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FINANCE AND MANAGEMENT REPORT REPORTING PERIOD: TO 31 MARCH 2013

CITY OF WHITEHORSE

FINANCE AND MANAGEMENT REPORT

for the period ending 31 March 2013

PART 1: Council Plan 2010 – 2014 Key Strategic Activities ............. Pages 2 - 6

PART 2: Organisational Customer Service Report ............................ Pages 7 - 9

PART 3: Financial Report ..................................................................... Pages 10 - 23

ANNUAL BUSINESS PLAN 2012/13 – MARCH 2013 A: KEY STRATEGIC ACTIVITIES

Strategic Objective Activity Performance Measure Target Current Status Serve and strengthen our diverse community to be inclusive, vibrant and engaged

Review of the current Whitehorse Community Wellbeing Plan. Re-development of 2013-2017 Whitehorse Community Wellbeing Plan (stage one)

Stage One: review of document complete detailing outcomes of the current Plan for 2012/13. Survey complete. Consultation workshops complete.

June 2013 April 2013 June 2013

Completed. Review of the current document has concluded, with community safety being a focus until the end of the calendar year. In progress. 2000 surveys were received back from members of the community in regard to their priorities. Consultation workshops have taken place: internal and community. Further targeted workshops will be carried out in Stage 2.

Development of a Whitehorse Community Engagement framework.

Framework developed. June 2013 In progress. Consultant has been appointed and work has commenced.

Further develop the SGL Concept Plan and Business Case for the Whitehorse Centre.

Formal endorsement by Council.

June 2013 In progress. Council approved the SGL Whitehorse Centre Feasibility Study Report in December 2012 and appointed Williams Ross to undertake development of the Business Case.

Promote, protect, enhance and respect the quality of our natural and built environments

Review the City of Whitehorse Housing Study and Neighbourhood Character Study.

Reviews completed. June 2013 In progress. Stage 1 consultation complete and update report to be presented to Council in June cycle.



Strategic Objective Activity Performance Measure Target Current Status Introduce new 80 litre

mobile garbage bins as the standard kerbside waste collection bin and an optional 360 litre recycling bin for households and small businesses.

Waste bins changed and optional 360 litre recycling bins made available and promoted.

June 2013 In progress. Council adopted the Whitehorse Waste Management Plan 2011 at its meeting on 19 September 2011 which included actions to introduce an 80 litre bin as the standard garbage bin and the introduction of an optional 360 litre recycling bin would be made available as of 1 July 2012 and promoted. A bin choice survey was sent to 61,000 householders from 22-27 March 2013 with responses requested by 19 April 2013. Fees for the new suite of waste services including options for a 120 litre garbage bin, garden bin and additional recycling space were adopted by Council on 15 April 2013. The rollout of new bins is expected to commence in June 2013 and be completed by the end of July 2013.

Blackburn Village Urban Streetscape Improvements.

Stage 1 works complete. June 2013 In progress. Contract awarded by Council on 29 January 2013. Works commenced in March 2013 and are on target for completion by 30 June 2013.

Construct bicycle/pedestrian shared use path in Canterbury Road (Gardiners Creek Trail to Middleborough Road).

Project complete. April 2013 Completed. Works completed in February 2013.


Strategic Objective Activity Performance Measure Target Current Status Footpath Asset

Management. To carry out programmed inspections of 12 Infrastructure Work Areas for constructed footpaths and recording of defects in accordance with the requirements of Council’s Road Management Plan.

June 2013 In progress. Programmed footpath inspections on track. Nine (9%) Infrastructure Work Areas completed (75%) as per Road Management Plan requirements.

Delivery of the Capital Works Footpath Renewal program.

Completion of the 2012/13 capital works $1.86m footpath renewal program.

June 2013. In progress. $1.25m of program has been expended over 9 months of the annual program. $1.8m of the program has been committed with approximately 85% of program completed.

Drainage Pit Asset Maintenance.

Proactive replacement of 200 stormwater drainage pit lids across the municipality.

