Draft 2013 2014 Business Plan (Budget) - City of Mitcham - SA.Gov.au

DRAFT Business Plan 2013-2015(based on a rate increaseof 5.25% in 2013/2014 andincluding additionalinvestment in stormwaterlocalised floodingsolutions and theMountain Bike TrailsStrategy)Prepared at 28 May 2013

Table of Contents1. Welcome .............................................................................32. Introduction ........................................................................42.1. Planning Framework .....................................................42.2. Plan Components .........................................................43. Strategic Overview.............................................................53.1. Strategic Vision and Goals ............................................53.2. Key Achievements in 2012/2013 ..................................63.3. Actions 2013-2015 .......................................................94. Tracking Our Progress ....................................................324.1. Annual Measures 2013/2014.......................................324.2. Reporting Framework..................................................334.3. Community Survey......................................................335. Our Council ......................................................................345.1. Council Roles and Responsibilities..............................345.2. Our Councillors ...........................................................346. Our Organisation ................................................................ 366.1. Corporate Mission and Values ....................................... 366.2. Organisational / Management Team Structure............... 376.3. Council Services ........................................................... 386.4. Team and Service Profiles............................................. 407. Budget Information ............................................................ 797.1. Budget Overview 2013/2014.......................................... 797.2. Long-term Financial Plan Summary............................... 857.3. Budgeted Financial Statements 2013/2014.................... 888. Attachments........................................................................ 938.1. Details of Key Initiatives 2013/20148.2. Capital Works Program 2013/20148.3. Rating Changes Summary 2013/20148.4. Rating Policy Statement 2013/2014

2. Strategic OverviewVision for Mitcham 2030A healthy, inclusive and prosperous community, living and working in harmony with the environment2.1. GoalsACCESSIBLE CITYStreets, open spaces, community buildings and facilitieswill be accessible, connected and people friendlyHEALTHY ENVIRONMENTA green and biodiverse City characterised by clean air,land, water and responsible consumptionLIVEABLE CITYA well-designed and safe City responsive to lifestyle,heritage, environment and landscapeENTERPRISING CITYA strong and resilient local economy that supportsbusiness and attracts investmentINCLUSIVE AND CAPABLE COMMUNITYA community that welcomes and respects all people andbrings them together in friendship and community leadactionEXCELLENCE IN GOVERNMENTA Council with strong leadership that values its people,customers and partners5

ACCESSIBLE CITY GOALStreets, open spaces, community buildings and facilities will be accessible, connected and people friendlyObjective1. Transport(we can move around the City)An integrated and efficient transport system that encouragessafe travel by public transport, cycling and walking2. Connected Community Places(we have places to meet)High quality, well serviced and accessible public places andcommunity facilities where people can meet, learn and connectwith one another3. Open Space and Recreation Facilities(we have places to relax and play)Open space, parks and gardens and sporting and recreationalfacilities that provide opportunities for relaxation, leisure, physicalactivity and playIndicator of Success• Increased public transport usage• Improved connectivity of bicycle network (within Councilresponsibility)• Safety of footpaths for pedestrian movement (within Councilresponsibility)• Road safety improvements• A network of identified community places with access for all(within Council responsibility)• Improved community access to a range of multi-functionalopen space and recreational facilities (within Councilresponsibility)8

ObjRef #ACTIONS 2013-2015 Team / Service Outcome (Measure) Budget3 Install two shelters with tables and seating at NetherbyReserve3 Undertake landscaping upgrade and rectification at SuttonGardens Mitcham2,3 Commence the establishment of utilisation levels forCommunity, Sport and Recreation buildings2,3 Develop a checklist of risks relevant to key propertymanagement processes and introduce them into theProperty Management Team (PMT) procedures2,3 Establish program for the drafting and maintenance of upto-datebuilding floor plans in electronic format for allCouncil buildings that have continuous or periodicoccupancy2,3 Develop and adopt a Contaminated Sites LandClassification and Management Policy and Procedure2,3 Regular formal meetings established with all lessee andlicenseesHorticultureWorksHorticultureWorksProperty andContractsProperty andContractsProperty andContractsProperty andContractsProperty andContractsWorks complete $30,000capitalproject2013/2014Upgrade complete $110,000capitalproject2013/2014Utilisation levelestablished for alloccupied buildings(hrs of use of1.community; 2.recreational facilities as% available hours -baseline to beestablished)Checklist establishedProgram establishedProcedure adoptedMeetings establishedwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetCompletionby: Year(Target)2013/20142013/20142013/20142013/20142014/20152014/20152013/201411

ObjRef #ACTIONS 2013-2015 Team / Service Outcome (Measure) Budget2,3 Review the present property maintenance contracts andmanagement of contractors to ensure that Council isreceiving value for money and best practice performancefor its maintenance contractors2,3 Undertake an independent revaluation and conditionassessment of Council buildings2,3 Completion of review of use and management ofCommunity Land in Colonel Light GardensProperty andContractsProperty andContractsDevelopmentServices;Property andContractsReview undertakenRevaluation andcondition ratingwithinrecurrentbudget$60,000operatingproject2013/2014Review completed $20,000operatingproject2013/2014Completionby: Year(Target)2013/20142013-20152013/201412

LIVEABLE CITY GOALA well-designed and safe City responsive to lifestyle, heritage, environment and landscapeObjective4. City Character and Design(we look and feel like Mitcham)A strong sense of place (local identities) with vibrant villagecentres and development that respects local character, builtform, the environment and heritage5. Green Streetscapes(we have street appeal)Functional streetscapes that enhance amenity and are sensitiveto the built form, landscape and local environmental conditions6. Housing Choices(we have good places to live)A greater choice of housing in locations close to public transport,parks, local shops and educational institutions7. Safe Public Realm(we are a safe place to live and visit)People feel safe in their homes, on local streets, in parks andwhen dining and travelling throughout the CityIndicator of Success• Development that complements existing built form isfacilitated (within Council responsibility)• Built heritage protected• Well-serviced streetscapes (within Council responsibility)• Population growth• Increased diversity of dwelling structure• Community perception of safety13

Actions 2013-2015The following table details Council’s two year business actions and measures for reporting to Council six monthly. The program is subject tochange in accord with annual business plan and budget processes.ObjRef #ACTIONS 2013-2015 Team / Service Outcome (Measure) Budget4 Review Development Application process for compliancewith legislative time-framesDevelopmentServices4 Establish an on-line development register DevelopmentServices4 Establish a Swimming Pool Safety Audit Program DevelopmentServices -Building4 Establish an electronic Land Management AgreementRegister4 Establish a process and program for undertaking postDevelopment Assessment Panel approval inspectionsDevelopmentServicesDevelopmentServices4 Review the planning compliance program DevelopmentServices(% consent applicationsprocessed withintimeframes (target 80%))(% complying applicationsprocessed within thetimeframes (target (100%))Completion of the project inaccord with theDevelopment RegulationsPool safety auditinspections beingundertaken in accord withthe programCompletion of project andincorporation of informationinto Council’s computersystemsExtracting relevant datafrom systemsExtracting and comparingrelevant data from systemsBenchmarking againstother local governmentorganisationswithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetCompletionby: Year(Target)2013-20152013/20142013/20142013/20142013/20142014/201514

Actions 2013-2015The following table details Council’s two year business actions and measures for reporting to Council six monthly. The program is subject tochange in accord with annual business plan and budget processes.ObjRef #ACTIONS 2013-2015 Team / Service Outcome (Measure) Budget8 Introduce new collections to continue to meet theneeds of library borrowersLibrary ServicesNew collections areintroduced and are wellused by patrons(Loans through Council’slibraries compared with thefive year average)withinrecurrentbudgetCompletionby: Year(Target)2013/20148 Provide a variety of library programs to meetcommunity needLibrary Services(Participation in libraryprograms compared withthe five year average)withinrecurrentbudget2013-20158 Develop services to improve patrons’ digital literacyand access to digital servicesLibrary ServicesPatrons have access to awide range of digitalresources and increaseddigital literacy skillswithinrecurrentbudget2013/20148 Complete and commence implementation of theYouth Strategy 2013-2016Community andCulturalDevelopmentYouth Strategy iscompleted andimplementedwithinrecurrentbudget2013/2014(% implementation ofYouth Strategy)8 Develop and provide support for the Youth AdvisoryCommittee (YAC)Community andCulturalDevelopmentYAC established- numberof young people engagedin the YACwithinrecurrentbudget2013/20148 Establish a system for recording participation inCouncil programsCommunity andCulturalDevelopment(Participation in Councilprograms as a proportionof program capacity andactual participation)withinrecurrentbudget2013/201418

ObjRef #ACTIONS 2013-2015 Team / Service Outcome (Measure) Budget9,2 Complete a review of community centres to identifyand propose community hubs, including anassessment of community needsCommunity andCulturalDevelopment;Property andContracts9 Audit training competencies for volunteers Community andCulturalDevelopment9 Review design and layout of the MitchamCommunity News (MCN) for improved communityreadability9 Promote 2014 Local Government Elections inpartnership with Electoral Commission of SouthAustralia and Local Government Association10 Commence a review of the range and types ofCouncil-run Civic and community events to meet theneeds of the community.Corporate AffairsCorporate AffairsCommunity andCulturalDevelopment10 Develop Heritage Centre Review and Strategy Community andCulturalDevelopment10 Implement and review the Mitcham Cultural Village(MCV) Strategic Directions Action Plan10 Prepare and complete Commonwealth Home andCommunity Care (HACC) Quality Review (3 yearly)against (new) Community Care Common StandardsCommunity andCulturalDevelopmentPositive Ageingand CommunityCareReview completed(location and role of keycommunity places(facilities) established)Volunteer training is up todate(# Council volunteers as a% of available places)Improved readability ofMCN(readership levels)Positions contested ineach WardReview completed(Participation in communityevents as a proportion ofplanned attendance andactual attendance atevents)Review completedMCV Strategic directionsAction Plan is implementedand reviewedCompliance with standardsis achievedwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentfundingCompletionby: Year(Target)2013/20142013/20142013/20142014/20152013-20152013/20142013/2014June 201419

HEALTHY ENVIRONMENT GOALA green and biodiverse City characterised by clean air, land, water and responsible consumptionObjective12. Biodiversity(we have unique areas of bush habitat)Natural habitat protected and expanded by reconnectingvegetation corridors along waterways, linear reserves, openspace and the streetscape13. Clean Energy(we look for better energy solutions)Changes in urban form, travel habits and conservation efforts aredesigned to reduce our reliance on traditional coal poweredenergy, and priority is for alternate fit-for purpose energy sourcessuch as solar14. Water Smart(we save water)Healthy catchments and waterways that protect the environment,people and property15. Responsible Consumption and Waste Minimisation(we make the most of what we have)Natural resources are conserved and waste is minimised eitherthrough avoidance, reuse, recycling or recoveryIndicator of Success• Improved quality and connectivity of natural habitat (withinCouncil responsibility)• Council’s greenhouse gas emissions are stable ordecreasing (within Council responsibility)• Increased renewable energy usage (within Councilresponsibility)• Council’s potable water use (within Council responsibility)• Volume of recycled water utilised• Waste diverted from landfill21

Actions 2013-2015The following table details Council’s two year business actions and measures for reporting to Council six monthly. The program is subject tochange in accord with annual business plan and budget processes.ObjRef #ACTIONS 2013-2015 Team / Service Outcome (Measure) Budget Completionby: Year(Target)12 Ensure a planned approach to the management ofwoodland reservesHorticulture(Hectares ofwoodland reserveunder activemanagement eachyear)withinrecurrentbudget2013-20153,12 Partner with the Cities of Marion and Onkaparinga, andother levels of Government to progressively implement theidentified stages of the Sturt River Linear TrailHorticultureStage 3 plan designdelivered$20,000operatingproject2013/20142013/201412,13,14Develop an Environmental Strategy to guide delivery ofenvironmental sustainability projectsEnvironmentPolicyPlan developed inconsultation with thecommunitywithinrecurrentbudget2013-201514 Develop strategic City-wide approach to the identification,funding and implementation of new and improvedstormwater infrastructure projects, including thedevelopment of Stormwater Management PlansProject Delivery;EngineeringStormwaterManagement Plansdeveloped$40,000operatingproject2013/20142013-201514 Extend stormwater systems at various location to addressinundation and property floodingProject Delivery(% stormwaternetwork insatisfactorycondition)$1.5millioncapitalproject2013-20152013-201514 Identify water efficiencies and projects to reduce Council’sreliance on mains waterHorticulture(Potable water useby Council is withinthe approved budget)withinrecurrentbudget2013-201522

ObjRef #ACTIONS 2013-2015 Team / Service Outcome (Measure) Budget Completionby: Year(Target)15 Review waste management policies, practices and servicesto provide clear direction for Council, ensure consistencyand efficiency in the delivery of waste services and improvewaste minimisation and resource recovery standardsEnvironmentPolicyTotal waste andrecyclablesgenerated by CouncilService deliverycostsCustomer satisfactionwithinrecurrentbudget2013-201515 Review domestic kerbside waste and recycling service toensure a cost effective service is being delivered for thedisposal of wasteEnvironmentPolicyService deliverycostswithinrecurrentbudget2013/201415 Develop and implement an education program to:• promote waste minimisation and resource recovery forthe community, and• reduce the volume of waste going to landfill and divertmore materials to recycling and green organicscompostingEnvironmentPolicyPublic presentationsCustomer satisfactionTotal waste andrecyclablesgenerated by Councilwithinrecurrentbudget2013-201515 Review Council’s own waste and recycling practices andimplement best practice waste and recycling programs toensure Council is a leader in the community for wasteminimisation and resource recoveryEnvironmentPolicyTotal wastegenerated by CouncilTotal waste recycledby Councilwithinrecurrentbudget2013 -201516,20 Complete development of the Lynton Transfer Station Project Delivery Transfer stationredevelopmentcomplete$370,000capitalproject2013/20142013/201423

ENTERPRISING CITY GOALA strong and resilient local economy that supports business and attracts investmentObjective16. Vibrant District Centres(we have village places)Attractive, vibrant and revitalised Blackwood, Cumberland Parkand Mitcham Centres, supported by a variety of qualitycommunity facilities and retail, commercial and residentialdevelopment17. Pathways to Employment(we work where we live)Education and training pathways link people to local jobs andattract employment opportunities that match the skill base of ourcommunity18. Strategic Projects and Infrastructure(we make good partners)Strategic land use and infrastructure projects are plannedcollaboratively with neighbouring Councils, State Governmentand through private sector partnershipsIndicator of Success• Well-designed and vibrant District Centres• Level of employment equal to or above the State average• More residents have jobs in the region• Growth of participation in Tertiary Education• Completion of secondary studies• Community perception of quality of life24

Actions 2013-2015The following table details Council’s two year business actions and measures for reporting to Council six monthly. The program is subject tochange in accord with annual business plan and budget processes.ObjRef #ACTIONS 2013-2015 Team / Service Outcome (Measure) Budget18 Progress the Brown Hill Keswick Creek StormwaterManagement Project to reduce flooding and improvestormwater reuse in accord with the approved StormwaterManagement Plan (SMP)18 Progress the Brown Hill Creek stormwater management planPart B assessment18 Deliver the Brown Hill Creek Pilot Study in partnership with theAdelaide and Mount Lofty Ranges Natural ResourcesManagement Board and City of UnleySpecial Projects Projects deliveredSubsidiaryestablishedCommencepreliminary designSpecial Projects Part B assessmentapprovedwithinrecurrentbudget(capitalworkscommence2015/2016)$15,000operatingproject2013/2014Special Projects Project delivered $30,000operatingproject2013/2014Completionby: Year(Target)2013-20152013/20142013/201425

EXCELLENCE IN GOVERNMENT GOALA Council with strong leadership that values its people, customers and partnersObjective19. Financial Sustainability(we are good with money)Responsible management of Council’s financial resources andcommunity assets, and the equitable distribution of costs nowand into the future20. Service Efficiency & Effectiveness(we provide value for money)Services, facilities and infrastructure assessed for communityneed and provided where Council is in the best position to do soefficiently and cost effectively or through partnerships21. Good Governance(we do things right)Accountable governance and robust corporate systems fordecision making and risk managementIndicator of Success• Management in accord with Council’s Long Term FinancialPlan and Asset Management Plans (within Councilresponsibility)• High levels of community satisfaction with Council services• Quality of Council decisions (within Council responsibility)• Council policies and strategic plans support communityaspirations and achievement of the Strategic ManagementPlan (within Council responsibility)• Council’s risk management performance at or above theLocal Government metropolitan average (within Councilresponsibility)• Knowledge and information are used effectively tooptimise service delivery to the community (within Councilresponsibility)26

Objective22. People and Workplace Culture(we do things well)A culture of leadership and a good place to work and develop acareer23. Customer Focus(we focus on you)An organisation focused on its internal and external customers24. Council Reputation(we do what we say)An organisation recognised as a leader in governmentIndicator of Success• Employee satisfaction• Workers Health and Safety requirements achieved (withinCouncil responsibility)• Customer satisfaction with Council customer service• Council recognised as a leader in government27

Actions 2013-2015The following table details Council’s two year business actions and measures for reporting to Council six monthly. The program is subject tochange in accord with annual business plan and budget processes.ObjRef #ACTIONS 2013-2015 Team / Service Outcome (Measure) Budget19 Continue to develop financial reporting systems by creatingtemplates, screens etc that will assist users to assessfinancial results in a more efficient and timely manner19 Continue to implement Asset Management Systemprediction module which will provide more accurate longterm financial data19 Development of a Financial and Budget handbook formanagers, employees and Elected Councillors19 Continue to identify and implement process improvements inthe financial planning and budgeting processes includingdevelopment of systems to better manage budget bids andfees and charges19 Review and update existing financial policy frameworkincluding review of current polices and identification of gapsleading to newly established policies19 Develop Council’s broader Internal Audit Plan for 2013 –2015 in conjunction with the Audit Committee19 Implement Control Track, assessment of our financialinternal control environment, and utilisation of informationfrom this to identify process improvement opportunities19 Develop contemporary Treasury Management practices sothat Council has a mix of fixed term versus variable debt thatassists in minimising net interest costs associated withborrowing and investing over the longer termFinance andRating Services28Percentageemployee (user)satisfactionwithinrecurrentbudgetEngineering Module implemented withinrecurrentbudgetFinance andRating ServicesFinance andRating ServicesFinance andRating ServicesFinance andRating Services;Audit CommitteeFinance andRating ServicesFinance andRating ServicesHandbook developedProcesses reviewedand documentedPolicy framework upto-datePlan developedControl TrackimplementedProcesses reviewedand documentedTreasuryManagementpracticesdocumentedwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetCompletionby: Year(Target)2013/20142013-2015September20132013-2015December2013December20132013-20152013-2015

ObjRef #ACTIONS 2013-2015 Team / Service Outcome (Measure) Budget19 Develop asset management plans for major infrastructureassets19 Work across Council to develop forward capital worksprograms19 Introduce the ability for library patrons to make electronicpayments20, 22 Implement customer self check-out technology, RadioFrequency Identification (RFID), at the Mitcham andBlackwood LibrariesEngineering Plans up to date withinrecurrentbudgetProject Delivery;EngineeringLibrary Services;BusinessImprovement;Finance andRating ServicesLibrary Services;BusinessImprovement20 Update Information Technology Strategy BusinessImprovement20 Commence an Information Technology Corporate SystemsReview20 Undertake efficiency and effectiveness project, includingreview of:• domestic waste• information technology architecture and systemsupgrade• procurement21 Undertake an organisation-wide Information TechnologySurveyBusinessImprovementBusinessImprovementBusinessImprovementForward plannedworks programPatrons able to makeelectronic paymentsRFID successfullyimplemented on timeand within budgetStrategy updated(Project delivered ontime, budget andquality (100%))(Project milestonesdelivered on time andbudget and to quality)(Employeesatisfaction (baselineto be established))withinrecurrentbudgetwithinrecurrentbudget$420,000capitalproject2013/2014withinrecurrentbudgetwithinrecurrentbudget$180,000operatingproject2013/2014withinrecurrentbudgetCompletionby: Year(Target)2013/20142013-20152013/20142013/20142013/201420152013-20152013/201429

ObjRef #ACTIONS 2013-2015 Team / Service Outcome (Measure) Budget21 Undertake an organisation-wide Records and InformationManagement Survey21 Develop an Information and Knowledge ManagementStrategy for the organisation21 Endorse the Council’s policy framework to review and reporton the effectiveness of all adopted Council policies andadministrative procedures21 Set up electronic system Performance Manager (PM) forCorporate Reporting21 Set up electronic system (Info Council) for automatedCouncil Agendas and Minutes21 Develop procedure that clearly sets out the key stages,actions, accountabilities and sign offs for the projectmanagement of property (building) capital projects21 Review Council’s contract management:• develop a comprehensive contract register• adopt new and updated contract documentation• provide training for all relevant Council employees inContract ManagementBusinessImprovementBusinessImprovementCorporate AffairsCorporate AffairsCorporate AffairsProperty andContractsProperty andContracts21 Review of Risk Management Plan and Framework People,Performance andCulture(Employeesatisfaction (baselineto be established))Strategy developed(Percentage ofCouncil policy andstrategic plansreviewed accordingto review schedule(baseline to beestablished))Quarterly reportsgenerated throughPMAgendas andMinutes generatedthrough Info CouncilProcedure developedRegister developedDocumentation up-todateTraining completedFrameworkdeveloped andprioritisedwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetCompletionby: Year(Target)2013/201420152013/2014September2013December20132013/20142013-2015December201330

ObjRef #ACTIONS 2013-2015 Team / Service Outcome (Measure) Budget22 Endorse a Human Resource Policy Suite People,Performance andCulture22 Creation of three-year Human Resource Plan People,Performance andCulture22 Review of Workers Health and Safety Plan and Frameworkfor endorsement by Senior Management Team (SMT),Single Bargaining Unit (SBU), and Workers Health andSafety (WHS) CommitteePeople,Performance andCulture22 Run biannual organisational climate survey People,Performance andCulture23 Work with Information Technology to develop processes andsolutions to improve the use of Council’s intranet forinformation sharing between teams and customer serviceand develop a “what’s happening” databaseCustomer Serviceand Call Centre;BusinessImprovementFrameworkdeveloped andprioritisedPlan developed andprioritisedFrameworkdeveloped andprioritisedSurvey undertakenProvide accurateinformation in atimely manner(Achieve and surpass40% call resolutionrates and 80% Gradeof Service)withinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetCompletionby: Year(Target)December2013June 2013December2013March 2014June 201423 Review and improve the community facility and hall hiresystem and process in conjunction with CommunityDevelopment24 Develop an organisational excellence plan and strategies forbecoming a leading local government organisationCustomer Serviceand Call Centre;Community andCulturalDevelopmentPeople,Performance andCultureBetter service tocustomerPlan developed9, 24 Review Council Corporate ‘Branding’ Corporate Affairs Decision oncorporate brandwithinrecurrentbudgetwithinrecurrentbudgetwithinrecurrentbudgetSeptember20132013/20142013/201431

3. Tracking Our Progress3.1. Annual Measures 2013/2014Council has developed measures relating to the objectives contained in its Strategic Plan. The measures that are within Council control that will bereported in Council’s Annual Report 2013/2014 are listed below.Strategic Goal Measures 2013/2014Accessible • hours of use of community facilities as a percentage of available hoursCity• percentage of community facilities with access for disabled persons• location and role of key community places established• asset backlog on footpath renewal works (percentage of network)• hours of use of recreational facilities as a percentage of available hoursLiveable City • development applications completed within statutory timeframesInclusive andCapableCommunityHealthyEnvironmentExcellence inGovernment• participation in Council programs as a proportion of program capacity and actual participation• loans through Council’s libraries compared with the five year average• participation in library programs compared with the five year average• number of Council volunteers as a percentage of available places• participation in community events as a proportion of planned attendance and actual attendance at events• percentage of planned and contracted positive ageing and community care service outputs achieved• hectares of woodland reserve under active management each year• potable water use by Council is within the approved water budget• annual financial sustainability and asset management indicators (refer to the Long Term Financial Plan)• number of requests for internal or external reviews of Freedom of Information requests• number of applications for review of a Council decision (section 270 of the Local Government Act)• percentage of Council policy and strategic plans reviewed according to review schedule• percentage achieved through the Local Government risk management review compared with the Local Governmentmetropolitan average• employee satisfaction with information and knowledge management• employee satisfaction measured through regular climate survey• number of working days lost (lost time injury) through workers compensation claims compared to the Local Government(Group A) average• proportion of enquiries resolved at first point of contact or according to agreed service standards32

