Fees & Charges Information · 2009-05-22 · - Secretary / Administration Clerk $23.00 per hr -...

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Fees & Charges Information

Budget 2008-2009

47

COMMITTEES AND

DESCRIPTION OF FEES & CHARGES

2008-2009 FEE (EX GST)

FEE INCLUSIVE OF GST

(IF APPLICABLE)

ESTIMATED INCOME

DESCRIPTION OF HOW FEE IS CALCULATED

CORPORATE & GOVERNANCE RATES

Rates Instalment Fee

Rates Instalment Scheme Fee $15.00 per application - 65,000 Statutory Cost Recovery

Rates Instalment Scheme Interest 5.5%pa as per LGA 1995 - 55,000 Statutory Cost Recovery

Rates Enquiry Fee

Ownership details $10.00 per enquiry - 12,000 Cost Recovery

Land Information Certificates / Zoning details

Fee is now charged directly by relevant sections Cost Recovery

Settlement Agents Enquiry Fee $10.00 per property - Statutory Cost Recovery

Rates General Fees

Rates Penalty Interest 11%pa as per LGA 1995 - 45,000 Statutory Cost Recovery

Legal costs Cost of recoverable legal expenses

Cost of recoverable legal expenses plus GST where

required

18,000 Statutory Cost Recovery

Legal document preparation fee $20.00 per document $22.00 per document 2,000 Benchmarked

Alternative arrangements (requested after due date of original notice)

$30.00 per assessment $33.00 per assessment 3,000 Benchmarked

Rates statements/Rate Notice copies $15.00 per copy $16.50 per copy 2,000 Benchmarked

Rate Book Extract (hard copy only) $250.00 per copy - 1,000 Statutory Cost Recovery

Electoral Rolls (Hard Copy Only)

Set of 4 Wards $30.00 per copy - 3,000 Statutory Cost Recovery

Individual Wards $10.00 per copy - Statutory Cost Recovery

Other

Emergency Services Levy Administration Fee

Determined by FESA Determined by FESA 40,000 Statutory Cost Recovery

BRB Administration Fee Determined by legislation - 6,000 Statutory Cost Recovery

BCITF Administration Fee Determined by legislation - Statutory Cost Recovery

Credit Card Surcharge for all payments made by credit card

Credit card merchant fee as applicable at the time

of payment.

Credit card merchant fee as applicable at the time of

payment plus GST.

30,000 Benchmarked Cost Recovery

Deferred Rates Interest Determined by legislation Determined by OSA 21,000 Statutory Cost Recovery

Advertising Cost Recovery Actual cost/rebate Actual cost/rebate plus GST 40,000 Cost Recovery

Miscellaneous Leases and Property Management fees

As per agreements As per agreements 532,860 Cost Recovery

MARKETING & COMMUNICATION

Rent / Lease Charges Cost of Leased Equipment

Cost of Leased Equipment plus GST

Cost Recovery

Stallholder applications (City Fair)

General Stalls 3,000

- Community Groups $25.00 GST Inclusive Cost Recovery

- Private Individuals $65.00 GST Inclusive Cost Recovery

Budget 2008-2009 Fees & Charges Continued

48

COMMITTEES AND


2008-2009 FEE (EX GST)

FEE INCLUSIVE OF GST

(IF APPLICABLE)

ESTIMATED INCOME

DESCRIPTION OF HOW FEE IS CALCULATED

CORPORATE & GOVERNANCE

- Commercial Traders $100 GST Inclusive Cost Recovery

Food Stalls

- Community $40 GST Inclusive Cost Recovery

- Private Individuals $80 GST Inclusive Cost Recovery

- Commercial $150 GST Inclusive Cost Recovery

Rides

- Animal Rides $85.00 GST Inclusive Cost Recovery

Other Rides

- Sat & Sun $305.00 GST Inclusive Cost Recovery

- Sunday Only $155.00 GST Inclusive Cost Recovery

- Additional rides $55.00 each GST Inclusive Cost Recovery

Stallholder applications (Autumn River Festival)

Variety Stalls $40.00 GST Inclusive Cost Recovery

GOVERNANCE

Freedom of Information

- Application Fee (non personal information)

$30.00 - 500 Statutory Cost Recovery

- Per Hour Labour $30.00 - Statutory Cost Recovery

- Per A4 Copy $0.20 Statutory Cost Recovery

Sale of Council Minutes

- Council Meeting Agenda / Minutes – per copy

$37.50 - Statutory Cost Recovery

- Plus Postage $4.00 GST inclusive Cost Recovery

LIBRARY PHOTOCOPYING

Black / White A4 -per copy (inc. computer printing)

$0.20 GST inclusive 4,000 Cost Recovery

Black / White A3 - per copy $0.40 GST inclusive Cost Recovery

Colour A4 - per copy $2.50 GST inclusive Cost Recovery


Overhead - colour per copy $3.00 GST inclusive Cost Recovery

Overhead - black per copy $2.00 GST inclusive Cost Recovery

GENERAL PHOTOCOPYING – ORGANISATION (PLANS, MAPS OR DOCUMENTS)

Black / White A4 - per copy $0.30 GST inclusive 20,000 Cost Recovery

Black / White A3 - per copy $0.40 GST inclusive Cost Recovery

Black / White A2, A1 & A0 - per copy $10.00 GST inclusive Cost Recovery




49

COMMITTEES AND DESCRIPTION OF FEES &

CHARGES

2008-2009 FEE (EX GST)

Fee Inclusive of GST

(if applicable)

ESTIMATED INCOME

Description of how Fee is calculated

COMMUNITY & STATUTORY SERVICES

PLANNING DEPARTMENT

Development Applications 560,000

- Preliminary Comment on proposals prior to formal lodgement

$50.00 - Statutory

Section 40 (Liquor Licensing) Requests $50.00 - Statutory

Determination of development application where the estimated cost of the development is:

- not more than $50,000 $ As per the maximum fee prescribed under the Planning and Development (Local Government Planning Fees) Regulations 2000

- Statutory

- more than $50,000 but not more than $500,000

As per the maximum fee prescribed under the Planning and Development (Local Government Planning Fees) Regulations 2000

- Statutory

- more than $500,000 but not more than $2.5 million


- Statutory

- more than $2.5 million but not more than $5 million


- Statutory

- more than $5 million but not more than $21.5 million

As per the maximum fee prescribed under the Town Planning (Local Government Planning Fees) Regulations 2000

- Statutory

- more than $21.5 million As per the maximum fee prescribed under the Planning and Development (Local Government Planning Fees) Regulations 2000

- Statutory

Request for minor amendment to an approved development

$50.00 - Statutory

Request for major amendment to an approved development

50% of regular fee with a minimum of $100

- Statutory

Fees for Sign Applications

- Signage less than or equal to 4 sqm $50.00 - Statutory

- Signage greater than 4 sqm $100.00 - Statutory


50


CHARGES

2008-2009 FEE (EX GST)


(if applicable)

ESTIMATED INCOME



Provision of a subdivision clearance:

- not more than 5 lots As per the maximum fee prescribed under the Planning and Development (Local Government Planning Fees) Regulations 2000

- Statutory

- more than 5 lots but not more than 195 lots

As per the maximum fee prescribed under the Town Planning (Local Planning and Development (Local Government Planning Fees) Regulations 2000

- Statutory

- more than 195 lots As per the maximum fee prescribed under the Planning and Development (Local Government Planning Fees) Regulations 2000

- Statutory

Rechecking of clearance of conditions – inspection fee

(applies where clearance has been previously checked and condition has not complied with and new inspection is required)

$25.00 - Statutory

Application for approval of home occupation

No fee -

Application for change of use or for change or continuation of a non-conforming use where development is not occurring

$235 and, if the change of use of the alteration or extension or change of the non-conforming use has commenced,

an additional amount of $470 by way of penalty

- Statutory

Advertising

- “SA” and “AA” uses $150.00 - Statutory

Orders & Requisitions & Advice – As per maximum fee prescribed by Town Planning (Local Planning and Development (Local Government) Planning Fees) Regulations 2000

- Zoning $59.00 - 12,000 Statutory

- Landuse/History $59.00 - 15,000 Statutory

Publications

- Scheme Text for TPS 14 $25.00 $27.50 200 Cost Recovery

- Scheme Report for TPS 14 $15.00 $16.50 Cost Recovery

- Scheme Map for TPS 14 $20.00

($3.00 ea for colour A3 size sheet)

$22.00

($3.30 ea for colour A3 size sheet)

Cost Recovery

- Housing Strategy Map $4.00 each $4.40 each Cost Recovery

Town Planning Scheme Amendments

- Director / City Planner As per the maximum fee prescribed under

the Planning and Development (Local

Government Planning Fees) Regulations 2000

- 3,500 Statutory


51


CHARGES

2008-2009 FEE (EX GST)


(if applicable)

ESTIMATED INCOME



- Manager / Senior Planning Officer As per the maximum fee prescribed under the Planning and Development (Local Government Planning Fees) Regulations 2000

- Statutory

- Planning Officer As per the maximum fee prescribed under

the Planning and Development (Local

Government Planning Fees) Regulations 2000

- Statutory

- Other Staff $29.00 per hr - Statutory

- Secretary / Administration Clerk $23.00 per hr - Statutory

Professional Advice (Expert Witness Statement, Audits, Reports etc*)

* Professional Advice as a resource of Council may only be provided on agreement of Council and/or the Chief Executive Officer. Other fees may be incurred if other internal staff are required.

