2.5% to $1,179 for 2018–2019.

In addition, we expect to receive up to a 0.8% increase in rates revenue due to new developments, subject to confirmation from the Valuer-General.

Council’s differential rating system was fully implemented in 2014–2015. A total of 12.31% of our general rate revenue will be derived from our commercial, industrial and vacant land use, with the remaining 87.69% of rate revenue to come from residential, primary production and other land use.

2. Statutory charges

Statutory charges are fees for regulatory services, such as permits and licences, or the regulation of an activity. They include Development Act fees, parking fines and dog registration fees.

The amount for these fees is set by the State Government. Notification of these fees is provided annually in July.

3. User charges

User charges are fees that relate mainly to the recovery of the costs of delivering some of Council’s services. These are fees charged for the use of community facilities and recreation centres.

User charges in 2018–2019 are projected to increase by $122,000 compared with the previous year. The fees and charges review recommended increases as necessary to offset rising delivery costs associated with these services.

4. Grants and subsidies

This revenue item includes grants and subsidies from all sources, except amounts received specifically for new or upgraded assets. Total grant revenue is budgeted to decrease by $688,000 to $5.334 million. The decrease is primarily due to the timing of the receipt of the Roads to Recovery grant in 2017–2018 rather than 2018–2019.

5. Investment income

Interest earned on funds invested is estimated to be $130,000 in 2018–2019.

6. Reimbursements

Reimbursements are payments for work Council has performed as an agent for others; for example, employee services we have provided to other councils. We estimate a reimbursement revenue of $81,000 in 2018–2019.

7. Other revenues

This is revenue not classified in items 1 to 6 above. Of the estimated $1.349 million of other revenue projected for 2018–2019, $390,000 is for estimated workers’ compensation insurance rebate and $200,000 is the estimated amount for sickness and accident reimbursements.

Operating expenses

8. Employee costs

Employee costs include all labour-related expenses, such as wages, salaries, and on- costs (allowances, leave entitlements and employer superannuation).

Employee costs are budgeted to increase by $870,000, which reflects the cost of the enterprise bargaining increase as well as employee grade increments.

In 2018–2019 we have provided for a total 388 FTE employees in the budget. This represents no change to the number of FTEs in comparison to financial year 2017–2018.

We allocate employee costs directly related to capital projects separately within the capital budget. These represent an additional sum of $1.6 million.


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9. Materials, contracts and other expenses

Materials are physical goods, such as consumables, water and energy. Contractual services are payments for external service providers, including labour, materials or subcontractors who are hired under contract.

Other expenses are those other than the costs of employees, materials and contractual services.

We forecast the cost of materials, contractual services and other expenses to increase by $1.7 million in 2018–2019.

The budget allows for a number of key known cost pressures for 2018–2019.

We have been able to absorb these cost pressures through adopting a tighter spending approach in other areas.

10. Finance charges

Finance charges are the costs of financing our activities through borrowings or financial leases. We forecast a reduction of finance charges to $1.1 million in 2018–2019.

11. Depreciation

In 2009 we moved to consumption-based depreciation (CBD) to depreciate most of our assets.

CBD is an accounting method that more accurately records the pattern of asset use than traditional straight-line depreciation. Typically, under CBD, less depreciation is calculated at the beginning of an asset’s life and more at the end.

In 2018–2019 our depreciation expense is forecast to be $14.2 million, representing an increase of $775,000.


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NET OUTLAYSNotes to and forming part of the financial statements For the financial year ended 30 June 2019

Uniform presentation of finances

Budget FYE 2019

$,000

Original budget

FYE 2018 $,000


$,000

Actual FYE 2017

$,000

Income 92,325 90,240 92,544 90,804

less Operating expenses (87,804) (84,551) (85,505) (83,101)

Operating revenues

Operating surplus/(deficit) before capital amounts 4,521 5,689 7,039 7,703

Less net outlays on existing assets

Capital expenditure on renewal and replacement of existing assets

20,598 15,360 16,037 15,012

Less depreciation, amortisation and impairment (14,217) (13,442) (14,217) (13,190)

Less proceeds from sale of replaced assets (1,044) (724) (598) (1,463)

Total net outlays on existing assets 5,337 1,194 1,222 359

Less net outlays on new and upgraded assets/changes in assets

Capital expenditure on new and upgraded assets 18,325 9,197 7,190 14,973

Less amounts specifically for new or upgraded assets (3,319) (3,243) (2,639) (3,138)

Less proceeds from sale of surplus assets (3,500) (510) (541) (897)

Total net outlays on new and upgraded assets 11,506 5,444 4,010 10,938

Net lending/(borrowing) for financial year (12,322) (949) 1,807 (3,594)


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1. Net outlays on existing assets

We will allocate $20.598 million for the renewal of existing assets. We aim to keep our level of spending in line with the IAMP forecasts.