June 2013 In progress. The drainage pit lid replacement program is approaching completion with 81% of the budget expended and 97% committed. The works commenced following the awarding of the minor drainage and civil works contract in October 2012.

Car Park Asset Maintenance.

Programmed inspections of 27 sealed car parks across the municipality and delivery of minor car park renewal works.

June 2013 Completed.

Springfield Park Sports Facility Redevelopment.

Completion of building works.

October 2012 Completed. Occupancy permit was issued on 9 October 2012

CCTV surveillance systems at Council buildings and public spaces.

Establish standardised and market tested servicing and maintenance procedures.

March 2013 Completed. Council awarded a maintenance contract for this service in March 2013


Strategic Objective Activity Performance Measure Target Current Status Asset Management

Strategy. Report Council’s MAV STEP Program audit performance to Executive Management Team.

June 2013 In progress. Verbal report to be presented to EMT in April 2013

Morton Park West – Reconstruction of Playing Surface including Drainage and Irrigation.

Works completed. Feb 2013 Completed. Ground fit for competition from 30 March.

Development of the Bellbird Dell Bushland Park Fire Management Plan.

Fire Management Plan adopted by Council.

May 2013 In progress. Fieldwork completed. Preliminary Draft being reviewed.

Continuation of the Warm Season Turf Transfer Program at selected sports fields.

Sports fields identified for transfer and conversion completed.

March 2013 Completed. Successful warm season turf transfer. Grounds available for competition.

Deliver organisational excellence, visionary leadership and strong governance, through dedicated people, to ensure the best possible contribution to our community

Employee retention of our dedicated people to minimise service disruption.

An employee retention rate. 85-90% In progress. Employee retention for a rolling 12 month average was 90.56%

Employee satisfaction to enable their best contribution to our community.

Employee satisfaction rate. 80% or greater

Survey completed in prior financial year as part of EPA process, resulting in 87% of staff surveyed being satisfied or very satisfied working at Whitehorse. Next survey planned for 2013/14.

Development of our leaders to provide visionary leadership and strong governance.

Leadership development program conducted, comprising a series of forums and training sessions.

June 2013 In progress. Leadership development program review completed December 2012 and planning for next steps on track


Strategic Objective Activity Performance Measure Target Current Status Deliver the GIS Upgrade. Installation of new GIS

servers. Implementation of new WEAVE system and decommissioning of existing E-View system.

June 2013 In progress. GIS upgrade and WEAVE implementation continuing on target.

IT Strategy and Core systems.

Completed core systems review to inform the next IT Strategy.

May 2013 In progress. Expressions of interest have been shortlisted and contract to be awarded in May.

Update of Whitehorse Demographic Tip Sheets for staff with the most recent ABS data.

Completion of tip sheets. April 2013 Completed. 2011 updates completed and are with Communications for printing.

Development of a series of ‘lunchbox’ training sessions (for staff) on a range of topics: demographics, disability, diversity.

Completion of planned lunchbox sessions.

3 sessions held by June 2013.

In progress. Two sessions already held on demographic trends. Disability and Diversity sessions are scheduled for May & June 2013.

Implement the staged roll-out of new Arts & Recreation building leases

50% of leases completed and signed off.

June 2013 In progress. 50 % of leases in first category currently being discussed with various clubs.

Support a prosperous, diverse and healthy local economy that contributes to the wellbeing of our community.

Whitehorse Municipal Early Years Plan.

Completion of key strategic activities and evaluation report to Council.

June 2013 In progress. KSAs are 75% complete and implementation due by target date

Whitehorse Municipal Youth Plan.

Completion of key strategic activities and evaluation report to Council.

