town of gawler special council meeting agenda · 4/27/2016 · completion of the gawler connect...

Town of Gawler Special Council Meeting Agenda

27 April 2016

ATTACHMENTS UNDER SEPARATE COVER

Item 3.1 – Draft 2016/2017 Budget / Business Plan Update ATTACHMENT 1 Final Draft Workforce Plan 2016-2019

ATTACHMENT 2 Draft 2016/17 Financial Statements

ATTACHMENT 3A Draft 2016/17 Recurrent Budget (Revenue)

ATTACHMENT 3B Draft 2016/17 Recurrent Budget (Expense)

ATTACHMENT 4 Draft 2016/17 Recurrent Budget: by Service

ATTACHMENT 5 Draft 2016/17 New Operating Initiative Bids

ATTACHMENT 6 Draft 2016/17 Capital Expenditure Bids

ATTACHMENT 7 ‘Below the Line’ Bids

Item 3.2 – Strategic Rating Policy Review ATTACHMENT 1 Strategic Rating Policy

of 150

Item 3.1 – Draft 2016/2017 Budget / Business Plan Update ATTACHMENT 1 Final Draft Workforce Plan 2016-2019

ATTACHMENT 2 Draft 2016/17 Financial Statements

ATTACHMENT 3A Draft 2016/17 Recurrent Budget (Revenue)

ATTACHMENT 3B Draft 2016/17 Recurrent Budget (Expense)

ATTACHMENT 4 Draft 2016/17 Recurrent Budget : by Service

ATTACHMENT 5 Draft 2016/17 New Operating Initiative Bids

ATTACHMENT 6 Draft 2016/17 Capital Expenditure Bids

ATTACHMENT 7 ‘Below the Line’ Bids

TOWN OF GAWLER SPECIAL COUNCIL MEETING 27 APRIL 2016

of 150ATTACHMENTS UNDER SEPARATE COVER

Final Draft Workforce Plan 2016 - 2019

Prepared by

Kimberley Rohan (HR Advisor, the Barossa Council)

Sue Tobin (Team Leader Organisational Development, Town of Gawler)

Leadership Team (Town of Gawler)



ATTACHMENT 1

Final Draft Workforce Plan 2016 - 2019 | 2

Executive Summary

This Workforce Plan has been developed to identify and implement Workforce Development Strategies to assist the Town of Gawler (“Council”) to achieve the strategic objectives as defined within the Gawler Community Plan 2014-2024.

This Plan has been developed in consultation with the Council’s Leadership Team involving a high level review of Council’s strategic objectives, current workforce capability (skills, knowledge and ability) and capacity (quantity of resources). The framework for the Plan has been developed by reference to the Australian Human Resource Management Institute (AHRI) and Workforce Planning Australia.

An environmental analysis has identified a number of key factors which will impact on Council’s workforce during the duration of this plan most notably:

• Current development growth within the region;• Preparing for future growth and development;• Major projects including Gawler Connect and Gawler East Link Road;• Increased service delivery as a consequence of policy and strategy initiatives which require

implementation including;o Land use policy review (Residential, Rural areas, Town Centre)o Development Plan Amendmentso Gawler Open Space, Youth and Recreation Plano Social and Community Services Plano Environment Management Plano Animal Management Plano Art and Culture Strategyo Gawler East planning and implementationo Master planning for sports precinctso Stormwater Management Plan

• Increased service delivery as a consequence of legislative changes including the LocalNuisance and Litter Control Bill and the Planning, Development and Infrastructure Bill.

The skills required for the future include:

• Leadership and management;• Project management skills;• Communication skills;• Teamwork;• Customer service skills; and• Digital literacy.

Organisational factors of note include Council’s increasing annual leave and long service leave liability (with a percentage increase of 22% in annual leave liability during 2014/2015). As at January 2016, ten (10) employees have accrued over three hundred and four (304) hours of annual leave. Due toworkload pressure and limited resources to provide relief, employees are increasingly unable (unwilling)to take annual or long service leave.




Further to this, twenty three (23) employees, due to workload pressures and deadlines, have accumulated over thirty eight (38) hours in time-off-in-lieu (TOIL).

Also of note, Council’s staff numbers have increased by only 1% over the past seven years compared with other comparative Councils. This is placing pressure on many areas throughout the organisation as demonstrated by an analysis of Council’s current workforce to achieve the Community Plan objectives.

Internally the Gawler Connect Project will require the workforce to be adaptable and flexible during the short term and longer term and will require the development of new skills and potentially job redesign in the areas of economic development, business enterprise, customer service, library services and community services, particularly as a result of the new Digital Hub, Multi-Functional Space and Heritage Collection.

The increasing amount of strategic projects to be delivered and the impact of legislative changes requires various job roles to be redesigned to meet organisational requirements in the areas of economic development, community services, engineering and development and environmental services.

The increasing pressures being experienced in the Planning and Development area in addition to the impact of the Gawler Connect Project and legislative changes, will also have a significant impact on the Economic Development, Environment, Regulatory Services and Communication Division, such that the current structure is no longer sustainable. This report has subsequently identified the need to split this Division into two and the appointment of a Manger Business Enterprise and Social Media and a Manager Development, Environment and Regulatory Services.

Council is required to deliver a number of compulsory services in accordance with the Local Government Act 1999 (SA) and other related legislation. Council also delivers a number of discretionary services such as recreation facilities, arts and culture programs, library services, youth services and tourism services. The Gawler Community Plan 2014-2024 includes a number of discretionary services which Council is committed to deliver over the next ten years in addition to compulsory services.

With the rapid development growth within the region placing additional requirements on Council in regards to both compulsory and discretionary services, in addition to the factors outlined above, this plan has forecasted a growth in Council’s Full Time Equivalent Employees (FTE) by approximately 16.3% an actual increase of 17.15 (from 105.27 as at 30 June 2015 to 122.42 as at 30 June 2019).

Over recent years Council has allocated one (1) additional staff member to the budget per financial year. Based on this study this allocation will need to be increased to an average of 4.28 per year over the next four (4) years. Based on this report the following positions are required in the coming three (3) years;

6.9 (2015/2016) 5.5 (2016/2017) 3.35 (2017/2018) 1.4 (2018/2019)

The draft update of the Long Term Financial Plan (March 2016) has ongoing provisions for the new staff already engaged during the 2015/16 financial year (5.9 of the 6.9 created positions have been filled on a contract basis), in addition to two (2) additional FTE for each year of the Plan. Separate to this, a further two (2) FTE has been provided in recognition of the extra staff that will be required post completion of the Gawler Connect Project (e.g. Multi-Functional Space Officer and Digital Hub Officer).

Based on the above, there is a shortfall of 4.15 FTE provided for in the draft Long Term Financial Plan compared to the projected increase in FTE required within this report.




The results of this Workforce Plan include Workforce Development Strategies and a Recruitment Plan for 2016 - 2019. The Workforce Development Strategies are designed to build the capability of Council’s workforce in regards to skills, knowledge and ability including leadership capability, organisational culture, technical skills, individual and team performance as well as internal policy and process development. The Recruitment Plan is designed to build the capacity of Council’s workforce to ensure the organisation is appropriately resourced to achieve the objectives of Council’s Community Plan.

The implementation of this Workforce Plan is the responsibility of Council’s Leadership Team, working in collaboration with the elected body who approve budget allocations.




CONTENTS

Executive Summary 2

Introduction – Workforce Plan 6

Environmental Scan 7

Strategic Context 12

Organisational Profile 13

Workforce Demographics 15

Workforce Analysis 16

Analysis of Stategic Objectives 17

Analysis of Stategic Objectives – Finance and Corporate Services 18

Analysis of Strategic Objectives – Infrastructure and Engineering Services 22

Analysis of Strategic Objectives – Library and Community Services 28

Analysis of Strategic Objectives – Economic Development, Regulatory Services and Communications 35

Analysis of Strategic Objectives – Chief Executive Office and Governance 46

Full Time Equivalent (FTE) Forecast 48

Recruitment Plan 49

Workforce Development Strategies 51

Implementation 54

Appendix 1 – Organisational Structure as at March 2016 55

Appendix 2 – Organisational Structure comparison comparative Council’s 56




Introduction – Workforce Plan

Following the implementation of the Town of Gawler Community Plan 2014-2024 and Corporate Plan 2014-2018 a review has been undertaken to determine the capacity of the Town of Gawler’s current workforce to deliver Council’s strategic goals and objectives.

This Workforce Planning Project has been undertaken utilizing a model developed by reference to the Australian Human Resource Institute (AHRI) and Workforce Planning Australia (as provided by the Local Government Association of South Australia). The model consists of the following components:

1. Environmental Scan2. Review of the Strategic Context3. Workforce Analysis4. Forecasting Needs5. Determining Supply Gaps6. Identifying Workforce Development Strategies7. Development of an Action Plan8. Implementation and Evaluation

The draft update to Council’s Long Term Financial Plan (March 2016) provides for an increase of 2.0 FTE for each year of the Plan. It is envisaged that future updates of the Long Term Financial Plan, relative to employee costs, will be informed by the Workforce Plan. With the Town of Gawler expected to double its population within the next fifteen (15) years it is imperative that the Town of Gawler is resourced appropriately to meet the expectations of the community now and into the future.

The purpose of this project is to forecast FTE requirements over the next three (3) years to deliver the objectives as outlined in Council’s Community and Corporate Plans. The project also reviews the capability of Council’s current workforce and recommends Workforce Development strategies to assist the Town of Gawler to achieve their strategic goals.




Environmental Scan There are currently more than 565 local governing bodies in Australia that service a diverse range of communities across metropolitan, regional, rural, remote and indigenous communities. Local Government is increasingly becoming the principal provider of government services to local communities on behalf of State, Territory and Commonwealth governments as a localized approach to the maintenance of local community infrastructure and provision of community services is viewed as the most effective model. The Local Government sector employs approximately 192,500 employees in over 400 different occupations (www.governmentskills.com.au/lcoal-government).

National Local Government Environmental Scan

The Government Skills Australia (GSA) 2015 Local Government Environmental Scan identifies a number of factors that are currently affecting the Local Government workforce in Australia and indicates that these factors are likely to continue to impact the workforce over the next five years including:

• Ageing workforce• Attraction and retention of staff• Financial pressures (budget constraints)• Changes to Federal and State Legislation• Growing expectations for employees to be multi-disciplined• Increased demand in services as a result of community growth

The GSA 2015 Local Government Environmental Scan identifies the following roles as being difficult to retain and recruit:

• Engineers• Urban/Town Planners• Surveyors• Community/Customer Service roles• Senior Management• Finance roles• Environmental Health Officers

The GSA 2015 Local Government Scan also identifies the following skills as growing in importance:

• Communication skills• Teamwork• Customer Service skills• Leadership and Management• Information Communication Technology (ICT)• Digital Literacy• Project ManagementSource: http://www.lga.sa.gov.au/webdata/resources/files/GSA%20Environmental%20Scan%202015%20%28Local%20Government%29.pdf



http://www.governmentskills.com.au/lcoal-government

http://www.lga.sa.gov.au/webdata/resources/files/GSA%20Environmental%20Scan%202015%20%28Local%20Government%29.pdf


South Australian Local Government Environmental Scan

The Local Government Association (LGA) Annual Report 2014-2015 identifies the following areas of significance in relation to Local Government operations in South Australia at the present time which may also impact upon future workforce requirements including:

• Federal road funding constraints. The Federal Government Supplementary Local Road fundingwas not extended to SA Councils beyond 2013/2014, resulting in an $18 million loss for Councils in2014/2015 and onwards. Whilst the 2015/2016 Federal budget provided for road fundingincreases over the next two years, beyond this there will be implications for SA Councils.

• Ensuring pensioner concessions were maintained was a primary focus for the LGA in 2014-2015resulting in the SA Government providing concessions via a new “Cost of Living” concession.

• The transfer of public housing from Government to non-government organisations also has futureimplications for Councils as full rates are not paid by community housing groups.

• The LGA Economic Development Statement was adopted in May 2015 which sets out the role oflocal government in economic development and identifies the priorities and objectives of thesector to develop a prosperous economy.

• A renewed State/Local Government Relations Agreement was signed in January 2015 and aschedule of priorities established which includes progressing opportunities for a joint State/localapproach to developing infrastructure of regional importance.

• The retention of Regional Development Boards with a refined focus including narrowerapproach to regional economic development and longer term planning.

• Following the implementation of the One Library management system the LGA have exploredthe future of public libraries and a report prepared on the Future Directions of the SouthAustralian Public Library Network.

• The impact of digital media including website accessibility via mobile technology and theutilization and impact of social media has been explored by the LGA. Digital communication isan expanding area which will impact upon current and future workforce capabilities.

• Regional Roads Strategy which focuses on reduction in accidents, effective heavy vehicletransport systems, encouraging tourism, transport efficiency and management of environmentalimpacts.

• Planning Reform – Planning, Development and Infrastructure Bill 2015. The Bill proposes a numberof reforms which will transform the planning system within South Australia. Once passed thelegislation is likely to be commenced in stages over the course of 2016-2017, with some elementsbeing phased in over a 3 year period (www.lga.sa.gov.au/planning).

• State Waste Reform – State Waste Strategy 2015-2020 which will shape the future of wastemanagement in the State.

• Volunteering Strategy for South Australia.• Public Health Act and Regional Public Health Plans.• Indigenous Land Use Agreements with the Kaurna people.• LGA Climate Change Action Plan 2015-2017.• Local Nuisance and Litter Control Bill 2015.

Source: LGA Annual Report 2014-2015



http://www.lga.sa.gov.au/planning


The Town of Gawler Environmental Scan

The Town of Gawler’s Community Plan 2014-2024 describes Gawler as a regional centre for communities north of Adelaide. The Town of Gawler area covers 41.1km2 and is home to 22,219 people (ABS 2014). Gawler’s boundaries are also lined with residential areas that fall within the Light Regional Council and The Barossa Council, which puts extra pressure on the Town of Gawler, particularly in regards to services and infrastructure.

From a local perspective there are a number of factors which will impact upon the requirements and capability of the Town of Gawler’s workforce within current and future years including:

• Growth in residential development within the Council area.• Growth related infrastructure delivery and maintenance.• Growth within neighbouring Council areas.• Gawler Connect Project (Town Hall Redevelopment) in particular three new key elements

o Digital Hubo Multi-Functional Spaceo Heritage Collection/Gallery

• Gawler East Link Road.• Gawler River Precinct.• Town Centre Precinct.• Strategic Plans and Projects such as Asset Management Plans, Long Term Financial Plan, Annual

Business Plan, Strategic Directions Report and Economic Development Plans.• Implementation of Strategy and Policy initiatives undertaken over the past 2-3 years including:

o Community Plan 2014-2024o Corporate Plan 2014-2018o Rural Land Use and Infrastructure Investigationo Gawler Town Centre Urban Design Frameworko Residential and Character Development Plan Amendmento Evanston Garden Development Plan Amendmento Gawler East Precinct Plano Link Road Alignment Gawler East Social/Community Infrastructure, Funding Mechanismso Car Parking Strategyo Barossa Light and Lower North Open Space, Recreation and Public Realm Strategyo Town of Gawler Open Space, Sport and Recreation Plano Town of Gawler Social Infrastructure and Services Studyo Town of Gawler Disability Access Strategyo Reconciliation Action Plano Town of Gawler Acts and Culture Strategyo Gawler Aquatic Needs and Feasibility studyo Library Strategic Management Plano Traffic and Transport Management Plano Gawler and Surrounds Stormwater Management Plano Smith Creek Stormwater Management Plan

(Significant to the above enhancements in Council’s Strategy and Policy work proposed over the next 2-3 years is the need and expectation that the outcomes from the above work will be progressed and implemented).

• New Technology associated with the Digital Hub.• Ageing Workforce.• Increased scope of duties for individual staff (ability to be multi-disciplined).• Ability of the current workforce to upskill.




• Availability and suitability of alternate resources (contractors, volunteers, work experiencestudents and work for the dole).

• Shared Services in the areas of Community Health (Regional Health Plan), Procurement, HumanResources and Training and Development. Other possibilities include Governance, InternalControl and Information Technology.

• On-going development and ‘roll-out ‘of Service Level policies. To date policies have beendeveloped and endorsed in the areas of rates administration, finance, parking control,preventative health services and records management.

• Efficiency and Effectiveness study involving a review of current operations and practices.(Funded in 15/16 on Planning and Development / Engineering / Regulatory Services.)

• Pressures on delivering compulsory and discretionary services.• Financial impact - Council’s increasing leave liability is reflective of the fact that employees are

reluctant to take annual or long service leave due to workload pressures. As at January 2016, ten(10) employees have accrued over three hundred and four (304) hours of annual leave andsixteen (16) employees have accrued over four hundred and ninety four (494) hours of longservice leave, this is shown in the following Table.

• A considerable number of staff, due to workload pressures and deadlines have accumulatedconsiderable time-off-in-lieu (TOIL) balances. To the extent that when any extended leave istaken it is taken as TOIL time and not as annual leave as would otherwise have been the case.This factor has subsequently also impacted on the level of annual leave liability.The number of employees with excessive TOIL balances (greater than 38 hours) as at February2016 is noted in the following Table.

Annual Leave No. of employees

>152 hours 21

>304 hours 10

TOTAL 31

Long Service Leave No. of employees

>494 hours 16

TOTAL 16

TOIL Balance Range No. of employees

>300 hours 1

200-300 hours Nil

150-200 hours Nil

100-150 hours 4

75-100 hours 5

50-75 hours 8

38-50 hours 5

TOTAL 23




Other factors of significance at a federal and state level include elections to be held in 2017 (at the federal level, possibly sooner September 2016) and 2018 at the state level. The potential for government change poses the possibility of legislative changes and funding implications for local government. The SA unemployment rate is currently at 7.7%1, the highest in the nation, which on one hand places pressure on community services, however on the other means the availability of a wider selection of candidates to fill vacancies within Council. Also of note is the 30 Year Plan for Greater Adelaide – currently being updated by the State Government to take account for the significant shifts in the economic and social landscape since 2008/2009. 1 - http://lmip.gov.au/default.aspx?LMIP/LFR_SAFOUR/LFR_UnemploymentRate

This Workforce Plan explores the factors identified at a National, State and Local level to assist the Town of Gawler to achieve organisational objectives within the constraints of the environment in which it operates.




Strategic Context

The Town of Gawler’s Community Plan 2014-2024 defines the Vision for Gawler: A liveable, cohesive, active, innovative and sustainable community. The Community Plan outlines five key themes each with a specific goal and a series of corresponding objectives and strategies.

Our Identify A uniquely identifiable townships

Our Growth Sustainable Growth/Management

Our Community A healthy, active, safe and engaged community

Our Environment To respect and nurture the environment

Out Leadership A strong, vibrant community

The Town of Gawler Corporate Plan 2014-2018 defines how the employees, volunteers, contractors etc. will deliver the goals and objectives of Council’s Community Plan.

The goals and objective of these high level documents determine the Workforce Plan for the Town of Gawler in regards to capacity, capability and structure.

Community Plan

Corporate Plan

Workforce Plan




Organisational Profile

As at March 2016 the Town of Gawler has 137 employees (115.15 Full Time Equivalent) including 10 (2.98 FTE) seasonal casuals

Current Organisational Structure as at March 2016

Town of Gawler Organisation Structure

* Personal Assistants provide administrative support to their Division

Refer to Appendix 1 for Council’s full Organisational Structure

Chief Executive Officer

Economic Development Regulatory Services and

Communications Library and Community Services Finance and Corporate Services Infrastructure and Engineering

Services

Manager Manager Manager Manager

Team Leaders Team Leaders Team Leaders Team Leaders

*Personal Assistant *Personal Assistant *Personal Assistant *Personal Assistant

Strategy and Policy

Marketing and Communications

Economic Development and Special Projects

Development Services

Environmental and Regulatory Services

Customer Service Officer/Support

Visitor Information Centre

Engineering Services

Property and Procurement

Depot Operations

Recreation Services

CHSP

Volunteers

Community

Library

Youth

Finance

Information Technology

Records Management

Organisational Development




Organisational Profile

Proposed Organisational Structure

Town of Gawler Proposed Organisation Structure

*Personal Assistants provide administrative support to their Division

Business Enterprise and Social Media

Infrastructure and Engineering Services

Library and Community Services

Finance and Corporate Services

Development, Environment and

Regulatory Services

Chief Executive Officer

Manager Manager Manager Manager Manager

*Personal Assistant *Personal Assistant *Personal Assistant *Personal Assistant

Team Leaders Team Leaders Team Leaders Team Leaders Team Leaders

Digital Hub Business Enterprise

Multi-Functional Space Business

Enterprise

Marketing and Communications

Economic Development and

Special Projects



Property and Procurement

Depot Operations

Recreation Services

CHSP

Volunteers

Community

Library

Youth

Customer Service Officer/Support

Finance


Records Management


Governance

Strategy and Policy


Environmental and Regulatory Services

Corporate Planning




Workforce Demographics

The current Workforce at the Town of Gawler is relatively stable with a turnover of 9.55% in 2014/2015.

Average Age 46

Male 67 Female 70

Average Length of Service 8.7 Years




Workforce Analysis (comparative Councils)

Council has experienced the third highest % increase in population since 2008

Council Estimated Population Movement since 2008 2008 2014

Wattle Range 12508 11578 -7.4%Port Pirie 17950 17646 -1.7%Prospect 20710 21247 2.6%Barossa 22172 22964 3.6%Mt Gambier 24928 26246 5.3%Murray Bridge 19101 20740 8.6%Mt Barker 29149 31950 9.6%Gawler 20257 22219 9.7%Light 13318 14648 10.0%Victor Harbor 13247 14938 12.8%

Council has experienced the largest % increase in population by employee since 2008

Council Estimated Population By Employee

Movement since 2008

2008 2014 Port Pirie 227 184 -19.1%Barossa 217 178 -18.1%Wattle Range 142 122 -14.3%Mt Barker 237 214 -9.5%Mt Gambier 249 226 -9.2%Light 226 206 -8.6%Victor Harbor 158 149 -5.3%Murray Bridge 114 116 1.9%Prospect 280 287 2.6%Gawler 193 210 8.7%

Full Time Equivalent (FTE) employee comparison, comparative Council’s since 2008

Council No. of Employees

2008

No. of Employees

2015

Movement since 2008

% Movement since 2008

Light Regional 59 71 12 20.3% Barossa 102 129 27 26.5% Mt. Barker 123 149 26 21.1% Pt. Pirie 79 96 17 21.5% Mt. Gambier 100 116 16 16.0% Victor Harbor 84 100 16 19.0% Wattle Range 88 95 7 8.0% Murray Bridge 168 179 11 6.5% Prospect 74 74 0 0% Gawler 105 106 1 1.0%

From a regional perspective, Gawler’s immediate neighbours (i.e. The Barossa Council and Light Regional) experienced the largest percentage increases in staff numbers from 2008 to 2015.

Council has only increased its FTE by 1.0% since 2008, despite having experienced considerable population growth during this period.




Analysis of Strategic Objectives

A high level review of Council’s strategic plans including the Gawler Community Plan 2014-2024 and Corporate Plan 2014-2018 has been undertaken to determine the current capacity and capability of Council’s current workforce to deliver Council’s strategic goals and objectives. Careful consideration has also been directed at Council’s Long Term Finance Plan and annual budget deliberations.

Capacity Refers to the appropriate quantity of employees, volunteers, consultants or contractors to undertake the work required.

Capability Refers to the skills, knowledge and abilities of the Workforce.

The following section of Council’s Workforce Plan references ‘Radar Charts’ to demonstrate the capacity and capability of the Workforce by team to deliver Council’s strategic goals and objectives.

Each chart includes the strategic objectives for the team and a percentage indicator of the team’s capacity and capability to deliver each objective. For a team to be at full capacity and capability it will be shown as Blue. A also symbolizes that a team is at full capacity and capability.

Where a team is under (or restricted) capacity and/or capability it will be shown as compressed and Red. A also symbolizes that a team is under capacity and/or capability and therefore requires additional resources or Workforce Development strategies to be implemented.

0

50

100

020406080

100






The Division of Finance and Corporate Services consists of: • Finance• Information Technology• Records Management• Organisational Development

The key objectives of the Finance and Corporate Services Team are to deliver compulsory services in accordance with the Local Government Act, in particular Chapter 8 – Administrative and Financial Accountability and Chapter 7 – Council Staff.

The Community Plan Goals for Finance and Corporate Services include:

3 – A Healthy. Active, Safe, Engaged Community

5 – A Strong Vibrant Community

The following analysis depicts the current capacity and capability of the Finance and Corporate Services Teams to deliver Council’s community plan objectives and strategies.

Community Plan Objectives 3.7 Create a safe community environment 5.2 Be recognised as a “best practice” local Government organisation 5.3 Deliver ongoing effective and efficient services, including support for

regional collaboration

Community Plan Strategies

CAPACITY OF TEAMS

FINANCECurrently at full Capacity andCapability

Current FTE – 6.95

INFORMATIONTECHNOLOGY ANDRECORDSCurrently at full Capacity andCapability

Current FTE – 6

ORGANISATIONAL DEVELOPMENTCurrently at full Capacity and Capability

Current FTE – 3

(including Division Manager and Personal Assistant)

020406080

100

5.2.5 Quality support services toElected Members

5.2.5 Maintain/implement prudentfinancial policies and practices

5.2.6 Maintain/review equitableproperty rating regime

5.2.7 Provide contemporaryInformation Technology

5.2.9 Maintain a secure andaccurate records management

system5.2.3 Be an Employer of Choice

5.2.4 Implement/monitor WHS &Injury Management services

3.7.2 Develop an integratedapproach to risk management

3.7.3 Develop and implement anEmergency Management Plan and

Risk Management Framework

5.3.5 Maintain effective communityand staff suggestion/feedback

strategies and processes




Workforce overview

Financial Services Team consists of: • Manager;• Personal Assistant; • Team Leader;• Financial Accountant;• Rates Officers; and• Finance Officers.

The Financial Services Team is relatively stable and has a predictable workload which is heavily governed by legislation.

Future Opportunities/Challenges:

• The Gawler Connect Project is likely to have a short term impact on all staff todeliver their various work activities (leading up to and during the relocation phase).

• Impact of the Effectiveness and Efficiency Program, particularly in regards toproviding support and advice.

• The rewrite of the General Ledger Chart of Account during the 2016 calendar year,which is a major project but will deliver operational and financial reportingefficiencies.

• Service Level Policies have been completed for Rates Administration, Finance andRecords Management – which stipulate the level of service provided and how it isprovided (internally or externally). It is envisaged that the ongoing development ofthese policies will supplement the work undertaken within the Effectiveness andEfficiency Program.

• The team is currently at “Full” capacity therefore unable to take on any additionalspecial projects other than those already identified. If additional projects arerequired the priority of existing projects will require review. The team is alsolimited by the capacity to back-fill positions to cover for periods of leave, which hasresulted in a 20% increase in the annual leave liability during 2014/15. Steps havebeen implemented towards addressing this impact during the 2015/16 financialyear. As identified within Council’s internal environmental scan, this is a factoracross the organisation.

• Due to the relative stability within this team the existing knowledge base hasdeveloped significantly, should any turnover occur this may have a temporaryimpact on the capability within the team.

• The rapid development growth within the region (and subsequent increase in thenumber of rateable properties) will place pressure on the existing Rates Officersand therefore it is envisaged additional resourcing will be required in this area from2019.

• A Consultant will be utilized to research and assist with implementation of theGawler East Finance Strategy, which may result in the introduction of a Separaterate.

Information Technology (IT) and Records Team consists of: • Manager;• IT Systems Administrator;• IT Support Officer; • Records Officers; and• Trainee.

The team is currently stable however a number of challenges will require the team to be adaptable to acquire new knowledge and skills to meet organisational requirements and




expectations.

Future Opportunities/Challenges

• Impact of the Gawler Connect Project – the temporary impact of this Project willbe substantial as the relocation of IT equipment will need to be appropriatelyplanned. This may require temporary resources to be appointed or the utilizationof external contractors.

• Upon completion of the Gawler Connect Project the Digital Hub and Multi-Functional Space will also require support from the IT Team (estimated completion2017).