3.2. Reporting FrameworkA range of important reports are prepared to track our progress inbringing our community Vision closer.STRATEGIC MANAGEMENT PLANCommunity AspirationsPROGRESS REPORT4 year review from out-going Councilincluding performance againststrategic indicators, measures andactions3.3. Community SurveyAn independent community survey is conducted annually to obtaincommunity feedback, perception and satisfaction with key Councilservices and topical issues. The survey is used to identifyopportunities for improvement or areas for further investigation withthe community.BUSINESS PLANOrganisation’s ResponseANNUAL REPORTFinancial year June-Julyincluding performance against annualmeasures and actionsREPORT TO COUNCIL6 monthly report to Council for theperiods July-December and January –June including performance againstactions\The City of Mitcham Annual Report is the main document thatoutlines Council activities and achievements for the year. TheAnnual Report contains information required by the LocalGovernment Act and other legislation, full financial statements anda comprehensive look at Council’s operations.Copies of the Annual Report are available for viewing on thewebsite, at the Mitcham Civic Centre and the Mitcham andBlackwood Libraries or for purchase at the Mitcham Civic Centre.33

4.2. Our CouncillorsMayorMichael PictonOverton WardYvonne PolandJohn SandersonGault WardChris AdcockStephen FisherBoorman WardLeeanne MoriartyJudith WeaverBabbage WardDavid MunroBrett HearneThe Park WardTim HeinMark WardCraigburn WardNick GreerElaine GrimmJane Silbereisen35

5. Our Organisation5.1. Corporate Mission and ValuesMissionThe City of Mitcham recognises that it is the custodian of thecommunity’s social, environmental, economic, heritage and culturalassets. Council will meet its obligations to future generations toimprove their quality of life and respond equitably, efficiently andeffectively to the changing needs of the community.ValuesThe City of Mitcham developed the following core corporate values.Each team within the organisation defined the values for their deliveryof Council services.RespectCustomer FocusTeam PlayerIntegrityProgressiveAccountabilityWell Being36

5.2. Organisational / Management Team/Service StructureChief Executive Officer (2 FTEs)DirectorateTeams / ServicesFull TimeEquivalentEmployees (FTEs)at March 2013Corporate Services(Wade Reynolds)• Property andContracts• Customer Serviceand Call Centre• Finance and RatingServices• People, Performanceand CultureCommunity Services andBusiness Improvement(Maggie Dowling)• Community andCultural Development• Positive Ageing andCommunity Care• Library Services• Corporate Affairs• Business ImprovementDevelopment andCompliance(Craig Harrison)• Compliance• DevelopmentServices• Health and PublicSafety36 FTEs 62 FTEs 41 FTEs 111 FTEsEngineering and Horticulture(Howard Lacy)• Asset Management• Engineering• Traffic and Transport• Environment Policy• Waste Policy• Horticulture• Project Delivery• Horticulture Works• Civil Maintenance and Construction• Special ProjectsTOTAL FTEs 25237

5.3. Council ServicesInformation about Council Services forms the basis of quarterly operational reporting to Management.Corporate ServicesCommunity Services and Business ImprovementProperty and Contracts• Community and SportingBuildings Asset Management• Council and Other BuildingAsset Management• Library Building AssetManagement• Public Toilet AssetManagement• Landfill Management• Property Asset Managementand Precinct Planning• Leases / Licenses and Permits• Contracts, Tendering andStrategic PurchasingCustomer Service and CallCentre• Customer Service and CallCentre• After Hours Call ServiceFinance and Rating Services• Accounting Services• Rating Services• Internal Audit and AuditCommittee• Accounts Payable• Mitcham CemeteryAdministration• Accounts Receivable• Treasury ManagementPeople, Performance and Culture• Management Advisory Serviceand Employee Relations• Organisational Development• Risk Management• Work, Health and SafetyCommunity and CulturalDevelopment• Volunteering• Community Projects• Community Grants• Community Events• Civic Events• Mitcham Heritage ResearchCentre• Mitcham Cultural Village• Trails• Youth DevelopmentPositive Ageing and CommunityCare• Domestic Assistance• Social Support• Centre Based Day Care andMeals• Home Maintenance andModification• Community Bus Service• Assessment, Coordination,Information and AdvocacyServices• Every GenerationCorporate Affairs• Governance and ElectedCouncillor Support• Elections• Communications andPublications• Community Information andArts• Strategic Planning• Community Survey• Corporate ReportingBusiness Improvement• Information TechnologyManagement• Records Management• Efficiency and EffectivenessLibrary Services• Library Services38

Development and ComplianceEngineering and HorticultureCompliance• Bushfire ProtectionManagement• Dog and Cat Management• Compliance and By-lawsDevelopment• Development Services• Development Compliance• Heritage Advice andRestoration• Policy Review andDevelopmentHealth and Public Safety• Immunisation Services• Food Safety• Public and EnvironmentalHealth ControlAsset Management• Asset ManagementEngineering• Engineering and Design• Stormwater Planning• Bridge Maintenance• Bus Shelters• Water Sensitive Urban Design• Open Space Planning• Horticulture Planning• PlaygroundsTraffic and Transport• Traffic and Transport• Traffic Investigations• Street LightingEnvironment Policy• Environmental Policy• Environmental Sustainability,Strategy and ProjectsWaste Policy• Waste Strategy• Kerbside Recycling• Hard Waste Service• Hazardous Chemical CollectionHorticulture• Horticultural VolunteersServices and Coordinator• Open Space and ParksDevelopment• Land Management Plan• Pest Plant Control• Natural Resource Management• Street Tree Planning• Urrbrae WetlandsProject Delivery• Project Delivery• Fleet ManagementHorticulture Works• Parks and GardensMaintenance• Sports Grounds and TurfMaintenance• Garden Beds Maintenance• Playground Maintenance• Street Tree Maintenance andPlanting• Verge Maintenance – WeedControl• Bushland Management• Bushfire Preparation• Mitcham Cemetery OperationsCivil Maintenance andConstruction• Stormwater Maintenance• Kerb and WatertableMaintenance• Road Maintenance• Footpath Maintenance• Traffic Management Works• Street Furniture and BusShelter Maintenance• Graffiti Removal• Domestic Waste Collection• Waste Collection – Street Bins• Bin Maintenance andReplacement• Street Cleaning• Footpath Sweeping• Lynton Transfer StationOperations• Customer Response Team• Purchasing and StoreOperations• Workshop and Plant OperationsSpecial Projects• Brown Hill Creek and KeswickCreek Stormwater ManagementPlan• District Centres39

5.4. Team – Service ProfilesProperty and ContractsKey Partners Budget Summary 2013/2014CommunityLicense and Lease HoldersSporting Groups and AssociationsEnvironment Protection AuthorityLocal Government AssociationRecurrent Expenditure* $4,808,444Recurrent Income ($427,494)Net $4,380,950*includes a proportion of management overheadsService DescriptionService LevelsProperty and Contracts contains the following key service activities:Community and Sporting Buildings Asset ManagementMaintain 78 facilities for use by the community and sportinggroups that are consistent with functional requirements• community and sporting facilities efficiently managed and maintained inaccord with Council’s Building Asset Management Plan and annual asset(building) maintenance program (target: 100%)• upgrade buildings in accord with the annual Work, Health and Safety andDisability Discrimination Act program (target 100%)Council and Other Building Asset ManagementMaintain a range of Council administrative and functionalfacilities and other buildings and structures that are consistentwith functional requirementsLibrary Building Asset ManagementDevelop and maintain the Blackwood and Mitcham librarybuildings for use by the community that are consistent withfunctional requirementsPublic Toilet Asset ManagementMaintain eight strategically located, compliant and attractivepublic toiletsLandfill ManagementManage and administer the landfill closure plans agreed forEden Hills and Lynton Depot Landfills• Council facilities efficiently managed and maintained in accord withCouncil’s Building Asset Management Plan and annual asset (building)maintenance program (target: 100%)• upgrade buildings in accord with the annual Work, Health and Safety andDisability Discrimination Act program (target 100%)• Council library facilities efficiently managed and maintained in accordwith Council’s Building Asset Management Plan and annual asset(building) maintenance program (target: 100%)• upgrade buildings in accord with the annual Work, Health and Safety andDisability Discrimination Act program (target 100%)• public toilet facilities efficiently managed and maintained in accord withCouncil’s Building Asset Management Plan and annual asset (building)maintenance program (target: 100%)• upgrade buildings in accord with the annual Work, Health and Safety andDisability Discrimination Act program (target 100%)• landfill closure plans managed in accord with Environment ProtectionAuthority standards40

Service DescriptionService LevelsProperty and Contracts contains the following key service activities:Property Asset Management and Precinct PlanningManage Council property in a strategic and efficient manner• management, acquisition and disposal of Council property in accord withlong term and strategic management plansincluding the leasing and licensing of use and management ofunauthorised use• review occurrences of unauthorised use in accord with Council registerand policy (target: reduction in occurrences)Leases / Licences and PermitsImplement and proactively manage the terms and performanceconditions of leases / licences and permits for sporting groups,community groups and other groups or individuals occupyingcommunity facilities, community land and sporting facilities andgroundsContracts, Tendering and Strategic PurchasingProvide sound, strategic and professional advice and supportthat ensures commercial principles and probity are enshrined inall Council contracts and tendering processes• provision of legally sound, contemporary leases and licences for allstructured use of Council community and sporting facilities and groundsin accord with directions of Council service provider (target: 100%)• annual meetings undertaken with all Council lease and licence holders todiscuss and ensure implementation of performance conditions andmaintenance requirements• provide legally and commercially sound contracts and tenderingprocesses and documentation for compliance with Contracts andTendering Policy and Procedures (target: 100%)• manage and oversight of procedures and processes to ensure anddemonstrate compliance with the principles of probity and goodgovernance41

Customer Service and Call CentreKey Partners Budget Summary 2013/2014Community and CustomersInternal TeamsRecurrent Expenditure* $695,856Recurrent Income $0Net $695,856*includes a proportion of management overheadsService DescriptionService LevelsCustomer Service and Call Centre contains the following key service activities:Customer Service and Call CentreProvide a consistent and professional service, focusing on firstpoint of call resolutionProvide accurate information in a friendly and prompt mannerProvision of a front of house customer service and paymentpointAfter Hours Call ServiceProvide an after hours service delivery point for bothemergency situations and distribution of general informationService standard targets:• answer a minimum of 80% of all calls within 30 seconds• achieve and surpass benchmark target of 40% Call Resolution Rate• provide a daily after hours phone service in accord with contractualagreement42

Finance and Rating ServicesKey Partners Budget Summary 2013/2014Internal TeamsLocal Government AssociationAudit CommitteeRecurrent Expenditure** $4,024,675Recurrent Income** ($46,939,620)Net ($42,914,945)**includes major corporate revenue and expenditureitems such as rates revenue, NRM levy, financialassistance grants, interest income and interest expensesService DescriptionService LevelsFinance and Rating Services contains the following key service activities:Accounting ServicesProvision of support, advice and quality financial services,including:• financial reporting and management accounting• external reporting• budgeting• asset accounting• taxation (including Fringe Benefits Tax)Rating ServicesRates billing and collection and database management andadministrationInternal Audit and Audit CommitteeManagement of Council’s internal control system and internalaudit programAccounts PayableProcessing of accounts payable transactions and maintenanceof creditor details and relationships• provide accurate and timely budget documents and statutory reports inaccord with legislative requirements• provide accurate monthly management reports and financial advice tomanagers• prepare and finalise Council’s Annual Business Plan and Budget andLong-term Financial Plan as per agreed timetable• prepare and adopt period budget reviews within legislative timeframes• adhere to reporting cycle enabling Senior Management Teamconsideration of financial results and reporting to Council in the firstfortnight of following month• rates administration and collection management that complies withstatutory requirements and Council policy• rates notice issued on or before legislative due date• provide reports and other information that enables members of the AuditCommittee to carry out there roles and responsibilities• review financial policies and processes in accord with review schedule• action plans in place for gaps identified as part of audit cycle• pay suppliers accurately within Council’s terms and conditions43

Service DescriptionService LevelsFinance and Rating Services contains the following key service activities:Mitcham Cemetery AdministrationMaintenance and administration of cemetery recordsAccounts ReceivableInvoicing for Council works and services and management andpursuit of overdue paymentsTreasury ManagementManagement of Council’s cash at bank, investments andborrowings to supply working capital as required and maximisereturn on investment/minimise cost of borrowings• process burials, internments, lease transfers, monument applications andlocation enquiries• debtors invoices processed within five (5) working days of the receipt ofthe invoice request• proactive management, reporting and follow up of overdue invoices• daily monitoring of cash position and requirements44

People, Performance and CultureKey Partners Budget Summary 2013/2014EmployeesAustralian Services UnionSingle Bargaining UnitLocal Government AssociationMutual Liability SchemeRecurrent Expenditure* $1,461,115Recurrent Income ($24,645)Net $1,436,470*includes a proportion of management overheadsService DescriptionService LevelsPeople Performance and Culture contains the following key service activities:Management Advisory Service and Employee RelationsRecruitment, conditions of employment, job design, jobclassification/remuneration, advice on industrial relationmatters, payroll, employee assistance program, workplacehealth and safety• streamlined, fair and transparent recruitment process• induction, orientation and probation programs for newemployees• Position Descriptions are classified and remunerated perclassification and reclassification policy and procedures andrelevant Awards• undertake an exit survey process for departing employees• provide general human resources advice and services tomanagement and employees across CouncilOrganisational DevelopmentEncourage and promote a culture of learning, including:• provide a leadership development program that focuses onpeople leadership• promote and provide an emerging leaders program thatidentifies, develops and supports employees with highpotential• pay all Council employees on a fortnightly basis• all new staff complete the induction program within 8 weeks ofcommencement (target: 100%)• all reclassification applications processed within policy/proceduretimelines (target: 100%)• all exiting employees offered to complete exit survey to informdevelopment of appropriate retention strategies (target: 100%)• all employees have access to organisation wide and individual trainingopportunities (target: 100%)• employee individual goals and objectives framework “My Plans’’developed / reviewed and updated at least annually by managers andemployees (target 100%)• organisational climate survey conducted every 18-24 months by externalconsultant45

Service DescriptionService LevelsPeople Performance and Culture contains the following key service activities:Risk ManagementManage Council’s corporate risk performance and insuranceProvide risk management advice and services to managementand employees across CouncilManage Council’s insurance portfolio to ensure adequatecoverage and risk compared with economic cost benefitanalysisWork, Health and SafetyPromote and provide a safe and healthy work environment forCouncil’s Employees, Volunteers and Contractors• annual review of insurance adequacy undertaken via Audit Committee• up-to-date plans in place for emergency and risk management• provision of proactive Work, Health and Safety and Injury Managementsupport, advice and procedures across the organisation in accord withlegislative requirements• audit of policy and procedure in accord with review schedule• conduct 16 field audits of Council operations and services annually46

Community and Cultural DevelopmentKey Partners Budget Summary 2013/2014Local Government AuthoritiesAustralian GovernmentState Government Departments,Department of Environment, Waterand Natural ResourcesCommunity Members, Groups andAssociationsSouth Australian Police (SAPOL)Universities and SchoolsNative Vegetation CouncilNational Trust SARecurrent Expenditure* $1,118,140Recurrent Income ($50,728)Net $1,067,412*includes a proportion of management overheadsService DescriptionService LevelsCommunity and Cultural Development contains the following key service activities:VolunteeringProvide volunteering opportunities to support Council servicesand programs for the benefit of the local communityCommunity ProjectsDevelop and deliver community projects that meet identifiedcommunity needsCommunity GrantsProvide Community Development Grants, recurrent grants forCouncil supported events and programs, and IndividualAchievement Grants in accord with Council policy• support up to 340 volunteers to provide service across approximately 24Council programs• complete the review of community facilities for Council decision• additional projects determined in accord with assessment of communityneed• Community Development Grants of up to $1,500 twice a year under sixcategories at the end of March and September and assessed byCommunity Development Grants Committee in accord with budget• expend budgeted annual recurrent grants for Council supported eventsand programs (target: 100%)• allocate budget through applications received for Individual AchievementGrants of $100 to $200 assessed ongoing by administration (target:100%)47

Service DescriptionService LevelsCommunity and Cultural Development contains the following key service activities:Community EventsConduct community events that bring the community togetherin celebrationCivic EventsDeliver civic events that recognise and celebrate thecontribution of individuals and groups to the local communityMitcham Heritage Research CentreProvide a local history service in partnership with volunteers forthe collection, preservation and provision of research andinformation to the community on local history and heritageCommunity CentresIn collaboration with community groups and services, provideprograms and activities through community centres that meetcommunity need, including the Mitcham Cultural Village andBlackwood Community CentreTrailsProvide trail development and ensure ongoing maintenance ofestablished trailsYouth DevelopmentWork with services, agencies and in consultation with youngpeople to respond to the needs of young people who live, workor study in the City of Mitcham:• develop and implement policy• facilitate and support a range of youth programs andactivities• provide and maintain youth recreational facilities• annual Carols by the Creek event held at the Soldiers’ Memorial Gardenswith capacity for around 5,000 people• annual Australia Day Celebrations with capacity for up to 2,000 people,including approximately 100 people granted citizenship, and presentationof Australia Day Awards under three categories and Awards forExcellence under four categories• two Civic Receptions held by the Mayor to recognise the contribution ofvarious individuals and groups to the community annually• four Citizenship Ceremonies held including Australia Day, to conferAustralian Citizenship on an average of 250 eligible candidates approvedunder the Australian Citizenship Act annually• on average over 30 volunteers, research over 250 local history topicsannually• provide a range of activities, programs and information relevant tocommunity need• ongoing implementation of the four zones of the Trail Strategy subject tofunding• around 1,350 young people engaged in programs and activitiessupported by Council annually48

Positive Ageing and Community CareKey Partners Budget Summary 2013/2014Australian Government, Departmentof Health and AgeingState Government, Department ofFamilies and CommunitiesHome and Community CareProgram (HACC)Aged Care Services AustraliaRecurrent Expenditure* $1,334,739Recurrent Income ($884,168)Net $450,571*includes a proportion of management overheadsService DescriptionService LevelsPositive Ageing and Community Care contains the following key service activities:Domestic AssistanceDelivery of domestic assistance for Home and Community Care(HACC) eligible residents as per Council scope, HACC contractand standardsSocial SupportDelivery of social support activities (Community Connectionsand Personal Transport) for Home and Community Care(HACC) eligible residents as per Council scope, HACC contractand standardsCentre Based Day Care and MealsDelivery of Centre-based social inclusion for Home andCommunity Care (HACC) eligible residents as per Councilscope, HACC contract and standardsHome Maintenance and ModificationDelivery of safety home maintenance, gardening and minormodifications for Home and Community Care (HACC) eligibleresidents as per Council scope, HACC contract and standardsHACC requires minimum 70% contracted outputs per service to be deliveredand 95% of Domestic Assistance and Social Support combined• target range 3929 – 5612 hours per annum domestic assistanceHACC requires minimum 70% contracted outputs per service to be deliveredand 95% of Domestic Assistance and Social Support combined• target range 3301 – 4717 hours per annum social support• Combined Domestic Assistance and Social Support target of 9,812 hoursper annumHACC requires minimum 95% contracted outputs per service to be delivered• target range 5838 – 6145 hours per annum• target range 1838 – 1935 meals per annumHACC requires minimum 70% contracted outputs per service to be deliveredand 95% of Home Maintenance and Modifications combined• target range 2723 – 3890 hours per annum maintenance• target range $12,040 - $17,200 per annum modifications• 95% total average for maintenance and modification services49

Service DescriptionService LevelsPositive Ageing and Community Care contains the following key service activities:Community Bus ServiceDelivery of community bus transport services (shoppingcentres, libraries and community group charter) for residentswho are transport disadvantaged as per Council scopeincluding Home and Community Care contract and standardsAssessment, Coordination, Information and AdvocacyServicesAll Positive Ageing and Community Care services as perstandards are coordinated, reviewed and assessed foreligibility, and delivery specifics and referral facilitated asrequiredEvery GenerationCommunity service sections (Positive Ageing and CommunityCare, Community Development, Libraries) collaborate toparticipate in the Annual (October) Every Generation Festivalby conducting events and activities for all generations thatrecognise and value older residents• target 16,000 passenger bus trips (2012 used as baseline)• target 303 bus passengers (2012 used as baseline)• target 20 community charters, during business hours onlyHACC requires minimum 70% contracted outputs per service type to bedelivered and 95% in total• target range 1214 – 1278 hours• each service section conducts or participates in at least one event• each event achieves 80% of expected attendance50

Library ServicesKey Partners Budget Summary 2013/2014Recurrent Expenditure* $2,754,381Public Library Services and VendorsRecurrent Income ($495,510)Net $2,258,871*includes a proportion of management overheadsService DescriptionLibrary Services contains the following key service activities:Service LevelsLibrary ServiceCouncil operates two library service points at Blackwood andMitcham that cater for the information, education, cultural andleisure needs of the communityIn 2011/2012 the following volumes were achieved:• 874,339 loans• 424,420 visits• 38,417 active borrowers• customers have access to library collections across South Australia inaccord with the One Card library system• over 23,000 people participate in library activities annually in accord witha program of events• items added (over 14,000 annually) and removed from the librarycollection of over 117,000 items in accord with the library selection policy• annual sale for removed items• volunteers fortnightly select books for home delivery service• over 200 individuals across four delivery areas receive a monthly homedelivery service annually• around 60 volunteers rostered to assist in the delivery of Library Servicesand contribute over 4,000 hours of service annually51

Corporate AffairsKey Partners Budget Summary 2013/2014Electoral Commission of SA (ECSA)Australian GovernmentState Government DepartmentsCommunity, Business and SchoolsElected CouncillorsLocal Government AssociationRecurrent Expenditure* $1,392,533Recurrent Income ($8,523)Net $1,384,010*includes a proportion of management overheadsService DescriptionCorporate Affairs contains the following key service activities:Governance and Elected Councillor SupportProvide support to Elected Councillor and employees in theirdecision making processes by providing information, adviceand assistance to ensure obligations under legislation andpolicy frameworks are reflected in work practicesCore functions include:• Council meeting administration and support• Elected Councillor support, communications, training anddevelopment• Delegations• application and monitoring of the Policy and ProcedureFramework• assist Council in the development of policy and theimplementation of Council decisions through delegatedauthority• monitor and review of the City’s compliance with legislationElectionsWork with the State Electoral Commission to ensure that allelections held for positions on Council are strongly contestedand that a large proportion of electors voteService Levels• prepare and distribute business papers, including agendas, minutes andreports on a monthly basis• update and maintain delegations quarterly in accord with the LocalGovernment Act 1999• hosts six Ward Forums a year to provide an opportunity for residents toask questions of their Elected Councillors relating to their local area• manage Freedom of Information applications and determinations inaccord with Freedom of Information Act• promote Local Government Elections to around 46,000 electors duringthe year, leading up to periodic elections, and according to the electionpromotion schedule52

