City of Greater Bendigo Budget 2015/2016

City of Greater Bendigo 

Budget 2015/2016 

Building a better, healthier and sustainable Greater Bendigo

Main cover image: 

Children enjoy the Bendigo Botanic Gardens, White Hills 

Sub images: 

1. Bendigo Stadium 

2. Bendigo Airport 

3. Sealing works on new Bendigo East Link Road

TABLE OF CONTENTS 

Page 

Mayor’s Introduction, Cr Peter Cox 1 

Chief Executive Officer’s Summary 2 

Budget Processes 6 

1. Linkage to the Council Plan 7 

2. Services, Initiatives and Service Performance Indicators 11 

3. Budget Influences 23 

4. Analysis of Operating Budget 28 

5. Analysis of Budgeted Cash Position 35 

6. Analysis of Capital Budget 38 

7. Analysis of Budgeted Financial Position 42 

8. Strategic Resource Plan and Financial Performance Indicators 45 

9. Rating Information 49 

10. Other Strategies 54 

Appendix A - Budgeted Statements 58 

Appendix B – Rates and Charges 65 

Appendix C - Capital and Major Works Program 79 

Appendix D - Maps 91 

Appendix E – Capital Evaluation Framework 94 

Appendix F – User Fees and Charges 98 

Appendix G - Glossary of Terms 123 

Greater Bendigo City Council Budget 2015/16 

i

ii Greater Bendigo City Council Budget – 2015/16

Mayor’s Introduction, Cr Peter Cox 

The Budget for 2015/16 will help build a better, healthier and more sustainable Greater Bendigo. 

Revenue from rates, fees and user charges, together with Government grants and other 

contributions will enable Council to deliver an ambitious $63.3 million Capital and Major Works 

program, while investing $166.4 million in service delivery through the City’s operating Budget. 

Strong partnerships with other levels of government mean that works on a new 1,600m long runway 

at the Bendigo Airport, the Greater Bendigo Indoor Aquatic Leisure and Wellbeing Centre and the 

Bendigo Stadium expansion can commence. To limit the financial impact on ratepayers Council will 

borrow $5 million and receive $25.3 million in grants for operating activities, along with $14.2 

million in grants for capital works. 

The 4.75 per cent rate increase – the lowest rise in five years – enables Council to begin rolling out 

the New Paths Program, with over $1 million to be spent in 2015/16. Residents have been asking 

for a major investment in new footpaths. The Budget delivers on this and also includes a further 

$1.3 million to renew existing footpaths. There is also $9.8 million to upgrade sealed roads, $2.5 

million to improve gravel roads and $3.5 million to upgrade existing drainage systems. 

Council’s commitment to having better community and recreation facilities continues with $1.8 

million for the construction of a social pavilion at Canterbury Park. There is also capital works 

funding for Dower Park Reserve, Spring Gully Soccer Pavilion and the joint use facilities at Marist 

College Bendigo at Maiden Gully. 

Heathcote benefits with $500,000 to commence development of the Barrack Reserve Community 

Hub, $150,000 to upgrade football change rooms at Barrack Reserve, $60,000 for Stage 2 of the 

Heathcote Play Space and $25,000 to connect the O’Keefe Rail Trail to the Heathcote CBD. 

Projects in smaller communities include resurfacing tennis courts at Elmore, replacing play 

equipment and erecting cricket nets at Malone Park at Marong, undertaking bridge construction 

works at Mandurang and road repairs at Avonmore and Emu Creek. 

The operating Budget continues to fund important services for our community including maternal 

and child care services, youth services, road, footpath and drainage maintenance, building and facility 

management and maintenance, tourism and visitor services, economic development, the Bendigo Art 

Gallery, street cleaning, maintaining parks, gardens and recreation facilities, statutory planning and 

strategy. 

This financial year ratepayers will receive a $20 refund on waste charges for each kerbside garbage 

collection due to the redistribution of funds following the repeal of the carbon tax. 

Over $2 million will go towards a partnership project with the Federal Government and 15 other 

local councils to continue upgrading 23,000 streetlights in the north, west and central Victoria with 

energy efficient technology. This initiative is expected to save the City in the order of $19.5 million 

over the next 20 years. 

The Independent Review has influenced the development of the Budget, ensuring a more efficient 

and transparent process. It has taken an enormous amount of work by staff and Councillors to 

present the Budget for 2015/16 to the community and it is through this work the Council is 

confident the Budget will help to achieve its vision of being Australia’s most liveable regional city. 

Cr Peter Cox 

Mayor 

Greater Bendigo City Council Budget 2015/16 1

Chief Executive Officer’s Summary 

Council has prepared a Budget for the 2015/16 financial year which seeks to balance the demand for 

services and infrastructure with the community’s capacity to pay. Key budget information is 

provided below about the rate increase, operating result, cash and investments, capital works, 

financial position, financial sustainability, strategic objectives and expenditure allocations of the 

Council. 

Any columns in graphs below labelled A2013/14 reflect actual figures for 2013/14, F2014/15 reflect 

forecast figures for 2014/15, columns labelled B2015/16 reflect budget figures for 2015/16 and 

columns labelled SRP reflect Strategic Resource Plan figures for the financial years 2016/17 – 

2018/19. 

1. Rates 

8.0 

% rate increase 

6.0 

4.0 

6.00 6.00 

4.75 

5.00 5.00 5.00 

2.0 

0.0 

A2013/14 F2014/15 B2015/16 SRP2016/17 SRP2017/18 SRP2018/19 

The general rates increase of 4.75% for the 2015/16 year will raise total rates and charges of $99.421 

million, including $12.88 million from garbage and recycling charges, and $1.64 million generated 

from supplementary rates. 

2. Operating Result 

45.00 

surplus / -deficit $M 

35.00 

25.00 

15.00 

5.00 

42.44 

30.45 

20.43 

20.47 19.33 

8.01 


The budgeted operating result for the 2015/16 year is an operating surplus of $30.45 million, which 

is an increase of $22.4 million over the forecast result for 2014/15. The increase is due mainly to 

the completion of major works, namely the Ulumbarra Theatre in 2014/15 (refer section 4.3.2). The 

higher operating result is also impacted by the recognition of capital grants to fund capital works. 

The operating surplus is utilised to fund capital works and loan repayments. 

2 Greater Bendigo City Council Budget – 2015/16

3. Cash and Investments 

50.00 

48.15 

cash on hand $M 

40.00 

30.00 

32.93 

34.50 

33.17 

36.29 

37.68 

20.00 


Cash and investments of $34.50 million for 2015/16 is slightly above the 2014/15 forecast as council 

plans to build its cash reserves in order to finance its capital commitments in 2016/17. The majority 

of this cash is restricted cash (refer to 5.2). This reflects Council's strategy of using excess cash and 

investments to enhance service delivery and enable the renewal and upgrade of existing 

infrastructure and the creation of new infrastructure. 

At June 30 each year, Council expects to hold significant cash generated from rate payments falling 

due in February annually. These funds are required to fund operations throughout the year. 

4. Capital Works 

85.00 

capital works $M 

75.00 

65.00 

55.00 

45.00 

35.00 

80.30 

55.74 

52.03 

40.93 

44.16 45.17 


The budgeted Capital Works program for the 2015/16 year is $55.74 million. In addition to the 

budgeted Capital Works program, it is expected some projects will be carried forward for 

completion from the 2014/15 year, which are funded from the 2014/15 budget. 

Of the $55.74 million in Capital funding required, $28.5 million will come from Working 

Capital/Council operations, $18.8 million from external grants, contributions and asset sales, $5 

million from loan borrowings and the balance from cash and investments. 

The capital expenditure program has been prioritised based on an agreed evaluation criteria. (Note: 

In addition to the Capital Works, Council will undertake Major Works which equates to $7.58 

million total expenditure, substantially funded from Government Grants and Council Reserves. 

Major Works include the finalisation of the Lighting the Regions Project, Marist College Bendigo 

community facilities and Bendigo South East College design. These assets are not owned by COGB.) 

Greater Bendigo City Council Budget – 2015/16 3

5. Financial Position 

1,600 

1,618 

Net Assetsl $M 

1,500 

1,400 

1,300 

1,200 

1,258 

1,299 

1,364 

1,476 

1,528 

1,100 


The financial position is expected to improve with net assets (net worth) to increase by $65 million 

to $1.36 billion and net current assets (working capital) to increase by $1.29 million to $15.13 

million as at 30 June 2016. This is mainly due to the use of cash reserves to fund projects included in 

the Capital Works program. 

6. Financial Sustainability 

8 

underlying surplus / -deficit $M 

3 

-2 

-7 

2.92 

-8.61 

4.89 

4.10 

3.32 3.59 

-12 


A high level Strategic Resource Plan for the years 2016/17 to 2018/19 has been developed to assist 

Council in adopting a Budget within a longer term prudent financial framework. The key objective of 

the plan is financial sustainability in the medium to long term, while achieving the Council’s strategic 

objectives as specified in the Council Plan. 

The underlying deficit forecast for 2014/15 is the result of the accounting treatment of grant income 

received in 2013/14 and forecast to be spent in 2014/15. 


7. Strategic objectives 

50.0 

strategic objectives $M 

40.0 

30.0 

20.0 

10.0 

(0.0) 

13.9 

10.9 

Leadership and 

Good 

Governance 

5.3 

5.6 

Planning for 

Growth 

41.6 

38.7 

Presentation 

and Vibrancy 

5.9 

6.7 

Productivity 

39.6 

36.6 

Sustainability 

2014/15 2015/16 

The Annual Budget includes a range of services and initiatives to be funded that will contribute to 

achieving the strategic objectives specified in the Council Plan. The above graph show the level of 

funding allocated in the Budget to achieve each of the strategic objectives as set out in the Council 

Plan for the 2015/16 year. 

8. Council Expenditure Allocations 

Customer & Corporate 

Services 9% 

Arts/Culture/Library 

7% 

Capital & Major Works 

36% 

Waste, Recycling and 

Environment 

8% 

Parking & Animal 

Control 2% 

Recreation/Parks 

7% 

Maintenance of 

Road Network 

11% 

Business Development 

/ Tourism 

4% 

Development & 

Regulation 

5% 

Property Services 

4% 

Community Services 

7% 

The above chart provides an indication of how Council allocates its expenditure across the core 

services that it delivers. 

More detailed Budget information is available throughout this document. 

Craig Niemann 

Chief Executive Officer 


Budget Processes 

This section lists the budget processes to be undertaken in order to adopt the Budget in accordance 

with the Local Government Act 1989 (The Act) and Local Government (Planning and Reporting) 

Regulations 2014 (the Regulations). 

Under the Act, Council is required to prepare and adopt an Annual Budget for each financial year. 

The Budget is required to include certain information about the rates and charges that Council 

intends to levy, as well as a range of other information required by the Regulations which support 

the Act. 

The 2015/16 Budget is for the financial year 1 July 2015 to 30 June 2016 and is prepared in 

accordance with the Act and Regulations. The Budget includes financial statements - 

Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity, Statement of 

Cash Flows, Statement of Capital Works and Statement of Human Resources. These statements 

have been prepared for the year ended 30 June 2016 in accordance with the Act and the 

Regulations, and are consistent with the annual financial statements which are prepared in 

accordance with Accounting Standards. The Budget also includes detailed information about the 

rates and charges to be levied, the Capital Works program to be undertaken, the human resources 

required and other financial information, which Council requires in order to make an informed 

decision about the adoption of the Budget. 

The preparation of the Budget began with Officers preparing the draft operating and capital 

components of the Annual Budget between November and February. A draft consolidated Budget 

was considered by Councillors at briefings in March. The proposed Budget is submitted to Council 

in April for approval in principle, Council is then required to give public notice that it intends to 

adopt a budget. Council must give 28 days’ notice of its intention to adopt the proposed Budget and 

make the Budget available for inspection. Any interested person has a right to make a submission on 

any proposal contained in the Budget and any submission must be considered before adoption of the 

Budget by Council. 

Council undertakes media briefings, promotion and displays copies of the proposed Budget in the 

local media and on the City of Greater Bendigo's website. Hard copies are also available at Council 

offices. The final step is for Council to adopt the Budget after receiving and considering any 

submissions from interested parties. The Budget is required to be adopted and a copy submitted to 

the Minister within 28 days of adoption. The key dates for the Budget process are summarised 

below: 

Budget process 

Timing 

1. Officers prepare operating and capital Budgets Feb 

2. Council considers draft Budget March 

3. Proposed Budget submitted to Council for approval April 

4. Public notice advising of Council’s intention to adopt the Budget April 

5. Budget available for public inspection and comment April 

6. Submissions period closes (28 days) May 

7. Submissions considered by a Committee of Council May 

8. Budget and submissions presented to Council for adoption June 

9. Copy of adopted Budget submitted to the Minister July 


1. Linkage to the Council Plan 

This section describes how the Annual Budget links to the achievement of the Council Plan within an 

overall planning framework. This framework guides the Council in identifying community needs and 

aspirations over the long term (Greater Bendigo 2036), medium term (Council Plan, Strategic 

Resources Plan) and short term (Annual Actions and Budget) and then holding itself accountable 

(Annual Report and Audited Statements). 

1.1 Strategic Planning Framework 

The Strategic Resource Plan, included in the Council Plan, is a rolling four year plan that provides a 

summary of the financial and non-financial impacts of the objectives and strategies and determines 

the sustainability of these objectives and strategies. The Annual Budget is developed and framed 

within the Strategic Resource Plan, taking into account the activities and initiatives which contribute 

to achieving the Council’s strategic objectives specified in the Council Plan. 

The timing of each component of the planning framework is critical to the successful achievement of 

the planned outcomes. A new Council Plan, including the Strategic Resource Plan, is required to be 

completed by 30 June following a general election and is reviewed each year in advance of the 

Annual Budget process. 

The diagram over the page depicts the strategic planning framework of Council. 


ENGAGEMENT 

ACTION 

PLANNING 

RESOURCE 

PLANNING 

REPORTING 

Community Plans 

- Greater Bendigo 2036 

- Small Town and 

Neighbourhood Plans 

Community 

Engagement 

Framework 

Council Plan 

Long Term 

Financial and 

Workforce Plan 

(Strategic Resource 

Annual Report to the 

Community 

1. Deliberate 

Plan) 

Consultation Activities 

2. Communications and 

Media 

3. Customer Service 

Requests 

COGB Strategies 

and Plans 

Report to councillors 

on achievements in 

strategies 

4. Small Towns 

Strategies 

5. Individual Contacts 

with Staff/Councillors 

Report to 

Council Plan 

Annual Actions 

Council Budget 

including Annual 

Capital Expenditure 

Councillors on 

progress against 

Annual Actions and 

Budget 

Note: Lighter shades 

are for "internal only" 

documents. 

Service Plans 

Unit Budget 

Progress report to 

Director 

Individual Work 

Plans 

Progress report to 

Supervisor 

Council's Planning and Reporting framework is underpinned by Federal, State and Regional Strategic Plans, 

Policies and Legislation. 


1.2 Vision and Values 

Council Vision 

Working together to be Australia’s most liveable regional city. 

Council Values 

Council wants the community to continue to have reason to be proud of the city and will do this 

through: 

• Transparency - Information about Council decisions is readily available and easily understood 

• Efficiency and effectiveness - Council provides services based on evidence of need and 

demonstrates continuous improvement in the delivery of services 

• Inclusion and consultation - Council uses a range of engagement strategies to ensure community 

members can understand and take part in discussion that informs the development of new 

strategies and actions 

• Clear decisive and consistent planning - In a rapidly growing municipality, Council undertakes to 

plan effectively for our long-term future 

• Respect for community priorities and needs - Council will advocate for improved services for 

community members and will consider community impact and feedback regarding the decisions 

it makes. 

Staff Organisational Values 

Working together to be the best we can for the community: 

• We Lead 

• We Learn 

• We Contribute 

• We Care 

• We Respond 

• We Respect 


1.3 Themes and Strategic Objectives 

The Council delivers services and initiatives under service categories or functional areas. Each 

contributes to the achievement of one of the five themes and the strategic objectives as set out in 

the Council Plan for the 2013-17 years and shown in the following table. 

Theme 

Strategic Objective 

1. Leadership 

and Good 

Governance 

2. Planning for 

Growth 

3. Presentation 

and vibrancy 

• Council demonstrates leadership in its decisions to meet future needs and 

challenges. 

• Lobbying and advocacy about agreed priorities place Greater Bendigo at the 

forefront of policy and funding considerations. 

• Community members are supported to take an active part in democratic 

engagement. 

• Continuous improvement methods are used to ensure the standard of service 

delivery is excellent. 

• Long term planning and staff capacity building help to develop a resilient 

organisation. 

• Greater Bendigo plans for the needs of our growing population through the 

preparation of long-term strategies and the development of major new assets 

and supporting infrastructure. 

• Greater Bendigo residents, businesses and communities are connected with 

accessible transport options. 

• Planning ensures residents have access to diverse, affordable and sustainable 

housing choices. 

• Effective telecommunication options connect businesses and community 

members. 

• High quality public space infrastructure, programs and services are planned and 

delivered that support the City of Greater Bendigo to be Australia’s most 

liveable regional city. 

• Diverse sporting, recreational and artistic experiences are offered for residents 

and visitors. 

• Activities, groups and networks enable people to be connected and feel 

welcome. 

• Greater Bendigo is a child friendly city where people report improved health and 

wellbeing and they can feel safe. 

• Greater Bendigo is a drawcard for visitors. 

4. Productivity • Greater Bendigo has a vibrant and diverse economy that grows jobs and enables 

good living standards. 

• Bendigo is a centre for innovation and creativity that helps build economic 

sustainability. 

• Educational diversity and support for lifelong learning is fostered. 

5. Sustainability • The built and natural qualities that make Greater Bendigo an attractive and 

appealing place are valued and conserved. 

• Council demonstrates leadership in reducing our environmental footprint. 

• We help to build community resilience for managing the impacts of climate 

change. 

• Council manages its resources, assets & infrastructure for the long term. 


2. Services, Initiatives and Service Performance Indicators 

This section provides a description of the services and initiatives to be funded in the Budget for the 

2015/16 year and how these will contribute to achieving the strategic objectives specified in the 

Council Plan as set out in Section 1. It also includes a number of initiatives and service performance 

outcome indicators. The Strategic Resource Plan is part of, and prepared in conjunction with, the 

Council Plan. The relationship between these components of the Budget and the Council Plan, along 

with the link to reporting in the Annual Report, is shown below. 

In order to demonstrate full cost of Council services, the City of Greater Bendigo allocates the cost 

of a number of internal support areas to other service units of Council. These include Finance, 

Information Management, People and Performance and Customer Service. 

2.1 Theme 1 – Leadership and Good Governance 

Council demonstrates leadership to assure the community that there is capacity and flexibility to 

plan for and manage emerging challenges, as well as responding to immediate needs and concerns. 

Good governance is evident in transparent and well-informed decision making for the long term, 

sound management of resources and diverse and effective engagement with community members. 

Services 

Service Unit 

Executive 

Services 

Description of services provided 

The Executive Services Unit provides strategic leadership to the 

organisation, timely and effective CEO, Mayor and Councillor 

support, timely and compliant Council meetings, responsive 

implementation of the Independent Review, authoritative advice on 

civic administration, governance and legislative compliance, 

comprehensive monitoring and implementation of Council 

resolutions. High-level internal and external communication, high 

quality online, verbal, printed, radio, television and web-based 

communication is also provided by the Unit. 

(Expenditure) 

Revenue 

Net Cost 

$'000 

(3,286) 

34 

(3,252) 


Organisation 

Support 

Library Services 

Rating and 

Valuation 

Services 

People and 

Performance 

Information 

Management 

Contract and 

Project 

Coordination 

Customer 

Support 

The Organisation Support Directorate advises Council on matters 

relating to the Directorate, contributes to the executive 

management of COGB and contributes to the good governance of 

the Goldfields Library Corporation, the Bendigo Regional Archives 

Centre Inc. and the Bendigo Stadium Finance Committee by 

representing COGB on these bodies. 

The Goldfields Library Corporation, of which COGB is one of the 

four member municipalities, provides a public library service to 

four sites throughout the municipality in Bendigo, Kangaroo Flat, 

Eaglehawk and Heathcote, along with the mobile library, and 

operates the Bendigo Regional Archive Centre. 

The Rating and Valuation Services Unit provides statutory 

valuations for rating purposes, provides asset and insurance 

valuations and maintains the integrity and updates the land 

information database. The Unit also annually levies and collects 

rates and charges, maintains the corporate property database, 

maintains the central name register of ratepayers and prepares 

voters rolls. 

The People and Performance Unit supports COGB to ensure it 

has the right people delivering the right outcomes. The Unit 

achieves its purpose through building a productive, high 

performance culture, providing advice, support and assurance on 

risk, opportunities and performance and developing a continuously 

improving and change resilient organisation. 

The Information Management Unit is responsible for providing, 

developing and maintaining corporate Information and 

Communications Technology systems and continually improving 

business processes. The Unit also manages records and the 

record archive, Ombudsman requests and privacy matters. 

The Contract and Project Coordination Unit provides best 

practice tendering and contracting services and provides a Project 

Management office with sound governance processes and continual 

development of project managers and project management tools. 

The Customer Support Unit provides an effective and efficient 

Call Centre as the first point of contact for our customers. The 

Unit also manages events and activities in the CBD on behalf of 

COGB and delivers information and cashiering services at service 

centres at Lyttleton Terrace, Bendigo and High Street, Heathcote. 

(398) 

10 

(388) 

(3,067) 

0 

(3,067) 

(3,784) 

576 

(3,208) 

(3,443) 

*1,486 

(1,957) 

198 

(1,759) 

(3,713) 

*3,208 

(505) 

9 

(496) 

(725) 

13 

(712) 

(1,844) 

* 850 

(994) 

12 

(982) 

*Cost allocated across other units 

Initiatives 

Initiatives 

1) Stage 1 website redevelopment to produce a more user friendly site that is 

accessible by mobile devices. 

2) Women Showing the Way session encouraging young women in years 10-12 to 

become future leaders. 

3) Continued implementation of the Injury Management Review by the People and 

Performance Unit to reduce insurance premiums and identify ongoing savings 

(including temporary staff appointment 0.2 FTE). 

Council 

Plan 

Reference 

1.5.1 

1.7 

1.7.2 


4) Employ additional payroll staff member to implement the transition to digital 

payroll processing (temporary 0.5 FTE – 12 months). 

5) Continue the rollout of employee Development Plans by extending the role of 

Organisation Development Adviser for 12 months (temporary 1.0 FTE). 

6) Review, analyse and update the Information and Communications Technology 

and Digital Strategy to align IT systems with COGB's strategic direction, including 

recommendations of best practice. 

1.7.1 

1.7.1 

1.5.1 

Service Performance Outcome Indicators 

Service Indicator Performance Measure Computation 

Governance Satisfaction 

Satisfaction with Council 

decisions 

Community satisfaction rating out of 100 

with how Council has performed in 

making decisions in the interests of the 

community 

Libraries Participation Active library members [Number of active library members / 

municipal population] x100 

2.2 Theme 2 – Planning for Growth 

During this term Council has made a strong commitment to complete significant planning work to 

develop detailed and long term plans around integrated transport and future residential needs. This 

encompasses projects that contribute to achieving the vision of Greater Bendigo becoming the most 

liveable regional city in Australia, and covers development of infrastructure that differentiates the 

municipality as an affordable, comfortable, connected and safe place to live and provides for modern 

and future lifestyle and cultural choices. 

It is essential that Greater Bendigo plans for the future and presents compelling arguments to the 

State and Federal Governments for funding to deliver on the plans, especially major infrastructure 

items. 

There are competing demands in community priorities and internal funding decisions in the desires 

to plan for growth, maintain the existing infrastructure to safe and acceptable standards and meet 

increasing demand for social services and new infrastructure. 

These strategies ensure Greater Bendigo adapts to the needs of a growing and increasingly diverse 

population smoothly and positively. 

Services 

Service Unit 

Planning and 

Development 

Statutory 

Planning 


The Planning and Development Directorate advises Council on 

matters relating to the Directorate and contributes to the 

executive management of COGB. 

The Statutory Planning Unit facilitates planning and delivery of 

timely and quality planning decisions, provides a heritage advisory 

and heritage architecture service and implements Planning Scheme 

Amendments, including the Bendigo Flood Study and the Marong 

Business Park. Many of the services delivered by the Statutory 

Planning Unit are in accordance with State Government legislation 

(Expenditure) 

Revenue 

Net Cost 

$'000 

(395) 

6 

(389) 

(3,480) 

786 

(2,694) 


Strategy 

Major Projects 

and local strategies and policies adopted by Council following 

intensive community consultation. 

The Strategy Unit facilitates, coordinates and develops strategies, 

plans and advice that provide direction and guidance for Council 

to make decisions and implement projects, planning scheme 

provisions, land use change, social and community development, 

health and wellbeing, integrated transport and the heritage 

management for the municipality. 

The Major Projects Unit focusses on major projects that involve 

significant funding from external sources, significant stakeholder 

engagement and require detailed planning, design and delivery. 

The Unit contributes to the economic, cultural and social 

prosperity of our region by effectively delivering identified major 

projects, successfully cooperating and proactively developing the 

Bendigo Indoor Aquatic and Wellbeing Centre and the Bendigo 

Airport and, in doing so, continues to raise the municipality’s 

profile as an exceptional place in which to live, work, invest and 

visit. 

(1,855) 

7 

(1,848) 

(791) 

124 

(667) 

Initiatives 

Initiatives 

7) Implement the Marong Industrial Park Planning Amendment and the Bendigo 

Flood Study. 

8) Employ a Heritage Architect (0.4 FTE) to increase the capacity of the heritage 

advisory service and to remove delays in relevant planning applications. 

9) Employ a Strategic Planner (1.00 FTE) to ensure completion of Council's adopted 

work program for strategic planning studies, including the Hospital Precinct 

Structure Plan and Rosalind Park Masterplan. 

10) Incorporate the Greater Bendigo Residential Strategy, Integrated Transport and 

Land Use Strategy, Commercial Land Use and Activity Centres Strategy, Housing 

and Hospital Precinct Structure Plan into the Planning Scheme through 

Amendments. 

11) Commence implementation of the Rosalind Park Masterplan (preliminary scope 

for wetlands). 

Council 

Plan 

Reference 

2.1.1 

5.2.1 

2.2 

2.2 

2.1.9 



Statutory 

planning 

Decision 

making 

Council planning decisions 

upheld at VCAT 

[Number of VCAT decisions that did not 

set aside Council’s decision in relation to 

a planning application / Number of 

VCAT decisions in relation to planning 

applications] x100 


2.3 Theme 3 – Presentation and Vibrancy 

When people in Greater Bendigo describe it as being very liveable, they use phrases such as it ‘looks 

good’, is easy to get around, it is safe, it is affordable, and there is good access to health, education 

and services for people, including those who need help. There are choices in activities, education, 

housing, entertainment, sporting facilities and open spaces are well maintained. 

These are important features of the community to strengthen as Greater Bendigo grows and 

changes. New initiatives will be developed on the basis of equity to meet gaps in existing services 

or provide better access to existing services for members of the public. Outcomes that specifically 

encourage physical activity and those that promote mental and physical wellbeing are valued. At the 

same time preservation and/or promotion of the municipality's physical and cultural heritage remain 

important criteria. 

Services 

Service Unit 

Capital Venues 

and Events 

Bendigo Art 

Gallery 

Community 

Wellbeing 

Active and 

Healthy 

Communities 

Community 

Services 

Community 

Partnerships 


The Capital Venues and Events Unit provides quality performing 

arts programming and activities to the central Victorian region and 

provides facilities and opportunities for participation in the arts. 

The Bendigo Art Gallery develops and delivers exhibitions, public 

programs and associated events that are appealing to a range of 

audiences. The Gallery also encourages philanthropy and supports 

the Bendigo Art Gallery Foundation. Marketing opportunities are 

developed for the Gallery that are linked specifically to the 

exhibition program and continue to consolidate the Gallery as a 

national leader within the cultural sector. 

The Community Wellbeing Directorate advises Council on 


executive management of COGB. 

The Active and Healthy Communities Unit plans, develops and 

manages public places for participation, encouraging and 

promoting a broad range of sport and leisure opportunities 

available to the residents of and visitors to the Greater Bendigo 

municipality. The Unit improves the health and wellbeing of 

residents by collaboratively planning across organisations 

influencing health through strategies such as the Municipal Public 

Health and Wellbeing Plan. 

The Community Services Unit delivers a broad range of services 

for the early childhood target group and their families including 

health promotion, prevention, care, education and advocacy. It 

provides support to frail older people, people with disabilities and 

their carers, whose capacity for independent living is at risk, or 

who are at risk of premature admission to long term residential 

care. 

The Community Partnerships Unit encourages a collaborative 

approach with all community partners to work towards an agreed 

vision and common outcomes for children, young people and their 

families across the municipality. The Unit undertakes planning to 

promote diversity, community participation and acceptance of all 

cultural groups, people living with disabilities and older people and 

develops strategies to support this planning. The Unit also 

(Expenditure) 

Revenue 

Net Cost 

$'000 

(4,748) 

2,603 

(2,145) 

(3,691) 

1,386 

(2,305) 

(504) 

5 

(499) 

(5,121) 

698 

(4,423) 

(14,748) 

11,767 

(2,981) 

(3,906) 

567 

(3,339) 


facilitates greater community participation in decision making, 

greater accountability to the community and encourages effective 

and efficient responses to community concerns. 

Environmental 

Health and 

Local Laws 

Engineering and 

Public Space 

Parks and 

Natural 

Reserves 

Works 

Bendigo 

Livestock 

Exchange 

The Environmental Health and Local Laws Unit supports the aim 

of a community free of communicable disease, that tobacco is not 

sold to minors and that registered premises, including food and 

health premises, have safe business practices. The Unit works 

collaboratively with partners to improve safety and security in 

public places, regulates activities to ensure a healthy and safe 

environment and manages fire prevention information, preparation 

and activities. 

The Engineering and Public Space Unit provides a network of road 

and footpath infrastructure to service the mobility requirements 

of the municipality. The Unit designs and delivers quality passive 

open spaces as well as all levels of play spaces. Detailed designs 

are developed by the Unit for the delivery of Open Space 

Masterplans. The Unit is responsible for the implementation of 

the Bendigo Botanic Gardens Masterplan and Integrated Transport 

and Land Use Strategy actions and maintains and updates Asset 

Management and GIS systems to provide information for use 

across COGB and by the public. 

The Parks and Natural Reserves Unit provides a safe network of 

open space that meets the needs of users to participate in a variety 

of recreational activities, including sportsfields. The Unit also 

protects and enhances the natural environment through the 

implementation of management strategies and practices. 

The Works Unit maintains and delivers civil infrastructure projects 

such as sealed and unsealed roads, footpaths, bike paths, bridges, 

kerb and channel, drains and carparks. The Unit also provides 

vehicle and pedestrian management for major events and 

responses to emergencies and natural disasters. 

(2,266) 

1,093 

(1,173) 

(6,634) 

3,836 

(2,798) 

(11,015) 

852 

(10,163) 

(14,262) 

2,674 

(11,588) 

The Bendigo Livestock Exchange provides for the sale of livestock. (1,272) 

1,113 

(159) 

Initiatives 

Initiatives 

12) Budget provision for operating the Ulumbarra Theatre, including an additional 

venue staff position (1.0 FTE). 

13) Employ a dedicated Bookings Officer for all open space related bookings (1.0 

FTE). 

Council 

Plan 

Reference 

14) Budget provision for the management and operation of Dower Park. 3.1.2 

15) Budget provision for the operation of Long Gully Splash Park. 3.1.2 

16) Employ a Maternal and Child Health Nurse (0.4 FTE) working jointly across 

COGB, St Luke's Anglicare, Bendigo Health and Bendigo and District Aboriginal 

Cooperative (fully externally funded). 