2. Net outlays on new and upgraded assets

We will allocate $18.325 million to new and upgraded assets. This includes $14.9 million for the fit-out of the new service centre and $2.5 million to deliver projects associated with the SLGIP.

We will factor the ongoing maintenance and depreciation expenses associated with capital expenditure on new and upgraded assets into our future budgets and updates of the LTFP.

Financing strategy

We have determined that borrowings will increase in 2018–2019 to support the fit-out of the new service centre over a period of 12 months and SLGIP initiatives. Our borrowings are projected to increase by $12.322 million by 30 June 2019, reducing in subsequent years as $2.2 million – $2.5 million of borrowings are repaid annually.

The following pages provide information on:

• Cash flow statements

• Balance sheet

• Statement of changes in equity.


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2018–2019 FINANCIAL BUDGET INFORMATIONBudgeted cash flow statement

For the financial year ended 30 June 2019

Budget FYE 2019

$,000

Original budget

FYE 2018 $,000


$,000

Actual FYE 2017

$,000

Cash flows from operating activitiesReceiptsOperating receipts 92,195 89,874 92,436 97,265

Investment receipts 130 130 108 118

PaymentsOperating payments to suppliers and employees 72,452 69,341 69,985 72,038

Finance payments 1,135 1,273 1,303 925

Net cash provided by (or used in) operating activities

18,738 19,390 21,256 24,420

Cash flows from investing activitiesReceiptsGrants specifically for new or upgraded assets 3,058 3,243 2,329 3,138

Contributions specifically for new or upgraded assets 261 319 310 32

Sale of replaced assets 1,044 724 598 1,463

Sale of surplus assets 3,500 510 541 897

PaymentsExpenditure on renewal/replaced assets 20,598 15,360 16,037 15,012

Expenditure on new/upgraded assets 18,325 9,197 7,190 14,973

Net cash provided by (used in) investing activities (31,060) (20,080) (19,449) (24,487)

Cash flows from financing activitiesReceiptsProceeds from borrowings – 949 3,328

New borrowings required 12,322 285

PaymentsRepayment of borrowings –

Repayment of finance lease liabilities – 230

Net cash provided by (used in) financing activities 12,322 949 285 3,098

Net increase/(decrease) in cash held – 259 2,092 3,031

Cash and cash equivalents at beginning of reporting period

– 199 3,230 199

Cash and cash equivalents at end of reporting period

5,322 458 5,322 3,230


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BUDGETED BALANCE SHEETFor the financial year ended 30 June 2019

Budget FYE 2019

$,000

Original budget

FYE 2018 $,000


$,000

Actual FYE 2017

$,000

Assets

Current assets

Cash and cash equivalents 5,322 458 5,322 3,230

• Trade and other receivables 4,520 8,044 4,520 4,520

Non-current assets held for sale – – – 510

Inventories 188 145 188 188

Total current assets 10,030 8,647 10,030 8,488

Non-current assets

Financial assets 92 101 92 92

Infrastructure, property, plant and equipment 1,498,404 1,435,734 1,478,242 1,469,079

Other non-current assets 3,968 713 3,968 3,968

Total non-current assets 1,502,464 1,436,598 1,482,302 1,473,139

Total assets 1,512,494 1,445,195 1,492,331 1,481,587

Liabilities

Current liabilities

Trade and other payables 16,287 16,927 16,287 16,287

Short-term borrowings 3,019 691 718 718

Short-term provisions 3,529 3,137 3,529 3,529

Total current liabilities 22,835 20,755 20,534 20,534

Non-current liabilities

Long-term borrowings 25,136 16,233 15,115 14,830

Long-term provisions 659 88 659 659

Total non-current liabilities 25,795 17,021 15,774 15,489

Total liabilities 48,630 37,776 36,308 36,023

NET ASSETS 1,463,862 1,407,419 1,456,023 1,445,564

Accumulated surplus 372,249 362,289 361,790 350,086

Year to date 7,840 9,187 10,459 11,504

Asset revaluation reserve 1,078,752 1,030,921 1,078,752 1,078,752

Other reserves 5,022 5,022 5,222 5,222

Total equity 1,463,862 1,407,419 1,456,023 1,445,564


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BUDGETED STATEMENT OF CHANGES IN EQUITYFor the financial year ended 30 June 2019