June 2013 In progress. KSAs are 75% complete and implementation due by target date


PART 2 - Organisational Customer Service Report

IN BRIEF QUARTERLY REPORT Jan - Mar Jan - Mar

2013 2012 CALLS:

Total Answered 89,114 94,761

Grade of Service 82.93% 81.48%

Calls abandoned 4,525 6,356

IN PERSON: Customer Service Centres 21,532 14,915

Cashiering Transactions 14,626 14,874

Planning & Building 2,248 2,660

Total 38,406 32,449

CUSTOMER REQUESTS: Pathway Customer Requests 14,439 17,317

% Requests Completed on Time 91.88% 88.38%

Councillor Requests 131 87


Calls Answered by Directorate

Calls Answered

Jan-Mar 2013

Calls Answered Jan-Mar 2012

Avg GOS Jan-Mar 2013

Avg GOS Jan-Mar 2012

Corporate Services 12,174 11,950 82.62% 85.82% City Development 16,105 16,783 80.24% 83.61% Infrastructure 2,693 2,826 91.83% 89.21% Human Services 22,124 23,547 76.53% 70.50% Executive 36,018 39,646 87.51% 85.23%

GOS by Directorate (GOS; % of call that answered in the first 20 seconds)

REPORTING PERIOD: TO 31 MARCH 2013


Customer Service Workflow Summary of Customer Requests Received Jan-Mar 2013 Jan-Mar 2012

CITY DEVELOPMENT 5081 7678

ENGINEERING & ENVIRONMENTAL SERVICES 3262 5171

PLANNING & BUILDING SERVICES 1813 2506

URBAN DESIGN 6 1

Others

CORPORATE SERVICES 3179 3185

COMMUNITY LAWS 3138 3131

PROPERTY & RATES 41 54

Others

ePathway Request Types 51 140

FOOTPATH ePathway 14 16

GENERAL ENQUIRY 12 17

Others 25 107

EXECUTIVE 596 647

CIVIC SERVICES 593 637

COMMUNICATIONS DEPARTMENT 2 10

Others 1

HUMAN SERVICES 168 164

HEALTH & FAMILY SERVICES 141 148

ARTS & RECREATION DEVELOPMENT 25 15

AGED & DISABILITY SERVICES 1

Others 1 1

INFRASTRUCTURE 5349 5491

CITY WORKS 3305 2922

PARKSWIDE 1417 1983

BUILDING MAINTENANCE 621 584 Others 6 2 Shared Directorates 15 12 Shared Housing (Rooming /Student / Boarding House) 15 12 TOTAL REQUESTS FOR PERIOD 14,439 17,317

Top Ten Requests Received for the January to March 2013 Period

Planning & Building PLANNING DEPARTMENT PHONE MESSAGE 1,397

Engineering DOMESTIC GARBAGE COLLECTION 1,373

Community Laws MATTERS RELATING TO COMMUNITY LAWS 1,224

City Works INFRASTRUCTURE DRAINAGE REQUESTS 988

Parks Wide PARKSWIDE STREET TREE REQUESTS 880

Community Laws PARKING & VEHICLE ISSUES 803

Engineering GREEN ORGANICS FORTNIGHTLY SERVICE 783

Engineering RECYCLING COLLECTION REQUESTS 658

Civic Services RESIDENT SERVICES 592

City Works STREETSIGNS NATURESTRIP REQUEST 537 Total 9,235


PART 3 – FINANCIAL REPORT Executive Summary • The underlying financial result as at 31 March 2013 is favourable to budget by $3.142m primarily due to

the timing of invoices compared to the budgeted profiling of expenditure and some cost savings. • The year-end underlying result is forecasted to be a $7.097m surplus, $0.692m favourable to budget.

Underlying Result – Year to Date

As outlined above in the Executive Summary, the year to date underlying result at 31 March reflects a favourable variance of $3.142m. The major variances compared to year to date budget are:

1) General rates are favourable to budget by $0.566m reflecting the supplementary valuations. The supplementary valuation income is higher than anticipated due to a greater number of new apartment developments completed this financial year. This variance is partly offset by an unfavourable variance of $0.410m in user charges, fees and fines where the supplementary valuation budget was allocated.