Service DescriptionCorporate Affairs contains the following key service activities:Communications and PublicationsProvide effective communication regarding Council’s servicesas well as arranging the development of corporate documentsand media releasesProvide media liaison and releases as requiredCommunity Information and ArtsProvide information, research and advice to improvecommunity access to informationProvide opportunities for local artists to exhibit a variety ofartworksMaintain “Connecting up” database of community informationStrategic PlanningSupport State Government and other strategic initiativescomplementary to the City of Mitcham Strategic ManagementPlanCommunity SurveyConduct community survey(s) to inform strategic planning andperformance improvement and to provide trends and publicopinion on key issuesCorporate ReportingDevelop performance management processes and systemsand coordinate organisational planning and reportingrequirementsService Levels• publication of Annual Report in accord with legislation by 30 Novembereach year• publication of formal corporate documents in accord with legislativerequirements• publication of 6 editions of the Mitcham Community News annually• publication of 12 Mitcham Community News Columns annuallyAnnually:• on average 1,100 new resident kits distributed within two months ofreceiving notification of change of address• on average 8,400 Council information brochures produced anddisseminated• over 9,000 community information brochures displayed for public accessin accord with display schedule (to ensure currency)• on average 2,200 Annual Community Directories distributed• 6 - 8 gallery exhibitions• coordinate the preparation of the Strategic Management Plans of Councilin accord with legislation• report to Council six monthly on endorsed Strategic Plan• statistically valid survey conducted annually, minimum 400 respondents• implement up-to-date business plans and annual team plans (target:100%) in accord with the City of Mitcham Strategic Management Plan• quarterly reports to senior management on key operational measures53

Business ImprovementKey Partners Budget Summary 2013/2014EmployeesElected CouncillorsRecurrent Expenditure* $2,063,610Recurrent Income ($77,428)Net $1,986,182*includes a proportion of management overheadsService DescriptionBusiness Improvement contains the following key service activities:Information Technology ManagementProvide appropriate information technology systems required tosupport all functions of Council operations, and resolve over2,800 requests for action annually, including in 2011/2012:• 220 Network Users• 260 Desktop Personal Computers; 27 Laptops; 26 iPads• 203 Phones; 50 Mobile Phones• 5 Physical Servers (50+ Virtual); 1000+ SoftwareApplicationsRecords ManagementManage and maintain over 170,000 Council records annually inaccord with relevant legislation and support over 237 recordsmanagement (TRIM system) users annually, including in2011/2012:• over 1,500 Section 7 Searches• 5,000 support requests resolvedEfficiency and EffectivenessManage and support delivery of major Efficiency andEffectiveness Projects and continuous improvement projectsand initiatives across CouncilService LevelsService standard targets:• percentage of one-touch resolution (resolved at first point of contact)(target 80%)• the average time taken to respond to tickets (requests for action) is lessthan 48 hours• resolve more than 50% of tickets (requests for action) in under two hoursService standard targets:• percentage of one-touch resolution (resolved at first point of contact)(target to be established)• the average time taken to respond to support requests (target to beestablished)• projects and initiatives delivered in accord with project plans, schedulesand budget (target: 100%)54

ComplianceService DescriptionCompliance contains the following key service activities:Bushfire Protection ManagementTake appropriate action to reduce bushfire risk within the City,as required under relevant legislation and in accord with theAnnual Bushfire Prevention Plan, including:• remove inflammable exotic species from reserves• educate the community on their responsibility to manageprivate landholdings such as random audit of streets andinspections in bushfire prone zonesDog and Cat ManagementMeet the legislative obligations of the Dog and CatManagement Act and encourage responsible dog and catownership, and effective animal management, including:• register over 9,000 dogs annually• respond to around 260 reports of dogs wandering at largeannually• investigate dog attack reports• respond to dog noise and nuisance complaintsKey Partners Budget Summary 2013/2014Country Fires AssociationLocal Government AssociationNatural Resources ManagementBoardDog and Cat Management BoardAnimal Welfare League, RSPCA, AllPetsAnswer Adelaide, TNPK StaffingPTY LTD, LawyersEzyRegAuthorised Persons AssociationService LevelsRecurrent Expenditure* $1,121,130Recurrent Income ($797,540)Net $323,590*includes a proportion of management overheads• inspect around 850 vacant blocks annually (post commencement of FireDanger Season) for compliance with Fire and Emergency Service Act• issue bushfire notices (section 105F) for clearance within 14 days• re-inspect all blocks under notice and issue expiations for noncompliance (and book contractor to resolve non compliances within 14days)• assess and prioritise all customer requests for action (100%)• issue notices for dog registration and renewal annually• respond to all dogs wandering at large within 12 hours• all dog attack reports investigated (100%)• require 7 day log sheet for barking dog noise and nuisance complaintsand respond within 7 days• assess and prioritise all customer requests for action (100%)55

Service DescriptionCompliance and By-lawsMeet responsibilities for public safety in regards to communityeducation and enforcement, including for abandoned vehicles,parking, illegal dumping, and By-law offences (e.g. Section 254Local Government Act nuisance animal complaints)Service Levels• issue notices for cat registration and renewal annually• daily monitoring of parking across four zones for compliance withAustralian Road Rules and issue warnings and expiations for noncompliance• assess and prioritise all customer requests for action (100%)56

DevelopmentKey Partners Budget Summary 2013/2014State Government Departments andAgenciesElected MembersDevelopment affected residentsPlanning Institute of AustraliaAustralian Institute of BuildingSurveyorsConsultant BuildingSurveyors/EngineersDevelopment Assessment PanelRecurrent Expenditure* $2,486,988Recurrent Income ($525,000)Net $1,961,988*includes a proportion of management overheadsService DescriptionService LevelsDevelopment contains the following key service activities:Development ServicesAssess development applications (over 1,800 in 2011/2012)against the principles contained within the City of MitchamDevelopment Plan, accepted Engineering Standards/Practicesand the Building Code of Australia and undertake mandatory(audit) building inspections (around 80 inspections in2011/2012)Service standard targets:• 80% of consent development applications processed within timeframes• 100% of complying development applications processed withintimeframes• conduct audit inspections within two working days in accord withinspection policy• 66% of building work audited that includes roof framing where a licensedcontractor is undertaking the work• 90% of building work audited that includes roof framing where a nonlicensedcontractor is undertaking the work57

Service DescriptionDevelopment contains the following key service activities:Development ComplianceEnsure that conditions attached to development decisions aremet and/or complied withResolve matters pertaining to unauthorised developmentHeritage Advice and RestorationServices for heritage management, advice and restorationincluding providing grants that assist the community in restoringlocal heritagePolicy Review and DevelopmentPrepare planning policies for inclusion in the City of MitchamDevelopment Plan (Development Plan Amendments) to amendthe Development Plan in accord with State Government PolicyRespond to Ministerial and other Council Development PlanAmendmentsRespond to State Government Planning Policy InitiativesService LevelsService standard targets:• undertake post Development Assessment Panel approval inspections(number of inspections to commence in 2013/2014)• investigate all complaints with regards to development in accord withCouncil policy (respond within 5 days) (100%)Conduct inspections in accord with inspection policy:• 100% of pool safety inspections annually• 20% of all notifications for commencement of building work on residentialsites inspected annually• 10% of all notifications for commencement of building work on nonresidentialsites inspected annually• expend budgeted heritage restorative fund annually (target:100%)• undertake Development Plan Amendments in accord with the StrategicDirections Report• respond to all Ministerial and State Government initiatives within thenominated timeframe58

Health and Public SafetyKey Partners Budget Summary 2013/2014Environmental Health AustraliaSouth Australian Department ofHealthLocal Government AssociationEnvironment Protection AuthorityDepartment of Child and YouthHealthRecurrent Expenditure* $815,584Recurrent Income ($119,500)Net $696,084*includes a proportion of management overheadsService DescriptionService LevelsHealth and Public Safety contains the following key service activities:Immunisation ServicesProvide accessible community (public and school)immunisation services in accord with Federal and StateImmunisation (Department of Health and Ageing and NationalHealth and Medical Research Centre) GuidelinesProvide education and advice for community immunisationprogramsProvide employee and Elected Councillor influenza vaccinationserviceFood SafetyConduct food safety assessments of food premises, providefood safety education, investigate food complaints and otherreported food safety issues, and undertake enforcementactivities to ensure compliance with legislation (SouthAustralian Food Act 2001)Public and Environmental Health ControlAdminister the provisions of the Public and EnvironmentalHealth Act 1978 and South Australian Public Health Act 2011to promote and protect public health and reduce the incidenceof preventable illness and vectors of disease• 46 clinics run each year equal to four clinics a month (two day sessionsand two night sessions a month)• 9 school programs with 4 visits per school• around 150 influenza vaccines administered annually for employees andElected Councillors• all vaccinations recorded on immunisation database (100%)• risk based inspection program of 390 food businesses• audit the food safety program of 24 high risk food safety businesses• undertake 8 food safety and hygiene workshops• investigate all reported issues/matters and customer requests (100%)• undertake proactive monitoring programs and risk based inspections ofthe 150 public and environmental health premises and businesses• develop and implement three promotional and education programs onpublic health matters• investigate and action all reported customer requests (100%)• locate and destroy all notified European wasp nests (100%)59

Asset ManagementKey Partners Budget Summary 2013/2014Recurrent Expenditure* $290,086Internal TeamsRecurrent Income $0Net $290,086*includes a proportion of management overheadsService DescriptionService LevelsAsset Management contains the following key service activities:Asset ManagementMaintain asset registers and develop Asset Management Plansfor a range of Council assets such as: footpaths, roads, kerband watertable, bridges, bus shelters, stormwater drainage,open space, car parks and retaining walls, including:• maintain asset management database (ASSETIC) includingre-valuations, condition rating, new assets, depreciation• prepare annual asset renewal programs• prepare annual programs for developing new assets• develop long-term programs for asset renewal linked to thelong-term Financial Plan• develop strategic asset management plans for major infrastructure andassets that are up-to-date and in accord with legislative requirements• asset management plans updated on regular four year cycle• asset registers signed off annually by external auditors (target: 100%compliance)• deliver annual asset renewal program (target: 100%)60

EngineeringKey Partners Budget Summary 2013/2014Department Planning, Transport andInfrastructureConsulting FirmsAdelaide and Mount Lofty RangesNatural Resources ManagementBoardSporting ClubsRecurrent Expenditure* $1,273,262Recurrent Income ($111,000)Net $1,162,262*includes a proportion of management overheadsService DescriptionEngineering contains the following key service activities:Engineering and DesignProvide engineering investigation and design services toresolve infrastructure issues, plan renewals and build newassetsStormwater PlanningManage and develop the drainage network to protect fromflooding and increase stormwater reuse, including:• deliver Water for Mitcham projects to reduce reliance onmains supply• review capacity of current stormwater drainage system• investigate and plan stormwater network improvementsBridge MaintenanceMaintain 21 road and 52 pedestrian bridges in good conditionthrough a planned program of repair and replacementBus SheltersMaintain and upgrade 153 existing bus shelters and streetfurniture in good conditionService Levels• internal engineering consultancy across broad range of civil infrastructureinvestigation and design• investigate and rectify all local drainage issues raised by residents (100%)• maintain bridges in accord with annual maintenance program (target:100%)• upgrade bridges and structures in accord with annual asset renewalprogram (100%)• inspect bridges for maintenance defects every 12 months• asset renewal in accord with Council program (target: 100%)• renewal and upgrade bus shelters to comply with disability discriminationlegislation61

Service DescriptionEngineering contains the following key service activities:Water Sensitive Urban DesignWater sensitive urban design principles integrated into designof Council projects, including:• civil and landscape projects• building, streetscape and stormwater projects• water reuse and water saving projectsOpen Space PlanningPlan and develop over 220 Council reserves, parks andgardens for use and enjoyment of the community while meetingchanging standards and demandsHorticulture PlanningProvide high quality horticultural advice on tree management,streetscapes, water sensitive urban design and water reuseacross the City of Mitcham, including:• provide timely advice on tree management in line withaudits including tree pruning, removal and replacement• continue to extend Council’s tree audit to capture a greaterproportion of all Council owned treesPlaygroundsDevelop and plan playground renewal and development basedon community needsService Levels• all new side entry pits to be assessed for water sensitive urban design• develop a range of water harvesting and reuse projects to reduce Council’sreliance on mains water• monthly audits for compliance with the irrigated public open space code ofpractice to improve irrigation efficiency and manage potable water usewithin the approved water budget (irrigation water use optimised)• plan and manage open space in accord with community land managementplans and community consultation• planned development of open space in accord with renewal program(target: 100%)• attract funding for development of open space• audit reserve trees on a three yearly basis and develop managementprogram• deliver reserve tree program (target 100% each year)• annual playground renewal programs developed based on communityneed• deliver annual playground renewal and new construction programs (target:100%)62

Traffic and TransportKey Partners Budget Summary 2013/2014Department Transport, Planning andInfrastructureETSA Utilities and utility companiesConsulting firmsRecurrent Expenditure* $1,544,474Recurrent Income $0Net $1,544,474*includes a proportion of management overheadsService DescriptionTraffic and Transport contains the following key service activities:Traffic and TransportPrepare traffic and transport strategies and plans to improvethe accessibility of the City for a broad range of travel optionsLiaise and provide advice to all levels of government on trafficmanagement and public transport issuesTraffic InvestigationsUndertake investigations and projects to improve traffic flowsand parking within the City, including• address issues of safer design and traffic control• develop local area traffic management plans• undertake traffic data collection such as traffic countsStreet LightingProvide and audit lighting in public areas, includingapproximately 8,500 streets lights, within the City in partnershipwith State Government and utilitiesService Levels• respond to all strategic traffic and transport issues raised by thecommunity (100%)• prepare traffic and transport management strategies including bikewayplan within two years• undertake traffic volume data collection for the City on a four yearlyschedule in accord with traffic data collection program• report monthly to Council on traffic management and lighting projects inaccord with priority list• assess and prioritise all customer requests for action (100%)• investigate all community concerns and requests with regards to lighting(100%)63

Environment PolicyKey Partners Budget Summary 2013/2014Environment Protection AuthorityAdelaide and Mount Lofty RangesNatural Resources ManagementBoardLocal Government AuthoritiesRecurrent Expenditure* $185,297Recurrent Income ($6,000)Net $179,297*includes a proportion of management overheadsService DescriptionEnvironment Policy contains the following key service activities:Environmental PolicyMaintain integrated environmental policies which focus onwater conservation and reuse, greenhouse gas reduction,climate change adaptation, waste minimisation, recycling andreuse, water quality, biodiversity, and habitat protectionEnvironmental Sustainability, Strategy and ProjectsDevelop and implement policies, strategies and projects topromote environmental sustainability within Council operationsand the community, including:• plan for climate change impacts• deliver projects to ensure compliance of building sites forwater quality• develop systems for monitoring Council’s energy use• identify projects to increase Council use of solar energy• provide community education on electronic waste disposalService Levels• develop an integrated environmental plan• continue to work on regional climate change adaptation project “ResilientSouth” to identify likely areas for Council action• climate change adaptation plan developed• inspect Craigburn Farm building sites three weekly for compliance withwater quality standards• monitor Council carbon outputs annually64

Waste PolicyKey Partners Budget Summary 2013/2014Eastern Waste ManagementAuthorityState GovernmentWaste Management ContractorsConsultantsRecurrent Expenditure* $2,825,019Recurrent Income ($15,917)Net $2,809,102*includes a proportion of management overheadsService DescriptionWaste Policy contains the following key service activities:Waste StrategyCouncil maintains an integrated waste management andrecycling strategy which aims to minimise waste to landfill,increase recycling, manage new waste streams and minimiseillegal roadside dumping at optimal cost, including:• review waste and recycling services provided by Council• develop strategies to increase recycling and reduce wasteto landfill• promote community education and awareness toencourage waste minimisation and resource recovery (e.g.what goes into kerbside bins)• promote inclusion of household food scraps into the greenorganics bin• establish commercial arrangements with a range ofcompanies to accept various waste streams for recyclingKerbside RecyclingProvide an efficient and effective service for the collection anddisposal of domestic recycling and green organics through theEastern Waste Management AuthorityService Levels• prepare waste strategy• deliver community waste and recycling presentations in schools annually• production of approximately 28,247 annual waste collection calendars• fortnightly collection of mobile garbage bin up to 240 litres in capacity• provision of approximately 27,700 yellow-lid bins for fortnightly collection• approximately 27,700 collections per fortnight of resident owned greenbins65

Service DescriptionWaste Policy contains the following key service activities:Hard Waste ServiceProvide an ‘At Call’ domestic hard waste collection service forthe collection and disposal of specified household wastes fromresidential properties which are unsuitable for collectionthrough the kerbside waste and recycling serviceHazardous Chemical CollectionThrough partnerships provide an opportunity for the communityto safely and environmentally responsibly dispose of hazardouswasteService Levels• one collection per residential property per financial year• maximum four week waiting period• biennial chemical collection drop off day (last held 2012) in accord withbudget66

HorticultureKey Partners Budget Summary 2013/2014Adelaide and Mount Lofty RangesNatural Resources ManagementBoardOffice of Recreation and SportLocal Government AssociationETSAVolunteersUrrbrae Agricultural High SchoolRecurrent Expenditure* $415,183Recurrent Income $0Net $415,183*includes a proportion of management overheadsService DescriptionHorticulture contains the following key service activities:Horticultural Volunteers Services and CoordinatorProvide coordination and support for Council volunteers topreserve and enhance native vegetation and control pest plantson Council reserves such as: Nellie’s Garden, and GambleGarden and State Government land such as Urrbrae WetlandProvide support for Trees for Life bush care sitesService Levels• monitor contribution of over 100 volunteers and over 7,600 hours of workannually• meet volunteers on site weekly• review volunteer training competencies annuallyOpen Space and Parks DevelopmentDeliver capital works program for the development of parks andgardens, including:• prepare condition ratings of all open space assets to guideinvestment• plan open space development in consultation with thecommunity subject to budget allocationLand Management PlanAssist the community to control pest plants on private propertythrough implementation of the Council land managementgrants program• upgrade open space and parks in accord with annual asset renewalprogram (target: 100%)• deliver the annual capital works (parks and gardens) program(target:100%)Annually:• two playgrounds renewed• sports lighting on one reserve renewed• park furniture renewal in accord with budget• three tennis court surfaces renewed• call for grant applications from landholders with a Land ManagementPlan agreement with Council annually• assess grant applications against available budgets and funding criteria• allocate funding (land management) each year (target: 100%)67

Service DescriptionHorticulture contains the following key service activities:Pest Plant ControlIdentify and control pest plants on Council land in accord withthe Natural Resources Management Act, including:• promote control of specific weed species through education• meet with community members with regards to weedmanagement• undertake pest plant control activities such as olive, broom,and caltrop controlNatural Resource ManagementPlan and manage the City’s natural environment based onbiodiversity, sustainability and reuse principles, including:• adopt water sensitive urban design principles for civil andlandscaping projects• water quality is monitored (by others) and water qualityimprovement• develop and review management plans for woodlandreserves• develop and implement natural resource managementplans• attract external grant funding for improvement projectsStreet Tree PlanningPlan and manage the ongoing sustainable provision of around56,000 street trees across the CityUrrbrae WetlandsJointly manage with the Urrbrae Agricultural High School, amulti-functional facility at Urrbrae Wetlands including operation,maintenance and educational programsService Levels• manage and acquit external grants in accord with funding criteria andschedules (target: 100%)• 1.5 hectares of woodland reserve under active management annually• review biennially management plans for woodland reserves• stormwater reuse is adopted via the Water for Mitcham program toensure than water resources are used effectively and mains water use isreduced• expend all grant funding (natural resource management) in accord withgrant schedules (100%)• plant 1,000 new street trees per annum• manage and upgrade database of existing street trees annually• prepare removal and replacement program for street trees annually• average of 5,000 visitors each year• oversight and update the Urrbrae Wetlands Management Plan• maintain three trash racks and service after 5 mm of rain (interventionlevel)• maintain sedimentation basins and remove sediment on a 10 yearinterval or as required• meet weekly to support Friends of Urrbrae Wetland68

Project DeliveryKey Partners Budget Summary 2013/2014Internal TeamsExternal Consultants / ContractorsFleet AdvisorsSuppliers / Car CompaniesRecurrent Expenditure* $556,048Recurrent Income $0Net $556,048*includes a proportion of management overheadsService DescriptionService LevelsProject Delivery contains the following key service activities:Project DeliveryService standard targets:Manage the delivery of Council’s infrastructure capital renewalsand Capital Works Program, including a budget of over $10.5million in 2012/2013Investigate, scope, plan, design, and oversee the constructionof new and improved civil infrastructure works, including:• manage and deliver capital works in accord with Council’s Annual CapitalWorks Program and budget (target: 90% of capital works budgetdelivered in year):a. footpath programb. road rehabilitation program• prepare tender documentation, review tenders and awardcontractsc. kerb and watertable programd. stormwater drainage program• initiate project, manage contractor and provide sitee. traffic improvement projectssupervisionf. bridge replacement program• manage financial performance, safety, work quality and g. retaining wall programtimetable• respond to all stormwater issues raised by the community (100%)• undertake project completion and capitalization• limit carry forward works to 10% of the total capital program• manage the overall capital program including variations,change requests and rescheduling projects• liaise with residents to establish mutually acceptable projectoutcomesFleet ManagementManage the planning, procurement, maintenance, repair anddisposal of Council heavy and light fleets comprising:• trucks, mobile plant, buses• utilities and passenger vehicles• minor plant (such as chainsaws)• conduct annual review of motor vehicle policy• plan, prepare, procure, maintain, repair and replace Council’s fleet inaccord with program (target 100%)• manage fleet composition to meet greenhouse gas emissions withinapproved targets• manage fleet composition, model selection, utilisation and cost to achievebest life cycle costs• service vehicles in accord with schedule of maintenance69

Horticulture WorksKey Partners Budget Summary 2013/2014SA WaterSporting ClubsSpecialised ContractorsCountry Fire Service (CFS)Recurrent Expenditure* $6,332,037Recurrent Income ($21,174)Net $6,310,863*includes a proportion of management overheadsService DescriptionHorticulture Works contains the following key service activities:Parks and Gardens MaintenanceMaintain over 220 parks and gardens in accord with definedschedules to meet community and environmental needs,Works include mowing, planting, pruning irrigationmaintenance, tree management, park furniture and playgroundmaintenanceSports Grounds and Turf MaintenanceMaintain 11 sporting ovals and sporting facilities to a highstandard for the use year round by the community and sportingclubs to achieve health, leisure, relaxation and physical activitybenefitsGround usage actively managed to avoid degradation andsafety issuesIrrigation managed to ensure optimum grass cover and playingconditionWorks include grass cutting, weed control, turf and irrigationmanagement, and turf rehabilitationService Levels• parks and gardens maintained in accord with reserve schedules• conduct fortnightly audits of Council reserves to ensure maintenance is tothe correct standard (categorised from Category 1 District or regionalreserves; to Category 5 open space; each with its own maintenancerequirements)• no irrigation of category 1 and 2 reserves• cut grass fortnightly on high priority reserves and every three to fourweeks on Category 2 and 3 reserves• assess and prioritise all customer requests for parks and gardensmaintenance (100%)• maintain parks and gardens in accord with annual asset maintenance(open space) program (target: 100%)• maintain sporting ovals, pitches, grounds and fields to Open SpaceCategory 1 requirements• playing surfaces inspected monthly to comply with the Irrigation PublicOpen Space (IPOS) requirements• assess and prioritise all IPOS defects for action (100%)• assess and prioritise all customer and user requests for action (100%)70