Budget FYE 2019

$,000

Original budget

FYE 2018 $,000


$,000

Actual FYE 2017

$,000

Accumulated surplus

Balance at end of previous reporting period 372,249 362,289 361,590 350,286

Net result for year 7,840 9,187 10,614 11,504

Balance at end of period 380,089 371,476 372,249 361,790

Asset revaluation reserve

Balance at end of previous reporting period 1,078,752 1,030,921 1,078,752 1,030,921

Gain on revaluation of infrastructure, property, plant and equipment

47,831

Balance at end of period 1,078,752 1,030,921 1,078,752 1,078,752

Other reserves

Balance at end of previous reporting period 5,022 5,022 5,022 5,022

Transfers between reserves

Balance at end of period 5,022 5,022 5,022 5,022

Total equity at end June 2019 1,463,862 1,407,419 1,456,023 1,445,564


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WHAT THIS ANNUAL BUSINESS PLAN AND BUDGET MEANS FOR RATES

HOW WE SET RATESWhen we set rates our main point of reference is our newly adopted Strategic Plan 2020.

We also consider the current economic climate, including the outlook for inflation and unemployment, our debt reduction strategy, legislative changes, and the need to manage, maintain and improve our community’s physical infrastructure.

We carefully consider the impact of rate rises on our ratepayers and recognise the importance of striking a balance between sharing the rate burden fairly among ratepayers and factoring in changes in the valuation of residential, vacant land, commercial, and industrial properties.

It is our policy to make sure that rents and leasing payments on our properties are not prohibitive for community groups and sporting bodies, who are the lifeblood of a vibrant community. For this reason, we may also offer concessions on rates.

RATING REVIEWIn 2011 we undertook comprehensive rates modelling and analysis of rating strategies and the likely impact on ratepayers of alternative rating systems.

In November 2011 we decided to undertake community consultation, as required by Section 151 of the Local Government Act 1999, regarding a proposal to implement a differential rating system.

The purpose was to make sure that any new approach to rates would be fair and equitable across the whole community, and that it would at the same time generate the income needed to achieve our strategic objectives and agreed service standards.

After consulting with the community, we decided in February 2012 to adopt differential general rates as from 1 July 2012.

The review we undertook confirms that our rating strategy and structure rank highly against the principles of taxation and that the new rating structure and rate revenue contribution methodology complies with and exceeds our legislative requirements. This also ensures that our contribution methodology is considered best practice.

DIFFERENTIAL RATESHaving a differential rating strategy provides us with increased flexibility to accommodate movements in valuations that regularly occur in the market. This method allows us to raise rates at different levels to ensure that commercial and industrial sites continue to contribute appropriately to services that we provide, even though property market valuations in any category may fluctuate.

Definitions of land uses are prescribed by regulation and are categorised as follows for rating purposes:

• Residential

• Commercial – shops

• Commercial – office

• Commercial – other

• Industrial – light

• Industrial – other

• Primary production

• Vacant land

• Other.

Differential rates better reflect consumption of our services but can also be tailored to support other key objectives, such as economic or capital development, or to recognise the value of a specific aspect of land use. The differential rating strategy addresses all of our rating objectives.

Apart from the more obvious services that benefit our whole community, such as the maintenance


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of over 600 parks and reserves, footpaths, road maintenance and traffic management, we provide many other community, recreational, health and environmental services.

The entire community, including our commercial and industrial ratepayers, benefit from the many services and regulatory processes that we administer.

Examples of our commitments to business and economic development can be seen in our support for the following initiatives.

National Broadband Network (NBN)

We continue to support the roll-out of high-speed broadband to properties in our City and continue to run digital literacy programs.

Small business advisory services

Council is committed to deliver small business advisory services to business owners, business intenders and entrepreneurs in our City.