2) User charges, fees and fines are unfavourable to budget by $2.219m mainly relating to:

• the Recycling and Waste Centre, which is $1.457m unfavourable to budget (although income $0.423m higher than the same time last year). This is due to a number of factors including the impact of the increase in the state government landfill levy that has been a deterrent to the disposal of waste by both commercial and small volume customers. This reduction is partly offset by lower tipping fee expenditure,

• the Child Care Centres, $0.670m below budget which is partly offset by higher grant income due to a change in the fee/subsidy split compared to budget,

• a year to date supplementary rates budget of $0.410m, which is offset by a favourable variance within general rates where the actual income is shown,

• Community Laws, which is $0.112m below budget mainly reflecting $0.127m lower than expected meter money collections, and

• Morack Golf Course, which has recorded $0.098m lower fee income than anticipated mainly due to the volume of water from rain making the course unplayable during July and August and a decline in patronage due to a number of extreme heat days during summer.

These variances are partly offset by $0.379m in Public Open Space contributions received earlier than budgeted and $0.099m additional Arbor tree amenity valuation fee income.

3) Recurrent grants and subsidies are $0.493m favourable to budget, mainly relating to the Child Care

Centres, which are $0.455m favourable to budget due to a change in the fee/subsidy split. This variance is offset by a reduction in fee income, as noted in point 2 above.

4) Other income is favourable to budget by $0.520m primarily due to the receipt of $0.450m from

VicRoads for maintenance and improvement works relating to the Eastern Freeway land exchange with Council.

5) Employee benefits are favourable to budget by $0.468m mainly due to a $0.301m reduction in

Council’s WorkCover premium compared to budget.

6) Materials and services are favourable compared to budget by $2.926m largely due to:

• $0.838m cost savings in the Sustainability, Waste and Recycling program across garbage, garden, hard waste and recycling collection services due to a combination of a reduction in the volume of waste going to landfill and savings due to the CPI contract adjustments being lower than originally anticipated.

• tipping fees, which are $0.227m below budget due to a reduction in waste disposal at the Recycling and Waste Centre as noted in point 2 above.


• $0.198m cost savings in the City Works department largely relating to maintenance of roads and pathways and drains and savings expected on emergency response, and

• timing differences between anticipated expenditure and the timing of receipt of invoices.

7) Non-recurrent (capital) grants and subsidies are $0.719m favourable to budget mainly reflecting $0.300m unbudgeted funding for the Woodhouse Grove Kinder Refurbishment, $0.200m for the Springfield Reserve Pavilion Upgrade and $0.187m for the implementation of the Box Hill Gardens Masterplan.

Underlying Result - Projected The end of year projected underlying result at 31 March is forecast to be a surplus of $7.097m, $0.692m favourable to budget. The major forecast changes compared to budget are:

8) General rates are favourable to budget by $0.548m reflecting year to date supplementary valuation

income and allowing for a small drop resulting from objections. The supplementary valuation income is higher than anticipated due to a greater number of new apartment developments completed this financial year. This variance is partly offset by $0.420m decrease in user charges, fees and fines where the supplementary valuation budget was allocated.

9) User charges, fees and fines are unfavourable to budget by $1.823m mainly relating to:

• a $1.378m reduction for the Recycling and Waste Centre, which is due to a number of factors including the impact of the increase in the state government landfill levy that has been a deterrent to the disposal of waste by both commercial and small volume customers. This reduction is partly offset by a $0.600m decrease in the tipping fee expense forecast,

• the supplementary rates budget of $0.420m, which is offset by a favourable variance within general rates where the actual income is recorded,

• a $0.284m reduction in Child Care fees, which is offset by higher grant income, due to a change in the fee/subsidy split compared to budget,

• a $0.104m decrease in Morack Golf Course fees due to lower revenue recorded mainly due to the volume of water from rain making the course unplayable during July and August and a decline in patronage due to a number of extreme heat days during summer.

• a reduction in meter money collections of $0.080m as a result of the footpath works in Box Hill and the redevelopment of the Box Hill Hospital, and

• a $0.049m unfavourable income due to the end of the Blackburn Special Rate scheme, which is not being renewed.

These decreases are partly offset by an increase in Public Open Space contributions of $0.300m and a $0.082m increase in Arbor tree amenity valuation fee income.

