BUDGET Adopted by Council 27 June

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1 BUDGET Adopted by Council 27 June

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3 Contents Executive summary... 1 Budget processes Linkage to Council Plan Budget influences Services, initiatives and service performance indicators Analysis of operating budget Analysis of capital budget Analysis of budgeted cash position Analysis of budgeted financial position Impact of current year ( ) on the Budget Long term strategies Strategic resource plan and financial performance indicators Rating Strategy Debt Strategy Infrastructure Strategy Appendices Appendix A Financial statements Appendix B Statutory disclosures Appendix C Capital works program Appendix D Fees and charges schedule Appendix E Performance indicators Appendix F Glossary of terms

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5 Executive summary CITY OF GREATER DANDENONG BUDGET It is with pleasure that the Greater Dandenong City Council Budget, be submitted for the consideration of Councillors and the community. The Council Budget forms an integral part of Council s overall strategic planning framework and endeavours to resource the directions that have been established in the Council Plan This budget has been prepared, aligns to and will deliver on, the final year of the Council Plan The focus of the Budget continues with meeting the service needs of our community, investing in infrastructure and meeting asset renewal requirements. Council has been responsive to the introduction of the State Government s rate capping system in and has purposefully set out to manage expenditure growth, while still preserving our investment in community assets and our capital program and services and continuing to remain in a sound financial position. In the medium to longer term Council will experience a shortfall in revenue from the capping of rates. Rate capping will have a detrimental effect on Council s ability to provide community services and facilities into the future leaving the current level of operational services vulnerable to change. The challenge will require Council to fundamentally review the sustainability of its operations as the outcomes will have implications in future years. In order to meet current forecast levels of resources available for capital spending, Council currently has a cumulative shortfall in revenue of million over the next five years. This shortfall will need to be met by either reducing net operational costs (which will have service implications) or by reducing funding to capital projects. Meeting the financial challenge of rate capping The Victorian State Government passed legislation in December 2015 to implement the rate capping regime which restricts councils from increasing rate income by more than the average rate cap set by the Minister for Local Government. The proposed Annual Budget is inclusive of the 2.50 per cent rate cap which the State Government has tied to the forecast movement of the Melbourne Consumer Price Index (CPI). The City of Greater Dandenong has not elected to apply for a variation to the rate cap in relation to the year. Annualised Budget rates levied Budget Type or class of land Change General 47,251,136 48,463,308 49,487, % Commercial 11,688,214 12,139,320 12,430, % Industrial 41,994,574 43,152,130 44,233, % Vacant residential 1,227,887 1,114,174 1,403, % Farm 471, , , % Total amount to be raised by general rates 102,633, ,272, ,902, % What impact does the rate cap have? Council has managed the rates capping challenge in the financial year through a disciplined budget preparation process with the identification of savings and budget reductions, combined with healthy supplementary rate growth, which together have reduced operational net costs by 3.0 million. Current projections indicate that Council will need to achieve further operational/capital savings of million (estimate) over the life of Council s Long Term Financial Strategy (LTFS). These savings have yet to be realised. Budget Page 1

6 Council s previous editions of the Long Term Financial Strategy (LTFS) were based on a premise that Council rates would increase by 5.50 per cent per annum which was split on the basis that approximately 4.50 per cent was required to fund the ongoing increases in Council operational costs (year on year) with the balance being directed to an increased ability to fund capital expenditure. The growth in capital was viewed as essential for Council to continue to meet its annual asset renewal targets as well as providing a funding base that would allow Council to deliver major new infrastructure to the greater Dandenong community. CITY OF GREATER DANDENONG BUDGET To achieve this outcome in a rate capped environment, there remains a significant funding challenge. The graph below presents the cash impact in dollar terms of the required savings (16.28 million) to be achieved in order to meet this target (after forecast savings in have been factored in). An ongoing cap on rates is not the only challenge we face. Key drivers include: '000s 7,000 6,000 5,000 4,000 3,000 2,000 1,000 To fund increasing expectations of higher and enhanced service provision from residents To fund renewal of infrastructure and community assets Population growth of the Greater Dandenong residents Dealing with continued cost shifting from the State Government Incorporating a reduction in funding from the Commonwealth Government via the Victoria Grants Commission caused by their freezing of indexation of the grant (6 per cent of Council revenue comes from this source). Property Revaluations - Reduction in services/spending to be realised - 1,992 It should be noted that the introduction of the rate capping scheme also coincides with a revaluation year. It is important for residents to understand that these two matters are quite independent of each other and that rate capping is applied to the average municipal rates and not to each individual property. Depending on property values, rates and charges for an individual property may vary by more or less than the CPI. This means that some ratepayers will experience changes to their rates that vary form the standard increase of 2.50 per cent. This means only (in the very rare instance) where a property value moves by the same amount as the total valuations movement will the property received a 2.50 per cent increase. In practice, the total Council rates collected will increase by 2.50 per cent while individual movements will vary greatly. 3,900 6,453 3, Budget Page 2

7 The following table highlights that overall Council properties have increased by 19.3 per cent over the past two years with residential and vacant residential increasing substantially higher than this average outcome. CITY OF GREATER DANDENONG BUDGET By way of example the table below highlights the rating impact on the various rating types should Council retain the current rate differential structure (outcomes are based on an annual increase in rates of 2.50 per cent). As shown in the table the rating experiences between rating groups is reasonably dynamic with residential properties on average increasing by 10.2 per cent and vacant residential increasing by 16.5 per cent. Council has indicated its concern that its residential sector does not have the capacity to pay a rate increase of 10.2 per cent and has sought rating models that evenly apply the proposed rate increase to each of the major rating sectors (General, Commercial and Industrial). On this basis, it is recommended that the following differential rates be applied. Revaluation Rating category CIV new CIV % increase in valuation General rate 21,047,240,000 26,217,098, % Commercial rate 2,961,805,000 3,292,691, % Industrial rate 7,292,076,330 7,811,199, % Vacant residential rate 403,231, ,044, % Farm rate 219,096, ,665, % Total 31,923,449,130 38,081,697, % Proposed % increase Rating category to rates General rate 53,402, % Commercial rate 11,938, % Industrial rate 40,891, % Vacant residential rate 1,298, % Farm rate 374, % Total 107,904, % Existing Proposed rating rating % increase Rating category differential differential to General rate 100% 100% 2.1% Commercial rate 157% 200% 2.4% Industrial rate 200% 300% 2.5% Vacant residential rate 120% 140% 26.0% Farm rate 80% 80% -14.1% Total 2.5% With these proposed changes to the differential rates to be applied, all of the major rating categories will pay close to the average rate increase of 2.50 per cent. On this basis, it is recommended that the existing differential rating structures be amended to take account of the impacts of the 2016 Council revaluation. Budget Page 3

8 CITY OF GREATER DANDENONG BUDGET In addition to the increase in rates, the Budget proposes a increase in the annual waste charge (inclusive of the State Government landfill levy) which is linked directly to the cost of providing the waste services, priced on a cost recovery basis. The increase in waste charges is largely driven by increases in gate s, the EPA landfill levy and Council s recycling service due to economic conditions. A further contributor to the increase is the new dumped rubbish initiative allocated in this budget (348,000) which is to be recovered through the waste charge. The initiative includes a 12 month trial of a dumped rubbish hot spot collection program, rural roadside surveillance cameras and two household (hard waste) drop-off collection days within the municipality. Residents have the option of selecting a service that provides greater environmental benefit at a lower cost. The increase in general rates for the median residential valued property is 2.11%. The total annual impact is or 0.66 cents per week. Residential rate in the dollar Forecast Budget % Variance Variance Median residential valuation in Greater Dandenong 393, ,000 Residential rate in the dollar General rates % Waste charge * % Total rates median residential property 1, , % Includes State Government landfill levy of in (37.00 in ). Waste charge is based on Option A. Investing in infrastructure and meeting the asset renewal challenge The past several years have seen facilities in the City of Greater Dandenong improve markedly and contribute towards making the City of Greater Dandenong a better place for its residents to live, work and enjoy. Council retains a strong focus on the future needs for this municipality. The Budget continues with significant investment in the infrastructure of our City, despite the constraints imposed by rate capping. The challenge to fund the appropriate replacement of existing assets (roads, drains, buildings, etc) is one that City of Greater Dandenong shares with many other municipalities. In our particular case, the challenge is beginning to become urgent as much of our key infrastructure was built in the 1960 s and 70 s and is beginning to reach the end of their useful lives. The Council Budget continues to address the asset renewal challenge. A total of million has been allocated in the Budget to renewing our assets. In order to achieve Council s objectives of meeting the asset renewal challenge whilst at the same point delivering key new infrastructure, it is essential that Council strongly scrutinise its operational budgets annually and look to achieve efficiencies. Improvement has been achieved in this regard in with Council turning a high percentage of its capped rate revenue into capital works for the community. The Council Budget, provides for a total capital works program of million with Council funding from rate revenue providing million of this amount. Budget Strategic Resource Plan Projections '000 '000 '000 '000 '000 Capital grants and contributions 6,084 2, Transfer from reserves 9, Loan proceeds ,000 10,000 - Funded from operational surplus 31,885 36,448 40,100 44,850 44,851 Total capital works funding 47,803 38,890 51,017 55,524 45,525 Note: future years may be subject to heavy future reductions due to the future impacts of rate capping under the Fair Go Rates System. The investment in is retained at the same levels as Budget Page 4

9 The table highlights the growth from million of operational funds devoted to capital purposes in to million estimated in Loan proceeds total 20 million over the to years and will part fund significant works associated with the Springvale Civic Precinct project. Key capital projects included in the Budget CITY OF GREATER DANDENONG BUDGET The Council Budget provides funding for a range of key capital projects that are worthy of particular highlight and include: 8.65 million 6.56 million 5.80 million Springvale Community Precinct project (funded from proposed asset sales and the major projects reserve). Tatterson Park Pavilion construction stage 2 (part funded by Commonwealth and State Government funding of 3.26 million) including access road and car park works. Building renewal program (large and moderate projects) million Road re-surfacing/rehabilitation program (part funded by Commonwealth Government Roads to Recovery funding of 2.22 million) million 1.57 million 1.44 million 1.44 million 1.16 million Footpath and kerb and channel renewal programs. Robert Booth Reserve Pavilion upgrade stage 2 (part funded by State Government Community Sports Infrastructure funding of 100,000) including car park and gate works. Upgrade, expansion and/or renewal of drainage/stormwater pipes and pits network. Alex Nelson Reserve Pavilion redevelopment construction (part funded by State Government Community Sports Infrastructure funding of 100,000). Library resources. 865,000 Dandenong Market various projects including Produce Hall roof renewal (stage 2), design of Terrace Alfresco dining area (stage 2), expansion of coolroom capacity (construction) and provision of services (stage 1). 750, , ,000 Dandenong Park Master Plan implementation. Yarraman Kindergarten renovation and refurbishment (part funded by State Government funding of 350,000). Playground renewal and upgrade program (playground strategy) In summary the Budget is one that strikes a good balance between ensuring Council continues to provide operational services and support to the community and a strong capital spending program to provide much needed local infrastructure, whilst at the same time complying with the 2.50 per cent CPI cap on rate income. I commend the Budget to Council and the community. John Bennie PSM Chief Executive Officer Budget Page 5

10 Budget processes Council Plan outcomes CITY OF GREATER DANDENONG BUDGET The Council Plan sets out the key activities that the Council will undertake during the year to implement the strategic four-year directions established in the Plan, which in turn progresses Council towards contributing to outcomes as detailed in Imagine The Annual Budget converts these actions into financial terms to ensure that there are sufficient resources for their achievement. Basis of budget preparation This section lists the budget processes to be undertaken in order to adopt the Budget in accordance with the Local Government Act 1989 (the Act) and Local Government (Planning and Reporting) Regulations 2014 (the Regulations). Under the Act, Council is required to prepare and adopt an annual budget for each financial year. The budget is required to include certain information about the rates and charges that Council intends to levy as well as a range of other information required by the Regulations which support the Act. The Budget, which is included in this report, is for the year 1 July 2016 to 30 June 2017 and is prepared in accordance with the Act and Regulations. The budget includes financial statements being a Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity, Statement of Cash Flows and Statement of Capital Works. These statements have been prepared for the year ending 30 June 2017 in accordance with the Act and Regulations, and are consistent with the annual financial statements which are prepared in accordance with Australian Accounting Standards. The budget also includes information about the rates and charges to be levied, the capital works program to be undertaken, the human resources required, and other financial information Council requires in order to make an informed decision about the adoption of the budget. In advance of preparing the budget, officers firstly review and update Council's long term financial projections. Financial projections for at least four years are ultimately included in Council's Strategic Resource Plan, which is the key medium-term financial plan produced by Council on a rolling basis. The preparation of the budget, within this broader context, begins with officers preparing the operating and capital components of the annual budget during January and February. A draft budget is then prepared and various iterations are considered by Council at informal briefings during March and April. A proposed budget is prepared in accordance with the Act and submitted to Council in May for approval in principle. Council is then required to give public notice that it intends to adopt the budget. It must give 28 days notice of its intention to adopt the proposed budget and make the budget available for inspection at its offices and on its web site. A person has a right to make a submission on any proposal contained in the budget and any submission must be considered before adoption of the budget by Council. The final step is for Council to adopt the budget after receiving and considering any submissions from interested parties. The budget is required to be adopted by 30 June and a copy submitted to the Minister within 28 days after adoption. The budget includes consideration of a number of long-term strategies to assist Council in considering the budget in a proper financial management context. Key dates for the budget process are summarised on the following page. Budget Page 6

11 Key dates for the Annual Budget process: Budget process Timing Budget submitted to Council for approval in principle 9 May CITY OF GREATER DANDENONG BUDGET Public notice advising of intention to adopt Budget Budget available for public inspection and comment Public submission process undertaken Submissions period closes (28 days) Submissions considered by Council/Committee Budget and submissions presented to Council for adoption Copy of adopted Budget submitted to the Minister 11 May 11 May 8 June May/June 8 June 16 June 27 June July Budget Page 7

12 1. Linkage to Council Plan This section describes how the Annual Budget links to the achievement of the Council Plan within an overall planning framework. This framework guides the Council in identifying community needs and aspirations over the long term (Imagine 2030), medium term (Council Plan) and short term (Annual Budget) and then holding itself accountable (Audited Statements). CITY OF GREATER DANDENONG BUDGET 1.1 Planning and accountability framework In reading the Annual Budget it is important to note that the document forms part of an overall planning framework that exists at City of Greater Dandenong. Council prepared its first Community Plan in February 2009, which describes the vision held by the community for the future of this City (Imagine 2030). It is a long term plan which incorporates a range of aspirations, some of which are in the domain of Council to address whilst others require Council to lobby on behalf of their constituents. In terms of a shorter time frame, the Council Plan expresses Council s four year strategic objectives and these are aligned to the Strategic Resource Plan in terms of financial resources. The Strategic Resource Plan, included in the Council Plan, is a rolling five year plan that outlines the financial and non-financial resources that Council requires to achieve the strategic objectives described in the Council Plan. The Annual Budget is then framed within the Strategic Resource Plan, taking into account the services and initiatives included in the Annual Budget which contribute to achieving the strategic objectives specified in the Council Plan. The diagram below depicts the planning and accountability framework that applies to local government in Victoria. Source: Department of Environment, Land, Water and Planning (formerly Department of Transport, Planning and Local Infrastructure) In addition to the above, Council has a long term plan (Imagine 2030) which articulates the community s vision, mission and values. The Council Plan is prepared with reference to Council's long term community plan. The timing of each component of the planning framework is critical to the successful achievement of the planned outcomes. The Council Plan, including the Strategic Resource Plan, is required to be completed by 30 June following a general election and is reviewed each year in advance of the commencement of the Annual Budget process Budget Page 8

13 1.2 Our purpose Our vision Greater Dandenong is a safe, vibrant city of opportunity for all to visit, work, live and play. Our strategic objectives CITY OF GREATER DANDENONG BUDGET Theme People Place Opportunity Strategic objectives A healthy, active and safe community. A city that celebrates its diversity with pride. An environmentally sustainable city. A city planned for the future. A thriving and resilient economy. A proactive council that listens and leads. Budget Page 9

14 2. Budget influences 2.1 Greater Dandenong snapshot People CITY OF GREATER DANDENONG BUDGET Greater Dandenong has a population of approximately 156,000 (2016 estimate). This is forecast to increase to an estimated total of 179,000 by 2026, largely as a result of residential developments in the area generally referred to as Keysborough South, central Dandenong and dispersed construction across the city. There were 2,400 births to Greater Dandenong residents in , with 80 per cent of these being to residents born overseas, from countries such as India, Cambodia, Sri Lanka, Afghanistan and China. The Greater Dandenong population total includes an estimated 28,000 children and adolescents aged 0-14 years, 19,000 young people aged years, 83,000 people aged years and 23,000 over 64 years of age. Nearly two-thirds of the residents of Greater Dandenong were born overseas, making this the most culturally diverse municipality in Victoria, with residents from over 150 different birthplaces. Reflecting its cultural diversity Greater Dandenong also has a wide diversity of spoken languages, with two-thirds of residents speaking languages other than English in their homes. Among the languages widely spoken in this community are Vietnamese, Khmer, Chinese, Greek, Punjabi and Sinhalese. Place Greater Dandenong encompasses an area of 129 square kilometres in Melbourne s south-east, approximately 35 kilometres from the central business district. It is bounded by Police Road in the north, Dandenong Creek and South Gippsland Freeway to the east, Thompson Road in the south, and by Westall and Springvale Roads to the west. The suburbs of Greater Dandenong are: Dandenong, Dandenong South, Bangholme, Springvale, Springvale South, Noble Park, Noble Park North, and Keysborough. Housing In 2011, two-thirds of residents own or are purchasing their homes. The remaining third of residents rent their accommodation, similar to the metropolitan level. Rises in the cost of housing over recent years have exceeded the rates in income growth, placing additional pressure on the local rental markets. Though housing costs in Greater Dandenong are lower than the metropolitan average, the cost of purchasing a home in this city has trebled in the past two decades, placing financial strain on many families. Budget Page 10

15 Parks and reserves Greater Dandenong maintains over 25 sports reserves, 58 kilometres of bike and shared paths, 1063 kilometres of footpaths, 101 playgrounds, 197 parks totalling 523 hectares and 17 bushland areas covering approximately 42 hectares. Opportunity CITY OF GREATER DANDENONG BUDGET Employment within Greater Dandenong Greater Dandenong provides 22,800 jobs in manufacturing for the region. This represents a 30% share of all jobs in the city, which is renowned as the manufacturing hub of Victoria. The following sectors also provide a significant proportion of jobs: wholesale trade at 8000, health care at 6800 and retail trade at Education The 2011 Census figures indicated a positive trend for improved educational outcomes for young people in Greater Dandenong, with a three per cent decline in the number of young adults who left school early. While the level of participation by young people in university is slightly lower than the metropolitan average, attendance at TAFE is substantially higher than the Victorian level. The 2011 Census revealed that of residents aged years, 21.8 per cent hold a degree qualification, with 40.4 per cent having no post-school qualifications at all. Employment and income rates of Greater Dandenong residents In 2011, 54,000 residents were in paid work, a third of them employed within the city, while the others journeyed outside the city to work. Manufacturing is the largest industry accounting for 23 per cent of employment among residents, followed by retail trade at 11 per cent, and health care and social services at 10 per cent. In 2011, the median weekly income in Greater Dandenong was the lowest across the state and two thirds of the metropolitan average. Comprehensive demographic information about the City of Greater Dandenong is available on Council s website Budget Page 11

16 2.2 External influences CITY OF GREATER DANDENONG BUDGET In preparing the Budget, a number of external influences have been taken into consideration. These include: The Victorian State Government has introduced a cap on rate increases from The cap for has been set at 2.50 per cent. State-wide CPI is forecast to be 2.50 per cent for the year. A continuation of cost shifting where Federal and State government grants do not increase by the same percentage as Council s cost of providing these services. From 1 July 2014 the Federal Government froze indexation of its grants to councils for three years (ceasing at the end of the financial year). These grants vary from council to council, for the City of Greater Dandenong the funding represents approximately 6 per cent of its total revenue. WorkCover premium costs are expected to reduce by per cent or 384,000 in when compared to the Original Budget (final premium not yet known). Increase in maintenance costs of parks and gardens due to continued trend of receiving gifted open space assets from developers. Increase in the cost of waste services based on contracted schedule of rates and an assumed increase in service demand and the State Government landfill levy. The levy payable to the State Government upon disposal of waste into landfill has increased from 9 per tonne in to per tonne in adding to Council costs. Council is expected to receive increased funding of 2.22 million in from the Federal Government Roads to Recovery funding program to meet local construction and repair needs across the municipality. Capital funding of 3.26 million is expected from Commonwealth and State Governments for the construction of a regional multi-purpose sport and community hub at Tatterson Park, Keysborough South. The Fire Services Property Levy will continue to be collected by Council on behalf of the State Government in accordance with the Fire Services Property Levy Act Funding to support the administration of the FSPL beyond remains uncertain. 2.3 Internal influences In addition to the external factors noted, there are a number of internal factors which also impact on the setting of the Council Budget. These include the following: Council is committed to maintaining services to current standards (as a minimum) in the areas of parks, roads and drainage maintenance. This will require Council to make a higher investment in the ongoing renewal of these assets through its Capital Works Program. Employee costs are largely driven by Council s Enterprise Bargaining Agreement (EBA). The Enterprise Agreement 2015 expires on 30 June An increase of 2.70 per cent has been applied in determining the employee cost budget. Significant reductions have been achieved in employee costs with the conclusion of the previous Enterprise Agreement that was based on increases per annum of 3.50 per cent, with an additional 0.5 per cent required to funding banding increments. The new Enterprise Agreement applies 2.70 per cent in and 2.65 per cent in For years beyond this amount it has been assumed that total employee cost increases will match the rate cap (2.0 per cent per annum increases combined with 0.5 per cent for salary relativities). Budget Page 12

17 CITY OF GREATER DANDENONG BUDGET Waste costs will increase on average by 4.93 per cent for residents in inclusive of the a new dumped rubbish imitative (348,000) which is to be recovered through the waste charge. The initiative includes a 12 month trial of a dumped rubbish hot spot collection program, rural roadside surveillance cameras and two household (hard waste) drop-off collection days within the municipality. Council s previous editions of the LTFS were based on a premise that Council rates would increase by 5.50 per cent per annum which was split on the basis that approximately 4.50 per cent was required to fund the ongoing increases in Council operational costs (year on year) with the balance being directed to an increased ability to fund capital expenditure. With rates and charges income revised to the rate cap increase of 2.50 per cent, Council has had to increase income or reduce expenditure by around 3 million in Budget Page 13

18 2.4 Budget principles CITY OF GREATER DANDENONG BUDGET The Budget aims to meet the objectives of Council s Long Term Financial Strategy which are: The maintenance of an ongoing underlying operational surplus. An increase in capital works investment funded from Council s operations. Increased funding for asset renewal. The achievement of a financial structure where annual asset renewal needs are met from the base operating outcome of Council and non-renewable sources of funds such as reserves and asset sales are used to fund new or significantly upgraded facilities. The retention of service provision at present levels in preparing the Council Budget, all operational budgets are reviewed by the Executive Management Team and Council and are subjected to scrutiny and justification. Focus on using fewer resources with an emphasis on invocation and efficiency. New revenue sources to be identified where possible. In terms of the direct parameters upon which the Budget is based, the below table highlights the broad escalation percentages in respect of key areas. Budget Description Parameter Rate revenue 2.50% Fees and charges - Council * 3.20% Grants and subsidies - recurrent 1.10% Grants - Victoria Grants Commission 0.00% Employee costs ** 2.70% Utilities (excluding gas and fuel) 5.00% Gas 15.00% Fuel 2.75% * Council s and charges are fully documented in Appendix D. ** Enterprise Bargaining Agreement (EBA) 2015 expires 30 June A 2.70 per cent salary increment applies in the financial year plus 0.50 per cent for salary relativities. 2.5 Major Budget outcomes The major outcomes of the Council Budget are: Council rates are capped to CPI 2.50 per cent as per the Fair Go Rates System. The default residential waste charge (including State Government landfill levy) will increase by from to Council s total capital expenditure in is estimated to be million with million being funded from Council rate revenue. Council will repay 3.12 million in loan redemption during Council will maintain funding for road asset renewal with funds of 6.25 million budgeted for in Council continues to record an underlying operational surplus in terms of the accounting result. Budget Page 14

19 3. Services, initiatives and service performance indicators CITY OF GREATER DANDENONG BUDGET This section provides a description of the services and initiatives to be funded in the Budget for the year and how these will contribute to achieving the strategic objectives outlined in the Council Plan. It also describes a number of major initiatives, initiatives and service performance outcome indicators for key areas of Council s operations. Council is required by legislation to identify major initiatives, initiatives and service performance outcome indicators in the Budget and report against them in their Annual Report to support transparency and accountability. The relationship between these accountability requirements in the Council Plan, the Budget and the Annual Report is shown below. Source: Department of Environment, Land, Water and Planning (formerly Department of Transport, Planning and Local Infrastructure). Budget Page 15

20 Theme : People Strategic Objective 1: A healthy active and safe community CITY OF GREATER DANDENONG BUDGET Council acknowledges that creating a healthy and safe community is at the core of everything we do. We make a commitment to the social model of health as a framework to inform our policy making, our service planning and delivery. These principles are also reflected in our Community Wellbeing Plan. Strategic Objective 2: A city that celebrates its diversity with pride The cultural diversity of Greater Dandenong is the defining point of difference for this city. There are many aspects of diversity in addition to multiculturalism. Diversity of culture, ability, age, gender, faith and sexuality are all acknowledged and considered in the development and delivery of our services. Services (operating budget) Service category Community Services Executive Community Arts, Cultural and Library Community Development, Facilities, and Recreation Community Wellbeing Description This function provides the oversight and leadership of the provision of Community Services to the municipality. The Arts, Cultural and Library business unit supports the management of cultural venues, the Drum Theatre, festivals and events, public art, cultural development and cultural planning. Library services provide access to a wide range of information for all ages and cultures in a range of formats and locations and are committed to lifelong learning and self improvement opportunities. Branches include Springvale, Dandenong and online. The Community Development, Facilities and Recreation department supports strategic planning and service delivery across a range of areas including leisure planning, sport and recreation development, health and wellbeing planning and development and community engagement. Key service areas include aquatic and leisure centre management, community property management, community facility management, community grant funding for initiatives across a wide range of groups and community development projects to ensure that key issues such as community safety and engagement of diverse cultural groups are part of Council s overall service delivery and planning. This department focuses on developing and supporting a range of initiatives and services to enhance the health and wellbeing of families. This includes Family Day Care, Family Support Services, Kindergarten and Child Care Committee support, Preschool Field Officer Program, Best Start and Early Years Projects, Immunisation, Maternal and Child Health, Parenting programs and Youth Services. Net cost ,506 5,756 4,865 Budget Page 16

21 Service category Description Net cost 000 CITY OF GREATER DANDENONG BUDGET Community Care Regulatory Services Community Care provides services and programs to assist older people and people with a disability to remain living in the community. These include home based and centre based services, the provision of specialised community transport, and support for clubs and groups within the city. Regulatory Services provides compliance, education and enforcement functions related to environmental health, animal management, fire prevention, local laws, parking management, planning compliance, public safety and security, litter prevention and school crossing supervisors. 2,065 (2,840) Total PEOPLE 17,807 Strategic Objective 1: A healthy active and safe community Initiatives 1) Review the future direction of the Literacy Framework. 2) Develop a new Library Strategy to commence in ) Continue to implement the Community Safety Plan ) Finalise a Positive Ageing Plan. 5) Continue to implement the Community Wellbeing Plan, engaging with key agencies to enhance outcomes for residents. Major Initiatives 6) Implement key actions in ACTIVATE the Recreation Strategy to increase active participation - inclusive of: Walking Strategy, Cycling Strategy, and a second trend analysis regarding participation in recreation. 7) Finalise design for the new Springvale Library. Strategic Objective 2: A city that celebrates its diversity with pride Initiatives 8) Enhance ways to use the square for events and activities. 9) Events including New Years Eve and Short Film Festival. 10) Development of a Disability Action Plan. 11) Development of a Reconciliation Action Plan. 12) Develop and deliver diversity, access and equity training for Council staff. Major Initiatives 13) Implementation of the Arts and Cultural Heritage Strategy. 14) Continue to expand the role of festivals and events in Greater Dandenong and develop a forward Festival and Events Action Plan. 15) Implement the Drum Theatre strategic plan and direction seeking to engage more groups and individuals in the Drum across a wide range of functions, shows, activities and meetings. Budget Page 17

22 Service Performance Outcome Indicators Service Indicator Performance measure Computation CITY OF GREATER DANDENONG BUDGET Home and Community Care (HACC) Maternal and Child Health (MCH) Participation Participation Participation in HACC service (Percentage of the municipal target population that receive a HACC service) Participation in HACC service by Culturally and Linguistically Diverse (CALD) people (Percentage of the municipal target population in relation to CALD people that receive a HACC service) Participation in the MCH service (Percentage of children enrolled who participate in the MCH service) Participation in the MCH service by Aboriginal children (Percentage of Aboriginal children enrolled who participate in the MCH service) Libraries Participation Active library members (Percentage of the municipal population that are active library members) Aquatic Facilities Animal Management Food Safety Utilisation Health and Safety Health and Safety Utilisation of aquatic facilities (The number of visits to pool facilities per head of municipal population) Animal management prosecutions (Number of successful animal management prosecutions) Critical and major non-compliance notifications (Percentage of critical and major noncompliance notifications that are followed up by Council) [Number of people that received a HACC service / Municipal target population for HACC services] x100 [Number of CALD people who receive a HACC service / Municipal target population in relation to CALD people for HACC services] x100 [Number of children who attend the MCH service at least once (in the year) / Number of children enrolled in the MCH service] x 100 [Number of Aboriginal children who attend the MCH service at least once (in the year) / Number of Aboriginal children enrolled in the MCH service] x 100 [Number of active library members / municipal population] x100 Number of visits to aquatic facilities / Municipal population Number of successful animal management prosecutions [Number of critical non-compliance notifications and major non-compliance notifications about a food premises followed up / Number of critical non-compliance notifications and major non-compliance notifications about food premises] x 100 Budget Page 18