• Investigations into business models to be applied to ongoing operations of boththe Digital Hub and Multi- Functional Space will (in addition to strategic IToverview of the Gawler Connect Project) be critical to inform additional ITrequirements.

• Potential for regional collaboration and shared services is to be considered in asoon to commence formulation of IT Strategy. Options are being considered inregards to obtaining external contractor assistance regarding strategic IT needsmoving forward, including possible shared services with adjourning Councils.

• Potential review of job design to facilitate a dedicated Network Infrastructure roleand Application Support role beyond 2018.

• A Records Trainee (part funded by a State Government subsidy) has beenappointed for a 2 year term, commencing from February 2016, to initially provideincreased resource capacity for the Records Team to assist the organisation intransitioning existing non-permanent hard-copy records into Council’s ElectronicDocument Records Management System (EDRMS) – thereby providing thecapability for such records to be destroyed prior to staff relocation as part of theGawler Connect Project. In the longer term, the Traineeship will provide potentialinternal succession planning opportunities pending the retirement of one of theexisting Records Management Officers. It is anticipated that the position ofTrainee will transition into an ongoing appointment.

• The skills and knowledge of the Records Management team require review toensure there is the capability within the team to develop the functionality ofCouncil’s Records Management system. This may lead to job redesign beyond2017.

• Additional capability is currently obtained via external contractors.

The Organisational Development Team consists of:

• Team Leader;• Payroll/HR Officer; and • WHS/Risk Management Officer.

The focus of the Organisational Development team is ensuring compliance with Work Health Safety and Industrial Relations laws and regulations, as well as supporting organisational development and growth through supporting a constructive organisational culture and training and development. The team also manages the recruitment process of staff. The team is currently supported by shared services with The Barossa Council until September 2016.


• The Human Resource (HR) function requires review beyond 2016 to determinewhether support will continue to be provided by Shared Services. At present thebudget allocation in regards to this negates the requirement for additional FTE inthis area. TOWN OF GAWLER

SPECIAL COUNCIL MEETING 27 APRIL 2016 of 150

ATTACHMENTS UNDER SEPARATE COVER


• A system review is currently being undertaken in regards to functionality of Civicato improve HR practices and procedures thus improving efficiency andeffectiveness.

• A pilot Regional Training Program is currently being undertaken in collaborationwith the District Council of Mallala, Light Regional Council and The BarossaCouncil. This has the potential to be ongoing beyond 2015/2016 and particularlyprovides for savings in regards to mandatory training.

• Potential growth in overall FTE will require additional support to the organisationin regards to Work Health Safety, Injury Management and Human Resources, thusrequiring additional administrative support to these areas. Additionaladministrative support is to be allocated internally, via transitioning the existingadministrative support role for the Division to a full-time position

DEMAND PROJECTIONS

2015/2016 2016/2017 2017/2018 2018/2019

FINANCE 0 0 0 0.4 – Internal Increase Rates Officer

IT 0

0 1 – IT

Support Officer 0

RECORDS 1 – Trainee (Contract)

0 0

0

ORGANISATIONAL DEVELOPMENT

0 0

0.35 – Internal Increase Admin

Support 0






The Division of Infrastructure and Engineering Services consists of: • Engineering Services• Property and Procurement• Depot Operations Teams

The Community Plan Goals for Infrastructure and Engineering Services include:

1 – Our Identify

2 – Sustainable Growth Management

3 – A Healthy, Active, Safe, Engaged Community

4 – To Respect and Nurture the Environment

The following analysis depicts the current capacity and capability of the Engineering Services Team to deliver Council’s community plan objectives and strategies.

Community Plan Objectives 2.1 Physical and social infrastructure to match population growth 2.4 The local environment to be respected 2.5 Manage growth through the real connection of people and places 3.4 Gawler to be recognized internationally as a child and youth friendly

community 4.4 Support sustainable use of natural resources and minimize further waste to

landfill 4.5 Support the provision of useable open space that preserves habitat and

biodiversity


CAPACITY OF TEAM

ENGINEERINGCapability within the team to be reviewed. Currently at full Capacity.

Current FTE – 10+ 1 Contract Engineer


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2.1.2 Provide clear strategicdirection in response to transport

and traffic management measures

2.4.2 Prepare and implement aStormwater Management Plan toidentify flood mitigation measures

2.5.3 Design and developpedestrian-friendly areas in key

civic and new growth areas

2.5.4 Develop a safe andinterconnected network of

cycle/walking paths

3.4.2 Ensure neighbourhoods andresidential developments have

areas for play and leisure

4.4.1 Develop water-sensitiveurban design requirements for the

design, function and…

Other (Compulsory Services)

Other (Projects)




Workforce overview

The Engineering Services Team consists of:

• Team Leader;• Senior Project Officer;• Traffic & Civil Design Officer;• Senior Development & Storm Water Engineer; • Projects & Contracts Officer;• Operations & Environment Officer;• Senior Assets Engineer;• Senior Development & Environmental Engineer and a Contract Engineer; and• Technical Services Engineer (Contract)

The Manager Infrastructure and Engineering Services and Personal Assistant are also included in the FTE for this job group; however their roles are spread across the Division of Infrastructure and Engineering Services.


• A review of existing Engineering capability (skills and knowledge) within the teamis required and training and development plans implemented to reach requiredlevels.

• Efficiency and Effectiveness Program commencing in March 2016 will identifysystem/policy/process improvements. The outcome from this project is expectedto generate future capacity within the team.

• Future redesign of job roles to ensure appropriate skills and capability meetexpectations, particularly related to increasing demands associated with regionalgrowth and infrastructure requirements.

• External Contractors are utilized which is resourced from capital projects to meetthe shortfall of engineering support for new major initiative delivery.

• Capability within the team to meet service provision required places additionalpressure on the delivery of strategic projects.

• Limited internal policy and procedures places additional pressure on the team tomeet organisational requirements.

• Growth within the region and multiple capital projects is placing pressure on theteam to deliver outcomes within a reasonable timeframe.

• Potential to utilize Undergraduate Engineers via University Placements.• The current business model for engineering involves the utilization of specialized

consultants, where required to undertake significant capital project investigations.• Due to the successful funding from SLRP and the Federal Government for the

upgrade of Murray Street Stage 6 and the Rehabilitation of the Gawler Bridge, thedelivery of these projects requires an additional resource; this has been allocatedwithin the project scope.

DEMAND PROJECTIONS

2015/2016 2016/2017 2017/2018 2018/2019

ENGINEERING 0 0 0 0




The following analysis depicts the current capacity and capability of the Property and Procurement Team to deliver Council’s community plan objectives and strategies. Community Plan Objectives 2.1 Physical and social infrastructure to match population growth 3.3 Provision of sufficient structure and informal recreation facilities 4.3 Protection of environmentally significant areas of native vegetation for

present and future generations


Workforce overview

The Property and Procurement Team consists of: • Team Leader;• Property Support Officer; and• Administration Officer – Property and Procurement (0.2 FTE) on secondment.

The Town of Gawler is also a member of the Regional Procurement Group consisting of The Barossa Council, District Council of Mallala, Light Regional Council and Mid Murray Council.

The function of the Property and Procurement Team encompasses Property Governance, Property Maintenance, Capital Works, Procurement and Strategic Management.


• A restructure of this team in 2014/2015 has created improved capacity to deliverday to day operations more effectively. However there is a shortfall in FTE placingextra pressure on the team and delayed delivery outcomes.

• General Maintenance Officer position (0.13 FTE) was outsourced in 2015/2016. • Highly skilled and capable team. • Implementation of internal procurement project.• Property Divestment Project was resourced in 2015/2016 with a Property Support

Officer. This is a contract position; costs of which are covered by expected sale ofCouncil land assets.

• There is pressure on the team to deliver sound procurement practices as well asdrive strategic objectives.

• Increasing demands in regards to property maintenance places strain on this teamand impacts upon their ability to meet strategic objectives.

CAPACITY OF TEAM

PROPERTY ANDPROCUREMENTCurrently at full Capacity andCapability


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2.1.5 Ensure all Council ownedinfrastructure is managed and

maintained in a sustainable manner

3.3.2 Undertake a review of Council landholdings to determine potential future

use

4.3.2 Develop management plans forCouncil-managed land and reserve areas


Other (Projects)




• Current project list is deliverable, however under significant pressure due tomultiple elements of responsibility.

• The Barossa Regional Procurement Group initiative is assisting to procure goodsand services more efficiently and cost effectively. However this involves anincreased level of administration and effort in driving procurement best practiceover a range of group opportunities.

• It is envisaged that the Property Support Officer role for the Divestment Projectwill be ongoing until 2017/2018 after which this role will transition to aBuilding/Project Officer to manage the increasing demand from the property andprocurement unit as well as ensure property facility maintenance is appropriatelyundertaken and managed.

DEMAND PROJECTIONS 2015/2016 2016/2017 2017/2018 2018/2019

PROPERTY AND PROCUREMENT

0.9 Property Support Officer – Casual

0 0 0




The following analysis depicts the current capacity and capability of the Depot Operations Team to deliver Council’s community plan objectives and strategies.

Community Plan Objectives 1.2 Build a local community that is proud of Gawler 2.1 Physical and social infrastructure to match population growth 2.5 Manage growth through the real connection of people and places 4.1 Create and maintain a riverine environmental that reflects the social,

cultural and landscape values of the river corridor 4.5 Support the provision of useable open space the preserves habitat and

biodiversity


Other – Projects and Plans

CAPACITY OF TEAM

DEPOTCurrently at full Capacity andCapability

Current FTE – 32

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1.2.2 Develop attractive and activespaces to better integrate places of

play

1.2.5 Develop areas of plantedvisual amenity

2.1.5 Ensure all council ownedinfrastructure is managed and

maintained in a sustainable…

2.5.3 Design and developpedestrian-friendly areas in key

civic and new growth areas

2.5.4 Develop a safe andinterconnected network of

cycle/walking paths4.1.2 Manage open space along the

three rivers corridors to provideimproved use and greater visual…

4.1.3 Ensure the protection andenhancement of the three rivers

corridors through the…

4.5.1 Establish a systematicidentification, surveying and

monitoring program within the…

4.5.2 Finalise and implement astreet and public reserve tree

planting program

4.5.3 Incorporate indigenous plantspecies in surrounding landscapes

to improve biodiversity and…

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Depot ReviewImplementation

Asset Management Plans

Fleet and Plant Upgrades

Infrastructure Programs(footpaths, disability

access, kerb and cutter,fencing, reseal, unsealed

roads)

Other (Projects)




Workforce overview

The Depot Team consists of:

• Team Leader;• Coordinators;• Supervisors;• Leading Workers; and• Team Members in the areas of Civil Works, Maintenance, Horticulture, Parks and

Open Space.

During 2014/2015 a significant review of Depot Operations was undertaken resulting in a number of significant changes including an increase in workface hours, implementation of fortnight by day schedules and a review of the cleansing team. A key outcome amongst others was the insourcing of $300k capital works (labour) in 2015/2016. This is estimated to be $500k in 2016/2017.


• Redesign of the Team Leader position to develop capability and capacity tooperate at a strategic level and drive implementation of the Depot Reviewobjectives.

• The current Team Leader was appointed on an Acting basis. Following theredesign of this position recruitment and selection will occur externally. This willhave no impact on the current FTE, due to being absorbed through other positions.

• Implementation of Depot Review.• Teams operating at appropriate efficiency level following Depot Review.• Potential turnover within teams during the next three years due to retirements.• Utilization of alternate resources i.e. Green Army and Work for the Dole.• Excessive leave accruals impacting on the day to day workforce.• Growth within the region will place additional pressure on resources to maintain

infrastructure, parks and gardens. The Depot Review will now transition todetermine the impact of growth and development within the region againstmaintenance requirements. This may require additional resources that will need tobe quantified, subject to further investigation.

DEMAND PROJECTIONS

2015/2016 2016/2017 2017/2018 2018/2019

DEPOT OPERATIONS 0 0 0 0






The Division of Library and Community Services consists of:

• Recreation Services• Commonwealth Home Support Program• Volunteer Services• Community Services• Library Services

The Community Plan Goals for Library and Community Services include:

1 – Our Identify




The following analysis depicts the current capacity and capability of the Recreation Services Team to deliver Council’s community plan objectives and strategies.

Community Plan Objectives 2.1 Physical and social infrastructure to match population growth 3.2 Sporting facilities to meet local and regional community needs 3.3 Provision of sufficient structured and informal recreation facilities 3.4 Gawler to be recognized internationally as a child and youth friendly

community


CAPACITY OF TEAM

RECREATION/AQUATICCurrently under Capacity.

Currently at full Capability

Current FTE – 2 (2.98seasonal)

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2.1.3 Support the timely provision ofcommunity facilities and services

3.2.1 Prepare a needs analysis and regionalsporting hubs feasibility study

3.2.2 Liaise with all spheres of govt, sportingbodies and the private sector to optimise use

3.2.4 Investigate the potential for elite-levelsports, entertainment and events

precinct/facilities

3.3.1 Ensure an equitable range of usable openspace and recreation facilities

3.3.2 Undertake a review of Council landholdings to determine potential future use

3.3.3 Monitor the region’s growth and respond with open space provision

3.4.2 Develop and implement the Gawler OpenSpace, Sport And Recreation Plan 2025

Other (Daily Operations)




Workforce overview

The Recreational Services Team consists of: • Team Leader;• Co-ordinator; and • Seasonal casuals based at the Aquatic Centre.


• Excessive workload on the Team Leader due to increasing operational andstrategic requirements within the Library and Community Services Division, inparticular with the evolution of the Recreation Services Team and increased areasof responsibility.

• Currently undertaking a number of strategic projects following implementation ofthe Community Plan, including the Gawler Open Space Sport and Recreation Plan,Gawler Aquatic Centre Needs and Feasibility Assessment, Gawler Eastinfrastructure planning and strategic planning for each of the sporting precincts:Karbeethan, Essex Park, Gawler South, Willaston and the proposed SouthernUrban Area Recreation Precinct.

• During pool season there is extra pressure on the team requiring additional hoursto be worked with no possibility of taking leave.

• Increasing leave liability with minimal opportunities to take leave due to currentresourcing and operational requirements.

• Inability to assess and implement operational efficiencies due to ongoing day today facility operations.

• Inability to seek additional and/or new revenue streams due to ongoing day to dayfacility operations.

• Identified need to restructure teams to combine Community and RecreationServices to enable operational and strategic outcomes to be achieved.

• Redesign of Team Leader Recreational Services role to become Team LeaderRecreation and Community Services. This requires additional identified supportwithin the Recreation Services Team.

• Identified need for an Aquatic/Recreation Officer to provide general support.• It is noted that Council is about to commence a feasibility study into a new

Regional Aquatic Centre.

DEMAND PROJECTIONS

2015/2016 2016/2017 2017/2018 2018/2019

RECREATION SERVICES 0 1 Aquatic/Recreation Officer

0 0




The following analysis depicts the current capacity and capability of the Volunteering Services Team to deliver Council’s community plan objectives and strategies.

Community Plan Objectives 3.5 Recognise, respect, support and advocate on behalf of Volunteer 5.1 Support and encourage community teamwork


Workforce overview

The Volunteer Team consists of: • Volunteer Development Officer; and• Graffiti Program Officer.

This team is a part of the Community Services Team and currently reports directly to the Manager Library and Community Services.


• A Team Leader position is required within Community Services, to facilitate day today operations allowing the Manager Library and Community Services to focus onthe delivery of strategic objectives. It is proposed that the Team Leader RecreationServices role be redesigned to include Recreation and Community Services.

• Potential retirements within the team in 2017/2018 or soon after are noted.• Potential redesign of job roles (with an emphasis on Volunteer Development) to

ensure the function of the team is aligned with the objectives of the CommunityPlan.

• Review of Volunteer Team (roles and function), to occur in 2016/2017. This willrequire the Team Leader to manage the review.

• New program development and impact of the Gawler Connect Project will requirestrategic planning as part of the Volunteer Team review.

DEMAND PROJECTIONS

2015/2016 2016/2017 2017/2018 2018/2019

VOLUNTEERS 0 0 0 0

CAPACITY OF TEAM

VOLUNTEERSCurrently at full Capacity andCapability


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3.5.1 Foster partnershipswith volunteers and

volunteer groups

3.5.2 Support volunteeringopportunities to meet

community need

5.1.2 Value, support andadvocate on behalf of

community groups,…

5.1.3 Encourage andfacilitate opportunities for

community interaction,…




The following analysis depicts the current capacity and capability of the Commonwealth Home Support Program and Community Services Teams to deliver Council’s community plan objectives and strategies.

Community Plan Objectives 3.1 Health and social wellbeing services in Gawler to meet growing regional

community needs 3.4 Gawler to be recognised internationally as a child and youth friendly

community 3.6 Encourage the development of the Arts 5.1 Support and encourage community teamwork 5.4 Create and support community partnerships


Community Plan Objectives 1.2 Build a local community that is proud of Gawler 1.3 Protect and promote Gawler’s unique history 1.4 Create a vibrant and active, event filled Council area 1.5 Value the role the Arts play in promoting community spirit and pride


Workforce overview

The Commonwealth Home Support Program Team (CHSP) consists of: • Coordinator; and• CHSP Officers.

CAPACITY OF TEAM

COMMUNITY SERVICESCurrently under Capacity at a strategic level


Current FTE – 4.5


(including 1 FTE on secondment from Library Services)

COMMONWEALTH HOMESUPPORT PROGRAMCurrently under Capacity



0

20

40

60

80

100

3.1.1 Lobby government andthe private sector for improved

healthcare facilities

3.4.1 Develop and promotechild, youth and family-friendly

areas and hubs

3.4.3 Encourage activeparticipation and opportunities

for education for all ages

3.6.1 Support theestablishment of a centrallylocated, multi-purpose arts…

5.1.1 Work collaboratively withall sectors of the community to

encourage and support…

5.1.4 Foster leadershipopportunities that support and

develop skilled citizens and…

5.1.5 Support theestablishment of scholarshipsand mentoring programmes…

5.4.1 Identify areas ofcommunity expertise,

experience, capacity to assist…

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1.2.1.2 Prepare an implement aSocial Infrastructure Needs Analysis

1.3.1 Work with all Aboriginal andTorres Strait Islanders to promote

involvement in Gawler

1.3.3 Communicate Gawler's heritageand culture through signage and

public art

1.4.3 Strengthen the position andpromotion of Gawler as a regional

centre

1.5.1 Develop and implement an Artsand Culture Plan for Gawler




The Community Services Team consists of: • Youth Development Officer;• Community Development Officer; and • Contract Library and Community Support Officer.

The FTE within this job group also includes the Manager Library and Community Services and the Personal Assistant. As with all Divisions, the Personal Assistant provides administrative support for the Division. It is also noted that the positions with the Commonwealth Home Support Program are funded by the Federal Government.


• A Team Leader position is required within Community Services, to facilitate day today operations allowing the Manager Library and Community Services to focus onthe delivery of strategic objectives. As mentioned previously it is proposed for theTeam Leader Recreation Services to become the Team Leader Recreation andCommunity Services, however additional support will be required within theRecreation Services Team, via the appointment of an Aquatic Recreation Officer.

• The position of CHSP Coordinator is currently vacant to be filled 2015/2016.• Positions within the CHSP Team are dependent upon external Federal funding.• Service provision with the CHSP Team may alter beyond 2018 due to external

funding.• The incumbent for the position of Youth Development Officer has recently

returned from Maternity Leave on a part time basis. The remaining FTE iscurrently being utilized to assist with the Community Development Officer role.

• Increasing demand for administrative assistance requires the Personal Assistantposition to be increased from 0.5 FTE to 1 FTE, to assist with providingadministrative support to the team, Section41 committees, professional staff,working groups and committees including the Corporate and Community ServicesCommittee, Elderly Centre Advisory Committee, Gawler Youth AdvisoryCommittee, Gawler Heritage Collection Committee, Reconciliation Action PlanWorking Group, Friends of Gawler Library and the Gawler Community ServicesForum.

• The delivery/implementation of strategic plans (Accessibility, Arts and Culture,Reconciliation Action Plan, Social Infrastructure and Services, Youth DevelopmentPlan, Ageing and Public Art) will be supported by the implementation of the TeamLeader position, enabling the Manager to focus on the delivery of these strategicobjectives.

• Requirements for marketing, social media, journalism, community engagementand communication will be supported by the appointment of CommunityEngagement, Social Media Officer within the Marketing and CommunicationsTeam.

DEMAND PROJECTIONS

2015/2016 2016/2017 2017/2018 2018/2019

CHSP 0 0 0 0

COMMUNITY 0 0.5 – Internal Increase Admin Support 0 0




The following analysis depicts the current capacity and capability of the Library Services Team to deliver Council’s community plan objectives and strategies.

Community Plan Objectives 1.3 Protect and promote Gawler’s unique history 1.4 Create a vibrant and active, event filled Council area


Community Plan Objectives 3.4 Gawler to be recognised internationally as a child and youth friendly

community 5.1 Support and encourage community teamwork


CAPACITY OF TEAM

LIBRARY SERVICESCurrently at full Capability. Capacity restricted in some strategic areas.


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1.3.1.8 Promote LibraryCollections and Program

1.3.2.1 Appropriatelymanage the Heritage

Collection

1.3.2.2 Conduct publichistory programs

1.3.2.3 Support NationalHistory Month

1.3.3.1 Ensure the ongoingrestoration of paintings inthe local history collection

1.4.3.1 Conduct Libraryoutreach activities

1.4.3.5 Conduct pop-uplibraries at community

events

0

20

40

60

80

100

3.4.1 Develop and promotechild, youth and family-friendly areas and hubs

3.4.3 Encourage activeparticipation and

opportunities for educationfor all ages

3.4.4 Provide ongoing supportfor library services

5.1.2 Value, support andadvocate on behalf of

community groups,organisations and volunteers

Other (Daily Operations)




Workforce overview

The Library Services Team consists of: • Team Leader;• Technical Services;• Customer Service;• Program and Promotions; and• Casual Officers.


• Team structure and function requires review to align with strategic objectives.• Library Services Strategic Review is currently being undertaken to determine

appropriate job roles and structure.• The Gawler Connect Project will significantly impact position responsibilities and

function of Library Services, particularly pertaining to shared customer servicearrangements. A strategic review of services is currently being undertaken todetermine the appropriate job roles and structure.

• Training and development will be required to support job roles including customerservice skills and information technology skills.

• The service review will assist to define ongoing resource requirements as a result ofthe Gawler Connect Project including a Library Programs Coordinator.

• Potential in the future for Graduates to be engaged on a yearly basis.• Increasing Heritage demands from the Gawler Connect Project will require a

dedicated Heritage Collection/Gallery Officer resource from 2016/2017. The scopeand responsibilities of this role will be determined by the Multi-Functional Spacestudy.

DEMAND PROJECTIONS

2015/2016 2016/2017 2017/2018 2018/2019

LIBRARY SERVICES 1 – Heritage Collection Gallery Officer 1 – Library Officer 0





Economic Development, Regulatory Services and Communications

The Division of Economic Development, Regulatory Services and Communications currently consists of: • Marketing and Communications• Economic Development and Special Projects• Strategy and Policy• Development Services• Environment and Regulatory Services• Customer Service and Office Support

A recent review of the management function within this Division has determined the need to split this role into two management positions including the appointment of a Manager Business Enterprise and Social Media and Manager Development, Environment and Regulatory Services. This is due to the implementation of the Gawler Connect Project, Digital Hub and Multi-Functional Space in addition to the impact of development growth within the region and legislative changes in regards to planning and environmental health.

The Community Plan Goals for Economic Development, Regulatory Services and Communications Services include:

1 – Our Identify



4 – To Respect and Nurture the Environment


The following analysis depicts the current capacity and capability of the Marketing and Communications Team to deliver Council’s community plan objectives and strategies.




Community Plan Objectives 1.2 Build a local community that is proud of Gawler 1.4 Create a vibrant and active, event filled Council area 2.6 Local economic activity to create local job opportunities and generate

increased local wealth 3.2 Sporting facilities to meet local and regional community needs Community Plan Strategies

Workforce overview The Marketing & Communications Team consists of a Co-ordinator. Future Opportunities/Challenges

• The Marketing and Communications Coordinator is currently working at fullcapacity and is able to support Council’s strategic objectives, however projectsrequire prioritization. This position is also reliant upon support within theorganisation i.e. Divisions providing content for the Website and Councilpublications.

• The skills required within this job group include project management skills, digitalmedia skills (social media, website), good written communication skills and abilityto develop and implement effective marketing and communication strategies.

• The increasing demand for information and resources via digital media will presentchallenges for this job group requiring the ability to work effectively andcollaboratively with all Divisions.

• There is a current and ongoing requirement for a specialist writer (journalist). It isacknowledged that the previous Manager of Economic Development, RegulatoryServices Marketing and Communications provided significant time and resource tothis area. Contract Journalist services were considered necessary on an ongoingbasis.

• There is a growing need across all Divisions for support in regards to community,consultation and engagement, marketing and social media. The need for furtherassistance in this regard will be monitored following the appointment of the newManager Business Enterprise and Social Media.

DEMAND PROJECTIONS

2015/2016 2016/2017 2017/2018 2018/2019

MARKETING & COMMUNICATIONS 0 0 0

1 – Community Engagement Social Media

Officer

CAPACITY OF TEAM

MARKETING &COMMUNICATIONSCurrently at full Capacity andCapability

Current FTE – 1

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1.2.3 Promote the concept of localcitizenship

1.2.4 Encourage and promote ourcountry-friendly community

1.4.2 Encourage the use of land forcultural activities to stimulate the

revitalisation of communities and socialcohesion

2.6.2 Promote the opportunities createdby the National Broadband Network and

broadband infrastructure

2.6.8 Promote Gawler as a regionalcentre for education

3.2.3 Encourage new visitoraccommodation in Gawler to assist in

attracting larger events

2.6.3 Investigate opportunities fortourism and continue to support

investment in tourist accommodation




The following analysis depicts the current capacity and capability of the Economic Development and Special Projects to deliver Council’s community plan objectives and strategies.

Community Plan Objectives 1.2 Build a local community that is proud of Gawler 2.6 Local economic activity to create local job opportunities and generate

increased local wealth 3.2 Sporting facilities to meet local and regional community needs 5.3 Deliver ongoing effective and efficient services, including support for

regional collaboration


Workforce overview

The Economic Development Special Projects Team consists of: • Manager;• Personal Assistant; and • Economic Development Officer.

Functions within this area were also previously undertaken by the Manager Economic Development, Regulatory Services and Communication.


• The Economic Development and Special Projects Officer recently commenced inNovember 2015, following a resignation from this position early in 2015.

• Competing demands and multiple projects place pressure on the team to deliverobjectives within required timeframes.

• Future demands in regards to the implementation of Council’s future EconomicDevelopment Strategy will require the assistance of additional resources.

• The Digital Hub and Multi-Functional Space will require support from this team andthe flexibility to work out of ordinary hours. There is also potential for the DigitalHub to be supported by Volunteers.

• The scope of responsibilities relating to the Managers role within this Division isconsidered unsustainable and not “fit for purpose” relative to medium to long termbusiness needs. A split of this function is recommended with the creation of aManager Development, Environment and Regulatory Services and ManagerBusiness Enterprise and Social Media.

CAPACITY OF TEAM

ECONOMIC DEVELOPMENT AND SPECIAL PROJECTSCapability and Capacity within the Team requires review.

Current FTE – 3


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5.3.3 Develop Gawler as an internationally recognised and accredited ‘smart’ community

3.2.3 Encourage new visitoraccommodation in Gawler to assist

in attracting larger events

1.2.1 Support the refurbishmentand redevelopment of key civic

buildings (Gawler Connect)

2.6.1 Implement a digital-basedbusiness attraction and retention

scheme

2.6.3 Investigate opportunities fortourism and continue to support

investment in touristaccommodation

2.6.6 Take advantage of state andfederal government initiatives that

create local and regional jobs

2.6.7 Promote Gawler as a regionalactivity centre and the preferred

home for professional serviceproviders

2.6.9 Develop and implement anEconomic Development Strategy




• As a part of the federal government funding for the Gawler Connect Project it is arequirement that an additional 5 FTE be generated. It is yet to be determined as towhether this will be resourced internally or outsourced. This will be determinedbased on the successful business model, which is to be investigated. It is envisagedthat the resource requirements will include a Digital Hub Officer and a Multi-Functional Space Officer.