Service DescriptionHorticulture Works contains the following key service activities:Garden Beds MaintenanceMaintain over 150 garden beds in accord with definedschedules to enhance the landscape by providing colour andsoftening the urban streetscapePlayground MaintenanceMaintain Council’s 60 playgrounds and associated parkfurniture for the enjoyment of the communityStreet Tree Maintenance and PlantingCouncil manages its trees and streetscapes to ensure ansustainable, attractive and diverse landscape and at anacceptable level of risk and cost, including:• maintain street trees for clearance over the footpath androad where necessary• remove dead, dying or dangerous street trees and replacewith the appropriate species where necessary• provide a street tree planting service to plant around 1,000new and/or replacement street trees annually using acombination of in-house and contract resourcesService Levels• conduct fortnightly routine inspections of garden beds for removal ofdead plants and weeds, plant renewal and mulch replacement• garden beds maintained in accord with priority schedule and standard fordistrict centres, main roads (high use sites) and local roads• complete garden beds maintenance within planting season (target:100%)• assess and prioritise all customer requests for action (100%)• audit playgrounds every 8 weeks for safety and statutory compliance(target: 100%)• install, inspect and maintain park furniture in accord with schedules• repair all faults to playgrounds (target: 100%) as soon as is practicable(within one week)• maintain playgrounds in accord with annual program (target: 100%)• prune all street trees to the Australian Standard AS 4373 2007 forexample dead-wooding, risk reduction (this does not include trimming forleaf drop or boundary overhang)• replace all removed trees the following planting season• plant street trees in accord with annual planting schedule andhorticultural standards (target: 100%)• water all newly planted street trees for the first two years• assess and prioritise all tree related customer requests for action inaccord with risk standards for priority 1 (response within 1 week), priority2 (response within 2 weeks), priority 3 (response within 1 to 3 months)and low (to be included into maintenance program)71

Service DescriptionHorticulture Works contains the following key service activities:Verge Maintenance – Weed ControlMaintain roadside verges and footpath areas to an acceptablestandard through a planned program of maintenanceBushland ManagementManage and maintain natural bushland reserves in accord withgood environmental practice and biodiversity principlesincluding removal of pest plants and weeds, erosion controland fire managementBushfire PreparationUndertake annual bushfire preparation works on Councilowned land including verge slashing, slashing Council ownedreserves, preparation of fire breaks around selected Councilsites, maintenance and upgrading of fire tracksWorks include:• brush-cutting of approximately 44 hectares of fire breaksand 8 hectares of road verges throughout the Hills area• ongoing fuel load reduction (woody weed control and somenative vegetation clearance)• developing annual programs for: roadside verge slashing,roadside tree trimming, slashing Council reserves, firebreak preparation, and fire track maintenance andupgrading• liaison between local Country Fire Service, Council BushfirePrevention Officer and concerned residentsService Levels• develop and implement annual weed spraying program (target 100%)• street verges in the Mitcham plains area are treated for weeds 4 timesper annum• road verges in the Mitcham Hills are brush-cut once per annum• conduct random audits and meet with Council contractor fortnightly toensure contract specifications are met• conduct fortnightly audits of Council maintenance program forcompliance with each project specification• assess and prioritise all customer requests for action (100%)• manage bushland reserves in accord with approved plans• develop management plans for developed reserves• develop and implement bushland maintenance (weed and pest plant)management plans annually• conduct bushfire break and roadside verge maintenance audits prior tothe commencement of bushfire season and monthly during the fireseason• all fire breaks on Council reserves are brush cut or slashed before the firedanger season• all road verges throughout the Hills area are brush-cut before the firedanger season• all Country Fire Service (CFS) issues addressed (100%)72

Service DescriptionHorticulture Works contains the following key service activities:Mitcham Cemetery OperationsMaintain the Mitcham Cemetery in accord with the MitchamCemetery Management PlanWorks include:• maintaining the formal rose garden• weed spraying• removing pine needles and debris• maintaining the main hedge, trees and shrubsService Levels• conduct audits of Mitcham Cemetery every 8 weeks• maintain the formal rose garden on a seasonal basis• weed spray in accord with programmed schedule four times per annum• pine needles and debris removed before special occasions such asmothers day, fathers day and Christmas• prune main hedge annually• assess and prioritise all customer requests for action with three months(target: 100%)73

Civil Maintenance and ConstructionKey Partners Budget Summary 2013/2014Civil ContractorsRecurrent Expenditure* $14,680,373Service DescriptionService LevelsCivil Maintenance and Construction contains the following key service activities:Stormwater MaintenanceMaintain and clean the stormwater drainage network to a highstandard to avoid local flooding and inundation, including:• 25 trash collection devices• clean underground pipes from obstructions such as siltationand root penetration• de-silt, remove rubbish, repair and maintain open drains asrequired• clean around 4,500 side entry pitsKerb and Watertable MaintenanceProvide, manage and improve the kerb and watertable networkfor effective drainage and to prevent the ingress of water intothe road pavementRoad MaintenanceImprove the condition of the sealed and unsealed road networkthrough regular assessment and repairs of road defects (e.g.potholes)Footpath MaintenanceImprove the footpath network undertaking maintenance onexisting asphalt, and brick paving footpaths, includingreplacement, construction, maintenance and renewal74Recurrent Income ($1,705,753)Net $12,974,620*includes a proportion of management overheads• maintain trash racks less than 35% full of trash• side entry pits cleaned at least once per year• underground pipe clearing work is initiated by system failure duringstorms• open drain maintenance as required• assess and prioritise all customer requests for action (100%)• maintain stormwater drainage in accord with annual asset maintenanceprogram (target: 100%)• kerb and watertable faults repaired in accord with maintenance programand risk factors• assess and prioritise all customer requests for action (100%)• maintain kerb and watertable in accord with annual asset maintenanceprogram (target: 100%)• road faults (potholes) repaired in accord with maintenance program andrisk factors (target 100%)• assess and prioritise all customer requests for action (100%)• maintain roads in accord with annual asset maintenance program (target:100%)• footpath faults repaired in accord with maintenance program and riskfactors (target: 100%)• assess and prioritise all customer requests for action (100%)• maintain footpaths in accord with annual asset maintenance program(target: 100%)

Service DescriptionService LevelsCivil Maintenance and Construction contains the following key service activities:Traffic Management WorksMaintain traffic control devices such as street signage, linemarking, traffic islands, roundabouts, speed humps, reflectivesigns, guide posts, warning, regulatory and information signsStreet Furniture and Bus Shelter MaintenanceMaintain and upgrade 153 existing bus shelters and streetfurniture in good condition including:• repainting/ graffiti removal, vandalism repairs as requiredGraffiti RemovalUndertake graffiti removal from:• Council owned buildings and infrastructure• frontages of residential, commercial properties adjacentCouncil propertyDomestic Waste CollectionProvide an efficient and effective service for the collection anddisposal of domestic waste that is unable to be recoveredthrough kerbside recycling and green organic collectionsWaste Collection – Street BinsProvide mobile garbage bins in high use public areas within theCity including around 410 street tidy bins, and collection ofaround 200 bins annually from community eventsBin Maintenance and ReplacementCouncil undertakes repair on the domestic blue-lid bin (yellowlidand green bins repaired on behalf of Council through itsSubsidiary), and bears the cost of all bin replacements (blue-lidand yellow-lid bins only as green bins are the responsibility ofthe resident)This does not include the cost for additional bins that may be requestedStreet CleaningRemove debris from streets to clean streetscape, preventstormwater systems from blocking and reduce pollutantsentering waterways• repair damaged or vandalised signage within 48 hours• line-marking to be undertaken for suburbs as per Traffic MaintenancePlan• assess and prioritise all customer requests for action (100%)• maintain bus shelter and street furniture in accord with maintenanceprogram (target: 100%)• graffiti removed within 24 hours of report• weekly collection of mobile general bin up to 140 litres in capacity• provision of approximately 27,700 blue bins for weekly collection• street tidy bins collected and emptied weekly or as required• provide new households (rateable properties) with a blue lid generalwaste bin and a yellow lid recycling bin until 2014• repairs undertaken within 48 hours or when observed during collection• five week cleaning cycle throughout the year, reduced to three to fourweeks in frequency as required for the Hills suburbs during the summermonths to accommodate additional leaf litter• four week cycle for the Autumn / Winter months as determined by treespecies75

Service DescriptionService LevelsCivil Maintenance and Construction contains the following key service activities:Footpath SweepingProvision of a clean and tidy streetscapeLynton Transfer Station OperationsProvide an appropriate green waste transfer station facility forcollection and processing or green organicsCollect, store and recycle a range of other waste streamsCustomer Response TeamProvide a customer response team to respond in a timely andcustomer focused manner to various community requests andoperational issues ranging from:• the collection of illegally dumped rubbish• assistance with community events• assisting with severe weather events as requiredPurchasing and Store OperationsProvide support and advice with the purchase of materials,tools and servicesWorkshop and Plant OperationsManage, maintain and repair fleet, plant and equipment andfacilitate timely workshop operations for optimum plant andequipment utilisation• sweeping undertaken as per schedule and as required depending on theseason• provide a fee for service facility for the collection of green waste open 1 st ,3 rd and 5 th Saturday of the month annually• provide free green waste days every Saturday and Monday during thefire danger season• process on average 780 tonnes of green organics per month from acrossthe Council area• assess and prioritise all community requests for action (100%)• purchases made in accord with Council policy and procedure and tocomply with the relevant authority guidelines• maintain and repair plant as per service schedule76

Special ProjectsKey Partners Budget Summary 2013/2014CommunityWater Catchment Councils, WestTorrens, Unley, Adelaide andBurnsideNatural Resources ManagementBoardStormwater Management AuthorityLocal Government AssociationState GovernmentAustralian GovernmentConsultantsRecurrent Expenditure* $233,032Recurrent Income $0Net $233,032*includes a proportion of management overheadsService DescriptionSpecial Projects contains the following key service activities:Brown Hill Creek and Keswick Creek StormwaterManagement Plan10 year flood mitigation project involving five metropolitanCouncils (Mitcham, Unley, Burnside, Adelaide, West Torrens)to develop an integrated stormwater management strategy forBrown Hill and Keswick Creek catchments, including:• the preparation and approval of a Stormwater ManagementPlan (Part A gazetted and Part B in development)• formation of a Management entity (Regional Subsidiary)• construction and implementation of the StormwaterManagement Plan throughout the entire catchment• community and stakeholder consultation• secure funding from Councils, Natural ResourcesManagement Board, and Stormwater ManagementAuthority, (and State and Federal Government)• design, tender and construction processes• address major policy issues such as maintenance of creekon private land, asset ownership, project governance andfunding arrangementsService Levels• obtain approval for draft Stormwater Management Plan and Planimplementation from Stormwater Management Authority• Part B of the Stormwater Management Plan to be completed (assessedand approved) within 12 months• complete preliminary designs for project implementation within two years• Stormwater Management Authority approval for draft StormwaterManagement Plan• funding allocations secured• compliance to project timetable77

Service DescriptionSpecial Projects contains the following key service activities:District CentresEnsure a planned and partnership approach to capital andmaintenance works for District Centres and as set out inConservation and Management Plans for:• Mitcham Historic Conservation Area• Colonel Light Gardens Heritage Conservation Area• Blackwood District Centre• Belair Road Shopping Precinct• Springfield Estate• Kingswood Historic Conservation Area• Belair District Conservation AreaService Levels• prepare and maintain broad concept plans to guide development withindistrict centres within two years• implement works in accord with the approved plans and guidelines• implement capital and maintenance works in accord with Conservationand Management Plans subject to budget• form partnerships with the community and land-owners for DistrictCentres78

6. Budget Information7.1. Budget Overview 2013/2014This Business Plan (and associated Long Term Financial Plan) isprojecting an operating deficit (before non-operating revenues) ofaround $808,000 ($606,000 including Council subsidiaries) in2013/2014, reducing to $301,000 ($35,000 including Councilsubsidiaries) in 2014/2015.This is based on general rates increases of 5.25% which would meanthat the average residential property will pay around $71 more in ratesin 2013/2014 than in 2012/2013, subject to relative property valuationmovements.This is a significant improvement on projections in the correspondingBusiness Plan (and associated Long Term Financial Plan) documentsof twelve months ago but still short of a return to surplus by 2014/2015which was a commitment made by Council in developing the2012/2013 budget and has been re-affirmed as part of developing the2013/2014 budget.The major reasons for the improvement in projections since 2012/2013include:• the delivery of $657,000 in efficiency savings over the last 12months and a commitment to a further $325,000 totalling$982,000 in efficiency savings.• changes to the rating strategy of Commercial properties andVacant Land which see the current business plan (andassociated Long term financial plan) based on an increase inthe differential rate paid by commercial properties from 1.8times the general rate in the dollar to 1.9 times the general ratein the dollar and the alignment of Vacant land rate to that paidby Commercial properties.Offsetting these items are a range of operating pressures identified indeveloping the 2013/2014 budget such as;• increases in the Environmental Protection Agency (EPA) WasteLevy• reductions in government grants most notably funding forLibrary operations• decline in development fee revenue arising from legislativechange and a general reduction in building activity• increases in electricity charges (general contract rates) andwaste disposal gate feesDuring the course of the next 12 months, Council and Administrationare confident that further efficiency savings will be identified anddelivered such that a return to surplus by 2014/2015 will be achieved.This is supported by the allocation of resources (over a 3 year period)to an Efficiency and Effectiveness program/project designed to supportthe organisation to:• Identify and progress improvement opportunities• Remove duplication and waste• Streamline and simplify processes• Reduce errors and variation in performance• Improve service quality and delivery within existing resourcesCouncil's commitment to addressing the operating deficit by 2014/2015,a journey that commenced 12 months ago, has resulted in the strongfinancial position and strong financial projections reflected in thisBusiness Plan (and associated Long Term Financial Plan), which putsCouncil in a position to be able to address its infrastructure backlog,particularly in relation to footpaths, kerbing and stormwater as well asplan for and invest in shaping the future over the next 10 years andbeyond.79

Highlights of the 2013/2014 budget in relation to new and enhancedongoing services, operating projects and capital renewal include:• $4.8 million for sealed road renewal works and $2.5 million forrenewal of footpaths throughout the City• $500,000 for stormwater infrastructure improvements ($1.5million over 2 years)• $499,000 for the continuing investment in additional newfootpath construction (with equivalent annual ongoing allocationin long term financial plan projections)• $420,000 capital allocation for the replacement of current nonfunctioning security system with gates and Radio FrequencyIdentification self check system at Councils Libraries• $290,000 capital allocation to fully implement the City ofMitcham's Mountain Bike Trails Strategy ($980,000 over 2years)• $180,000 for the Efficiency and Effectiveness programMore detail on the new and enhanced ongoing services, operatingprojects and the capital renewal program for 2013/2014 are included inthe ‘Project Priorities for the Year’ section below.80Continuing ServicesCouncil is budgeting to spend $53.04 million delivering services to thecommunity in 2013/2014. The table below indicates the areas in whichthese services are providedService AreaOperatingIncome(ex rates) *OperatingExpenditureNetOperatingExpenditureRoads, Footpaths &Stormwater(2,300,386) 14,101,505 11,801,118Parks & Open Space (384,044) 9,159,791 8,775,747Waste &EnvironmentalManagement(354,356) 7,643,386 7,289,030Street Lighting (48,741) 1,271,213 1,222,472Planning &Development Control(1,631,728) 4,947,282 3,315,554Buildings (636,046) 5,439,287 4,803,241Libraries (616,175) 3,147,082 2,530,907Community Services (1,038,898) 2,712,506 1,673,607Governance (81,340) 1,899,151 1,817,811Customer Service (29,285) 763,798 734,513Operating Projects (20,000) 626,000 606,000NRM Levy (1,327,000) 1,327,000 -Gain/(loss) fromsubsidiaries(202,000) - (202,000)Total before RatesRevenue(8,670,000) 53,038,000 44,368,000Rates Revenue (43,762,000)Operating Surplus(606,000)(Deficit)* Untied general assistance grants have been applied across the service areaspro rata based on operating expenditure.

Council is budgeting to raise $43,762,000 in rates net of rebates andcapping to deliver services and operating projects for 2013/2014, thedifference between this and net operating expenditure is the budgeteddeficit for 2013/2014. The graph below shows where Council rates arespent.Governance,Community4.3%Services, 3.5%Libraries, 5.7%Buildings, 10.8%Planning & DevelopmentControl, 8.3%Street Lighting,2.5%WHERE ARE THE COUNCIL'S RATES SPENTCustomerService, 1.6%Waste & EnvironmentalManagement, 16.4%Project Priorities for the YearOperating Projects, 1.4%Roads, Footpaths &Stormwater, 26.5%Parks & Open Space,19.7%In developing the budget for 2013/2014, emphasis has been placed onthe provision of adequate funding to maintain existing infrastructure,maintain existing services and work towards addressing theinfrastructure backlog as well as a number of new initiatives andprojects to progress towards the goals and objectives of Council’sStrategic Management Plan 2013.Key initiatives proposed for 2013/2014 are summarised in the tablesthat follow.New and Enhanced Ongoing Services Operating $* Capital $Stormwater infrastructure improvements($1.5 million over 2 years)Additional new Footpath construction peryear across the ten years of the long-termfinancial planBlackwood & Mitcham Libraries RFIDimplementationMitcham Mountain Bike Trails Strategy($980,000 over 2 years)$48,750 $500,000$12,450 $498,164$69,100 $420,000$81,450 $290,000Blackwood & Mitcham Libraries WHS works $21,000 $200,000Sutton Gardens landscaping upgrade -Stage 1Upgrading of cemetery infrastructure($160,000 over 2 years)Install new traffic control devices ($100,000over 2 years)$11,550 $110,000$7,800 $80,000$5,250 $50,000Netherby Reserve – install 2 shelters $4,050 $30,000Topdressing spreader ($5,000) $25,000Mitcham cemetery maintenance $15,500 -Annual residents survey $15,500 -Mobile device management console - $15,000Trails maintenance $10,000 -Mitcham Community News column(Messenger Press)$10,000 -SUB-TOTAL $307,400 $2,218,164Incomplete New Capital Works from2012/2013 being re-budgeted in 2013/2014TOTAL NEW AND ENHANCED ONGOINGSERVICES- $640,000$307,400 $2,858,164* Includes estimated ongoing operating expenses in the form of maintenance,depreciation and, if the capital funds were borrowed, interest.81

These are new services or increases to existing services that are beingintroduced in 2013/2014 and result in ongoing operating costs eachyear thereafter. They include new capital projects (projects that createassets Council did not have before) which creates an ongoingoperating expense in the form of maintenance, depreciation and, if thecapital funds were borrowed, interest.Operating Projects Operating $Service and Efficiency Review $180,000Library schematics $85,000Tree maintenance backlog $70,000Council buildings revaluation and condition audit $60,000Development of Stormwater Management Plans $40,000Development of Disability discrimination action plan $35,000Brownhill Creek – Joint NRM/City of Unley Pilot Study $30,000Review of residential policies includingcommencement of residential DPA$25,000Sturt River Lineal Park Stage 3 Plan design $20,000Completion of review of use and management ofCommunity Land in Colonel Light Gardens$20,000Brown Hill Creek stormwater management plan Part Bassessment$15,000Public health management plan $10,000Cedar Avenue Walking trail design $6,000Bikeway Plan 2013 $5,000SUB-TOTAL $601,000Incomplete Operating Projects from 2012/2013 beingre-budgeted in 2013/2014$25,000TOTAL OPERATING PROJECTS $626,000Operating projects are one-off expenditures that only occur over a finiteamount of time, one to two years maximum. They do not include capitalprojects. Operating projects include things such as feasibility studies,plans, one-off events or programs.82Capital Renewal Program – Determined throughCouncil’s Asset Management PlansCapital $Sealed Roads $4,805,430Kerb and Watertable $408,000Car parks $333,000Bridges $755,500Drainage $460,000Footpaths $2,354,670Bus Shelters $65,000Playgrounds $140,500Open space & reserves $455,500Community Buildings $737,000Civic Buildings $181,000Other Structures $33,000Fleet and Plant $2,845,300Office furniture and equipment $315,000SUBTOTAL $13,888,900Incomplete Renewal Works from 2012/2013 being rebudgetedin 2013/2014$923,654TOTAL CAPITAL RENEWAL PROGRAM $14,812,554Capital renewal is one-off expenditure that replaces (renews) an assetthat Council already has. Even though all assets have ongoing costsassociated with them such as maintenance and depreciation, capitalrenewal expenditure does not increase Council’s ongoing costs as themaintenance and depreciation is already built into the budget.More detailed information on the new and enhanced ongoing servicesand operating projects is provided in Attachment 8.1. A completedetailed listing of Council’s Capital Works program can be found inAttachment 8.2.

Funding the PlanRatesTo deliver services to the community Council is overwhelmingly relianton rates which make up $43.76 million (83.8%) of the total budgetedincome for 2013/2014 (excluding non-cash gains from subsidiaries).This is illustrated in the graph below which also includes revenue fromother sources.Investment Income,0.6%Grants & Subsidies,8.3%User Charges, 1.0%Statutory Charges,2.7%NRM Levy, 2.5%Reimbursements &Other, 1.1%Rates, 83.8%Rates are a tax levied on properties according to their capital valuewhich are independently determined by the Valuer-General. The rateswhich a property owner pays are calculated by multiplying the propertyvaluation by a rate in the dollar.Preliminary reports from the Valuer-General for 2013/2014 indicate thatvaluations have remained fairly steady. Current data shows residentialproperties in the City increasing by an average of 0.64%, vacant landby an average of 0.23% whilst commercial and industrial properties areon average consistent with the prior year.To determine the rate in the dollar Council must identify, through itsstrategic planning and budget deliberations, what total amount of raterevenue is required to deliver the services and projects that will beprovided in 2013/2014. It does this by considering and forecasting thecosts of those services and projects less any fees, charges, grants andother income that will be received.Once Council has determined the total rate revenue required it thensets a rate in the dollar to calculate the amount each individual propertyowner will pay towards that total rate revenue required, based on theproperty valuation that has been supplied to the Council by the Valuer-General. Rates vary based on the type of property (residents, primaryproducers and businesses) and the rating policy determines how therates are to be levied between these groups of ratepayers. The RatingPolicy is reviewed each year to ensure that rate payments aredistributed fairly between the different categories and generations ofratepayers.A summary of Council’s rating changes for 2013/2014 is shown inAttachment 8.3 and Council’s full draft Rating Policy Statement for2013/2014 is shown in Attachment 8.4. The general rate increase for2013/2014 has been set at 5.25% (compared to 6% in the prior year).This equates to approximately $71 more in rates in 2013/2014 than in2012/2013 for the average residential property providing that theirproperty valuation has moved in line with the average of all otherresidential properties in the Council area.Additionally Council has reviewed the differential rates to apply for2013/2014 and determined that the differential rate to be applied tovacant land would be the same rate applied to commercial/industrialproperties which is proposed to increase from 1.8 to 1.9 times thegeneral (residential) rate in the dollar. The purpose of the higherdifferential rate on vacant land is to provide an incentive to encouragedevelopment in the Council area and to recognise the cost ofsurrounding infrastructure83

Council has determined that it will continue to apply rate capping toassist ratepayers who would otherwise have incurred a rate increasegreater than 12.5%, from either large movements in valuation or as aresult of changes in Council rating policy. The rebate will be grantedupon application for eligible ratepayers.Reimbursements and Other Income (1.1% of Total Operating Revenue)Reimbursements and other income are generally one-off payments ordonations received usually to offset or reimburse Council forexpenditure incurred.Other sources of revenue for Council include:NRM Levy (2.5% of Total Operating Revenue)Council is required by the State Government to collect the NRM Levyon behalf of the Natural Resources Management Board. Council doesnot retain this revenue and hands it over to the State Government.Statutory Charges set by the State Government (2.7% of TotalOperating Revenue)These are fees and charges set by regulation and collected by theCouncil for regulatory functions such as, assessment of developmentapplications, dog registrations and parking fines.User Pay Charges set by Council (1.0% of Total Operating Revenue)These comprise charges for the Council’s fee based facilities such as,hire of sporting and community venues.Grants and Subsidies (8.3% of Total Operating Revenue)The Council normally seeks to attract as much grant funding aspossible from other levels of government, and major projects of widerState benefit are usually jointly funded in partnership with the StateGovernment and other relevant parties.Investment Income (0.6% of Total Operating Revenue)Investment income is the interest that Council receives on surplusfunds that it holds on deposit or with the bank. Council seeks tomaximise the balance between surplus cash and borrowings so as tominimise net interest expenses as much as possible.84

