Item 3.3 Gawler Business Development Group 2016/17 Draft Budget & Business Plan

Transcription

1 Item 3.3 Gawler Business Development Group 2016/17 Draft Budget & Business Plan ATTACHMENT 1 Gawler Business Development Group 2016/17 Draft Budget & Business Plan Page 130 of 206

2 ATTACHMENT 1 Gawler Business Development Group Inc. Annual Business Plan 2016/17 Gawler Business Development Group Inc. PO Box 402, Gawler, SA gawler@gawler.org.au ABN: Page 131 of 206

3 GBDG Business Plan INTRODUCTION The Gawler Business Development Group Inc. (GBDG) is an incorporated body duly constituted in accordance with the provisions of the Associations Incorporation Act The primary objective of the GBDG is to help our constituent business community compete in an increasingly competitive market. GBDG is committed to improving the viability of current Gawler businesses, promoting the economic benefits of conducting business in Gawler to potential new businesses and assisting all current and intending business to grow through providing advisory services, marketing assistance and education. Competition from big box shopping centres at Munno Para, Blakeview and Elizabeth, together with the proliferation of and ease of access to internet shopping sites, present increasing challenges for our businesses. The GBDG is contracted under a funding agreement by the Town of Gawler to deliver services to the business community until 30 June The listed objectives under that agreement are: 1. To establish and support a structure that assists with raising ongoing funds for the purpose of supporting Town of Gawler business promotions and marketing 2. To promote and market the businesses within the Town of Gawler 3. To develop and adopt strategies to develop, manage, co-ordinate and fund marketing initiatives 4. To support and encourage the economic viability of businesses generally within the Town of Gawler 5. To represent the interests of the business community In order to achieve these 5 items the GBDG has defined 4 key areas that address each objective. The GBDG Inc. develops initiatives that focus on projects that are beyond the scope of individual business with the aim of improving repeat loyal customers, increasing customer numbers and enhancing sustainability of local businesses. The GBDG s value to its members is defined around the following areas: 1. Business Marketing, Promotion and Events 2. Business Education and Support Services 3. Business Relations 4. Corporate Responsibilities The GBDG practices a continuous improvement policy and with continual review of services provided it is able to keep abreast of current trends and promote the benefits of innovative new ideas to its member base. 1. Business Marketing, Promotions & Events Develop and promote Gawler as a shopping/services/business friendly destination with sustainable businesses, by methods including the on-line Gawler Business Directory on the GBDG website, dissemination of information on the GBDG Facebook pages, facilitation of the Hero Building projects, collaborative projects with Government and non-government bodies, Education Cluster and Totally Locally. Develop marketing campaigns and events that support and promote business development and customer attraction and retention such as competitions, the Gawler SALA Art Trail and Gawler Jazz Festival, Fringe Festival Events and with the introduction of new services in 2016/17 including a Small Business Expo and newly implemented monthly workshops, forums, advisory services and educational events. Gawler Business Development Group Inc. 2 Page 132 of 206

4 GBDG Business Plan Business Education & Support Services Support key business educational events that deliver improved business practices such as Martin Grunstein s Sales and Marketing, Michael Kies Improve Your Sales, Lorraine Thornton & Sarah Davies Business Management & Visual Merchandising, Ed Milne s Facebook Marketing and Bruce Bowen s Improve Your Sales, which have been conducted by the GBDG. 2016/17 will see a marked increase in the number and type of educational and informative workshops/forums/events introduced by the GBDG as it works collaboratively with numerous bodies including State, Federal Government Departments (Australian Taxation Office, The Office of the Small Business Commission) and Local business support organisations including, RDA Barossa, Business SA, Business Advisory and independent Mentoring Support Specialists and many others. 3. Business Relations Effective 2-way communication with businesses, and liaise between business and Federal, State and Local Government providing opportunities for proprietors to share feedback. Develop and strengthen key strategic partnerships, act as liaison for and represent the interests of local businesses with Federal, State and Local Government and public organisations. Conducting surveys and developing focus groups to identify current business issues and needs and working collaboratively to develop strategies to mitigate issues and address needs. 4. Corporate Responsibilities A continual process of reviewing, developing and maintaining professional, current, relevant and effective internal operations to encourage greater industry engagement. 2016/17 will see an independent review of the operations and services of the GBDG and the development of a new model to move forward in line with the goals and objectives of the Town of Gawler, Gawler Connect and China Strategies. GBDG intends to broaden the range of services and assistance available to businesses in the region by attracting funding from corporate partners for new events. Gawler Business Development Group Inc. 3 Page 133 of 206

5 FINANCIAL COMMITMENT 2016/17 Financial Projection GBDG Business Plan Item Amount Approx. carry over June 30, 2016 $ 65, Business Development Levy 2016/17 $163, Memberships $ 2, Total Funds Available $230, Business Plan Expenditure 2016/17 Primary Objectives 2016 Jazz Festival $ 20, South Aussie with Cosi $ 2, Gawler SALA Arts Trail $ 5, Xmas Carols Sponsorship $ 1, Community Radio Sponsorship $ Xmas Decorations $ 10, Totally Locally $ 6, Hero Building Assistance in-kind $ 5, On-line business directory development $ 3, On-line business directory including trades $ 5, New Initiatives Edit own website $ 3, B2B Networking Expo Monthly networking events including Marketing of same $ 10, $ 10, Improved new CRM system Education Support $ 2, Keynote speakers Training, breakfasts (in collaboration with RDA) $ 10, $ 10, Administration Business Liaison & Marekting Coordinator $ 80, Insurance $ 3, Audit fee $ 2, Postage and printing $ 10, Mainstreet SA Membership $ 1, Website Maintenance Other $ 10, $ 15, GBDG Review Consultant Report Total Planned 2016/17 Cash Expenditure $ 225, Estimated cash at June 30, 2017 $ 4, Gawler Business Development Group Inc. 4 Page 134 of 206

6 Gawler On-line Business Directory GBDG Business Plan The GBDG strongly promotes that all businesses should have a website presence and has for several years worked towards having all GBDG members listed on-line, on the Gawler Business Directory. The directory is an effective marketing tool, which not only promotes individual businesses, but Gawler as a centre of commerce. GBDG believes it is essential that all Gawler businesses have an on-line presence. The GBDG believes as modern technology advances, so too marketing methods must keep pace. With IT development and the increased use of smart technology to surf the net, the GBDG recognised that it too must embrace the new technology (including Facebook) and its increasing popularity to benefit its membership. The development of a new website in 2015 has enabled increased functionality and mobile compatibility for GBDG, and its members can now not only be found by PC, but also smart technology. The website, Facebook pages and e-news forums are continually reviewed and updated with member businesses now able to access and edit their own business listing if they so desire. Importantly, the GBDG receives notifications of intended access via applications and ensure the credibility and integrity of the site with continuous monitoring. Past competitions promoting the website, have resulted in the Gawler Business Directory receiving approximately 250* hits per day to locate business and local information, which reinforces that the site is working well and is a valuable marketing tool for Gawler businesses. *Google Analytics Event- Gawler Jazz Festival It is a widely known fact that the more activities and events a region hosts, the higher the number of tourists and engagement by local residents. The Board of the GBDG recognises that events help promote the town and generate activity. Gawler with its unique historical charm, proximity to the Barossa Valley, excellent dining and naturally occurring artistic and musical talent, lends itself to a cultural target market. Hence with this mindset, the GBDG continues to host proven events including the Gawler Jazz Festival and the SALA Gawler Arts Trail. These events promote Gawler as a unique strip shopping/outdoors destination rather than a first taste of the Barossa. One of the goals of the GBDG is to assist Gawler to be known as a destination and not merely an entry point to another region by emphasising its attributes and points of distinction, particularly its ambiance, history and abundant heritage and relaxed cosmopolitan feel. The Gawler Jazz Festival, held the first weekend in November, in partnership with the Rotary Village Fair and venues/ hotels attracted many people over the course of the two-day event. The family friendly event promoted Gawler as a destination, showcasing the Rotary Village Fair, historical hotels and landmarks, while providing fabulous Jazz music and food/dining in friendly and relaxed environments. The event has grown and developed over the past two years. With the introduction of Jazz for Breakfast, the number of participating venues and musicians has increased. The event was marketed via Facebook, Gawler Business Directory, Jazz SA, barossa.com, The Bunyip, The Leader, Radio 5CS, Barossa Tourism, Barossa Living Magazine, posters, program flyers and street banners. After the positive feedback received from patrons, musicians and venues, the GBDG will host the next Gawler Jazz Festival on 5 th & 6 th November Gawler Business Development Group Inc. 5 Page 135 of 206

7 GBDG Business Plan Event- Gawler SALA Art Trail The South Australian Living Artists (SALA) Festival is an annual SA event, since The GBDG saw an opportunity to piggy-back this event to promote Gawler as an artistic and cultural hub, with a relatively small budget. In 2013/14 the GBDG organised and marketed the inaugural Gawler SALA Art Trail with the support of The Town of Gawler, the Gawler Art Society and independent artists. With response to the concept, came community ownership and in 2014/15, an independent group of artists, facilitated by the GBDG, formed a committee to assist with the implementation of the Gawler SALA exhibition. The 2015 Gawler SALA Art Trail included eleven (11) locations (an increase on the previous year by 3) - Trinity College, Café Sia, Gawler Community Gallery, Poetic Justice, The Institute, Taste on Main, Totally Framed, Alchemy Café, Kornacraft Sewing Centre, Spirit of Place and Jewellery Journey. The trail was promoted using Facebook, Gawler Business Directory, Gawler Visitor Information Centre, Tourism Barossa, barossa.com, SALA website, street banners and newspaper advertisements. The purpose of the Trail is to promote and acknowledge Gawler as an arts/cultural hub. The 2016 Gawler SALA Art Trail planning is well underway with 11 venues registered for the Art Trail plus the Collective Edge in The Institute will showcase a memorial exhibition for local artist and Gawler Significant Identity, Julia Mannix, who passed away a few months ago. With the growing interest in Gawler as an Arts Destination, it is hoped that there is also acknowledgement for the need for development of a Gawler and Districts Regional Gallery for independent artists. This Gallery would act as a driver for the local economy and tourism growth for the area. While the Barossa has been successful in securing a regional gallery in Tanunda and the Jam Factory, little attention has been focused on Gawler s potential to participate in and develop this economic driver. Gawler Business Development Group Inc. 6 Page 136 of 206

