[Providing services on behalf of Knox City, Maroondah City ... · The Basin 12.5 2.5 7.5 0 2.5 20...
Transcript of [Providing services on behalf of Knox City, Maroondah City ... · The Basin 12.5 2.5 7.5 0 2.5 20...
[Providing services on behalf of Knox City, Maroondah City and Yarra Ranges Councils]
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BACKGROUND
Eastern Regional Libraries Corporation provides library services to the Knox City Council, Maroondah City Council and
Yarra Ranges Council. Together the three municipalities cover a large geographic area in the outer metropolitan area
of Melbourne. Brief Member Councils’ Profiles are provide later in the Library Plan.
There is a diverse range of communities with a combined population of 402,000 people, as follows:
Population Area
Knox 154,000 113.8 klms ²
Maroondah 103,000 61.4 klms ²
Yarra Ranges 145,000 2500 klms ²
Council Plans & Strategies
The Library Plan takes into account Member Council’s Plans and other adopted strategies, in addition to the following
specific library strategies:
Knox City Council Review of Library Infrastructure & Service Delivery
Maroondah City Council
Ringwood Library, Learning & Cultural Centre Development
Yarra Ranges Council Library Strategy and Action Plans
Yarra Ranges Mobile Library Service Report
Regional Demographics and Social Environment
ABS Statistics indicate that by 2012 our population aged 60 + will continue to increase. There will be large increases in
the 65+ (almost 17.6% of the Region’s population) and the 70+ cohorts. These groups are often retired with time
available to spend reading and using libraries.
Families with young children also make up a large section of the population served by ERLC. ABS statistics also show
that over 25% of the population is less than 19 years, so ERLC has a strong commitment to cater for the needs of this
demographic group.
As a society we are increasingly “time poor”. This has an impact on library use as people have less free time to access
libraries. People tend to buy their own books. Technology such as the Internet has also impacted on library use as people
can now access information at any time.
ERLC is very aware of the need to promote high literacy levels within the community. The area contains, one hundred
and eight pre-schools, one hundred and thirty-seven primary schools, fifty-four secondary schools, two TAFE campuses,
three University of the Third Age groups, several Citizens Advice Bureau as well as numerous other community
information and referral centres.
Childhood Development & Socio Economic Characteristics.
The East of Melbourne is often linked with the idyll of middle class, leafy suburbs that slowly roll into the beautiful
bucolic Dandenong Ranges and valleys. However, this generalization hides large pockets of ‘vulnerability’ and ‘socio-
economic’ disadvantage.
The social, structural, economic, political and cultural environment impacts on the resources available to families and
to children. The character of the communities in which families live, including the economic climate and accessibility
of appropriate services, have significant influence on their wellbeing.
‘Those at risk include people from non-English-speaking backgrounds, new settlers, people with physical and sensory
issues, drug and alcohol problems, mental health, single parent families, low income, vulnerable people and the aged,
aboriginal and Torres Strait Islanders. However, there was also geography to such exclusion, with concentrations in
social housing estates, fringes of towns and cities, rural and remote areas’ (Williams, Tim, 2011)
The local area data indicates that there are areas of high vulnerability in our region, and the three most challenged
areas for each of our Member Councils are shown in the Table below.
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AEDI & SEIFA INDICES.
Physical
health and
wellbeing
Social
competence
Emotional
maturity
Language
and
cognitive
skills
(school-
based)
Comm. skills
and general
knowledge
Vulnerable
on one or
more
domains of
the AEDI
Vulnerable
on two or
more
domains of
the AEDI
SEIFA
index
(score)
% % % % % % %
Knox
Bayswater 11.8 15.4 14 5.9 12.5 28.7 17.6 994.6
Boronia 10.5 6.7 12.9 5.7 7.2 23.4 9.1 1008.56
The Basin 12.5 2.5 7.5 0 2.5 20 2.5 1051.44
Maroondah
Bayswater
North
11.4 15.2 19 8.9 6.3 31.6 17.7 1004.06
Croydon Hills 8.4 9.6 15.7 9.6 6 24.1 14.5 1106.52
Ringwood
Central
10.7 12.9 10.7 5.7 14.3 27.9 16.4 950.00
Yarra Ranges
Belgrave 18.2 6.8 13.6 4.5 11.4 34.1 9.1 1054.96
Silvan/
Macclesfield /
Yellingbo
15.6 18.8 9.4 9.4 12.5 40.6 15.6 1055.87
Warburton 20 33.3 33.3 20 20 40 26.7 955.94
AEDI: A national collection of information on young children’s development. Data are collected every three years and the results provide a
snapshot of how our children are developing. The results indicate the percentage of the children’s population vulnerable under five domains.
SEIFA: This suite of indexes ranks geographic areas across Australia in terms of their socio-economic characteristics. The Index of Relative Socio-
economic Disadvantage (used in Table above) uses information such as low income and low education as markers of relative socio-economic
disadvantage. For the index, relative disadvantage is associated with a low number.
The Literacy Divide
Adult literacy is a major challenge for all levels of government.
According to the ABS, 46%*(prose scale) and 47%* (document scale) of adult Australians cannot function effectively in
a knowledge based economy. 40%* (literacy skills) and 44%* (numeracy skills) of the Australian workforce are
affected.
In a recent survey 75%** of employers surveyed indicated that their businesses are affected by these low levels
* Adult Literacy & Life Skills Survey ABS 2006
** When Words Fail, AIG 2012
There is a major role for public libraries: in advocating for the greater understanding of the value of reading to
children, and parents' effect on early childhood cognitive, language, emotional and social development; and raising
awareness of the public library network's value and capacity when addressing literacy issues on federal, state and
local education agendas relating to social, cultural and economic outcomes.