17) Employ a Maternal and and Child Health Nurse (0.4 FTE) to provide adequate 

client service, as per workload monitoring formula in COGB's Staff Enterprise 

Agreement. 

3.1.1 

3.1.2 

3.6.5 

3.6.5 


18) Implement the Inclusion and Diversity program, including increasing awareness 

and application of Bendigo Human Rights Charter and development of a Cultural 

Diversity Strategy, including administrative support (0.3 FTE) . 

19) Additional Design Engineer/Officer to improve delivery of Capital Works 

program (1.0 FTE). 

20) Employ a Compliance Officer (external works) to ensure COGB assets are 

maintained and reduce litigation risk to the organisation (1.0 FTE). 

21) Additional Natural Reserves Team member (1.0 FTE) to ensure standards are 

maintained across all sites managed by the Team. 

22) Budget provision for waste disposal costs associated with the Parks and Natural 

Reserves Unit (internal charge between Parks and Natural Reserves Unit and 

Waste Services Unit). 

23) Additional funding for sportsground maintenance operating costs (including turf 

maintenance and irrigation costs) for Crusoe College and Marist College 

sportsgrounds. 

24) Budget provision for the maintenance of Canterbury Park. 3.1.3 

25) Budget provision for waste disposal costs associated with the Works Unit 

(internal charge between Works Unit and Waste Services Unit). 


3.6.5 

5.3 

5.3.3 

3.1.3 

3.1.3 

3.1.3 

5.5.1 


Home and 

Community 

Care 

Home and 

Community 

Care 

Maternal 

and Child 

Health 

Maternal 

and Child 

Health 

Aquatic 

Facilities 

Participation Participation in Home and 

Community Care service 

Participation Participation in Home and 

Community Care service by 

Culturally and Linguistically 

Diverse (CALD) people 

Participation Participation in the Maternal 

and Child Health (MCH) 

service 

Participation Participation in Maternal and 

Child Health (MCH) service by 

Aboriginal children 

[Number of people that received a 

Home and Community Care service / 

Municipal target population for Home 

and Community Care services] x100 

[Number of CALD people who receive 

a Home and Community Care service / 

Municipal target population in relation 

to CALD people for Home and 

Community Care services] x100 

[Number of children who attend the 

MCH service at least once (in the year) 

/ Number of children enrolled in the 

MCH service] x100 

[Number of Aboriginal children who 

attend the MCH service at least once 

(in the year) / Number of Aboriginal 

children enrolled in the MCH service] 

x100 

Utilisation Utilisation of aquatic facilities Number of visits to aquatic facilities / 

Municipal population 

Roads Satisfaction Satisfaction with sealed local 

roads 

Community satisfaction rating out of 

100 with how Council has performed 

on the condition of sealed local roads. 

Food safety 

Health and 

safety 

Critical and major noncompliance 

notifications 

[Number of critical non-compliance 

notifications and major non-compliance 

notifications about a food premises 

followed up / Number of critical noncompliance 

notifications and major 


non-compliance notifications about a 

food premises] x100 

Animal 

Management 

Health and 

safety 

Animal management 

prosecutions 

Number of successful animal 

management prosecutions 

2.4 Theme 4 – Productivity 

Productivity is about encouraging innovation and diversity in education, commerce and industry. It is 

about responding to new economic opportunities, including making sure our local workforce is 

appropriately skilled. Council’s role involves supporting infrastructure projects that promote and 

enable investment, business opportunity and business security within the municipality. 

It is establishing the environment for investment and making sure the infrastructure is in place to 

support economic activity. It involves creating the opportunity for all people to be actively 

employed. The focus is on the potential additional economic activity generated in the community, 

not a direct return on investment to the City of Greater Bendigo. 

Services 

Service Unit 

City Futures 

Tourism Unit 

Major Events 

Unit 

Economic 

Development 


The City Futures Directorate advises Council on matters relating 

to the Directorate, contributes to the executive management of 

COGB and represents COGB on a number of key organisational 

and industry boards. The Directorate manages government 

advocacy relationships and provides funding support to The 

Bendigo Trust. 

The Tourism Unit continues to develop Greater Bendigo as a 

major regional visitor destination by building economic benefits 

from tourism through a year round event and activity calendar. 

The Unit delivers quality visitor experiences through a team of 

staff and volunteers and develops and markets Bendigo Tourism’s 

experiences digitally across a number of platforms. The Unit 

delivers a range and depth of market ready experiences and 

develops greater capacity across the tourism business landscape to 

deliver enriched tourism experiences. 

(Expenditure) 

Revenue 

Net Cost 

$'000 

(1,374) 

0 

(1,374) 

(3,291) 

1,099 

(2,192) 

The Major Events Unit attracts and retains major events that (2,183) 

deliver a positive economic impact, expose the liveability of the 

262 

city, that provide local, national and international media exposure (1,921) 

and help support and foster good relations with State and Federal 

Government. The Unit also attracts new and nurtures existing 

events in Sport and Leisure, Arts and Culture, Conferences, Shows 

and Expos, Food and Wine, Agricultural Shows, Business Events 

and Car Clubs to continue to drive positive economic impact for 

Bendigo and the region. The Unit organises, manages and presents 

the annual Bendigo Easter Festival and delivers civic events, 

including Citizenship Ceremonies. 

The Economic Development Unit supports business, economic, 

commercial and industry development. Local businesses are 

supported to capitalise on the roll out of the National Broadband 

Network and the Unit coordinates the Bendigo Professional 

(1,479) 

235 

(1,244) 


Initiatives 

Services Group to assist the industry in growing throughout the 

region. The Unit also coordinates the Bendigo Manufacturing 

Group to help local manufacturers adapt to changing business 

conditions. 

Council 

Initiatives 

Plan 

Reference 

26) Increased funding for the Bendigo Trust. 3.3.5 

27) Host the Great Victorian Bike Ride 2015 - 2 nights in Bendigo (including rest day) 

and 1 night in Heathcote. 

28) Host a delegation from Haimen, China, including Civic reception. 3.3.2 

29) Continue the Goldfields Career Horizons program, an online work experience 

hub listing employers and opportunities (fully externally funded). 

30) Employ a Small Business Broker to implement the Economic Development 

Strategy for small business (1.0 FTE). 


3.4.2 

4.4.1 

4.1.1 


Economic 

Development 

Economic 

activity 

Change in number of 

businesses 

[Number of businesses with an ABN in 

the municipality at the end of the 

financial year less the number of 

businesses at the start of the financial 

year / Number of businesses with an 

ABN in the municipality at the start of 

the financial year] x100 

2.5 Theme 5 – Sustainability 

Sustainability means making good use of all our resources, so that the decisions made today do not 

limit the choices of future generations. Developing the environmental sustainability of the 

municipality is supported, including carbon and waste management. In the context of the Council 

Plan, built and natural assets and finances must also be managed in a way that is viable into the 

future. 


Services 

Service Unit 

Parking and 

Animal Control 

Building and 

Property 

Presentation 

and Assets 

Waste Services 

Sustainable 

Environment 

Finance 

*Cost allocated across other units 


The Parking and Animal Control Unit manages the City's parking 

control, animal management, school crossing supervision, 

aerodrome safety maintenance and compliance and CCTV 

surveillance in the CBD to promote public safety and residential 

amenity. 

The Building and Property Unit develops, upgrades and maintains 

community assets to meet current needs, standards and uses. The 

Unit also plans and delivers new projects to address the growing 

future needs of COGB. The Unit ensures COGB owned and 

other facilities comply with relevant building codes and standards. 

The Unit provides an effective and responsive building advice and 

support service. 

The Presentation and Assets Directorate advises Council on 


executive management of COGB. The Directorate maintains 

relationships with and lobbies State and Federal governments and 

their departments. 

The Waste Services Unit collects garbage from domestic and 

commercial properties, collects and sorts kerbside recycling, 

operates landfills and transfer stations and provides street cleaning. 

The Unit also provides servicing to the entire Depot based fleet 

and for COGB’s car fleet. 

The Sustainable Environment Unit provides a coordinated 

approach to the development of environmental policies, strategies, 

programs and processes including climate change mitigation and 

adaptation and carbon management. The Unit delivers the Lighting 

the Regions project and coordinates energy efficient installations in 

COGB buildings. The Unit provides advice on native vegetation 

and biodiversity matters, provides technical advice and 

recommendations relating to vegetation assessments and engages 

and supports the community to value and protect native 

landscapes. 

The Finance Unit ensures financial accountability and integrity of 

financial data and assists COGB in demonstrating probity, 

accountability, compliance with legislative frameworks and 

transparency to key stakeholders. The Unit also oversees the 

borrowing and investing of COGB funds and ensures financial 

accountability over the payment of Developer Levies. 

(Expenditure) 

Revenue 

Net Cost 

$'000 

(4,408) 

6,394 

1,986 

(7,747) 

2,744 

(5,003) 

(23,279) 

0 

(23,279) 

(25,187) 

16,168 

(9,019) 

(1,021) 

10 

(1,011) 

(1,530) 

*1,222 

(308) 

62 

(246) 

Initiatives 

Initiatives 

31) Employ a Property Asset Officer (1.0 FTE) to provide technical support, 

undertake property inspections and ensure compliance. 

Council 

Plan 

Reference 

32) Additional funding for preventative maintenance, utilities and services. 5.3.2 

33) Undertake a trial of Kerbside Organic Waste collection service. 5.5.1 

5.3.3 


34) Develop an Environmental Sustainability Strategy, including carbon management 

and sustainable water use, to guide environmental and sustainability action over 

the next 5 years. 

5.1.2 



Waste 

collection 

Waste 

diversion 

Kerbside collection waste 

diverted from landfill 

[Weight of recyclables and green 

organics collected from kerbside bins / 

Weight of garbage, recyclables and 

green organics collected from kerbside 

bins] x100 

2.6 Major Initiatives 

Major Initiatives of Council for the 2015/16 financial year relate to the continuation of planning, 

design and construction of significant capital and major projects. 

Major Initiatives 

Finalise the Lighting the Regions project, converting street lights to energy efficient 

LED 

Council 

Plan 

Reference 

Construction of the Social Pavilion at Canterbury Park, Eaglehawk 2.1.11 

Commencement of construction of Bendigo Indoor Aquatic Leisure and Wellbeing 

Complex, Kangaroo Flat 

Design and Construction of the Garden for the Future at Bendigo Botanic Gardens, 

White Hills 

Commencement of construction of Bendigo Airport runway 2.1.4 

Finalisation of the Midland to McIvor Highway road link through East Bendigo to 

facilitate freight movement 

Commencement of the construction of Barrack Reserve Pavilion, Heathcote 2.1.10 

Further details of these projects are included in Appendix C. 

5.6.2 

2.1.2 

2.1.3 

2.1.7 

2.7 Performance Statement 

The service performance indicators detailed in the preceding pages will be reported on within the 

Performance Statement which is prepared at the end of the year as required by section 132 of the 

Act and included in the 2015/16 Annual Report. The Performance Statement will also include 

reporting on prescribed indicators of financial performance (outlined in section 8) and sustainable 

capacity, which are not included in this Budget report. The full set of prescribed performance 

indicators are audited each year by the Victorian Auditor-General’s Office who issues an audit 

opinion on the Performance Statement. The major initiatives detailed in the preceding pages will be 

reported in the Annual Report in the form of a statement of progress in the report of operations. 


2.8 Reconciliation with Budgeted Operating Result 

(Net Cost) 

Revenue 

$’000 

Expenditure 

$’000 

Revenue 

$’000 

Leadership and Good Governance (13,866) 20,263 6,397 

Planning for Growth (5,598) 6,522 924 

Presentation and Vibe of Our City (41,574) 68,170 26,596 

Productivity (6,730) 8,327 1,597 

Sustainability (36,573) 63,175 26,602 

Total activities and initiatives (104,341) 166,457 62,116 

Other non-attributable 17,615 

Deficit before funding sources (86,726) 

Other Funding Sources 

Rates and charges 99,421 

Capital grants 14,171 

Contributions to capital works 3,587 

Total funding sources 117,179 

Operating Surplus for the year 30,453 

Refer to page 28 for more detail. 


3. Budget Influences 

This section sets out the key budget influences arising from the internal and external environment 

within which the Council operates. 

3.1 Snapshot of Greater Bendigo City Council 

The City of Greater Bendigo is located in the geographic centre of Victoria about 90 minutes’ drive 

north of Melbourne. Greater Bendigo has an estimated population of over 110,000 and covers 

almost 3,000 square kilometres of the central Victorian landscape, including smaller towns and 

villages such as Heathcote, Axedale, Huntly, Marong, Elmore, Goornong, Neilborough, Sebastian, 

Woodvale, Raywood, Mia Mia and Redesdale. 

Population 

The resident population of Greater Bendigo at the 2011 ABS census of population and housing was 

100,611, this was a growth of 7.89% from a population of 93,253 at the 2006 Census, which 

represents an average annual growth rate of 1.54 per cent. 

The 2013 official population of Greater Bendigo is the ABS estimated resident population. As at 30 

June 2013 it was 105,332, which was an increase of 1.7% (or 1,727 persons) from the previous 12 

months. 

Age Structure 

The service age structure of Greater Bendigo shows different populations at their different life 

stages. Looking at age structure this way can better inform the level of demand on specific age 

based services as well as specific housing needs. 

The age structure of Greater Bendigo at the 2011 Census shows that overall 20.4% of the 

population was aged between 0 and 15 and 14.9% of residents were over the age of 65. Compared 

to Regional Victoria, Greater Bendigo has a similar proportion of people in the younger age groups 

and smaller proportion of those 65 and over (the Regional Victorian average in 16.3%). 

Greater Bendigo has a larger percentage of residents aged 20-24 and 25-29 compared to the 

Regional Victorian average while having a smaller percentage of residents aged 60-69. 

In between the period of the last two Census, the largest changes within the five-year age groups 

were 0 to 4 (+964), 25 to 29 (+914), 60 to 64 (+1,591) and 65 to 69 (+738). 

Growth has occurred in all of the five-year age groups from 50 years and up, making up 64.96% of 

the growth of the City between 2006 and 2011. These figures demonstrate a growing proportion of 

an aged population. 

There has been growth of the young workforce and tertiary aged population between the last two 

Census, as well as the previously discussed growth of the older population. 

Births 

Birth rates in Greater Bendigo have been slightly increasing each year and in 2013, 1,337 babies were 

born. 

Cultural diversity 

Of the total Greater Bendigo population just over 7% of residents were born overseas. Of those 

residents born overseas, half were born in non-English speaking countries. The main countries of 

birth of residents, apart from Australia, represent migrant groups from United Kingdom, New 

Zealand and India. 


Housing 

In 2014 there were 45,379 dwellings across Greater Bendigo, with the suburb of Kangaroo Flat 

having the largest number of dwellings. Of the total dwellings 82% were separate dwellings and 13% 

medium density dwellings. 

In 2011, the majority of lone households that live in separate dwellings, 66.62% live in dwellings with 

3 bedrooms or more, overall 53.68% of lone households live in any sort of dwelling with three 

bedrooms or more. Even in households with only two people, 84.63% live in separate dwellings 

with three or more bedrooms. 

Three in four of lone person households (77.2%) live in separate detached housing and only less than 

6% of couples with no children live in medium or high density housing (semi-detached, row, terrace 

or townhouse; flat, unit or apartment). 

In 2011, 26.1% of households in Greater Bendigo were rented, with 4.7% rented as social housing. 

Medium density dwellings are dispersed throughout the municipality unevenly, Bendigo urban area 

has the largest number with 733 (24%), Flora Hill has 535 which makes up 30% of dwellings in the 

area, Golden Square and Kangaroo Flat have 573 and 572 respectively, but they only make up 15 and 

13 per cent of overall dwellings. 

Median house sale prices have increased for the majority of suburbs in Greater Bendigo, reflecting 

the strong growth in the residential housing sector for regional Victoria over the 10 years to 2012. 

The median house price in the City of Greater Bendigo has increased by 101% for the 10 years to 

2012. 

In 2012, Greater Bendigo’s median house sale price increased by 7% from $275,000 to $295,000. In 

comparison, Regional Victorian medians have remained the same at $280,000 while the Victorian 

median has decreased by 2% from $420,000 to $412,000. 

Education and occupation 

The North Western Region, which includes the City of Greater Bendigo, reports on four state 

regions for retention rates of students from Year 10 to Year 12 which, at 91.4%, was the highest of 

all regions. 

Under half (42.2%) of the population aged 15 and over hold formal qualifications (Bachelor or higher 

degree, Advanced Diploma or Diploma, or Vocational qualifications) and 47.3% had no qualifications, 

compared with 40.5% and 48.4% respectively for Regional Victoria. 

When combined, these three occupations (Professional, Technical and Trades Workers and Clerical 

and Administrative Workers) accounted for 21,710 people in total or 47.5% of the employed 

resident population. 

Budget implications 

As a result of the City’s demographic profile there are a number of budget implications in the short 

and long term as follows: 

• The large geographic area, which includes both urban and rural environments, means COGB 

needs to be responsive to diverse community needs. 

• The large rural area means transport costs for services are higher. This impacts on services 

such as garbage collection. There is also a requirement to invest in maintaining a vast rural road 

network. 

• COGB is assessing how best to support the growing numbers of aged people within the 

community. 

• Growing number of births has necessitated the expansion of the Maternal and Child Health 

Service, with an additional Maternal and Child Health Nurse. 


• The growing urban area means that with new subdivisions, Council takes on responsibility for 

an increasing number of public assets when transferred by developers. This includes public 

parkland which in turn requires additional staff and equipment to maintain. 

• Balancing the demands for new infrastructure in a growing municipality while maintaining 

existing assets is challenging. In 2015/16 Council will provide an additional $2 million 

(transferred from asset renewal funding) to provide new assets, including paths. 

3.2 Challenges and Opportunities 

The Council Plan has been a significant influence in preparing the 2015/16 Budget. In that document 

the challenges and opportunities for Council are outlined in detail, and listed below: 

• Regional growth and sustainability 

• Financial sustainability 

• Increasing expectations of service availability 

• Community engagement and consultation 

• Adapting to changing weather patterns 

• Performance reporting 

• Population growth and change 

• Access to communications technology 

• Skills replacement, succession planning and knowledge retention 

• Maintenance of essential infrastructure 

3.3 External Influences 

There are a number of external influences which have had a significant impact on the preparation of 

the 2015/16 Budget being: 

• Potential impact of rate capping in future years 

• Consumer Price Index (CPI) increases on goods and services of 2.3% through the year to 

September quarter 2014 

• Constrained Federal and State Government fiscal environment, including Federal Assistance 

Grants indexation freeze for 3 years 

• Additional $1.5 million Roads to Recovery funding from Federal Government to assist with 

road construction and reconstruction 

• The increasing regulatory environment which requires City of Greater Bendigo to meet 

legislative standards including the introduction of the Local Government Performance Reporting 

Frameworks 

• Managing the impact of being a growing city with associated community needs 

• Opportunities/incentives provided through government grant programs to deliver further 

programs and projects such as the Lighting the Regions street lighting conversion project 

• Potential future liability related to the Defined Benefit Superannuation Fund 

• Repeal of carbon tax legislation 

3.4 Internal Influences 

There are a number of internal influences which have had a significant impact on the preparation of 

the 2015/16 Budget being: 

• Council Plan 2013-2017 

• Budget principles established by Council to guide the development of the Budget (refer section 

3.6) 

• The Independent Review of the City of Greater Bendigo (refer section 3.5) 

• Prioritisation by Council of several large capital works projects that will require increased 

funding both through rate revenue and loan borrowings 

• Additional pressures to maintain service levels while service demand increases 

• Investment in developing City of Greater Bendigo’s workforce capability 

• The need to replace and upgrade ageing infrastructure 


• Commitment to maintain service standards in a growing municipality 

• Ongoing focus on greater efficiency 

• COGB’s Enterprise Agreement 

3.5 Independent Review 

The 2015/16 Budget process continues to benefit from a number of recommendations of the 2013 

Independent Review, including the creation of: 

• A standardised Matter for Decision template to improve decision making around investment 

and business case proposals (capital works, operational expenditure, service provision, 

upgrades/renewals, direct requests from Council and asset maintenance). 

• A Capital Evaluation Framework (CEF) was developed to improve the transparency of 

allocation of funding to capital projects. A copy of the Framework is included in Appendix E. 

While the CEF was developed in 2013/14, further refinements to both the evaluation process 

and the selection criteria, with its focus on weighing community benefit, were made for the 

2015/16 Budget process. 

The most significant changes include: 

The appointment of a different evaluation panel comprising key personnel from Economic 

Development, Community Services, Strategy and Sustainable Environment Units whose role 

in the organisation makes them well placed to weigh proposals against community 

need/benefit. 

Revised selection criteria to ensure new capital works proposals are weighed against how 

they align with the Greater Bendigo Council Plan, particularly its aim of making Greater 

Bendigo Australia’s most liveable regional city. These changes give priority to issues such as 

heritage preservation, promoting productivity, sustainability and reducing environmental 

impact, social equity/social inclusion particularly for residents experiencing disadvantage, 

responding to service demand, contributing to township support and improving presentation 

and vibrancy. 

• Increased reporting of working capital (liquidity) and the capital replacement financial ratios. 

3.6 Budget Principles 

The principles set by Council for the 2015/16 Budget are: 

Theme 

Principle 

1 Best Value Take account of Best Value Principles from the Local Government Act: 

• All services must meet quality and cost standards. 

• All services must be responsive to the needs of the community. 

• Each service must be accessible by those members of the 

community for whom the service is intended. 

• Council must achieve continuous improvement in the provision of 

services to the community. 

Council must develop a program of consultation with the community in 

relation to the services it provides and report regularly to the 

community. 

2 Capital Works 

Alignment with 

Council Plan 

Council’s Budget will take account of the Council Plan and other 

strategic plans for new Capital Works using the agreed criteria of the 

Capital Evaluation Framework. 

3 Rating Aim to balance the demand for services and infrastructure with the 

community's ability to pay. 

4 Renewal of Assets Comply with existing financial policy investing in renewing existing assets 

to the level of depreciation. 


To support requirements for new infrastructure, in 2015/16, 2016/17 & 

2017/18, reallocate $2 million from the renewal allocation to fund new 

Capital Works, with $1 million being a dedicated allocation for new 

footpath/shared pathways construction. 

5 Loan Borrowings The level of indebtedness will remain within low risk category of the 

Victorian Auditor-General’s Office (VAGO) indicator. 

6 User Fees and 

Charges 

Determining User Fees in accordance with the COGB's Pricing Policy. 

7 Revenue Sources • Identify new revenue sources where possible. 

8 Operating Budget 

alignment with 

Council Plan 

9 Working Capital 

Ratio 

10 Managing Service 

Growth 

11 Efficiency in 

Operations 

• Government grants will only be included in the Budget if they are 

either confirmed or there is a high likelihood of confirmation and, if 

no confirmation is received, refer the matter to mid-year Budget for 

decision on proceeding. 

• Contributions from clubs and organisations are to be confirmed by 

the execution of a formal Agreement before Council consider 

funding the project. 

Council’s Budget will take account of the Council Plan and other 

strategic plans for new and expanded services funded through the 

operating Budget, using the Business Case submission process which 

justifies increased service demand or the development of a new 

service/initiative. This includes requests for new staffing positions. 

Aim to achieve a Working Capital ratio of no less than 150%. There will 

be $1.50 of current assets to every $1 of current liabilities to maintain a 

low risk rating with VAGO. 

Ensure existing levels of service can be maintained as a minimum. 

To achieve increased efficiency and affordability, the operations of 

Council will be systematically reviewed. Progress is to be reported 

annually. 

12 Capacity Building Continue to build the community’s capacity to contribute to the 

economic growth and wellbeing of COGB. 

3.7 Long Term Strategies 

The Budget includes consideration of a number of long term strategies to assist Council in adopting 

the Budget in a proper financial management context. These include a Strategic Resource Plan for 

the years 2016/17 to 2018/19 (Section 8), Rating Information (Section 9) and Other Strategies 

(Section 10) which include borrowings, asset management and service delivery. 


4. Analysis of Operating Budget 

4.1 Budgeted Income Statement 

Ref 

Forecast 

Actual 

2014/15 

$’000 


2015/16 

$’000 

Variance 

$’000 

Operating Revenue 4.2 183,404 187,308 3,904 

Operating Expenditure 4.3 (175,395) (156,855) 18,540 

Surplus (Deficit) for the year 8,009 30,453 22,444 

Grants – Capital 4.2.8 (5,738) (14,171) (8,433) 

Contributions – Non Monetary (10,881) (11,391) (510) 

Underlying Result – Surplus/(Deficit) (8,610) 4,891 13,501 

4.1.1 Underlying Result ($13.5 million increase) 

The underlying result is the net surplus or deficit for the year adjusted for capital grants, 

contributions of non-monetary assets and other once off adjustments. It is a measure of financial 

sustainability as it is not impacted by non-recurring or once off items of revenues and expenses 

which can often mask the operating result. 

The underlying result for the 2015/16 year is a surplus of $4.89 million compared to the 2014/15 

forecast deficit of $8.61 million. This improved financial result is heavily influenced by the 

completion of the UIumbarra Theatre in April 2015 and substantial costs incurred in 2014/15 for 

other major projects such as the Lighting the Regions initiative as well as timing of other major work 

projects (refer 4.3.2). 

4.2 Revenue 

Revenue Types 

Ref 

Forecast 

Actual 

2014/15 

$’000 



$’000 

Variance 

$’000 

Rates and charges 4.2.1 93,592 99,421 5,829 

Statutory fees and fines 4.2.2 3,312 3,888 576 

User charges, fees and fines 4.2.3 23,572 22,963 (609) 

Reimbursements 4.2.4 267 1,349 1,082 

Contributions – cash 4.2.5 10,513 7,336 (3,177) 

Contributions - non monetary assets 4.2.6 10,881 11,391 510 

Government Grants - operating 4.2.7 34,084 25,255 (8,829) 

Government Grants - capital 4.2.8 5,738 14,171 8,433 

Interest revenue 4.2.9 1,445 1,534 89 

Total Revenue 183,404 187,308 3,904 


100,000 

Rates & 

Charges 

Income Comparison Forecast 14/15 / Budget 15/16 

80,000 

60,000 

40,000 

20,000 

0 

Statutory 

Fees 

User 

Fees 

Contributions 

Operating 

Grants 

Capital 

Grants 

Other 

Forecast 14/15 Budget 15/16 

Source: Appendix A 

Budgeted Income 2015/16 

Capital 

Grants 

8% 

Other 1% 

Operating 

Grants 

13% 

Contributions 

11% 

Rates & Charges 

53% 

User 

Fees 12% 

Statutory Fees 2% 

4.2.1 Rates and Charges ($5.82 million increase) 

Rates and charges represent the Council's income from general rates, garbage, recycling and organic 

waste charges. The overall rates and charges income reflects an increase of 6.2% or $5.82 million 

over the 2014/15 forecast. Supplementary rates are expected to contribute $1.64 million to rate 

revenue in 2015/16. Section 9 'Rating Information' includes a more detailed analysis of the rates and 

charges to be levied for 2015/16. 

4.2.2 Statutory Fees and Fines ($0.58 million increase) 

Statutory fees and fines relate to fees and fines levied in accordance with legislation and include 

animal registrations, parking fines, Health Act registrations and fines and various planning and 

building fees. Increases in statutory fees are made in accordance with legislative requirements. 

Income from statutory fees and fines is projected to increase by 17.4% or $576,000. 


4.2.3 User Fees and Charges ($0.61 million decrease) 

User charges relate to the recovery of service delivery costs through the charging of fees to users of 

Council’s services. These services include use of leisure, entertainment and other community 

facilities and the provision of human services such as home care and child care services. In setting 

the Budget, the key principle for determining the level of user charges has been to increase by CPI 

where possible, taking into account the economic climate. 

User fees and charges are projected to decrease by 2.6% or $0.61 million in comparison to the 

2014/15 forecast. The main area contributing to the decrease are two major international 

exhibitions at the Art Gallery held in 2014/15 with none planned in 2015/16. 

The 2015/16 schedule of user fees and charges is included in Appendix F. 

4.2.4 Reimbursements ($1.08 million increase) 

Reimbursements include amounts from work cover and insurance claims. Reimbursement of the 

EPA levy previously paid as part of payments of garbage transport costs accounts for $1 million of 

the increase. 

4.2.5 Contributions - Cash ($3.18 million decrease) 

Contributions include monies paid by developers in accordance with planning permits issued for 

property development, and contributions made by various parties towards provision of services and 

Capital/Major Projects. 

Cash contributions are projected to decrease by $3.18 million or 30.2% compared to the 2014/15 

forecast. 

4.2.6 Contributions – Non-monetary assets ($0.51 million increase) 

Non-monetary assets include developer constructed assets contributed by developers in accordance 

with planning permits issued for property development, including land, roads and drainage. The 

stable movement of 4.7% reflects the trend of developers constructing assets and transferring 

ownership to City of Greater Bendigo. 

4.2.7 Grants – Operating ($8.82 million decrease) 

Operating grants include all monies received from State and Federal sources for the purposes of 

supporting the delivery of Council’s services to ratepayers. Overall, the level of operating grants has 

decreased by 25.9% or $8.82 million compared to the 2014/15 forecast. Significant movements in 

grant funding are summarised below: 

Operating Grants 

Forecast 

Actual 

2014/15 

$’000 



$’000 

Variance 

$’000 

Recurrent – Commonwealth Government 

Victorian Grants Commission 15,035 14,976 (59) 

Aged Care 536 - (536) 

Maternal and Child Health 17 18 1 

Family Day Care 109 126 17 

Recurrent – State Government 

Aged Care 6,090 5,025 (1,065) 

Family Day Care 359 313 (46) 

Healthy Communities 1,016 500 (516) 


Community Welfare 344 350 6 

Maternal and Child Health 643 694 51 

School Crossing Supervisors 182 182 

Environmental Health and Local Laws 135 130 (5) 

Arts 280 187 (93) 

Other 184 103 (81) 

Total Recurrent Operating Grants 24,930 22,604 (2,326) 

Non Recurrent – Commonwealth Government 

Major Project Funding – Lighting the Regions 3,649 1,300 (2,349) 

Major Project Funding – Ulumbarra Theatre 4,690 - (4,690) 

Arts 192 30 (162) 

Family Day Care 15 - (15) 

Non Recurrent – State Government 

Aged Care 42 787 745 

Family Day Care 59 1 (58) 

Arts 70 126 56 

Tourism 181 210 29 

Other 256 197 (59) 

Total Non-Recurrent Operating Grants 9,154 2,651 (6,503) 

Total Operating Grants 34,084 25,255 (8,829) 

4.2.8 Grants - Capital ($8.43 million increase) 

Capital grants include all monies received from State and Federal Governments for the purposes of 

funding the Capital Works program. Significant grants are budgeted to be received for the Bendigo 

Stadium, Bendigo Airport runway project, Bendigo Indoor Aquatic and Wellbeing Centre and 

increased funding for Roads to Recovery projects in 2015/16. 

Capital Grants 

Forecast 

Actual 

2014/15 

$’000 



$’000 

Variance 

$’000 

Recurrent – Commonwealth Government 

Roads to Recovery 1,500 3,175 1,675 

Recurrent – State Government - - 

Total Recurrent Capital Grants 1,500 3,175 1,675 

Non Recurrent – Commonwealth Government 

Land Improvements 500 450 (50) 

Buildings 360 - (360) 

Non Recurrent – State Government 

Infrastructure – Roads 1,700 4,000 2,300 

Land Improvements 920 100 (820) 

Waste 58 746 688 

Buildings 700 5,700 5,000 

Total Non-Recurrent Capital Grants 4,238 10,996 6,758 

Total Capital Grants 5,738 14,171 8,433 


Section 6 “Analysis of Capital Budget” includes a more detailed analysis of the grants and 

contributions expected to be received during the 2015/16 year. 