8 GBDG Business Plan Gawler SALA Art Trail Flyer Facebook The use of facebook as a free marketing tool has most certainly increased the reach of the GBDG to the business community of Gawler and the potential to grow the current audience by boosting event and local business posts is very high. Therefore, in 2016/17 the use of the facebook Boost facility will be implemented as another marketing tool. (average spend: $25 per week x 52 weeks) Gawler Business Development Group Inc. 7 Page 137 of 206

9 Business Expo GBDG Business Plan One of the most difficult things for a small business owner to do is to take time away from work. Unfortunately, many business owners skip going to events because of this factor. They fail to realise attending expos and trade shows can be just what is needed to provide new ideas, networking and sales opportunities and a way to learn about the latest in business practices. Expos are the perfect opportunity to make connections and develop small business networks with like-minded people. It is the intention of the GBDG to provide businesses within the Gawler region the opportunity to participate in annual Business Expos with the inaugural event planned for the first half of There will be informative workshops and information sessions and, and with the general public encouraged to attend the exhibitors will also be able to take orders for products or services on the day. Monthly Events Commencing May 2016, Gawler has many new events scheduled that will further engage local business and offer them opportunities to develop and grow business networks, gain useful information, share their business details directly with other businesses and gain knowledge and skills via educational and informative events, other than those mentioned in the opening paragraph of Objective 2. The need and desire for additional opportunities has been identified via feedback from local business and therefore the GBDG has commenced a Schedule of Events offering such opportunities. Each month will see a minimum of 1 event being held throughout the entire year. Events already scheduled for 2016/17 are attached. Gawler Business Development Group Inc. 8 Page 138 of 206

10 GBDG Business Plan SCHEDULE OF EVENTS 2016 May 2016 Day & Date Event Type & Time Event Details Presenter Costs Tues 31 st Gawler Greyhound Club Networking Evening 5:30pm for nibbles 6:00pm Welcome and presentation A wonderful opportunity to grow your network and customer base. Hear a short presentation from Anna Tripodi on the benefits of networking then put it into practice as you enjoy nibbles and a few drinks. Anna Tripodi, Inspired Directions Free pay for own drinks, nibbles provided Fri 24 th Gawler Recreation Centre Tues 28 th Gawler Greyhound Club Tues 19 th Gawler Greyhound Club Tues 26 th TBA Bizlink Seminar 9:00am 12:00pm Facebook for Business Getting the Most Out of Your Facebook Page 5:30pm for nibbles 6:00pm Welcome and presentation Marketing 5:30pm 8:00pm Tax Essentials Workshop 5:30pm 7:30pm June 2016 This is YOUR chance to meet senior government representatives who manage services that support YOUR business. This is a unique opportunity to bypass websites and 1300 numbers and talk directly to all of the government organisations that impact on the operations and future directions of your business. Do you already have a business Facebook page? Come along and find out how to analyse what your page is achieving now and how you can make it work better with very little effort. JULY 2016 Come along to this interactive event and hear some simple but very effective marketing tips from the Author of Brand it Purple, Ashely Parke. Ashley s enthusiastic and infectious personality will have you ready to start improving your current marketing strategies in no time at all. You will put some of what you learn, into practice on the night. Copies of Ashely s book will be available for purchase on the night for just $10 (usually $29.95) Are you thinking of starting a business or new to business? Come along to a presentation by ATO staff where you will learn about tax basics. The Office of the Small Business Commissioner Anna Tripodi, Inspired Directionz Free Members Free Non Members - $40 Ashley Parke Members Free Non Members - $40 Australian Taxation Office Free Tues 9th TBA TBA Record Keeping Workshop 5:30pm 8:00pm Networking Event 5:30pm for nibbles 6:00pm Welcome and presentation AUGUST 2016 Are you new to business or thinking of starting a business? It's important to get your record keeping right. SEPTEMBER 2016 An opportunity to further grow your business to business network. Australian Taxation Office TBA Free Free TBA Starting Your Own Business Workshop OCTOBER 2016 If you are new to business or thinking about starting your own business? Then this workshop is for you. Anna Tripodi will cover everything you need to know and do to help get your business off the ground. Anna Tripodi Inspired Directionz NOVEMBER 2016 TBA Commercial Leasing TBA TBA TBA DECEMBER 2016 TBA Xmas Networking Event TBA TBA TBA Members Free Non Members - $40 Gawler Business Development Group Inc. 9 Page 139 of 206

11 GBDG Business Plan Hero Building The GBDG recognises the need for Gawler to improve its street appeal, occupancy rates and consumer confidence. The GBDG initially embarked on the Gawler Bakery Hero Building Project (165 Murray St.), in collaboration with the commercial property owners and Council in Since the completion of the façade restoration of the Gawler Bakery, the GBDG has commenced a second project in , at Murray St. (Cups n Cakes & OPSM) Gawler, in partnership with the property owner and Council. The GBDG has facilitated liaison between owners, builders and Council, effectively project managing the progress of the Gawler Bakery ( ) and OPSM & Cups n Cakes ( ). In partnership with Council, the GBDG hopes to continue to facilitate and support the Hero Building Project so that Gawler CBD will have improved street appeal and property owners encouraged to preserve their historic buildings. ( ) In partnership with Council GBDG is liaising with the owners of the building at 37 Murray St for inclusion in the project.. Gawler Business Development Group Inc. 10 Page 140 of 206

12 GBDG Business Plan Christmas Promotion Consultation with local business owners will occur to determine how best to allocate the funds set aside in the budget for this year. However, it is already confirmed that $1,000 will be allocated to the sponsorship of the Gawler Carols. The remaining $4,000 may be used for a variety of options such as the purchase of Christmas decorations/lights/ decals for shop windows, decorating a tree in Pioneer Park or to assist the Christmas Committee, depending on their plans. Totally Locally This year s Totally Locally campaign has focussed on promoting the mostly unknown services of local businesses to the residents of the Town of Gawler. One such example is that after the Pinery Bushfire, a local laundrette advised it was able to wash horse blankets. Most certainly a service that no-one knew about, and via promotion within the Totally Locally campaign and word of mouth advertising, the news quickly spread. This campaign will continue throughout 2016/17 with the mindset of attracting new customers to businesses that are able to promote their little known services and/or products. Poster from the Totally Locally Free Toolkit Gawler Business Development Group Inc. 11 Page 141 of 206

13 GBDG Business Plan Education & Support The GBDG promotes efficient and effective business practices to all GBDG members. It encourages business operators to embrace a practice of continuous improvement in relation to being more informed, educated, customer friendly and professional in all aspects of their business operations. The GBDG is working in partnership with organisations to deliver support and training to its small business membership. In the past training has been provided by keynote speakers such as Glen Cooper, Martin Grunstein, Michael Kies, Bruce Bowen, Sara Davies and Lorraine Thornton. In 2015/16 the GBDG launched a more user friendly Gawler Business Directory website with businesses now able to access and edit their own business listing on the site if they so desire. The GBDG will provide businesses with the support/ability they need to update their details such as trading hours, services, products and deals at any time. With strong visitation to the site, it is important that business information is up to date and businesses have the support to operate the website. For the 2016/17 Financial Year members and the business community in general will see a much broader range of activities, education, forums and events offered by GBDG with a view to further develop the viability of all Gawler based businesses. Each month will see a minimum of 1 new workshop/event offered at low or no cost and as well as the current engagement of businesses in commercial premises there will be a strong focus on engaging, supporting and educating home based and new businesses. Sponsorship Sponsorship throughout 2015/16 included: Community Radio Change Music Gawler Carols Festival of Words. New sponsorship arrangements will be considered as they are presented. Business Relations An on-going dialogue between Gawler businesses and the GBDG Board is essential for the process of determining which initiatives are valued and worthwhile for our constituent community. It s important business people feel connected and supported by the GBDG and other member businesses. This year, the GBDG Board has decided to provide a stronger focus on business networking, support and the opportunity for members to provide face to face feedback. Four networking functions are planned for 2016/17, where businesses will be able to meet and mingle, participate in biz to biz promotion and have the opportunity to grow their businesses in new ways and to provide feed-back. The Group will continue to communicate by means of s, surveys, networking functions, events/forums and representations to council on matters of interest and concern to business and with door to door contact. Gawler Business Development Group Inc. 12 Page 142 of 206

14 GBDG Business Plan Corporate Responsibilities In order for the GBDG to operate within the guidelines of the Associations Incorporation Act, professional internal operations must be maintained by the Board and the Business Liaison and Marketing Coordinator. OPERATIONAL STRATEGY Operations of the Gawler Business Development Group Inc. for 2016/17: Accounting - Peter Caddy (Treasurer) Symes Accountants M: E: peterc@symes.com.au Business Liaison and Marketing Coordination - Caren Brougham M: E: caren@gawler.org.au Website Maintenance - Shane Bailey T: E: shane@bmusic.com Graphic Design- Cara Briscoe M: E: cara_bri@yahoo.com.au Gawler Business Development Group Inc. 13 Page 143 of 206

15 BOARD MEMBERS GBDG Business Plan NAME LOCATION CONTACT DETAILS LOUISE DRUMMOND (Chair) Personal Touch Home Cleaning GARY IREMONGER (Deputy Chair) Eagle Foundry B&B PETER CADDY (Treasurer) Symes Accountants KIM PEAKE (Secretary) Kornacraft Sewing Centre MARGARET BETTS The Bunyip DIANNE BORRINGTON Aura Homewares GAYLE JOYCE Poetic Justice Cafe Gallery BRETT WHITFORD Cups n Cakes DANIEL PHILIPS Newtons Building Supplies Cr. KEVIN FISCHER Town of Gawler Other Other Gawler South Town Centre Town Centre Town Centre Town Centre Town Centre Evanston Council acountrycook@gmail.com M: eaglefoundry@hotmail.com M: peterc@symes.com.au M: T: sales@kornacraft.com.au T: margaret@buyippress.com.au M: aurahomewares@bigpond.com M: poeticjusticecafegallery@gmail.com M: Ccupsnckaesgawler@gmail.com M: danielp@newtonsbuilding.com.au T: kevin@kcfischer.com.au M: Gawler Business Development Group Inc. 14 Page 144 of 206