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The Digital Divide
The latest data from the Australian Bureau of Statistics (ABS) shows that in 2010–11, 82% of all Victorian households
had a computer (up from 69% in 2005–06) and 79% of persons aged 15 years and over accessed the internet during
the year.
The 21% who did not access the internet during the year are not a simple cross-section of the Victorian population. In
2010–11, of all Victorians aged 15 years and over:
• 63% of people aged 65 years and over did not access the internet, and nor did 29% of those aged 55–64 years
• 40% of people who were unemployed did not access the internet (predominantly unemployed and retired people)
• 30% of people with an educational qualification at or below Year 12 or equivalent did not access the internet
• 29% of people born in countries where English is not the main language did not access the internet
• 28% of people on personal incomes less than $40,000 did not access the internet.
Significant Features of Our Communities and Region
� Family life is highly valued
� Emphasis is placed on strong and sustainable communities
� The environment is highly valued
� Our communities value their local cultural heritage
� Leisure and recreation play an important role in the lives of communities
� Cultural diversity is a feature of the Region
� Generally our communities are aging and services to seniors are important
� The area is geographically diverse - from urban towns to small rural communities
� The economy of the region is diverse, from farming and vineyards to retail, large manufacturing and the ever-
growing service industry.
� Areas of growth and development include the Rowville/Lysterfield area in Knox and also the City of Maroondah
� Ringwood is the third largest retail precinct in the Melbourne metropolitan area will soon become a major transit
city with population growth
� Vibrant retail centres continue to grow at Knox City, Studpark, Chirnside Park and Eastland
� Tourism is a vital part of the economic growth of the Shire of Yarra Ranges
� Significant tourist features include Member Councils’ golf courses, recreation centres, Healesville Sanctuary, The
Dandenong Ranges, Puffing Billy Railway and the Yarra Valley wine regions
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FUTURE OF PUBLIC LIBRARIES
The opportunity for public libraries is to continue their transition from a passive, product based environment, to
delivering active, service-based experiences.
Public Libraries New Zealand in its strategic framework has captured the changing nature of libraries in the following
chart:
Information Age – Product Based Knowledge Society – Service Based
Bringing the world’s information to the
community
Expert in finding the right piece of information
Platform for searching and finding
Physical media and text dominate
Circulating and distributing physical collections
Collecting and preserving local content
Purchasing and owning collections
Describing and organising information held in the
library
Place of consumption of knowledge
Stand-alone library
A place primarily for housing collections
Libraries working mostly within their local
authority boundaries, or collaborating regionally
Services developed with customer focus
Librarians as keepers of knowledge and
information
Physical spaces
� Pushing the community’s information to the
world
� Expert in curating and putting content in context
� Platform for creating and innovating
� Digital media and multimedia dominate
� Facilitating access to digital content
� Creating and sharing local content for reuse
� Purchasing access to digital content
� Working with users to enrich and link information
beyond the library’s walls
� Place for creating new knowledge
� Multi-purpose facility – library located with other
functions
� A place for people engagement
� Public libraries work as one to maximise benefits
for customers and rate payers
� Services developed with customer involvement
� Librarians as enablers and teachers of skills
� Physical, virtual, ubiquitous and mobile spaces
Passive, product based Active, service based
Public Libraries Customer Experience
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Many public libraries around the world are well advanced on this journey, and public libraries across Victoria, including
ERLC, are already at varying stages along this journey.
Our community libraries can make a significant difference in people’s lives, if they:
� can go to their local public library – a welcoming, safe, convenient and comfortable community location.
� can access the internet and WiFi to bridge the digital divide.
� will be able to get help from library staff or attend a training course on how to use a computer, how to log on to
the internet, and how to search for information.
� obtain services from/or on behalf of other providers.
� engage with other community members.
Next Five Years
In the next five years our libraries will continue to provide services such as:
Improved welcoming community spaces
Integrated online catalogues and circulation systems
Magazines, CDs, DVDs and other media as well as books for loan
Access to electronic resources and e-books
Tools and equipment to access the Internet, including free WiFi
Programmes in support of literacy and lifelong learning
Materials and programming in in languages other than English (limited)
Opening hours on five, six or seven days a week
Targeted community outreach
Skilled staff to assist customers to find resources to meet their needs.
Extended Role for Our Libraries
The extended role of our libraries for the foreseeable future is:
� Fostering the joy of reading
� Supporting the development of literacy in all its forms
� Enabling independent lifelong learning, research and innovation
� Providing business services (e.g. videoconference facilities)
� Collecting, curating and providing access to knowledge, ideas and works of the imagination
� Collecting, creating and making available local content and history, including archive spaces - a strong local history
collection in print and digital formats
� Creating learning spaces, training spaces and workshop facilities - formal and informal spaces that allow for
individual and group learning
� Providing social spaces and lounges - providing a community ‘living room’ feel that might include café area / catering
- providing a relaxed draw card for locals to linger and interact
� Communal Meeting Spaces - For community forums, public lectures and information sessions
and most importantly:
� Providing community based services for all, in places that are at the ‘heart of local communities’.