4.2.9 Interest Revenue ($0.089 million increase) 

Interest revenue includes interest on investments and rate arrears. Interest is budgeted to increase 

by 6.2% or $89,000 compared to the 2014/15 forecast. This is attributable to cash flow predictions, 

particularly in relation to Capital Works funding and corresponding expenditure in 2015/16. 

4.3 Operating Expenditure 

Expenditure Types 

Ref 

Forecast 

Actual 

2014/15 

$’000 



$’000 

Variance 

$’000 

Employee costs 4.3.1 54,983 56,938 1,955 

Contracts, materials and services 4.3.2 79,719 61,022 (18,697) 

Plant and equipment operating costs 4.3.3 4,395 4,287 (108) 

Borrowing costs 4.3.4 1,600 1,735 135 

Bad debts 4.3.5 132 130 (2) 

Net loss on sale/write off of assets 3,871 3,000 (871) 

Depreciation and amortisation 4.3.6 30,695 29,743 (952) 

Total Operating Expenditure 175,395 156,855 (18,540) 

$,000 

80,000 

70,000 

60,000 

50,000 

40,000 

30,000 

20,000 

10,000 

0 

Expenses comparison Forecast 14/15 / Budget 15/16 

Employee 

Costs 

Materials & 

Services 

Depreciation 

Borrowing 

costs 

Forecast 14/15 Budget 15/16 

Net Loss 

on sales 

Other 


Budgeted expense 2015/16 

Borrowing 

costs 1% 

Net Loss 

on sales 

2% 

Other 

expenses 

3% 

Depreciation 

19% 

Employee Costs 

36% 

Materials & 

Services 39% 


4.3.1 Employee Costs ($1.96 million increase) 

Employee costs include all labour related expenditure such as wages and salaries and on-costs which 

includes allowances, leave entitlements and employer superannuation. 

Employee costs are forecast to increase by $1.96 million compared to 2014/15 forecast. This 

increase relates to the following key factors: 

• Council’s Enterprise Agreement (EA) 

• Band movements and reclassification of staff as prescribed by the relevant awards 

• Impact of full year employment of staff who took up positions part way through 2014/15, 

(approved in the 2014/15 Budget) 

• Approved new positions to enable efficient and increased service delivery 

• New positions fully funded by State Government 

• Changes to staff numbers as included in new Budget initiatives 

Directorate 



$’000 

Permanent 

Full Time 

$’000 

Comprises 

Permanent 

Part Time 

$’000 

Executive 1,712 1,712 0 

City Futures 5,956 4,982 974 

Community Wellbeing 15,470 8,594 6,876 

Organisation Support 6,895 5,749 1,146 

Planning & Development 9,762 7,344 2,418 

Presentation & Assets 15,917 15,348 569 

Total Permanent Staff Expenditure 55,712 43,729 11,983 

Casuals and Other Expenditure 1,226 

Capitalised Labour costs 2,149 

Total Expenditure 59,087 


Directorate 


FTE 

Permanent 

Full Time 

Comprises 

Permanent 

Part Time 

Executive 11.00 11.00 0 

City Futures 51.45 43.00 8.45 

Community Wellbeing 171.46 76.60 94.86 

Organisation Support 66.06 55.00 11.06 

Planning & Development 99.81 66.00 33.81 

Presentation & Assets 200.50 194.40 6.10 

Total Permanent Staff 600.28 446.00 154.28 

Casuals and Other Expenditure 60.96 

Total Staff 661.24 

4.3.2 Contracts, Materials and Services ($18.70 million decrease) 

Contracts, materials and services include the purchase of consumables, payments to contractors for 

the provision of services and utility costs. Contracts, materials and services are forecast to decrease 

by 23.5% or $18.70 million compared to the 2014/15 forecast. 

The decrease is significantly due to the completion of, or major works undertaken, in 2014/15. 

Expenditure of a Capital nature contributed to non-Council assets is accounted for as operational 

expenditure. The major projects in 2014/15 were the finalisation of construction of the Ulumbarra 

Theatre and funding of the Lighting the Regions Project. 

Other items contributing to the decrease include a reduction in waste cartage costs due to the 

expected opening of Cell 5 in November 2015, however some cartage will continue. These 

decreases have been slightly offset by new initiatives approved by Council during the budgeting 

process and the $20 refund on waste charges for each kerbside garbage collection due to the 

redistribution of funds following the repeal of the carbon tax. 

4.3.3 Plant and Equipment Operating Costs ($0.11 million decrease) 

This decreased by 2.5% on the 2014/15 forecast due to savings initiatives being implemented. 

4.3.4 Borrowing Costs ($0.14 million increase) 

Borrowing costs relate to interest charged by financial institutions on funds borrowed. The increase 

in borrowing costs results from the planned additional borrowings, and commitment of current loan 

portfolio. 

4.3.5 Bad Debts ($0.002 million decrease) 

This remains in line with current trends. All debts are managed under the Revenue and Debt 

Collection Policy. 

4.3.6 Depreciation and Amortisation ($0.95 million decrease) 

Depreciation is an accounting measure which attempts to allocate the value of an asset over its 

useful life for Council’s property, plant and equipment including infrastructure assets such as roads 

and drains. The decrease of $0.95 million for 2015/16 is due to the revaluation of some asset classes 

and the full year effect of the 2014/15 Capital Works program. 


5. Analysis of Budgeted Cash Position 

This section analyses the expected cash flows from the operating, investing and financing activities of 

Council for the 2015/16 year. Budgeting cash flows for Council is a key factor in setting the level of 

rates and providing a guide to the level of capital expenditure that can be sustained with or without 

using existing cash reserves. 

The analysis is based on three main categories of cash flows: 

• Operating activities - Refers to the cash generated or used in the normal service delivery 

functions of Council. Cash remaining after paying for the provision of services to the 

community may be available for investment in capital works, or repayment of debt. 

• Investing activities - Refers to cash generated or used in the enhancement or creation of 

infrastructure and other assets. These activities also include the acquisition and sale of other 

assets such as vehicles, property and equipment. 

• Financing activities - Refers to cash generated or used in the financing of Council services 

and include borrowings from financial institutions and advancing of repayable loans to other 

organisations. These activities also include repayment of the principal component of loan 

repayments for the year. 

5.1 Budgeted Cash Flow Statement 

Ref 

Forecast 

Actual 

2014/15 

$’000 



$’000 

Variance 

$’000 

Cash flows from operating activities 5.1.1 

Receipts 

Rates and charges 93,592 99,421 5,829 

Grants – operating 27,676 25,761 (1,915) 

Grants – capital 15,133 16,623 1,490 

Interest 1,445 1,534 89 

User fees 27,929 27,225 (704) 

Statutory fees and fines 3,643 4,277 634 

Other revenue 13,858 11,537 (2,321) 

183,276 186,378 3,102 

Payments 

Employee benefits (54,983) (56,938) (1,955) 

Materials and consumables (85,691) (65,233) 20,458 

Other expense (4,835) (4,716) 119 

(145,509) (126,887) 18,622 

Net cash provided by operating activities 37,767 59,491 21,724 

Cash flows from investing activities 5.1.2 

Proceeds from sales of property, plant & equipment 2,758 1,121 (1,637) 

Payments for property, plant and equipment (56,618) (60,956) (4,338) 

Net cash used in investing activities (53,860) (59,835) (5,975) 


Ref 

Forecast 

Actual 

2014/15 

$’000 



$’000 

Variance 

$’000 

Cash flows from financing activities 5.1.3 

Finance costs (1,600) (1,735) (135) 

Proceeds from borrowings 4,000 5,000 1,000 

Repayment of borrowings (1,542) (1,402) 140 

Trust Funds and Deposits 12 50 38 

Net cash used in financing activities 870 1,913 1,043 

Net increase (decrease) in cash and cash 

(15,223) 1,569 16,792 

equivalents 

Cash and cash equivalents at the beginning of the year 48,151 32,928 (15,223) 

Cash and cash equivalents at end of the 

year 5.1.4/5.2 32,928 34,497 1,569 


5.1.1 Operating Activities ($21.72 million increase) 

The increase in cash inflows from operating activities is a combination of increased revenue from 

rates (refer 4.2.1), capital grants (refer 4.2.8) and decreased contracts, materials and services (refer 

4.3.2). This has been somewhat offset by decreased operating grants (refer 4.2.7), user fees and 

charges (refer note 4.2.3) and increased employee costs (refer 4.3.1). 

The net cash flows from operating activities does not equal the operating result for the year as the 

expected revenues and expenses of COGB include non-cash items which have been excluded from 

the Cash Flow Statement. The budgeted operating result is reconciled to budgeted cash flows 

available from operating activities as set out in the following table. 

Forecast 

Actual 

2014/15 

$’000 



$’000 

Variance 

$’000 

Surplus (deficit) for the year 8,009 30,453 22,444 

Depreciation 30,695 29,743 (952) 

Net non-cash movement in current assets and liabilities (937) (705) 232 

Cash flows available from operating activities 37,767 59,491 21,724 

5.1.2 Investing Activities ($5.6 million decrease) 

The overall reduction in cash used for investing activities is as a result of increased payments for 

property, plant and equipment due to new major capital projects commencing in 2015/16. These 

being the Bendigo Stadium, Bendigo Airport runway project and the Bendigo Indoor Aquatic and 

Wellbeing Centre. 

5.1.3 Financing Activities ($1.04 million increase) 

For 2015/16 the total principal repayment is $1.4 million and other finance charges are $1.74 million. 

The 2015/16 Budget includes new borrowings of $5 million. Financing activities also includes lending, 

and repayment of, approved loans for private heritage works and community organisations. 


5.1.4 Cash and Cash Equivalents at End of Year ($1.57 million increase) 

Overall, total cash and investments are forecast to increase by $1.57 million to $34.50 million as at 

30 June 2016, reflecting COGB’s strategy of using excess cash and investments to enhance service 

delivery and enable the renewal and upgrade of existing infrastructure and the creation of new 

infrastructure into the future. 

5.2 Restricted and Unrestricted Cash and Investments 

Cash and cash equivalents held by Council are restricted in part and not fully available for COGB’s 

operations. The budgeted cash flow statement (refer 5.1) indicates that Council is estimating at 30 

June 2016 that it will have cash and investments of $34.50 million, which are restricted as shown in 

the following table. 

Ref 

Forecast 

Actual 

2014/15 

$’000 



$’000 

Variance 

$’000 

Total cash and investments 32,928 34,497 1,569 

Restricted cash and investments 

- Statutory & Discretionary reserves 5.2.1 20,657 21,920 1,263 

- Trust Deposits 5.2.2 2,800 2,850 50 

Unrestricted cash and investments 5.2.3 9,471 9,727 256 

5.2.1 Statutory and Discretionary Reserves ($1.26 million increase) 

Statutory funds must be applied for specified statutory purposes in accordance with various 

legislative and contractual requirements. While these funds earn interest, the funds are not available 

for other purposes. Discretionary reserves have been earmarked for specific utilisation in future 

years. Discretionary reserves include funds for waste disposal facility development, property 

purchases, long service leave, capital projects committed in 2016/17 and future funding for possible 

defined benefit superannuation. 

5.2.2 Trust Deposits ($0.05 million increase) 

These funds are deposits or retention amounts controlled by COGB and recognised as Trust Funds 

until they are returned or forfeited. 

5.2.3 Unrestricted Cash and Investments ($0.26 million increase) 

These funds are free of all specific COGB commitments and represent funds available to meet daily 

cash flow requirements and unexpected short term needs. The lower level of unrestricted cash and 

investment reflects COGB’s commitment to utilising existing cash resources, minimisation of rate 

impacts and borrowing to fund Capital Works. The low level is also a result of determining that all 

discretionary reserves should be cash backed at 30 June each year – these funds immediately 

become available for use on 1 July. 


6. Analysis of Capital Budget 

This section analyses the planned capital expenditure Budget for the 2015/16 year and the sources of 

funding for the capital Budget. 

6.1 Capital Works 

Capital Works Areas 

Ref 

Forecast 

Actual 

2014/15 

$’000 



$’000 

Variance 

$’000 

Land Improvements 6.1.1 3,994 4,186 192 

Buildings 6.1.2 11,884 15,659 3,775 

Plant, Equipment and Other 6.1.3 5,070 4,616 (454) 

Roads and Bridges 6.1.4 20,864 24,175 3,311 

Drainage 6.1.5 6,587 3,363 (3,224) 

Public Furniture and Fittings 6.1.6 3,627 3,740 113 

Total Capital Works 52,026 55,739 3,713 

Represented by: 

New assets 6.1.7 14,343 20,509 6,166 

Asset renewal/upgrade 6.1.7 22,418 22,878 460 

Asset expansion 6.1.7 15,265 12,352 (2,913) 

Total capital works 52,026 55,739 3,713 


A more detailed listing of the Capital Works program is included in Appendix C 

Budgeted Capital Works 2015/16 

Roads and 

Bridges 44% 

Public Furniture 

and Fittings 

7% 

Land Improvements 

8% 

Buildings 

28% 

Roads and Bridges 

43% 

Plant, Equipment 

and Other 

8% 


Budgeted Capital Works 2015/16 by Asset 

Classification 

Asset Renewal 

41% 

New assets 

40% 

Asset 

Expansion 

19% 

6.1.1 Land Improvements ($4.19 million) 

The more significant projects budgeted for 2015/16 includes the further development of the Bendigo 

Botanic Gardens ($1.5 million), airport water and landfill treatment ($0.6 million) and upgrade for 

compliance at Kennington, Elmore and Strathdale Park tennis courts ($0.7 million). 

6.1.2 Buildings ($15.66 million) 

The more significant projects budgeted for 2015/16 include the construction at the Bendigo Stadium 

($5.8 million), Bendigo Indoor Aquatic and Wellbeing Centre ($3.0 million), Canterbury Park and 

Barrack Reserve Pavilions ($2.2 million) and various upgrades of historic buildings including, but not 

limited to, the Bendigo Town Hall, The Bendigo Trust, the Bendigo Art Gallery, the RSL Soldiers 

Memorial Institute and Eaglehawk Town Hall ($2.1 million). 

6.1.3 Plant, Equipment and Other ($4.61 million) 

For the 2015/16 year, $4.4 million will be expended on plant, equipment and IT assets. The more 

significant projects include ongoing cyclical replacement of the plant and vehicle fleet ($3.52 million) 

and upgrade and replacement of information technology ($0.46 million). 

6.1.4 Roads and Bridges ($24.18 million) 

This classification includes local roads, bridges, footpaths, kerb and channel, bike/walking paths and 

traffic control. 

The more significant projects include renewal of various road construction, bridge, traffic 

management and streetscape works ($15 million), the construction of the Bendigo Airport runway 

($6.83 million), new footpath program ($1.07 million) and stage 4 of the East Bendigo Road Link 

($0.96 million). 

6.1.5 Drainage ($3.36 million) 

For the 2015/16 year, $3.36 million will be expended on drainage projects. The need for a 

continued increased commitment to drainage works has been identified with various drainage works 

to be undertaken throughout the municipality. 


6.1.6 Public Furniture and Fittings ($3.74 million) 

For the 2015/16 year, $3.74 million will be expended on additional public furniture and fittings 

throughout the municipality, including seating, lighting, shade structures, bus shelters and playground 

equipment. Major projects include the purchase of bins for the proposed introduction of kerbside 

organic waste collection ($1.78 million), the construction of the Strathdale Park play space ($0.2 

million) and renewal and upgrade of oval lighting at Golden Square ($0.23 million). 

6.1.7 New Assets ($20.51 million), Asset Renewal/Upgrade ($22.88 million), Expansion 

($12.35 million) 

A distinction is made between expenditure on new assets, expenditure on asset renewal/upgrade 

and expansion. Expenditure on asset renewal/upgrade is expenditure on an existing asset, which 

improves the service potential or the life of the asset. Expenditure on new assets will result in an 

additional burden for future operation, maintenance and capital renewal. 

6.2 Funding Sources 

Sources of funding 

Ref 

Forecast 

Actual 

2014/15 

$’000 



$’000 

Variance 

$’000 

External 

Grants – Capital 6.2.1 5,738 14,171 8,433 

Contributions 6.2.2 1,385 3,587 2,202 

Proceeds on sale of assets 6.2.3 2,424 1,019 (1,405) 

9,547 18,777 9,230 

Internal 

Reserve Investments 6.2.4 1,795 3,466 1,671 

Loan funds 6.2.5 4,000 5,000 1,000 

Working Capital/Operations 6.2.6 36,684 28,496 (8,188) 

42,479 36,962 (5,517) 

Total Funding Sources 52,026 55,739 3,713 

Budgeted Funding Sources 2015/16 

Grants - Capital 25% 

Working 

Capital/Operations 

51% 

Contributions 7% 

Proceeds on sale of 

assets 2% 

Reserve 

Investments 6% 

Loan funds 9% 



6.2.1 Grants - Capital ($14.17 million) 

Capital grants include all monies received from State and Federal sources for the purposes of funding 

the Capital Works program. Significant grants are budgeted to be received in 2015/16 for the 

Bendigo Stadium ($2.6 million), Bendigo Airport Runway Project ($4 million), Bendigo Indoor 

Aquatic and Wellbeing Centre ($3 million) as well as increased funding for Roads to Recovery 

projects ($1.3 million). 

6.2.2 Contributions ($3.59 million) 

Contributions are received from various sources to support the delivery of specific projects 

including Bendigo Stadium ($3 million). 

6.2.3 Proceeds on Sale of Assets ($1.02 million) 

Proceeds from the sale of assets include plant and motor vehicle sales in accordance with Council's 

fleet renewal program of $1 million. Further funds will be generated from the sale of Council owned 

surplus properties. These proceeds will be transferred to the Land and Buildings Reserve. 

6.2.4 Reserve Investments ($3.47 million) 

The Council has significant cash reserves. The reserves include monies set aside for specific 

purposes such as waste management facilities, carparking, building redevelopment and drainage 

works. During the Budget preparation process, Council determines how much of these reserves 

will be used to fund its annual Capital Works program. In 2015/16, $3.19 million will be used to 

fund part of the Capital Works program including $1.0 million towards Botanical Gardens – Garden 

for the future. 

6.2.5 Loan Funds ($5 million) 

New borrowings of $5 million will be used to assist in the overall delivery of the Capital Works 

program, including significant projects such as the Bendigo Stadium, Bendigo Airport Runway Project 

and Bendigo Indoor Aquatic and Wellbeing Centre. 

6.2.6 Working Capital/Operations ($28.50 million) 

In addition to reserve investments, the City of Greater Bendigo also has uncommitted cash and 

investments which represent working capital and funds preserved from the previous financial year. 

Cash is also generated from operating activities. $28.50 million will be available from operations 

and previously held cash investments to fund the 2015/16 Capital Works program. Refer to section 

5, ’Analysis of Budgeted Cash Position’ for more information on funds from operations. 


7. Analysis of Budgeted Financial Position 

This section analyses the movement in assets, liabilities and equity between 2014/15 and 2015/16. 

7.1 Budgeted Balance Sheet 

Ref 

Forecast 

Actual 

2014/15 

$’000 



$’000 

Variance 

$’000 

Current assets 7.1.1 

Cash and cash equivalents 32,928 34,497 1,569 

Trade and other receivables 9,900 10,200 300 

Inventory 140 143 3 

Other assets 1,750 1,760 10 

Total current assets 44,718 46,600 1,882 

Non-current assets 7.1.1 

Investments in Associates 3,946 3,833 (113) 

Trade and other receivables 205 398 193 

Forestry plantations 80 80 0 

Property, infrastructure, plant and equipment 1,317,599 1,384,169 66,570 

Intangibles 504 504 0 

Total non-current assets 1,322,334 1,388,984 66,650 

Total assets 1,367,052 1,435,584 68,532 

Current liabilities 7.1.2 

Trade and other payables 13,700 13,923 223 

Provisions 12,972 12,530 (442) 

Interest bearing loans and borrowings 1,402 2,164 762 

Trust funds 2,800 2,850 50 

Total current liabilities 30,874 31,467 593 

Non-current liabilities 7.1.2 

Provisions 6,996 6,646 (350) 

Interest bearing loans and borrowings 30,448 33,284 2,836 

Total non-current liabilities 37,444 39,930 2,486 

Total liabilities 68,318 71,397 3,079 

Net assets 1,298,734 1,364,187 65,453 

Equity 7.1.3 

Accumulated surplus 579,090 608,280 29,190 

Asset revaluation reserve 698,987 733,987 35,000 

Other reserves 20,657 21,920 1,263 

Total equity 1,298,734 1,364,187 65,453 



7.1.1 Current Assets ($1.88 million increase) and Non-Current Assets ($66.65 million 

increase) 

Cash and cash equivalents include cash and investments such as cash held in the bank and in petty 

cash and the value of investments held in deposits or other highly liquid investments with short term 

maturities of three months or less. These balances are projected to increase by $1.57 million 

between the 2014/15 forecast and 2015/16 Budget (refer to section 5 for an Analysis of Budgeted 

Cash Position for further detail). 

Trade and other receivables are monies owed to Council by ratepayers and other debtors. Short 

term debtors continue to be managed under tight financial controls. Long term debtors (noncurrent) 

include loans to community organisations. 

Investments in Associates reflect Council's investment in the North Central Goldfields Library 

Corporation. 

Property, infrastructure, plant and equipment is the largest component of Council’s worth and 

represents the value of all land, land improvements, buildings, artworks, plant and equipment, roads, 

bridges, footpaths, drainage, and public furniture and fittings, which has been built up by the Council 

over many years. The increase in this balance is attributable to the net result of the Capital Works 

program, gifted developer assets, depreciation of assets, the sale and disposal of property, plant and 

equipment and revaluation of assets owned. 

7.1.2 Current Liabilities ($0.59 million increase) and Non-Current Liabilities ($2.48 

million increase) 

Trade and other payables are those to whom Council owes money as at 30 June. These liabilities 

are budgeted to increase slightly due to timing of capital works payments. 

Provisions include accrued long service leave and annual leave owing to employees. 

Interest bearing loans and borrowings include the total of outstanding loan borrowings held by the 

Council. The Council is budgeting for new borrowings of $5 million and to repay $1.40 million of 

loans over the year. 

7.1.3 Total Equity ($65.45 million increase) 

Total equity always equals net assets and is made up of the following components: 

• Asset revaluation reserve which represents the difference between the previously recorded 

value of assets and their budgeted valuations as at 30 June 2016. 

• Other reserves are funds that Council separately identifies as being set aside to meet a specific 

purpose in the future and to which there is no existing liability. These amounts are transferred 

from the accumulated surplus of the Council to be separately disclosed. 

• Accumulated surplus which is the value of all net assets less reserves that have accumulated 

over time. 


7.1.4 Working Capital ($1.29 million increase) 

Forecast 

Actual 

2014/15 

$’000 



$’000 

Variance 

$’000 

Current assets 44,718 46,600 1,882 

Current liabilities (30,874) (31,467) (593) 

Working Capital 13,844 15,133 1,289 

Reserves (20,657) (21,920) (1,263) 

Unrestricted Working Capital (6,813) (6,787) 26 

Working capital is the excess of current assets above current liabilities. This calculation recognises 

that although Council has current assets, some of those assets are already committed to the future 

settlement of liabilities in the following 12 months and are therefore not available for discretionary 

spending. Council has also committed further current assets to specific and restricted purposes, 

represented by reserves, which may not yet be represented as current liabilities at 30 June. 

The low level is also a result of determining that all discretionary reserves should be cash backed at 

30 June – these funds immediately become available for use on 1 July each year. 

7.2 Key Assumptions 

In preparing the Budgeted Balance Sheet for the year ending 30 June 2016 it was necessary to make 

a number of assumptions about assets, liabilities and equity balances. The key assumptions are as 

follows: 

• A total of 97.5% of total rates and charges raised will be collected in the 2015/16 year. 

• Trade creditors to be based on total capital and operating expenditure. Payment cycle is 30 

days. 

• Other debtors and creditors to remain consistent with 2014/15 levels. 

• Employee entitlements to be increased as per the Enterprise Agreement, offset by the impact of 

continued active management of leave entitlements of staff. 

• Repayment of loan principal to be $1.4 million. 

• Total capital and major work expenditure to be $63.32 million. 


8. Strategic Resource Plan and Financial Performance Indicators 

This section considers the long term financial projections of the Council. The Act requires a 

Strategic Resource Plan to be prepared covering both financial and non-financial resources and 

including key financial indicators for at least the next four financial years to support the Council Plan. 

8.1 Plan Development 

Council has prepared the Strategic Resource Plan for the four years 2015/16 to 2018/19 as part of 

its ongoing financial planning to assist in adopting a Budget within a longer term framework. The 

Strategic Resource Plan takes the strategic objectives and strategies as specified in the Council Plan 

and expresses them in financial terms for the next four years. 

The key objective, which underlines the development of the Council Plan, is financial sustainability in 

the medium to long term, while still achieving Council’s strategic objectives as specified in the 

Council Plan. The key financial objectives are as follows: 

• Achieving current or enhanced levels of service 

• Maintenance of cash reserves to enable the City of Greater Bendigo to meet its cash outlays as 

they fall due 

• Maintain a capital expenditure program of at least $40 million per annum 

• Achieve a balanced Budget on a cash basis 

• Return surplus operating results annually in order to maintain capacity to finance current and 

future Council strategies and meet capital investment and renewal requirements 

In preparing the Strategic Resource Plan, the Council has also been mindful of the need to comply 

with the following principles of sound financial management as contained in the Act: 

• Prudently manage financial risks relating to debt, assets and liabilities 

• Provide reasonable stability in the level of rate burden 

• Consider the financial effects of Council decisions on future generations 

• Provide full, accurate and timely disclosure of financial information 

The Council Plan is updated annually through a rigorous process of consultation with Council 

service providers followed by a detailed sensitivity analysis to achieve the key financial objectives. 

8.2 Financial Resources 

The following table summarises the key financial results for the next four years as set out in the 

Strategic Resource Plan for years 2015/16 to 2018/19. Appendix A includes a more detailed analysis 

of the financial resources to be used over the four year period. 

Forecast 

Actual 

2014/15 

$’000 



$’000 

Strategic Resource Plan 

Projections 

2016/17 2017/18 2018/19 Trend 

$’000 $’000 $’000 +/o/- 

Operating result 8,009 30,453 42,444 20,465 19,325 + 

Underlying operating result (8,610) 4,891 4,101 3,321 3,589 + 

Cash and investments 32,928 34,497 33,172 36,293 37,678 + 

Cash flows from operations 37,767 59,491 65,170 49,315 48,935 + 

Capital works 52,026 55,739 80,298 44,161 45,173 - 

Key to trend: 

+ Forecasts improvement in Council’s financial performance/financial position indicator 

– Forecasts deterioration in Council’s financial performance/financial position indicator 

o Forecasts that Council’s financial performance/financial position indicator will be steady 


The following graph shows the general financial indicators over the four year period. 

$,000 

80,000 

60,000 

40,000 

20,000 

0 

-20,000 

F2014/15 B2015/16 SRP2016/17 SRP2017/18 SRP2018/19 

Operating result 

Underlying operating result 

Cash and investments Cash flows from operations 

Capital works 

The key outcomes of the Strategic Resource Plan are as follows: 

• Financial sustainability (Section 5) - Cash and investments are forecast to increase over 

the four year period from $34.50 million to $37.68 million. Cash held at 30 June is simply 

reflective of the timing of cash inflows and outflows. 

• Rating strategy (Section 9) – Rates increases are forecast to be 4.75% for 2015/16 and then 

remain constant at 5.0% over the three years 2016/17 to 2018/19. 

• Service delivery strategy (Section 10) – Service levels have been increased in some areas 

throughout the four year period. Despite this, operating surpluses are forecast in all years as a 

result of continued operating and capital grant revenue being received to fund both the annual 

operating and Capital Works programs. The underlying result is a measure of financial 

sustainability and is an important measure as once-off items can often mask the operating result. 

• Borrowing strategy (Section 10) – Borrowings are forecast to increase from $35.45 million 

to $49.27 million over the four year period. This includes new borrowings of $5 million in 

2015/16, $17 million in 2016/17, $3 million in 2017/18 and $3 million in 2018/2019. These 

proposed borrowings are in line with Council’s borrowing strategy and reflect the identified 

requirements to meet forward capital works Budgets. 

• Asset Management (Section 10) - Capital expenditure over the four year period will total 

$225.37 million at an average of $56.34 million per annum. 


8.3 Key Financial Indicators 

The following table highlights Council’s current and projected performance across a range of key 

financial indicators. These provide a useful analysis of Council’s financial position and performance 

and should be used in the context of the organisation’s objectives. 

Indicator 

Operating position 

Adjusted 

underlying 

result 

Liquidity 

Working 

Capital 

Unrestricted 

cash 

Obligations 

Loans and 

borrowings 

Loans and 

borrowings 

Indebtedness 

Asset renewal 

Stability 

Rates 

concentration 

Rates effort 

Expenditure 

level 

Revenue level 

Measure 

Adjusted underlying 

surplus (deficit) / 

Adjusted underlying 

revenue 

Current assets / 

current liabilities 

Unrestricted cash / 

current liabilities 

Interest bearing 

loans and 

borrowings / rate 

revenue 

Interest and 

principal 

repayments on 

interest bearing 

loans and 

borrowings / rate 

revenue 

Non-current 

liabilities / own 

source revenue 

Asset renewal 

expenses / 

depreciation 

Rate revenue / 

adjusted underlying 

revenue 

Rate revenue / CIV 

of rateable 

properties in the 

municipality 

Total expenditure / 

no. of property 

assessments 

Residential rate 

revenue / No. of 

residential property 

assessments 

Notes 

Forecast 

Actual Budget 


Projections 

Trend 

2014/15 2015/16 2016/17 2017/18 2018/19 +/o/- 

1 (5.16%) 3.02% 2.43% 1.87% 1.91% + 

2 145% 148% 144% 145% 146% + 

31% 31% 24% 33% 45% + 

3 34.0% 35.7% 47.5% 44.2% 40.9% + 

3.4% 3.2% 3.8% 5.2% 5.2% + 

30.6% 30.9% 39.6% 36.9% 34.4% - 

4 73% 77% 100% 100% 100% + 

5 56% 61% 63% 64% 64% O 

0.51% 0.53% 0.55% 0.58% 0.60% + 

$3,158 $2,783 $2,877 $2,999 $3,108 + 

$1,243 $1,315 $1,356 $1,400 $1,443 + 


Workforce 

turnover 

No. of permanent 

staff resignations & 

terminations / 

average no. of 

permanent staff for 

the financial year 

8.8% 8.8% 8.8% 8.8% 8.8% O 

Key to trend: 

+ Forecasts improvement in Council’s financial performance/financial position indicator 

– Forecasts deterioration in Council’s financial performance/financial position indicator 

o Forecasts that Council’s financial performance/financial position indicator will be steady 

Notes to indicators 

1. Underlying result - Improvement in financial performance expected over the period, through 

utilisation of Council's cash reserves and/or additional borrowings. 

2. Current Assets/Current Liabilities – Working capital is forecast to gradually increase over the 

four year period to fund the Capital Works program. 

3. Indebtedness/Rate revenue - Trend is reflective of Council's borrowing strategy and includes 

some new borrowings in the future, offset by continued repayment of borrowings. 

4. Asset renewal/Total depreciation - This percentage indicates the extent of Council's renewals 

against its depreciation charge (an indication of the decline in value of its existing capital assets). A 

percentage greater than 100 indicates Council is maintaining its existing assets, while a percentage 

less than 100 means its assets are deteriorating faster than they are being renewed and future capital 

expenditure will be required to renew assets. 

5. Rate revenue/Underlying revenue - Reflects extent of reliance on rate revenues to fund all of 

Council's on-going services. Trend indicates Council’s reliance on rate revenue will remain at a 

similar level over the reported period. 