10) Recurrent grants and subsidies are favourable to budget by $0.367m mainly relating to the Child Care Centres, which have forecast a $0.301m increase due to a change in the fee/subsidy split compared to budget.

11) Other income is favourable to budget by $0.430m mainly due to the receipt of $0.450m from Vic Roads for maintenance and improvement works relating to the Eastern Freeway land exchange with Council.

12) Materials and services are forecast to be $1.094m favourable to budget primarily relating to:

• a $0.918m reduction in Sustainability, Waste and Recycling program relating to garbage, garden, hard waste and recycling collection services. This variance is due to a combination of a reduction in the volume of waste going to landfill and savings due to the CPI contract adjustments being lower than originally anticipated,

• a $0.600m reduction in tipping fee costs due to a reduction in waste disposal at the Recycling and Waste Centre as noted in point 10 above,

• a $0.198m reduction in City Works expenditure, largely relating to maintenance of roads and pathways and drains, and savings expected on emergency response, and


These reductions are partly offset by:

• the following projects continuing on from the previous financial year as a result of various changes to State and Federal policy frameworks:

a $0.250m increase for the Density Control Study and Planning Scheme Amendment budget initiative,

a $0.100m increase for the Aged Care Residential Facilities Review, and

a $0.075m increase for a Council Properties Feasibility Study,

• $0.110m increased maintenance expenditure as a result of the Eastern Freeway land exchange between Vic Roads and Council, and

• a $0.077m increase in insurance costs due to a 19% increase in public liability premiums, consistent with increases experienced across the local government sector.

13) Other expenses are $0.168m favourable to budget mainly reflecting a $0.116m decrease in

Council’s annual statutory contribution to the Metropolitan Fire and Emergency Services Board compared to the budgeted estimate.

14) The Vision Super Local Authorities Superannuation Defined Benefits Scheme unfunded liability call

of $9.779m was paid in August 2012 in order to receive an early payment discount of $0.607m. The forecast has been decreased by $3.500m to reflect Council providing for its share of the shortfall liability of the in the previous financial year and as a result is no longer required.

15) Non-recurrent (capital) grants and subsidies are $0.206m unfavourable to budget mainly reflecting:

• $0.981m decrease due to funding for Street Lighting Energy Efficient Change no longer being expected,

• $0.288m decrease as a result of the decision not to proceed with two Special Charge Drainage Schemes due to lack of resident support, partly offset by

• $0.500m unbudgeted funding for the Springfield Reserve Pavilion Upgrade, • $0.300m unbudgeted funding for the Woodhouse Grove Kinder Refurbishment, and • $0.227m for Box Hill Gardens Masterplan Implementation.

16) Net gain on disposal of assets is $0.230m favourable to budget mainly reflecting compensation

income from VicRoads relating to the compulsory land acquired for the Springvale Road grade separation project.

Cash Position Council’s cash position at 31 March stood at $76.842m, reflecting a net cash outflow of $7.598m for the year to date. This year to date cash movement has been impacted by Council’s decision to pay its share of the Local Authorities Superannuation Defined Benefits Scheme shortfall in full during August ($9.779m) and the budgeted expenditure on the major Aqualink Box Hill redevelopment. Debtors Rates debtors as at the end of March totalled $13.362m, of which $0.883m pertains to rates outstanding from previous rate years. Other debtors (net of doubtful debt provisions) outstanding at 31 March amounted to $1.696m of which $0.153m has been outstanding for more than 90 days. Capital Works Program The attached capital works report reflects expenditure to the end of March of $28.462m compared to a year to date budget of $30.796m. The year to date result represents 56.2% of the total capital works program including 2012/13 carry over projects. The current year end capital works program forecast, including carry over projects, is currently $50.649m.