Council engaged Polaris Business and Innovation Centre to provide business advisory services in City of Tea Tree Gully. Polaris offer a great range of business service, including basic business advice, one-on-one mentoring, information sessions, workshops and networking events. To find out how Polaris can help your business, contact them today on 8260 8205 or visit their website – www.polariscentre.com.au

Northern Economic Leaders

Council joined the Northern Economic Leaders to enable businesses to share their collective knowledge, influence government policy, and network for mutual benefit. Northern Economic Leaders is an apolitical business leaders network that supports social and economic growth in northern Adelaide. Their intent is to be a voice and advocate for businesses in the region. If you are a local business operator, who is interested in accessing the benefits of aligning with like-minded individuals, see the Northern Economic Leaders website for more information - net.org.au

Economic development

Ongoing high-level lobbying of federal and state government agencies to include our Council in

economic development programs.

Land use zoning and urban development

We ensure that our Development Plan and development assessment processes support business growth through a range of initiatives including:

• Delivery of the Modbury Precinct Activation Strategy to support increased residential, commercial, retail and population growth; for example, in the Modbury Precinct upgrades are occurring along Smart Road and Reservoir Road and new planning policies which support growth have been implemented

• Commencement of the ‘Commerical, Light Industry and Residential (Sites) Development Plan Amendment’ to rezone key sites that can accommodate residential and commercial development

• Continuing advisory services for small businesses to streamline development approval processes for local businesses starting up or expanding in our City

• Streamlining development assessment processes and providing urban design advice for development applications in the Modbury Precinct.

Tourism and events

We support tourism and attract visitors to our City through a number of initiatives including a program of events and event sponsorship including community carols, outdoor cinemas, Australia Day celebrations and an ANZAC Day service attracting almost 90,000 people.

Although some of these initiatives and services may not be showing obvious returns, all ratepayers will ultimately gain from the benefits they will bring.

In relation to vacant land, we have numerous sites scattered throughout the suburbs that are vacant (i.e. unimproved). The differential rate will encourage the development of these vacant properties.


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Differential rating

The differential rating methodology is an integral component of our overall rating strategy. This method assists us to achieve our rating objectives, by:• Ensuring equity in rate distribution across the community by minimising inequitable shifts in rate

responsibility• Reducing the impact of property valuation fluctuations while raising an equitable capital level of

contribution from each land use sector• Maintaining equity within diverse communities and between communities• Recognising that communities where there is a greater consumption of services and resources rank more

highly according to the principles of taxation.

We believe the achievement of our rating objectives, as described above, justifies our choice of the differential rating methodology.

The table below shows the valuations and rates applied to the various land use categories and also the general revenue forecast for 2017–2018. Note: these figures do not show rebates. In 2018–2019 we estimate we will provide $1.4 million in rebates.

The majority of these rebates are mandatory, as required under the Local Government Act 1999. Further details of our rebates are included on page 81.

Land use General rate revenue

2017–2018 $M

Valuation 2017–2018 $M

General rate revenue

2018–2019 $M

Valuation 2018–2019 $M

General rate revenue

% income 2018–2019

Commercial office 0.42 69 0.44 73 2.3%

Commercial other 2.193 368 2.322 388 5.8%

Commercial shop 5.616 942 5.9 982 5.3%

Industrial light 0.16 27 0.17 29 6.25%

Industrial other 0.55 91 0.57 96 3.6%

Other 0.65 162 0.70 175 7.6%

Primary production 0.34 85 0.36 89 5.8%

Residential 61.4 15,325 63.37 15,791 3.2%

Vacant land 1.3 164 1.3 164 0.0%

Total 72.63 17,233 75.13 17,787 3.4%

*Subject to change


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HISTORICAL RATESThe following table summarises the rate in the dollar and minimum rate in comparison to previous years for each of the rating categories.

Year 2012–2013 2013–2014 2014–2015 2015–2016 2016–2017 2017–2018 2018–2019Minimum $980 $1,024 $1,064 $1,092 $1,120 $1,150 1,179

Minimum rate valuation threshold

$259,390 $257,132 $260,112 $268,300 $274,011 $289,507 $296,220

Rate in $

Residential $0.00377813 $0.00398239 $0.00409054 $0.00407001 $0.00408742 $0.00397226 $0.00398016

Commercial office

$0.00453376 $0.00557535 $0.00613581 $0.00610502 $0.00613113 $0.00595839 $0.00597024

Commercial other

$0.00453376 $0.00557535 $0.00613581 $0.00610502 $0.00613113 $0.00595839 $0.00597024