8.4 Non-financial resources 

In addition to the financial resources to be consumed over the planning period, Council will also 

utilise non-financial resources, in particular human resources. The following table summarises the 

human resources for the next four years. 

Forecast 


Indicator Actual Budget Projections 

2014/15 2015/16 2016/17 2017/18 2018/19 

Employee costs – ($’000) 

-Operating 54,983 56,938 60,855 64,738 68,869 

-Capital 2,235 2,149 4,963 5,319 5,700 

Total 57,218 59,087 65,818 70,057 74,569 

Employee Numbers 

(FTE) 675 661 669 678 687 


9. Rating Information 

This section contains information on Council’s past and foreshadowed rating levels along with 

Council's rating structure and the impact of changes in property valuations. 

9.1 Strategy Context 

In developing the Council Plan and the Strategic Resource Plan (referred to in Section 8), rates and 

charges were identified as an important source of revenue, accounting for approximately half of the 

total revenue received by Council annually. 

A key component of the strategy is to ensure the surplus on operations, when added to 

depreciation, funds an acceptable level of capital works without the need for excessive borrowing. 

The Strategic Resource Plan assumes a rate increase of 4.75% in 2015/16, then an ongoing rate 

increase of 5.0% over the years 2016/17, 2017/18 and 2018/19 plus additional rate revenue from 

growth. This enables the City of Greater Bendigo to embark upon a significant level of new capital 

works each year and a manageable level of borrowings. Planning for future rate increases has 

therefore been an important component of the long term financial planning process. 

The City of Greater Bendigo also actively reviews fees and charges each year to minimise pressure 

on rates to ensure users are paying a reasonable price for services. The City of Greater Bendigo 

also pursues all available opportunities for grants and subsidies. 

In determining rate increases each year it is necessary to balance the importance of rate revenue as 

a funding source with community sensitivity to increases, including the impact of a biennial general 

revaluation, which alters property valuations and subsequently rates for some properties in the 

municipality. The latest revaluation of properties was first applied in the 2014/15 year. 

To ensure that deliberations about future rate increases have been made on an informed basis, 

comparisons of historical rate increases for the City of Greater Bendigo have been made. The 

following table shows the rate increases over four years and the average rate per capita. 

Year 

Rate 

Increase 

Average Rate Per 

Capita 

2012/13 5.50% $730 

2013/14 6.00% $778 

2014/15 6.00% $825 

2015/16 4.75% $848 

Average 5.56% $795 

9.2 Current Year Rates and Charges Increase 

It is predicted that the 2015/16 operating position will be impacted by growth in services, labour 

costs and general cost increases. The Minister for Local Government has advised of the State 

Government’s intention to introduce rate capping commencing in the 2016/17 year, the guidelines 

for which have not yet been released. It will therefore be necessary in the future to carefully 

monitor the revenue growth from rates and charges while containing costs in order to maintain 

capital expenditure at a reasonable level and a sound financial position. The contribution from 

working capital/operations towards capital investments for the 2015/16 year is adequate, with the 

balance of funds required coming from reserves and loan borrowings. 

Greater Bendigo City Council Budget - 2015/16 49

In order to achieve the objectives of maintaining service levels and a substantial capital expenditure 

program, total income from general rates will increase by 4.75%. The rates in the dollar maintain 

the existing approximate differential between the various rate categories as follows: 

% of General Rate 

Farm Rate 85% 

Commercial/industrial A 185% 

Commercial/industrial B 180% 

Commercial/industrial C 190% 

Vacant land (residential and rural residential) 125% 

Other land 185% 

Waste collection charges are reviewed annually to cover additional waste management costs 

including increases in the EPA Landfill Levy. 

The garbage charge for residential properties will increase by 2.22% for 120/140 litre bins to $138 

and by 2.59% for 240 litre bins to $238. 

Recognition has been made for an estimated $1 million refund of carbon tax paid due to the carbon 

tax legislation being repealed. For all properties levied a garbage charge in the 2014/15 year, a one 

off $20 (per garbage bin) carbon tax refund will be applied. 

The recycling charge will increase by 4.88%. 

Total rates and charges of $99.42 million, including $1.64 million in supplementary rates will be 

raised. 

9.3 Rating Structure 

City of Greater Bendigo has established a rating structure which is comprised of three key elements. 

These are: 

• Property values, which reflect capacity to pay 

• A user pays component to reflect usage of waste collection services provided by City of 

Greater Bendigo 

• A user pays component to reflect usage of recycle waste collection services provided by the 


In establishing this rating structure, City of Greater Bendigo has taken account of section 3C(1) of 

the Act – “The primary objective of a Council is to endeavour to achieve the best outcomes for the 

local community having regard to the long term and cumulative effects of decisions” and section 

3C(2)(f) requires Council must ensure the “equitable imposition of rates and charges”. City of 

Greater Bendigo has had regard to the Ministerial Guidelines for Differential Rating as required by 

section 161(2A) of the Act. 

The City of Greater Bendigo makes a further distinction within the property value component of 

rates based on the purpose for which the property is used to assist in achieving the objective of 

equity, efficiency and simplicity, in order to meet its obligations under the Act. The rating structure 

comprises a general rate and three broad differential rates being commercial/industrial, farm, 

residential and rural residential vacant land together with an ‘other land’ differential rate to capture 

any property use not specifically covered in the four rate categories, and a rate concession for 

recreational land levied under the Cultural and Recreational Lands Act. A detailed description of the 

general rate and each differential rate is included in Appendix B of this document. 


The commercial/industrial properties are divided into three differential rates based on geographic 

locations. The three commercial/industrial rates, the vacant land rate and the other land rate are 

higher than the general rate and the farm rate is lower than the general rate. These rates are 

structured in accordance with the requirements of Section 161 of the Act. 

Under the Cultural and Recreational Lands Act, provision is made for a Council to grant a rating 

concession to any recreational lands which meet the test of being rateable land under the Act. 

Differential rates were introduced by City of Greater Bendigo in 1995. No significant alterations 

have been made to the rating structure since 1995 and given the rates collection rate of in excess of 

97%, the lack of submissions made in relation to the rating structure from Annual Budget to Annual 

Budget and Council re-affirming in its Rating Strategy review carried out in 2011 that the rating 

structure meets Council’s objectives together with complying with the Act, no further consultation 

with ratepayers has occurred. In compiling the 2011 Rating Strategy review, Council considered 

whether the degree of differentiation between the rate categories supported the three principles of 

benefit, capacity to pay and incentive to be supportable and reaffirmed its decision that the general 

rate and the five differential rates levied achieve the objectives of equity, efficiency and simplicity. 

Striking a proper balance between these elements provides equity in the distribution of the rate 

burden across ratepayers, which allows the efficient carrying out of the functions of Council 

compared to the use of a uniform rate. The result is an equitable distribution of rates across sectors 

with the aim of optimal flexibility in collection of rates to deal with changing needs within the wider 

community. These distinctions are based on the concept that commercial/industrial properties 

should pay a fair and equitable contribution to rates, taking into account the benefits those 

businesses derive from the local community, the services Council provides and their ability to pay. 

The three levels of commercial/industrial differential rates, based on locality within the municipality, 

take into account the differing levels of service provided by Council to commercial/industrial 

properties in each locality. Vacant residential and vacant rural residential land are levied a rate 

higher than the general rate to encourage development of such land. 

Council has determined rates and charges in respect of farming properties should take account of 

the restricted access to many City of Greater Bendigo services and are appropriately discounted to 

the general rate. The farm rate generates 2.77% of rates, and Council has determined that the 15% 

concession in the rate in the dollar to the General Rate for the Farm Rate does not create any 

adverse effect to the other six rate categories. 

The farm rate is set at 85% of the general rate and the reasons for the use and the level of a farm 

land differential rate are: 

• To encourage the continuation of farming pursuits on rural land in support of the strategic 

objective to support the economic development of the agricultural sector; and 

• In recognition that the size of the landholding required to conduct a farm business is far greater 

than other non-farm businesses with similar turnover and (pre-tax) profitability. Therefore 

farms, in comparison, have a higher valuation and would pay higher rates if a lower differential 

was not applied; and 

• In recognition that farm businesses profitability is affected by weather which means that their 

income is more susceptible and fragile than other businesses 

Council has considered the Ministerial Guidelines for Differential Rating and has decided to 

introduce an ‘Other’ differential rate to capture any property use not specifically captured by the 

existing general and differential rate types. 

Council has determined not to introduce a differential rate for retirement villages. 

reasons for this are as follows: 

Council’s 


• Any change to the rating system creates winners and losers, and while Council empathises with 

the lobby of the retirement villages, it also needs to make decisions that are in the interests of 

the majority of residents across the municipality including pensioners and self-funded retirees 

that do not live in retirement villages. 

• There are many pensioners living outside of “Retirement Villages” with and without body 

corporate financial responsibilities who may have difficulties paying Council rates. A reduction 

in rates for retirement villages would mean that these pensioners and others would have to pay 

more and this is not considered fair or equitable for the wider community. 

• Council property rates are a tax on property wealth, not a fee for services used. This is similar 

to income tax, land tax and other “progressive taxes”. The philosophy behind these taxes is 

those who earn/own more should contribute more to the delivery of government services. 

There is no link between services used and the amount of rates paid as Council provides 

infrastructure and many services for public benefit. There are other examples where the use of 

Council services would be limited or not used at all, but the payment of rates is still required, 

such as vacant land, multiple properties, other body corporate situations (the owner could also 

be a pensioner), weekender/holiday homes. 

• Part of the body corporate fees go to maintaining and upgrading privately owned infrastructure 

and facilities like footpaths, roads and drainage, bowling greens, swimming pools, village 

community buildings and amenities. If a lower differential rate was applied for this reason other 

ratepayers would indirectly be subsidising the village owners business as the infrastructure 

within a retirement village is owned by the property owner and not the residents. 

• The decision to “buy” into a retirement village is an individual choice and Council respects this, 

however, the financial implications, including body corporate fees, should be made quite clear 

and fully understood by the resident before committing to purchasing. 

• By maintaining the current differential rating structure, equity is maintained as all properties that 

are used for residential purposes, irrespective of body corporate responsibilities, are levied at 

the same rate. This also maintains consistency with the other differential rating categories as 

there is only one rate set in each of these categories. 

The City of Greater Bendigo levies rates on the Capital Improved Valuation (CIV) of properties 

being the value of the land plus all improvements, on the basis that CIV provides an equitable 

distribution of rates across the municipality. 

The City of Greater Bendigo also has a weekly kerbside waste collection charge and a fortnightly 

kerbside recyclable waste charge as provided for under the Act. 

Increases in residential garbage waste charges are 2.22% for a 120/140 litre bin and 2.59% for a 240 

litre bin. 

Recognition has been made for an estimated $1 million refund of carbon tax paid which is to be 

utilised as a one off $20 refund (per bin) for properties levied a garbage charge in 2014/15. 

Recycle collection charges have increased by 4.88%. Waste and recycle charges reflect recovery of 

associated costs. 

An optional waste collection service is available to commercial and industrial properties within City 

of Greater Bendigo which are not located in a ‘specific’ collection area. These charges have 

increased by 2.59%. 

There is an optional multi-day waste collection charge available for commercial properties in 

specified commercial areas of the municipality, these charges are based on the levels of service 

received by users of the service and range from $238.00 to $1,666.00 per bin per annum, an 

increase of 2.59%. 


An additional recycle bin is available at an annual charge of $46.00 per additional bin. 360 litre 

recycle bins are available for a one off charge of $46.00 together with the annual collection charge of 

$64.50. 

The following table summarises the rates to be raised for the 2015/16 year. A more detailed 

analysis of the rates to be raised is contained in Appendix B “Statutory Disclosures”. 

Rate type 

How 

applied 

2014/15 2015/16 

General rate Cents/$ CIV 0.3927% 0.4113% 

Commercial/industrial rate A Cents/$ CIV 0.7264% 0.7609% 

Commercial/industrial rate B Cents/$ CIV 0.7068% 0.7403% 

Commercial/industrial rate C Cents/$ CIV 0.7460% 0.7814% 

Farm rate Cents/$ CIV 0.3338% 0.3496% 

Vacant land - residential & rural residential Cents/$ CIV 0.4908% 0.5141% 

Other land rate Cents/$ CIV N/A 0.7609% 

Residential Garbage Charge 

120/140 Litre per bin per property $/ property $135.00 $138.00 

240 Litre per bin per property $/ property $232.00 $238.00 

Recyclable Garbage Collection 

Recyclable Garbage per bin per property $/ property $61.50 $64.50 

Additional Recyclable Garbage per bin per property $/ property $46.00 $46.00 

Commercial/industrial Garbage Charge- 

(Not located in a Specified Commercial Area) 

120/140 Litre per bin per property $/ property $135.00 $138.00 

240 Litre per bin per property $/ property $232.00 $238.00 

Commercial Garbage - (Specified Commercial Areas) 

• One day per week service - per bin (Ex GST) $232.00 $238.00 

• Two day per week service - per bin (Ex GST) $464.00 $476.00 

• Three day per week service - per bin (Ex GST) $696.00 $714.00 

• Five day per week service - per bin (Ex GST) $1160.00 $1190.00 

• Seven day per week service - per bin (Ex GST) $1624.00 $1666.00 

Figures are GST exclusive if applicable 

9.4 General Revaluation of Properties 

The revaluation of all properties within the municipality returned as at 1 January 2014 is utilised for 

raising rates for the 2014/15 and 2015/16 rating years. The purpose of a property revaluation is to 

achieve equity across property owners in their payment of rates based on the principle of ability to 

pay determined by the value of properties, and people owning more expensive properties pay more 

than people owning less expensive properties. A revaluation does not generate extra revenue for 

Council, it redistributes the rate revenue across each differential rate based on property values. 


10. Other Strategies 

This section sets out the strategies that have been developed and incorporated into the Strategic 

Resource Plan including borrowings, infrastructure and service delivery. 

10.1 Borrowings 

In developing the Strategic Resource Plan, (see Section 8), borrowings were identified as an 

important funding source for Capital Works programs. In the past, Council has used a mix of 

borrowings, cash and investment reserves to fund the Capital Works program. 

An analysis of Council’s debt position has been undertaken against both other Regional Councils and 

the Victorian Auditor-General’s Office sustainability indicators. The outcome of the analysis 

highlighted that increasing debt levels up to 30 June 2018 will allow Council to deliver a number of 

large capital works projects over the coming years. 

For the 2015/16 year, Council has decided on new borrowings of $5 million to partly fund the 

Capital Works program. After making loan repayments of $1.4 million, total borrowings will 

increase to $35.4 million at 30 June 2016. It is likely that in future years, further borrowings will be 

required to fund several large new infrastructure initiatives. The following table sets out future 

proposed borrowings, based on the forecast financial position of Council as at 30 June 2015. 

Year 

New 

Borrowings Principal Paid Interest Paid Balance 30 June 

$’000 $’000 $’000 $’000 

2014/15 4,000 1,542 1,600 31,850 

2015/16 5,000 1,402 1,735 35,448 

2016/17 17,000 2,063 1,963 50,385 

2017/18 3,000 3,363 2,499 50,022 

2018/19 3,000 3,752 2,454 49,270 

The table below shows information on borrowings specifically required by the Regulations. 

2014/15 2015/16 

$’000 $’000 

Total amount borrowed as at 30 June of the prior year 29,392 31,850 

Total amount to be borrowed 4,000 5,000 

Total amount projected to be redeemed (1,542) (1,402) 

Total amount proposed to be borrowed as at 30 June 31,850 35,448 

10.2 Asset Management 

The City of Greater Bendigo’s Asset Management strategy is guided by the Asset Management 

Policy, which has been adopted by Council. 

The Asset Management Policy sets a framework aimed at achieving the sustainable management and 

care of the $1.53 Billion of community assets under its responsibility. 

The Policy establishes the following principles: 

• Planning for services and investment in infrastructure assets must accommodate the needs of a 

growing and increasingly diverse community. 

• External funding to support and maintain community infrastructure assets must be pursued, 

wherever possible, to minimise the impact on the community. 


• Infrastructure investment decisions shall be made using a structured, transparent and consistent 

approach that considers the following: 

o Demonstrated need and asset function through consultation (fit for purpose, future 

demands, demographic). 

o Level of service and community benefits (community needs and benefits, technical). 

o Grant funding (financial). 

o Overall community value of asset ownership (social, environment, heritage values, 

economic benefit). 

o Risk assessments and statutory obligations (financial risk/sustainability, environmental risk, 

planning, appropriate design, construction standards, and safety). 

o Lifecycle costing of potential projects. 

• Competing demands exist between growth, maintaining existing infrastructure to safe and 

acceptable standards, and increasing community needs and aspirations. Recognising this, asset 

renewal and maintenance works will be given priority, to progressively reduce the Asset 

Renewal Gap. 

• Optimise the life and use of the City's assets and sustain them for future generations. 

• Decommission and dispose of assets that are under-utilised and no longer economically viable. 

To help deliver on these principles, the City uses Moloney Modelling Software which, based on 

condition information, predicts the investment required over a ten year period to keep existing 

assets at an acceptable level of service for the community. The actual investment in this activity is 

known as Council’s Renewal Program. 

At present, COGB is unable to fully fund the predicted required level of investment in renewal 

projects. Consequently, each year as the cumulative gap between the investment required and the 

investment made grows, so too does the backlog of work and community expectation. 

COGB has commenced developing Asset Management Plans and Service Plans to help address this. 

Also in accordance with the Policy, Council commits funds to new Capital Works projects that 

address gaps in existing service delivery and/or in response to growth. These projects are analysed 

and prioritised through a rigorous Capital Expenditure Framework. 

Striking the right balance between Renewal and new Capital Works investment is a significant 

challenge in a city of Bendigo’s age that is also experiencing relatively high and consistent growth in 

new areas. Reflecting this challenge, in 2015/16 Council has reduced its investment in asset renewal 

by $2 million to fund new paths and other new Capital Works projects. 

Year 

Summary of Funding Sources 

Total 

Capital 

Program Grants Contributions Council Cash Borrowings 

$’000 $’000 $’000 $’000 $’000 

2014/15 52,026 5,738 1,385 40,903 4,000 

2015/16 55,739 14,171 3,587 32,981 5,000 

2016/17 80,298 26,838 - 36,460 17,000 

2017/18 44,161 5,524 4,200 31,437 3,000 

2018/19 45,173 4,000 - 38,173 3,000 


10.3 Service Delivery 

The key objectives in Council’s Strategic Resource Plan (referred to in Section 8) which directly 

impact the future service delivery strategy are to maintain and enhance existing service levels. The 

Rating Strategy (see Section 9) also refers to rate increases into the future. A number of internal 

and external influences have been identified through discussions with Council which will have a 

significant impact on the scope and level of services to be provided over the next four years. 

The general influences affecting all operating revenue and expenditure include the following: 

Standard Statement Assumptions 



SRP 


SRP 

2017/18 

SRP 

2018/19 

CPI 2.3% 2.3% 2.3% 2.3% 

Rates increases 4.75% 5.0% 5.0% 5.0% 

Supplementary rates ($’000’s) 1,640 1,673 1,706 1,740 

Grants Commission increases 0% 0% 3% 3% 

Recurrent grants % increase 2.75% 2.75% 2.75% 2.75% 

Capital Grants ($’000’s) 14,163 26,838 5,524 4,000 

% increase in User/Statutory Fees & Fines 4.00% 4.00% 4.00% 4.00% 

% increase in employee costs 7.2% 7.2% 7.2% 7.2% 

New borrowings ($’000’s) 5,000 17,000 3,000 3,000 

Interest on borrowings 4.65% 4.65% 4.65% 4.65% 

Interest on investments 3.0% 3.0% 3.0% 3.0% 

Capital Expenditure ($’000’s) 55,739 80,298 44,161 45,173 

As well as the general influences, there are also a number of specific influences which relate directly 

to service areas or activities. The most significant changes in these areas are summarised below. 

Service Levels 

Commitment to ensure adequate funding for service units (particularly Parks and Natural Reserves, 

Building and Property and Works) to maintain current service levels while service demands grow. 

Increasing operational costs associated with completion of large capital projects in the previous 

financial year include the Ulumbarra Theatre. 

Service Reviews 

As recommended by the Independent Review, service reviews have been undertaken of Child Care 

and Home and Community Care. 


Appendices 

The following appendices include voluntary and statutory disclosures of information which provide 

support for the analysis contained in sections 1 to 10 of this report. 

This information has not been included in the main body of the Budget report in the interests of 

clarity. Council has decided that while the Budget report needs to focus on the important elements 

of the Budget and provide appropriate analysis, the detail upon which the Annual Budget is based 

should be provided in the interests of open and transparent local government. 

The contents of the appendices are summarised below: 

Appendix 

A 

B 

C 

D 

E 

F 

G 

Nature of information 

Budgeted standard statements 

Statutory disclosures 

Capital Works program 

Maps 

Capital Evaluation Framework 

User Fees and Charges 

Glossary 


APPENDIX A 

Appendix A - Budgeted Statements 

This appendix presents information in regard to the Budgeted Statements. The Budget information 

for the years 2016/17 to 2018/19 has been extracted from the Strategic Resource Plan. 

The appendix includes the following budgeted information: 

• Comprehensive Income Statement 

• Balance Sheet 

• Statement of Changes in Equity 

• Statement of Cash Flows 

• Statement of Capital Works 

• Statement of Human Resources 


APPENDIX A 

Comprehensive Income Statement - for the four years ending 30 June 2019 

Forecast 

Actual 



Projections 


$’000 $’000 $’000 $’000 $’000 

Revenues 

Rates and charges 93,592 99,421 106,065 113,074 120,468 

Statutory fees and fines 3,312 3,888 4,044 4,205 4,373 

User charges, fees and fines 23,572 22,963 23,882 24,837 25,830 

Reimbursements 267 1,349 364 377 391 

Contributions – cash 10,513 7,336 7,628 7,935 8,253 

Contributions – non monetary 10,881 11,391 11,505 11,620 11,736 

Government grants - operating 34,084 25,255 25,546 25,838 26,586 

Government grants - capital 5,738 14,171 26,838 5,524 4,000 

Interest on investments 1,445 1,534 1,565 1,580 1,596 

Total Revenues 183,404 187,308 207,437 194,990 203,233 

Expenses 

Employee costs 54,983 56,938 60,835 64,738 68,869 

Contract payments, materials and services 79,719 61,022 63,054 66,076 69,245 

Plant and equipment operating expenses 4,395 4,287 4,493 4,708 4,934 

Borrowing costs 1,600 1,735 1,950 2,487 2,441 

Bad debts 132 130 189 255 246 

Net Loss on disposal of property, plant, 

infrastructure and assets held for resale 3,871 3,000 3,000 3,000 3,000 

Depreciation 30,695 29,743 31,452 33,261 35,173 

Total Expenses 175,395 156,855 164,993 174,525 183,908 

Operating Result 8,009 30,453 42,444 20,465 19,325 

Share of other comprehensive income of 

Associates accounted for by the equity 

method 7 (113) 50 50 50 

Net asset revaluation increments 32,509 35,000 69,208 31,341 71,109 

Comprehensive Result 40,525 65,340 111,702 51,856 90,484 


APPENDIX A 

Balance Sheet - for the four years ending 30 June 2019 

Forecast 

Actual 



Projections 


$’000 $’000 $’000 $’000 $’000 

Current assets 

Cash and cash equivalents 32,928 34,497 33,172 36,293 37,678 

Trade and other receivables 9,900 10,200 13,706 13,312 13,705 

Inventory 140 143 144 145 147 

Other assets 1,750 1,760 1,813 1,867 1,924 

Total current assets 44,718 46,600 48,835 51,518 53,454 

Non-current assets 

Investments in Associates 3,946 3,833 3,883 3,933 3,983 

Trade and other receivables 205 398 402 406 410 

Forestry plantations 80 80 80 80 80 

Property, infrastructure, plant and 

equipment 

1,317,599 1,384,169 1,509,927 1,559,990 1,649,034 

Intangibles 504 504 516 528 540 

Total non-current assets 1,322,334 1,388,984 1,514,808 1,564,937 1,654,047 

Total assets 1,367,052 1,435,584 1,563,643 1,616,455 1,707,501 

Current liabilities 

Trade and other payables 13,700 13,923 14,931 15,830 16,717 

Provisions 12,972 12,530 12,780 13,037 13,297 

Interest-bearing loans and borrowings 1,402 2,164 3,324 3,713 3,788 

Trust funds 2,800 2,850 2,879 2,907 2,936 

Total current liabilities 30,874 31,467 33,914 35,487 36,738 

Non-current liabilities 

Provisions 6,996 6,646 6,779 6,914 7,053 

Interest-bearing loans and borrowings 30,448 33,284 47,061 46,309 45,481 

Total non-current liabilities 37,444 39,930 53,840 53,223 52,534 

Total liabilities 68,318 71,397 87,754 88,710 89,272 

Net assets 1,298,734 1,364,187 1,475,889 1,527,745 1,618,229 

Equity 

Accumulated surplus 579,090 608,280 650,574 671,375 694,300 

Asset revaluation reserve 698,987 733,987 803,195 834,536 905,645 

Other reserves 20,657 21,920 22,120 21,834 18,284 

Total equity 1,298,734 1,364,187 1,475,889 1,527,745 1,618,229 

60 Greater Bendigo City Council Budget - 2015/16

APPENDIX A 

Statement of Changes in Equity - for the four years ending 30 June 2019 

Total 

Accumulated 

Surplus 

Revaluation 

Reserve 

Other 

Reserves 

$’000 $’000 $’000 $’000 

2015/16 Budget 

Forecast balance at the beginning of the financial 1,298,734 579,090 698,987 20,657 

year 

Comprehensive result 30,453 30,453 - - 

Net asset revaluation increment / (decrement) 35,000 - 35,000 - 

Transfer to reserves - (7,044) - 7,044 

Transfer from reserves - 5,781 - (5,781) 

Balance at the end of the financial year 1,364,187 608,280 733,987 21,920 

2016/17 SRP 

Balance at the beginning of the financial year 1,364,187 608,280 733,987 21,920 






2017/18 SRP 







2018/2019 SRP 








APPENDIX A 

Statement of Cash Flows - for the four years ending 30 June 2019 

Forecast 

Actual 



Projections 


$’000 $’000 $’000 $’000 $’000 

Cash flows from operating activities 

Rates and charges 93,592 99,421 104,065 113,222 120,005 

Statutory fees and fines 3,643 4,277 3,967 4,211 4,357 

User fees 27,929 27,225 23,431 24,869 25,731 

Grants – operating 27,676 25,761 25,065 25,872 26,483 

Grants – capital 15,133 16,623 26,332 5,531 3,985 

Other receipts 13,858 11,537 7,843 8,323 8,610 

Interest received 1,445 1,534 1,535 1,582 1,590 

Employee costs (54,983) (56,938) (60,132) (64,059) (68,188) 

Materials and services (85,691) (65,233) (62,477) (65,557) (68,732) 

Other payments (4,835) (4,716) (4,459) (4,679) (4,906) 

Net cash inflow (outflow) from 

operating activities 37,767 59,491 65,170 49,315 48,935 

Cash flows from investing activities 

Payments for property, infrastructure, 

plant and equipment (56,618) (60,956) (80,298) (44,161) (45,173) 

Proceeds from sale of property, 

infrastructure, plant and equipment 2,758 1,121 800 800 800 


investing activities (53,860) (59,835) (79,498) (43,361) (44,373) 

Cash flows from financing activities 

Finance costs (1,600) (1,735) (1,963) (2,499) (2,454) 

Proceeds from borrowings 4,000 5,000 17,000 3,000 3,000 

Repayments of borrowings (1,542) (1,402) (2,063) (3,363) (3,752) 

Trust funds and deposits 12 50 29 29 29 


financing activities 870 1,913 13,003 (2,833) (3,177) 

Net increase (decrease) in cash & 

cash equivalents (15,223) 1,569 (1,325) 3,121 1,385 

Cash and cash equivalents at beginning of 

year 48,151 32,928 34,497 33,172 36,293 

Cash and cash equivalents at end of 

year 32,928 34,497 33,172 36,293 37,678 


APPENDIX A 

Statement of Capital Works - for the four years ending 30 June 2019 

Forecast 

Actual 



Projections 


$’000 $’000 $’000 $’000 $’000 

Capital works areas 

Land improvements 3,994 4,186 4,339 2,615 2,741 

Buildings 11,884 15,659 38,100 10,225 6,968 

Plant, equipment and other 5,070 4,616 4,390 4,650 4,997 

Roads and bridges 20,864 24,175 27,980 20,049 21,489 

Drainage 6,587 3,363 3,717 4,185 6,738 

Public furniture and fittings 3,627 3,740 1,772 2,437 2,240 

Total capital works 52,026 55,739 80,298 44,161 45,173 

Represented by: 

New Assets 14,343 20,509 48,846 10,900 10,000 

Renewal 22,418 22,878 31,452 33,261 35,173 

Expansion/Upgrade 15,265 12,352 0 0 0 

Total capital works 52,026 55,739 80,298 44,161 45,173 


APPENDIX A 

Statement of Human Resources - for the four years ending 30 June 2019 

Forecast 

Actual 



Projections 


$’000 $’000 $’000 $’000 $’000 

Staff Expenditure 

-Operating 54,983 56,938 60,855 64,738 68,869 

-Capital 2,235 2,149 4,963 5,319 5,700 

Total 57,218 59,087 65,818 70,057 74,569 

EFT EFT EFT EFT EFT 

Staff Numbers 

Employees 675 661 669 678 687 

Total Staff Numbers 675 661 669 679 687 


APPENDIX B 

Appendix B – Rates and Charges 

This appendix presents information about rates and charges which the Act and the Regulations 

require to be disclosed in the Council’s Annual Budget. 


APPENDIX B 

Rates and Charges 

1. Rates and charges 

1.1 The proposed rate in the dollar for each type of rate to be levied. 

Type of Property 

2014/15 2015/16 

cents/$CIV cents/$CIV 

Local Government Act 1989 

A rate for rateable general properties 0.3927% 0.4113% 

A differential rate for rateable commercial/industrial properties 

Class A 0.7264% 0.7609% 


Class B 0.7068% 0.7403% 


Class C 0.7460% 0.7814% 

A differential rate for rateable farm properties 0.3338% 0.3496% 

A differential rate for rateable vacant land properties – 

residential & rural residential 0.4908% 0.5141% 

A differential rate for rateable other land properties N/A 0.7609% 

Cultural and Recreational Lands Act 1963 

Rate concession for rateable CRLA properties Class 1 0.19635% 0.20565% 



Rate concession for rateable CRLA properties Class 4 $362.30 $379.00 

Rate concession for rateable CRLA properties Class 5 $475.30 $497.00 

1.2 The estimated amount to be raised by each type of rate to be levied. 


2014/15 




$ $ 

General 56,300,093 60,534,889 

Commercial/industrial 17,043,245 18,101,261 

Farm 2,288,326 2,355,965 

Other N/A 0 

Vacant – residential & rural residential 3,736,275 3,945,615 

Cultural and Recreational 49,961 50,518 

Rating agreements 43,842 46,108 

Total rates to be raised 79,461,742 85,034,356 


APPENDIX B 

1.3 The proposed percentage change in the rate in the dollar for each type of rate to be levied 

compared to that of the previous financial year. 

2014/15 2015/16 

Type of Property Change Change 

% % 

General 1.58 4.736 

Commercial/industrial Class A 2.9 4.749 

Commercial/industrial Class B 2.61 4.740 

Commercial/industrial Class C 1.36 4.745 

Farm Rate 2.77 4.733 

Vacant Land – rural & rural residential .35 4.747 

Other Land N/A N/A 

Cultural and Recreational Class 1 1.58 4.736 





1.4 The proposed differential rate in the dollar factor compared to the general rate for each 

type of rate to be levied compared to that of the previous financial year. 