Income Statement for the period ending 31 March 2013

YTD YTD YTD Projected Full year Full yearActual Budget Variance Forecast Budget Variance2012/13 2012/13 2012/13 2012/13 2012/13 2012/13

$'000 $'000 $'000 Notes $'000 $'000 $'000 NotesREVENUERates 85,221 84,655 566 1 85,203 84,655 548 8 User charges, fees and fines 29,232 31,451 (2,219) 2 39,598 41,421 (1,823) 9 Grants and subsidies - recurrent 11,025 10,532 493 3 14,504 14,137 367 10 Interest income 2,831 2,675 156 3,431 3,431 - Other income 2,020 1,500 520 4 2,823 2,393 430 11 TOTAL REVENUE 130,329 130,813 (484) 145,559 146,037 (478)

EXPENDITUREEmployee benefits 42,463 42,931 468 5 58,462 58,370 (92) Materials and services 33,115 36,041 2,926 6 50,610 51,704 1,094 12 Interest expense 128 128 - 167 167 - Depreciation 15,637 15,637 - 20,850 20,850 - Other expenses 8,022 8,254 232 8,373 8,541 168 13 TOTAL EXPENSES 99,365 102,991 3,626 138,462 139,632 1,170

Underlying Result 30,964 27,822 3,142 7,097 6,405 692

Vision Super defined benefit-unfunded liability call - - - - (3,500) 3,500 14

- Grants and subsidies - non-recurrent 1,224 505 719 7 1,577 1,783 (206) 15

Net gain / (loss) on disposal of assets 970 972 (2) 204 (26) 230 16

Operating surplus / (deficit) for the period 33,158 29,299 3,859 8,878 4,662 4,216



Balance Sheet as at 31 March 2013

2012/13 2011/1231-Mar-13 30-Jun-12

$'000 $'000ASSETS

Current assetsCash and cash equivalents 76,842 84,440 Trade and other receivables 19,610 7,555 Other assets 179 1,612 Total current assets 96,631 93,607

Non-current assetsTrade and other receivables 84 125 Investments in associates 6,669 6,669 Property, infrastructure, plant & equipment 1,889,148 1,876,324 Total non-current assets 1,895,901 1,883,118

Total assets 1,992,532 1,976,725

LIABILITIES

Current liabilitiesTrade and other payables 6,974 15,278 Trust funds and deposits 5,133 5,209 Interest bearing loans and borrowings 72 279 Employee benefits 12,993 21,757 Total current liabilities 25,172 42,523

Non-current liabilitiesInterest bearing loans and borrowings 1,813 1,813 Employee benefits 717 717 Total non-current liabilities 2,530 2,530

Total liabilities 27,702 45,053

Net assets 1,964,830 1,931,672

EQUITYAccumulated surplus 646,522 651,522 Surplus (deficit) for period 33,158 - Reserves 56,512 51,512 Asset revaluation reserve 1,228,638 1,228,638 Total equity 1,964,830 1,931,672



Cash Flow Statement for the period ending 31 March 2013


2012/13 2011/1231-Mar-13 31-Mar-12 Inflows/ Inflows/

(Outflows) (Outflows) $'000 $'000

Cash Flows from Operating Activities:

Rates 73,752 69,149 User charges, fees and fines 28,663 29,750 Grants and subsidies - recurrent 11,025 11,270 Interest received 2,831 3,407 Other income 2,020 644 Employee benefits (51,938) (41,907) Materials and services (44,332) (37,613) Other expenses (8,022) (7,204) Net cash from operating activities 13,999 27,496

Cash Flows from Investing Activities:

Proceeds from sale of propery, infrastructure, plant and equipment 970 823 Dividends received from associate - 423 Repayment of loans and advances from community organisations 6 - Acquisition of property, infrastructure, plant and equipment (23,462) (17,419) Capital contributions 1,224 1,912 Net cash used in investing activities (21,262) (14,261)

Cash Flows from Financing Activities

Repayment of interest bearing loans and borrowings (207) (190) Interest paid (128) (145) Net cash used in financing activities (335) (335)

Net Increase/(decrease) in cash and cash equivalents (7,598) 12,900 Cash and cash equivalents at 1 July 84,440 77,893 Cash and cash equivalents as at end of period 76,842 90,793