23 Theme : Place Strategic Objective 3: An environmentally sustainable city CITY OF GREATER DANDENONG BUDGET Council is committed to a proactive and collaborative approach to climate change. We have prepared a new Sustainability Strategy that provides guidance on many key priorities, such as reducing waste, increasing transport options, improving our built environment and protecting our natural environment. Strategic Objective 4: A city planned for the future The appearance and amenity of the city defines its space. Council strives for best practice urban design and planning to create a city for the future that has high quality amenity for current and future residents, and appropriate levels of development. Planning and development within the city is regulated through the Greater Dandenong Planning Scheme which sets out the vision for the city through zoning, style and type of development, and regulatory functions. Services (operating budget) Service category Engineering Services Executive Infrastructure Services * Roads Parks Building Maintenance Infrastructure Planning Description This directorate is focused on the built and natural environment and provides the oversight of the engineering and infrastructure functions of Council. Infrastructure Services is responsible for: Maintenance of the city s road, drainage, and footpath network. Maintenance of the city s parks, recreational and sporting facilities. Fleet and waste collection services. Providing engineering input to planning and development and civil work applications. Road maintenance is a key function of Council, funding the ongoing upkeep of 669 kilometres of local roads. The Parks Service unit maintains the City of Greater Dandenong s parks and public open spaces in order to: Improve the health and wellbeing of the community. Provide accessible, usable open spaces for residents. Improve the value of assets within the municipality. Building Maintenance services cover everyday building issues and helps maintain other Council properties and structures, including: bus shelters, Council building and land fencing, and Council building lighting. The Infrastructure Planning Department is responsible for the long term planning of Council s transport and infrastructure network. The department also actively advocates other government bodies and organisations for the needs of the Greater Dandenong community aiming to ensure that plans for infrastructure assets and transport/drainage services under their control are integrated with Council s future plans for the City. Net cost ,029 5,131 11,430 7,023 3,375 Budget Page 19

24 Service category Description Net cost 000 CITY OF GREATER DANDENONG BUDGET City Planning Design and Amenity Executive Building Services Planning and Design City Projects and Asset Improvement This function provides the oversight of the planning, development, building and regulatory services activities. Building Services maintain standards of amenity, habitation and safety in buildings. The unit provides services including building inspections, enforcement of safety standards, advice and consultation on building regulations issues and issuing of building permits. Building Services also provides activity reports to the Building Commission and variations to regulatory citing requirements. This unit provides statutory, strategic, design, and sustainability planning services to the city as well as monitoring and enforcement of planning legislation and permissions. The project delivery team performs a project management function with the primary purpose of delivering Council s Capital Works program associated with its roads, drains, facilities and open spaces ,461 1,222 Total PLACE 54,043 * Please note this excludes million in waste income (included in rates and charges income total) Strategic Objective 3: An environmentally sustainable city Initiatives 16) (50,000) Planning for an environmentally sustainable city through the adoption of the Green Wedge Management Action Plan and implementation of Planning Scheme Amendments. 17) (50,000) Increasing community awareness and promotion of environmental sustainability through the Annual Sustainability Awards, Sustainability Festival and performance reporting against targets set in the Annual Sustainability Report. 18) Ongoing advocacy for the closure of Taylors Road landfill in Lyndhurst. 19) (20,000) Extended non-chemical weed management trial in selected high use playgrounds for 12 months. Major Initiatives 20) Commence implementation of the Sustainability Strategy. 21) Review the Integrated Transport Strategy. 22) (348,000) Dumped rubbish initiatives including a 12 month trial of a dumped rubbish hot spot collection program, rural roadside surveillance cameras and two household (hard waste) drop off collection days within the municipality. Budget Page 20

25 Service Performance Outcome Indicators Service Indicator Performance Measure Computation CITY OF GREATER DANDENONG BUDGET Waste collection Waste diversion Kerbside collection waste diverted from landfill (Percentage of garbage, recyclables and green organics collected from kerbside bins that is diverted from landfill) Strategic Objective 4: A city planned for the future Initiatives [Weight of recyclables and green organics collected from kerbside bins / Weight of garbage, recyclables and green organics collected from kerbside bins] x100 23) (20,000) Review of industrial and commercial land supply. 24) Develop a Sustainable Stormwater Strategy. 25) Ongoing advocacy for transport improvements throughout the city with a specific focus on the removal of railway crossings in Noble Park and Dandenong South. Major Initiatives 26) Development and adoption of a Planning Scheme Amendment for the Housing Strategy. Service Performance Outcome Indicators Service Indicator Performance Measure Computation Statutory Planning Decision making Council planning decisions upheld at Victorian Civic and Administrative Tribunal (VCAT) (Percentage of planning application decisions subject to review by VCAT that were upheld in favour of Council) Roads Satisfaction Satisfaction with sealed local roads (Community satisfaction rating out of 100 with how Council has performed on the condition of local roads) [Number of VCAT decisions that did not set aside Council s decision in relation to a planning application / Number of VCAT decisions in relation to planning applications] x100 Community satisfaction rating out of 100 with how Council has performed on the condition of sealed local roads Budget Page 21

26 Theme : Opportunity Strategic Objective 5: A thriving and resilient economy CITY OF GREATER DANDENONG BUDGET As outlined in Council s long term strategy Achieving Greater Dandenong s Potential - A Local Economic and Employment Development Strategy for our City : Greater Dandenong will be a place where people of all ages and backgrounds can reach their potential, gain the skills and education they need for success in life, and be part of a prosperous economy where all trade, manufacturing and business activity flourishes. Strategic Objective 6: A proactive Council that listens and leads Council is committed to proactive engagement with residents to ensure that communication about all of council s services, planning activities and decisions are accessible to everyone. Community input into decision making is actively encouraged through a range of consultation opportunities throughout the year. Services (operating budget) Service category Office of the Chief Executive Corporate Services Executive Media and Communications, Customer Service, Civic Facilities Governance Description The Office of the Chief Executive has overall responsibility for the operations of the organisation, and carriage of the Strategic Risk Register. Each member of the executive management team reports to the CEO. Corporate Services is responsible for Council business, financial planning, budgets, rates, and the systems used to manage and administer the organisation. Another key role is to provide Councillor support and governance services for Council decision making and representation. Communications, community consultation and corporate planning are also coordinated by the directorate. The Media and Communications unit is responsible for all media management, marketing and communications campaigns and activities, web management, print shop services, community engagement and corporate planning and reporting. The Customer Service Unit is responsible for the corporate call centre and three face to face customer service centres. The Civic Facilities Unit manages a diverse range of facilities for use or hire by Council and the community. Governance and Commercial Property is responsible for the overall governance of the organisation and the management of Council s commercial property portfolio. The unit is also responsible for the management, storage and disposal of corporate records to support business transactions and for evidentiary purposes. Net cost , Information Management Services The Information Management Services Unit is responsible for the provision of cost effective information and telecommunication solutions to staff and councillors. 5,109 Budget Page 22

27 Service category Description Net cost 000 CITY OF GREATER DANDENONG BUDGET People and Procurement Services Greater Dandenong Business Executive Economic Development South East Business Networks (SEBN) Activity Centres Revitalisation Financial Services People and Procurement Services is responsible for supporting the human resource capital within the organisation. This function also includes: Occupational health and safety Purchasing and procurement systems Industrial relations Professional development Payroll Contract management system Insurance and risk management Continuous improvement. The Greater Dandenong Business Group centralises and consolidates the activities of the Economic Development, South East Business Networks and Activity Centre Revitalisation units, to progress the vision of the Economic Development Strategy for a thriving and resilient economy. The Economic Development team markets the city as a business destination, facilitates business attraction, investment and employment creation, supports existing businesses and measures and monitors the local and regional economy to enhance the economic prosperity of the city. This area also promotes the city s cultural precincts and coordinates the cultural tours. Through its unique and collaborative network models, SEBN brings people and companies together to protect the economic viability of the region by ensuring a stronger, more resilient and globally engaged business community. SEBN promotes the role of women in business and the development and integration of our diverse community into the workplace. The department leads and coordinates the revitalisation of the Dandenong, Springvale and Noble Park activity centres through the stewardship of property development, infrastructure planning, stakeholder engagement and place making. Financial Management exists to enable Council to comply with statutory requirements, provide strategic financial direction, and undertake essential business processes and support the organisation with financial assistance and advice. Property Revenue includes the administration of rates and valuation services. * Please note this excludes 1,000,000 in supplementary rates income (included in rates and charges income total) 4, , ,428* Total OPPORTUNITY 20,950 Budget Page 23

28 Strategic Objective 5: A thriving and resilient economy Initiatives CITY OF GREATER DANDENONG BUDGET 27) Implement the City of Greater Dandenong Charitable Fund. 28) Conduct numerous events in the Civic Square utilising the screen. 29) Provision of 50+ networking activities and events for local industry to promote best practice and innovation. Major Initiatives 30) Progress a partnership with the Office of Multicultural Affairs and Citizenship to champion Melbourne s first official Indian cultural precinct. 31) (60,000) Implementation of the Regional Food Strategy and Tourism Strategy Action Plan. 32) (300,000 CIP) Springvale Boulevard upgrade. Strategic Objective 6: A proactive Council that listens and leads Initiatives 33) Through the Disability Advisory Committee develop an engagement program within the disability sector and community. 34) Implementation of the Digital Strategy to enhance Council s provision of online services and tools that are cost-effective, relevant and meet the needs of those who live, work and visit the City of Greater Dandenong. Major Initiatives 35) Review the Imagine 2030 Community Plan and develop a new Council Plan Service Performance Outcome Indicators Service Indicator Performance Measure Computation Governance Satisfaction Satisfaction with Council decisions (Community satisfaction rating out of 100 with how Council has performed in making decisions in the interests of the community) Community satisfaction rating out of 100 with how Council has performed in making decisions in the interests of the community Budget Page 24

29 3.1 Performance statement CITY OF GREATER DANDENONG BUDGET The service performance indicators detailed in the preceding pages will be reported on within the Performance Statement which is prepared at the end of the year as required by section 132 of the Act and included in the Annual Report. The Performance Statement will also include reporting on prescribed indicators of financial performance (outlined in section 9) and sustainable capacity, which are not included in this budget report. The full set of prescribed performance indicators are audited each year by the Victorian Auditor General who issues an audit opinion on the Performance Statement. The major initiatives detailed in the preceding pages will be reported in the Annual Report in the form of a statement of progress in the report of operations. 3.2 Reconciliation with budgeted operating result * Budget Net cost '000 People 17,807 Place 54,043 Opportunity 20,950 Total services and initiatives 92,800 Non-attributable expenditure Depreciation 32,087 Written down value of assets sold/scrapped 5,411 Borrowing costs 3,699 Other non attributable * 1,528 Total non-attributable expenditure 42,725 Deficit before funding sources 135,525 Funding sources Rates and charges 125,886 Victoria Grants Commission 10,702 Interest earnings 2,191 Asset sales 12,802 Contributions non-monetary 20,000 Contributions - monetary 1,600 Capital funding 6,824 Total funding sources 180,005 Surplus for the year 44,480 Other non attributable includes bank charges, external audit s, annual leave and long service leave provisions and fire services levy payable on Council owned properties. Budget Page 25

30 4. Analysis of operating budget This section of the Annual Budget analyses the expected revenues and expenses of the Council for the year. 4.1 Budgeted income statement CITY OF GREATER DANDENONG BUDGET Operating Adjusted underlying result (17.68 million increase) The adjusted underlying result is the net surplus or deficit for the year adjusted for non-recurrent capital grants, non-monetary asset contributions, and capital contributions from other sources. It is a measure of financial sustainability and Council s ability to achieve its service delivery objectives as it is not impacted by capital income items which can mask the operating result. The adjusted result for the year is a surplus of million which is an increase of million from the year. In calculating the underlying result, Council has excluded grants received for capital purposes which are non-recurrent and capital contributions from other sources. Contributions of non-monetary assets are excluded as the value of assets assumed by Council is dependent on the level of development activity each year. The main causes of the million increase from the forecast include higher rates income (5.23 million), timing of receipt of 50 per cent of Victoria Grants Commission funding early in (5.37 million) and forecast sale of View Road, Springvale in (11.0 million proceeds less written down value of 4.61 million resulting in 6.39 million net gain). 4.2 Income Forecast Actual Budget Ref Variance '000 '000 '000 Total income , ,111 20,910 Total expenses 4.3 (171,930) (172,631) (701) Surplus for the year 24,271 44,480 20,209 Less non-operating income and expenditure Grants - capital non-recurrent (3,152) (4,600) (1,448) Contributions - non-monetary (18,000) (20,000) (2,000) Capital contributions - other sources (2,517) (1,600) 917 Adjusted underlying surplus (deficit) ,280 17,678 Forecast Actual Budget Income types Ref Variance '000 '000 '000 Rates and charges , ,886 5,234 Statutory s and fines ,717 6, User s ,054 10,127 1,073 Grants - operating ,408 30,351 4,943 Grants - capital ,078 6,824 1,746 Contributions - monetary ,517 1,600 (917) Contributions - non-monetary ,000 20,000 2,000 Net gain on disposal property, infrastructure, ,248 7,391 6,143 plant & equipment Other income ,527 8, Total income 196, ,111 20,910 Source: Appendix A-Financial Statements Budget Page 26

31 Income '000 Forecast Actual Budget ,000 Rates and charges 120,000 CITY OF GREATER DANDENONG BUDGET 100,000 80,000 60,000 40,000 20,000 - Grants - operating Statutory s and fines User s Contributions - nonmonetary Grants - operating Contributions - non-monetary Grants - capital Other income User s Contributions - monetary Statutory s and fines Income Net gain on sale Other income Grants - capital Contributions - monetary Rates and charges Budgeted income Net gain on sale Budget Page 27

32 4.2.1 Rates and charges (5.23 million increase) Council s rate revenue of million is made up using the following assumptions: CITY OF GREATER DANDENONG BUDGET An average increase in rates across all property types of 2.50 per cent. Residential waste charge of per annum for the Option A standard service charge 120 litre bin (an increase of or 4.9 per cent). This charge includes a fortnightly garden waste and recycling service, and an annual hard waste collection. These charges are based on a policy of cost recovery and include landfill levy impost by the State Government of per household. 1 million is estimated to be derived from supplementary rates (from new developments and improvements to existing properties). An estimated 1.28 million is expected to be collected from the Keysborough Maintenance Levy at a rate of 350 per household. These funds will be transferred to a reserve fund and fully expended on costs relating to this area. The below table highlights the impacts of the rate increase on the average residential property in City of Greater Dandenong. Residential rate in the dollar Forecast Budget % Variance Variance Median residential valuation in Greater Dandenong 393, ,000 Residential rate in the dollar General rates % Council waste charge % State Government landfill levy % 1.00 Total rates median residential property 1, , % Statutory s and fines (672,000 increase) A detailed schedule of s and charges is contained in Appendix D. This schedule highlights the status of each category and whether the is determined by Council or is fixed by State Government legislation. The table below shows the statutory s and fines received by Council with the primary source from Regulatory Services s including parking infringements 2.82 million plus 830,000 Infringement Court recoveries is expected to be received and other s, infringements and costs 825,000 (includes animal control and general law enforcement). Forecast Actual Budget Statutory s and fines type Variance '000 '000 '000 Parking fines 2,234 2, Building and town planning 1,704 1, Other s, infringements and costs (65) Infringement (Perin) court recoveries Land information certificates Total statutory s and fines 5,717 6, Budget Page 28

33 4.2.3 User s (1.07 million increase) Council derives user s from a number of sources including on street parking, multi deck car parks, aged care services, family day care, hire of Council halls, meeting rooms (Drum Theatre, The Castle), community facilities (Dandenong Basketball Stadium, sportsgrounds). CITY OF GREATER DANDENONG BUDGET User s are projected to increase by 1.07 million in from the Forecast due mainly to reduced parking income forecast in caused by changes in the scheduling of new/replacement ticket machine installations, vandalism of parking machines in Springvale and theft of cash boxes from older machines in Dandenong. A detailed schedule of s and charges is contained in Appendix D. Forecast Actual Budget User s type Variance '000 '000 '000 Aged and health services 1,113 1, Child care/children's programs 1,169 1, Parking 3,809 4, Registration and other permits 1,188 1, Other s and charges 1,775 2, Total user s 9,054 10,127 1, Grants - operating (4.94 million increase) Operating grants include all monies received from State and Federal sources, as well as some grants from other organisations, for the purposes of funding the delivery of Council s services to ratepayers. Overall, the level of operating grants are projected to increase by 19% or 4.94 million compared to due mainly to the early receipt of 50 per cent or 5.37 million of the Victoria Grants Commission (VGC) funding in June After adjusting for VGC funding in where 50 per cent was received in the financial year, operating grants are expected to decrease by 1.2 per cent largely due to a reduction in nonrecurrent grant funding combined with only minor growth expected in recurrent operating grants. A list of operating grants by type and source, classified into recurrent and non-recurrent, are included on the following page. Budget Page 29

34 Forecast Actual Budget Variance Operating grants '000 '000 '000 Recurrent CITY OF GREATER DANDENONG BUDGET Commonwealth Government Victoria Grants Commission 5,321 10,702 5,381 Family and children 3,718 3, Home and community care Community health State Government Home and community care 10,695 10,456 (239) Maternal and child health 1,536 1, Family and children 1,154 1,163 9 Libraries School crossing (1) Community education Community health Transport Volunteers Emergency management Other Family and children Economic development Total recurrent operating grants 24,505 29,762 5,257 Non-recurrent Commonwealth Government Maternal and child health State Government Community health (118) Maternal and child health 98 - (98) Emergency management 40 - (40) Libraries 20 - (20) Sports and recreation 10 - (10) Environment 15 9 (6) Home and community care 5 - (5) Community development 5 - (5) Community education 2 - (2) Other Family and children (12) Libraries Community education (25) Environment (63) Sports and recreation 5 - (5) Total non-recurrent operating grants (314) Total operating grants 25,408 30,351 4,943 Budget Page 30

35 Total operating grants are estimated to increase by 4.94 million compared to the forecast mainly due to: Commonwealth Government Victoria Grants Commission funding: This grant represents the annual funding received from the Commonwealth Government through the Victoria Grants Commission (VGC). It is a general purpose grant that is not tied to specific programs, and includes a component for roads maintenance. CITY OF GREATER DANDENONG BUDGET The 5.38 million increase in the VGC funding from the forecast is due to 50 per cent (or 5.37 million) of the VGC grant allocation being received early in June 2015 which was recognised in the financial year. As a cost saving measure, on 1 July 2014 the Federal Government froze indexation on the national pool of financial assistance it grants to councils for three years (ceasing at the end of ). The Annual Budget amount is based the VGC grant funding allocation to the City of Greater Dandenong with nil indexation applied. Home and community care (239,000 reduction) mainly due to an anticipated decrease in grant income for Community Aged Care Packages (181,000) due to forthcoming changes in the way the program is administered where the funding is to be allocated to the clients and not directly to the provider. Additionally, grant funding received in the current year ( ) for the Planned Activity Group is higher than expected which is not expected to continue in , resulting in a reduction of 105,000 grant funding for this area. The reduction in non-recurrent operating grant funding is due to a number of grants received in that were once off or that will conclude in , the most significant reductions in include: o Drug Strategy 118,000 (once off annual program funding in ). o Maternal and Child Health Refugee Health 98,000 (once off program funding in ). o Living Rivers Contracts 60,000 (project funding to be received in stages and to cease in ). o Emergency Management 40,000 (funding allocation is now based on risk assessment, therefore it is not certain if Council will receive this grant in and if it does, the quantum of the grant income is unknown). Budget Page 31

36 4.2.5 Grants - capital (1.75 million increase) CITY OF GREATER DANDENONG BUDGET Capital grants include all monies received from State, Federal and community sources for the purposes of funding the capital works program. Overall, the level of capital grants has increased by 1.75 million compared to Section 5 Analysis of Capital Budget includes a more detailed analysis of the grants and contributions expected to be received during the year. A list of capital grants by type and source, classified into recurrent and non-recurrent, is included below. Note The capital grants budget of 6.82 million above, differs to the capital grants funding source of 6.08 million in section 5.2, due to a 740,000 grant in relation to Abbotts Road bridge duplication project which is expected to be received in This project s expenditure was budgeted in , therefore, this grant income has been excluded as a capital funding source in as it relates to prior year expenditure and has been transferred to the Development Contributions Plan reserve. A number of significant grants have been forecast in including: Forecast Actual Budget Variance Capital grants '000 '000 '000 Recurrent Commonwealth Government Roads to Recovery 1,926 2, Total recurrent capital grants 1,926 2, Non-recurrent Commonwealth Government Traffic management 1,031 - (1,031) Community Energy Efficiency Program (469) Bridges State Government Sport and recreation 804 3,510 2,706 Public safety (210) Family and children Libraries 46 - (46) Total non-recurrent capital grants 3,152 4,600 1,448 Total capital grants 5,078 6,824 1, million for Tatterson Park Pavilion design and construction (2.68 million from Commonwealth Government Department of Infrastructure and Regional Development and 585,000 from State Government Community Sports Infrastructure funding) million from the Commonwealth Government Roads to Recovery Program covering roads and pavement renewal works. 740,000 from Commonwealth Government Bridges Renewal Program for Abbotts Road bridge duplication (refer note above). 350,000 for Yarraman Kindergarten renovation and refurbishment (State Government funding). Budget Page 32

37 4.2.6 Contributions - monetary (917,000 decrease) CITY OF GREATER DANDENONG BUDGET Depending on the amount of development activity in progress, Council receives contributions from developers. These represent funds to enable Council to improve the necessary integrated infrastructure for new developments. They are for very specific purposes and often require Council to outlay funds for infrastructure works some time before the receipt of these contributions. These contributions are statutory contributions and are transferred to reserves until utilised for a complying purpose through the capital works program. The Budget estimates that the level of open space contributions will be around 1.6 million Contributions - non-monetary (2.00 million increase) These contributions (non-cash) primarily relate to the Development Contribution Plan s in Dandenong South and Keysborough, and will be in the form of infrastructure assets (gifted assets). Non-monetary assets are difficult to budget and cannot be accurately predicted in advance and an estimate has been provided for in the Budget Net gain on sale of assets (6.14 million increase) Net gain on the sale of assets represents the net sale proceeds after deducting the written down value of the assets being sold. The Budget includes net gain on sale of the following assets: Former Springvale depot site (View Road, Springvale): 11.0 million proceeds less 4.61 million written down value (WDV) resulting in 6.39 million net gain on sale. The 11.0 million cash proceeds will be transferred to the major projects reserve to fund the Springvale Civic Precinct Master Plan implementation major project. Council s program of fleet replacement: 885,000 proceeds less 312,000 WDV resulting in 573,000 net gain on sale. Final lot at the Metro 3175 site in Dandenong: 918,000 proceeds less 490,000 WDV resulting in 428,000 net gain on sale. The 918,000 cash proceeds are transferred to the major projects reserve Other income (16,000 decrease) The major sources of other income include: Interest income on investments and rate arrears. Drum Theatre recoveries and other income. Sale of revaluation data to the State Revenue Office (SRO) which occurs every two years in line with the valuation cycle. Asset protection reinstatements. Supplementary valuation recoveries from South East Water. There is a minor reduction in other income in of 16,000 compared to the forecast, however it relates to the offsetting of several items: Lower income in from the sale of revaluation data (350,000) to the State Revenue Office (SRO), as is a valuation year. Receipt occurs every two years in line with the revaluation cycle. Reduced rental income of 185,000 from the Springvale Town Hall, whilst the Springvale Civic Precinct Master Plan works are in progress. The above reductions are offset by: 477,000 increase in recoveries income across a number of areas including Drum Theatre, recyclables, asset protection reinstatements and Springvalley Landfill (the latter two recoveries are mostly offset by associated expenditure). Budget Page 33

38 4.3 Operating expenditure CITY OF GREATER DANDENONG BUDGET Forecast Actual Budget Expenses type Ref Variance '000 '000 '000 Employee costs ,829 74,194 (635) Materials and services ,977 53,348 (629) Bad and doubtful debts (51) Depreciation ,559 32,087 1,528 Borrowing costs ,034 3,699 (335) Other expenses ,692 8, Total expenses 171, , Source: Appendix A Financial Statements '000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 Employee costs Depreciation Materials and services Other expenses Depreciation Borrowing costs Expenses Forecast Actual Budget Other expenses Bad and doubtful debts Borrowing costs Employee costs Bad and doubtful debts Materials and services Budgeted expenses Budget Page 34

39 4.3.1 Employee costs (635,000 decrease) CITY OF GREATER DANDENONG BUDGET Employee costs include salaries and Council's statutory obligations in providing WorkCover insurance, employer superannuation, leave entitlements including leave loading and long service leave as well as staff development and training costs. These costs are largely driven by Council s Enterprise Bargaining Agreement (EBA). The Enterprise Agreement 2015 expires on 30 June Employee costs are forecast to increase by 2.70 per cent plus annual award increases for banded staff. Increase in resources in relation to areas where Council annually inherits new service requirements such as areas of parklands handed from developers has also been provided for. The compulsory Superannuation Guarantee Scheme rate is expected to remain at 9.50 per cent. A summary of planned human resources expenditure categorised according to the organisational structure of Council is included below. Budget Permanent Permanent Directorate Full time Part time '000 '000 '000 Chief Executive City Planning, Design and Amenity 10,256 9,216 1,040 Community Services 31,558 17,174 14,384 Corporate Services 10,674 8,186 2,488 Engineering Services 14,019 13, Greater Dandenong Business 1,891 1, Total permanent staff expenditure 68,957 50,404 18,553 Casuals and other expenditure 5,237 Total employee cost expenditure 74,194 Comprises A summary of the number of full time equivalent (FTE) Council staff in relation to the above expenditure is included below. Budget Permanent Permanent Directorate Full time Part time FTE FTE FTE Chief Executive City Planning, Design and Amenity Community Services Corporate Services Engineering Services Greater Dandenong Business Total permanent staff expenditure Casuals and other expenditure 14.1 Total employee cost expenditure Comprises Budget Page 35

40 4.3.2 Materials and services (629,000 decrease) Materials and services represents the materials and consumables required for maintenance and repair of Council buildings, roads, drains, footpaths, playground equipment and occupancy costs including utilities. Other costs included are a range of expert services to assist in systems related advice and support, audit services, debt collection, and legal services. It also includes the cost of materials used in providing home based community care and food services to the elderly people. CITY OF GREATER DANDENONG BUDGET The majority of materials and services costs were increased by forecast CPI (2.50 per cent) in the Budget, except for contract costs which are based on prevailing contract conditions and utility costs (5.00 per cent), fuel (2.75 per cent) and gas (15.00 per cent). Overall, there is a reduction in materials and services of 629,000 and is explained as follows: (a) Contract payments (1.71 million increase) Council has significant ongoing contracts for delivery of services such as waste management, maintenance of parks and gardens and building maintenance. The increases in cost of these major services are the main contributors to the budget increase from the forecast: Forecast Actual Budget Materials and Services Ref Variance '000 '000 '000 Contract payments (a) 31,430 33,143 1,713 Materials and services 6,382 5,658 (724) Office administration 4,888 4,413 (475) Consultants and professional services 4,348 3,384 (964) Utilities 3,672 3,478 (194) Information technology 2,325 2,316 (9) Insurance Total 53,977 53,348 (629) 1.12 million Waste Management - represents Council s most significant contract and this area has experienced an average increase of 6 per cent in The Budget is based on confirmed bin and service numbers following The Great Bin Swap factoring in CPI increases and assumed service growth in accordance with the provisions of the service contract. Tipping s have also increased due to a higher gate as well as an assumed increase in the EPA landfill levy. Council s increased cost of waste collection has been recovered via the annual waste charge and the separate levy for the State Government landfill levy. A new initiative Dumped Rubbish of 348,000 has also been included in which is to be recovered through the waste charge. The initiative includes a 12 month trial of a dumped rubbish hot spot collection program, rural roadside surveillance cameras and two household (hard waste) drop-off collection days within the municipality. 626,000 Parks Services this area has also experienced an increase (11 per cent) in due mainly to greater Keysborough South maintenance costs (which are part funded from the Keysborough South Maintenance reserve), Springvalley Landfill costs (which are part recovered from partner councils and the remaining balance funded from the Springvalley Landfill reserve) and general maintenance of parks and gardens. The higher costs in the parks area are a direct result of a greater area of open space gifted to Council from developers each year which requires ongoing maintenance. 387,000 Building Maintenance relates to Council buildings throughout the municipality. A number of factors contribute to the overall increase of 8.60 per cent in building maintenance contract costs in including cleaning, security, air conditioning, electrical and maintenance. Budget Page 36

41 The increases in contract payments are partly offset by: CITY OF GREATER DANDENONG BUDGET A decrease in contract expenditure of 112,000 in relation to the Courtesy Bus service which ended in Consultants and professional services 964,000 due mainly to community programs that are either once off or come to an end in such as Community Hub Early Years, Home and Preventative Health. Materials and services 724,000 due to a decrease in service delivery costs in Home and Community Care (to match forecast decrease in funding), asset purchases in information technology & library services and a once off repairs and maintenance allocation for the leisure centres in Administration costs 475,000 due to reductions in community education caused by once off grant funding in , promotions due to the removal of a new initiative in relating to the Dandenong Market anniversary celebrations (once off funding 100,000) and printing/stationery. Utilities 194,000 - due mainly to expected energy savings from the new lighting technology rollout Bad and doubtful debts (51,000 decrease) Bad and doubtful debts is expected to be at similar levels compared to the forecast and primarily relates to parking fines forwarded to the Infringements Court (formerly PERIN Court) for collection and a consequent reduction in collection rates Depreciation (1.53 million increase) Depreciation measures the allocation of the value of an asset over its useful life for Council s property, plant and equipment, including infrastructure assets such as roads and drains, from delivering services to the community. The increase of 1.53 million for is due to the impact of the capital works program and the full effect of depreciation on new assets acquired in the year Borrowing costs (335,000 decrease) Borrowing costs relate to interest charged by financial institutions on funds borrowed. Interest expense is budgeted to decrease by 335,000 compared to due to repayment of principal in accordance with loan agreements Other expenses (823,000 increase) This expenditure category includes administrative and other expenses such as bank charges, postage, printing, stationery, fuel, insurance, councillor allowances and other costs associated with the day to day running of Council. The community grants program which funds diverse community groups towards promoting sporting, religious, cultural and leisure activities within the city is also provided for under this category. Costs associated with the Fire Services Property Levy on Council owned properties are also included in this category. Other expenses have generally kept to the same levels as with the exception of an additional 737,000 relating to election costs. Budget Page 37