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Opportunities & Challenges Ahead
There are opportunities and challenges for the current and extended role of our community libraries:
Buildings
? Changing patterns of visitor access to and usage of library services
? Facilities need to be co-located with other local services, creating a genuine community hub
? Buildings may need to be reconfigured or extended
? All designs must reflect the multi-functional nature of the new age library
? Capital budgets and grants, together with ongoing operational funding
Collections
? Physical collections reduced in size to allow for greater learning / training / meeting spaces
? The availability and cost of digital resources
? The balance between the ‘old’ and ‘new’ formats
Staff
? Recruiting staff with new age library skills: IT, community strengthening
? Developing these skills with our existing staff
? Continuous technology training for our staff
? Engaging more community volunteers and services developed with customer involvement
Funding
? The rapidly changing virtual world and technology, and the costs of keeping up to date e.g. RFID, WiFi, eBooks,
etc.
? Upgrading and developing the library management system and associated information and communications
technology infrastructure
? State Government funding (approximately 19%) is not keeping pace with the Member Councils’ contributions
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How will we meet these challenges and opportunities? What is the ERLC Way?
We aspire to:
Providing our communities with access to knowledge, experience and ideas
Being the “third” place for our communities
We undertake to:
Provide universal and equitable access to library resources and services
Create opportunities and spaces that will enhance peoples’ lives and community interaction
We value:
Co-operation, partnerships and alliances
Social, cultural, environmental and economic sustainability
Innovation that enhances the opportunities and services for our communities
Service excellence
Teamwork and the contribution made by our staff
How do we approach what we do?
ERLC is committed to happy and satisfied customers. Through a relevant program of services, events and places, ERLC
makes an important contribution to community strengthening and to connecting people.
ERLC partners with Councils, community groups and other organizations to ensure that our communities and visitors
to our region can participate in and enjoy local libraries. Partnerships with Councils reflect the aims and objectives of
individual Council Plans.
Libraries play a vital role in lifelong learning through the provision of facilities, resources, training and programs. ERLC
has a strong philosophical commitment to encourage and support lifelong learning in our communities.
We strive for continuous improvement and innovation that will enhance the experiences of, and services to, our
communities.
What will we do over the next five years?
Based on: our Councils’ profiles, demographics, policies and strategies; the transition of public libraries from
‘Information – Product Based’ to ‘Knowledge Society – Service Based’ outcomes: the following strategies have been
developed.
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ACCESS Tasks & Actions Partnerships Success Indicators 2013 2014 2015 2016 2017
Create welcoming comfortable library environments,
through the physical appearance of branches
Make the library accessible to all at all times
A warm welcome when users come to library branches
Develop an accessible, engaging and intuitive web
presence, including social media
Increase active library membership, visitation and usage
and encourage greater access to library membership,
collections and services
Facilitate further access for housebound persons to library
services.
1. Obtain details of Council Asset proposed
maintenance for libraries
2. Agree a program where feasible that
coincides with Corporation
enhancements (self-service, etc.)
3. Pursue Living Libraries and other grants
to maximize refurbishment opportunities
4. Explore options to align library opening
hours/access with community
expectations through:
• Co-location / integration
• Use of technology
5. Ongoing customer service training for
staff
6. Website redevelopment
7. Review membership rules and service
protocols
8. Explore co-memberships and programs
with other organisations e.g. schools,
neighbourhood houses, U3A, etc.
including at least 1 pilot program
9. Explore opportunity with Councils to
make existing and new
ratepayers/householders automatically
library members
10. Explore options beyond current service
e.g. postal service
Councils
State Govt
Federal Govt
Councils
Schools
Neighbourhood
Houses
U3A, etc.
Councils
Aust Post
Vision Australia
� $150,000 ($50K per Council, or greater
amount per Council if not required by a
Member Council) set aside in ERLC
annual budget
� Councils/Corporation agree to apply for
$ for $ grants
� Better planning for library
refurbishments
� Applications lodged when grants
available
� Co-location/integration with Council
services e.g. Rowville, Ringwood,
Montrose
� Board Report on technology/collection
access out of hours
� Customer satisfaction with staff rated
as 8+ in annual survey
� Increased usage (hits, likes, etc.)
� Board Report
� Board Report
� Membership Increases
� Pilot Program agreed and undergoing
testing with at least one Member
Council
� Board Report
� Councils agreeing to provide additional
funding based on merits of proposals
August
Annual
Annual
Annual
Ongoing
8+
+2%
October
+2%
December
Annual
Annual
Annual
Annual
Ongoing
May
8+
+2%
Feb
+2%
Annual
May
Annual
Annual
Annual
Annual
Ongoing
8+
+2%
+2%
Annual
July
Annual
Annual
Annual
Annual
Ongoing
8+
+2%
+2%
Annual
Annual
Annual
Annual
Annual
Annual
Ongoing
8+
+2%
+2%
Annual
Annual
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Collections Tasks & Actions Partnerships Success Indicators 2013 2014 2015 2016 2017
Develop:
• a ‘high turnover’ collection
• library collections that reflect community
demographics and respond to community
demand
• and promote relevant local specialist collections
Raise ERLC user awareness of and capacity to search the
‘complete’ collection to which they have access, including
the visible collection, the collection in other ERLC
branches, collections accessible through SWIFT and
eCollections
Explore opportunities to increase user access to major
specialist library collections and databases
Prepare a Board Report on the current collection
for each branch and how the collection responds
to community need & demand
Review the acquisition, collection management
and display practices based on the above report
ERLC Marketing and Communication Plan
Hold discussions with State Library, National
Library and other organisations
Councils
State Govt
Federal Govt
State Library
National Library
SWIFT
� Board Report
� Board Policy
� Board Adoption
� Joint promotions
October
September
Annual Update
Feb
Annual Update
August
August
Annual Update
Annual Update
Annual Update
Annual
Annual Update
Annual Update
Annual Update
Annual
Annual Update
Annual Update
Annual Update
Annual
Programs and Services
Tasks & Actions Partnerships Success Indicators 2013 2014 2015 2016 2017
Increase active engagement with the library through
provision of programs and services that encourage
participation, especially of targeted user/community
groups
Use outreach programs and partnerships to extend the
library’s physical network into places where people live,
work, study, shop and relax.