7.2. Long-term Financial Plan SummaryThe Long Term Financial Plan is an important part of our annualbudgeting cycle as it helps ensure that our long term financialsustainability can be maintained while meeting the needs andexpectations of our communities and delivering Council’s objectives asspecified in the Strategic Plan and related strategies.Council prepares a separate Long Term Financial Plan document aspart of the public consultation and adoption of its annual budget whichincorporates forecast financial indicators and statements that areprepared in a format consistent with the requirements of the LocalGovernment Act 1999 (the Act), related financial managementregulations and SA Local Government Industry Standards. It is a 10year plan which is consistent with the minimum statutory requirements.Year 1 of the Long Term Financial Plan informs the 2013/2014 Budgetand Business Plan.Key Financial IndicatorsThe following is a summary of the forecast financial indicators fromthe Long Term Financial Plan document. These are the sevenfinancial indicators that Council currently uses to measure its financialhealth and sustainability. These are the “industry standard” ratios thatare produced as a requirement under the Local Government Act 1999(as amended).Council will be reviewing these indicators (and associated) targetsover the coming 12 months in an effort to further improve itsmonitoring and measurement of financial sustainability and ensurethat the ratios and targets being used are the most appropriate for theCity of Mitcham.2013 2014 2015 2016 2017 2018 2019 2020 2021 2022KEY FINANCIAL INDICATORS Estimate Plan Plan Plan Plan Plan Plan Plan Plan PlanCurrent Year Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9Operating Surplus / (Deficit) - $'000Reported Result (1,624) (606) (35) 205 240 407 1,080 1,758 2,501 3,517Excluding non cash gains (losses) on subsidiaries (1,784) (808) (301) (190) (170) (289) 110 456 874 1,501Operating Result Ratio - %Reported Result (4.0)% (1.4)% (0.1)% 0.4% 0.5% 0.7% 1.9% 2.9% 3.9% 5.2%Excluding non cash gains (losses) on subsidiaries (4.3%) (1.8%) (0.7%) (0.4%) (0.3%) (0.5%) 0.2% 0.8% 1.4% 2.2%Net Financial Liabilities - $'000 6,581 11,574 15,622 19,074 27,805 30,028 31,441 35,160 35,942 38,814Net Financial Liabilities Ratio - % 13.8% 22.6% 29.1% 33.7% 46.6% 47.6% 47.2% 50.0% 48.4% 49.5%Interest Cover Ratio - % 0.5% 0.6% 0.9% 1.2% 1.5% 2.3% 2.3% 2.3% 2.5% 2.4%Asset Sustainability Ratio - % 95.5% 117.7% 117.9% 105.4% 111.2% 103.0% 99.7% 100.3% 99.8% 103.5%Asset Consumption Ratio - % 44.1% 44.5% 44.9% 45.1% 45.7% 45.8% 45.8% 46.1% 46.1% 46.3%85

Operating Result Ratio – Surplus (Deficit)This ratio which expresses the operating result as a percentage of raterevenue (excluding NRM levy) indicates an operating deficit ratio of1.8% ($808,000) in 2013/2014 reducing to 0.7% ($301,000) in2014/2015.This is a significant improvement on projections in the correspondingBusiness Plan and Long Term Financial Plan documents of twelvemonths ago but still short of a return to surplus by 2014/2015 whichwas a commitment made by Council in developing the 2012/2013budget and has been re-affirmed as part of developing the 2013/2014budget.During the course of the next 12 months, Council are confident thatfurther efficiency savings and business productivity measures will beidentified and delivered such that a return to surplus by 2014/2015 willbe achieved.Net Financial Liabilities RatioThis ratio which expresses the net financial liabilities as a percentageof total operating revenue (less NRM levy) indicates a ratio of 22.6% in2013/2014 well below the 50% limit set by Council.This is forecast to increase over the coming five to six years, which isprimarily a result of investing in the reduction of Council’s infrastructurebacklog.Interest Cover RatioThis ratio which expresses net interest expense as a percentage oftotal operating income (less NRM levy and interest income) indicates aratio of 0.6% in 2013/2014 well within the maximum limit of 5% set byCouncil.Net interest costs are expected to remain well within the 5% limit for thenext 10 years even under the assumption that interest rates remain ator around current levels of approximately 6% over that time.This ratio is not only influenced by interest rates but also by the amountof debt Council has and, therefore, this ratio should always beconsidered in conjunction with the net financial liabilities ratio.Asset Sustainability RatioThis ratio which expresses the amount spent on the replacement ofassets as compared to forecast annual depreciation levels, attempts tomeasure whether Council is replacing assets at the rate at which itneeds to be (on average) to ensure consistent service delivery.It is important to note that this ratio does not measure if Council isfunding the asset replacement requirements from sustainable sources.It simply measures that Council is actually replacing assets at the rateat which they are wearing out.This ratio indicates that on average Council is spending more than theannual depreciation charge on replacement and renewal of assets, aresult of addressing the backlog of infrastructure works over the next 15years. This is consistent with Councils target of spending at least100% on average of the annual depreciation charge on replacement ofCouncil’s assets.Council will be reviewing this ratio and target as part of its FinancialSustainability Framework, particularly in relation to using depreciationas the driving measure of asset sustainability. As Council’s AssetManagement Plans develop and, in particular, as the service standardsfor those assets are identified it will become more appropriate tocompare the rate at which Council is replacing assets to the futurerequirements of the Asset Management Plans, rather than to historicdepreciation. Council exists to fund services into the future, rather thanreport profit on assets deployed in the past, and as such assetmanagement planning will play a key role in measuring Council’s assetsustainability.It is acknowledged however that in the absence of this detailed assetmanagement planning data that depreciation is the best indicatoravailable to Council at this time.86

Asset Consumption RatioThis ratio which expresses the written down value of depreciableassets as a percentage of their replacement cost measures theaverage condition of Council’s assets compared to brand new.This ratio is very low at 44.5% indicating the significant infrastructurebacklog that Council has and also reflecting the fact that City ofMitcham is an old and established Council. The ratio improves to46.3% over the forward estimates emphasising both the difficulty ininfluencing this ratio (despite working towards addressing theinfrastructure backlog), and the difficulty in using depreciation as ameasure for average asset condition. Council’s target for this ratio is tomaintain the average condition of all depreciable assets, includingbuildings between 80% and 40% of their as new condition.Council will be reviewing this ratio and target as part of its FinancialSustainability Framework and as mentioned under the previous ratiodepreciation, as calculated by the Long Term Financial Plan is ameasure of how long the asset has been in place and as such may ormay not reflect the condition of the asset. Further, the size of Council’sasset stock is such that even with an accelerated replacement programover 15 years to deal with the infrastructure backlog, this ratio is verydifficult to influence or move in any one direction. This ratio also is acombination of all asset categories, which has the potential to result inone asset category masking an issue in another.For further information on our draft Long Term Financial Plan we referyou to Councils website www.mitchamcouncil.sa.gov.au87

7.3. Budgeted Financial Statements 2013/2014Budgeted Statement of Comprehensive IncomeThe statement of comprehensive income presentsthe operating income, expenses and result. It alsopresents those amounts that are classified ascapital income and other comprehensive income. Itis based on the Model Financial Statements asrequired under the Local Government Act 1999.Amounts included within this statement are used tocalculate a number of the financial indicators thatassist in assessing our financial performance andviability over time.2012-13 2013-14FORECASTDRAFTRESULTBUDGET$'000$'000Operating income41,045 Rates 43,7621,279 Rates - NRM Levy 1,3271,403 Statutory charges 1,426471 User charges 5023,512 Grants, subsidies and contributions 4,354468 Investment income 306147 Reimbursements 140458 Other revenue 413160 Net gain - joint ventures and associates 20248,943 Total operating income 52,432Operating expenses19,157 Employee costs 20,35619,341 Materials, contracts and other expenses 20,43111,368 Depreciation and amortisation 11,647700 Finance costs 604- Net loss - joint ventures and associates -50,566 Total operating expenses 53,038(1,623) Operating surplus/(deficit) before capital amounts (606)Capital income- Asset disposal and fair value adjustments - gain (loss) -374 Amounts received specifically for new or upgraded assets 135- Physical resources received free of charge -(1,249) Net surplus/(deficit) (471)Other comprehensive incomeChanges in revaluation surplus - infrastructure, property, plant and19,795 equipment 17,238- Non-operating items - joint ventures and associates -19,795 Total other comprehensive income 17,23818,546 Total comprehensive income 16,76788

Budgeted Balance SheetThe balance sheet provides a projection of total‘community wealth’ (total equity). The balancesheet summarises our financial worth at a specificpoint in time, including assets, liabilities and netequity.Amounts included within the balance sheet areused to calculate a number of the financialindicators that assist in assessing our financialposition and viability over time.2012-13 2013-14FORECASTDRAFTRESULTBUDGET$'000$'000Current assets7,464 Cash and cash equivalents 2,0001,769 Trade and other receivables 1,87067 Inventories 69- Other non-current assets held for sale -9,300 Total current assets 3,940Non-current assets- Financial assets -18,150 Equity accounted investments in council businesses 18,352492,523 Infrastructure, property, plant and equipment 514,079- Other non-current assets -510,673 Total non-current assets 532,431519,973 Total assets 536,371Current liabilities4,668 Trade and other payables 4,7381,114 Short term borrowings 1,0861,638 Short term provisions 1,704- Other current liabilities -7,420 Total current liabilities 7,528Non-current liabilities- Trade and other payables -7,977 Long term borrowings 7,487325 Long term provisions 33892 Liability-Equity accounted investments in council businesses 928,394 Total non-current liabilities 7,91715,814 Total liabilities 15,445504,159 Net assets 520,926Equity268,057 Accumulated surplus 267,586231,921 Asset revaluation reserve 249,1594,181 Other reserves 4,181504,159 Total equity 520,92689

Budgeted Cash Flow StatementThe statement of cash flows forecasts incomingand outgoing cash for the financial year. It alsoexplains changes in the balance sheet andstatement of comprehensive income affected bycash and cash equivalents. The statement is usefulin determining the short-term viability of ourorganisation, particularly our ability to meet cashcommitments.2012-13 2013-14FORECASTDRAFTRESULTBUDGET$'000$'000Cash flows from operating activitiesReceipts48,271 Operating receipts 51,823372 Investment receipts 306Payments(38,046) Operating payments to suppliers and employees (40,640)(588) Finance payments (604)10,009 Net cash flows from operating activities 10,885Cash flows from investment activitiesReceipts374 Grants specifically for new or upgraded assets 135889 Sale of replaced assets 1,106400 Sale of surplus assets 600- Distributions received from associated entities -Payments(11,744) Expenditure on renewal/replacement of assets (14,813)(1,991) Expenditure on new/upgraded assets (2,858)(12,072) Net cash flows from investment activities (15,830)Cash flows from financing activitiesReceipts- Proceeds from borrowings 595Payments(1,123) Repayments of borrowings (1,114)(1,123) Net cash flows from financing activities (519)(3,186) Net increase (decrease) in cash held (5,464)10,650 Cash and cash equivalents at beginning of reporting period 7,4647,464 Cash and cash equivalents at end of reporting period 2,00090

Budgeted Statement of Changes in EquityThe statement of changes in equity is used to showthe movement between the equity shown in thebalance sheet at the beginning of an accountingperiod and the equity at the end of a period. It alsoprovides details of reserves currently held includingforecast movements.2012-13 2013-14FORECASTDRAFTRESULTBUDGET$'000$'000Accumulated surplus269,326 Balance at end of previous reporting period 268,057(1,249) Surplus/(deficit) from operations (471)- Share of non-operating items - joint ventures and associates -(20) Transfers to other reserves -- Transfers from other reserves -268,057 Balance at end of period 267,586Asset revaluation reserve212,126 Balance at end of previous reporting period 231,92119,795 Gain on revaluation of infrastructure, property, plant and equipment 17,238- Gain on revaluation of investment in joint ventures -Transfer to accumulated surplus on sale of infrastructure, property,- plant and equipment -231,921 Balance at end of period 249,159Property reserve2,474 Balance at beginning of period 2,474- Transfers to reserve -- Transfers from reserve -2,474 Balance at end of period 2,474Bushfire track construction174 Balance at beginning of period 19420 Transfers to reserve -- Transfers from reserve -194 Balance at end of period 194Plant reserve1,513 Balance at beginning of period 1,513- Transfers to reserve -- Transfers from reserve -1,513 Balance at end of period 1,513Works in progress reserve- Balance at beginning of period -- Transfers to reserve -- Transfers from reserve -- Balance at end of period -236,102 Total reserves 253,340504,159 Total equity 520,92691

Budgeted Uniform Presentation of FinancesThe uniform presentation of finances statementprovides a high level summary of both operatingand capital investment activities enablingcomparisons between councils.2012-13 2013-14FORECASTDRAFTRESULTBUDGET$'000$'000Operating surplus/(deficit)48,943 Operating revenues 52,432(50,566) Less: Operating expenses (53,038)(1,623) Operating surplus/(deficit) before capital amounts (606)Less: Net outlays on existing assets(11,744) Capital expenditure on renewal and replacement of existing assets (14,813)11,368 Less: Depreciation, amortisation and impairment 11,647889 Less: Proceeds from sale of replaced assets 1,106513 Net outlays on existing assets (2,060)Less: Net outlays on new and upgraded assets(1,991) Capital expenditure on new and upgraded assets (2,858)374 Less: Grants and contributions for new and upgraded assets 135400 Less: Proceeds from sale of surplus assets 600(1,217) Net outlays on new and upgraded assets (2,123)(2,327) Net lending / (borrowing) for financial year (4,789)92

ATTACHMENT 8.11. DETAILS OF KEY INITIATIVES FOR 2013/2014New and Enhanced Ongoing ServicesStormwater infrastructure improvements ($1.5 millionover 2 years)Extend stormwater systems at various locations to addressinundation and property flooding.Additional new Footpath constructionContinued works on Council’s new footpath program toplug “gaps” in Council’s footpath network.Blackwood & Mitcham Libraries RFID implementationReplace current non functioning security system with gatesand Radio Frequency Identification self check system.Mitcham Mountain Bike Trails Strategy ($980,000 over2 years)Capital and operating investment to fully implement theCity of Mitcham's Mountain Bike Trails Strategy. Thestrategy incorporates walking, horse riding and mountainbike riding. Includes an increase to the ongoing TrailsOfiicer position from 0.4 FTE to 1 FTE and theappointment of a project officer for 2 years (the costing ofwhich is included in capital).Blackwood & Mitcham Libraries WHS worksWorks required to meet WHS and Building Coderequirements at Council's existing librariesSutton Gardens landscaping upgrade - Stage 1Landscape Rectification - Sutton Gardens MitchamUpgrading of cemetery infrastructure ($160,000 over 2years)For upgrading of cemetery infrastructure - including paths,drainage and essential minor safety works ongraves/headstones/surrounds.Install new traffic control devices ($100,000 over 2years)Install minor traffic control devices such as parkingcontrols, signage & line marking to facilitate compliancewith Australian Road Rules.Netherby Reserve – install 2 sheltersFunding for 2 shelters with tables and seating at NetherbyReserve.Topdressing spreaderPurchase of a topdressing spreader for the TurfMaintenance team. This will provide opportunities forservice, safety and efficiency improvements.Mitcham cemetery maintenanceIncrease in budget for civil maintenance currently notdelivered - existing budget covers horticultural staff only.Operating*$Capital $$48,750 $500,000$12,450 $498,164$69,100 $420,000$81,450 $290,000$21,000 $200,000$11,550 $110,000$7,800 $80,000$5,250 $50,000$4,050 $30,000($5,000) $25,000$15,500 -Details of Key Initiatives for 2013/2014i

ATTACHMENT 8.1New and Enhanced Ongoing ServicesOperating*$Capital $Annual residents surveyAdditional cost allocation that allows for a changing of themethodology and overall approach to surveying ourresidents.Mobile device management consolePurchase of a Mobile Device Management Console toprovide security and administrative capability to ensuresafety for our data/information assets and applications.Trails maintenanceFunding to undertake Council/contractor maintenance thatcannot be completed by volunteers and to fund assetinspections, safety audits and coordination.Mitcham Community News Column (Messenger Press)Additional funds for increase in processing and advertisingcosts to maintain larger column once per month.$15,500 -- $15,000$10,000 -$10,000 -SUB-TOTAL $307,400 $2,218,164Incomplete new capital expenditure from 2012/2013Council has identified a new capital expenditure that willnot be completed in 2012/2013. This expenditure hasbeen removed from Council’s 2012/2013 budget and rebudgetedin 2013/2014 - Lynton Transfer Station safetyimprovements $370,000, Sturt River Lineal Park landpurchase $270,000.- $640,000TOTAL NEW AND ENHANCED ONGOING SERVICES $307,400 $2,858,164* Includes estimated ongoing operating expenses in the form of maintenance, depreciation and, ifcapital funds are borrowed, interest .Details of Key Initiatives for 2013/2014ii

ATTACHMENT 8.1Operating ProjectsEfficiency & Effectiveness program (over 3 year period)Program designed to support the organisation to;• Identify and progress improvement opportunities• Remove duplication and waste• Streamline and simplify processes• Reduce errors and variation in performance• Improve service quality and delivery within existing resourcesLibrary schematicsConsultancy Design Services Brief for Blackwood & Mitcham ActivityCentres.Tree maintenance backlogAn additional allocation to reduce the backlog of works and CustomerService Requests for pruning of street trees and removal of dead trees.Council buildings revaluation and condition auditIndependent external revaluation and condition audit of Council Buildingsto inform Asset management Planning, Insurance requirements andbuilding rationalisation considerations.Development of Stormwater Management PlansUndertake whole of catchment stormwater management planning in linewith SMA requirements including cooperation with adjoining councils.Development of Disability discrimination action planEngage consultant to undertake the preparation of a DisabilityDiscrimination Action Plan required for December 2013 appraisal againstnew Community Care Common Standards. HACC funding at risk ifRegulatory Compliance not met.Brownhill Creek – Joint NRM/City of Unley Pilot StudyPilot study of Brownhill Creek with Unley Council and NRM Board toascertain methods and standard of creek clearing & maintenance forPart B assessment.Review of residential policies including commencement ofresidential DPACompletion of Residential Strategy Review to ensure its currency andrelevance to 30 Year Plan and commence Residential Development PlanAmendment based on outcomes of Strategic Directions report.Sturt River Lineal Park Stage 3 Plan designFunding for Stage 3 design of the Sturt Lineal Park project from FrankSmith Park to the Institute building in Coromandel Valley in partnershipwith City of Onkaparinga and State Govt.Completion of review of use and management of Community Landin Colonel Light GardensCommunity consultation and revision of Community Land ManagementPlans for Colonel Light Gardens for all remaining parks & reserves.Brown Hill Creek stormwater management plan Part B assessmentFunding for additional investigations associated with Brown Hill CreekStormwater Management Plan - Part B Assessment.Public health management planCreation of Working Group to examine impacts to Council and possibilityof entering into regional plan with an adjoining Council (Cost estimatesubject to opportunities to prepare joint plan in conjunction withneighbouring Councils).Net Operating$$180,000$85,000$70,000$60,000$40,000$35,000$30,000$25,000$20,000$20,000$15,000$10,000Details of Key Initiatives for 2013/2014iii

Operating ProjectsATTACHMENT 8.1Cedar Avenue Walking trail designPrepare a design for a walking path through the Cedar Avenue Reservewhich incorporates the natural contours of the land, stabilisation and forswitch backs and details for a tender document.Bikeway Plan 2013Prepare integrated bikeway strategy including connectivity to adjoiningcouncils and with the mountain bike trails..Net Operating$$6,000$5,000SUB-TOTAL $601,000Incomplete operating projects from 2012/2013Council has identified operating project expenditure that will not becompleted in 2012/2013. This expenditure has been removed fromCouncil’s 2012/2013 budget and re-budgeted in 2013/2014 - Master Planproject for Manson Oval and Price Memorial $25,000.$25,000TOTAL OPERATING PROJECTS $626,000Details of Key Initiatives for 2013/2014iv

ATTACHMENT 8.2DRAFT 2013/2014 CAPITAL WORKS PROGRAM - RENEWALSSEALED ROADS - RENEWALSRoad Renewal (Seal, pavement and/or kerb & watertable renewal)Suburb Road From To BudgetSpringfield Hillside Rd Delamere SA Water Tanks $90,000Springfield Hillside Rd SA Water Tanks Pumping Station $53,500Mitcham High St Princes Rd Maitland St $109,500Mitcham Saunders St Waverley St Birdwood $96,500Bedford Park Burbank Av Sutton Lincoln $516,500Bedford Park Maidstone Rd South Rd Burbank Av $98,000Bedford Park Lincoln Rd South Rd Shepherds Hill Rd $111,500Colonel Light Gardens Freeling Cr Strand Windsor $103,000Colonel Light Gardens Windsor Av Freeling East Parkway $166,500Colonel Light Gardens Flinders Av Salisbury Bedford Square $107,000Lower Mitcham Coolidge Av Belmont Wattle $177,500Mitcham Pages Rd Church Rd Road Narrowing $78,000Mitcham Pages Rd Road Narrowing Road Narrowing $38,500Mitcham Pages Rd Road Narrowing Road Narrowing Hoggs Rd $81,000Kingswood Eynesbury Av Rugby East Pde $187,000Kingswood Eynesbury Av Belair Rugby $44,000Blackwood Gladstone Rd Pedestrian Refuge Brigalow Av $131,500Blackwood Gladstone Rd Shepherds Hill Rd Pedestrian Refuge $49,000Glenalta Kent Av Minnow Dr Beale Av $49,000Torrens Park Brook La Kays Rd Eli St $35,500Melrose Park Jose St Price St Rowell Rd $13,000Melrose Park Penang Av Wheaton Rd Jose St $58,000Lower Mitcham Fraser St Grange Rd Cul-de-sac $61,000Hawthorndene Suffolk Rd Kindergarten Cunard Dr $112,000Hawthorndene Suffolk Rd Cunard Dr Rankeys Hill Rd $38,500Colonel Light Gardens Doncaster Av Goodwood Road West Parkway $32,500Colonel Light Gardens Doncaster Av West Parkway Reserve $25,500Colonel Light Gardens Winchester Av Piccadilly Windsor $22,000Eden Hills Kinedana St Mill Tce Hillcrest Dr $39,500Blackwood Western Av Gratton St Brightview $40,500Belair Ardrossan Av Bowman Av Gualt Rd $29,500Belair Monash Av No.9 Ardrossan Av No.16 Monash Av (Kerb) $12,000$2,807,000Road Seal - RenewalSuburb Road From To BudgetMelrose Park Penang Av Jose St Winston Av $27,000Bedford Park Francis St Connector No.22 $14,000Bedford Park Francis St No.22 Cul-de-sac $11,500Coromandel Valley Coromandel Pde Grand Bvd (South) Craiglee $101,000Lower Mitcham Claire St Fraser Belmont St $23,500Lower Mitcham Crowder St Grange Rd Claire St $9,500Lower Mitcham Surrey Cr Fraser St Wattlebury $27,000Pasadena Babbage La Julia Cul-de-sac $25,000Westbourne Park Garden Rd Norseman Cul-de-sac $10,500Cumberland Park Bowyer Cr Avenue Rd End of road $72,000Clarence Gardens Hessian Av Avenue Rd End of road $75,000Clarence Gardens Grigg Ct Clovelly Av Cul-de-sac $7,500$403,500Road Seal - Bitumen RejuvenationSuburb Road From To BudgetWestbourne Park Almond Gr Angas Rd Constance $2,700Colonel Light Gardens Corunna Av Winston Ave Light Pl $10,500Westbourne Park Glenloth Av Angus Rd Constance $2,750Westbourne Park Olive Gr Angus Rd Constance $2,550Colonel Light Gardens Rozells Av Winston Ave Light Pl $10,550Westbourne Park Shearer Av Angas Rd Constance $3,450Mitcham Cuthbert Av Church End of Road $1,500Eden Hills Benara St Willunga St Mulga St $2,650Blackwood Glengyle Av Tester Hannaford $5,650Hawthorndene Vale Rd Rankeys Hill Rd Cul-de-sac $2,300Kingswood John St Hill St Princes Rd $2,000Eden Hills Depindo Av Shepherds Hill Rd Cul-de-sac $3,050Glenalta Gannet Av Rosella (Nth) Rosella (East) $5,550Eden Hills Mulga St Benara St Shepherds Hill Rd $700Bellevue Heights Ridgehaven Dr Highland Sargent $4,450Hawthorndene Suffolk Rd Rankeys Hill Turners Av $2,750Hawthorndene Glenberrie Pl Fair Way Intermediate Threshold $2,050Coromandel Valley Devon Dr Plymouth Av End of Road $4,700Blackwood Furness Ct Plymouth Av Cul-de-sac $1,650Craigburn Farm Dunsford St Highfield Laslett Ct Threshold $650Craigburn Farm Kaufmann Pl Highfield Turning Head $200Craigburn Farm Kaufmann Pl Turning Head Turning Head $550Craigburn Farm Verdelho St Grand Bvd Hughes $1,050Craigburn Farm Verdelho St Hughes Turning Head $1,150Craigburn Farm Verdelho St Turning Head Turning Head $700Craigburn Farm Hughes Ct Verdelho Wren $1,250Craigburn Farm Hughes Ct Wren Turning Head $900Craigburn Farm Hughes Ct Turning Head Turning Head $700Craigburn Farm Wren Ct Hughes Turning Head $650Craigburn Farm Wren Ct Turning Head Turning Head $650Craigburn Farm Dunsford St Highfield Turning Head $1,350Craigburn Farm Dunsford St Turning Head Turning Head $650Craigburn Farm Laslett Ct Dunsford Turning Head $2,050Craigburn Farm Laslett Ct Turning Head Turning Head $550Bellevue Heights University Wy Eve Rd Flinders Rd $4,750Bellevue Heights University Wy Flinders Rd St Georges (Nth) $8,550Bellevue Heights Vaucluse Cr Sargent Pd (Nth) Sargent Pd (Oval) $9,700Bellevue Heights Toorak Av University Way Sargent Pde $6,300Bellevue Heights Gorge Rd Eve Rd Cul-de-sac $16,600Bellevue Heights St Georges Tce University Way Offler $10,750Mitcham Princes Rd Torrens Waverley $3,950Colonel Light Gardens The Strand Service Road Service Road $1,950Colonel Light Gardens Lancaster Av Piccadilly Bedford Sq $9,050Colonel Light Gardens Manchester Rd Broadway Pembroke $4,800Lower Mitcham Spruce Cr Wattlebury Rd Cul-de-sac $3,450Draft 2013/2014 Capital Works Program 1