Commercial shop

$0.00453376 $0.00557535 $0.00613581 $0.00610502 $0.00613113 $0.00595839 $0.00597024

Industrial light

$0.00453376 $0.00557535 $0.00613581 $0.00610502 $0.00613113 $0.00595839 $0.00597024

Industrial other

$0.00453376 $0.00557535 $0.00613581 $0.00610502 $0.00613113 $0.00595839 $0.00597024

Other $0.00377813 $0.00398239 $0.00409054 $0.00407001 $0.00408742 $0.00397226 $0.00398016

Primary production

$.00377813 $0.00398239 $0.00409054 $0.00814002 $0.00408742 $0.00397226 $0.00398016

Vacant $0.00566720 $0.00696918 $0.00818108 $0.00814002 $0.00817484 $0.00794452 $0.00796032

*Subject to change


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During the same period, the increase in our community’s wealth has occurred mainly in the residential sector, driven by an increase in residential valuations. The following table shows the changes in rate revenue and valuation over the past five years.

RATE REVENUE AND VARIATIONSYear 2012–2013 2013–2014 2014–2015 2015–2016 2016–2017 2017–2018 2018–2019Total valuation ($M)

15,686 15,659 15,934 16,403 16,851 17,233 17,787

% increase (decrease) in total valuation

(3.4%) (0.17%) 1.7% 2.96% 2.73% 6.4% 3.2%

General rate revenue ($M)*

58.60 62.80 66.43 68.10 70.20 72.63 75.13

% increase in general rate revenue*

6.9% 7.1% 5.8% 2.7% 2.5% 2.7% 2.5%

Minimum rate $980 $1,024 $1,064 $1,092 $1,120 $1,150 $1,179

% increase in minimum rate

Nil 4.5% 3.9% 2.7% 2.5% 2.7% 2.5%

*Prior to allocation of rebates. ˣ Subject to change

Our primary source of income is council rates, which make up 85% of our annual income. Our forecast sources of revenue for 2018–2019 are shown in the following chart.

Total revenue $92 million

Rates - $78.7 m, 85%

Statutory charges - $2.8 m, 3%

User charges - $3.8 m, 4%

Grants and subsidies - $5.3 m, 6%Other revenues - $1.6 m, 2%


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AVERAGE RESIDENTIAL RATEOur average residential rate for 2017–2018 was $1,582. It is estimated that the average residential rate in 2018– 2019 will rise to $1,623 which represents a 2.5% increase on the previous year.

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METHOD USED TO VALUE LANDThe South Australian Valuer-General establishes the value of land in our City for rating purposes. The basis for valuation is the capital value of the land, including all improvements such as buildings and sheds. We believe this is the fairest way of distributing the rates burden across all ratepayers for the following reason:

• The equity principle of taxation requires that ratepayers of similar wealth pay similar taxes, and ratepayers of greater wealth pay more tax than ratepayers of lesser wealth. Property value is a fair indicator of wealth.

We will adopt the valuations that the Valuer-General provided on 30 June 2018. If a ratepayer is dissatisfied with their valuation, they can object to the Valuer-General in writing, within 60 days from the date of their rates notice.

TRENDS IN VALUATIONS AND RATE MODELLINGEach year, as part of our review of rating policy, anticipated movements in valuations are obtained for each rate category. The valuation trends for 2018–2019 reflect the impact of the subdued property market and indicate that valuations will generally experience only slight movement across all property groups.

A shortage of residential properties across all valuation levels is still considered to exist and we have also seen a low level of new housing construction. Ongoing constraints on housing finance and lower levels of consumer confidence continue to affect sale values in the residential sector; however, a minor upswing occurred during 2018.

Valuations are anticipated to remain fairly steady, with some areas experiencing minor increases and others minor decreases for 2018–2019. We have been advised by the Valuer-General that the average increases of approximately 3.2 per cent will apply in most areas. This information is subject to change prior to the end of the


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financial year.

Council has undertaken comprehensive rate modelling to assess the likely impact within each land category based on anticipated valuation movements prior to the adoption of the final Annual Business Plan.

Advice from the Valuer-General tells us that commercial and industrial property sales have increased slightly, which is mainly due to property improvements.

Vacant land valuations have decreased due to the number of dwellings that have been completed in 2018–2019. An decrease of approximately 0.66% is evident.

Primary production property valuation movements are even, with most areas experiencing increases for 2018–2019. There has been an overall average increase of approximately 4.5 per cent across this sector.