Develop joint programs (e.g. holidays) with
Member Councils
Promoting the services on offer at the library.
Staff to visit organisations (or inviting them to
visit branch libraries) talking about the range of
materials and services on offer
Councils
Schools
Neighbourhood
Houses
U3A, etc.
� Joint programs &
promotions
� Increased
memberships
� New Visitations
2
20
2
20
2
20
2
20
2
20
Places and Spaces
Tasks & Actions Partnerships Success Indicators 2013 2014 2015 2016 2017
Assess current usability of spaces in relation to “People &
Places’ Guidelines
Address improvements/opportunities for enhancement of
branch facilities through direct engagement with Council
at a local level
Enhance (wherever possible) the flexibility of library
spaces to accommodate the diverse (and competing)
needs of library users
Enhance the library’s capacity to serve as meeting place
within each community for literary, learning and cultural
activities
Explore options for branches to be multi-function service
points (e.g. borrowing, IT access, café, service
transactions).
Complete audit of existing branches, including
detailed plans of current configuration
Obtain details of Council Asset proposed
maintenance for libraries
Agree a program where feasible that coincides
with Council/Corporation enhancements (self-
service, re carpeting, etc.)
Pursue Living Libraries and other grants to
maximize refurbishment opportunities
Pursue co-location/integration opportunities with
Councils e.g. Rowville, Ringwood, Montrose.
Councils
State Govt
Federal Govt
� Board Report
� $150,000 ($50K per
Council, or greater
amount per Council if
not required by a
Member Council) set
aside in annual
budget
� Corporation in a
position to apply for $
for $ grants
� Better planning for
library refurbishments
� Applications lodged
when grants available
October
August
Annual Update
Annual Update
Annual Update
Annual Update
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Service Delivery
Tasks & Actions Partnerships Success Indicators 2013 2014 2015 2016 2017
Explore options to increase community involvement in
support and delivery of library services (e.g. greater use of
volunteers, Commonwealth work experience schemes)
Increase user access to technology
Leverage the relationship with Council to support
programs and service delivery in targeted areas (e.g.
outreach, marketing, service delivery).
Explore Commonwealth work experience
schemes
Promote ERLC volunteer program
Provide access to:
• WiFi beyond the library,
• loans of/access to eReaders
Develop joint promotional activities with
Councils
Councils
State Govt
Federal Govt
� Work experience placements
Increase in volunteers
� $150K ($50K per Council, or
greater amount per Council if not
required by a Member Council for
building works) set aside in annual
budget
� Extend WiFi coverage to nearby
Council outlets e.g. Croydon
Swimming Pool, Boronia
Basketball Stadium, Yarra
Junction: Upper Yarra Family
Centre
� Councils agreeing to provide
additional operational funding
based on merits of proposals
� Allocate $100K from library
materials budget to acquire
approx. 150 iPads/Tablets for
community use in
branches/outreach services
Articles in each Council’s ratepayer
newsletters, newspaper columns &
rate notices
10
10
August
4
10
10
June
June
July
4
10
10
June
June
4
10
10
July
4
10
10
4
Strategic Capacity
Tasks & Actions Partnerships Success Indicators 2013 2014 2015 2016 2017
Identified/noted three areas which would be critical to the
ERLC’s success
• Active and ongoing engagement with library users
and non-library users to identify their needs and
expectations of the libraries, collections, programs
and services.
• Enhanced marketing and promotion of the role of,
offerings of and ways to access ERLC’s collections,
programs and services.
• ERLC should continue its industry advocacy and
leadership role within the Victorian public library
sector.
Annual RLC Syndicate Survey
Annual Council Survey
Customer Feedback Forms
Customer Focus Groups
Online survey
Development of an ERLC Marketing and
Communication Plan as a priority
Collaboration and partnerships with
community organisations and other Council
services were thought to provide mechanisms
to support promotion and raise awareness of
library services.
Submission to MAC Review of Victorian Public
Libraries Stage 2
Councils
State Govt
Federal Govt
Schools
Neighbourhood
Houses
U3A, etc.
PLVN
ALIA
MAV
� Completed
� Sessions held
� Annual web survey
� Board Adoption
� Board Submission
August
Continuous
3
1
Sep
May
August
Continuous
3
1
August
Continuous
3
1
August
Continuous
3
1
August
Continuous
3
1
Page | 11
[Providing services on behalf of Knox City, Maroondah City and Yarra Ranges Councils]
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Strategic Resource Plan & Key Financial Indicators
The Corporation is required by the Act to prepare a Strategic Resource Plan (SRP) covering both financial and non-
financial resources, and including key financial indicators for at least the next four financial years to support the
Library Plan. In order to provide surety for both the Corporation and Member Councils a SRP has been developed for 5
years.
Plan Development
The Corporation has prepared a Strategic Resource Plan for the five years 2012/2013 to 2016/2017 as part of its
ongoing financial planning to assist in adopting a budget within a longer term framework. The Plan takes the strategic
objectives and strategies as specified in the Library Plan and expresses them in financial terms for the next five years.
The key objective, which underlines the development of the Plan, is financial sustainability in the medium to long
term, whilst still achieving the Corporation’s strategic objectives as specified in the Library Plan. The key financial
objectives, which underpin the SRP, are:
• Maintain existing service levels, some of which will be in new programs.