ATTACHMENT 8.2Pasadena Sommer Pl Grandview Dr Cul-de-sac $5,100Pasadena Tapson Cr Riviera Ct Cul-de-sac $1,750Pasadena Quinton Ct Redgum Cul-de-sac $4,650Pasadena Mitchell Cr Tapson Cr Cul-de-sac $3,100Pasadena Redgum Dr Pasadena Cr Cul-de-sac $8,300Pasadena Diannella Ct Tacoma Cul-de-sac $5,200Pasadena Land Cr Port Lincoln End of Road $2,350Pasadena Tarcoma Bvd Redgum Dr Cul-de-sac $6,900Pasadena Riviera Ct Tapson Cr Cul-de-sac $6,650Coromandel Valley Craiglee Dr Protea Av Diosma Dr $4,350Coromandel Valley Craiglee Dr Diosma Dr Diosma Dr Threshold $500Coromandel Valley Protea Av Diosma Dr Craiglee Dr $8,450Coromandel Valley Protea Av Craiglee Service Road Craiglee Service Road $1,200Torrens Park Cezanne Ct Belair Rd Cul-de-sac $2,850Torrens Park Barrelder Rd Belair Carruth $6,700Torrens Park Barrelder Rd Carruth Lochwinnoch $3,550Belair McGregor Ct Alta Mira Cr Cul-de-sac $5,100Belair Alta Mira Cr Sheoak Rd West Sheoak Rd East $7,050Belair Monash Av No.16 Monash Av (Kerb) Deane Av $4,150Blackwood Bens Pl Melton St Cul-de-sac $4,200Blackwood Bracken Av Chapman St Cul-de-sac $2,200Blackwood Chapman St Melton St Waite St $7,900Daw Park Aver Av Winston Av Goodwood Rd $23,050Colonel Light Gardens Richmond Av Winston Av Goodwood Rd $20,400$310,050Road To Recovery Program - Year 5 of 5Suburb Road From To BudgetTorrens Park Barretts Rd Railway Line Belair Rd $550,015$550,015Road Grant Funding Application - Special Local Roads ProgramSuburb Road From To BudgetClarence Gardens Edward St South Rd Winston Av $490,000Subject to 50% Grant Funding of $490,000 - Total Project Budget - $980,000$490,000Project Management & DesignFuture design work 2014/2015 $105,615Project Management - Contract Design $55,000Project Management - Salaries $84,250Total - Sealed Road - Renewal $4,805,430KERB & WATER TABLE - RENEWALSuburb Road From To BudgetBelair Bowman Av Gault Ardrossan $33,000Belair Bowman Av Ardrossan Yorke $96,000Belair Yorke Av Bowman Ave Gloucester Av $65,000Belair Hawker Av Clearview High St $90,000Kingswood Belair Rd Balham Ave No.70 Belair Rd $70,000Kingswood Belair Rd No.70 Belair Rd Devonshire St $17,000Kingswood Belair Rd Devonshire St Pedestrian Crossing $28,000Kingswood Belair Rd Pedestrian Crossing Seafield Av $9,000Total - Kerb & Water Table Renewal $408,000CARPARKS - RENEWALSuburb Road Location BudgetTorrens Park Belair Rd Civic Centre (131 Belair Road) $5,000Torrens Park Newark Rd Civic Centre (131 Belair Road) $10,500Clarence Gardens Winona Av Bailey Reserve $25,000Clarence Gardens Hessian Av Bailey Reserve $70,000Lower Mitcham Grange Rd Mitcham Community Centre (242 Belair Road) $95,000Melrose Park Corunna St Chellaston Reserve $7,500Various Various sites Carpark renewals $120,000Total - Carparks - Renewal $333,000BRIDGE - RENEWALSuburb Location Project details BudgetTorrens Park Ayr Avenue (Brown Hill Creek) Replace road bridge $493,500Coromandel Valley Winns Road Replace foot bridge $90,000Coromandel Valley Main Road (Carr's Bridge)Design & Project ManagementReplace foot bridge $45,000$22,000Total - Bridge - Renewal $650,500DRAINAGE - RENEWALSuburb Location Project details BudgetBelair Centre Way Upgrade/Renewal $150,000Mitcham High St / Princes Rd Relates to adjoining road works $145,000Torrens Park Barretts Rd Relates to adjoining road works $165,000Total - Drainage - Renewal $460,000FOOTPATH - RENEWALSuburb Road From To Side BudgetBedford Park Burbank Siutton Maidstone North $35,000Bedford Park Lincoln South Road Shepherds Hill Rd West $12,000Bedford Park Maidstone South Road Burbank East $12,000Bedford Park Maidstone South Road Burbank West $12,000Belair Reserve (Thorngate Dr) Thorngate Dr Pinera Station All $9,000Blackwood Main Rd Miller Tc Southern Ave West $74,000Blackwood Melton St Wentworth Cl Chapman St (Opposite) West $58,000Clapham Aboyne Rd Price Ave End (Railway line) North $13,000Clapham Pitfour Rd Price Ave End (Railway line) North $10,000Clapham Toronto Springbank Rd School Gate West $37,000Clapham / CLG Springbank Rd Catherine St Kent Rd North $187,500Clarence Gardens Ackland Av Dinwoodie Av Bideford Ave East $16,000Clarence Gardens Ackland Av Bideford Ave Leith East $16,000Clarence Gardens Ackland Av Leith Cross Rd East $15,000Colonel Light Gardens Flinders Salisbury Cr Rochester Av West $31,000Colonel Light Gardens Flinders Rochester Av Landcaster Av West $17,000Colonel Light Gardens Freeling The Strand Windsor Av East $27,000Colonel Light Gardens Portland Pl Kandahar Cr Flinders Av TBA $35,000Cumberland Park Bowyer Avenue Rd Cul-de-sac All $28,000Cumberland Park Edward St Winston Av Goodwood Rd North $165,000$244,865Draft 2013/2014 Capital Works Program 2

ATTACHMENT 8.2Cumberland Park Narinna Goodwood Rd Winston Av TBA $110,000Eden Hills Willunga St Shepherds Hill Rd Willowie St North $115,000Glenalta Walkway (Sylvan/Sunvalley) Sylvan Way Sun-Valley Dr All $28,000Hawthorn Belair Rd Hampton St No.68-70 Belair Rd West $107,000Kingswood Ashbourne Av Rugby St Culdesac North $80,000Kingswood Elphyne Rd Truro Av School Gate TBA $31,000Kingswood Eynesbury Belair Rd East Pde North $55,000Lower Mitcham Coolidge Belmont St Wattle Av North $29,000Lower Mitcham Price Gort Av Catherine St East $22,000Lynton Barretts Rd Beagle Tce Seaview Rd North $20,000Lynton Barretts Rd Gowrie St Belair Rd North/West $65,000Melrose Park Bennet Av South Rd Winston Av TBA $125,000Melrose Park Rozelle Av South Rd Winston Av TBA $110,000Mitcham Old Belair Rd Barr St Cemetery North $39,000Netherby Rentoul Ave Delamere Ave Montrose Av West $18,000Netherby Rentoul Ave Montrose Av Netherby Av West $18,000Netherby Rentoul Ave Netherby Av Claremont Ave West $18,000Panorama Boothby St Goodwood Rd Shepley Ave South $39,000Panorama Boothby St Ontario Eliza Pl South $17,000Panorama Frontenac Av Strathconna Av Daniels Rd TBA $75,000Panorama Shepley Av Boothby St End West $28,000Panorama Tafquin St O'Neil St House No 22 (Opposite Reserve) West $33,000St Marys Ayliffs Road No.33 Ayliffs Rd Norman North $32,000St Marys South Rd Daws Road Southern Ave East $66,000St. Marys Comaum St Pinn St Benjamin Tce TBA $23,000St. Marys Kiana St Benjamin St Dorene St North $20,000St. Marys Kiana St Benjamin St Dorene St South $20,000St. Marys Paul St Quinlan Ave Brookman Ave East $25,000St. Marys Pinn St Comum St Southern Av TBA $31,000St. Marys Southern Av Pinn St Benjamin St North $16,000St. Marys Southern Av Benjamin St Dorene St North $20,000Torrens Park Belair Rd Kays Rd Alton Ave East $17,000Torrens Park Belair Rd Alton Ave John Fisher Dr East $27,000Torrens Park Paisley Ave Lochwinnoch Rd End (Footbridge) North $27,500Westbourne Park Richmond Rd Goodwood Rd Warwick North $66,000Project Management (Salaries) $77,670Total - Footpath - Renewal $2,459,670BUS SHELTERSSuburb Location Project details BudgetVarious Bus Shelter Replacement $65,000Total - Bus Shelters - Renewal $65,000PLAYGROUNDSSuburb Location Project details BudgetColonel Light Gardens Mortlock Park Reinstate equipment removed for safety reasons (joint with school) $25,000Kingswood Balham Reserve Equipment renewal $70,500Daw Park Crozier Avenue Reserve Equipment renewal $45,000Total - Playground - Renewal $140,500OPEN SPACE & RESERVESOpen Space & ReservesSuburb Location Project details BudgetVarious Various Replace park furniture, seating & tables - allocation $55,000Various Various Replace signage on open space areas - allocation $15,000Various Various Replace fencing - allocation $41,000Mitcham Mitcham Cemetery Pave internal roadways $27,500Belair Windy Point Lookout Lighting renewal $18,000Belair Windy Point Lookout Fencing Renewal $12,000Various Various Trails and Cycleways $10,000$178,500Tennis Courts - RenewalSuburb Location Project details BudgetKingswood Balham Reserve Repaint/refurbish Court 4 $11,000Kingswood Balham Reserve Renew courts 8 & 9 (in conjunction with Mercedes College) $46,000Denman Denman Tennis Club Refurbish courts $30,000$87,000Sports OvalsSuburb Location Project details BudgetBlackwood Blackwood Hill Oval Oval surface renewal $20,000Colonel Light Gardens Mortlock Park Oval surface renewal $20,000Various Various Irrigation systems renewals - allocation $25,000$65,000Sports LightingSuburb Location Project details BudgetHawthorn Price Memorial Oval Renew/upgrade sports lighting $125,000Total - Open Space & Reserves - Renewal $455,500COMMUNITY BUILDINGSSports Facilities & BuildingsMitcham WA Norman Res (clubrooms) Vestibule replacement $8,000Kingswood Kingswood Sports & Social Club Kitchen Upgrade $15,000Denman Denman Community Centre Upgrade $30,000Colonel Light Gardens Mortlock Park (clubrooms) Kitchen upgrade; carpet replacement $30,000Hawthorn Price Memorial Oval (clubrooms) Air Conditioning renewal $20,000Clarence Gardens Clarence Gardens Bowling Club Refurbish kitchen $15,000Blackwood Southern Suburbs/Cumberland Utd Replace hot water system $10,000Hawthorn Air Force Assoc Bowling Club DDA ramp; air conditioning renewal $20,000$125,000$148,000Draft 2013/2014 Capital Works Program 3

ATTACHMENT 8.2Community BuildingsSuburb Location Project details BudgetMitcham Mitcham Cultural Village Acoustic tiles; access card readers $25,000Mitcham Mitcham RSL External painting $5,000Blackwood Blackwood Community Club Foyer upgrade; asbestos removal; automatic door $45,000Lower Mitcham Mitcham Community Centre Air conditioning (Main Hall & Rooms 2, 3, 6 and 7) $50,000Mitcham Mitcham Historic Barn Refurbish remaining rooms $20,000Hawthorn Mitcham Library Replace ducting and facia; external painting $35,000Westbourne Park Westbourne Park Senior Citzens Heating; accessible toilet $35,000Blackwood Blackwood Recreation Centre Replace airlock door; external painting $40,000Westbourne Park Westbourne Park Memorial Refurbish toilet; air conditioning; replace gutters & eaves $55,000Blackwood Blackwood Bowling Accessible toilet $20,000Westbourne Park Richmond Road Memorial External painting $10,000Colonel Light Gardens Penang Hall Repair cracking; painting $20,000Blackwood Hannaford Barn Refurbish woodwork; pest control $5,000Lower Mitcham Mitcham Railway Station Fencing; construct fire proof wall $10,000Eden Hills Eden Hill Scouts Asbestos removal; plumbing $20,000Blackwood Blackwood Kindergarten Asbestos removal $7,000Total - Community Buildings - Renewal $550,000CIVIC BUILDINGSSuburb Location Project details BudgetTorrens Park CIVIC CENTRE Replace Carpet $80,000Torrens Park Civic Centre Replace air conditioning $210,000$402,000OTHERTotal - Civic Buildings - Renewal $290,000Suburb Location Project details BudgetLynton/Eden Hills Lynton & Eden Hills Landfills Contingency for additional gas monitoring probes $20,000Additional buillding works being identified to reflect restructure of programmedVarious Various maintenance/renewal funding allocation$200,000FLEET & PLANT REPLACEMENTMajor Fleet - RenewalTotal - Other - Renewal $220,000Location Project details BudgetDepot Isuzu FRR500 Cab/Chassis Tipper $115,900Depot Isuzu FVR950 3-way Tipper $140,000Depot Isuzu NPR400 Water Tanker $96,700Depot John Deere ride-on mower 72" $39,800Depot John Deere ride-on mower 72" $39,800Depot Isuzu FVZ1400 6x4 (Domestic Waste) $337,800Depot Isuzu FVZ1400 6x4 (Domestic Waste) $337,800Depot Isuzu FVZ1400 6x4 (Domestic Waste) $337,800Depot Isuzu FVZ1400 6x4 (Domestic Waste) $337,800Depot Karcher Steam Cleaner $6,100Depot 10 utes & vans $311,200$2,100,700Major Fleet Renewal (Carry Forward Items from 2012/13)Location Project details BudgetVarious 3 vehicles ordered in 2012/13; delivery in 2013/14 $502,300Minor Fleet - Renewal$502,300Location Project details BudgetVarious 20 passenger vehicles, utes or vans $730,600$730,600Minor Fleet - Renewal (Carry Forward Items from 2012/13)Various 3 vehicles ordered in 2012/13; delivery in 2013/14 $91,254Consumable Plant$91,254Location Project details BudgetDepot Air blowers, chain saws, brushcutters (11 off) $14,000$14,000Total - Fleet and Plant - Renewal $3,438,854OFFICE FURNITURE & EQUIPMENTOffice Furniture & EquipmentInformation SystemsLess trade values- Major Fleet -$561,500- Major Fleet (carryovers) -$76,800- Minor Fleet -$432,100- Minor Fleet (carryovers) -$35,480-$1,105,880Net Fleet Cost $2,332,974Location Project details BudgetCommunity Centres Various office furniture & equipment $80,000Civic Centre / Depot Various office furniture & equipment $50,000$130,000Location Project details BudgetVarious PC Replacement $80,000Various Laptop Replacement $10,000Various Mobile Device Renewal $10,000Civic Centre Server Room WAN Migration $10,000Civic Centre Server Room MS Exchange Server Upgrade $20,000Civic Centre Compliance PDA & Printer Renewal $10,000Civic Centre Server Room Server Room UPS $15,000Civic Centre Server Room Server/Switch Upgrade $15,000Mitcham Library Server Room LMS Server Renewal $15,000$185,000Total - Furniture & Office Equipment $315,000Draft 2013/2014 Capital Works Program 4

ATTACHMENT 8.2$221,1002013/14 CAPITAL WORKS PROGRAM - RENEWAL $14,812,554DRAFT 2013/2014 CAPITAL WORKS PROGRAM - NEWFOOTPATHS - NEWSuburb Road From To Side BudgetBedford Park Shepherds Hill Road Sturt Road Bridge Sturt Road Connector West $87,436Torrens Park Belair Rd Cemetery Eli St (opposite) West $37,500Hawthorndenbe Cunard Dr Glasgow Av Scroop Rd TBA $42,500Hawthorndene Scroop Rd Acheron Av Cunard Dr TBA $42,500Belair The Ridgeway Penno Pde North Monash Av TBA $32,500Glenalta Lowan Av Rosella Av Californian Av TBA $57,500Glenalta Californian Cr Lowan Av Upper Sturt Rd TBA $60,000Belair Thorngate Dr Monalta Dr Pinera Station walkway TBA $60,000Belair Grevillea WyProject ManagementGloucester Av Banksia Dv TBA $62,500$15,728Total - Footpaths - New $498,164TRAFFIC CONTROL - NEWSuburb Road Project details BudgetVarious Various Install new traffic control devices $50,000Total - Traffic Control - New $50,000STORMWATER DRAINAGE - NEWSuburb Location Project detailsVarious Various Extend stormwater systems to address inundation. $500,000Total - Stormwater Drainage - New $500,000PLAYGROUNDS - NEWSuburb Location Project details BudgetNilTotal - Playground - New $0OPEN SPACE & RESERVES - NEWSuburb Location Project details BudgetMitcham Mitcham Cemetery Upgrading of cemetery infrastructure $80,000Various Hills Face Deliver Mitcham Mountain Bike Trails strategy $290,000Mitcham Sutton Gardens Sutton Gardens landscaping upgrade - Stage 1 $110,000Total - Open Space & Reserves - New $480,000CIVIC BUILDINGS - NEWSuburb Location Project details BudgetNilTotal - Civic Buildings - New $0COMMUNITY BUILDINGS - NEWSuburb Location Project details BudgetBlackwood/Mitcham Blackwood & Mitcham Libraries WHS/Building Code upgrades $200,000Blackwood/Mitcham Blackwood & Mitcham Libraries RFID implementation $420,000Total - Community Buildings - New $620,000COMMUNITY LAND - NEWSuburb Location Project details BudgetCoromandel Valley Sturt River/Minno Creek Land purchase Sturt River Lineal Park (carry forward item from 2012/13) $270,000Total - Community Land - New $270,000Less external contribution -$135,000OTHER BUILDING STRUCTURESSuburb Location Project details BudgetNetherby Netherby Reserve Install 2 shelters $30,000Total - Other Building Structures - New $30,000INFORMATION SYSTEMS - NEWLocation Project details BudgetCivic Centre Server Room Mobile Device Management Console $15,000Total - Information Systems - New $15,000WASTE MANAGEMENT - NEWSuburb Location Project details BudgetLynton Lynton Transfer Station Transfer station WHS safety improvements (carry forward item from 2012/13) $370,000Total - Waste Management - New $370,000FLEET & PLANT REPLACEMENT - NEWHeavy Fleet - NewLocation Project details BudgetDepot Topdressing Spreader $25,000Light Fleet - NewNil$25,000Total - Fleet & Plant - New $25,000$0TOTAL 2013/14 CAPITAL WORKS - NEW $2,858,164Draft 2013/2014 Capital Works Program 5

ATTACHMENT 8.3RATING CHANGES SUMMARYCouncil is proposing a number of rating changes in 2013/2014 as part of the Business Plan whichare:• An increase in the General (residential) rate of 5.25%; and• An increase in the Commercial / Industrial rate from 1.8 to 1.9 times the General(residential) rate; and• An increase in the rate for Vacant Land from 1.0 to 1.9 times the General (residential)rate.A summary of the effects of these changes is shown below with more detailed commentaryfollowing thereafter.2012/2013 2013/2014Valuation Rates Paid Valuation Change%ApproxRates Paid*Change%Average Residential $483,603 $1,354 TBD TBD $1,425 5.25%Average Commercial/ Industrial$685,590 $3,454 TBD TBD $3,837 11.1%Average Vacant Land $360,341 $1,009 TBD TBD$2,017Capped at12.5% =$1,13599.9%Capped at12.5% =12.5%* Note: A 12.5% annual cap applies to eligible properties under Council’s Rating PolicyIn addition to the above proposed rating changes, Council has also agreed to a request from theBlackwood Business Network to consult on the potential introduction of a separate rate onbusinesses within the Blackwood Business Precinct to fund the ongoing costs of their BlackwoodSafety and Security Program. Further detail on Council’s proposed changes to rates for2013/2014 appears below, as does further information in relation to the potential separate rateproposed by the Blackwood Business Network, to be levied on Businesses within the BlackwoodBusiness Precinct to fund the ongoing costs of their Blackwood Safety and Security Program.Increase in General (Residential) rate of 5.25%For 2013/2014 Council is proposing a general rates increase of 5.25% to cover the cost increasesof existing service delivery to the Community, cover additional costs and legislative requirementsimposed on Council by State and Federal Governments and also to improve service deliverythrough the introduction of a number of new and enhanced services in a financially sustainableway. These include an additional $1.5 million capital investment in local storm water floodingsolutions (with associated ongoing costs) and a $980,000 capital investment to implement theMitcham Mountain Bike Trails Strategy (with associated ongoing costs).A general rate increase of 5.25% will mean that the average residential property will pay around$71 per annum more than the average residential property did in 2012/2013.Rating Changes Summaryi