16 Item 3.4 Gawler Community House 2016/17 Funding Request ATTACHMENT 1 Gawler Community House Budget Funding Submission 2016/2017 ATTACHMENT 2 Gawler Community House Financial Statements 2013/14 ATTACHMENT 3 Gawler Community House Financial Statements 2014/15 Page 145 of 206

17 ATTACHMENT 1 I am the Chair of the Gawler Community House (GCH). At the Board of Management (BOM) Meeting of 18/5/16 it was determined that I submit a written response to the Gawler Council s Budget for 2016 in relation to any proposed grant that the council may allocate on behalf of the BOM. Having read the proposed budget, I note that the Council has proposed giving the GCH a grant of $10,000. Whilst the GCH is grateful to the Council for such a grant, I write to support an increase in this amount for the 2016/17 budget to $15,000 and consideration of that increase to be for future budgets until at least Our reasons for seeking the increase are as follows. The GCH has been in existence for over 30 years, starting out as a small concern that focused on arts and craft classes. The move from the previous small premises to the current location within the old ETSA building has seen the GCH grow in its capacity to serve the community in a number of broad and diverse means. The GCH is a fully self-funded Community House that derives its main source of income from the operations of its Op Shop. It currently has 4 part time employees. Two Coordinators, two Admin services officers. We are registered Charity with an ABN. The GCH provides a valuable service to not only residents of Gawler but to the surrounding environs. Our Op Shop is arguably one of the largest in the surrounding areas. Estimates of how many people visit the Op Shop are hard to determine but it is well into the thousands each year. Whilst many are returning customers, many new customers attend and not only those who are on a limited budget. The GCH offers a place for the community to gather on many different occasions and provides a raft of services, either funded by the GCH itself, through grants or by housing other agencies to deliver their services, such as Counselling Australia. We offer a variety of classes such as basic cooking, computing for the elderly, leatherwork, literacy and numeracy and other courses as and when the need arises. We recently had to stop a well-attended Spanish language course that had run for two years due to the tutor no longer being available. We are actively seeking a replacement due to the popular nature of this course. The GCH was successful in obtaining a 3 year grant to establish an outreach program in the town of Freeling. This grant from the Department of Social and Community Inclusion (DCSI) is for three years at a cost of $60,000 per year with the potential to expand past this if the program is successful. The program is fully funded and other than in kind support does cost the GCH or any other agency. At the present time, the outreach is performing very well and is an important link from Freeling into Gawler. The outreach program is managed by one of the two part time Admin Services Officers Our monthly community lunch is well attended with up to people attending to receive a wholesome meal for the cost of $5.00 cooked by qualified cooks and volunteers. As of this year, we will incorporate guest speakers on a variety of issues such as health, bushfire safety, on line safety and any other requests that might arise from the attendees. We have recently finished building a wood fired (pizza) oven that will be used for activities within the GCH and for community events were applicable. Page 146 of 206

18 We are in the process of building a sustainable kitchen garden that will provide produce that will be used for the community lunches. We have installed two 22,500L rain water tanks and installed a pump and plumbed them around the grounds to use them for watering the gardens thus reducing our water costs. The solar panels that were installed approximately two years ago as part of a grant from Citizens Own Renewable Energy Network Australia (CORENA) will be fully paid for by August this year (a 40 panel system). From this we also fund two lights that illuminate the parkland that borders onto the GCH property. The GCH funded the change of these lights to LED at a cost of $4,000. At a recent Board meeting it was decided that all future grants received from the Gawler Council would be used to maintain and improve the facility. The first step in this process was the purchase of 4 heavy duty roller doors and the enclosing of the remaining area of the large shed that houses the many donated items that are sold through the Op Shop. The shed is now totally secure against afterhours incursions reduces the threat of property damage. The total cost of this was just under $8,000. The cost was able to be kept down due to the labour and skills provided by the volunteers. The next proposal is to improve the lighting within the shed and possibly provide better heating during winter and improved air circulation during summer in the shed area for both staff and volunteers. The GCH has also self-funded the installation of high quality security cameras within the house and grounds to better protect the assets, installation of gutter guard to all buildings in light of recent bush fires and recognising that he location of the GCH within the part area poses a high risk in the event of another large scale fire and the ability of embers to travel large distances and cause further fires. These initiatives were to the cost of approximately $10,000 when labour costs again provided by volunteers is taken into account. A new termite baiting system has been installed, funded by GCH at a cost of $4,000 which will ensure the integrity of the main admin building against further damage by termites. There is an ongoing cost to this system of approximately $900 pa. The GCH meets this cost from its own budget. We are in the process of implementing a better budgeting system which will see future works identified, costed and prioritised for implementation as and if funding becomes available. These include: o o o o o o New carpeting within the main admin building Painting of whole infrastructure Replacement of windows in kitchen area due to wood rot Redesign of kitchen (old termite damage has been discovered which will necessitate replacement of some cupboards) Beautification of the kerbside to the front of the main admin building A number of other projects that have yet to be ratified by the Board have been proposed. Page 147 of 206

19 As can be seen by the above, the BOM of the GCH is now acting in a very proactive manner to promote the GCH to the community and is building on its established years of successful service delivery to the Gawler. Our intention to utilise the Council grant money for maintenance and improvement of the facility is a very cost effective way for council to invest its money on buildings that might otherwise be vacant and subject to vandalism and deterioration. We have written a new strategic plan which will commence from 1 st July We will, as indicated above be implementing a new budget system to better track all costs to better monitor the overall performance of the GCH. We intend to devise a marketing plan to identify where and how we can grow our business to fund more community activities. We also intend in due course to write a business plan that can be used to seek potential full time sponsorship for the house from both local and national businesses. We are also in the steps of having the GCH listed as an agency that large corporations can donate to and receive a tax credit. This would be of great value to the GCH should this occur. I and other BOM members would be more than happy to attend a Council meeting and talk further to the above request or in fact just advise the Council of our activities and our proposed future directions. We also would welcome any Council members who would like to attend the house during its working hours and connect with our very dedicated, passionate and vibrant volunteers. Jim Langmead Chair Gawler Community House 19 May 2016 Page 148 of 206

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32 Item 3.5 ATTACHMENT /17 Fees and Charges Draft 2016/17 Fees & Charges Page 161 of 206

33 ATTACHMENT 1 DRAFT REGISTER OF FEES & CHARGES /2017 CONTENTS Page COMMUNITY FACILITIES 2 Elderly Centre 2 Gawler Aquatic Centre 2 Gawler Institute 3 Gawler Sport and Community Centre 3 Ovals, Parks and Reserves 4 Visitor Information Centre 5 Willaston Cemetery 5-6 COMMUNITY HEALTH SERVICES 7 Vaccinations 7 DEVELOPMENT SERVICES 7 Car Parking Contribution 7 Infrastructure Contribution 7 Planning and Building 7 REGULATORY SERVICES 8 Dog Registration 8 General Inspector 8 Impounded Vehicles 8 OTHER SERVICES 9 General Council Documents 9 Library 9 Road Alteration / Occupancy 9 10/06/201609:39 AM Page 162 of 206

34 Description GST Y / N / Exempt Quantity 2015/2016 Adopted 2016/2017 Draft 2016/2017 % Increase COMMUNITY FACILITIES Elderly Centre Small Hall Casual Hire Y Hourly $ $ % Casual Hire Y Day $ $ % Permanent Booking - Weekly Y Session $ $ % Permanent Booking - Monthly Y Session $ $ % Large Hall Casual Hire Y Hourly $ $ % Casual Hire Y Day $ $ % Permanent Booking - Weekly Y Session $ $ % Permanent Booking - Monthly Y Session $ $ % Whole Centre Casual Hire Y Hourly $ $ % Casual Hire Y Day $ $ % Permanent Booking - Weekly Y Session $ $ % Permanent Booking - Monthly Y Session $ $ % Other Fees Bond - including key charge (refundable) E $ 1, $ 1, % Security Charge (if required) Y $ $ % Cleaning (if required) Y At cost + $60 Admin Fee Gawler Aquatic Centre General Entry Casual Adult Y Each $ 6.00 $ % Casual Child Y Each $ 4.50 $ % Casual Student Y Each $ 4.50 $ % Casual Concession Y Each $ 4.50 $ % Family (2 Adults 2 Children, 1 Adult 3 Children) Y $ $ % Family Extra Y Each $ 3.50 $ % Aqua Y Each $ $ % Aqua Concession Y Each $ 8.50 $ % Group Booking (20 or more) Y Each $ 4.00 Spectator (free if accompanying paying child) Y Each $ - $ - Passes Adult Pass Y 15 Visits $ $ % Child Pass Y 15 Visits $ $ % Concession Pass Y 15 Visits $ $ % Family Pass Y 15 Visits $ Family Season Pass Y Unlimited $ $ % Adult Season Pass Y Unlimited $ $ % Child Season Pass Y Unlimited $ $ % Aqua Pass Y 15 Visits $ Aqua Concession Pass Y 15 Visits $ DECD Swimming Classes School 45 minute class E Per Child $ 2.40 $ % School 90 minute class E Per Child $ 2.90 $ % Lessons 9 Week Term E Per Person $ $ % 10 Week Term E Per Person $ Private Lesson E Per Person $ Holiday Intensive (5 Day) E Per Person $ Holiday Intensive (7 Day) E Per Person $ VACSWIM - Registration E Per Person $ VACSWIM - Entry Fee E Per Person $ 3.50 $ 3.50 VACSWIM - Equipment Fee E Per Person $ 1.50 Birthday Parties Uncatered Y Per Child $ $ % Catered Y Per Child $ $ % 10/06/201609:39 AM Page 163 of 206