• Achieve a surplus each year.
• Maintain a capital expenditure program of at least $1.9 million per annum.
• Achieve a balanced budget on a cash basis.
In preparing the SRP, the Corporation has also been mindful of the need to comply with the following Principles of
Sound Financial Management as contained in the Act:
• Prudently manage financial risks relating to debt, assets and liabilities.
• Consider the financial effects of Corporation’s decisions on future generations.
• Provide full, accurate and timely disclosure of financial information.
Financial Resources
The following table summarizes the key financial results for the next five years as set out in the Plan for years
2012/2013 to 2016/2017. Appendix A includes a more detailed analysis of the financial resources to be used over the
five year period.
Strategic Resource Plan Projections
Indicator 2012/13 2013/2014 2014/2015 2015/2016 2016/2017 +/o/-
$’000 $’000 $’000 $’000 $'000
Operating result 23 36 63 118 132 +
Cash and investments 3,538 2,350 2,288 2,306 2,364 o
Cash flow from operations 1,613 1,676 1,803 1,883 1,922 +
Capital works 1,925 1,925 1,925 1,925 1,925 o
Key to Forecast Trend:
+ Forecasts improvement in the Corporation's financial performance/financial position indicator
o Forecasts that the Corporation's financial performance/financial position indicator will be steady
- Forecasts deterioration in the Corporation's financial performance/financial position indicator
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The key outcomes of the Plan are as follows:
• Financial Sustainability
Cash and investments are forecast to reduce over the five year period to fund library materials and technology.
• Contributions Strategy (section 10.1)
Council contribution increases 2012/2013 are based on advice from Council Officers; and following years projected at
an ongoing increase of 5%.
• Capital Works Strategy (section 10.2)
Capital expenditure over the five year period will total $9.6 m at an average of $1.9 m spent on library materials and
technology. This allows for some growth in collection size and the acquisition of further technologies.
• Service Delivery Strategy (section 10.3)
Services levels by way of opening hours, events, etc. will be maintained throughout the five year period on the
assumption that: Member Council contributions will increase by 5% for 2012/2013 and following years; self-service is
maintained in all branches; and there is no increase in staffing numbers.
Non-financial resources
In addition to the financial resources to be consumed over the planning period, the Corporation will also need to fund
staffing levels that maintain, and improve, its service levels. The following table summarizes the non-financial
resources for the next five years.
Strategic
Resource Plan Projections
Indicator 2012/13 2013/2014 2014/2015
2015/2016 2016/2017
$’000 $’000 $’000 $’000 $’000
Employee Benefits 8,260 8,508 8,785 9,092
9,433
Superannuation Guarantee
Increase
21 43 90 141
Employee numbers 158 158 158 158 158
Overall increases in employees’ costs have been capped for 2012/2013 at 5.5%, and a maximum increase of 3% for
2013/2014, 3.25% for 2014/2015, 3.5% for 2015/2016 and 3.75% for 2016/2017, (based on a new Enterprise
Agreement yet to be negotiated) which will only be achievable through limiting the casual budget and overall staff.
This level of increase is required to help fund the additional employer superannuation contributions from 2013/2014.
The increase in employees’ costs for Superannuation Guarantee from 2013/2014 is shown in the above Table.
Page | 14
FUNDING STRATEGIES
In developing the Strategic Resource Plan, strategies have been developed for revenue, infrastructure and service
delivery.
Revenue
The 2012/2013 Budget has been developed using preliminary advice from Council Officers as to the Council
contributions for this year. Council increases in total contributions are forecast for the year from 2012/2013 and
following at a rate of 5% per annum. User Charges and Fees will rise where appropriate for the service provided.
Capital Works
A key objective will be to try and maintain or preserve the Corporation’s existing assets at desired condition levels. If
sufficient funds are not allocated to asset preservation then the Corporation’s investment in those assets will reduce,
along with the capacity to deliver services to the community.
The following influences had a significant impact on Capital Works for the 2012/2013 and following years:
• The budgeted Councils’ contributions.
• State Government Grant for 2012/2013 and estimated increases for later years.
• The level of cash and investment reserves to fund future capital expenditure programs.
Service Delivery
The key objectives included in the Corporation’s Strategic Resource Plan (referred to in Section 9) which directly
impact the future service delivery strategy are to maintain existing service levels and to achieve a reasonable
operating result over the five years. The Revenue Strategy refers to contributions increases into the future,
approximating 5% per annum for Member Councils for 2012/2013 and following years.
With these key objectives as a basis, a number of internal and external influences have been identified which will have
a significant impact on the scope and level of services to be provided over the next five years.
The service delivery outcomes measured in financial terms are shown in the following table.
Year
Net
Surplus
(Deficit)
$’000
2013 23
2014 36
2015 63
2016 118
2017 132
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Services levels have been maintained throughout the five year period despite a deficit in 2011/2012 and with
operating surpluses forecast the years 2012/2013 to 2016/2017.
Overall increases in employees’ costs have been capped for 2012/2013 at 5.5%, and a maximum increase of 3% for
2013/2014, 3.25% for 2014/2015, 3.5% for 2015/2016 and 3.75% for 2016/2017, (based on a new Enterprise
Agreement yet to be negotiated) which will only be achievable through limiting the casual budget and overall staff.
This level of increase is required to help fund the additional employer superannuation contributions from 2013/2014.
.
