Town of Gawler Council Meeting Agenda
27 June 2017
ATTACHMENTS UNDER SEPARATE COVER
Item 5.1 – Petition – Speed Reduction in Seventeenth Street, Gawler South
ATTACHMENT 1 Petition to reduce speed in Seventeenth Street
Item 8.1 – Treasury Management Policy ATTACHMENT 1 Policy 6.4 Treasury Management
Item 8.2 – 2017/18 Budget / Business Plan (incorporating Long Term Financial Plan Update) Adoption
ATTACHMENT 1 Funding submission (Transition Gawler Steering Committee)
ATTACHMENT 2 2017/18 Budget / Business Plan
Item 8.3 – 2017/18 Fees and Charges ATTACHMENT 1 Draft 2017/18 Fees & Charges
PART 1
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Item 8.4 – 2017/18 Declaration of Rates and Service Charges
ATTACHMENT 1 Properties captured by Town Centre Business Development & Marketing Separate Rate
ATTACHMENT 2 Gawler East Development area map
ATTACHMENT 3 Springwood’ properties excluded from Separate Rate
ATTACHMENT 4 Woodvale’ properties excluded from Separate Rate
ATTACHMENT 5 Separate Rates Relief Policy
ATTACHMENT 6 Indicative impact on average ratepayer
Item 8.6 – Appointment of Members to Council’s Development Assessment Panel
ATTACHMENT 1 Assessment Panels – What do Council’s need to do? (DPTI information sheet)
ATTACHMENT 2 Letter from Minister Rau – Council Development Assessment Panels
Item 8.7 – Rescission of Land Management Agreement – Lot 824 Margaret Street, Evanston
ATTACHMENT 1 Land Management Agreement
Item 8.8 – Draft Smart City Strategy and Digital Funding ATTACHMENT 1 Draft Smart City Strategy
ATTACHMENT 2 Example Smart Pole Infrastructure
ATTACHMENT 3 Example Intelligent Technical Systems
ATTACHMENT 4 Draft Smart Infrastructure Overview Map
ATTACHMENT 5 WiFi Technical Report from Vintek
ATTACHMENT 6 Telcoinabox Proposal Overview
PART 2
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Item 8.9 – Gawler Civic Centre Progress Report – June 2017
ATTACHMENT 1 Institute Building Southern Wall Redesign
ATTACHMENT 2 SAPN Firm Offer for Power Undergrounding
Item 8.10 – Pioneer Park War Memorial Project ATTACHMENT 1 Pioneer Park War Memorial Sponsorship Package
Item 8.11 – Delegations Review ATTACHMENT 1 Table of updates
ATTACHMENT 2 Instruments of Delegation
Item 8.12 – Gawler Farmers’ Market Update ATTACHMENT 1 Letter from Adelaide Showground Farmers’ Market ceasing
to operate Gawler Farmer’s Market
ATTACHMENT 2 Professional Services Agreement for Project Management Services for Gawler Farmers’ Market
ATTACHMENT 3 Letter of response from Town of Gawler Chief Executive Officer to Adelaide Showground Farmers’ Market
ATTACHMENT 4 Letter of response from Adelaide Showground Farmers’ Market to Town of Gawler
ATTACHMENT 5 Letter of Support for Transition Gawler’s funding application to Primary Industries and Regions SA
Item 8.13 – Monthly Finance Report – May 2017 ATTACHMENT 1 Monthly Finance Report
Item 10.1 – Reports by Council Members ATTACHMENT 1 Gawler Health Advisory Council Minutes 25 May 2017
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Item 5.1 – Petition – Speed Reduction in Seventeenth Street, Gawler South
ATTACHMENT 1 Petition to reduce speed in Seventeenth Street
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Part 1
Item 5.1 to 8.4
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Item 8.1 – Treasury Management Policy ATTACHMENT 1 Policy 6.4 Treasury Management
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TREASURY MANAGEMENT 6.4
CR17/24955 2 of 7 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.
(d) Clear guidance for staff – Explicit policies and procedures set out therequired approach, responsibilities and processes for staff to properlyadminister the financial business of the Council in accordance with itswishes and consistent with statutory requirements and sound financialmanagement practices. This in turn protects staff from allegations offinancial mismanagement as long as the policies and procedures arefollowed.
2. PURPOSE
2.1 This policy provides clear direction to management, staff and Council in relation to the treasury function. It underpins Council’s decision-making regarding the financing of its operations as documented in its annual budget and long-term financial plan and associated projected and actual cash flow receipts and outlays.
2.2 Council is committed to operating in a financially sustainable manner and maintains a Long-term Financial Plan (updated at least annually) to assist it to determine affordable service levels and revenue raising needs. This Plan also provides projections of future cashflow availability and needs.
3. POLICY OBJECTIVES
3.1 This Treasury Management Policy establishes a decision framework to ensure that:
a) funds are available as required to support approved outlays;b) interest rate and other risks (e.g. liquidity and investment credit risks)
are acknowledged and responsibly managed;c) the net interest costs associated with borrowing and investing are
reasonably likely to be minimised on average over the longer term.
4. POLICY STATEMENTS
4.1 Treasury Management Strategy
4.1.1 Council manages its finances holistically in accordance with its overall financial sustainability strategies and targets. This means Council will:
a) maintain target ranges for its Net Financial Liabilities ratio;b) not retain and quarantine money for particular future purposes unless
required by legislation or agreement with other parties;c) borrow funds in accordance with the requirements set out in its Long-term
Financial Plan;d) apply any funds that are not immediately required to meet approved
expenditure (including funds that are required to be expended for specificpurposes but are not required to be kept in separate bank accounts) toreduce its level of borrowings or to defer and/or reduce the level of newborrowings that would otherwise be required.
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TREASURY MANAGEMENT 6.4
CR17/24955 3 of 7 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.
4.2 Interest Rate Risk Exposures
4.2.1 Council will manage its loan borrowings portfolio in order to minimise net interest costs on average over the longer term and at the same time manage interest rate movement risks within acceptable limits.
4.2.2 Fixed Interest Rate Borrowings
4.2.2.1 To ensure an adequate mix of interest rate exposures, Council will restructure its portfolio of borrowings, as old borrowings mature and new ones are raised, to progressively achieve and thereafter maintain on average in any year, not less than 25% of its gross debt in the form of fixed interest rate borrowings.
4.2.2.2 In order to spread its exposure to interest rate movements, Council will aim to have a variety of maturity dates on its fixed interest rate borrowings over the available maturity spectrum.
4.2.2.3 In circumstances where Council needs to raise new fixed interest rate borrowings it will consider using medium to long-term borrowings (3 years or more duration) that: a) have a fixed interest rate;b) require interest payments only; andc) allow the full amount of principal to be repaid (or rolled
over) at maturity.
4.2.3 Variable Interest Rate Borrowings
4.2.3.1 Council recognises that there is usually a significant margin between borrowing and investment rates and that significant savings can be generated by restructuring its portfolio of borrowings so that cash inflows that are surplus to immediate or short term needs can be applied in the first instance to reduce the level of borrowings that would otherwise be necessary. This is more readily and effectively achievable with variable interest rate borrowings.
Council will restructure its portfolio of borrowings, as old borrowings mature and new ones are raised, to progressively achieve, and then maintain not less than 30% of its gross debt on average in any year in the form of variable interest rate borrowings.
4.2.3.2 To minimise net interest costs Council will establish, and make extensive use of, a long-term variable interest rate borrowing facility (such as the Local Government Finance Authority (LGFA) Cash Advance Debenture facility) that requires interest payments only and that enables any amount of principal to be repaid or redrawn at call. The redraw facility will provide Council with access to liquidity when needed.
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TREASURY MANAGEMENT 6.4
CR17/24955 4 of 7 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.
4.2.4 A policy of having at least 30% of borrowings (on average over a year) with a variable interest rate and at least 25% with a fixed interest rate can be represented diagrammatically as follows:
OPTIMUM
Fixed Fixed or Variable Variable 0% 25% 70%
PROPORTION OF TOTAL BORROWINGS
4.3 Investments
4.3.1 Council funds that are not immediately required for operational needs and cannot be applied to either reduce existing borrowings or avoid the raising of new borrowings will be invested. The balance of funds held in any operating bank account that does not provide investment returns at least consistent with ‘at call’ market rates shall be kept at a level that is no greater than is required to meet immediate working capital requirements.
4.3.2 Council funds available for investment will be lodged ‘at call’ or, having regard to differences in interest rates for fixed term investments of varying maturity dates, may be invested for a fixed term. In the case of fixed term investments the term should not exceed a point in time where the funds otherwise could be applied to cost-effectively either defer the need to raise a new borrowing or reduce the level of Council’s variable interest rate borrowing facility.
4.3.3 When investing funds Council will select the investment type that delivers the best value, having regard to investment returns, transaction costs and other relevant and objectively quantifiable factors.
4.3.4 Council management may invest surplus funds in: a) deposits with the LGFA; and/orb) bank interest bearing deposits.
4.4 Financial Indicators (Net Financial Liabilities Ratio)
4.4.1 Net financial liabilities equals total liabilities less financial assets (excluding equity accounted investments in Council businesses).
4.4.2 Often too much focus is placed on the level of a Council’s borrowings. This number has little meaning without also considering the Council’s available financial assets and other liabilities.
4.4.3 Net financial liabilities is a broader and more appropriate measure of indebtedness than the level of borrowings, because it includes items such as employee long-service leave entitlements and other amounts payable as well as taking account of a Council’s cash and investments.
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TREASURY MANAGEMENT 6.4
CR17/24955 5 of 7 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.
4.4.4 Before considering an increase in its indebtedness, Council needs to recognise that interest associated with borrowings will impact negatively on its operating result. However, a Council with significant asset rehabilitation and replacement backlogs may find that their financial sustainability is improved if they raise borrowings to finance the works needed to address these backlogs i.e. if the operational savings achieved from addressing these backlogs exceed the additional interest costs resulting from the borrowings raised, financial sustainability would be improved.
4.4.5 The net financial liabilities ratio is calculated by expressing net financial liabilities at the end of a financial year as a percentage of operating revenue for the year. If the ratio falls, over time, this indicates that the Council’s capacity to meet its financial obligations from operating revenue is strengthening.
4.4.6 An increase in the net financial liabilities ratio will sometimes mean
that a Council is incurring higher operating expenses (e.g. as a result of additional maintenance and depreciation costs associated with acquiring new assets). This will detract from the Council’s overall operating result. Nevertheless a Council with a healthy operating surplus could quite appropriately decide to allow its net financial liabilities ratio to increase in order to provide additional services to its community through acquisition of additional assets without detracting from its financial sustainability.
4.4.7 There is no optimal single number or even narrow range for this
indicator. What is important is that the Council understands and is comfortable with its ratio and that it has been determined based on future community needs and long-term financial sustainability.
4.4.8 Consistent with industry standards, Council will maintain its net
financial liabilities ratio between 0-100%, such that the net financial liabilities will not exceed Council’s operating revenue.
4.5 Financial Indicators (Operating Surplus Ratio)
4.5.1 The Operating result is the key annual financial performance measure of a Council. The Operating Surplus Ratio, which is a statutory financial indicator, measures the operating surplus as a percentage of General and Other Rates.
4.5.2 An Operating surplus position indicates that a Council’s recurrent
expenditure (including depreciation) is being funded from its recurrent revenue. A recurring operating surplus is also indicative of a financially sustainable Council and addresses inter-generational inequity concerns.
4.5.3 Instances of required major peaks in the investment of fixed assets, as
identified by Council’s Long Term Capital Works Program, may trigger an increase in operating costs such that Council may need to incur short-term operating deficits
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TREASURY MANAGEMENT 6.4
CR17/24955 6 of 7 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.
4.5.4 As operating deficits are not sustainable in the longer-term, Council will target for its Operating Surplus Ratio to be between 0-10% over any five year rolling period.
4.6 Caveat on Policy Targets
The targets in this document for:
a) Fixed Interest rate Borrowings (see 4.2.2.1) b) Variable Interest Rate Borrowings (see 4.2.3.1) c) Net Financial Liabilities Ratio (se 4.4.8) d) Operating Surplus Ratio (see 4.5.4) are guidelines for the prudent management of Council’s financial resources over time. The targets are not intrinsically unalterable, which is reflected in the fact that this policy is subject to review on a regular basis. Neither are they a bar to actions that support prudent financial management. They will be applied pragmatically. The targets may be temporarily exceeded where to do so is in the interest of the Council and its community. Examples of such temporary situations are: a) Council receiving windfall funds (e.g. Federal Assistance Grants) that
provide a temporary cash surplus that enables the repayment of variable interest rate borrowings for a period of time resulting in the ratio of variable interest rate borrowings as a proportion of borrowings falling below 30%.
b) Council will be keeping its borrowings under continuous review and matching its need for funds with its long-term financial plan. It may be appropriate in some circumstances to convert variable interest rate borrowings to fixed interest rate borrowings and for the 70% nominal upper limit on fixed interest rate borrowings to be temporarily exceeded, depending on the timing of new capital expenditure and the likely timing of new borrowing requirements.
c) In periods of intense capital development or acquisition the level of borrowings may temporarily push the Net Financial Liabilities Ratio above 100%, with the only option to keep the ratio within the 0-100% target an increase in rates for a temporary situation. A rate increase solely for a temporary need to offset required borrowings is not an effective financial strategy and exceeding the Net Financial Liabilities target is a more appropriate option.
Similarly, in periods of intense capital development or acquisition additional operating expenses (some of which may later be capitalised) may result in operating deficits being planned for and incurred over an extended period of time, but eventually returning to an operating surplus
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TREASURY MANAGEMENT 6.4
CR17/24955 7 of 7 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.
4.7 Reporting
At least once a year Council’s Audit Committee shall receive a specific report regarding treasury management performance relative to this policy document. The report shall highlight: a) for each Council borrowing and investment - the quantum of funds, its
interest rate and maturity date, and changes in the quantum since the previous report; and
b) c) the proportion of fixed interest rate and variable interest rate borrowings at
the end date of the reporting period. Where it becomes apparent that any of the targets set out in this policy are likely to not be met then the CEO must bring this to the attention of the Council and its Audit Committee promptly. In advising the Council and its Audit Committee of the likelihood of a target not being met the CEO should give advice on:
i. The reason or reasons why the target will not be met; ii. The length of time that the target will not be met; iii. Any potential action the Council can take to achieve the target;
and iv. Whether the target needs to be reviewed and reset
5. REVIEW AND EVALUATION
The effectiveness of this Policy will be reviewed on a biennial 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. 6. FURTHER INFORMATION Further information about this Policy can be obtained by:- Telephone: 8522 9211 Fax: 8522 9212 Email: [email protected] Appointment: Town of Gawler Administration Centre 43 High Street, Gawler Letter: PO Box 130, Gawler SA 5118 7. AVAILABILITY OF POLICY
The Policy is available for inspection during ordinary business hours at the Council principal office, Town of Gawler Administration Centre 43 High Street, Gawler East or is available on the Council website at www.gawler.sa.gov.au.
A copy of this Policy will be provided to interested parties upon request, for a fee as contained in the Register of Fees and Charges.
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Item 8.2 – 2017/18 Budget / Business Plan (incorporating Long Term Financial Plan Update) Adoption
ATTACHMENT 1 Funding submission (Transition Gawler Steering Committee)
ATTACHMENT 2 2017/18 Budget / Business Plan
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Subject: FW: Financial support request from Transition Gawler.
From: Transition Gawler [mailto:[email protected]] Sent: Friday, 16 June 2017 2:25 PM To: Annette Ferrari Cc: Miriam Yip; Atherton, Neil Subject: Financial support request from Transition Gawler.
Dear Annette,
As discussed here is a brief overview of the rationale for approaching City of Gawler with a request for financialsupport of $5K.
The Adelaide Showgrounds Farmer’s Market (ASFM) has ceased operating the Gawler Farmers Market (GFM)on the 10th of June 2017. ASFM have approached Transition Gawler (TG) to take over the management ofGawler Farmer’s Market. As we are sure you are aware, farmer’s markets offer many benefits to the localeconomy and community. We feel the closure of the market is premature and has left options for local management and other pathways to a successful market unexplored. The permanent closure proposed by ASFMmanagement (unless Transition Gawler takes over) would also waste the previous investments made by allparties. However, we recognize the capacity amongst our (committed but time-poor) project team is not enoughto restructure the business model, rebuild vendors numbers, and establish business structures, all before thedesirable spring re-launch in September.
Transition Gawler believes there is much room for improvement on the current business model of the market, and is willing to pursue funding to develop a project for a paid position to undertake an evaluation of the market, develop and implement an improved business model, business structures, larger stallholders pool and supporter base for the market. The aim is to create a ‘for purpose’ business entity as ‘Gawler Farmer’s Market’ that is a sustainable business model, with a local board of management.
At this stage we are proposing a four-month consultant appointment (over a winter recess for the market) in partnership with the Transition Gawler project team, key community members and stallholders, and a short term market co-ordination role, with the view to the creation of financial independence for the market.
We have submitted a proposal to PIRSA-Regions for a significant proportion ($30K of the total $38K project budget. We are expecting a decision shortly. The balance was hopefully to be made up with $5K from City of Gawler, and $3K misc + ASFM contribution)
Transition Gawler is very appreciative of the generous moral and in-kind support already offered by City of Gawler, and would like to thank both the staff and elected members involved.
Yours,
Kathryn Warhurst
(on behalf of Transition Gawler) -- Transition Gawler
E: [email protected] W: http://transitiongawler.org/ FB: https://www.facebook.com/TransitionGawler/ FB group: https://www.facebook.com/groups/TransitionGawlerChatGroup/
ATTACHMENT 1
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ATTACHMENT 2
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Version Control: Version 3 – Adoption Version – 27 June 2017 Version Control: Version 2 – Public Consultation Version – 26 April 2017 Version Control: Version 1 – Special Council meeting – 18 April 2017
Front cover photo: new Town of Gawler Administration Centre, 43 High Street, Gawler East.
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CONTENTS 1 MAYOR’S MESSAGE………………………………………………………………………. 4 2 OVERVIEW…………………………………………………………………………………… 6
2.1 Operating Result………………………………………………………………………… 6 2.2 Financial Position………………………………………………………………………… 7 2.3 Growth Management considerations…………………………………………………. 8 2.4 Gawler East Development / Separate Rate Proposals…………………………….. 15 2.5 2017/18 Federal Budget impact……………………………………………………… 17 2.6 Community Support……………………………………………………………………. 17 2.7 State Government imposed rate capping…………………………………………… 18
3 COMMUNITY PLAN…………………………………………………………………………. 20 4 PROJECTS & SERVICES FOR THE YEAR……………………………………………… 22
4.1 Capital Works & New Initiatives……………………………………………………….. 22 4.2 Council Services…………………………………………………………………………. 24
5 MEASURING OUR PERFORMANCE…………………………………………………….. 27 5.1 Financial Measures……………………………………………………………………… 27 5.2 Non-Financial Measures………………………………………………………………… 29
6 FUNDING THE BUSINESS PLAN…………………………………………………………. 30 6.1 Operating Revenue……………………………………………………………………… 30 6.2 Operating Expenditure………………………………………………………………….. 31
7 RATING STRATEGY………………………………………………………………………. 32 7.1 Strategic Rating Policy………………………………………………………………….. 32 7.1.1 Property Valuations………………………………………………………………….. 32 7.1.2 General Rates………………………………………………………………………… 32 7.1.3 Separate Rates………………………………………………………………………. 33 7.1.4 Service Rates & Charges…………………………………………………………… 33 7.1.5 Withholding of Discretionary Rate Rebates for Commercial Properties in a
state of neglect………………………………………………………………………. 34
7.2 Expected Impact on Ratepayers………………………………………………………. 34 7.2.1 Differential General Rates………………………………………………………….. 34 7.2.2 Separate Rates………………………………………………………………………. 35 7.2.3 Service Charges……………………………………………………………………… 36 7.3 Assistance Available…………………………………………………………………….. 36 7.3.1 Rebates of Rates…………………………………………………………………….. 36 7.3.2.Remission of Rates………………………………………………………………….. 36 7.3.3 Postponement of Rates – Seniors…………………………………………………. 36 7.3.4 Rate Capping…………………………………………………………………………. 37 7.3.5 Rate Payment Options………………………………………………………………. 37 7.3.6 Alternative Payment Arrangements……………………………………………….. 37
8 FINANCIAL STATEMENTS……………………………………………………………….. 38 9 LONG TERM FINANCIAL PLAN…………………………………………………………… 45
9.1 Overview………………………………………………………………………………….. 45 9.1.1 Open Space Management……………………………………………………….. 45 9.1.2 Gawler East Development……………………………………………………….. 46
9.2 Financial Indicators……………………………………………………………………. 48 9.3 Key Assumptions in updating of Plan (Operating Budget)………………………... 49 9.4 Capital Expenditure……………………………………………………………………. 51 9.5 Capital Revenue……………………………………………………………………….. 51 Appendix 1 – Capital Expenditure Budget Bids 2017/18………...……………………. 57 Appendix 2 – Operating Initiative Budget Bids 2017/18………………………………… 64 Appendix 3 – Below the Line Budget Bids 2017/18 (Projects not considered for funding)………………………………………………………………………………………..
66
Appendix 4 – Operating Revenue Analysis……………………………………………….. 68 Appendix 5 – Operating Expenditure Analysis……………………………………………. 71 Appendix 6 – Budget by Service…………………………………………………………… 78 Appendix 7 – Map 1 – Gawler East Development Area ………………………………… 131
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1 MAYOR’S MESSAGE
The Annual Budget / Business Plan illustrates the Council’s proposed services, programs and projects for 2017/2018 and has been developed within a prudent, longer term financial framework which seeks to achieve and maintain the long term financial sustainability of Council’s operations.
The development of the Annual Budget / Business Plan is an important part of our planning, and has been guided by the various aspirational goals and strategies encapsulated within our Community Plan 2014-2024.
Some of the key initiatives for this year include: • Continuing restoration and refurbishment of the Town Hall and Gawler Institute• Installation of underground drainage infrastructure through lower Willaston• Structural remediation of the Gawler Mill Bridge• Stage 6 upgrade of Murray Street• Continuing the rehabilitation of the Gawler Aquatic Centre (Stage 3 of 5)• Continuing implementation of the Willaston Cemetery Action Plan (Stage 3 of 5)• Construction of 3.1kms of new footpaths• Design and construction of a Dog park• Replacement of playground at Adelaide Road/Fifth Street reserve• Resealing of 5.2kms of sealed roads
Following extended negotiations with all relevant parties, infrastructure deeds signed in May 2017 between Council, the Minister for Transport and Infrastructure, and Springwood Communities will result in the commencement of construction of the much anticipated Gawler East Link Road in late 2017. The construction of the $55m road will facilitate an alleviation in traffic congestion currently experienced along Adelaide Road and Murray Street, and is also expected to be a catalyst towards further property development within the Gawler East development area.
Underpinning the services, programs, and projects within the budget is a 3% increase in General Rate revenue from existing ratepayers. For the average residential ratepayer this will translate to an increase in General rates of $44. This will be partly offset by a 3.7% reduction in the Waste Management Charge, resulting in a net rates increase for the average residential ratepayer of $37 (or 2.2%), excluding the State Government NRM levy.
The budget provides for an estimated operating deficit of $78,000, however the estimated result is materially distorted by the fact that the Federal Government has elected to pay 50% of each Council’s 2017/18 Financial Assistance / Local Roads grant in June 2016/17, which must subsequently be accounted for in the 2016/17 result (the advance payment received by the Town of Gawler amounts to $759,000). With the exclusion of the advance grant payment (i.e. the full grant allocation being received in 2017/18 financial year) the adjusted estimated result for 2017/18 is a surplus of $681,000, which is consistent with Council’s policy goal of achieving a recurrent and sustainable operating surplus.
Karen Redman MAYOR
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2 OVERVIEW 2.1 Operating Result The key principle driving the preparation of the 2017/18 recurrent budget has been Council’s core target of maintaining a financially sustainable operating position, whilst at the same time being cognisant of longer-term considerations outlined in Council’s Long Term Financial Plan.
The budget provides for an estimated operating deficit of $78,000, however the estimated result is materially distorted by the fact that the Federal Government has elected to pay 50% ($759k) of Council’s 2017/18 Financial Assistance / Local Roads grant in June 2016/17 which must subsequently be accounted for in the 2016/17 result. With the exclusion of the advance grant payment (i.e. the full grant allocation being received in 2017/18 financial year) the adjusted results for the 2016/17 and 2017/18 financial years would be as follows:
Financial Year Estimated Operating Result: Surplus / (Deficit)
Impact of advance payment of Federal
Grant
Adjusted Estimated Operating Result (i.e. with
advance grant payment removed): Surplus / (Deficit)
2016/17 $1,305,000 $759,000 $546,000 2017/18 ($78,000) ($759,000) $681,000
All other Councils’ will be similarly affected by their advance grant payment being received in June 2017.
From a revenue perspective, the budget provides for a 3% increase in General Rate revenue from existing ratepayers. Consistent with previous years, the draft budget also provides for an increase in General Rate revenue as a direct result of major residential and commercial development occurring within the Council area (estimated at 2.5% for 2017/18).
As the budget provides for a decrease in the kerbside waste collection/disposal Service Charge applied (from $189 to $182), the net increase in total rates for the average residential ratepayer (excluding increase in the State Government NRM levy) will be in the order of 2.2% (or $37).
Further details regarding the expected impact on ratepayers is outlined in Section 7.2.
From an expenditure perspective, the draft budget provides for a 3.9% increase in overall operating expenditure. Key elements include:
• No increase in staff numbers (currently 121.87FTE) – this represents a saving of$257k for the increased FTE of 3.35 otherwise proposed in the 2016-2019Workforce Plan;
• $432k provision for new Open Space management costs as noted in Section2.3;
• Sundry Projects Fund reduction from $200k to $100k (the purpose of the fundbeing to provide capacity for co-contributions required from Council relative to anynew external grant funding sought);
• New Initiatives funding of (net) $302k (excluding deferred funding from 2016/17);
• Finance costs increase of $190k, consistent with longer term projections, as
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major asset investment occurs (most notably the $14.3M restoration and refurbishment of the iconic State-heritage listed Town Hall and Gawler Institute);
• Depreciation increase of $389k as a result of an increase in buildingsdepreciation expense (predominantly due to the recent purchase of the new Townof Gawler Administration Centre) and infrastructure depreciation (as a direct resultof the value of new road and stormwater infrastructure, etc., acquired from newresidential land developments);
• Engagement of a Sustainability Officer (originally provided for within the2016/17 budget) on a 3 year contract basis to identify cost savings and efficiencyopportunities relative to Council’s energy costs (e.g. water, electricity, etc.) anddrive broader sustainability outcomes.