42 5. Analysis of capital budget 5.1 Capital works expenditure CITY OF GREATER DANDENONG BUDGET This section of the report analyses the planned capital expenditure budget for the year and the sources of funding for the capital budget. Further detail on the capital works program can be found in Appendix C. Forecast Actual Budget Ref Variance '000 '000 '000 Property Land 3,522 - (3,522) Total land 3,522 - (3,522) Buildings 16,147 27,017 10,870 Total buildings 16,147 27,017 10,870 Total property 19,669 27,017 7,348 Plant and equipment Plant, machinery and equipment 2,821 2,650 (171) Fixtures, fittings and furniture (87) Computers and telecommunications (196) Library books 1,174 1,161 (13) Total plant and equipment 4,483 4,016 (467) Infrastructure Roads 13,181 6,820 (6,361) Bridges Footpaths and cycleways 2,000 1,805 (195) Drainage 1,755 1,438 (317) Recreational, leisure and community facilities 1,225 1, Parks, open space and streetscapes 8,609 3,918 (4,691) Off street car parks 1,890 1,050 (840) Total infrastructure 28,660 16,770 (11,890) Total capital works expenditure 52,812 47,803 (5,009) Represented by: New asset expenditure 14,523 14,184 (339) Asset renewal expenditure 22,451 19,466 (2,985) Asset upgrade expenditure 15,611 14,153 (1,458) Asset expansion expenditure (227) Total capital works expenditure 52,812 47,803 (5,009) Budget Page 38

43 Budgeted capital works (by asset category) CITY OF GREATER DANDENONG BUDGET 35% Property Plant and equipment Infrastructure 57% 8% Budgeted capital works (by asset expenditure type) 29% 30% New asset expenditure Asset renewal expenditure Asset expansion expenditure Asset upgrade expenditure 41% Source: Appendix A. A more detailed listing of the capital works program is included in Appendix C. Budget Page 39

44 Property million The property class comprises land acquisitions, building and building improvements including community facilities, sports facilities and pavilions. For the year, million will be expended on property. The more significant projects include: CITY OF GREATER DANDENONG BUDGET 8.65 million 6.21 million 5.80 million 1.44 million 1.37 million Springvale Community Precinct project (funded from asset sales which are transferred to the major project reserve and transferred from when expected cash outflows occur). Tatterson Park Pavilion construction stage 2 (part funded by Commonwealth and State Government funding of 3.26 million). Building renewal program (large and moderate projects). Alex Nelson Reserve Pavilion redevelopment construction (part funded by State Government Community Sports Infrastructure funding of 100,000). Robert Booth Reserve Pavilion upgrade stage 2 (part funded by State Government Community Sports Infrastructure funding of 100,000). 865,000 Dandenong Market various projects including Produce Hall roof renewal (stage 2), design of Terrace Alfresco dining area (stage 2), expansion of coolroom capacity (construction) and provision of services (stage 1). 672,380 Yarraman Kindergarten renovation and refurbishment (part funded by State Government funding of 350,000) Plant and equipment million The plant and equipment category includes the ongoing replacement program of Council s heavy plant (trucks, sweepers, etc.) and motor vehicle fleet (2.65 million). It further includes expenditure on computer and telecommunications of 163,000, fixtures, fittings and furniture of 42,000 and library resources of 1.16 million Infrastructure million Infrastructure includes roads, bridges, footpaths and cycleways, drainage, recreation, leisure and community facilities, parks, open space and streetscapes and off street car parks. The majority of expenditure in this category is critical in terms of meeting Council s asset renewal challenge and ensuring a high level of amenity to the residents of City of Greater Dandenong. Significant projects in include: Roads, drainage, footpaths and cycleways 5.95 million Road re-surfacing/rehabilitation program (part funded by Commonwealth Government Roads to Recovery funding of 2.22 million) million 1.44 million Footpath and kerb and channel renewal programs. Upgrade, expansion and/or renewal of drainage/stormwater pipes and pits network. Budget Page 40

45 Recreational, leisure and community facilities CITY OF GREATER DANDENONG BUDGET 510, , , ,000 Playground renewal and upgrade program (playground strategy). Barry Powell cricket net upgrade. Installation of sporting ground sub surface drainage to Warner Reserve and Police Paddocks. Number 8 car park improved wayfinding signage / variable message signs (VMS). Parks, open space and streetscapes 750, , , , , , , , , ,000 Off street car parks 350, , , ,000 Dandenong Park Master Plan implementation. Street lighting bulk replacement of existing lights with energy efficient luminaires (fully funded by Council). Open Space development parkland on corner of Stanley Road and Westwood Boulevard, Keysborough South (known as Sarah Lands ). Barry Powell Reserve lighting upgrade. Activity Centre streetscape enhancement (Council wide). Springvale Road boulevard concept design (funded by transfer from the Springvale Activity Precinct parking and development reserve). Open Space Master Plan implementation. Hemming Street CCTV improvements. Local passive and pocket parks landscape upgrade. Dogs off leash infrastructure. Tatterson Park Master Plan implementation (access road and car park). Baden Powell Drive upgrade and widening stage two. Robert Booth Reserve car park and gate. Noble Park Tennis Club resurface car park. Budget Page 41

46 5.2 Capital works funding sources Council s capital expenditure program for will be funded as follows: CITY OF GREATER DANDENONG BUDGET Notes: Forecast Actual Budget Sources of funding Ref Variance '000 '000 '000 External Capital grants ,953 6,084 1,131 Capital contributions (125) Total external 5,078 6,084 1,006 Internal Transfer from reserves ,507 9,834 (3,673) Council cash ,227 31,885 (2,342) Total internal 47,734 41,719 (6,015) Total capital works 52,812 47,803 (5,009) Council cash: The Forecast Actual Council contribution from rates includes carry overs from the year. Council s contribution from rates in the Adopted Budget was million. This contribution has grown to million in , which represents an increase of 4.35 million or 15.9 per cent. Capital grants - The capital grants budget of 6.08 million differs to the capital grants amount in the Comprehensive Income Statement of 6.82 million due to a 740,000 grant in relation to Abbotts Road bridge duplication project expected to be received in This project s expenditure was budgeted in , therefore, this grant income has been excluded as a funding source in the year as it relates to prior year expenditure and has been transferred to the Development Contributions Plan reserve in A detailed listing of all projects that comprise the above totals of expenditure for the various asset groupings is included as Appendix C. Whilst the total expenditure is noteworthy, the table above highlights the source of funds for the various total expenditure amounts. It highlights that funding from rate revenue for capital expenditure in is estimated at million. Budgeted total funding sources % 13% 20% Grants and contributions Reserves Council cash Budget Page 42

47 5.2.1 Capital grants and contributions (non-recurrent) (6.08 million) External grants and contributions funding includes: CITY OF GREATER DANDENONG BUDGET 3.26 million for Tatterson Park Pavilion design and construction (2.68 million from Commonwealth Government Department of Infrastructure and Regional Development and 585,000 from State Government Community Sports Infrastructure funding) million from the Commonwealth Government Roads to Recovery Program covering roads and pavement renewal works. 350,000 for Yarraman Kindergarten renovation and refurbishment (State Government funding). 100,000 for Robert Booth Baseball Pavilion redevelopment (State Government Community Sports Infrastructure funding). 100,000 for Alex Nelson Reserve Peter Mathieson Pavilion renewal (State Government Community Sports Infrastructure funding). 49,000 for Ross Reserve Master Plan implementation (State Government Community Facilities funding program). Please note that the capital grant funding of 6.08 million detailed in this section, differs to the capital grant income in the Comprehensive Income Statement of 6.82 million. This is due to a capital grant of 740,000 from Commonwealth Government Bridges Renewal Program for Abbotts Road bridge duplication where the related capital expenditure was budgeted in and funded from the Development Contribution Plan reserve. This receipt of the grant will be transferred back to the Development Contribution Plan reserve Reserve funds (9.83 million) The transfer from reserves of 9.83 million mainly comprises funds of: Major projects reserve funds of 8.95 million for: o 8.65 million Springvale Civic Precinct Master Plan o 300,000 - Masonic Hall upgrade stage two (detailed design) Springvale Activity Centre parking and development reserve funds of 512,000 for: o 300,000 Springvale Road Boulevard concept design o 132,000 Number 8 car park improved wayfinding signage / variable message signs o 80,000 Springvale Activity Centre laneway improvements Open space reserve funds of 372,000 for: o 352,000 Sarah Lands Open Space development o 20,000 Metro 3175 Open Space stage one (design) Rate funding applied to capital works The Budget provides for million of works funded by Council rates. The Forecast Actual Council contribution from rates includes carry overs from the year. Council s contribution from rates in the Adopted Budget was million. This contribution has grown to million in , which represents an increase of 4.35 million or per cent. Budget Page 43

48 6. Analysis of budgeted cash position This section analyses the expected cash flows from the operating, investing and financing activities of Council. Budgeting cash flows for Council is a key factor in setting the level of rates and providing a guide to the level of capital expenditure that can be sustained with or without using existing cash reserves to provide operational cash flow. CITY OF GREATER DANDENONG BUDGET The analysis is based on three main categories of cash flows: Operating activities refers to the cash generated or used in the normal service delivery functions of Council. Cash remaining after paying for the provision of services for the community may be available for investment in capital works or repayment of debt. Investing activities refers to cash generated or used in the enhancement or creation of infrastructure or other assets. These activities also include the acquisition and sale of other assets such as vehicles, property, plant and equipment. Financing activities refers to cash generated or used in the financing of Council functions and include borrowings from financial institutions and advancing of repayable loans to other organisations. These activities also include repayment of the principal component of loan requirements for the year. 6.1 Budgeted Cash Flow Statement (inclusive of ) Cash flows from operating activities Forecast Actual Budget Variance '000 '000 '000 Ref Inflows Inflows Inflows (Outflows) (Outflows) (Outflows) Rates and charges 120, ,554 5,335 Statutory s and fines 4,692 5, User s 9,751 10,925 1,174 Grants - operating 27,412 32,316 4,904 Grants - capital 5,078 6,824 1,746 Contributions - monetary 2,517 1,600 (917) Interest received 2,254 2,187 (67) Trust funds and deposits taken 29,500 28,000 (1,500) Other receipts 7,127 8,267 1,140 Net refund 7,699 6,074 (1,625) Employee costs (74,034) (73,434) 600 Materials and services (62,915) (64,375) (1,460) Trust funds and deposits repaid (27,500) (27,500) - Other payments (8,461) (9,367) (906) Net cash provided by operating activities ,339 52,474 9,135 Cash flows from investing activities Payments for property, infrastructure, plant and equipment (52,812) (47,803) 5,009 Proceeds from sale of property held for resale 1, (409) Proceeds from sale of property, infrastructure, plant and 2,105 11,884 9,779 equipment Net cash used in investing activities (49,380) (35,001) 14,379 Cash flows from financing activities Finance costs (4,034) (3,699) 335 Repayment of borrowings (4,386) (3,120) 1,266 Repayment of other interest-bearing - land acquisition (1,117) (1,184) (67) Net cash provided by (used in) financing activities (9,537) (8,003) 1,534 Net increase (decrease) in cash and cash equivalents (15,578) 9,470 25,048 Cash and cash equivalents at beginning of the financial year 78,846 63,268 (15,578) Cash and cash equivalents at the end of the financial year ,268 72,738 9,470 Budget Page 44

49 6.1.1 Cash flows from operating activities (increase of 9.14 million) CITY OF GREATER DANDENONG BUDGET Council is estimating to generate a net cash surplus of million from its operations in , an increase of 9.14 million compared to the forecast. The increase is due to greater income from rates and charges (5.34 million), operating grants (4.90 million) and capital grants (1.75 million). The favourable variance is partially offset by higher materials and services costs (1.46 million) and higher other payments (906,000). The net refund has reduced in in line with lower payments for property, infrastructure, plant and equipment. Operating grants are higher, due mainly to the early receipt of 50 per cent or 5.37 million of the Victoria Grants Commission funding in June Capital grants are also higher as a result of 3.26 million in anticipated grant funding for Tatterson Park Pavilion and an increase in Roads to Recovery funding. The higher materials and services are due to movement in creditor balances and it is noted that on capital expenditure is also included in this item. The increase in other payments in is due primarily to 737,000 in election costs. The net cash flows from operating activities does not equal the surplus (deficit) as the expected revenues and expenses of Council include non cash items which have been excluded from the Cash Flow Statement. The budgeted operating result is reconciled to the budgeted cash flows available from operating activities as set in the following table. Forecast Actual Cash flows used in investing activities (14.38 million decrease) Investing activities comprise cash inflows from sale of assets and outflows from expenditure on purchasing and constructing assets (capital works). Council will have a net outflow from investing activities of million, made up of cash inflows from sale of assets million (mainly sale of View Road, Springvale) and outflows from investment in capital works of million Cash flows used in financing activities (1.53 million decrease) Budget Variance '000 '000 '000 Surplus for the year 24,271 44,480 20,209 Depreciation 30,559 32,087 1,528 Gain on sale of assets (1,248) (7,391) (6,143) Contributions non-monetary (18,000) (20,000) (2,000) Borrowing costs 4,034 3,699 (335) Net movement in other assets and liabilities 3,723 (401) (4,124) Cash flows available from operating activities 43,339 52,474 9,135 Financing activities relate to cash inflows from any new borrowings and outflows from repayments of loan principal and interest. No new borrowings or refinancing of existing loans are planned in the Budget. Loan principal repayments are budgeted at 3.12 million and financing costs (interest paid) is budgeted at 3.70 million. Repayment of other interest-bearing liabilities relates to a land acquisition agreement with VicTrack which commenced in June 2015 and is scheduled to be repaid over the next three years ( to ). This amount is funded from reserves Cash and cash equivalents at the end of the year (9.47 million increase) Council is projected to have operating funds of million at 30 June This balance includes cash that is restricted from being applied for the general operations of Council. Budget Page 45

50 6.2 Unrestricted and unrestricted cash and investments Cash and cash equivalents held by Council are restricted in part, and not fully available for Council s operations. The budgeted cash flow statement on page 43 indicates that Council is estimating at 30 June 2017 it will have cash and investments of million, which has been restricted as follows: CITY OF GREATER DANDENONG BUDGET Statutory reserves (9.37 million) These funds comprise open space contributions. They must be applied for specified statutory purposes in accordance with various legislative and contractual requirements. Whilst these funds earn interest revenues for Council, they are not available for other purposes. Discretionary reserves (23.55 million) Discretionary reserves are funds set aside by Council for a specific purpose but are not protected by statute. The forecast balance comprises: million - Development Contribution Plans Council funded works reserve 7.61 million Major projects reserve holding proceeds from asset sales 2.49 million - Local Government Funding Vehicle (sinking fund) 1.21 million - Keysborough maintenance levy reserve 671,000 Springvalley Landfill reserve 532,000 Springvale Activity Precinct parking and development reserve 546,000 - Triangle native revegetation funds 423,000 - Self insurance reserve against future catastrophic events. Employee entitlements (17.91 million) Includes amounts required to meet Council s long service leave, annual leave and rostered day off liabilities. Trust funds and deposits (22.94 million) Are monies held in trust are to be refunded and mainly constitute developer monies relating to the two major Development Contribution Plans which are refunded upon the completion of capital works. 6.2 Reserve fund balances The table below highlights Council s reserve funds and the projected balance at 30 June Opening Transfer Transfer Closing balance to from balance Reserve reserves reserves '000 '000 '000 '000 Major projects reserve 2,703 15,039 10,134 7,608 Open space reserve 8,142 1, ,370 Development Contribution Plan - Council funded 7,526 2,540-10,066 Keysborough Maintenance Levy 1,059 1,279 1,129 1,209 Local Government Funding Vehicle reserve 1, ,491 Self insurance Springvalley landfill reserve Springvale Activity Precinct parking and development 190 1, Triangle native revegatation reserves Total reserves 23,045 22,293 12,422 32,916 Budget Page 46

51 7. Analysis of budgeted financial position 7.1 Budgeted balance sheet This section of the Annual Budget report analyses the movements in assets, liabilities and equity between the forecast and the Budget. CITY OF GREATER DANDENONG BUDGET Assets Current assets Forecast Actual Budget Ref Variance '000 '000 '000 Cash and cash equivalents 63,268 72,738 9,470 Trade and other receivables 14,536 15, Other assets 1,733 1, Non-current assets classified as held for sale (490) Total current assets 80,027 89,766 9,739 Non-current assets Trade and other receivables Property, infrastructure plant and equipment 1,723,676 1,754,471 30,795 Financial assets - assets held for sale Total non-current assets 1,724,232 1,755,027 30,795 Total assets 1,804,259 1,844,793 40,534 Liabilities Current liabilities Trade and other payables 17,086 16, Trust funds and deposits 21,418 21,918 (500) Provisions 15,881 16,591 (710) Other interest-bearing liabilities - land acquisition 1,184 1,255 (71) Interest-bearing loans and borrowings 3,120 3, Total current liabilities 58,689 59,034 (345) Non-current liabilities Trust funds and deposits 1,024 1,024 - Provisions 1,272 1,322 (50) Other interest-bearing liabilities - land acquisition 1,255-1,255 Interest-bearing loans and borrowings 54,912 51,826 3,086 Total non-current liabilities 58,463 54,172 4,291 Total liabilities 117, ,206 3,946 Net assets 1,687,107 1,731,587 44,480 Equity Accumulated surplus 752, ,276 34,609 Asset revaluation reserve 911, ,395 - Reserves 23,045 32,916 9,871 Total equity 1,687,107 1,731,587 44,480 Source: Appendix A-Financial Statements Budget Page 47

52 7.1.1 Current assets (9.74 million increase) Current assets include cash and investments, receivables, which include outstanding rate arrears, and property held for resale in the following year which comprises land at Metro 3175 ( only). The increase between the two years is primarily due to a increase in cash and cash equivalent balances of 9.47 million. CITY OF GREATER DANDENONG BUDGET Non-current assets (30.80 million increase) Non-current assets represent Council s fixed assets such as land, buildings, roads, drains and footpaths. The increase in non-current assets is due to a million increase in property, infrastructure, plant and equipment caused by million in capital expenditure budgeted under the Capital Works Program (refer Appendix C Capital Works Program for a detailed listing of projects) combined with the receipt of assets primarily from developers through their obligations under the two Development Contribution Plans of million. This increase is offset by million in depreciation expenditure and 5.41 million relating to the carrying value of asset sales Current liabilities (345,000 increase) Current liabilities represent obligations that Council must pay within the next year and include borrowings, annual leave and long service leave entitlements, trust monies and payables to suppliers. Current liabilities have increased mainly due to higher employee provisions and trust monies partly offset by a reduction in trade and other payables Non-current liabilities (4.29 million decrease) Non-current liabilities include long term borrowings and long service leave entitlements for staff. This decrease of 4.29 million reflects the repayment of interest bearing liabilities and borrowings during Equity (44.48 million increase) Council s equity represents the difference between assets and liabilities which has grown by million. Budget Page 48

53 8. Impact of current year ( ) on the Budget CITY OF GREATER DANDENONG BUDGET This section of the report highlights the impact that outcomes in have had on the Budget. The figures utilised in this section adjust the net operating result calculated in accordance with accounting standards to include cash costs such as capital works and exclude non-cash transactions such as depreciation, non-cash contributions and book value of assets sold to reach a management accounting result. The table below illustrates that Council is currently forecasting to complete with an accumulated surplus outcome of 114,000. The forecast is subject to ongoing review through to the end of the financial year and it is anticipated the final forecast will result in an outcome that is a surplus result. The below highlights some of the emerging trends in the forecast result: Favourable Additional supplementary rates income of 694,000 is forecast. Favourable income from multi deck car parking charges primarily at Thomas Street and 8 Balmoral (155,000). Lower maintenance and management costs associated with multi deck car parking due to a change in the management system and replacement of a more efficient alternative (75,000). Employee costs savings across the organisation of 239,000 primarily in Corporate Services (Communications and Customer Service and People and Procurement Services). Favourable interest on investments forecast of 98,000. Unfavourable Lower on street ticket machine income than initially forecast of 400,000 impacted by the change in scheduling of installation of new machines and vandalism of new machines. Lower parking fine income forecast 500,000 linked to seasonal changes. Priority paid planning income forecast to be lower by 173,000, due to review of service. Forecast Actual Budget Description Variance '000 '000 '000 Net operating result 24,271 44,480 20,209 Add (less) cash costs not included in operating result. Capital expenditure 52,812 47,803 (5,009) Loan repayments 4,386 3,120 (1,266) Land acquisition - repayment 1,117 1, Transfer from reserves (14,539) (12,422) 2,117 Transfer to reserves 10,352 22,293 11,941 Sub total 54,128 61,978 7,850 Add (less) non-cash costs included in operating result Depreciation 30,559 32,087 1,528 Written down value of assets sold 857 5,411 4,554 Contributions - non-monetary (18,000) (20,000) (2,000) Sub total 13,416 17,498 4,082 Surplus (deficit) for the year (16,441) - Accumulated surplus bought forward 16,555 - Accumulated surplus bought forward Budget Page 49

54 Long term strategies 9. Strategic resource plan and financial performance indicators CITY OF GREATER DANDENONG BUDGET The Act requires a Strategic Resource Plan (SRP) to be prepared describing both financial and nonfinancial resources (including human resources) for at least the next four financial years to achieve the strategic objectives in the Council Plan. In preparing the SRP, Council must take into account all other plans and strategies in regard to services and initiatives which commit financial and non-financial resources for the period of the SRP. Council has prepared a Strategic Resource Plan (SRP) for the five years to as part of its ongoing financial planning to assist in adopting a budget within a longer term framework. The SRP takes the strategic objectives and strategies as specified in the Council Plan and expresses them in financial terms for the next five years. The State Government has introduced legislation that will prevent councils from raising rates above inflation levels from 1 July Victorian council s are forced to cap rates at the consumer price index (CPI) which has been declared at 2.50 per cent for the financial year. Council s previous editions of the LTFS were based on a premise that Council rates would increase by 5.50 per cent per annum which was split on the basis that approximately 4.50 per cent was required to fund the ongoing increases in Council operational costs (year on year) with the balance being directed to an increased ability to fund capital expenditure. To achieve this outcome in a rate capped environment, there remains a significant funding challenge. The graph below presents the cash impact in dollar terms of the required savings (16.28 million cumulative) to be achieved in order to meet this target (after forecast savings in have been factored in). '000s 7,000 6,000 5,000 4,000 3,000 2,000 1,000 - Reduction in services/spending to be realised - 1,992 3,900 6,453 3, Budget Page 50

55 This LTFS is based on the assumption that Council will continue to grow its funding base for capital expenditure (funded from Council operations) in the exact same manner as the previous editions of the LTFS. The exception to this is that it has been assumed that for the final year of the LTFS, the funds available for capital expenditure will be maintained at the levels provided for in The amounts proposed to be available for capital funding (from Council operations) in future years are illustrated below. CITY OF GREATER DANDENONG BUDGET '000 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 Capital works funded from operational surplus - Adopted LTFS compared to current Draft LTFS Capital works adopted LTFS 31,522 36,401 40,050 44,802 44,851 Capital works draft LTFS 31,885 36,448 40,100 44,850 44,851 Note: The actual amount of capital expenditure will vary significantly from year to year depending on capital grant revenue, loan funds and use of Council reserves. It is important to note that this graph is based on the amount of funding that Council can apply to capital expenditure from its operating result. The above figures are further subject to Council achieving savings targets outlined below or successfully applying for a variation to the rate cap in future years. A number of factors have now been built into the current proposed budget which have a flow on impact into future years: These include: The first year of rate capping has essentially required Council to make changes to the Budget of approximately 3.0 million which has been achieved. This has a consequent flow on impact to future years. Material costs which were previously forecast to increase at a CPI estimate of 2.90 per cent have been reduced to a lower CPI estimate of 2.50 per cent matching the forecast increase in Council rates. Significant reductions have been achieved in employee costs with the conclusion of the previous Enterprise Agreement that was based on increases per annum of 3.50 per cent, with an additional 0.5 per cent required to funding banding increments. The new Enterprise Agreement reduces this amount to 2.90 per cent in , 2.70 per cent in and 2.65 per cent in For years beyond this amount it has been assumed that total employee cost increases will match the rate cap (2.0 per cent per annum increases combined with 0.5 per cent for banding increments). The base level of rates that Council will commence the rate capped are significantly higher than forecast due to significantly higher than forecast supplementary rate revenue in and The rate capping challenge in the medium to long term will require Council to fundamentally review the sustainability of its operations. A business as usual approach will not be sufficient to meet the challenge into the future. Given the cash deficit results for the majority of the LTFS, it will be necessary for Council to undertake an annual review of all services in line with community expectations and council s resource availability. Budget Page 51

56 9.1 Plan development City of Greater Dandenong annually prepares a Long Term Financial Strategy (LTFS) that addresses Council s long term financial outcomes and establishes a financial framework that moves Council towards a position of financial sustainability. CITY OF GREATER DANDENONG BUDGET Council annually publishes a LTFS that addresses the Council s operational and capital works plans for the next five years. These plans were developed with due regard to the service delivery, asset maintenance and capital works implications from the future growth of the city. The Budget reflects the first year of the LTFS. The main objective of the LTFS is to ensure that Council is financially sustainable to be able to deliver services to the community and keep the city s infrastructure assets renewed on a regular basis. Financial sustainability ensures that rate payers are not subjected to rate rise shocks when Council is faced with adverse financial circumstances. The key financial objectives of the LTFS are: The achievement of a prudent balance between meeting the service needs of our community (both now and in the future) and remaining financially sustainable for future generations. An increased ability to fund both capital works in general and meet the asset renewal requirements as outlined in the asset management planning Endeavouring to maintain a sustainable Council in an environment where Councils costs in delivering services are increasing at a higher rate than its revenue capacity due to capping of Council rates and low increases in government grant funding. In preparing its LTFS, Council has also been mindful of the need to comply with the following principles of sound financial management as outlined in the Local Government Act 1989 which requires Council to: Prudently manage the financial risks relating to debt, assets and liabilities. Provide reasonable stability in the level of rate burden. Consider the financial effects of Council decisions on future generations. Provide full, accurate and timely disclosure of financial information. 9.2 Financial resources The following table summarises the key indicative financial results for the next five years to Appendix A of the Budget contains the key financial statements. Forecast Actual Budget Strategic Resource Plan Projections Indicator Trend /o/- Result for the year 24,271 44,480 33,162 33,869 36,231 32,315 o Adjusted underlying result ,280 9,794 12,026 14,631 10,715 o Cash and investments balance 63,268 72,738 75,841 83,527 85,236 88,693 + Cash flows from operations 43,339 52,474 49,100 54,335 57,655 53,703 o Capital works expenditure 52,812 47,803 38,890 51,017 55,524 45,525 o Please note that the financial indicators above include a reduction in service levels/capital spending yet to be realised as a result of the proposed capping of rates to CPI totalling million over the to years. These amounts will be reviewed in future revisions of the SRP. Budget Page 52

57 9.3 Financial performance indicators The following table highlights Council s current and projected performance across a range of key financial performance indicators. These indicators provide a useful analysis of Council s financial position and performance and should be interpreted in the context of the organisations objectives. CITY OF GREATER DANDENONG BUDGET Forecast Dimension / indicator / measure Actual Actual Budget Projections Trend Operating position Adjusted underlying result /o/- Adjusted underlying surplus (deficit) 4.25% 0.35% 9.58% 5.27% 6.31% 7.44% 5.30% o [Adjusted underlying surplus (deficit) / Adjusted underlying revenue] Liquidity Working capital % % % % % % % o Current assets compared to current liabilities [Current assets / current liabilities] x 100 Unrestricted cash Unrestricted cash compared to current liabilities [Unrestricted cash / current liabilities] x 100 Obligations Loans and borrowings % 55.69% 68.48% 72.51% 73.25% 78.43% 81.67% + Loans and borrowings compared to rates 56.80% 48.55% 44.07% 40.75% 44.42% 44.42% 41.71% o [Interest-bearing loans and borrowings / rate revenue] x 100 Loans and borrowings repayments compared to rates [Interest and principal repayments on interest bearing loans and borrowings / rate revenue] x 100 Indebtedness Non-current liabilities compared to own source revenue [Non-current liabilities / own source revenue] x 100 Asset renewal % 7.04% 5.47% 5.11% 4.92% 8.38% 3.94% % 40.26% 34.21% 32.89% 33.32% 37.22% 35.08% - Asset renewal compared to depreciation 62.61% 73.47% 60.67% 49.25% 45.18% 46.49% 48.95% - [Asset renewal expenditure / asset depreciation] x100 Stability Rates concentration 5 Rates compared to adjusted underlying revenue [Rate revenue / adjusted underlying revenue] x 100 Rates effort 65.25% 68.79% 64.47% 68.06% 69.32% 69.64% 70.16% - Rates compared to property values 0.35% 0.38% 0.32% 0.32% 0.31% 0.31% 0.31% o [Rate revenue / capital improved value of rateable properties in the municipality] x 100 Notes Strategic Resource Plan Budget Page 53