The table below provides details for the residential valuation changes by suburb.

Suburb FYE 2018 FYE 2019No.

properties% change of

valuationNo.

properties% change of

valuationBanksia Park 1,321 6.86% 1,327 2.84Dernancourt 1,488 10.88% 1,505 1.07Fairview Park 1,445 8.16% 1,447 2.38Gilles Plains 599 6.46% 609 4.39Golden Grove 4,028 6.90% 4,029 1.29Gould Creek 15 2.05% 15 5.13Greenwith 3,769 5.67% 3,765 3.36Gulfview Heights 16 7.45% 16 0.00Highbury 2,590 8.16% 2,605 0.86Holden Hill 1,214 5.86% 1,255 7.55Hope Valley 2,852 7.89% 2,876 3.09Houghton 26 2.40% 25 6.46Modbury 2,086 6.19% 2,128 6.81Modbury Heights 2,687 6.19% 2,705 2.54Modbury North 2,265 5.99% 2,278 0.92Paracombe 8 1.82% 8 5.24Redwood Park 2,128 3.01% 2,132 8.64Ridgehaven 1,683 4.64% 1,703 3.55St Agnes 1,737 6.24% 1,745 3.69Surrey Downs 1,353 5.72% 1,357 2.45Tea Tree Gully 1,373 6.41% 1,391 2.03Upper Hermitage 31 4.44% 31 6.91Valley View 558 2.27% 562 7.80Vista 408 5.46% 410 0.77Wynn Vale 3,130 4.89% 3,132 3.16Yatala Vale 82 2.29% 83 6.36Total 38,882 6.47% 39,139 3.08

*Subject to change


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GROWTHProperty valuations can increase or decrease if the land use of the property changes — for example, from residential to commercial — or if there has been any development on the property, including renovations. The change in valuation associated with these changes is referred to as ‘growth’.

In 2018–2019 the changes in valuation due to growth is estimated to amount to about $620,000 of additional rate revenue (growth income), an increase of 0.8%.

COUNCIL’S REVENUE-RAISING POWERSCouncil can charge rates on all land in its area except for exempt land; this includes Crown land, council- owned land and other land as prescribed in the Local Government Act 1999 (refer Section 147).

The Act allows a council to raise revenue for its provision of services and facilities through a general rate, which applies to all rateable properties, or by applying differential general rates to all classes of properties.

A council can also raise separate rates for specific areas, services or charges.

A council can raise revenue through the setting of fees and charges after considering the cost of the service provided and equity issues. We list the applicable fees and charges on our website.

THE IMPACT OF RATESIn 2018-2019 our total general rate revenue (excluding growth) will rise by 2.5%.

The following table shows the impact on types of properties and the number of properties that fall within selected percentage changes.

Rate increase Residential properties

Less than zero 3010–2% 15,0982–2.5% 2,0462.5–3% 7,7123–4% 7,5214–5% 1,9605–6% 1,3266–10% 2,626Greater than 10% 458New assessments 105Total 39,048

*Subject to change

In 2018–2019 the differential above the residential rate in the dollar for the following land uses will be:• Commercial – 50%• Industrial – 50%• Primary production – same rate as residential• Vacant land – 100%• Other – same rate as residential.

As part of the valuation process, the Valuer-General applies a land use to each assessment to identify the main use of the land. As a ratepayer you may apply to Council for a review of this assessment if you think a property has been wrongly classified in terms of its land use.

MINIMUM RATEWe believe it is fair that all rateable properties contribute to the cost of administering our activities, creating and maintaining the infrastructure accessed by every property, and providing all of the services used by our community.

The minimum rate is charged against the whole of an allotment. This means that if you own and occupy contiguous land – that is, two or more pieces of adjoining land. Even if they are separated by a road, we only levy one minimum rate.

Independent living units in a retirement village are exempt from paying the minimum rate under section 158 of the Local Government Act 1999.


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We are estimating a minimum rate increase of 2.5%, $1,179 for 2018–2019.

The following graph shows the minimum rates in some Adelaide metropolitan councils for the 2017–2018 financial year.

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Minimum Rate 2017–2018

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NATURAL RESOURCES MANAGEMENT (NRM) LEVYWe collect a regional NRM levy on all rateable properties on behalf of the regional NRM Board. The Board uses the levy to manage and protect our state’s priority water, land, marine and biodiversity assets.