DEMAND PROJECTIONS

2015/2016 2016/2017 2017/2018 2018/2019

ECONOMIC DEVELOPMENT 0

1 – Manager Business Enterprise and Social

Media (Contract) 1 - Digital Hub

Officer 1 - Multi-Functional

Space Officer

0 0




The following analysis depicts the current capacity and capability of the Strategy and Policy Team to deliver Council’s community plan objectives and strategies.

Community Plan Objectives 1.1 Maintain a clearly defined township, one which is distinctly separate

from neighbouring areas 1.2 Build a local community that is proud of Gawler 1.3 Protect and promote Gawler’s unique history 1.4 Create a vibrant and active, event filled Council area 2.1 Physical and social infrastructure to match population growth 2.2 Growth to be respectful of cultural and built heritage 2.3 Urban growth to be sustainably managed


Community Plan Objectives 2.4 The local environment to be respected 2.5 Manage growth through the real connection of people and places 2.6 Local economic activity to create local job opportunities and generate

increased local wealth 3.2 Sporting facilities to meet local and regional community needs 3.4 Gawler to be recognised internationally as a child and youth friendly

community 4.2 Support development that respects the environment and considers the

impacts of climate change


CAPACITY OF TEAM

STRATEGY AND POLICYCurrently at full Capability. Capacity restricted in some strategic areas.

Current FTE – 2

0

20

40

60

80

100

1.1.1 Develop Regional and Local TownPlanning Policies

1.1.2 Safeguard views and vistas to retain Gawler’s township identity

1.2.2 Develop attractive and active spacesto better integrate places of play

1.3.5 Further identify, conserve and enhance Gawler’s historic character and

unique architecture

1.4.1 Develop a vibrant township which isreinforced by its historic character

2.1.1 Aim for an adequate supply of well-located and affordable industrial,commercial and residential land

2.1.4 Develop land use policies forEvanston South, Hillier and Kudla

2.2.1 Refine planning policies to protect Gawler’s heritage and character

2.3.1 Provide urban design standards andguidelines to ensure new development

reinforces local character

2.3.2 Avoid land use conflict betweencompeting activities while encouraging

higher density development

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redevelopment opportunities,including multi-storey, mixed-…

2.3.4 Undertake a rural land useand infrastructure investigation

2.4.1 Develop land use policiesthat support a compact and

diverse urban form with…

2.5.2 Develop an integrateddirectional signage strategy andother associated infrastructure…

2.5.5 Encourage proposals forthe redevelopment of all train

station precincts

2.6.5 Develop policies toencourage business to better

utilise the public realm

3.2.4 Investigate the potentialfor elite-level sports,

entertainment and events…

3.4.2 Ensure neighbourhoodsand residential developmentshave areas for play and leisure

4.2.1 Plan for a sustainable urban form to reduce the community’s

ecological footprint




Other Projects

Workforce overview

The Strategy and Policy Team consists of: • Team Leader; and• Land Use Policy Officer (Contract Position).


• The Strategy and Policy team are responsible for the development andimplementation of policy related to a number of areas including Development andPlanning as well as the creation, implementation and review of Council’s CorporateManagement Framework Community Plan and Corporate Plan.

• Strategy and Policy oversees a number of strategic projects which areimplemented with the assistance of external Consultants. Whilst currentobjectives are able to be achieved they require prioritization and implementationover a period of time. Priorities may alter if additional projects are instigated.

• Strategy and Policy is also required to work across Council’s four Divisions to assistwith the development and implementation of a number of Council’s strategicobjectives.

• A Land Use Policy Officer was recently engaged on a Fixed Term Contract untilOctober 2016, it is anticipated that the requirement for this position will beongoing given the current growth rate within the region and the diversity ofstrategy and policy initiatives being pursued by Council. This position is currentlypart funded by the Evanston Gardens DPA ($30,000). It is recommended that thecontract for this position be extended to 2018/2019.

• The impact of the State Planning Reform via the Planning, Development andInfrastructure Bill 2015, may potentially see less requirement for DevelopmentAssessment Planners within Council and a shift in focus to Strategic Planning. Thismay result in an internal shift in FTE from Development Services to Strategy andPolicy.

• Future requirements may also include dedicated Project Officers working withinDivisions to deliver key strategic projects, with particular expertise in projectmanagement.

DEMAND PROJECTIONS

2015/2016 2016/2017 2017/2018 2018/2019

STRATEGY & POLICY 1 – Land Use Policy Officer (Contract) 0 0 0

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Gawler East Precinct Plan, LinkRoad, Social Infrastructure and

Recreation Case Study

Evanston Gardens DevelopmentPlan Amendment and Structure

Plans

Creation, monitor and review theCommunity Plan, Corporate Plan

and Strategic Action Schedule

State Government Planning andInfrastructure Bill

Review of 30 Year Plan GreaterAdelaide/Concordia/Gawler East

Greater Gawler Spatial Framework




The following analysis depicts the current capacity and capability of the Development Services Team to deliver Council’s community plan objectives and strategies.


from neighbouring areas 1.2 Build a local community that is proud of Gawler 1.3 Protect and promote Gawler’s unique history 2.3 Urban growth to be sustainably managed 3.4 Gawler to be recognised internationally as a child and youth friendly

community 3.7 Create a safe community environment 4.2 Support development that respects the environment and considers the

impacts of climate change


Workforce overview

The Development Services Team consists of: • Team Leader;• Building Inspectors; and • Development Assessment Planners.


• Due to significant growth within the region the number of DevelopmentApplications has increased (by approximately 20% in last six months).

• Council is soon to commence an Efficiency and Effectiveness study in this areawhich may identify system, policy and process improvements. Capacity has beenneeded to allow staff to actively participate in this review. Immediate work loadpressures also required this additional resource to be provided. Consequently acontracted additional Development Assessment Planner was engaged for an initial12 month period. It is proposed that this position be extended for a further 2 yearperiod.

• As identified previously the Planning, Development and Infrastructure Bill 2015, maypotentially see less requirement for Development Assessment Planners withinCouncil. A review is required to determine the potential impact of the

CAPACITY OF TEAM

DEVELOPMENT SERVICESCurrently at full Capacity and Capability

Current FTE – 9

020406080

100

1.1.2 Safeguard views and vistas to retain Gawler’s township identity

1.2.2 Develop attractive and activespaces to better integrate places of

play

1.3.4 Encourage the adaptive reusewhere appropriate of heritage

buildings

2.3.3 Encourage infill andredevelopment opportunities,

including multi-storey, mixed-use…

3.4.2 Ensure neighbourhoods andresidential developments have

areas for play and leisure

3.7.4 Endeavour to provide a safeand healthy built environment

through the provision of quality…

4.2.3 Develop and implementpolicies targeted at reducing thenumber of unsightly properties

Other - Customer RequestManagement




amendments proposed by this Bill. • The reforms introduced via the Planning, Development and Infrastructure Bill may

require a regional collaboration in regards to the administration of a RegionalAuthority. Councils will be expected to resource the Authority.

• The Development Services Team is currently supported by the CustomerService/Office Support Team.

• Council also supports the placement of Undergraduate Planners on workplacements of 60 days. A Work Experience/Work Placement Policy is required toformalize the engagement of Undergraduates.

• Newly created positions within this team during 2015/2016 include a BuildingOfficer, Trainee Building Administration Support (part funded by a StateGovernment subsidy) and Contract Development Assessment Planner.

DEMAND PROJECTIONS

2015/2016 2016/2017 2017/2018 2018/2019

DEVELOPMENT SERVICES

1 – Building Officer 1- Trainee (Contract)

1 – DA Planner (Contract)

0 0 0




The following analysis depicts the current capacity and capability of the Environment and Regulatory Services Team to deliver Council’s community plan objectives and strategies.

Community Plan Objectives 2.3 Urban growth to be sustainably managed 3.1 Health and social wellbeing services in Gawler to meet growing regional

community needs 3.7 Create a safe community environment 4.2 Support development that respects the environment and considers the

impacts of climate change 4.3 Protection of environmentally significant areas of native vegetation for present

and future generations 4.4 Support sustainable use of natural resources and minimise further waste to

landfill 4.5 Support the provision of useable open space that preserves habitat and

biodiversity



CAPACITY OF TEAM

ENVIRONMENT ANDREGULATORY SERVICESCurrently at full Capacity and Capability


020406080

100

2.3.2 Avoid land use conflict betweencompeting activities while encouraging

higher density development3.1.2 Encourage healthy lifestyles and

community wellbeing through thedevelopment and implementation of

regional or local recreational and…

3.7.1 Provide a healthy and safe communitythrough collaborative planning, advocacy

and compliance

4.2.2 Develop adaptation and mitigationstrategies for Council and the community

to effectively respond to the impacts ofclimate change

4.2.3 Develop and implement policiestargeted at reducing the number of

unsightly properties

4.3.1 Ensure native flora, fauna andecosystems are protected and restored

through the retention and rehabilitation ofenvironmentally significant areas of…

4.3.3 Implement Council’s Animal Management Plan

4.4.2 The retention, protection andrestoration of natural resources by

ensuring development minimises energyconsumption and water usage

4.4.3 Implement the waste managementhierarchy - avoid, reduce, recycle, recover,

treat and dispose

4.5.4 Develop strategies to manage theenjoyment and appreciation of areas of

council land set aside for habitat andbiodiversity conversation

0

20

40

60

80

100Environmental Health Services

Fire Prevention

Animal ManagementParking & Bylaws

Customer Requests




Workforce overview

The Environment and Regulatory Services Team consists of: • Team Leader;• Environmental Health Officers; • Casual Immunisation Administration;• Inspectorial Administration;• Compliance Officer; and • General Inspectors.


• During 2015/2016 the need for an additional General Inspector/Ranger wasidentified and appointed on Fixed Term Contract basis (12 months) this position isexpected to be cost neutral (self-funded). A Business Case was presented to theCEO and endorsed accordingly.

• Undergraduate Work Experience Placements may also be of benefit to theEnvironmental Health Services Team.

• A review is required of Council’s Immunisation Administration support todetermine whether this resource should be retained on a casual or contract basis. Areview of Council’s Immunisation Services is also to be completed.

• A Regional Health Plan is currently in place in collaboration with The BarossaCouncil, District Council of Mallala and Light Regional Council.

• A review is required to determine the impact of the Local Nuisance and LitterControl Bill 2015. The requirement for an additional Environmental Health Officerwill be determined after monitoring the implications of the legislation over a 12month period.

DEMAND PROJECTIONS

2015/2016 2016/2017 2017/2018 2018/2019

ENVIRONMENT AND REGULATORY SERVICES

1 - General Inspector Ranger (Contract)

1 - Environmental Health Officer




The following analysis depicts the current capacity and capability of the Customer Service and Office Support Team to deliver Council’s community plan objectives and strategies.

Community Plan Objectives 2.6 Local economic activity to create local job opportunities and generate

increased local wealth


Workforce overview

The Customer Service and Office Support consists of: • Team Leader;• Customer Service Officers (Full Time, Part Time and Casual); and • Visitor Information Centre Officer.


• The Customer Service and Office Support Team currently support Counciloperations within the Town Hall and IES Building. Office Support in the IESBuilding is provided to the Development Services Team.

• The Gawler Connect Project has significant implications for the Customer Serviceand Office Support Team depending on the temporary relocation of Councilservices and subsequent return to the Town Hall, which will lead to shared servicesbetween the Library and Customer Service.

• A service review is being undertaken in consultation with the Manager Library andCommunity Services. The outcome of this review will result in a redesign of jobroles within the Customer Service and Office Support Team ensuring the provisionof high quality and efficient customer service.

DEMAND PROJECTIONS

2015/2016 2016/2017 2017/2018 2018/2019

CUSTOMER SERVICE OFFICE SUPPORT 0 0 0 0

CAPACITY OF TEAM

CUSTOMER SERVICE ANDOFFICE SUPPORTCurrently at full Capacity and Capability


0

20

40

60

80

100

2.6.3 Investigate opportunities fortourism (Review VIC Operations)

Other (Compulsory Services) -Administration/Office Support

Other (Compulsory Services) -Customer Service

Other (Compulsory Services) - VIC





Chief Executive Office and Governance

The Community Plan Goals for the Chief Executive Office and Governance include:

1 – Our Identify



The following analysis depicts the current capacity and capability of the CEO and Governance to deliver Council’s community plan objectives and strategies.


from neighbouring areas 1.4 Create a vibrant and active, event filled council area 2.5 Manage growth through the real connection of people and places 2.6 Local economic activity to create local job opportunities and generate

increased local wealth


Community Plan Objectives 5.1 Support and encourage community teamwork 5.2 Be recognised as a ‘best practice’ local government organisation 5.3 Deliver ongoing effective and efficient services, including support for regional

collaboration 5.4 Create and support community partnerships that contribute to the

implementation of this Plan

CAPACITY OF TEAM

CEO & GOVERNANCECurrently at full Capacity andCapability

Current FTE – 3.1

+ 1 Contract Position

0

20

40

60

80

100

1.1.3 Promote local government boundaryrealignments

1.4.4 Strengthen the position andpromotion of Gawler as a regional centre

2.5.1 Advocate and plan for the upgradingand extension of rail infrastructure for

improved standards of service

2.6.4 Engage with business to promoteGawler as a regional activity centre





Workforce overview

The CEO & Governance Team consists of: • Chief Executive Officer;• Executive Assistant to CEO and Mayor; and

Governance Officers.


• The role of Governance Officer is currently a job share arrangement. It is envisagedthat this will continue for the duration of this Workforce Plan.

• Continued professional development in accordance with position requirements forthe Executive Assistant (EA) position and Governance Officers.

• Additional EA responsibilities as the organisation grows may necessitate thecompletion of a job analysis to determine whether tasks and responsibilities areappropriately assigned.

• The utilization of external contractors/advisors will continue in accordance withstrategic objectives and projects as identified by the CEO and Council.

• Consideration has been given to potential consolidation of the Governance roleinto the Finance and Corporate Services Division.

• A Project Manager has been engaged until October 2017 to oversee and managethe Gawler Connect Project.

DEMAND PROJECTIONS

2015/2016 2016/2017 2017/2018 2018/2019

CEO & GOVERNANCE 0 0 0 0

020406080

100

5.1.1 Work collaboratively with allsectors of the community to

encourage and support teamwork

5.1.3 Encourage and facilitateopportunities for communityinteraction, connection and…

5.2.1 Provide transparent,accountable and informed

decision-making to assist in…

5.2.8 Undertake a program ofongoing improvement to ensurecommunity needs and aspiration…

5.3.1 Represent and promote theneeds, interests and aspirations of

the community

5.3.2 Position Council as a regionalcentre for excellence in local

government

5.3.4 Develop and implementstrategies to encourage andempower the community to…

5.4.1 Identify areas of communityexpertise, experience, capacity and

interest to assist in the delivery…




Full Time Equivalent (FTE) Forecast

The forecast growth in FTE of 16.3% by 2018/2019 is attributed to a number of factors as identified within this Workforce Plan, particularly development growth within the region, increasing demand for services and infrastructure, legislative requirements and the delivery of a number of discretionary services as identified within Council’s Community Plan.

During 2015/2016 a number of new positions have been identified in the areas of:

• Development Services• Environment and Regulatory Services• Strategy and Policy• Property and Procurement• Records Management

Further growth requirements have been identified in the areas of:

• Business Enterprise• Library Services• Recreation Services• Information Technology• Community Services• Financial Services• Environment and Regulatory Services

An analysis of the Town of Gawler’s FTE since 2008 has demonstrated that staff numbers have increased by only 1% despite experiencing considerable population growth since this time. In comparison the Light Regional Council and The Barossa Council have increased their FTE by over 20%.




Recruitment Plan 2016 - 2019 2015/2016

Team 2015/2016 Position FTE Level/Base Salary Comments

Development Services Building Officer Funded 1 Level 3-5 $61,656-$76,694

As per Council Resolution (August 2015)

Development Services Trainee (Fixed Term Contract – 2 Year) Funded 1 SAMSOA $23,870

As per Council Resolution (August 2015) Part funded by State Government subsidy

Records Trainee(Fixed Term Contract – 2 Year) Funded 1 SAMSOA $20,644

As per Council Resolution (1st Quarter Budget Review 2015/16) Part funded by State Government subsidy

Development Services Development Assessment Planner (Fixed Term Contract – 1 Year) Funded (until 30/6/2016)

1 Level 4 $67,671

Funded 2015/2016 – (1st Quarter Budget Review 2015/16) Position proposed to be extended for 2 years. Ongoing need for this role or not informed by new Development Bill

Strategy & Policy Land Use Policy Officer (Fixed Term Contract – 1 Year) Funded (until 11/10/2016)

1 Level 4 $67,671

As per Council Resolution (August 2015) Position part funded by privately funded Evanston Gardens DPA. Proposed to be extended for 2 years. Ongoing need for this role or not informed by new Development Bill.

Environment & Regulatory Services General Inspector/Ranger (Fixed Term Contract – 1 Year) Funded (until 06/03/2017)

1 Level 3 $61,656

As per Business Case endorsed by CEO for 1 year. Position proposed to be extended for 1 year Self-funded position

Property and Procurement Property Support Officer Casual (Fixed term contract – 3 years) Funded (until 30/06/2018)

0.9 Level 6 $79,200 + Casual Loading

As per Council Resolution (budget bid included within 2015/16 adopted Budget) Funded via Divestment Project Proposed transition to Building Support Officer Position in 2018/2019

TOTAL FTE Increase 6.9

2016/2017 (Note: The above positions from 15/16 are provided for in the draft budget for 16/17. The below positions need further consideration and funding allocated in 16/17 if they are to be pursued.)Team 2016/2017 Position FTE Level/Base Salary Comments

Business Enterprise (Gawler Connect) Manager Business Enterprise and Social Media (Fixed Term Contract – 5 Years)

1 Individual Employment Contract

Required to deliver Gawler Connect

Business Enterprise (Gawler Connect) Digital Hub Officer 1 Level 5-6 $75,896 - $86,740

Subject to Business Model for Digital Hub and Multi-Functional Space Required to deliver Gawler Connect

Business Enterprise (Gawler Connect) Multi-Functional Space Officer 1 Level 5-6 $75,896 - $86,740

Subject to Business Model for Digital Hub and Multi-Functional Space Required to deliver Gawler Connect

Library Services (Gawler Connect Heritage Collection/Gallery Officer 1 Leve 5 $75,896

Required to deliver Gawler Connect

Recreation Services Aquatic/Recreation Officer 1 Level 3-4 $63,505-$74,349

Community Services Internal Increase in FTE

Administration Support 0.5 Level 3 $33,084

Increase administrative support to enhance professional discipline outcomes

Total FTE Increase 5.5 NB – Base Salaries estimated value 2016-2018. Exact figures dependent upon Enterprise Agreement negotiations




Recruitment Plan 2016 – 2019 cont.

2017/2018 Team 2017/2018 Position FTE Level/Base Salary Comments

Library Services Library Officer 1 Level 3-4 $65,410 - $71,792

Organisational Development Internal increase in FTE

Administration Support 0.35 Level 3 $23,853

Transition from 0.65 to 1.0FTE

Information Technology IT Support Officer 1 Level 3-4 $65,410 - $71,792

Required as a consequence of increased IT equipment/services i.e. Gawler Connect project in particular the Digital Hub/Multi-functional Space etc. To be determined as a consequence of business model review for Digital Hub and Multi-Functional Space. Also informed by strategic IT review of the Gawler Connect project and on whole of Council IT needs.

Environment and Regulatory Services Environmental Health Officer 1 Level 5-6 $78,173 - $84,023

To be confirmed based on 12 months of arising implications of Nuisance and Litter Control Bill.

Total FTE Increase 3.35

2018/2019 Team 2018/2019 Position FTE Level/Base Salary Comments

Finance & Corporate Services Internal Increase in FTE

Rates Officer 0.4 Level 4 $31,550

Transition from 0.6 to 1.0FTE

Marketing and Communications Community Engagement/Social Media Officer 1 Level 6 $84,023

Monitor requirement for this role following appointment of Manager Business Enterprise and Social Media. Also having regard to enhances in social media platform applications in 16/17. It is noted that in 16/17 journalistic services are proposed to be provided via contracted services.

Total FTE Increase 1.4

NB – Base Salaries estimated value 2016-2018. Exact figures dependent upon Enterprise Agreement negotiations




Workforce Development Strategies 2015-2016

Division Team Workforce Development Activity 2015/2016 Responsible Officer

Town of Gawler Leadership Team Leadership Development Program CEO All Teams Culture Improvement Program CEO All Teams Annual Training Needs Analysis - refer skills identified by GSA 2015 Managers/Team Leaders All Teams Annual Performance Development and Review Managers/Team Leaders All Teams Review of outstanding Leave Entitlements and Leave Plans implemented. Managers/Team Leaders

Economic Development,

Regulatory Services and

Communications

Redesign of Management Function and restructure of Team. Proposed to split function and create one (1) new Manager role.

• Manager Business Enterprise and Social Media• Manager Development, Environment and Regulatory Services• Journalistic services provided by contractors on an ongoing basis

CEO


Efficiency and Effectiveness Study to commence March 2016 CEO


Undergraduate Work Experience Program Team Leader/HR

Environment and Regulatory Services

Job Analysis - Compliance Efficiency and Effectiveness Study

Team Leader/HR

Customer Service Service Review – Customer Service/Office Support – Gawler Connect Team Leader CSOS Infrastructure and

Engineering Services Engineering Efficiency and Effectiveness Study to commence March 2016 Manager/Team Leader

Engineering Competency Review Team Leader/HR Engineering Impact Review – Gawler East Link Road Manager/Team Leader

Depot Green Army and Work for the Dole Program Team Leaders/HR Library and

Community Services Recreation and

Community Services Team Structure Review Team Leader Recreation and Community Services

Manager/Team Leader/HR

Library Services Service Review – Customer Service - Gawler Connect Manager LCS/Team Leader Library Services/ Team Leader CSOS

Finance and Community Services

Finance Service Level Policies – Development and Implementation Manager FCS


Northern Regional Training Group Pilot Training Program Team Leader OD


Application Review - Civica Team Leader OD






Town of Gawler Leadership Team Leadership Development Program CEO All Teams Culture Improvement Program CEO All Teams Annual Training Needs Analysis Managers/Team Leaders All Teams Annual Performance Development and Review Managers/Team Leaders

Where Required Transition to Retirement Plans Team Leaders/HR Economic

Development, Regulatory Services

and Communications


Impact Review – Planning, Development and Infrastructure Bill 2015 Team Leader Development Services, Team Leader Strategy and Policy/HR


Undergraduate Work Experience Program Team Leader/HR


Service Review – Immunisation Program Job Analysis - Immunisation Administration

Team Leader/HR


Impact Review – Local Nuisance and Litter Control Bill 2015 Team Leader


Engineering Undergraduate Work Experience Program Team Leader/HR



HR/OD Shared Services Review CEO/Team Leader OD


Volunteer Team Structure and Function Review of Volunteer Development (All Existing Programs and Future Program Development)

Manager/Team Leader Recreation and Community Services

CEO and Governance

Governance Feasibility Study – Regional Collaboration CEO






Town of Gawler Leadership Team Leadership Development Program CEO All Teams Culture Improvement Program

OCI/OEI Survey CEO

All Teams Annual Training Needs Analysis Managers/Team Leaders All Teams Annual Performance Development and Review Managers/Team Leaders

Where Required Transition to Retirement Plans Team Leaders/HR Economic

Development, Regulatory Services

and Communications


Feasibility Study - Graduate Program Team Leader/HR

Strategy and Policy Job Analysis Planning Officers – following implementation of Development Bill Manager/Team Leader/HR Library and

Community Services CHSP Program Review/Future Delivery and Planning Manager Library Community

Services Library Services Feasibility study - Graduate Program Team Leader/HR

Finance and Community Services

IT Feasibility Study – Regional Collaboration Manager IT & Records

IT Job Analysis and Job Design - Network Administration and Application Support Manager IT & Records/HR Records Job Analysis and Job Design – Records Management Manager IT & Records/HR

CEO and Governance

Executive Assistant Job Analysis and Job Design – Executive Assistant CEO/EA/HR



Town of Gawler All Teams Review of Workforce Development Plan and Workforce Development Strategies CEO/Managers/HR




Implementation

The Town of Gawler Workforce Plan 2016-2019 will be implemented in accordance with the Recruitment Plan and Workforce Development Strategies as identified within this report.

The Leadership Team has overall responsibility for the implementation of the strategies identified, with support provided by the Team Leader Organisational Development.

Evaluation and Review

A review of this Workforce Plan will be undertaken in 2018/2019 and a further Workforce Plan developed ensuring continued alignment with Council’s Community Plan 2014-2024. The achievement of Council’s Workforce Development Strategies will be reported quarterly to the Leadership Team via Council’s Human Resources Quarterly Report.