58 Notes Forecast Strategic Resource Plan Dimension / indicator / measure Actual Actual Budget Projections Trend /o/- CITY OF GREATER DANDENONG BUDGET Efficiency Expenditure level Expenses per property assessment 2, , , , , , , o Total expenses / no. of assessments] Revenue level Average residential rate per residential property assessment [Residential rate revenue / no. of residential assessments] Workforce turnover Resignations and terminations compared to average staff [No. of permanent staff resignations and terminations / average number of staff for the financial year] x 100 Key to forecast trend + Forecasts improvement in Council's financial performance/position indicator o Forecasts that Council's financial performance/financial position indicator will be steady - Forecasts deterioration in Council's financial performance/financial position indicator Notes to indicators % 8.00% 10.00% 10.00% 10.00% 10.00% 10.00% o 1. Adjusted underlying result Council s underlying operational surplus improves, which means that Council s overall asset base is not being eroded over the period of the strategy. An indicator of the sustainable operating result required to enable Council to continue to provide core services and meet its objectives. Improvement in financial performance is expected over the period, although continued losses means reliance on Council's cash reserves or increased debt to maintain services. 2. Working capital The proportion of current liabilities represented by current assets. Current assets to liabilities remain at a healthy level across all years indicating strong liquidity. 3. Debt compared to rates - Trend indicates Council's reducing reliance on debt against its annual rate revenue through redemption of long term debt and remains within prudential guidelines. 4. Asset renewal - This percentage indicates the extent of Council's renewals against its depreciation charge (an indication of the decline in value of its existing capital assets). A percentage greater than 100 indicates Council is maintaining its existing assets, while a percentage less than 100 means its assets are deteriorating faster than they are being renewed and future capital expenditure will be required to renew assets. Asset renewal expenditure remains at a strong level which is forecast to fund the known asset renewal requirements from asset management planning. 5. Rates concentration - Reflects extent of reliance on rate revenues to fund all of Council's ongoing services. Trend indicates Council will become more reliant on rate revenue compared to all other revenue sources. Budget Page 54

59 9.4 Non-financial resources In addition to the financial resources to be consumed over the planning period, Council will also consume non-financial resources, in particular human resources. A summary of Council s anticipated human resource requirements for the years to is shown below and further detail is included in Appendix A. CITY OF GREATER DANDENONG BUDGET Strategic Resource Plan Budget Projections '000 '000 '000 '000 '000 Staff expenditure Employee costs - operating 74,194 77,117 78,798 80,742 82,699 Total staff expenditure 74,194 77,117 78,798 80,742 82,699 Staff numbers Employees Total staff numbers Budget Page 55

60 10. Rating Strategy 10.1 Strategy development Council s rating strategy for the future should essentially be based on meeting two core principles. They are: CITY OF GREATER DANDENONG BUDGET 1 Ensuring that the rating strategy is consistent with the principles of sound financial management as espoused in the Local Government Act (1989) in that Council must pursue spending and rating policies that are consistent with a reasonable degree of stability in the level of the rates burden. 2 Dealing with the financial pressures established under a rate capped environment whilst also ensuring that Council s financial decisions in the present day prudently account for both existing needs and those of future generations in terms of both accessing services and providing the appropriate facilities and infrastructure. In terms of the first principle, the below graph highlights the percentage rate increases that have been applicable at Greater Dandenong City Council over the past ten years. Council s historical record portrays a reasonable approach in ensuring a stable outcome in terms of rating levels. This stability has been crucial in achieving prudent financial management and the concern will be how this is then impacted upon in a rate capped environment. Historically, the period for many councils following the end of the rate capped environment in the late 1990 s, led to councils having to significantly increase rates to deal with organisations with low financial capacity to meet community needs for infrastructure. Council has significant challenges in terms of meeting the asset renewal requirements of a vast range of infrastructure that was established in the 1960 s-70 s and which over the next decade will reach the end of its useful life. It will not be possible however to meet this challenge with rate increases linked solely to the Consumer Price Index (CPI). With Council dealing with grant revenues that do not keep pace with CPI and the cost of providing Council services escalating at a rate higher than the CPI, this approach is not sustainable. Budget Page 56

61 Rate Capping CITY OF GREATER DANDENONG BUDGET Council has established the rating increase for at 2.50 per cent in line with the rate cap set by the Minister of Local Government. Beyond this period, the rating strategy is based on rates to be set at the consumer price index in accordance with the State Government rate capping policy with the current forecast being based on 2.50 per cent per annum for the remaining life of the LTFS. The forward four years of the plan ( to ) are indicative rate increases only and will be subject to the rate cap set by the Minister of Local Government. Proposed future rate increases in LTFS Basis of rating Actual Council rates are levied on the Capital Improved Value (CIV) of properties as determined by independent valuers and certified by the Valuer General of Victoria. Council establishes a general rate in the dollar to be applied to the valuation of all residential assessments in order to levy rates. Council also adopts differential rating against this general rate to the other property categories in order to distribute the rate burden equitably across different property types Impact of the 2016 Revaluation Forecast Strategic Resource Plan Budget Financial year Proposed rate increase 5.50% 2.50% 2.50% 2.50% 2.50% 2.50% During the year, a revaluation of all properties within the municipality was carried out and will apply from 1 July 2016 for the year. Overall, property valuations across the Municipal District have increased by 19.3 per cent. Of this increase, residential properties have increased by 24.6%, with vacant residential increasing by 31.7 per cent. The table below highlights the movements in property valuations by Council s rating type over the past two years. Forecast Budget Type or class of land % Revaluation Revaluation new increase in CIV CIV valuations General 21,047,240,000 26,217,098, % Commercial 2,961,805,000 3,292,691, % Industrial 7,292,076,330 7,811,199, % Vacant residential 403,231, ,044, % Farm 219,096, ,665, % Total value of land 31,923,449,130 38,081,697, % The table highlights that overall, Council properties have increased significantly by 19.3 per cent over the past two years. General residential and vacant residential increasing substantially by 24.6 per cent and 31.7 per cent respectively. Council needs to be mindful of the impacts of revaluations on the various property types in implementing the differential rating strategy outlined in the previous section to ensure that rises and falls in Councils rates remain affordable and that rating shocks are mitigated to some degree. Budget Page 57

62 By way of example the table below highlights the rating impact on the various rating types should Council retain the current rate differential structure (outcomes are based on an annual increase in rates of 2.50 per cent). CITY OF GREATER DANDENONG BUDGET Proposed As shown in the table the rating experiences between rating groups is reasonably dynamic with residential properties on average increasing by per cent and Vacant Residential increasing by per cent. Council has indicated its concern that its residential sector does not have the capacity to pay a rate increase of per cent and has sought rating models that evenly apply the proposed rate increase to each of the major rating sectors (General, Commercial and Industrial). On this basis, this Rating Strategy recommends that the following differential rates be applied. With these proposed changes to the differential rates to be applied, all of the major rating categories will pay close to the average rate increase of 2.50 per cent. On this basis, it is recommended that the existing differential rating structures be amended to take account of the impacts of the 2016 Council revaluation. The following table highlights the impact of the revaluation by suburb. % increase Rating category to rates General rate 53,402, % Commercial rate 11,938, % Industrial rate 40,891, % Vacant residential rate 1,298, % Farm rate 374, % Total 107,904, % Proposed rating % increase Rating category differential to General rate 100% 2.11% Commercial rate 200% 2.40% Industrial rate 300% 2.51% Vacant residential rate 140% 25.96% Farm rate 80% % Total 2.50% Residential Neighbourhoods No of assessments CIV New CIV % Increase in Valuations % Increase in Rates Bangholme ,339, ,674, % -9.82% Dandenong 10,801 3,520,492,000 4,108,552, % -4.33% Dandenong North 8,267 3,170,367,000 3,863,875, % -0.09% Dandenong South (industrial zoned) 20 15,035,000 15,822, % % Keysborough 8,231 4,352,978,000 5,538,487, % 4.30% Lyndhurst 9 7,149,000 7,093, % % Noble Park 11,758 4,128,377,000 5,265,980, % 4.57% Noble Park North 2,763 1,055,252,000 1,316,285, % 2.26% Springvale 7,145 3,030,609,000 3,867,855, % 4.63% Springvale South 4,001 1,663,642,000 2,119,475, % 4.44% Totals 53,099 21,047,240,000 26,217,098, % 2.11% Budget Page 58

63 Summary of rate income The table below provides a summary of the forecast rate revenue in highlighting that Council s total rate revenue will grow by 2.50 per cent. CITY OF GREATER DANDENONG BUDGET Annualised Rate No of revenue revenue Increase Type or class of land assessments in rates % General rate 53,099 48,463,308 49,487, % Commercial rate 3,241 12,139,320 12,430, % Industrial rate 5,794 43,152,130 44,233, % Vacant residential rate 856 1,114,174 1,403, % Farm rate , , % Total rate revenue 63, ,272, ,902, % Note: The rates for have been adjusted for the supplementary rates received during on a full year rate yield basis (i.e. Whilst properties subjected to supplementary rates have received pro-rata rate accounts the above rate figures are based on the income that would have been received if the accounts were for a full twelve month period). Forecast supplementary rates in are estimated at 2.02 million Rate payment options Greater Dandenong will maintain the mandatory instalment payment system for Ratepayers can elect to pay whatever number of payments that best meets their individual needs on the proviso that as a minimum, they remain ahead of the payments amounts that would fall due under the quarterly payment methodology. The following instalment dates apply in : 30 September November February May 2017 Ratepayers also have the option of paying by nine instalments (direct debit only). The first instalment is due by 30 September 2016 with the second and ninth instalments due at end of each month until 31 May Due dates for the payment of rates will be detailed on the annual rate notice. Reminder notices will be sent to ratepayers who opt to pay by instalments prior to each instalment Financial Hardship Policy Council has adopted a Financial Hardship Policy which provides ratepayers who encounter difficulties with alternative payment arrangements. These arrangements include deferral of rates or smaller payment instalments at more frequent intervals. In extreme cases Council may waive interest or rate, subject to sighting proof of financial hardship from certified financial counsellors. Budget Page 59

64 11. Debt Strategy 11.1 Current borrowings The below table shows information on borrowings specifically required by the Local Government (Planning and Reporting) Regulations. CITY OF GREATER DANDENONG BUDGET 11.2 Council philosophy on using loan borrowings Total amount borrowed as at 30 June of the prior year 62,418,000 58,032,000 Total amount to be borrowed and/or refinanced - - Total amount projected to be redeemed (4,386,000) (3,120,000) Total amount proposed to be borrowed as at 30 June 58,032,000 54,912,000 Many Victorian Councils are debt averse and view the achievement of a low level of debt or even debt free status as a primary goal. Others see the use of loan funding as being a critical component of the funding mix to deliver much needed infrastructure to the community. The use of loans to fund capital expenditure can be an effective mechanism of linking the payment for the asset (via debt redemption payments) to the successive Council populations who receive benefits over the life of that asset. This matching concept is frequently referred to as inter-generational equity. Greater Dandenong City Council has accessed debt funding in the past years to complete a range of major infrastructure projects including the construction of the Dandenong Civic Centre and Library, redevelopment of the Drum Theatre, Dandenong Market and Noble Park Aquatic Centre that will be enjoyed by the populations of the future (refer table below). Loan funds Project Total cost ( million) used ( million) Drum Theatre Dandenong Market Noble Park Aquatic Centre Dandenong Civic Centre Total One of the key considerations for Council in the application of future loan borrowing is the premise that its long-term financial strategies should strive for a financial structure where its annual operational and asset renewal needs can be met from annual funding sources. That is, Council does not have to access funding from non-renewable sources such as loans, asset sales or reserves to meet its annual expenditure needs. Budget Page 60

65 11.3 Establishing prudential debt limits Utilisation of debt funding is an appropriate means of funding capital projects, particularly in a low interest rate environment. It is crucial however that Council remain within prudential debt limits. CITY OF GREATER DANDENONG BUDGET The maximum levels of indebtedness are prescribed for Council by way of prudential limits established by the State Government. The three principle prudential limits are: Debt servicing (interest repayments) as a percentage of total revenue should not exceed 5 per cent. Total indebtedness as a percentage of rate revenue should not exceed 80 per cent (with this latter prudential limit where ratios exceed 60 per cent, Council s are required to demonstrate long-term strategies to reduce indebtedness prior to undertaking further borrowings). Working capital ratio (current assets/current liabilities) to remain in excess of Proposed future borrowings The Long Term Financial Strategy includes a total of 20 million in proposed new borrowings split evenly over the and financial years for the purposes of completing the Springvale Civic Precinct Master Plan. These funds will combine with proceeds from the sale of the former View Rd depot and Council CIP funding to complete this project. Council previously relied upon a strategy of ensuring Council reduced its Indebtedness to Rate Revenue ratio to below 40 per cent prior to undertaking any further borrowing. As noted in the table above, at the 30 June 2018, Council s debt ratio will have fallen to 40.3 per cent slightly higher than previously estimated due to lower levels of rates under a capped environment. With the active approach to paying out the 4.90 million LGFV loan in , the debt ratios again fall quite quickly even with the assumed 20 million new borrowings and Council s ratio returns to 41.3 per cent by June 2021 and will once again allow Council to consider future borrowings from that point. At 30 June 2021, the residual loan capacity available to Council whilst remaining below the 60 per cent threshold is 26 million. Council must however note that borrowing these funds will require additional annual funding for debt servicing and principal repayments to be included in annual budgets in potentially an environment that may remain subject to rate capping. Greater Dandenong Council will consider debt for major community assets in accordance with the above guidelines. Some future major projects include significant infrastructure works associated with the redevelopment and/or replacement of Oasis Aquatic Centre and the Keysborough Community Hub. All projects are subject to community consultation, Council review and funding. Council will also seek to maximise external funding opportunities having regard to the financial impacts and outcomes for the community. Budget Page 61

66 11.5 Impact of future borrowings on prudential limits In terms of highlighting the impact of these borrowings on Council s Indebtedness to rates ratio, the below table provides these outcomes. Projected future borrowings have been structured to ensure at no point does Council exceed the prudential limit of an indebtedness level in excess of 80 per cent of annual rate revenue. CITY OF GREATER DANDENONG BUDGET (a) Financial year ending New/ refinance borrowings Principal paid Interest expense (c) Balance 30 June '000 '000 '000 '000 Liquidity (Current assets/ current liabilities) ,386 3,822 58, % 48.1% 1.9% ,120 3,554 54, % 43.6% 1.6% ,086 3,345 51, % 40.3% 1.6% ,000 3,301 3,178 58, % 44.0% 1.5% (a) ,000 7,896 3,537 60, % 44.0% 1.6% ,659 3,918 58, % 41.3% 1.8% Prudential ratio limits: Risk assessment criteria High Below 110% Above 80% Above 10% 2020 includes the proposed repayment of the Local Government Funding Vehicle (4.9 million) which is expected to mature in November Note: excludes interest payable on Victrack land acquisition payable over three years. Debt mgmt (Debt/ Total rates and charges) Debt mgmt (Serv Costs/ Total revenue) Medium 110% - 120% 60% - 80% 5% - 10% Low Above 120% Below 60% Below 5% Budget Page 62

67 12. Infrastructure Strategy 12.1 Strategic infrastructure challenges CITY OF GREATER DANDENONG BUDGET A significant infrastructure challenge included as an integral component of Council s Long Term Financial Strategy (LTFS), is the management of a relatively large and ageing infrastructure asset base. The LTFS deals with a funding approach for efficiently managing the preservation of these assets so that they continue delivering acceptable service into the future. Council further has challenges in improving its asset management planning and in the matching of future asset capability with changing community needs for facilities Planning for meeting community needs Council s broad approach in fulfilling its long-term obligations to facilitate acceptable services for the community is to plan and develop service strategies. These strategies: Describe the nature and extent of existing service and the infrastructure presently facilitating the delivery of service. Identify plausible scenarios that could impact on service delivery. Establish key issues/challenges. Develop/review goals and objectives. Formulate and assess alternative strategic and policy responses. Evaluate and recommend preferred strategy and policy. Formulate action plans and programmes to implement preferred strategy including proposals for funding. Feeds into the Asset Management Plan for the infrastructure group(s) that facilitates service delivery. Typical strategies include: Public Transport Strategy 2004, Integrated Transport Strategy, Bicycle Shared Use Network Plan, Access and Mobility Plan, Revitalising Central Dandenong Urban Master Plan, Storm Water Drainage Management Strategy, Environmental Strategy, Open Space Strategy, Sports Facility Plan, Leisure Strategy, Playground Strategy and Action Plan, Waste Management Plan and Library 2020 Strategy Infrastructure Asset Management Strategy and Plans Council has an Asset Management Policy that sets the corporate frameworks for managing the City s assets by implementing best-practice asset management methodology across its infrastructure asset portfolio to ensure they are usable, accessible and safe. Council also has established Asset Management Plans (AMPs) for the following asset groups; roads; bridges; paths; buildings; car parks; parks; storm water drains; and bus shelters and is intending to develop AMPs for other infrastructure assets in accordance with its Corporate Asset Management Improvement Program. Budget Page 63

68 12.4 Asset valuation Council s assets, comprising of roads, bridges, paths, buildings, drains and other infrastructure assets were valued at 2.04 billion as at 30 June The written down value of these assets after deducting accumulated depreciation was 1.57 billion. CITY OF GREATER DANDENONG BUDGET The following assets are managed within the Greater Dandenong municipality: Open space 523 hectares Local roads 669 kilometres Drainage pipes 887 kilometres Drainage pits 33,210 Kerb and channel 1,286 kilometres Footpaths 1,063 kilometres Bike/shared paths 58 kilometres Playgrounds 101 Buildings 295 Car parks 0.25 kilometres squared Bridges 83 Bus shelters 66 (Council owned) Bus shelters 151 (Non Council) 12.5 Future funding challenge to sustain infrastructure assets One of the main challenges for City of Greater Dandenong is the fact that a substantial portion of its assets were constructed in the period between 1960 and As a consequence, the majority of its infrastructure assets are now approaching 30 to 50 years of age and in many cases will become a renewal issue over the coming 10 to 20 year period. Council funding of asset renewal has increased considerably over the past three years and based on Council s current asset management information, Council is fully funding the asset renewal requirements of its assets. '000 24,000 20,000 16,000 12,000 8,000 4, Adopted Budget Asset Renewal Gap to Adopted Budget Year 2 Forecast Year 3 Forecast Year 4 Forecast Year 5 Forecast Asset Renewal Requirement 16,405 17,616 16,594 15,983 17,268 19,093 Projected Funding 18,604 19,466 16,594 15,983 17,268 19,093 Note: The above amounts may differ to those presented in the capital works information in Appendix A and C. The above asset renewal requirement relates to base renewal funding and does not include renewal amounts relating to foreshadowed major projects. Budget Page 64

69 Budget Appendix A Financial Statements This appendix presents information in regard to the Financial Statements and Statement of Human Resources. The budget information for the years to has been extracted from the Strategic Resource Plan. Section 127 of the Act requires that the Budget contain financial statements in the form containing the matters required by the Regulations. Regulation 9 of the Regulations requires that the financial statements must be in the form set out in the Local Government Model Financial Report. The appendix includes the following budgeted information: Comprehensive Income Statement Balance Sheet Statement of Changes in Equity Statement of Cash Flows Statement of Capital Works Statement of Human Resources In addition to the financial statements, there are two further disclosures which are specific to the preparation of the strategic resource plan (included in this appendix) being: Summary of planned capital works expenditure Summary of planned human resource expenditure.

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71 Appendix A Financial Statements City of Greater Dandenong Comprehensive Income Statement For the five years ending 30 June 2021 CITY OF GREATER DANDENONG BUDGET Forecast Actual Budget Strategic Resource Plan Projections '000 '000 '000 '000 '000 '000 Income Rates and charges 120, , , , , ,781 Statutory s and fines 5,717 6,389 6,486 6,617 6,752 6,889 User s 9,054 10,127 10,218 10,538 10,869 11,314 Grants - operating 25,408 30,351 30,264 30,515 30,820 31,128 Grants - capital 5,078 6,824 2, Contributions - monetary 2,517 1,600 1,600 1,600 1,600 1,600 Contributions - non-monetary 18,000 20,000 20,000 20,000 20,000 20,000 Net gain on disposal property, infrastructure, plant and equipment 1,248 7, Other income 8,527 8,543 9,241 8,584 9,170 8,967 Total income 196, , , , , ,781 Expenses Employee costs 74,829 74,194 77,117 78,798 80,742 82,699 Materials and services 53,977 53,348 55,077 56,197 58,080 59,721 Bad and doubtful debts Depreciation 30,559 32,087 33,691 35,376 37,145 39,002 Borrowing costs 4,034 3,699 3,419 3,178 3,537 3,918 Other expenses 7,692 8,515 7,843 7,969 8,098 9,114 Reduced services/capital spending - - (1,992) (3,900) (6,453) (3,939) Total expenses 171, , , , , ,466 Surplus for the year 24,271 44,480 33,162 33,869 36,231 32,315 Other comprehensive income Items that will not be reclassified to surplus or deficit in future periods: Other Total comprehensive result 24,271 44,480 33,162 33,869 36,231 32,315 Note: The amount indicated for rates and charges includes an estimate of income from supplementary rates (i.e. properties newly subdivided or improved upon during the year) and therefore doesn t balance to the amounts indicated in Section 10 and the Declaration of Rates and Charges in Appendix B. Reduced services/capital spending relates to the saving/reduction required as a result of rate capping. The amount is disclosed separately as the saving/reduction has yet to be realised. See also Cash Flow Statement. Appendix A Financial Statements Page 1

72 Conversion to cash result For the five years ending 30 June 2021 CITY OF GREATER DANDENONG BUDGET Forecast Actual Budget Strategic Resource Plan Projections '000 '000 '000 '000 '000 '000 Net operating result 24,271 44,480 33,162 33,869 36,231 32,315 Less cash costs not included in operating result Capital expenditure 52,812 47,803 38,890 51,017 55,524 45,525 Loan repayments 4,386 3,120 3,086 3,301 7,896 1,659 Loan proceeds (10,000) (10,000) - Land acquisition - repayment 1,117 1,184 1, Transfer from reserves (14,539) (12,422) (2,704) (1,343) (6,275) (1,409) Transfer to reserves 10,352 22,293 6,653 6,694 6,736 5,970 Sub total 54,128 61,978 47,180 49,669 53,881 51,745 Plus non-cash costs included in operating result Depreciation 30,559 32,087 33,691 35,376 37,145 39,002 Written down value of assets sold 857 5, Contributions - non-monetary (18,000) (20,000) (20,000) (20,000) (20,000) (20,000) Sub total 13,416 17,498 14,018 15,800 17,650 19,430 Surplus (deficit) for the year (16,441) Accumulated surplus brought forward 16, Accumulated surplus brought forward Appendix A Financial Statements Page 2

73 Balance Sheet For the five years ending 30 June 2021 CITY OF GREATER DANDENONG BUDGET Assets Forecast Actual Budget Strategic Resource Plan Projections '000 '000 '000 '000 '000 '000 Current assets Cash and cash equivalents 63,268 72,738 75,841 83,527 85,236 88,693 Trade and other receivables 14,536 15,252 15,799 16,470 17,170 17,899 Other assets 1,733 1,776 1,821 1,866 1,913 1,960 Non-current assets classified as held for sale Total current assets 80,027 89,766 93, , , ,552 Non-current assets Trade and other receivables Property, infrastructure plant and equipment 1,723,676 1,754,471 1,779,343 1,814,560 1,852,434 1,878,529 Financial assets - assets held for sale Total non-current assets 1,724,232 1,755,027 1,779,899 1,815,116 1,852,990 1,879,085 Total assets 1,804,259 1,844,793 1,873,360 1,916,979 1,957,309 1,987,637 Liabilities Current liabilities Trade and other payables 17,086 16,184 15,035 17,154 18,177 16,839 Trust funds and deposits 21,418 21,918 22,018 22,118 22,218 22,318 Provisions 15,881 16,591 17,333 18,110 18,924 19,775 Other interest-bearing liabilities - land acquisition 1,184 1, Interest-bearing loans and borrowings 3,120 3,086 3,301 7,896 1,659 1,774 Total current liabilities 58,689 59,034 57,687 65,278 60,978 60,706 Non-current liabilities Trust funds and deposits 1,024 1,024 1,024 1,024 1,024 1,024 Provisions 1,272 1,322 1,375 1,430 1,488 1,547 Other interest-bearing liabilities - land acquisition 1, Interest-bearing loans and borrowings 54,912 51,826 48,525 50,629 58,970 57,196 Total non-current liabilities 58,463 54,172 50,924 53,083 61,482 59,767 Total liabilities 117, , , , , ,473 Net assets 1,687,107 1,731,587 1,764,749 1,798,618 1,834,849 1,867,164 Equity Accumulated surplus 752, , , , , ,531 Asset revaluation reserve 911, , , , , ,395 Reserves 23,045 32,916 36,865 42,216 42,677 47,238 Total equity 1,687,107 1,731,587 1,764,749 1,798,618 1,834,849 1,867,164 Appendix A Financial Statements Page 3

74 Statement of Changes in Equity For the five years ending 30 June 2021 CITY OF GREATER DANDENONG BUDGET Accumulated Revaluation Other Total surplus reserve reserves '000 '000 '000 ' Balance at beginning of the financial year 1,662, , ,395 27,232 Surplus/(deficit) for the year 24,271 24, Net asset revaluation increment/(decrement) Transfers to other reserves - (10,352) - 10,352 Transfers from other reserves - 14,539 - (14,539) Balance at end of the financial year 1,687, , ,395 23, Balance at beginning of the financial year 1,687, , ,395 23,045 Surplus/(deficit) for the year 44,480 44, Net asset revaluation increment/(decrement) Transfers to other reserves - (22,293) - 22,293 Transfers from other reserves - 12,422 - (12,422) Balance at end of the financial year 1,731, , ,395 32, Balance at the beginning of the financial year 1,731, , ,395 32,916 Surplus/(deficit) for the year 33,162 33, Net asset revaluation increment/(decrement) Transfers to other reserves - (6,653) - 6,653 Transfers from other reserves - 2,704 - (2,704) Balance at end of the financial year 1,764, , ,395 36, Balance at the beginning of the financial year 1,764, , ,395 36,865 Surplus/(deficit) for the year 33,869 33, Net asset revaluation increment/(decrement) Transfers to other reserves - (6,694) - 6,694 Transfers from other reserves - 1,343 - (1,343) Balance at end of the financial year 1,798, , ,395 42, Balance at the beginning of the financial year 1,798, , ,395 42,216 Surplus/(deficit) for the year 36,231 36, Net asset revaluation increment/(decrement) Transfers to other reserves - (6,736) - 6,736 Transfers from other reserves - 6,275 - (6,275) Balance at end of the financial year 1,834, , ,395 42, Balance at the beginning of the financial year 1,834, , ,395 42,677 Surplus/(deficit) for the year 32,315 32, Net asset revaluation increment/(decrement) Transfers to other reserves - (5,970) - 5,970 Transfers from other reserves - 1,409 - (1,409) Balance at end of the financial year 1,867, , ,395 47,238 Appendix A Financial Statements Page 4

75 Statement of Cash Flows For the five years ending 30 June 2021 CITY OF GREATER DANDENONG BUDGET Forecast Actual Budget '000 '000 '000 '000 '000 '000 Inflows Inflows Inflows Inflows Inflows Inflows (Outflows) (Outflows) (Outflows) (Outflows) (Outflows) (Outflows) Cash flows from operating activities Rates and charges 120, , , , , ,517 Statutory s and fines 4,692 5,403 5,455 5,533 5,612 5,691 User s 9,751 10,925 11,014 11,359 11,714 12,195 Grants - operating 27,412 32,316 32,210 32,475 32,799 33,127 Grants - capital 5,078 6,824 2, Contributions - monetary 2,517 1,600 1,600 1,600 1,600 1,600 Interest received 2,254 2,187 2,086 2,086 2,086 2,086 Trust funds and deposits taken 29,500 28,000 27,600 27,600 27,600 27,600 Other receipts 7,127 8,267 7,931 7,228 7,889 7,651 Net refund 7,699 6,074 6,433 7,771 8,295 7,532 Employee costs (74,034) (73,434) (76,321) (77,965) (79,871) (81,789) Materials and services (62,915) (64,375) (65,633) (64,810) (68,428) (71,595) Trust funds and deposits repaid (27,500) (27,500) (27,500) (27,500) (27,500) (27,500) Other payments (8,461) (9,367) (8,627) (8,766) (8,908) (10,025) Reduced services/capital spending - - 1,992 3,900 6,453 3,939 Net cash provided by operating activities 43,339 52,474 49,100 54,335 57,655 53,703 Cash flows from investing activities Payments for property, infrastructure, plant and equipment (52,812) (47,803) (38,890) (51,017) (55,524) (45,525) Proceeds from sale of property held for resale 1, Proceeds from sale of property, infrastructure, plant and 2,105 11, , equipment Net cash used in investing activities (49,380) (35,001) (38,237) (50,170) (54,513) (44,669) Cash flows from financing activities Finance costs (4,034) (3,699) (3,419) (3,178) (3,537) (3,918) Proceeds from borrowings ,000 10,000 - Repayment of borrowings (4,386) (3,120) (3,086) (3,301) (7,896) (1,659) Repayment of other interest-bearing - land acquisition (1,117) (1,184) (1,255) Net cash provided by (used in) financing activities (9,537) (8,003) (7,760) 3,521 (1,433) (5,577) Net increase (decrease) in cash and cash equivalents (15,578) 9,470 3,103 7,686 1,709 3,457 Cash and cash equivalents at beginning of the financial year 78,846 63,268 72,738 75,841 83,527 85,236 Cash and cash equivalents at the end of the financial year 63,268 72,738 75,841 83,527 85,236 88,693 Note: Figures for future years are likely to be amended due to the impact of rate capping. Strategic Resource Plan Projections Appendix A Financial Statements Page 5

76 Statement of Capital Works For the five years ending 30 June 2021 CITY OF GREATER DANDENONG BUDGET Forecast Actual Budget Note: Figures for future years are likely to be amended due to the impact of rate capping. Strategic Resource Plan Projections '000 '000 '000 '000 '000 '000 Property Land 3, Total land 3, Buildings 16,147 27,017 14,091 22,787 23,834 15,409 Leasehold improvements Total buildings 16,147 27,017 14,091 22,787 23,834 15,409 Total property 19,669 27,017 14,091 22,787 23,834 15,409 Plant and equipment Plant, machinery and equipment 2,821 2,650 2,907 2,952 2,999 2,999 Fixtures, fittings and furniture Computers and telecommunications Library books 1,174 1,161 1,000 1,000 1,000 1,000 Total plant and equipment 4,483 4,016 4,457 4,734 4,815 4,815 Infrastructure Roads 13,181 6,820 10,175 11,344 13,460 13,542 Bridges Footpaths and cycleways 2,000 1,805 1,324 1,331 1,332 1,332 Drainage 1,755 1,438 1,650 1,765 1,675 1,633 Recreational, leisure and community facilities 1,225 1,439 3,194 3,660 4,325 4,325 Parks, open space and streetscapes 8,609 3,918 3,667 4,606 5,269 4,269 Off street car parks 1,890 1, Total infrastructure 28,660 16,770 20,342 23,496 26,875 25,301 Total capital works expenditure 52,812 47,803 38,890 51,017 55,524 45,525 Represented by: New asset expenditure 14,523 14,184 12,599 22,880 23,531 12,995 Asset renewal expenditure 22,451 19,466 16,594 15,983 17,268 19,093 Asset upgrade expenditure 15,611 14,153 9,697 12,154 14,725 13,437 Asset expansion expenditure Total capital works expenditure 52,812 47,803 38,890 51,017 55,524 45,525 Appendix A Financial Statements Page 6