Director $225.00 per hr $247.50 per hr Cost Recovery

City Planner (Manager) $160.00 per hr $176.00 per hr Cost Recovery

Senior Planning Officer $120.00 per hr $132.00 per hr Cost Recovery

Planning Officer $90.00 per hr $99.00 per hr Cost Recovery

GIS / Drafting $80.00 per hr $88.00 per hr Cost Recovery

Administration Officer $60.00 per hr $66.00 per hr Cost Recovery

Planning Approvals Report

- Yearly subscription (12 copies per year – applicant to provide 12 stamped self addressed envelopes / or copy can be emailed)

$160.00

$176.00

Cost Recovery

- email subscriptions $80.00 $88.00 Cost Recovery

- monthly (sold over the counter) $20.00 $22.00 Cost Recovery

BUILDING

Building Licence Application Fees 520,000

All Classes Buildings

(Construction value less than $12,500.00 inclusive of GST)

AS PER THE FEE PRESCRIBED UNDER THE BUILDING REGULATIONS 1989

- Statutory

Class 1 & 10 Buildings (Residential)

(Construction value exceeding $12,500.00 inclusive of GST)


- Statutory

CLASSES 2 – 9 BUILDINGS (COMMERCIAL)

(Construction value exceeding $12,500.00 inclusive of GST)


- Statutory

Builders Registration Board Levy per building licence application

$39.00 - Statutory

Building and Construction Industry Training Fund Levy

(0.2% of construction value inclusive of GST for projects exceeding $20,000.00)

0.2%

-

Statutory

Acknowledgement Unauthorised Structure/Retrospective Building licence All Classes Buildings

(Maximum Construction Fee &

Site Inspection Fee)


- Statutory

Cost Recovery


52


CHARGES

2008-2009 FEE (EX GST)


(if applicable)

ESTIMATED INCOME



Preliminary building Plans

All Classes Buildings

(25% of building licence application fee)


- Statutory

Building Statutory Fees

Demolition Licence Application

(per storey)


- Statutory

Materials on Verge licence

(per metre square per month)


- Statutory

Verge Bond

(applicable to Demolition and Materials on Verge licences)

$550.00

$550.00

Statutory Cost Recovery

Built Strata (Form 7) Certificate –

(minimum fee $100.00 or 20c per m2 floor area which ever is the greater)

$100.00

or

20c per m2 floor area

whichever is greater

- Statutory

Swimming Pool Mandatory Inspection (4 Yearly)

$12.50 $13.75 12,500 Statutory Cost Recovery

R-Codes Variations (Development Applications) 14,500

R-Codes Variations (Development Applications) for Residential Outbuildings & Structures class 10

(not more than $50,000 of development)


Statutory

R-Codes Variations (Development Applications) for Residential Dwellings Class 1

((more than $50,000 but not more than $500,000. )


- Statutory

Building Service Fees

Amended Building Plan Fee

(Minimum fee $40.00 or 10% of original construction fee whichever is greater).

$40.00 or

10% of original construction

fee whichever is greater

$44.00 or

11% of original construction fee

whichever is greater -

Cost Recovery

Building plan/Licence retrieval.

Copying of A0-A1 plans $10.00 per sheet

$80.00

$10.00 per sheet

$88.00

$11.00 per sheet

Cost Recovery

Re-inspection costs per inspection for Built Strata and Certificate of Classification clearances.

Residential

$300.00

$330.00

Cost Recovery

Re-inspection costs per inspection for Built Strata and Certificate of Classification clearances.

Commercial/Industrial

$420.00

$462.00

Cost Recovery

Property Settlement Fees

Property Settlement Enquiry Orders & Requisitions only

$53.64 $59.00 30,000 Cost Recovery

Property Settlement Enquiry Swimming Pool Inspection.

$63.00 $69.30 Cost Recovery


53


CHARGES

2008-2009 FEE (EX GST)


(if applicable)

ESTIMATED INCOME



Property Settlement Enquiry Site Inspection Compliant Buildings Residential.


Property Settlement Enquiry Site Inspection Compliant Buildings Commercial/Industrial


Building Statistics

- Yearly subscription (12 copies per year – applicant to provide 12 stamped self addressed envelopes / or copy can be emailed)

$160.00

$176.00 300 Cost Recovery

- email subscriptions $80.00 88.00 Cost Recovery

- monthly (sold over the counter) $20.00 22.00 Cost Recovery

Local Laws

- Thoroughfares Local Law – Portable Directional Sign Permit Fee. - $100.00 per sign.

$100.00 - Statutory

Election Sign - $25.00 per sign. $25.00 - 250 Statutory

Miscellaneous sales cost recovery - 2,000 Cost Recovery

Fines – General As per legislation - Statutory

Professional Advice (Audits, Reports etc*)

* Professional Advice as a resource of Council may only be provided on agreement of Council and/or the Chief Executive Officer. Other fees may be incurred if other internal staff are required.

Director $225.00 per hr $247.50 per hr Cost Recovery

Manager – Building Services $160.00 per hr $176.00 per hr Cost Recovery

Senior Building Surveyor $120.00 per hr $132.00 per hr Cost Recovery

Building Surveyor $90.00 per hr $99.00 per hr Cost Recovery

Building Services Officer $60.00 per hr $66.00 per hr Cost Recovery

HEALTH 68,000

FOOD

Registration of an Eating House $330.00 - Statutory Cost Recovery

Licence to Conduct an Eating House $50.00 - Statutory Cost Recovery

Transfer of Licence to Conudct an Eating House


Registration of a Meat Premises $150.00 - Statutory Cost Recovery

Licence to Conduct a Meat Premises $50.00 - Statutory Cost Recovery

Transfer of Licence to Conduct Meat Premises


Food Premises Settlement Enquiry $66.00 $72.60 Benchmarked

Food Condemnation (written confirmation of disposal)

$66.00 $72.60 Benchmarked

Food Premises fit-out or alterations or compliance with upgrade schedule inspection


Liquor Licence Application and Inspection Request (Section 39 Certification)



54


CHARGES

2008-2009 FEE (EX GST)


(if applicable)

ESTIMATED INCOME



NOISE

Noise Control – Non-complying Event Application

$500.00 550.00 Cost Recovery

Noise Monitoring Fee Up to $1,000.00 Up to $1,100.00 Cost Recovery

POOLS / PUBLIC BUILDINGS

Annual fee to sample / audit public swimming pool(s) – water quality per premises


Public Building Applications (to vary, alter, construct, extend, including temporary public buildings for more than 200 persons)

Up to $713.00 Up to $784.30 Cost Recovery

STALL HOLDERS

- Permit $40.00 - Statutory

- Permit Renewals $40.00 - Statutory

STALL HOLDERS – ADDITIONAL FEES

- Per day $10.00 - 1,000 Statutory Cost Recovery

- Per week $50.00 - Statutory Cost Recovery

- Per month $100.00 - Statutory Cost Recovery

- Per annum $1,000.00 - Statutory Cost Recovery

TRADERS

- Permit – includes maximum 20 sqm of area


- Fee per sq m exceeding 20 sq m of area


- Permit Renewal Fee (as per Traders Permit fee plus $10.00 per sq m exceeding 20 sqm of area)

- Permit Transfer Fee $20.00 - Statutory Cost Recovery

OUTDOOR EATING FACILITY

- Outdoor Eating Facility – includes maximum 20 sqm of area


- Outdoor Eating Facility – exceeding 20 sqm of area

$10.00/sq m - Statutory Cost Recovery

- Outdoor Eating Facility Renewal Fee (as per Outdoor Eating Facility Permit Fee plus $10.00 per sq m exceeding 20 sq m of area)

-

- Outdoor Eating Facility Permit transfer fee


LICENCE AS ITINERANT FOOD VENDOR


STREET ENTERTAINERS

- Street Entertainers Permit $10.00 - Statutory Cost Recovery

- Street Entertainers Fee per day $2.00 - Statutory Cost Recovery

STABLES PREMISES

Stables Premises - Registration or $14.00 per stall - Statutory Cost


55


CHARGES

2008-2009 FEE (EX GST)


(if applicable)

ESTIMATED INCOME


COMMUNITY & STATUTORY SERVICES Renewal of Registration Recovery

Variation or Change to Name on Stables Registration


LODGING HOUSES

Lodging Houses Registration Fee $210.00 - Statutory Cost Recovery

Lodging House Registration Renewal Fee


ANNUAL LICENCE OF A MORGUE $130.00 -

Approval to keep bees, pigeons, poultry, other caged birds (exceeding 20), cows or other large animals (excluding horses)


INSPECTION FEES 800

Recovery of Disposal Costs for Bulk Collection Fees (Disposal Day)