Key Performance Indicators reported quarterly to the Leadership Team include the following workforce measures:

• Headcount/FTE• Turnover• Positions Vacant• New Starters• Annual Leave >152hrs• Performance Development Reviews completed• Position Descriptions reviewed• Training Needs Analysis completed




APPENDIX

Appendix 1 – Organisational Structure as at March 2016



Final Draft Workforce Plan 2016 - 2019 |

Appendix 2 – CONFIDENTIAL (NOT FOR PUBLIC DISPLAY)



2015/2016

Adopted

Budget

2015/2016

Forecast

2016/2017

Budget

$'000 $'000 $'000

INCOME

19,429 19,500 Rates 20,814

734 731 Statutory charges 740

1,299 1,298 User charges 1,326

2,814 2,975 Grants, subsidies and contributions 2,986

99 99 Investment income 54

322 417 Reimbursements 334

51 51 Other income 25

24,781 25,104 Total Income 26,279

EXPENSES

9,264 9,437 Employee costs 9,947

10,469 10,399 Materials, contracts & other expenses 10,710

690 690 Finance costs 606

3,446 4,264 Depreciation, amortisation & impairment 4,439

0 0 Net loss - Joint ventures & associates 88

23,869 24,790 Total Expenses 25,790

912 314 OPERATING SURPLUS / (DEFICIT) 489

OTHER COMPREHENSIVE INCOME

(24) (24) Asset disposal & fair value adjustments 3

660 135 Amounts specifically for new or upgraded assets 4,765

14,000 14,000 Physical resources received free of charge 14,000

15,548 14,425NET SURPLUS / (DEFICIT) TRANSFERRED TO

EQUITY STATEMENT19,257

Other Comprehensive Income

15,548 14,425 TOTAL COMPREHENSIVE INCOME 19,257

TOWN OF GAWLER

2016/2017 BUDGET

STATEMENT OF COMPREHENSIVE INCOME

for the year ending 30 June 2017



ATTACHMENT 2

Attachment 2

2015/2016 2015/2016 2016/2017

$'000 $'000 ASSETS $'000

Adopted

BudgetForecast

Current Assets

943 Cash and cash equivalents

1,287 1,406 Trade & other receivables 1,406

17 20 Inventories 20

1,304 2,369 Total Current Assets 1,426

Non-current Assets

44 44 Financial Assets 26

3,675 3,560 Equity accounted investments in Council 3,560

232,238 259,200 Infrastructure, Property, Plant & Equipment 283,500

235,957 262,804 Total Non-current Assets 287,086

237,261 265,173 TOTAL ASSETS 288,512

LIABILITIES

Current Liabilities

1,400 Bank Overdraft 225

1,971 3,994 Trade & Other Payables 3,394

1,231 1,231 Borrowings 982

1,699 2,132 Provisions 2,132

6,301 7,357 Total Current Liabilities 6,733

Non-current Liabilities

7,421 7,421 Borrowings 12,039

147 151 Provisions 1517 0 Liability - Equity accounted Council 88

7,575 7,572 Total Non-current Liabilities 12,278

13,876 14,929 TOTAL LIABILITIES 19,011

223,385 250,244 NET ASSETS 269,501

EQUITY

70,182 60,305 Accumulated Surplus 79,853

151,195 187,696 Asset Revaluation Reserve 187,696

2,008 2,243 Other Reserves 1,952

223,385 250,244 TOTAL EQUITY 269,501

TOWN OF GAWLER

2016/2017 BUDGET

BUDGETED BALANCE SHEET




Attachment 2

2015/2016

Adopted

Budget

2015/2016

Forecast

2016/2017

Budget

$'000 $'000 $'000

ACCUMULATED SURPLUS

54,044 45,272 Balance at end of previous reporting period 60,305

15,548 14,425 Net Result for Year 19,257

(157) (183) Transfers to Other Reserves (213)

747 791 Transfers from Other Reserves 504

70,182 60,305 Balance at end of period 79,853

ASSET REVALUATION RESERVE



OTHER RESERVES


157 183 Transfers from Accumulated Surplus 213

(747) (791) Transfers to Accumulated Surplus (504)


223,385 250,244 TOTAL EQUITY AT END OF REPORTING PERIOD 269,501

TOWN OF GAWLER

2016/2017 BUDGET

BUDGETED STATEMENT OF CHANGES IN EQUITY




Attachment 2

$(000’s) $(000’s) $(000’s)CASH FLOW FROM OPERATING ACTIVITIES

Receipts

24,649 24,972 Operating receipts 26,22599 99 Investment receipts 54

Payments

(19,733) (19,836) Operating payments to suppliers and employees (20,657)(690) (690) Finance payments (606)

4,325 4,545

Net Cash provided by (or used in) Operating

Activities5,016

CASH FLOW FROM INVESTING ACTIVITIES

Receipts

60 135 Amounts specifically for new or upgraded assets 4,165172 172 Sale of replaced assets 80

1,500 500 Sale of surplus assets 50022 22 Repayments of loans by community groups 18

Payments

(2,780) (2,954) Expenditure on renewal/replacement of assets (3,311)(4,481) (4,207) Expenditure on new/upgraded assets (12,005)

(5,507) (6,332)

Net Cash provided by (or used in) Investing

Activities (10,553)

CASH FLOWS FROM FINANCING ACTIVITIES

Receipts

0 0 Proceeds from Borrowings 5,600

Payments

(2,169) (2,169) Repayment of Borrowings (1,231)

(2,169) (2,169)

Net Cash provided by (or used in) Financing

Activities4,369

(3,351) (3,956) NET INCREASE/(DECREASE) IN CASH HELD (1,168)

1,951 4,899

CASH & CASH EQUIVALENTS AT BEGINNING OF

REPORTING PERIOD943

(1,400) 943

CASH & CASH EQUIVALENTS AT END OF

REPORTING PERIOD (225)

TOWN OF GAWLER

2016/2017 BUDGET

BUDGETED CASH FLOW STATEMENT

for the year ending 30 June 20172015/2016

Adopted

Budget

2015/2016

Forecast

2016/2017

Budget



Attachment 2

2015/2016

Adopted

Budget

2015/2016

Forecast

2016/2017

Budget

$'000 $'000

24,781 25,104 Income 26,279

(23,869) (24,790) less Expenses (25,790)

912 314 Operating Surplus / (Deficit) 489

less Net Outlays on Existing Assets

(2,780) (2,954)Capital Expenditure on renewal and replacement of Existing

Assets(3,311)

3,446 4,264 less Depreciation, Amortisation and Impairment 4,439

172 172 less Proceeds from Sale of Replaced Assets 80

838 1,482 1,208

less Net Outlays on New and Upgraded Assets

(4,481) (4,207) Capital Expenditure on New and Upgraded Assets (12,005)

660 135

less Amounts received specifically for New and Upgraded

Assets 4,765

1,500 500 less Proceeds from Sale of Surplus Assets 500

(2,321) (3,572) (6,740)

(571) (1,776) Net Lending / (Borrowing) for Financial Year (5,043)

Net Lending / (Borrowing) equals Operating Surplus / (Deficit), less Net Outlays on non-financial

assets. The Net Lending / (Borrowing) result is a measure of the Council's overall (i.e. Operating

and Capital) budget on an accrual accounting basis. The Net Lending / (Borrowing) result can be

expected to fluctuate from year to year, given the lumpy nature of some capital expenditure.

Achieving a zero result on the Net Lending / (Borrowing) measure in any one year essentially

means that the Council has met all of its expenditure (both operating and capital) from the current

year's revenues. The amount of Net Lending in any one year decreases the level of Net Financial

Liabilities in the year by that amount. Conversely, the amount of Net Borrowing increases the level

of Net Financial Liabilities.

TOWN OF GAWLER

2016/2017 BUDGET

BUDGETED UNIFORM PRESENTATION OF FINANCES




Attachment 2

TOWN OF GAWLER

2016/2017 BUDGET

FINANCIAL INDICATORS

2015/2016

Adopted

Budget

2015/2016

Forecast

2016/2017

Budget

Policy

Target result

$'000 $'000 $'000 $'000

Operating Surplus 912 314 489 >0

Operating Surplus Ratio

Operating Surplus 4.8% 1.6% 2.4% 0-10%

Rates - general & other less NRM levy

Net Financial Liabilities Ratio

Net Financial Liabilities 51% 50% 68% 0-100%

Total Operating Revenue less NRM levy

Asset Sustainability Ratio

Net Asset Renewals 100% 182% 100% 90-100%

Infrastructure & Asset Management Plan required expenditure

Net asset renewals expenditure is defined as net capital expenditure on the renewal and replacement of existing assets, andexcludes new capital expenditure on the acquisition of additional assets.

Being the operating surplus (deficit) before capital amounts .

This ratio expresses the operating surplus as a percentage of general and other rates, net of NRM levy.



Attachment 2

2015/2016

Forecast

2016/2017

Budget

$'000 $'000

Revenue

Operating Revenue 25,071 26,279Capital Revenue 135 4,765Borrowings 0 5,600Loan repayments - Community Groups 22 18Transfers from Reserves 791 504Asset Sales 672 580Cash Deficit c'fwd 6,000 6,277

TOTAL REVENUE 32,691 44,023

Expenses

Operating Expenditure (excl Deprec'n and Joint Ventures) 20,526 21,263Loan repayments (Principal) 2,169 1,231Capital Expenditure 7,161 15,316Transfers to Reserves 183 213Cash Deficit b'fwd 2,652 6,000

TOTAL EXPENSES 32,691 44,023

TOWN OF GAWLER

2016/2017 BUDGET

BUDGETED FUNDING STATEMENT



Attachment 2

2015/2016

Forecast

2016/2017

Budget

$'000 $'000

Cash per Cashflow Statement 943 (225)

less Funded Current assets/liabilities:

Debtors & Other Receivables 1,426 1,426Creditors & Other Payables (3,994) (3,394)Provisions (2,132) (2,132)Equity Reserves (2,243) (1,952)

(6,943) (6,052)

Cash Surplus/(Deficit) (6,000) (6,277)

TOWN OF GAWLER

2016/2017 BUDGET

BUDGETED CASH SURPLUS / (DEFICIT) RECONCILIATION

*The cash surplus / (deficit) result discloses the overall cash surplus / deficit position

that would occur if there was a collective call on all of Council's funded liabilities as at

the reporting date.

However, as the Council is an on-going concern, it is unlikely that there would be an

instance of a call on all of its funded liabilities at the same time.



Attachment 2

Forecast

Balance

1/7/16

2016/2017

Transfers to

Reserve

2016/2017

Transfers

from

Reserve

Projected

Closing

Balance

30/6/17 Note

$'000 $'000 $'000 $'000

Asset Revaluation Reserve 187,696 187,696

Other Reserves:

Carparking 426 426 Open Space 83 50 (133) - 1 Stormwater Drainage 2 50 (52) - 2 Plant & Machinery Replacement 106 (106) - 3 Property 1,418 33 (50) 1,401 4 Discretionary Rate Rebates Withheld 4 4 Willaston Cemetery Reserve 10 52 (62) - 5 Infrastructure & Community Assets Project Reserve 65 (65) - Dog & Cat Management 105 28 (36) 97 6 Historic Walls Scheme 24 24 7 Total Other Reserves 2,243 213 (504) 1,952

Notes:

TOWN OF GAWLER

2016/2017 BUDGET

BUDGETED MOVEMENT IN EQUITY RESERVESfor the year ending 30 June 2017

7. Balance of Reserve relates to accrued unspent funds for Historic Walls Scheme. Council allocation of$25k per year for 10 years within recurrent budget. Any unspent funds of the annual recurrent allocationare transferred to this Reserve.

1. Transfer to Reserve represents estimated Developer contributions to be received; Transfer fromReserve to fund Willaston Oval irrigation upgrade ($95k) and part-fund irrigation replacement at DogObedience Club (Willaston) $38k)

3. Transfer from Reserve to part-fund replacement of Major Plant (Budget Bid 574)

6. Transfer to Reserve represents estimated operating surplus for Dog Management activities; Transferfrom Reserve to fund upgrade of Dog Pound facility ($15k - Budget bid 162) and construction of Dog Park($21k - Budget bid 193)

2. Transfer to Reserve represents estimated Developer contributions to be received; Transfer fromReserve to part-fund Stormwater capital works

5. Transfer to Reserve represents estimated operating surplus for Cemetery; Transfer from Reserve topart-fund staged implementation of Willaston Cemetery Action Plan

4. Transfer to Reserve represents estimated value of interest received on Fund; Transfer from Reserve tofund Master Plan for Karbeethan Reserve precinct (Budget Bid 203)



DRAFT 2016/2017 BUDGET - OPERATING REVENUE ANALYSIS

Recurrent Revenue

Adopted

Budget

2015/2016

Forecast

2015/2016

Budget

2016/2017

% Variance

(Adopted /

Budget)

Notes

Rates

General Rates (incl natural growth) (18,333,000) (18,366,000) (19,510,201) 6.4%

Incorporates 4% base increase and 2.3% growth from new property

development

Waste Management Service Charge (1,795,292) (1,795,292) (1,967,274) 9.6%

Subject to advice of projected cost of service from NAWMA (incl

growth from additional bins)

Late payment penalty fines (90,000) (90,000) (90,000) 0.0% Late/non-payment fines imposed in accordance with LG Act.

Separate Rates:

Gawler Business Development Group (Business

marketing & development) (163,000) (163,000) (167,890) 3.0% Collected on behalf of the Gawler Business Development Group

Natural Resources Management Levy (309,843) (309,843) (328,948) 6.2% Collected on behalf of State Government

Less Rebates & Remissions:

Mandatory Rebates 338,913 338,913 352,470 4.0%

Mandatory rebates provided to Schools, Hospitals, Churches, etc.

Potential for future large increase in rebates pending transfer of SA

Housing Trust homes to Community Housing providers who are

eligible for 75% rebate

Discretionary Rebates 908,000 870,336 881,888 -2.9%

Rebates provided based on 'tiered' rating methodology for

Commercial and Industrial properties (including capping rebates).

Capping rebates will cease to apply from 2016/17 in accordance

with Strategic Rating Policy

Remissions (Valuation objections, etc.) 15,000 15,000 15,600 4.0% Remissions based on property valuation objections

TOTAL (19,429,222) (19,499,886) (20,814,355) 7.1%

Statutory Charges

Dog Registration Fees & Expiations (274,012) (274,012) (275,000) 0.4%

Dog registration/expiation fees. Higher revenue reflected in 2015/16

due to volume of estimated expiations issued as a result of biennial

Dog Survey

Development Application Fees (245,100) (260,300) (257,000) 4.9% Revenue determined by volume/nature of applications received

Parking fines (132,567) (132,567) (140,000) 5.6% Revenue based on no. of expiations issued.

Food inspections & audits (32,000) (14,000) (17,000) -46.9%

Revenue based on food audits and inspections undertaken.

Reduction in revenue due to ceasing of audits outside of Council

area

Property search fees (46,000) (46,000) (46,000) 0.0% Revenue based on volume of property searches

Other fines & expiations (4,500) (4,500) (4,715) 4.8%

Other sundry fines & expiations (e.g. inflammable undergrowth

expiations, swimming pool regulations)

TOTAL (734,179) (731,379) (739,715) 0.8%



ATTACHMENT 3A

DRAFT 2016/2017 BUDGET - OPERATING REVENUE ANALYSIS Attachment 3A

Recurrent Revenue

Adopted

Budget

2015/2016

Forecast

2015/2016

Budget

2016/2017

% Variance

(Adopted /

Budget)

Notes

User Charges

Swimming Pool (293,000) (293,000) (303,000) 3.4%

Recreation Centre (439,710) (409,710) (440,000) 0.1%

Leases & Rentals (296,509) (316,122) (310,382) 4.7%

Based on Lease/Licence agreements. CPI increments generally

apply. Reduction in 2016/17 (compared to 2015/16 Forecast) due to

temporary loss of income as a result of Gawler Connect

construction works

Cemetery fees (118,000) (148,000) (170,500) 44.5%

2016/17 budget based on 80 burials and doubling of fees for non-

residents

Visitor Information Centre (71,000) (71,000) (67,500) -4.9% Souvenir sales, accommodation bookings, various ticket sales.

Immunisation program fees (24,000) (24,000) (10,453) -56.4% Service outsourced in 2015/16

Other User charges (56,800) (35,700) (24,000) -57.7%

Reduction in 2016/17 due to revenue from new kerbside waste bins

now administered direct by NAWMA (offset by associated reduction

in waste disposal costs incurred)

TOTAL (1,299,019) (1,297,532) (1,325,835) 2.1%

Grants, Subsidies & Contributions

Federal Government grants:

Financial Assistance Grant (1,177,940) (1,172,710) (1,172,210) -0.5%

Local Roads Grant (296,524) (296,524) (296,524) 0.0%

'Roads to Recovery' Grant (432,905) (618,616) (714,779) 65.1%

State Government grants:

Library / Community Services Operating Grant (67,000) (85,855) (64,000) -4.5%

Home Assistance Scheme (627,500) (644,500) (626,707) -0.1%

Fuel Tax rebates (11,750) (11,750) (11,750) 0.0%

Car Parking, Drainage & Open Space

Contributions (50,000) (50,000) (100,000) 100.0%

Includes Developer contributions towards footpaths, stormwater

drainage & carparking and other minor grants

Gawler & Surrounds Stormwater Management (130,000) 0 -100.0% Final contribution 2016/17 included as New Initiative

Walking & Cycling Strategy (20,000) 0 0 -100.0%

Gawler Farmers Market 0 (80,000) 0

Other Grants, Subsidies & Contributions 0 (15,000) 0

TOTAL (2,813,619) (2,974,955) (2,985,970) 6.1%

Federal Govt decision to 'freeze' funding until 2017/18




Recurrent Revenue

Adopted

Budget

2015/2016

Forecast

2015/2016

Budget

2016/2017

% Variance

(Adopted /

Budget)

Notes

Investment Income

Local Government Finance Authority - Developer

funds (33,000) (33,000) (33,000) 0.0%

Based on value of associated equity funds held towards future

capital works. Funds held in trust with LGFA with interest reinvested

Local Government Finance Authority - Other (60,000) (60,000) (16,000) -73.3%

Based on projected future cashflows - LTFP projects future

transition to reliance on bank overdraft

National Australia Bank (3,000) (3,000) (3,500) 16.7% Minimal funds held in daily operating account

Community Loans - interest repayments (2,917) (2,917) (1,679) -42.4%

Based on associated loan schedules - interest component of

repayments reduces over the life of the loans

TOTAL (98,917) (98,917) (54,179) -45.2%

Reimbursements

Other Councils (10,000) (10,000) (10,000) 0.0%

DC Mallala contribution towards Library services provided at Two

Wells

Vehicle contributions (65,500) (74,923) (80,500) 22.9% Employee contributions

Legal fees 0 (46,389) (5,000) Recovery of legal fees

Insurance - claims, rebates, distributions (150,000) (185,000) (150,000) 0.0% Rebates from Local Government Risk Services insurance schemes

Other reimbursements (96,291) (100,791) (88,183) -8.4%

Reduction due to some costs previously recovered are now billed

direct to tenant

TOTAL (321,791) (417,103) (333,683) 3.7%

Other Income

Sundry income - Town Planning (40,000) (40,000) (15,000) -62.5% Privately funded DPA developer contributions

Sundry income - Commissions (4,100) (4,100) (4,900) 19.5%

Commissions from various activities at the Visitor Information

Centre

Sundry income - Other (5,600) (5,600) (4,700) -16.1%

Donations (1,700) (1,700) (750) -55.9% Various 'one-off' donations

TOTAL (51,400) (51,400) (25,350) -50.7%

Net Gain - Joint ventures & Associates

Northern Adelaide Waste Management Authority (32,585) (32,585) 0 -100.0%

Movement in Council's equity share - based on budget provided by

the Authority

TOTAL (32,585) (32,585) 0 -100.0%




Recurrent Revenue

Adopted

Budget

2015/2016

Forecast

2015/2016

Budget

2016/2017

% Variance

(Adopted /

Budget)

Notes

TOTAL INCOME (24,780,732) (25,103,757) (26,279,087) 6.0%



DRAFT 2016/2017 BUDGET - OPERATING EXPENDITURE ANALYSIS

Recurrent Expenditure Adopted Budget

2015/2016

Forecast

2015/2016

Budget

2016/2017

% Variance

(Adopted /

Budget)

Notes

Employee Costs

Wages 1,562,155 1,476,981 1,319,545 -15.5% AWU (Field) staff. Decrease due to capitalisation of wages ($500k) as per Depot review partly offset by EBA increase provision

Salaries 6,421,198 6,694,347 7,278,218 13.3%

ASU (Inside) staff. 2016/17 Budget increase due to new positions created during 2015/16 and new positions provided in Workforce Plan for 2016/17

Superannuation 795,782 789,235 838,587 5.4% Increase due to increase in FTE nos.Income Protection Insurance 94,658 90,709 99,747 5.4% Increase due to increase in FTE nos.Workers Compensation Insurance 389,830 385,603 410,798 5.4% Increase due to increase in FTE nos.

TOTAL 9,263,623 9,436,875 9,946,895 7.4% Increase in total FTE from 106 (30/6/15) to 113 (30/6/16)

Materials, Contracts & Other Expenses

Contractors - Consultants

Building Assessment 10,000 10,000 10,000 0.0%

Specialist assistance provided by external building consultants / surveyors.

Human Resources 80,000 80,000 80,000 0.0%

Budget provision for HR advice as required (in lieu of HR Manager) - incl. regional support agreement with The Barossa Council

Fleet Management 17,000 17,000 20,000 17.6% Fleet management software Heritage 20,000 20,000 30,000 50.0% Heritage advisory servicesTown Planning Projects 25,000 25,000 25,000 0.0% Development Assessment consulting adviceGrants Submission & Professional writing 60,000 60,000 50,000 -16.7%

Other Consultants 188,575 203,125 142,250 -24.6%

Reduction due to Asset Divestment Officer initial provided for under a consultancy arrangement in 2015/16 adopted budget ($90k)

Contractors - Employment Agency Staff

Sport & Community Centre 70,000 50,000 72,800 4.0% Casual staff for various Centre programsSwimming Pool 251,000 226,000 272,800 8.7% Lifeguards Depot 17,000 17,631 15,000 -11.8% Casual/relief staffOther 2,500 2,500 2,500 0.0% Casual/relief staff

Contractors - Operating Lease/Licences

Heritage Collection storage - Lease fees 2,750 2,750 2,621 -4.7%Computer Hardware - Lease fees 207,167 207,167 215,000 3.8%

Computer software - Licence fees 366,016 366,016 337,850 -7.7%Reduction due to licence fees no longer applicable for One Library Management System software

Other Leases & Licences 12,550 17,364 53,200 323.9%

Increase due to new licence fees relating to enhances in Asset Management software and GIS systems (including $20k for periodic aerial photography data)



ATTACHMENT 3B

DRAFT 2016/2017 BUDGET - OPERATING EXPENDITURE ANALYSIS Attachment 3B


2015/2016

Forecast

2015/2016

Budget

2016/2017

% Variance

(Adopted /

Budget)

Notes

Contractors - Other

Waste Management - Collection/Disposal 1,876,936 1,846,936 1,978,534 5.4% NAWMA (Kerbside collection & disposal service)

External Auditor 27,800 18,900 27,800 0.0%

Dean Newbery & Partners - Contract fee for auditing services plus new legislated internal controls opinion

Payment Collection agents / Banking services 87,848 87,848 85,090 -3.1%Home Assistance Scheme 221,282 221,282 198,100 -10.5% Based on level of associated grant funding receivedStreet Cleaning 110,468 111,053 123,000 11.3% Programmed street cleaning of CBD and urban streets. Plant Servicing & Repairs 119,815 119,815 120,000 0.2% Servicing and repairs of heavy/light fleet vehiclesRoads - Linemarking 50,000 50,000 50,000 0.0% Periodic Linemarking of sealed roadsRoads - Kerb & Footpath repairs 100,000 100,000 95,000 -5.0%Roads - Road seal repairs 25,000 25,000 20,000 -20.0% Crack sealing, pothole repairs, etcS/W drainage - Clean pipes/pits/drains 60,600 60,600 61,000 0.7% Programmed cleaning of side entry pits / pipes / drainsWeedspraying 47,280 47,280 48,200 1.9% Weedspraying of Ovals, Parks, Footpaths, etcPark/Street tree maintenance 9,000 9,000 12,000 33.3%Buildings - Cleaning services 210,200 210,200 206,380 -1.8% Programmed cleaning of various Council buildingsBuildings - Security services 59,050 70,792 62,360 5.6%Buildings - Other Maintenance & repairs 189,049 187,270 180,520 -4.5%Internet expenses 15,652 15,652 14,600 -6.7%Office equipment maintenance 42,000 42,000 40,000 -4.8% Routine servicing and repairs of photocopiers, etc

Independent Members fees 25,100 25,100 25,100 0.0% Audit Committee ($9.5k), Development Assessment Panel ($15.6k)Couriers/Freight charges 12,150 12,150 10,900 -10.3% includes agenda/minutes delivery charges, freight charges, etc.

Equipment Hire 62,400 59,800 69,500 11.4%

External hire of various plant/equipment - incl. Roller hire, elevated work platforms, Coffee machine hire (Gawler Aquatic Centre / Sports & Community Centre)

Property valuations 45,000 40,100 41,700 -7.3% Provided by Valuer-General for rating purposesPrinting - Community Newsletters 15,000 7,000 15,546 3.6%Printing - Rate Notices 11,300 11,300 11,300 0.0%

Printing - Other 27,200 27,200 30,000 10.3%

Increase due to cost of printer rolls for new Pinforce Expiation devices

Property rent 115,000 115,000 28,917 -74.9%

High Street office. Staff to be relocated prior to expiration of lease at end of September 2016

Lands Title Office reports 3,200 3,200 3,200 0.0% List of property ownership transfer reports for rating purposesSummer Initiatives 11,000 11,000 11,000 0.0% Outdoor film festival, etc.Milne Road stormwater maintenance 30,000 30,000 30,000 0.0% Clearing of watercourseContractors - Communication & Marketing 10,000 18,000 40,000 300.0% Increase due to recent engagement of journalistic servicesGawler Activation Program 40,000 40,000 42,000 5.0%Australia Day Breakfast 4,000 4,000 4,000 0.0%Murray Street banners 15,450 15,450 16,000 3.6%Immunisation service 47,000 47,000 22,000 -53.2% Service outsourced during 2014/15After Hours Call Service 14,500 14,500 20,000 37.9% Budget increase due to increase in number of calls receivedDumped Rubbish removal 7,000 7,000 7,000 0.0%Tree/Stump removal 8,000 8,000 4,000 -50.0%





2015/2016

Forecast

2015/2016

Budget

2016/2017

% Variance

(Adopted /

Budget)

Notes

'Closing the Gap' Initiative 10,000 10,000 10,000 0.0%Woody Weed Control 10,000 10,000 5,000 0.0%Records Management 10,000 10,000 10,000 0.0% External audits & off-site records storageOther Contractual services 238,574 257,074 192,844 -19.2% Other sundry contractual services

Materials - Energy

Fuel 135,037 135,037 109,441 -19.0%

Based on quantity and anticipated usage of plant and vehicles. Decrease due to global oil price reduction.

Gas 39,994 39,994 40,911 2.3% Pool heating, various Bldgs heating

Water 431,413 431,413 605,322 40.3%

Supply and consumption charges - 2016/17 budget based on anticipated consumption

Electricity - Streetlighting 391,013 391,013 424,202 8.5%

Electricity - Other 249,846 249,846 239,780 -4.0%

Reduction due to consolidation of Admin staff into one facility and decommissioning of Town Hall/Gawler Institute during Gawler Connect construction works

Materials - Road making

Rubble 50,000 50,000 50,000 0.0%Bitumen 42,000 42,000 40,000 -4.8%Concrete 22,000 22,000 22,000 0.0%

Materials - Other

Park/Street trees 15,500 15,500 16,000 3.2% Purchase of new/replacement treesMinor asset & equipment purchases 44,600 44,600 55,280 23.9% Purchase of minor assets less than capitalisation threshold

Signs (including road/traffic control) 75,450 30,450 36,150 -52.1% 2015/16 adopted budget includes $50k for Signage strategy First Aid/safety supplies 8,700 9,200 8,200 -5.7%Canteen supplies 86,000 81,000 81,000 -5.8% Swimming Pool, Sport & Community Centre

Swimming Pool chemicals 24,000 24,000 24,000 0.0% Water treatment chemicals to maintain appropriate water standardVehicle/Machine parts 72,000 72,000 62,000 -13.9%Stationery 45,500 45,500 43,000 -5.5%Depot store supplies 15,000 15,000 15,000 0.0% Sundry hardware and loose tools replacementLibrary materials 10,300 29,155 8,700 -15.5% Local purchase of Books/Magazines/DVDs Christmas decorations 10,000 10,000 5,750 -42.5%

Corporate Uniform payments 37,950 37,950 36,600 -3.6%

Purchases by staff above uniform allowance are reimbursed to Council

Catering supplies 30,820 30,974 30,830 0.0%

Catering for various Council / Committee / Workshops / Staff / Volunteer meetings and events

Other sundry materials 151,915 210,410 219,050 44.2%

Increase due to reduction in internal plant hire recovery and increase in internal hire for Rec Centre space. With these items excluded, increase is 6%

Other - Insurance

Bldg & Contents, Plant & Equipment 149,191 152,480 156,647 5.0%





2015/2016

Forecast

2015/2016

Budget

2016/2017

% Variance

(Adopted /

Budget)

Notes

Public Liability 88,919 88,327 90,788 2.1%

Provision for excess on claims 6,000 6,000 6,000 0.0% Anticipated decrease in claims excessOther insurances 11,282 10,198 9,817 -13.0%

Other - Communications

Advertising - Recruitment 15,000 15,000 15,000 0.0% Cost of advertising vacant positionsAdvertising - Marketing & Promotion 5,500 5,500 5,000 -9.1%

Advertising - Other 27,180 30,435 32,995 21.4%

Other general/sundry advertising - e.g. promoting Community events, Statutory adverts, Community consultation, etc.

Postage 41,900 51,150 66,600 58.9%

Large increase in postage rates from 1 January 2016 (43% increase), plus increased volume of items posted

Telephone 119,130 119,130 109,630 -8.0%

Landlines, Mobile Phones, Data plans, etc. Phone plans reviewed during 2015/16

Other - Staff Training & Recruitment

Staff training 120,000 122,000 109,900 -8.4% Budget based on identified Training Needs AnalysisPolice Clearance Checks / Pre-employment Medical assessments / Drug & Alcohol testing 5,300 5,300 12,300 132.1%

Increase based on volume of checks/assessments required, and introduction of random Drug & Alcohol testing during 2015/16

Study assistance payments 3,000 3,000 3,000 0.0%

Other - Rates, Taxes, Statutory Expenses

Fringe Benefits Tax 72,000 72,000 65,000 -9.7%Emergency Services Levy 18,351 18,351 18,898 3.0%State Govt NRM Levy 309,843 309,843 328,948 6.2% Payment of NRM levy funds collectedVehicle registration fees 40,560 40,560 40,000 -1.4%

Elected Member allowances 231,000 231,000 216,668 -6.2%

Reduction 2016/17 due to one less Elected Member on a temporary basis until next periodic Election

Other - Contributions & Donations

Gawler Business Development Group Inc. 163,000 163,000 167,890 3.0%

Payment of revenue collected for Gawler Business Development Group

Gawler Community House 10,000 10,000 10,000 0.0%Christmas Festival 26,000 210 27,000 3.8%

Dog & Cat Management Board 40,800 40,800 45,000 10.3%

Contribution based on 20% of previous years registration fees received (legislative requirement).