2014/15 2015/16 

Differential to 

General Rate 

Differential to 

General Rate 

Local Government Act 1989 

Commercial/industrial Class A 1.83 1.85 

Commercial/industrial Class B 1.78 1.80 

Commercial/industrial Class C 1.90 1.90 

Farm Rate .84 0.85 

Vacant Land – rural & rural residential 1.26 1.25 

Other N/A 1.85 

Cultural and Recreational Lands Act 1963 




Cultural and Recreational Class 4 N/A N/A 

Cultural and Recreational Class 5 N/A N/A 


APPENDIX B 

1.5 The number of assessments for each type of rate to be levied compared to the previous year. 


2014/15 2015/16 

General 45,271 46,154 

Commercial/industrial Class A 2,210 2,230 

Commercial/industrial Class B 279 279 

Commercial/industrial Class C 1,124 1,117 

Farm Rate 1,217 1,163 

Vacant Land – rural & rural residential 4,008 4,130 

Other N/A 0 

Cultural and Recreational Class 1 5 5 





Rating Agreements 146 146 

Total number of assessments 54,313 55,277 

No 

No 

1.6 The basis of valuation to be used is the Capital Improved Value (CIV). 

1.7 The estimated total value of land in respect of which each type of rate is to be levied, 

compared with the previous year. 


2014/15 2015/16 

$’000 $’000 

General 14,336,949 14,717,941 

Commercial/industrial Class A 1,307,563 1,343,932 

Commercial/industrial Class B 98,019 97,110 

Commercial/industrial Class C 918,547 915,840 

Farm Rate 685,546 673,903 

Vacant Land – rural & rural residential 761,282 767,480 

Other N/A 0 

Cultural and Recreation Land and Rating Agreements 79,916 78,164 

Total 18,187,822 18,594,370 


APPENDIX B 

1.9 The proposed unit amount to be levied for each type of charge under Section 162 of the Act 

for both rateable and non-rateable properties. 

$ Per Bin $ Per Bin % 

Type of Charge 2014/15 2015/16 Change 

Kerbside garbage collection – 120/140 Litre bin 135.00 138.00 2.22% 

Kerbside garbage collection – 240 Litre bin 232.00 238.00 2.59% 

Recycling Bin 61.50 64.50 4.88% 

Recycling bin collection in excess of one bin (per 

46.00 46.00 0.00% 

additional bin) 

Garbage Collection and Disposal – Commercial/Industrial Properties as 

specified in Council’s Garbage and Recycling Charge policy 

Kerbside collection - Commercial properties – 120/140 148.50 151.80 2.22% 

Litre bin* 

Kerbside collection - Commercial properties – 240 

255.20 261.80 2.59% 

Litre bin* 

Garbage Collection and Disposal in Specific Commercial Areas as specified in 

Council’s Garbage and Recycling Charge policy 

Kerbside collection - 1 day per week* 255.20 261.80 2.59% 

Kerbside collection - 2 days per week* 510.40 523.60 2.59% 

Kerbside collection - 3 days per week* 765.60 785.40 2.59% 

Kerbside collection - 5 days per week* 1,276.00 1309.00 2.59% 

Kerbside collection - 7 days per week* 1,786.40 1832.60 2.59% 

(* Amounts are GST inclusive) 


APPENDIX B 

1.10 The estimated amounts to be raised for each type of charge with prior year comparison. 

Type of Charge 

2014/15 2015/16 Change 

$ $ % 

Kerbside garbage collection – 120/140 Litre bin 3,627,990 3,835,848 5.73% 

Kerbside garbage collection – 240 Litre bin 4,283,416 4,388,720 2.46% 

Kerbside recycling collection 2,873,319 3,070,998 6.88% 

Garbage Collection and Disposal – Commercial/Industrial Properties as 

specified in Council’s Garbage and Recycling Charge policy 

Kerbside collection – Commercial/industrial properties – 78,260 79,391 1.45% 

120/140 Litre bin* 

Kerbside collection – Commercial/industrial properties - 

240 Litre bin* 

752,329 762,100 1.3% 

Garbage Collection and Disposal in Specific Commercial Areas as specified in 

Council’s Garbage and Recycling Charge policy 

Kerbside collection - 1 day per week* 233,507 240,856 3.15% 

Kerbside collection - 2 days per week* 55,634 63,357 13.88% 


Kerbside collection - 5 days per week* 150,568 147,917 (1.76%) 


Total 12,350,035 12,891,566 4.38% 

Less GST (142,301) (145,092) 

TOTAL 12,207,734 12,746,474 4.41% 

(*amounts are GST inclusive) 

An estimated amount of $1,057,000 will be returned to property owners who were levied a garbage 

charge in 2014/15 by way of a $20.00 (per garbage bin) carbon tax refund. 

1.11 The estimated total amount to be raised by rates and charges: 

2014/15 




$ $ 

Rates and charges 91,459,476 97,780,829 

Supplementary rates 1,932,334 1,640,000 

Total 93,391,810 99,420,829 

1.12 There are no known significant changes which may affect the estimated amounts to be raised 

by rates and charges. However, the total amount to be raised by rates and charges may be 

affected by: 

• The making of supplementary valuations 

• The variation of returned levels of value (e.g. valuation appeals) 

• Changes in use of land such that rateable land becomes non-rateable land and vice versa; 

and 

• Changes in use of land such that residential land becomes commercial/industrial land and 

vice versa 


APPENDIX B 

2. Rates 

2.1 Rates to be levied 

The rate and amount of rates payable in relation to land in each category of rate are: 

• A general rate of 0.4113% (0.4113 cents in the dollar of CIV) for all rateable general properties. 

The total amount raised from the general rate in 2015/16, exclusive of supplementary rates will 

be $60,534,889. General rate type properties include properties with residences erected. 

• A differential rate of 0.7609% (0.7609 cents in the dollar of CIV) for all rateable 

commercial/industrial A properties. The total amount raised from the commercial/industrial A 

differential rate in 2015/16, exclusive of supplementary rates will be $10,225,982. 


commercial/industrial B properties. The total amount raised from the commercial/industrial B 

differential rate in 2015/16, exclusive of supplementary rates will be $718,905. 


commercial/industrial C properties. The total amount raised from the commercial/industrial C 

differential rate in 2015/16, exclusive of supplementary rates will be $7,156,374. 

• A differential rate of 0.3496% (0.3496 cents in the dollar of CIV) for all rateable farm properties. 

The total amount raised from the farm differential rate in 2015/16, exclusive of supplementary 

rates will be $2,355,965. 

• A differential rate of 0.5141% (0.5141 cents in the dollar of CIV) for all rateable non 

commercial/industrial zoned vacant land properties. The total amount raised from the vacant 

land differential rate in 2015/16, exclusive of supplementary rates will be $3,945,615. 

• A differential rate of 0.7609% (0.7609 cents in the dollar of CIV) for all rateable other land 

properties. The total amount raised from the other land differential rate in 2015/16, exclusive of 

supplementary rates will be $0. 

• A rating concession of 0.20565% (0.20565 cents in the dollar of CIV) for all rateable class 1 

cultural and recreational properties. The total amount raised from the cultural and recreational 

class 1 differential rate in 2015/16, exclusive of supplementary rates will be $10,920. 







• A rating concession of $379.00 for all rateable class 4 cultural and recreational properties. The 

total amount raised from the cultural and recreational class 4 differential rate in 2015/16, 

exclusive of supplementary rates will be $6,822. 

• A rating concession of $497.00 for all rateable class 5 cultural and recreational properties. The 

total amount raised from the cultural and recreational class 5 differential rate in 2015/16, 

exclusive of supplementary rates will be $9,443. 

Each differential rate (excepting class 4 and class 5 cultural and recreational properties) will be 

determined by multiplying the Capital Improved Value of each rateable land (categorised by the 

characteristics described below) by the relevant percentages indicated above. 

City of Greater Bendigo considers that each differential rate will contribute to the equitable and 

efficient carrying out of City of Greater Bendigo functions. Details of the objectives of each 

differential rate, the types of classes of land, which are subject to each differential rate and the uses 

of each differential rate, are set out below. 


APPENDIX B 

2.2 Rebates and Concessions 

In accordance with the provisions of Section 169 of the Act, and in keeping with agreements that 

bind the Council, City of Greater Bendigo grants a concession to each owner (or, where applicable, 

occupier) of rateable land described below, in the amount authorised by any Agreement binding 

Council for: 

• Lords Raceway, 646-650 McIvor Highway, Junortoun, Victoria 

• Bendigo Properties Pty Ltd, 2 Arbor Boulevard, East Bendigo, Victoria 

• Department of Human Services Aged Person’s Units located at: 

20 Mackenzie Street West, Golden Square, Victoria 

15 Burrowes Street, Golden Square, Victoria 

2 Jeffrey Street, Elmore, Victoria 

3 Carpenter Street, Kangaroo Flat, Victoria 

18 Camp Street, Kangaroo Flat, Victoria 

159 Retreat Road, Spring Gully, Victoria 

32 Castle Street, North Bendigo, Victoria 

17-19 Kirkwood Road, Eaglehawk, Victoria 

2 Virginia Street, Eaglehawk, Victoria 

51 Bannister Street, North Bendigo, Victoria 

In accordance with the provisions of Section 169 of the Act, City of Greater Bendigo grants a rebate 

to each owner (or, where applicable, occupier) of rateable land, upon successful application, that 

meets the criteria of the City of Greater Bendigo Bushcare Incentive (Rate Rebate) Program. The 

rebate is 100% of the rates calculated on the site value of the protected land as declared in the 

required Trust for Nature conservation covenant. A Trust for Nature conservation covenant 

provides the highest level of protection to land. The protection of private remnant native vegetation 

is a high priority recognised by all levels of government, as some of the highest value native 

vegetation is found on private property. The benefit to the community as a whole is to preserve 

privately owned natural bushland containing remnant native vegetation. 

2.3 Discount 

In accordance with the provisions of Section 168 of the Act, City of Greater Bendigo will grant a 

discount of 1.5% of the 2015/16 rates and charges (exclusive of any rebates and Victorian 

Government Fire Services Property Levy) should full payment (including any arrears and Victorian 

Government Fire Services Property Levy) be made on or before Wednesday 30 September 2015. 

2.4 General Rate 

Having regard to the Rating Strategy carried out in 2011 and the Victorian Government’s Developing 

a Rating Strategy: A guide for Councils, the objective of the General Rate is to efficiently and equitably 

impose a rate on rateable land within the municipal district (except rateable land which is 

commercial/industrial, farm land, vacant residential or vacant rural residential land, or other land, 

which are subject to separate differential rates) to: 

a. Assist Council to meet its primary objective of endeavouring to achieve the best outcomes for 

the local community having regard to the long term and cumulative effects of Council’s 

decisions (section 3C(1) of the Act); 

b. To raise revenue to be used to improve the overall quality of life of people in the local 

community within Council’s municipal district (in accordance with the facilitating objective in 

section 3C(2)(c) of the Act); and 

c. To ensure the equitable imposition of rates and charges (in accordance with the facilitating 

objective in section 3C(2)(f) of the Act). 


APPENDIX B 

General Rate Land is any land, which is not: 

Commercial/industrial Land A; Commercial/industrial Land B; Commercial/industrial Land C; Farm 

Land, Vacant Land or Other Land; 

and which is: 

• Used primarily for residential purposes; or 

• Less than 1500m 2 in area and used primarily for indoor cultural or recreational purposes by a 

body which applies its profits to promote its objects and otherwise prohibits the payment of a 

dividend or amount to its members; or 

• Non commercial, industrial or farm land use occupancies on properties located in the Lake 

Eppalock environs which are leased from Goulburn-Murray Water. 

The general rate will be used to fund some of those items of expenditure described in the Budget 

adopted by City of Greater Bendigo. The types and classes of rateable land within this differential 

rate are those having the relevant characteristics described above. 

The zoning applicable to each rateable land within this category, as determined by consulting maps 

referred to in the relevant Planning Scheme. 

All buildings which are now constructed on the land or which are constructed prior to the expiry of 

the 2015/16 Financial Year. 

The geographic location of the land within this rate is wherever located within the municipal district. 

The use of the land within this rate, in the case of improved land, is any use permitted under the 

relevant Planning Scheme. 

2.5 Commercial/Industrial Land A 


a Rating Strategy: A guide for Councils, the objective of the Commercial/industrial Land A Differential 

Rate is to efficiently and equitably impose a differential rate on rateable land within the municipal 

district (except rateable land which is general, commercial/industrial land B, commercial/industrial 

land C, farm land, vacant residential or vacant rural residential land, or other land which are subject 

to separate differential rates) to: 









Commercial/industrial Land A is any land, which is not: 

General Land; Commercial/industrial Land B; Commercial/industrial Land C; Farm Land, Vacant Land 

or Other Land; 

and which is land with planning permission for: 

• Sale of goods or services; or 

• Other commercial purposes; or 

• Industrial purposes; or is 


APPENDIX B 

Unoccupied land zoned, used or able to be used primarily for commercial or industrial purposes, 

whether or not building/s are erected thereon; 

and located in the area depicted in Appendix D Annexure D-1 (excluding the Bendigo CBD as 

depicted in Appendix D-2). 

The differential rate will be used to fund some of those items of expenditure described in the Budget 







The geographic location of the land within this differential rate is in the area depicted in Appendix D 

Annexure D-1. 

The use of the land within this differential rate, in the case of improved land, is any use permitted 

under the relevant Planning Scheme. 

2.6 Commercial/industrial Land B 


a Rating Strategy: A guide for Councils, the objective of the Commercial/industrial Land B Differential 


district (except rateable land which is general, commercial/industrial land A, commercial/industrial 

land C, farm land, vacant residential or vacant rural residential land, or other land which lands are 

subject to separate differential rates) to: 









Commercial/industrial Land B is any land, which is not: 

General Land; Commercial/industrial Land A; Commercial/industrial Land C; Farm Land, Vacant Land 








and not located within the area depicted in Appendix D, Annexure D-1 or D-2. 


APPENDIX B 








The geographic location of the land within this differential rate is wherever located within the 

municipal district, not located within the area depicted in Appendix D, Annexure D-1 or D-2. 



2.7 Commercial/Industrial Land C 


a Rating Strategy: A guide for Councils, the objective of the Commercial/industrial Land C Differential 


district (except rateable land which is general, commercial/industrial land A, commercial/industrial 

land B, farm land, vacant residential or vacant rural residential land, or other land which lands are 

subject to separate differential rates) to: 









Commercial/industrial Land C is any land, which is not: 

General Land; Commercial/industrial Land A; Commercial/industrial Land B; Farm Land, Vacant Land 








and located in the area depicted in Appendix D Annexure D-2. 









APPENDIX B 


municipal district, in the area depicted in Appendix D, Annexure D-2. 



2.8 Farm Land 


a Rating Strategy: A guide for Councils, the objective of the Farm Land Differential Rate is to efficiently 

and equitably impose a differential rate on rateable land within the municipal district (except rateable 

land which is general, commercial/industrial land A, commercial/industrial land B, 

commercial/industrial C, vacant residential or vacant rural residential land, or other land which lands 

are subject to separate differential rates) to: 









Farm Land is any land, which is not: 

General Land; Commercial/industrial Land A; Commercial/industrial Land B; Commercial/industrial 

C, Vacant Land, or Other Land; 

and which is “farm land” within the meaning of Section 2(1) of the Valuation of Land Act 1960. 









municipal district. 



2.9 Vacant Land 


a Rating Strategy: A guide for Councils, the objective of the Vacant Land Differential Rate is to 

efficiently and equitably impose a differential rate on rateable land within the municipal district 

(except rateable land which is general, commercial/industrial land A, commercial/industrial land B, 

commercial/industrial C, farm land, or other land which lands are subject to separate differential 

rates) to: 


APPENDIX B 









Vacant Land is any land, which is not: 


Land C, Farm Land, or Other Land; 

and which is land on which no dwelling is erected. 












2.10 Other Land 


a Rating Strategy: A guide for Councils, the objective of the Other Differential Rate is to efficiently and 

equitably impose a differential rate on rateable land within the municipal district (except rateable 

land which is general, commercial/industrial land A, commercial/industrial land B, 

commercial/industrial C, farm land or vacant residential or vacant rural residential land which lands 

are subject to separate differential rates) to: 









Other Land is any land, which is not: 


Land C, Farm Land or Vacant Land; 

and includes any land which does not fall into any of those six rate categories. 


APPENDIX B 













APPENDIX C 

Appendix C - Capital and Major Works Program 

This appendix presents a listing of the capital and major works projects that will be undertaken for 

the 2015/16 year. 

The capital and major works projects are grouped by asset class and include the following: 

• Renewal/upgrade of existing assets 

• Construction/purchase of new assets 


APPENDIX C 

Capital and Major Works Program 

For the year ending 30 June 2016 

Capital 

Works 

Area 

Project Description 

Asset Expenditure Types 

Funding Sources 

Project 

Major 

Council 

Cost New Renewals Upgrade Expansion Works Grants Contributions Cash Borrowings 

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

RENEWALS / UPGRADE EXISTING ASSETS 

Building 

BBQs 46 0 30 16 0 0 0 0 46 0 

Bendigo Trust 550 0 250 0 0 300 0 0 550 0 

Buildings Other 903 0 510 225 0 168 0 0 903 0 

Child Care Properties 133 0 120 0 0 13 0 3 130 0 

Heritage Properties 995 0 705 270 0 20 0 0 995 0 

Public Toilets 60 0 20 20 0 20 0 0 60 0 

Recreation Properties 1,400 0 805 340 0 255 0 0 1,400 0 

Total Building 4,086 0 2,440 871 0 776 0 3 4,083 0 

Infrastructure 

Airport 50 0 50 0 0 0 0 0 50 0 

Bridges 1,270 0 705 440 0 125 0 0 1,270 0 

Drainage 3,541 0 880 2,483 0 178 0 0 3,541 0 

Footpaths/Driveways 1,312 0 1,078 218 0 16 0 0 1,312 0 

Kerb and Channel 456 0 341 72 0 43 0 0 456 0 

Paved Areas, Roundabouts & Medians 

(Landscaped) 

150 0 0 0 0 150 0 0 150 0 

Sealed Road Pavements 9,837 0 8,358 1,264 0 215 0 0 9,837 0 

Sealed Road Seals 0 0 0 0 0 0 3,175 0 -3,175 0 

Unsealed Roads Formed and Surfaced 

(Sheeting) 

2,500 0 2,500 0 0 0 0 0 2,500 0 

Total Infrastructure 19,116 0 13,912 4,477 0 727 3,175 0 15,941 0 


Capital 

Works 

Area 


APPENDIX C 



Project 

Major 

Council 


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

IT & Furniture 

Furniture and Office Equipment 40 0 40 0 0 0 0 0 40 0 

Information Technology 420 0 420 0 0 0 0 0 420 0 

Total IT & Furniture 460 0 460 0 0 0 0 0 460 0 


Irrigation 150 0 150 0 0 0 0 0 150 0 

Landscaping 230 0 0 0 0 230 0 0 230 0 

Parks & Reserves 200 0 200 0 0 0 0 0 200 0 

Recreation Hard Surfaces 660 25 590 25 20 0 100 15 545 0 

Sporting Surfaces (Soft Surfaces) 105 0 85 0 20 0 0 0 105 0 

Total Land Improvements 1,345 25 1,025 25 40 230 100 15 1,230 0 

Plant & Equipment 

Parking Control Equipment 140 0 140 0 0 0 0 0 140 0 

Plant and Equipment (General Fleet) 1,004 68 936 0 0 0 0 471 533 0 

Plant and Equipment (Presentation and 

Assets) 

2,701 0 2,701 0 0 0 0 548 2,153 0 

Total Plant & Equipment 3,845 68 3,777 0 0 0 0 1,019 2,826 0 


Bus Shelters 25 0 25 0 0 0 0 0 25 0 

Christmas Decorations 45 0 45 0 0 0 0 0 45 0 

Fountains 185 0 185 0 0 0 0 0 185 0 

Lighting Sporting Facilities 343 0 270 73 0 0 0 27 316 0 

Park Furniture 100 0 100 0 0 0 0 0 100 0 


APPENDIX C 

Capital 

Works 

Area 




Project 

Major 

Council 


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

Parks/Street Seats and Benches 45 0 45 0 0 0 0 0 45 0 

Playgrounds 400 0 370 0 0 30 0 0 400 0 

Poppet Heads 25 0 25 0 0 0 0 0 25 0 

Public Furniture & Fittings 55 0 55 0 0 0 0 0 55 0 

Street Lighting 25 0 25 0 0 0 0 0 25 0 

Waste Services Public Furn & Fixtures 119 0 119 0 0 0 0 0 119 0 

Total Public Furniture 1,367 0 1,264 73 0 30 0 27 1,340 0 

Total Renewal 30,218 93 22,878 5,445 40 1,763 3,275 1,064 25,880 0 

NEW WORKS 

Building 

Building Other 168 34 0 135 0 0 0 0 168 0 

Child Care Properties 0 0 0 0 0 0 0 0 0 0 

Heritage Properties 344 0 0 344 0 0 0 172 172 0 

Recreation Properties 11,950 7,417 0 250 4,168 115 5,700 3,187 1,062 2,000 

Total Building 12,462 7,451 0 729 4,168 115 5,700 3,359 1,403 2,000 

0 

IT and Furniture 

Information Technology 158 143 0 0 15 0 0 0 158 0 

Total IT and Furniture 158 143 0 0 15 0 0 0 158 0 

Land 

Property Purchase 668 668 0 0 0 0 0 630 38 0 

Total Land 668 668 0 0 0 0 0 630 38 0 


APPENDIX C 

Capital 

Works 

Area 




Project 

Major 

Council 


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


Landscaping 1,505 1,505 0 0 0 0 450 20 1,035 0 

Recreation 650 0 0 150 0 500 0 0 650 0 

Waste 749 749 0 0 0 0 246 0 502 0 

Total Land Improvements 2,904 2,254 0 150 0 500 696 20 2,187 0 


Plant 153 153 0 0 0 0 0 0 153 0 

Total Plant & Equipment 153 153 0 0 0 0 0 0 153 0 


Bus Shelters 100 100 0 0 0 0 0 0 100 0 

Heritage 255 0 0 255 0 0 0 130 125 0 

Playgrounds 60 0 0 60 0 0 0 0 60 0 

Recreation 135 135 0 0 0 0 0 10 125 0 

Waste 1,855 1,855 0 0 0 0 500 0 1,355 0 

Total Public Furniture 2,405 2,090 0 315 0 0 500 140 1,765 0 


Footpaths/Driveways 1,099 1,074 0 0 25 0 0 0 927 172 

Lighting 5,272 68 0 0 0 5,205 1,300 1,444 2,528 0 

Other 195 95 0 100 0 0 0 0 195 0 

Sealed Roads 7,788 6,422 0 1,366 0 0 4,000 0 960 2,828 

Total Infrastructure 14,354 7,659 0 1,466 25 5,205 5,300 1,444 4,610 3,000 

Total New 33,103 20,417 0 2,660 4,208 5,820 12,196 5,594 10,313 5,000 

GRAND TOTAL 63,322 20,509 22,878 8,105 4,248 7,582 15,471 6,658 36,193 5,000 


APPENDIX C 

Capital and Major Works Program (Detailed) 

Capital 

Works 

Area 

RENEWALS 

Building 

BBQs 


Council Plan 

BBQ Maintenance Works 3.2.2 

Bendigo Trust 

Bendigo Trust Infrastructure Projects 5.3.2 

Buildings Other 

Asbestos Audits & Removal Program 5.3.3 

Boardwalk Cafe - Structural 5.3.2 

Building Security and Access Upgrade 5.3.3 

Council Properties Improve/Upgrade 5.3.2 

Edward Street Carpark - Shade Sails 5.3.2 

Environmental Sustainability Initiatives 5.6.2 

Essential Safety Measures 5.3.3 

Essential Services Compliance 5.3.3 

Future Works Planning 5.3.2 

Gas Heater Testing 5.3.3 

Goornong Hall - Septic 5.3.2 

Heating and Cooling Upgrades 5.3.3 

Internal and External Painting 5.3.3 

Investigate Structural Cracking Issues - Various 5.3.3 

Ironbark Tennis Club/Hall Renewal 5.3.2 

Ironbark Tennis Clubrooms 5.3.2 

Kitchen & Kiosk Upgrade & Repair Works 5.3.3 

Maiden Gully Recreation Reserve - Remove Shelter 5.3.2 

Office Accommodation 5.3.2 

Thermal Imaging 5.3.3 

Child Care Properties 

Bendigo Preschool - Shed Extension 5.3.3 

Eaglehawk Preschool - Office and Storage Upgrade 5.3.3 

Epsom Preschool - Office Upgrade 5.3.3 

Helen Jessen ELC - Sliding Glass Door 5.3.3 

Helm Street Preschool - Office Upgrade 5.3.3 

North Bendigo Kindergarten - Amenities Upgrade 5.3.3 

Painting - Various 5.3.3 

South Bendigo Preschool - Rubberised Path 5.3.3 


APPENDIX C 

Capital 

Works 

Area 


Council Plan 

Heritage Properties 

Art Gallery Various 5.2.3 

Bendigo Town Hall External Repairs 5.2.3 

Discovery Science Centre 5.2.3 

Eaglehawk Town Hall Various 5.2.3 

Heritage Building Works Various Sites 5.2.3 

RSL Soldiers Memorial Institute - Stage 1 of 2 5.2.3 

Public Toilets 

Public Toilets - Refurbishment 5.3.3 

Recreation Properties 

Albert Roy Reserve 3.2.2 

Barrack Reserve Football Changerooms Upgrade 5.3.3 

Canterbury Park - Spectator Shelter 5.3.3 

Dower Park - Amenities Block Upgrade 5.3.3 

Eaglehawk Badminton and Table Tennis Centre 5.3.3 

Ewing Park - Kiosk Upgrade 5.3.3 

Harry Trott - Changeroom Renovations 5.3.3 

Lake Weeroona Community Pavilion Design 5.3.3 

Leisure Facilities Compliance Works 5.3.3 

Peter Krenz Leisure Centre Concept 5.3.3 

Small Towns Rec Reserves - Various Locations 5.3.3 

Swimming Pool Renewal Works 5.3.3 

Upgrade Coaches Boxes & Shelters - Various Locations 5.3.3 

Weeroona Oval Works 5.3.3 

Works to support events venues 5.3.3 

IT & Furniture 

Furniture and Office Equipment 

Furniture & Equipment - Purchase 5.3.3 

Information Technology 

Firewall replacement 1.5.1 

PC Replacement Program 1.5.1 

Scanning Software 1.5.1 

Scope COGB Website Renewal 1.5.1 

Web Content Management 1.5.1 

LAND IMPROVEMENTS 

Fountains 

Fountains and Water Features Renewal Program 3.1.4 

Statues and Monuments Renewal Program 3.1.3 


APPENDIX C 

Capital 

Works 

Area 

Irrigation 


Council Plan 

Irrigation System Replacement Program 3.1.4 

Parks & Reserves 

Parks and Reserves Renewal Program 3.2.2 

Sportsfield Improvement Program 3.2.2 

Recreation Hard Surfaces 

Kennington Tennis Netball Court Resurfacing 3.1.2 

Resurfacing of 2 courts at Elmore Tennis Club 3.1.2 

Resurfacing of 2 courts at Strathdale Park 

Sporting Surfaces (Soft Surfaces) 

Design of Eaglehawk BMX Track 3.1.2 

Seasonal oval renewal program 3.2.2 

Shadforth Park Cricket wicket 3.2.2 

PUBLIC FURNITURE 

Bus Shelters 

Bus Shelters - Urban & Rural 5.3.5 

Christmas Decorations 

Christmas Decorations 5.3.5 

Fountains 

Landscaping 

Alexandra Fountain Works 3.2.2 

Urban Tree Planting 3.2.2 

Lighting Sporting Facilities 

Lighting Sporting Facilities 3.1.2 

Golden Square Oval lighting upgrade 


Canterbury Park - Goal Netting 

Playgrounds 

3.1.2 

Playground - Malone Park Renewal 5.3.5 

Playground - Strathdale Park Stage 2 Renewal 5.3.5 

Playground - Various Upgrades 5.3.5 

Park Furniture 

Installation & Replacement of Park Furniture 3.2.2 

Parks/Street Seats and Benches 

Street Furniture Program 3.2.2 

Poppet Heads 

Poppet Heads and Towers 5.3.2 

Public Furniture & Fittings 

Bendigo City Centre Wayfinding Signs Update 2.3.2 


APPENDIX C 

Capital 

Works 

Area 


Council Plan 

Street Lighting 

Decorative Streetlight Replacement 2.3.2 

Waste Services Public Furniture & Fixtures 

Acquisition of Mobile Bins 5.5.1 

INFRASTRUCTURE 

Airport 

Bendigo Airport Works 2.1.4 

Bridges 5.3.5 

Tannery Lane 

Various Bridge Works 5.3.5 

Drainage 

Alexander St 5.3.5 

Aspinall St 5.3.5 

Bottlebrush Court 5.3.5 

Broad Parade 5.3.5 

Havilah Road, Kinross Street, Green Street 5.3.5 

Honeysuckle Street (High Street) 5.3.5 

Honeysuckle Street (Pitt Street) 5.3.5 

Retreat Road (Between Cook St & Stanley Ave) 5.3.5 

Strathdale Crescent 5.3.5 

Various Drainage Construction 5.3.5 

Footpaths/Driveways 

Hope Street 2.3.3 

Infrastructure Footpath Various 2.3.3 

Mitchell Street 2.3.3 

Mitchell Street 2.3.3 

Kerb and Channel 

Breen Street 2.3.3 

Kerb & Channel Works Various 2.3.3 

Parking Control Equipment 

Parking Ticket Machine Purchase. 5.3.3 

Paved Areas, Roundabouts & Medians (Landscaped) 

Medians, Roundabouts and Traffic Island Treatments 5.3.5 

Plant and Equipment (General Fleet) 

Plant Replacement (General Fleet) 1.6.3 

Plant and Equipment (Presentation and Assets) 

Plant Replacement Program 1.6.3 


APPENDIX C 

Capital 

Works 

Area 


Council Plan 

Sealed Road Pavements 

Furness Street 5.3.5 

Goornong-Mayreef Road 5.3.5 

Howard Street 5.3.5 

Minor Extensions Widening With Developments 5.3.5 

Moran Street 5.3.5 

Olympic Parade 5.3.5 

Road Works Major Patching Various 5.3.5 

Sailors Gully Road 5.3.5 

Tannery Lane 5.3.5 

Three Hills Lane 5.3.5 

Turnbull Street 5.3.5 

Various Local Roads Final Seals 5.3.5 

Various Roads - Reseals and Asphalt Resurfacing 5.3.5 

Sealed Road Seals 

Roads to Recovery Income 5.3.5 

Unsealed Roads Formed and Surfaced (Sheeting) 

Road Renewals - Unsealed Roads 5.3.5 

Shoulder Resheeting 1.6.3 

NEW 

Building 

Building Other 

Child Care Properties 

Heritage Properties 


Adam Street Depot Access and Security 5.3.5 

Bendigo Livestock Exchange Security and Access 5.3.5 

Energy Wise Buildings 5.6.2 

Strathfieldsaye Community Hub 5.3.3 

Bendigo Town Hall Heating and Ventilation System 5.3.3 

Barrack Reserve Pavilion (CONSTRUCTION) 3.1.2 

Bendigo Indoor Aquatic Leisure and Wellbeing Centre 

(CONSTRUCTION) 2.1.2 

Bendigo South East College Design (DESIGN) 5.3.3 

Bendigo Stadium Limited Contribution 2.1.5 

Bendigo Stadium (CONSTRUCTION) 2.1.5 

Bendigo Tennis Centre Facilities (DESIGN) 2.1.6 

Canterbury Park - Social Pavilion (CONSTRUCTION) 5.3.3 

Dower Park Reserve - Construction of Social Rooms 

(CONSTRUCTION) 5.3.3 


APPENDIX C 

Capital 

Works 

Area 


Council Plan 

Spring Gully Soccer Pavilion – Upgrade to Change Rooms 

and Accessibility (CONSTRUCTION) 5.3.3 

IT and Furniture 

Information Technology 

IT Infrastructure - Ulumbarra Theatre 1.5.1 

Mobile Applications for Inspection & Requests 1.5.1 

Shoretel Phone System Enhancements 1.5.1 

Land 

Property Purchase 

Axedale Preschool Re-alignment of Boundary 2.2.2 

Strategic Land Purchase 2.2.2 


Landscaping 

Recreation 

Waste 

Bendigo Botanic Gardens, Garden for the Future 2.1.3 

Canterbury Park Central Activity Area 2.1.11 

Marist College Bendigo - Joint Use Community Facilities 2.1.8 

Resource Recovery Transfer Station Detailed Design 

(DESIGN) 5.5.2 

Airport Water Treatment 5.5.1 

Landfill Alternate Daily Cover 5.5.1 


Emergency Generator for Lyttleton Terrace 1.6.3 

Purchase of Turf Top Dresser 1.6.3 

Purchase of Utility for Compliance Officer 1.6.3 

Purchase of Utility Vehicle for Bendigo Botanic Gardens 1.6.3 


Bus Shelters 

Heritage 

Playgrounds 

Bus Shelter Program 2.3.2 

Heritage Restoration Project 5.3.5 

Heathcote Play Space Stage 2 3.1.2 


APPENDIX C 

Capital 

Works 

Area 

Recreation 

Waste 


Council Plan 

Malone Park Marong Cricket Nets 3.1.2 

360L Recycle Bins 5.5.1 

Kerbside Organics Bins 5.5.1 


Footpaths/Driveways 

New Paths Program 2.2.4 

O'Keefe Rail Trail connection to Heathcote CBD and VIC 2.2.4 

Lighting 

Lighting the Regions 5.6.2 

Public Lighting Program 5.6.2 

Other 

Pedestrian Refuge St Aidans Road 2.3.2 

Universal Access Program 1.6.3 

Various Traffic Works 1.6.3 

Sealed Roads 

Bendigo Airport Runway (CONSTRUCTION) 2.1.4 

East Bendigo Link Road - Stage 4 2.1.7 


APPENDIX D 

Appendix D - Maps 

D – 1: Business Land A 

D – 2: Business Land C 

Maps attached 

Proposed Greater Bendigo City Council Budget – 2015/16 91

APPENDIX D 

D – 1 

COMMERCIAL/INDUSTRIAL LAND A RATE 

Commercial/Industrial Land A 


APPENDIX D 

D – 2 

COMMERCIAL/INDUSTRIAL LAND C RATE 

Commercial/Industrial 

Land C 


APPENDIX E 

Appendix E – Capital Evaluation Framework 

Introduction 

The Capital Works Evaluation Framework is a means of setting priorities within the Capital Works 

program that addresses the strategic and service delivery needs of Council and the Community. 