Matters that Impact on the Strategies
The general influences affecting all operating revenue and expenditure include the following:
2012/13 2013/2014 2014/2015 2015/2016
2016/2017
% % % %
%
Contribution increases 5 5 5 5 5
Government funding 2.75 2.75 2.00 2.00 2.0
Wages growth 5.5 3.0 3.25 3.5 3.75
Superannuation
Guarantee Increase
.25 .5 1 1.5
Investment Return 5.5 4.0 4.0 4.0 4.0
Given the issues in relation to the State government Grant for 2012 2013, a conservative approach has been taken in
relation to the expected % increase for 2013/2014 (2.75%) and following years (2%).
The same conservative approach has been taken in relation to investment returns over the life of the Strategic
Resource Plan.
Page | 16
Appendices
The following appendices include voluntary and statutory disclosures of information which provide support for the
analysis contained in sections 1 to 11 of this report.
This information has not been included in the main body of the budget report in the interests of clarity and
conciseness. The Corporation has decided that whilst the budget report needs to focus on the important elements of
the budget and provide appropriate analysis, the detail upon which the annual budget is based should be provided in
the interests of open and transparent local government.
The contents of the appendices are summarized below:
Appendix Nature of information
A Budgeted standard statements
B Statutory disclosures
C Capital works program
D Key strategic activities
Eastern Regional Libraries Corporation – Budget 2012/2013
Page | 17
Appendix A
Budgeted Standard Statements
This appendix presents information in regard to the Budgeted Standard Statements. The budget information for the
years 2012/13 to 2016/17 has been extracted from the Strategic Resource Plan.
The appendix includes the following budgeted information:
• Budgeted Standard Income Statement
• Budgeted Standard Balance Sheet
• Budgeted Standard Cash Flow Statement
• Budgeted Standard Capital Works Statement
Eastern Regional Libraries Corporation – Budget 2012/2013
Page | 18
Budgeted Standard Income Statement
For the five years ending 30 June 2017.
Budgeted Standard Income
Statement
2012/2013 2013/2014 2014/2015 2015/2016 2016/2017
Income
Grants - recurrent 2,440,771 2,507,892 2,570,590 2,659,397 2,751,893
Contributions 9,717,268 10,203,132 10,713,288 11,248,953 11,811,400
User Charges, fees and fines 395,550 375,550 330,550 305,550 305,550
Interest 275,341 250,000 250,000 250,000 200,000
Total Income 12,828,930 13,336,574 13,864,428 14,463,900 15,068,843
Expenses
Employee Benefits 8,260,745 8,508,567 8,785,096 9,092,574 9,433,546
Superannuation Guarantee
Increase
21,271 43,925 90,926 141,503
Contract Payments, Materials
and Services
2,954,882 3,130,181 3,232,201 3,397,191 3,571,010
Depreciation and
Amortisation
1,500,000 1,600,000 1,700,000 1,725,000 1,750,000
Net profit / loss on the
Disposal of Plant &
Equipment
90,000 40,000 40,000 40,000 40,000
Total Expenses 12,805,627 13,300,020 13,801,223 14,345,691 14,936,059
Surplus/(Deficit) for the year 23,303 36,554 63,205 118,209 132,784
Eastern Regional Libraries Corporation – Budget 2012/2013
Page | 19
Budgeted Standard Balance Sheet
For the five years ending 30 June 2017.
Budgeted Standard Balance Sheet 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017
$ $ $ $ $
CURRENT ASSETS
Cash and Cash Equivalents 3,538,861 3,350,415 3,288,620 3,306,829 3,364,613
Prepayments 70,000 70,000 70,000 70,000 70,000
Receivables 40,000 40,000 40,000 40,000 40,000
TOTAL CURRENT ASSETS 3,648,861 3,460,415 3,398,620 3,416,829 3,474,613
NON-CURRENT ASSETS
Property, Plant and Equipment 5,940,000 6,165,000 6,290,000 6,390,000 6,465,000
Intangible assets
TOTAL NON-CURRENT ASSETS 5,940,000 6,165,000 6,290,000 6,390,000 6,465,000
TOTAL ASSETS 9,588,861 9,625,415 9,688,620 9,806,829 9,939,613
CURRENT LIABILITIES
Payables 449,105 412,408 375,068 337,075 298,417
Employee Benefits 2,039,000 2,074,683 2,110,989 2,147,932 2,185,521
TOTAL CURRENT LIABILITIES 2,488,105 2,487,090 2,486,057 2,485,006 2,483,937
NON-CURRENT LIABILITIES
Employee Benefits 58,000 59,015 60,048 61,099 62,168
TOTAL NON CURRENT LIABILITIES 58,000 59,015 60,048 61,099 62,168
TOTAL LIABILITIES 2,546,105 2,546,105 2,546,105 2,546,105 2,546,105
NET ASSETS 7,042,756 7,079,310 7,142,515 7,260,724 7,393,508
REPRESENTED BY:
Members' Equity based on Initial
Contributions
3,689,000 3,689,000 3,689,000 3,689,000 3,689,000
Accumulated Surplus 3,353,756 3,390,310 3,453,515 3,571,724 3,704,508
EQUITY 7,042,756 7,079,310 7,142,515 7,260,724 7,393,508
Eastern Regional Libraries Corporation – Budget 2012/2013
Page | 20
Budgeted Standard Cash Flow Statement
For the five years ending 30 June 2017.