77 Statement of Human Resources For the five years ending 30 June 2021 CITY OF GREATER DANDENONG BUDGET Strategic Resource Plan Budget Projections Staff expenditure Employee costs - operating 74,194 77,117 78,798 80,742 82,699 Total staff expenditure 74,194 77,117 78,798 80,742 82,699 Staff numbers Employees Total staff numbers Note: Figures for future years are likely to be amended due to the impact of rate capping. Appendix A Financial Statements Page 7

78 Other information For the five years ended 30 June Summary of planned capital works expenditure CITY OF GREATER DANDENONG BUDGET Asset expenditure type Funding sources Council Borrowings Reserves Total New Renewal Upgrade Expansion Total Grants cash '000 '000 '000 Property Land Total land Buildings 27,017 10,214 6,983 9,820-27,017 3,811 14,256-8,950 Leasehold improvements Total buildings 27,017 10,214 6,983 9,820-27,017 3,811 14,256-8,950 Total property 27,017 10,214 6,983 9,820-27,017 3,811 14,256-8,950 Plant and equipment Plant, machinery and equipment 2, , ,650-2, Fixtures, fittings and furniture Computers and telecommunications Library books 1,161-1, ,161-1, Total plant and equipment 4, , ,016-4, Infrastructure Roads 6, , ,820 2,224 4, Bridges Footpaths and cycle ways 1, , ,805-1, Drainage 1, ,438-1, Recreational, leisure and community facilities 1, ,439-1, Parks, open space and streetscapes 3,918 1, ,275-3, , Off street car parks 1, ,050-1, Total infrastructure 16,770 3,581 8,895 4,294-16,770 2,273 13, Total capital works expenditure 47,803 14,184 19,466 14,153-47,803 6,084 31,885-9,834 Appendix A Financial Statements Page 8

79 Other information For the five years ended 30 June Summary of planned capital works expenditure (continued) CITY OF GREATER DANDENONG BUDGET Asset expenditure type Funding sources Council Borrowings Reserves Total New Renewal Upgrade Expansion Total Grants cash '000 '000 '000 Property Land Total land Buildings 14,091 10,591 3, ,091 1,768 12, Leasehold improvements Total buildings 14,091 10,591 3, ,091 1,768 12, Total property 14,091 10,591 3, ,091 1,768 12, Plant and equipment Plant, machinery and equipment 2, , ,907-2, Fixtures, fittings and furniture Computers and telecommunications Library books 1,000-1, ,000-1, Total plant and equipment 4, , ,457-4, Infrastructure Roads 10,175-4,329 5,846-10, , Bridges Footpaths and cycle ways 1, ,324-1, Drainage 1, ,100-1,650-1, Recreational, leisure and community facilities 3, , ,194-3, Parks, open space and streetscapes 3, , ,667-3, Off street car parks Total infrastructure 20,342 1,830 8,994 9,518-20, , Total capital works expenditure 38,890 12,599 16,594 9,697-38,890 2,442 36, Appendix A Financial Statements Page 9

80 Other information For the five years ended 30 June Summary of planned capital works expenditure (continued) CITY OF GREATER DANDENONG BUDGET Asset expenditure type Funding sources Council Borrowings Reserves Total New Renewal Upgrade Expansion Total Grants cash '000 '000 '000 Property Land Total land Buildings 22,787 19,287 3, , ,544 9,000 - Leasehold improvements Total buildings 22,787 19,287 3, , ,544 9,000 - Total property 22,787 19,287 3, , ,544 9,000 - Plant and equipment Plant, machinery and equipment 2, , ,952-2, Fixtures, fittings and furniture Computers and telecommunications Library books 1,000-1, ,000-1, Total plant and equipment 4, , ,734-4, Infrastructure Roads 11,344-4,198 7,146-11, , Bridges Footpaths and cycle ways 1, ,331-1, Drainage 1, ,215-1,765-1, Recreational, leisure and community facilities 3,660 1,188 1,284 1,188-3,660-3, Parks, open space and streetscapes 4,606 2,188 1,230 1,188-4,606-3,606 1,000 - Off street car parks Total infrastructure 23,496 3,376 8,183 11,937-23, ,822 1,000 - Total capital works expenditure 51,017 22,880 15,983 12,154-51, ,100 10,000 - Appendix A Financial Statements Page 10

81 Other information For the five years ended 30 June Summary of planned capital works expenditure (continued) CITY OF GREATER DANDENONG BUDGET Asset expenditure type Funding sources Council Borrowings Reserves Total New Renewal Upgrade Expansion Total Grants cash '000 '000 '000 Property Land Total land Buildings 23,834 19,260 4, ,834-14,834 9,000 - Leasehold improvements Total buildings 23,834 19,260 4, ,834-14,834 9,000 - Total property 23,834 19,260 4, ,834-14,834 9,000 - Plant and equipment Plant, machinery and equipment 2, , ,999-2, Fixtures, fittings and furniture Computers and telecommunications Library books 1,000-1, ,000-1, Total plant and equipment 4, , ,815-4, Infrastructure Roads 13,460-4,356 9,104-13, , Bridges Footpaths and cycle ways 1, ,332-1, Drainage 1, ,125-1,675-1, Recreational, leisure and community facilities 4,325 1,507 1,311 1,507-4,325-4, Parks, open space and streetscapes 5,269 2,507 1,255 1,507-5,269-4,269 1,000 - Off street car parks Total infrastructure 26,875 4,014 8,394 14,467-26, ,201 1,000 - Total capital works expenditure 55,524 23,531 17,268 14,725-55, ,850 10,000 - Appendix A Financial Statements Page 11

82 Other information For the five years ended 30 June Summary of planned capital works expenditure (continued) CITY OF GREATER DANDENONG BUDGET Asset expenditure type Funding sources Council Borrowings Reserves Total New Renewal Upgrade Expansion Total Grants cash '000 '000 '000 Property Land Total land Buildings 15,409 9,050 6, ,409-15, Leasehold improvements Total buildings 15,409 9,050 6, ,409-15, Total property 15,409 9,050 6, ,409-15, Plant and equipment Plant, machinery and equipment 2, , ,999-2, Fixtures, fittings and furniture Computers and telecommunications Library books 1,000-1, ,000-1, Total plant and equipment 4, , ,815-4, Infrastructure Roads 13, ,438 8,430-13, , Bridges Footpaths and cycle ways 1, ,332-1, Drainage 1, ,125-1,633-1, Recreational, leisure and community facilities 4,325 1,507 1,311 1,507-4,325-4, Parks, open space and streetscapes 4,269 1,507 1,255 1,507-4,269-4, Off street car parks Total infrastructure 25,301 3,688 8,434 13,179-25, , Total capital works expenditure 45,525 12,995 19,093 13,437-45, , Appendix A Financial Statements Page 12

83 Other information For the five years ended 30 June Summary of planned human resources and expenditure CITY OF GREATER DANDENONG BUDGET Strategic Resource Plan Budget Projections '000 '000 '000 '000 '000 Chief Executive Permanent full time Permanent part time Total Chief Executive City Planning, Design and Amenity Permanent full time 9,216 9,740 9,983 10,233 10,489 Permanent part time 1,040 1,099 1,126 1,154 1,183 Total City Planning, Design and Amenity 10,256 10,839 11,109 11,387 11,672 Community Services Permanent full time 17,174 17,972 18,390 18,847 19,314 Permanent part time 14,384 15,052 15,403 15,785 16,176 Total Community Services 31,558 33,024 33,793 34,632 35,490 Corporate Services Permanent full time 8,186 8,611 8,826 9,047 9,273 Permanent part time 2,488 2,617 2,683 2,750 2,819 Total Corporate Services 10,674 11,228 11,509 11,797 12,092 Engineering Services Permanent full time 13,714 14,263 14,619 14,985 15,360 Permanent part time Total Engineering Services 14,019 14,580 14,944 15,318 15,701 Greater Dandenong Business Permanent full time 1,555 1,480 1,390 1,438 1,461 Permanent part time Total Greater Dandenong Business 1,891 1,800 1,690 1,749 1,777 Total casuals and other 5,237 5,073 5,166 5,257 5,350 Total staff expenditure 74,194 77,117 78,798 80,742 82,699 Note: Figures for future years are likely to be amended due to the impact of rate capping. Appendix A Financial Statements Page 13

84 Other information For the five years ended 30 June Summary of planned human resources and expenditure (continued) CITY OF GREATER DANDENONG BUDGET Strategic Resource Plan Budget Projections FTE FTE FTE FTE FTE Chief Executive Permanent full time Permanent part time Total Chief Executive City Planning, Design and Amenity Permanent full time Permanent part time Total City Planning, Design and Amenity Community Services Permanent full time Permanent part time Total Community Services Corporate Services Permanent full time Permanent part time Total Corporate Services Engineering Services Permanent full time Permanent part time Total Engineering Services Greater Dandenong Business Permanent full time Permanent part time Total Greater Dandenong Business Total casuals and other Total staff numbers Note: Figures for future years are likely to be amended due to the impact of rate capping. Appendix A Financial Statements Page 14

85 Budget Appendix B Statutory disclosures Purpose of Statutory Disclosures This appendix presents information about rates and charges which the Act and the regulations require to be disclosed in Council s Annual Budget. The Regulations require certain information to be disclosed within the budget and some of these disclosures relating to rates and charges are made in the Appendix. The appendix includes the following budget information: Rates and charges Differential rates

86

87 Appendix B - Statutory disclosures CITY OF GREATER DANDENONG BUDGET Section 127, Regulations 10 (2)(a) (r) 1. Rates and charges 1.1 The rate in the dollar to be levied as general rates under Section 158 of the Act for each type or class of land compared with the previous financial year. Budget Budget Type or class of land Change cents/civ cents/civ General % Commercial % Industrial % Vacant residential % Farm % 1.2 The estimated total amount to be raised by general rates in relation to each type or class of land and the estimated total amount to be raised by general rates, compared with the previous financial year. Annualised Budget rates levied Budget Type or class of land Change General 47,251,136 48,463,308 49,487, % Commercial 11,688,214 12,139,320 12,430, % Industrial 41,994,574 43,152,130 44,233, % Vacant residential 1,227,887 1,114,174 1,403, % Farm 471, , , % Total amount to be raised by general rates 102,633, ,272, ,902, % 1.3 The numbers of assessments in relation to each type of class of land and the total number of assessments compared with the previous financial year. Budget Budget Type or class of land Change Number Number General 51,908 53, % Commercial 3,201 3, % Industrial 5,712 5, % Vacant residential % Farm % Total number of assessments 61,822 63, % Appendix B Statutory Disclosure Page 1

88 1.4 The basis of valuation to be used is the Capital Improved Value (CIV). CITY OF GREATER DANDENONG BUDGET 1.5 The estimated total value of each type or class of land and the estimated total value of land, compared with the previous financial year. Budget Budget Type or class of land Change General 20,520,803,000 26,217,098, % Commercial 2,851,742,000 3,292,691, % Industrial 7,096,466,330 7,811,199, % Vacant residential 444,385, ,044, % Farm 256,115, ,665, % Total value of land 31,169,512,130 38,081,697, % 1.6 The proposed unit amount to be levied for each type of service rate or charge under section 162 of the Act compared with the previous financial year. Per rateable property Per rateable property Type of charge Change % Option A: 120 litre waste, 240 litre recycling, 240 litre garden bin % Option B: 80 litre waste, 240 litre recycling and 240 litre garden bin % Option C: 120 litre waste, 240 litre recycling and 120 litre garden bin % Option D: 80 litre waste bin, 240 litre recycling bin and 120 litre garden bin % Option E: 120 litre waste bin, 240 litre recycling bin and no garden bin % Option F: 80 litre waste bin, 240 litre recycling bin and no garden bin % Minimum waste charge for each residential property % State Government landfill levy % Bin change of selection charge % Additional bin services 120 litre waste bin service % (Plus a one off for the purchase of the bin) % 240 litre recycling bin service % (Plus a one off for the purchase of the bin) % 240 litre garden bin service % (Plus a one off for the purchase of the bin) % Recycling bin option - upgrade of 240 litre to 360 litre % Appendix B Statutory Disclosure Page 2

89 CITY OF GREATER DANDENONG BUDGET 1.7 The estimated total amount to be raised by each type of service rate or charge and the estimated total amount to be raised by services rates and charges compared with the previous financial year. Budget Budget Type of charge Change Option A: 120 litre waste, 240 litre recycling, 240 litre garden bin 6,595,700 7,129, % Option B: 80 litre waste, 240 litre recycling and 240 litre garden bin 1,152,400 1,253, % Option C: 120 litre waste, 240 litre recycling and 120 litre garden bin 1,472,700 1,853, % Option D: 80 litre waste bin, 240 litre recycling bin and 120 litre garden bin 1,310,808 1,458, % Option E: 120 litre waste bin, 240 litre recycling bin and no garden bin 1,594,000 1,454, % Option F: 80 litre waste bin, 240 litre recycling bin and no garden bin 587, , % State Government landfill levy 1,924,800 1,996, % Supplementary and additional services 100, , % Total 14,738,000 15,818, % 1.8 The estimated total amount to be raised by all rates and charges compared with the previous financial year. Budget Budget Change General rates 102,633, ,902, % Waste charges 14,738,000 15,818, % Rates and charges 117,371, ,721, % 1.9 There are no known significant changes, which may affect the estimated amounts to be raised by rates and charges. However, the total amount to be raised by rates and charges may be affected by: The making of supplementary valuations ( forecast 2.02 million, forecast 1 million). The variation of returned levels of value (e.g. valuation appeals). Changes of use of land such that rateable land becomes non-rateable land and vice versa. Changes of use of land such that residential land becomes business land and vice versa. 2. Differential rates 2.1 Rates to be levied The rate and amount of rates payable in relation to land in each category of differential are: A general rate of % ( cents in the dollar of capital improved value) for all rateable residential (general). A general rate of % ( cents in the dollar of capital improved value) for all rateable commercial land. A general rate of % ( cents in the dollar of capital improved value) for all rateable industrial land. A general rate of % ( cents in the dollar of capital improved value) for all rateable residential vacant land. A general rate of % for ( cents in the dollar of capital improved value) rateable farm land. Each differential rate will be determined by multiplying the Capital Improved Value of each rateable land (categorised by the characteristics described below) by the relevant percentages indicated above. Council considers that each differential rate will contribute to the equitable and efficient carrying out of Council functions. Details of the objectives of each differential rate, the types of classes of land, which are subject to each differential rate and the uses of each differential rate, are set out on the following pages. Appendix B Statutory Disclosure Page 3

90 SCHEDULE A CITY OF GREATER DANDENONG BUDGET Objective: RESIDENTIAL (General) To ensure that all rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including the: 1. Construction and maintenance of public infrastructure. 2. Development and provision of health and community services. 3. Provision of general support services. 4. Requirement to ensure that Council has adequate funding to undertake its strategic, statutory, and service provision obligations. Types and classes: Any land which does not have the characteristics of Commercial, Industrial, Residential Vacant or Farm Land. Use and level of differential rate: The differential rate will be used to fund some of those items of expenditure described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above. Geographic location: Wherever located within the municipal district. Use of land: Any use permitted under the relevant Planning Scheme. Planning scheme zoning: The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the relevant Planning Scheme. Types of buildings: All buildings which are now constructed on the land or which are constructed prior to the expiry of the financial year. Appendix B Statutory Disclosure Page 4

91 SCHEDULE B CITY OF GREATER DANDENONG BUDGET Objective: COMMERCIAL LAND To ensure that all rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including the: 1. Construction and maintenance of public infrastructure related to the commercial sector. 2. Enhancement of the economic viability of the commercial sector through targeted programs and projects. 3. Encouragement of employment opportunities. 4. Promotion of economic development. 5. Requirement to ensure that streetscaping and promotional activity is complementary to the achievement of commercial objectives. Types and classes: Any land which is primarily used for commercial purposes. Use and level of differential rate: The differential rate will be used to fund some of those items of expenditure described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above. Geographic location: Wherever located within the municipal district. Use of land: Any use permitted under the relevant Planning Scheme. Planning scheme zoning: The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the relevant Planning Scheme. Types of buildings: All buildings which are now constructed on the land or which are constructed prior to the expiry of the financial year. Appendix B Statutory Disclosure Page 5

92 SCHEDULE C CITY OF GREATER DANDENONG BUDGET Objective: INDUSTRIAL LAND To ensure that all rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including the: 1. Construction and maintenance of public infrastructure related to the industrial sector. 2. Enhancement of the economic viability of the industrial sector through targeted programs and projects. 3. Encouragement of employment opportunities. 4. Promotion of economic development. 5. Requirement to ensure that street scaping and promotional activity is complementary to the achievement of industrial objectives. Types and classes: Any land which is used primarily for industrial purposes. Use and level of differential rate: The differential rate will be used to fund some of those items of expenditure described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above. Geographic location: Wherever located within the municipal district. Use of land: Any use permitted under the relevant Planning Scheme. Planning scheme zoning: The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the relevant Planning Scheme. Types of buildings: All buildings which are now constructed on the land or which are constructed prior to the expiry of the financial year. Appendix B Statutory Disclosure Page 6

93 SCHEDULE D CITY OF GREATER DANDENONG BUDGET Objective: RESIDENTIAL VACANT LAND To provide an economic incentive for the development of residential vacant land and a disincentive for residential land-banking in order that all rateable land makes an equitable contribution to the cost of carrying out the functions of Council, including the: 1. Construction and maintenance of public infrastructure. 2. Development and provision of health and community services. 3. Provision of general support services. 4. Requirement to ensure that Council has adequate funding to undertake its strategic, statutory, and service provision obligations. Types and classes: Any land which is vacant residential land. Use and level of differential rate: The differential rate will be used to fund some of those items of expenditure described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above. Geographic location: Wherever located within the municipal district. Use of land: Any use permitted under the relevant Planning Scheme. Planning scheme zoning: The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the relevant Planning Scheme. Appendix B Statutory Disclosure Page 7

94 SCHEDULE E CITY OF GREATER DANDENONG BUDGET Objective: FARM LAND To provide a financial subsidy to rateable farm land to ensure that all rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including the: 1. Construction and maintenance of public infrastructure. 2. Development and provision of health and community services. 3. Provision of general support services. 4. Requirement to ensure that Council has adequate funding to undertake its strategic, statutory, and service provision obligations. Types and classes: Any land which is primarily used for the purposes of farming. Use and level of differential rate: The differential rate will be used to fund some of those items of expenditure described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above. Geographic location: Wherever located within the municipal district. Use of land: Any use permitted under the relevant Planning Scheme. Planning scheme zoning: The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the relevant Planning Scheme. Types of buildings: All buildings which are now constructed on the land or which are constructed prior to the expiry of the financial year. Appendix B Statutory Disclosure Page 8

95 Budget Appendix C Capital Works Program This appendix presents a listing of the Capital Works projects that will be undertaken for the year. The appendix includes the following budget information: Detailed capital works program grouped by asset class and type. Regulation 10 (a) and (b) require that the budget contain a detailed list of capital works expenditure in relations to non-current assets by class according the Local Government Model Financial Report, classified separately as to asset expenditure type (ie. renewal, new, upgrade and expansion). The budget must also contain a summary of funding sources in relation to the capital works expenditure, classified separately as to grants, contributions, Council cash and borrowings. The disclosure in Appendix C reflects these requirements.

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97 CITY OF GREATER DANDENONG BUDGET CAPITAL WORKS PROGRAM Asset expenditure type Funding sources Item no. Project name Total New Renewal Upgrade Expansion Total Grants * Council cash PROPERTY Buildings 1, 2 Building Renewal Projects Program (large and moderate) Reserves 5,800, ,800, ,800, ,800, Springvale Community Precinct Project 8,650,000 3,460, ,190, ,650, ,650,000 4 Dandenong Oasis Structural Engineer Audit 50,000 50, , ,000 0 and Report 5 Building Design, Kitchen and Mechanical Plant Renewal Program 200, , , , Tatterson Park Pavilion Construction - Stage 2 6,210,000 6,210, ,210,000 3,260,832 2,949, Dandenong Market - Produce Hall Roof 500, , , ,000 0 Renewal - Stage 2 8 Building Access Audit Works Program 200, , , , Dandenong Market - Terrace Alfresco Dining 15, , , ,000 0 Area - Stage 2 (Design only) 10 Masonic Hall Upgrade Stage 2 - detailed design 300, , , , Building Energy Audits 50, , , , Robert Booth Reserve Pavilion Upgrade - 1,370, ,370, ,370, ,000 1,270,000 0 Stage 2 13 Dandenong Market - Expansion of Coolroom Capacity (Construction) 14 Alex Nelson Reserve Pavilion Redevelopment - Construction Only 15 Dandenong Market - Provision of Services (Stage 1) 16 Noble Park Aquatic Centre - Plant Room Works 250, , , , ,440, ,440, ,440, ,000 1,340, , , , , ,000 9, , , Dandenong Stadium Fire Exit Ramps 170, , , , Springers Floor Resurfacing works - minor hall 140, , , , Upgrade IT Systems at the Tom Houlahan Centre 70, , , , Asbestos Inspection and Removal Program 75, , , , Dandenong Oasis - Plant Works 37, ,500 18, , ,000 0 Appendix C - Capital Works Program Regulation 10(a) and (b) - detailed list of capital works expenditure * Grant funding is subject to review and funding body approval. Page 1 of 7

98 CITY OF GREATER DANDENONG BUDGET CAPITAL WORKS PROGRAM Asset expenditure type Funding sources Item no. Project name Total New Renewal Upgrade Expansion Total Grants * Council cash 22 Yarraman Kindergarten renovation and refurbishment 23 Wal Turner Reserve Pavilion extension - Design Only 24 Demolition at Clow Street precinct and makegood (including 18 Stuart Street) 25 Dandenong Civic Centre Minor office improvements 74 Springvale North Tennis Club - Pavilion Upgrade and Extension - Stage 1 Reserves 672, , , , , , , , , ,000 70, , , , , , , , , , , Dandenong Heritage Archive - fire alarms 15,000 15, , , Shepley Oval Indoor Training Facility - Stage 2 200, , , ,000 0 (Detailed Design) 77 JC Mills Jarvis Pavilion - Security Improvements 30,000 30, , , Keysborough Reserve Grandstand 134, , , ,100 0 Sub-total buildings 27,017,480 10,214,000 6,983,500 9,819, ,017,480 3,810,832 14,256,648 8,950,000 TOTAL PROPERTY 27,017,480 10,214,000 6,983,500 9,819, ,017,480 3,810,832 14,256,648 8,950,000 Appendix C - Capital Works Program Regulation 10(a) and (b) - detailed list of capital works expenditure * Grant funding is subject to review and funding body approval. Page 2 of 7

99 CITY OF GREATER DANDENONG BUDGET CAPITAL WORKS PROGRAM Asset expenditure type Funding sources Item no. Project name Total New Renewal Upgrade Expansion Total Grants * Council cash PLANT AND EQUIPMENT Reserves Plant, machinery and equipment 73 Fleet Capital Program 2,650, ,000 2,385, ,650, ,650,000 0 Sub-total plant, machinery and equipment 2,650, ,000 2,385, ,650, ,650,000 0 Fixtures, fittings and furniture 71 Public Hall Furniture Renewal Program 42, , , ,000 0 Sub-total fixtures, fittings and furniture 42, , , ,000 0 Computers and telecommunications 67 Development of Online/Smart Forms 30,000 30, , , Development of mobile versions of Drum Theatre and Youth Services websites 25, , , , Electronic meeting room signage - Dandenong Civic Centre (stage two) 70 Implement the Trapeze software solution for Statutory Planning and Building Services (IT) 14, , , , ,935 93, , ,935 0 Sub-total computers and telecomm. 163, , , , ,335 0 Library books 72 Library Resources 1,160, ,160, ,160, ,160,712 0 Sub-total library books 1,160, ,160, ,160, ,160,712 0 TOTAL PLANT AND EQUIPMENT 4,016, ,935 3,587,712 39, ,016, ,016,047 0 Appendix C - Capital Works Program Regulation 10(a) and (b) - detailed list of capital works expenditure * Grant funding is subject to review and funding body approval. Page 3 of 7

100 CITY OF GREATER DANDENONG BUDGET CAPITAL WORKS PROGRAM Asset expenditure type Funding sources Item no. Project name Total New Renewal Upgrade Expansion Total Grants * Council cash INFRASTRUCTURE Roads 58 Springvale Activity Centre Laneway Improvement Project 61 Local Road Design, Upgrade and Reconstruction 62 Roads To Recovery - Road resurfacing / rehabilitation program on local roads throughout the municipality under Federal Road Funding Program. Reserves 80,000 80, , ,000 2,000, ,000, ,000, ,000, ,223, ,223, ,223,950 2,223, Road Resurfacing / Rehabilitation program on 1,726, ,726, ,726, ,726,000 0 local roads throughout the municipality 64 Kerb and Channel Renewal Program 300, , , , Cleeland Street Pedestrian Crossing and Kerb 55,000 55, , ,000 0 Outstands 66 LATM Implementation Program 400, , , , Menzies Avenue Pedestrian Safety 35, , , ,000 0 Sub-total roads 6,819, ,000 6,249,950 35, ,819,950 2,223,950 4,516,000 80,000 Bridges 26 Allan Street bridge contribution for construction and land acquisition 300, , , ,000 0 Sub-total bridges 300, , , ,000 0 Footpaths and cycleways 31 Footpath Renewal Program 1,400, ,400, ,400, ,400, Implementation of CGD Footpath, Bicycle 300, , , ,000 0 Path and Shared Path Network Plan 84 General park improvements throughout the Dandenong Flood Plains Precinct and Tirhatuan Park. 105, , , ,000 0 Sub-total footpaths and cycleways 1,805, ,000 1,400, ,805, ,805,000 0 Appendix C - Capital Works Program Regulation 10(a) and (b) - detailed list of capital works expenditure * Grant funding is subject to review and funding body approval. Page 4 of 7

101 CITY OF GREATER DANDENONG BUDGET CAPITAL WORKS PROGRAM Asset expenditure type Funding sources Item no. Project name Total New Renewal Upgrade Expansion Total Grants * Council cash Drainage 27 Drainage Upgrade/Expansion Program 788, , , , Major Stormwater Renewal Works - Pipe 350, , , ,000 0 Replacement and Relining Works 29 Minor Stormwater Renewal Works Program 200, , , , Stormwater Pit Cover Replacement Program 100, , , ,000 0 Sub-total drainage 1,438, , , ,438, ,438,000 0 Recreational, leisure and comm. facilities 52 Sporting Club Public Place Recycling extension 53 Community Event Sign Conversion to LCD/LED - investigation 54 Number 8 car park improved wayfinding signage / variable message signs (VMS) Reserves 41,000 41, , , ,000 8, , , , , , , Installation of Sporting Ground Sub Surface 201, , , ,000 0 Drainage to Warner Reserve and Police Paddocks 56 Active Reserves Renewal Program 50, , , , Playground renewal and upgrade program 510, , , , , Barry Powell Cricket Net Upgrade 250, , , , Police Paddocks Softball Irrigation Extension 39, , , , Installation of exercise and fitness station 120, , , ,000 0 course at Tatterson Park. 99 Rosswood Tennis Club Court Resurfacing - Stage 1 (Design only) 50, , , , Keysborough Bowls Club - Shade cloth 12,000 12, , , Victoria Police Variable Message Sign 25,000 25, , ,000 0 Sub-total recreational, leisure & comm. fac. 1,439, , , , ,439, ,307, ,000 Appendix C - Capital Works Program Regulation 10(a) and (b) - detailed list of capital works expenditure * Grant funding is subject to review and funding body approval. Page 5 of 7

102 CITY OF GREATER DANDENONG BUDGET CAPITAL WORKS PROGRAM Asset expenditure type Funding sources Item no. Project name Total New Renewal Upgrade Expansion Total Grants * Council cash Parks, open space and streetscapes 36 Dandenong Wayfinding Signage Refresh 25,000 25, , , Street Lighting - Bulk Replacement of Existing 410, , , ,000 0 Lights with Energy Efficient Luminaires (Fully funded by Council) 38 Car Park Lighting Renewal Program 110, , , , Harmony Square - Additional public tables and 96,000 96, , ,000 0 seating (co-located with shade) 40 Ross Reserve Master Plan Implementation 49,000 49, ,000 49, Portable Water Fountain for Events 8,000 8, , , Drum Theatre LED façade lighting and 80,000 80, , ,000 0 Signage 43 Barry Powell Reserve Lighting Upgrade 300, , , , Greaves Reserve Floodlight Installation 10, , , ,000 0 Design - Oval 3 45 Renewal and Upgrade of Public Litter Bins 30, , , , Dandenong Park Master Plan Implementation 750, , , , Park Furniture Renewal Program 50, , , , Activity Centre streetscape enhancement 300, , , ,000 0 (Council wide) 49 Springvale Activity Centre Plant Display 59,900 59, , ,900 0 Crates and Gardens Rejuvenation Strategy and Implementation Program 50 Springvale Road Boulevard Concept Design 300, , , , Local Passive and Pocket Parks landscape 205, , , ,000 0 upgrade 87 Dogs off Leash Infrastructure Program 125, , , , Warner Reserve Fencing 70,000 70, , , Hemming St CCTV improvements 207, , , , Springvale Reserve - History plaque 5,000 5, , , Greaves Reserve Events Master Plan 40,000 40, , , Metro 3175 Open Space Stage 1 (Design) 20,000 20, , , Fotheringham Reserve - Fencing and signage 70,000 70, , , Open Space Master Plan Implementation 245, , , , Sarah Lands - Open Space Development 352, , , ,000 Sub-total parks, open space & streetscapes 3,917,800 1,452, ,000 2,275, ,917,800 49,000 3,196, ,000 Reserves Appendix C - Capital Works Program Regulation 10(a) and (b) - detailed list of capital works expenditure * Grant funding is subject to review and funding body approval. Page 6 of 7