35 Description GST Y / N / Exempt Quantity 2015/2016 Adopted 2016/2017 Draft 2016/2017 % Increase Pool Hire Pool Hire (Less than 4 hours - includes 1 lifeguard & sole use of all pools) Y Per Hour $ $ % Pool Hire (More than 4 hours - includes 1 lifeguard & sole use of all pools) Y Per Hour $ $ % Pool Hire (Less than 4 hours - includes 1 lifeguard & sole use of all pools) + Diving Board Y Per Hour $ Pool Hire (More than 4 hours - includes 1 lifeguard & sole use of all pools) + Diving Board Y Per Hour $ Lane Hire - 50m pool Y Per Hour $ $ % Lane Hire - Learners Pool Y Per Hour $ Training Room Hire Y Per Hour $ Additional Staff / Extra Lifeguard (minimum of 2 hours) Y Per Hour $ $ % Gawler Institute Full Facility (Institute & Lounge Servery Area) Regular Hire Per Hour E Per Hour $ $ % Regular Hire Per Day E 9am-6pm $ $ % Regular Hire Per Night E 6pm-12am $ $ % Regular Hire Per Day & Night E 9am-12am $ $ % Lounge Servery Area Only Regular Hire Per Hour E Per Hour $ $ % Regular Hire Per Day E 9am-6pm $ $ % Regular Hire Per Night E 6pm-12am $ $ % Regular Hire Per Day & Night E 9am-12am $ $ % Other Fees: Security Charge (if required) E $ $ % Crockery Hire E $ $ % Staff Charge (if required) Y Per Hour $ Cleaning (if required) E At cost plus $50 admin fee At cost plus $50 admin fee Bond - including key charge (refundable) E $ 1, $ 1, % Note: The Gawler Institute will not be available after October 2016 until further notice due to extensive renovations. Gawler Sport & Community Centre Facility Hire Youth Shak Hire Per Day Y 8.30am - 5pm $ $ % Hire Per Evening Y 5.30pm - 1am $ $ % Casual Y Per Hour $ $ % Regular Y Per Hour $ $ % Multi Purpose Room Hire Per Day Y 8.30am - 5pm $ $ % Hire Per Evening Y 5.30pm - 1am $ $ % Casual Y Per Hour $ $ % Regular Y Per Hour $ $ % Meeting Room 1 Casual Y Per Hour $ $ % Regular Y Per Hour $ $ % Meeting Room 2 Casual Y Per Hour $ $ % Regular Y Per Hour $ $ % Meeting Room 3 Casual Y Per Hour $ $ % Regular Y Per Hour $ $ % Main Stadium Casual Y Per Hour $ $ % Regular Y Per Hour $ $ % Court Hire - Casual Y Per Court $ Court Hire - Regular Y Per Court $ /06/201609:39 AM Page 164 of 206

36 Description GST Y / N / Exempt Quantity 2015/2016 Adopted 2016/2017 Draft 2016/2017 % Increase Stone Pavilion Casual Y Per Hour $ $ % Regular Y Per Hour $ $ % Studio Room Casual Y Per Hour $ $ % Regular Y Per Hour $ $ % Kitchen Casual Y Per Hour $ $ % Regular Y Per Hour $ $ % General Charges Bond - including key charge (refundable) Y $ 1, $ 1, % Security Charge (if required) Y $ $ % Staff Charge (if required) Y Per Hour $ Tea, Coffee, Milk, Cutlery, Cups & Serviettes Y Per Person $ 1.00 $ % Photocopying A3 Y Per Page $ 0.30 A4 Y Per Page $ 0.30 Roller Skating Friday Night - 7pm pm Y Per Person $ 7.50 $ % Learn to Skate & General Skating Saturday 9am - 10am Y Per Person $ 8.00 $ % Wednesday Night Y Per Person $ 6.00 $ % School Holiday Skating Monday & Wednesday 12pm - 3pm Y Per Person $ 6.50 $ % Family Pass - All sessions (2 Adults 2 Children or 1 Adult 3 Children) Y $ Group Booking (20 or more) Y Per Person $ 6.50 Skate Hire Y Per Person $ 2.50 Fitness Gentle Fitness Y Per Class $ 7.50 Strength for Life Y Per Class $ 7.00 Passes Skate Pass Y 15 visits $ Skate Pass - Family Y 15 visits $ Skate Hire Pass Y 15 visits $ Fitness Pass Y 15 visits $ Birthday Parties Friday/Saturday Night Session Parties Y Per Person $ $ % Sunday Skating Birthday Parties - up to 30 people Y Per Event $ $ % Additional people over 30 people Y Per Person $ 5.00 $ % Casual Facility Use Y Per Person $ 5.00 $ % Ovals, Parks & Reserves Ovals Gawler Oval, Princes Park, South Gawler & Willaston Football Ovals Casual Use Y Per Hour $ $ % Casual Use Y Per Day $ $ % Regular use Y Per Hour $ $ % Regular use Y Per Day $ $ % * Regular use - six or more bookings per annum Parks & Reserves Casual Use Y Per Hour $ $ % Casual Use Y Per Day $ $ % Karbeethan Sporting Association - Per Pitch Casual Use Y Per Hour $ $ % Casual Use Y Per Day $ $ % Regular use Y Per Hour $ $ % Regular use Y Per Day $ $ % * Regular use - six or more bookings per annum Sundry Fees Application for Temporary Road Closure Y $ $ % Underground service marking Y POA Cost + 10% Admin Fee Installation of Temporary parking restrictions Y POA Cost + 10% Admin Fee Request for mowing Y POA Cost + 10% Admin Fee Page 165 of /06/201609:39 AM

37 Description GST Y / N / Exempt Quantity 2015/2016 Adopted 2016/2017 Draft 2016/2017 % Increase Power access Y $ $ % Key Bond (refundable) E $ $ % Event Application Fee E Gawler applicant $ - $ - Event Application Fee E Non-Gawler applicant $ $ % Event Bond (refundable) E Event 100+ people $ 1, $ 1, % Visitors Information Centre Photocopying A4 Y Per Page $ 0.75 $ % A3 Y Per Page $ 1.00 $ % Advertising Brochure Fee (Annual Fee) Within Town of Gawler Y FREE FREE Outside Town of Gawler Y $ $ % Internet Access WiFi access FREE FREE Facsimile Service (Sending Only) 1st Page Y Per Page $ 3.00 $ % Additional Pages Y Per Page $ 2.00 $ % Event Ticketing Service ; Accommodation & Tour Booking Service Y 10% of Sale Price 10% of Sale Price Willaston Cemetery Burials 50 Year Interment Right per burial site - resident E $ 1, $ 1, % 50 Year Interment Right per burial site - non-resident E $ 1, $ 2, % Stillborn Burial Fee Y $ $ % Under 10 years of age fee Y $ $ % Grave - Single Capacity - resident Y $ 1, $ 1, % Grave - Double Capacity - resident Y $ 1, $ 1, % Grave - Triple Capacity - resident Y $ 1, $ 1, % Grave - Single Capacity - non-resident Y $ 1, $ 2, % Grave - Double Capacity - non-resident Y $ 1, $ 2, % Grave - Triple Capacity - non-resident Y $ 1, $ 2, % Removal of Existing Slab Y $ $ % Placing ashes under slab (by controlling authority) Y $ $ % Vault - permit to construct (approval required prior to construction) E $ $ % Vault - fee to excavate for installation of vault Y per cubic metre $ $ % Vault-interment (re-opening/sealing of vault by monumental mason/builder) - single or double capacity - resident Y $ $ % Vault-interment (re-opening/sealing of vault by monumental mason/builder) - single or double capacity - non-resident Y $ $ 1, % Niche Wall (Cremation) 50 year Interment Right - resident E $ $ % 50 year Interment Right - non-resident E $ $ 1, % Inurnment - resident Y $ $ % Inurnment - non-resident Y $ $ % Purchase of Plaque Y $ $ % Purchase of Plaque incorporating omega vase Y $ $ % Removal of Plaque & Ashes Y $ $ % Specific Niche Wall Site - additional to lease fees Y $ $ % Rose Garden (Cremation) 50 year Interment Right - Single - resident E $ $ % 50 year Interment Right - Single - non-resident E $ $ 1, % 50 year Interment Right - Double - resident E $ 1, $ 1, % 50 year Interment Right - Double - non-resident E $ 1, $ 2, % Inurnment - resident Y $ $ % Inurnment - non-resident Y $ $ % Purchase of Sloper Memorial with Plaque or Inscription Y $ $ % Removal of Sloper Memorial & Ashes Y $ $ % Specific Rose Garden Site - additional to Lease Fee Y $ $ % Addition of Photo on Sloper Y P.O.A P.O.A Page 166 of 206 ATTACHMENTS UNDER 10/06/201609:39 SEPARATE COVER AM

38 Description GST Y / N / Exempt Quantity 2015/2016 Adopted 2016/2017 Draft 2016/2017 % Increase Lawn Burial 50 year Interment Right - resident E $ 1, $ 1, % 50 year Interment Right - non-resident E $ 1, $ 2, % Grave - Single Capacity - resident Y $ 1, $ 1, % Grave - Double Capacity - resident Y $ 1, $ 1, % Grave - Triple Capacity - resident Y $ 1, $ 1, % Grave - Single Capacity - non-resident Y $ 1, $ 2, % Grave - Double Capacity - non-resident Y $ 1, $ 2, % Grave - Triple Capacity - non-resident Y $ 1, $ 2, % Other Memorial Permits/Fees - for Monumental Masons (including additional lettering) **Permit required** E $ $ % Precious Souls Plaque Y $ Burials - Monday to Friday before 8am or after 4pm (must be available to Council by 4pm) Y Per Hour or part thereof $ $ % Additional fee for burial on Saturday 9am - 12noon Y $ $ % Burials - Saturday before 9am or after 12noon Y $ $ % Burials - Sundays or Public Holidays Y $ $ % Additional fee for placement of Ashes (as above- except Monday to Friday) before 9am or after 5pm Y $ $ % Exhumation Fee Y P.O.A P.O.A Extension or surrender of Interment Right (see NOTE below) Extension Annualised plus/less Administration Fee (below) E (10-50 years) 50 year lease rate 50 year lease rate Administration Fee E $ $ % Alteration to Interment Right (if not completed at time of burial) E $ $ % NOTE: For the period , 90 year Interment Rights were granted; after 1990, only 50 year (maximum) 10/06/201609:39 AM Page 167 of 206

