Annual Business Plan and Budget 2020-2021 - City of Tea Tree Gully

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Annual Business Plan and Budget 2020-2021 - City of Tea Tree Gully
2020–2021
Annual Business
Plan and Budget
Annual Business Plan and Budget 2020-2021 - City of Tea Tree Gully
The City of Tea Tree Gully’s
Annual Business Plan and
Budget are key documents
in our overall planning
framework, and set out
our projects, services and
programs for the financial
year and how we intend to
finance them.
The Annual Business Plan and Budget have
been developed through an extensive process
of consultation and review by Elected Members,
council staff and consultation with the
community.

These documents support our long-term
strategic direction, which is outlined in Council’s
Strategic Plan 2025, as well as our Long-Term
Financial Plan and Asset Management Plans.

The Annual Business Plan is designed to
meet the legislative requirements of the Local
Government Act 1999.

For more information call 8397 7444
or visit cttg.sa.gov.au/abp
Annual Business Plan and Budget 2020-2021 - City of Tea Tree Gully
2020-2021 Annual Business Plan and Budget

Contents

Introduction                                                                       1
City profile                                                                     2–3
Strategic direction                                                              4–6
Measuring performance                                                            8–9
Continuing services                                                            11–12
Capital works program                                                          14–19
Infrastructure asset management plans                                             21
Funding the Annual Business Plan and Budget                                    23–24
Financial statements                                                           26–32
Rates                                                                          34–40
Financial indicators                                                           42–45
Annual Business Plan and Budget 2020-2021 - City of Tea Tree Gully
Photo: John Eichner Reserve
Annual Business Plan and Budget 2020-2021 - City of Tea Tree Gully
2020-2021 Annual Business Plan and Budget

Introduction
As we move into the 2020–2021 financial year, we continue to face
extraordinary circumstances as a result of the COVID-19 pandemic.

Like many in our community, Council has not been       facility, about $571,000 in footpath upgrades,
immune to the impacts of the virus, having to make     $4.9 million in road upgrades and an additional
a number of changes to our daily operations and        $4.7 million in new buildings, upgrades and
the services we offer.                                 renewal.

While some of these changes may remain in              We will also implement a raft of kerbside waste
place for some time, the next 12 months will be        reduction strategies designed to divert reusable
incredibly important for us, as we play our role       resources from landfill. This is driven by our Waste
in the recovery process, helping the community         Management Policy and includes the distribution
return to a new normal after COVID-19.                 of green organic bins and Mini Muncher kitchen
                                                       caddies to households that do not have one.
The challenge we face is twofold. We must find a
balance between what residents and other tiers of      Much of the remainder of our budget will fund
government expect of us, with what is appropriate      important services, such as waste collection, verge
and affordable, given our financial position.          mowing, libraries and community centres.

Having a strong, proactive plan will hopefully         To fund the 2020–2021 Annual Business Plan
provide our residents and business community           and Budget will have a 0% rate revenue increase,
with confidence. For us, economic recovery             excluding any increases due to growth. This will
is about progressing important infrastructure          provide $83.2 million in operating income, while
projects to help stimulate the economy, support        offering residents some much needed rate relief.
local business and create much-needed jobs. Just
                                                       A 0% general rate revenue increase will see a $2.3
how much we can accomplish will depend on
                                                       million decrease in income against our Long-Term
federal and state government stimulus funding.
                                                       Financial Plan target for 2020–2021. This shortfall,
The continuation of the Modbury Precinct               will need to be funded through a reduction in
Revitalisation Project will see the commencement       operating expenditure, capital expenditure and
of stage 1 of a significant upgrade of the             debt repayments.
picturesque Dry Creek corridor, including a
                                                       We will continue to look to find ways to reduce
$1.7 million investment in an all-inclusive all-ages
                                                       our reliance on funding from rates and will seek
playground at Edinburgh Reserve.
                                                       to do this through alternate funding sources
The beautification of our main roads will also         and reducing expenditure by streamlining and
continue with more tree-lined streets and median       consolidating services as much as possible.
strips for sections of North East, Golden Grove and
                                                       Our plan for this year reflects the vision and
Reservoir roads within the Modbury Precinct.
                                                       aspirations of our new strategic plan, which
These projects are part of a $30.148 million           takes effect from 1 July 2020. This plan builds on
investment in asset construction and renewal.          the progress we have made to improve our City,
                                                       strengthen our economy, enhance our open spaces
Other projects include the completion of the
                                                       and parks, create a quality lifestyle and foster a
$6.5 million Richardson Reserve community
                                                       resilient and resourceful community.