103 CITY OF GREATER DANDENONG BUDGET CAPITAL WORKS PROGRAM Asset expenditure type Funding sources Item no. Project name Total New Renewal Upgrade Expansion Total Grants * Council cash Off street car parks 33 Tatterson Park Masterplan Implementation 350, , , , Baden Powell Drive Upgrade and Widening - 300, , , ,000 0 Stage 2 35 Robert Booth Reserve car park and gate 200, , , , Noble Park Tennis Club - Resurface car park 200, , , , ,000 0 Sub-total off street car parks 1,050, , , , ,050, ,050,000 0 TOTAL INFRASTRUCTURE 16,769,750 3,580,800 8,895,350 4,293, ,769,750 2,272,950 13,612, ,000 GRAND TOTAL 47,803,277 14,183,735 19,466,562 14,152, ,803,277 6,083,782 31,885,495 9,834,000 Reserves Appendix C - Capital Works Program Regulation 10(a) and (b) - detailed list of capital works expenditure * Grant funding is subject to review and funding body approval. Page 7 of 7

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105 Budget Appendix D Fees and charges

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107 Fees and charges index Introduction general notes... (ii) Corporate Services Freedom of Information... 1 Land Information Certificates (ownership listing)... 1 Halls and Meeting Rooms... 1 Public Liability Insurance Cover... 6 Engineering Services Asset Protection... 7 Community Signage... 7 Sporting Facilities and Passive Reserves... 7 Subdivision Charges and Other Fees (including Vehicular Crossing Permit)... 8 Waste Management Services... 9 Asset Management... 9 Traffic Management City Planning, Design and Amenity Building Permits Healthwise Environmental Health Local Laws Multi-Deck Car Parks Planning Compliance Planning and Design Services Community Services Aged and Disability Services (Community Care) Library Services Family Day Care Youth Services Y-Stop Walker St Gallery and Dandenong Community Arts Centre The Drum Theatre Heritage Hill (Benga and Laurel Lodge) and Historic Gardens The Castle Cultural Facilities Staff Charges Schedule Sports Grounds and Pavilions Halls and Meeting Rooms Paddy O Donoghue Centre Festivals and Events Greater Dandenong Business Cultural Tours Fees and charges index Page (i)

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109 Fees and charges Introduction The City of Greater Dandenong provides a range of services to the community. Some of these services have an as sociated or charge levied. Services funded by s and charges provide enhanced community wellbeing. Goods and Services Tax () The current status of goods and s ervices provided by Council is shown in this Schedule against each item. It is indicated in the right-most column on each page, as follows: Y - applies and is included in the amount shown N - does not apply to this good or service Changes to Status For purposes Council s s and charges are subject to the following Australian Taxation Office (ATO) determination: A New Tax System (Goods and Services Tax) (Exempt Taxes, Fees and Charges) Determination 2011 (No. 1). The legislation deems that Council s s and charges are to include (taxable supply) unless they are identified for specific exemption from. This determination under section 81-5 of the Act identifies those Council s and charges that are exempted from. The application of to the Fees and Charges schedule is therefore based on c urrent Australian Taxation Office (ATO) legislation including this determination. Council may be required to further amend the status of specific s and charges when the ATO approves and i ssues further legislation or regulations. The impact of further ATO amendments may therefore require Council to alter prices in this Schedule to reflect changes in the status of particular goods or services. Deposits and Deposits, when initially paid, do not attract. If part or all of a deposit is retained, due to damage to a hall, for example, is then applicable. If the deposit does not cover the full (-inclusive) charge, the extra amount will be requested of the hirer. Fees and charges index Page (ii)

110 Basis of While many of the s and c harges in the Schedule are set at Council s discretion, a number are established by a range of external bodies such as Government Departments or professional organisations. In the column headed Basis of Fee, an indication is given of the body responsible for determining the price. The following legend explains the abbreviations: CNCL - Greater Dandenong Council REG - Regulation associated with the relevant Act, or the Act itself Fees not within Council s discretion Where s are set by Government statute, Council has no ability to alter the. The statutory s and charges disclosed in the following schedule are current at the time of preparing this report, however, they are subject to change during the financial year. Council is required to apply the revised statutory s and charges as soon as the advice is received. Refund policy Refund of the following s and charges are subject to conditions as detailed below: Pet registration (for s set out under the heading Pet registration ) 1. Subject to Clause 5 below, refunds are only available within the first six months of the registration year. 2. For a deceased animal 50% of the paid. 3. Where registration has already been paid and an animal has subsequently been de-sexed, microchipped or trained in accordance with the requirements of the Domestic Animals Act Regulations difference between full and reduced. 4. Refunds are only available if the amount to be refunded is more than Should a person pay a registration prior to commencement of the registration period for a given year and the subject animal subsequently dies before that period commences, a full refund of the shall be made. The refund shall be subject to provision of evidence of the animal s death e.g. a vet report, or the provision of an appropriate Statutory Declaration. Permit s (only applies to s set out under the heading Permit s ) 1. If a permit is paid at the time of the application and the application is then refused, the full will be refunded. 2. Permit s will only be refunded if the amount to be refunded is or more. 3. No refund is available if the permit was less than except as set out in item 1 above. 4. A maximum of 50% of the permit may be refunded except as set out in item 1 above. 5. Fees (other than set out in item 1 above) will only be refunded in the following circumstances: i) Single event permits if the request is made at least seven days prior to the event date. ii) Annual or short term permits (e.g. less than 12 months) if the request is made prior to 50% of the permit period elapsing. 6. If the conditions set out in Clause 5 are met, 50% of the may be refunded, subject to Clauses 2 and 3 above. Fees and charges index Page (iii)

111 Building permits (applies to s set out under this heading) 1. Cancellation of application for permit when no work has been carried out on plans. Refund 50% of building plus all levies, subject to holding minimum of administration. 2. Cancellation of application for permit where assessment has commenced but not issued. Refund 35% of building plus all levies. 3. Cancellation of permit when no inspection has been carried out. Refund 25% of building, subject to holding minimum of administration. 4. Report and consent s where process commenced - no refund. 5. Refund on miscellaneous s discretionary - subject to Manager s approval. Town planning applications (applies to s set out under the heading Planning and Design Services ) 1. Withdrawal of application for permit when no work has been carried out on file - refund 90% of planning, subject to holding minimum of 30 administration. 2. Withdrawal of application for permit when work has progressed beyond registration stage - refund 50% of planning. 3. Withdrawal of application where assessment has commenced but not issued - no refund applicable. 4. Miscellaneous s - no refund applicable. Asset protection permits (applies to s set out under this heading) 1. This permit is non-refundable. Community Facility Management Policy Fees and charges for the use or hire of community facilities have been set in line with the Community Facility Management Policy. Use of community facilities has been divided into the following categories for the purpose of charging s: Community group Community agency Commercial Council funded Voluntary groups with minimal funding who provide local benefit. Not-for-profit organisations that receive funding and private use by local residents. For-profit businesses, private use by people outside municipality and events by organisations who charge an entry. Subsidised groups and programs that are conducted by Council. Fees and charges index Page (iv)

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113 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Freedom of Information application Application s Per % REG N application Photocopying s - per A4 black & white Per copy % REG N Search s Per hour or part % REG N Other charges may apply - these are set out in the Freedom of Information (Access Charges) Regulation Please refer to for up to date information on the Application Fee and Access Charges. Land Information Certificates Springvale City Hall - Main Hall Land Information Certificates Per certificate % REG N Halls and Meeting Rooms General hourly rate Monday to Thursday - to 6pm * Per hour % CNCL Y Monday to Thursday - after 6pm * Per hour % CNCL Y Friday - to 6pm * Per hour % CNCL Y Friday - after 6pm * Per hour % CNCL Y Saturday - day and night * Per hour % CNCL Y Sunday - day and night * Per hour % CNCL Y Minimum charge * Monday to Thursday - to 6pm Minimum 3 hour block Monday to Thursday - after 6pm Minimum 3 hour block Friday - to 6pm Minimum 5 hour block Friday - after 6pm Minimum 5 hour block Saturday - day and night Minimum 5 hour block Sunday - day and night Minimum 5 hour block % CNCL Y % CNCL Y 1, , % CNCL Y 1, , % CNCL Y 2, , % CNCL Y 2, , % CNCL Y * Time limits apply - Monday to Thursday (1.00am), Friday (2.00am), Saturday (1.00am) and Sunday (midnight) Community non-profit hourly rate Monday to Thursday - to 6pm * Per hour % CNCL Y Monday to Thursday - after 6pm * Per hour % CNCL Y Friday - to 6pm * Per hour % CNCL Y Friday - after 6pm * Per hour % CNCL Y Saturday - day and night * Per hour % CNCL Y Sunday - day and night * Per hour % CNCL Y Minimum charge * Monday to Thursday - to 6pm Minimum % CNCL Y hour block Monday to Thursday - after 6pm Minimum % CNCL Y hour block Friday - to 6pm Minimum 5 1, , % CNCL Y hour block Friday - after 6pm Minimum 5 1, , % CNCL Y hour block Saturday - day and night Minimum 5 1, , % CNCL Y hour block Sunday - day and night Minimum 5 hour block 1, , % CNCL Y * Time limits apply - Monday to Thursday (1.00am), Friday (2.00am), Saturday (1.00am) and Sunday (midnight) Commercial hourly rate Monday to Thursday - to 6pm * Per hour % CNCL Y Monday to Thursday - after 6pm * Per hour % CNCL Y Friday - to 6pm * Per hour % CNCL Y Friday - after 6pm * Per hour % CNCL Y Saturday - day and night * Per hour % CNCL Y Sunday - day and night * Per hour % CNCL Y Appendix D - Fees and charges of 39

114 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Minimum charge * Monday to Thursday - to 6pm Minimum 3 hour block Monday to Thursday - after 6pm Minimum 3 hour block Friday - to 6pm Minimum 5 hour block Friday - after 6pm Minimum 5 hour block Saturday - day and night Minimum 5 hour block Sunday - day and night Minimum 5 hour block % CNCL Y % CNCL Y 1, , % CNCL Y 2, , % CNCL Y 2, , % CNCL Y 2, , % CNCL Y * Time limits apply - Monday to Thursday (1.00am), Friday (2.00am), Saturday (1.00am) and Sunday (midnight) Balcony Charge % CNCL Y Rehearsals day (Deb Balls/School concerts) Maximum % CNCL Y hour block Evening Maximum 3 hour block % CNCL Y Setting up charge: - additional charge (covers 3 hours and is the Minimum % CNCL Y minimum) hour block - additional time per hour thereafter Per hour % CNCL Y Additional cleaning: - additional charge per hour Per hour % CNCL Y Security bond (high risk events will incur double bond) Per function 1, , % CNCL N Note: Non-Profit Community Groups Groups/organisations seeking the not for profit community rate must either be an incorporated Association or auspiced by an Incorporated Association. Such groups must provide their Incorporation number as it appears on the Certificate of incorporation from Consumer Affairs Victoria. Those who fail to provide the incorporation number of the group or auspicing body (or equivalent) will be ineligible for the community rates. Springvale City Hall - Supper Room General hourly rate Monday to Thursday - to 6pm * Per hour % CNCL Y Monday to Thursday - after 6pm * Per hour % CNCL Y Friday - to 6pm * Per hour % CNCL Y Friday - after 6pm * Per hour % CNCL Y Saturday - day and night * Per hour % CNCL Y Sunday - day and night * Per hour % CNCL Y Minimum charge * Monday to Thursday - to 6pm Minimum 3 hour block Monday to Thursday - after 6pm Minimum 3 hour block Friday - to 6pm Minimum 5 hour block Friday - after 6pm Minimum 5 hour block Saturday - day and night Minimum 5 hour block Sunday - day and night Minimum 5 hour block % CNCL Y % CNCL Y % CNCL Y % CNCL Y 1, , % CNCL Y 1, , % CNCL Y * Time limits apply - Monday to Thursday (1.00am), Friday (2.00am), Saturday (1.00am) and Sunday (midnight) Community non profit hourly rate Monday to Thursday - to 6pm * Per hour % CNCL Y Monday to Thursday - after 6pm * Per hour % CNCL Y Friday - to 6pm * Per hour % CNCL Y Friday - after 6pm * Per hour % CNCL Y Saturday - day and night * Per hour % CNCL Y Sunday - day and night * Per hour % CNCL Y Appendix D - Fees and charges of 39

115 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Minimum charge * Monday to Thursday - to 6pm Minimum 3 hour block Monday to Thursday - after 6pm Minimum 3 hour block Friday - to 6pm Minimum 5 hour block Friday - after 6pm Minimum 5 hour block Saturday - day and night Minimum 5 hour block Sunday - day and night Minimum 5 hour block % CNCL Y % CNCL Y % CNCL Y % CNCL Y % CNCL Y % CNCL Y * Time limits apply - Monday to Thursday (1.00am), Friday (2.00am), Saturday (1.00am) and Sunday (midnight) Commercial hourly rate Monday to Thursday - to 6pm * Per hour % CNCL Y Monday to Thursday - after 6pm * Per hour % CNCL Y Friday - to 6pm * Per hour % CNCL Y Friday - after 6pm * Per hour % CNCL Y Saturday - day and night * Per hour % CNCL Y Sunday - day and night * Per hour % CNCL Y Minimum charge * Monday to Thursday - to 6pm Minimum 3 hour block Monday to Thursday - after 6pm Minimum 3 hour block Friday - to 6pm Minimum 5 hour block Friday - after 6pm Minimum 5 hour block Saturday - day and night Minimum 5 hour block Sunday - day and night Minimum 5 hour block Setting up charge: - additional charge (covers 3 hours and is the minimum) % CNCL Y % CNCL Y % CNCL Y 1, , % CNCL Y 1, , % CNCL Y 1, , % CNCL Y * Time limits apply - Monday to Thursday (1.00am), Friday (2.00am), Saturday (1.00am) and Sunday (midnight) Per set up % CNCL Y - additional time per hour thereafter Per hour % CNCL Y Additional cleaning: - additional charge per hour Per hour % CNCL Y Security Bond (high risk events will incur double bond) Per function % CNCL N Note: Non-Profit Community Groups Groups/organisations seeking the not for profit community rate must either be an incorporated Association or auspiced by an Incorporated Association. Such groups must provide their Incorporation number as it appears on the Certificate of incorporation from Consumer Affairs Victoria. Those who fail to provide the incorporation number of the group or auspicing body (or equivalent) will be ineligible for the community rates. Other Halls and Meeting Rooms Edinburgh Hall (capacity 100) Non-profit community groups Monday to Thursday Per hour % CNCL Y Friday, Saturday & Sunday Per hour % CNCL Y Friday, Saturday & Sunday (minimum charge) Minimum 5 hour block % CNCL Y Standard Monday to Thursday Per hour % CNCL Y Friday to Sunday Per hour % CNCL Y Friday to Sunday (minimum charge) Minimum 5 hour block % CNCL Y Security bond (high risk events will incur double bond) Per function % CNCL N Appendix D - Fees and charges of 39

116 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Menzies Avenue (capacity 300) Non-profit community groups Monday to Thursday Per hour % CNCL Y Friday to Sunday Per hour % CNCL Y Friday to Sunday (minimum charge) Minimum 5 hour block % CNCL Y Saturday 5.30pm onwards (minimum charge) Minimum charge % CNCL Y Standard Monday to Thursday Per hour % CNCL Y Friday to Sunday Per hour % CNCL Y Friday to Sunday (minimum charge) Minimum % CNCL Y hour block Saturday 5.30pm onwards (minimum charge) Minimum charge % CNCL Y Security bond (high risk events will incur double bond) Per function % CNCL N Springvale Reserve Hall 1 (capacity 110) Non-profit community groups Monday to Thursday Per hour % CNCL Y Standard Monday to Thursday Per hour % CNCL Y Springvale Reserve Hall 2 (capacity 50) Non-profit community groups Monday to Thursday Per hour % CNCL Y Standard Monday to Thursday Per hour % CNCL Y Springvale Reserve Hall 1 & 2 (includes kitchen/capacity 165) Non-profit community groups Friday to Sunday: - minimum charge Minimum 5 hour block % CNCL Y - additional hours Per hour % CNCL Y Standard Friday to Sunday: - minimum charge Minimum 5 hour block % CNCL Y - additional hours Per hour % CNCL Y Note: Hall 1 and Hall 2 can be added as one space Monday to Thursday. Combined rate will apply. Springvale Reserve (full kitchen commercial hire, day time only to 5pm) Non-profit community groups Monday to Thursday Per hour % CNCL Y Standard Monday to Thursday Per hour % CNCL Y Springvale Reserve - Meeting Room 1 (capacity 16) Non-profit community groups Per hour % CNCL Y Standard Per hour % CNCL Y Springvale Reserve - Meeting Room 2 (capacity 8) Non-profit community groups Per hour % CNCL Y Standard Per hour % CNCL Y Security bond (high risk events will incur double bond) Per function % CNCL N Appendix D - Fees and charges of 39

117 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Meeting Rooms Non-profit community groups Palm Plaza Per hour % CNCL Y Standard Palm Plaza Per hour % CNCL Y Dandenong Office (Level 2) Non-profit community groups Council Chamber (limited availability) Per hour % CNCL Y Formal Meeting Room Per hour % CNCL Y Board Room 1 Per hour % CNCL Y Board Room 2 Per hour % CNCL Y Board Rooms 1 & 2 (combined) Per hour % CNCL Y Board Rooms 1 & 2, and Formal Room (combined) Per hour % CNCL Y before 6pm Board Rooms 1 & 2, and Formal Room (combined) Per hour % CNCL Y after 6pm Board Rooms 1 & 2, Formal Room and Council Per hour % CNCL Y Chamber (combined) before 6pm Board Rooms 1 & 2, Formal Room and Council Per hour % CNCL Y Chamber (combined) after 6pm Kitchen Per hour % CNCL Y Standard Council Chamber (limited availability) Per hour % CNCL Y Formal Meeting Room Per hour % CNCL Y Board Room 1 Per hour % CNCL Y Board Room 2 Per hour % CNCL Y Board Rooms 1 & 2 (combined) Per hour % CNCL Y Board Rooms 1 & 2, and Formal Room (combined) Per hour % CNCL Y before 6pm Board Rooms 1 & 2, and Formal Room (combined) Per hour % CNCL Y after 6pm Board Rooms 1 & 2, Formal Room and Council Per hour % CNCL Y Chamber (combined) before 6pm Board Rooms 1 & 2, Formal Room and Council Per hour % CNCL Y Chamber (combined) after 6pm Kitchen Per hour % CNCL Y Springvale Office Non-profit community groups Meeting Rooms 1 & 2 (Mon-Fri before 5pm) Per hour % CNCL Y Meeting Rooms 1 & 2 (Mon-Fri after 5pm) Per hour % CNCL Y Meeting Rooms 1 & 2 (weekends before 6pm only) Per hour % CNCL Y Standard Meeting Rooms 1 & 2 (Mon-Fri before 5pm) Per hour % CNCL Y Meeting Rooms 1 & 2 (Mon-Fri after 5pm) Per hour % CNCL Y Meeting Rooms 1 & 2 (weekends before 6pm only) Per hour % CNCL Y Appendix D - Fees and charges of 39

118 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Public liability insurance cover Terms and conditions apply to Council's public liability insurance coverage, including a 1,000 excess on any one claim. A certificate of currency (ranging from million, depending on the event) is required to avoid the following charges: Single Event 1-50 people (no alcohol) * Per hire % CNCL Y 1-50 people (with alcohol) * Per hire % CNCL Y (no alcohol) * Per hire % CNCL Y (with alcohol) * Per hire % CNCL Y (no alcohol) * Per hire % CNCL Y (with alcohol) * Per hire % CNCL Y Meetings 1-50 people * Per hire % CNCL Y Meetings people * Per hire % CNCL Y Meetings people * Per hire % CNCL Y Stallholders, performers and others (1-50 attendees) Per hire N/A New CNCL Y Stallholders, performers and others ( Per hire N/A New CNCL Y attendees) Stallholders, performers and others ( attendees) Per hire N/A New CNCL Y * The prior year comparative ( ) was incorrectly disclosed in the Budget. The disclosed above is the correct. Multi Event 1-50 people (meeting/exhibition) Per hire % CNCL Y 1-50 people (stage production) Per hire N/A Discontinued CNCL Y people (meeting/exhibition) Per hire % CNCL Y people (stage production) Per hire N/A Discontinued CNCL Y people (meeting/exhibition) Per hire % CNCL Y people (stage production) Per hire N/A Discontinued CNCL Y Stallholders, performers and others (1-50 attendees) Per hire N/A New CNCL Y Stallholders, performers and others ( Per hire N/A New CNCL Y attendees) Stallholders, performers and others ( attendees) Per hire N/A New CNCL Y Urban Screen - Commercial Advertising Low rotation (min 4 times per day) Per month 1, , % CNCL Y High rotation (min 6 times per day) Per month 2, , % CNCL Y Education sector rate (min 4 times per day) Per month % CNCL Y Appendix D - Fees and charges of 39

119 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Asset protection permits: Building - inclusive of up to three inspections and administrative costs Demolition - inclusive of up to two inspections and administrative costs Additional inspection - resulting from a contractor's failure to comply with Council permit requirements or a permit holder's decision for Council to manage the repair of any damages on their behalf. Administration - resulting from a permit holder's decision for Council to manage the repair of any damages on their behalf (does not include the actual cost of reinstatement) Asset protection bonds: (previously applied only to outstanding debtors) Residential properties Per property Per property Per inspection Per property Asset Protection % CNCL N % CNCL N % CNCL N % CNCL N Per N/A 1, New CNCL N application Commercial / industrial properties Per application N/A 2, New CNCL N Notes: 1. The full cost of any reinstatement works carried out by Council as a result of contractors failure to comply, will be recovered by Council from the permit holder - this will include the Administration Fee + Additional Inspection + actual cost of the reinstatement. Community Signage Administration Per % CNCL N application Sign on existing pole Per permit % CNCL N Sign and new pole Per permit % CNCL N Notes on Community Signage 1) The sign is to conform to Australian Standard AS1742 and is to be supplied to Council for installation. 2) If the position of the sign requires closing part of a roadway, an additional Traffic Control charge will be applied. This charge will be notified in advance. 3) If the installation requires use of a "cherry-picker", an additional charge will be applied depending on the current hire rates. This charge will be notified in advance. 4) If the installation involves fixing to High Voltage (HV) assets, a charge will be applied to cover third party Contractor costs. This charge will be notified in advance. Sporting Facilities & Passive Reserves Passive Reserves - e.g. Dandenong Park, Burden Park, Hemmings Park, Tirhatuan Park, etc Sporting Facilities - e.g. Greaves Reserve, Police Paddocks, Booth Reserve, etc Daily Casual Hire * Hire Fee (see applicable bond below) 0 20 people No charge No charge No charge No charge No charge CNCL Y people Per day % CNCL Y people Per day % CNCL Y people Per day % CNCL Y people Per day % CNCL Y people Per day % CNCL Y people Per day % CNCL Y people Per day % CNCL Y people Per day 1, , % CNCL Y people Per day 1, , % CNCL Y people Per day 1, , % CNCL Y people Per day 1, , % CNCL Y people Per day 1, , % CNCL Y people To be To be To be To be To be CNCL Y negotiated negotiated negotiated negotiated negotiated * - Commercial and private users - 100% of the hire. - A school from outside the municipality - 75% of the hire. - Moving rides or the provision of alcohol and the event is not commercial or private - 75% of the hire charge. - District School Events will attract a hire charge if more than 50% of schools are external to the municipality. - Registered charities and public schools based in Greater Dandenong no charge. Appendix D - Fees and charges of 39

120 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Bond (applicable to hire above) 0 20 people No charge No charge No charge No charge No charge CNCL N people Per hire % CNCL N people Per hire % CNCL N people Per hire % CNCL N people Per hire % CNCL N people Per hire % CNCL N people Per hire % CNCL N people Per hire 1, , % CNCL N people Per hire 1, , % CNCL N people Per hire 1, , % CNCL N people Per hire 1, , % CNCL N people Per hire 1, , % CNCL N people Per hire 1, , % CNCL N people To be To be To be To be To be CNCL N negotiated negotiated negotiated negotiated negotiated Tatterson Park Change room cleaning (includes change area, shower and toilet facilities) Per Pavilion Hire/Per change room Floodlighting - Tatterson Park Casual evening use - minimum hire two hours Minimum 2 hour block Casual evening use - thereafter every hour Per hour Pre-season training for City of Greater Dandenong seasonally allocated sporting club's Per hour (Minimum charge 2 hours) % CNCL Y % CNCL Y % CNCL Y N/A New CNCL Y Other Ancillary charges and discounts: Full cost recovery for additional waste/cleaning services in addition to standard service levels in accordance with approved Events Application form. Registered charities are eligible to a discount of 100% and incorporated community groups may be eligible to a 50% discount for special events. Subdivision charges To process an application to certify a plan of subdivision under the Subdivision Act 1988 To process any other application for certification under the Subdivision Act 1988 Supervision of works Checking of engineering plans Other s Legal point of discharge Subdivision Charges and Other Fees (including Vehicular Crossing Permit) Per request Per request Per request Per request Per application plus per lot plus per lot N/A N/A REG N % REG N 2.5% of estim cost of works (fixed by Statute) 0.75% of estimated cost of works (fixed by Statute) 2.5% of estim cost of works (fixed by Statute) 0.75% of estimated cost of works (fixed by Statute) N/A N/A REG N N/A N/A REG N Refer to stormwater discharge points N/A N/A REG N % REG N Civil works permit (Works within road reserves permit) Per permit Vehicular crossing permit Per permit % REG N (Works within road reserves permit) Minor works (works within road reserves permit) Per permit % REG N Notes: 1. Subdivisions of three lots or more will generally require a Public Open Space contribution. 2. The subdivision charges and other s above with a basis of REG are set under state legislation, which is a set per unit. The dollar value of the set per unit has now been indexed by State Government and is subject to annual review. Appendix D - Fees and charges of 39

121 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Waste Management Services Kerbside Waste & Recycling Collection Service Option A - 1 X 120 litre Garbage Bin, 1 x 240 litre Recycling Bin & 1 x 240 litre Garden Bin * Option B - 1 X 80 litre Garbage Bin, 1 x 240 litre Recycling Bin & 1 x 240 litre Garden Bin * Option C - 1 X 120 litre Garbage Bin, 1 x 240 litre Recycling Bin & 1 x 120 litre Garden Bin * Option D - 1 X 80 litre Garbage Bin, 1 x 240 litre Recycling Bin & 1 x 120 litre Garden Bin * Option E - 1 X 120 litre Garbage Bin, 1 x 240 litre Recycling Bin and NO Garden Bin * Option F - 1 X 80 litre Garbage Bin, 1 x 240 litre Recycling Bin and NO Garden Bin * Per service % CNCL N Per service % CNCL N Per service % CNCL N Per service % CNCL N Per service % CNCL N Per service % CNCL N Minimum waste charge for each residential property * Per year % CNCL N * State Government Landfill Levy of 38 is included in (37 in ). New services after the commencement of the financial year will be charged pro-rata for the period remaining in the financial year. For a change to a different service model, a pro-rata payment adjustment will apply to the new service option charge. Additional bin services Additional garbage bin service (120 litre) issued subject to condition Per service % CNCL N Supply of garbage bin (120 litre) ** Per bin % CNCL N Additional domestic recycling collection service - Per service % CNCL N fortnightly (240 litre) Supply of recycling bin (240 litre) ** Per bin % CNCL N Additional garden waste collection service - fortnightly Per service % CNCL N (240 litre) Supply of garden bin (240 litre) ** Per bin % CNCL N ** The 'one off' charge for the supply of bins applies when a resident requests an additional bin. Other Bin option change of selection (bin changeover charge) Recycling bin option - upgrade of 240 litre recycling bin to a 360 litre recycling bin Hard waste collection one free at call, per year Removal of fire hazard (contractor s for removal are additional to this and calculated on a site by site basis) Per bin % CNCL N Per bin % CNCL N One free "at call" per year One free "at call" per year One free "at call" per year N/A N/A CNCL N Asset Management Per property % CNCL N Appendix D - Fees and charges of 39

122 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Traffic Management Plans Works (other than minor works conducted by person referred to in Regulation 10(2) of the Road Management (Works and Infrastructure) Regulations 2015 that are traffic impact works): Municipal road where speed limit > 50 kilometres per hour [conducted on any part of the roadway, shoulder or pathway] Municipal road where speed limit does not exceed 50 kilometres per hour [conducted on any part of the roadway, shoulder or pathway] Municipal road where speed limit > 50 kilometres per hour [NOT conducted on any part of the roadway, shoulder or pathway] Municipal road where speed limit does not exceed 50 kilometres per hour [NOT conducted on any part of the roadway, shoulder or pathway] Traffic Management Per assessment Per assessment Per assessment Per assessment N/A New REG N N/A New REG N N/A New REG N N/A New REG N Minor works (other than minor works conducted by person referred to in Regulation 10(2) of the Road Management (Works and Infrastructure) Regulations 2015 that are traffic impact works): Municipal road where speed limit > 50 kilometres per hour [conducted on any part of the roadway, shoulder or pathway] Municipal road where speed limit does not exceed 50 kilometres per hour [conducted on any part of the roadway, shoulder or pathway] Municipal road where speed limit > 50 kilometres per hour [NOT conducted on any part of the roadway, shoulder or pathway] Municipal road where speed limit does not exceed 50 kilometres per hour [NOT conducted on any part of the roadway, shoulder or pathway] Per assessment Per assessment Per assessment Per assessment N/A New REG N N/A New REG N N/A New REG N N/A New REG N Other Additional traffic survey Per assessment N/A New CNCL Y Appendix D - Fees and charges of 39