Budgeted Standard Cash Flow
Statement
2012/2013 2013/2014 2014/2015 2015/2016 2016/2017
Cash Flows from Operating
Activities
$ $ $ $ $
Receipts
Grants 2,440,771 2,507,892 2,570,590 2,659,397 2,751,893
Contributions 9,717,268 10,203,132 10,713,288 11,248,953 11,811,400
User Charges, fees and fines 395,550 375,550 330,550 305,550 305,550
Interest 275,341 250,000 250,000 250,000 200,000
12,828,930 13,336,574 13,864,428 14,463,900 15,068,843
Payments
Payments to Employees 8,260,745 8,508,567 8,785,096 9,092,574 9,433,546
Superannuation Guarantee Increase 21,271 43,925 90,926 141,503
Payments to Suppliers 2,954,882 3,130,181 3,232,201 3,397,191 3,571,010
11,215,627 11,660,020 12,061,223 12,580,691 13,146,059
Net Cash provided by Operating
Activities
1,613,303 1,676,554 1,803,205 1,883,209 1,922,784
Cash flows from investing activities
Proceeds from the sale of Plant &
Equipment
60,000 60,000 60,000 60,000 60,000
Payments for Plant & Equipment (1,925,000) (1,925,000) (1,925,000) (1,925,000) (1,925,000)
Net Cash used in Investing Activities
(1,865,000) (1,865,000) (1,865,000) (1,865,000) (1,865,000)
Net Increase/(Decrease) in Cash and
Cash Equivalents
(251,697) (188,446) (61,795) 18,209 57,784
Cash and Cash Equivalents at
beginning of the Financial Year
3,790,558 3,538,861 3,350,415 3,288,620 3,306,829
Cash and Cash Equivalents at end of
the Financial Year
3,538,861 3,350,415 3,288,620 3,306,829 3,364,613
Eastern Regional Libraries Corporation – Budget 2012/2013
Page | 21
Budgeted Standard Capital Works Statement
For the five years ending 30 June 2017.
Budgeted Standard Capital Works
Statement
2012/2013 2013/2014 2014/2015 2015/2016 2016/2017
$ $ $ $ $
Capital Works Areas
Library Materials
Books 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000
Audiovisual Materials 250,000 250,000 250,000 250,000 250,000
e books 125,000 125,000 125,000 125,000 125,000
Plant & Equipment
Motor Vehicles 100,000 100,000 100,000 100,000 100,000
Equipment 250,000 250,000 250,000 250,000 250,000
Total Capital Works 1,925,000 1,925,000 1,925,000 1,925,000 1,925,000
Sources of Funds
Proceeds from Sale of Assets 60,000 60,000 60,000 60,000 60,000
Net Cash Inflows from Operating
Activities
1,613,303 1,676,554 1,803,205 1,883,209 1,922,784
Total Sources of Funds 1,673,303 1,736,554 1,863,205 1,943,209 1,982,784
Net Movement Cash Flows (251,697) (188,446) (61,795) 18,209 57,784
Reconciliation of net movement in property, plant and equipment
For the five years ending 30 June 2017.
2012/2013 2013/2014 2014/2015 2015/2016 2016/2017
$ $ $ $ $
Total Capital Works 1,925,000 1,925,000 1,925,000 1,925,000 1,925,000
Depreciation 1,500,000 1,600,000 1,700,000 1,725,000 1,750,000
Written Down Value of Assets Sold 150,000 100,000 100,000 100,000 100,000
Net Movement in Property, Plant &
Equipment
275,000 225,000 125,000 100,000 75,000
Eastern Regional Libraries Corporation – Budget 2012/2013
Page | 22
Appendix B
Statutory disclosures
This appendix presents information required pursuant to the Act and the Regulations to be disclosed in the Council’s
annual budget.
The appendix includes the following budgeted information:
• Borrowings
• Fees and Charges
Eastern Regional Libraries Corporation – Budget 2012/2013
Page | 23
Statutory disclosures
1. Borrowings
2011/12 2012/13
$ $
New borrowings (other than refinancing) 0 0
Debt redemption 0 0
2. Fees and Charges
2.1 The proposed Fees and Charges to be levied:
Products and Services 2012/ 2013
Overdue Material Per Item Per Day
Up to a maximum of $12 per item – Adult
Up to a maximum of $ 6 per item – Child
$0.30
Lost items System Cost & Processing Fee
Replacement cards $3.00
Printing per page $0.20
Photocopying - Colour (A4) and (A3)
- B&W (A4) and (A3)
$0.60 and $1.40
$0.20 and $0.40
Inter Library Loan (per item)
- other public library services
- non public library
$2.00
$15.00
Book sale - adult fiction (Minimum)
- junior material (Minimum)
- paperbacks (Minimum)
$1.00
$1.00
$0.50
Book clubs per annum $350.00
Library bags $1.50
Faxing
Victoria - per fax (includes multiple pages)
Australia - per minute
Overseas - per minute
Receiving - per page printing
$2.30
$3.40
$5.60
$0.20
Training Internet & Genealogy (each) Variable
Activities - adult
- junior
Variable
Variable
Meeting Room - Boronia
- Rowville
- Belgrave
- Mt Evelyn
- Yarra Junction
As per Councils’ Fees and Charges
Notes: Fees and Charges inclusive of GST, as it applies.
Page | 24
Appendix C
Capital Works Program
This appendix presents a listing of the capital works projects that will be undertaken for the 2012/13 and following
years.
For the five years ending 30 June 2017.
Budgeted Standard Capital
Works Statement
2012/2013 2013/2014 2014/2015 2015/2016 2016/2017
$ $ $ $ $
Capital Works Areas
Library Materials
Books 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000
Audiovisual Materials 250,000 250,000 250,000 250,000 250,000
e books 125,000 125,000 125,000 125,000 125,000
Plant & Equipment
Motor Vehicles 100,000 100,000 100,000 100,000 100,000
Equipment 250,000 250,000 250,000 250,000 250,000
Total Capital Works 1,925,000 1,925,000 1,925,000 1,925,000 1,925,000
Page | 25
Page | 26
Knox is one of the most populous municipalities in Victoria with almost 154,000 residents living in eleven localities. It is
a community concerned for the welfare of others with residents from 130 different countries who speak 54 languages.