Regional Development Aus. Barossa Inc. 37,100 37,100 37,000 -0.3%Heritage Grants 15,000 15,000 15,000 0.0% Provision for local heritage grantsHeritage Walls restoration grants 25,000 25,000 25,000 0.0%Social Support (Gawler Health Service) 52,530 52,530 51,125 -2.7% Funded as part of State Govt Home Assistance Scheme grantCommunity Grants Scheme 25,000 25,000 25,000 0.0%

Gawler Emerging Arts Film Festival 2,500 2,500 2,500 0.0%Northern Volunteering 13,600 13,600 13,600 0.0%

Town Centre Shop Fronts 10,000 10,000 10,000 0.0% Hero Bldg ProgramOther contributions & donations 137,496 180,338 201,241 46.4% Value of community in-kind contributions





2015/2016

Forecast

2015/2016

Budget

2016/2017

% Variance

(Adopted /

Budget)

Notes

Other - Other Expenses

Legal fees - Debt collection 57,927 57,927 57,500 -0.7% Costs recoveredLegal fees - Industrial relations 6,000 6,000 6,000 0.0%Legal fees - Other 156,950 193,339 147,000 -6.3%Memberships - Gawler River Flood Management Authority 12,566 12,566 12,800 1.9%Memberships - Local Government associations 41,650 41,650 30,650 -26.4%Memberships - Other 22,705 22,557 22,585 -0.5% Professional memberships, etc.Electoral roll updates 6,000 6,000 6,000 0.0% Electoral Roll updates provided by the Electoral Commission

Sundry projects provision 200,000 180,000 200,000 0.0%

Funding provision for Sundry projects (e.g. co-contributions required to secure grant funding)

Commissionable items (Visitor Information Centre) 41,100 41,100 49,100 19.5%

Regional/Interstate Bus tickets, Sealink tickets, Accommodation bookings

Souvenirs (Visitor Information Centre) 15,000 15,000 12,000 -20.0%

Other sundry expenses 59,580 54,480 61,991 4.0%

Other minor expenses - e.g. volunteer training, carparking fees, publications & periodicals, referral fees, etc

Total - Recurrent activities 9,784,110 9,814,068 9,998,001 2.2%

(b) 'One-off' or cyclic projects:

Consultants - Town Character DPA 20,000 15,000 -100.0%

Consultants - Library Strategic Plan 5,000 5,000 - -100.0%

Consultants - Arts & Cultural Strategy 25,000 25,000 - -100.0%

Consultants - Independent IT Review - 10,000 -

Consultants - Gawler East Link Road 75,000 - - -100.0% Transferred to Capital expenditureConsultants - Rural Land Use Investigation 20,000 - -100.0%

Consultants - Karbeethan Reserve Master Plan 50,000 50,000 - -100.0%

Consultants - Social Infrastructure Needs Assessment & Action Plan 20,000 20,000 -100.0%

Consultants - Gawler Aquatic Centre Asset Management Plan - 30,000 -

Consultants - Depot Review 35,000 35,000 -100.0%

Consultants - Efficiency & Effectiveness Review 75,000 75,000 -100.0% It is estimated that only $30k of 2015/16 budget will be spentConsultants - Disability Accessibility Action Plan 15,000 15,000 -100.0%

Consultants - Walking & Cycling Strategy 40,000 40,000 - -100.0%

Consultants - Car Park Strategy 20,000 - - -100.0%

Consultants - Gawler & Surrounds Stormwater Management Plan 200,000 100,000 - -100.0%Consultants - Gawler Heritage collection 30,000 30,000 - -100.0%

National Trust Civic Partnership Program 5,000 5,000 -100.0%

Contribution - Gawler Farmers market - 80,000 - Funded from matching grant funding receivedGreyhound Racing SA development contribution 50,000 50,000 -100.0%

Contribution: Gawler Biennial Art Award - - 2,500





2015/2016

Forecast

2015/2016

Budget

2016/2017

% Variance

(Adopted /

Budget)

Notes

New Initiatives Provision / Growth Management Costs 709,000

Refer separate listing for list of projects

Total - Non-recurrent activities 685,000 585,000 711,500 3.9%

TOTAL 10,469,110 10,399,068 10,709,501 2.3%

Finance Costs

Interest - Fixed Debenture Loans (LGFA) 610,269 613,790 535,828 -12.2%Reduction due to implementation of revised loan funding strategy - resulting in no fixed long-term loans since 2011/12

Interest - Cash Advance Debentures (LGFA) 80,000 76,479 70,000 -12.5%Based on projected cashflows and expected increase in utilisation due to value of capital works program

TOTAL 690,269 690,269 605,828 -12.2%

Depreciation

Buildings 281,124 281,124 295,869 5.2%Infrastructure 2,563,586 3,381,586 3,460,324 35.0%Equipment 442,977 442,977 493,090 11.3%Other Assets 158,081 158,081 190,124 20.3%

TOTAL 3,445,768 4,263,768 4,439,407 28.8%

Net Loss - Joint Ventures & associates

Northern Adelaide Waste Management Authority 88,305 Movement in Council's equity share - based on budget provided by the Authority

TOTAL - - 88,305 #DIV/0!

TOTAL EXPENSES 23,868,770 24,789,980 25,789,936 8.0%



2016/17 RECURRENT DRAFT BUDGET BY SERVICE

Bldg Assessment

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges (50,235) (43,000) (56,400) Bldg application fees

User Charges 0 0 (1,200)


Investment Income

Reimbursements 0 0 (5,000) Vehicle contribution

Other Income 0 0 0

Net Gain - Joint Ventures

% Movement

Total Operating Revenue (50,235) (43,000) (62,600) 45.6%

Operating Expenses

Employee Costs (incl on-costs) 150,831 106,995 217,780 Increase from 1.0 to 3.0FTE (including trainee) approved in August 2015

Advertising/Phone/Postage 254 540 1,000 Mobile phone

Bldg Maintenance Services

Consultants 11,868 10,000 10,000

Contractors

Contributions & Donations

Employment Agency Staff

Gas/Fuel/Water/Electricity

Insurance

Internal Plant Hire 3,608 20,000 15,829 Business use of vehicle allocated to Bldg Inspector.

Leases & Licences

Legal Fees 415

Materials 3,522 900 1,200

Corporate Wardrobe, Copies of Bldg Codes/Standards, etc. 2014/15 incl. $3.1k hire of

temporary protective barriers around bldg in Murray Street (costs of which are recovered

from property owner)

Memberships & Subscriptions 227 400 1,200 Professional membership - Aust Inst of Bldg Surveyors

Other Expenses 8,021 4,550 4,500 Referral fees payable to State Govt

Rates/Taxes/Statutory Expenses

Finance Costs

Depreciation 0 0 0

Net Loss - Joint Ventures

% Movement

Total Operating Expenses 178,746 143,385 251,509 75.4%

Net Cost of Service 128,510 100,385 188,909



ATTACHMENT 4


Car Parks

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges


Investment Income

Reimbursements

Other Income 0


% Movement

Total Operating Revenue 0 0 0 #DIV/0!

Operating Expenses

Employee Costs (incl on-costs) 2,062 0 0

Advertising/Phone/Postage

Bldg Maintenance Services 59,283 66,900 60,550 Multi-Level Car Park cleaning, security, ad-hoc repairs, etc.

Consultants 20,000 Car Parking Strategy (Bid #182)

Contractors



Gas/Fuel/Water/Electricity 34,860 36,004 38,662 Predominantly incl lighting of Multi-Level Car Park

Insurance 10,770 10,878 11,150 Multi-Level Car Park

Internal Plant Hire 88 100

Leases & Licences

Legal Fees

Materials 612 1,000 500

Memberships & Subscriptions

Other Expenses

Rates/Taxes/Statutory Expenses 4,026 4,186 4,349 Emergency Services Levy

Finance Costs

Depreciation 4,376 9,620 7,050


% Movement

Total Operating Expenses 116,077 148,688 122,261 -17.8%





Caravan Park

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges (106,439) (109,526) (111,717) Lease income. Conditions of lease reviewed December 2015


Investment Income

Reimbursements (4,657) (2,500) 0 Recovery of legal fees

Other Income 0


% Movement

Total Operating Revenue (111,096) (112,026) (111,717) -0.3%

Operating Expenses

Employee Costs (incl on-costs) 45 0 0


Bldg Maintenance Services 7,157 3,000 4,000

Consultants

Contractors


Employment Agency Staff 2,000


Insurance


Leases & Licences

Legal Fees 2,500 Provision for renewal of lease

Materials


Other Expenses


Finance Costs

Depreciation 14,192 13,812 15,553


% Movement


Net Cost of Service (88,090) (88,944) (90,429)




Cemeteries

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges (129,904) (118,000) (170,500) Burial fees, etc.


Investment Income

Reimbursements 0 0 0

Other Income 0 0 0


% Movement


Operating Expenses

Employee Costs (incl on-costs) 45,367 49,642 65,236



Consultants 8,000 Cemetery Management Plan

Contractors 20,573 10,680 16,150



Gas/Fuel/Water/Electricity 7,310 7,321 7,892

Insurance 343 346 355

Internal Plant Hire 11,472 11,750 18,170

Leases & Licences

Legal Fees

Materials 1,433 1,300 1,500

Memberships & Subscriptions 114 120 125 Cemeteries Association

Other Expenses 109 100 120


Finance Costs



% Movement


Net Cost of Service (25,544) (31,890) (51,545) Surplus allocated to Cemetery Equity Reserve Fund




Children & Youth Services

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges (5,985) 0 0 OSHC fees - service ceased July 2014

Grants, Subsidies & Contributions (3,000) 0 0 'One-off' grants

Investment Income


Other Income (2,071) (1,550) 0 Film Festival


% Movement

Total Operating Revenue (11,017) (1,550) 0 -100.0%

Operating Expenses

Employee Costs (incl on-costs) 81,466 86,640 116,178 Increase due to % allocation of existing Manager salary

Advertising/Phone/Postage 6,022 3,500 4,100


Consultants 10,000 10,000 Youth Capacity building (Bid #139 - 2015/16)

Contractors 7,613 2,000 5,000

Contributions & Donations 1,500 8,000 3,000 Tutoring Program & Sportsperson sponsorship

Employment Agency Staff 1,589 OSHC Program




Leases & Licences

Legal Fees 134

Materials 5,188 5,100 11,850

Memberships & Subscriptions 105 60 50 Local Govt Youth Development Network

Other Expenses 5,116 12,600 13,800

2015/16 & 2016/17 incl $10k Gawler Urban Arts Program, $2.5k Gawler Youth Film

Festival


Finance Costs

Depreciation 747 747 747


% Movement






Communication & Marketing

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges 0 0 0

Grants, Subsidies & Contributions 0 0 0

Investment Income

Reimbursements (2,982) 0 0 Vehicle contribution (private use ceased during 2014/15)

Other Income 0


% Movement

Total Operating Revenue (2,982) 0 0 #DIV/0!

Operating Expenses

Employee Costs (incl on-costs) 87,615 98,976 127,053 Increase due to % allocation of existing Manager salary



Consultants

Contractors 10,420 10,000 40,000 Professional photography / journalistic services




Insurance

Internal Plant Hire 4,075 2,000

Leases & Licences

Legal Fees

Materials 7,468 73,550 29,750

Main Street banners, etc. 2015/16 incl Signage Strategy $50k (Bid #258), Community

Magazine $15k (Bid #498)


Other Expenses 125 395


Finance Costs

Depreciation


% Movement






Volunteer Services

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges

Grants, Subsidies & Contributions (2,330) 0 0 Volunteer training grant

Investment Income

Reimbursements (543) 0 0

Other Income (59) 0 0


% Movement


Operating Expenses


Volunteer Development Officer (0.7FTE), Grafitti Program Officer (0.4FTE), and % of

Admin support and Manager salary



Consultants

Contractors 1,070 1,100 800 incl. Volunteer Police Checks

Contributions & Donations 12,475 13,600 13,600 Northern Volunteering



Insurance


Leases & Licences 350 350 350 Software licence

Legal Fees

Materials 7,527 11,050 11,000 Volunteer catering (incl. Christmas event), paint for Volunteer Grafitti removal Team

Memberships & Subscriptions 164 180 180 Volunteering SA Inc.

Other Expenses 1,469 2,000 5,380 Volunteer training costs


Finance Costs

Depreciation


% Movement






Community Centres & Halls

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges (83) (999) (1,009) Evanston Gardens Community Centre, Gawler Institute


Investment Income


Other Income 0


% Movement

Total Operating Revenue (129) (999) (1,009) 1.0%

Operating Expenses

Employee Costs (incl on-costs) 2,440 0 0



Cleaning, security monitoring, pest control, air-conditioner maintenance, ad-hoc repairs.

15/16 incl $7.5k to implement Bldgs Asset Management Plan for Evanston Gardens

Community Centre (Bid #477)

Consultants

Contractors 1,000



Gas/Fuel/Water/Electricity 831 524 795

Insurance 11,874 12,250 12,557 Bldgs insurance


Leases & Licences

Legal Fees

Materials 105 500 500


Other Expenses

Rates/Taxes/Statutory Expenses 322 348

Finance Costs

Depreciation 35,136 41,449 37,811


% Movement






Community Support

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges (11,207) 0 0

Grants, Subsidies & Contributions 0 0 0 Closing the Gap, Suicide Prevention initiatives

Investment Income

Reimbursements (2,253) (3,335) (13,726) 2016/17 incl $10k vehicle contribution

Other Income (1,510) 0 0


% Movement


Operating Expenses

Employee Costs (incl on-costs) 159,177 140,672 302,168 Community Development Officer (1.0FTE), % of Admin Support and Manager salary


Bldg Maintenance Services 7,092 4,500 1,500 Incl. Gawler Community House

Consultants 17,908 40,000

Social Infrastructure Needs Assessment, Gawler Activation Program, Accessibility Action

Plan, etc.

Contractors 59,885 115,700 110,250

Grants Writer, Australia Day breakfast, 'Closing the Gap' initiative, Gawler Activation

Program, etc.

Contributions & Donations 101,550 110,100 111,000 Christmas Festival; Community Grants Fund; Community House Grant; Anzac Day



Insurance 1,440 1,454 1,490


Leases & Licences 1,350

Legal Fees 1,227

Materials 40,709 36,150 38,300 Support of various community events.

Memberships & Subscriptions 6,030 1,050 1,070 Incl. Australia Day Council subscription

Other Expenses 9,689 13,150 20,700 Summer Initiatives, Fringe Festival

Rates/Taxes/Statutory Expenses 93 97 101 Emergency Services Levy

Finance Costs



% Movement






Crime Prevention (CCTV)

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges


Investment Income

Reimbursements

Other Income 0


% Movement


Operating Expenses

Employee Costs (incl on-costs) 104



Consultants

Contractors 1,302 Equipment monitoring, maintenance & repairs




Insurance 531 536 549 CCTV equipment

Internal Plant Hire 36

Leases & Licences

Legal Fees

Materials


Other Expenses


Finance Costs

Depreciation 12,769 16,269 13,103 CCTV equipment (2015/16 incl depreciation of new assets 2014/15)


% Movement






Customer Service

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges (45,542) (46,000) (46,000) Property Search fees

User Charges


Investment Income


Other Income 25 0 0


% Movement


Operating Expenses


Advertising/Phone/Postage 436 960 1,050 Mobile phone & data plan (Team Leader - Customer Services)


Consultants

Contractors




Insurance

Internal Plant Hire

Leases & Licences

Legal Fees

Materials 1,440 3,500 3,500 Corporate Wardrobe allowances


Other Expenses


Finance Costs

Depreciation


% Movement






Depot

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges 0 0 0


Investment Income

Reimbursements (2,574) (1,200) 0



% Movement

Total Operating Revenue (3,540) (1,200) 0 -100.0%

Operating Expenses

Employee Costs (incl on-costs) (548,087) (746,644) (529,086) Includes recovery of Depot staff on-costs from other services, hence CR balance

Advertising/Phone/Postage 20,792 21,000 21,325 Depot staff mobile phones

Bldg Maintenance Services 21,745 21,047 18,570 Cleaning, security monitoring, pest control, air-conditioner maintenance, ad-hoc repairs

Consultants 52,063 35,000 Depot Operations review

Contractors 2,268 1,000 500




Insurance 7,836 7,914 8,112


Leases & Licences

Legal Fees 2,505

Materials 37,835 23,640 24,100 Loose tools, First aid supplies, Protective clothing, etc.


Other Expenses 596 10,750 10,750 15/16 incl $10k Community Offenders Program (Bid #190)


Finance Costs

Depreciation 8,066 8,755 10,415 Reduction in buildings depreciation due to asset revaluations as at 30 June 2014


% Movement

Total Operating Expenses (359,620) (590,150) (402,572) -31.8%





Dog & Cat Control

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges (229,400) (274,012) (275,000) Dog registration/expiation fees

User Charges


Investment Income

Reimbursements

Other Income 0


% Movement


Operating Expenses

Employee Costs (incl on-costs) 108,086 115,255 130,870 Rangers - 1.5FTE

Advertising/Phone/Postage 3,603 4,300 4,800 Incl. annual postage of Dog registration renewal notices, Mobile phones

Bldg Maintenance Services 632 1,110 1,110 Dog Pound

Consultants Animal Management Plan

Contractors 10,650 59,200 28,200 Dog doorknock surveys, Animal Welfare league services, etc.

Contributions & Donations 40,297 40,800 45,000 Dog & Cat Management Board (@ 20% of registration fees)



Insurance


Leases & Licences

Legal Fees 5,942 6,500 6,500

2015/16 incl provision for collection of outstanding expiation fees from State Govt Fines

Recovery Unit

Materials 10,047 11,400 14,400 Registration discs, printing of forms, dog food for impounded dogs, etc.

Memberships & Subscriptions 40 100 100



Finance Costs

Depreciation 356 356 1,156 Dog Pound


% Movement



Surplus funds generated must be reinvested into Dog Management activities in

accordance with Dog & Cat Management Act




Elderly Centre

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges (39,153) (45,000) (45,000)


Investment Income

Reimbursements

Other Income 0 0 0


% Movement


Operating Expenses

Employee Costs (incl on-costs) 1,743 1,500 0



Cleaning, security monitoring, pest control, air-conditioning maintenance, ad-hoc repairs,

etc.

Consultants

Contractors




Insurance 2,281 2,304 2,362


Leases & Licences

Legal Fees

Materials 9,192 500 500 2014/15 incl kitchen upgrade


Other Expenses 359


Finance Costs



% Movement






Elected Member Services

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges


Investment Income

Reimbursements (10,127) (10,000) (10,000) Mayoral vehicle contribution

Other Income 0


% Movement


Operating Expenses

Employee Costs (incl on-costs) 7,467 23,431 24,078 Administrative support provided to the Mayor (0.3FTE)

Advertising/Phone/Postage 4,024 2,400 2,135 2013/14 incl advertising costs associated with Periodical Representation Review

Bldg Maintenance Services 3,198 3,600 3,600 Office / Chamber cleaning services

Consultants

Contractors 67,991 2,400 2,000

2014/15 includes $65k cost of periodic Council election. 2015/16 incl Agenda delivery

costs

Contributions & Donations 455 3,000 15/16 incl Mayor's Young Women's Leadership Program (Bid #618)



Insurance

Internal Plant Hire 17,843 10,000 10,000 Mayoral vehicle

Leases & Licences 7,800 7,800 7,800 Software support - Council 'Dashboard'

Legal Fees 17 2,000 2,000 Sundry legal advice provision

Materials 7,521 4,700 5,150

2014/15 incl EM IT equipment provision. 2015/16 incl stationery, catering, sundry

materials

Memberships & Subscriptions 75 75 75

Other Expenses 18,031 13,720 13,700 Elected Member training costs, Electoral Roll updates

Rates/Taxes/Statutory Expenses 224,260 231,000 216,668 Elected Member allowances (reduction 16/17 due to one less Member)

Finance Costs

Depreciation 0 5,000 5,000 Depreciation of new IT equipment provided to Elected Members


% Movement






Emergency Services

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges (315) (1,500) (1,500) Expiations

User Charges 0 (5,500) (1,500) Grass slashing of private properties


Investment Income

Reimbursements (345) (359) (360)

Other Income 0


% Movement

Total Operating Revenue (660) (7,359) (3,360) -54.3%

Operating Expenses


Advertising/Phone/Postage 1,500


Consultants

Contractors 4,500 4,500 Grass slashing of private properties

Contributions & Donations 7,500 2nd year contribution to Regional Emergency Risk Management Project



Insurance


Leases & Licences

Legal Fees 3,000

Materials 75 150 150 Signs


Other Expenses


Finance Costs

Depreciation


% Movement







Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges

Grants, Subsidies & Contributions (61,020) (150,000) Stormwater Management grant (Bid #127)

Investment Income

Reimbursements (7,897) (15,000) (15,000) Incl. Vehicle contributions



% Movement


Operating Expenses

Employee Costs (incl on-costs) 804,217 884,224 474,471 Engineering staff (reduction due to increase in capitalised salaries)



Consultants 163,036 253,000 33,500

Various Management Plans & studies - incl Gawler & Surrounds Stormwater

Management Plan, Walking & Cycling Strategy

Contractors 20,721 50,450 51,000 Incl Road seal repairs, $15k install/replace Murray Street banners


Employment Agency Staff 620 2,500 2,500


Insurance


Leases & Licences 13,041 20,300 55,300 Asset Management software licence

Legal Fees 928 6,200 5,000

Materials 8,242 8,400 9,050 Corporate wardrobe, catering, publications and other sundry materials

Memberships & Subscriptions 4,530 3,850 3,850 Professional memberships

Other Expenses 755 400 1,500


Finance Costs

Depreciation 3,117 16,624 27,274 Asset Management software


% Movement

Total Operating Expenses 1,065,463 1,316,348 733,119 -44.3%

Net Cost of Service 996,472 1,151,348 718,119




Finance

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges

Grants, Subsidies & Contributions (1,760,074) (1,177,940) (1,172,210)

Federal Govt Financial Assistance Grant - 2013/14 reduced as Federal Govt ceased

advance payments in May 2014

Investment Income (140,716) (98,917) (54,179) Based on projected cashflows, reduced interest rates




% Movement

Total Operating Revenue (1,900,940) (1,276,857) (1,226,389) -4.0%

Operating Expenses


Reduction 2016/17 due to component of capitalised salaries 2016/17 (General Ledger

restructure)

Advertising/Phone/Postage 4,169 1,580 2,395 Statutory advertisements (LTFP,Budget), Mobile phones


Consultants 2,500 2,575 2,750 Internal Controls software

Contractors 87,946 106,348 107,728

Bank charges, Audit fees, Audit Committee Independent Member fees, etc. Increase in

Audit fees 2015/16 as Auditors required to provide an opinion of Internal Controls from 1

July 2015.




Insurance 1,084


Leases & Licences

Legal Fees 1,663 5,500 5,500 Debt collection (non-Rate debtors)

Materials 5,665 5,900 6,500 Annual Financial Statements software, Corporate wardrobe, Catering


Other Expenses 7,350 50 100


Finance Costs 740,571 690,269 605,828

Based on Fixed Loans Repayment schedule and projected cashflow. Interest expense has

reduced due to no fixed loan borrowings since 2010/11.

Depreciation 33,928 4,000 2016/17 = General Ledger Rewrite Program


% Movement

Total Operating Expenses 1,403,065 1,306,433 1,219,781 -6.6%

Net Cost of Service (497,875) 29,576 (6,608)




Gawler Aquatic Centre

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges (239,427) (293,000) (303,000)


Investment Income

Reimbursements

Other Income (1,201) (1,000) (1,000)


% Movement


Operating Expenses

Employee Costs (incl on-costs) 96,321 94,764 73,565 Increase due to 2.66FTE increase in lifeguards


Bldg Maintenance Services 27,415 20,335 20,295 Cleaning, security monitoring, ad-hoc repairs, etc.

Consultants 23,914 Asset Management Plan

Contractors 17,883 25,000 22,100 Grounds maintenance, Plant & Equipment maintenance


Employment Agency Staff 247,887 251,000 272,800 Pool lifeguards, swimming instructors, etc.


Insurance 9,254 9,347 9,580


Leases & Licences 408 350 1,000 APRA Licence

Legal Fees

Materials 86,950 88,200 75,600 Incl. purchase of canteen supplies, Pool water treatment chemicals

Memberships & Subscriptions 200 400

Other Expenses 1,207


Finance Costs

Depreciation 59,198 73,810 98,131


% Movement






General Administration

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges (21,678) (13,000) Institute Hire fees (no fees 2016/17 due to Gawler Connect construction works)


Investment Income

Reimbursements (225,772) (163,000) (163,000) LGA insurance schemes rebates

Other Income 25,277 (500) 0


% Movement


Operating Expenses

Employee Costs (incl on-costs) 797,563 871,280 1,075,867 2016/17 incl unallocated New Initaitives Funding of $354,497 (Bid No 720)

Advertising/Phone/Postage 47,342 50,200 45,430 Landline, Mobile phones

Bldg Maintenance Services 2,898 3,540 600

Consultants 51,335 95,000 20,000 15/16 incl $75k Efficiency & Effectiveness Review (Bid #476)

Contractors 16,055 6,000 4,000

Contributions & Donations 10,031 19,460 36,241 contribution to Regional Procurement Group, bi-ennial Gawler Art Prize, etc.



Insurance 114,034 117,649 119,198 Incl Public Liability insurance


Leases & Licences

Legal Fees 4,878 18,250 10,500

Materials 91,086 78,110 74,010 Stationery, catering, minor equipment purchases

Memberships & Subscriptions 44,533 44,000 33,000

Incl LGA membership subscriptions (reduction due to Council no longer being a member

of a regional LGA)

Other Expenses 227,130 346,530 1,068,880

Incl value of community in-kind contributions, Sundry Projects Fund. 2016/17 incl $709k

unallocated New Initiatives funding


Finance Costs



% Movement

Total Operating Expenses 1,486,282 1,735,261 2,570,016 48.1%

Net Cost of Service 1,264,109 1,558,761 2,407,016




Heritage

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges


Investment Income

Reimbursements

Other Income 0


% Movement


Operating Expenses

Employee Costs (incl on-costs)



Consultants 10,485 32,000 2,000 2015/16 incl $30k to implement Heritage Management Action Plan (Bid #197)

Contractors 17,106 2,750 2,621 Heritage Collection maintenance

Contributions & Donations 1,320 25,000 25,000 Heritage Wall Grants



Insurance

Internal Plant Hire

Leases & Licences

Legal Fees

Materials 479 200


Other Expenses


Finance Costs

Depreciation 7,251 7,317 7,185 Monuments, Statues, etc.


% Movement






Home Assistance Scheme

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges

Grants, Subsidies & Contributions (611,722) (627,500) (626,707)

Investment Income

Reimbursements (1,202) (1,500) (1,500)

Other Income 0 0 0


% Movement


Operating Expenses

Employee Costs (incl on-costs) 319,837 317,386 352,829 3.8 FTE



Consultants

Contractors 204,902 223,082 199,500 Service providers

Contributions & Donations 51,216 52,530 51,125 Gawler Health Service - social support services



Insurance 1,084 1,100 1,400 Public Liability insurance


Leases & Licences 2,400 Home Assist software

Legal Fees

Materials 15,873 13,850 8,646 Stationery, Corporate wardrobe, Program materials


Other Expenses 13,871 13,000 12,500 Incl office rent (Elderly Centre)


Finance Costs



% Movement


Net Cost of Service (1,865) 0 0




Human Resource

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges (736)


Investment Income

Reimbursements (7,980)

Other Income (900) 0


% Movement


Operating Expenses

Employee Costs (incl on-costs) 294,848 280,469 307,836 3.0FTE

Advertising/Phone/Postage 21,721 15,600 15,600 Job advertisements


Consultants 76,787 103,000 103,000 Specialist HR/Recruitment consultants

Contractors 11,249 8,100 15,100 Police checks, Employment medicals, Drug & Alcohol testing, etc.