A comprehensive analysis of Council’s recurrent operational budget is included in Appendices 4-6.
2.2 Financial Position From a treasury management viewpoint, c o n t i n u i n g t o improve the overall financial position has also been a primary goal of the Council.
Similar to its operating performance, Council has also made considerable improvement in this regard in recent years due to the application of effective treasury management principles and techniques.
In this regard, Council’s fundamental approach (as enshrined in its Treasury Management Policy) has been to only access external loan funding as cashflow requires, and now generally only via a bank overdraft facility available from the Local Government Finance Authority, as distinct from locking into fixed long-term loans as had historically been the case. On this basis, Council has not entered into any fixed-interest long term Debenture Loans since 2010/11. The key benefit of the revised l o a n f u n d i n g approach is that the overdraft facility utilised from the Local Government Finance Authority is only used as cashflow requires and can, importantly, be drawn down or repaid at any time as cashflow permits – whereas the previous historic practice of fixed long-term loan arrangements was locking Council into fixed future principal and interest repayments over the life of the loan (generally 15 years).
Consistent with this changed loan funding approach, the Budgeted Cashflow Statement (refer Section 8) estimates that Council’s bank overdraft will increase by $6.28m to $10.75m as at 30 June 2018. This is partly offset by an ongoing reduction in Council’s long term fixed-interest debt of $814k, from $7.4m to $6.6m.
Graph 1 below indicates recent and forecasted movements in the Net Financial Liabilities Ratio of the Council, which measures the net financial liabilities of the Council as a percentage of total annual operating revenue, and is the key statutory measure of a Council’s overall financial position.
It is Council policy, and a widely accepted industry standard, that the ratio result should not exceed 100%.
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development, the advised (or estimated) handover year and quarter, size and average cost to maintain based on the Town of Gawler maintenance frequency and service level.
Table 2: New Class B Open Space from Land Development
Handover Year and Quarter
Development and Stage of Class B reserve Size (HA)
Net Cost Per Annum (Estimated)
16/17 Q1 Woodvale Stage 1 0.11 $10,909 16/17 Q2 Acacia Green Stage 1, 2 0.27 $21,308 16/17 Q2 Orleana Waters Stage 2,3,3a,4 1.2 $85,835 16/17 Q2 Greenview 0.41 $13,523 16/17 Q3 Springwood Stage 1,2a,2b,2c,2d,6a 0.7 $70,751 16/17 Q4 Aspire Stage 1,2a,2b 3 $128,993 17/18 Q1 Orleana Waters Stage 6 1.2 $85,835 17/18 Q3 Woodvale Stage 2E 1 $65,000 17/18 Q3 Acacia Green Stage 3 0.18 $21,308
TOTAL 8.07 $503,462
TOTAL per HA (including labour, plant and materials/utilities costs) $62,387
In this context, the second half of 2016/17 and 2017/18 financial year will see a significant influx of “Class B” open space. Put in perspective, prior to the 2016/17 financial year Council managed 3.49ha of ‘Class B’ reserves across the whole Council area. However, during the 2016/17 and 2017/18 financial years, Council will be receiving from developers 8.07ha of ‘Class B’ reserves – which represents a 231% increase in the volume of hectares to be maintained of this reserve class. Furthermore due to high quality of finish and design embellishments estimated maintenance costs are 31% higher per hectare, $48,000 current to $63,000 new land division cost per hectare. Overall, since 2013/14 there has been a 41% increase in the amount of hectares of open space maintained by Council – from 319 to 452 hectares.
Although a component of the maintenance activities for the additional Open Space assets received has been internally absorbed, given operational efficiencies emanating from the recent Depot Review, the Horticulture Open Space team has now reached operational saturation point based on the volume of works to be delivered in the next 18 months.
Within the draft 2017/18 recurrent budget now presented is a sizeable financial increase proposed over the 2016/17 adopted budget position for the allocation for additional maintenance costs associated with infrastructure provision in the new land divisions to the extent of approximately $432k. These costs relate to civil and horticultural maintenance services that are required to manage this infrastructure.
Council recognises that these increased costs for new land divisions is not financially sustainable, and will result in a inequitable provision of open space services in the Council area and subsequently put at risk Council’s ability to deal with a number of other priorities which have been identified by Council relative to open space, sports facilities, staffing initiatives, town centre upgrades and other community services.
In this regard, Council has recently committed funding towards: a. the engagement of a specialist consultant who will assist an internal Administration
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Working Group (comprising of key Executive and operational staff from Planning, Engineering, and Financial Services Business units) in the establishment of New Land Division Open Space Guidelines; and
b. a Town Services resourcing strategy following determination by Council of levelsof service for new land divisions.
Table 3 below highlights the current approved developments, anticipated development life, known volumes of open space and indicative percentages of active neighborhood (Class B) and passive (Class D) open space provision. The table summarises the quantum of the open space provision which will be occurring from known developments over the next 15 years or so. The magnitude of this increase highlights the need for the Working Group’s integrated whole of business review and policy review for the Council to enable these areas to be delivered in a sustainable and equitable way.
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40 hectares over future years and other open space by a further 53 hectares in new development areas.
That Council adopts the recommendation from the Infrastructure and Environmental Committee made at item 7.8 of the meeting of that Committee meeting held on 11 April 2017, being:
Motion No: IES:2017:04:16
That the Infrastructure and Environmental Services Committee recommend to Council that:
1. Council considers that the position set out above is not sustainable financially,will result in a very inequitable provision of open space services in the Councilarea and put at risk Council’s ability to deal with a number of other prioritieswhich have been identified by Council related to open space, sports facilities,staffing initiatives, town centre upgrades and other community services.
2. Council works urgently on a transition to an equitable and sustainable allocationfor resources for the 8 hectares of new Open Space and Public Infrastructureidentified in the Report.
3. Provision of active local open space Council Class B Standard in new areas bemore in line with areas such as the Lime Kiln Reserve in Willaston and thereserve on the corner of Adelaide Road and Fifth Street.
4. Passive open space to be generally not irrigated and be planted with local nativespecies to create recreation and conservation areas which will be lowmaintenance e.g. involving slashing of open areas. Areas of lower useabilitysuch as steep creeklines and under powerlines to be considered on a case bycase basis to ensure that they are in a suitable long term low maintenance statebefore Council will accept them as assets.
5. Open Space Concept Plans for the short term to be presented to Council forapproval.
That Council adopts the recommendation from the Infrastructure and Environmental Committee made at item 7.8 of the meeting of that Committee meeting held on 11 April 2017, being:
Motion No: IES:2017:04:17
That the Infrastructure and Environmental Services Committee recommends to Council that:-
1. Council supports the development of New Land Division Open Space Guidelines,and that funding of $30,000 be allocated in the 2016/17 Budget to pursue this asa matter of priority.
2. Council supports a $30,000 be allocated in the 2016/17 Budget to pursue this asa matter of priority for specialist consultancy assistance to develop aMaintenance Resourcing Strategy using the principles of workforce planning forthe forecast growth in the Town of Gawler.
3. Council uses the existing expertise of Council Staff, Elected Members andCommunity Members to the maximum extent possible to work out transitionplans to equitable and sustainable open space services.
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4. The planning required to implement is proposed to include:-a. Updated land development and land division standards and guidelines.b. Review of maintenance operations including Arboriculture operations
review and Landscape irrigation management.c. Review of Open Space Design Guidelines.d. Financial Analysis on maintenance costs of new land developments and
consideration of overall Town equity including future maintenance costsfor projected residential growth beyond 2017/18.
That Council adopts the recommendation from the Infrastructure and Environmental Committee made at item 7.8 of the meeting of that Committee meeting held on 11 April 2017, being:
Motion No: IES:2017:04:18
That the Infrastructure and Environmental Services Committee recommends to Council that:-
1. The outsourcing of additional Horticulture Services required for new land divisionmaintenance occur to end of 2017/18.
2. Management of the landscape plantings at Aldi be reviewed.
3. The third quarter budget review an operating budget adjustment required for2016/17 to deliver maintenance services to new land divisions.
4. Council nominate an estimate within the draft 2017/18 budget for operatingbudget adjustment of a sum to be determined for internal and external resourcesand including additional recurrent costs from 2016/17 to deliver substantialsavings for maintenance services to new land division areas, with these figuresto be reviewed on a regular basis and adjusted as required.
That Council adopts the recommendation from the Infrastructure and Environmental Committee made at item 7.8 of the meeting of that Committee meeting held on 11 April 2017, being:
Motion No: IES:2017:04:19
That the Infrastructure and Environmental Services Committee recommends to Council that:-
1. Council’s administrative operational changes to Planning, Engineering and TownServices practices in relation to new land divisions be noted.
2. Further reports be presented as part of Council’s Long Term Financial Planreview and 2017/18 Annual Business Plan and Budget as appropriate.
3. A further report occur for the June Infrastructure and Environmental ServicesCommittee meeting or a special meeting if appropriate.
Investigations in this regard are ongoing, with progress reports being presented to Council on a regular basis. It is envisaged that the New Land Division Open Space Guidelines and Town Services Maintenance Resourcing Strategy will be completed by the end of the 2017 calendar year, pending Council deliberation on new land division levels of service, which will then be able to appropriately inform budget estimates for future financial years.
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with the remaining amount of $5.8m repaid on a per new allotment basis (by developers as direct beneficiaries of the GELR) as development unfolds within the development area.
It is envisaged that the primary funding mechanism towards securing the $24.911m of developer contributions will be via Infrastructure Deeds with all developers in the Gawler East development area, requiring a per allotment contribution payable upon the creation of each new allotment prior to Section 51 clearance being provided.
It is important to note that by applying this contribution before individual allotments are created, the cost is immediately attributed to the developer and not the eventual resident.
This process would require the use of a Land Management Agreement (LMA) linking the Infrastructure Deed to the Certificate of Title (Land).
However, to secure the future delivery of the $80.1m of new infrastructure within the development area, Council is proposing to apply new Separate Rates as a financial secondary security mechanism to obtain the required developer contributions towards the infrastructure provided. This approach will avoid the need for bank guarantees, which otherwise would have resulted in considerable associated financial imposts for developers.
Prior to the establishment of a new Separate Rate, in accordance with Section 151(5) of the Local Government Act 1999 (‘the Act’), Council must prepare a report on the proposed change and follow the relevant steps set out in its public consultation policy. To this end, Council engaged Mr. David Hope of Skilmar Systems Pty. Ltd. to prepare the consultation report.
It is important to note that the funding model proposed for the provision of various infrastructure within the Gawler East development zones is based on the “developer pays principle” – with the expectation that developer contributions required (on a per new allotment basis as development occurs) will be sourced from the primary funding mechanism of developer deeds requiring contributions prior to Section 51 clearance being provided. Consequently, the proposed Separate Rates are solely designed as a financial security mechanism towards ensuring such developer contributions are ultimately received.
In this context, it is also important to note that property owners / developers within the affected area would only need to make a financial contribution via a deed agreement or Separate rate when they elect to subdivide their property – thus, if no development occurs (i.e. no new allotments created) then no financial contribution from either funding mechanism will be required.
Until such development occurs, the proposed Separate rates applied will automatically be postponed. Further to this, once the associated per allotment contribution has been made then the Separate rate would be remitted in full.
The proposed Separate Rates for the Gawler East development zones are predicated on the associated model that has successfully been implemented at the District Council of Mount Barker for a number of years. Similar to their experience, it is envisaged that Council will likely receive all of the required external contributions via the application of development deeds with the various property developers, and that the Separate rate will only act as a financial security mechanism as intended.
Signing of Gawler East Link Road deeds in May 2017 with local MP Tony Piccolo and Warwick Mittiga of Springwood Communities
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2.5 2017/18 Federal Budget impact The 2017/18 Federal Budget was announced on 9 May 2017.
The Federal Budget will have a number of impacts on the Council budget as follows: • 50% of 2017/18 Financial Assistance / Local Roads Grant allocation received in
June 2017 ($759k). Consequently, this advance payment will need to be accountedfor in the 2016/17 operating result. This will subsequently materially distort thefinancial result comparison between the 2016/17 and 2017/18 financial years;
• Reinstatement of Supplementary Local Roads funding for all SA Councils in2017/18 and 2018/19 (estimated for Town of Gawler at $150k for each year);
• ‘Roads to Recovery’ funding has been extended to at least the 2020/21 financialyear (it was previously earmarked to cease in the 2018/19 financial year)
The advance payment of $759k in June 2017 is estimated to culminate in an operating surplus for 2016/17 of $1.3m – whereas the corresponding reduction in revenue for 2017/18 is estimated to result in an operating surplus of $217k. Without the advance payment, the estimated operating results would be operating surpluses of $546k (2016/17) and $976k (2017/18).
2.6 Community Support The Council provides extensive financial and ‘in-kind’ support to numerous activities in support of various community groups/events.
Such support includes: • Discretionary Rate rebates of $62k (including $29k for both Starplex and the Gawler
& Barossa Jockey Club);• Christmas Festival ($27k);• Community Grants Scheme ($25k) – in 2016/17, 17 community groups received
grant payments between $475 and $975;• Heritage walls restoration grants ($25k);• Gawler Community House ($15k);• ‘Hero Building’ Program (in support of restoring shop fronts within the Gawler CBD)
($10k);• Australia Day breakfast and awards ceremony ($6.5k);• Community Loans (based on various loan application criteria) to local
community/sporting clubs. In 2016/17, Council approved loans to the South GawlerCricket Club ($20k interest-free), Gawler Central Sporting Club ($20k interest-free)and the Gawler Bowling Club ($100k);
• Fee discounts for hire of Council facilities
In 2016/17 a community loan ($100k) was provided to the Gawler Bowling Club to assist in replacing two of their 3 synthetic bowling green surfaces.
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2.7 State Government imposed rate capping
The State Liberal party has indicated it is intending to introduce rate capping legislation for Local Government, should it be elected to office at the next State Government election in March 2018.
All Councils raise revenue from rates to pay for the services expected by and consumed by the current generation and to comply with Australian and State Government imposed standards.
Without access to sufficient revenue to meet community needs for services, Councils would either have to:
1. adopt compromises on community-desired services, including maintenance ofinfrastructure; and/or
2. defer part-payment to future generations for services consumed today.
The Local Government Association of SA (LGA) have advised that their position is that: 1. Council rates are determined fairly and transparently in accordance with legislation
and regulations;2. An externally imposed rate cap will reduce Council’s ability to balance expenditure,
revenue and services to the community; and3. Rates capping creates unwarranted complexity, costs and constraints to
administer.
Should rate capping be introduced, it is likely that Council would experience reduced annual recurrent revenue in the order of $200k per annum. The consequence of such reductions would lead to either reduced service levels to the community (including those identified in Section 2.6 above) and/or increased loan borrowings (and associated interest costs) to part-fund capital works programs.
At the 16 June 2016 Special Council Meeting Council resolved the following:
Moved by Cr K Fischer Seconded by Cr I Tooley Motion No: 2016:06:229
That Council:- 1. Rejects the local government rate capping proposal advocated by the Shadow
Minister for Local Government as well as the associated inquiry to be run by theParliamentary Economic and Finance Committee; and
2. Advises the Local Government Association of South Australia and the ShadowMinister and the Minister for Local Government of this Council decision.
Despite substantial efforts by the LGA to work collaboratively with the Liberal Party on alternative initiatives to drive efficiencies and reduce cost of living pressure on communities, the Party has attempted to introduce rate capping into legislation currently before the Parliament of South Australia (Parliament) and to take this policy to the state election.
The introduction of a rate capping policy is the biggest threat our sector faces. Where rate capping has been enforced interstate it has significantly reduced council infrastructure and services, with many councils being forced to cut a range of activities that are valued by local the community, such as libraries, parks and community support services.
The reality is that rate capping limits a council’s ability to provide local services, creates infrastructure backlogs (leading to a potential decline in the serviceable state of infrastructure assets), restricts budgetary authority and undermines local democracy. These adverse outcomes are becoming evident in Victoria, and have already occurred in
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New South Wales (NSW) where rate-capping has been in place for many years. The LGA is seeking support from councils to ensure that this policy does not harm South Australian communities.
To this end, at the 23 May 2017 meeting Council unanimously passed the following resolution:
Moved by Cr K Fischer Seconded by Cr D Hughes Motion No: 2017:05:160
That the Council: 1. Notes the unanimous decision from South Australian councils at the 2016 Local
Government Authority Ordinary General Meeting to reject rate capping.2. Continues to oppose rate capping in any form.3. Agrees to support and participate in the Local Government Authority’s public
awareness campaign including placing material in quarterly rates notices.4. Notes the Local Government Association will continue to work with all Members
of Parliament and political parties to ensure rate capping is not imposed onSouth Australian communities.
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3 COMMUNITY PLAN Council’s Community Plan 2014-2024 was adopted in August 2014 and acts as the over-arching plan driving the delivery of key outcomes and services to the community.
The key strategic directions and outcomes included in the Community Plan are outlined below.
GOAL 1- OUR IDENTITY
A Uniquely Identifiable Township
OBJECTIVES
1.1 Maintain a clearly defined township, one which is distinct from neighbouring areas 1.2 Build a local community that is proud of Gawler 1.3 Protect and promote Gawler’s unique heritage 1.4 Create a vibrant and active, event filled council area 1.5 Value the role the Arts play in promoting community spirit and pride
GOAL 2 - OUR GROWTH
Sustainable Growth Management
OBJECTIVES
2.1 Physical and social infrastructure to match population growth 2.2 Growth to be respectful of cultural and built heritage 2.3 Urban growth to be sustainably managed 2.4 The local environment to be respected 2.5 Manage growth through the real connection of people and places 2.6 Local economic activity to create local job opportunities and generate increased local
wealth
GOAL 3 - OUR COMMUNITY
A Healthy, Active, Safe, Engaged Community
OBJECTIVES
3.1 Health and social wellbeing services in Gawler to meet growing regional community needs
3.2 Sporting facilities to meet local and regional community needs 3.3 Provision of sufficient structured and informal recreation facilities 3.4 Gawler to be recognised internationally as a child and youth friendly community 3.5 Recognise, respect, support and advocate on behalf of volunteers 3.6 Encourage the development of the Arts 3.7 Create a safe community environment
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4.2 Council Services
Council provides a myriad of services to the community, many of which are subsidised by General rates levied.
An analysis of services provided to the community is disclosed in Appendix 6, including reference to the key activities to be provided by each service.
Policy No. 6.13 (Service Range Policy) prescribes the services provided by the Council. The services are categorised as either ‘Legislative’, ‘Regulatory’, ‘Core’ or ‘Non-Core’ as per below:
Category Service Description of activities
Legislative Elected Members Support the Elected member body of CouncilFinancial Services Financial management of Council's operations
General Administration Manage and administer general operations of the Council
Other Environmental ServicesVarious environmental initiatives, State Govt NRM Levy collection & payment
Rates AdministrationAdminister rating activities and collection of outstanding rates
Records ManagementManage Council records in accordance with State Records Act
Regulatory Building Control Assess and administer compliance with Building RulesDog & Cat Control Compliance with Dog & Cat Management ActEmergency Services Compliance with Fire & Emergency Services ActOther Regulatory Services Impounding of abandoned vehiclesParking Control Compliance with Expiation of Offences Act
Preventive Health ServicesCompliance with Public & Environmental Heath Act and Food Act
Town Planning Compliance with Development Act
Core Car Parks Provision and maintenance of Car Parks
Communication & MarketingProactive dissemination of Council information to the community
Community Assistance (Volunteer Services)
Support volunteer activities (e.g. Graffiti Removal team, Volunteer Resource Centre, etc)
Community Centres & Halls Maintenance of facilities
Community Support
Support local community events (e.g. Australia Day breakfast & Awards, Gawler Show, Fringe Festival etc.) and provision of various Community Grants
Customer Service Provision of high quality customer services
Depot Administration of outdoor staff and associated facilities
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Category Service Description of activities
Core Elderly Centre Maintenance of Elderly Centre
Engineering ServicesDesign/deliver capital works programs, Asset Management Plan
Gawler Aquatic Centre
Maintain swimming pool in accordance with community health standards, provide various Swim related programs and activities
Heritage Maintenance of local heritage collectionHuman Resources Manage and administer Council's Human ResourcesInformation Technology Manage Council's IT software/hardwareLibrary Provision of Library servicesLitter Control Collection and disposal of waste from litter bins
Occupancy Administer and manage Bldg maintenance programsOther Activities (not elsewhere classified)
Weedspraying / mowing of road reserves, removal of dumped rubbish
Parks & GardensMaintenance of facilities in accordance with service standards (including playgrounds)
Pest Control Effective pest/vermin control servicesPlant & Machinery Maintain fleet vehicles and machines in good orderPublic Conveniences Maintenance of public conveniences
RoadsProgrammed maintenance of Council's road network - including roads, bridges, footpaths, kerb & gutter
Sports Facilities - Indoor Gawler Sports & Community CentreSports Facilities - Outdoor Maintenance of sporting surfaces and facilitiesStormwater Drainage Maintenance of stormwater drainage infrastructureStreet Cleaning Programmed streetsweeping of urban roads
StreetlightingFacilitate community safety through appropriate streetlighting
Streetscaping Maintain urban streetscapes
Traffic ManagementMaintain traffic control signs and infrastructure to Australian Standards
Waste Management Collection and disposal of kerbside waste
Non-Core Caravan Park Administer lease of Caravan ParkWillaston Cemetery Maintenance of facilities
Children & Youth ServicesSupport delivery of youth related activities and events (e.g. Youth Week, Gawler Youth Advisory Committee)
Crime Prevention Maintenance of CCTV systemsHome Assistance Scheme Support provision of Government-funded programImmunisation Support delivery of immunisation programsInvestment Properties Manage Council's property portfolioRegional Development Support regional based programs and initiativesSupport to Local Businesses Support the Gawler Business Development GroupTourism Gawler Visitor Information Centre
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7 RATING STRATEGY
7.1 Strategic Rating Policy
Council has a Strategic Rating Policy, reviewed annually, which provides policy guidance relating to Council’s annual rating methodology.
The Council has recently completed its formal review of the Policy, which incorporated an extensive analytical report (including a comparison of the rating methodology with comparative Councils) being tabled to the Audit Committee in April 2017.
The review process indicated that the current rating principles and methodology applied by Council continues to be appropriate. Consequently, Council ratified the existing Policy, without any material change, at its 26 April 2017 meeting.
A copy of the existing policy can be downloaded from Council’s website at www.gawler.sa.gov.au.
The key rating elements comprised within the Strategic Rating Policy are outlined below.
7.1.1 Property Valuations
Council rates are a form of property taxation, and property values determine how much each property contributes towards funding the activities outlined in the annual budget / business plan.
The Council uses capital values 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: • the equity principle of taxation requires that ratepayers of similar wealth pay similar taxes
and ratepayers of greater wealth pay more tax than ratepayers of lesser wealth;• property value is a relatively good indicator of wealth and capital value, which closely
approximates the market value of a property, provides the best indicator of overall propertyvalue.
7.1.2 General Rates
General rates payable for each ratepayer is determined by the capital valuation multiplied by the rate-in-the-dollar set by the Council, and Council also applies differential general rates based on the land use of the property. The land uses used for rating purposes are as follows: (a) Residential(b) Commercial(c) Industry(d) Primary Production(e) Vacant Land(f) Other
In accordance with Section 3.2.1.1 of the Strategic Rating Policy, 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.
The percentage loadings applied will be in recognition of the following factors: (a) A differential rate loading (above the base general rate) will apply on all Vacant land properties
as a disincentive towards land banking;(b) A differential rate loading (above the base general rate) will apply on all
Commercial and Industrial properties in consideration of the following factors:i. Valuation methods involved within capital compared to site value;
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ii. Overall service levels related to infrastructure maintenance and Council services;iii. Tax deductibility;iv. Relative rates in neighbouring Councils; andv. Other relevant factors
However, in recognition of enhanced economies of scale and capacity to pay for large high-valued businesses (such as major nat ional supermarket/retail chains), and to act as an economic stimulus in support of small low-valued businesses, the differential rate loadings for Commercial and Industrial properties will be applied on a progressive taxation basis, based on various valuation ranges determined by the Council pursuant to Section 158 of the Local Government Act 1999.
As part of the General rates, Council also applies a minimum rate, so that all ratepayers make an appropriate base-level contribution towards the cost of service delivery to our community.
7.1.3 Separate Rates
In accordance with Section 154 of the Local Government Act 1999, Council may levy a separate rate for a particular activity provided to specific properties within the community.
The current separate rates applied are outlined below.
(a) Business Development & Marketing Separate Rates
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.
The separate rate is raised and collected at no cost to the Gawler Business Development Group.
A higher contribution is sourced from properties within the Town Centre zone, in recognition of additional services provided by the Gawler Business Development in support of such properties.
(b) Natural Resources Management Levy
The Council collects this levy on behalf of the Adelaide & Mount Lofty Ranges Natural Resource Management Board.
In this capacity, the Council is operating as a revenue collector for the State Government and does not retain the revenue nor determine how it is spent.
Further information regarding the levy can be obtained from the Gawler Office of the Adelaide & Mount Lofty Ranges Natural Resource Management Board (Ph: (08) 8523 7700).
(c) Gawler East Development area Separate Rates
Consistent with Clause 4 of the policy, Council has recently considered a proposal to introduce new Separate Rates to fund the provision of various infrastructure within the Gawler East development area. Following recent extensive public consultation undertaken, and subsequent feedback received, Council is proposing to impose Separate Rates across the Gawler East development area from the 2017/18 financial year.
Further details regarding this proposal are outlined in Sections 2.4 and 7.2.2 of this report.
7.1.4 Service Rates & Charges
In accordance with Section 155 of the Local Government Act 1999, Council may levy a service charge for various prescribed services provided to the community.
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The current service charge applied is outlined below.
(a) Waste Management Service Charge
The Council provides a kerbside waste management collection and disposal service, for general household waste, greenwaste and recyclable materials.