Council sets the amount available for Capital Works each year and this is guided by the Long Term 

Financial Plan. 

As per the diagram below, the total Capital Works Budget is split between two core components, 

Renewal (existing assets) and Non-Renewal (new assets). Currently the amount required for 

Renewal is set by the financial asset depreciation and prioritised by asset condition and Asset 

Management Plans (AMP) where available. The remaining amount is available for Non-Renewal 

projects which require a Business Case and are prioritised via assessment criteria. 

Renewals 

Depreciation 

Business Case 

AMPs Renewal $ 

Non- 

Renewal $ 

Criteria & 

Ranking 

The largest component of the annual Capital Works Budget is devoted to ensuring that existing 

assets continue to deliver the service standards expected of them by the community. Work is 

continually undertaken to check, assess and maintain the status of these assets. 

The Renewal component of the Annual Budget is currently determined by the amount of 

depreciation recorded for City of Greater Bendigo assets as per the Australian Accounting 

Standards. Similarly, the total Renewal Budget is divided between each of the asset classes so that 

each asset class receives Renewal funding in line with the amount of depreciation it recorded. 

Asset Managers then prioritise which works to schedule within the Renewal Budget based on a 

range of asset management tools and metrics. This includes: 

• Asset management plans 

• Condition assessments 

• Service standards 

• Community feedback 

Given that this work is undertaken on existing assets, it is based on assessments of the condition of 

those assets and the Asset Managers are best placed to make recommendations on those 

assessments, a Business Case is not required for Renewal Budget submissions. 

The Renewal project priority lists and associated costs are provided to Council to review as part of 

the Budget approval process. 


APPENDIX E 

Non-Renewal Business Case Requirement 

A Business Case is required for Non-Renewal Capital Works Budget bids. For projects over $3 

million, the Major Capital Works Budget Submission Policy applies which outlines the level of detail 

required for the Business Case. 

Assessment Approach 

The key principles of the assessment approach are: 

• New Capital Works, Expansion and Upgrade project bids require a Business Case which will be 

scored against criteria to determine the priority of each bid. 

• There is no separation of asset or project type with all New Capital Works, Expansion and 

Upgrade projects competing for funds. 

This establishes the relative priority of all Capital Works project bids submitted. The core 

requirement of this approach is to be able to compare projects which are for vastly different types 

of assets, e.g. comparing the priority of a road to the priority of tennis court lighting or the 

expansion of a community facility/building. 

Evaluation Committee 

The evaluation process was undertaken by a committee of senior managers comprised of 

representatives from across the organisation. The managers have extensive experience and direct 

contact with the community from service delivery, sustainability and economic development 

perspectives. 

Evaluation Criteria 

The evaluation criteria used in this framework is based on three key elements which have been 

weighted in importance: 

A. Governance 40% 

B. Financial 40% 

C. Deliverability 20% 

These criteria may contain multiple sub criteria which are described below. 

Part A: Governance 

This evaluation criterion has three sub criteria: 

1. Statutory/Regulatory/Council Resolution (Y/N) 

2. Council Plan/Strategies/Master Plans (60%) 

3. Risk (40%) 

A1. Statutory/Regulatory/Council Resolution 

This sub-criterion recognises that there are some projects that must be undertaken to comply with 

Federal or State Legislation/Regulations and that some projects may be directed by a Council 

resolution. 

A2. Council Plan/Strategies/Master Plans 

This sub-criterion recognises that priority should be given to projects that are aligned with the 

Council Plan, existing strategies or masterplans. 


APPENDIX E 

A3. Risk 

This sub-criterion recognises that risk plays a significant role in determining the priority of a project. 

Scoring in this criterion is based on the risk to the organisation of not undertaking the project 

(rather that it being a risky project to undertake). 

A risk assessment must be undertaken as per the City of Greater Bendigo standard risk assessment 

process and be submitted with the Business Case. 

Part B: Financial 

This evaluation criterion has one element which is cost benefit, however this is derived from 

multiple components. The criterion establishes a score based on the importance or benefit of the 

project to the community which is then factored against the cost and possible return on investment 

of the project. This provides for a score which favours projects with a combination of both a high 

community benefit and lower net capital cost to Council. 

For the 2015/16 financial year these factors have been defined as the following: 

Community Health and Wellbeing. 

Project outcomes that specifically encourages activity which promotes mental and physical health 

Heritage 

Preservation and/or promotion of the municipality's physical, cultural and natural heritage. 

Productivity 

Infrastructure projects that promote/enable improved productivity within the municipality. This 

includes encouraging/securing investment, generating business opportunity, improving business 

security or improving business efficiency. The focus is on the potential additional economic activity 

generated in the community, not a direct return on investment to City of Greater Bendigo. 

Sustainability 

Projects specifically targeting a reduction in the communities or City of Greater Bendigo’s impact on 

the environment. This includes direct carbon reduction initiatives, new projects to repair/reduce 

environmental damage, environmentally sensitive design and community leading initiatives that 

promote better community behaviour toward the environment. 

Social Equity/Inclusion/Access 

Projects that provide additional services or better access to existing services for members of the 

public facing significant disadvantage, e.g. physical disability, mental disability, poverty. 

Service Demand 

Projects specifically targeted at responding to a change in an existing service or the establishment of 

a new service. This includes changes in the quality of service levels and increases in service demand. 

Presentation and Vibrancy 

Projects that contribute to achieving the vision of Bendigo becoming the most liveable Regional City 

in Australia. This includes infrastructure that differentiates the municipality as an 

affordable/comfortable/connected place to live and provides for modern and future lifestyle and 

cultural choices, e.g. urban environment, cultural experiences 

Township Support 

Projects contributing to the distribution of services across the municipality. This includes investment 

in small towns and the suburbs to ensure that development outside the defined area of the CBD is 

appropriately promoted. 


APPENDIX E 

Part C: Deliverability 

This evaluation criterion has two sub criteria: 

1. Project Plan (50%) 

2. Costing Quality (50%) 

B1. Project Plan 

This sub criterion recognises that all projects, no matter how simple, should have at least a basic 

plan for when work should begin, how long it will take and when it should finish. The more complex 

the project is, the more detailed the plan should be to ensure all the tasks, and resources required 

for the job are understood and scheduled. 

B2. Costing Quality 

This sub criterion recognises that the key starting point to achieving the completion of a project to 

budget is to ensure that the costs the Budget is based on are as accurate as possible. 


APPENDIX F 

Appendix F – User Fees and Charges 

Schedule of User Fees and Charges 2015/16 

• City Futures Directorate 

• Community Wellbeing Directorate 

• Planning and Development Directorate 

• Presentation and Assets Directorate 

• Organisation Support Directorate 

*Pricing Type Definitions 

Accessible Pricing - a discount on the full cost of providing the service. The discounted rate is 

determined on the community benefit or social good, and can be set between 100% discount up to 

full cost recovery. 

Full Cost Pricing - applied where the objective is to achieve a financial return for COGB. 

Incentive Pricing - utilised where certain behaviours are encouraged by pricing above full cost 

recovery. 

Market Pricing - applied to services considered discretionary and is without strong social benefit, or 

ancillary to the social benefit of the service. 

Statutory - set by legislation, providing no discretion for Council to influence the amount charged. 


APPENDIX F 

City Futures Fees and Charges Schedule 2015/2016 

Unit Fee 

Program/Service 

Pricing 

Type* 

Unit of 

Measure 

GST Status 

(F) Free 

(T) Taxable 

2014/15 

(inc. GST) 

$ 


(inc. GST) 

$ 

% Change 

TOURISM SERVICES 

Shop Sales 

Shop Sales including goods on consignment Market Item T Varies Varies Varies 

Tours/Commission Market T Varies Varies Varies 

Commissions 

Accommodation Full Cost Booking T 0.10 0.10 0.00 

Federation Room Conference Facility 

Hire - Corporate Rate - Half Day 

Full Cost 

9am-1pm or 

1-5pm 

T 110.00 110.00 0.00 

Hire - Corporate Rate - Full Day 

Full Cost 

9am-1pm or 

9am-5pm 

T 220.00 220.00 0.00 

Hire - Corporate Rate - After Hours Full Cost Hourly T 60.00 60.00 0.00 

Hire - Community and Industry Rate - Half Day 

Full Cost 

9am -1pm or 

1-5pm 

T 75.00 75.00 0.00 

Hire - Community and Industry Rate - Full Day Full Cost 9am-5pm T 150.00 150.00 0.00 

Hire - Community and Industry Rate - After Hours Full Cost Hourly T 40.00 40.00 0.00 

Tea and Coffee Full Cost Head T 3.00 3.00 0.00 

Security Open - After Hours Full Cost Each T 40.00 40.00 0.00 

Security Close - After Hours Full Cost Each T 40.00 40.00 0.00 

Security After Hours for functions/events (4 hour minimum) 

- cost per hour indicated 

Full Cost Each T 42.00 42.00 0.00 

Additional cleaning outside normal cleaning - cost per hour indicated Full Cost Each T 50.00 50.00 0.00 

Staff Call Out Fee for After Hours Functions - cost per call out indicated Full Cost Each T 50.00 50.00 0.00 

THE CAPITAL 

Category 1 Local Community Hirers 

Venue Hire 

Banquet Room/Bendigo Bank Theatre Non Performance Rental Hire Accessible Half Day T 110.00 114.00 3.64 

Banquet Room/Bendigo Bank Theatre Non Performance Rental Hire Accessible Day T 220.00 228.00 3.64 

Conference in Capital Theatre (includes Duty Tech) Full Cost Day T 624.00 643.00 3.04 

Conference in Capital Theatre (includes Duty Tech) Full Cost Half Day T 312.00 321.50 3.04 

Banquet Room/Bendigo Bank Theatre Performance Package Rental Accessible Event T 587.00 605.00 3.07 

Banquet Room/Bendigo Bank Theatre Performance Package 

Additional Hours 

Accessible Hour T 54.00 56.00 3.70 

Banquet Room/Bendigo Bank Concert Performance Package Rental Accessible Event T 442.00 456.00 3.17 

Capital Theatre Performance Package Rental Accessible Event T 1,085.00 1,118.00 3.04 

Capital Theatre 2nd Performance in Day Package Rental Accessible Event T 690.00 710.00 2.90 

Capital Theatre Bump In/Out and Rehearsals for Performance Accessible Hour T 78.00 81.00 3.85 

Lanyon Room Accessible Day T 135.00 140.00 3.70 

Lanyon Room Accessible Half Day T 82.00 85.00 3.66 

Old Fire Station Upstairs - Ballet Studio Accessible Day T 112.00 115.00 2.68 

Old Fire Station - Downstairs - Auditorium Accessible Day T 112.00 115.00 2.68 

Old Fire Station - Downstairs - Auditorium Accessible Half Day T 73.00 75.00 2.74 

Old Fire Station Upstairs - Ballet Studio Accessible Half Day T 73.00 75.00 2.74 

Old Fire Station Upstairs - Ballet Studio Accessible Week T 624.00 642.00 2.88 

Old Fire Station Downstairs - Auditorium Accessible Week T 624.00 642.00 2.88 

Dudley House Accessible Half Day T 73.00 75.00 2.74 


APPENDIX F 


Unit Fee 


GST Status 2014/15 2015/16 

Pricing Unit of 

% Change 

(F) Free (inc. GST) (inc. GST) 

Type* Measure 

(T) Taxable $ 

$ 

Dudley House Accessible Day T 112.00 115.00 2.68 

Dudley House (Exhibitions) Accessible Week T 624.00 642.00 2.88 

Staffing 

Duty Technician Accessible Hour T 33.00 34.50 4.55 

FoH Manager Accessible Hour T 33.00 34.50 4.55 

Box Office Staff Accessible Hour T 33.00 34.50 4.55 

Technicians Accessible Hour T 33.00 34.50 4.55 

Equipment Hire 

Steinway Grand Piano Hire Only (without tuning) Accessible Day T 85.00 88.00 3.53 

Kawai Upright Piano Hire Only (without tuning) Accessible Day T 85.00 88.00 3.53 

Kawai Baby Grand & Yamaha Grand Hire Only (without tuning) Accessible Day T 85.00 88.00 3.53 

Piano Tuning Charge - Highly Recommended 

(Separated from Hire Cost but includes hire) 

Accessible Per tune T 239.00 245.00 2.51 

Setup and pack down of staging Accessible Event T 198.00 204.00 3.03 

Followspots (each unit) Accessible Day T 19.00 20.00 5.26 

Hazer hire Accessible Event T 55.00 57.00 3.64 

Data Projector Full Cost Day T 100.00 100.00 0.00 

Data Projector Full Cost Half Day T 75.00 75.00 0.00 

2 x handheld wireless/lapel microphones Full Cost Event T 35.00 36.00 2.86 

Additional portable PA system Full Cost Event T 50.00 52.00 4.00 

Standard use of adsl line where available Full Cost Day T 50.00 52.00 4.00 

Box Office Fees 

Booking Fee Per Ticket Sold Accessible Ticket T 2.00 2.00 0.00 

Complimentary Tickets Per Ticket Issued Accessible Ticket T 0.90 0.90 0.00 

Postage Fee Market Transaction T 3.00 3.00 0.00 

Credit Card Charges Full Cost Value of Sales T 0.02 0.02 0.00 

Cleaning 

Additional Cleaning Accessible Hour T 56.00 58.00 3.57 

Category 2 Commercial Hirers 

Venue Hire 

Banquet Room/Bendigo Bank Theatre Rental Only Non-Performance Market Half Day T 175.00 180.00 2.86 

Banquet Room/Bendigo Bank Theatre Performance Rental Market Event T 405.00 417.00 2.96 

Banquet Room/Bendigo Bank Theatre performance additional hours Market Hour T 45.00 47.00 4.44 

Banquet Room/Bendigo Bank Theatre Wedding Ceremony Hire Market Event T 690.00 710.00 2.90 

Carriageway ceremony Market Event T 210.00 217.00 3.33 

Banquet Room/Bendigo Bank Theatre Non-Performance Hire Market Day T 335.00 345.00 2.99 

Lanyon Room Market Day T 210.00 217.00 3.33 

Lanyon Room Market Half Day T 125.00 128.00 2.40 

Conference in Capital Theatre Market Day T 590.00 608.00 3.05 

Conference in Capital Theatre Market Half Day T 345.00 355.00 2.90 

Capital Theatre Event Rental Min (performance) Market Event T 1,230.00 1,270.00 3.25 


APPENDIX F 


Unit Fee 




% Change 


Type* Measure 

(T) Taxable $ 

$ 

Capital Theatre 2nd Performance in Day Event Rental Min Market Event T 600.00 620.00 3.33 

The Capital Bump In/Out and Stage Rehearsals Market Hour T 85.00 88.00 3.53 

Old Fire Station Upstairs - Ballet Studio Market Day T 210.00 217.00 3.33 

Old Fire Station - Downstairs - Auditorium Market Day T 210.00 217.00 3.33 

Old Fire Station Upstairs - Ballet Studio Market Half Day T 125.00 128.00 2.40 

Old Fire Station - Downstairs - Auditorium Market Half Day T 125.00 128.00 2.40 

Dudley House Hourly Rental Market Half Day T 125.00 128.00 2.40 

Dudley House Daily Rental Market Day T 210.00 217.00 3.33 

Dudley House Weekly Rental (Exhibitions) Market Week T 1,165.00 1,200.00 3.00 

Staffing 

Duty Technician Market Hour T 44.00 46.00 4.55 

FoH Manager Market Hour T 44.00 46.00 4.55 

Box Office Staff Market Hour T 44.00 46.00 4.55 

Technicians Market Hour T 44.00 46.00 4.55 

Equipment Hire 

Steinway Grand Piano (hire & tuning) Market Day T 335.00 345.00 2.99 

Kawai Baby Grand & Yamaha Grand (hire & tuning) Market Day T 310.00 319.00 2.90 

Kawai Upright Piano (hire & tuning) Market Day T 310.00 319.00 2.90 

Setup and pack down of staging Market Event T 264.00 272.00 3.03 

Followspot hire (per unit) Market Event T 56.00 58.00 3.57 

Hazer hire Market Event T 65.00 70.00 7.69 

Data projector Full Cost Day T 100.00 100.00 0.00 

Data projector Full Cost Half Day T 75.00 75.00 0.00 

2 x handheld wireless/lapel microphones Full Cost Event T 35.00 36.00 2.86 

Additional portable PA system Full Cost Event T 50.00 52.00 4.00 

Standard use of adsl line where available Full Cost Day T 50.00 52.00 4.00 


Booking Fee Per Ticket Sold Market Ticket T 3.90 4.00 2.56 

Complimentary Tickets Per Ticket Issued Market Ticket T 2.00 2.00 0.00 


Credit Card Charges Full Cost Transaction T 0.02 0.02 0.00 

Cleaning 

Additional Cleaning Market As Required T 65.00 67.00 3.08 

Marketing Costs 

OFS Billboard Full Cost Billboard T by negotiation by negotiation 

Email Blast (dedicated) Full Cost Email T 74.00 80.00 8.11 

Email blast with multiple shows Full Cost Email T 50.00 New 

Mail-Out - Commercial Full Cost Letter T 1.60 1.65 3.12 

Mail-Out - Community Accessible Letter T 1.35 1.40 3.70 

Column Rates - Commercial Full Cost Placement T 72.00 75.00 4.17 

Column Rates - Community Accessible Placement T 33.00 34.00 3.03 


APPENDIX F 


Unit Fee 




% Change 


Type* Measure 

(T) Taxable $ 

$ 

Poster/Flier Distribution (commercial only) Full Cost Distribution T 77.00 80.00 3.90 

Advertising - Commercial - Bendigo Advertiser Full Cost Column cm T 10.45 10.80 3.35 

Advertising - Community - Bendigo Advertiser Full Cost Column cm T 8.75 9.00 2.86 

Advertising - Commercial - Bendigo Weekly Full Cost Column cm T 9.40 9.40 0.00 

Advertising - Community - Bendigo Weekly Full Cost Column cm T 8.35 8.35 0.00 

Large Format Light Box Poster Print Full Cost Unit T 104.00 108.00 3.85 

Catering Costs (Various Menus for Different Functions) 

Catering Costs Market Person T Varies Varies 

Bendigo Town Hall 

Commercial Rate Mon - Thursday Market Half Day T 616.00 635.00 3.08 

Commercial Rate Mon - Thursday Market Full Day T 1,232.00 1,270.00 3.08 

Commercial Rate, Fri - Sunday Market Half Day T 812.00 837.00 3.08 

Commercial Rate, Fri - Sunday Market Full Day T 1,624.00 1,674.00 3.08 

Community Group Rate, Monday - Thursday Accessible Half Day T 325.00 335.00 3.08 

Community Group Rate, Monday - Thursday Accessible Full Day T 650.00 670.00 3.08 

Community Group Rate, Friday - Sunday Accessible Half Day T 460.00 474.00 3.04 

Community Group Rate, Friday - Sunday Accessible Full Day T 920.00 948.00 3.04 

Town Hall set up/pack down rate 

Bendigo Town Hall Security on Sundays & after midnight 

Bendigo Town Hall Security - Monday to Saturday Prior to Midnight 

Full Cost Event T 200.00 210.00 5.00 

Market Hour T 60.00 62.00 3.33 

Market Hour T 50.00 52.00 4.00 

ULUMBARRA THEATRE 

Category 1 Local Community Hirers 

Theatre Venue Hire 

Performance Package Rental Accessible Event T 1,627.50 1,676.00 2.98 

2nd Performance in Day Package Rental Accessible Event T 1,035.00 1,066.00 3.00 

Bump In/Out and Rehearsals for Performance Accessible Hour T 117.00 120.00 2.56 

Conference hire rate (includes Duty Tech) Accessible Day T 936.00 964.00 2.99 

Conference hire rate (includes Duty Tech) Accessible Half Day T 468.00 482.00 2.99 

Staffing 

Duty Technician Accessible Hour T 33.00 34.50 4.55 

FoH Manager Accessible Hour T 33.00 34.50 4.55 

Box Office Staff Accessible Hour T 33.00 34.50 4.55 

Technicians Accessible Hour T 33.00 34.50 4.55 


Booking Fee Per Ticket Sold Accessible Ticket T 2.00 2.00 0.00 

Complimentary Tickets Per Ticket Issued Accessible Ticket T 0.90 0.90 0.00 

Postage Fee Accessible Transaction T 3.00 3.00 0.00 

Credit Card Charges Full Cost Value of Sales T 0.02 0.02 0.00 


APPENDIX F 


Unit Fee 


Pricing 

Type* 


Measure 

GST Status 

(F) Free 

(T) Taxable 

2014/15 

(inc. GST) 

$ 


(inc. GST) 

$ 

% Change 

Category 2 Commercial Hirers 

Theatre Venue Hire 

Performance Rental Market Event T 1,845.00 1,900.00 2.98 

2nd Performance in Day Market Event T 900.00 927.00 3.00 

Bump In/Out and Stage Rehearsals Market Hour T 128.00 132.00 3.13 

Conference hire rate Market Day T 1,035.00 1,066.00 3.00 

Staffing 

Duty Technician Market Hour T 44.00 46.00 4.55 

FoH Manager Market Hour T 44.00 46.00 4.55 

Box Office Staff Market Hour T 44.00 46.00 4.55 

Technicians Market Hour T 44.00 46.00 4.55 


Booking Fee Per Ticket Sold Market Ticket T 3.90 4.00 2.56 

Complimentary Tickets Per Ticket Issued Market Ticket T 2.00 2.00 0.00 


Credit Card Charges Full Cost Transaction T 0.02 0.02 0.00 

BENDIGO ART GALLERY 

Public Programs 

Numerous public programs and events Accessible Person T Varies Varies Varies 

Pleasant Afternoon - Seniors Accessible Person T 2.00 2.00 0.00 

Pleasant Afternoon - Non Seniors Accessible Person T 3.00 3.50 16.67 

Education 

Young Researchers Program Accessible School term T 36.00 37.00 2.78 

School Holidays Program 8-14yo Accessible Person T 10.50 10.75 2.38 

School Holidays Program 4-7 yo Accessible Person T 7.50 7.70 2.67 

Family Programs Accessible Family T Varies Varies New 

Professional Development for Teachers - incl. Lunch and Speaker Accessible Each T Varies Varies Varies 

Shop Sales 

Shop Sales including Goods on Consignment Market Item T Varies Varies Varies 

Commercial Hire Rates 

19th Century Rooms- 2 Hour Minimum Hire - Commercial Hirers (G 12, 13, 14) Market Minimum T 540.00 555.00 2.78 

19th Century Rooms - Commercial Hirers 

Market 

Subsequent 

Hour 

T 257.00 264.00 2.72 

Sculpture Annexe - 2 Hour Minimum Hire - Commercial Hirers (G 15) Market Minimum T 225.00 231.00 2.67 

Sculpture Annexe - Commercial Hirers 

Market 

Subsequent 

Hour 

T 102.00 105.00 2.94 

Contemporary room (G 1, 4) - 2 hour minimum Market Minimum T 545.00 New 

Contemporary room (G 1, 4) 

Market 

Subsequent 

Hour 

T 260.00 New 

Contemporary room (G 2, 3, 5) - 2 hour minimum Market Minimum T 300.00 New 

Contemporary room (G 2, 3, 5) 

Market 

Subsequent 

Hour 

T 155.00 New 

Contemporary room (G 7) - 2 hour minimum Market Minimum T 600.00 New 

Contemporary room (G 7) 

Market 

Subsequent 

Hour 

T 310.00 New 

Contemporary room (G 11) - 2 hour minimum Market Minimum T 380.00 New 


APPENDIX F 


Unit Fee 




% Change 


Type* Measure 

(T) Taxable $ 

$ 

Contemporary room (G 11) 

Market 

Subsequent 

Hour 

T 195.00 New 

Contemporary room (G 6, 8, 9, 10) - 2 hour minimum Market Minimum T 150.00 New 

Contemporary room (G 6, 8, 9, 10) 

Market 

Subsequent 

Hour 

T 80.00 New 

Artwork loan fee Market Per Artwork T 200.00 New 

Community Hire Rates 

19th Century rooms - 2 Hour Minimum Hire 

- Community Hirers (G 12. 13, 14) 

Accessible Minimum T 385.00 396.00 2.86 

19th Century rooms - Community Hirers 

Accessible 

Subsequent 

Hour 

T 192.00 197.00 2.60 

Sculpture Annexe - 2 Hour Minimum Hire - Community Hirers (G 15) Accessible Minimum T 155.00 159.00 2.58 

Sculpture Annexe - Community Hirers 

Accessible 

Subsequent 

Hour 

T 77.00 79.00 2.60 

Staffing 

Gallery attendant Full Cost Hour T 40.00 42.00 5.00 

Reception Full Cost Hour T 40.00 41.00 2.50 

Security (Minimum 3 hour) - North State Security Full Cost Hour T 42.00 43.00 2.38 

Technicians Full Cost Hour T 40.00 41.00 2.50 

Operational Costs 

Operating costs Full Cost Hour T 32.00 33.00 3.13 

Cleaning 

Additional Cleaning Full Cost Hour T 50.00 51.00 2.00 

Exhibitions 

Additional Cleaning 

Full Cost Hour T 51.00 52.50 Varies 

Curatorial 

Reproduction Requests 

Reproduction Requests - Commercial 


Market Each T Varies Varies Varies 

Ticket Sales 

External Ticketing Set Up Charge Market Event T 50.00 51.00 2.00 

BENDIGO AIRPORT 

Airport License Fees - applicable to new leases only based on use (annual CPI applies) 

Private use Accessible Licence T 275.00 275.00 0.00 

Commercial use Accessible Licence T 550.00 550.00 0.00 

Premium use Accessible Licence T 880.00 880.00 0.00 


APPENDIX F 

Community Wellbeing Fees and Charges Schedule 2015/2016 

Unit Fee 


Pricing 

Type* 


Measure 

GST Status 

(F) Free 

(T) Taxable 

2014/15 

(inc. GST) 

$ 


(inc. GST) 

$ 

% Change 

CUSTOMER SUPPORT 

Access Toilet (Disability) Facility Hire Fee - Community Groups Accessible Day T 146.00 149.00 2.05 

Access Toilet (Disability) Facility Hire Fee - Corporate/Other Groups Market Day T 256.00 262.00 2.34 

Access Toilet Transport Fee - Urban Bendigo Area 

- up to 25km from Australia Post Williamson St 

Market Day T 121.00 124.00 2.48 

Mobile Grandstand Facility Hire Fee - Two Sections Market Day T 42.50 43.50 2.35 

Mobile Grandstand Facility Hire Fee - Four Sections Market Day T 84.00 86.00 2.38 

Mobile Grandstand Facility Hire Fee - Six Sections Market Day T 126.50 129.50 2.37 

Venue Bookings Bond Incentive Function N/A Varies Varies Varies 

Security Bond for Keys Incentive Function N/A 20.00 20.00 0.00 

Heathcote Service Centre - Community Art/Meeting Spaces for Commercial/ 

Corporate Use 

Accessible Up to 4 hours T 32.00 33.00 3.13 

Heathcote Service Centre - Community Art/Meeting Spaces for Commercial/ 

Corporate Use 

Accessible Over 4 hours T 54.00 55.00 1.85 

CBD Public Spaces Accessible Varies T Varies Varies Varies 

CBD Public Space Marquee's for Commercial/Corporate Use Market Per Marquee T 60.00 61.50 2.50 

CBD Public Space Marquee's for CBD Traders Accessible Per Marquee T 30.00 30.50 1.67 

CBD Public Space Stage for Commercial/Corporate Use Market Varies T Varies Varies Varies 

Late Booking Administration Fee (under 7 days notice for bookings) Incentive Per Booking T 50.00 50.00 0.00 

Late Cancellation Fee (under 7 days notice for cancelling a booking) Incentive Per Booking T 50.00 50.00 0.00 

ACTIVE COMMUNITIES 

Pool Entry Fees 

Adult Ticket Accessible Day T 5.00 5.10 2.00 

Child Ticket (Child under 2 years old free when accompanied by a paying adult) Accessible Day T 4.00 4.10 2.50 

Family Ticket (2 adults and dependent children under 16 years of age) Accessible Day T 13.00 13.30 2.31 

Concession Adult Ticket Accessible Day T 4.00 4.10 2.50 

Concession Family Ticket (2 adults and dependent children under 16 years of age) 

Accessible Day T 10.00 10.25 2.50 

Concession Student Ticket Accessible Day T 4.00 4.10 2.50 

School Group Student Entry Accessible Day T 2.00 2.00 0.00 

Group Entry Fee (for groups of more than 10 people) Accessible Day T 3.00 3.00 0.00 

Adult Ticket Accessible Season T 95.00 97.20 2.32 

Child Ticket (Child under 2 years old free when accompanied by a paying adult) Accessible Season T 70.50 72.10 2.27 

Family Ticket (2 adults and dependent children under 16 years of age) Accessible Season T 181.00 185.15 2.29 