Knox has nearly 28,000 children under 15 years old and 25%+ of residents aged 55 years and older.
Knox is an established municipality combining residential, industrial and commercial areas. There are 58,000 homes and
nearly 14,000 businesses in Knox, including 5,000 home-based businesses.
31% of the resident workforce work in Knox (2006).
Major features of the municipality include major shopping areas at Knox Central Activity Centre in Wantirna South,
Bayswater, Boronia, Ferntree Gully, Mountain Gate, Scoresby Village, and Stud Park in Rowville, with Knox City Shopping
Centre providing a focal point for the city.
The city is well served with recreational facilities including Koomba Park in Wantirna, Lewis Park in Wantirna South,
Chesterfield Farm in Scoresby, the Corhanwarrabul and Monbulk Creek parklands and Lysterfield Park.
A major new development for Knox has been the development of the Knox Regional Sports Park. The 27-hectare site
adjacent to EastLink will become a new home for the State Basketball Centre and Knox regional soccer centre.
Population Forecast
In 2006, the most populous age group in City of Knox was 45-49 year olds, with 11,915 persons. In 2021 the most
populous forecast age group will continue to be 45-49 year olds, with 11,260 persons.
The number of people aged under 15 is forecast to decrease by 1,228 (-4.0%), representing a decline in the proportion
of the population to 17.6%. The number of people aged over 65 is expected to increase by 12,854 (81.5%), and represent
17.2% of the population by 2021.
The age group which is forecast to have the largest proportional increase (relative to its population size) by 2021 is 70-
74 year olds, who are forecast to increase by 125.0% to 7,969 persons.
Page | 27
The City of Maroondah features a balanced blend of more established residential areas along the major transport routes
and railway lines, newer residential pockets in the northern and south-eastern peripheries, light industrial precincts
concentrated within the south-eastern corner, service and retail precincts clustered along the Maroondah Highway
corridor, and a spread of parklands and recreational reserves.
There are just over 103,000 people living in Maroondah, residing in 36,400 households with an average of 2.6 people in
them.
Maroondah's swimming pools, golf courses and leisure centre get more than 1 million visitors each year.
Maroondah has a vast diversity of flora and fauna. There are 13 distinct habitat types within Maroondah and 82 sites
of biological significance which are protected by the Maroondah Planning Scheme. Maroondah is home to 18 mammal
species, 23 butterfly species, 116 bird species and 9 frog species, including the rare Victorian smooth froglet.
There are 21 shopping precincts and 6,000 businesses in Maroondah. The area’s major activity centres are Ringwood
and Croydon and future residential growth will be focused around these centres. With little remaining significant tracts
of land for large-scale residential developments, population growth has slowed in Maroondah over recent years and
future growth will be stimulated by housing consolidation and medium density developments.
Population Forecast
In 2006, the most populous age group in City of Maroondah was 35-39 year olds, with 7,834 persons. In 2021 the most
populous forecast age group will continue to be 35-39 year olds, with 7,951 persons.
The number of people aged under 15 is forecast to increase by 1,106 (5.6%), representing a rise in the proportion of the
population to 17.9%. The number of people aged over 65 is expected to increase by 7,173 (51.6%), and represent 18.2%
of the population by 2021.
The age group which is forecast to have the largest proportional increase (relative to its population size) by 2021 is 70-
74 year olds, who are forecast to increase by 72.3% to 5,464 persons.
Page | 28
The Shire of Yarra Ranges with a population of 145,000 is located on metropolitan Melbourne’s eastern fringe. The Shire
balances a mix of urban and rural communities. There are over 55 suburbs, townships, small communities and rural
areas within the Shire, making it one of the most diverse of any municipality in the State.
Yarra Ranges has a diverse economy of around 10,000 businesses, employing some 35,000 people. Manufacturing is the
most valuable industry in, yielding $2.8 billion in regional output. Other important industries include agriculture
(including wine making), tourism, construction, property and business services and retail trade.
Yarra Ranges has long been recognised as a special place for its natural beauty and diverse habitats. The combination
of national parks, state forests, private gardens, and its location on Melbourne's door step combine to make the area
unique in both natural and cultural amenities.
Some of Victoria's most environmentally important areas are located in the Yarra Ranges and play a significant role in
attracting residents to the area. The mountainous landscapes and Yarra Valley contain significant remnant native
vegetation, much of which is botanically and zoologically significant, providing important habitat for wildlife.
Yarra Ranges can be characterised as a ‘young’ Shire, with a higher than average proportion of the population aged
between 5 and 17 years and more family households than typical across Melbourne. The median age of Shire residents
is 36.6 years.
Population Forecast
In 2006, the most populous age group in Yarra Ranges Council area was 40-44 year olds, with 11,427 persons. In 2021
the most populous forecast age group will be 45-49 year olds, with 10,829 persons.
The number of people aged under 15 is forecast to decrease by 1,371 (-4.5%), representing a decline in the proportion
of the population to 19.0%. The number of people aged over 65 is expected to increase by 11,916 (80.4%), and
represent 17.4% of the population by 2021.
The age group which is forecast to have the largest proportional increase (relative to its population size) by 2021 is 70-
74 year olds, who are forecast to increase by 114.6% to 7,375 persons.