A service charge, to recover the cost of the service, is applied against all ratepayers (excluding vacant land properties and Primary Production properties with no (or minimal) built form) who are able to access the service, regardless of whether they use the service.
7.1.5 Withholding of Discretionary Rate Rebates for Commercial properties in a state of neglect
Introduced in the 2015/2016 financial year, Council may withhold discretionary rate rebates for Commercial properties in the Town Centre determined to be in a state of neglect and detracting 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;c) The reasons why the particular property significantly detracts from the amenity of the
locality; andd) Any other matters the Council considers relevant, including comment from affected property
owners if provided
The value of discretionary rate rebates withheld 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.
7.2 Expected Impact on Ratepayers
7.2.1 Differential General Rates
Consistent with most other Councils, the Town of Gawler significantly relies on general rate revenue to fund the activities proposed in the annual budget / business plan.
The budget provides for a 3% increase in General rate revenue from existing ratepayers. Whilst individual property increases may fluctuate based on movements in individual property valuations, the average residential increase in General rates is estimated at approximately $44 (i.e. approximately $0.84 per week).
In accordance with Council’s Strategic Rating Policy, the Council will continue to apply differential rate loadings on a progressive taxation basis for all Commercial and Industrial properties, based on a different net rate-in-the-$ being applied against various property valuation ranges.
The minimum rate is proposed to be increased by 3%, from $927 to $954, consistent with the overall increase in General Rate revenue from existing ratepayers.
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7.2.2 Separate Rates
(a) Business Development & Marketing Separate Rate
The revenue to be collected from the separate rate w i l l b e d e t e r mi n e d b y t h e v a l u e o f f u n d s r e q u i r e d t o f u n d t h e a c t i v i t i e s o f the Gawler Business Development Group.
The 2017/18 budget for the Gawler Business Development Group was presented to Council in May 2017, which provides for a 2.9% increase in funds generated via the Separate Rate.
(b) Residential (Gawler East) & Residential Hills Zones Separate Rates
In accordance with Clause 4 of the Strategic Rating Policy, Council has recently considered funding options related to the Gawler East Link Road and other infrastructure within the Gawler East development area.
The funding model incorporates the ‘beneficiary pays’ principle, whereby financial contributions towards the provision of infrastructure are sought from property developers as development occurs. Under this funding model, the primary funding mechanism will be via Council entering into a deed of agreement with developers for the purpose of ensuring that the developer makes a fair and equitable contribution towards the cost of the infrastructure. Deeds of agreement for developer contributions are usually secured by means of a bank guarantee. For the developer, there is a cost to be paid for a bank guarantee.
As a secondary funding mechanism to secure the developer contributions, Council is proposing to levy a Separate Rate for the amount of the developer contribution, thereby saving the developer the considerable expense associated with obtaining a bank guarantee.
Whilst the proposed Separate Rate will be a charge on the land, it will automatically be postponed until a trigger event occurs, which will be when the subdivision of the land occurs. Should the developer pay the relevant per new allotment contribution under the deed agreement, or provide the associated in-kind works, then the Separate Rate will be remitted in full.
Where the deed of agreement fails or is not entered into, and the developer subsequently does not pay their contribution, the Separate Rate would remain as a charge against the land to be collected on subdivision or transfer of the land. However, the Separate rate could again be postponed for a new owner if it has been purchased as broad acre land for future development.
Based on the identified developer contributions required, Council is proposing to levy the following Separate Rates on a proportional basis (as determined by the amount of developable land).
Gawler East Link Road (including deferred infrastructure): • Springwood Communities – estimate of $36,339.10 per developable hectare• Other Future Developers – estimate of $63,363.05 per developable hectare
Community Infrastructure: • Springwood Communities - estimate of $24,670.95 per developable hectare• Other Future Developers – estimate of $34,284.01 per developable hectare
Traffic Interventions: • Springwood Communities – estimate of $50,704.38 per developable hectare• Other Future Developers – estimate of $114,067.37 per developable hectare
Map 1 (refer Appendix 7) outlines the delineation between Springwood Communities and Other Future Developers.
The proposed Separate Rate will not be applied against already developed allotments or properties that already have development approval within the Springwood and Woodvale residential land developments,
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as it would not be fair to attempt to retrospectively recover the cost of the infrastructure via a Separate Rate on those allotments. Council will, however, contribute to the various infrastructure categories on behalf of those existing communities who will receive a benefit from the said infrastructure to be provided.
As part of the Separate Rate proposal, Council has also developed a Separate Rate Relief Policy, which will provide policy guidance relative to the application of the Separate Rate.
7.2.3 Service Charges
(a) Waste Management Service Charge
The kerbside waste collection and disposal service, upon which the service charge applied is based, is provided by the Northern Adelaide Waste Management Authority (NAWMA).
Following the recent tendering of the kerbside service, NAWMA has advised that there is estimated to be a 2.13% reduction in the fees charged to Council in 2017/18. As the estimated reduction in fees levied incorporates a provision for new fees as a result of services provided to new residents within the town, it is estimated that the per allotment Waste Management Charge applied will reduce by 3.7%.
On this basis, the Waste Management Service Charge will reduce from $189 to $182. The reduction in the Service Charge would have been greater had a 14.5% increase in the State Government Waste Levy not been applied. Given that the State Government levy is estimated to increase from $76 to $87 per tonne in 2017/18, this will mean that the levy will have increased by 28% within two years.
In accordance with Section 155 of the Local Government Act 1999, Council can only recover by way of a service charge the actual cost of providing the related service.
7.3 Assistance Available
7.3.1 Rebates of Rates
The Local Government Act 1999 requires Councils to rebate the rates payable on some land. Specific provisions are made for land used for health services, community services, religious purposes, public cemeteries, and educational institutions.
Discretionary rebates may be applied by the Council on land used for community purposes under Section 166 of the Act. Application forms, giving full criteria, are available from the Council.
7.3.2 Remission of Rates
Section 182 of the Local Government Act 1999 permits the Council, on the application of the ratepayer, to partially or wholly remit rates or to postpone rates, on the basis of hardship. Where a ratepayer is suffering hardship in paying rates he/she is invited to telephone (08) 85229 211 to discuss the matter. Such inquiries are treated confidentially by Council.
7.3.3 Postponement of Rates – Seniors
In accordance with provisions of the Local Government Act 1999, persons who hold a current Seniors Card may apply to postpone any amount in excess of $500 ($125 per quarter) less any concession entitlement for their principal place of residence. Interest will accrue on postponed balances, with the accrued debt being payable on the disposal or sale of the property.
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7.3.4 Rate Capping
In accordance with provisions of the Local Government Act 1999, Council will continue to provide the application of a rates cap for Residential properties. Application forms (including eligibility criteria) are available from Council’s Principal Office.
7.3.5 Rate Payment Options
Council provides for quarterly payments of rates in September, December, March and June each year.
Payments can be made via Australia Post Billpay (either in person at any Post Office, or over the phone (Ph: 13 18 16) and internet (postbillpay.com.au), via B-Pay or B-Pay view, via Council’s website (www.gawler.sa.gov.au), by mail, by d i rect debi t , or by cash/cheque/EFTPOS over the counter at the Town of Gawler Administration Centre at 43 High Street, Gawler East.
7.3.6 Alternative Payment Arrangements
Any ratepayer who may, or is likely to, experience difficulty with meeting the standard rate payment arrangements may contact the Council on (08) 8522 9211 to discuss options for alternative payment arrangements. Such enquiries are treated confidentially.
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9 LONG TERM FINANCIAL PLAN
9.1 Overview The Long Term Financial Plan (LTFP) is required to be updated on an annual basis.
The update of the LTFP is very much an iterative and fluid process, with ongoing review and refinements based on updated data and information as it becomes available.
Recent material impacts on the LTFP are discussed below.
9.1.1 Open Space Management
As foreshadowed in the current LTFP (which was adopted by Council in June 2016), Council continues to be faced with financial challenges relative to the impact of rapid development growth occurring within the Council area across a number of major staged residential land developments. The LTFP in June 2016 noted as follows:
‘The Town of Gawler is currently experiencing rapid development growth, with the current population of approximately 23,000 set to continue to dramatically increase within the next 15-20 years. As such, the Council is one of the fastest growing Council’s in the state.
The key catalysts behind such a large increase are major land developments occurring and proposed to occur within the Gawler East and Gawler South precincts. Both of these developments areas will continue to have a marked impact on the Town of Gawler, which poses particular challenges (and opportunities) for the Council.
The key financial impacts from these developments will be:
• The requirement to upgrade various existing infrastructure assets to accommodate the new development andincreased traffic flows;
• An increase in depreciation expense, relating to the annual consumption of the major infrastructure assets(e.g. roads, footpaths, stormwater drainage, etc.) to be constructed within the developments;
• An increase in other operating costs due to new assets and extended services that will need to be provided(e.g. there will be new reserves to be maintained, new streets / drains to be routinely cleaned, increasedstreetlighting costs, etc.) together with pressures to increase various staff numbers as the population of thetown markedly increases (e.g. increase in volume of development applications to be considered, increase inrating property database to be administered and managed, etc.);
• New rate revenue received (from land divisions and building construction) as the developments progress;• An increase in revenue from development application fees and property search fees during the development
phases’.
The LTFP now incorporates the financial findings that have, to date, evolved from an extensive review of the operational consequences relative to Council taking up operational and management responsibility relative to numerous Open Space assets acquired from various major staged residential land developments occurring across the Council area.
Put in perspective, prior to this financial year Council managed 3.49ha of ‘Class B’ reserves across the whole Council area. However, during 2016/17 and 2017/18 financial years, Council will be acquiring from developers 8.07ha of ‘Class B’ reserves – which represents a 231% increase in the volume of hectares to be maintained.
Although a component of the maintenance activities for the additional Open Space assets acquired has been internally absorbed, given operational efficiencies emanating from the recent Depot Review, the Horticulture Open Space team has now reached operational saturation point based on the volume of works to be delivered in the next 18 months.
Consequently, the 2016/17 budget (via budget variations included in the 3rd Quarter Budget Review), the
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2017/18 budget, and the LTFP have now been updated with indicative identified additional costs that will be incurred regarding the ongoing maintenance of the acquired ‘Class B’ reserves. It is also noted that there will be considerable passive open space reserves (i.e. those maintained to a lower service standard than ‘Class B’ assets) that will also be acquired across the next 18 months and beyond. The additional recurrent costs now incorporated include:
a) $167k (including $61k for water consumption) for the 2016/17 financial year;b) $432k (including $93k for water consumption) for the 2017/18 budget (including the recurring costs
from 2016/17).
As noted in Section 2.3 (Growth Management considerations), Council is currently investigating options to minimise the impact of the new Open Space acquired on Council’s financial operations. It is envisaged that such investigations, which incorporate development of New Land Division Open Space Guidelines and an Open Space Maintenance Resourcing Strategy, will be completed during 2017, such that the final outcomes can then be utilised to inform the 2018/19 budget and subsequent iterations of the Long Term Financial Plan.
9.1.2 Gawler East Development
In May 2017, Council executed Deeds of Agreement with the Minister of Transport and Infrastructure and Springwood Development Nominees P/L, which will realise the construction of the keenly anticipated $55m Gawler East Link Road. Construction of the road will commence in early 2018, with construction scheduled for completion in 2019.
Whilst the State Government will effectively ‘bankroll’ the construction of the road, the Deed requires Council to reimburse the State Government $8.167m as a return on its $55m investment in the road. On completion, the road will become a depreciable asset on Council’s balance sheet.
The $8.167m reimbursement to the State Government incorporates the following elements: • $2.4m paid on practical completion of the road (being Council’s contribution towards the upgrade of
Potts Road);• $500k paid no later than 12 months from the date of practical completion of the road (funded from
Springwood developers)• $5.267m paid via incremental per new allotment contributions from developers over the life of the
Gawler East development (with associated payments received from developers in any financial yearbeing on-forwarded to the State Government in July of the subsequent financial year).
To support the future development within the Gawler East development area, various community infrastructure and identified traffic interventions will be constructed at various intervals over the estimated 15 year life of the development. The funding for such infrastructure will be predominantly provided by developers of the land within the Gawler East development, consistent with the beneficiary pays principle.
It is expected that the required developer contributions, based on a per new allotment contribution, will be sought via infrastructure deeds between Council and the associated developer - with the required contribution being payable prior to Section 51 clearance being provided. Council is proposing to secure such contributions via the application of Separate Rates across the Gawler East development area, with the Separate Rates only triggered to become payable on development of the land and if a separate infrastructure deed with the developer is not entered into.
Further details relating to the Gawler East development and associated Separate Rates proposal is included in Section 2.4
Given that developer contributions towards identified community and traffic interventions infrastructure within the Gawler East development area will predominantly be received in advance of the construction of such infrastructure, and the fact that contributions towards community infrastructure have been determined as ‘operating’ (not capital) revenue, there will be a favourable impact on Council’s Statement of Comprehensive Income during the life of the development, as outlined in Table 7 below.
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has already been incorporated within revised 2016/17 Budget) – noting that the Administration has since proposed, in light of financial constraints, that no increase in staff FTE be considered in the 2017/18 budget;
c) Increase of 2.0 FTE p.a. for each year of the Plan thereafter – in recognition of impact of ongoingrapid population / property growth factors.
Contracts & Materials a) Increase in Waste Management costs of 4% p.a. (including growth due to ongoing expansion of
service to new development areas), offset by matching increase in Waste Management ServiceCharge revenue – except 2017/18 which provides for 2.13% decrease due to savings from newtendered service managed by NAWMA (2017/18 decrease updated based on recent update fromNAWMA);
b) Increase in Water consumption costs for the next three years of 10% (allowing for the quantity ofnew reserves being acquired within various residential land developments), reducing to 5% p.a.thereafter (noting also that water consumption can be heavily influenced by climate);
c) Increase in Fuel / Electricity costs of 5% in 2017/18, reducing to 3% p.a. thereafter (reducedincrease from 2018/19 subject to implementation of various Environmental Management Planinitiatives and engagement of a Sustainability Officer);
d) Increase in Other Contracts & Materials of 2% p.a.
Finance Costs a) Plan provides for loan funding continuing to be sourced from short-term variable interest rate
overdraft facility with the LGFA – i.e. no fixed interest rate, long-term loans provided for. However,Council may wish to consider ‘locking-in’ some of the overdraft should interest rates materiallyincrease;
b) Plan projects gross debt increasing from $11.9m (30/6/17) to $19.72m (30/6/26) – peaking at$20.078m in 2023/24, but staying within policy target ratio;
c) Given planned major increase in debt (whilst still maintaining Net Financial Liabilities Ratio less than100%), Finance Costs will materially increase (from $647k (2016/17 estimate) to $1m (2024/25)).
Depreciation a) New depreciation of $183k p.a. following purchase of new Administration Centre and Civic Centre
redevelopment;b) New depreciation of $500k for Gawler East Link Road from 2018/19;c) Otherwise:
– 2% p.a. increase in Bldgs, Equipment, and Other Assets– 5% p.a. increase in Infrastructure Assets (including 2% p.a. increase as a result of new road,
stormwater assets, etc. acquired from developers as part of new residential landdevelopments).
Discretionary Operating Expenditure a) Sundry Projects Fund – reduced from current $200k allocation to $100k p.a.;b) New Initiatives funding of $250k in 2017/18 (excluding projects deferred from 2016/17), then
indexed by 2.0% p.a. ($100k p.a. of this is allowed for as future recurrent expenditure, the remaindereach year as ‘one-off’ expenditure)
Rates Revenue a) 3% p.a. increase in General rate revenue from existing ratepayers;b) 2% p.a. new General Rate revenue from development growth (1.9% and above has been achieved
across the last 5 years);c) Reduction in Waste Management Service Charge revenue provided for in 2017/18, consistent with
advice from NAWMA, following which 4% p.a. increase estimated (including revenue from new binswithin new residential land developments). Offset by matching increase in Service costs;
d) Plan allows for continuation of Gawler Business Development Group Separate Rate revenue (notingexisting agreement to collect the Rate expires in June 2018). Revenue offset by contribution toGBDG.
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Grants & Contributions a) 2% increase p.a. in Operating Grants (most recurrent grants are linked to CPI index adjustments –
Adelaide CPI currently 2.0%);b) 2% increase p.a. in developer contributions towards Open Space, Stormwater Drainage, etc.;c) ‘Roads to Recovery’ Federal Government funding ceasing in 2020/21.
Other Revenue a) 2% increase p.a. in Property rentals/lease fees (most increases tied to CPI index adjustments);b) 2% increase p.a. in Development Application / Property Search fees / Dog registrations revenue –
actual revenue received based on no. of applications/registrations received;c) 1% increase p.a. in Parking expiations revenue;d) 2% increase p.a. in other sundry revenue.
9.4 Capital Expenditure
a) Capital funding requirement sourced from identified funding contained within Asset ManagementPlan;
b) Funding requirement split between Replacement/Renewal of existing assets and New/Upgradedassets. New/Upgraded assets will generally lead to increased depreciation and operating costswhereas Replacement/Renewal will generally not;
c) Capital Exp. of $18m for 2017/18 includes completion of Civic Centre redevelopment.
9.5 Capital Revenue
a) $5.6m Grant towards Civic Centre redevelopment project;b) Continuation of $50k p.a. NRM Grant towards Gawler Urban Rivers Biodiversity Project (ceasing
after 2017/18);c) $300k allowance p.a. for other Capital Grants;d) $2.5m provision for proceeds from sale of surplus property assets (2017/18=$2m, 2018/19 = $500k).
The 2017/18 budget and LTFP reliance on the proceeds from the sale of surplus property assets cannot be understated. In this context, it is important to consider the financial implications should such proceeds not be realised – if such proceeds are not realised then Council would need to consider deferring additional capital works programs and/or increase loan borrowings (noting the nominal borrowing capacity already identified).
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LONG TERM FINANCIAL PLAN -STATEMENT OF COMPREHENSIVE INCOME
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26$'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast ForecastREVENUES
Rates 20,605 21,597 22,663 23,783 24,959 26,193 27,488 28,848 30,275 31,774Statutory Charges 690 729 742 756 769 783 797 812 827 842User Charges 1,458 1,563 1,595 1,627 1,660 1,693 1,727 1,762 1,798 1,834Grants, subsidies and contributions 3,869 2,766 3,361 4,028 4,604 3,956 4,035 4,116 4,198 4,282Investment Income 44 1 0 0 0 0 0 0 0 0Reimbursements 405 477 487 496 506 516 527 537 548 559Other Revenues 95 26 27 27 28 28 29 29 30 30Net gain - joint ventures & associates 0 75 0 0 0 0 0 0 0 0
TOTAL REVENUE 27,166 27,234 28,875 30,717 32,526 33,169 34,603 36,104 37,676 39,321
EXPENSES
Employee Costs 9,465 10,136 10,817 11,278 11,652 12,145 12,657 13,190 13,753 14,107Materials, Contracts & Other Expenses 11,171 11,723 14,408 12,831 13,791 13,739 14,300 14,695 15,178 15,694Finance Costs 647 787 971 941 865 828 807 738 1,011 945Depreciation, Amortisation & Impairment 4,490 4,747 5,594 5,809 6,033 6,267 6,513 6,770 7,039 7,321Net loss - joint ventures & associates 88 0 0 0 0 0 0 0 0 0
TOTAL EXPENSES 25,861 27,393 31,790 30,859 32,341 32,980 34,276 35,393 36,981 38,066
OPERATING SURPLUS / (DEFICIT) BEFORE CAPITAL AMOUNTS 1,305 (158) (2,915) (142) 185 190 327 711 695 1,255
Net gain (loss) on disposal or revaluation of assets 3 0 0 0 0 0 0 0 0 0Amounts specifically for new or upgraded assets 321 6,646 1,251 926 938 951 964 977 991 1,005Physical resources received free of charge 4,000 5,000 59,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000
NET SURPLUS / (DEFICIT) 5,629 11,487 57,336 5,784 6,123 6,141 6,291 6,688 6,686 7,259
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LONG TERM FINANCIAL PLAN -BALANCE SHEET
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26$'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast ForecastASSETS
Current AssetsCash and cash equivalents 0 0 0 0 0 0 0 0 0 0Trade & other receivables 1,087 1,089 1,155 1,229 1,301 1,327 1,384 1,444 1,507 1,573Loans to Community Groups 16 8 6 6 6 6 6 3 3 3Inventories 17 17 17 17 17 17 17 17 17 17
Total Current Assets 1,120 1,114 1,178 1,252 1,324 1,350 1,407 1,464 1,527 1,593
Non-Current Assets
Loans to Community Groups 148 141 135 129 123 117 111 108 105 102Investments in subsidiaries 3,524 3,599 3,599 3,599 3,599 3,599 3,599 3,599 3,599 3,599Infrastructure, Property, Plant & Equipment 231,247 247,533 307,235 310,050 316,221 321,832 326,961 339,213 344,658 352,720
Total Non-Current Assets 234,919 251,273 310,969 313,777 319,943 325,547 330,671 342,920 348,362 356,420
TOTAL ASSETS 236,039 252,387 312,147 315,029 321,267 326,897 332,078 344,384 349,889 358,013
LIABILITIES
Current LiabilitiesTrade & Other Payables 4,217 3,912 6,393 4,460 4,977 4,494 4,512 4,529 4,548 4,566Borrowings - Fixed Term Debentures 814 851 909 971 1,037 1,107 831 594 307 0Borrowings - Cash Advance Facility 4,474 10,454 11,249 11,188 11,757 12,767 12,746 19,177 18,571 19,725Provisions 2,471 2,471 2,471 2,471 2,471 2,471 2,471 2,471 2,471 2,471
Total Current Liabilities 11,976 17,688 21,021 19,090 20,242 20,839 20,559 26,771 25,897 26,762
Non-Current LiabilitiesTrade & Other PayablesBorrowings - Fixed Term Debentures 6,607 5,756 4,847 3,876 2,839 1,732 901 307 0 0Provisions 143 143 143 143 143 143 143 143 143 143Other Non-Current Liabilities 0 0 0 0 0 0 0 0 0 0
Total Non-Current Liabilities 6,750 5,899 4,990 4,019 2,982 1,875 1,044 450 143 143
TOTAL LIABILITIES 18,726 23,587 26,011 23,109 23,224 22,714 21,603 27,221 26,040 26,905
NET ASSETS 217,313 228,800 286,136 291,920 298,043 304,184 310,475 317,163 323,849 331,108
EQUITY
Accumulated Surplus 55,715 66,690 124,875 129,825 135,542 141,764 148,443 156,176 162,791 169,980Asset Revaluation Reserve 159,877 159,877 159,877 159,877 159,877 159,877 159,877 159,877 159,877 159,877Other Reserves 1,721 2,233 1,384 2,218 2,624 2,543 2,154 1,110 1,180 1,251
TOTAL EQUITY 217,313 228,800 286,136 291,920 298,043 304,184 310,475 317,163 323,849 331,108
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LONG TERM FINANCIAL PLAN - STATEMENT OF CASHFLOWS
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26$'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s
Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast ForecastCASH FLOWS FROM OPERATING ACTIVITIES
Receipts:Investment receipts 44 1 0 0 0 0 0 0 0 0Operating receipts 27,082 27,156 28,809 30,643 32,453 33,144 34,546 36,044 37,613 39,255
Payments:Finance payments (647) (787) (971) (941) (865) (828) (807) (738) (1,011) (945)Operating payments to suppliers & employees (20,536) (21,564) (22,744) (26,041) (24,926) (26,367) (26,939) (27,867) (28,913) (29,782)
Net cash provided by (or used in) Operating Activities 5,943 4,805 5,094 3,661 6,662 5,948 6,800 7,439 7,689 8,529
CASH FLOW FROM INVESTING ACTIVITIES
Receipts:Amounts specifically for new or upgraded assets 321 6,046 1,251 926 938 951 964 977 991 1,005Sale of assets 80 2,036 550 50 50 50 50 50 50 50Repayment of loans by community groups 21 16 8 6 6 6 6 6 3 3
Payments:Expenditure on renewal/replacement of assets (3,077) (3,620) (2,193) (2,605) (2,615) (2,499) (2,072) (2,059) (2,096) (2,297)Expenditure on new/upgraded assets (8,385) (14,449) (4,653) (1,068) (4,639) (4,429) (4,620) (12,013) (5,438) (8,136)Loans made to community groups (140) 0 0 0 0 0 0 0 0 0
Net cash provided by (or used in) Investment Activities (11,180) (9,972) (5,038) (2,691) (6,260) (5,921) (5,672) (13,039) (6,490) (9,375)
CASH FLOWS FROM FINANCING ACTIVITIES
Receipts:Proceeds from external borrowings 0 0 0 0 0 0 0 0 0 0
Payments:Repayment of external borrowings (1,231) (814) (851) (909) (971) (1,037) (1,107) (831) (594) (307)
Net cash provided by (or used in) Financing Activities (1,231) (814) (851) (909) (971) (1,037) (1,107) (831) (594) (307)
Net Increase/(Decrease) in Cash held (6,468) (5,980) (795) 61 (569) (1,009) 21 (6,431) 605 (1,154)
Cash at beginning of period 1,994 (4,474) (10,454) (11,249) (11,188) (11,757) (12,767) (12,746) (19,177) (18,571)
CASH AT END OF PERIOD (4,474) (10,454) (11,249) (11,188) (11,757) (12,767) (12,746) (19,177) (18,571) (19,725)
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LONG TERM FINANCIAL PLAN -UNIFORM PRESENTATION OF FINANCES
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26$'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s
Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast
Operating Revenues 27,166 27,234 28,875 30,717 32,526 33,169 34,603 36,104 37,676 39,321less Operating Expenses (25,861) (27,393) (31,790) (30,859) (32,341) (32,980) (34,276) (35,393) (36,981) (38,066)Operating Surplus / (Deficit) 1,305 (158) (2,915) (142) 185 190 327 711 695 1,255
less Net outlays on existing AssetsCapital expenditure on renewal and replacement of existing assets 2,823 3,620 2,193 2,605 2,615 2,499 2,072 2,059 2,096 2,297
less Depreciation, Amortisation and Impairment (4,490) (4,747) (5,594) (5,809) (6,033) (6,267) (6,513) (6,770) (7,039) (7,321)less Proceeds from Sale of Replaced Assets (80) (36) (50) (50) (50) (50) (50) (50) (50) (50)
(1,747) (1,163) (3,451) (3,254) (3,468) (3,818) (4,491) (4,761) (4,993) (5,074)
less Net outlays on New and Upgraded Assets
Capital expenditure on New and Upgraded Assets 8,666 14,449 4,653 1,068 4,639 4,429 4,620 12,013 5,438 8,136less Amounts received specifically for New and Upgraded Assets (321) (6,646) (1,251) (926) (938) (951) (964) (977) (991) (1,005)less Proceeds from Sale of Surplus Assets 0 (2,000) (500) 0 0 0 0 0 0 0
8,345 5,803 2,902 142 3,701 3,478 3,656 11,036 4,447 7,131
less repayment of loans from Community groups (21) (16) (8) (6) (6) (6) (6) (6) (3) (3)
Net Lending / (Borrowing) for Financial Year (5,272) (4,784) (2,359) 2,976 (42) 536 1,168 (5,558) 1,244 (799)
Net Lending / (Borrowing) equals Operating Surplus / (Deficit), less Net Outlays on non-financial assets. The Net Lending / (Borrowing) result is a measure of the Council's overall (i.e. Operating and Capital) budget on an accrual accounting basis. The Net Lending / (Borrowing) result can be expected to fluctuate from year to year, given the lumpy nature of some capital expenditure. Achieving a zero result on the Net Lending / (Borrowing) measure in any one year essentially means that the Council has met all of its expenditure (both operating and capital) from the current year's revenues. The amount of Net Lending in any one year decreases the level of Net Financial Liabilities in the year by that amount. Conversely, the amount of Net Borrowing increases the level of Net Financial Liabilities.