39 Description GST Y / N / Exempt Quantity 2015/2016 Adopted 2016/2017 Draft 2016/2017 % Increase COMMUNITY HEALTH SERVICES Vaccinations Community Clinic Hepatitis B Child N Each $ $ % Adult N Each $ $ % Hepatitis A Child N Each $ $ % Adult N Each $ $ % Twinrix (Hep A & B) Child N Each $ $ % Adult N Each $ $ % Flu Child/Student N Each $ $ % Adult N Each $ $ % Measles, Mumps, Rubella N Each $ $ % Varilrix (Chicken Pox) N Each $ $ % Meningococcal C Vaccine N Each $ $ % Boostrix (Tetanus, Diphtherias, Pertussis (Whooping Cough)) N Each $ $ % DEVELOPMENT SERVICES Car Parking Contribution Murray St Precinct E $ 7, $ 7, % Adelaide Rd Precinct E $ 5, $ 5, % Infrastructure Contribution (including Storm Water, Transport & Open Space) Developer Contribution - Downstream Drainage E $ 1, $ 1, % Developer Contribution - Other E Per Development By Agreement By Agreement Planning & Building Fees Copy of Development Plans E $ $ % Category 3 Fee (Public Notice Administration) E $ $ % DPA's on Public Notification E $ $ % CD of DPA on Public Notification E $ 7.00 $ % Inspection Fee - existing swimming pools E $ Expiation Fee - failure to notify Council of building work - swimming pools E $ Expiation Fee - failure to notify Council at mandatory notification stages E $ Request for Copies of Building Plans Search E $ $ % Photocopies: A3 E Per A3 $ 2.00 $ % Photocopies: A4 E Per A4 $ 1.50 $ % Photocopies: A1 Black & White E Per A1 $ $ % Photocopies: A1 Colour E Per A1 $ $ % Photocopies: A0 Black & White E Per A0 $ $ % Photocopies: A0 Colour E Per A0 $ $ % 10/06/201609:39 AM Page 168 of 206

40 Description GST Y / N / Exempt Quantity 2015/2016 Adopted 2016/2017 Draft 2016/2017 % Increase REGULATORY SERVICES Dog Registrations - New & Renewal Regular N $ $ % Regular - Desexed N $ $ % Casual Concession N $ $ % Casual Concession - Desexed N $ $ % Casual Concession - Desexed & Micro-Chipped N $ $ % Casual Concession - Desexed, Micro-Chipped & Trained N $ $ % Casual Concession - Desexed & Trained N $ $ % Casual Concession - Micro-Chipped N $ $ % Casual Concession - Micro-Chipped & Trained N $ $ % Casual Concession - Trained N $ $ % Concession N $ $ % Concession - Desexed N $ $ % Concession - Desexed & Micro-Chipped N $ $ % Concession - Desexed, Micro-Chipped & Trained N $ $ % Concession - Desexed & Trained N $ $ % Concession - Micro-Chipped N $ $ % Concession - Micro-Chipped & Trained N $ $ % Concession - Trained N $ $ % Desexed & Microchipped N $ $ % Desexed, Micro-Chipped & Trained N $ $ % Desexed & Trained N $ $ % Desexed & Working N $ $ % Greyhound N $ $ % Kennel Registrations N $ $ % Guide Dog N $ - $ - Micro-Chipped N $ $ % Micro-Chipped & Trained N $ $ % Trained N $ $ % Working N $ $ % Permit Fee for additional dogs (more than 2) N $ $ % Replacement Tag N $ 8.40 $ % Transfer for another Council N $ 8.40 $ % Puppies 3 months old or younger at 1st January N Half Price Half Price Dog Impounding Fee Plus Daily Holding Fee N $ $ % Daily Holding Fee N Per Day or Part Thereof $ $ % Note : A 20% increase in dog registration fees was applied in 2014/15. General Inspector Inflammable Undergrowth - Slashing of Blocks up to 880m² Administration Fee E By Quote + Admin Fee By Quote + Admin Fee Inflammable Expiation Fee (Emergency Services & Fire Act 2005) E As prescribed by legislation As prescribed by legislation Allotments over 800m² subject to hourly rate contractor & council E By Quote + Admin Fee By Quote + Admin Fee Towing fee for impounded / abandoned vehicles including administration fee E $ $ % Possum & Cat Trap - No Concession* Y Per Day $ $ % Possum & Cat Trap - Concession* Y Per Day $ 5.40 $ % Busking & Bylaws 3 & 4 Permits - Administration Fee E $ $ % Skip Bin Application fee E $ $ % Footpath Licenses (Initial Charge) E $ $ % Footpath Licenses (Annual Charge) E $ $ % *Please note a $50 Deposit is required for use of possum traps Impounded Vehicles Impounding fee Y Per Day $ $ % Towing Fee (Business Hours) Y Per Day $ $ % Towing Fee (After Hours) Y Per Day $ $ % Administration Fee Y Per Day $ $ % Page 169 of /06/201609:39 AM

41 Description GST Y / N / Exempt Quantity 2015/2016 Adopted 2016/2017 Draft 2016/2017 % Increase OTHER SERVICES General Council Documents Extract of Assessment Record in Accordance with Sec 174(2) of the Local Government Act N Per Record $ 1.70 $ % Copies of Extracts from Council Record (i.e. registers, codes, meeting, Agenda/Minutes, Policy & Administration Documents) - in accordance with Section 188 (1)(d) of the Local Government Act N Per Page $ 0.80 $ % Library Sundry Items: Photocopying - Black & White - A3 & A4 Y $ 0.30 $ % Photocopying - Colour - A4 Y $ 2.00 $ % Photocopying - Colour - A3 Y $ 3.00 $ % Printing Internet & CD Rom (Black & White) - A3 & A4 Y $ 0.30 $ % Printing Internet & CD Rom (Colour) - A4 Y $ 2.00 $ % Printing Internet & CD Rom (Colour) - A3 Y $ 3.00 $ % Library Bags Y $ 2.50 $ % Laminating - A4 Y $ 3.50 $ % Laminating - A3 Y $ 4.50 $ % Fines/Penalties Replacement Library Card E $ 2.50 $ % The following charges will also incur an additional $5 processing fee: Children's hardcover/catalogued Books E $ $ % Adult Hardcover E $ $ % Large Print Books E $ $ % Magazines E $ $ % Compact Discs E $ $ % Hear-a-book/language kits/games E $ $ % Digital Video Discs E $ $ % Road Alteration / Occupancy Permit application to alter a road (formerly driveway permit) E $ /06/201609:39 AM Page 170 of 206

42 Item 3.6 ATTACHMENT 1 ATTACHMENT 2 ATTACHMENT 3 ATTACHMENT 4 Local Government Rate Capping Proposal Local Government of South Australia (LGASA) Rate Capping Local Government Association of South Australia Current Local Government Issues Letter from Shadow Minister for Local Government Letter from the President of the Local Government Association of South Australia to the Shadow Minister for Local Government Page 171 of 206

43 ATTACHMENT 1 Rate Capping David Hitchcock LGA CEO Residential 12/11/15 Page 172 of 206

44 Background 15 May 2015 State Government Opposition successfully moved to establish an inquiry into rate capping on Local Government Rate Capping Policies run by the Economic and Finance Committee Page 173 of 206

45 What is rate capping? The imposition of an upper limit on the rates revenue able to be generated by a Council in a period of time. Page 174 of 206

46 Economic & Finance Committee Resolved to inquire into and report on: 1) The operation of rate capping elsewhere in Australia including: - the period the policy has operated for; - conditions attached to the policy; and - any opportunities for increase above the regulated increase 2) Peer review of the outcomes of rate capping policy; 3) Information on other nations with rate capping; and 4) Any other related matters. Page 175 of 206

47 Economic & Finance Committee Received 20 submissions 11 Councils (6 metropolitan, 5 regional) Local Government Association Australian Services Union Property Council of Australia SA Federation of Residents and Ratepayers Associations Inc 5 private residents Page 176 of 206

48 LGA Submission Rate capping other jurisdictions SA Context, local democracy, planning into the future Financial sustainability and rate capping Maintaining financial sustainability Understanding movements in Council rates and the CPI External cost pressures Page 177 of 206

49 SA Context Intergenerational Cost Transfer or Declining Services? Councils raise sufficient revenue to: pay for the services expected by and consumed by the current generation; and comply with State and Federal Government imposed standards Without access to sufficient revenue to meet community preferences for services, Councils would either have to: adopt compromises on community-desired services, including maintenance of infrastructure; and/or defer part-payment to future generations for services consumed today Page 178 of 206

50 Other Jusrisdictions New South Wales Rate capping was introduced in 1977 The cap limit and applications for increase beyond the cap are made by NSW Independent Pricing and Regulatory Tribunal (IPART) Does not apply to stormwater, waste collection, water and sewerage Predominately based on the Local Government Cost Index Page 179 of 206

51 Other Jurisdictions New South Wales - Impacts Councils may apply for Special Rates Variation Financial Year Number of Councils Applied for variation (152 Councils in NSW) Approved Approved for lower amount Rejected In , 83 councils would have had to increase rates and annual charges by more than 5% to achieve breakeven operating result Page 180 of 206

52 Other Jurisdictions Victoria Fair Go Rates To be introduced for the 2016/17 financial year, cap will be announced by the Minister for Local Government December 2015 Cap to be based on CPI to apply to general rate and municipal charges. Will exclude service or special rates or charges, fees, fines and other charges Councils may apply for an increase about the rates cap to the Essential Service Commission Councils may approach government and non-government funders to provide financial support for specific projects Page 181 of 206

53 LGA Position Council rates are determined transparently Externally imposed rate cap will reduce Council s ability to balance expenditure, revenue and services Rates capping creates unwarranted complexity, costs and constraints to administer It remains unclear what the Opposition is trying to achieve through capping rates- confirmed will be an election platform LGA Board has discussed the need to maintain a low profile pending the recommendations of the Committee Page 182 of 206