1,000 Cost Recovery

Fines (various) 8,000

Legal costs recovery actual costs incurred 2,500

Property Settlement Enquiries $10.00 - 8,000 Statutory Cost Recovery

CAT TRAPS

- Cat trap bond $25.00 - Statutory Cost Recovery

- Cat trap fee - per week $5.00 $5.50 500 Statutory Cost Recovery

SANITATION CHARGES – REFUSE REMOVAL

- 240 litre bin – removed weekly rateable properties

$210.00 - 3,555,497 Statutory Cost Recovery

- Additional full service $210.00 $231.00 Cost Recovery

- Additional rubbish only service $147.00 $161.70 Cost Recovery

- Additional recycling only service $73.50 $80.85 Statutory Cost Recovery

- 240 litre bin – removed weekly non rateable


- Exempt commercial / industrial property levy


- R80B and above coded multi-residential properties


- Non rateable properties - additional $210.00 $231.00 Cost Recovery

RANGERS

Dog Registration Licences (as per Dog Act)

- 35,000

Sterilised Dogs - 1 year $10.00 - Statutory

- 3 years $18.00 - Statutory

Un-sterilised Dogs - 1 year $30.00 - Statutory

- 3 years $75.00 - Statutory

50% discount for eligible pensioners

Kennel Licence

- Per Kennel $100 - 100 Statutory


56


CHARGES

2008-2009 FEE (EX GST)


(if applicable)

ESTIMATED INCOME



Keeping of Dogs

- Site inspection fee $35.00 $38.50 Cost Recovery

Poundage

- Poundage Fee (*Includes sustenance and RSPCA costs)

$100 - 7,500 Statutory

Other Animal Fees

- Euthanasia $50.00 $55.00 Cost Recovery

Motor Vehicle Impounding

- Poundage $60.00 - 10,000 Statutory Cost Recovery

- Towing $50.00 - Statutory Cost Recovery

- Plus per day charge $6.00 - Statutory Cost Recovery

Shopping Trolley Impounding

Poundage - per trolley $25.00 - Statutory Cost Recovery

Fines

- Various 52 200

LIBRARY

Damaged / Lost Membership Card $3.00 ea GST inclusive Cost Recovery

Missing Stationery - Barcodes $2.00 ea GST inclusive Cost Recovery

- Other $2.00 minimum GST inclusive Cost Recovery

Book repairs $2.00 minimum GST inclusive Cost Recovery

Books Lost / Unrepairable $5.00 minimum GST inclusive 2,200 Cost Recovery

7 Up Book Club Membership $5.00 per annum $5.50 Cost Recovery

Internet Kiosk - per 15 minutes

$1.00 GST inclusive 30,000 Benchmarked

- Internet Research - per page $0.25 per page

Note: $0.20 (if approved) – refer to

notes in Corp & Governance fee and charges document

GST inclusive Cost Recovery

Laminating

- A4 - per sheet $1.50 GST inclusive 200 Cost Recovery

- A3 - per sheet $3.00 GST inclusive Cost Recovery

- A2 per sheet $6.00 GST inclusive

- Business cards - per sheet $1.00 GST inclusive Cost Recovery

Other

- Personal Computer Use- per half hour $2.00 GST inclusive Benchmarked

- Meeting Room - per half hour $4.00 $4.40 Cost Recovery

- per hour $8.00 $8.80 Cost Recovery

- Library Bags One Style Only natural $2.00 - 1,900 Cost Recovery

- Late Return Fine -per borrower $5.00 - Cost Recovery

- Membership Re-registration fee $20.00 $22.00 Cost Recovery


57


CHARGES

2008-2009 FEE (EX GST)


(if applicable)

ESTIMATED INCOME



Temporary Membership $25.00 INCLUSIVE Cost Recovery

- Long Term Overdue (6 months plus) – per person

$20.00 - 5,000 Cost Recovery

HOUSING

Ascot Close

Rent (per week) - Single $26.00 Input Taxed 17,680 Benchmarked

- Double $54.00 Input Taxed Benchmarked

Maintenance Charge - Single** $47.00 Input Taxed 51,114 Benchmarked

- Double** $60.00 Input Taxed Benchmarked

Carport Hire (per week) $2.00 Input Taxed Benchmarked

Wahroonga



Maintenance Charge - Single** $48.00 Input Taxed 38,312 Benchmarked

- Double** $61.00 Input Taxed Benchmarked

Carport Hire (per week) $2.00 Input Taxed Benchmarked

Orana



Carport Hire (per week) 2.00 Input Taxed Benchmarked

Gabriel Gardens



Carport Hire (per week) 2.00 Input Taxed Benchmarked

**PLEASE NOTE: Charges vary pending factors such as number of occupants (lower charge for single residents, higher charge for resident couples). Lump sum entry fee paying residents pay maintenance charges only.

Meals on Wheels

Meals at Centre - per meal Suppliers cost +$0.30 - 113,000 Partial

Cost Recovery

Meals Delivered - per meal Suppliers cost +$0.30 - Partial

Cost Recovery

Belmont HACC Services 130,000

Fee Per Unit**

- Income Level Pensioner $6.00 - Statutory

- Service Level Part Pensioner $9.00 - Statutory

- Income Level (Single) <$50,000 Actual Cost - Statutory

- Income Level (Couple) <$80,000 actual cost - Statutory

Community Bus Hire

Two rates of fees:

- HACC HACC - $5.00 per outing

- Cost Recovery

- NEW Non-HACC or Community Use fee

$50 flat fee for first 50km plus 70 cents per km thereafter with fuel tank completely filled on return of bus

- Cost Recovery


58


CHARGES

2008-2009 FEE (EX GST)


(if applicable)

ESTIMATED INCOME



Transport – Local Belmont Area

- Income Level Pensioner $5.00 - Cost Recovery

- Service Level Part Pensioner $5.00 - Cost Recovery

- Income Level (Single) <$50,000 $10.00 - Cost Recovery

- Income Level (Couple<$80,000 $10.00 - Cost Recovery

Transport – 25 km – Bentley, RPH etc




- Income Level (Couple) <$80,000 $15.00 - Cost Recovery

Transport – Further (Sir Charles Gardiner / Murdoch)




- Income Level (Couple) <$80,000 $20.00 - Cost Recovery

Minor Home Maintenance**

- Income Level Pensioner $7.50 p/hr - Cost Recovery

- Service Level Part Pensioner $10.00 p/hr - Cost Recovery

- Income Level (Single) <$50,000 Billing at actual cost - Cost Recovery

- Income Level (Couple)<$80,000 Billing at actual cost - Cost Recovery

Major Home Maintenance**

- Income Level Pensioner To be negotiated - Cost Recovery

- Service Level Part Pensioner To be negotiated - Cost Recovery

- Income Level (Single) <$50,000 To be negotiated - Cost Recovery

- Income Level (Couple) <$80,000 To be negotiated - Cost Recovery

**PLEASE NOTE: A unit of care will be 1 hour or part of the first hour. The HACC cap will then apply. This does not include Transport or or Meals.

Ascot Park Adult Day Care

Patron Fees - per person $6.00 - Cost Recovery

Client Meals - per meal Suppliers cost +$0.50 - Cost Recovery

Youth Services

School Holiday Programmes Based on means test and activities cost

GST Applies Cost Recovery

Activity & Development Programmes Based on means test and activities cost

GST Applies 237,905 Cost Recovery


59

COMMITTEES AND


2008-2009 FEE (EX GST)


(if applicable)

ESTIMATED INCOME

Description of how Fee

is calculated

TECHNICAL SERVICES Supervision fee for Major Subdivision & Development

1.5% of contract price (road & drainage

works) where Consulting Engineer is

engaged; 3.0% of contract price where

Consultant is not engaged

1.5% of contract price (road & drainage works)

where Consulting Engineer is engaged; 3.0% of contract price

where Consultant is not engaged + GST

4,000

Statutory

Application fee for private works on road reserves (eg sewer, drainage, water, cabling etc)

$150 minimum per application

$165 minimum per application

Cost Recovery

Off-site drainage connection fee to Council’s system

$250 per connection per lot

$275 per connection per lot

10,000 Cost Recovery

Application fee for closure of road, ROW & PAW

$150 minimum per application plus

advertisement cost (GST not applicable)

- 1,000 Statutory Cost

Recovery

Application fee for temporary road closure for private works

$150 minimum per application plus

advertisement cost (GST not applicable)

- 500 Statutory Cost

Recovery

Recovery - advertising costs incurred Value of advertising Value of advertising plus GST

8,000 Cost Recovery

Defects liability bond for major subdivisions & developments

2.5% of contract price (road & drainage

works) to be retained by Consultant

- Not Applicable Statutory

Property Settlement Enquiries $10.00 - 9,500 Statutory Cost Recovery

Verge / Footpath Bond for private works $500 minimum $550 minimum Not Applicable Statutory

Opening Road Pavements Bond for private works $1,000 minimum $1,100 minimum Not Applicable Statutory

Miscellaneous Material Disposal Cost of item Cost of item + GST 14,000

Halls - Forster Park, Redcliffe Hall, Redcliffe Park Community Centre, Rivervale Community Centre Etc. (Per Hour)

Community Non-profit Groups $8.80 $9.68 7,948 Benchmarked Cost Recovery

Casual Day Rates - to 6 pm $13.20 $14.52 Benchmarked Cost Recovery

Casual Evening Rates - 6 pm on $16.50 $18.15 Benchmarked Cost Recovery

Function Rates

- weddings, parties, cabarets etc

$30.80 $33.88 Benchmarked Cost Recovery

Security Call-out Charge

- uncollected keys


Bond Charge

- Category 1 $150.00 $165.00 Benchmarked Cost Recovery



- Category 4 (high risk events) $1,000.00 $1,000.00 Benchmarked Cost Recovery

**Note: Bond established for security against potential high risk events

Scout Association of Australia WA Scout Association no longer using Redcliffe Community Centre