Insurance

Internal Plant Hire

Leases & Licences

Legal Fees 3,700 6,000 6,000 Industrial relations advice

Materials 5,938 5,850 5,820 First aid supplies, Corporate wardrobe, Payslips printing


Other Expenses 91,624 115,800 109,300 Staff training centralised from 2014/15


Finance Costs

Depreciation


% Movement






Immunisation

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges (15,931) (24,000) (10,453) Immunisation clinics


Investment Income

Reimbursements (1,290) (1,000) (1,290)

Other Income 0


% Movement


Operating Expenses

Employee Costs (incl on-costs) 15,561 18,034 21,826 Admin support (0.3 FTE)

Advertising/Phone/Postage 123 500 500


Consultants

Contractors 21,147 47,000 22,000 Out-sourcing of service




Insurance

Internal Plant Hire

Leases & Licences

Legal Fees

Materials 3,617 500 Vaccines


Other Expenses 1,250 Cost of staff/Elected Member vaccinations


Finance Costs

Depreciation


% Movement







Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges


Investment Income

Reimbursements (7,804) (7,500) (7,500) Vehicle contributions

Other Income 0


% Movement


Operating Expenses

Employee Costs (incl on-costs) 292,438 298,458 328,562 IT staff (3.0FTE)



Consultants 14,282 Network Security Penetration Testing

Contractors 61,113 73,352 75,800 Internet expenses, equipment maintenance




Insurance 10,422 10,526 10,789 Computer equipment


Leases & Licences 417,512 507,583 525,000

Software licences, Hardware lease fees. 2015/16 incl Network & Data Storage

Infrastructure $25k (Bid #134), Upgrade unified Communications $12k (Bid #135)

Legal Fees

Materials 27,985 13,770 13,800 Minor IT equipment, replacement parts, etc.

Memberships & Subscriptions 1,090 250 Authority User Group



Finance Costs

Depreciation 11,267 48,511 75,131 2015/16 incl depreciation of new LG Digital Program equipment


% Movement

Total Operating Expenses 855,857 975,640 1,053,470 8.0%

Net Cost of Service 848,053 968,140 1,045,970




Investment Properties

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges (110,837) (115,379) (136,550) Rental income


Investment Income

Reimbursements (3,143) (4,388) (2,995)

Other Income 0 0 0


% Movement


Operating Expenses



Bldg Maintenance Services 1,740 1,500

Consultants

Contractors






Leases & Licences

Legal Fees 498 1,500

Materials


Other Expenses


Finance Costs



% Movement






Library

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges (9,345) (9,300) (9,300)

Grants, Subsidies & Contributions (65,402) (67,000) (64,000) Library Operating grant

Investment Income

Reimbursements (25,824) (20,500) (10,500) Mallala Council, employee vehicle contribution

Other Income (2,484) (750) (750)


% Movement


Operating Expenses

Employee Costs (incl on-costs) 828,489 767,490 739,630 Budget reduction due to Manager no longer allocated 100% to this service



Consultants 31,288 30,000 Library Management Plan, Art & Cultural Strategy

Contractors 8,847 18,500 8,000 Incl courier charges and Early Literacy & Outreach Services $10k (15/16 Bid #170)




Insurance 12,328 12,452 13,752


Leases & Licences 8,210 42,500 12,000 Software licence fees, Equipment lease fees

Legal Fees

Materials 23,852 26,650 27,950 Stationery, Corporate wardrobe, Minor equipment purchases

Memberships & Subscriptions 1,749 1,800 1,800 Public Libraries Membership, Professional memberships

Other Expenses 96 100 100 Staff training costs transferred to HR from 2014/15


Finance Costs



% Movement

Total Operating Expenses 1,002,209 998,482 887,579 -11.1%





Litter Control

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges


Investment Income

Reimbursements

Other Income 0


% Movement


Operating Expenses




Consultants

Contractors 4,781 5,900 4,300 Waste disposal costs




Insurance


Leases & Licences

Legal Fees

Materials 487 500 1,000


Other Expenses


Finance Costs

Depreciation


% Movement






Occupancy

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges


Investment Income

Reimbursements (622) 0 (10,000) Vehicle contribution

Other Income 0


% Movement

Total Operating Revenue (622) 0 (10,000) #DIV/0!

Operating Expenses

Employee Costs (incl on-costs) 133,423 125,040 261,306 Team Leader - Property, Asset Divestment Officer (from 2016/17)



Consultants 2,750 90,000

Engagement of Property consultant to implement Property Divestment Strategy (Bid

#488)

Contractors 351 1,200




Insurance 3,345 3,378 3,462


Leases & Licences

Legal Fees 5,000 5,000

Materials 4,544 2,450 3,100


Other Expenses 113,261 115,000 29,617 incl. High Street office rent (2016/17 until September 2016)


Finance Costs



% Movement






Other Maintenance Activities

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges


Investment Income

Reimbursements

Other Income 0


% Movement


Operating Expenses

Employee Costs (incl on-costs) 310,940 352,917 444,380 Depot staff



Consultants

Contractors 46,964 52,000 49,000 Incl weedspraying services, dumped rubbish disposal




Insurance


Leases & Licences

Legal Fees

Materials 10,795 1,200 1,200


Other Expenses


Finance Costs

Depreciation 0 0 0


% Movement






Other Environmental Services

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates (296,568) (309,843) (328,948) State Govt NRM levy collected

Statutory Charges

User Charges


Investment Income

Reimbursements (4,527) (4,600) (4,600) NRM levy collection fee

Other Income 0


% Movement


Operating Expenses

Employee Costs (incl on-costs) 104,960 196,559 201,952 2.0FTE

Advertising/Phone/Postage 3,524 600 1,500


Consultants 24,283 13,000 18,000

Asbestos Register, Emissions register, Regional Health Plan, Emergency Management

Plan, Environmental Management Plan

Contractors 1,000 1,000 Clean Up Australia Day $1k

Contributions & Donations 304,569 317,779 333,948 State Govt NRM levy, Flood Safe Program, Indigenous Land Use Agreement



Insurance


Leases & Licences

Legal Fees 1,159 2,500 2,500

Materials 414

Memberships & Subscriptions 902 650 650 KESAB membership

Other Expenses 800


Finance Costs



% Movement






Other Regulatory Services

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges


Investment Income




% Movement

Total Operating Revenue (239) 0 0 #DIV/0!

Operating Expenses




Consultants

Contractors




Insurance

Internal Plant Hire 5,382

Leases & Licences

Legal Fees 1,000 1,000

Materials 6,392 2,000 1,200 Corporate wardrobe


Other Expenses


Finance Costs

Depreciation 0 0 4,893


% Movement






Parking Control

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges (118,905) (132,567) (140,000) Parking expiation fees

User Charges


Investment Income

Reimbursements (10)

Other Income 0


% Movement


Operating Expenses

Employee Costs (incl on-costs) 70,712 106,640 191,889 Budget increase due to new position introduced during 2015/16

Advertising/Phone/Postage 2,906 1,000 3,000 Mobile phone


Consultants

Contractors 50,666 10,000 5,000




Insurance

Internal Plant Hire 804 1,000 29,786

Leases & Licences

Legal Fees 7,691 4,927 4,500

Materials 9,081 9,000 10,000

Printing of expiation forms, cost of obtaining vehicle registration details. Budget increase

due to cost of printer rolls for new Pinforce expiation devices


Other Expenses 15


Finance Costs

Depreciation 0 0 0


% Movement


Net Cost of Service 22,959 0 104,175




Parks & Gardens

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges (1,231) 0 0


Investment Income

Reimbursements (3,250)

Other Income 0 0 0


% Movement


Operating Expenses




Consultants

Contractors 81,949 66,000 54,100 Woody weed control, Playground maintenance, Tree maintenance, etc.




Insurance 3,237 3,269 3,350


Leases & Licences

Legal Fees

Materials 19,559 26,490 32,200 Loam, fertiliser, irrigation parts, weedspray, etc.


Other Expenses 5,148 2,970 2,680


Finance Costs

Depreciation 107,208 120,397 117,887


% Movement

Total Operating Expenses 1,293,806 1,381,514 1,338,525 -3.1%





Pest Control

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges


Investment Income

Reimbursements

Other Income


% Movement


Operating Expenses

Employee Costs (incl on-costs) 909 2,000 2,000



Consultants

Contractors 1,000


Employment Agency Staff 48


Insurance


Leases & Licences

Legal Fees

Materials 843 1,200 700


Other Expenses


Finance Costs

Depreciation


% Movement






Plant & Machinery

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges

Grants, Subsidies & Contributions (11,280) (11,750) (11,750) Fuel Tax credits

Investment Income

Reimbursements

Other Income 0 0 0


% Movement


Operating Expenses

Employee Costs (incl on-costs) 96,612 107,965 81,523 Fleet Officer



Consultants

Contractors 110,623 136,815 140,000 Plant servicing & repairs, Plant management software fees


Employment Agency Staff 20,193 15,000 15,000

Gas/Fuel/Water/Electricity 141,161 135,037 109,441 Unleaded/Diesel fuel

Insurance 28,162 27,309 30,376

Internal Plant Hire (759,546) (901,573) (833,077) Plant & Machinery costs recovered from other services

Leases & Licences

Legal Fees

Materials 70,802 84,850 74,250 Vehicle parts, minor asset purchases

Memberships & Subscriptions 3,308 2,700 2,700 Incl RAA Roadside assistance


Rates/Taxes/Statutory Expenses 108,731 112,560 105,000 Vehicle registration fees, Fringe Benefits Tax

Finance Costs

Depreciation 210,685 281,000 283,037

Increase due to vehicles/plant items traded during 2014/15 - some of which were fully

depreciated


% Movement


Net Cost of Service 20,041 (9,547) (3,000)




Preventive Health Services

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges (32,566) (35,000) (20,225) Food Audits, Food Inspections

User Charges


Investment Income


Other Income (150) (300) (300)


% Movement


Operating Expenses




Consultants 1,806 Environmental Management Plan

Contractors




Insurance


Leases & Licences 2,872 3,450 3,600 Health Manager Software licence

Legal Fees

Materials 4,804 2,500 1,300

Memberships & Subscriptions 1,530 1,500 1,500 Environmental Health Australia



Finance Costs

Depreciation 1,538 1,538 1,538 Health Manager Software


% Movement






Public Conveniences

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges


Investment Income

Reimbursements

Other Income 0


% Movement


Operating Expenses

Employee Costs (incl on-costs) 82,107 85,600 70,400 Depot staff - reduction as a result of service review


Bldg Maintenance Services 17,745 13,350 23,150 Ad-hoc repairs

Consultants

Contractors 1,042




Insurance 748 755 1,128


Leases & Licences

Legal Fees

Materials 6,623 7,775 6,170 Cleaning supplies


Other Expenses


Finance Costs



% Movement






Rates Administration

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates (16,357,682) (17,161,087) (18,350,243) General Rates, Fines, less Rebates

Statutory Charges

User Charges


Investment Income

Reimbursements (10,439) (48,000) (48,000) Debt collection costs recovered

Other Income 0


% Movement

Total Operating Revenue (16,368,122) (17,209,087) (18,398,243) 6.9%

Operating Expenses

Employee Costs (incl on-costs) 116,011 141,450 147,162 1.6FTE from 2015/16

Advertising/Phone/Postage 509 1,000 1,400 Rates adoption advertising (Bunyip/Govt Gazette)


Consultants

Contractors 55,914 63,000 56,700 Payment Collection agency fees, Property Valuation fee




Insurance

Internal Plant Hire 100

Leases & Licences

Legal Fees 14,310 49,000 49,000 Debt collection costs, sundry legal advice

Materials 12,899 15,200 15,000 Rate notice printing, Property ownership transfer advices from LTO

Memberships & Subscriptions 86 180 185 South Aust Institute of Rate Administrators

Other Expenses 9,377 2,000 2,000 Fines/Interest penalties written-off


Finance Costs

Depreciation


% Movement


Net Cost of Service (16,159,015) (16,937,157) (18,126,796)




Records Management

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges


Investment Income

Reimbursements

Other Income (62) (100) (100) Freedom of Information requests


% Movement

Total Operating Revenue (62) (100) (100) 0.0%

Operating Expenses

Employee Costs (incl on-costs) 181,079 185,363 222,256 3.0FTE (including trainee engaged from Feb 2016 on 2 year term)

Advertising/Phone/Postage 35,613 39,000 63,200 Large increase in postage rates applied from 1/1/16


Consultants

Contractors 8,476 12,750 12,750 Off-site storage & retrieval costs, courier costs




Insurance


Leases & Licences

Legal Fees

Materials 512 1,000 1,270 Stationery and other sundry Records Management materials

Memberships & Subscriptions 300 Records Management Assoc of Australia

Other Expenses 22 Staff training costs centralised to HR from 2014/15


Finance Costs

Depreciation 14,678 16,918 19,720 Records Management software


% Movement






Roads

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges

Grants, Subsidies & Contributions (689,839) (729,429) (1,011,303)

Local Roads Grant, 'Roads to Recovery' Grant (2 years of Roads to Recovery funding to be

received in 2015/16)

Investment Income

Reimbursements (5,000) 0 0

Other Income 0


% Movement

Total Operating Revenue (694,839) (729,429) (1,011,303) 38.6%

Operating Expenses




Consultants

Contractors 181,450 150,000 150,000 Linemarking, Kerb & Footpath repairs, etc.




Insurance 7,128 7,199 7,379


Leases & Licences

Legal Fees

Materials 229,995 169,000 181,500 Rubble, bitumen, concrete, external plant hire


Other Expenses


Finance Costs

Depreciation 1,689,838 1,718,034 2,663,349

Increase due to change in interpretation of Accounting Standards and associated

treatment of infrastructure assets depreciation


% Movement






Indoor Sports Facilities

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges (447,942) (439,710) (440,000)

Grants, Subsidies & Contributions (25,000)

Investment Income

Reimbursements (541) (700) (550)

Other Income (331) (200)


% Movement


Operating Expenses




Consultants 45,453 Strategic Management Plan

Contractors 13,314 10,300 14,000 Various class/service providers


Employment Agency Staff 55,165 70,000 72,800


Insurance 11,327 11,440 11,726


Leases & Licences 2,012 1,000 1,000 APRA Licence, etc.

Legal Fees

Materials 60,129 65,300 62,080 Canteen supplies, equipment hire, minor asset purchases, etc.

Memberships & Subscriptions 200

Other Expenses


Finance Costs



% Movement






Outdoor Sports Facilities

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges (27,357) (24,605) (28,106)


Investment Income

Reimbursements (29,825) (28,209) (24,662)

Other Income 0


% Movement


Operating Expenses


Advertising/Phone/Postage 525 0 300

Bldg Maintenance Services 5,513 6,033 4,765 Ad-hoc repairs

Consultants 50,000 2015/16 incl Karbeethan Reserve Precinct Master Plan (Bid #203)

Contractors 63,269 41,500 33,650

General contract maintenance. Incl monthly sports ground Quality & Risk Assessment by

IPOS Consulting

Contributions & Donations 52,000 Gawler Greyhounds development contribution



Insurance 8,623 8,710 8,928


Leases & Licences

Legal Fees 11,350

Materials 45,860 50,400 51,400 Fertiliser, loam, other sundry materials, etc.




Finance Costs



% Movement






Stormwater Drainage

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges


Investment Income

Reimbursements

Other Income 0


% Movement


Operating Expenses




Consultants

Contractors 39,975 60,600 61,000 Cleaning of stormwater drains and side-entry pits

Contributions & Donations 12,200 14,666 12,800 Gawler River Flood Management Authority, Flood alert monitoring system



Insurance


Leases & Licences

Legal Fees

Materials 37,756 11,500 17,500 Pipes, pits, etc.


Other Expenses


Finance Costs

Depreciation 765,453 682,448 629,901

Net Loss - Joint Ventures 65,273 0 0 Gawler River Flood Management Authority

% Movement






Street Cleaning

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges


Investment Income

Reimbursements

Other Income 0


% Movement


Operating Expenses




Consultants

Contractors 112,606 110,468 123,000 Contract sweeping of CBD and residential streets




Insurance

Internal Plant Hire

Leases & Licences

Legal Fees

Materials


Other Expenses


Finance Costs

Depreciation


% Movement






Street Lighting

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges


Investment Income

Reimbursements

Other Income 0


% Movement


Operating Expenses



Bldg Maintenance Services 45

Consultants

Contractors 752 2,000




Insurance

Internal Plant Hire

Leases & Licences

Legal Fees

Materials


Other Expenses


Finance Costs

Depreciation


% Movement






Streetscaping

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges


Investment Income

Reimbursements

Other Income 0


% Movement


Operating Expenses




Consultants 490 5,000 3,000 Tree arborists advice

Contractors 7,170 16,000 8,000 Street tree maintenance




Insurance


Leases & Licences

Legal Fees

Materials 41,258 34,200 39,500 Incl. Street tree purchases ($15.5k), equipment hire (15k), etc.


Other Expenses


Finance Costs



% Movement






Gawler Business Development Grp

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates (162,266) (163,000) (167,890)

Separate Rate revenue collected on behalf of Gawler Business Dev. Group. Agreement to

collect the Separate Rate expires 30 June 2018

Statutory Charges

User Charges


Investment Income

Reimbursements

Other Income 0


% Movement


Operating Expenses




Consultants

Contractors

Contributions & Donations 163,000 163,000 167,890 Payment of Separate Rate collected on a quarterly basis to GBDG



Insurance

Internal Plant Hire

Leases & Licences

Legal Fees

Materials


Other Expenses


Finance Costs

Depreciation


% Movement


Net Cost of Service 734 0 0





Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges (78,908) (71,000) (67,500) Sale of souvenirs, commissionable items, etc.


Investment Income


Other Income (2,753) (4,100) (4,900) Commission on items sold


% Movement


Operating Expenses




Consultants

Contractors 984 60




Insurance 3,090 3,121 3,199


Leases & Licences

Legal Fees

Materials 8,181 5,800 8,700


Other Expenses 64,422 56,300 61,300 Souvenirs, purchase of commissionable items, etc.


Finance Costs



% Movement






Town Planning

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges (224,395) (202,100) (200,590)

User Charges

Grants, Subsidies & Contributions (317,689) (50,000) (100,000) Developer contributions (Parking, Stormwater, etc.)

Investment Income

Reimbursements (15,227) (10,000) (15,000) Incl Vehicle contributions

Other Income (5,104) (43,100) (18,100) Other sundry revenue


% Movement


Operating Expenses

Employee Costs (incl on-costs) 663,854 628,149 878,622 Increase due to new positions created during 2015/16 and % of Manager salary


Bldg Maintenance Services 8,853 1,800 1,000 Security call-out fees (High Street Office)

Consultants 221,081 150,000 55,000 Various planning studies

Contractors 33,351 35,600 45,600 Heritage advisor, DAP Independent member fees

Contributions & Donations 15,000 15,000 Heritage grants

Employment Agency Staff 620


Insurance


Leases & Licences

Legal Fees 133,354 110,000 110,000

Materials 6,715 5,600 5,250 Corporate wardrobe, catering, publications, etc.


Other Expenses 15,010 11,250 11,250 Incl State Govt referral fees


Finance Costs

Depreciation 0 0 0


% Movement






Traffic Management

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges


Investment Income

Reimbursements

Other Income 0


% Movement


Operating Expenses




Consultants

Contractors 3,209






Leases & Licences

Legal Fees

Materials 31,047 25,500 25,500 Traffic control signs


Other Expenses


Finance Costs

Depreciation 40,079 46,123 62,480


% Movement






Transfer Station

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates

Statutory Charges

User Charges


Investment Income

Reimbursements

Other Income 0


% Movement


Operating Expenses

Employee Costs (incl on-costs) (197) 0 0

Advertising/Phone/Postage 424

Bldg Maintenance Services 2,123 680 780

Consultants

Contractors 325



Gas/Fuel/Water/Electricity 389 414 401


Internal Plant Hire

Leases & Licences

Legal Fees

Materials


Other Expenses


Finance Costs



% Movement






Waste Management

Attachment 4

2014/15 Actual

2015/16

Adopted Budget

2016/17 Draft

Budget Notes

Operating Revenue

Rates (1,747,550) (1,795,292) (1,967,274) Waste Management Service Charge revenue

Statutory Charges

User Charges (29,752) (30,000) 0 Collection of additional waste bins (i.e. properties with more than one bin)


Investment Income

Reimbursements

Other Income 0

Net Gain - Joint Ventures (16,851) (32,585) 0 Northern Adelaide Waste Management Authority (NAWMA)

% Movement

Total Operating Revenue (1,794,153) (1,857,877) (1,967,274) 5.9%

Operating Expenses




Consultants

Contractors 1,723,293 1,860,036 1,967,274 Waste collection & disposal




Insurance

Internal Plant Hire

Leases & Licences

Legal Fees

Materials


Other Expenses


Finance Costs

Depreciation

Net Loss - Joint Ventures 88,305

% Movement


Net Cost of Service (70,860) 2,159 88,305



Town of Gawler

Operating Initiative Budget Bids 2016/17

ID

Implementa

tion Year

Staff

Rating Approved Action/Project Title Project Description/Scope

Responsible

Manager

Responsible

Officer Community Plan - Goal Asset Category Expenditure Type

2016/17 Gross

Cost

2016/17

External

Funding

2016/17

Asset Sales

2016/17

Internal Equity

Reserve

Funding

2016/17 Net

Cost

2017/18

Gross Cost

2018/19

Gross Cost

482 16/17 1 Pending Repairs to fittings/fixtures at IES Building

Repair and replace patches of carpet currently lifting, possible

patch and paint in accordance with lease agreement. Manager IES

Rebecca

Howard

2 Sustainable Growth

Management

Buildings and

Property

Operating

Initiatives 15,000$ 15,000.00$

485 16/17 2 Pending

Prepare Building Asset Management Plan

Update

Component of work required to meet legislative requirements

around updating of Asset Management Plans every 4 years

(within 2 yrs of an election). Council Policy 5.7 & 5.8 and leases

require 5 yearly audit inspections to be undertaken on leased

premises. Audits will be undertaken on all Council owned and

leased buildings providing a 15 year projection on

maintenance/replacement and refurbishment requirements.

Cost is approx $2,500 per property (23 leased premises and 14

Council buildings/structures). Some Lessee's are required to

reimburse council for these audits. Manager IES

Rebecca

Howard 1 Our Identity

Buildings and

Property

Operating

Initiatives 45,000$ 13,000.00$ 32,000.00$

640 16/17 2 Pending

Demolish old sewer infrastructure at

Willaston Oval precinct

Removal of disused sewer tanks which pose a public risk and

allowance for structual maintenance required under the terms

of the lease. Manager IES

Rebecca

Howard


Management

Buildings and

Property

Operating

Initiatives 12,000$ 12,000.00$

641 16/17 1 Pending

Asbestos Removal and Demolition of old

canteen at Gawler Central precinct

The old canteen located at the rear of Princes Park is unused

and is in disrepair. The building contains asbestos and is

consistently vandalised. The building requires removal and

relocation of the distribution board. Manager IES

Rebecca

Howard


Management

Buildings and

Property

Operating

Initiatives 15,000$ 15,000.00$

Total Buildings and Property 87,000$ 13,000$ -$ -$ 74,000$ -$ -$

146 16/17 1 Pending

Community Development Grant funding to

be reinstated

Reinstate Community Grants funding to $25,000 as per 2013/14

Financial Year. This project had its funding decreased to

$15,000 for the 2014/15 and 2015/16 Financial Years, the result

being that numerous community groups/projects could not be

funded or were only part funded. (5.1.2.6) Manager LCS Linda Weiss

5 A Strong Vibrant

Community

Community

Services

Operating

Initiatives 10,000$ 10,000.00$ 10,000$ 10,000$

277 16/17 1 Pending

Library - Promotions, Events, Programs and

Early Literacy services

In response to Gawler Connect and the temporary closure of

the Gawler Library branch; to increase Library programming, to

enable pop-up library activities at broader Community events

and to support the development of early literacy in the

community through an increased range of programs and

resources. Cost includes materials required for pop up events

(temporary shelving, portable barcode scanner etc.) Manager LCS Chiah Mayne 1 Our Identity

Community

Services

Operating

Initiatives 20,000$ 20,000.00$ 15,000$

637 16/17 1 Pending Creative Youth Arts Sponsorship Program

Similar to the Youth Sportsperson Sponsorship Program - to

financially assist local young creative artists in skill and personal

development Manager LCS

Ebony

Steadman 1 Our Identity

Community

Services

Operating

Initiatives 5,000$ 5,000.00$ 5,000$ 5,000$

705 16/17 1 Pending

Gawler Heritage Collection Management

Plan

Implement Gawler Heritage Collection Management Plan - To

be incorporated in recurrent Heritage Collection budgets Manager LCS Chiah Mayne 1 Our Identity

Community

Services

Operating

Initiatives 30,000$ 30,000.00$ 30,000$ 30,000$

721 16/17 Unrated Pending Willo's Mens Shed

Willo's Mens Shed provides a place for men to be part of a

community and helps to fill a gap in men's mental health. This

recurrent financial contribution will help the facility to continue

and grow its important work. CEO Paul Koch

3 A Healthy, Active,

Safe, Engaged

Community

Community

Services

Operating

Initiatives 2,000$ 2,000.00$ 2,000$ 2,000$

Total Community Services 67,000$ -$ -$ -$ 67,000$ 62,000$ 47,000$

709 16/17 2 Pending Efficiency & Effectiveness Review

To engage external consultants to conduct efficiency and

effectiveness reviews of council processes commencing with

Planning, Regulatory & Engineering Departments. Completion

of project from 2015/16. CEO Henry Inat

5 A Strong Vibrant

Community

Corporate and

Finance

Operating

Initiatives 40,000$ 40,000.00$

Total Corporate and Finance 40,000$ -$ -$ -$ 40,000$ -$ -$

719 16/17 2 Pending New Manager - New Vehicle Running Costs

Running costs associated with the purchase of a new vehicle

including FBT, comprehensive insurance, registration & third

party insurance, fuel, servicing and depreciation charges. Manager IES Tony Bizzai

5 A Strong Vibrant

Community

Fleet and

Equipment

Operating

Initiatives 15,000$ 10,000.00$ 5,000.00$ 15,000$ 15,000$

Total Fleet and Equipment 15,000$ 10,000$ -$ -$ 5,000$ 15,000$ 15,000$

703 16/17 2 Pending Undertake Footpath Cleaning Murray Street

Steam clean the footpaths in Murray Street. A full clean yearly

and spot clean half yearly Manager IES Gary Kerr


Management Footpaths

Operating

Initiatives 35,000$ 35,000.00$ 35,000$ 35,000$

Total Footpaths 35,000$ -$ -$ -$ 35,000$ 35,000$ 35,000$

13 16/17 1 Pending Update Emergency Management Plan

Review and revise Councils Emergency Management Plan. The

current plan is out of date and unlikely to be effective in an

emergency and needs to be reviewed to meet contemporary

standards. The plan would be completed by a Consultant.

Manager

EDDERSMC

Jack

Darzanos

5 A Strong Vibrant

Community

Growth Policy

and Initiative

Investigations

Operating

Initiatives 10,000$ 10,000.00$ 10,000$ 10,000$



ATTACHMENT 5

Town of Gawler


Attachment 5__

ID

Implementa

tion Year

Staff


Responsible

Manager

Responsible


2016/17 Gross

Cost

2016/17

External

Funding

2016/17

Asset Sales

2016/17

Internal Equity

Reserve

Funding

2016/17 Net

Cost

2017/18

Gross Cost

2018/19

Gross Cost

219 16/17 1 Yes

Update 2008 Walking and Cycling Strategy

for Gawler

Walking and cycling is central to active living and supporting

healthy lifestyles. As well as improving health and well-being,

walking and cycling support environmental sustainability, safe

communities, robust economies and reduce vehicular traffic

congestion.