54 Inquiry Committee Questions Expand on the idea of the pushing of intergenerational costs for infrastructure Talk us through what the process is for how the budgets are determined and what influence councillors have in terms of what settings the rates are going to be Is the budget process backwards in terms of budget - coming up with a wish list and then raising rates accordingly? What contribution has Local Government made to productivity? What s the percentage increase in rates for all Councils over the last three years? Page 183 of 206

55 Committee Recommendations It is unclear what recommendations the Committee will make However, based on questions at the Inquiry hearing possible considerations might be around: meaningful community input into the Annual Business Plan resource sharing across Council boundaries improved Elected Member training and standards benchmarking and best practice Page 184 of 206

56 Over to Wayne Scheggia Deputy CEO WALGA Rate Capping WA context Observations on other jurisdictions The way forward for Local Government CEO/forum discussion Page 185 of 206

57 ATTACHMENT 2 Current Local Government Issues Talking Points State Liberals to legislate Local Government rate capping. Background facts/figures: Local Government collects only 3.3% of taxes in Australia Councils in South Australia: o employ more than 8700 FTE people o manage approximately $22 billion of infrastructure o have an operating expenditure of $2 billion a year ABS data shows successive SA Governments have provided the lowest per capita grants to local government of any state or territory in Australia. Councils are the only sphere of government (excluding NRM) in South Australia that must consult on their annual budgets. Messages: Councils work with their communities to strike a balance between expenditure, revenue and service standards. The setting of council rates in one year is not done in isolation from longer term financial plans and asset management plans. Council rates are set each year with regard not only to today s ratepayers, but also the impact or legacy left for future ratepayers ensuring both financial sustainability and inter-generational equity. Rate setting considers: o Strategic Management Plans- a plan for how councils will coordinate with state and national o objectives in the planning and delivery of services Long Term Financial Management Plans a tool that enables a council to understand the impact on its rates and borrowings for the level of affordable services that its community expects o Asset Management Plans a plan for management of infrastructure and other assets o Annual Business Plans All of these plans must be developed in consultation with the community and any externally imposed rate cap will reduce a Council s capacity to get this balance right. Local councils know their communities best. They see first-hand the issues, concerns, and needs of their communities and the state government taking control of rates increases takes away the ability for these communities to decide what is best for them. LGA position: We are disappointed by the Liberal Party s policy to curb Local Government s ability to assist in South Australia s economic recovery. Evidence shows that rate capping is a blunt and unnecessary instrument that has failed councils and communities inter-state. The Liberal Party was missing in action on rubble royalties, mandated community housing rebates, NRM and the Waste Levy - all state taxes putting pressure on council rates and rate payers. We need help from political parties to stop the cost shifting from state government, and not add more red tape and hoops for councils to jump through to maintain critical services and infrastructure on behalf of communities. LGA of SA LG Current Issues Talking Points Rate Capping - March 2016 Page 1 of 2 Page 186 of 206

58 We need State Parliament to stand with Councils on economic recovery and job creation, and they should stand with us against federal funding cuts. The State Liberals last week announced their 2036 policy paper stating they want to partner with Local Governments to provide vital infrastructure. Last week they wanted access to our balance sheets, this week they want to cut off our ability to fund infrastructure. Political parties would be better placed focusing on their own challenges rather than telling us how we can run our Councils and what is and is not important in our communities. Rate capping risks: Councils raise sufficient revenue to: o pay for the services expected by - and consumed by - the current generation; and o comply with State & Federal Government-imposed standards; and o Cope with repeated State Government cost shifting measures such as NRM levy increase, Waste to Resource Fund, rubble royalties and mandatory community housing rebates o Cope with the freezing and therefore reduction of Federal financial assistance grants (untied grants) Without access to sufficient revenue to deliver community services, Councils would have to either: o adopt compromises on community-desired services, o reduce maintenance of infrastructure; e.g. lower-quality roads; o defer part-payment to future generations; o stop providing services expected by the community or by State Governments. Many pressures are totally outside Councils control. Legislation continually imposes either: o greater costs on Councils, and/or o restrains Councils power to charge fees to effect cost recovery for mandated legislated activities; and/or. o State Government cost shifting. Interstate experiences: In NSW rate capping comes at a significant cost to Councils and involves complexity, costs and constraints at both Council and State level to administer. The Independent Local Government Review Panel (NSW) reported that as a result of rate capping the financial sustainability of many Councils and their capacity to deliver the services that their communities need had declined, and a significant number were near crisis point. Unintended consequences of rate capping in NSW include: Excessive cuts in expenditure on infrastructure leading to mounting asset renewal and maintenance backlogs; Underutilisation of borrowing finances due in part to the uncertainty whether any increases in rates, needed to repay loans, would be approved. Rate capping was introduced in Victoria by the Kennett Government in the 1990s. This resulted in a significant cut in spending on infrastructure maintenance of renewal. The impacts of these forced cuts are still felt in Victoria, more than 2 decades later, Victorian Councils continue to be challenged by an asset renewal gap. The reintroduction of rate capping in Victoria will force local government to reconsider the delivery of community services to deal with this issue. LGA of SA LG Current Issues Talking Points Rate Capping - March 2016 Page 2 of 2 Page 187 of 206

59 ATTACHMENT 3 25 November 2015 Mayor Karen Redman Town of Gawler P0 Box 130 GAWLER SA 5118 Town of Gawler Received Town of Gay Scanned Dear MayojRedman /s4&) RecordNo... I refer to the Local Government Rate Capping policy the South Australian Liberal Party took to the 2014 State Election. While I know from many discussions over the last 20 months that the position of local government is to reject the policy, I am concerned that the details of the proposal may not be known by elected members and staff to the level needed to ensure informed debate occurs. Thus, the reason for this letter which I ask you to circulate within council. The rate capping policy was developed by the SA Liberal's purely to deal with cost of living pressures. The policy, and others that impact on State Government, are designed to ensure that South Australians pay for service delivery that it cost efficient. The rate capping policy has been structured to provide flexibility for individual council circumstances, which is a fundamental component in recognition of the pressure on local government to respond to community demands, service gaps and on going infrastructure construction and maintenance. Under the State Liberal's plan, rate capping will restrict all councils to an increase in rate revenue in line with the percentage change determined for each financial year by the index calculation on typical local government costs. It is envisaged that a body such as the Essential Services Commission of South Australia (ESCOSA) would undertake the rate capping function. Individual councils can apply to ESCOSA for a variation above the determined percentage increase, but must be able to demonstrate engagement with their communities and that support to go above the allowable increase exists. Examples of circumstances in which variations could be sought include: Dealing with high growth areas and the challenges presented Funding the development and/or maintenance of essential community infrastructure or backlogs Funding new or enhanced services to meet growing demand in the community Funding projects of regional significance Page 188 of 206

60 Importantly, the policy will exclude from ESCOSA's rate pegging calculations areas such as: Waste water treatment charges Rate income in the first year from new properties created by subdivision Federal Government grants State Government grants For local government, rate capping ensures that councils will not bear the brunt of public criticism for increases in rates, with ESCOSA to set the allowable rate income rise for councils and councils then having the discretion to set rate levels for different categories of land uses. Enclosed is a copy of the 2014 policy document outlining the rate capping scheme. The SA Liberal's continue to support a rate capping policy in response to community concerns on cost of living pressures and to ensure services, no matter the level of government providing them, does so in a cost efficient way. I assure you that the SA Liberal Party remain committed to working with local government to make South Australia the best place to live and conduct business. Yours sincerely ( I / Steven Griffiths Member for Goyder Shadow Minister for Regional Development Shadow Minister for Local Government Shadow Minister for Planning Page 189 of 206

61 Page 190 of 206

62 Page 191 of 206

63 Government taxes and household bills are skyrocketing under the Weatherill Labor Government. With cost of living spiraling out of control, families are sick of being hit with endless hikes to fees and charges. That is why the State Liberals are taking real action to fix cost of living pressures. We have already announced that we will cut payroll tax to create jobs, scrap the car park tax, oppose toll roads and will not introduce any new taxes or levies. The State Liberals understand that we need to protect households and businesses from the rising cost of living. After 12 years of Labor, local councils have had multiple cost burdens passed onto them through State Government legislation, driving up council rates and creating friction between rate payers and local government. We will work with local government to ensure State Government costs are not shifted on to them and their rate payers unfairly. If elected in March 2014, a Marshall Liberal Government will cap council rate rises so that households are able to plan for their household budgets, and local government is not blamed for State Government cost shifting unfairly. The cap will be calculated on a measured and transparent basis. A Marshall Liberal Government will: Cap council rates rises; Address cost shifting from State Government to local councils; Save households hundreds of dollars and reduce the cost of living; Ensure ratepayers are able to plan ahead for their household budget; Provide greater assistance to councils to build local infrastructure through our $50 million Community Infrastructure Fund; and, Provide greater assistance to regional councils through the $15 million Regional Development Fund. Page 192 of 206

64 Struggling families have been unable to cope with the skyrocketing cost of living after 12 years of Mr Weatherill and Labor. For example, since Labor came to power in 2002, water prices have increased by 227 per cent while inflation increased by just 39 percent. Also, after 12 years of Mr Weatherill and Labor, council rates have grown well beyond inflation and added unexpected pressure to the average household budget. Local government has had to bare the brunt of multiple cost shifts from the Weatherill Labor Government, forcing them to pass costs along to ratepayers. In some council areas, costs have blown out by more than 10 per cent in a single year. In contrast, New South Wales has had an effective rate capping regime in place since 1977, which is overseen by their independent regulator IPART. Consequentially, NSW has had the lowest rises in council revenue of all states since 2002/03. During this period NSW council income grew by 4.4 per cent per annum, while South Australia's council revenue grew by 6.8 per cent per annum. These smaller increases in NSW local government revenue, translate into smaller council rate increases for rate payers in that State. Therefore, capping rates in South Australia would result in similar savings for households and businesses, providing much needed cost of living relief. Page 193 of 206