- Benchmarked Cost Recovery

Belmont Community Resource Centre

Pottery Room - per hour $8.00 $8.80 Benchmarked Cost Recovery


60


CHARGES

2008-2009 FEE (EX GST)


(if applicable)

ESTIMATED INCOME

Description of how Fee

is calculated

TECHNICAL SERVICES Arts Room - per hour $8.00 $8.80 Benchmarked

Cost Recovery Kiln Charges - general firing (per time)


- glaze firing (per time)

$26.00 $28.60

Benchmarked Cost Recovery

**Note: Belmont Potters Group has a licence arrangement.

Reserves (per season) 82,500

Licence Agreement $22.00 $24.20 Benchmarked Cost Recovery

Seasonal – Junior (under the age of 18 who is a registered player in a junior league sporting club)

No charge No charge Benchmarked Cost Recovery

Seasonal - Seniors (City of Belmont resident) - per player


Seasonal - Seniors (non- resident) - per player


Casual - Full Day (6 – 12 hours)

- per booking


Casual - Half Day (4 – 6 hours)

- per booking


Change Room/Facility Use Annual Charge $108.00 $118.80 Benchmarked Cost Recovery

Casual Use - Maximum Bond $500.00 $550.00 Benchmarked Cost Recovery

Casual - Hourly Rate $22.00 $24.20 Benchmarked Cost Recovery

Seasonal Cleaning Bond $300.00 $330.00 Benchmarked Cost Recovery

Additional Seasonal Use

- per use / Monday – Friday


Additional Seasonal Use

- per use / Saturday – Sunday


Sports field Lighting Charge Charged per unit used at cost

Charged per unit used at cost + GST

Benchmarked Cost Recovery

Dog Obedience Training – City of Belmont Resident

One third of the senior per participant charge per member per season

$11.66 $12.83

Benchmarked

Dog Obedience Training – Non Resident

One third of the senior per participant charge per member per season


Lost Key Charge

- per set


Cost Recovery

**Note: Wilson Park – 20% of current per participant charge

Security Callout Charge $38.00 $41.80 Benchmarked Cost Recovery

Passive Reserve Hire – Commercial Large Scale Events


Total Fees & Charges 6,793,226

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Plan for the Future

Creating�opportuniti

es

Budget 2008-2009

61

PLAN FOR THE FUTURE – 1 JULY 2008 TO 30 JUNE 2010

Council’s adopted Plan for the Future for the period 1 July 2008 to 30 June 2010, is included as additional information.

1. INTRODUCTION TO A PLAN FOR THE FUTURE

Section 5.56 of the Local Government Act 1995 was amended and now requires a local government to prepare a Plan for the Future. The Local Government (Administration) Regulations 1996 19C and 19D detail the broad requirement of the Plan and what notice of the Plan is to be given. The new regulations are less prescriptive and allow for a broader approach to be taken in the preparation of the plan for the Future. The Department of Local Government and Regional Development also produced a circular (02-2006) on Planning for the Future.

The Local Government (Administration) Regulation 19C requires the plan to be for at least two financial years. The Plan is to set out the broad objectives of the local government and must be reviewed every two years.

A local government is also to ensure that the electors and ratepayers of its district are consulted during the development of the plan and when preparing any modifications of the plan. Local public notice must also be given advising that a plan exists and where and when the plan may be inspected. Public notice is also required if the plan is modified and where and when the modified plan may be inspected.

The Plan for the Future is predominately made up of the City’s Strategic Plan. The Strategic Plan is reviewed annually by the Council following modifications that have been driven by Public Consultation. The City undertakes an annual Community and Business Perceptions survey that is conducted by an independent research company. Detailed analyse of the research is provided to Council and this drives the review of the Strategic Plan. The City also conducted a Community Well Being survey and used the results to develop a Wellness Plan. The strategic plan is also focussed on delivering the outcomes identified in the Wellness Plan.

These surveys together with feedback from groups such as the Belmont Business Advisory Group, Planning Dialogue Cafes, Community Events surveys and numerous other focus groups, ensures that the public consultation process is both widespread and representative of the broader Community views. Following adoption by Council of the Plan for the Future, the Plan will be advertised for inspection by the Community prior to being adopted as part of the Annual Budget.

The legislation for the preparation and advertising of the Plan for the Future is less prescriptive than the previous Principal Activities Plan format. The Department of Local Government and Regional Development Circular No 02-2006 gives some guidelines to the preparation of a Plan for the Future however it does state that

“In view of the broad nature of the requirement for a local government to plan for the future of the district, it is up to each local government to decide the overall scope of the plan it wishes to adopt to effectively achieve the objectives of the legislation. The first step in this process could be a full review of all existing plans, such as the Strategic Plan, long-term financial plans and the previous Principal Activities Plan, to ascertain if these contain meaningful information that would be considered appropriate and meaningful for inclusion in a document that captures the plan for the future of the district.”

The Department’s suggested steps have been followed in that the Senior Management Group have recommended that the Council’s adopted Strategic Plan together with the Ten Year Financial Model (that replaces the 5 year budget model) would form the basis of the Plan for the Future. Council uses a performance management software package known as Strategy Manager that enables the Strategic Plan to be reviewed, monitored and its performance reported on. This product has been implemented and is used to report to Senior Management monthly and Council Quarterly.

The strategic plan undergoes a significant review in September - December each year in the lead up to the Annual Budget process. Performance indicators are also reviewed to ensure the right indicators are being

Budget 2008-2009 Plan for the Future Continued

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used that provide the most useful tool for managing the City’s strategic planning and overall performance. Performance indicator data is now developed and is reported on in the Plan for the Future. Longer Term financial planning has also been implemented that is linked to asset management and building reserves for asset replacement.

The City’s Asset Management Strategy and Plan continues to develop and will provide vital data to update the City’s Ten Year Financial Model. The maturity of this process is a key element to the City’s long term sustainability. The City of Belmont is deemed currently sustainable in accordance with the Western Australian Local Government Association’s independent assessment, however the City must not get complacent.

It is therefore envisaged that the City’s plan for the future will continue to undergo changes in the forthcoming years to ensure it is up to date and reflects the significant progress the City is making in its quest to remain financially strong and focussed on its Community’s needs.

Advertising of the Plan commenced on 18 June 2008 following Council’s endorsement on 17 June 2008 and was advertised for the period ending 9 July 2008.

2. TEN YEAR FINANCIAL MODEL

Council first adopted a Five Year Budget Model in June 1996. The model was designed to provide a macro estimating tool for available incomes to fund future expenditures. This high level summary of municipal net income and expenditures was designed to ensure there are no unreasonable expectations arising from the budgeting process and provide a macro basis for the Annual Budget development.

The macro Five Year Budget simply looked at the whole Net Municipal Budget in its major components and sets parameters for rate income and operating expenditure to ensure a continued growth in funds available for capital works and an ability to maintain services at their current levels. This provision of substantial capital funds is essential for the ongoing maintenance of Council's asset base.

The Five Year Budget Model has now been further developed to be a much more sophisticated Ten Year Financial Model that has dynamic links into financial data that drives the various components of the Model. Whilst there are still a significant number of assumptions that need to be made, this new model will develop a far more accurate financial plan as things like the Asset Management Strategy and Plan develop.

With careful management of operating expenditure and rate rises linked to inflation, the current model provides positive indicators that should see sufficient expenditure maintained for capital works. The base year, 2007-2008 has some unusual characteristics that warrant further explanation. The 2006-2007 Budget contains a surplus of $4.4m due mainly to unexpended grants brought forward and uncompleted works. This then reflects a higher than usual Capital Works programme for 2007-2008. This is still impacting on the 2008-2009 projections, but returns to a more normal pattern in 2011-2012. This rolling surplus has been perpetuated by the current labour market pressures and lengthy Government approvals processes that have impacted on the City’s ability to complete major projects.

The current model does however, continue to highlight that there is increasing pressure on the net operating expenditure of the organisation particularly the cost of Infrastructure Maintenance which is a trend that needs to be carefully monitored. Each Division will be required to review its products and services, particularly the cost of delivering those products and services to ensure cost effectiveness. Whilst there continues to be a strong commitment to capital funds to build and enhance Community Assets, this ultimately results in an increased need for funds to maintain those assets.

One of the key aspects of the Ten Year Financial Model will be to maintain a focus on building reserves for the eventual replacement of Assets and as opportunities arise, increase our commitment to Reserves for Asset Renewal. This particularly applies to buildings that are generally depreciated over 40 years and need replacing or major refurbishment. Modelling will be undertaken to analyse whether the City is investing sufficient funds to maintain its Road, Drainage, Footpath and Reserves infrastructure as considerable expenditure is undertaken on an annual basis and Reserves may not need to be established. Better managing Council’s own land holdings will also be something that has been addressed via a land asset management strategy. The opportunity to generate additional revenues for transfer to Reserves will be continually explored.

It must also be remembered that the figures shown in the Ten Year Financial Model are high level numbers with the amount of actual maintenance works and capital expenditure is better explained in detail in the Annual Budget.