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LONG TERM FINANCIAL PLAN -STATEMENT OF CHANGES IN EQUITY
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26$'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s
Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast ForecastACCUMULATED SURPLUS
Balance at end of previous reporting period 49,411 55,715 66,690 124,875 129,825 135,542 141,764 148,443 156,176 162,791Net Surplus/(Deficit) for year 5,629 11,487 57,336 5,784 6,123 6,141 6,291 6,688 6,686 7,259Transfers to Other Reserves (254) (248) (138) (118) (120) (122) (125) (127) (130) (132)Transfers from Other Reserves 928 132 1,205 54 55 57 57 59 60 62Balance at end of period 55,714 67,086 125,093 130,595 135,883 141,617 147,987 155,063 162,791 169,980
ASSET REVALUTION RESERVE 159,877 159,877 159,877 159,877 159,877 159,877 159,877 159,877 159,877 159,877
OTHER RESERVES
Car ParksBalance at end of previous reporting period 433 442 450 460 469 478 488 497 507 517Transfers from Accumulated Surplus 9 9 9 9 9 10 10 10 10 10Transfers to Accumulated Surplus 0 0 0 0 0 0 0 0 0 0Balance at end of period 442 450 460 469 478 488 497 507 517 528
Open SpaceBalance at end of previous reporting period 90 15 15 15 15 15 15 15 15 15Transfers from Accumulated Surplus 50 0 0 0 0 0 0 0 0 0Transfers to Accumulated Surplus (125) 0 0 0 0 0 0 0 0 0Balance at end of period 15 15 15 15 15 15 15 15 15 15
Plant & Equipment Replacement ReservesBalance at end of previous reporting period 229 0 0 0 0 0 0 0 0 0Transfers from Accumulated Surplus 0 0 0 0 0 0 0 0 0 0Transfers to Accumulated Surplus (229) 0 0 0 0 0 0 0 0 0Balance at end of period 0 0 0 0 0 0 0 0 0 0
PropertyBalance at end of previous reporting period 1,460 1,107 1,129 (0) (0) (0) (0) (0) (0) (0)Transfers from Accumulated Surplus 33 22 23 (0) (0) (0) (0) (0) (0) (0)Transfers to Accumulated Surplus (386) 0 (1,152) 0 0 0 0 0 0 0Balance at end of period 1,107 1,129 (0) (0) (0) (0) (0) (0) (0) (0)
Stormwater DrainageBalance at end of previous reporting period 0 0 165 218 273 328 384 442 501 561Transfers from Accumulated Surplus 50 217 106 108 111 113 115 117 120 122Transfers to Accumulated Surplus (50) (52) (53) (54) (55) (57) (57) (59) (60) (62)Balance at end of period 0 165 218 273 328 384 442 501 561 621
Gawler East DevelopmentBalance at end of previous reporting period 0 396 615 1,385 1,725 1,579 1,123 10 11Transfers from Accumulated Surplus 396 513 1,146 1,184 1,214 1,234 1,249 1,252 1,277Transfers to Accumulated Surplus 0 (295) (376) (843) (1,360) (1,691) (2,362) (1,251) (1,277)Balance at end of period 0 396 615 1,385 1,725 1,579 1,123 10 11 11
Other ReservesBalance at end of previous reporting period 183 157 77 77 77 77 77 77 77 77Transfers from Accumulated Surplus 112 0 0 0 0 0 0 0 0 0Transfers to Accumulated Surplus (138) (80) 0 0 0 0 0 0 0 0Balance at end of period 157 77 77 77 77 77 77 77 77 77
TOTAL OTHER RESERVES AT END OF PERIOD 1,721 2,233 1,384 2,218 2,624 2,543 2,154 1,110 1,180 1,251
TOTAL EQUITY AT END OF PERIOD 217,312 229,196 286,354 292,690 298,384 304,037 310,018 316,051 323,849 331,108
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Town of Gawler2017/18 Capital Expenditure Bids
ID Action/Project Title Project Description/ScopeResponsible
ManagerCommunity Plan - Goal
Council Motion Number Expenditure Type
2017/18 Gross Cost
2017/18 Asset Sales
2017/18 External Funding
2017/18 Internal Equity
Reserve Funding
2017/18 Net Cost
2018/19 Gross Cost
2019/20 Gross Cost
2020/21 Gross Cost
683Undertake Condition Assessment Gawler Bridges and Structures
Inspect Bridge and culvert structures except Gawler Bridge - Structural and condition Manager IES
2 Sustainable Growth Management
Capital (New/Upgraded) 40,000$ 40,000$
787
Rehabilitate the Historic Gawler Mill Inn Bridge (Stage 2 of 2). Deferral of project from 2016/17 budget Structural remediation of the Gawler Mill Bridge Manager IES
2 Sustainable Growth Management
Capital (New/Upgraded) 1,160,000$ 660,000$ 500,000$
Total Bridges 1,200,000$ -$ 660,000$ -$ 540,000$ -$ -$ -$
626 Upgrade Council Works Depot Facilities
Upgrade Council Works Depot Facilities - Program. Year 1: Front fence replacement (WHS) and landscaping.Year 2: Asphalt stage 2 resurfacing (WHS) Manager IES
2 Sustainable Growth Management
Capital (New/Upgraded) 100,000$ 100,000$ 75,000$
663Implement Willaston Cemetery Action Plan (Stage 3 of 5) Implement Willaston Cemetery Action Plan (Stage 3 of 5) Manager IES
2 Sustainable Growth Management
Capital (New/Upgraded) 180,000$ 38,000$ 142,000$ 130,000$ 130,000$ 100,000$
714Upgrade Pioneer Park. Deferred from 2016/17 budget
Upgrade of Pioneer Park, including decking, shadesails, signage, car charging station, bike racks, bike storage hub, repair station and shower facilities. This will form part of a grant funding application under National Stronger Regions (Round 3) Manager IES
2 Sustainable Growth Management
Capital (New/Upgraded) 132,177$ 59,480$ 72,697$
744 Gawler Civic Centre Redevelopment Continue redevelopment of Gawler Civic Centre CEO 1 Our IdentityCapital
(New/Upgraded) 10,400,000$ 4,672,125$ 5,727,875$ 950,000$
764Upgrade CCTV in Town Centre (not subject to Council resolution)
Replacement and extension of CCTV in main st and key areas within the CBD. Pending successful Grant application, seeking $100,000 in funding through Main St CCTV grant program. Indicative useful life of CCTV equipment is 10 years, consistent with existing equipment that was installed in 2009. On this basis, annual depreciation would be approximately $20kpa, which would replace existing depreciation of $13k (ie. net increase of $7k). Other recurrent operating costs would be in the order of up to $12k pa, to cover costs such as insurance and periodic (quarterly) maintenance (incl. cleaning) and repairs. However, the proposed system would not require the cost of a contractor to be engaged when access to actual footage is required as this would now be able to be achieved via remote access. Manager IES
3 A Healthy, Active, Safe, Engaged Community
Capital (New/Upgraded) 200,000$ 100,000$ 100,000$
174Rehabilitate Sports and Community Centre Facilities
Rehabilitate Sports and Community Centre Facilities. Replace foyer and studio marmoleum flooring $15k, Paint foyer and Rotary Room $5k, Replace Youth Shack floor $30k, replace office carpet $15k. Manager IES
3 A Healthy, Active, Safe, Engaged Community
Capital (Renew/Replace) 65,000$ 65,000$
646Rehabilitate Gawler Aquatic Centre (Stage 3 of 5).
Rehabilitate Gawler Aquatic Centre (Stage 3 of 5). The project involves upgrading of the pool edging and the main pool pump room upgrade. Manager IES
2 Sustainable Growth Management
Capital (Renew/Replace) 200,000$ 200,000$ 200,000$ 100,000$
Total Buildings and Property 11,277,177$ -$ 4,831,605$ 38,000$ 6,407,572$ 1,355,000$ 230,000$ 100,000$
617Install Gawler History Plaques. Part deferral of project from 2016/17 budget Install Gawler History Plaques - Cr A Shackley
Manager EDDERSMC 1 Our Identity
Capital (Renew/Replace) 5,000$ 5,000$
Total Community Services 5,000$ -$ -$ -$ 5,000$ -$ -$ -$
222 Upgrade Roller Skating Equipment
Public Roller Skating programs (including Learn To Skate and School Programs) deliver Gawler Sport & Community significant income. Much of the equipment is in need of upgrade to ensure that equipment that is used and hired to program participants is safe. (3.3.1.2) Manager LCS
3 A Healthy, Active, Safe, Engaged Community
Capital (New/Upgraded) 10,000$ 10,000$
558Replace Major Plant Program 17/18. Signage truck refurbishment
Replace Major Plant Program 17/18Plant #343 Signage truck. Truck to be retained with minor refurbishmentTray to be new with increased work efficiency and mobile functionality, i.e. crane, tail gate lifter. Manager IES
2 Sustainable Growth Management
Capital (Renew/Replace) 85,000$ 2,273$ 82,727$ 353,000$ 353,000$ 320,000$
Appendix 1 - Capital Expenditure Budget Bids 57
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Town of Gawler2017/18 Capital Expenditure Bids
ID Action/Project Title Project Description/ScopeResponsible
ManagerCommunity Plan - Goal
Council Motion Number Expenditure Type
2017/18 Gross Cost
2017/18 Asset Sales
2017/18 External Funding
2017/18 Internal Equity
Reserve Funding
2017/18 Net Cost
2018/19 Gross Cost
2019/20 Gross Cost
2020/21 Gross Cost
732 Replace Light Fleet Program 17/18
Replace Light Fleet Program 17/18Plant #333 - volunteer utilityPlant #363 - rapid response utilityPlant #346 - inspectorial pool carPlant #382 - manager library and community services. Manager IES
5 A Strong Vibrant Community
Capital (Renew/Replace) 174,000$ 33,637$ 140,363$ 88,000$ 225,000$ 104,000$
Total Fleet and Equipment 269,000$ 35,910$ -$ -$ 233,090$ 441,000$ 578,000$ 424,000$
633Improve Accessibility to Community Infrastructure Program 17/18
Improve Accessibility to Community Infrastructure Program 17/18. The budget allowance is for the upgrade of 14 pram ramps to DDA compliance. Manager IES
3 A Healthy, Active, Safe, Engaged Community
Capital (New/Upgraded) 27,000$ 27,000$ 28,000$ 29,000$ 30,000$
671 Construct New Footpaths Program 17/18
Construct New Footpaths Program 17/18. Bella St - Berrett Rd to End (L); Bellevue Crt - Bella St to End (L); Para Rd - Dawson Rd to Barnet Rd (R); Dawkins Ave - Chamberlain Rd to Main North Rd (R); Farrow Road - Para Rd to Hillier Rd; Sunnyside Dr - Purcell Gr to Rossiter Dr. Manager IES
2 Sustainable Growth Management
Capital (New/Upgraded) 350,000$ 350,000$ 350,000$ 756,000$ 779,000$
733Construct Rubble Path along Dawson Road from Clark Road to Gawler Bypass
Construct a rubble path along Dawson Road from Clark Road to Gawler Bypass to link existing walking path. This provides a continued walking path for school children from Evanston Gardens to Gawler District School. Manager IES
2 Sustainable Growth Management
Capital (New/Upgraded) 15,000$ 15,000$
693 Renew Footpaths Program 17/18
Renew Footpaths Program 17/18. Roads are as follow.1.Murray Street - Cowan St to Opposite Union St (L)
2.High Street - Calton Rd to Centrelink Access (R)
3.Eight Street - 18th St to 12th St (L)
4.Seventh Street - Adelaide Rd to Hill St (L)
5. Dawson Road - Clark Rd to Dysart Rd -Rubble (L)5. Parnell Street Porter St to School crossing Manager IES
2 Sustainable Growth Management
Capital (Renew/Replace) 184,000$ 184,000$ 87,000$ 90,000$ 92,000$
Totals Footpaths 576,000$ -$ -$ -$ 576,000$ 465,000$ 875,000$ 901,000$
652Free Public Wi-Fi Roll Out (not subject to Council resolution)
The availability of Public Wi-Fi would allow residents, local business and tourists to use the fast, reliable and consistent internet access. Report being presented to council in May 2017 regarding this proposal. Manager FCS
5 A Strong Vibrant Community
Capital (New/Upgraded) 100,000$ 100,000$ 60,000$
729MS Licensing Consolidation - SQL Server and Client Access Licenses
Council is significantly underlicensed in Database and User Access Licenses with resulting legal implications. Manager FCS
5 A Strong Vibrant Community
Capital (New/Upgraded) 60,000$ 60,000$
730Thin Client Implementation - Cloud Readiness
Implement first batch of Thin Client computing in preparation for Cloud migration. Manager FCS
5 A Strong Vibrant Community
Capital (New/Upgraded) 50,000$ 50,000$ 30,000$
749 Purchase Infocouncil softwareInfocouncil is a software application designed to specifically manage electronic agendas and minutes. Manager FCS
5 A Strong Vibrant Community
Capital (New/Upgraded) 35,000$ 35,000$
783Corporate Plans Development Stage 2 - Reporting
To implement Reporting functionality for SharePoint Corporate Plans Manager FCS
5 A Strong Vibrant Community
Capital (Renew/Replace) 15,000$ 15,000$
Totals Information Technology 260,000$ -$ -$ -$ 260,000$ 90,000$ -$ -$
758Construct New Kerb and Gutter Main North Rd (Gawler Green to Ames Dr W'Side)
Construct New Kerb and Gutter Main North Rd (Gawler Green to Ames Dr W'Side). Year 1/3. DPTI has agreed to provide the asphalt works associated with widening the road to the new kerb location. This is a cost sharing arrangement. This is also the first of three kerbing upgrades along Main North Road in the coming years, heading north from this location. The kerb is the extent of Council's cost contribution only, not the road widening component. Manager IES
2 Sustainable Growth Management
Capital (New/Upgraded) 100,000$ 100,000$
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Town of Gawler2017/18 Capital Expenditure Bids
ID Action/Project Title Project Description/ScopeResponsible
ManagerCommunity Plan - Goal
Council Motion Number Expenditure Type
2017/18 Gross Cost
2017/18 Asset Sales
2017/18 External Funding
2017/18 Internal Equity
Reserve Funding
2017/18 Net Cost
2018/19 Gross Cost
2019/20 Gross Cost
2020/21 Gross Cost
163 Renew Kerb and Gutter Program 17/18
Murray Street Cowan St to Coles entry (L)Renew Kerb and Gutter on various roads before resealing.O'DEA COURT -Cork Road toCul-de-sac
LISA MARTIN COURT -Cork Road toCul-de-sac
LUNDIE CRESCENT -Cork Road toMahoney road
LUNDIE CRESCENT -Mahoney Road toRonan Court
LUNDIE CRESCENT -Ronan Court toLundie Ct
LUNDIE CRESCENT -Lundie Cr toCul-de-sac
RONAN COURT -Lundie Crescent toCul-de-sac
NOACK ROAD -East Terrace to End
JANE STREET -Redbanks Road toEdward Street
JANE STREET -Edward Street toBond Street
JANE STREET- Bond Street to Chamberlain Road
BOND STREET -Davies Street to Jane Street
EDWARD STREET- Davies Street toJane Street
PRINCESS STREET- Redbanks Roadto Davies Street
PRINCESS STREET -Davies Street to Ayling Street
PRINCESS STREET- Ayling Street toMain North Road
STITHIANS DRIVE - Phillips Avenue toMarion Drive
STITHIANS DRIVE -Marion Drive to Calton Road
MARION DRIVE -Hemaford Grove to140m East
MARION DRIVE- 140m East toStithians Drive
PHILLIPS AVENUE - No.5 toStithians Dr
PHILLIPS AVENUE - Stithians Dr toRebbeck Court
PHILLIPS AVENUE - Rebbeck Ctto Matz Ct
PHILLIPS AVENUE -Matz Ct toLally Drive
PHILLIPS AVENUE -Lally Drive toNorman Ct
PHILLIPS AVENUE -Norman Ct toCalton Rd
MATZ COURT -Phillips Avenue toY-End Manager IES
2 Sustainable Growth Management
Capital (Renew/Replace) 200,000$ 200,000$ 204,000$ 325,000$ 290,000$
Totals Kerb and Gutter 300,000$ -$ -$ -$ 300,000$ 204,000$ 325,000$ 290,000$
577
Design and Commission Gawler Civic Centre Iconic Public Art. Deferred from 2016/17 budget. Design and Commission Gawler Civic Centre Iconic Public Art Manager LCS 1 Our Identity
Capital (New/Upgraded) 50,000$ 25,000$ 25,000$
740Rehabilitate Gawler Urban Rivers Biodiversity Program (Year 5 of 5)
On-going joint venture with NRM which includes erosion works and biodiversity planting, and woody weed removal programs. Manager IES
4 To Respect and Nurture the Environment
Capital (New/Upgraded) 110,000$ 60,000$ 50,000$
745 Upgrade Parking Facilities Clonlea Reserve
Upgrade Parking Facilities Clonlea Reserve. The project involves undertaking a traffic review, developing a concept layout and upgrading existing parking facilities in Clonlea Reserve. This is to improve existing conditions, extend the gravel carpark and improve DDA compliance. Manager IES
2 Sustainable Growth Management
Capital (New/Upgraded) 50,000$ 50,000$
759Landscape Intersection Paternoster Road and Chignell Circuit Reid
Planting of entry statement and installation of irrigation system to support plantings in first year. The developer was required to undertake open space works including but not limited to landscaped areas, bunker restoration and a pedestrian bridge in Reid Reserve etc. Council received a conribution from the devleoper, which was spent on upgrading Reid Reserve and was also complimented with grant funding to further upgrade Reid Reserve at the time. Council undertook this work internally after drawing upon these funds. Given the funds only extended so far, the works on Paternoster Rd were originally proposed by the developer in terms of landscape works, however the contribution amount finally agreed upon between parties was not of sufficient amount to cover this item. Manager IES
2 Sustainable Growth Management
Capital (New/Upgraded) 30,000$ 30,000$
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Town of Gawler2017/18 Capital Expenditure Bids
ID Action/Project Title Project Description/ScopeResponsible
ManagerCommunity Plan - Goal
Council Motion Number Expenditure Type
2017/18 Gross Cost
2017/18 Asset Sales
2017/18 External Funding
2017/18 Internal Equity
Reserve Funding
2017/18 Net Cost
2018/19 Gross Cost
2019/20 Gross Cost
2020/21 Gross Cost
781
Design and Construction of Dog Park. Deferred from 2016/17 budget. Not subject to Council resolution
Design and Construction of a dedicated dog park in accordance with the Dogs in Gawler Report - not yet presented to Council for consideration. Manager IES
4 To Respect and Nurture the Environment
Capital (New/Upgraded) 80,000$ 80,000$ -$
784 All Wars War Memorial
Design and Construct All Wars War Memorial in Pioneer Park in readiness for Remembrance Day November 2018 - the 100 year centenary of the end of World War I.
Manager EDDERSMC 1 Our Identity
Capital (New/Upgraded) 250,000$ 200,000$ 50,000$
791Landscape Entry Statement - Pilot Project. Not subject to Council resolution
Implementation of the landscape entry statement into Gawler progressing on the design works completed in 16/17 subject to report to Council Manager IES 1 Our Identity
Capital (New/Upgraded) 100,000$ 100,000$
586 Renew Irrigation System Willaston Oval Installation of a new irrigation system at Willaston Oval Manager IES
3 A Healthy, Active, Safe, Engaged Community
Capital (Renew/Replace) 45,000$ 45,000$
746 Renew Fencing and Bollards Program 17/18 Renew Fencing and Bollards Program 17/18. Manager IES
2 Sustainable Growth Management
Capital (Renew/Replace) 30,000$ 30,000$ 30,000$ 30,000$ 30,000$
747 Replace Irrigation Systems Program 17/18. Gawler South ($95k); Pine Park ($20k); Lions Park ($20K) Manager IES
2 Sustainable Growth Management 2016:09:353
Capital (Renew/Replace) 135,000$ 135,000$ 76,000$ 90,000$ 104,000$
753Install playground in the Old Croquet Reserve at Fifth St
Installation of a new Playground in the Old Croquet Reserve adjacent Fifth Street and Adelaide Rd. (Calton Road Playground is next on the list for 2024, then there is a 5 year gap before Redbanks Road Playground. This gap is due to playground installations for Hindmarsh Blvd, Humphrey George, Apex park and Clonlea Park that were brought forward to due the State Govt Local Stimulus Grant received in 2014/15 (approx $200k)) Manager IES
3 A Healthy, Active, Safe, Engaged Community
Capital (Renew/Replace) 80,000$ 66,000$ 14,000$ 91,000$ 92,000$
785Renewal works for hardscape features in Reserves
Hardscaping Renewal Implementation Works - Statues, Structures, BBQ's, Furniture and Lighting. Manager IES
2 Sustainable Growth Management
Capital (Renew/Replace) 50,000$ 50,000$ 60,000$
Totals Open Spaces 1,010,000$ -$ 285,000$ 146,000$ 579,000$ 166,000$ 211,000$ 226,000$
680Purchase new Module for Health Manager Software
Purchase new modules for Health Manager permitting field data transfer for Environmental Health businesses including invoice generation for food premises inspections. Cost will include purchase of hardware for field operations.