Adult Extended Season Ticket Accessible Season T 145.00 148.35 2.31 

Child Extended Season Ticket Accessible Season T 112.50 115.10 2.31 

Family Extended Season Ticket 

(2 adults and dependent children under 16 years of age) 

Accessible Season T 240.00 245.50 2.29 

Concession Adult Ticket Accessible Season T 72.00 73.65 2.29 

Concession Family Ticket (2 adults and dependent children under 16 years of age) 

Accessible Season T 144.00 147.30 2.29 

Concession Adult Extended Season Ticket Accessible Season T 116.00 118.65 2.28 

Concession Family Extended Season Ticket Accessible Season T 193.00 197.45 2.31 

Rural Pool Pass - Adult Accessible Season T 75.00 New 

Rural Pool Pass - Child Accessible Season T 50.00 New 

Rural Pool Pass - Family Accessible Season T 120.00 New 

January 31 Season Ticket Price - Adult Accessible Season T 45.00 46.05 2.33 

January 31 Season Ticket Price - Child Accessible Season T 35.00 35.80 2.29 

January 31 Season Ticket Price - Family Accessible Season T 90.00 New 


APPENDIX F 


Unit Fee 


GST Status 2014/15 



% Change 


Type* Measure 

(T) Taxable $ 

$ 

Adult District Season Ticket Upgrade to Extended Season - March Accessible Season T 52.00 53.20 2.31 

Child District Season Ticket Upgrade to Extended Season - March Accessible Season T 41.00 41.95 2.32 

Family District Season Ticket Upgrade to Extended Season - March Accessible Season T 54.00 55.25 2.31 

Corporate Bulk Purchase - Extended Season Ticket (5-10 passes) Accessible Season T 130.00 133.00 2.31 

Corporate Bulk Purchase - Regular Season Ticket (5-10 passes) Accessible Season T 85.50 87.45 2.28 

Corporate Bulk Purchase - Extended Season Ticket (>10 passes) Accessible Season T 116.00 118.65 2.28 

Intermediate Pool Accessible Hour T 41.00 41.95 2.32 

Dive Pool, 1m, 3m, 5m Boards Accessible Hour T 41.00 41.95 2.32 

Lane Hire Accessible Hour T 21.00 21.50 2.38 

Water Slide Hire Accessible Hour T 65.00 66.50 2.31 

Large Aquatic Facility Hire (additional charge where >400 people attend) Accessible Facility per hour T 157.00 160.60 2.29 

Small Aquatic Facility Hire (additional charge where >400 people attend) Accessible Facility per hour T 106.00 108.45 2.31 

Reserves/Ovals - Season Hire 

Graded A Reserve Summer Accessible Season T 3,520.00 3,601.00 2.30 

Graded A Reserve Winter Accessible Season T 7,040.00 7,201.90 2.30 

Graded A Reserve - Junior Use Summer Accessible Season T 1,760.00 1,800.50 2.30 

Graded A Reserve - Junior Use Winter Accessible Season T 3,520.00 3,601.00 2.30 

Graded B Reserve Summer Accessible Season T 1,760.00 1,800.50 2.30 

Graded B Reserve Winter Accessible Season T 3,520.00 3,601.00 2.30 

Graded B Reserve - Junior Use Summer Accessible Season T 880.00 900.25 2.30 

Graded B Reserve - Junior Use Winter Accessible Season T 1,760.00 1,800.50 2.30 

Graded C Reserve Summer Accessible Season T 880.00 900.25 2.30 

Graded C Reserve Winter Accessible Season T 1,750.00 1,800.50 2.89 

Graded C Reserve - Junior Use Summer Accessible Season T 440.00 450.10 2.30 

Graded C Reserve - Junior Use Winter Accessible Season T 880.00 900.25 2.30 

Graded D Reserve Summer Accessible Season T 440.00 450.10 2.30 

Graded D Reserve Winter Accessible Season T 880.00 900.25 2.30 

Graded D Reserve - Junior Use Summer Accessible Season T 220.00 225.05 2.30 

Graded D Reserve - Junior Use Winter Accessible Season T 440.00 450.10 2.30 

Occasional Hire 

Graded A Reserve Accessible Day T 283.00 289.50 2.30 

Graded A Reserve - Junior Use Accessible Day T 142.00 145.25 2.29 

Graded B Reserve Accessible Day T 142.00 145.25 2.29 

Graded B Reserve - Junior Use Accessible Day T 116.50 119.20 2.32 

Graded C Reserve Accessible Day T 116.50 119.20 2.32 

Graded C Reserve - Junior Use Accessible Day T 58.00 59.30 2.24 

Graded D Reserve Accessible Day T 58.00 59.30 2.24 

Graded D Reserve - Junior Use Accessible Day T 29.00 29.70 2.41 

Graded A Reserve 

Accessible 

Half Day or 

Less 

T 142.00 145.25 2.29 

Graded A Reserve - Junior Use 

Accessible 

Half Day or 

Less 

T 116.50 119.20 2.32 

Graded B Reserve 

Accessible 

Half Day or 

Less 

T 116.50 119.20 2.32 

Graded B Reserve - Junior Use 

Accessible 

Half Day or 

Less 

T 58.00 59.30 2.24 

Graded C Reserve 

Accessible 

Half Day or 

Less 

T 58.00 59.30 2.24 


APPENDIX F 


Unit Fee 





% Change 


Type* Measure 

(T) Taxable $ 

$ 

Graded C Reserve - Junior Use 

Accessible 

Half Day or 

Less 

T 29.00 29.70 2.41 

Graded D Reserve 

Accessible 

Half Day or 

Less 

T 29.00 29.70 2.41 

Graded D Reserve - Junior Use 

Accessible 

Half Day or 

Less 

T 15.00 15.35 2.33 

Lighting at Sports Centre Track or Oval Only Accessible Hour T 32.50 33.25 2.31 

Lighting at Epsom Huntly Recreation Reserve Accessible Hour T 32.50 33.25 2.31 

Epsom Huntly Regional Recreation Reserve Pavilions 

Change Room Casual Use Accessible Day T 19.00 19.45 2.37 

Meeting Room Casual Use up to 4 hours Accessible Hour T 27.00 27.60 2.22 

Function Room & Bar Community Use - Casual Accessible Per Use T 96.00 98.20 2.29 

Function Room & Bar Commercial/Private Use - Casual Accessible Per Use T 314.00 321.20 2.29 

Function Room Playgroup Use Accessible Per Use T 10.50 10.75 2.38 

Kiosk Accessible Per Use T 33.00 33.75 2.27 

Meeting Room Up To 4 hours - Seasonal Accessible Hour T 27.00 27.60 2.22 

Function Room & Bar Community Use - Seasonal Accessible Per Use T 96.00 98.20 2.29 

Training Nights - Seasonal Accessible Per Use T 20.00 20.45 2.25 

Kiosk - Seasonal Accessible Per Use T 33.00 33.75 2.27 

Function Room & Bar Community Use - Casual Bond Accessible Per Use T 300.00 300.00 0.00 

Function Room & Bar Commercial/Private Use - Casual Bond Accessible Per Use T 500.00 500.00 0.00 

Function Room & Bar Alcohol Consumption - Casual Bond Accessible Per Use T 600.00 600.00 0.00 

Park Road Hall 

Community Use Accessible Hour T 19.00 19.45 2.37 

Commercial Use Accessible Hour T 29.00 29.65 2.24 

Bond for Recreational Facilities 

Refundable Bond 

Accessible 

Per Facility or 

Per Use 

T 600.00 600.00 0.00 

COMMUNITY SERVICES (Aged and Disability) 

General Home Care* 

*Fees adopted by separate Council resolution 6 May 2015 - refer fees & charges webpage for 2015/16 fees 

No 

longer 

applicable 

General Home Care - Low Fee Range Accessible Hour F 6.00 6.20 3.33 

Personal Care - Low Fee Range Accessible Hour F 4.30 4.40 2.33 

Respite Care - Low Fee Range Accessible Hour F 3.20 3.30 3.12 

General Home Care - Medium Fee Range Accessible Hour F 14.90 15.40 3.36 

Personal Care - Medium Fee Range Accessible Hour F 9.10 9.40 3.30 

Respite Care - Medium Fee Range Accessible Hour F 4.60 4.70 2.17 

Property Maintenance - Low Fee Range Accessible Hour F 11.90 12.30 3.36 

MOW Main Meal Low Fee Range Accessible Each F 7.60 7.80 2.63 

MOW - Soup - Low Fee Range Accessible Each F 2.00 2.10 5.00 

MOW - Evening Meal - Low Fee Range Accessible Each F 3.60 3.70 2.78 

Property Maintenance - Medium Fee Range Accessible Hour F 18.20 18.80 3.30 

Property Maintenance - High Fee Range Accessible Hour F 46.70 48.10 3.00 

MOW - Main Meal - Medium Fee Range Accessible Each F 8.70 9.00 3.45 

MOW - Soup - Medium Fee Range Accessible Each F 2.20 2.30 4.55 

MOW - Evening Meal - Medium Fee Range Accessible Each F 3.90 4.00 2.56 

MOW - Main Meal - High Fee Range Accessible Each F 12.30 12.70 3.25 

MOW - Soup - High Fee Range Accessible Each F 2.60 2.70 3.85 


APPENDIX F 


Unit Fee 


Pricing 

Type* 


Measure 

GST Status 

(F) Free 

(T) Taxable 

2014/15 

(inc. GST) 

$ 


(inc. GST) 

$ 

% Change 

MOW - Evening Meal - High Fee Range Accessible Each F 8.10 8.30 2.47 

General Home Care - High Fee Range Accessible Hour F 30.60 31.50 2.94 

Personal Care - High Fee Range Accessible Hour F 32.50 33.50 3.08 

Respite Care - High Fee Range Accessible Hour F 31.80 32.80 3.14 

Tip Fee Accessible Trip F 10.90 11.20 2.75 

Kangaroo Flat Senior Citizens Centre 

6am-6pm Casual Hire Accessible Hour T 42.00 43.00 0.00 

6pm-12am Casual Hire Accessible Hour T 52.50 53.70 0.00 

Kitchen Use Casual Hire Accessible Hour T 33.00 33.80 0.00 

Security Bond Accessible Per Use T 300.00 300.00 0.00 

Annual Users Accessible Hour T 11.00 11.30 0.00 

COMMUNITY SERVICES (Early Years) 

Child Care 

Weekly under 3 years of age Accessible Week F 430.00 460.00 6.98 

Weekly over 3 years of age Accessible Week F 420.00 450.00 7.14 

Full Day Care under 3 years of age Accessible Day F 109.00 118.00 8.26 

Full Day Care over 3 years of age Accessible Day F 109.00 118.00 8.26 

Occasional Care Accessible Hour F 11.90 12.30 3.36 

Late Collection of Children Accessible Minute F 5.20 5.40 3.85 

Non Cancellation of OCC bookings Accessible Flat Admin F 10.40 12.30 18.27 

Private Business (Child Protection, etc) 

Family Support Full Cost Hour F 50.00 51.70 3.40 

Family Support Full Cost Hour F 50.00 51.70 3.40 

Lecturing Full Cost Hour T 98.00 101.30 3.37 

Training in Child Care Full Cost Hour T 50.00 51.70 3.40 

Helen Jessen Child Care Centre 

Consulting Rooms Accessible 1/2 day T 41.50 42.80 3.13 

Consulting Rooms Accessible 1 day T 83.00 85.50 3.01 

Meeting Room Full Accessible 1/2 day T 67.50 69.50 2.96 

Meeting Room Ful1 Accessible 1 day T 124.50 128.00 2.81 

Meeting Room Large Half Accessible 1/2 day T 57.00 59.00 3.51 

Meeting Room Large Half Accessible 1day T 114.00 117.00 2.63 

Meeting Room Small Half Accessible 1/2 day T 38.00 39.50 3.95 

Meeting Room Small Half Accessible 1day T 77.00 79.00 2.60 

PLANNED ACTIVITY GROUP (PAG) Community Partnerships* 

*Fees adopted by separate Council resolution 6 May 2015 - refer fees & charges webpage for 2015/16 fees 

Planned Activity Group - Low Fee Range Accessible Session F 8.20 8.50 + 10.30 for meal 3.66 

Planned Activity Group - Medium Fee Range Accessible Session F 23.40 24.10 + 10.30 for meal 2.99 

Planned Activity Group - High Fee Range Accessible Session F 44.50 45.70 + 10.30 for meal 2.70 

No 

longer 

applicable 

Planned Activity Group - Occasional Care - Low Fee Accessible Session F 9.20 9.50 3.26 

Planned Activity Group - Occasional Care - Medium Fee Accessible Session F 14.30 14.70 2.80 

Planned Activity Group - Occasional Care - High Fee Accessible Session F 37.00 38.10 2.97 


APPENDIX F 

Planning & Development Fees and Charges Schedule 2015/2016 

Unit Fee 


Pricing 

Type* 


Measure 

GST Status 

(F) Free 

(T) Taxable 

2014/15 

(inc. GST) 

$ 


(inc. GST) 

$ 

% Change 

PARKING AND ANIMAL CONTROL 

Animal Registrations - Non Concession Fees 

Dogs - Desexed Market Animal F 40.00 41.00 2.50 

Dogs - Over 10 Years Market Animal F 40.00 41.00 2.50 

Dogs - Domestic Animal Business conducted on Registered Premises Market Animal F 40.00 41.00 2.50 

Dogs registered with the Victorian Canine Association Market Animal F 40.00 41.00 2.50 

Dog undergone Obedience Training which complies with Regulations Market Animal F 40.00 41.00 2.50 

Dog kept for working stock - rural property Market Animal F 40.00 41.00 2.50 

Dogs - all other Market Animal F 120.00 123.00 2.50 

Cats - Desexed Market Animal F 31.00 32.00 3.23 

Cats - Over 10 Years Market Animal F 31.00 32.00 3.23 

Cat kept for breeding by the proprietor of a Domestic Animal 

Business conducted on registered premises 

Market Animal F 31.00 32.00 3.23 

Cat registered with the Feline Control Council. Market Animal F 31.00 32.00 3.23 

Cats - all other Market Animal F 93.00 96.00 3.23 

Animal Registrations Concession Fees 

Dogs - Desexed Market Animal F 20.00 20.50 2.50 

Dogs - Over 10 Years Market Animal F 20.00 20.50 2.50 

Dogs - Domestic Animal Business conducted on Registered Premises Market Animal F 20.00 20.50 2.50 

Dogs registered with the Victorian Canine Association Market Animal F 20.00 20.50 2.50 

Dog undergone Obedience Training which complies with Regulations Market Animal F 20.00 20.50 2.50 

Dog kept for working stock - rural property Market Animal F 20.00 20.50 2.50 

Dogs - all other Market Animal F 60.00 61.50 2.50 

Cats - Desexed Market Animal F 15.50 16.00 3.23 

Cats - Over 10 Years Market Animal F 15.50 16.00 3.23 

Cat kept for breeding by the proprietor of a Domestic Animal 

Business conducted on registered premises. 

Market Animal F 15.50 16.00 3.23 

Cat registered with the Feline Control Council. Market Animal F 15.50 16.00 3.23 

Cats - all other Market Animal F 46.50 48.00 3.23 

Administration 

Disabled Labels (additional) Market Label F 5.00 5.00 0.00 

Meter Hoods, etc 

Meter Hoods - CBD - per bay Market Day T 11.00 12.00 9.09 

Meter Hoods - non CBD - per bay Market Day T 5.50 6.00 9.09 

"No Standing" Tripod Stands Market Day T 11.00 12.00 9.09 

Multi Storey Carpark - Hargreaves St 

Bay Hire - level 7 (Mon-Fri) Market Monthly T 118.00 120.00 1.69 

Bay Hire - level 7 (24/7) Market Monthly T 140.00 New 

Bay Hire - roof top Market Monthly T 86.00 87.00 1.16 

Bay Hire - roof top (24/7) Market Monthly T 100.00 New 

Car Park Fees Market Hour/Day T 1.40/6.70 1.50/7.00 7.14/4.48 

Multi Storey Carpark - Edward St 

Bay Hire - Mon to Friday Market Monthly T 129.00 130.00 0.78 

Bay Hire - 24/7 Market Monthly T 154.00 156.00 1.30 

Car Park Fees Market Hour/Day T 

First 90 min free 

then1.50/7.20 

First 90 min free 

then1.60/7.50 

6.67/4.17 


APPENDIX F 


Unit Fee 


Pricing 

Type* 


Measure 

GST Status 

(F) Free 

(T) Taxable 

2014/15 

(inc. GST) 

$ 


(inc. GST) 

$ 

% Change 

Parking Fees 

Car Park Fees Zone 1 Market Hour/Day T 1.40/5.20 1.50/5.50 7.14/5.77 

Car Park Fees Zone 2 Market Hour/Day T .60/2.60 .70/3.00 16.67/15.38 

Fines 

Parking Offence Road Rule 205 207 211 168 Statutory Each F 45.00 45.00 0.00 

Parking Offence Road Rule 170 173 180 182-184 186 189 194 195 197-199 Statutory Each F 89.00 91.00 2.25 

Parking Offence Road Rule 90e 167 170 171 172 176 179 196 203 Statutory Each F 147.00 150.00 2.04 

Miscellaneous - Additional fees and charges not previously identified 

Surveillance camera footage viewing by public Market Each T 134.00 136.00 1.49 

Abandoned vehicle release from pound Market Each T 126.00 128.00 1.59 

After hours release from Multi Storey Car Park Market Each T 116.00 118.00 1.72 

Stock release from pound 1 large animal or 5 small animals,sheep,etc Market Each T 24.00 25.00 4.17 

Stock impounding 1 large animal or 5 small animals,sheep,etc Market Each T 34.00 35.00 2.94 

Stock feeding per day, 1 large animal or 5 small animals,sheep,etc Market Each T 9.20 9.30 1.09 

Registration of Domestic Animal Business Market Each T 142.00 144.00 1.41 

PLANNING 

Planning Schemes 

Application for a change of use only Class 1 Statutory Permit F 502.00 502.00 0.00 

Develop/use land for one/two dwellings ($10,000 - $100,000) Class 2 Statutory Permit F 239.00 239.00 0.00 

Develop/use land for one/two dwellings ($101,000+) Class 3 Statutory Permit F 490.00 490.00 0.00 

Development less than $10,000 Class 4 Statutory Permit F 102.00 102.00 0.00 

Development $10,000 to $250,000 Class 5 Statutory Permit F 604.00 604.00 0.00 

Development $250,000 - $500,000 Class 6 Statutory Permit F 707.00 707.00 0.00 

Development $500,000 to $1,000,000 Class 7 Statutory Permit F 815.00 815.00 0.00 

Development $1,000,000 to $7,000,000 Class 8 Statutory Permit F 1,153.00 1,153.00 0.00 



Development $50,000,000+ Class 11 Statutory Permit F 16,130.00 16,130.00 0.00 

Application to subdivide an existing building Class 12 Statutory Permit F 386.00 386.00 0.00 

To subdivide land into two lots Class 13 Statutory Permit F 386.00 386.00 0.00 

To effect a realignment of a common boundary Class 14 Statutory Permit F 386.00 386.00 0.00 

Application to subdivide land Class 15 Statutory Permit F 781.00 781.00 0.00 

Application to remove a restriction over land. Class 16 Statutory Permit F 249.00 249.00 0.00 

Application to create vary or remove a restriction or right of way Class 17 Statutory Permit F 541.00 541.00 0.00 

Application to create vary or remove an easement Class 18 Statutory Permit F 404.00 404.00 0.00 

Planning Scheme Amendments 

Considering a request Statutory Amendments F 798.00 798.00 0.00 

Considering submissions to seek a change to an amendment Statutory Amendments F 798.00 798.00 0.00 

Adopting an amendment Statutory Amendments F 524.00 524.00 0.00 

Considering a request to approve an amendment Statutory Amendments F 798.00 798.00 0.00 

Fees to Amend After Notice Has Been Given 

Request to amend after Section 52 notice given Statutory Amend Permit F 102.00 102.00 0.00 

Applications for Amendments to Permits (Regulation 8B) 

To amend a permit to use land Statutory Amend Permit F 502.00 502.00 0.00 

Amend permit to change statement, conditions or in other ways Statutory Amend Permit F 502.00 502.00 0.00 


APPENDIX F 


Unit Fee 





% Change 

(F) Free (inc. GST) 

(inc. GST) 

Type* Measure 

(T) Taxable 

$ 

$ 

Amend permit single dwelling cost of development is $10,000-$250,000 Statutory Amend Permit F 239.00 239.00 0.00 

Amend permit single dwelling cost of development >$100,001 Statutory Amend Permit F 490.00 490.00 0.00 

Amend permit where development cost is $10,000 or less Statutory Amend Permit F 102.00 102.00 0.00 

Amend permit where altered development cost is $10,001-$250,000 Statutory Amend Permit F 604.00 604.00 0.00 

Amend permit where altered development cost is $250,000 - $500,000 Statutory Amend Permit F 707.00 707.00 0.00 

Amend permit where altered development cost is >$500,001 Statutory Amend Permit F 815.00 815.00 0.00 

To amend a permit to subdivide Statutory Amend Permit F 386.00 386.00 0.00 

Advertising of Applications by Council 

Notice Full Cost Each F 6.00 6.50 8.33 

On-Site Notice Full Cost Each F 120.00 125.00 4.17 

Subdivision Certification 

Processing an Application under Subdivision Act 1988 Statutory Certificate F Varies Varies Varies 

Processing any application for certification under Subdivision Act 1988 

Statutory Certificate F Varies Varies Varies 

Subdivision Design and Construction 

Plan preparation Statutory Subd Value F Varies Varies Varies 

Plan checking Statutory Subd Value F Varies Varies Varies 

Supervision Statutory Subd Value F Varies Varies Varies 

General Enquiry Fees 

Planning property enquiry Full Cost Each F 50.00 52.00 4.00 

Detailed professional assessment, confirmed in writing Full Cost Each F Varies Varies Varies 

Sale of Documents 

Photocopy of old permits - A4 and A3 Size Full Cost Each T 5.00 5.00 0.00 

Photocopy of old permits - A2 Size upwards Full Cost Each T 10.00 10.00 0.00 

Photocopying (50) A2 Size and Upwards Full Cost Each T 10.00 10.00 0.00 

Other Fees 

Extensions of Time Statutory Each F 102.00 102.00 0.00 

Removal of Section 173 Agreement Full Cost Each F 102.00 102.00 0.00 

Certificate of Compliance Statutory Each F 147.00 147.00 0.00 

BUILDING SERVICES 

Building Fee 

Class 1 Dwellings (max 5 inspections) less than $400,000 Full Cost Application T 3,000.00 3,000.00 0.00 

Class 1 Dwellings (max 5 inspections),greater than $400,000 Full Cost Application T 4,000.00 4,000.00 0.00 

Class 1 Multi Unit Developments (first Unit) Full Cost Application T 1,800.00 1,800.00 0.00 

Class 1 Alterations and Additions less than $100,000 (max 4 inspections) Full Cost Application T 1,900.00 1,900.00 0.00 

Class 1 Alterations and Additions greater than $100,000 (max 4 inspections) Full Cost Application T 2,500.00 2,500.00 0.00 

Additional Inspections Full Cost Inspection T 145.00 145.00 0.00 

House Relocation/Restructure Full Cost Application T 3,000.00 3,000.00 0.00 

Class 10 Misc Structures Garages/Sheds(2 Insp) up to $25,000 Full Cost Application T 850.00 850.00 0.00 

Class 10 Misc Structures Garages/Sheds(2 Insp) up to $50,000 Full Cost Application T 1,000.00 1,000.00 0.00 

Class 10 Misc Structures Swimming Pools/Spas (2 Insp) Full Cost Application T 800.00 800.00 0.00 

Class 10 Misc Structures Fences/Heaters (Max 1 Inspection) Full Cost Application T 500.00 500.00 0.00 

Others Classes - Price on Application Full Cost Application T Varies Varies Varies 


APPENDIX F 


Unit Fee 





% Change 


(inc. GST) 

Type* Measure 

(T) Taxable 

$ 

$ 

Change of Use Full Cost Application T 800.00 800.00 0.00 

Commercial Airport Hangers (minimum fee) Full Cost Application T 1,000.00 1,000.00 0.00 

Commercial Works (fee + $2 per sq.m floor area. Min fee $2,000) Full Cost Application T 2,000.00 2,000.00 0.00 

Extension of Building Permit Class 1 and 10 Full Cost Application T 250.00 250.00 0.00 

Extension of Building Permit Class 2 to 9 Full Cost Application T 400.00 400.00 0.00 

Lapsed Permit Approvals and Inspections Full Cost Application T 285.00 285.00 New 

In House Modifications (variations to Regs and By-Laws) Full Cost Application T 240.00 240.00 0.00 

In House Modifications (variations to Regs and By-Laws) Amend/Ext to Permit 

Full Cost Application T 60.00 60.00 0.00 

Amendments/Variations to Approved Documents Full Cost Amendment T 138.00 138.00 0.00 

Lodgement Fee 

Permit From Private Building Surveyor - Reg 320, etc. Statutory Application F 36.40 37.50 3.02 

Information / Reports 

Property Information Retrieval from Archives Statutory Lodgement F 65.00 67.00 3.08 

Property Information Only - Regulation 326 (1) (2) (3) Statutory Application F 48.60 50.10 3.09 

Property Information with Storm Water Drainage Information Statutory Application F 109.10 112.40 3.02 

Inspection Full Cost Inspection T 145.00 145.00 0.00 

Dispensation Fee Statutory Application F 244.00 251.20 2.95 

Lapsed or Cancelled Fee Full Cost Application T 75.00 75.00 0.00 

Demolitions 

Single Storey building more than 6m from street Full Cost Building T 900.00 900.00 0.00 

Form A Report & Consent Statutory Application F 60.50 62.30 2.98 

Asset Protection 

Asset Protection Permit Full Cost Permit T 110.00 110.00 0.00 

Miscellaneous Permits (Hoardings and Road Occupation) 

Short Term Occupation in Any Area (1 Day Maximum) Full Cost Application T 200.00 200.00 0.00 

Short Term Occupation - 2 Days Full Cost Application T 225.00 225.00 0.00 

Short Term Occupation - Week Full Cost Application T 350.00 300.00 -14.29 

Short Term Occupation - 2 Weeks Full Cost Application T 500.00 400.00 -20.00 

Long Term Occupation - $500 per month Full Cost Application T 500.00 New 

Certification of Projects by Building Surveyor 

Municipal Building Surveyor Full Cost Hour T 210.00 210.00 0.00 

Building Inspector Full Cost Hour T 148.00 148.00 0.00 

Administration Staff Full Cost Hour T 106.00 106.00 0.00 

POPE's (Places of Public Entertainment) 

Places of Public Entertainment Occupancy Permits - Standard Full Cost Each T 350.00 350.00 0.00 

Places of Public Entertainment Occupancy Permits - Large Events Full Cost Each T 500.00 500.00 0.00 

Temporary Structures and Special Use Occupancy Permits 

- Small Events Stands

APPENDIX F 


Unit Fee 





% Change 


(inc. GST) 

Type* Measure 

(T) Taxable 

$ 

$ 

Verandas and Carports Incentive Application T 1,200.00 1,200.00 0.00 

Internal alterations and additions (under 20 m²) Incentive Application T 1,600.00 1,600.00 0.00 

New Dwellings (including change of use) Incentive Application T 3,500.00 3,500.00 0.00 

Multiple Units (Price per unit) Incentive Application T 1,800.00 1,800.00 0.00 

Additions, Extensions, Alterations to Dwellings Incentive Application T 2,500.00 2,500.00 0.00 

New Commercial Buildings (Including change of use) 

($2,700 min + $2/sqm floor area) 

Incentive Application T 2,700.00 2,700.00 0.00 

Commercial Alterations and Additions (min fee) Incentive Application T 2,000.00 2,000.00 0.00 

Change of Use (min fee) Incentive Application T 1,500.00 1,500.00 0.00 

Demolitions - Houses Incentive Application T 1,150.00 1,150.00 0.00 

Demolitions - Outbuildings Incentive Application T 600.00 600.00 0.00 

Demolitions - Commercial Buildings Incentive Application T 1,150.00 1,150.00 0.00 

Reblocking Incentive Application T 750.00 750.00 0.00 

Retaining Wall under 30m long Incentive Application T 650.00 New 

Retaining Wall over 30m long Incentive Application T 1,500.00 New 

PROPERTY 

Heathcote RSL - Hall Hire 

Hall Only Deposit - Refundable Accessible Deposit T 125.00 130.00 4.00 

Hall and Kitchen (Includes New Tables & Chairs) Accessible Day T 225.00 235.00 4.44 

Hall for Functions from 6 pm (1 to 3 hours only) Accessible Day T 105.00 109.00 3.81 

Hall for 1 to 3 hrs am and pm Accessible Per am/pm T 80.00 83.00 3.75 

Hall & Kitchen - Non RSL Funeral/Wake Only inc. tea & coffee facilities Accessible Per am/pm T 120.00 125.00 4.17 

Hall set up - Day prior Accessible Day T 25.00 26.00 4.00 

Hall for Rehearsals Accessible Day T 40.00 42.00 5.00 

Kitchen (all facilities) Accessible Day T 140.00 145.00 3.57 

Foyer Only Accessible Per Hour T 10.00 10.00 0.00 

Meeting Room Only Accessible Day T 40.00 42.00 5.00 

Chairs (Former Hall Chairs) Accessible Each T 1.50 1.50 0.00 

Trestles/Tables (Former Hall Tables) Accessible Each T 10.00 10.00 0.00 

Cutlery Accessible Set T 0.30 0.30 0.00 

Crockery Accessible Set T 1.30 1.30 0.00 

Urn Hire Accessible Each T 10.00 10.00 0.00 

Pie Warmer Hire Accessible Each T 10.00 10.00 0.00 

Cancellation Fee Accessible Booking N/A 25.00 25.00 0.00 

Security Bond Accessible Booking N/A 500.00 500.00 0.00 

Eaglehawk Town Hall - Hall Hire 

Evening Functions to 1am Accessible Evenings T 310.00 315.00 1.61 

Rehearsals (per session) Accessible Session T 40.00 42.00 5.00 

Cancellation Fee Accessible Booking N/A 25.00 26.00 4.00 

Day Time Usage up to 6pm Accessible Day Use T 230.00 235.00 2.17 

Eaglehawk Supper Room/Council Chamber - Hall Hire 

Half Day Accessible Half Day T 80.00 83.00 3.75 

Full Day Accessible Full Day T 150.00 156.00 4.00 

Evening Functions 6 pm to 1 am Accessible Evening T 90.00 93.00 3.33 


APPENDIX F 


Unit Fee 


Pricing 

Type* 


Measure 

GST Status 

(F) Free 

(T) Taxable 

2014/15 

(inc. GST) 

$ 


(inc. GST) 

$ 

% Change 

Eaglehawk Meeting Rooms - Room Hire 

Half Day Accessible Half Day T 25.00 26.00 4.00 

Full Day Accessible Full Day T 50.00 52.00 4.00 

Evening Functions 6pm to 1am Accessible Evening T 25.00 26.00 4.00 

Exhibitions Only Accessible Week T 160.00 166.00 3.75 

Conveyancing / Legal Services 

Services in connection with a Council land transaction Full Cost Varies T Varies Varies Varies 

ENVIRONMENTAL HEALTH 

Food Act 

Class 1 A Renewal Statutory Each F 935.00 975.00 4.28 

Class 1 B Renewal Statutory Each F 748.00 780.00 4.28 

Class 1 C Renewal Statutory Each F 467.00 485.00 3.85 

Class 2 A Renewal Statutory Each F 1,142.00 1,187.00 3.94 

Class 2 B Renewal Statutory Each F 623.00 648.00 4.01 

Class 2 C Renewal Statutory Each F 467.00 485.00 3.85 

Class 2 D Renewal Statutory Each F 370.00 385.00 4.05 

Class 2 D Community Groups/School/Clubs/Halls Renewal/New 

Statutory Each F 278.00 290.00 4.32 

Class 2 D Commercial Temporary Single Event Renewal/New Statutory Each F 90.00 94.00 4.44 