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3. STRATEGIC PLAN

Introduction

The Strategic Plan sets the direction that Council will take, and Management will follow, in the City of Belmont.

It establishes goals, strategies to achieve them, and measurable performance objectives to enable Council and the Community to review progress.

The Plan is far-reaching. Many of the strategies that will be required for success are beyond the responsibility and powers of local government. Where necessary in these cases, Council has still recognised the need for change and has committed to encourage and facilitate the efforts of others – including other levels of government – to achieve results for the City.

The first year of the Strategic Plan will see a range of more detailed planning activities taking place. These will establish the detailed strategies and the performance benchmarks that must be achieved for the Community and for an efficient and effective local government. Next year’s revision of the Strategic Plan will contain that more advanced detail.

VISION AND KEY RESULT AREAS

i. Council’s Vision, Mission

VISION STATEMENT

This is Council’s vision for the City of Belmont: We have a vision of Belmont as a place to which the community aspires; a City that is attractive, safe, healthy and prosperous and fulfils the aspirations of the community; a place that encourages a wide range of lifestyles living harmoniously; where human activities enhance rather than degrade the natural and built environment: where citizens and local businesses can grow socially, culturally and economically; a place that our next generation will be pleased to inherit; a place known as a City of Opportunity" MISSION STATEMENT Council’s mission statement describes what the local government does, and for whom: Our goal is to positively contribute to the wellbeing of the community, and to achieve community satisfaction with what we do. We will build and maintain a best-practice organisation that:

• serves the needs of the people of the City of Belmont • balances the interests of residents, businesses and the environment • fairly administers local laws, and • acts in the interests of the long-term sustainability of the City.


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ii. Key Result Areas

In everything we do, we will keep to a set of values that guide our attitudes and behaviours. They are:

TEAMWORK People building relationships to work together to achieve common goals

LEADERSHIP To focus and inspire people to achieve

INTEGRITY To act in an honest, professional, open and accountable manner

INNOVATION To create new, innovative and alternative ways of working

PEOPLE FOCUS To work safely. To communicate & consult in order to understand people’s needs.


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iii. Key Result Areas

To be successful overall, outcomes must be achieved for:

• the resident community (Social Belmont),

• the City’s business community (Business Belmont),

• the natural environment (Natural Belmont) and for

• the man-made physical structure and layout of the City (Built Belmont).

These four areas of achievement make up the Key Result Areas (KRAs) of the Strategic Plan – as shown in the diagram. Each of the KRAs interacts with the others. For instance, enhancement in the built environment must serve the residential and business communities, and support green environment objectives. And a strategy in any one area often delivers results in other areas.


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iv. Each Key Result Area is served by a range of activities:

Ranger services

Community group support

Youth services & facilitiesSeniors services & facilities

Library services

Community safetyVolunteers

Sport & Recreation

Community events

Town Planning

Health Audits

Roads & StreetscapesTrafficFootpaths

DrainageLightingUnderground power

Waste management

Environmental education

BushlandForeshore

Economic development

Planning services & control

Universal access

Image & brand management

Parks & public open spaceBuilding services & control

Community venuesWater management

Environmental coordination

Pollution control

Employment developmentRegional cooperation

Land

Community facilities

Disability services and facilitiesHome care services

Aged accommodation facilitiesCultural activities

Community health servicesCommunity Directory

Museum

Graffiti management

Risk management & insuranceProcurementEnvironmental management

Financial management & rating

Human resource & safety management

Business management

Information, records and technologyFleet & plant management

Customer service

Governance

Relationship management & communication


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STRATEGIES FOR BELMONT – THE PLACE

v. KRA: Community Satisfaction

Overview Community and business satisfaction is an area of significant importance to the City of Belmont. The City performs an annual survey for assessing the level of community satisfaction with the services and facilities it provides. The City has set benchmarks for 2005, 2006 and 2007 and is using information received through these surveys to assist in directing its activities. Community satisfaction AND WELLBEING MEASURES.

Community satisfaction will be measured using indices (score out of 10) derived from an annual survey.

TARGETS INDICATORS 2005-06 2006-07 2007-08 2008-

09 2009-

10 Actual Target Actual Target Actual Target Target Target Overall Service – % Residents satisfied (KPI)

8.5 >7.5 8.5 >7.5 8.6 >7.5 >7.5 >7.5

Overall Service – % Business satisfied (KPI)

7.9 >7.5 8.0 >7.5 7.2 >7.5 >7.5 >7.5

Value for Money- Residents (KPI) 7 >7.5 6.4 >7.5 6.6 >7.5 >7.5 >7.5 Value for Money- Businesses (KPI) 6.3 7.5 5.5 7.5 5.7 7.5 7.5 7.5 Recreation & Culture 8 7.5 7.7 7.5 7.7 7.5 7.5 7.5 Built Environment 7.5 7.5 6.7 7.5 6.6 7.5 7.5 7.5 Infrastructure Management 7.2 7.5 7.0 7.5 6.7 7.5 7.5 7.5 Environmental Management 7.2 7.5 7.0 7.5 6.8 7.5 7.5 7.5 Economic Development 6.8 7 6.2 7.1 6.2 7.2 7.3 7.5 Council 6.6 7.5 6.2 7.5 6.3 7.5 7.5 7.5 Customer requests resolution effectiveness

- - 9.8 10 10 10 10

Overall Community Wellbeing Perception (KPI)

7.1 7.5 7.1 7.5 7.5 7.5 7.5


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vi. KRA: Social Belmont

The Social Belmont key result area is about achieving outcomes for the residential community.

Belmont is a progressive, modernising City that has:

• well developed parks and play areas,

• employment opportunities,

• proximity to the Perth Central Business District,

• river foreshore, and

• a modern shopping centre.

The residential population is forecast to grow significantly. Changing demographic characteristics – ranging from the aging population to the rise of single-person households – requires planning that ensures all sectors of the population can find homes and facilities that meet their needs and can access needed services.

Our objectives for this key result area are to:

• Ensure that the community has access to the services and facilities it needs,

• Develop community capacity and support community groups,

• Enhance the sense of community and the image of Belmont as a great place to live, and

• Achieve an environment in which residents are safe, and feel safe.

Through a process of community engagement, the following plans have been produced in order to meet the social objectives.

o Community Wellbeing Plan

o Disability and Access Inclusion Plan,

o Crime Prevention Plan,

o Volunteer Management Plan,

o Local Housing Strategy, and

o Youth Services Plan.

The new Town Planning Scheme for the City is under preparation and this provides an opportunity to implement actions designed to meet the social objectives.


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Social Belmont Measures

TARGETS 2005-06 2006-07 2007-08 2008-09 2009-10 INDICATORS

Actual Target Actual Target Actual Target Target Target

LEISURE & RECREATION

Hectares of Public Open Space per 100 Capita

8.35 >3.36 7.11 >3.36 >3.36 >3.36 >3.36

Annual attendance at Oasis 539,874 529,956 568,817 >500,000 >500,000 >500,000 >500,000 No. of people engaged in organised sport

1,421 1,423 1,589 >1,400 >1,400 >1,400 >1,400

No. of juniors in organised sport

1,501 1,497 1,800 1,508 1,519 1,530 1,541

LIBRARY

Resident satisfaction with library services

8.4 8 8.1 8 7.8 8 8 8

No. of library visitors 134,235 168,000 130,201 168,000 168,000 168,000 168,000

COMMUNITY SAFETY

Total crime rate (offences per 1,000 pop)

222 261 337.1 274 288 302 288

Perception of anti-social behaviour

6.2 7.5 6.1 7.5 6.2 7.5 7.5 7.5

Perception of community safety

6.7 7.5 6.5 7.5 6.4 7.5 7.5 7.5

COMMUNITY CAPACITY

No. of registered volunteers engaged in Council’s services and programs

127 120 112 122 124 127 130


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OBJECTIVE: COMMUNITY ACCESS TO SERVICES & FACILITIES STRATEGY KEY ACTIONS MEASURES OF SUCCESS TARGET TIMEFRAME

Implement Leisure Plan Implement Leisure Plan Achievement of Milestones

Jun 2008

Develop a cyclical refurbishment plan for leisure and recreation facilities in accordance with the Asset Management Plan.

Completion of plan and approval of Council by Dec 2008

Completion of plan and approval

of Council

Dec 2008

Progress through the Project Management Framework to develop a multiuse facility

Completion of Re-developed Forster Park Facility

Ongoing progress to completion

Dec 2011

Provide and facilitate leisure and recreation programs and facilities that meet the needs the community

Review Land and Facility use of all areas of 400 Abernethy Road (Belmont Sports & Recreation Centre / Gerry Archer Athletic Centre )

Completion of Review Completion of review

Dec 2009

Provide, or facilitate access to, services and facilities required by seniors and other ‘in need’ community members.

Coordinate the project planning and implementation of the Civic Centre revitalization project

Progress towards finalisation of strategy

Steady incremental

progress over three years

Apr 2010

Develop a Corporate Mentoring Program using City of Belmont staff and community members to establish a mentoring relationship with at-risk young people.

Project funded and completed Completion of project

Dec 2008

Develop a pilot Alternative Education Program based at the Youth Centre in collaboration with Belmont City College and community businesses.