Manager EDDERSMC
5 A Strong Vibrant Community
Capital (New/Upgraded) 20,000$ 20,000$
Totals Regulatory Services 20,000$ -$ -$ -$ 20,000$ -$ -$ -$
180Upgrade Rural Road Intersection Aprons Program 17/18
Upgrade of rural road intersections and aprons on Coventry Rd crossing with Coles, Warrall, Salem, Athol, Clover Glen, Ormsby, and Panes Rd Manager IES
2 Sustainable Growth Management
Capital (New/Upgraded) 80,000$ 80,000$ 45,000$ 45,000$
731 Implement Road Safety ImprovementsImplementation of road safety improvements to respond to community feedback. Manager IES
2 Sustainable Growth Management
Capital (New/Upgraded) 25,000$ 25,000$ 25,000$ 25,000$ 25,000$
748Facilitate the Construction of the Link Road. Part deferred from 2016/17 budget
Provide support and contract services for the implementation of the Link Road Manager IES
2 Sustainable Growth Management
Capital (New/Upgraded) 150,000$ 150,000$ 150,000$
765Upgrade Scheibener Terrace and Community House Gawler
These works are intended to cover stormwater, kerbing and landscape upgrades to the verges in Scheibener Tce adjacent Community House. The final scope is to be confirmed however initial estimate allows for approx $30k of landscaping (mostly to the southern verge adjacent the Community House) / water sensitive urban design, and $50k for civil and stormwater works. Manager IES
2 Sustainable Growth Management
Capital (New/Upgraded) 80,000$ 80,000$
788
Upgrade Bridge St South and Adelaide Rd from Murray St to Tenth St (Stage 6). Deferral of project from 2016/17 budget
Finalise the design and implementation of upgrade works to Bridge St South and Adelaide Rd from Murray St to Tenth St. $600k funding provided via the LGA Special Local Roads Program. Manager IES
2 Sustainable Growth Management
Capital (New/Upgraded) 1,000,000$ 600,000$ 400,000$
60
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Town of Gawler2017/18 Capital Expenditure Bids
ID Action/Project Title Project Description/ScopeResponsible
ManagerCommunity Plan - Goal
Council Motion Number Expenditure Type
2017/18 Gross Cost
2017/18 Asset Sales
2017/18 External Funding
2017/18 Internal Equity
Reserve Funding
2017/18 Net Cost
2018/19 Gross Cost
2019/20 Gross Cost
2020/21 Gross Cost
522 Resheet Rural Roads Program 17/18 Resheet Rural Roads Program 17/18. Campania Road North Manager IES
2 Sustainable Growth Management
Capital (Renew/Replace) 60,000$ 60,000$ 68,000$ 134,000$ 167,000$
562 Reseal Roads Program 17/18
g / p p pgaprons ID180.O'DEA COURT -Cork Road toCul-de-sac
LISA MARTIN COURT -Cork Road toCul-de-sac
LUNDIE CRESCENT -Cork Road toMahoney road
LUNDIE CRESCENT -Mahoney Road toRonan Court
LUNDIE CRESCENT -Ronan Court toLundie Ct
LUNDIE CRESCENT -Lundie Cr toCul-de-sac
RONAN COURT -Lundie Crescent toCul-de-sac
NOACK ROAD -East Terrace to End
JANE STREET -Redbanks Road toEdward Street
JANE STREET -Edward Street toBond Street
JANE STREET- Bond Street to Chamberlain Road
BOND STREET -Davies Street to Jane Street
EDWARD STREET- Davies Street toJane Street
PRINCESS STREET- Redbanks Roadto Davies Street
PRINCESS STREET -Davies Street to Ayling Street
PRINCESS STREET- Ayling Street toMain North Road
STITHIANS DRIVE - Phillips Avenue toMarion Drive
STITHIANS DRIVE -Marion Drive to Calton Road
MARION DRIVE -Hemaford Grove to140m East
MARION DRIVE- 140m East toStithians Drive
PHILLIPS AVENUE - No.5 toStithians Dr
PHILLIPS AVENUE - Stithians Dr toRebbeck Court
PHILLIPS AVENUE - Rebbeck Ctto Matz Ct
PHILLIPS AVENUE -Matz Ct toLally Drive
PHILLIPS AVENUE -Lally Drive toNorman Ct
PHILLIPS AVENUE -Norman Ct toCalton Rd
MATZ COURT -Phillips Avenue toY-End
LALLY DRIVE -Phillips Avenue toSunnydale Avenue
NORMAN COURT - Phillips Avenue toT-End
REBBECK COURT -Lyndoch Road toPhillips Avenue
THEODORE STREET -Helen Streetto Russell Street
THEODORE STREET -Edward Crescent toHelen Street
TRIM CRESCENT - Edward Cr West toEdward Cr East Manager IES
2 Sustainable Growth Management
Capital (Renew/Replace) 630,000$ 630,000$ 654,000$ 715,000$ 605,000$
664Undertake Road Crack Sealing Program 17/18
Surface crack sealing on various roads to prevent water ingress into pavement structure.Murray RdFlinders St-Barber St
Lodge Ct Princess St-End
Easton DrCalton Rd-Treleaven Way
Cockshell DrMelaleuca DrHemaford Gr
Hemaford GrMelaleuca DrEucalypt Dr
Barnet StRyde StHillier Rd
Krieg RdMNRTingara Rd
Russell StKrieg RdSunnyside Dr
Curnow CtStage-2
Buckley StMurray Hillier CtFarrell St
Farrell StBuckley StBuckley St
Gleeson GrTrinity DrThiele Cr
Greenslade BvdTiver RdDarling St
Manager IES
2 Sustainable Growth Management
Capital (Renew/Replace) 25,000$ 25,000$ 25,000$ 25,000$ 25,000$
743 Reconstruction Shoulders of Rural Roads
Reconstruction of existing rural road shoulders along Coventry Rd. to improve general road safety in the area and protect the road pavement asset itself. Manager IES
2 Sustainable Growth Management
Capital (Renew/Replace) 75,000$ 75,000$ 150,000$ 150,000$ 150,000$
Totals Roads 2,125,000$ -$ 600,000$ -$ 1,525,000$ 1,072,000$ 1,094,000$ 1,017,000$
751Construct Carmelo Cl Drainage to East Tce Detention Basin Construct Carmelo Cl Drainage to East Tce Detention Basin Manager IES
2 Sustainable Growth Management
Capital (New/Upgraded) 40,000$ 40,000$
776 Miscellaneous Stormwater Drainage Works Design and implementation of various small scale stormwater drainage capital works Manager IES
4 To Respect and Nurture the Environment
Capital (New/Upgraded) 40,000$ 40,000$ 40,000$
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Town of Gawler2017/18 Capital Expenditure Bids
ID Action/Project Title Project Description/ScopeResponsible
ManagerCommunity Plan - Goal
Council Motion Number Expenditure Type
2017/18 Gross Cost
2017/18 Asset Sales
2017/18 External Funding
2017/18 Internal Equity
Reserve Funding
2017/18 Net Cost
2018/19 Gross Cost
2019/20 Gross Cost
2020/21 Gross Cost
777 Elaine Street Stormwater Upgrade Upgrade stormwater drainage in Elaine Street easement Manager IES
4 To Respect and Nurture the Environment
Capital (New/Upgraded) 25,000$ 25,000$
778
SUA Deed Harvest & Distribution Network incl. ASR, Evanston. Part deferral from 2016/17 budget
In accordance with the Southern Urban Areas Deed, the Harvesting Infrastructure ASR Headworks component to be procured by Council. Manager IES
2 Sustainable Growth Management
Capital (New/Upgraded) 150,000$ 150,000$
779 SUA Deed - Dawson Road Wetland SUA Deed - Delivery of the Dawson Road Wetland component of the Infrastructure Deed Manager IES
2 Sustainable Growth Management
Capital (New/Upgraded) 150,000$ 150,000$ 100,000$
786
Construct Stormwater Drainage Network at Willaston (Stage 1). Part deferral of project from 2016/17 budget
Implementation of underground drainage infrastructure through lower Willaston. This is carry forward of the same project ($1.2 Million) from 16/17. Manager IES
2 Sustainable Growth Management
Capital (New/Upgraded) 400,000$ 51,000$ 349,000$
649Construct Erosion Control at Gawler River Outfalls
Construct Erosion Control at Gawler River Outfalls due to condition of existing infrastructure. There is no NRM funding for this project, as only relates to the upkeep of our stormwater infrastructure / headwall outlets. Manager IES
2 Sustainable Growth Management
Capital (Renew/Replace) 75,000$ 75,000$ 75,000$
752Flood Damage and Mitigation Works Gawler Urban Rivers
Capital Works and associated asset investigations following September 2016 floods, Ford rehabilitation works, River Bank Rehabilitation (Stabilisation and Plantings), Rehabilitation of scoured footbridge abutments and paths. Manager IES
2 Sustainable Growth Management 2016:11:444
Capital (Renew/Replace) 215,000$ 50,000$ 165,000$ 200,000$ 200,000$
Totals Stormwater 1,095,000$ -$ 50,000$ 51,000$ 994,000$ 415,000$ 200,000$ -$
287 Improve Bus Stops Program 17/18
Improve Bus Stops Program in accordance with recommendations from the Bus Stop Audit Report in 16/17, and to implement a rollout of bus stop upgrades to DDA Compliance Standards for all bus stops in the Town of Gawler by 2022. Manager IES
2 Sustainable Growth Management
Capital (New/Upgraded) 35,000$ 35,000$ 35,000$ 35,000$ 35,000$
789Renew Traffic Control Signal to DPTI Standard (Stage 2 of 2) Renew Traffic Control Signal to DPTI Standard (Stage 2 of 2) Manager IES
2 Sustainable Growth Management
Capital (New/Upgraded) 40,000$ 40,000$
790Design Gawler Central Urban Precinct (Stage 2 Detailed Design)
Undertake the detailed design (Stage 2) of the Gawler Central Urban Precinct, including community consultation. The areas of Walker Place and immediate surrounds up to the bridge will be developed in preparation for implementation in 18/19. The implementation will be Stage 3 of the project. Manager IES 1 Our Identity
Capital (New/Upgraded) 70,000$ 70,000$ 1,000,000$
735 Renew Street Lighting Program 17/18
Scope of work is to upgrade street lighting on Murray Road Willaston and align with the Street Lighting Audit Report findings and previous IES Report Motions outlining all new lighting installation upgrades will be LED technology. Manager IES
2 Sustainable Growth Management
Capital (Renew/Replace) 80,000$ 80,000$ 50,000$ 45,000$ 45,000$
755 Renew Street Signage Program 17/18Renew street signs at Town centre as per Street Signs Audit Report 2015 Manager IES 1 Our Identity
Capital (Renew/Replace) 25,000$ 25,000$ 25,000$ 25,000$ 25,000$
756 Renew Street Furniture Program 17/18
Renew Street Furniture Program 17/18.Renew street and park bin installations to align with new bin lifter utility and larger bin capacity. Aligned with depot capacity building. Manager IES 1 Our Identity
Capital (Renew/Replace) 50,000$ 50,000$ 30,000$ 30,000$ 30,000$
763 Replace Street Tree Program 17/18
Existing Acacia Pendula trees along Bond Street currently cause damage to the road surface, kerbing, overhead powerlines and properties. The Council and SA Power Networks approved trees would be replaced with 3m tall advanced trees to avoid denuding the street amenity. Manager IES 1 Our Identity
Capital (Renew/Replace) 25,000$ 25,000$ 20,000$ 20,000$ 20,000$
Totals Street Assets 325,000$ -$ -$ -$ 325,000$ 160,000$ 1,155,000$ 155,000$
Total Capital Expenditure Bids 2017/18 18,462,177$ 35,910$ 6,426,605$ 235,000$ 11,764,662$ 4,368,000$ 4,668,000$ 3,113,000$
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Town of Gawler2017/18 Capital Expenditure Bids
ID Action/Project Title Project Description/ScopeResponsible
ManagerCommunity Plan - Goal
Council Motion Number Expenditure Type
2017/18 Gross Cost
2017/18 Asset Sales
2017/18 External Funding
2017/18 Internal Equity
Reserve Funding
2017/18 Net Cost
2018/19 Gross Cost
2019/20 Gross Cost
2020/21 Gross Cost
Capital Expenditure LTFPCapital (Renew/Replace) 2,904,000$ 2,528,000$ 35,910$ 50,000$ 66,000$ 2,376,090$ 2,395,000$ 2,648,000$ 2,099,000$
$10,400,000 GCC Capital (New/Upgraded) 14,353,000$ 15,934,177$ -$ 6,376,605$ 169,000$ 9,388,572$ 1,973,000$ 2,020,000$ 1,014,000$ Total Capital Expenditure $ 17,257,000 $ 18,462,177 $ 35,910 $ 6,426,605 $ 235,000 $ 11,764,662 $ 4,368,000 $ 4,668,000 $ 3,113,000
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Town of Gawler2017/18 New Operating Initiatives
ID Action/Project Title Project Description/ScopeResponsible
ManagerCommunity Plan - Goal
Council Motion Number
2017/18 Gross Cost
2017/18 External Funding
2017/18 Internal Equity
Reserve Funding2017/18 Net Cost
2018/19 Gross Cost
2019/20 Gross Cost
2020/21 Gross Cost
485Update Building Asset Management Plan. Deferral of project from 2016/17 Budget.
Component of work required to meet legislative requirements around updating of Asset Management Plans every 4 years (within 2 yrs of an election). Council Policy 5.7 & 5.8 and leases require 5 yearly audit inspections to be undertaken on leased premises. Audits will be undertaken on all Council owned and leased buildings providing a 15 year projection on maintenance/replacement and refurbishment requirements. Cost is approx. $2,500 per property (23 leased premises and 14 Council buildings/structures). Some Lessee's are required to reimburse council for these audits. Manager IES 1 Our Identity 22,500$ 13,000$ 9,500$
Total Buildings and Property 22,500$ 13,000$ -$ 9,500$ -$ -$ -$
202 Emergency Management Plan
Council's annual contribution towards the implementation of the regional Emergency Management Plan which includes funding for the Regional Emergency Management Officer located at The Barossa Council.
Manager EDDERSMC
3 A Healthy, Active, Safe, Engaged Community 15,000$ 15,000$
792 Digitisation of Cultural Heritage Collection
Creating a digital catalogue and imagery for the Heritage Collection as well as enabling a digital capture of the collection for archival purposes. Manager LCS 1 Our Identity 40,000$ 20,000$ 20,000$ 20,000$
569Develop and deliver outreach library programs
During the closure of the main library in Murray Street the Outreach Library services will be vital to ensure community members are still able to connect with the library service. These outreach services will focus on Programs and Early Literacy. Manager LCS
3 A Healthy, Active, Safe, Engaged Community 10,000$ 10,000$
618Mayor's Young Women's Leadership Program
6 month program employing a blended learning methodology based around peer / mentor knowledge / sharing, practical workplace application and personal reflection. CEO
5 A Strong Vibrant Community 4,000$ 4,000$
- Mayor's Christmas Card Competition
A competition for local children to design the Mayor's official
Christmas cards. The winner will receive appropriate recognition and a small prize. CEO
3 A Healthy, Active, Safe, Engaged Community 3,000$ 3,000$
Total Community Services 72,000$ 20,000$ -$ 52,000$ 20,000$ -$ -$
725
Undertake Strategic Risk Review Internal Audit. Deferral of project from 2016/17 budget
On the recommendation of the Audit Committee, a consultant is to be appointed to assist with a strategic risk review of selected Council operations. Manager FCS
5 A Strong Vibrant Community 20,000$ 20,000$
Total Corporate and Finance 20,000$ -$ -$ 20,000$ -$ -$ -$
260
Prepare Gawler and Surrounds Stormwater Management Plan (Stage 3 of 3). Deferral of project from 2016/17 budget
Continuation of an existing study with the output for this respect to the Gawler River and North and South Para Rivers. The stormwater management plan will include:•Proposed flood mitigation strategy.
•Floodplain mapping incorporating the proposed flood
mitigation strategy.•Cost/benefit calculations.
•Program of works, incorporating priority ranking criteria.
•Consultation report. Manager IES
2 Sustainable Growth Management 80,000$ 80,000$
563
Implement Cat By-Law from Animal Management Plan. Deferral of project from 2016/17 budget Implement Cat By-Law from Animal Management Plan
Manager EDDERSMC
4 To Respect and Nurture the Environment 15,000$ 15,000$
Appendix 2 - Operating Initiative Budget Bids 64
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Town of Gawler2017/18 New Operating Initiatives
ID Action/Project Title Project Description/ScopeResponsible
ManagerCommunity Plan - Goal
Council Motion Number
2017/18 Gross Cost
2017/18 External Funding
2017/18 Internal Equity
Reserve Funding2017/18 Net Cost
2018/19 Gross Cost
2019/20 Gross Cost
2020/21 Gross Cost
773 Gawler East Structure Plan DPA
Update Development Plan to reflect investigations associated with the provision of future critical infrastructure within Gawler East This includes the preferred alignment of the Gawler East Link Road, Stormwater Infrastructure, Traffic Interventions, open space and community Infrastructure. The DPA will also define the relationships between infrastructure provision, funding and development via land use policy.
Manager EDDERSMC
2 Sustainable Growth Management 50,000$ 50,000$
775Finalise Residential and Character DPA. Deferral of project from 2016/17 budget
Finalisation of the Residential and Character DPA - should the Minister agree to the Statement of Intent lodged in 2016.
Manager EDDERSMC 1 Our Identity 25,000$ 25,000$
782 Finalisation of Evanston Gardens DPA
The Evanston Gardens DPA commenced in 2015 as a developer funded DPA design to rezone land within Hillier and Evanston
Gardens from deferred urban to residential and residential Park in order to meet an identified need.
Manager EDDERSMC
2 Sustainable Growth Management 12,000$ 12,000$ -$
313Prepare a Transit Orientated Gawler Town Centre Development Plan Amendment
Prepare a Transit Orientated Town Centre Development Plan Amendment Manager DERS
2 Sustainable Growth Management 50,000$ 50,000$ -$
Total Growth Policy and Initiative Investigations 232,000$ 62,000$ -$ 170,000$ -$ -$ -$
771 Commercial and Rural Areas DPAContinuation of Rural Land Use and Infrastructure Investigations associated with the Commercial and Rural Areas DPA.
Manager EDDERSMC 1 Our Identity 85,000$ 65,000$ 20,000$
Total Land Use Policy 85,000$ 65,000$ -$ 20,000$ -$ -$ -$
203Karbeethan Reserve Master Plan. Deferral of project from 2016/17 budget
Development of Karbeethan Reserve Master Plan - Priority Project identified within Gawler Open Space Sport & Recreation Plan. Manager LCS
3 A Healthy, Active, Safe, Engaged Community 100,000$ 100,000$ -$
766Gawler Biodiversity Management Plan. Deferral of project from 2016/17 budget Completing the Gawler Biodiversity Management Plan in 17/18. Manager IES
4 To Respect and Nurture the Environment 2016:12:515 40,000$ -$ 25,000$ 30,000$
Total Open Spaces 140,000$ -$ 100,000$ 25,000$ 30,000$ -$ -$
631
Karbeethan Sporting Association Governance/Management. Deferral of project from 2016/17 budget
Implementation of Governance and Management Framework for Karbeethan Sporting Association Manager LCS
3 A Healthy, Active, Safe, Engaged Community 8,000$ 8,000$
Total Recreation and Sport 8,000$ -$ -$ 8,000$ -$ -$ -$
341 Implementation The Regional Health Plan
In collaboration with our partner Councils and key stake holders undertake delivery and monitoring of key milestones and actions identified in the Regional Public Health Plan. Report to the Minister for Health.
Manager EDDERSMC
3 A Healthy, Active, Safe, Engaged Community 5,000$ 5,000$ 5,000$ 5,000$ 5,000$
772State Government Planning Portal - Council Contribution
State Government is seeking to recover the cost associated with the development of the new e-planning portal as per the Planning, Development and Infrastructure Act 2016.
Manager EDDERSMC
5 A Strong Vibrant Community 28,000$ 28,000$
Total Regulatory Services 33,000$ -$ -$ 33,000$ 5,000$ 5,000$ 5,000$
Total Operating Initiatives 2017-18 612,500$ 160,000$ 100,000$ 337,500$ 55,000$ 5,000$ 5,000$
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Town of Gawler2017/18 New Operating Initiatives
ID Action/Project Title Project Description/ScopeResponsible
ManagerCommunity Plan - Goal
Council Motion Number
2017/18 Gross Cost
2017/18 External Funding
2017/18 Internal Equity
Reserve Funding2017/18 Net Cost
2018/19 Gross Cost
2019/20 Gross Cost
2020/21 Gross Cost
Operating Initiatives 2017-18: 'Below The Line' (not considered for funding)
171Essex Park and Aquatic Centre Sporting & Recreation Precinct
Master Plan for Essex Park and Aquatic Centre Sporting Precinct - Multi-Sport Regional Sporting and Recreation Precinct. The fullscope of the Master Plan will be determined following presentation to Council - March 2017. Manager LCS
3 A Healthy, Active, Safe, Engaged Community 100,000$ 50,000$ 50,000$ 20,000$
245 Prepare Tree Management Plan
Prepare Tree Management PlanYear 1 Write a brief and engage consultant, consult and prepare draft planand finalise Plan Manager IES 1 Our Identity 30,000$ 30,000$
620Demolition of Apex Shed and Associated Infrastructure (Clonlea Park)
Demolition of unused Apex Shed in Clonlea Park and make safe the old barn, stage area & associated infrastructure. Manager IES
2 Sustainable Growth Management 10,000$ 10,000$
767 Gawler ParkrunEstablish a local weekly Parkrun event in Gawler (refer www.parkrun.com.au) Manager FCS
3 A Healthy, Active, Safe, Engaged Community 7,000$ 7,000$
TotalOperating Initiatives 2017-18: 'Below The Line' (not considered for funding) $ 147,000 $ 50,000 $ - $ 97,000 $ 20,000 $ - $ -
Appendix 3 - Below The Line Budget Bids 66
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Town of Gawler2017/18 Capital Expenditure Bids
ID Action/Project Title Project Description/ScopeResponsible
ManagerCommunity Plan - Goal
Council Motion Number Expenditure Type
2017/18 Gross Cost
2017/18 Asset Sales
2017/18 External Funding
2017/18 Internal Equity
Reserve Funding
2017/18 Net Cost
2018/19 Gross Cost
2019/20 Gross Cost
2020/21 Gross Cost
Capital Expenditure Bids 2017-18 'Below The Line' (not considered for funding)
592 Implement Hardscaping Program 17/18 Implement Hardscaping Program 17/18 Manager IES
2 Sustainable Growth Management
Capital (Renew/Replace) 50,000$ 50,000$ 60,000$ 35,000$ 40,000$
Cameron St (closed section) Rehabilitation & Landscaping Cameron St (closed section) Rehabilitation & Landscaping Manager IES
2 Sustainable Growth Management
Capital (Renew/Replace) 20,000$ 20,000$
TotalCapital Expenditure Bids 2017-18 'Below The Line' (not considered for funding) 70,000$ -$ -$ -$ 70,000$ 60,000$ 35,000$ 40,000$
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DRAFT 2017/2018 BUDGET - OPERATING EXPENDITURE ANALYSIS
Recurrent Expenditure Adopted Budget 2016/2017
Forecast 2016/2017
Draft Budget 2017/2018
% Variance (Adopted /
Budget)
Notes
External Auditor 27,800 27,800 29,808 7.2% Dean Newbery & Partners Payment Collection agents / Banking services 85,090 85,090 85,064 0.0%Home Assistance Scheme 198,100 205,823 229,361 15.8% Based on level of associated grant funding receivedStreet Cleaning 123,000 123,000 123,000 0.0% Programmed street cleaning of CBD and urban streets. Plant Servicing & Repairs 135,000 137,000 135,000 0.0% Servicing and repairs of heavy/light fleet vehiclesRoads - Linemarking 50,000 50,000 50,000 0.0% Periodic Linemarking of sealed roadsRoads - Kerb & Footpath repairs 95,000 95,000 95,000 0.0%Roads - Road seal repairs 20,000 20,000 20,000 0.0% Crack sealing, pothole repairs, etcS/W drainage - Clean pipes/pits/drains 61,000 61,000 61,000 0.0% Programmed cleaning of side entry pits / pipes / drainsWeedspraying 48,200 48,200 48,200 0.0% Weedspraying of Ovals, Parks, Footpaths, etcPark/Street tree maintenance 12,000 12,000 12,000 0.0%
Buildings - Cleaning services 206,380 218,120 238,108 15.4%Programmed cleaning of various Council buildings. Reduction due to change in supplier and service level review during 2016/17
Buildings - Security services 62,360 61,060 58,815 -5.7%Buildings - Other Maintenance & repairs 180,520 166,975 160,380 -11.2%Internet expenses 14,600 19,600 5,452 -62.7%Office equipment maintenance 40,000 44,400 41,000 2.5% Routine servicing and repairs of photocopiers, etcIndependent Members fees 25,100 25,100 25,100 0.0% Audit Committee ($9.5k), Development Assessment Panel ($15.6k)
Couriers/Freight charges 10,900 15,400 24,950 128.9%
includes agenda/minutes delivery charges, freight charges, etc. Increase due to additional library book courier costs across increased number of sites (during Civic Centre redevelopment)
Equipment Hire 69,500 69,500 64,000 -7.9%
External hire of various plant/equipment - incl. Roller hire, elevated work platforms, Coffee machine hire (Gawler Aquatic Centre / Sports & Community Centre)
Property valuations 41,700 45,700 48,000 15.1% Provided by Valuer-General for rating purposes. Printing - Community Newsletters 546 546 1,000 83.2%Printing - Rate Notices 11,300 11,300 12,000 6.2%Printing - Other 30,000 25,000 33,000 10.0%
Property rent 58,917 67,477 - -100.0%Staff at former Centrelink Bldg office relocated to new Administration Centre
Lands Title Office reports 3,200 3,200 3,200 0.0% List of property ownership transfer reports for rating purposesSummer Initiatives 11,000 11,000 11,000 0.0% Outdoor film festival, etc.Milne Road stormwater maintenance 30,000 30,000 - -100.0% Clearing of watercourseContractors - Communication & Marketing 40,000 40,000 30,000 -25.0%Gawler Activation Program 42,000 42,000 39,000 -7.1%Australia Day Breakfast 4,000 6,826 6,500 62.5%Murray Street banners 16,000 16,000 19,740 23.4% Removal/installation of Murray Street banners Immunisation service 22,000 22,000 26,000 18.2% Increase in volume of immunisations providedAfter Hours Call Service 20,000 20,000 14,000 -30.0% Reduction due to change in supplierDumped Rubbish removal 7,000 7,000 7,000 0.0%
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DRAFT 2017/2018 BUDGET - OPERATING EXPENDITURE ANALYSIS
Recurrent Expenditure Adopted Budget 2016/2017
Forecast 2016/2017
Draft Budget 2017/2018
% Variance (Adopted /
Budget)
Notes
Tree/Stump removal 6,000 6,000 6,000 0.0%'Closing the Gap' Initiative 10,000 10,000 10,000 0.0%Woody Weed Control 5,000 5,000 5,000 0.0%Pigeon/Corella Control programs 15,000 15,000 15,000 0.0%Provision for new Reserves maintenance costs 167,000 338,324 Further details presented to IES Committee 11/4/17
Records Management 10,000 10,000 18,900 89.0%External services & off-site records storage fees. Increase due to periodic Records training costs now incorporated in service fees
Other Contractual services 210,844 424,004 206,510 -2.1% Other sundry contractual services
Materials - EnergyFuel 109,441 109,441 107,153 -2.1% Based on quantity and anticipated usage of plant and vehicles.Gas 40,911 40,911 44,000 7.6% Pool heating, various Bldgs heating
Water 605,322 606,472 787,865 30.2%
Supply and consumption charges - increase due to major uptake of irrigated reserves from new residential land developments. Increase of >40% in hectaes of open space maintained in last 3 financial years
Electricity - Streetlighting 391,202 391,202 440,110 12.5%
Electricity - Other 239,780 265,780 317,000 32.2%Increase partly attributable to additional consumption at new Administration Centre (including third-party tenants)
Materials - Road makingRubble 50,000 50,000 71,000 42.0% Increase based on operational requirementsBitumen 40,000 40,000 40,000 0.0%Concrete 22,000 22,000 40,000 81.8% Increase based on operational requirements
Materials - OtherPark/Street trees 16,000 16,000 16,000 0.0% Purchase of new/replacement treesMinor asset & equipment purchases 55,280 53,280 58,900 6.5% Purchase of minor assets less than capitalisation thresholdSigns (including road/traffic control) 36,150 37,250 35,650 -1.4%First Aid/safety supplies 8,200 9,300 10,000 22.0%Canteen supplies 81,000 63,000 64,000 -21.0% Swimming Pool, Sport & Community Centre
Swimming Pool chemicals 24,000 24,000 20,000 -16.7%
Water treatment chemicals to maintain appropriate water standard. Reduction due to recent equipment improvements at the Centre which has reduced previous ongoing water loss
Vehicle/Machine parts 62,000 77,000 62,000 0.0%Stationery 43,000 43,000 42,200 -1.9%Depot store supplies 15,000 26,000 25,000 66.7% Sundry hardware and loose tools replacementLibrary materials 8,700 18,228 8,700 0.0% Local purchase of Books/Magazines/DVDs Christmas decorations 5,750 5,750 5,750 0.0%
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DRAFT 2017/2018 BUDGET - OPERATING EXPENDITURE ANALYSIS
Recurrent Expenditure Adopted Budget 2016/2017
Forecast 2016/2017
Draft Budget 2017/2018
% Variance (Adopted /
Budget)
Notes
Corporate Uniform payments 36,600 40,100 40,400 10.4%Purchases by staff above uniform allowance are reimbursed to Council
Catering supplies 30,830 30,830 38,300 24.2%Catering for various Council / Committee / Workshops / Staff / Volunteer meetings and events
Other sundry materials 239,050 239,451 240,150 0.5%
Other - InsuranceBldg & Contents, Plant & Equipment 156,647 167,697 153,748 -1.9%Public Liability 90,788 90,788 91,688 1.0%Provision for excess on claims 6,000 6,000 6,000 0.0%Other insurances 9,817 9,817 13,142 33.9%
Other - CommunicationsAdvertising - Recruitment 15,000 42,000 10,000 -33.3% Cost of advertising vacant positionsAdvertising - Marketing & Promotion 5,000 5,000 7,000 40.0%
Advertising - Other 32,995 40,995 39,970 21.1%Other general/sundry advertising - e.g. promoting Community events, Statutory adverts, Community consultation, etc.