Note that we do not keep this money and we do not determine how it is spent. We collect the levy by imposing a separate rate against all our rateable properties, with the NRM Board advising us what the rate will be at the end of each financial year.

COMMUNITY WASTEWATER MANAGEMENT SYSTEM CONVERSIONSIn 2001–2002 a program was started to convert some properties from Council’s community wastewater management system (CWMS) to SA Water’s sewerage system. If you own one of these properties, in addition to paying SA

Water for their services, you are legally obliged to pay a separate rate to Council for the CWMS. This rate was approved by the Minister for Local Government, and will be charged until the capital cost of the conversion is repaid. The separate rate for 2018–2019 will be $415.

COMMUNITY WASTEWATER MANAGEMENT SYSTEM SERVICE RATE/ CHARGEOur community wastewater management system (CWMS) services approximately 4,644 properties (4,588–2018). For 2018–2019 we have budgeted $2.7m ($2.6m in 2018) to operate, maintain, renew and upgrade the system infrastructure. This figure may be subject to change based on SA Water charges which will be announced prior to the adoption of this Annual Business Plan.

It will be funded by a service fee for each connected property unit, and also for each unconnected property unit that uses the system. If your property is connected to the CWMS system and is next to the SA Water sewer mains (meaning


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you are also paying SA Water rates), this fee will be reduced.

If you are receiving the CWMS service on non- rateable land, a service charge will be levied against the land. Our rates team can provide more information about the CWMS scheme, including details of what constitutes a service charge. The charges for a connected service in FYE 2019 is $595 and in FYE 2018 was $575.

The service charges for a unconnected charge or reduced charge in FYE 2019 is $415 and in FYE 2018 was $400.

RATE CONCESSIONSTo check eligibility, contact the Department for Communities and Social Inclusion (DCSI) concessions hotline 1800 307 758 or at www.sa.gov.au.

PAYMENT OF RATESAnnual rates are split into four equal instalments, each of which is due on the first business day of September, December, March and June. We provide a range of payment options.

Our Chief Executive Officer also has the authority to enter into special agreements with ratepayers on the payment of rates when needed.

If you are having difficulty paying your rates, we encourage you to contact our Customer Relations team to discuss payment options. All such enquiries are kept confidential.

POSTPONEMENT OF RATESIf you hold a Seniors Card or are experiencing hardship paying your rates, you can apply to postpone payment. The criteria for eligibility are listed below.

Applications are assessed on a case-by-case basis and they are not dependent on the level of increase in rates payable. All applications are confidential and the information is only shared with those who need to know in order to assess the application.

Once an application is approved, the postponement takes effect from the first day of the next instalment period following the date of application; that is, the first business day of

September, December, March or June.

If you have a postponement agreement, you must advise us in writing within 14 days of any change to your circumstances. Such changes might include:

• Change of ownership

• Change of occupation

• Alterations or improvements to the property

• Division of land

• Change in financial circumstances.

We conduct periodic audits of eligibility to confirm ongoing entitlement.

If you apply for a postponement, you must also show us that you have advised relevant interested parties of your intention. These include mortgage holders, insurance companies and beneficiaries.

The amount and the time frame for postponement is at the discretion of the Chief Executive Officer.

All applications for postponements must be from the principal ratepayer, in writing, on Council’s approved form, addressed to the Chief Executive Officer, City of Tea Tree Gully, 571 Montague Road, Modbury SA 5092, and include sufficient details to identify the relevant property and support the application. All information provided will be kept confidential.

POSTPONEMENT – SENIORS CARDUnder Section 182A of the Local Government Act 1999, if you hold a State Government Seniors Card you can apply to postpone part of your council rates on a long-term basis. The deferred amount will still incur a monthly interest charge, and the accrued debt will become payable when your property is sold or disposed of. In this way, postponement is similar to a reverse mortgage.

As a state Seniors Card holder, you can only apply for postponement if:

• The property is your main residence

• No other person other than your spouse has an interest as owner of the property


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• There is an appropriate level of equity in the property.

To find out more or ask for an application form, please phone us on 8397 7444.