Project funded and completed Completion of project

Dec 2008

Review youth strategies and programs

Completion of report for Council consideration by June 2008

Completion of report for Council

consideration

Jun 2008

Review the needs of at-risk youth and facilitate specialist service providers

Completion of comprehensive report for Council consideration by June 2008

Completion of comprehensive

report for Council consideration

Jun 2008

Assist youth in their positive self-development in the community

Maintain an effectively resourced Youth and Family Services Centre to achieve functional community integration of at-risk client groups.

Customer service satisfaction level via customer survey

4.5 out of 5 Annually


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STRATEGY KEY ACTIONS MEASURES OF SUCCESS TARGET TIMEFRAME

Maintain effective aboriginal liaison process

Numbers of aboriginal clients Increase proportion of

Aboriginal client contacts

Annually

Continue to provide early childhood programs through the library.

Attendance levels of children to childhood programs

1,560 attendees Annually

Assist families in child care and development

Implement strategies outlined within the Disability Access and Inclusion Plan

Strategies implemented Successful implementation of

2007/08 strategies

Jun 2008

Engagement of the wider community through Art and Cultural projects and events

Develop a calendar of activities to engage the wider community in Art and Culture

Deliver 5 programmes

/events

2007/2008 Financial Year

Promote Art and Culture and community engagement through the Arts

Develop a Cultural Plan to provide direction for the implementation of programs and services in Art and Culture for the community.

Develop a Cultural Plan Completion of Plan

Jun 2008

Develop Public Art within the City of Belmont

Delivery of successful Public Art projects

Deliver 1 Major project

Annually

Undertake Aboriginal Art project within the City

Project funded and completed by

Dec 07

Project funded and completed

Dec 2007 Promote the development of public art to enhance the culture of the district

Within Master Plan for Art, develop an Arts Strategy & Art Portfolio of completed projects in the City

Master Plan for Public Art completed

Project funded and completed

Feb 2008


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OBJECTIVE: DEVELOP COMMUNITY CAPACITY AND SUPPORT COMMUNITY GROUPS STRATEGY KEY ACTIONS MEASURES OF SUCCESS TARGET TIMEFRAME

Continue to provide Club Management development training

Number of training opportunities provided

Minimum of 4 per annum

Annually

Assist qualifying community groups in acquiring capital grant funding.

Maintain Council policy and adequate budget provision

Maintain Council policy and

adequate budget provision

Annually Assist clubs and community groups to provide services and facilities

Research project on efficient use of facilities

Completion of report to Council by Dec 07

Completion of report to Council

Dec 2007

OBJECTIVE: ENHANCE THE SENSE OF COMMUNITY AND THE IMAGE OF BELMONT AS A GREAT PLACE TO LIVE


Promote the City of Belmont as a desirable place to live

Continue to market the facilities and services that are available in Belmont

Community satisfaction measured annually

> 7.5 Annually

Continue to Develop a "Sense of Community"

Provide and market Community Events in Council Parks and other facilities throughout the City

Number of major Community events per annum

Minimum of 5 major events

Annually

OBJECTIVE: ACHIEVE AN ENVIRONMENT IN WHICH RESIDENTS ARE SAFE AND FEEL SAFE


Implement Community Safety and Crime Prevention Plan

Implement Action Plans developed through the crime prevention planning process.

Implement Crime Prevention Action Plans

All plans implemented

Various

Maintain Local Emergency Management arrangements

Engage a consultant to complete the Emergency Risk Management Process for the City of Belmont and the Town of Victoria Park for their combined Local Emergency Management Arrangements.(Funded through the Commonwealth's Local Grants Scheme)

Completion of Emergency Risk Management Process

Successful completion of

project

Jun 2008


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vii. KRA: Business Belmont

Business is a major feature of the City – contributing to the economy and employment on a City and metropolitan area scale.

The Business Belmont key result area is about achieving outcomes for the business community, including attracting greater business investment.

A broad range of areas of opportunity exist for business and employment growth including:

• growth of home-based businesses within the residential areas of the City,

• regional co-development with other local governments who together possess greater attractors to business than one area alone., and

• the growth of aeronautical and non-aeronautical business at the airport.


• Maximise business development opportunities within the City,

• Maximise the community’s employment and skills capacity,

• Maximise the regional benefits to the City, and

• Achieve and maintain an image of Belmont as a great place for business.

Business Belmont Measures

* Data required for the ‘Number of jobs’ Indicator is obtained from the Australian Bureau of Statistics ‘Journey to Work’ data which has not yet been finalised

TARGETS INDICATORS 2005-06 2006-07 2007-08 2008-09 2009-10

Actual Target Actual Target Actual Target Target Target

Number of jobs per resident labour force

2 2 N/A* 2 2 2 2

Business confidence 7.9 7.5 8.0 7.5 7.2 7.5 7.5 7.5 Image (business satisfaction with the image of the City) (KPI)

6.6 >7.5 6.8 >7.5 6.3 >7.5 >7.5 >7.5

Business awareness of City’s promotional material

6.2 7.5 6.5 7.5 6.2 7.5 7.5 7.5

Positive to Negative press ratio

9.32 >=9 9.96 >=9 >=9 >=9 >=9


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OBJECTIVE: MAXIMISE BUSINESS DEVELOPMENT OPPORTUNITIES WITHIN THE CITY


Promote the City as a place to do business

Production of Belmont Business Talk, Opportunity Profile, web page, statistical reports, press releases and other promotional documents

At least two new publications,

press releases or business

networking events every three months

Ongoing

Facilitate the effective interpretation and use of the Town Planning Scheme by business

Continuation of Business Advisory Group structure, stakeholder meetings and one on one meetings as and when appropriate

Yes Ongoing

Research the drivers that Commercial Developers take into consideration when choosing a location

Research conducted Research conducted

Dec 2008

Encourage industrial/commercial sector growth through effective rating practices

Growth in Rate income from Industrial & Commercial sector

Achieve growth in rate income,

whilst keeping the 'Rate in the $'

below CPI

Annually

Ensure businesses are aware of opportunities within the City of Belmont

Number of educational/stakeholder functions conducted

3 Annually

Contribute to the development of regional initiatives to be undertaken by the EMRC

Active involvement with EMRC activities through representation, agenda and report input and provision of local information

Yes Ongoing

Advise/support businesses seeking information on locating in Belmont

Preparation of Property Alerts, appropriate referral of prospective businesses to developers / estate agents, assistance with understanding the TPS

Yes Ongoing

Attract and support high-quality high employment businesses to the City of Belmont

Undertake actions to develop and promote an agreed, positive identity for the Mixed Business Area

Progress towards establishing a shared positive identity for the Mixed Business Area and actions taken to promote the area

Yes Ongoing

Pursue the business and tourism development of the Airport to the best advantage of the community.

Pursue the construction of an alternative road access to the Domestic Terminal from Tonkin Highway to remove the traffic black spot at Brearley Avenue and allow for the redevelopment of the Redcliffe area.

Commitment from the Westralia Airports Corporation (Perth Airport) and the State Government

Commitment from the Westralia

Airports Corporation and

the State Government

Ongoing


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OBJECTIVE: MAXIMISE THE REGIONAL BENEFITS TO THE CITY


Develop a regional plan to attract businesses, investment, tourism and employment opportunities

Contribute to the development of regional tourism plans and projects

Contribute to the development of EMRC led regional plans to support tourism potential

Yes Ongoing

OBJECTIVE: ACHIEVE AND MAINTAIN AN IMAGE OF BELMONT AS A GREAT PLACE FOR BUSINESS


Promote the City Implement the City's new 3 - 5 year Marketing Campaign 'Creating Opportunities'

Implement the City's Marketing Campaign 'Creating Opportunities'

Creating Opportunities

campaign implemented

Sep 2007 - Sep 2012

Implement Communication Plan to ensure effective communication of local issues.

Implement Communication Plan

Communication Plan implemented

Nov 2008 Provide effective management of, and communications with, the community and other stakeholders

Review Stakeholder Management process to improve monitoring and reporting of information

Review Stakeholder Management Process

Stakeholder Management

Process reviewed

Aug 2008


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viii. KRA: Natural Belmont

Overview The Natural Belmont key result area is about achieving sustainable outcomes for the natural environment and for the community. It includes natural resources, parkland, the Swan River and foreshore.

There are substantial pressures on the green environment, and opportunities for improvement. These include:

• Pollution: A large variety of sources and types of pollution are associated with the range of land use practices (industrial, commercial, airport, reserves, residential, horse stables).

• Restricted Scheme Water: With dams at less than 41% capacity, and demand forecast to double by 2020, greater restrictions on the use of scheme water are inevitable – more efficient consumption is required.

• Over-used Ground Water: Reduced rainfall in recent years has reduced the recharge of the groundwater aquifers. Over-abstraction has caused a reduction in the quality and volume available for sustainable usage. Potential sources of groundwater pollution in the Belmont area include nutrients, hydrocarbons and industrial discharge.

• Under-utilised Stormwater: With tighter scheme water restrictions, stormwater should no longer be seen as waste product, but as a resource with value. There is potential to increase the drainage capacity to utilise additional stormwater for irrigation purposes.

• Reduced Biodiversity: Due to Belmont’s highly urbanised nature, biodiversity levels throughout the City are relatively low. There are opportunities to increase biodiversity through the development of biodiversity corridors and the revegetation of existing bushland, public open space, road reserves, private property and foreshore areas.