The 30 Year Plan and other key policy documents (refer Part 3)

promote walking and cycling as sustainable transport modes.

Providing supportive environments for walking and cycling,

such as safe street networks and connected parks, is needed for

active and healthy living.

In the context of rising levels of obesity, growing concern for

climate change, dependency on car-based transport and

increasing congestion, the Town of Gawler is focusing on

sustainable transport planning and a clear implementation

strategy for walking and cycling as a means to redress the

hierarchy and balance towards connected and healthy

communities.

This is supported through the Town of Gawler's Transport and

Traffic Management Plan. Manager IES Scott Reid


Management

Growth Policy

and Initiative

Investigations

Operating

Initiatives 40,000$ 20,000.00$ 20,000.00$

230 16/17 2 Pending

Investigate Local Government Boundary

Realignments relative to growth pressures

Investigate Local Government Boundary Realignments relative

to growth pressures CEO Ryan Viney 1 Our Identity

Growth Policy

and Initiative

Investigations

Operating

Initiatives 20,000$ 20,000.00$

260 16/17 1 Pending

Prepare Gawler and Surrounds Stormwater

Management Plan (Stage 3 of 3)

Continuation of an existing study with the output for this

respect to the Gawler River and North and South Para Rivers.

The stormwater management plan will include:

•Proposed flood miKgaKon strategy.

•Floodplain mapping incorporaKng the proposed flood

mitigation strategy.

•Cost/benefit calculaKons.

•Program of works, incorporaKng priority ranking criteria.

•ConsultaKon report. Manager IES Scott Reid


Management

Growth Policy

and Initiative

Investigations

Operating

Initiatives 220,000$ 150,000.00$ 70,000.00$

685 16/17 1 Pending Undertake Annual Asset Valuation Audit

Audit annual asset valuation process by an external auditor and

prepare Valuation Methodology Report Manager IES

Wasantha

Kaludewa

5 A Strong Vibrant

Community

Growth Policy

and Initiative

Investigations

Operating

Initiatives 15,000$ 15,000.00$

698 16/17 2 Pending Prepare Economic Development Strategy

The Town of Gawler plans to develop a Gawler Economic

Development Strategy.

Manager

EDDERSMC

Caren

Brougham


Management

Growth Policy

and Initiative

Investigations

Operating

Initiatives 25,000$ 25,000.00$

699 16/17 1 Pending Town of Gawler Signage Upgrades

The Town of Gawler plans to call for tenders to develop a

Signage Strategy to ensure consistent and quality signage

throughout the region

Manager

EDDERSMC

Caren

Brougham 1 Our Identity

Growth Policy

and Initiative

Investigations

Operating

Initiatives 25,000$ 25,000.00$

711 16/17 1 Pending

Rural Land Use and Infrastructure

Investigation and DPA - Finalisation

Finalisation of Rural Land Use and Infrastructure Investigation -

Report 2 Policy Recommendation and development of Rural

Areas DPA.

Manager

EDDERSMC Ryan Viney 1 Our Identity

Growth Policy

and Initiative

Investigations

Operating

Initiatives 20,000$ 20,000.00$

712 16/17 1 Pending Residential and Character DPA

Finalisation of Residential and Character DPA, including

variation as required by the SA State Government Minister.

Manager

EDDERSMC 1 Our Identity

Growth Policy

and Initiative

Investigations

Operating

Initiatives 25,000$ 25,000.00$

713 16/17 1 Pending Gawler East DPA Finalisation of Gawler East Precinct Plan

Manager

EDDERSMC

4 To Respect and

Nurture the

Environment

Growth Policy

and Initiative

Investigations

Operating

Initiatives 30,000$ 30,000.00$

720 16/17 2 Pending

Workforce Planning 2016-2019

Implementation

Additional 5.5 FTE positions identified in the Workforce Plan

2016-2019:

Gawler Connect (effective 1 Jan 2017) - 1 FTE Manager,

Business Enterprise & Social Media; 1 FTE Digital Hub Officer; 1

FTE Multi-Functional Space Officer;

1 FTE Heritage Collection/Gallery Officer.

Recreation Services - 1 FTE Aquatic/Recreation Officer

Community Services - 0.5 FTE Administration Support CEO Henry Inat 1 Our Identity

Growth Policy

and Initiative

Investigations

Operating

Initiatives 354,497$ 354,497.00$ 612,775$ 628,094$

Total Growth Policy and Initiative Investigations 784,497$ 170,000$ -$ -$ 614,497$ 622,775$ 638,094$

629 16/17 1 Pending

Community Engagement - Online

platform(s) Community Engagement - Online platform(s) Manager LCS Linda Weiss

5 A Strong Vibrant

Community

Information

Technology

Operating

Initiatives 30,000$ 30,000.00$ 30,000$ 30,000$

676 16/17 2 Pending

Undertake Two Annual Civica Authority

Health Checks

To conduct 2 annual Authority Module Health Checks as per IT

Training Plan. This is linked to the Efficiency & Effectiveness

Review of the Engineering, Planning & Regulatory Services

Departments. Manager FCS

Slava

Grigoriev

5 A Strong Vibrant

Community

Information

Technology

Operating

Initiatives 10,000$ 10,000.00$ 10,000$ 10,000$



Town of Gawler


Attachment 5__

ID

Implementa

tion Year

Staff


Responsible

Manager

Responsible


2016/17 Gross

Cost

2016/17

External

Funding

2016/17

Asset Sales

2016/17

Internal Equity

Reserve

Funding

2016/17 Net

Cost

2017/18

Gross Cost

2018/19

Gross Cost

695 16/17 1 Pending

Prepare Information Technology Strategic

Plan

Engage a consultant to obtain strategic IT advice regarding the

transformation of council business operations as a

consequence of the NBN accessibility and Gawler Connect

projects. Manager FCS

Paul

Horwood

5 A Strong Vibrant

Community

Information

Technology

Operating

Initiatives 30,000$ 30,000.00$

Total Information Technology 70,000$ -$ -$ -$ 70,000$ 40,000$ 40,000$

203 16/17 1 Pending

Prepare Karbeethan Reserve Precinct

Master Plan

Development of Karbeethan Reserve Master Plan, following on

from the development of the Gawler Open Space Sport &

Recreation Plan. Council has in reserve payments from

developers for use for open space in this area (3.2.1.3 & 3.2.4.3)

DELAYED FROM 2015/16 Manager LCS Bryce Norton


Safe, Engaged

Community Open Spaces

Operating

Initiatives 50,000$ 50,000.00$ -$

502 16/17 1 Pending

Prepare Gawler and Surrounds Biodiversity

Management Plan

The Plan is a guide to the management of the Region’s

biodiversity. It provides an overview of the area’s natural and

physical environments, provides maps of areas of importance

to biodiversity, and outlines management actions to address

threats. This information can help guide the strategic

investment of biodiversity conservation funds by federal, State

and local governments, and catchment management

authorities.

The Plan will use a regional, threat-based, multi-species

approach to managing threatened entities, and biodiversity

more broadly. It seeks to address threatening processes at the

regional scale where any single action may benefit multiple

species. However, where threats, threatened entities or

significant locations are not able to be adequately addressed at

the regional scale, finer-scale or specific actions have been

developed.

To achieve the vision, the Plan has set the following objectives:

1. To maintain and improve biodiversity and ecological

processes by the rehabilitation and management of native

vegetation across all land tenures.

2. To identify and mitigate the impacts of threats acting on

threatened species, populations and ecological communities.

3. To mitigate the potential impacts of climate change by

increasing landscape connectivity across all habitat types and

land tenures.

4. To provide a basis for a consistent, coordinated and

prioritised approach to the recovery of terrestrial, freshwater Manager IES Scott Reid

4 To Respect and

Nurture the

Environment Open Spaces

Operating

Initiatives 45,000$ 30,000.00$ 15,000.00$

620 16/17 2 Pending Demolition of Apex Shed in Clonlea Park

Demolition of unused Apex Shed in Clonlea Park and make safe

the old barn & stage area. Manager IES Gary Kerr


Management Open Spaces

Operating

Initiatives 10,000$ 10,000.00$

682 16/17 1 Pending Audit and Value Open Space Assets Audit and Value Open Space Assets Manager IES Scott Reid


Safe, Engaged


Operating

Initiatives 30,000$ 30,000.00$

Total Open Spaces 135,000$ 30,000$ -$ 50,000$ 55,000$ -$ -$

631 16/17 2 Pending Engage a Regional Starclub Officer

Funding to engage a Regional STARCLUB Officer (Gawler,

Barossa, Light, Mallala) to work with sport and recreation clubs

and associations in regional communities to help them develop

and prosper - major areas of focus for Gawler would be

governance and securing funding Manager LCS Bryce Norton


Safe, Engaged

Community

Recreation and

Sport

Operating

Initiatives 15,000$ 15,000.00$ 15,000$ 15,000$

722 16/17 Unrated Pending Cycling Festival

The Cycling Festival has the potential to increase tourism,

cycling participation and town commuting. Gawler is uniquely

positioned to be a cycling hub for the region. CEO Paul Koch


Safe, Engaged

Community

Recreation and

Sport

Operating

Initiatives 3,000$ 3,000.00$ 3,000$

Total Recreation and Sport 18,000$ -$ -$ -$ 18,000$ 15,000$ 18,000$

665 16/17 1 Pending

Undertake Road Safety Audit on One Tree

Hill Road, Gawler Undertake a road safety audit on One Tree Hill Road, Gawler Manager IES Scott Reid


Management Roads

Operating

Initiatives 10,000$ 10,000.00$

675 16/17 1 Pending

Undertake Condition Assessment of

Transport Assets

Transport assets condition assessment need to be done to

produce required 5 yearly Financial Valuation Report. The data

will also be used to update the Council's assets database and

produce a Whole of Life Report highlighting the required long

term infrastructure spend to maintain this asset class to

desired service levels. This will update the Long Term Capital

Works Program accordingly. Manager IES Scott Reid


Management Roads

Operating

Initiatives 75,000$ 75,000.00$

Total Roads 85,000$ -$ -$ -$ 85,000$ -$ -$



Town of Gawler


Attachment 5__

ID

Implementa

tion Year

Staff


Responsible

Manager

Responsible


2016/17 Gross

Cost

2016/17

External

Funding

2016/17

Asset Sales

2016/17

Internal Equity

Reserve

Funding

2016/17 Net

Cost

2017/18

Gross Cost

2018/19

Gross Cost

Total Operating Initiatives 2016/17 1,336,497$ 223,000$ -$ 50,000$ 1,063,497$ 789,775$ 793,094$

Summary LTFP/AMP Variance

2016/17

Gross Cost Total Total Total

2016/17

Net Cost 2017/18 2018/19

Operating Initiatives $350,000 -$713,497 $1,336,497 $223,000 $0 $50,000 $1,063,497 $789,775 $793,094

$ - $ - $ - $ - $ - $ - $ -

Opening Balance V8 1,573,241 1,336,497$ 223,000$ -$ 50,000$ 1,063,497$ 789,775$ 793,094$

#720 Workforce Planning -216,744 -$ -$ -$ -$ -$ -$ -$

#699 Signage Upgrades -25,000

#722 Cycling Festival (Cr Koch) 3,000

#721 Willo's Mens Shed (Cr Koch) 2,000

Closing Balance V9 1,336,497



Town of Gawler

Capital Expenditure Budget Bids 2016/17

ID

Implementa

tion Year

Staff


Responsible

Manager

Responsible


2016/17 Gross

Cost

2016/17

External

Funding

2016/17

Asset Sales

2016/17

Internal Equity

Reserve

Funding

2016/17 Net

Cost

2017/18

Gross Cost

2018/19

Gross Cost

662 16/17 1 Pending Rehabilitate the Gawler Mill Inn Bridge Structural remediation of Gawler Bridge Manager IES Scott Reid


Management Bridges

Capital

(Renew/Replace) 1,170,000$ 660,000.00$ 510,000.00$

Total Bridges 1,170,000$ 660,000$ -$ -$ 510,000$ -$ -$

151 16/17 1 Pending

Implement Willaston Cemetery Action Plan -

Stage 2 of 5

Provide increased number of burial plots for ashes and beams

to increase burial spaces. Includes drainage, paving and

landscaping.

Manager IES Gary Kerr


Management

Buildings and

Property

Capital

(New/Upgraded) 100,000$ 62,000.00$ 38,000.00$ 180,000$ 130,000$

162 16/17 2 Pending Upgrade Dog Pound Facility at Depot To ensure the ongoing operation of the Dog Pound Facility Manager IES

Rebecca

Howard


Management

Buildings and

Property

Capital

(New/Upgraded) 15,000$ 15,000.00$ -$

272 16/17 1 Pending Implement Gawler Connect Project

Upgrade of Town Hall, Library and Institute Buildings. Project

activities include complete schematic design phase, undertake

design development and construction documentation,

complete construction documentation, tender and assess

building contractors' tenders and begin construction. Subject to

further Council resolutions and funding decisions. CEO

Richard

Wunderlich 1 Our Identity

Buildings and

Property

Capital

(New/Upgraded) 7,500,000$ 3,375,000.00$ 4,125,000.00$ 2,610,000$ 1,500,000$

639 16/17 1 Pending

Install Bird Proofing at Evanston Gardens

Community Centre

The design of the roof mounted plant area allows pigeons to

nest and waste accumulates in and around the airconditioning

units. Bird netting and capping of nesting locations is required. Manager IES

Rebecca

Howard


Management

Buildings and

Property

Capital

(New/Upgraded) 10,000$ 10,000.00$

643 16/17 2 Pending

Upgrades to facilities at Sports and

Community Centre

Repair/Renewal of stadium floor currently a trip hazard to users

($20k), heritage pavilion repair ($10k), Meeting Rm 1 upgrade

($10k), Remove stage ($5k), replace water fountain ($3k),

Security and re-key ($7k), painting program ($10k)

Carpark lighting and security ($15k) Manager IES

Rebecca

Howard


Management

Buildings and

Property

Capital

(New/Upgraded) 80,000$ 80,000.00$ 109,000$

668 16/17 1 Pending Upgrade Council Depot Facilities

Replace existing concrete spoon drain, asphalt overlay to high

use roadways and parking areas and refresh linemarking.

2017/18 - Replace front fence and provide safe driveway and

pedestrian access Manager IES

Rebecca

Howard


Management

Buildings and

Property

Capital

(New/Upgraded) 100,000$ 100,000.00$ 70,000$

704 16/17 1 Pending

Design and commission iconic public art

piece Design art in 2016/17& build in 2017/18 Manager LCS Erin Findlay 1 Our Identity

Buildings and

Property

Capital

(New/Upgraded) 50,000$ 25,000.00$ 25,000.00$ 50,000$

714 16/17 1 Pending Pioneer Park Upgrade

Upgrade of Pioneer Park, including decking, shadesails, signage,

car charging station, bike racks, bike storeage hub, repair

station and shower facilities. This will form part of a grant

funding application under National Stronger Regions (Round 3) Manager IES


Management

Buildings and

Property

Capital

(New/Upgraded) 80,000$ 40,000.00$ 40,000.00$

172 16/17 1 Pending

Rehabilitate Gawler Aquatic Centre - Stage

2 of 5

Essential repairs / refurbishment to keep Centre operating at

acceptable levels of service until replaced. Repairs to main pool

- balance tank, sand filter, plant room roof & walls structural

damage remediation, removal of asbestos from bottom of pool,

repair treated water return line along bottom of pool. Manager IES Peter Harper


Safe, Engaged

Community

Buildings and

Property

Capital

(Renew/Replace) 200,000$ 200,000.00$ 200,000$ 200,000$

622 16/17 3 Pending Repairs to Multi-Level Carpark

Entrance gates, install fire hose and related equipment to

comply with legislative requirements. Manager IES

Rebecca

Howard


Management

Buildings and

Property

Capital

(Renew/Replace) 10,000$ 10,000.00$

642 16/17 2 Pending

Renew facias and gutters at the Elderly

Centre

Replacement of damaged gutters and painting of external

timbers/facias. Manager IES

Rebecca

Howard


Management

Buildings and

Property

Capital

(Renew/Replace) 10,000$ 10,000.00$

645 16/17 1 Pending

Renew Clubrooms at Gawler South Football

Club

Current clubrooms are subject to frequent flooding and

damage from water ingress. Repairs required to roof and

gutter, fencing and security to reduce flood events. Manager IES

Rebecca

Howard


Management

Buildings and

Property

Capital

(Renew/Replace) 28,000$ 28,000.00$

Total Buildings and Property 8,183,000$ 3,440,000$ -$ 77,000$ 4,666,000$ 3,219,000$ 1,830,000$

677 16/17 2 Pending Restructure Authority General Ledger

Renumbering of Civica / Authority general ledger module

account codes which will facilitate flexible, relevant and multi-

faceted financial reporting. Manager FCS

Paul

Horwood

5 A Strong Vibrant

Community

Corporate and

Finance

Capital

(New/Upgraded) 40,000$ 40,000.00$

Total Corporate and Finance 40,000$ -$ -$ -$ 40,000$ -$ -$

632 16/17 1 Pending Purchase Swim School Program Equipment

Gawler Aquatic Centre Swim School has seen enrollments

double in past two summers which has resulted in the need for

additional equipment Manager LCS Bryce Norton


Safe, Engaged

Community

Fleet and

Equipment

Capital

(New/Upgraded) 10,000$ 10,000.00$

647 16/17 2 Pending

Purchase Trench Shoring System for

Cemetery Grave Digging

Purchase of an additional set of grave digging shoring for when

more than one grave has to be dug on a single day Manager IES

Dean

Wilksch

5 A Strong Vibrant

Community

Fleet and

Equipment

Capital

(New/Upgraded) 10,000$ 10,000.00$

718 16/17 2 Pending New Manager - Motor Vehicle

Purchase of a new vehicle as part of the new Manager salary

package. Manager IES Tony Bizzai

5 A Strong Vibrant

Community

Fleet and

Equipment

Capital

(New/Upgraded) 30,000$ 30,000.00$



ATTACHMENT 6

Town of Gawler


Attachment 6__

ID

Implementa

tion Year

Staff


Responsible

Manager

Responsible


2016/17 Gross

Cost

2016/17

External

Funding

2016/17

Asset Sales

2016/17

Internal Equity

Reserve

Funding

2016/17 Net

Cost

2017/18

Gross Cost

2018/19

Gross Cost

565 16/17 2 Pending

Replacement of Council's Light Vehicle

Fleet

Replace four (4) of Council's light vehicle fleet:

1. Unit 361 Subaru Liberty Wagon - Procurement;

2. Unit 370 Toyota Hilux Utility - Depot Civil Team;

3. Unit 375 Toyota Kluger - CEO;

4. Unit 376 Mitsubishi Outlander - Planning.

Criteria for replacement:

4 cylinder vehicles - 4yrs or 80,000km

6 cylinder vehicles - 5yrs or 120,000km Manager IES Tony Bizzai


Management

Fleet and

Equipment

Capital

(Renew/Replace) 135,300$ 47,045.00$ 88,255.00$ 165,000$ 88,000$

574 16/17 2 Pending Replacement of Council's Major Plant Fleet

Replace three (3) of Council's Major Plant:

1. Unit 301 Volvo Loader - Civil Team, replacement is 8yrs. or

8,000hrs;

2. Unit 094 Stealth Mower - Horticulture Team, replacement is

5yrs as per IPWEA recommendation;

3. Trailer mounted 1,200 litre poly water tanker.

Manager IES Tony Bizzai


Management

Fleet and

Equipment

Capital

(Renew/Replace) 227,045$ 32,725.00$ 106,000.00$ 88,320.00$ 316,000$ 353,000$

630 16/17 1 Pending

Replace Audio and Visual Equipment at

Sports and Community Centre

Replacement of outdated and obselete audio/visual equipment

at Gawler Sport and Community Centre - Multi Purpose Room,

Youth Shak, Stadium Manager LCS Bryce Norton


Safe, Engaged

Community

Fleet and

Equipment

Capital

(Renew/Replace) 20,000$ 20,000.00$

Total Fleet and Equipment 432,345$ -$ 79,770$ 106,000$ 246,575$ 481,000$ 441,000$

657 16/17 1 Pending Construct New Footpaths

Construct following footpaths.

CALTON ROAD- Trevu Avenue/Barossa Ave

CALTON ROAD- Barossa Ave/Cheek Ave

MAIN NORTH ROAD- Flinders St/Victoria Tce

PENRITH AVENUE - Ryde Street/Brigalo Street

PENRITH AVENUE - Brigalo Street/Para Para Close

PENRITH AVENUE - Para Para Close/River End

WILTON STREET- Witney Street/End

REDBANKS ROAD - Ayling St/Princess St

REDBANKS ROAD - Princess St/Jane St

REDBANKS ROAD - Jane St/Dawkins Ave

PRINCESS STREET - Barker Street/Lodge Court

PRINCESS Sreet- Lodge Court/Murray Road

BARKER STREET- Paxton Street/Princess Street

NEWKREE Road- David St/Cora St

NEWKREE Road- Cora St/Urlwin Avenue

URLWIN AVENUE- Krieg Road/Newkree Rd

URLWIN AVENUE - Newkree Rd/St Albans Rd

URLWIN AVENUE - St Albans Rd/End

CORA STREET- St Albans Road/Newkree Road

Dawkins Avenue- No.14/Cemetery Road

DAWKINS AVENUE- Cemetery Road/Chamberlain Road

COLEMAN PARADE- Morrow Avenue/Lumsden Court

RAILWAY CRESCENT - Przibilla Ave/ Bend

SEVENTEENTH STREET- Eighteenth St/StaIon Lane

SEVENTEENTH STREET- StaIon Lane/TwelJh St

Manager IES Scott Reid



Capital

(New/Upgraded) 518,000$ 518,000.00$ 705,000$ 770,000$

658 16/17 1 Pending

Improve acessibilty to community

infrastructure - Implement Pedestrian and

Disability Accessibility Improvements and

accessibilty upgrades to Gawler Aquatic

Centre

Provide disabled access points at various locations to existing

footpaths

Replacement of Sling Pool Entry Lift (current lift has been

decomissioned due to safety) and installation of rails to steps of

Learn to Swim pool to assist with entry/exit (Inclusion of Bid

#633 - BNorton) Manager IES Scott Reid



Capital

(New/Upgraded) 46,000$ 46,000.00$ 27,000$ 28,000$

659 16/17 1 Pending

Construct Pedestrian Crossing and Refuge

Main North Road Opposite Gawler Green

Provide a Pedestrian Crossing with a Refuge on Main North Rd

at Gawler Green Evanston Manager IES Scott Reid



Capital

(New/Upgraded) 30,000$ 15,000.00$ 15,000.00$

656 16/17 1 Pending Renew Footpaths Program

Renew footpaths which are unserviceable.

Calton RdTurner StEast TceRight

Daly StLyndoch RdSchool LaLeJ

Cameron StFinniss StJacob StLeJ

Cameron StTod St50mRight

Tod StCameron StDundas StLeJ

Finniss StMurray StCentenary LaneLeJ

Queen StThomas StSuMon StLeJ

Para RoadHillier RdNew DevelopmentLeJ

Calton RdMurray StHigh StLeJ

Calton RdMurray StHigh StRight

Duffield StCalton RdRudall StLeJ

Manager IES Tony Haynes



Capital

(Renew/Replace) 82,000$ 82,000.00$ 84,000$ 87,000$



Town of Gawler


Attachment 6__

ID

Implementa

tion Year

Staff


Responsible

Manager

Responsible


2016/17 Gross

Cost

2016/17

External

Funding

2016/17

Asset Sales

2016/17

Internal Equity

Reserve

Funding

2016/17 Net

Cost

2017/18

Gross Cost

2018/19

Gross Cost

Total Footpaths 676,000$ 15,000$ -$ -$ 661,000$ 816,000$ 885,000$

248 16/17 1 Pending Engineering Investigations

Growth at the Town of Gawler has been identified at nearly

10% over the past 8 years. This increase in growth translates

into ever increasing Engineering investigations and studies,

preparation of reports and land development assessments.

These funds will assist and provide external engineering

support to the increasing requirements. Manager IES Scott Reid


Management

Growth Policy

and Initiative

Investigations

Capital

(New/Upgraded) 50,000$ 50,000.00$ 50,000$ 50,000$

692 16/17 1 Pending

Strategic Assessment of Gawler East Link

Road Manager IES Sam Dilena


Management

Growth Policy

and Initiative

Investigations

Capital

(New/Upgraded) 50,000$ 50,000.00$

702 16/17 1 Pending Feasibility Review - Tiver Road Extension

Undertake a Feasibility Review of a Gawler East Link Road

Extension from Potts Road through to Tiver Road/Main North

Road intersection as per Council's resolutions from its meetign

held on 24 November 2015 Manager IES Scott Reid


Management

Growth Policy

and Initiative

Investigations

Capital

(New/Upgraded) 50,000$ -$ -$ 50,000.00$

Total Growth Policy and Initiative Investigations 150,000$ -$ -$ -$ 150,000$ 50,000$ 50,000$

623 16/17 2 Pending

Review and Develop a SharePoint Strategic

Roadmap

The Town of Gawler has been using an Intranet based on

Microsoft SharePoint technology for a number of years. As a

whole, the Intranet has evolved over time.

The Intranet has reached a stage in its life cycle where it is

sensible to review existing functionality, structure and content

to identify and clarify improvements needed to satisfy

organisational needs and user expectations. Manager FCS

Slava

Grigoriev

5 A Strong Vibrant

Community

Information

Technology

Capital

(New/Upgraded) 10,000$ -$ -$ -$ 10,000.00$

624 16/17 1 Pending Integrate HPRM8 and SharePoint Systems

HP Records Manager integration with SharePoint providing

information governance compliance to Council SharePoint

deployment. Manager FCS

Slava

Grigoriev

5 A Strong Vibrant

Community

Information

Technology

Capital

(New/Upgraded) 15,000$ 15,000.00$

694 16/17 1 Pending Redesign Council Website

Device responsive design and new structure for Town of Gawler

website

Manager FCS

Slava

Grigoriev

5 A Strong Vibrant

Community

Information

Technology

Capital

(New/Upgraded) 50,000$ 50,000.00$

716 16/17 Unrated Pending Council Email System Archiver

The Barracuda Message Archiver is built around a powerful, yet

simple platform for eDiscovery and compliance enabling the

elimination of journal PST files and having that process

completely automated from the Exchange. Manager FCS

Slava

Grigoriev

5 A Strong Vibrant

Community

Information

Technology

Capital

(New/Upgraded) 8,000$ 8,000.00$ 8,000$ 8,000$

Total Information Technology 83,000$ -$ -$ -$ 83,000$ 8,000$ 8,000$

661 16/17 1 Pending Renew Kerb and Gutter Program

Renew damaged kerbs & gutters on scheduled roads before

resurfacing.

Queen St Gawler for SW drainage improvement. Manager IES Scott Reid


Management Kerb and Gutter

Capital

(Renew/Replace) 196,000$ 196,000.00$ 150,000$ 155,000$

Total Kerb and Gutter 196,000$ -$ -$ -$ 196,000$ 150,000$ 155,000$

723 16/17 Unrated Pending Gawler Gateways Project

To develop design concepts using sustainable landscape design

principles to improve the amenity of the roadways /

entranceways to the Township of Gawler. CEO Mayor 1 Our Identity Land

Capital

(New/Upgraded) 15,000$ 15,000.00$

Total Land 15,000$ -$ -$ -$ 15,000$ -$ -$

193 16/17 2 Pending Construct Dog Park

Construct a dog friendly park and designate 'on/off leash' areas

in identified parks and reserves.

Install appropriate signage. Manager

EDDERSMC

Jack

Darzanos 1 Our Identity Open Spaces

Capital

(New/Upgraded) 80,000$ 21,000.00$ 59,000.00$

648 16/17 1 Pending Management of Irrigated Reserves.