POSTPONEMENT – HARDSHIPUnder Section 182 of the Local Government Act 1999, you can apply to postpone your rates if payment would cause you hardship. You will need to meet the following criteria:

• We are satisfied that the hardship is proven

• You agree to pay interest on the amount at the cash advance debenture rate, calculated monthly and published by the Local Government Finance Authority for 1 July each year

• The property is your principal residence and is the only property you own

• You have owned the property and used it as your principal residence for more than five years

• You can produce your Pensioner Concession Card from Centrelink or Veterans’ Affairs or a TPI card from Veterans’ Affairs; or can show that you are a self-funded retiree with a household income of less than $30,000 a year.

REBATES OF RATESRebates – mandatory, under Section 159–165 of the Act

Under Sections 159–165 of the Local Government Act 1999 we are required to grant rebates to certain properties, including those that meet the Act’s requirements for land used for religious or educational purposes, or for community uses, as specified in the Act. These rebates vary from 75% to 100%.

Rebates – discretionary, under Section 166 of the Act

Section 166 of the Local Government Act 1999 sets out the circumstances in which we can grant discretionary rebates of up to 100%.

We have the option to grant a rebate of rates or service charges; to determine the rebate amount we take into account the following factors:

• The rebate is desirable for the purpose of securing the proper development of the area

• The rebate is desirable for the purpose of assisting or supporting a business in its area

• The rebate relates to common property or land vested in a community corporation under the Community Titles Act 1996 over which the public has a free and unrestricted right of access and enjoyment.

The rebate is considered by the council to be appropriate to provide relief against what would otherwise amount to a substantial change in rates payable by a ratepayer due to:

• A redistribution of the rates burden within the community arising from a change to the basis or structure of the council’s rates; or

• A change to the basis on which land is valued for the purpose of rating, rapid changes in valuations, or anomalies in valuations.

Referring to Section 159(5) of the Act, we look at the land for which the rebate is sought and consider:

• The type and number of services we provide on the land compared with similar services we provide elsewhere in the community

• Whether a community need is met by the activities on the land

• Whether activities on the land provide assistance or relief to disadvantaged people.

We may also take into account other factors, such as:

• Why the applicant needs financial assistance through a rebate

• How much rebate is sought, as a percentage and dollar amount, and why it is appropriate

• How much financial assistance is being given to that applicant by federal or state agencies and whether it applies to that land

• Whether the applicant has applied or will apply to another council

• Whether the applicant is or will be providing a service in our area and the extent of that service


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• Whether the applicant is a public sector body, a private not-for-profit body or a private for-profit body

• Whether the applicant is gaining a financial profit for the members of the body, or is engaging in trade or commerce and therefore has the ability to distribute profit to its members

• Whether there are any historical considerations that may be relevant for all or any part of the current council term

• The financial consequences for Council of granting the rebate

• The date the application is received

• The availability of any community grant to the person or body making the application

• Whether the applicant has received a community grant.

If you or your organisation wishes to apply for a rebate for the current rating period, you must do so by 1 September 2018. We reserve the right to not consider late applications. However, if you are eligible for a mandatory rebate, this can be granted at any time during the current rating period.

If your or your organisation’s eligibility for a rebate no longer applies, we can recover rates proportionately to the end of the current financial year.

When considering applications for rates rebates, we are mindful of the contribution ratepayers make to our City, and that profitable organisations who receive government funding may still need additional help to achieve their

goals. However, we need to balance the desire to support community organisations with the impact that rebates have on our revenue.

We provide a discretionary rebate of 100% for community sporting and social groups that occupy council-owned properties, including the University of the Third Age. This supports the strategic directions (set out in our Strategic Plan) to provide and maintain a high standard of recreation and leisure opportunities for all sections of the community.

If you believe that your not-for-profit organisation is impacted adversely by our rating strategy for commercial and industrial land uses, we encourage you to apply for a discretionary rebate. We will assess each application on its own merits.

If you are a not-for-profit land owner you may apply for a discretionary rebate on your council rates by 1 September of each year. A report summarising Council’s consideration of requests for rebates will be completed, as specified under Section 166 of the Local Government Act 1999 in October of each year.

The discretionary rebate for not-for-profit organisations will only be available to organisations that are not already receiving a rebate under Section 161.

The maximum rebate granted will be capped at the difference between the residential rate and the industrial/commercial vacant land rate.

MAXIMUM RATE INCREASEIn considering the maximum rate increase, any substantial rate increases can be considered and remedial action can take the form of a rebate or remission of residential rates.

571 Montague Road, Modbury 5092 PO Box 571, Modbury 5092

Telephone 08 8397 7444 cttg.sa.gov.au

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