• Parks and open space: The City’s 310 hectares of local and regional public open space exceeds the current 10% open space standard. Reductions in available water will require new management strategies for the 164 hectares that are irrigated.

• Foreshore: The foreshore suffers from erosion of riverbanks and increasing infrastructure, toxic algal blooms (due to high nutrient levels in stormwater discharge), litter from boats and other users and sometimes anti-social behaviour.

The natural environment will be accessible to the community, consistent with environmental management practices. Further degradation of natural assets must be minimised and Council’s own demands upon natural resources must be reduced.


• Protect and enhance the quality and amenity of our natural environment,

• Minimise pollution of the environment,

• Use and manage our water resources in a sustainable manner, and

• Increase community and staff capacity to better protect and manage the natural environment.


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Natural Belmont Measures


Actual Target Actual Target Actual Target Target Target Area of biodiversity (Ha) 22 22 24.7 23 24 25 27 Waste to landfill (tonnes per annum per capita)

0.53 0.54 0.51 0.53 0.52 0.51 0.50

Business awareness of conservation & environmental management (%)

6.5 >7.5 6.6 >7.5 6.1 >7.5 >7.5 >7.5

Community awareness of conservation and environmental management (%) (KPI)

7.2 >7.5 7.0 >7.5 6.8 >7.5 >7.5 >7.5


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OBJECTIVE: PROTECT AND ENHANCE THE QUALITY AND AMENITY OF OUR NATURAL ENVIRONMENT


Parks and Gardens annual maintenance plan

Annual survey of Parks and Gardens service provisions conducted.

Annual Survey conducted

Annually Maintain public open space in accordance with the needs and expectations of the community.

Review Public Open Space Completion of Review Completion of Review

Jun 2008

Implement the Environment Plan

Undertake staged implementation of Environment Plan

Successful implementation of Environment Plan

Implemented as per schedule

Ongoing

OBJECTIVE: USE AND MANAGE OUR WATER RESOURCES IN A SUSTAINABLE MANNER


Reduce scheme water use by Council and the community, and improve the quality of water being discharged to the environment.

Assess and implement options for improving corporate and community scheme water conservation and storm water quality with respect to the ICLEI Water Campaign.

Achievement of milestones Achievement of milestones as

part of the ICLEI Water

Campaign

Milestone 3 - 2006/07,

Milestone 4 - 2007/08,

Milestone 5 - 2008/09


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ix. KRA: Built Belmont

Overview Built Belmont positively contributes to the quality of life of residents, the image of the City, the amenity of the City. It comprises:

• Public infrastructure (eg roads, footpaths, rights-of-way, street lighting, drainage, parks, bushland),

• Public facilities (eg Council’s buildings for community use), and

• Private residential & commercial property.

The impact of any problems in the built environment can be substantial. For instance, poor quality development lowers standards, is less likely to attract owner-occupiers, limits investment in redevelopment and affects the image of the City.

Key issues for the planning management of the built environment include:

• Balanced town planning and development that encourages a choice of residential and business development to suit the needs of a balanced community,

• Streetscapes that are attractive, add to the amenity and functionality of the City enhance property values, improve or protect the viability of local shopping precincts and contribute to the wellbeing of the community,

• Renewal of urban areas and the encouragement for to the upgrading and compatible redevelopment of the City,

• Transportation routes that meet the needs of residential and business users, are safe and minimise cost to the community, and

• Equitable implementation of State Government policies in a way that enhances the City.


• Achieve a planned City that is safe and meets the needs of the community,

• Accomplish urban renewal of designated areas to meet the changing needs of the community,

• Maintain public infrastructure in accordance with sound economic principles, taking into account the community’s needs & expectations, and

• Provide and maintain safe transport infrastructure at lowest whole-of-life costs.

The new Town Planning Scheme for the City is under preparation and comprises several strategy documents as follows:

• Business Strategy,

• Local Commercial Strategy,

• Local Housing Strategy,

• Public Open Space Strategy,

• Heritage Strategy, and

• Transport Strategy.

The implementation of these strategies through the new Town Planning Scheme will directly influence the achievement to the Built Belmont objectives.


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Built Environment Measures


Actual

Target Actual Target Target Target Target

INFRASTRUCTURE ASSETS

Ratio of annual investment vs depreciation 1.96 >1 1.71 >1 >1 >1 >1 Average age of building assets (years) <20 <25 20.22 <25 <25 <25 <25 Asset Management Plan implementation (%) 0 0 40 50 100 100 100

TRAFFIC

No. of serious accidents 43 43 60 40 38 36 35 No. of reported accidents 1,108 1,108 1,263 1,100 1,050 1,000 950 85th percentile speeds on specified roads – 50 kph 58 50 55.75 50 50 50 50 85th percentile speeds on specified roads – 60 kph 63 60 62.4 60 60 60 60


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OBJECTIVE: ACHIEVE A PLANNED CITY THAT IS SAFE AND MEETS THE NEEDS OF THE COMMUNITY


Review the Town Planning Scheme to consider:• the housing choice needs of the community (including inner-city living recognising demographic trends) through statistical analysis, match dwelling type and lot area with population and aged profiles.• the requirements for business success and growth• the attraction of the regional centre compassing the mixed business area of Central Belmont.• the revitalisation of neighbourhood shopping centres• the entertainment & night-life needs of the community• the trend towards inner-city living• increasing population densities in accordance with policies of the Western Australian Planning Commission – ‘Network City’ and ‘Liveable Neighbourhoods’ publications • building design guidelines (eg for environmental and adaptable design)• crime prevention through design of the built environment (incl. natural surveillance)• re-development of Cloverdale• Work with Homeswest to ensure that the proportion of public housing toprivate housing in any part of the City does not exceed 1:9• The amount, distribution and usage of public open space

Adoption of the Town Planning Scheme by the Minister for Planning & Infrastructure

Adoption of the Town Planning Scheme by the

Minister for Planning &

Infrastructure

Feb 2008

Town Planning Scheme finalised

Finalisation process complete TPS finalised Feb 2008

Develop a visual model of new TPS as adopted by Council

Visual model of TPS developed

Visual model available

Feb 2008

Revise the Town Planning Scheme to reflect current and emerging needs

Advertise New Town Planning Scheme

Advertise New Town Planning Scheme

Completion of advertising

Dec 2008


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Complete a review of the City’s existing Housing Strategy and location of facilities based on the principles of Liveable Neighbourhoods and the draft Network City Planning Strategy.

Preparation of a report to Council

Report submitted to Council

Dec 2007 Encourage a wide choice of residential development (housing choice) to suit the needs of a balanced demographic profile and to satisfy the social economic and environmental needs of the community.

Undertake Phase II of research study into the social impact of Homeswest housing levels within Cloverdale, Redcliffe, Belmont and Rivervale

Research study completed Completion of Study

Dec 2008

OBJECTIVE: ACCOMPLISH URBAN RENEWAL OF DESIGNATED AREAS TO MEET THE CHANGING NEEDS OF THE COMMUNITY

OBJECTIVE: MAINTAIN PUBLIC INFRASTRUCTURE IN ACCORDANCE WITH SOUND ECONOMIC PRACTICES, TAKING INTO CONSIDERATION THE COMMUNITY’S NEEDS & EXPECTATIONS


Asset Management Plans complete by September 2008

Asset Management Plans complete

Plans complete Sep 2008

Implement Asset Management Plans for all asset Categories to Annual Budget Cycle.

Successful implementation Plan Complete Ongoing

Commence implementation of Council adopted Asset Management Strategy

Implementation of a computer based Asset Management Information System.

System implemented Successful implementation

Jun 2009


Conduct research to determine which factors stimulate Town Centre vibrancy. Include a high level of Stakeholder engagement.

Research conducted Research conducted and

analysed

Dec 2008

Encourage the upgrading and compatible redevelopment of the City. Prepare Structure plans for

special development areas Structure plans complete for Areas 6 & 8

Structure plans complete for Areas 6 & 8

Jun 2008

Maintain and review the Municipal Heritage Inventory

Completion of review Dec 2007

Completion of review

Dec 2007 Recognise and protect areas of historical significance.

Explore options on recording the History of Belmont

Project funded & completed by 2008/2009.

Project funded & completed

Jun 2009


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STRATEGY KEY ACTIONS MEASURES OF SUCCESS TARGET TIMEFRAME Present a Business Case to Council for the staged redevelopment of the City's entry statements

Programme developed Stage 1 included in 2008/09 budget

Apr 2008

Present a Business Case to Council for the staged redevelopment of the City's five main shopping centres

Programme developed Successful implementation

Apr 2008

Present a Business Case to Council for the upgrading of Streetscape infrastructure components

Programme developed Stage 1 included in 2008/09 budget

Apr 2008

Submit funding applications to Office of Energy for underground power projects

Application made to Office of Energy when available

Successful Funding

Ongoing

Full and detailed investigation of the identified project areas as detailed in underground power strategy

Completion of Phase 1: Investigation

Successful completion of

Phase 1

Mar 2008

Develop budget strategies for the City to fund underground power projects from successful Office of Energy submissions

Completion of Phase 2: Budget Strategies

Determination of workable budget

strategy

Jun 2008

Develop and implement a planting programme as a result of the Street Tree Audit

Programme developed Successful implementation

Apr 2008

Implement the Streetscape Strategy

Implement a local shopping precincts improvement program

Design, delivery or oversight of targeted projects

Yes Ongoing

OBJECTIVE: PROVIDE AND MAINTAIN SAFE TRANSPORT INFRASTRUCTURE AT LOWEST WHOLE-OF-LIFE COSTS


Redevelop major transport routes to enhance the economic viability of the City.