Postage 66,600 56,600 56,600 -15.0%
Telephone 109,630 122,230 94,749 -13.6%Landlines, Mobile Phones, Data plans, etc. New plans negotiated resulting in reduced costs
Other - Staff Training & RecruitmentStaff training 109,900 111,150 109,500 -0.4% Budget based on identified Training Needs AnalysisPolice Clearance Checks / Pre-employment Medical assessments / Drug & Alcohol testing 12,300 12,300 11,800 -4.1%Study assistance payments 3,000 3,000 3,000 0.0%
Other - Rates, Taxes, Statutory Expenses
Fringe Benefits Tax 65,000 65,000 90,000 38.5%Increase due to additional vehicles captured and recent changes in taxation rates
Emergency Services Levy 18,898 18,898 19,497 3.2%State Govt NRM Levy 328,948 328,948 352,393 7.1% Payment of NRM levy funds collectedVehicle registration fees 40,000 40,000 43,000 7.5%Elected Member allowances 216,668 216,668 216,897 0.1%
Other - Contributions & Donations
Gawler Business Development Group Inc. 167,727 167,727 172,759 3.0%Payment of revenue collected for Gawler Business Development Group
Gawler Community House 15,000 15,000 15,000 0.0%Christmas Festival 27,000 27,000 27,000 0.0%
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DRAFT 2017/2018 BUDGET - OPERATING EXPENDITURE ANALYSIS
Recurrent Expenditure Adopted Budget 2016/2017
Forecast 2016/2017
Draft Budget 2017/2018
% Variance (Adopted /
Budget)
Notes
Dog & Cat Management Board 45,000 45,000 45,900 2.0%Contribution based on 20% of previous years registration fees received (legislative requirement).
Regional Development Aus. Barossa Inc. 37,000 37,000 37,511 1.4%Heritage Grants 15,000 15,000 15,000 0.0% Provision for local heritage grantsHeritage Walls restoration grants 25,000 25,000 25,000 0.0%Social Support (Gawler Health Service) 51,125 51,125 51,125 0.0% Funded as part of State Govt Home Assistance Scheme grantCommunity Grants Scheme 25,000 25,000 25,000 0.0%Gawler Emerging Arts Film Festival 2,500 2,500 - -100.0%Northern Volunteering 13,600 13,600 13,600 0.0%Town Centre Shop Fronts 10,000 10,000 10,000 0.0% Hero Bldg ProgramOther contributions & donations 203,241 203,241 245,341 20.7% Value of community in-kind contributions
Other - Other ExpensesLegal fees - Debt collection 57,500 17,000 34,500 -40.0% Costs recoveredLegal fees - Industrial relations 6,000 - 6,000 0.0%Legal fees - Other 147,000 136,500 149,500 1.7%Memberships - Gawler River Flood Management Authority 12,800 12,800 13,395 4.6%Memberships - Local Government associations 30,650 32,725 33,678 9.9%Memberships - Other 22,585 29,635 25,722 13.9% Professional memberships, etc.Electoral roll updates 6,000 6,000 6,000 0.0% Electoral Roll updates provided by the Electoral Commission
Sundry Projects Fund 200,000 132,303 100,000 -50.0%Funding provision for Sundry projects (e.g. co-contributions required to secure grant funding)
Commissionable items (Visitor Information Centre) 49,100 49,100 52,100 6.1%Regional/Interstate Bus tickets, Sealink tickets, Accommodation bookings
Souvenirs (Visitor Information Centre) 12,000 12,000 12,000 0.0%
Gawler East Link Road payments 294,640 Payments to State Govt (equivalent to developer contributions received during 2017/18)
Other sundry expenses 66,991 67,591 80,839 20.7%Other minor expenses - e.g. volunteer training, carparking fees, publications & periodicals, referral fees, etc
Total - Recurrent activities 10,061,838 10,487,860 10,958,981 8.9%
(b) 'One-off' or cyclic projects:Consultants - Residential & Character DPA 25,000 - 25,000 0.0% Bid #712 (deferred to 2017/18)Consultants - Internal Audit Strategic Risk Review 20,000 - 20,000 0.0% Bid #725 (deferred to 2017/18)Consultants - Animal Management Plan (Cat By-Law) 15,000 10,000 15,000 0.0% Bid #195Consultants - ICT Strategy 2016-2019 30,000 30,000 - -100.0% Bid #695
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DRAFT 2017/2018 BUDGET - OPERATING EXPENDITURE ANALYSIS
Recurrent Expenditure Adopted Budget 2016/2017
Forecast 2016/2017
Draft Budget 2017/2018
% Variance (Adopted /
Budget)
Notes
Consultants - Update Emergency Management Plan 10,000 10,000 - -100.0% Bid #13Consultants - Willaston Local Area Traffic Management Study 20,500 20,500 - -100.0% Bid #19Consultants - Local Government Boundary Realignment investigation 20,000 10,000 - -100.0% Bid #230 Consultants - Gawler East DPA 30,000 30,000 - -100.0% Bid #713Consultants - Rural Land Use Investigation 20,000 20,000 - -100.0% Bid #711Consultants - Asset Valuation and Condition Assessment Audits 120,000 120,000 - -100.0% Bids #685, #682, #675Consultants - Karbeethan Reserve Master Plan 50,000 - 100,000 100.0% Bid #203 (deferred to 2017/18)Consultants - Community Engagement On-line Platform 30,000 30,000 - -100.0% Bid #629Consultants - Civica Authority software 'Health Checks' 10,000 10,000 15,000 50.0% Bid #676Consultants - Economic Development Strategy 25,000 25,000 -100.0% Bid #698Consultants - Gawler & Surrounds Biodiversity Management Plan 40,000 10,000 40,000 0.0% Bid #502 (deferral to 2017/18)Consultants - Engage Regional StarClub Officer 15,000 15,000 -100.0% Bid #631Consultants - Efficiency & Effectiveness Review 40,000 40,000 -100.0% Bid #709Consultants - Walking & Cycling Strategy 40,000 40,000 - -100.0% Bid #219Consultants - Bldg Asset Management Plan Update
45,000 22,500 22,500 -50.0% Bid #485 (50% deferral to 2017/18)Consultants - Gawler & Surrounds Stormwater Management Plan 220,000 140,000 80,000 -63.6% Bid #260 (part deferral to 2017/18)Consultants - Gawler Heritage collection Management Plan 30,000 30,000 30,000 0.0% Bid #705Contribution - Cycling Festival 3,000 3,000 -100.0% Bid #722Contribution: Gawler Biennial Art Award 3,500 3,500 -100.0%
New Initiatives Provision 302,500 Refer separate listing for list of projects (includes projects deferred from 2016/17)
Demolish old sewer infrastructure at Willaston Oval precinct 12,000 24,000 -100.0% Bid #640Asbestos removal and demolition of old canteen at Gawler Central Oval precinct 15,000 - -100.0% Bid #641Repairs to Fixtures/Fittings in Centrelink Bldg prior to vacating 15,000 15,000 -100.0% Bid #482Signage Strategy 25,000 25,000 -100.0% Bid #699Total - Non-recurrent activities 929,000 683,500 650,000 -30.0%
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Appendix 6 - Draft Budget by Service
ServiceService CategoryResponsible OfficerCommunity Plan ReferenceLegislative Reference
Key Recurrent activities:Assess building applications and administer compliance with Building Rules Support the operations of the Building Fire Safety CommitteeSupport the operations of the Development Assessment Panel
Current / Significant Issues:
Recent Achievements:
New Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateStaff (FTE) 3.0 3.0 3.0Bldg applications lodged 796 800 800Bldg notifications & inspections 395 400 400
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursements (Vehicle contrib) (4,403) (5,000) (5,000)Statutory Charges (49,964) (56,400) (58,590)User Charges (1,036) (1,200) (1,200)
TOTAL OPERATING REVENUE (55,403) (62,600) (64,790)
Operating ExpensesDepreciationEmployee Costs (incl Overheads) 169,525 217,780 240,228Finance CostsMaterials, Contracts & Other Expenses 39,562 33,729 37,930
TOTAL OPERATING EXPENSES 209,087 251,509 278,158
NET COST OF SERVICE 153,684 188,909 213,368
Building ControlRegulatory ServiceTeam Leader - Development Services1.1 A Separate Town (not a Suburb)Development Act 1993
Engagement of Building Administrative Support Trainee in February 2016Engagement of Building Officer (permanent new position) January 2016
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Appendix 6 - Draft Budget by Service
ServiceService CategoryResponsible OfficerCommunity Plan ReferenceLegislative Reference
Key Recurrent activities:Maintenance of car parks (including Multi-Level Car Park) to an appropriate standard
Current / Significant Issues:
Recent Achievements:
New Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRates (Car Park Separate Rate)ReimbursementsStatutory ChargesUser Charges
TOTAL OPERATING REVENUE 0 0 0
Operating ExpensesDepreciation 4,376 7,050 8,050Employee Costs (incl Overheads) 368 0 1,000Materials, Contracts & Other Expenses 91,749 115,211 117,020
TOTAL OPERATING EXPENSES 96,493 122,261 126,070
NET COST OF SERVICE 96,493 122,261 126,070
Completion of Willaton Oval Carpark Upgrade by in-sourced civil and horticulture works
Street sweeping contract encompasing multi-level carpark to be retendered in 17/18 financial yr
Team Leader - Depot
Car ParksCore Service
1.2 Well Presented Assets
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Appendix 6 - Draft Budget by Service
ServiceService CategoryResponsible OfficerCommunity Plan ReferenceLegislative Reference
Key Recurrent activities:Administer lessor obligations pertaining to Caravan Park lease
Current / Significant Issues:
Recent Achievements:
New Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateNet return on investment 13% 13% 13%
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursements (1,724) 0 (1,770)Statutory ChargesUser Charges (107,610) (111,717) (118,371)
TOTAL OPERATING REVENUE (109,334) (111,717) (120,141)
Operating ExpensesDepreciation 14,353 15,553 14,077Employee Costs (incl Overheads) 169Finance CostsMaterials, Contracts & Other Expenses 14,610 5,735 7,753
TOTAL OPERATING EXPENSES 29,132 21,288 21,830
NET COST OF SERVICE (80,202) (90,429) (98,311)
Caravan ParkNon-Core ServiceTeam Leader - Property & Procurement
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Appendix 6 - Draft Budget by Service
ServiceService CategoryResponsible OfficerCommunity Plan ReferenceLegislative Reference
Key Recurrent activities:Maintain Willaston Cemetery to an appropriate standardAdministration of burials and burial plot leases
Current / Significant Issues:
Recent Achievements:
New Initiatives 2017/2018:Ongoing implementation of Willaston Cemetery Management Plan
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateNo. of burials 101 100
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursementsStatutory ChargesUser Charges (158,240) (170,500) (192,273)
TOTAL OPERATING REVENUE (158,240) (170,500) (192,273)
Operating ExpensesDepreciation 3,350 9,407 15,210Employee Costs (incl Overheads) 61,137 65,236 84,159Finance CostsMaterials, Contracts & Other Expenses 41,486 44,312 46,068
TOTAL OPERATING EXPENSES 105,973 118,955 145,437
NET COST OF SERVICE * (52,267) (51,545) (46,836)
* Operating surplus allocated to associated Equity Reserve fund in accorance with Council policy
Willaston CemeteryNon-Core ServiceTeam Leader - Depot4.3 Sustainable Asset Management
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Appendix 6 - Draft Budget by Service
ServiceService CategoryResponsible OfficerCommunity Plan ReferenceLegislative Reference
Key Recurrent activities:Support operations and activities of the Gawler Youth Advisory Committee (GYAC)Recognise and celebrate National Youth WeekDeliver and support various youth projects and events
Current / Significant Issues:
Recent Achievements:GYAC members awarded Gawler Young Citizen of Year (2016,2017)Delivery of leadership program to GYAC membersSuccessful delivery of youth events in 2016/17 (skate competitions, youth week, stress less festival)New Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateGYAC meetings held monthlyNational Youth Week celebrated in April each year
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & Contributions (3,000) 0Investment IncomeOther Revenue (255) 0RatesReimbursementsStatutory ChargesUser Charges (175) 0 0
TOTAL OPERATING REVENUE (3,430) 0 0
Operating ExpensesDepreciation 747 747 747Employee Costs (incl Overheads) 84,081 119,483 124,767Finance CostsMaterials, Contracts & Other Expenses 53,155 53,600 65,450
TOTAL OPERATING EXPENSES 137,983 173,830 190,964
NET COST OF SERVICE 134,553 173,830 190,964
Children & Youth Services
3.3 A Resilient CommunityTeam Leader - Recreation & CommunityNon-Core Service
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Appendix 6 - Draft Budget by Service
Service Communication & MarketingService Category Core ServiceResponsible Officer Team Leader - Marketing & MediaCommunity Plan Reference 3.1 Well Informed CommunityLegislative Reference
Key Recurrent activities:Implementation of Murray Street banners schedule (cross street and portrait banners)
Current / Significant Issues:
Recent Achievements:Banner schedule implemented and operating well
New Initiatives 2017/2018:$5k cash contribution towards restablishment of Gawler Farmers' Market
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateNo. of staff (FTE) 1.15 1.15 1.0
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & Contributions (80,000)Investment IncomeOther Revenue RatesReimbursements (14,106)Statutory ChargesUser Charges
TOTAL OPERATING REVENUE (94,106) 0 0
Operating ExpensesDepreciationEmployee Costs (incl Overheads) 124,504 127,053 108,572Finance CostsMaterials, Contracts & Other Expenses* 159,543 86,045 60,545
TOTAL OPERATING EXPENSES 284,047 213,098 169,117
NET COST OF SERVICE 189,941 213,098 169,117
*2015/16 includes $80k contribution to Gawler Farmers Market (funded from external grant)
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Appendix 6 - Draft Budget by Service
Service Community Assistance (Volunteer Services)Service Category Non-Core ServiceResponsible Officer Team Leader - Recreation & CommunityCommunity Plan Reference 3.5 An Engaging CommunityLegislative Reference
Key Recurrent activities:Recognise and celebrate National Volunteer WeekCo-ordinate Council volunteer programs (e.g. Graffiti Removal team)
Current / Significant Issues:
Recent Achievements:Recognition of Volunteer Service to Council/communityCommence development of new Volunteer programs
New Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateVolunteer hrs - graffiti removal 1,022 Graffiti Hits Removed 3,117 National Volunteer Week celebrated annually (in May each year)
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & Contributions (980)Investment IncomeOther RevenueRatesReimbursements (12)Statutory ChargesUser Charges
TOTAL OPERATING REVENUE (992) 0 0
Operating ExpensesDepreciationEmployee Costs (incl Overheads) 93,248 128,210 160,606Finance CostsMaterials, Contracts & Other Expenses 27,000 42,775 43,630
TOTAL OPERATING EXPENSES 120,248 170,985 204,236
NET COST OF SERVICE 119,256 170,985 204,236
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Appendix 6 - Draft Budget by Service
Service Community Centres & HallsService Category Core ServiceResponsible Officer Team Leader - Property & ProcurementCommunity Plan Reference 1.2 Well Presented AssetsLegislative Reference
Key Recurrent activities:Maintenance of Community Centres and Halls to an appropriate standard (Gawler Institute, Evanston Gardens Community Centre)
Current / Significant Issues:Gawler Institute closed during Civic Centre redevelopment construction
Recent Achievements:
New Initiatives 2017/2018:Civic Centre redevelopment project
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursementsStatutory ChargesUser Charges (1,000) (1,009) 0
TOTAL OPERATING REVENUE (1,000) (1,009) 0
Operating ExpensesDepreciation 37,330 37,811 17,121Employee Costs (incl Overheads) 440 0 0Finance CostsMaterials, Contracts & Other Expenses 62,086 56,795 60,689
TOTAL OPERATING EXPENSES 99,856 94,606 77,810
NET COST OF SERVICE 98,856 93,597 77,810
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Appendix 6 - Draft Budget by Service
Service Community SupportService Category Core ServiceResponsible Officer Team Leader - Recreation & CommunityCommunity Plan Reference 3.5 An Engaging CommunityLegislative Reference
Key Recurrent activities:
Support Australia Day breakfast/awards
Support bi-annual Gawler Art AwardsDelivery of Community Grants program
Current / Significant Issues:
Recent Achievements:Delivery of community events and initiativesDevelopment of Art and Culture StrategySuccessful launch of 2017 Gawler Fringe
New Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther Revenue (1,604) (1,500)RatesReimbursements (465) (13,726) (13,765)Statutory ChargesUser Charges (3,873) 0 0
TOTAL OPERATING REVENUE (5,942) (13,726) (15,265)
Operating ExpensesDepreciation 8,591 8,591 8,591Employee Costs (incl Overheads) 166,078 324,552 330,613Finance CostsMaterials, Contracts & Other Expenses 286,671 410,998 333,649
TOTAL OPERATING EXPENSES 461,340 744,141 672,853
NET COST OF SERVICE 455,398 730,415 657,588
Support other local events (e.g. Christmas Festival, Gawler Show, Anzac Day, etc)
Support operations of the Gawler Community House
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Appendix 6 - Draft Budget by Service
Service Crime PreventionService Category Non-Core ServiceResponsible Officer Team Leader - Property & ProcurementCommunity Plan Reference 3.2 A Safe CommunityLegislative Reference
Key Recurrent activities:Usage of CCTV systems to facilitate reduction in anti-social behaviour
Current / Significant Issues:The current CCTV system requires updating to ensure it provides a suitable coverage across thetown centre. The current system has limitations due to its age and the wireless infrastructure.Council are investigating options for grant funding to improve the CCTV system.Recent Achievements:
New Initiatives 2017/2018:Upgrade CCTV in Town Centre
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursementsStatutory ChargesUser Charges
TOTAL OPERATING REVENUE 0 0 0
Operating ExpensesDepreciation 12,769 13,103 12,768Employee Costs (incl Overheads)Finance CostsMaterials, Contracts & Other Expenses 6,306 9,149 7,308
TOTAL OPERATING EXPENSES 19,075 22,252 20,076
NET COST OF SERVICE 19,075 22,252 20,076
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Appendix 6 - Draft Budget by Service
Service Customer ServiceService Category Core ServiceResponsible Officer Team Leader - Customer ServicesCommunity Plan Reference 5.4 Good AdministrationLegislative Reference
Key Recurrent activities:Provision of high quality customer service in accordance with Customer Service CharterProcessing of Property Search requestsLodgement of Customer Action Requests (CARs)Receipting / banking of revenue received
Current / Significant Issues:
Recent Achievements:Streamline / seamless transition from Town Hall to new Administration Centre
New Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateNo. of property searches processed 826 840 850 Volume of Customer Action Requests 4,579
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther Revenue (77)RatesReimbursements (568)Statutory Charges (Search fees) (45,208) (46,000) (47,000)User Charges
TOTAL OPERATING REVENUE (45,853) (46,000) (47,000)
Operating ExpensesDepreciationEmployee Costs (incl Overheads) 553,544 612,535 596,516Finance CostsMaterials, Contracts & Other Expenses* 5,013 4,550 18,409
TOTAL OPERATING EXPENSES 558,557 617,085 614,925
NET COST OF SERVICE 512,704 571,085 567,925
*2017/18 includes cost of after hours Customer Call Service - transferred from IT Service
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Appendix 6 - Draft Budget by Service
Service DepotService Category Core ServiceResponsible Officer Team Leader - DepotCommunity Plan Reference 5.4 Good AdministrationLegislative Reference
Key Recurrent activities:Manage and administer activities of Council's outdoor staffProvide appropriate training and development of staff
Review employee overhead rates on an annual basis to ensure accurate service costs
Current / Significant Issues:Sustainably managing growth in maintenance obligations, particularly with respect to new landdivisions & horticultural services
Recent Achievements:Review of depot operations resulting in increased workforce capacityPreliminary workforce planning for growth in 2016/17 & 2017/18 & implementation ofmanagement strategiesNew Initiatives 2017/2018:Upgrade depot facilities - including front fence replacement
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther Revenue (2,818) 0RatesReimbursements 1,489 (10,000) (10,000)Statutory ChargesUser Charges (91) 0 (500)
TOTAL OPERATING REVENUE (1,420) (10,000) (10,500)
Operating ExpensesDepreciation 11,835 10,415 17,345Employee Costs (incl Overheads) * (598,847) (529,086) (688,262)Finance CostsMaterials, Contracts & Other Expenses 171,175 116,099 140,732
TOTAL OPERATING EXPENSES (415,837) (402,572) (530,185)
NET COST OF SERVICE (417,257) (412,572) (540,685)
* Includes recovery of on-costs charged to other services
Provide appropriate protective clothing and safety equipment to staff to minimise personal injury exposure
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Appendix 6 - Draft Budget by Service
Service Dog & Cat ControlService Category Regulatory ServiceResponsible Officer Team Leader - Environment & Regulatory ServicesCommunity Plan Reference 3.2 A Safe CommunityLegislative Reference Dog and Cat Management Act 1995
Key Recurrent activities:Facilitate the effective control and regulation of companion animalsCompliance with Dog & Cat Management Act 1995
Current / Significant Issues:By-LawsNew Dog & Cat Management Act amendments
Recent Achievements:Introduction of new payment receipt process through introduction of EFTPOS at the DepotImplementation of reminder notices for dog registrations
New Initiatives 2017/2018:Design and construct dog park
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateNo. of registered dogs 5,335 5,625 5,800 Expiations issued 325 300Dog Attacks 22Dogs reported wandering at large 383
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther Revenue 0 (5,000) 0RatesReimbursementsStatutory Charges (264,692) (275,000) (281,000)User Charges
TOTAL OPERATING REVENUE (264,692) (280,000) (281,000)
Operating ExpensesDepreciation 356 1,156 2,338Employee Costs (incl Overheads) 152,705 130,870 173,560Finance CostsMaterials, Contracts & Other Expenses 100,701 130,327 112,680
TOTAL OPERATING EXPENSES 253,762 262,353 288,578
NET COST OF SERVICE * (10,930) (17,647) 7,578
* Excludes administrative support costs
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Appendix 6 - Draft Budget by Service
Service Elderly CentreService Category Core ServiceResponsible Officer Team Leader - Property & ProcurementCommunity Plan Reference 3.3 A Resilient CommunityLegislative Reference
Key Recurrent activities:Maintenance of Elderly Centre to an appropriate standardAdminister and promote usage of CentreSupport the operations of the Elderly Centre Advisory Group
Current / Significant Issues:
Recent Achievements:
New Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursementsStatutory ChargesUser Charges (43,568) (45,000) (61,500)
TOTAL OPERATING REVENUE (43,568) (45,000) (61,500)
Operating ExpensesDepreciation 12,136 31,927 14,107Employee Costs (incl Overheads) 1,147 0 500Finance CostsMaterials, Contracts & Other Expenses 62,573 64,742 63,476
TOTAL OPERATING EXPENSES 75,856 96,669 78,083
NET COST OF SERVICE 32,288 51,669 16,583
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Service Elected MembersService Category Legislative RequirementResponsible Officer Chief Executive OfficerCommunity Plan Reference 5.3 Responsible GovernmentLegislative Reference Local Government Act 1999
Key Recurrent activities:Provision of facilities and support to the Elected Members of CouncilProvide administrative support to the office of Mayor
Current / Significant Issues:
Recent Achievements:
New Initiatives 2017/2018:Mayor's Young Women's Leadership Program
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateNo. of Elected Members 11 11 11
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursements (Mayoral vehicle) (10,000) (10,000) (10,000)Statutory ChargesUser Charges
TOTAL OPERATING REVENUE (10,000) (10,000) (10,000)
Operating ExpensesDepreciation 0 5,000 0Employee Costs (incl Overheads) 22,647 24,078 24,498Finance CostsMaterials, Contracts & Other Expenses 272,677 263,128 255,644
TOTAL OPERATING EXPENSES 295,324 292,206 280,142
NET COST OF SERVICE 285,324 282,206 270,142
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Service Emergency ServicesService Category Regulatory ServiceResponsible Officer Team Leader - Environment & Regulatory ServicesCommunity Plan Reference 3.2 A Safe CommunityLegislative Reference Fire and Emergency Services Act 2005
Key Recurrent activities:Minimise inflammable undergrowth through monitoring and enforcement of fire safety regulations
Current / Significant Issues:Complacency by land ownersWet summer causing rapid regrowthRoadside slashing repeated several times due to wet summerRecent Achievements:Compliance with notices - no need to slash property by CouncilNew Surface pro device - access to database in the field
New Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateFire prevention expiations sent 17Fire prevention notices issued 426Properties slashed
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursements (368) (360) (377)Statutory Charges (Expiations) (6,031) (1,500) (1,500)User Charges (432) (1,500) (500)
TOTAL OPERATING REVENUE (6,831) (3,360) (2,377)
Operating ExpensesDepreciationEmployee Costs (incl Overheads) 15,225 32,071Finance CostsMaterials, Contracts & Other Expenses 12,162 9,893 6,907
TOTAL OPERATING EXPENSES 27,387 9,893 38,978
NET COST OF SERVICE 20,556 6,533 36,601
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Service Engineering ServicesService Category Core ServiceResponsible Officer Manager - Infrastructure & Engineering ServicesCommunity Plan Reference 2.4 An effective transport systemLegislative Reference
Key Recurrent activities:Administer the design and delivery of related Capital Works programsReview of Asset Management Plan (including standard unit rates of road construction)Provision of quality technical and engineering assessment adviceTraffic investigation and management
Current / Significant Issues:
Recent Achievements:
New Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & Contributions 215 (190,000) 0Investment IncomeOther Revenue (1,388) 0 (1,000)RatesReimbursements (Vehicle contributions) (15,173) (15,000) (15,000)Statutory ChargesUser Charges
TOTAL OPERATING REVENUE (16,346) (205,000) (16,000)
Operating ExpensesDepreciation 25,574 27,274 27,424Employee Costs (incl Overheads) 800,056 474,471 337,578Finance CostsMaterials, Contracts & Other Expenses 327,655 641,874 236,366TOTAL OPERATING EXPENSES 1,153,285 1,143,619 601,368