ATTACHMENT 8.3Without the new and enhanced services relating to local storm water flooding and the mountainbike trails it is possible to limit the general rates increase to 5% which would mean the averageresidential property would pay around $68 per annum more than in 2012/2013.Commercial / Industrial rate increase from 1.8 to 1.9 times the General (Residential) rateFor 2013/2014 Council is also proposing to increase the differential rate applied to commercialand industrial properties from 1.8 times the general (residential) rate to 1.9 times the general(residential) rate. This is to reflect the significant impact that businesses have on Council's costsrelating to road and transport infrastructure and stormwater drainage in conjunction with thenotion that commercial ratepayers pay rates from pre-tax revenue and have the ability to passtaxation costs onto consumers.This proposed change does not affect Council’s existing rating structure which already comprisesa differential rate for commercial / industrial and will affect around 1297 properties resulting in anaverage rate increase of approximately $383 in 2013/14.AverageCommercial/Industrial2012/2013(@ 1.8 times)Valuation RatesPaid2013/2014(@ 1.9 times)Valuation RatesPaidValuationChange %Rates$685,590 $3,454 TBD $3,837 TBD 11.1%Vacant Land rate increase from 1.0 to 1.9 times the General (Residential) rate* Subject to annual maximum increase of 12.5% in line with Council’s Rating PolicyReason for the proposed change:As part of the 2013/2014 budget Council is proposing to move the vacant land category from thecurrent general rate to a differential rate of 1.9 times the general (residential) rate, equivalent tothat applicable to commercial / industrial properties. The purpose of the higher differential rate onvacant land is to provide an incentive to encourage development in the Council area and torecognise the cost of the surrounding infrastructure which is the same as that provided todeveloped residential allotments, including the ability to access the same services.Council believes a more equitable environment will be possible where vacant land owners arediscouraged from speculating (seeking future commercial gains) rather than developing the landfor the benefit of the whole community.Relationship of the proposed change to the Council’s overall rates structure:This proposed change does not affect Council’s existing rating structure which already comprisesa differential rate for commercial / industrial and this change is simply moving vacant land fromone rate (the general rate) to the other (the differential rate)Likely impact:Approximately 484 vacant land properties will be affected by this change resulting in an averagerate increase of $126 in 2013/14 after providing a rates cap which will limit the increase to 12.5%.An illustration based on a vacant land property subject to the average rate, and the application ofthe rates capping for 2013/2014 is provided below.Rating Changes Summaryii

ATTACHMENT 8.3AverageVacant Land2012/2013 2013/2014RatesPaidRatesRaised12.5%Annual CapRatesPayableChange%$1,009 $2,017 ($882) $1,135 12.5%The increase in the differential will be phased in over several years and will attract a cap of 12.5%for the 2013/2014 financial year subject to the eligibility criteria except in instances where:a) The Vacant Land has not been rated previously, i.e. new land division; orb) The ownership of the Vacant Land has changed since 1 July 2013.The rate capping rebate will be calculated based on the amount of general rates payable in2013/2014 (after capping) and will exclude the Natural Resources Management Levy and anySpecial or Separate rates applicable.Potential separate rate for businesses in the Blackwood Business Precinct for theBlackwood Safety and Security Program, as proposed by the Blackwood BusinessNetwork.Council has agreed to a request from the Blackwood Business Network, to consult on thepotential introduction of a separate rate that would be levied on businesses within the BlackwoodBusiness Precinct, as defined by the Blackwood Business Network in the map below. Thisseparate rate would be for the purpose of funding the ongoing costs associated with thecontinuation of their existing Blackwood Safety and Security Program owned and managed by theBlackwood Business Network.The Blackwood Business Network has been undertaking a trial operation of their BlackwoodSafety and Security Program through the installation and monitoring of over 20 CCTV units across8 sites of the Blackwood Business Precinct and the employment of a guard patrol.The Blackwood Business Network funded the investment and installation of these CCTV units viaa grant from the Federal Government. Now that the CCTV structure and guard patrol is in placeand the Program is operational there are on-going costs that need to be funded. The BlackwoodBusiness Network recently approached Council seeking support for the introduction of a separateCouncil rate to be applied to businesses within the "Blackwood Business Precinct" to fund theseongoing costs. Council has agreed to consult on the introduction of a separate rate prior tomaking a decision as part of finalising the 2013/2014 Business Plan.The Blackwood Business Network has advised that the estimated annual ongoing costs of theProgram is $91,500 to which Council has added a cost of $10,000 in relation to administering andmanaging the generation and collection of the rate, making a total of $101,500. This amountwould be raised via a separate rate across approximately 261 commercial premises within theBlackwood Business Precinct, as defined by the Blackwood Business Network (refer map below).A separate rate is a rate levied in addition to the normal Council rates that apply to a property. Allfunds raised by the separate rate must be used only for the specified purpose.Under Section 154 of the Local Government Act 1999 (as amended) Council can levy a separaterate for such a purpose, being an activity intended to be of particular benefit to both the businessowners and occupiers of and visitors to the defined area of the Blackwood Business Precinct, asshown in the map below. The program itself is solely owned and managed by the BlackwoodBusiness Network and not administered by Council.Rating Changes Summaryiii

ATTACHMENT 8.3Relationship of the proposed change to the Council’s overall rates structure:The proposed changes do not affect Council’s existing rating structure but add an extra separaterate on the rates notice for the businesses affected by this new separate rate. In accordance withSection 154(9) of the Local Government Act (as amended), the rates notice issued to the affectedbusiness will specify the purpose for which this rate is declared, the basis on which it is declared,the amount payable for the financial year and the period for which the rate will apply.Likely impact:This new separate rate will be applied to approximately 261 properties (as shown on the mapbelow) and for 2013/2014 will raise $101,500 to fund the Blackwood Business Network’sBlackwood Safety and Security Program. All funds raised by the separate rate must be used onlyfor the specified purpose.It is important to note that this separate rate will be levied on the businesses within the BlackwoodBusiness Precinct, as defined by the Blackwood Business network in the map below, in additionto the proposed increase in Council’s commercial rate, from 1.8 times to 1.9 times the general(residential) rate.There are essentially three options in relation to how the separate rate could be imposed.1. A fixed flat charge that equally applies to all properties within the area regardless of size orvaluation. Under this option to raise $101,500 across 261 properties would require eachproperty to pay approximately $389.2. A rate based on the valuation of each commercial property within the defined area. Basedon current valuations (which are yet to be finalised for the 2013/14 rating year) the averagecommercial valuation within the separate rate area (as defined in map below) is $543,000. Aproperty with this valuation would incur a separate rate of approximately $389. Othervaluations would incur different amounts as indicated below;• Lowest valuation $50,000 – approximately $36pa• Low valuation $200,000 – approximately $143pa• Average Valuation $543,000 – approximately $389pa• High valuation $2,100,000 – approximately $1,516pa• Highest valuation $6,670,000 – approximately $4,784pa3. A tiered approach where properties are divided into groups based on valuation with eachgroup paying a different fixed amount. This is a proportionate charging methodology that theAct permits the Council to utilise. An example below is provided based on 5 groupings:Group 1 (valuations up to $150,000) – approximately $128paGroup 2 (valuations $150,000 to $250,000) – approximately $256paGroup 3 (valuations $250,000 to $500,000) – approximately $384paGroup 4 (valuations $500,000 to $1,000,000) – approximately $513paGroup 5 (valuations over $1,000,000) – approximately $641paIn view of the above, Council is consulting the community as part of the Draft Business Planand is also consulting the Blackwood businesses directly on the potential introduction of aseparate rate, levied only on businesses in the Blackwood Business Precinct (as identifiedin the map below) to fund the ongoing costs of the Blackwood Safety and Security Program.Rating Changes Summaryiv

ATTACHMENT 8.3The results of the consultation will be brought back to Council to be considered as part ofthe adoption of the 2013/2014 Business Plan and declaration of 2013/2014 rates.Below is a map indicating the area that the Blackwood Business Network has advised Council asthe area to be covered by their Blackwood Security and Safety Program and therefore subject tothe imposition of the separate rate.Rating Changes Summaryv

ATTACHMENT 8.4RATING POLICY STATEMENT2013/20141. PREAMBLEThe City of Mitcham develops and adopts a Rating Policy Statement on an annualbasis which determines the principles surrounding the setting and collection of ratesfrom its community. In determining its rating structure for 2013/2014, the City ofMitcham has taken into account the impact of the rates structure on key strategicdocuments including Council’s Strategic Management Plan, Annual Business Planand Long Term Financial Plan.2. PURPOSEThe purpose of this policy statement is to outline the principles used by the City ofMitcham in determining the rating policy for the 2013/14 financial year. It also assistsin complying with the requirements of the Local Government Act 1999 (the Act) andin particular Section 123 which requires a Council to prepare an Annual BusinessPlan which sets out the rates structure and policies for the financial year and isadopted in conjunction with the declaration of rates.3. SCOPEThe Policy applies to all properties within the City of Mitcham.4. PRINCIPLES4.1. Relationship Between Strategic Management Plans, Budget andRate StructureIn setting its rates for the 2013/14 financial year Council has considered itsrelationship to the Council’s Strategic Management Plans and Budget.Section 122 of the Local Government Act 1999 (as amended) requirescouncils to develop and adopt Strategic Management Plans that identify thecouncil’s objectives for its area over a period of at least four years. The LocalGovernment Act 1999 (as amended) also prescribes that councils mustundertake a comprehensive review of its Strategic Management Plan withintwo years after each general Council Election. Councils must ensure thatmembers of the public have a reasonable opportunity to be involved in thedevelopment and review of these plans.Council has undertaken an extensive consultation process with thecommunity, Council staff and key stakeholders on the Draft StrategicManagement Plan. This included a consultation survey, online feedback aswell as a public hearing. Feedback received was incorporated into the draftStrategic Management Plan and Council adopted its Strategic ManagementPlan ‘Planning for Tomorrow’s Community Today’ on 26 March 2013.The Strategic Management Plan focuses on sustainability to ensure that theneeds of both current and future communities are met by achieving healthyecosystems, strong communities and productive economies through theirintegrated and long-term management. The Strategic Management Planincludes the following broad goal areas:1. Accessible City2. Liveable City3. Inclusive and Capable Community4. Healthy EnvironmentRating Policy Statementi

ATTACHMENT 8.45. Enterprising City6. Excellence in Government,which in turn includes the following objectives of:• Financial Sustainability,• Service Efficiency and Effectiveness,• Good Governance,• People and Workplace Culture,• Customer Focus, and• Council Reputation.The goal areas are intrinsically linked to ensure that achievements in one areaare not at the expense of those in another.Under each goal area is a series of objectives and under each objective aseries of strategies that guide Council’s Annual Business Plan and Budget.The Annual Business Plan details the key activities, targets and performanceindicators for the priority strategies which will be reported annually.In setting its annual budget and rates for the 2013/2014 financial year, theCouncil has taken into consideration:• The competing demands of community priorities that have emerged duringthe consultation process, i.e. the imperative of maintaining existinginfrastructure;• That it is the custodian of significant community assets held and managedon behalf of the local community and future generations;• The need for significant capital works to replace and upgradeinfrastructure assets;• The obligation to operate as effectively and efficiently as possible;• The need to reassess the use and viability of community facilities; and• The impact of rates on all sectors of the community including:o householders and businesses.o the broad principle that the rate in the dollar should be the same for allproperties except where there is clearly a different level of servicesavailable to ratepayers, or some other circumstance which warrantsvariation from the broad principle. Council has addressed this throughthe application of differential rates on commercial, industrial andvacant land properties – refer to the section entitled “DifferentialRates”.o the community surveying it has undertaken over the last 10 yearswhich show a clear preference for maintaining services overmaintaining rates.o that while it wishes to minimise rate increases, it believes it is moreimportant to strike a rate which ensures that it leaves those communityassets in an equal or better condition than it received them and whichmaintains existing services.Rating Policy Statementii

ATTACHMENT 8.44.2. ValuationMethod of ValuationCouncil may adopt one of three valuation methodologies to value theproperties in its area. They are:• Capital Value: the value of the land and all of the improvements on theland.• Site Value: the value of the land and any improvements whichpermanently affect the amenity of use of the land such as drainage works,but excluding the value of buildings and other improvements.• Annual Value: valuation of the rental potential of the property.The Council has decided to continue to use capital value as the basis forvaluing land within the Council area. The Council considers that this methodof valuing land provides the fairest method of distributing the rate burdenacross all ratepayers on the following basis:• The equity principle of taxation requires that ratepayers of similar wealthpay similar taxes and ratepayers of greater wealth pay more tax thanratepayers of lesser wealth;• Property value is a relatively good indicator of wealth and capital value,which closely approximates the market value of a property and providesthe best indicator of overall property value; and• The distribution of property values throughout the Council area is suchthat few residential ratepayers will pay an increase significantly greaterthan the increase in average rates.Adoption of ValuationsCouncil has adopted the valuations made by the Valuer-General as providedto Council on (to be updated after consultation once valuations are finalised).If a ratepayer is dissatisfied with the valuation made by the Valuer-General,the ratepayer may object to the Valuer-General in writing, within 60 days ofreceiving the notice of the valuation, explaining the basis for the objection,provided they have not:(a) previously received a notice of this valuation under the LocalGovernment Act 1999 (as amended), in which case the objection periodis 60 days from the receipt of the first notice; or(b) previously had an objection to the valuation considered by the Valuer-General.It is to be noted, however, that regardless of the 60 day limitation period forlodging an objection to the valuation, the Valuer-General may, for goodreason, determine to accept an objection lodged outside this time period.The address of the Office of the Valuer-General is:State Valuation OfficeGPO Box 1354ADELAIDE SA 5001Email: lsgobjections@saugov.sa.gov.auPhone: 1300 653 345Rating Policy Statementiii

ATTACHMENT 8.4Please note that Council has no role in this process. It is also important tonote that the lodgement of an objection does not change the due date for thepayment of rates.Notional ValuesCertain properties may be eligible for a notional value under the Valuation ofLand Act 1971 where the property is the principal place of residence of aratepayer. This can relate to certain primary production land or where there isState heritage recognition. A notional value is generally less than the capitalvalue and this will result in reduced rates, unless the minimum rate alreadyapplies. Application for a notional value must be made to the State ValuationOffice.4.3. Council’s Revenue Raising PowersAll land within a council area, except for land specifically exempt (eg Crownland, Council occupied land and other land prescribed in the LocalGovernment Act 1999 (as amended) – refer Section 147 of the Act), israteable. The Local Government Act 1999 (as amended) provides for acouncil to raise revenue for the broad purposes of the council through ageneral rate, which applies to all rateable properties, or through differentialgeneral rates, which apply to classes of properties.In addition, Council can raise separate rates for specific areas of the Councilor service rates or charges for specific services. Council also raises revenuethrough fees and charges that are set giving consideration to the cost of theservice provided and any equity issues.The list of applicable fees and charges is available at the City of Mitchamoffices, the Mitcham Library and the Blackwood Library. Addresses for theselocations are included on the first page of the Rating Policy.Consideration of Issues of Consistency and Comparability AcrossCouncil AreasInsofar as relevant Council, in setting its rates, has considered the levels ofrates in the Adelaide metropolitan area and particularly in neighbouringcouncil areas such as Unley, Burnside and Marion.Land Against Which Rates May Be AssessedRates are assessed against:• Any piece or section of land subject to separate ownership or occupation.• All land subject to separate occupation, eg tenancy apportionments in ashopping centre or units will be subject to a separate rate.• Any aggregation of contiguous land subject to the same ownership oroccupation.• All contiguous land i.e. a house with adjoining allotment used as part ofthe residential property, or two shops being used as one will be assessedas being contiguous and therefore will not attract a minimum rate.Council relies on information from the Valuer-General for this process.Rating Policy Statementiv

ATTACHMENT 8.44.4. Differential RatesThe Act allows Councils to ‘differentiate’ rates based on the use of land, thelocality of land, the use and locality of the land or on some other basisdetermined by Council. The City of Mitcham applies different rates on thebasis of land use.Council has reviewed the differential rates to apply for 2013/2014 and hasincreased the rate applicable for commercial / industrial properties from 1.8times to 1.9 times the residential rate in the dollar to apply from 2013/2014.(subject to community consultation)Council has also reviewed the differential rates to apply for Vacant Land anddetermined that the differential rate to be applied to vacant land will be thesame rate that is applied to commercial/industrial properties.(subject to community consultation)The following differential general rates will apply for 2013/2014:• TBA cents in the dollar on capital value of rateable land of Category 1(Residential), Category 7 (Primary Production), Category 9 (Other)• TBA cents in the dollar on capital value of rateable land in Category 2(Commercial – Shop), Category 3 (Commercial – Office), Category 4(Commercial – Other), Category 5 (Industry – Light), Category 6 (Industry– Other), Category 8 (Vacant Land).Land use as determined in the Local Government (General) Regulations 1999under the Local Government Act 1999 (as amended), is used as the factor toapply differential rates. If ratepayers believe that a particular property hasbeen incorrectly classified as to its land use, then they may object (to Council)to that land use within 60 days of being notified. A ratepayer may discuss thematter with a Rates Officer on 8372 8888 in the first instance. Council willprovide, on request, a copy of Section 156 of the Local Government Act 1999(as amended), which sets out the rights and obligations of ratepayers inrespect of objections to a land use classification.Objections to Council’s decision may be lodged with the Chief ExecutiveOfficer, City of Mitcham, PO Box 21, Mitcham Shopping Centre, Torrens Park,SA 5062. The objection must be made within 60 days of receiving notice ofthe land use classification, and set out the basis for the objection and detailsof the land use classification that (in the opinion of the ratepayer) should beattributed to that property.Council also may, for good reason, accept an objection to a land useattribution outside of the 60 day period.Council will make a decision on the objection as it sees fit and will then notifythe ratepayer.A ratepayer also has the right to appeal against Council’s decision to the Landand Valuation Court. It is important to note that the lodgement of an objectiondoes not change the due date for payment of rates.4.5. Minimum RateSection 158 of the Local Government Act 1999 (as amended) provides thatcouncils may adopt a minimum rate.Rating Policy Statementv

ATTACHMENT 8.4Council believes that the adoption of a minimum rate recognises that eachrateable property within the City benefits from a minimal level of service andshould therefore make a minimum level of contribution to Council’s revenue.The minimum rate is levied against the whole of an allotment (including landunder a separate lease or licence) and only one minimum rate is leviedagainst two or more pieces of adjoining land owned by the same owner andoccupied by the same occupier. The reasons for imposing a minimum rateare that Council considers it appropriate that all rateable properties make acontribution to:• The cost of administering the Council’s activities; and• The cost of creating and maintaining the physical infrastructure thatsupports and underpins the value of each property.Council has a policy to set its minimum rate at a level not exceeding 65% ofthe average rate of all rateable properties. With an average rate of allrateable properties this year of $ TBA the minimum rate has been fixed at $TBA. Hence, the minimum rate represents $ TBA of the average rate of allrateable properties.The minimum rate will affect TBA% of rateable properties.4.6. Natural Resources Management LevyThe Council is in the Adelaide and Mount Lofty Ranges Natural ResourcesRegion and is required under the Natural Resources Management Act 2004 tofund the operations of the Adelaide and Mount Lofty Ranges NaturalResources Management Board. For 2013/2014 the Board has advisedCouncil that the amount of $TBA is required to be collected from ratepayers. Itdoes so by imposing a separate rate of TBA cents in the dollar against allrateable properties in the Council area. Council is operating as a revenuecollector for the Adelaide and Mount Lofty Ranges Natural ResourcesManagement Board in this regard and does not retain this revenue.4.7. Business Impact StatementCouncil considers the impact of rates on all businesses in the Council area.In doing so, Council considers and assesses the following matters:• The demand made on Council services by commercial and industrialusers as a proportion of rate revenue.• Council’s Strategic Management Plan and those priorities relating tobusiness development mentioned above.• Specific Council projects for the coming year that will solely or principallybenefit businesses.• Preference for local suppliers where price, quality and service provisionare comparable to suppliers outside the Council area.• Current local, state and national economic conditions and expectedchanges during the next financial year. The expectation is that relativelylow rates of inflation (2.5%-3%) and current levels of interest rates willprevail (5%-6%).• Changes in the valuation of commercial and industrial properties incomparison to residential properties.Rating Policy Statementvi

ATTACHMENT 8.44.8. Concessions, rebates, capping and postponement of ratesRate ConcessionsThe State Government, in providing equity across South Australia in this area,funds a range of concessions on council rates. The concessions areadministered by various State agencies that determine eligibility and pay theconcession directly to Council on behalf of the ratepayer. Concessions areavailable only on the principal place of residence.Ratepayers who believe they are entitled to a concession should not withholdpayment of rates pending assessment of an application by the StateGovernment as penalties apply to overdue rates. A refund will be paid to aneligible person if Council is advised that a concession applies and the rateshave already been paid in full.• ConcessionsConcessions are granted by the State Government and administered bythe Department for Communities and Social Inclusion (DCSI). You maybe able to receive a State Government concession on the amount of yourcouncil rates of up to $190 per year (or up to $100 per year if you are aState Seniors Card holder).• EligibilityYou may be eligible if you:• Own or part own your home, and it is your principal place ofresidence on the date that the council rates account is payable forthat financial year.• Are responsible for paying the rates on that property.• Hold a Pensioner Concession Card or Department of Veterans AffairsGold Card (TPI, EDA or War Widow), or receive an eligible paymentfrom Centrelink * or the Department for Veterans Affairs (on orbetween the issue date and up to 14 days after the due date of therelevant account).• Can demonstrate that you are on a low income ** (i.e. your grossincome is below the low income limits applied by the Department forFamilies and Communities). Note: Your spouse or domestic partner’sincome is also assessed for this purpose.• Have a State Seniors Card. Note: For married couples or domesticpartnerships, if only one person holds a State Seniors Card, the otherpartner must not work more than 20 hours per week in paidemployment.• How to apply***Eligible Centrelink payments are: Newstart Allowance, Sickness Allowance, WidowAllowance, Youth Allowance, Partner Allowance, Parenting Payment Partnered,Bereavement Allowance, Special Benefit, Exceptional Circumstances Payments,Community Development Employment Project (CDEP), New Enterprise IncentiveScheme, ABSTUDY, Austudy.For more information about low income provisions telephone the Concessions Hotlineon 1800 307 758.Rating Policy Statementvii

ATTACHMENT 8.4State Government Concession• Apply online at www.dcsi.sa.gov.au/concessions• Print out a completed application form and post to the concessions"Reply Paid" address (no postage stamp required).• Email: concessions@dcsi.sa.gov.au• Concessions Hotline: 1800 307 758You can use the same form to apply for a concession on your energybills. If you own or part own your home, you can also use the form toapply for a concession on your water and sewerage rates.Self-Funded Retiree Council Rate ConcessionApplication forms can be downloaded from www.revenuesa.sa.gov.au.Alternatively, phone RevenueSA on 1300 366 150 and arrange to havean application form sent to you by mail. Completed application forms canbe posted to RevenueSA, Property Services, GPO Box 1647, AdelaideSA 5001.Phone the Concessions Hotline or email DCSI for further information oradvice. If you have a hearing or speech impairment please use the texttelephone service on TTY - 8226 6789.Important: Your council rates should be paid in accordance with the duedates shown on the notice as penalties apply to overdue rates.Rate RebatesThe Local Government Act 1999 (as amended) requires Council torebate rates payable on specific use of land. Further information is setout in Attachment 3 to this Policy.Rate CappingTo provide relief against what would otherwise amount to a substantialchange in rates payable from one year to the next due to rapid changesin valuation or changes in Council policy, a rate capping rebate will beapplied to all properties under Section 166(1) (l) of the Local GovernmentAct 1999 (as amended). The rate capping rebate will be applied eitherby Council of its own initiative, where the Council is in possession ofsufficient information to determine entitlement to the rebate or otherwiseon application to Council.A rebate will be granted, subject to the eligibility criteria below, such thatthe increase in rates payable in any one year is limited to a maximum of12.5%. Rate capping rebates will not be subject to a formal applicationand will be deducted from the first rate notice. If you believe you areeligible for a rate capping rebate and it has not been automaticallygranted, an application can be made by 31 December 2013 for the2013/2014 financial year.Rating Policy Statementviii