Prepare a Landscape Irrigation Management Plan to develop

service levels, review existing irrigation systems and develop a

prioritised renewal program for irrigation systems + Installation

of master valves and flow meters to Council's high water

consumption sites as recommended at the IES Committee

meeting 13-10-2015.

Council also needs to upgrade the Central Irrigation Control

System from 2G to 3G Modems. The new 3G Modems need to

be installed to cover all sites under Council's current License

agreement with Rain Bird Australia to enable continued

function of the system as the 2G network will soon be phased

out. Manager IES Gary Kerr



Capital

(New/Upgraded) 85,000$ 85,000.00$

660 16/17 1 Pending

Rehabilitate Gawler Urban Rivers

Biodiversity Program - Year 4 of 5

Part of on-going joint venture with NRM which includes erosion

works & biodiversity planting and woody weed removal

programs.External funding:

NRM Projects - $50K

NRM Local Board - Woody Weed Removal Program $10K

50/50 funding arrangement Manager IES Scott Reid



Capital

(New/Upgraded) 110,000$ 50,000.00$ 60,000.00$ 115,000$



Town of Gawler


Attachment 6__

ID

Implementa

tion Year

Staff


Responsible

Manager

Responsible


2016/17 Gross

Cost

2016/17

External

Funding

2016/17

Asset Sales

2016/17

Internal Equity

Reserve

Funding

2016/17 Net

Cost

2017/18

Gross Cost

2018/19

Gross Cost

586 16/17 1 Pending Upgrade Irrigation System - Willaston Oval

Install New Irrigation System at Willaston Oval as the current

system is very old. Manager IES Scott Reid


Safe, Engaged


Capital

(Renew/Replace) 95,000$ 95,000.00$ -$

588 16/17 1 Pending

Replace Irrigation System at Dog Obedience

Club Willaston Oval Replace Irrigation System at Dog Obedience Club Willaston Oval Manager IES Scott Reid

4 To Respect and

Nurture the


Capital

(Renew/Replace) 41,000$ 38,000.00$ 3,000.00$

593 16/17 2 Pending Renew Fencing Program Renew Fencing in various locations throughout Gawler Manager IES Scott Reid

4 To Respect and

Nurture the


Capital

(Renew/Replace) 20,000$ 20,000.00$

Total Open Spaces 431,000$ 50,000$ -$ 154,000$ 227,000$ 115,000$ -$

717 16/17 1 Pending

Implementation of Regional Aquatic Centre

Feasibilty

Implementation of the recommendations from the Gawler

Aquatic Centre Needs and Feasibility Analysis - e.g. Master

Planning, development of Concept Plan Manager LCS Bryce Norton


Safe, Engaged

Community

Recreation and

Sport

Capital

(New/Upgraded) 100,000$ 100,000.00$

Total Recreation and Sport 100,000$ -$ -$ -$ 100,000$ -$ -$

367 16/17 1 Pending

Upgrade Bridge St Sth and Adelaide Rd

from Murray St to Twelfth Ave (Stage 6)

Finalise design and implementation of the upgrade of the main

street (Bridge St Sth - Adelaide Rd) between 12th St and Murray

St as part of the Town Centre Strategy and in accordance with

the Draft Gawler Transport & Traffic Management Plan.

Construct Adelaide Road upgrade works for main entrance

route into Gawler business district from Twelfth St (Mitre 10) to

to Murray St (Southern Hotel). Project proceeding is subject to

successful Federal Govt grant application. Pre-construction

investigations and agreed design to precede this project. Manager IES Scott Reid


Management Roads

Capital

(New/Upgraded) 1,280,000$ 600,000.00$ 680,000.00$

634 16/17 1 Pending Design Walker Place Urban Precinct Design Walker Place Urban Precinct Manager IES Scott Reid


Management Roads

Capital

(New/Upgraded) 100,000$ 100,000.00$ 1,000,000$

654 16/17 1 Pending Reseal Roads Program

Resurface the following roads which are at or below the

required service level:

MURRAY ROADMain North RoadFlinders Street/ford

VICTORIA TERRACEQueen StRailway

THOMAS TERRACENixon TerracePorter Street

THOMAS TERRACEPorter StreetQueen St

EDITH STREETMurray RoadWarren St

EDITH STREETWarren StShort Street

PARA ROADHillier RoadSchool Crossing

PARA ROADSchool CrossingFarrow Road

PARA ROADFarrow RoadRailway Crescent

RAILWAY CRESCENTBendPrzibilla Dr

TRINITY DRIVEAlexander AvenueRossiter Drive

TRINITY DRIVERossiter DriveThiele Crescent

HURST ROADCheek AvenueFinch Road

HURST ROADFinch RoadCovernton Avenue

HURST ROADCovernton AvenueBright Tce

FINCH ROADHurst RdCovernton Avenue

FINCH ROADCovernton AvenueMary St

EAST TERRACEBarossa AvenueDeland Avenue

PIGGOTT ROADCoventry RoadPanes Rd

PIGGOTT ROADPanes RdDaniel Road

PIGGOTT ROADDaniel RoadWaMle Terrace

DANIEL ROADDalkeith RoadPiggoM Rd

NINTH STREETTenth Street10m aJer bend

UNION STREETLyndoch RoadWarren St

UNION STREETWarren StMurray Street

BARNET STREETNorth End 53Talloch Road Manager IES Scott Reid


Management Roads

Capital

(Renew/Replace) 715,000$ -$ 715,000.00$

655 16/17 1 Pending Resheet Unsealed Rural Roads

Resheet the following unsealed roads which are at a poor

service level:

CLARENCE ROADStebonheath Road400m EastKUDLA

CLARENCE ROAD400m East Stebonheath RoadGriffiths

RoadKUDLA

PEARSON ROADHillier Road500m NorthHILLIER

MORGAN COURTRedbanks RoadBendWILLASTON



Management Roads

Capital

(Renew/Replace) 62,000$ 62,000.00$



Town of Gawler


Attachment 6__

ID

Implementa

tion Year

Staff


Responsible

Manager

Responsible


2016/17 Gross

Cost

2016/17

External

Funding

2016/17

Asset Sales

2016/17

Internal Equity

Reserve

Funding

2016/17 Net

Cost

2017/18

Gross Cost

2018/19

Gross Cost

664 16/17 1 Pending Road Crack Sealing Program

Surface crack sealing on various roads to prevent water ingress

into pavement structure.

Murray RdFlinders St-Barber St

Lodge Ct Princess St-End

Easton DrCalton Rd-Treleaven Way

Cockshell DrMelaleuca DrHemaford Gr

Hemaford GrMelaleuca DrEucalypt Dr

Barnet StRyde StHillier Rd

Krieg RdMNRTingara Rd

Russell StKrieg RdSunnyside Dr

Curnow CtStage-2

Buckley StMurray Hillier CtFarrell St

Farrell StBuckley StBuckley St

Gleeson GrTrinity DrThiele Cr

Greenslade BvdTiver RdDarling St



Management Roads

Capital

(Renew/Replace) 20,000$ 20,000.00$ 20,000$ 20,000$

Total Roads 2,177,000$ 600,000$ -$ -$ 1,577,000$ 1,020,000$ 20,000$

147 16/17 1 Pending

Construct Stormwater Drainage Network at

Willaston - Stage 1 of 5

The project area is located in the lower Willaston region. In

particular, the project will be focusing on Chamberlain Road,

Davies Street, Bond Street, Jane Street and Edward Street,

Willaston.

As a result of a lack of underground stormwater infrastructure

and the topography of the region, this area has been prone to

flooding over the last 20 years.

In the early 1990’s, Kinhill Pty Ltd undertook a broad drainage

study which included this catchment area. In 2001, a detailed

design was completed by Herriot And Associates Pty. Ltd.

Having never implemented the detailed design proposed

through Herriot’s analysis, the Town of Gawler has

commisioned an upgraded design and IES are seeking a budget

bid approval to construct the new infrastructure. Manager IES Scott Reid


Management Stormwater

Capital

(New/Upgraded) 1,200,000$ 1,200,000.00$ 500,000$ 600,000$

484 16/17 2 Pending

Construct Drainage Improvement Works

Program

Construct Erosion Control Device near Pile St South Para River

Improve Drainage System Gawler South Oval.

Stormwater drainage improvement on following Roads:

Queen St from Sutton St - Thomas Tce

Centenary Lane at Town Centre.

Clear open drain of debris and silt buid up. Rock armour

scouring of banks at stormwater inlet point Manager IES Tony Haynes



Capital

(New/Upgraded) 125,000$ 125,000.00$

690 16/17 1 Pending

Construct Erosion Control at Gawler River

Outfalls Provide Erosion Control at Gawler River Outfalls Manager IES Scott Reid



Capital

(New/Upgraded) 150,000$ 150,000.00$ 150,000$

691 16/17 2 Pending

Construct Harvest and Distribution Network

Evanston

Construct Harvest and Distribution Network Evanston. As

outlined in the Southern Urban Areas Infrastructure Agreement Manager IES Scott Reid



Capital

(New/Upgraded) 100,000$ 100,000.00$ 650,000$

Total Stormwater 1,575,000$ -$ -$ -$ 1,575,000$ 1,300,000$ 600,000$

666 16/17 1 Pending Improve Public Lighting Program

Install new street lighting on streets where there are safety

concerns and replace street lighting installation in timely

manner. Manager IES Scott Reid


Safe, Engaged

Community Street Assets

Capital

(New/Upgraded) 40,000$ 40,000.00$ 40,000$ 45,000$

670 16/17 1 Pending

Implement Street Furniture Improvement

Program Install new street furniture Manager IES Scott Reid


Management Street Assets

Capital

(New/Upgraded) 25,000$ 25,000.00$ 25,000$ 30,000$

673 16/17 1 Pending

Implement Road Safety Improvement

Program Install new traffic control devices Manager IES Scott Reid


Management Street Assets

Capital

(New/Upgraded) 23,000$ 23,000.00$ 25,000$ 25,000$

Total Street Assets 88,000$ -$ -$ -$ 88,000$ 90,000$ 100,000$

Total Capital Expenditure 2016/17 15,316,345$ 4,765,000$ 79,770$ 337,000$ 10,134,575$ 7,249,000$ 4,089,000$



Town of Gawler


Attachment 6__

ID

Implementa

tion Year

Staff


Responsible

Manager

Responsible


2016/17 Gross

Cost

2016/17

External

Funding

2016/17

Asset Sales

2016/17

Internal Equity

Reserve

Funding

2016/17 Net

Cost

2017/18

Gross Cost

2018/19

Gross Cost

Summary LTFP/AMP Variance

2016/17

Gross Cost Total Total Total

2016/17

Net Cost 2017/18 2018/19

Capital (New/Upgraded) $12,183,000 $12,285,000 $4,105,000 $0 $98,000 $8,082,000 $6,314,000 $3,186,000

Capital (Renew/Replace) $3,036,000 $3,031,345 $660,000 $79,770 $239,000 $2,052,575 $935,000 $903,000

Total Capital Expenditure $15,219,000 -$97,345 $15,316,345 $4,765,000 $79,770 $337,000 $10,134,575 $7,249,000 $4,089,000

$ - $ - $ - $ - $ - $ - $ -

Opening Balance V8 14,941,345 15,316,345$ 4,765,000$ 79,770$ 337,000$ 10,134,575$ 7,249,000$ 4,089,000$

#662 Gawler Bridge (b'fwd from 2015/16) 100,000 -$ -$ -$ -$ -$ -$ -$

#367 Murray Street Stage 6 (b'fwd from 2015/16) 280,000

#633 Gawler Aquatic Centre -20,000

#723 Gawler Gateways 15,000

Closing Balance V9 15,316,345



Town of Gawler

Below The Line Budget Bids 2016/17

ID

Implementa

tion Year

Staff


Responsible

Manager

Responsible


2016/17 Gross

Cost

2016/17

External

Funding

2016/17

Asset Sales

2016/17

Internal Equity

Reserve

Funding

2016/17 Net

Cost

2017/18

Gross Cost

2018/19

Gross Cost

683 16/17BTL 1 Pending Inspect Bridge and Culvert and Structures

Inspect Bridge and culvert structures except Gawler Bridge -

Structural and condition Manager IES Scott Reid


Management Bridges

Operating

Initiatives -$ 20,000$

707 16/17BTL 1 Pending

Energy Efficiency Review/installations at

high-cost Council Buildings

The mutli-level carpark electricity costs are extremely high ($7k

per month). Review of the lighting and possible retro-fit of LED

globes is estimated to reduce the recurrent power consumption

by over 50%.

The GSCC is a large consumer of electricity and current lighting

does not meet stadium standard lux requirements. A review

has been completed and recommends retrofit LED globes in the

stadium & pavilon. Manager IES

Rebecca

Howard

4 To Respect and

Nurture the

Environment

Buildings and

Property

Capital

(New/Upgraded) -$ 70,000$


Rehabilitate/upgrade Visitor Information

Centre

Upgrade works including replacement of sun shade, flagpoles &

removal of old staircase - subject of grant funding application. Manager IES

Rebecca

Howard

5 A Strong Vibrant

Community

Buildings and

Property

Capital

(Renew/Replace) -$ 12,000$


Replace Gawler Aquatic Centre Shade

Covers

Existing shade covers require replacement - reconfiguration of

covers would provide better outcomes. Subject to Gawler

Aquatic Centre Needs and Feasibility Analysis. Manager LCS Bryce Norton


Safe, Engaged

Community

Buildings and

Property

Capital


195 16/17BTL 2 Pending Animal Management Plan - Cat By-Law

Commence investigation of the creation of a Cat By-Law for the

Town of Gawler.

Manager

EDDERSMC

Jack

Darzanos

4 To Respect and

Nurture the

Environment

Community

Services

Operating


684 16/17BTL 2 Pending Purchase Multi Spreader Fertiliser

To replace existing multi-spreader. Existing plant is not

compliant with current OH&S Standards. The spreader is

utilised to spread gypsum soil conditioner, fertiliser and soil top

dressing. Manager IES Tony Bizzai


Management

Fleet and

Equipment

Capital



Increase Aerial Photography and DCDB

Capturing

The current process of capturing growth within the Town of

Gawler is limited to one aerial photography capture biannually.

This does not provide sufficient information to assist in the

assessment of development applications for Planning and

Engineering. Manager IES Scott Reid


Management

Growth Policy

and Initiative

Investigations

Operating

Initiatives -$ 15,000$ 15,000$


Demographic & Economic Research Data

Access

Implementation of research data to identify current or

projected economic and regional statistical data to assist with

production of reports for tender writing, feasibility studies and

other relevant document.

Manager

EDDERSMC

Caren

Brougham


Management

Growth Policy

and Initiative

Investigations

Operating



Introduce Thin Client to Replace PC Desktop

Fleet

To simplify the desktop endpoints by reducing the client-side

software footprint. Manager FCS

Slava

Grigoriev

5 A Strong Vibrant

Community

Information

Technology

Capital



Setup HPRM MediaHub on Councils

Computers

The FYB Media Hub enables users to easily upload,manage,

share and download photographs, illustrations, video and audio

in HP Records Manager through an intuitive web based

interface.

The FYB Media Hub provides users with an intuitive and easy to

use web based interface allowing upload, access, use and

repurpose of photographs, illustrations, video and audio at any

time. Manager FCS

Slava

Grigoriev

5 A Strong Vibrant

Community

Information

Technology

Capital



Construct Kerb and Gutter - Adelaide Road

Evanston

Construct Kerb and Gutter on Adelaide Road adjacent to Gawler

Race Track and new shopping centre on Main North Road,

Ames Drive to Sheriff Street Western Side.

Parking issues have been identified Manager IES Tony Haynes


Management Kerb and Gutter

Capital



Purchase new Module for Health Manager

Software

Purchase new modules for Health Manager permitting in the

field data transfer for Environmental Health businesses

including invoice generation for food premises inspections. Cost

will include purchase of hardware for field operations.

Manager

EDDERSMC

Jack

Darzanos

5 A Strong Vibrant

Community

Regulatory

Services

Operating


Total Below The Line Budget Bids 2016/17 -$ -$ -$ -$ -$ 498,500$ 15,000$

NB: Please note that all of these 2016/17 Budget Bids have been deferred to 2017/18 and are therefore shown as "below the line". Attributable $ amounts are shown in the 2017/18 column.



ATTACHMENT 7

Item 3.2 – Strategic Rating Policy Review ATTACHMENT 1 Strategic Rating Policy



TOWN OF GAWLER POLICY

CR15/15341 1 of 9 The electronic version of this document is the controlled version. Printed copies are

considered uncontrolled. Before using a printed copy, verify that it is the current version.

Policy Number: 6.8

Policy Name: Strategic Rating

Classification: Public – Council Policy

Adopted: 5 May 2015

Frequency of Review: Annual

Last Review: May 2015

Next Review Due: May 2016

Responsible Officer(s): Manager Finance & Corporate Services

Policy and Code of Practice Manual File Ref:

CC10/2601

Council File Reference: CR14/15341

Legislation Authority: Local Government Act 1999

Related Policies and Codes: N/A

Related Procedures: N/A

1. Purpose

1.1 The purpose of this policy is to provide policy direction relating to the formulation and composition of annual Rates and Service Charges applied pursuant to Chapter 10 (Rates and Charges) of the Local Government Act 1999.

1.2 An explicit set of policies and procedures is a necessary tool for sound financial management providing the following benefits:

(a) Public accountability and transparency – Policies and procedurespublicly document the Council’s position on which it will base itsdecisions. They demonstrate the Council’s commitment to sound financialmanagement and establish transparency for audit purposes;

(b) Ensuring a considered approach – The formal adoption of carefullydocumented policies and procedures helps ensure that the Council’sposition on each issue has been properly considered, having regard toalternative approaches and the wider policy and statutory context;

(c) Consistency of decision making – By adopting clear Council policiesand procedures a consistent basis for decision-making over time isestablished. While the Council can make a decision contrary to itsadopted policy, it needs a deliberate decision to do so which helps toensure that proper consideration has been applied;



ATTACHMENT 1

STRATEGIC RATING POLICY 6.8



(d) Clear guidance for staff – Explicit policies and procedures set out the

required approach responsibilities and processes for staff to properly administer the financial business of the Council in accordance with its wishes and consistent with statutory requirements and sound financial management practices. This in turn protects staff from allegations of financial mismanagement as long as the policies and procedures are followed.

2. Definitions

2.1 All land within a Council area, except for land specifically exempt (e.g. crown land, Council occupied land and other land prescribed in Sec 147 of the Local Government Act 1999) is rateable.

2.2 General rates levied by the Council are a form of property-based taxation,

and not a fee for service, and are used by Council to fund the delivery of services to the community.

2.3 Service rates and charges are a fee for service, with the service rate/charge

being levied to recover the cost of providing the related activity from users of the service.

3. Policy

3.1 Property Valuations

3.1.1 The Council uses capital value as the basis for valuing land within the Council area. The Council considers that this method of valuing land provides the fairest method of distributing the rate burden across all ratepayers on the following basis:

(a) 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.

(b) Property value is a relatively good indicator of wealth and capital

value, which closely approximates the market value of a property, provides the best indicator of overall property value.

3.1.2 The Council will adopt the valuations made by the State Valuation

Office on an annual basis. 3.2 General Rates

3.2.1 General Rates

Council endorses differential general rates by land-use based on the capital valuation of rateable properties. In accordance with the Clause 10 (Differentiating factors) of the Local Government (General) Regulations 1999, the following land use codes are utilised for rating purposes: (a) Residential (b) Commercial – Shop


of 150 ATTACHMENTS UNDER SEPARATE COVER




(c) Commercial - Office (d) Commercial – Other (e) Industry – Light (f) Industry – Other (g) Primary Production (h) Vacant Land (i) Other 3.2.1.1 Council will determine a base general rate (for properties

contained within Residential, Primary Production and Other land use codes). Percentage loadings (on the base general rate) will then apply on all other land use categories. (a) A differential rate loading (above the base general

rate) will apply on all Vacant land properties as a disincentive towards land banking;

(b) A differential rate loading (above the base general

rate) will apply on all Commercial and Industrial properties in consideration of the following factors: i. Valuation methods involved within capital

compared to site value; ii. Overall service levels related to infrastructure

maintenance and Council services; iii. Tax deductibility; iv. Relative rates in neighbouring Councils; and v. Other relevant factors.

(c) In recognition of enhanced economies of scale and

capacity to pay for large high-valued businesses (such as major supermarket/retail chains and hotels), and to act as an economic stimulus in support of small low-valued businesses, the differential rate loadings for Commercial and Industrial properties will be applied on a progressive taxation basis (via the application of discretionary rate rebates for various property valuation range brackets).

3.2.1.2 Differential rate loadings applied will be reviewed annually

by the Council prior to adoption of annual General rates.

3.2.1.3 Additionally, Council may specifically determine to amend the distribution of general rate revenue due to the following factors:

(a) Where the Council may elect to increase the revenue

collected from a specific land use sector in recognition of the disproportionate impact such sector has on Council’s expenditure;

(b) Where the Council may elect to provide rate relief to a

certain land use sector in recognition of specific economic and financial hardship being experienced within the sector.






3.2.1.4 Should Council elect to redistribute general rate revenue due to either of the above two factors, Council will invite and consider public submissions (in accordance with its Public Consultation policy) prior to adoption.

3.2.1.5 Instances where either of the above occur will result in an

adjustment of the proportion of general rate revenue collected from other land use sectors.

3.2.2 Minimum Rate

3.2.2.1 Council applies a minimum rate to each rateable property to

represent each property’s minimum contribution towards the day-to-day operations of the Council.

3.2.2.2 The minimum rate set by Council will be reviewed on an

annual basis.

3.3 Separate Rates

3.3.1 The Council, pursuant to Section 154 of the Local Government Act 1999, may levy a separate rate.

3.3.2 Section 154(1) states that a Council may declare a separate rate on

rateable land within a part of the area of the Council for the purpose of planning, carrying out, making available, supporting, maintaining or improving an activity that is, or is intended to be, of particular benefit to the land, or the occupiers of the land, within that part of the area, or to visitors to that part of the area.

3.3.3 Should Council wish to consider the introduction of a separate rate it

will invite and consider public submissions (in accordance with its Public Consultation policy) prior to adoption.

3.3.4 Business Development Separate Rate (Town Centre / Non-Town

Centre)

This separate rate is levied against commercial and industrial properties for the purpose of developing and promoting business. The funds generated are to cover the costs of operations of the Gawler Business Development Group, which also acts as an advocate for the business community within Gawler. A higher proportion of the funds generated from the Separate Rate are sourced from properties within the Town Centre (refer Appendix 1), in recognition of additional services provided to such properties from the Gawler Business Development Group. The funding split between Town Centre / Non-Town Centre properties will be reviewed on an annual basis in consultation with the Gawler Business Development Group. Council has a signed agreement to collect the Separate rate on behalf of the Gawler Business Development Group for a seven year term which expires in June 2018.






3.4 Rate Rebates

3.4.1 Discretionary rate rebates provided will be reviewed by Council on an annual basis in February each year (for application from the following financial year) and mandatory rebates will be provided in accordance with the relevant provisions of the Local Government Act 1999.

3.4.2 Requests for additional discretionary rate rebates (i.e. over and above

those approved by Council in February each year) shall be referred to Council for consideration.

3.5 Rate Incentives – Discount

The Council will not provide a rate discount incentive for early payment in full.

3.6 Rate Capping

3.6.1 Pursuant to Section 153 (3) of the Local Government Act 1999,

Council will consider each year whether a maximum increase in the general rate to be charged on any rateable land that constitutes the principal place of residence of a ratepayer will apply.

3.6.2 If a residential rate cap percentage is adopted, the rate cap

percentage for self-funded retirees and ratepayers on fixed government benefits will be set at 50% of the normal rate cap percentage.

3.6.3 Due to the impact of disbanding the Car Park Separate Rate in

2012/13 and the redistribution of revenue subsequently foregone across all Commercial and Industrial properties, Council will consider a general rate capping percentage (based on the total of General Rates and Car Park Separate Rate paid in the previous financial year) for all Commercial and Industrial properties.

Rate capping provided to Commercial and Industrial properties

pursuant to this clause will cease from the 2016/2017 financial year. 3.7 Service Rates and Charges

3.7.1 Council will recover the cost of providing a kerbside refuse/recycling service via a bin-based service charge levied pursuant to Section 155 of the Act.

3.7.2 The kerbside refuse/recycling service is levied against all properties to

which the service is made available (excluding Primary Production properties with no, or minimal, built form and Vacant Land properties).

3.7.3 Should Council wish to consider the introduction of a new service

rate/charge it will invite and consider public submissions (in accordance with its Public Consultation policy) prior to adoption.






3.8 Adoption of Rates

3.8.1 The adoption of rates will not occur until Council has adopted its annual Business Plan / Budget for the financial year to which the rates relate, pursuant to Section 153 (5) of the Local Government Act 1999.

3.8.2 The adoption will ideally occur on or before the normal July Council meeting each year.

3.9 Rate Payment Methods

The following methods will be provided for the payment of rates:

(a) Payment over the counter at the Town Hall (Cash/Cheque/EFTPOS);(b) Payment by mail;(c) Payment at Australia Post outlets (either over the counter / phone /

internet);(d) Payment by B-Pay;(e) Payment via Council website;(f) Payment via Direct Debit;(g) Payment via B-Pay View (to be implemented during 2015/16 financial

year)

3.10 Withholding of Discretionary Rate Rebates for commercial properties in the Town Centre (refer shaded area within Appendix 1) in a state of neglect

3.10.1 The Council may, in its discretion, withhold the discretionary rate rebate otherwise provided by the Council to commercial properties in the Town Centre, pursuant to Section 158(1)(b) of the Local Government Act 1999, if it determines the property, or any part of the property, to be in a state of neglect that detracts significantly from the amenity of the locality.

3.10.2 In making any such determination the Council will have regard to the following considerations: (a) The features which establish the amenity of the locality in

which the property is situated;(b) The aspects of the amenity of the locality which the Council

seeks to preserve or encourage; and(c) The reasons why the particular property significantly detracts

from the amenity of the locality, and(d) Any other matters the Council considers relevant, including

comment from affected property owners, if provided.

3.10.3 The value of discretionary rate rebates withheld in accordance with Clause 3.10.1 will be retained in a Property Improvement Reserve Fund. The money in the Fund will be made available to property owners or businesses (including those contributing rebates) in the Town Centre for improving the appearance of their premises. Council will establish an application and merit assessment process.






4. Funding Requirements Related to Gawler East Link Road and Other Infrastructure Related to Gawler East Development

Council will further investigate funding options related to the proposed Gawler East Link Road and other infrastructure related to Gawler East development

5. References and Relevant Legislation

(a) Chapter 10 (Rates and Charges) of Local Government Act 1999 (b) Clause 10 (Differentiating factors) of Local Government (General) Regulations

1999 (c) Local Government Association of SA ‘Financial Policies’ Information Paper –

August 2008 6. Review and Evaluation

The effectiveness of this Policy will be reviewed on an annual basis. The Chief Executive Officer will report to Council on the outcome of the evaluation and if relevant make recommendations for amendments, alteration or substitution of a new Policy.

The Policy will not be altered or substituted so as to affect a process already

commenced. The Policy will be reviewed after each general election of Council. 7. Further Information Further information about this Policy can be obtained by:- Telephone: 8522 9211 Fax: 8522 9212 Email: [email protected] Appointment: Town Hall, 89 – 91 Murray Street, Gawler Letter: PO Box 130, Gawler SA 5118 8. Availability of Policy

The Policy is available for inspection during ordinary business hours at the Council principal office, Gawler Town Hall or Library Council Offices, 89 – 91 Murray Street, Gawler or is available on the Council website at www.gawler.sa.gov.au.

A copy of this Policy will be provided to interested parties upon request, for a fee as contained in the Register of Fees and Charges.



mailto:[email protected]

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




Appendix 1 – shaded area represents Town Centre area referenced in Clauses 3.3.4 and 3.10



town of gawler special council meeting agenda · 4/27/2016 · completion of the gawler connect...

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