Operating Result by Organisational Structure FULL YEAR

March-13 PROJECTED BUDGET VARIANCE 2012 / 2013 2012 / 2013 PROJ V BUDGET $'000 $'000 $'000

Executive (5,731) (5,699) (32)Treasury 71,146 70,726 420 Corporate Services (8,539) (11,916) 3,377 Human Services (15,693) (15,717) 24 City Development (16,184) (16,840) 656 Infrastructure (16,121) (15,892) (229)Total (deficit) surplus 8,878 4,662 4,216

Refer to analysis on page 4 for explanation of the variances

Capital Works Program as at 31 March 2013

1. Street Lighting Energy Efficient Changeover project expenditure forecast has been reduced by

$0.981m to reflect the unavailablity of government grant income in 2012/2013.

ASSET CATEGORY PROGRAM CATEGORY

ACTUALS $'000

BUDGET 2012/2013

$'000

Year End Projection end FEB 13

$'000

Year End Projection

end MAR 13 $'000

Projected Variance

Report $'000

Notes

LOCAL ROADS 3,393 4,065 4,035 4,063 28

FOOTPATHS 1,263 1,968 1,968 1,969 1

BIKE PATHS 155 286 285 285 0

TRAFFIC TREATMENTS 60 280 280 280 0

PUBLIC LIGHTING 29 1,997 1,997 1,017 -981 1

CARPARKING 222 360 360 339 -21

ROADS TOTAL 5,121 8,956 8,925 7,952 -973

MAIN ROADS & RESIDENTIAL STREETS

138 350 350 350 0

STREET TREES TOTAL 138 350 350 350 0

SCHEMES DRAINAGE 0 303 5 5 0

GENERAL DRAINAGE 677 1,416 1,426 1,426 0

DRAINAGE TOTAL 677 1,719 1,431 1,431 0

GENERAL PARKS 262 585 582 582 0

PASSIVE PARKS 1,232 1,077 2,299 2,299 0

ACTIVE PARKS 960 1,411 1,949 1,935 -15

PARKS TOTAL 2,454 3,073 4,830 4,816 -15

GENERAL BUILDINGS 791 1,144 1,362 1,372 10

CIVIC OPERATIONS 380 253 513 528 15

PUBLIC AMENITIES 40 68 57 56 -1

COMMUNITY USE FACILITIES 124 180 285 286 0

SPORTS & RECREATION CENTRES

12,544 22,204 23,363 23,378 15

AGED CARE CENTRES 133 280 180 180 0

EARLY CHILDHOOD & MATERNAL CENTRES

253 245 609 565 -44

BUILDINGS TOTAL 14,264 24,374 26,369 26,365 -4

URBAN IMPROVEMENTS 2,339 3,500 3,600 3,602 2

URBAN IMP. TOTAL 2,339 3,500 3,600 3,602 2

PLANT & LIGHT FLEET 1,572 3,338 3,411 3,411 0

IT EQUIPMENT 490 1,001 1,203 1,223 19

FURNITURE & EQUIPMENT 268 405 369 360 -9

ART WORK ACQUISTION 35 45 45 44 -1

LAND ACQUISITION 1,104 460 1,095 1,095 0

PLANT & EQUIP. TOTAL 3,469 5,249 6,124 6,132 9

TOTAL 28,462 47,220 51,629 50,649 -981

2012-2013


$‐

$5,000

$10,000

$15,000

$20,000

$25,000

Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun

$'00

0s

Months

Capital Works Program 2012 ‐ 2013Actual Expenditure V's Projected Expenditure

Budgeted Cash Flow Monthly Adj Budget Cashflow Forecast Monthly

Actual Expenditure Monthly Actual Commitments Monthly


1 Cash and Investments Graph 1.1: Cash Flow Comparison

Note: Restricted Assets include the Public Open Space Reserve, Car Parking Reserve, Aged Care Reserve, Community Development Reserve, Narre Warren User Group funds, and funds held to meet future long service leave obligations. While the new Local Government (Long Service Leave) Regulations 2012 no longer require Councils to maintain a long service leave fund as a restricted asset, Council has chosen to continue to account for these funds separately. Graph 1.2: Investment by Institution