ATTACHMENT 8.4For properties other than Vacant Land, the rate capping rebate will notapply, and therefore the full rates amount will be payable, where:a) Any such increase in general rates is due or partly due to an increasein valuation of the land in the assessment because of improvementsmade to it (development) worth more than $25,000.b) Any such increase in general rates is due or partly due to a change inland use for the land in the assessment between that declared for the2013/2014 financial year and that declared for the 2012/2013financial year; orc) The ownership of the rateable property has changed since 1 July2012.For Vacant Land, the rate capping rebate will not apply, and therefore thefull rates amount will be payable, where:a) The Vacant Land has not been rated previously, i.e. new landdivision; orb) The ownership of the Vacant Land has changed since 1 July 2013.The rate capping rebate will be calculated based on the amount ofgeneral rates payable in 2012/2013 (inclusive of capping) and willexclude the Natural Resources Management Levy and any Special orSeparate rates applicable.Remission of RatesSection 182 of the Local Government Act 1999 (as amended) permitsCouncil, on the written application of a ratepayer, to partially or whollyremit rates or to postpone rates on the basis of hardship. Where aratepayer is suffering hardship in paying rates he / she is invited tocontact the Senior Officer Rating Services on 8372 8856 to discuss thematter. Such inquiries are treated confidentially by the Council.Flexible Rate Payments SchemeAny ratepayer who may, or is likely to experience difficulty in meeting thestandard payment arrangements of Council is invited to contact theSenior Officer Rating Services to discuss alternative paymentarrangements. Late payment fines and interest may apply. All suchenquires will be treated confidentially by Council.Rate Deferral SchemeSection 182 (1) (a) and (2) of the Local Government Act 1999 (asamended) provides for the postponement of rates if Council is satisfiedthat the payment of these rates would cause hardship.Council may on written application and subject to a ratepayersubstantiating the hardship, to the satisfaction of Council, considergranting a postponement of payment of rates in respect of anassessment on the condition that a ratepayer agrees to pay interest onthe amount affected by the postponement at the "prescribed percentage"Rating Policy Statementix

ATTACHMENT 8.4as defined in the Local Government Act 1999 (as amended), and that theratepayer also satisfies the following criteria:a) The property is the principal place of residence of the ratepayer andis the only property owned by the ratepayer.b) The property has been owned by the ratepayer:(i)(ii)for a minimum of 10 years; orfor a minimum of five years with an immediately previouscontinuous ownership within the City of Mitcham of five years asthe principal place of residence.c) The ratepayer is able to satisfy one of the following:(i)(ii)Produce a Pension Card from Centrelink; orProduce a Pension Card from Veteran Affairs; or(iii) Produce a TPI Pension Card from Veteran Affairs; or(iv) Can demonstrate to Council that he / she is a self-funded retireeand earning less than $25,000 per annum.Postponement of Rates Scheme for State Seniors Card HoldersSection 182A of the Local Government Act 1999 (as amended) providesfor postponement of rates on the principal place of residence by seniorswho meet the eligibility criteria, make application and hold a currentSeniors Card. The amount which can be postponed is any amountgreater than $500 ($125 per quarter) less any concession entitlement. Inaccordance with Section 182A (12) interest will accrue on the postponedbalances at a rate which is 1% above the cash advance debenture rate.The accrued debt is payable on disposal or sale of the property. Furtherinformation is set out in Attachments 1 and 2 to this policy.4.9. Payment of ratesFrequency of Payment of RatesCouncil rates are due quarterly on 16 September, 16 December 2013, 17March and 16 June 2014. Council offers a discount of 1% for the payment ofthe full year’s rates by 16 September 2013.Methods of Paying Rates• BPayPayment may be made by phone and the internet through a bank, CreditUnion or Building Society. A financial institution must be contacted to makethis payment from cheque, savings or credit card accounts.• Australia PostPayment may be made at any Australia Post Office with a “One Stop BillPay” service. Present the notice at the Post Office.• CentrepayCentrepay is a direct bill paying service offered to customers receivingpayments from Centrelink. The rate payment is deducted from yourCentrelink payment before it goes into your bank. The minimum paymentRating Policy Statementx

ATTACHMENT 8.4amount is $10 per fortnight. Call Centrelink on your normal paymentnumber or register online. Forms are also available from Council.• TelephonePayment may be made by calling 1300 303 201 for an Interactive VoiceResponse (IVR) Service. This payment option is by credit card only.• InternetPayment may be made via the internet by accessing Council’s website atwww.mitchamcouncil.sa.gov.au - select “Rate Payments” in the OnlinePayments box and follow the prompts. This payment option is by creditcard only.• MailBy Cheque only. Made payable to: City of Mitcham and marked ‘NotNegotiable’. Attach the tear off slip and send to:City of MitchamPO Box 21Mitcham Shopping CentreTORRENS PARK SA 5062Receipts will not be issued unless requested.• In PersonPresent the rate notice at the Customer Service Centre:City of Mitcham131 Belair RoadTORRENS PARK SA 5062EFTPOS and credit card facilities are available at the Council Office. DebitCards, Visa and MasterCard may be used, however, no cash out facility isavailable.Any ratepayer who may, or is likely to, experience difficulty with meeting thestandard payment arrangements is invited to contact Rating Services todiscuss alternative payment arrangements. Such enquiries are treatedconfidentially by Council.Late Payment of RatesThe Local Government Act 1999 (as amended) provides that councils imposea penalty of a 2% fine on any payment for rates, whether instalment orotherwise, that is received late. A payment that continues to be late is thencharged a prescribed interest rate, set each year according to a formula in theLocal Government Act 1999 (as amended), for each month it continues to belate.The purpose of this penalty is to act as a genuine deterrent to ratepayers whomight otherwise fail to pay their rates on time, to allow councils to recover theadministrative cost of following up unpaid rates and to cover any interest costCouncil may meet because it has not received the rates on time.Council allows a further three working days after the due date for payment asa grace period. Fines are payable under the Local Government Act 1999 (asRating Policy Statementxi

ATTACHMENT 8.4amended), but Council will remit this amount if payment is received within thethree days grace period. Thereafter fines for late payment are fully imposed.Council is prepared to remit penalties for late payment of rates whereratepayers can demonstrate hardship.Council issues a final notice for payment of rates when rates are overdue ieunpaid by the due date. Should rates remain unpaid more than 21 days afterthe issue of the final notice then Council refers the debt to a debt collectionagency for collection. The debt collection agency charges collection fees thatare recoverable from the ratepayer.When Council receives a payment in respect of overdue rates the Councilapplies the money received as follows:• first – to satisfy any costs awarded in connection with court proceedings;• second – to satisfy any interest costs;• third – in payment of any fines imposed; and• fourth – in payment of rates, in chronological order (starting with the oldestaccount first).Sale of Land for Non Payment of RatesThe Local Government Act 1999 (as amended) provides that a council maysell any property where the rates have been in arrears for three years ormore. Council is required to notify the owner of the land of its intention to sellthe land, provide the owner with details of the outstanding amounts, andadvise the owner of its intention to sell the land if payment of the outstandingamount is not received within one month.Overpayment of RatesCouncil is required, pursuant to provisions in the Local Government Act 1999(as amended), to refund balances that are in credit as a result of anoverpayment of rates. In some instances interest may be calculated on thesecredit balances.Council will not refund amounts less than $20 due to the administrative costsassociated with processing refunds. In these instances the credit balance willbe applied against the next instalment of rates. If a request for refund issought based on grounds of hardship the refund will be made irrespective ofthe minimum ($20) balance requirement.4.10. Changes to Assessment RecordsAll changes to postal address of a ratepayer / owner and changes ofownership of a property must be notified promptly to Council in writing.4.11. Application of the PolicyWhere a ratepayer believes that Council has failed to properly apply thispolicy it should raise the matter with the Council. In the first instance contactthe Senior Officer Rating Services on 8372 8856 to discuss the matter. If,after this initial contact, a ratepayer is still dissatisfied they should write to MrMatthew Pears, Chief Executive Officer, City of Mitcham, PO Box 21, MitchamShopping Centre, Torrens Park SA 5062.Rating Policy Statementxii

ATTACHMENT 8.44.12. DisclaimerA rate cannot be challenged on the basis of non compliance with this policyand must be paid in accordance with the required payment provisions.5. ATTACHMENTSAttachment 1 – Postponement of Rates Scheme - for State Seniors Card HoldersAttachment 2 – Application for Postponement of rates for seniorsAttachment 3 – Rate RebatesRating Policy Statementxiii

ATTACHMENT 8.4Attachment 1 of Rating Policy StatementPOSTPONEMENT OF RATES SCHEME FORSTATE SENIORS CARD HOLDERSInformation Sheet (LGA 32018)Over the past several years significant and, in some areas, uneven movement in propertyvalues has caused a substantial redistribution of council rates amongst ratepayers withinsome council areas. In response, councils have implemented flexible paymentarrangements and where appropriate rate capping measures. However some seniors,many of whom are pensioners, have found it difficult to pay their council rates. Even thoughthey own property and are “asset rich”, their low income means they are “cash poor”.The Local Government Act 1999 (as amended) provides the option for State Seniors CardHolders to apply to postpone on a long-term basis part of their council rates. The deferredamount is subject to a monthly interest charge, with the accrued debt being payable on thedisposal or sale of the property. However, the debt may be paid earlier at the ratepayer’sdiscretion.Who is eligible to apply for postponement of rates?A ratepayer who holds or is in the process of applying for a State Seniors Card may applyfor postponement of a portion of the council rates payable on property they own or arebuying if it is their principal place of residence (that, is the place lived in most of the time)and if no other person other than their spouse has an interest as owner of the property.How much equity do I need to have in the property?If you have a current mortgage over the property, which was registered prior to 25 January2007, you are required to have at least 50% equity in your property. If you currently haveany mortgages or encumbrances on the property registered before that date you will need toobtain a statement from your financial institution, which indicates the maximum credit limitsecured by the mortgage to include with this application form.If you have a mortgage that was registered after 25 January 2007 there is no restrictions onthe level of equity held.Will my existing State Seniors Card or Pensioner Concession still apply?The postponement of rates option does not affect any existing entitlement to a State SeniorsCard or Pensioner Concession and / or council remission on your Council rates.How much of the total rates can be postponed?At least $500 of the total council rates bill must be paid, but an application can be made forany amount in excess of $500 to be postponed. The minimum amount of $500 will bereduced by your State Seniors Card Concession and / or council remissions if applicable,unless agreed otherwise. You may pay the amount due in four quarterly instalments in thesame way that the total amount of annual rates are payable. An example follows.Rating Policy Statement – Attachment 1 – Postponement of Rates Scheme for State Seniors Card HoldersI

ATTACHMENT 8.4Total rates amount $1500.00Minimum amount payable $ 500.00Your concession $ 190.00You pay$ 310.00 (or $77.50 per quarter)Amount of rates postponed $1000.00What is the interest rate?Interest is calculated and compounded monthly on the postponed rate debt. The interestrate is prescribed in the Local Government Act 1999 (as amended) and is set annually on 1July, and may vary from year-to-year. By way of example, during the 2012/2013 ratingperiod the charge would be based on an interest rate of 6.5% per annum.A simple example of how the charge is applied.Mr Senior’s total council rates amount for the 2012/2013 rating period is $1500.00. MrSenior deducts his Pensioner Concession of $190.00 from the amount of $500 he must pay.That means he will pay $310.00 and postpone the remaining balance of $1000.00.Mr Senior then pays the $310.00 over four quarterly instalments.The total charge on the $1000.00 rates postponed for the 2013/2014 rating period will be6.5% per annum or 0.54% monthly (that is, 6.5% divided by 12). Interest will becompounded on a monthly basis. At the end of June 2014, the amount of interest accruedon the postponed rates amount of $1000.00 will be $66.97 and the total amount of thepostponed rate debt as at that date will be $1066.97.If Mr Senior decides to postpone rates in the subsequent year, the charge would be appliedto $1066.97 (the initial $1000 rate postponed plus $66.97 interest accrued) in the 2013/2014rating period plus the amount or rates postponed in the 2014/2015 rating period.You can talk to the Rating Officer at Council for an explanation of how your quarterlypayments and monthly charge would be calculated on the amount of rates you wish topostpone, and the exact amount of charges that would apply.How do I keep track of what I owe to Council in postponed rates?You will receive a statement with each rates notice which sets out:• the amount or postponed rates;• the interest accrued; and• advice of your ongoing entitlement to postpone future rates, or to pay off the debt at anytime prior to the disposal or sale of the property.The statement may be in the form of a separate notice or may be included on your quarterlyrates notice.You may also talk to the Council’s Rating Officer at any time if you have any queries or wantadditional information.Rating Policy Statement – Attachment 1 – Postponement of Rates Scheme for State Seniors Card HoldersII

ATTACHMENT 8.4Can payment of Council rates be postponed year after year?Payment of your council rates may be postponed for one year only, or for any number offuture years. Postponement of your council rates will continue automatically in eachsubsequent year after your initial application is approved, until either the property is sold ordisposed of, you no longer meet the eligibility criteria for postponement, or you adviseCouncil that you do not want to continue with the arrangement to postpone rates.Council may issue an annual declaration form with the annual rates notice to check you arestill eligible and that you wish to continue to postpone future rates.You may choose to pay off all or any portion of the postponed rates debt at any time if yourfinancial circumstances change.How does my eligibility change, and what do I need to do then?Your eligibility changes if you move out of your home, or are no longer entitled to have aState Seniors Card.When your eligibility changes you must inform the Council in writing within six months. Inthese circumstances you are no longer entitled to postpone future rates. However, thepostponed amount and accrued interest is not payable until the date of disposal of theproperty.The agent or broker who is organising the sale, disposal and settlement of your property willask you to sign a form, which advises of the requirement to, and authorises payment of alloutstanding Council rate charges at the time of settlement.Is there anything else I need to know?The rates debt and interest accrued will decrease the value of your equity in the property atthe time of disposal or sale.Seniors are encouraged to seek independent financial advice prior to making the decision topostpone rates. You may also like to discuss the option with a family member, beneficiariesor another person you trust.Remember, you can choose to pay off the postponed rates debt and accrued interest at anytime if your financial circumstances change.How do I apply for postponement of rates?You will be required to complete an application form to enable Council to assess yourapplication and to verify your eligibility.Please contact the Senior Rating Officer at the Council office to arrange a convenient timeand place to discuss your application and lodge your application form. This will provide anopportunity for you to obtain more information about the Postponement of Rates Scheme,the conditions that will apply, and for any questions or concerns you might wish to discuss.Further information about the Postponement of Rates Scheme for Seniors is available onlineat: http://www.localgovt.sa.gov.au/seniorsRating Policy Statement – Attachment 1 – Postponement of Rates Scheme for State Seniors Card HoldersIII

ATTACHMENT 8.4Attachment 2 of the Rating Policy StatementPOSTPONEMENT OF RATES SCHEME FORSTATE SENIORS CARD HOLDERSAPPLICATION FORMRatepayers who hold a State Seniors Card are now able to apply to Council topostpone payment of council rates on their principal place of residence. Thisapplication form will enable Council to assess your eligibility to postpone the paymentof your rates. Please also refer to the explanatory notes overleaf.Please contact the Council office to arrange a convenient time and place to discussyour application and lodge your application form.Contact Name:(if different to the applicant)Telephone:Appointment – Date and Time:Place:Name of State Seniors CardHolder:State Seniors Card Number:Applicants Name:(if not same ‘as above’)Property Address forPostponement of Rates:Postal Address:Telephone:Are there currently mortgages over the property registered prior to 25 January 2007?(Please tick the relevant box below). YesIf yes, please attach a statement from the financial institution indicating the maximumcredit limited secured by the mortgage. NoIf no, please attach a copy of the Certificate of Title.Rating Policy Statement – Attachment 2 – Application Form for Postponement of Rates Scheme for StateSeniors Card HoldersI

ATTACHMENT 8.4DeclarationIt is an offence for a person or body to make a false or misleading statement orrepresentation in an application or to provide false or misleading information orevidence in support of an application made (or purporting to be made) under the Act.Please complete the declaration below to affirm that the information provided on theapplication is correct.• I declare that the above property is the principal place of residence of the StateSeniors Card Holder and / or spouse (that is, the property lived in most of the time).• I declare that I am either the State Seniors Card Holder or his / her spouse.• I declare that no person other than the State Seniors Card Holder and / or his / herspouse has an interest as an owner in the property.• I declare that I have been informed and understand the conditions which apply tothe postponement of rates scheme.• I declare that the information I have provided on this application form, to the best ofmy knowledge, is true and correct.Owner / Applicant’s Name:Signature:Date:Witness Name (optional):Signature:Date:Rating Policy Statement – Attachment 2 – Application Form for Postponement of Rates Scheme for StateSeniors Card HoldersII

ATTACHMENT 8.4Explanatory Notes1. You are eligible for postponement of rates if:• You are a State Seniors Card Holder (or have applied for the card); and• The property is your principal place of residence (where you live most of thetime); and• No other person, other than your spouse, has an interest as an owner of theproperty.2. If you have a current mortgage over the property, which was registered prior to 25January 2007, you are required to have at least 50% equity in your property. Ifyou currently have any mortgages or encumbrances on the property registeredbefore that date you will need to obtain a statement from your financial institution,which indicates the maximum credit limit secured by the mortgage to include withthis application form.3. A minimum amount of $500 of the annual rates must be paid, but any concessionentitlement you have will be deducted from the $500 minimum amount unless youindicate otherwise, eg:Total rates amount $1500.00(inclusive of fees and charges)Minimum amount payable $ 500.00Your concession $ 190.00You pay $ 310.00Amount of rates postponed $1000.004. The interest rate which will apply to the amount of rates postponed is prescribedin the Local Government Act 1999 (as amended) Section 182A(12). Interest willbe charged and compounded monthly on the total amount postponed, until thedebt is paid. For the 2013/2014 rating period the interest rate prescribed is 6.5%per annum.5. The accrued debt including interest is payable at the time of disposal or sale ofthe property. However, you have the discretion to pay all or any part of the debtat an earlier time.6. You must inform Council in writing within six months if your eligibility changes.For example, if you move out of your home or are no longer entitled to have aState Seniors Card.Note: A $5000 maximum penalty applies for failure to inform Council in writingwithin six months of the change in eligibility [Local Government Act 1999 (asamended) Section 182A(8)].7. Council will provide information about the postponed rates debt, and the interestaccrued with future rate notices.Note: It is unlawful to make a false or misleading statement in your application.A $10,000 maximum penalty applies [Local Government Act 1999 (as amended)Section 182A(9)].Assessment of Your ApplicationYour application will be assessed and if approved, arrangements for the postponementof a portion of your council rates will be confirmed in writing to you and all owner / s ofthe property. If your application is denied, you will be advised in writing of the reasonsfor the denial. In this event, you will have the right to ask for a review of Council’sdecision.Rating Policy Statement – Attachment 2 – Application Form for Postponement of Rates Scheme for StateSeniors Card HoldersIII

ATTACHMENT 8.4Attachment 3 of the Rating Policy StatementRATE REBATESCouncil is required to rebate rates on specific land. This policy will assist Council as adecision making function and is intended to provide guidance to the community as to thematters that Council will take into account in deciding an application for a rebate.Specific provisions are made for land used for health services, community services,religious purposes, public cemeteries, the Royal Zoological Society and educationalinstitutions.The policy also sets out the type of land use for which Council must grant a mandatoryrebate of rates and the percentage amount applicable, and those types of land usewhere Council has the ability to grant a discretionary rebate of rates. Rebates will onlybe available when the applicant satisfies the requirements under both the LocalGovernment Act 1999 (as amended) and, where appropriate, the requirements of thispolicy.Mandatory RebatesMandatory rate rebates will be granted by Council at the prescribed rate in accordancewith Sections 159 to 165 of Local Government Act 1999 (as amended).• S160: Health Services 100% Rebate• S161: Community Services 75% Rebate (this section now applied to HousingAssociations and Cooperatives)• S162: Religious Purposes 100% Rebate• S163: Public Cemeteries 100% Rebate• S164: Royal Zoological Society of SA 100% Rebate• S165: Educational Purposes 75% RebateWhere Council is satisfied from its own records, or from other sources, that a person orbody meets the necessary criteria for a mandatory rate rebate, Council will grant therebate accordingly.Where Council is not satisfied it will require the person or body to lodge an application inaccordance with this policy.Where a person or body is entitled to a mandatory rate rebate of 75% only, Council mayincrease the rebate up to a further 25%.Council may grant this further 25% rebate upon application.Discretionary RebatesCouncil may apply discretionary rebates under Section 166 of the Local Government Act1999 (as amended).Rating Policy Statement – Attachment 3 – Rate RebatesI

ATTACHMENT 8.4Council currently provides discretionary rebates for Council owned land that is leased orlicensed by sporting bodies and various community organisations.Council may also provide a discretionary rebate to community service organisations thatoccupy land that would otherwise be exempt or non rateable.Eligibility for a rebate is based on the provision of evidence, to Council's satisfaction, thatsignificant community service has been, and continues to be provided to the communityby that organisation.Applications for a discretionary rebate by community services organisations underSection 161 of the Local Government Act 1999 (as amended) must be in writing andrequire the following information and documentation to be provided:• A Statutory Declaration signed by an officer of the organisation, who has theappropriate delegated authority, attesting to eligibility under the Local GovernmentAct 1999 (as amended). Council has Statutory Declarations prepared in a specificformat and these must be used when applying for a rebate. These forms will besupplied upon application to Council’s Senior Officer – Rating Services on 83728856.• A copy of the organisation’s Constitution.• A set of financial statements or documentation that confirms the applicant providescommunity services without charge or for a charge that is below the cost to the bodyof providing the services – eg an auditor’s letter of confirmation.• Any other documentation applicable to support the application.Council, having addressed issues of equity arising from circumstances where ratepayersclaim to provide or maintain infrastructure that might otherwise be provided ormaintained by the Council, has decided there will be no adjustment to the rates payableunless exceptional circumstances can be demonstrated.In this context, infrastructure provided by retirement villages for the use of their residentsupon the land owned and / or occupied by the villages will, therefore, generally not beeligible for a rebate of rates.Council will advise an applicant for a rebate of its determination of that application in duecourse, after receiving the application and receiving all information requested by theCouncil. The advice will state if the application has been granted, the amount of therebate; or if the application has not been granted, the reasons why.With regard to prescribed discretionary rate rebates Council will take into account, inaccordance with Section 166(1a) of the Local Government Act 1999 (as amended), thefollowing matters:• The nature and extent of Council services provided in respect of the land for whichthe rebate is sought, in comparison to similar services provided elsewhere in theCouncil’s area;• The community need that is being met by activities carried out on the land for whichthe rebate is sought;• The extent to which activities carried out on the land, for which the rebate is sought,provides assistance or relief to disadvantaged persons ; and• Such other matters as Council considers relevant.Rating Policy Statement – Attachment 3 – Rate RebatesII

ATTACHMENT 8.4Council may take into account other matters considered relevant by Council including,but not limited to, the following:• Why there is a need for financial assistance through a rebate;• The level of rebate (percentage and dollar amount) being sought and why it isappropriate;• The extent of financial assistance, if any, being provided to the applicant and / or inrespect of the land by Commonwealth or State agencies;• Whether the applicant has made / intends to make applications to another Council;• Whether, and if so to what extent, the applicant is or will be providing a service withinthe Council area;• Whether the applicant is a public sector body, a private not-for-profit body or aprivate for profit body;• Whether there are any relevant historical considerations that may be relevant for allor any part of the current Council term;• The desirability of granting a rebate for more than one year;• Consideration of the full financial consequences of the rebate for Council;• The time the application is received;• The availability of any community grant to the person or body making the application;• Whether the applicant is in receipt of a community grant; and• Any other matters and policies of Council, which Council considers relevant.Council may grant a rebate of rates on such conditions as Council thinks fit.Council may, for proper cause, determine that an entitlement to a rebate of rates underthe Local Government Act 1999 (as amended) no longer applies.The Chief Executive Officer has delegated authority from Council to assess allapplications for rebates or remissions. The Chief Executive Officer advises Council ofhis assessment of each application and prepares an annual report of all applications.Rating Policy Statement – Attachment 3 – Rate RebatesIII