65 If elected in March 2014, a Marshall Liberal Government will move to cap council income rises from the 1st of July We will cap council rate rises in keeping with council cost inflation, to ease the pain and get household budgets back under control. We will use a local government cost index to set the rate cap which will be determined in consultation with SA's independent regulator the Essential Services Commission of South Australia (ESCOSA) and the Local Government Association. The rate cap will be determined by examining input costs and measuring annual price movements for goods, materials and labour used by the average council. It will also make it much easier for ratepayers to see where council costs are coming from. Unlike NSW, our rate cap will not include a productivity dividend for local government, as councils are already taking measures to increase efficiencies in South Australia. We will also allow a council to seek an increase in their income above the rate cap from ESCOSA in cases of unique circumstances, as has worked to great effect in NSW. Pegging council rate rises back to reasonable levels could save households hundreds of dollars and allow homeowners to better manage their finances. If SA rates grew at 4.4% a year over the next 10 years (this is the NSW growth rate) rather than SA's historical growth rate of 6.8% per year, a household with a $1,000 annual rate bill would see a cumulative saving of $1,891 over this 10 year period. We will also work with high growth councils like Onkaparinga, Playford, Salisbury, Light, Copper Coast, Mallala and Mount Barker over this transition period, recognising the challenges their communities face. Our approach will ensure efficient and effective government and will ease the cost of living for all South Australians. Annual rate $2,000 $1,800 Council rate saving based on $1,000 rate 10 year cumulative saving = $1,891 $1,600 ' SA rates (without rate cap) $1,400 ri SA rates (with rate cap) $1,200 $1000 $800 2O t Page 194 of 206

66 FAAr If you would like to let us know your thoughts on our plans to ease the cost of living by capping council rates, please get in touch: Steven Marshall MP State Liberal Leader Shadow Minister for State Development Phone: Fax: Post: Parliament House, North Terrace, Adelaide, SA, 5000 Hon. lain Evans MP Shadow Treasurer Phone: Fax: Post: 1/7 9 Young Street, Blackwood, SA, 5051 Steven Griffiths MP Shadow Minister for Local Government Phone: Fax: goyder@parliament.sa.gov.au Post: 51 Robert Street, Maitland, 5573 Page 195 of 206

67 ATTACHMENT 4 rh-vo!c?e Local Government Association of South Australia j i.of Loca l Government l Office of the President lnreplypleasequoteourreference: /LT:NB 12 May 2016 Mr Steven Griffiths, MP Shadow Minister for Local Government Parliament House North Terrace ADELAIDE SA5000 Dear Mr Griffiths LGA Response to Local Government (Rate Increases) Amendment Bill 2016 The Local Government Association's member councils have voted unanimously to reject the South Australian Liberal Party's policy on rate capping. Rate capping conflicts with our fundamental belief that decisions about council rates are better informed when they are made by local councils in consultation with their communities. South Australia is far better served when council budgets reflect the unique needs and aspirations of Iocal communities, rather than conform to an artificial price index. You assert that the Liberal Party is seeking to implement a cap on council rates in an effort to reduce cost of living pressures for South Australians. Addressing the cost of Iiving is an important goal and the Iocal government sector is extremeiy proud of the role it plays in supporting and building the capacity of vulnerable community members. A comprehensive overview of the services provided by SA councils to prevent or ameliorate the impacts of poverty is available on the LGA website- The introduction of rate capping would Iikely decimate the ability of Iocal government to continue providing these invaluable social services. The Liberal Party's '2036' manifesto includes priorities in health, education, community development and culture. If rate capping were to be introduced in South Australia, future state governments would need to pursue these objectives without the current Ievel of support provided by councils. Communities and councils would have Iimiteid discretion to continue with services such as health promotion, sport and recreation facilities, seniors programs, settlement support, disability support and social inclusion programs. This would create upward pressure on other spheres of government to fund these activities. Alternatively, these services could be delivered by councils or other providers at additional cost to households through a service charge- creating more cost of living pressures for our most vulnerable community members. l note that the Liberal Party of South Australia is currently conducting a survey to determine the level of constituent support for their rate capping Iegislation. This survey takes the form of a single yes or no question which asks the respondents to choose a position on the deliberately provocative proposition of 'preventing unnecessary rate hikes'. Given the overly simplistic and emotive nature of this 'survey', it will come as no surprise to anyone if the vast majority of respondents vote in favour of reduced taxes. However, this test of public opinion fails to inform the electorate that a vote for rate capping is a vote for reduced services, Iess choice, more red tape and community assets that can't be maintained. The evidence against rate capping is overwhelming. You are aware that the LGA made a detailed submission to the Economic and Finance Committee Inquiry into Rate Capping. We remain extremely disappointed that you have introduced a Private Members Bill on rate capping before this inquiry has concluded. This Ieads us to the conclusion that the Liberal Party's rate capping policy is driven by populist politics rather than a sound evidence base. R.../2 Page 206 SEPARATE COVER TOWN OF GAWLER 148 Frome Street Adelaide SA 5000i GPO Box 2693 Adelaide SA196 50mofDX 546 i Tel 08ATTACHMENTS i Fax 08UNDER i Web DocumentSPECIAL Set ID: COUNCIL MEETING 16 JUNE 2016 Version: 11, Version Date: 25/05/2016

68 -2- Councils in South Australia are under significant financial pressure, as they face increasing regulatory and compliance burdens, reduced funding and the introduction or escalation of levies and charges. All of these factors impact on rates. Given the SA Liberal Party's desire to interfere with the rates collected by councils, we must ask what the Liberal Party has done to support the Iocal government sector on issues such as the indexation freeze on Financial Assistance Grants, Ioss of supplementary road funding, the introduction of rubble royalties, steep hikes in the solid waste Ievy, community housing rebates, statutory fees and charges that have not been adjusted for 20 years and a state NRM Ievy that is included in South Australia's rate collection calculations. It is our view that a genuine concern for reducing Iocal government costs would have translated into urgent action on these issues. Despite these substantial challenges, much has changed in Iocal government in South Australia over the past decade. The Financial Sustainability Inquiry of 2005 has Ied to profound and sustained improvements in the financial practices of the sector. To demonstrate the extent of this change, the LGA would be pleased to provide you with a detailed briefing on the key financial sustainability indicators that are reported on annually. The Local Government Association and its members are committed to continuous improvement and are currently pursuing a positive and proactive reform agenda that will deliver further benefits for our communities such as: * A more streamlined and transparent process for boundary adjustments that are genuinely in the community interest Greater flexibility for councils to work together on a regional basis to plan and deliver more efficient and effective services. The LGA is currently conducting an audit and economic analysis of all existing shared service arrangements in place across the sector Updated and expanded community consultation processes for strategic management plans, budgets and rating Introducing new requirements for performance measures, monitoring and reporting Positioning Iocal government as a driver of economic development and a key partner in South Australia's economic recovery These are sensible, progressive reforms that will drive efficiency and deliver savings for communities, without the costs of rate capping. The LGA would be happy to provide a more detailed briefing on this reform program. In conclusion, the Iocal government sector is fundamentally opposed to the introductien of any rate capping system in South Australia and will campaign strongly to protect communities from such a retrograde policy. The Liberal Party's position on rate capping South Australia is impacting on the good relationship the Party has shared with the Iocal government sector for many years. If introduced, it will severely Iimit the ability of the sector to partner with a future Liberal Government on public infrastructure and on initiatives to make South Australia better. l urge you to reconsider your position and work with us to develop alternative Iocal government reforms that will not come at a cost to communities. Yours sincerely 12' 6., Mayor Dave Burgess President Telephone: Igapresident@lqa.sa.qov.au DocumentSPECIAL Set ID: COUNCIL MEETING 16 JUNE 2016 Version: 11, Version Date: 25/05/2016 Page 197 of 206

69 Item 3.8 ATTACHMENT 1 Strategic Rating Policy Strategic Rating Policy Page 198 of 206

70 ATTACHMENT 1 POLICY Policy Number: 6.8 Policy Name: Classification: Strategic Rating Public Council Policy Adopted: 22/06/2012; 25/06/2013; 22/07/2014; 5/05/2015 Frequency of Review: Annual Last Review: May 2015June 2016 Next Review Due: May 2016June 2017 Responsible Officer(s): Policy and Code of Practice Manual File Ref: Council File Reference: Manager Finance & Corporate Services CC10/2601 CR14/15341CR16/26974 Legislation Authority: Local Government Act 1999 Related Policies and Codes: Related Procedures: N/A N/A 1. Purpose 1.1 The purpose of this policy is to provide policy direction relating to the formulation and composition of annual Rates and Service Charges applied pursuant to Chapter 10 (Rates and Charges) of the Local Government Act An explicit set of policies and procedures is a necessary tool for sound financial management providing the following benefits: (a) Public accountability and transparency Policies and procedures publicly document the Council s position on which it will base its decisions. They demonstrate the Council s commitment to sound financial management and establish transparency for audit purposes; (b) Ensuring a considered approach The formal adoption of carefully documented policies and procedures helps ensure that the Council s position on each issue has been properly considered, having regard to alternative approaches and the wider policy and statutory context; (c) Consistency of decision making By adopting clear Council policies and procedures a consistent basis for decision-making over time is established. While the Council can make a decision contrary to its adopted policy, it needs a deliberate decision to do so which helps to ensure that proper consideration has been applied; CR15/153416/ of 9 The electronic version of this document is the controlled version. Printed copies are considered uncontrolled. Before using a printed copy, verify that it is the current version. Page 199 of 206