123 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Building Permits Includes examination and surveying of plans and specifications, mandatory inspection of building work during course of construction and issuance of relevant certificates. The s are payable upon lodgement of the building application. The schedule indicates the basis for charging in most instances. Fees are set to reflect the cost of performing the service. Checking of specialist system designs (structural, mechanical, electrical and hydraulic), where necessary and/or where an appropriate design compliance certificate is not provided, is charged on a cost recovery basis. The following costs apply in addition to the basic schedule: - Special performance based assessments and applications for reporting authority consents are charged on a cost recovery basis. - Preparation of protection works notices or other necessary building orders or notices are charged at an hourly rate of per hour ( applicable). Base allows for a standard number of inspections per project. Additional inspection s apply for additional inspections. Class 1a and Class 10 Minor work - carports, fences, masts etc. Per permit % CNCL Y - garage & carports Per permit % CNCL Y - swimming pools Per permit % CNCL Y All other works - alterations, additions to 60,000 (min) - registered builder - alterations, additions over 60,000 - registered builder - alterations, additions to 60,000 (min) - owner/builder - alterations, additions over 60,000 - owner/builder Per permit % CNCL Y Per permit Cost/75 Cost/75 N/A N/A CNCL Y Per permit 1, , % CNCL Y Per permit Cost/59 Cost/59 N/A N/A CNCL Y Dwellings Construction cost to 165,000 - registered builder Per permit 1, , % CNCL Y Construction cost over 165,000 - registered Per permit Cost/125 Cost/125 N/A N/A CNCL Y builder Construction cost to 165,000 - owner/builder Per permit 1, , % CNCL Y Construction cost over 165,000 - registered/builder Per permit Cost/115 Cost/115 N/A N/A CNCL Y Class 2 to Class 9 Commercial works Up to 30,000 Per permit % CNCL Y 30, ,000 Per permit Value x 1.1% , ,000 Per permit Value x 0.275% + 1, ,000-2,000,000 Per permit Value x % + 2,000,000 Over 2,000,000 Per permit Value x 0.22% Value x 1.1% Value x 0.275% + 1,040 Value x % + 2,000,000 Value x 0.22% N/A N/A CNCL Y N/A N/A CNCL Y N/A N/A CNCL Y N/A N/A CNCL Y Demolition permits Any Class 1 Building Per dwelling % CNCL Y Multiple Class 1 Per unit % CNCL Y Variations to permits Changes not requiring additional inspection Per request % CNCL Y Changes requiring up to two additional inspections Per request % CNCL Y Extending the time of permits Class 1 and 10 Per request % CNCL N Class 2 to 9 (min or as assessed) Per request % CNCL N Appendix D - Fees and charges of 39

124 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Hoarding permits Precautions erected over the street - application Precautions erected over the street Inspections Removals - inspection of buildings to be removed from within the Municipal District Retentions - for the purpose of obtaining council consent for the retention of illegal buildings Swimming pools - inspection of pool safety barrier under Regulation 5.13 and letter to applicant Outside ordinary span of hours - mandatory building inspections Per application % CNCL N Per permit Minimum of /mth or 7.50/m2 per mth or part thereof Minimum of /mth or 7.50/m2 per mth or part thereof N/A N/A CNCL N Per inspection % CNCL Y Per request to 1, to 1, N/A N/A CNCL Y Per inspection % CNCL Y Per inspection (minimum) % CNCL Y Other services - any service/permit not otherwise provided for: Class 1 and 10 Minimum % CNCL Y Class 2 to 9 Per hour and part % CNCL Y File/Plan Search Request - Class 1 or 10 Per request % CNCL Y (includes copy of plans if required) File/Plan Search Requests - Class 2 to 9 Per request % CNCL Y (includes copy of plans if required) Copy of Plans (all Classes) - A4 size Per copy % CNCL Y - A3 size Per copy % CNCL Y - A2 size Per copy % CNCL Y - A1 size Per copy % CNCL Y - Larger than A1 size Per copy % CNCL Y Providing a CD of any plans or documents Per CD % CNCL Y Regulatory Building Fees & Charges - The following s with a basis of REG are set under state legislation, which is a set per unit. The dollar value of the set per unit has now been indexed by State Government and is subject to annual review. Council is not able to accurately predict the unit amounts. These s will be published on Council's website when gazetted by the State Government. Building permit levy Section 201 (Building Act 1993). This levy is passed directly to the State Government Per permit % of cost of works % of cost of works N/A N/A REG N Lodgement s For building works greater than 5,000: - Class 1 and 10 Per lodgement % REG N - Class 2 to 9 Per lodgement % REG N Dispensation or permit to build over easement Class 1 and 10 Per permit % REG N Class 2 to 9 Per permit % REG N Requests for information Regulation 312 Per request % REG N Requests for heritage information Per request % REG N Copy of any building certificate (this is a search Per N/A N/A REG N and is not refundable) information Residential Residential Copy of any building certificate (this is a search Per N/A N/A REG N and is not refundable) information Commercial Commercial Storm water discharge points (legal point of discharge) Single occupancy (including outbuildings or Per request % REG N extensions) Dual or multiple occupancy Per request % REG N Commercial &/or industrial property Per request % REG N Location of adjoining Council drains Per request % REG N Flood level information Per request % REG N Landfill information Per request % REG N Appendix D - Fees and charges of 39

125 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Healthwise - Environmental Health Registration Health Services (Public Health Wellbeing Act) Ear piercing Yearly % CNCL N Hairdressers Yearly % CNCL N Beauty parlours Yearly % CNCL N Tattooists Yearly % CNCL N Skin penetration Yearly % CNCL N Registration food vehicles CLASS 1 or 2 (single van) Yearly % CNCL N CLASS 3 or 1 or 2 (any additional van) Yearly % CNCL N Van associated with a CGD Food Act registration Yearly % CNCL N Registration food premises Yearly CLASS 1 Yearly % CNCL N CLASS 2 Yearly % CNCL N CLASS 3 Yearly % CNCL N Sec 19UA - hourly rate - premises assessment (Inspection other than under section 38B(1)(c)) Per hour % CNCL N Temporary food premises - events Assessment of plans Per % CNCL N assessment Request for inspection (5 working days) Per request % CNCL N Priority inspection (3 working days guarantee) Per request % CNCL N N/A N/A CNCL N Transfer of registration (excludes any conditional applied) Regulatory Services & Local Laws Per registration transfer One half of total (previous paid) registration One half of total (previous paid) registration Public Health and Wellbeing Act Registration Prescribed Accommodation Hotel/Motel - Less than 10 rooms Yearly % CNCL N rooms Yearly % CNCL N - More than 20 rooms Yearly % CNCL N Registration Prescribed Accommodation Boarding House 5 or less occupants Yearly % CNCL N 5 10 occupants Yearly % CNCL N More than 10 occupants Yearly % CNCL N Caravan parks Yearly % REG N Septic tanks Yearly % CNCL N Fee for service immunisation (Influenza) <10 clients Per client % CNCL Y clients Per client % CNCL Y clients Per client % CNCL Y clients Per client % CNCL Y Immunisation Record Search Fee Per record % CNCL Y Local Laws Parking s - Dandenong On - street ticket machines and meters Per hour % CNCL Y Off - street ticket machines Per hour % CNCL Y Off - street ticket machines Per day % CNCL Y Off - street early bird rate (in before 8:30am, at Per day % CNCL Y nominated car parks) Dandenong Market car park Per hour % CNCL Y Parking s - Springvale On - street ticket machines and meters Per hour % CNCL Y Off - street ticket machines Per hour % CNCL Y Appendix D - Fees and charges of 39

126 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Parking bays Shopping precincts - 1 to 4 consecutive days Per space/day % CNCL N Shopping precincts - weekly (5 or more Per week/ % CNCL N consecutive days) bay or part thereof Residential/Industrial precincts 1 to 4 consecutive Per space/day % CNCL N days Residential/Industrial precincts- weekly (5 or more consecutive days) Per week/ bay or part thereof % CNCL N Parking fines - Council has elected to set the penalty for this offence at the maximum allowable under state legislation, which is 0.5 Penalty Unit. The dollar value of a Penalty Unit has now been indexed by State Government and is subject to annual review. Council is not able to accurately predict the penalty amounts and therefore no longer publishes them in this document. Current information can be obtained from the Department of Justice Infringements Oversight Unit. Permits Activities in reserves Per event % CNCL N Advertising signs (annual) Yearly % CNCL N Advertising signs Short term per day, % CNCL N (short term, per day, maximum 7 days) max. 7 days Animal numbers * On application % CNCL N Busking (any 4 dates in a calendar month) * Per event % CNCL N Camping/Caravans Per event % CNCL N Interference with Council assets Per event % CNCL N Display merchandise/goods Yearly % CNCL N Display merchandise/goods Short term per day, % CNCL N (short term per day, maximum 7 days) max. 7 days Fires * Per event % CNCL N Handbills (free to community non-profit Per event % CNCL N organisations) Heavy vehicles Yearly % CNCL N Liquor consumption/possession * Per event % CNCL N Mobile Crane - (500 refundable security deposit First day % CNCL N required with application) Mobile Crane - subsequent days Per day % CNCL Motor vehicle/machinery & second hand goods Yearly % CNCL N storage Motor vehicle repair * Per event % CNCL N Outdoor eating facilities (first table free) per table Yearly % CNCL N Plant vegetation on Council land * Per event % CNCL N Roadside vending - mobile only Yearly 2, , % CNCL N Roadside closures/hoardings (500 refundable First seven days % CNCL N security deposit required with application) Roadside closures/hoardings - second and Per week % CNCL N subsequent weeks or part there-of Skip bins (bulk rubbish containers) for first three First three days % CNCL N days Skip bins - fourth and subsequent days Per day % CNCL N Skip bins annual permit, bin companies only Yearly % CNCL N Soliciting trade (per day max 30 consecutive Per event % CNCL N days) Street trading/stalls - (free to charitable & nonprofit community groups) Per event % CNCL N Street collecting, door to door No charge No charge No charge No charge No charge CNCL N Street parties/festivals/processions - (500 refundable security deposit required with application) - free to charitable & non-profit community groups Per event % CNCL N * 50% reduction for pensioners For Council s Refund Policy in relation to permit s, please see the notes pages at the beginning of this schedule. Pet registration Full s Dog registration Declared dangerous dog Declared menacing dog Annual per animal Annual per animal Annual per animal % CNCL N % CNCL N % CNCL N Appendix D - Fees and charges of 39

127 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Declared restricted breed dog Dog reduced (does not apply to dangerous / menacing / restricted breed dogs) Cat registration Cat reduced Annual per animal Annual per animal Annual per animal Annual per animal % CNCL N % CNCL N % CNCL N % CNCL N Concession s Dog registration Declared dangerous dog Declared menacing dog Declared restricted breed dog Dog reduced (does not apply to dangerous/menacing and restricted breed dogs) Cat registration Cat reduced Annual per animal Annual per animal Annual per animal Annual per animal Annual per animal % CNCL N % CNCL N % CNCL N % CNCL N % CNCL N Annual per animal % CNCL N Annual per % CNCL N animal Note: An additional State Government levy of 2.00 per cat and 3.50 per dog applies to all of the above pet registration s. e.g. The cat reduced will be: levy = Deposit for cat traps Per trap % CNCL N Domestic animal business registration Yearly % CNCL N For Council s refund policy in relation to pet s, please see the Notes pages at the beginning of this schedule. Impounding Fees Livestock release s - Pigs/goats/sheep Per animal % CNCL N - Cattle/horses Per animal % CNCL N - Dogs Per animal % CNCL N - Cats Per animal % CNCL N - Poultry Per animal % CNCL N Daily animal sustenance s - Pigs/goats/sheep Per animal % CNCL N - Cattle/horses Per animal % CNCL N - Dogs Per animal % CNCL N - Cats Per animal % CNCL N - Poultry Per animal % CNCL N Other s Release of impounded vehicle Per vehicle % CNCL N Release of impounded signs Per sign % CNCL N Release of impounded shopping trolleys Per shopping trolley % CNCL N Release of impounded containers and other large items - 0.0% CNCL N Per item 200 plus cost of transport to pound 200 plus cost of transport to pound Hard copy of local laws documents Per printed set % CNCL Y Appendix D - Fees and charges of 39

128 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Multi-Deck Car Parks Thomas Street Parking s - General (hourly) Hourly % CNCL Y - General (daily - 7 hours +) Daily % CNCL Y - after 6.00pm No charge No charge No charge No charge No charge CNCL Y Parking permits - General (includes 10% discount) Yearly % CNCL Y Walker Street Parking s - General (hourly) Hourly % CNCL Y - General (daily) Daily % CNCL Y - after 6.00pm No charge No charge No charge No charge No charge CNCL Y Parking permits - General Quarterly % CNCL Y - Reserved Quarterly % CNCL Y - General (includes 5% discount) Half yearly % CNCL Y - Reserved (includes 5% discount) Half yearly % CNCL Y - General (includes 10% discount) Yearly % CNCL Y - Reserved (includes 10% discount) Yearly 1, , % CNCL Y No. 8 Balmoral Avenue Parking s - First hour First hour % CNCL Y - 1 to 2 hours 2 hours % CNCL Y - 2 to 3 hours 3 hours % CNCL Y - 3 to 4 hours 4 hours % CNCL Y - 4 to 5 hours 5 hours % CNCL Y - 5 to 6 hours 6 hours % CNCL Y - Maximum daily > 6 hours % CNCL Y Early bird rate (in before 8:30am, out after 4.00pm ) Daily % CNCL Y Parking permits - General Monthly % CNCL Y - Reserved Monthly % CNCL Y Planning Compliance Planning infringements Planning Compliance Officers issue on-the-spot fines for breaches of the planning scheme offences against the Planning & Environment Refer to note below Act: - Individual person Per breach REG N - Company Per breach REG N Note: The penalty attached to Planning Infringement notices is set by State Government and is expressed as Penalty Units, rather than as a dollar amount. The dollar value of a Penalty Unit has now been indexed by State Government and is subject to annual review. Council is not able to accurately predict the penalty amounts and therefore no longer publishes them in this document. Current information can be obtained from the Department of Justice Infringements Oversight Unit. Appendix D - Fees and charges of 39

129 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Planning and Design Services Statutory Planning Council s Statutory Planning Advice - Counter Service Per service N/A Free service N/A N/A CNCL Y Pre application advice service Simple proposal - initial pre-application service. Up to two meetings and one written document. Simple proposal - additional pre-application service. For any meeting(s) and/or written document(s) after the initial service. Average proposal - initial pre-application service. Up to two meetings and one written document. Average proposal - additional pre-application service. For any meeting(s) and/or written document(s) after the initial service. Complex proposal - initial pre-application service. Up to two meetings and one written document. Complex proposal - additional pre-application service. For any meeting(s) and/or written document(s) after the initial service. State or city significant proposal - initial preapplication service. Up to two meetings and one written document. State or city significant proposal - additional preapplication service. For any meeting(s) and/or written document(s) after the initial service. Priority Paid Assessment Service Fee. Note: The 'Priority Paid' Fast Track Assessment Service Fee is payable in addition to any applicable Prescribed Planning and Environment Act (s). Copy of planning permit and/or endorsed plans - Residential (includes historic file search and retrieval request). Copy of planning permit and/or endorsed plans - Non-Residential (includes historic file search and retrieval request). Application for Written Statutory Planning Advice - For up to 1 hour of officer time spent in the preparation of written response. Application for Written Statutory Planning Advice - For each additional hour of officer time spent in the preparation of written response. Application to propose to extend the expiry date of an existing planning permit. Application under 'Secondary Consent' to propose minor changes to a plan(s) which are endorsed to an existing planning permit. Application for Planning Scheme Requirements - For up to 1 hour of officer time spent in the preparation of written response. Application for Planning Scheme Requirements - For each additional hour of officer time spent in the preparation of written response. Current town planning applications (providing a paper copy of advertised plans/drawings for a current planning application): Per initial service Free service N/A Discontinued CNCL Y Per additional service Free service N/A Discontinued CNCL Y Per initial service N/A New CNCL Y Per additional service % CNCL Y Per initial service % CNCL Y Per additional service % CNCL Y Per initial service % CNCL Y Per additional service Per application 0.15% of total dev't cost % CNCL Y Per permit ,000 minimum or 0.15% of total dev't cost whichever is the greater N/A N/A CNCL N % CNCL N Per permit % CNCL N Up to 1 hour Per hour for each additional hour % CNCL Y N/A Discontinued CNCL Y Per application % CNCL N Per application % CNCL N Up to 1 hour Per hour for each additional hour N/A Discontinued CNCL Y N/A Discontinued CNCL Y - A4 copy Per plan 1.55 N/A Discontinued CNCL Y - A3 copy Per plan 2.60 N/A Discontinued CNCL Y - A2 copy Per plan 5.20 N/A Discontinued CNCL Y - A1 copy Per plan 7.80 N/A Discontinued CNCL Y Copy Larger than A1 Per plan N/A Discontinued CNCL Y Appendix D - Fees and charges of 39

130 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Current town planning applications: Providing a paper copy of any other Advertised Material (documents, reports etc) for a current planning application. Providing a CD of all Plans and Advertised Material for a current planning application. Providing a copy (paper or electronic) of Advertised Material (plans or other documents) for a current planning application, OR a copy of a Greater Dandenong Planning Scheme Incorporated Document, Reference Document, Approved Development Plan or other Planning Strategy/document. Public Notification Fees - 'Advertising' Public Notification of a planning application resident notifications and/or one (1) A1 Site Notice. Public Notification of a planning application - Per name of 11 or more resident notifications and/or per additional site notice(s). Notification of a planning application or planning scheme amendment in a local newspaper and/or Government publication (Administration in addition to recovery of advertising costs). Public Notification of a planning scheme amendment resident notifications and/or one (1) A1 Site Notice. Public Notification of a planning scheme amendment - Per name of 11 or more resident notifications and/or per additional site notice(s). Planning Scheme Amendment Cost Recovery (Private proposals only). Application for Written Strategic, Design or Environmental Planning Advice - For up to 1 hour of officer time spent in the preparation of written response. Application for Written Strategic, Design or Environmental Planning Advice - For each additional hour of officer time spent in the preparation of written response. Providing a paper copy of a Greater Dandenong Planning Scheme Incorporated Document, Reference Document, Approved Development Plan or other Planning Strategy/document. Providing a CD of a Greater Dandenong Planning Scheme Reference Document, Incorporated Document, Approved Development Plan or other Planning strategy/document. Per document 5.00 N/A Discontinued CNCL Y Per CD N/A Discontinued CNCL Y Per application N/A New CNCL Y Up to 10 names Per name or Per additional site notice Per application/ amendment Up to 10 names Per name or Per additional site notice Case by case basis Up to 1 hour Per hour for each additional hour Per document % CNCL Y % CNCL Y N/A New CNCL Y N/A Discontinued CNCL Y N/A Discontinued CNCL Y Cost recovery Cost recovery N/A N/A CNCL Y N/A Discontinued CNCL Y N/A Discontinued CNCL Y N/A Discontinued CNCL Y Per CD N/A Discontinued CNCL Y Planning and Environment Act Fees Regulatory Planning Fees - The following s with a basis of REG are set under state legislation. Council is not able to predict increases to these s. Any changes to these s will be published on Council's website when gazetted by the State Government. Amendments To Planning Schemes - Regulation 6 (1) The for - Per application % REG N (a) considering a request to amend a planning scheme, and (b) taking action required by Division 1 of Part 3 of the Act; and (c) considering any submissions which do not seek a change to the amendment; and (d) if applicable, abandoning the amendment in accordance with section 28 of the Act. Appendix D - Fees and charges of 39

131 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% (2) The additional for - Per application % REG N (a) considering submissions which seek a change to an amendment, and where necessary referring the submissions to a panel; and (b) providing assistance to a panel in accordance with section 158 of the Act, and (c) making a submission in accordance with section 24(b) of the Act; and (d) considering the report in accordance with section 27 of the Act; and (e) after considering submissions and the report in accordance with section 27 of the Act, if applicable, abandoning the amendment in accordance with section 28 of the Act. (3) The additional for - Per application % REG N (a) adopting an amendment or a part of an amendment in accordance with section 29 of the Act; and (b) submitting the amendment for approval in accordance with section 31 of the Act (4) The additional for - Per application % REG N (a) considering a request to approve an amendment in accordance with section 35 of the Act; and (b) giving notice of approval of an amendment in accordance with section 36 of the Act NOTE: The prescribed in sub regulation 1 is to be paid to the planning authority by the person who requested the amendment at the time at which the amendment is requested. The prescribed in sub regulation 2 is to be paid to the planning authority by the person who requested the amendment before the authority considers the submissions. The prescribed in sub regulation 3 is to be paid to the planning authority by the person who requested the amendment before the authority adopts the amendment. The prescribed in sub regulation 4 is to be paid to the Minister by the person who requested the amendment when the amendment is submitted to the Minister for approval. Applications for permits - Regulation 7 Class 1 - an application for use only Per application % REG N Class 2 - an application (other than an application to subdivide land) to - (a) develop land for a single dwelling per lot; or (b) use and develop land for a single dwelling per lot; or (c) undertake development ancillary to the use of land for a single dwelling per lot. if the estimated cost of development included in the application is more than 10,000 and not more than 100,000. Per application % REG N Class 3 - an application (other than an application to subdivide land) to - (a) develop land for a single dwelling per lot; or (b) use and develop land for a single dwelling per lot; or (c) undertake development ancillary to the use of land for a single dwelling per lot if the estimated cost of development included in the application is more than 100,000. Class 4 - an application to develop land if the estimated cost of development included in the application is 10,000 or less, other than - (a) an application to undertake development ancillary to the use of land for a single dwelling per lot; or (b) an application to subdivide land. Class 5 - an application to develop land if the estimated cost of development included in the application is more than 10,000 and not more than 250,000, other than - (a) a Class 2 or Class 3 application; or (b) an application to subdivide land. Per application Per application Per application % REG N % REG N % REG N Appendix D - Fees and charges of 39

132 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Class 6 - an application to develop land if the estimated cost of development included in the application is more than 250,000 and not more than 500,000, other than - (a) a Class 3 application; or (b) an application to subdivide land. Class 7 - an application to develop land if the estimated cost of development included in the application is more than 500,000 and not more than 1,000,000, other than - (a) a Class 3 application; or (b) an application to subdivide land. Class 8 - an application to develop land if the estimated cost of development included in the application is more than 1,000,000 and not more than 7,000,000, other than - (a) a Class 3 application; or (b) an application to subdivide land. Class 9 - an application to develop land if the estimated cost of development included in the application is more than 7,000,000 and not more than 10,000,000, other than - (a) a Class 3 application; or (b) an application to subdivide land. Class 10 - an application to develop land if the estimated cost of development included in the application is more than 10,000,000 and not more than 50,000,000, other than - (a) a Class 3 application; or (b) an application to subdivide land. Class 11 - an application to develop land if the estimated cost of development included in the application is more than 50,000,000, other than - (a) a Class 3 application; or (b) an application to subdivide land. Class 12 - an application to subdivide an existing building. Class 13 - an application, other than a Class 12 application, to subdivide land into two lots. Class 14 - an application to effect a realignment of a common boundary between lots or to consolidate two or more lots. Class 15 - an application to subdivide land, other than a Class 12, Class 13 or Class 14 application. Class 16 - an application to remove a restriction (within the meaning of the Subdivision Act 1988) over land if the land has been used or developed for more than two years before the date of the application in a manner which would have been lawful under the Act but for the existence of the restriction. Class 17 - an application (other than a Class 16 application) to - (a) create, vary or remove a restriction within the meaning of the Subdivision Act 1988; or (b) create or remove right of way. Class 18 - an application (other than a Class 16 application) to - (a) create, vary or remove an easement other than a right of way; or (b) vary or remove a condition in the nature of an easement (other than a right of way) in a Crown grant. Per application Per application Per application Per application Per application Per application Per application Per application Per application Per application Per application Per application Per application % REG N % REG N 1, , % REG N 4, , % REG N 8, , % REG N 16, , % REG N % REG N % REG N % REG N % REG N % REG N % REG N % REG N Appendix D - Fees and charges of 39

133 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Applications to Amend Permits after notice has been given - Regulation 9 (1) Request to amend an application for a permit after notice of the application has been given under section 52 of the Act - for every class of application (other than a Class 4 application) set out in the Table in regulation 7. (2) Request to amend an application to amend a permit after notice of the application has been given under section 52 of the Act - for every class of application (other than Class 5 applications) set out in the Table in regulation 10. Applications to Amend Permits - Regulation 10 Class 1 - an application to amend a permit to use land if that amendment is to change the use for which the land may be used. Class 2 - an application to amend a permit (other than a permit to develop land or to use and develop the land for a single dwelling per lot or to undertake development ancillary to the use of the land for a single dwelling per lot) - (a) to change the statement of what the permit allows; or (b) to change any or all of the conditions which apply to the permit; or (c) in any way not otherwise provided for in this regulation. Class 3 - an application to amend a permit (other than a permit to subdivide land) to: (a) develop land for a single dwelling per lot; or (b) use and develop land for a single dwelling per lot; or (c) undertake development ancillary to the use of land for a single dwelling per lot - if the estimated cost of any additional development to be permitted by the amendment is more than 10,000 and not more than 100,000. Class 4 - an application to amend a permit (other than a permit to subdivide land) to - (a) develop land for a single dwelling per lot; or (b) use and develop land for a single dwelling per lot; or (c) undertake development ancillary to the use of land for a single dwelling per lot - if the estimated cost of any additional development to be permitted by the amendment is more than 100,000 Class 5 - an application to amend a permit to develop land, other than - (a) a permit to undertake development ancillary to the use of the land for a single dwelling per lot where the total estimated cost of the development originally permitted and the additional development to be permitted by the amendment is not more than 10,000; or (b) a permit to subdivide land - if the estimated cost of any additional development to be permitted by the amendment is 10,000 or less. Per application Per application Per application Per application Per application Per application Per application % REG N % REG N % REG N % REG N % REG N % REG N % REG N Appendix D - Fees and charges of 39

134 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Class 6 - an application (other than a Class 3 or a Class 4 application) to amend a permit if the estimated cost of any additional development to be permitted by the amendment is more than 10,000 and not more than 250,000. Class 7 - an application (other than a Class 4 application) to amend a permit if the estimated cost of any additional development to be permitted by the amendment is more than 250,000 and not more than 500,000. Class 8 - an application (other than a Class 4 application) to amend a permit if the estimated cost of any additional development to be permitted by the amendment is more than 500,000. Class 9 - an application to amend a permit to - a) subdivide an existing building; or b) subdivide land into two lots; or c) effect a realignment of a common boundary between lots or to consolidate two or more lots. Certificates of Compliance - Regulation 13 Fee for an application for a certificate of compliance under section 97N(2) of the Act Satisfactory Matters - Regulation 15 Fee for determining whether anything has been done to the satisfaction of a responsible authority, Minister, public authority, municipal council or a referral authority. Per application Per application Per application Per application Per application Per application % REG N % REG N % REG N % REG N % REG N % REG N Composite for combined permit applications The prescribed for an application for any combination of matters set out in separate classes in the Table in regulation 7 is the sum of: (a) the highest of the s which would have applied if separate applications had been made; and (b) 50 percent of each of the other s which would have applied if separate applications had been made. Appendix D - Fees and charges of 39

135 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Community transport services Client transport for shopping, access to Oasis and Library Client transport for shopping, access to Oasis and Library Home Care Packages Program (formerly listed as Community aged care package and extended aged care at home) This is based on the Aged Pension rate and will be altered to follow any adjustments to that rate. If on a basic pension, up to 17.5% where there is other income a higher may be negotiated. A quarterly review of income-tested care s (or whenever the consumer requests a review) is conducted by the Commonwealth Department of Health Aged and Disability Services (Community Care) One way trip Return trip % CNCL N % CNCL N National respite for carers In home respite Per hour 3.75 N/A Discontinued CNCL N In home respite Per hour 3.75 N/A Discontinued CNCL N Meals at centre based day respite Per meal 8.80 N/A Discontinued CNCL N Commonwealth Home Support Program (CHSP) (formerly listed as Home & Community Care Services (HACC)) Funded by the Commonwealth Department of Health for people over the age of 65 - these s are set by Council based on the CHSP principles issued by the DHS. Services for people under the age of 65 Funded by the Victorian Department of Health & Human Services - these s are set by Council based on the Victorian s schedule Social support - centre-based group activity Planned Activity Group (per day) Low Per hour % CNCL N Medium Per hour % CNCL N High Per hour % CNCL N Commercial Per hour % CNCL Y Property maintenance (any materials used are charged at cost) Low Per hour % CNCL N Medium Per hour % CNCL N High Per hour % CNCL N Commercial Per hour % CNCL Y Home care Low : - Single Per hour % CNCL N - Couple Per hour 8.00 N/A Discontinued CNCL N Medium Per hour From N/A N/A CNCL N to High Per hour % CNCL N Commercial Per hour % CNCL Y Personal care Low Per hour % CNCL N Medium Per hour From N/A N/A CNCL N to 9.25 High Per hour % CNCL N Commercial Per hour % CNCL Y Respite care Low Per hour % CNCL N Medium Per hour From N/A N/A CNCL N to 9.20 Appendix D - Fees and charges of 39