NET COST OF SERVICE 1,136,939 938,619 585,368
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Service Financial ServicesService Category Legislative RequirementResponsible Officer Manager - Finance & Corporate ServicesCommunity Plan Reference 5.1 Sustainable Financial ManagementLegislative Reference Local Govt (Financial Management) Regulations 2011
Key Recurrent activities:Co-ordinate development of Annual Budget/Business PlanMonitoring of financial performance (Monthly Finance Report, Quarterly Budget Reviews)Preparation of Annual Financial Statements & assoc. annual returns (e.g. Grants Commission)Preparation of annual update to Long Term Financial PlanProvide accounting support activities (e.g. Accounts Payable/Receivable, GST / FBT admin)Periodic review and development of Finance PoliciesSupport the operations of the Audit Committee
Current / Significant Issues:Rewrite of General Ledger (new ledger to take effect from 2017/18)
Recent achievements:
New Initiatives 2017/2018:Undertake Strategic Risk Review Internal Audit
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateMonthly Finance Report, Quarterly Budget Reviews, Annual Budget, Annual Financial StatementsNo. of staff (FTE) 5.3 5.3 5.3
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & Contributions * (603,030) (1,172,210) (606,605)Investment Income (83,169) (64,179) (36,668)Other RevenueRatesReimbursements (1,149) 0 0Statutory ChargesUser Charges
TOTAL OPERATING REVENUE (687,348) (1,236,389) (643,273)
Operating ExpensesDepreciation 0 4,000 4,000Employee Costs 513,317 483,080 507,842Finance Costs 624,187 595,828 786,380Materials, Contracts & Other Expenses 111,656 146,873 126,417
TOTAL OPERATING EXPENSES 1,249,160 1,229,781 1,424,639
NET COST OF SERVICE 561,812 (6,608) 781,366
* 50% of Federal Government grant for 2017/18 received in 2016/17. Revised forecast for2016/17 is $1,784,477 (Note: Value in table above for 2016/17 is Adopted Budget)
Annual Financial Statements completed without audit qualification
Prepare comparative data reports on an annual basis (comparing financial performance with similar Councils)
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Service Gawler Aquatic CentreService Category Core ServiceResponsible Officer Team Leader - Recreation & CommunityCommunity Plan Reference 3.4 An Active CommunityLegislative Reference
Key Recurrent activities:Manage and maintain the Gawler Aquatic Centre in accordance with community health standardsProvide community aquatic facilityDeliver key programs - Learn to Swim, Lap Swimming, Recreational Swimming, Facility Hire)Actively promote and encourage community use of the facility
Current / Significant Issues:Ageing facilityWater space limitations (result of growth in Learn to Swim Programs)
Recent Achievements:Gawler Aquatic Centre needs and feasibility analysisRecreation SA - watch around water community inivation award
New Initiatives 2017/2018:Upgrade pool edgingUpgrade main pool pump room
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateNo. of visitors 53,162 Swim School Enrolments 1008
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & Contributions (15,000) 0 0Investment IncomeOther Revenue (900) (1,000) (1,000)RatesReimbursementsStatutory ChargesUser Charges (280,958) (303,000) (333,500)
TOTAL OPERATING REVENUE (296,858) (304,000) (334,500)
Operating ExpensesDepreciation 73,762 98,131 114,857Employee Costs (incl Overheads) 215,627 112,710 116,830Contracts - LifeguardsMaterials, Contracts & Other Expenses 408,577 491,602 531,128
TOTAL OPERATING EXPENSES 697,966 702,443 762,815
NET COST OF SERVICE 401,108 398,443 428,315
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Service General AdministrationService Category Legislative RequirementResponsible Officer Chief Executive OfficerCommunity Plan Reference 5.3 Responsible GovernmentLegislative Reference Local Government Act 1999
Key Recurrent activities:Facilitate minimisation of Council's exposure to risk via effective Risk Management programsAdminister effective purchasing & procurement practicesPreparation and distribution of Council/Committee agendas/minutesReview of relevant governance processes and proceduresPreparation of Annual ReportEffective management of Council's Administration and associated legislative obligationsCurrent / Significant Issues:Review of Community Plan
Recent Achievements:Relocation to new Administration Centre (realising recurrent savings of over $100k)
New Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther Revenue (93) 0 (50)RatesReimbursements (222,393) (198,000) (245,050)Statutory ChargesUser Charges (22,505) 0
TOTAL OPERATING REVENUE (244,991) (198,000) (245,100)
Operating ExpensesDepreciation 282 282 280Employee Costs (incl Overheads) 769,464 823,814 834,943Finance CostsMaterials, Contracts & Other Expenses * 630,254 827,867 1,293,336
TOTAL OPERATING EXPENSES 1,400,000 1,651,963 2,128,559
NET COST OF SERVICE 1,155,009 1,453,963 1,883,459
* 2017/18 includes Sundry Projects Fund, New Initiatives Funding
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Service HeritageService Category Core ServiceResponsible Officer Manager - Library & Community ServicesCommunity Plan Reference 1.3 Valued Local History & CultureLegislative Reference
Key Recurrent activities:On-going maintenance of Gawler's local heritage collectionGawler Historic Walls Scheme
($250K funding ($25k over 10 years) towards restoration of historic walls)
Current / Significant Issues:Lack of storage facilities to appropriately house heritage items
Recent Achievements:Updated catalogue due to collection moving to temporary storage during Civic Centre Redevelopment
New Initiatives 2017/2018:Proposed commencement of digitisation project for Heritage Collection itemsDesign and construct all War Memorials in Pioneer Park
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursementsStatutory ChargesUser Charges
TOTAL OPERATING REVENUE 0 0 0
Operating ExpensesDepreciation (Monuments & Statues) 7,184 7,185 8,503Employee Costs (incl Overheads) 0 45,066 69,289Finance CostsMaterials, Contracts & Other Expenses 27,559 59,621 60,230
TOTAL OPERATING EXPENSES 34,743 111,872 138,022
NET COST OF SERVICE 34,743 111,872 138,022
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Service Home Assistance SchemeService Category Non-Core ServiceResponsible Officer Team Leader - Recreation & CommunityCommunity Plan Reference 3.3 A Resilient CommunityLegislative Reference
Key Recurrent activities:Support services to assist aged/disabled to live independently in their homesSocial support services (in conjunction with Gawler Health Service)Host and facilitate 'Ageing in Style' Expo
Current / Significant Issues:Changes to funding model (commencing 01/07/17)Signfiicant changes to aged care and disability sectors
Recent Achievements:Increase in consumers accessing servicesConduct outreach to community services
New Initiatives 2017/2018:
Service Levels: 2015/16 Actual 2016/17 Budget 2017/18 EstimateNo. of clients 653No. of service hours 9,972 Jobs Completed 3409
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & Contributions (635,386) (634,430) (660,625)Investment IncomeOther RevenueRatesReimbursements (1,434) (1,500) (1,500)Statutory ChargesUser Charges
TOTAL OPERATING REVENUE (636,820) (635,930) (662,125)
Operating ExpensesDepreciation 206 207 0Employee Costs 320,161 356,134 356,059Finance CostsMaterials, Contracts & Other Expenses 295,065 282,894 306,066
TOTAL OPERATING EXPENSES 615,432 639,235 662,125
NET COST OF SERVICE (21,388) 3,305 0
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Service Human ResourcesService Category Core ServiceResponsible Officer Team Leader - Organisational DevelopmentCommunity Plan Reference 5.4 Good AdministrationLegislative Reference
Current / Significant Issues:Manage and administer Council's Human resources / Industrial relationsDevelopment and review of HR policies and procedures
Critical Issues:Ensure appropriate leave taken by staff, thereby minimising Leave Entitlements Liability
Recent Achievements:Traineeships - 2nd year for Admin roles2nd Round LGA Traineeship HorticultureImplementation of 'Skytrust' software for HR & WHSNew Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateStaff turnover 7%Staff Sick Days 695Days Lost due to Work Injuries 44Annual Leave Liability Hours 22093Time in Lieu Liability Hours 2487LSL Liability Hours 33345No of FTE 115 121.87 121.87FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate
$ $ $Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursements (1,058) (23,000) (43,500)Statutory ChargesUser Charges (7,132) 0 0
TOTAL OPERATING REVENUE (8,190) (23,000) (43,500)
Operating ExpensesDepreciationEmployee Costs (incl Overheads) * 303,918 307,836 316,487Finance CostsMaterials, Contracts & Other Expenses 229,647 254,820 251,870
TOTAL OPERATING EXPENSES 533,565 562,656 568,357
NET COST OF SERVICE 525,375 539,656 524,857
* 2014/15 increase due to organisational restructure
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Service ImmunisationService Category Non-Core ServiceResponsible Officer Team Leader - Environment & Regulatory ServicesCommunity Plan Reference 3.2 A Safe CommunityLegislative Reference Controlled Substances Act 1984
Consent to Medical Treatment and Pallative Care Act 1995Health Practitioner Regulation National Law (SA) Act 2010
Key Recurrent activities:Delivery of immunisation programs for the community
Current / Significant Issues:Provision of vaccination for emerging diseases eg. flu, meningococcal
Recent Achievements:Community vaccination programs targeting specific diseases being implemented through communityimmunisation program.
New Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateNo. of immunisations provided 2,035 Immunisation clinics - 3 times per monthImmunisation program for two local schools
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursements (1,188) (1,290) (1,290)Statutory ChargesUser Charges (16,897) (10,453) (11,671)
TOTAL OPERATING REVENUE (18,085) (11,743) (12,961)
Operating ExpensesDepreciationEmployee Costs (incl Overheads) 11,730 21,826 24,785Finance CostsMaterials, Contracts & Other Expenses 24,858 22,500 26,300
TOTAL OPERATING EXPENSES 36,588 44,326 51,085
NET COST OF SERVICE 18,503 32,583 38,124
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Service Information TechnologyService Category Core ServiceResponsible Officer Team Leader - Info & Communication Tech.Community Plan Reference 5.4 Good AdministrationLegislative Reference
Key Recurrent activities:Develop expertise on evolving technologies. Identify evolving technologies to provide products and services that will assist Council staff in accomplishing their mission, goals, and objectivesProvide IT value. Be well managed and fiscally responsible as we continue to maintain, update, and improve the quality and timeliness of our servicesMaintain and update existing information technology systems and infrastructureManage IT security systems to ensure the integrity of the data and systems operated by the CouncilCurrent / Significant Issues:
Recent Achievements:Completion of ICT Strategy 2016-2019Seamless migration of IT infrastructure to new Administration Centre
New Initiatives 2017/2018:Purchase of 'Info council' softwareFree public Wi-Fi roll out
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateNo. of FTE staff 3.0 3.0 3.0Visits to Council Website 126,759
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther Revenue (953) 0 0RatesReimbursements (7,500) (7,500) (7,500)Statutory ChargesUser Charges
TOTAL OPERATING REVENUE (8,453) (7,500) (7,500)
Operating ExpensesDepreciation 76,274 75,131 82,011Employee Costs (incl Overheads) 325,017 328,562 344,121Finance CostsMaterials, Contracts & Other Expenses 608,169 689,777 655,359
TOTAL OPERATING EXPENSES 1,009,460 1,093,470 1,081,491
NET COST OF SERVICE 1,001,007 1,085,970 1,073,991
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Service Investment PropertiesService Category Non-Core ServiceResponsible Officer Team Leader - Property & ProcurementCommunity Plan ReferenceLegislative Reference
Key Recurrent activities:Administer Council's obligations in accordance with conditions of leases
Current / Significant Issues:Identify properties that may be surplus to operational requirements On-going development and review of Property Divestment Strategy
Recent Achievements:Commercial tenancy income has increased as a result of purchasing the 43 High Street property, and thecontinuation of a number of commercial leases pre-existing.
New Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursements (3,664) (2,995) (4,804)Statutory ChargesUser Charges (116,713) (136,550) (156,014)
TOTAL OPERATING REVENUE (120,377) (139,545) (160,818)
Operating ExpensesDepreciation 4,229 4,229 4,229Employee Costs (incl Overheads)Finance CostsMaterials, Contracts & Other Expenses 6,395 4,255 6,716
TOTAL OPERATING EXPENSES 10,624 8,484 10,945
NET COST OF SERVICE (109,753) (131,061) (149,873)
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Service LibraryService Category Core ServiceResponsible Officer Team Leader - Library ServicesCommunity Plan Reference 3.1 Well Informed CommunityLegislative Reference Libraries Act 1982
Libraries Regulations 1998Key Recurrent activities:Provision of Library services in accordance with community needs
Current / Significant Issues:Redevelopment and temporary closure of Murray Street Library
Recent Achievements:Development of Library Strategic Management PlanOperation from two new sites (Admin Centre + Gawler Sport & Community Centre)Incrased outreach programs (Fringe, Artisan Market in Park)
New Initiatives 2017/2018:Develop and deliver outreach library programs
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateNo. of active borrowers 8,631 No. of Loans 130,281 Library users as % of population 36%Library Events Held 88Attendees at Library Events 1125
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & Contributions (85,855) (73,528) (64,000)Investment IncomeOther Revenue (1,755) (750) (750)RatesReimbursements (24,987) (10,500) (10,500)Statutory ChargesUser Charges (9,282) (9,300) (9,300)
TOTAL OPERATING REVENUE (121,879) (94,078) (84,550)
Operating ExpensesDepreciation 37,882 37,944 39,519Employee Costs (incl Overheads) 831,479 742,935 698,750Finance CostsMaterials, Contracts & Other Expenses 145,975 139,533 124,071
TOTAL OPERATING EXPENSES 1,015,336 920,412 862,340
NET COST OF SERVICE 893,457 826,334 777,790
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Service Litter ControlService Category Core ServiceResponsible Officer Team Leader - DepotCommunity Plan Reference 4.4 A Better EnvironmentLegislative Reference
Key Recurrent activities:Collection and disposal of waste from litter bins within streets, parks and ovals (162 bins)Disposal of waste from 'Doggy' bins (13) and Cigarette butt bins (12)
Current / Significant Issues:Number/type of bin installations across council areaManual handling issues for field staff
Recent Achievements:Delivery of wheelie bin lifter response truck to increase efficiency in operations & reduce manualhandling issues
New Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateMain street bins emptied dailyOther bins emptied less regularly
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursementsStatutory ChargesUser Charges
TOTAL OPERATING REVENUE 0 0 0
Operating ExpensesDepreciationEmployee Costs (incl Overheads) 72,477 75,000 77,500Finance CostsMaterials, Contracts & Other Expenses 11,649 10,600 5,300
TOTAL OPERATING EXPENSES 84,126 85,600 82,800
NET COST OF SERVICE 84,126 85,600 82,800
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Service OccupancyService Category Core ServiceResponsible Officer Team Leader - Property & ProcurementCommunity Plan Reference 1.2 Well Presented AssetsLegislative Reference
Key Recurrent activities:Administer and manage appropriate Building Maintenance programsAdministration of Property Services section
Current / Significant Issues:
Recent Achievements:
New Initiatives 2017/2018:Update Building Asset Management Plan
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursements (9,423) (23,000) (23,000)Statutory ChargesUser Charges * (106,500) (156,000)
TOTAL OPERATING REVENUE (9,423) (129,500) (179,000)
Operating ExpensesDepreciation 37,342 52,342 46,233Employee Costs (incl Overheads) 196,359 261,306 232,705Finance CostsMaterials, Contracts & Other Expenses 211,765 235,774 252,683
TOTAL OPERATING EXPENSES 445,466 549,422 531,621
NET COST OF SERVICE 436,043 419,922 352,621
* Rental income from Town of Gawler Administration Centre
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Service Other ActivitiesService Category Core ServiceResponsible Officer Team Leader - DepotCommunity Plan Reference 2.2 Services and Facilities that meet needsLegislative Reference
Key Recurrent activities:Weedspraying / mowing of road reservesRemoval of dumped rubbish from roadsidesSupport the operations of the Rapid Response Team
Current / Significant Issues:Verges in new land divisionsSeasonal conditions over 16/17 (high spring/summer rainfall) have resulted in unseasonablyhigh weed/road reserve growth to maintainIncrease in resident numbers have increased occurences of dumped rubbishRecent Achievements:Delivery of rapid response wheelie bin lifter utility aimed at increasing efficiency in operations &decreasing WHS issues via manual handlingEfficient and effective weed/verge management given seasonal conditionsNew Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursementsStatutory ChargesUser Charges
TOTAL OPERATING REVENUE 0 0 0
Operating ExpensesDepreciationEmployee Costs (incl Overheads) 320,594 444,380 516,408Finance CostsMaterials, Contracts & Other Expenses 96,626 104,094 114,514
TOTAL OPERATING EXPENSES 417,220 548,474 630,922
NET COST OF SERVICE 417,220 548,474 630,922
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Service Other Environmental ServicesService Category Legislative RequirementResponsible Officer Team Leader - Environment & Regulatory ServicesCommunity Plan Reference 4.4 A Better EnvironmentLegislative Reference Natural Resources Management Act 2004
Key Recurrent activities:Administer collection/payment of State Government Natural Resource Management levyPromote and participate in environmental initiatives (incl Clean-up Australia Day)Provide advice on environmental queries
Current / Significant Issues:Management of unsightly premisesIllegal Dumping
Recent Achievements:Annual participation in Clean Up Australia Day
New Initiatives 2017/2018:Emergency Management PlanGawler Biodiversity Management Plan
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRates (State Govt NRM Levy) (309,884) (328,948) (338,765)Reimbursements (NRM levy collection) (4,600) (4,600) (5,000)Statutory ChargesUser Charges
TOTAL OPERATING REVENUE (314,484) (333,548) (343,765)
Operating ExpensesDepreciation 510 511 510Employee Costs (incl Overheads) 180,562 201,952 301,671Finance CostsNRM Levy transfer to State GovtMaterials, Contracts & Other Expenses 348,306 387,258 381,376
TOTAL OPERATING EXPENSES 529,378 589,721 683,557
NET COST OF SERVICE 214,894 256,173 339,792
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Service Other Regulatory ServicesService Category Regulatory ServiceResponsible Officer Team Leader - Environment & Regulatory ServicesCommunity Plan Reference 3.2 A Safe CommunityLegislative Reference
Key Recurrent activities:Impounding of abandoned vehicles (as required)Monitor compliance with associated regulations
Current / Significant Issues:New legislative amendments to Local Government Act impacting Council's ability to removeabandoned vehicles. S237 Local Government Act.
Recent Achievements:New procedure when recovering abandoned vehicles.
New Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther Revenue (517) 0 (200)RatesReimbursements (498) 0 0Statutory ChargesUser Charges
TOTAL OPERATING REVENUE (1,015) 0 (200)
Operating ExpensesDepreciation 1,544 4,893 8,192Employee Costs (incl Overheads) 52 0 0Finance CostsMaterials, Contracts & Other Expenses 7,442 2,200 1,000
TOTAL OPERATING EXPENSES 9,038 7,093 9,192
NET COST OF SERVICE 8,023 7,093 8,992
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Service Parking ControlService Category Regulatory ServiceResponsible Officer Team Leader - Environment & Regulatory ServicesCommunity Plan Reference 5.3 Responsible GovernmentLegislative Reference Expiation of Offences Act 1996
Key Recurrent activities:Monitor parking control for time zones, permit zones and disabled bays
Current / Significant Issues:On street traffic control in town centre causing congestion in some areas.Underutilisation of council car park.Recent changes with the introduction of timed parking to private parking areas.
Recent Expiation Devices / Achievements:Pinforce now being used extensively.Increased enforcement activity.
New Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateNo. of expiations issued 1,499 1,800 1,800
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursementsStatutory Charges (102,096) (140,000) (141,000)User Charges
TOTAL OPERATING REVENUE (102,096) (140,000) (141,000)
Operating ExpensesDepreciationEmployee Costs (incl Overheads) 122,363 191,889 107,513Finance CostsMaterials, Contracts & Other Expenses 28,848 52,286 51,508
TOTAL OPERATING EXPENSES 151,211 244,175 159,021
NET COST OF SERVICE 49,115 104,175 18,021
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Service Parks & GardensService Category Core ServiceResponsible Officer Team Leader - DepotCommunity Plan Reference 4.2 Good Quality Open SpaceLegislative Reference
Key Recurrent activities:Maintenance of parks & gardens in accordance with service standardsMaintain playground facilities to an appropriate and safe standard
Current / Significant Issues:Development of maintenance contractor management frameworkConsistency & sustainability in new land division open spaceGrowth managementRecent Achievements:In-sourcing significant quantity of high grade open space from new land divisionswithin existing worforceQuantifying & costing 16/17 & 17/18 developing preliminary management plans for growthNew Initiatives 2017/2018:Pioneer Park upgradeUpgrade parking facilities at Clonlea Reserve
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateHectares of Open Space maintained 436 457
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsReimbursementsOther RevenueRatesReimbursementsStatutory ChargesUser Charges (239) 0 0
TOTAL OPERATING REVENUE (239) 0 0
Operating ExpensesDepreciation 63,792 117,887 86,039Employee Costs (incl Overheads) 726,533 801,216 822,042Finance CostsMaterials, Contracts & Other Expenses* 411,097 449,422 873,204Net Gain (loss) on Disposal of Assets 32,947 0 0
TOTAL OPERATING EXPENSES 1,234,369 1,368,525 1,781,285
NET COST OF SERVICE 1,234,130 1,368,525 1,781,285
*2017/18 includes new costs for maintenance of new Parks & Reserves acquired from developers
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Service Pest ControlService Category Core ServiceResponsible Officer Team Leader - Environment & Regulatory ServicesCommunity Plan Reference 2.2 Services and Facilities that meet needsLegislative Reference
Key Recurrent activities:Provision of effective pest/vermin control services and eradication programsDestruction of European wasp nests
Current / Significant Issues:Maintain and improve feral pigeon control, maintain Corella dislocation/relocation strategy
Recent Achievements:Significant reduction in feral pigeon populations in Town of GawlerState Research project Llittle Corellas has been completed - working with LGA, DENWR andlocal councils to formulate control strategyNew Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursementsStatutory ChargesUser Charges
TOTAL OPERATING REVENUE 0 0 0
Operating ExpensesDepreciationEmployee Costs (incl Overheads) 500 2,000 2,000Finance CostsMaterials, Contracts & Other Expenses 268 900 400
TOTAL OPERATING EXPENSES 768 2,900 2,400
NET COST OF SERVICE 768 2,900 2,400
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Service Plant & MachineryService Category Core ServiceResponsible Officer Team Leader - DepotCommunity Plan Reference 4.3 Sustainable Asset ManagementLegislative Reference
Key Recurrent activities:Maintain an appropriate fleet of road plant and machinery to facilitate effective service deliveryImplement programmed servicing regimeAnnual review of internal hire rates
Current / Significant Issues:Completion of vehicle policy review
Recent Achievements:Design/procurement & delivery of civil/horticulture watering truck & rapid response bin lifter utility(first of type in South Australia)
New Initiatives 2017/2018:Programmed plant replacement
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateFuel consumption (litres)Plant Utilisation 82.20% 100%
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & Contributions (13,543) (11,750) (11,750)Investment IncomeOther Revenue (784) 0 (1,000)RatesReimbursementsStatutory ChargesUser Charges
TOTAL OPERATING REVENUE (14,327) (11,750) (12,750)
Operating ExpensesDepreciation 240,048 283,037 335,060Employee Costs (incl Overheads) 82,077 81,523 82,961Finance CostsMaterials, Contracts & Other Expenses 543,507 118,665 70,690Net Gain (loss) on Disposal of Assets 207 0 0
TOTAL OPERATING EXPENSES 865,839 483,225 488,711
LESS Internal Hire Charges (589,261) (459,475) (561,180)
NET COST OF SERVICE 262,251 12,000 (85,219)
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Service Preventive Health ServicesService Category Regulatory ServiceResponsible Officer Team Leader - Environment & Regulatory ServicesCommunity Plan Reference 3.2 A Safe CommunityLegislative Reference Public & Environmental Health Act 1987, Food Act 2001
Supported Residential facilities Act 1992
Key Recurrent activities:Provision of technical advice and monitoring services of a broad range of public and environmental health services in accordance with legislative requirementsRegister and inspect food premises, and respond to requests from the Dept of Health to investigate outbreaks of food poisoning and communicable disease
Current / Significant Issues:
Recent Achievements:Introduction of "scores on doors".Regional Food Safety Week implementation.