71 STRATEGIC RATING POLICY Definitions 3. Policy (d) Clear guidance for staff Explicit policies and procedures set out the required approach responsibilities and processes for staff to properly administer the financial business of the Council in accordance with its wishes and consistent with statutory requirements and sound financial management practices. This in turn protects staff from allegations of financial mismanagement as long as the policies and procedures are followed. 2.1 All land within a Council area, except for land specifically exempt (e.g. crown land, Council occupied land and other land prescribed in Sec 147 of the Local Government Act 1999) is rateable. 2.2 General rates levied by the Council are a form of property-based taxation, and not a fee for service, and are used by Council to fund the delivery of services to the community. 2.3 Service rates and charges are a fee for service, with the service rate/charge being levied to recover the cost of providing the related activity from users of the service. 3.1 Property Valuations The Council uses capital value as the basis for valuing land within the Council area. The Council considers that this method of valuing land provides the fairest method of distributing the rate burden across all ratepayers on the following basis: (a) The equity principle of taxation requires that ratepayers of similar wealth pay similar taxes and ratepayers of greater wealth pay more tax than ratepayers of lesser wealth. (b) Property value is a relatively good indicator of wealth and capital value, which closely approximates the market value of a property, provides the best indicator of overall property value The Council will adopt the valuations made by the State Valuation Office on an annual basis. 3.2 General Rates General Rates Council endorses differential general rates by land-use based on the capital valuation of rateable properties. In accordance with the Clause 10 (Differentiating factors) of the Local Government (General) Regulations 1999, the following land use codes are utilised for rating purposes: (a) (b) Residential Commercial Shop CR16/269745/ of 8 The electronic version of this document is the controlled version. Printed copies are considered uncontrolled. Before using a printed copy, verify that it is the current version. Page 200 of 206

72 STRATEGIC RATING POLICY 6.8 (c) (d) (e) (f) (g) (h) (i) Commercial - Office Commercial Other Industry Light Industry Other Primary Production Vacant Land Other Council will determine a base general rate (for properties contained within Residential, Primary Production and Other land use codes). Percentage loadings (on the base general rate) will then apply on all other land use categories. (a) (b) (c) A differential rate loading (above the base general rate) will apply on all Vacant land properties as a disincentive towards land banking; A differential rate loading (above the base general rate) will apply on all Commercial and Industrial properties in consideration of the following factors: i. Valuation methods involved within capital compared to site value; ii. Overall service levels related to infrastructure maintenance and Council services; iii. Tax deductibility; iv. Relative rates in neighbouring Councils; and v. Other relevant factors. In recognition of enhanced economies of scale and capacity to pay for large high-valued businesses (such as major supermarket/retail chains and hotels), and to act as an economic stimulus in support of small lowvalued businesses, the differential rate loadings for Commercial and Industrial properties will be applied on a progressive taxation basis (via the application of discretionary rate rebates for various property valuation range brackets) Differential rate loadings applied will be reviewed annually by the Council prior to adoption of annual General rates Additionally, Council may specifically determine to amend the distribution of general rate revenue due to the following factors: (a) (b) Where the Council may elect to increase the revenue collected from a specific land use sector in recognition of the disproportionate impact such sector has on Council s expenditure; Where the Council may elect to provide rate relief to a certain land use sector in recognition of specific economic and financial hardship being experienced within the sector. CR16/269745/ of 8 The electronic version of this document is the controlled version. Printed copies are considered uncontrolled. Before using a printed copy, verify that it is the current version. Page 201 of 206

73 STRATEGIC RATING POLICY Should Council elect to redistribute general rate revenue due to either of the above two factors, Council will invite and consider public submissions (in accordance with its Public Consultation policy) prior to adoption Instances where either of the above occur will result in an adjustment of the proportion of general rate revenue collected from other land use sectors Minimum Rate 3.3 Separate Rates Council applies a minimum rate to each rateable property to represent each property s minimum contribution towards the day-to-day operations of the Council The minimum rate set by Council will be reviewed on an annual basis The Council, pursuant to Section 154 of the Local Government Act 1999, may levy a separate rate Section 154(1) states that a Council may declare a separate rate on rateable land within a part of the area of the Council for the purpose of planning, carrying out, making available, supporting, maintaining or improving an activity that is, or is intended to be, of particular benefit to the land, or the occupiers of the land, within that part of the area, or to visitors to that part of the area Should Council wish to consider the introduction of a separate rate it will invite and consider public submissions (in accordance with its Public Consultation policy) prior to adoption Business Development Separate Rate (Town Centre / Non-Town Centre) This separate rate is levied against commercial and industrial properties for the purpose of developing and promoting business. The funds generated are to cover the costs of operations of the Gawler Business Development Group, which also acts as an advocate for the business community within Gawler. A higher proportion of the funds generated from the Separate Rate are sourced from properties within the Town Centre (refer Appendix 1), in recognition of additional services provided to such properties from the Gawler Business Development Group. The funding split between Town Centre / Non-Town Centre properties will be reviewed on an annual basis in consultation with the Gawler Business Development Group. Council has a signed agreement to collect the Separate rate on behalf of the Gawler Business Development Group for a seven year term which expires in June CR16/269745/ of 8 The electronic version of this document is the controlled version. Printed copies are considered uncontrolled. Before using a printed copy, verify that it is the current version. Page 202 of 206

74 STRATEGIC RATING POLICY Rate Rebates Discretionary rate rebates provided will be reviewed by Council on an annual basis in February each year (for application from the following financial year) and mandatory rebates will be provided in accordance with the relevant provisions of the Local Government Act Requests for additional discretionary rate rebates (i.e. over and above those approved by Council in February each year) shall be referred to Council for consideration. 3.5 Rate Incentives Discount The Council will not provide a rate discount incentive for early payment in full. 3.6 Rate Capping Pursuant to Section 153 (3) of the Local Government Act 1999, Council will consider each year whether a maximum increase in the general rate to be charged on any rateable land that constitutes the principal place of residence of a ratepayer will apply If a residential rate cap percentage is adopted, the rate cap percentage for self-funded retirees and ratepayers on fixed government benefits will be set at 50% of the normal rate cap percentage Due to the impact of disbanding the Car Park Separate Rate in 2012/13 and the redistribution of revenue subsequently foregone across all Commercial and Industrial properties, Council will consider a general rate capping percentage (based on the total of General Rates and Car Park Separate Rate paid in the previous financial year) for all Commercial and Industrial properties. Rate capping provided to Commercial and Industrial properties pursuant to this clause will cease from the 2016/2017 financial year. 3.7 Service Rates and Charges Council will recover the cost of providing a kerbside refuse/recycling service via a bin-based service charge levied pursuant to Section 155 of the Act The kerbside refuse/recycling service is levied against all properties to which the service is made available (excluding Primary Production properties with no, or minimal, built form and Vacant Land properties) Should Council wish to consider the introduction of a new service rate/charge it will invite and consider public submissions (in accordance with its Public Consultation policy) prior to adoption. CR16/269745/ of 8 The electronic version of this document is the controlled version. Printed copies are considered uncontrolled. Before using a printed copy, verify that it is the current version. Page 203 of 206

75 STRATEGIC RATING POLICY Adoption of Rates The adoption of rates will not occur until Council has adopted its annual Business Plan / Budget for the financial year to which the rates relate, pursuant to Section 153 (5) of the Local Government Act The adoption will ideally occur on or before the normal July Council meeting each year. 3.9 Rate Payment Methods The following methods will be provided for the payment of rates: (a) Payment over the counter at the Town Hall (Cash/Cheque/EFTPOS); (b) Payment by mail; (c) Payment at Australia Post outlets (either over the counter / phone / internet); (d) Payment by B-Pay; (e) Payment via Council website; (f) Payment via Direct Debit; (g) Payment via B-Pay View (to be implemented during 2015/16 financial year) 3.10 Withholding of Discretionary Rate Rebates for commercial properties in the Town Centre (refer shaded area within Appendix 1) in a state of neglect The Council may, in its discretion, withhold the discretionary rate rebate otherwise provided by the Council to commercial properties in the Town Centre, pursuant to Section 158(1)(b) of the Local Government Act 1999, if it determines the property, or any part of the property, to be in a state of neglect that detracts significantly from the amenity of the locality In making any such determination the Council will have regard to the following considerations: (a) The features which establish the amenity of the locality in which the property is situated; (b) The aspects of the amenity of the locality which the Council seeks to preserve or encourage; and (c) The reasons why the particular property significantly detracts from the amenity of the locality, and (d) Any other matters the Council considers relevant, including comment from affected property owners, if provided The value of discretionary rate rebates withheld in accordance with Clause will be retained in a Property Improvement Reserve Fund. The money in the Fund will be made available to property owners or businesses (including those contributing rebates) in the Town Centre for improving the appearance of their premises. Council will establish an application and merit assessment process. CR16/269745/ of 8 The electronic version of this document is the controlled version. Printed copies are considered uncontrolled. Before using a printed copy, verify that it is the current version. Page 204 of 206

76 STRATEGIC RATING POLICY Funding Requirements Related to Gawler East Link Road and Other Infrastructure Related to Gawler East Development Council will further investigate funding options related to the proposed Gawler East Link Road and other infrastructure related to Gawler East development 5. References and Relevant Legislation (a) Chapter 10 (Rates and Charges) of Local Government Act 1999 (b) Clause 10 (Differentiating factors) of Local Government (General) Regulations 1999 (c) Local Government Association of SA Financial Policies Information Paper August Review and Evaluation The effectiveness of this Policy will be reviewed on an annual basis. The Chief Executive Officer will report to Council on the outcome of the evaluation and if relevant make recommendations for amendments, alteration or substitution of a new Policy. The Policy will not be altered or substituted so as to affect a process already commenced. The Policy will be reviewed after each general election of Council. 7. Further Information Further information about this Policy can be obtained by:- Telephone: Fax: council@gawler.sa.gov.au Appointment: Town Hall, Murray Street, Gawler Letter: PO Box 130, Gawler SA Availability of Policy The Policy is available for inspection during ordinary business hours at the Council principal office, Gawler Town Hall or Library Council Offices, Murray Street, Gawler or is available on the Council website at A copy of this Policy will be provided to interested parties upon request, for a fee as contained in the Register of Fees and Charges. CR16/269745/ of 8 The electronic version of this document is the controlled version. Printed copies are considered uncontrolled. Before using a printed copy, verify that it is the current version. Page 205 of 206

77 STRATEGIC RATING POLICY 6.8 Appendix 1 shaded area represents Town Centre area referenced in Clauses and 3.10 CR16/269745/ of 8 The electronic version of this document is the controlled version. Printed copies are considered uncontrolled. Before using a printed copy, verify that it is the current version. Page 206 of 206