136 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% High Per hour % CNCL N Commercial Per hour % CNCL Y Travel incurred for client outings, shopping and appointments: Low Per km % CNCL N Medium Per km % CNCL N High Per km % CNCL N Commercial Per km % CNCL Y Food services (MOW) - single meal Low Per meal % CNCL N Medium Per meal % CNCL N High Per meal % CNCL N Commercial Per meal % CNCL Y Food Services (MOW) - bulk meals Soup/main/side and sweet HACC (replaced by CHSP below) * CHSP (replaces HACC above) * Commercial (replaced by commercial below)* Commercial (replaces commercial above)* Soup and sandwich HACC (replaced by CHSP below) * CHSP (replaces HACC above) * Commercial (replaced by commercial below)* Per 8 serves Per 4 serves Per 8 serves Per 4 serves Per 8 serves Per 4 serves Per 8 serves N/A Revised due to CNCL N change in units N/A Revised due to CNCL N change in units N/A Discontinued CNCL Y N/A Revised due to CNCL Y change in units N/A Discontinued CNCL N N/A Revised due to CNCL N change in units N/A Discontinued CNCL Y Commercial (replaces commercial above)* Per 4 serves N/A Revised due to change in units CNCL Y * Serving size has been changed from 8 serves to 4 serves and to bring in line with Victorian CHSP schedule which represents closer alignment with cost of food components/storage. Library Services City of Greater Dandenong Libraries Overdue item charge (per item per day up to the cost of the item) Per item/ Per day % CNCL Y Lost or damaged items replacement s Cost of the item Cost of the item Cost of the item N/A N/A CNCL Y Lost or damaged item replacement processing Per item % CNCL N charge Replacement of RFID tag Per tag % CNCL Y Fee to recover long overdue materials - per account Per % CNCL Y (50 days or more overdue) account Inter library loan charge (per inter-library loan where the lending library charges the Australian Council of Libraries and Information Services (ACLIS) ) Per loan % REG Y Library bag Per bag % CNCL Y Ear buds Each % CNCL Y USB memory stick Each % CNCL Y Photocopying A4 (B&W) Per copy % CNCL Y A3 (B&W) Per copy % CNCL Y A4 (Colour) Per copy % CNCL Y A3 (Colour) Per copy % CNCL Y A4 (B&W Duplex) Per copy % CNCL Y A3 (B&W Duplex) Per copy % CNCL Y A4 (Colour Duplex) Per copy % CNCL Y A3 (Colour Duplex) Per copy % CNCL Y Facsimile in Australia (first page) First page % CNCL Y International (first page) First page % CNCL Y Additional pages, anywhere Per page % CNCL Y Replacing lost membership card Per card % CNCL Y Appendix D - Fees and charges of 39

137 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Family Day Care Administration levy * - Per hour maximum Per hour maximum - Per week per family Per week Per family * The Administration Levy assists in meeting the operational costs of the scheme, the employment of qualified staff and the provision and maintenance of resources and enrichment activities to children, families and educators % CNCL N % CNCL N Youth Services Youth Activity Services (YAS) Muso network and Freeza events Per program % CNCL Y Y-Stop Rent for Y-Stop Per square metre % CNCL Y Walker St Gallery and Dandenong Community Arts Centre Note: The Walker Street Gallery and Dandenong Community Arts Centre may require suitable staff to set up or be present at your event. This cost will be charged on to you. A technician will be required for operation of venue s lighting and sound equipment. Band Room Community Groups Hourly % CNCL Y Community Agency Hourly % CNCL Y Commercial Hourly % CNCL Y Key deposit Per client % CNCL Y Cancellation administration Per client % CNCL Y Lino Room Community Groups Hourly % CNCL Y Community Agency Hourly % CNCL Y Commercial Hourly % CNCL Y Key deposit Per client % CNCL Y Cancellation administration Per client % CNCL Y Performing Arts Theatre Community Groups Hourly % CNCL Y Community Agency Hourly % CNCL Y Commercial Hourly % CNCL Y Theatre seats Hourly % CNCL Y Key deposit Per after % CNCL Y hours Cancellation administration Per client % CNCL Y Technician (set up, supervision, operation) - refer cultural facilities staff charges Walker St Gallery Hire Monthly Gallery hire Community Group Monthly % CNCL Y Monthly Gallery hire Community Agency Monthly % CNCL Y Monthly Gallery hire Commercial Monthly , % CNCL Y Gallery as a function space Community Group Hourly % CNCL Y Community Agency Hourly % CNCL Y Commercial Hourly % CNCL Y Key deposit Per after % CNCL Y hours Cancellation administration Per client % CNCL Y Commission on sale of artwork Commercial % 25.00% 25.00% - 0.0% CNCL Y Appendix D - Fees and charges of 39

138 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% THEATRE SERVICES Performance : for full theatre service (including lighting and theatrical stage set up) Community Group (first five hours) Hire (5 hours) Community Group (per hour - additional hours) Per hour (2 hour minimum) Community Agency and Dance Schools (first five Hire hours) (5 hours) Community Agency and Dance Schools (per hour - Per hour additional hours) (2 hour minimum) Commercial (per day) Per day 2,140 per day or 11.5% net Box Office (whichever is greater) % CNCL Y % CNCL Y % CNCL Y % CNCL Y 2,200 per day or 11.5% net Box Office (whichever is greater) % CNCL Y For Keynote Address or presentation (including lecturn, simple stage sound and lighting) Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Rehearsal Room (theatre company/groups rehearsals) Community Group Per day % CNCL Y Community Agency Per day % CNCL Y Commercial Per day % CNCL Y Rehearsal room (in conjunction with theatre hire) The Drum Theatre Community Group Per day complimentary with theatre hire Community Agency Per day complimentary with theatre hire Commercial N/A complimentary with theatre hire complimentary with theatre hire N/A N/A CNCL Y N/A N/A CNCL Y N/A N/A CNCL Y Exhibition space Community Group Per 4 wks % CNCL Y Community Agency Per 4 wks % CNCL Y Commercial Per 4 wks % CNCL Y Additional cleaning Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Full service box office Community Group Per ticket % CNCL Y Community Agency - Per ticket Per ticket % CNCL Y - Complimentary tickets Per ticket % CNCL Y Commercial - Per ticket Per ticket % CNCL Y - Complimentary tickets Per ticket % CNCL Y Allocation of tickets for hirer to sell - Per ticket Per ticket % CNCL Y - Partial tickets (stalls) Stalls N/A Discontinued CNCL Y - Full house (stalls and dress circle) Stalls & Dress Circle N/A Discontinued CNCL Y Tours - City of Greater Dandenong cultural tours Per ticket 3.60 N/A Discontinued CNCL Y Ticket transaction Per ticket % CNCL Y Appendix D - Fees and charges of 39

139 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Debit/Credit card Merchant on credit card transactions to hirer FUNCTION ROOMS Transaction value 3.85% 3.85% - 0.0% CNCL Y Magistrates room Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Magistrates room (Full service includes standard room setting, white linen and projector- catering and service related staff at additional cost) Community Group Per hour N/A CNCL Y Community Agency Per hour N/A Discontinued s CNCL Y Commercial Per hour N/A CNCL Y Reading Room Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Reading Room (Full service includes standard room setting, white linen and projector- catering and service related staff at additional cost) Community Group Per hour N/A CNCL Y Community Agency Per hour N/A Discontinued s CNCL Y Commercial Per hour N/A CNCL Y Committee Room Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Committee Room (Full service includes standard room setting, white linen and projector - catering and service related staff at additional cost) Community Group Per hour N/A CNCL Y Community Agency Per hour N/A Discontinued s CNCL Y Commercial Per hour N/A CNCL Y Rehearsal Room Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Rehearsal Room (Full service includes standard room setting, white linen and projector- catering and service related staff at additional cost) Community Group Per hour N/A CNCL Y Community Agency Per hour N/A Discontinued s CNCL Y Commercial Per hour N/A CNCL Y Foyer Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y With theatre hire Per day complimentary with theatre hire complimentary with theatre hire N/A N/A CNCL Y Foyer (Full service includes standard room setting, white linen and projector- catering and service related staff at additional cost) Community Group Per hour N/A CNCL Y Community Agency Per hour N/A Discontinued s CNCL Y Commercial Per hour N/A CNCL Y Appendix D - Fees and charges of 39

140 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% EQUIPMENT HIRE - All hirers Theatre data projector Per day % CNCL Y Data projector and screen (meeting rooms) Per item complimentary with meeting room hire complimentary with meeting room hire N/A N/A CNCL Y Electronic whiteboard Per day complimentary with meeting room hire Whiteboards and flipchart stand Per item complimentary with meeting room hire complimentary with meeting room hire complimentary with meeting room hire N/A N/A CNCL Y N/A N/A CNCL Y Catering Per event N/A As quoted per event N/A N/A CNCL Y 50% discount for Community rate on total charge when 2 or more rooms are booked for a single 4 hour event/meeting Discount available for use of multiple rooms: 2 rooms - 10%, 3 rooms - 15%, 4 rooms - 20% Heritage Hill (Benga and Laurel Lodge) and Historic Gardens Laurel Lodge (1869 House) Room bond (standard) Per room % CNCL Y Room bond (after hours) Per room % CNCL Y Key bond (after hours) Per booking % CNCL Y Cancellation administration Per booking % CNCL Y Laurel Lodge Drawing Room Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y The gardens at Benga and Laurel Lodge Room bond (standard) Per room % CNCL Y Room bond (after hours) Per room % CNCL Y Key bond (after hours) Per booking % CNCL Y Cancellation administration Per booking % CNCL Y Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Benga House (1936 House) Room bond (standard) Per room % CNCL Y Room bond (after hours) Per room % CNCL Y Key bond (after hours) Per booking % CNCL Y Cancellation administration Per booking % CNCL Y Benga Langley Room Community Group Per hour % CNCL Y Benga Langley Room Community Agency Per hour % CNCL Y Benga Langley Room Commercial Per hour % CNCL Y Benga Sun Room Community Group Per hour % CNCL Y Benga Sun Room Community Agency Per hour % CNCL Y Benga Sun Room Commercial Per hour % CNCL Y Other rooms in Benga: Community Group Per hour % CNCL Y Other rooms in Benga: Community Agency Per hour % CNCL Y Other rooms in Benga: Commercial Per hour % CNCL Y Workshop programs School Holiday Workshop Fees Per session 5.00 From 5.00 to Workshop Fees (adult workshops) Per session From to N/A N/A CNCL Y N/A N/A CNCL Y Appendix D - Fees and charges of 39

141 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Weddings (until midnight) Photos minimum 2 hours Ceremony plus photography Cocktail function Benga Langley 40 people max Cocktail function Laurel Lodge 30 people max Per hour (min 2 hrs) Per hour (min 3 hrs) Per hour (min 3 hrs) Per hour (min 3 hrs) % CNCL Y % CNCL Y % CNCL Y % CNCL Y Museum Adults Donation Gold coin donation Concession/student/seniors Donation Gold coin donation Family Donation Gold coin donation Gold coin donation Gold coin donation Gold coin donation Gold coin donation Gold coin donation Gold coin donation Gold coin donation Gold coin donation Gold coin donation CNCL CNCL CNCL Y Y Y Exhibitions ( per space per month) Bond (standard) - Laurel Lodge, Benga and Garden Per hire % CNCL Y Bond (after hours) - Laurel Lodge, Benga and Garden Per hire % CNCL Y Key bond Per hire % CNCL Y Cancellation administration Per hire % CNCL Y Community Group Benga Langley Gallery Benga Master Room & Sun Room Benga Hall (Free if hired with another space, otherwise s apply) Benga Garden Laurel Lodge Garden Laurel Lodge Drawing Room 1 Community Agency Benga Langley Gallery Benga Master Room and Sun Room Benga Hall (free if hired with another space, otherwise s apply) Benga Garden Laurel Lodge Garden Laurel Lodge Drawing Room 1 Commercial Benga Langley Gallery Benga Master Room & Sun Room Benga Hall ( free if hired with another space, otherwise s apply) Benga Garden Laurel Lodge Garden Laurel Lodge Drawing Room 1 Per space per month Per space per month Per space per month Per space per month Per space per month Per space per month Per space per month Per space per month Per space per month Per space per month Per space per month Per space per month Per space per month Per space per month Per space per month Per space per month Per space per month Per space per month % CNCL Y % CNCL Y % CNCL Y % CNCL Y % CNCL Y % CNCL Y % CNCL Y % CNCL Y % CNCL Y % CNCL Y % CNCL Y % CNCL Y % CNCL Y % CNCL Y % CNCL Y % CNCL Y % CNCL Y % CNCL Y Appendix D - Fees and charges of 39

142 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Group Tours: minimum 10 people per tour Heritage Hill Museum & Historic Gardens Half day % CNCL Y Heritage Hill Museum & Historic Gardens - Seniors Half day % CNCL Y Heritage Hill Museum & Historic Gardens including Half day % CNCL Y Devonshire tea Heritage Hill Museum & Historic Gardens including Half day % CNCL Y Devonshire tea - Seniors Heritage Hill Museum & Historic Gardens including Half day % CNCL Y lunch Heritage Hill Museum & Historic Gardens including Half day % CNCL Y lunch - Seniors Artist Tour of Dandenong with Artist in Residence Per tour % CNCL Y Education tours Per tour % CNCL Y Security Bond Standard Bond - Community Group Per event % CNCL N Standard Bond - Community Agency Per event % CNCL N Standard Bond - Commercial Per event % CNCL N High Risk Event Bond - Community Group Per event % CNCL N High Risk Event Bond - Community Agency Per event % CNCL N High Risk Event Bond - Commercial Per event 1, , % CNCL N Room set up Monday to Friday Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Technical Staff - refer Cultural Facilities staff charges *Staff charges - refer Cultural Facilities Staff Charges Schedule The Castle Main Hall Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Balcony Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Lounge Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Additional cleaning Per hour Commercial rate Security Guard - Minimum 4 hours Note: 1 Guard per 50 persons charged at commercial rate Commercial rate + 20% N/A N/A CNCL Y Monday to Friday Per hour Commercial Commercial N/A N/A CNCL Y rate rate Saturday Per hour Commercial Commercial N/A N/A CNCL Y rate rate Sunday Per Hour Commercial Commercial N/A N/A CNCL Y rate rate Public Holiday Per hour Commercial rate Commercial rate N/A N/A CNCL Y 50% discount for Community rate on total charge when two or more rooms are booked for a single 4 hour minimum event/meeting Appendix D - Fees and charges of 39

143 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Cultural Facilities Staff Charges Schedule Technician per hour Supervisor - Regular Per hour N/A N/A CNCL Y - After 9 hours Per hour N/A N/A CNCL Y - After 12 hours Per hour N/A N/A CNCL Y - Weekend Per hour N/A N/A CNCL Y - Public Holidays Per hour N/A N/A CNCL Y Technician - Regular Per hour N/A N/A CNCL Y - After 9 hours Per hour N/A N/A CNCL Y - After 12 hours Per hour N/A N/A CNCL Y - Weekend Per hour N/A N/A CNCL Y - Public Holidays Per hour Discontinued N/A N/A CNCL Y s - refer to Front of house (FOH) per/hrs Supervisor - Regular Per hour new structure below N/A N/A CNCL Y - After 9 hours Per hour N/A N/A CNCL Y - After 12 hours Per hour N/A N/A CNCL Y - Weekend Per hour N/A N/A CNCL Y - Public Holidays Per hour N/A N/A CNCL Y Front of house officer - Regular Per hour N/A N/A CNCL Y - After 9 hours Per hour N/A N/A CNCL Y - After 12 hours Per hour N/A N/A CNCL Y - Weekend Per hour N/A N/A CNCL Y - Public Holidays Per hour N/A N/A CNCL Y Technical and Front of House Supervisors - per hour Community Rate - Monday to Friday 7.00am to 7.00pm Per hour N/A N/A CNCL Y - Monday to Friday after 7.00pm. Per hour N/A N/A CNCL Y - Saturday and Sunday Per hour N/A N/A CNCL Y - After 9 hrs Monday to Sunday Per hour N/A N/A CNCL Y Community Agency and Commercial Rate - Monday to Sunday Per hour N/A N/A CNCL Y - After 9 hrs Monday to Sunday Per hour N/A N/A CNCL Y - Weekend Per hour N/A Discontinued CNCL Y - Public Holidays Per hour N/A Discontinued CNCL Y Refer to Technicians and Front of House Officers - per hour Community Rate prior year structure above - Monday to Friday 7.00am to 7.00pm Per hour N/A N/A CNCL Y - Monday to Friday after 7.00pm. Per hour N/A N/A CNCL Y - Saturday and Sunday Per hour N/A N/A CNCL Y - After 9 hrs Monday to Sunday Per hour N/A N/A CNCL Y Community Agency and Commercial Rate - Monday to Sunday Per hour N/A N/A CNCL Y - After 9 hrs Monday to Sunday Per hour N/A N/A CNCL Y - Weekend Per hour N/A Discontinued CNCL Y - Public Holidays Per hour N/A Discontinued CNCL Y Appendix D - Fees and charges of 39

144 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% RESERVES Sports Grounds and Pavilions Category 1 Summer Per season 1, , % CNCL Y Winter Per season 2, , % CNCL Y Applicable to: Shepley Reserve Springvale Reserve Noble Park Reserve Ross Reserve Athletics Track and Infield Ross Reserve Main Soccer Pitch Mills Reserve Synthetic Pitch Category 2 Summer Per season 1, , % CNCL Y Winter Per season 1, , % CNCL Y Applicable to: Alex Nelson Reserve Thomas Carroll West Thomas Carroll East Oval Coomoora Oval 1 Coomoora Oval 2 Edinburgh Reserve Fotheringham Reserve George Andrews Soccer Pitch 1 Greaves Reserve Oval 1 Greaves Resave Soccer Pitch Keysborough Reserve Lois Twohig Oval 1 Lois Twohig Oval 2 Lois Twohig Soccer Pitch Norman Luth Reserve Soccer Pitch 1 Norman Luth Reserve Soccer Pitch 2 Dandenong Park Oval Dandenong Park Wilson Oval Parkfield Reserve Police Paddocks Soccer Pitch 1 Police Paddocks Softball Barry Powell Oval 1 (lower Oval) Ross Reserve Soccer/Cricket Ross Reserve P O Donoghue Oval Tatterson Park Soccer Pitch 1 Tatterson Park Soccer Pitch 2 Tatterson Park Soccer Oval 1 Tatterson Park Soccer Oval 2 Tatterson Park Soccer Oval 3 Warner Reserve Soccer Pitch 1 Warner Reserve Soccer Pitch 2 Warner Reserve Cricket Pitch Wachter Reserve Oval 1 Robert Booth Reserve Athletics Track Category 3 Summer Per season % CNCL Y Winter Per season 1, , % CNCL Y Applicable to: Robert Booth Baseball Coomoora Pitch 3 Greaves Reserve Oval 2 Greaves Reserve Oval 3 Greaves Reserve Oval 4 WJ Turner Keysborough Parish Reserve Mills Reserve Grass Pitch Barry Powell Reserve Oval 2 Appendix D - Fees and charges of 39

145 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Wachter Reserve Oval 2 George Andrews Pitch 2 Police Paddocks Soccer Pitch 2 Police Paddocks Soccer Pitch 3 Category 4 Summer Per season % CNCL Y Winter Per season % CNCL Y Applicable to: Keysborough College Chandler Campus Noble Park Secondary College Lyndale Secondary College Soccer Pitch 1 Lyndale Secondary College Soccer Pitch 2 Lyndale Secondary College Oval Yarraman Primary School Police Paddocks Oval 1 Police Paddocks Oval 2 Brady Road Soccer Pitch Keysborough Banksia College All Sports Reserves Pre-season charge - ground only Per hour N/A New CNCL Y Mills Reserve Security Bond Standard Bond - Community Group Per event % CNCL N Standard Bond - Community Agency Per event % CNCL N Standard Bond - Commercial Per event % CNCL N High Risk Event Bond - Community Group Per event % CNCL N High Risk Event Bond - Community Agency Per event % CNCL N High Risk Event Bond - Commercial Per event 1, , % CNCL N Room set up Monday to Friday Per hour % CNCL N Community Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Hire of Synthetic pitch (without floodlights) Per hour % CNCL Y Hire of Synthetic pitch (without floodlights) if over 50 Per hour N/A New CNCL Y hours Hire of Synthetic pitch (with floodlights) Per hour % CNCL Y Hire of Mini Synthetic Pitch Per hour % CNCL Y TURF WICKETS Category 1 Per season 12, , % CNCL Y Shepley Oval Category 2 Noble Park Reserve Per season 7, , % CNCL Y Category 3 Carroll Reserve (East) Per season 5, , % CNCL Y Coomoora Reserve Per season 5, , % CNCL Y Fotheringham Reserve Per season 5, , % CNCL Y Greaves Reserve Per season 5, , % CNCL Y Keysborough Reserve Per season 5, , % CNCL Y Alex Nelson Reserve Per season 5, , % CNCL Y Park Oval Per season 5, , % CNCL Y Powell Reserve Per season 5, , % CNCL Y Ross Reserve Per season 5, , % CNCL Y Springvale Reserve Per season 5, , % CNCL Y Lois Twohig Reserve Per season 5, , % CNCL Y Wachter Reserve Per season 5, , % CNCL Y Warner Reserve Per season 5, , % CNCL Y Wilson Oval Per season 5, , % CNCL Y Appendix D - Fees and charges of 39

146 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% TENNIS COURTS - Casual Hire Tennis Court (Per Court) Per annum N/A Discontinued CNCL Y Tennis Court (Per Court) Per hour % CNCL Y Tennis Court (Per Court) with Floodlights Per hour % CNCL Y PAVILIONS (seasonal) Category 1 Bond Per season % CNCL N Shepley Reserve (2 Pavilions) Per season 1, , % CNCL Y Police Paddocks Frank Holohan Soccer Per season 1, , % CNCL Y Warner Reserve Per season 1, , % CNCL Y Georges Andrews Whittle Pavilion Per season 1, , % CNCL Y Greaves Reserve Alan Carter Per season 1, , % CNCL Y Coomoora Reserve Per season 1, , % CNCL Y Category 2 Bond Per season % CNCL N Thomas Carroll Crowe Per season % CNCL Y Lois Twohig Gerry Sweeting Per season % CNCL Y Police Paddocks Softball Per season % CNCL Y Keysborough Reserve Per season % CNCL Y Barry Powell Multi Use Per season % CNCL Y Greaves Reserve Monohan Per season % CNCL Y Lyndale Secondary. College Per season % CNCL Y WJ Turner Per season % CNCL Y Parkfield Reserve Per season % CNCL Y Ross Reserve - Social Pavilion Per season % CNCL Y Mills Reserve Pavilion Per season % CNCL Y Alex Nelson Reserve Per season % CNCL Y Norman Luth Reserve Per season % CNCL Y Edinburgh Reserve Per season % CNCL Y Category 3 Bond Per season % CNCL N Robert Booth Baseball Per season % CNCL Y Robert Booth Little Athletics Per season % CNCL Y Lois Twohig - Soccer Per season % CNCL Y Lois Twohig - Little Athletics Per season % CNCL Y Fotheringham Reserve Per season % CNCL Y Ross Reserve - Little Athletics Per season % CNCL Y - Soccer (small) Per season % CNCL Y - Football Per season % CNCL Y Wilson Oval Greg Dickson Per season % CNCL Y Wachter Reserve - small Pavilion Per season % CNCL Y Springvale Reserve Club Pavilion Per season % CNCL Y Heatherhill Secondary College Per season % CNCL Y Category 4 - Basic Pavilion Bond Per season % CNCL N Burden Park Per season % CNCL Y Shepley Umpires Room Per season % CNCL Y Tatterson Portables Per season % CNCL Y All Pavilions PAVILIONS (Casual) Standard Bond - Community Group Per event N/A New bond CNCL N Standard Bond - Community Agency Per event N/A New bond CNCL N Standard Bond - Commercial Per event N/A New bond CNCL N Community daily rate Per day N/A New CNCL Y over 4 hrs Community Per hour N/A New CNCL Y Community Agency Per hour N/A New CNCL Y Commercial Per hour N/A New CNCL Y Additional cleaning Per hour Commercial rate Commercial rate +20% N/A N/A CNCL Y Appendix D - Fees and charges of 39

147 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Ross Reserve Social Room Community Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Offices Category 1 - Shepley Reserve Per season % CNCL Y Category 2 - Greg Dickson Board Room Per season % CNCL Y Category 3 - Warner Reserve Per season % CNCL Y Category 4 - Ross Reserve Athletics Per season % CNCL Y Sports ground flood light maintenance Sports ground flood light maintenance Per season 50% of real cost of works by Council 50% of real cost of works by Council N/A N/A CNCL Y TENNIS CLUB ROOMS - Lois Twohig Tennis Club Room - George Andrews Tennis Club Room - Heritage Tennis Club Room - Rosswood Tennis Club Room - Fotheringham Reserve Tennis Club Room Community Group Per week % CNCL Y Community Agency Per week % CNCL Y Commercial Per week % CNCL Y SCOUT HALLS Scout Hall (per hall) Per annum % CNCL Y SENIOR CITIZENS CENTRES - Dandenong Central - Dandenong North - Latham Crescent - Springvale Halls and Meeting Rooms Security Bond Standard Bond - Community Group Per event % CNCL N Standard Bond - Community Agency Per event % CNCL N Standard Bond - Commercial Per event % CNCL N High Risk Event Bond - Community Group Per event % CNCL N High Risk Event Bond - Community Agency Per event % CNCL N High Risk Event Bond - Commercial Per event 1, , % CNCL N Room set up Monday to Friday Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Meeting Room Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y All Senior Citizen Centres Additional cleaning Per hour N/A Commercial rate + 20% New CNCL Y 50% discount for Community Groups ONLY on total charge when two or more rooms are booked for a single 4 hour minimum event/meeting Appendix D - Fees and charges of 39

148 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% JAN WILSON COMMUNITY CENTRE Security Bond Standard Bond - Community Group Per event % CNCL N Standard Bond - Community Agency Per event % CNCL N Standard Bond - Commercial Per event % CNCL N High Risk Event Bond - Community Group Per event % CNCL N High Risk Event Bond - Community Agency Per event % CNCL N High Risk Event Bond - Commercial Per event 1, , % CNCL N Room set up Monday to Friday Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Room 1 Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Room 2 Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Training / Meeting Room Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Multi Purpose Room Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Kitchen Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Foyer as Gallery Community Group Per month % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Foyer as room Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y All Rooms Additional cleaning Per hour N/A Commercial rate + 20% New CNCL Y 50% discount for Community Groups ONLY on total charge when two or more rooms are booked for a single 4 hour minimum event/meeting WARNER RESERVE Security Bond Standard Bond - Community Group Per event % CNCL N Standard Bond - Community Agency Per event % CNCL N Standard Bond - Commercial Per event % CNCL N High Risk Event Bond - Community Group Per event % CNCL N High Risk Event Bond - Community Agency Per event % CNCL N High Risk Event Bond - Commercial Per event 1, , % CNCL N Room set up Monday to Friday Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Appendix D - Fees and charges of 39

149 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Warner Reserve Full Hall (capacity 180) Community Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Additional cleaning Per hour N/A Commercial rate + 20% New CNCL 50% discount for Community rate on total charge when two or more rooms are booked for a single 4 hour minimum event/meeting Y Paddy O Donoghue Centre Security Bond Standard Bond - Community Group Per event % CNCL N Standard Bond - Community Agency Per event % CNCL N Standard Bond - Commercial Per event % CNCL N High Risk Event Bond - Community Group Per event % CNCL N High Risk Event Bond - Community Agency Per event % CNCL N High Risk Event Bond - Commercial Per event 1, , % CNCL N Room set up Monday to Friday Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Rooms 1 or 2 Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Rooms 3 or 4 Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Main hall Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y General Office Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Room 5 Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y Games Room Community Group per hour % CNCL Y Community Agency per hour % CNCL Y Commercial per hour % CNCL Y Kitchens Community Group Per hour % CNCL Y Community Agency Per hour % CNCL Y Commercial Per hour % CNCL Y All Rooms and Hall Additional cleaning Per hour N/A Commercial rate + 20% New CNCL 50% discount for Community rate on total charge when two or more rooms are booked for a single 4 hour minimum event/meeting Y Appendix D - Fees and charges of 39

150 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Festivals and Events Stallholder charges at Council events up to 10,000 people Food stall: event 0-1,500 people (includes Harmony Per stall % CNCL Y Square) (3x3m) Food stall: event 1,501-5,000 people Per stall % CNCL Y (3x3m) Food stall: event 5,001-10,000 people Per stall % CNCL Y (3x3m) Food stall: event 10,000 + people Per stall (3x3m) % CNCL Y Food stall: (locally based service club) with interactive Per stall N/A Discontinued CNCL Y activity (3x3m) Food stall: (locally based service club) without activity Per stall (3x3m) N/A Discontinued CNCL Y Market stall: event 0-10,000 people Per stall % CNCL Y (3x3m) Market stall: event 10,001 + people Per stall (3x3m) % CNCL Y Community stall with an interactive activity, if a marquee is supplied Per stall (3x3m) N/A Discontinued CNCL Y Community stall without an interactive activity, if a Per stall % CNCL Y marquee is supplied (3x3m) Marquee Supplied 3x3 m (cost recovery) 3x3m % CNCL Y Marquee Supplied 6x3 m (cost recovery) 6x3m % CNCL Y Trestle and chairs (x 2) Per stall % CNCL Y Powered site per stall Per stall % CNCL Y Major events: 20,000 plus people Food stalls Per stall % CNCL Y Market stalls Per stall % CNCL Y Corporate stalls Per stall % CNCL Y Harmony Square (previously Dandenong Civic Square) Hire for public events No charge No charge No charge No charge No charge CNCL Y Harmony Square gatherings up to 200 people Refundable deposit (bond) Per event % CNCL Y Harmony Square events people Refundable deposit (bond) Per event % CNCL Y Bin hire - 1 rubbish, 1 recycling required Per bin % CNCL Y Organiser to provide security - 1 licensed staff required* Harmony Square events 500-1,000 people Refundable deposit (bond) Per event % CNCL Y Bin hire - 2 rubbish, 2 recycling required Per bin % CNCL Y Organiser to provide security - 2 licensed staff required* Harmony Square events 1,000-2,000 people Refundable deposit (bond) Per event % CNCL Y Bin hire - 4 rubbish, 4 recycling required Per bin % CNCL Y Organiser to provide security - 3 to 4 licensed staff required* Harmony Square events 2,000-3,000 people Refundable deposit (bond) Per event 1, , % CNCL Y Bin hire - 6 rubbish, 6 recycling required Per bin % CNCL Y Organiser to provide clean up cleaning staff required during event to keep square/toilets clean, prevent damage.* Organiser to provide security - 6 licensed staff required* Harmony Square additional costs Umbrellas/chairs - 2 contractors to put up and bring in umbrellas/chairs Per installation * Security and clean up to be provided at the organiser's expense % CNCL Y Appendix D - Fees and charges of 39

151 Fees & Charges Type of s and charges Unit inclusive inclusive Fee increase Fee increase % Basis of Fees applied at 10% Cultural and food tours Cultural tours Per participant % CNCL N Appendix D - Fees and charges of 39

152

153 Appendix D Proposed s and charges (subject to contract agreement)