New Initiatives 2017/2018:Implementation of the Regional Health Plan
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateNo. of Food inspections 177 160No. of food audits 38 40
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther Revenue (850) (300) (300)RatesReimbursements (75) 0 0Statutory Charges (23,451) (20,225) (15,429)User Charges
TOTAL OPERATING REVENUE (24,376) (20,525) (15,729)
Operating ExpensesDepreciation 1,538 1,538 1,538Employee Costs (incl Overheads) 128,251 127,051 129,278Finance CostsMaterials, Contracts & Other Expenses 10,477 9,900 12,104
TOTAL OPERATING EXPENSES 140,266 138,489 142,920
NET COST OF SERVICE 115,890 117,964 127,191
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Service Public ConveniencesService Category Core ServiceResponsible Officer Team Leader - DepotCommunity Plan Reference 4.3 Sustainable Asset ManagementLegislative Reference
Key Recurrent activities:Maintenance of public conveniences in good working order and to a high state of cleanlinessSites cleaned include: Clonlea Reserve, Julian Tce, Deadman's Pass Reserve, Gawler Oval, Willaston Cemetery, Multi-Level Carpark, Council depot
Current / Significant Issues:Ageing facilities which are not fit for modern purposeSustainable management of growth in council area due to new land divisions
Recent Achievements:Implementation of new cleaning roster to provide workforce capacity to areas of growth
New Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate7 sites cleaned daily
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursementsStatutory ChargesUser Charges
TOTAL OPERATING REVENUE 0 0 0
Operating ExpensesDepreciation 3,049 3,048 3,049Employee Costs (incl Overheads) 67,144 70,400 76,900Finance CostsMaterials, Contracts & Other Expenses 40,567 41,591 37,929
TOTAL OPERATING EXPENSES 110,760 115,039 117,878
NET COST OF SERVICE 110,760 115,039 117,878
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Service Rates AdministrationService Category Legislative RequirementResponsible Officer Team Leader - FinanceCommunity Plan Reference 5.3 Responsible GovernmentLegislative Reference Local Government Act 1999
Key Recurrent activities:Accurate and timely update of property rating databasePrepare rate modelling scenarios for CouncilAdminister distribution of quarterly rate notices and collection of rate revenueAnnual review of Strategic Rating Policy
Current / Significant Issues:Establishment of proposed new Separate RatesValidation of ratepayers database structure
Recent Achievements:Reduction in level of outstanding rate debtors in accordance with policyImplementation of new payment options (ie direct debit / Bpay view etc)Implementation of streamlined follow up procedures for outstanding debtsNew Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateRate debtors as % total rate revenue 3.95 4.0 4.0No. of FTE staff 1.6 1.6 1.6No. of rateable properties 10,834 11,063
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther Revenue 779 0 0Rates (17,233,390) (18,190,240) (19,158,546)Reimbursements (Debt recovery) (30,953) (48,000) (25,000)Statutory ChargesUser Charges
TOTAL OPERATING REVENUE (17,263,564) (18,238,240) (19,183,546)
Operating ExpensesDepreciationEmployee Costs (incl Overheads) 141,010 147,162 151,612Finance CostsMaterials, Contracts & Other Expenses 101,813 124,285 113,882
TOTAL OPERATING EXPENSES 242,823 271,447 265,494
NET COST OF SERVICE (17,020,741) (17,966,793) (18,918,052)
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Service Records ManagementService Category Legislative RequirementResponsible Officer Team Leader - Info & Communication Tech.Community Plan Reference 5.4 Good AdministrationLegislative Reference State Records Act 1997
Key Recurrent activities:Administer and manage Council's Records Management system Storage of historical records in accordance with legislative and regulatory requirementsRetrieval of records from State Records and temporary storage (as required)Administer Freedom of Information (FOI) requests
Current / Significant Issues:
Recent Achievements:General Disposal Schedule (GDS) 21 certification
New Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateNo. of records recorded 87,180 90,000 90,000 No. of FTE staff * 3 3 3FOI requests 8
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther Revenue (343) (100) (300)RatesReimbursements (35) 0 0Statutory ChargesUser Charges
TOTAL OPERATING REVENUE (378) (100) (300)
Operating ExpensesDepreciation 18,144 19,720 19,764Employee Costs (incl Overheads) * 194,906 222,256 225,568Finance CostsMaterials, Contracts & Other Expenses 69,973 77,220 76,260
TOTAL OPERATING EXPENSES 283,023 319,196 321,592
NET COST OF SERVICE 282,645 319,096 321,292
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Service Support to Regional DevelopmentService Category Non-Core ServiceResponsible Officer Manager - Development, Environment & RegulatoryCommunity Plan Reference 2.1 Invest in Planning related to growthLegislative Reference
Key Recurrent activities:Support the programs and activities of Regional Development Aust. Barossa Inc.Support economic and regional development initiativesActively pursue appropriate external grant funding via engagement of Grants Submission Writer
Current / Significant Issues:
Recent Achievements:
New Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursements (Vehicle contribution) 0 0 (11,000)Statutory ChargesUser Charges
TOTAL OPERATING REVENUE 0 0 (11,000)
Operating ExpensesDepreciationEmployee Costs (incl Overheads)* 0 79,783 441,766Finance CostsMaterials, Contracts & Other Expenses 0 0 8,800
TOTAL OPERATING EXPENSES 0 79,783 450,566
NET COST OF SERVICE 0 79,783 439,566
*2017/18 includes Manager Business Enterprises and Communications, Digital Hub Officer,Multi-Function Space Officer and Special Projects Officer
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Service RoadsService Category Core ServiceResponsible Officer Team Leader - Engineering ServicesCommunity Plan Reference 4.3 Sustainable Asset ManagementLegislative Reference
Key Recurrent activities:Undertake grading and general maintenance of unsealed roads in accordance with service standardsMaintain sealed road network in accordance with service standardsUpgrade/replace infrastructure in accordance with Asset Management PlanMaintain footpath/kerb infrastructure in accordance with service standards
Current / Significant Issues:Council are currently in the process of developing a Policy framework to better manage unsealedroads in Gawler
Recent Achievements:Murray Street Stage 5 works and delivery of the road reseal program for 16/17 earlier than expected
New Initiatives 2017/2018:Murray Street - Stage 6 0.9 kms of kerb/gutter renewalGawler Mill Bridge remediation Gawler East Link Road construction commencement3.1 kms of new footpaths 1.1 kms of unsealed roads resheeting
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateKms of road resealedKms of road resheetedMetres of footpath renewedMetres of new footpath constructed
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & Contributions (734,833) (796,655) (735,710)Investment IncomeOther RevenueRatesReimbursementsStatutory ChargesUser Charges
TOTAL OPERATING REVENUE (734,833) (796,655) (735,710)
Operating ExpensesDepreciation 2,725,400 2,663,349 2,867,900Employee Costs (incl Overheads) 753,960 728,143 570,792Finance CostsMaterials, Contracts & Other Expenses 533,597 517,051 622,744Net Gain (loss) on Disposal of Assets 369,294 0 0
TOTAL OPERATING EXPENSES 4,382,251 3,908,543 4,061,436
NET COST OF SERVICE 3,647,418 3,111,888 3,325,726
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Service Sports Facilities - Indoor (Sport & Community Centre)Service Category Core ServiceResponsible Officer Team Leader - Recr Team Leader - Recreation & CommunityCommunity Plan Reference 3.4 An Active CommunityLegislative Reference
Key Recurrent activities:Provision of community recreation facility - key programs (skating, facility hire), fitness programsActively promote and encourage community use of the facility
Current / Significant Issues:
Recent Achievements:Significant increase in attendances at skating programs
New Initiatives 2017/2018:Replace Foyer / Studio / Youth Shak flooringPainting of Foyer and Rotary roomCarpet replacement
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther Revenue (114) (200) 0RatesReimbursements (191) (550) 0Statutory ChargesUser Charges (404,217) (440,000) (452,000)
TOTAL OPERATING REVENUE (404,522) (440,750) (452,000)
Operating ExpensesDepreciation 40,341 38,589 55,232Employee Costs (incl Overheads) 256,679 216,332 219,335Finance CostsMaterials, Contracts & Other Expenses 282,757 326,148 311,342
TOTAL OPERATING EXPENSES 579,777 581,069 585,909
NET COST OF SERVICE 175,255 140,319 133,909
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Service Sports Facilities - OutdoorService Category Core ServiceResponsible Officer Team Leader - DepotCommunity Plan Reference 3.4 An Active CommunityLegislative Reference
Key Recurrent activities:Maintenance of sporting surfaces and facilities to appropriate service standardsAdminister Council's obligations relative to community lease/licences arrangements
Current / Significant Issues:Consideration of refinancing of community loan for Karbeethan Sporting Association
Recent Achievements:Provision of community loans to Gawler Bowling Club (resurfacing of greens), South Gawler Cricket Club (installation of turf pitch), Gawler Central Sporting Club ('Dog Box' extension)Willaston Oval irrigation system replacement
New Initiatives 2017/2018:Karbeethan Reserve Master PlanKarbeethan Sporting Association Governance/ManagementRenew / replace irrigation systems (including South Gawler Oval)\Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateWater consumption (kilolitres) 82,931 84,000
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursements (29,418) (24,662) (28,289)Statutory ChargesUser Charges (33,061) (28,106) (33,684)
TOTAL OPERATING REVENUE (62,479) (52,768) (61,973)
Operating ExpensesDepreciation 155,992 157,672 174,316Employee Costs (incl Overheads) 101,904 93,200 107,093Finance CostsMaterials, Contracts & Other Expenses 460,450 503,536 552,352
TOTAL OPERATING EXPENSES 718,346 754,408 833,761
NET COST OF SERVICE 655,867 701,640 771,788
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Service Stormwater DrainageService Category Core ServiceResponsible Officer Team Leader - DepotCommunity Plan Reference 4.3 Sustainable Asset ManagementLegislative Reference
Key Recurrent activities:Maintenance of stormwater drainage infrastructureCleaning of side-entry pitsUpgrade/replace stormwater infrastructure in accordance with Asset Management PlanSupport the provision of flood monitoring systems
Current / Significant Issues:Minimise exposure to local flooding through appropriate infrastructure maintenance programsGrowth due to new land divisionsEnvironmental management during developmentRecent Achievements:Effective emergency management of major 1:20 flood event in September/October via planned /prepared approach and sufficient monitoring & community, executive, elected member andemergency service engagementNew Initiatives 2017/2018:Completion of underground drainage through lower WillastonFlood damage and mitigation works - Gawler Urban RiversErosion control at Gawler River outfallsService Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursementsStatutory ChargesUser Charges
TOTAL OPERATING REVENUE 0 0 0
Operating ExpensesDepreciation 715,858 629,901 792,648Employee Costs (incl Overheads) 32,780 46,500 32,000Finance CostsMaterials, Contracts & Other Expenses 161,489 109,400 111,895Net Gain (Loss) Joint Ventures * 37,768 0 0Net Gain (loss) on Dispoal of Assets 3,291 0 0
TOTAL OPERATING EXPENSES 951,186 785,801 936,543
NET COST OF SERVICE 951,186 785,801 936,543
* Gawler River Floodplain Management Authority
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Service Street CleaningService Category Core ServiceResponsible Officer Team Leader - DepotCommunity Plan Reference 4.4 A Better EnvironmentLegislative Reference
Key Recurrent activities:Programmed streetsweeping of urban roads to maintain a tidy appearance and assist in minimisingblocked drains due to leave litter/debris
Current / Significant Issues:Growth due to new land divisionsRequirement to retender contract in 2017/18 financial year
Recent Achievements:Sustainable program that resulted in reducing down system blocking in rainfall/flood events
New Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateMurray Street - 3 x per weekUrban Streets - 5 x per annumHeavy leaf fall streets - 7 x per annum
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursementsStatutory ChargesUser Charges
TOTAL OPERATING REVENUE 0 0 0
Operating ExpensesDepreciationEmployee Costs (incl Overheads)Finance CostsMaterials, Contracts & Other Expenses 144,271 158,000 140,500
TOTAL OPERATING EXPENSES 144,271 158,000 140,500
NET COST OF SERVICE 144,271 158,000 140,500
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Service StreetlightingService Category Core ServiceResponsible Officer Team Leader - Engineering ServicesCommunity Plan Reference 3.2 A Safe CommunityLegislative Reference
Key Recurrent activities:Facilitate community safety through the provision of appropriate streetlighting
Current / Significant Issues:
Recent Achievements:Council engaged SA Power networks to carry out a Gawler wide street lighting audit. The auditidentified areas where lighting upgrades were to be done in priority order, and lighting upgradeshave been completed in a number of areas.New Initiatives 2017/2018:Upgrade street lighting Murray Road, Willaston
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursementsStatutory ChargesUser Charges
TOTAL OPERATING REVENUE 0 0 0
Operating ExpensesDepreciation 1,144 0 5,063Employee Costs (incl Overheads)Finance CostsMaterials, Contracts & Other Expenses 397,552 391,202 440,110
TOTAL OPERATING EXPENSES 398,696 391,202 445,173
NET COST OF SERVICE 398,696 391,202 445,173
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Service StreetscapingService Category Core ServiceResponsible Officer Team Leader - DepotCommunity Plan Reference 1.2 Well Presented AssetsLegislative Reference
Key Recurrent activities:Maintain urban streetscapes to an appropriate standardDevelop and implement programs to maintain and upgrade town entrancesDevelop and implement a town-wide street tree strategy
Current / Significant Issues:New development treatment of verges (ie. turf)Sustainably managing growth due to major new land divisions
Recent Achievements:Arborculture program to minimise disruption during storm events & provide quality amenities tothe communityArborculture review. Recommendations to implement increased efficiency in practices of teamin 2017/18New Initiatives 2017/2018:Renew street furniture program
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursementsStatutory ChargesUser Charges
TOTAL OPERATING REVENUE 0 0 0
Operating ExpensesDepreciation 2,959 2,959 4,537Employee Costs (incl Overheads) 203,064 211,600 260,100Finance CostsMaterials, Contracts & Other Expenses 185,272 125,174 131,717
TOTAL OPERATING EXPENSES 391,295 339,733 396,354
NET COST OF SERVICE 391,295 339,733 396,354
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Service Support to Local Businesses - Gawler Business Dev. GrpService Category Non-Core ServiceResponsible Officer Manager - Library & Community ServicesCommunity Plan Reference 2.1 Invest in Planning related to growthLegislative Reference
Key Recurrent activities:Support the operations of the Gawler Business Development Group Inc. via administration and collection of associated Separate Rate levied
Current / Significant Issues:Review of agreement with Gawler Business Development Group Inc. (GBDG) (expires June 2018)
Recent Achievements:GBDG Review Report received and workshoppedGBDG Annual Report and 2017/18 budget received
New Initiatives 2017/2018:GBDG refining focus to business training rather than events.
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRates (Business Development & Marketing) (162,745) (167,727) (172,759)ReimbursementsStatutory ChargesUser Charges
TOTAL OPERATING REVENUE (162,745) (167,727) (172,759)
Operating ExpensesDepreciationEmployee Costs (incl Overheads)Finance CostsFunds provided to GBD Group Inc.Materials Contracts & Other 163000 167,727 172,759
TOTAL OPERATING EXPENSES 163,000 167,727 172,759
NET COST OF SERVICE 255 0 0
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Service Tourism (Visitor Information Centre)Service Category Non-Core ServiceResponsible Officer Team Leader - Marketing & MediaCommunity Plan Reference 3.5 An Engaging CommunityLegislative Reference
Key Recurrent activities:Support the operations and activities of the Gawler Visitor Information Centre
Current / Significant Issues:
Recent Achievements:Volunteer Audit and training requirement analysisHistory Month Walking Tour creation
New Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateNo. of visitors 19,371 19,500 Volunteer hrsOpening hrs: Mon-Fri 9am-5pm, Weekends & Pub. Holidays 10am-4pm. Closed Xmas/Good Friday
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther Revenue (3,768) (4,900) (4,900)RatesReimbursements 46 0 0Statutory ChargesUser Charges (78,056) (67,500) (70,500)
TOTAL OPERATING REVENUE (81,778) (72,400) (75,400)
Operating ExpensesDepreciation 10,765 11,674 12,323Employee Costs (incl Overheads) 85,145 88,935 93,503Finance CostsMaterials, Contracts & Other Expenses 130,456 128,534 134,510
TOTAL OPERATING EXPENSES 226,366 229,143 240,336
NET COST OF SERVICE 144,588 156,743 164,936
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Service Town PlanningService Category Regulatory ServiceResponsible Officer Team Leader - Development ServicesCommunity Plan Reference 2.1 Invest in Planning related to growthLegislative Reference Development Act 1993
Key Recurrent activities:Deliver efficient and effective development assessment/compliance processesSupport Council's Development Assessment decisions
Current / Significant Issues:Changes to State Planning Regulations - Transitional implementation of new planning regulations
Recent Achievements:Moving towards an electronic/digital assessment process /system (internally) - "e-planning"
New Initiatives 2017/2018:Gawler East Structure Plan DPAFinalise Residential and Character DPAFinalisation of Evanston Gardens DPACommerical and Rural Areas DPAState Government Planning Portal - Council contribution
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateNo. of development applications 777 700
FINANCIAL ANALYSIS
Operating RevenueGrants, Subsidies & Contributions * (53,337) (100,000) (689,080)Investment IncomeOther Revenue (36,163) (18,100) (15,100)RatesReimbursements (68,876) (15,000) (15,500)Statutory Charges (219,893) (200,590) (180,556)User Charges
TOTAL OPERATING REVENUE (378,269) (333,690) (900,236)
Operating ExpensesDepreciation 0 0 0Employee Costs (incl Overheads) 735,623 878,622 841,993Materials, Contracts & Other Expenses 367,802 406,562 565,197TOTAL OPERATING EXPENSES 1,103,425 1,285,184 1,407,190
NET COST OF SERVICE 725,156 951,494 506,954
* Includes developer contributions received towards Gawler East Development area** Includes payment to State Govt of developer contributions towards Gawler East Link Road
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Service Traffic ManagementService Category Core ServiceResponsible Officer Team Leader - Engineering ServicesCommunity Plan Reference 2.4 An effective transport systemLegislative Reference Road Traffic Act 1961
Key Recurrent activities:Monitor and promote community safety through the maintenance of traffic control signs and infrastructure to Australian StandardsCollection and analysis of Road Traffic Counters data
Current / Significant Issues:Council are currently in the process of finalising the Gawler Traffic and Transport Management Planand Willaston Local Area Traffice management Plan and expect to complete these projectsover the coming months.Recent Achievements:Facilitated road closures at various locations for community events, including Fringe Festival,Sustainable Living Festival, Farmers Market, Anzac DayInstallation of traffic control signage, new pedestrian refuges, medians at various locationsNew Initiatives 2017/2018:Renew traffic control signal to DPTI standard (stage 2 of 2)Renew street signs in Town Centre
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 Estimate
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueRatesReimbursementsStatutory ChargesUser Charges
TOTAL OPERATING REVENUE 0 0 0
Operating ExpensesDepreciation 7,784 62,480 29,188Employee Costs (incl Overheads) 69,139 60,500 78,000Finance CostsMaterials, Contracts & Other Expenses 76,948 41,375 50,391
TOTAL OPERATING EXPENSES 153,871 164,355 157,579
NET COST OF SERVICE 153,871 164,355 157,579
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Service Waste Management (including Kerbside collection program)Service Category Core ServiceResponsible Officer Team Leader - Environment & Regulatory ServicesCommunity Plan Reference 4.4 A Better EnvironmentLegislative Reference
Key Recurrent activities:Provide an effective domestic/green waste and recycling collection and disposal serviceAdminister joint-owner responsibilities of Northern Adelaide Waste Management Authority (NAWMA)
Current / Significant Issues:Providing a cost effective solution to wate management and landfill diversion rates
Recent Achievements:Kerbside Waste service retendered resulting in reduced service costs from early 2017
New Initiatives 2017/2018:
Service Levels/Measures: 2015/16 Actual 2016/17 Budget 2017/18 EstimateWaste collected - Recycled 1976 1900Waste collected - Green Waste 1797 1700General Waste collected (tonnes) 5,085 4,700
FINANCIAL ANALYSIS 2015/16 Actual 2016/17 Budget 2017/18 Estimate$ $ $
Operating RevenueGrants, Subsidies & ContributionsInvestment IncomeOther RevenueNet Gain. on Ventures * (123,054) 0 (75,000)Rates ** (1,795,308) (1,967,274) (1,911,558)ReimbursementsStatutory ChargesUser Charges 0 (25,860)
TOTAL OPERATING REVENUE (1,918,362) (1,967,274) (2,012,418)
Operating ExpensesDepreciation 9,664 9,664 10,049Employee Costs (incl Overheads) 136 0 0Finance CostsMaterials, Contracts & Other Expenses 1,814,338 1,969,956 1,927,618Net Loss Joint Ventures 0 88,305 0
TOTAL OPERATING EXPENSES 1,824,138 2,067,925 1,937,667
NET COST OF SERVICE (94,224) 100,651 (74,751)
* Northern Adelaide Waste Management Authority (NAWMA)** Waste Management Service Charge
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Item 8.4 – 2017/18 Declaration of Rates and Service Charges
ATTACHMENT 1 Properties captured by Town Centre Business Development & Marketing Separate Rate
ATTACHMENT 2 Gawler East Development area map
ATTACHMENT 3 Springwood’ properties excluded from Separate Rate
ATTACHMENT 4 Woodvale’ properties excluded from Separate Rate
ATTACHMENT 5 Separate Rates Relief Policy
ATTACHMENT 6 Indicative impact on average ratepayer
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ATTACHMENT 2
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SEPARATE RATE RELIEF POLICY 6.23
CR17/17661 2 of 4 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.
2. APPLICATION
2.1 This Policy automatically applies in relation to separate rates declared by the Council on rateable land where the Council has resolved that this Policy will apply. The separate rates to which it is envisaged that this Policy will have particular applications and those that are declared for the purpose of funding or securing a development related activity that is, or is intended to be, of particular benefit to the land, or the occupiers of the land or to visitors to that part of the area. The separate rates to which this Policy applies at the date of its adoption are: A. Gawler East Transport Infrastructure Separate Rates; B. Gawler East Community Infrastructure Separate Rates; and C. Gawler East Traffic Interventions Separate Rates.
The above list of separate rates is not and is not intended to be exhaustive and the Council may, at any time, resolve to apply this Policy to any other separate rate. Where the Council so resolves, the relevant separate rate(s) will be included in the above list from the next review of the Policy.
All separate rates are a charge on the land to which they apply.
3. SEPARATE RATE RELIEF
3.1 The separate rates to which this Policy applies will be as determined by the Council.
3.2 Upon the annual declaration of a separate rate, the corresponding separate rate declared in the immediately preceding financial year will be concurrently remitted in full.
3.3 The payment of all or any separate rate that applies to land where this Policy is resolved to apply is automatically postponed.
3.4 Subject to any express arrangement with or decision of the Council to the contrary, a separate rate will not be subject to the imposition of interest during the period of postponement under this Policy.
3.5 The postponement of a separate rate will be revoked and it will become payable as a result of: 3.5.1 any action by a landowner which results in the creation by the Office
of the Valuer General of a new valuation assessment (for rating purposes) within an existing valuation assessment, except where it is intended that the land continue with its current use i.e. the land is not subject to development but is retained for primary production purposes; or
3.5.2 any action by a landowner which results in the valuation assessment benefiting from capital improvements and the Council determining that as a result of those improvements it is no longer appropriate to maintain the postponement of the separate rate.
3.6 A separate rate applies to any separate valuation assessment created by the Office of the Valuer General within that part of the Council area for which the rate has been declared and will be payable on only one occasion, if at all, in respect of the assessment. For the avoidance of doubt, this provision does not and is not intended to imply any benefit for or restriction upon the application of a separate rate to a new valuation assessment.
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SEPARATE RATE RELIEF POLICY 6.23
CR17/17661 3 of 4 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.
3.7 Where a principal ratepayer (or, as relevant, a developer) has entered into a deed or any other legally binding arrangements with the State or the Council for the purposes of making a financial or in-kind contribution to the type of infrastructure and/or facilities for which the separate rate has been declared, the relevant separate rate(s) will be fully remitted by the Council in relation to the land to which the deed applies where the Council has determined that the principal ratepayer/developer has fully complied with the obligations upon it/them under the relevant deed or other arrangements.
3.8 A separate rate which applies to land where the subject infrastructure of the separate rate is provided by a party other than the Council, will be referred to the Chief Executive Officer of the Council for consideration for remission of that separate rate.
3.9 A separate rate that is not subject to postponement or remission under this Policy will be payable in accordance with the rates notice issued by the Council or as otherwise agreed between the Council and the principal ratepayer.
4. PROCEDURE
4.1 This Policy will be applied by the Council without the need for application by a principal ratepayer where the Council has sufficient information to be satisfied that the principal ratepayer is entitled to the separate rate relief under this Policy.
4.2 Where the Council does not have sufficient information available to it, a principal ratepayer may apply for the benefit of this Policy and in doing so must provide such information as the Council requires.
4.3 The Council has delegated to its Chief Executive Officer the necessary powers to make all decisions under or for the purposes of this Policy including but not limited to the application of the Policy and the postponement, remission or payment of a separate rate to which this Policy applies.
4.4 A principal ratepayer who is aggrieved by a determination of the Council under this Policy or by the application of this Policy may seek a review in accordance with the Council’s Review of Decisions Policy under section 270 of the Local Government Act 1999 – in accordance with the time limitations set out therein.
5. REVIEW AND EVALUATION
The effectiveness of this Policy will be reviewed on an annual basis as part of the separate rate declaration process and otherwise as deemed necessary by the Manager Finance and Corporate Services. 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.
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SEPARATE RATE RELIEF POLICY 6.23
CR17/17661 4 of 4 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.
6. FURTHER INFORMATION Further information about this Policy can be obtained by:- Telephone: 8522 9211 Fax: 8522 9212 Email: [email protected]
Appointment: Town of Gawler Administration Centre, 43 High Street, Gawler East
Letter: PO Box 130, Gawler SA 5118 7. AVAILABILITY OF POLICY
The Policy is available for inspection during ordinary business hours at the Council principal office, Town of Gawler Administration Centre, 43 High Street, Gawler East or is available on the Council website at www.gawler.sa.gov.au.
A copy of this Policy will be provided to interested parties upon request, for a fee as contained in the Register of Fees and Charges.
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ATTACHMENT 6 2017/18 Rates & Charges - indicative impact on average ratepayer *
Land Use Average Valuation 2016/17 $
Average Valuation 2017/18 $
Total Rates & Charges 2016/17
Indicative Rates & Charges 2017/18 Total Indicative Rates & Charges 2017/18
% Incr. / Decr. (General Rates)
% Incr. / Decr. (Total)
$ Net General Rates $
Waste Charge
$
Town Centre
Separate Rate $
Non-Town Centre
Separate Rate $
$
Residential ** 298,000 298,000 1642.35 1496.85 182.00 N/A N/A 1678.85 3.0% 2.2% Commercial – Town Centre ** #
340,000 340,000 2540.57 2189.53 182.00 228.48 N/A 2600.01 3.0% 2.3%
Commercial – Non-Town Centre ** #
340,000 340,000 2438.42 2189.53 182.00 N/A 124.78 2496.31 3.0% 2.3%
Vacant Land # 140,000 144,000 1024.17 1084.97 N/A N/A N/A 1084.97 5.9% 5.9% * Excludes State Government NRM levy ** As 81% of Residential properties and 96% of Commercial / Industrial incurred no valuation change for 2017/18, for comparison purposes the valuation used has remained unchanged # Median valuation used due to small number of very high valued land parcels that distorts application of average valuation and relatively small sample base
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