ANZ25%

BANK WEST4%

CBA13%

NATIONAL AUSTRALIA BANK26%

NAB At Call6%

WESTPAC13%

BENDIGO BANK13%

Investment by Institution


Table 1.1: Summary of Term Deposits

Bank Date Invested Term (Days) Interest Rate Maturity Date Investment $ '000 Bendigo Bank 30-Jun-12 365 4.90% 28-Jun-13 787Bendigo Bank 30-Jun-12 365 4.90% 28-Jun-13 787Bendigo Bank 30-Jun-12 365 4.90% 28-Jun-13 787Bendigo Bank 30-Jun-12 365 4.90% 28-Jun-13 2,500Bendigo Bank 30-Jun-12 365 4.90% 28-Jun-13 2,500Bendigo Bank 21-Feb-13 90 4.25% 22-May-13 3,000

ANZ 02-Dec-12 180 4.55% 02-Jun-13 5,000ANZ 21-Feb-13 180 4.15% 20-Aug-13 5,000ANZ 24-Feb-13 90 4.17% 27-May-13 4,000ANZ 24-Feb-13 90 4.17% 27-May-13 3,000ANZ 12-Mar-13 120 4.14% 09-Jul-13 3,000

CBA 11-Feb-13 60 4.15% 15-Apr-13 5,000CBA 07-Mar-13 30 4.10% 08-Apr-13 5,000

NAB 08-Jun-12 365 5.10% 12-Jun-13 2,000NAB 29-Nov-12 365 4.68% 29-Nov-13 1,703NAB 03-Dec-12 365 4.60% 03-Dec-13 3,000NAB 20-Feb-13 730 4.50% 20-Feb-15 5,000NAB 15-Mar-13 730 4.53% 15-Mar-15 8,400

Bankwest 11-Feb-13 75 4.15% 26-Apr-13 3,000

Westpac 15-Nov-12 150 4.46% 15-Apr-13 5,000Westpac 27-Nov-12 180 4.48% 27-May-13 2,000Westpac 20-Feb-13 548 4.19% 22-Aug-14 3,000


2 Rate and Other Debtors Table 2.1: Rate Debtors 31-Mar-13 31-Mar-12 28-Feb-13 $'000 $'000 $'000 Current Rates 12,479 11,685 17,473 Arrear Rates and M/Charge 883 742 955 Total Rates & Charges 13,362 12,427 18,428 % Outstanding Current Rates 14.6% 14.5% 20.5% Arrear Rates and M/Charge 43.6% 43.4% 47.1%

Graph 2.1: Percentage of Rates Outstanding

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Current 2011/12 Current 2012/13


Table 2.2: General and Sundry Debtors 31-Mar-13 31-Mar-12 28-Feb-13 $'000 $'000 $'000 Current 1,084 912 885 30-60 Days 403 311 132 61-90 Days 56 45 31 91+ Days 153 212 168 Total Owing 1,696 1,480 1,216

%>60 days 209 257 199 12.3% 17.4% 16.4%

over 90 days 153 212 168 9.0% 14.3% 13.8%

Graph 2.2: General and Sundry Debtors – Aged Comparison

0

200

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1,200

Current 30‐60 Days 61‐90 Days 91+ Days

$'00

0

31‐Mar‐13 31‐Mar‐12 28‐Feb‐13



3 Human Resources - Employee Costs Table 3.1: Employee Costs by Division Employee Costs Expenditure YTD Actual YTD Budget YTD Variance $'000 $'000 $'000City Development 5,048 4,910 (138)Corporate Services 9,444 9,898 454Infrastructure 6,792 6,739 (53)Human services 21,179 21,384 205Total Employee Costs 42,463 42,931 468

Graph 3.1: Employee Costs – Actual to Budget Comparison


0

5,000

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30,000

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City Development Corporate Services Infrastructure Human services Total Employee Costs

$'00

0

YTD Actual YTD Budget

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