Class 3 A Renewal Statutory Each F 435.00 450.00 3.45 

Class 3 B Renewal incl. Temp/Mobile Statutory Each F 340.00 355.00 4.41 

Class 4 Notification of Fixed Premise Processing Fee Full Cost Each T 43.00 45.00 4.65 

Follow Up of Non-Compliance Food Sampling Statutory Each F 150.00 156.00 4.00 

Hire of Thermometers to Community Groups Statutory Each F 15.00 15.00 0.00 

Extracts 

Copy of Certificate of Analysis Full Cost Each T 37.50 39.00 4.00 

Public Health & Wellbeing Act 2008 

Prescribed Accommodation Registration - under 15 rooms Statutory Room F 285.00 296.00 3.86 

Prescribed Accommodation Registration - 15-30 rooms Statutory Room F 300.00 312.00 4.00 

Prescribed Accommodation Registration - over 30 rooms Statutory Room F 320.00 333.00 4.06 

Hairdressers, Beauty Parlour Large 5 or more staff/rooms and or 4 or more 

activities 

Hairdressers, Beauty Parlour dual Registration up to 4 staff and/or up to 3 

activities 

Hairdressers, Beauty Parlour, Tattooists, body piercing 

- single/small operators up to 2 staff and/or 1 activity 




Caravan Parks 

Registration Statutory Site F As schedule As schedule - varies Varies 

Transfer Fee Statutory Each F 64.20 66.20 3.12 

Inspection and Report Fee Full Cost Each T 330.00 343.00 3.94 

All Registrations (except caravan parks) 

Payment of Renewal After 31 December (previously Late Payment Penalty) Incentive Each F Annual Regn + 50% Annual Regn + 50% 0.00 

Transfer Fee Statutory Each F Annual Regn + 50% Annual Regn + 50% 0.00 

New Premise Fee (Includes plan assessement, three inspections and annual 

registration) 

Full Cost Each F Annual Regn + 50% Annual Regn + 50% 0.00 

Major premise renovation (includes plan assesment & three inspections) Full Cost Each F 200.00 208.00 4.00 

Inspection and Report Fee Full Cost Each T 280.00 291.00 3.93 

Pro-rata Registration of new premises 1 January - 31 March Statutory Each F New Premise fee New Premise fee 

Pro-rata Registration of new premises 1 April - 30 June Statutory Each F New Premise fee x 75% New Premise fee x 75% 


APPENDIX F 


Unit Fee 





% Change 


(inc. GST) 

Type* Measure 

(T) Taxable 

$ 

$ 

Pro-rata Registration of new premises 1 July - 31 September Statutory Each F New Premise fee x 50% New Premise fee x 50% 

Pro-rata Registration of new premises 1 October - 31 December Full Cost Each F New Premise fee x 25% New Premise fee x 25% 

Major Non-Compliant Premise Inspection Fee Full Cost Each F 238.00 248.00 4.20 

Minor Non-Compliant Premise Inspection Fee Full Cost Each T 180.00 187.00 3.89 

Environment Protection Act (septic tanks) 

Septic Permit Fee Statutory Application F 620.00 645.00 4.03 

Reissue/amend permit charge Statutory Each F 160.00 166.00 3.75 

Pre application meeting charge Full Cost each T 195.00 203.00 4.10 

Additional Site Inspection charge Full Cost Each T 195.00 203.00 4.10 

Land Capability Information Request charge Full Cost Each T 208.00 216.00 3.85 

Septic Plan/File Search Fee charge Full Cost Each T 65.00 67.50 3.85 

Housing Orders - Certificate of Title 

Report on orders affecting property Market Each F 72.50 75.50 4.14 

Removal of Director of Housing Declarations affecting title Market Each F 145.00 151.00 4.14 

LOCAL LAWS 

Local Laws 

A Frame - 1st Sign Full Cost Each F 55.00 57.00 3.64 

A Frame - 2nd Sign Full Cost Each F 120.00 125.00 4.17 

A Frame - 3rd Sign Full Cost Each F 265.00 275.00 3.77 

Table and Chairs - in CBD Full Cost Chair F 55.00 57.00 3.64 

Table and Chairs - outside CBD Full Cost Chair F 45.00 47.00 4.44 

Local Law Permits 

(Processing Permit Applications/Issuing Permits) - Commercial 

Full Cost Each F 70.00 72.00 2.86 

Sale of copy of all Councils Local Laws Charge Full Cost Each F 33.50 35.00 4.48 

Display of Goods for sale on Footpath - CBD Full Cost Each F 278.00 290.00 4.32 

Display of Goods for sale on Footpath - non CBD Full Cost Each F 154.00 160.00 3.90 

Display of Goods on Footpath - Decorative only - CBD Full Cost Each F 115.00 120.00 4.35 

Display of Goods for sale on Footpath - Decorative only - non CBD Full Cost Each F 68.50 71.00 3.65 

Late fee Administration for renewal of Outdoor Dining 

& Street Trading Permits 


Itinerent Trade Lake Trader Full Cost Monthly F 615.00 639.00 3.90 

Itinerent Trade CBD area Full Cost Monthly F 455.00 473.00 3.96 

Itinerent Trade Outer Area Full Cost Monthly F 363.00 377.00 3.86 

Itinerent Trade Rural Area Full Cost Monthly F 260.00 270.00 3.85 

Itinerent Trade Micellaneous/one off permits Full Cost Each F 70.00 72.00 2.86 

Live on site Application Fee Full Cost Application F 178.00 185.00 3.93 

Live on site Renew Permit (each six months) Full Cost Application F 178.00 185.00 3.93 

Pro- rata permit fees 1 August - 31 March Full Cost Each F 100% permit fee 100% permit fee 

Pro-rata permit fees 1 November - 31 January Full Cost Each F 75% permit fee 75% permit fee 

Pro-rata permit fees 1 February - 30 April Full Cost Each F 50% permit fee 50% permit fee 

Pro-rata permit fees 1 May - 31 July Full Cost Each F 25% permit fee 25% permit fee 

Administrative Fee - Fire Prevention - Invoices Full Cost Each T 110.00 115.00 4.55 

Grass Slashing 

(Adminstrative Cost - Slashing Carried Out by Council's Contractors) 

Full Cost Time T 100% Cost Recovery 100% Cost Recovery 


APPENDIX F 

Presentation & Assets Fees and Charges Schedule 2015/2016 

Unit Fee 


Pricing 

Type* 


Measure 

GST Status 

(F) Free 

(T) Taxable 

2014/15 

(inc. GST) 

$ 


(inc. GST) 

$ 

% Change 

ENGINEERING AND PUBLIC SPACE 

Consent for Works in Road Reserves - works other than minor works* 

*Refer fees & charges webpage for 2015/16 fees 

No 

longer 

applicable 

Conducted on, or on any part of, the roadway, shoulder or pathway which 

the maximum speed limit is not more than 50km/hr 

Not conducted on, or on any part of, the roadway, shoulder or pathway 

which the maximum speed limit is not more tan 50km/hr 

Statutory Each F 20 fee units 20 fee units 


Consent for Works in Road Reserves - Minor Works* 

*Refer fees & charges webpage for 2015/16 fees 

No 

longer 

applicable 

Conducted on, or on any part of, the roadway, shoulder or pathway which 

the maximum speed limit is not more than 50km/hr 

Statutory Each F 11.5 fee units 11.5 fee units 

Not conducted on, or on any part of, the roadway, shoulder or pathway 

which the maximum speed limit is not more than 50km/hr 


* New fee indexation as per Road Management (Works and Infrastructure) Regulations 2015 - notification received 20 June 2015 

Printing 

Full Colour - Posters etc. 

AO Market Each T 27.00 33.00 22.22 

A2 Market Each T 12.00 12.00 0.00 

Black and White Print 

AO Market Each T 15.00 9.00 -40.00 

A1 Market Each T 10.00 6.00 -40.00 

A2 Market Each T 8.00 4.00 -50.00 

Map Books Market Each T 10.00 10.00 0.00 

PARKS & NATURAL RESERVES 

Category A Sites 

Bendigo Botanic Gardens - White Hills 

Community/General Event/Gathering (0-50 People) Accessible Function T 82.00 85.00 3.66 

Community/General Event/Gathering (Above 50 People) Accessible Function T 87.00 90.00 3.45 

Commercial/Private Event Accessible Function T 115.00 118.00 2.61 

Bond for Events Accessible Function T 500.00 500.00 0.00 

Bendigo Library Gardens 





Barrack Reserve Heathcote 

Community/ General Event/ Gathering Accessible Function T 82.00 85.00 3.66 

Canterbury Gardens Eaglehawk 

Community/ General Event/ Gathering Accessible Function T 82.00 85.00 3.66 

Commercial/ Private Event Accessible Function T 115.00 118.00 2.61 


Charing Cross 

Paved Area Accessible Function T 82.00 85.00 3.66 

Civic Gardens at Town Hall 






APPENDIX F 


Unit Fee 


Pricing 

Type* 


Measure 

GST Status 

(F) Free 

(T) Taxable 

2014/15 

(inc. GST) 

$ 


(inc. GST) 

$ 

% Change 

Conservatory Gardens (excludes Conservatory Building) 

Community/General Event/Gathering Accessible Function T 82.00 85.00 3.66 



Cooinda Park Kangaroo Flat 



Crook Street Park Strathdale 



Crusoe Reservoir 



George Lansell Gardens 




Gateway Park Kangaroo Flat 



Kennington Reservoir 



Upper Rosalind Park and Poppet Head 




Lower Rosalind Park - North & Fernery 




Lower Rosalind Park - South and Rotunda 



Bond for Commercial/ Private Events Accessible Function T 500.00 500.00 0.00 

Hire of Rotunda Only Accessible Function T 82.00 85.00 3.66 

Queen Victoria Gardens and Piazza 





APPENDIX F 


Unit Fee 


Pricing 

Type* 


Measure 

GST Status 

(F) Free 

(T) Taxable 

2014/15 

(inc. GST) 

$ 


(inc. GST) 

$ 

% Change 

Lake Weeroona - South 





Lake Weeroona - North 





Lake Weeroona Carpark - Napier Street North 





Lake Weeroona Carpark - Napier Street South 





Lake Weeroona Carpark - Weeroona Avenue (Rowing Club End) 





Number 7 Park Kangaroo Flat 



Category B Sites 

Acacia Park White Hills 


Bright Street Park Eaglehawk 


Crusoe Heights Oval 


Epsom Village Green 




Lake Neangar Eaglehawk 



APPENDIX F 


Unit Fee 


Pricing 

Type* 


Measure 

GST Status 

(F) Free 

(T) Taxable 

2014/15 

(inc. GST) 

$ 


(inc. GST) 

$ 

% Change 

Michie Street Park Elmore 


Station Park Elmore 


RF Turner Reserve Golden Square 


Category C Sites 

Camp Street Reserve Kangaroo Flat 


Kangaroo Flat Botanical Gardens 


Harcourt Park East Bendigo 

Commercial Dog Training (Annual Fee) Accessible Function T 82.00 85.00 3.66 

Major and Large Scale Commercial Events 

Major/Commercial Events - Fee and Bond Accessible Function T To be negotiated To be negotiated 

WASTE SERVICES 

Eaglehawk Landfill 

Domestic Garbage Bag Accessible Tonne T 2.00/load 160.00/tonne 

Car Only Accessible Tonne T 19.00/load 160.00/tonne 

Trailer, Ute, Van Accessible Tonne T 33.00/load 160.00/tonne 

Tandem Accessible Tonne T 61.00/load 160.00/tonne 

Separated Waste Accessible Tonne T 22.00/load 120.00/tonne 

Domestic Concrete Accessible Tonne T 42.00/load 51.50/tonne 

Domestic Asbestos Accessible Tonne T 62.00/load 226.00/tonne 

Green, Car Only Accessible Tonne T 6.00/load 62.00/tonne 

Green, Trailer, Ute, Van Accessible Tonne T 10.00/load 62.00/tonne 

Green, Truck, Tandem Accessible Tonne T 22.00/load 62.00/tonne 

Green Commercial Accessible Tonne T 62.00 62.00 0.00 

Industrial, Commercial Accessible Tonne T 157.00 160.00 1.91 

Building Rubble Accessible Tonne T 157.00 160.00 1.91 

Clean Concrete Accessible Tonne T 50.00 51.50 3.00 

Asbestos Accessible Tonne T 220.00 226.00 2.73 

Car Bodies Accessible Each T 25.00 25.00 0.00 

LL Contaminated Soil Accessible Tonne T 210.00 214.00 1.90 

Car Tyres Accessible Each T 6.00 6.00 0.00 

Light Truck Tyres Accessible Each T 10.00 10.00 0.00 

Truck Tyres Accessible Each T 20.00 21.00 5.00 

Tractor Tyres Accessible Each T 50.00 51.50 3.00 

Other Tyres Accessible Each T POA POA 

Mattresses Accessible Each T 10.00 10.00 0.00 

Fridges/Airconditioners/Freezers Accessible Each T 15.00 15.00 0.00 


APPENDIX F 


Unit Fee 


Pricing 

Type* 


Measure 

GST Status 

(F) Free 

(T) Taxable 

2014/15 

(inc. GST) 

$ 


(inc. GST) 

$ 

% Change 

Goornong/Strathfieldsaye Transfer Stations 

Domestic Garbage Bag Accessible Domestic Bag T 2.00 2.00 0.00 

Car Boot Accessible Car Boot T 19.00 24.00 26.32 

Trailer/Ute/Van Load Accessible Trailer etc T 33.00 48.00 45.45 

Tandem Trailer Accessible Load T 61.00 110.00 

Fridges /Airconditioners/Freezers Accessible Each T 15.00 15.00 0.00 


Computer monitors/televisions Accessible Each T 10.00 10.00 0.00 

Heathcote Landfill 

Garbage Bag Accessible Each T 2.00 2.00 0.00 

Car Only Accessible Load T 19.00 21.00 10.53 

Trailer, Ute, Van Accessible Load T 33.00 36.00 9.09 

Tandem Trailer Accessible Load T 61.00 76.00 24.59 

Green, Car Only Accessible Load T 6.00 6.00 0.00 

Green, Trailer, Ute, Van Accessible Load T 10.00 10.00 0.00 

Green, Truck, Tandem Accessible Load T 22.00 22.00 0.00 

Green Commercial Accessible Cubic Metre T 10.50 10.50 0.00 

Industrial,Commercial Accessible Cubic Metre T 32.00 33.00 3.13 

Car Bodies Accessible Each T 25.00 25.00 0.00 

Car, Ute Tyres Accessible Tyre T 6.00 6.00 0.00 

Light Commercial Tyres Accessible Tyre T 10.00 10.00 0.00 

Truck Tyres Accessible Tyre T 20.00 21.00 5.00 

Tractor Tyres Accessible Tyre T 50.00 51.50 3.00 

Other Tyres Accessible Tyre T POA POA POA 

Fridges /Airconditioners/Freezers Accessible Each T 15.00 15.00 0.00 


Computer monitors/Televisions Accessible Each T 10.00 10.00 0.00 

LIVESTOCK EXCHANGE 

Cattle Yard Dues Full Cost Per head T 8.30 8.63 3.98 

Cow and Calf Yard Dues Full Cost Per head T 9.65 10.04 4.04 

Bull Yard Dues Full Cost Per head T 10.45 10.87 4.02 

Calf Yard Dues Full Cost Per head T 1.35 1.40 3.70 

Sheep and Lamb Yard Dues Full Cost Per head T 0.67 0.70 4.48 

Pig Yard Dues Full Cost Per head T 1.65 1.65 0.00 

Market Fee Sheep & lambs 

Full Cost 

Dist over 6 

Agts 

T 2,610.00 2,715.00 4.02 

AV Data Full Cost Per minute T 1.20 1.25 4.17 

Rental of Pig Pavilion Full Cost Per month T 210.00 215.00 2.38 

Pig Sale Full Cost Per sale T 345.00 345.00 0.00 

Store Sales Cattle - Market fee Full Cost Per head T 1.30 1.35 3.85 

Dist over 

Store Sales Sheep Fee 

Full Cost 

operating 

T 1,265.00 1,315.60 4.00 

Agents 

Paddocking Fees Sheep & Lambs Outwards 

Full Cost 

Per head per 

day 

T 0.10 0.10 0.00 


APPENDIX F 


Unit Fee 





% Change 


Type* Measure 

(T) Taxable $ 

$ 

Paddocking Fees Sheep & Lambs Inwards Full Cost Per head T 0.05 0.05 0.00 

Sheep loading fee Full Cost Per head T 0.10 0.10 0.00 

Truck Wash Keys Full Cost Each 35.00 35.00 0.00 

Complex Hire - Full Day Full Cost Day T 400.00 415.00 3.75 

Complex Hire - Half Day Full Cost 1/2 Day T 200.00 210.00 5.00 

Complex Hire - Conference Room Full Cost Weekday T 175.00 185.00 5.71 

Complex Hire - Conference Room - Weekends Full Cost Weekend T 400.00 415.00 3.75 

Complex Hire hourly rate Full Cost Per hour T 15.00 15.00 0.00 

Agents Flagfall Sheep 

Full Cost 

Dist over 6 

Agts 

T 54.00 54.00 0.00 

Canteen Rental Per Week Full Cost Weekly T 75.00 78.00 4.00 

Paddocking Fees Cattle 

Full Cost 

Per head per 

day 

T 2.00 2.00 0.00 

Market Fee Cattle 

Full Cost 

Dist over 6 

Agts 

T 2,434.00 2,531.00 3.99 

Agents Flagfall Cattle(Rental) 

Full Cost 

Dist over 6 

Agts 

T 51.00 51.00 0.00 

Agents Flagfall Pigs (Rental) 

Full Cost 

Dist over 2 

Agts 

T 19.00 19.00 0.00 

RFID Replacement Full Cost Device T 20.00 20.00 0.00 

Unfit Livestock Disposal Fee Full Cost Animal T 55.00 57.00 3.64 

Unfit Livestock Disposal Fee - Selling Pen Full Cost Per head T 110.00 114.00 3.64 

Office Rental - MLA Full Cost Per month T 115.00 115.00 0.00 

Office Rental - Wignalls Full Cost Per month T 92.00 92.00 0.00 

Office Rental - BASA Full Cost Per month T 92.00 92.00 0.00 

Note: Currently only 6 agents operate at the Livestock Exchange 


APPENDIX F 

Organisation Support Fees and Charges Schedule 2015/2016 

Unit Fee 


Pricing 

Type* 


Measure 

GST Status 

(F) Free 

(T) Taxable 

2014/15 

(inc. GST) 

$ 


(inc. GST) 

$ 

% Change 

FINANCE 

Dishonoured Cheque - Dishonoured by Post Office Full Cost Each F 25.00 25.00 0.00 

Dishonoured Cheque - Dishonoured by Bank Full Cost Each F 25.00 25.00 0.00 

Library Accounting Services Market Annual T 71,224.00 74,785.00 5.00 

RATES AND CHARGES 

Supply of Recycling Bins - upgrade to 360 Litre Accessible Bin T 46.00 46.00 0.00 

Supply of Garbage Bins - 240 Litre Accessible Bin T 205.00 205.00 0.00 

Supply of Garbage Bins - 120/140 Litre Accessible Bin T 120.00 120.00 0.00 

Land Information Certificate Full Cost Certificate F 20.00 20.00 0.00 

Property Ownership Detail Full Cost Property T Varies Varies Varies 

Rate Searches 15 year Full Cost Per hour T Varies Varies Varies 

Rate Searches 30 year Full Cost Per hour T Varies Varies Varies 

Sales Information to Valuers Full Cost Per month T 50.00 50.00 New 

RISK MANAGEMENT 

Public Liability Ins for venue booking (up to 3 consecutive days) 

Full Cost Function T 25.00 25.00 0.00 

INFORMATION MANAGEMENT 

Freedom of Information 

Application fee Statutory Unit F 2 fee units 2 fee units 0.00 

Search Time Statutory Per Hour F 1.5 fee units 1.5 fee units 0.00 

Supervision Charge Statutory Per Hour F 1.5 fee units 1.5 fee units 0.00 

Black and White Photocopy Full Cost A4 F 0.20 0.20 0.00 

Photocopy other than Black and White Full Cost A4 F Varies Varies Varies 


APPENDIX G 

Appendix G - Glossary of Terms 

Term 

Accounting Standards 

Annual Budget 

Budgeted 

comprehensive income 

statement 

Annual report 

Definition 

Accounting standards are issued from time to by the professional 

accounting bodies and are applicable to the preparation of general 

purpose financial reports. 

Plan under section 130 of the Local Government Act setting out the 

services to be provided and initiatives to be undertaken over the next 

12 months and the funding and other resources required. 

The budgeted comprehensive income statement ++/shows the 

expected operating result in the forthcoming year compared to the 

forecast actual result in the current year. The budgeted income 

statement should be prepared in accordance with the requirements of 

AASB101 Presentation of Financial Statements and the Local 

Government Model Financial Report. 

The annual report prepared by Council under sections 131, 132 and 

133 of the Local Government Act. The annual report to the community 

contains a report of operations and audited financial and performance 

statements. 

Annual reporting requirements Annual reporting requirements include the financial reporting 

requirements of the Local Government Act, Accounting Standards and 

other mandatory professional reporting requirements. 

Asset renewal 

Asset upgrade 

Asset expansion 

Borrowing strategy 

Budgeted balance sheet 

Budgeted statement of 

cash flows 

Expenditure on an existing asset, which returns the service potential or 

the life of the asset, up to, that which it had originally. It is periodically 

required expenditure, relatively large (material) in value compared with 

the value of the components of the asset being renewed. As it 

reinstates existing service potential, it has no impact on revenue, but 

may reduce future operating and maintenance expenditure if completed 

at the optimum time. 

Expenditure which enhances an existing asset to provide a higher level 

of service or expenditure that will increase the life of the asset beyond 

that which it had originally. Upgrade expenditure is discretional and 

often does not result in additional revenue unless direct user charges 

apply. It will increase operating and maintenance expenditure in the 

future because of the increase in the asset base. 

Expenditure which extends an existing asset, at the same standard as is 

currently enjoyed by residents, to a new group of users. Expansion 

expenditure is discretional which increases future operating and 

maintenance costs because it increases council’s asset base, but may be 

associated with additional revenue from the new user group. 

A borrowing strategy is the process by which the Council’s current 

external funding requirements can be identified, existing funding 

arrangements managed and future requirements monitored. 

The budgeted balance sheet shows the expected net current asset, net 

non-current asset and net asset positions in the forthcoming year 

compared to the forecast actual in the current year. The budgeted 

balance sheet should be prepared in accordance with the requirements 

of AASB 101 - Presentation of Financial Statements and the Local 

Government Model Financial Report. 

The budgeted statement of cash flows shows the expected net cash 

inflows and outflows in the forthcoming year in the form of 

reconciliation between opening and closing balances of total cash and 

investments for the year. Comparison is made to the current year’s 

expected inflows and outflows. The budgeted statement of cash flows 

statement should be prepared in accordance with the requirements of 

AASB 107 Statement of Cash Flows and the Local Government Model 

Financial Report. 


APPENDIX G 

Term 


changes in equity 

Budget preparation requirement 

Capital expenditure 


capital works 

COGB 

Capital works program 

Carried forward capital works 

Council Plan 

Financial sustainability 

Financing activities 


Internal funding sources 

(analysis of capital budget) 

Internal influences in the 

preparation of a budget 

Investing activities 

Key assumptions 

Land 

Legislative framework 

Definition 

The budgeted statement of changes in equity shows the expected 

movement in Accumulated Surplus and reserves for the year. The 

budgeted statement of changes in equity should be prepared in 

accordance with the requirements of AASB 101 - Presentation of 

Financial Statements and the Local Government Model Financial Report. 

Under the Local Government Act, a Council is required to prepare and 

adopt an Annual Budget by 30 June each year. 

Capital expenditure is relatively large (material) expenditure that 

produces economic benefits expected to last for more than 12 months. 

A predetermined ‘threshold’ may be used which indicates the level of 

expenditure deemed to be material in accordance with Council’s policy. 

Capital expenditure includes renewal, expansion and upgrade. Where 

capital projects involve a combination of renewal, expansion and 

upgrade expenditures, the total project cost needs to be allocated 

accordingly. 

The Capital Works Budget shows the expected internal and external 

funding for capital works program and the total proposed capital works 

program for the forthcoming year with a comparison with forecast 

actual for the current year. 


Capital works projects that will be undertaken during the 2015/16 year. 

Carried forward capital works are those that that are incomplete in the 

current budget year due to unavoidable delays and will be completed in 

the following budget year. 

Means a Council Plan prepared by the Council under Section 125 of the 

Local Government Act 1989. This document sets out the strategic 

objectives of the Council and strategies for achieving the objectives as 

part of the overall strategic planning framework required by the Local 

Government Act. 

A key outcome of the strategic resource plan. Longer term planning is 

essential in ensuring that a Council remains financially sustainable in the 

long term. 

Financing activities means those activities which relate to changing the 

size and composition of the financial structure of the entity, including 

equity, and borrowings not falling within the definition of cash. 

Physical assets of the entity or of another entity that contribute to 

meeting the public’s need for access to major economic and social 

facilities and services. 

Internal sources relate to cash and investments held in reserves or 

which are uncommitted and cash that will be generated from the 

operations of Council during the budget year. The latter should equate 

to the cash inflows from operating activities less capital revenue. 

Matters arising from Council actions over which there is some element 

of control (eg. approval of unbudgeted capital expenditure). 

Investing activities means those activities which relate to acquisition and 

disposal of non-current assets, including property, plant and equipment 

and other productive assets, and investments not falling within the 

definition of cash. 

When preparing a budgeted balance sheet of financial position, key 

assumptions upon which the statement has been based should be 

disclosed in the budget to assist the reader when comparing 

movements in assets, liabilities and equity between budget years. 

In Section 9 and in Appendix B, Land means the land together with any 

improvements made to that land. 

The Local Government Act, Regulations and other laws and statutes 

which set a Council’s governance and reporting requirements. 


APPENDIX G 

Term 

Local Government 

(Planning and 

Reporting) Regulations 

2014 

New assets 

Non-financial resources 

Operating activities 

Operating expenditure 

Operating performance (Impact 

of current year on 2014/15 

budget 

Operating revenue 

Rate structure (Rating strategy) 

Rating strategy 

Definition 

The objective of these Regulations, made under section 243 of the Local 

Government Act 1989, is to prescribe: 

a) The content and preparation of the financial statements of a Council 

b) The performance indicators and measures to be included in a 

budget, revised budget and annual report of a Council 

c) The information to be included in a Council Plan, Strategic 

Resource Plan, budget, revised budget and annual report 

d) Other matters required to be prescribed under Parts 6 and 7 of the 

Local Government Act. 

New assets do not have any element of expansion or upgrade of 

existing assets. New capital expenditure may or may not result in 

additional revenue for Council and will result in an additional burden for 

future operation, maintenance and capital renewal. 

Resources of a non-financial nature (such as human resources, 

information systems and processes, asset management systems) which 

are consumed by a Council in the achievement of its strategic resource 

plan goals. 

Operating activities means those activities that relate to the provision of 

goods and services. 

Operating expenditure is defined as consumptions or losses of future 

economic benefits, in the form of reductions in assets or increases in 

liabilities; and that result in a decrease in equity during the reporting 

period. 

This statement shows the expected operating result as compared to the 

budget result in the current year separating operating and capital 

components of revenue and expenditure. 

Operating revenue is defined as inflows or other enhancements or 

savings in outflows of future economic benefits in the form of increases 

in assets or reductions in liabilities and that result in an increase in 

equity during the reporting period. 

Site value (SV), capital improved value (CIV) or net annual value (NAV) 

are the main bases upon which rates will be levied. These should be 

detailed in the budget statement. 

A rating strategy is the process by which the Council’s rate structure is 

established and how the total income generated through rates and 

charges is allocated across properties in the municipality. Decisions 

regarding the quantum of rate levels and increases from year to year are 

made as part of Council's long term financial planning processes and 

with consideration of Council's other sources of income and the 

planned expenditure on services and works to be undertaken for its 

community. 

Regulations Local Government (Planning and Reporting) Regulations 2014. 

Revised budget 

Road Management Act 

Services, Initiatives and 

Major Initiatives 

The revised budget prepared by a Council under section 128 of the 

Local Government Act. Section 128 of the Local Government Act 

permits a Council to prepare a revised budget if circumstances arise 

which cause a material change in the budget and which affects the 

financial operations and position of the Council. 

The purpose of this Act which operates from 1 July 2004 is to reform 

the law relating to road management in Victoria and to make relating 

amendments to certain Acts, including the Local Government Act 1989. 

Section 127 of the Local Government Act requires a budget to contain 

a description of the services and initiatives to be funded by the budget, 

along with a statement as to how they will contribute to the 

achievement of the Council’s strategic objectives as specified in the 

Council Plan. 

The budget must also include major initiatives, being initiatives identified 


APPENDIX G 

Term 

SRP 

Statutory reserves 

Strategic planning framework 

Strategic Resource Plan (SRP) 

Definition 

by the Council as priorities to be undertaken during the financial year. 

The services delivered by Council are those undertaken to meet the 

needs of the community as reflected in the Council Plan. They tend to 

be ongoing in nature and have internal and external customers. 

Initiatives are tasks or actions that are once-off in nature and lead to 

improvements in service performance or service levels. 

Major initiatives are those initiatives that the Council has identified as 

priorities. The major initiatives should be limited to only those 

initiatives that will have a significant impact on the operations of the 

Council and will be of interest to the reader. 


Statutory reserves are funds set aside for specified statutory purposes 

in accordance with various legislative and contractual requirements. 

These reserves are not available for other purposes. 

A “community owned” document or process which identifies the long 

term needs and aspirations of the Council, and the medium and short 

term goals and objectives which are framed within the long term plan. 

Section 125(2)(d) of the Local Government Act requires that a Council 

must prepare and approve a Council Plan that must include a strategic 

resource plan containing the matters specified in Section 126. 

The Act Local Government Act 1989 

Unrestricted cash and 

investments 

Valuation of Land Act 1960 

Section 126 of the Local Government Act states that: 

− the strategic resource plan is a plan of the resources required to 

achieve the council plan strategic objectives 

− the strategic resource plan must include the financial statements 

describing the financial resources in respect of at least the next four 

financial years 

− the strategic resource plan must include statements describing the 

non-financial resources including human resources in respect of at 

least the next four financial years 

− the strategic resource plan must take into account services and 

initiatives contained in any plan adopted by council and if the council 

proposes to adopt a plan to provide services or take initiatives, the 

resources required must be consistent with the strategic resource 

plan 

− council must review their strategic resource plan during the 

preparation of the council plan 

− council must adopt the strategic resource plan not later than 30 

June each year and a copy must be available for public inspection at 

the council office and internet website. 

In preparing the strategic resource plan, councils should comply with 

the principles of sound financial management as prescribed in the Local 

Government Act being to: 

− prudently manage financial risks relating to debt, assets and liabilities 

− provide reasonable stability in the level of rate burden 

− consider the financial effects of council decisions on future 

generations 

− provide full, accurate and timely disclosure of financial information. 

In addition to section 126 of the Local Government Act, parts 2 and 3 

of the regulations also prescribe further details in relation to the 

preparation of a strategic resource plan. 

Unrestricted cash and investments represents funds that are free of all 

specific Council commitments and are available to meet daily cash flow 

requirements and unexpected short term needs. 

The Valuation of Land Act 1960 requires a Council to revalue all 

rateable properties every two years.

City of Greater Bendigo Budget 2015/2016

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