Secure a commitment and timetable from the State Government

These regionally significant projects are promoted by the City at every opportunity.

Yes Ongoing

Provide non-vehicular transport routes

Determine potential pedestrian conflict areas (schools, shopping centres etc) and develop a program to provide necessary paths

Program submitted for funding in 2008/09 budget

Program submitted for

funding in 2008/09 budget

Mar 2008


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Provide a comprehensive cycle path system that is integrated into the Perth Bicycle Network.

Complete an evaluation of existing network & identify areas that require a new cycleway or shared use paths

Evaluation Completed

Sep 2008

Provide a comprehensive footpath network to key destinations

Complete an evaluation of existing network & identify areas that require new footpaths

Evaluation Completed

Sep 2008

Develop and Implement Comprehensive Bike Plan that compliments the City's existing path network and considers future requirements. Development finished June 2008, Implementation completed by 2013.

Development and Implementation of Bike Plan.

Development Phase completed

Jun 2008

STRATEGIES FOR BELMONT – THE ORGANISATION

x. KRA: Business Excellence

The Council and Management believe that for the community to receive best value from their local government, the organisation must achieve an exemplary level of business excellence. The philosophy of excellence is far reaching and includes:

• customer service,

• financial management,

• environmental management,

• organisational sustainability, and

• effective and efficient processes.

The City has embarked upon a journey of quality assurance to ensure that processes are in place to provide the community with confidence in the City’s activities.


• Achieve excellence in the management and operation of the local government activities,

• Ensure internal processes support a positive image of Belmont,

• Apply sound and sustainable business management principles,

• Assist elected members to be effective,

• Maximise organisational effectiveness, and

• Operate sustainably.


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Business Excellence Measures

TARGETS INDICATORS

2005-06 2006-07 2007-08 2008-09 2009-10

Actual Target Actual Target Target Target Target

FINANCE & ASSET MANAGEMENT

Current ratio 1.46 >1 1.57 >1 >1 >1 >1 Autonomy rate (%) 35 47 56.65 47 47 47 47 Rate of return on land assets (%) 19.61 4.5 22.12 4.5 4.5 4.5 4.5 Adequacy of reserves (%)* 98.4 100 96.78 100 100 100 100 Debt ratio (%) 5 10 4.49 <10 <10 <10 <10 Total Expenditure per Ratepayer ($) 3,054 >3,000 2,983 >3,000 >3,000 >3,000 >3,000 Ratio of capital to operating expenditure (%) 41 72 44.11 72 72 72 72 Outstanding rates ratio (%) 3 2.5 2.66 2.5 2.5 2.5 2.5 Average debtor days 13.5 30 17 30 30 30 30 Return on investments 6.3 >6 6.58 >6 >6 >6 >6

HUMAN RESOURCE MANAGEMENT

Labour force establishment level 179 180 184 180 180 180 180

Workers Compensation Claim Frequency Rate

62 62 51.7 62 62 62 62

Lost Time Injury Frequency Rate 9.8 10 21.7 10 10 10 10 Overall Employee Opinion score (%) 78 >80 79.8 >80 >80 >80 >80 Employee turnover (%) 21 16 21.78 18 16 15 14 Unscheduled absence rate 4 <5 3.51 <5 <5 <5 <5

ENVIRONMENTAL MANAGEMENT

Corporate greenhouse gas emissions Corporate scheme water consumption 4,646 5,110 4,414 4,897 4,684 4,471 4,258

RISK MANAGEMENT

% of audits undertaken against plan 0 100 100 100 100 100 100


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Business Excellence Measures (cont.)

* Adequacy of reserves which have an identified value are 100% as indicated in the table. The balance of reserves adequacy is dependent upon target values being determined through the development of an asset management plan and other reserve strategies.

BUSINESS MANAGEMENT SYSTEM

ABEF self-assessment score (KPI) 354 350 578.3 450 550 650 750 % Business Improvement Requests completed within the target timeframe

33 100 43 100 100 100 100

PROCESSING

Planning applications within statutory time limit (%)

100 100 77.5 100 100 100 100

Building applications within statutory time limit (%)

100 100 97 100 100 100 100

COUNCILLOR SUPPORT

Councillor satisfaction with support 5.68 >5.6 5.75 >5.6 >5.6 >5.6 >5.6


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OBJECTIVE: ACHIEVE EXCELLENCE IN THE MANAGEMENT AND OPERATION OF THE LOCAL GOVERNMENT ACTIVITIES


Quality Council

Implement the Quality Council and establish terms of reference. Monitor and control CIT establishment, internal and external QA audit and training and development for the organisation on BEF and QA.

Quality Council established and trained

Quality Council fully implemented

Jan 2008

Develop divisional plans that support and action the corporate strategic plan

Divisional plans completed by March

Divisional plans completed

by March annually

Enhance the organisational business performance managements systems

% of identified BMS enhancements achieved

80% Annually

Implement Human Resource Strategy

Human Resource Strategy implemented by Dec 07

Human Resource Strategy

implemented

Dec 2007

Review BMS Useability and organisational gateway capability

Survey organisational take up and satisfaction

BMS becomes Organisational

Gateway

Jun 2008

Provide a process for the development of Council-led strategic plans.

Implement 2007/08 strategies as detailed within the Wellbeing Plan

Number of 2007/08 strategies completed

5 Jun 2008

Maintain a safe working environment

Maintain and improve compliance with AS4801

Improve compliance with AS4801

Yes Annually

Implement the Customer charter and the Customer Service Strategy

Recognition under Customer Service Institute awards process

Yes Annually Ensure that community requirements are understood and drive internal policies and processes

Implement internal customer survey process and report as a Divisional performance indicator

Implement internal customer survey process

Survey implemented

Annually


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STRATEGY KEY ACTIONS MEASURES OF SUCCESS TARGET TIMEFRAME Benchmark customer and statutory processes against best practice

Undertake detailed analysis and review of all Building Application processes.

Class 10 - February 2008; Class 1 - July

2008; Class 2-9 - December 2008

Annually

Undertake Phase II of the Customer Focus Strategy

Undertake Phase II of the Customer Focus Strategy

Phase II completed

Nov 2008

Identify and analyse the costs of delivery of services with the objective of maximising cost efficiency.

Service costs analysed and actively managed

Analysis Complete

Dec 2008

Introduce and maintain control-charting of key processes

Control charts in active use to monitor processes

Control charts in active use to

monitor processes

Jun 2008

Establish standards for customer service and ensure business processes are efficient, effective, well controlled, and provide effective customer service

Develop innovation and process management strategy

Innovation and process management strategy developed and implementation started

Strategy fully developed

Dec 2008

Develop a Data, Information and Knowledge Management strategy

Complete Strategy Complete Strategy

Feb 2008

Develop appropriate training and awareness programs to achieve a comprehensive use of the electronic records/document management system.

Training completed and evaluated as effective

Yes Ongoing Improve knowledge management and ensure organisational compliance to statutory record keeping obligations

Develop the Dataworks Records Management System to provide a comprehensive centralised records management repository that is universally utilised by all relevant City staff

Minimal use of paper records Yes Ongoing


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OBJECTIVE: APPLY SOUND AND SUSTAINABLE BUSINESS MANAGEMENT PRINCIPLES


Develop of a long term financial plan (10 year) linked to the appropriate reserve management, maintenance, capital and building works programs

Benchmarking completed Benchmarking completed

Dec 2007

Implement long-term financial planning

Develop a long-term financial model that includes capital expenditure, operating expenditure, life-cycle maintenance costs and can be used for rates and income modelling.

Model completed and implemented by Dec 07

Model completed and implemented

Dec 2007

Ensure competitive financial performance

Develop benchmark or industry comparison data which compares the City’s financial performance

Benchmarking completed by Dec 07

Benchmarking completed

Dec 2007

Implement an audit and risk management process

Implement fraud control plan Implement fraud control plan by March 2008

Fraud control plan implemented

Mar 2008

Ensure that proposals for new facilities consider multi use.

number of sole use facilities Reduction Ongoing Operate Council’s land and facilities portfolio as a capital efficient investment

Implement the City's Land Asset Management Plan

Preparation of action plans for adoption by Council

Yes Ongoing

OBJECTIVE: MAXIMISE ORGANISATIONAL EFFECTIVENESS


Implement a Corporate Leadership Development Strategy

Corporate Leadership Development Strategy approved and implemented

Implement Strategy

Developed by November

2006, implemented by June 2007

Finalise development and implementation of Training Strategy

Training Strategy approved and implemented

Meet 6 monthly targets as per

schedule

Ongoing

Develop human resource benchmark or industry comparison data

Benchmarking report completed by Mar 07

Benchmarking report completed

Jun 2008

Ensure that the capacity and capability of the organisation meets strategic, customer and operational needs

Implement the People Strategy

People Strategy approved and implemented

Meet Quarterly targets as per

schedule

Ongoing

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