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Annual Business Plan and Budget 2020-2021 - City of Tea Tree Gully
CITY PROFILE

                         590 km                      606
                           Sealed roads        Parks and reserves

                        1,229 km               1,305 ha
                        Kerbs and gutters         Open space

                         560 km                  30,000
                         Sealed footpaths    Street and reserve trees

      9,521 ha          107.2 km                     120
      Total land area   Unsealed footpaths        Playgrounds

2
Annual Business Plan and Budget 2020-2021 - City of Tea Tree Gully
2020-2021 Annual Business Plan and Budget

                                              Photo: Australia Day 2020

  99,694
Current population
                                           40,070
                                             Number of
                       27.7%                 dwellings

 41 years               of residents
                       born overseas
    Median age
                       19.5%
                        undertaking
                       voluntary work      5,400+
 0-17 years (17.9%)                     Registered businesses
 18-34 years (25.2%)   50.3%
 35-59 years (33%)      with tertiary       $3.1 B
 60-84 years (21.5%)   qualifications      Gross Regional
 85 + (2.1%)                                  Product

                                                                               3
Annual Business Plan and Budget 2020-2021 - City of Tea Tree Gully
Strategic direction

    Council uses a suite of strategic management plans to set its
    priorities and guide its decision making and annual business
    planning, including budgeting.

    The Strategic Plan 2025 is the lead document             • Customer care
    in Council’s strategic planning framework. It            • Learning and growth
    articulates our vision and aspirations for the
                                                             • Future capability
    community – that is, everyone who lives in, works in
                                                             • Sustainable operations.
    or visits the City of Tea Tree Gully.
                                                            In working towards this vision, the 2020–2021
    This plan builds on the progress we have made to
                                                            Annual Business Plan and Budget identifies key
    improve our city, strengthen our economy, enhance
                                                            projects, programs and services that will deliver the
    our open spaces and parks, create a quality lifestyle
                                                            aspirations and objectives identified in these plans.
    and foster a resilient and resourceful community.
                                                            The chart below illustrates how we are tracking
    Community wellbeing is at the heart of the plan,
                                                            against the KPIs for each theme outlined in our
    which aims to build a healthy community that
                                                            previous Strategic Plan.
    enjoys a quality lifestyle. The plan is structured
    around five aspirations, each with its own              Strategic Plan 2020: Summary progress
    objectives:                                             report to Q2 2019–2020
      • Community
                                                              Healthy and safe                          100%
      • Environment
      • Economy                                               Prosperous and connected                  100%

      • Places                                                Vibrant and liveable                      100%
      • Leadership.                                           Overall                                   100%

    To achieve these wellbeing outcomes we will
    need to think differently, show strong leadership
    and adopt a genuinely collaborative approach to
    working with state and federal governments, local
    businesses and our communities.

    Council endorsed the Strategic Plan 2025 on
    24 September 2019.

    To ensure that we have the flexibility to adjust to
    changing priorities and build our capacity, we have
    also developed a plan geared towards improving
    the way we do business. The Organisation Plan
    2025 is structured around four themes:

4
Annual Business Plan and Budget 2020-2021 - City of Tea Tree Gully
2020-2021 Annual Business Plan and Budget

1. Community                                              2.5 We are resilient to climate change and
We create opportunities for people to connect with            equipped to manage the impact of
one another and to their local community.                     extreme weather events
                                                          2.6 Our tree canopy is increasing.
    Objectives
    1.1 People feel a sense of belonging, inclusion   Relevant community wellbeing pillars: Healthy,
        and connection with places, spaces and        Safe, Prosperous, Liveable.
        the community
    1.2 Diversity is welcome and celebrated
                                                      3. Economy
                                                      We support a thriving local economy where
    1.3 There are opportunities for people to
                                                      businesses are successful and people have
        volunteer, give back and share their skills
                                                      access to a range of employment and education
        with others in the community
                                                      opportunities.
    1.4 Our services are accessible to all and
        respond to changing community needs               Objectives
    1.5 People can have a say in decisions that           3.1 Modbury Precinct is revitalised as the
        affect them and the key decisions of the              city’s key activity centre
        Council.                                          3.2 A population profile that supports a
                                                              growing economy
Relevant community wellbeing pillars: Healthy,
Prosperous, Connected, Liveable.                          3.3 A local economy that is resilient and
                                                              thrives, where businesses are supported
2. Environment                                                to grow and prosper, provide local jobs
                                                              and sustain our community and visitors
We are leaders in how we manage and care for our
                                                              and utilise technology to improve the
environment, we minimise the impacts of climate
                                                              liveability of our City
change, protect our community from public and
environmental health risks, and actively promote          3.4 People are supported to develop their
sustainable and healthy living.                               leadership and employment capabilities
                                                          3.5 Support the efficient use of land for
    Objectives                                                valuable mineral extraction and energy
    2.1 Environmentally valuable places and sites             resources.
        that are flourishing and well cared for
                                                      Relevant community wellbeing pillars: Healthy,
    2.2 A community that is protected from public
                                                      Safe, Connected, Prosperous, Vibrant, Liveable.
        and environmental health risks
    2.3 The carbon footprint of our city is
        reduced through the collective efforts
        of community and Council, including
        business
    2.4 Our consumption of natural resources
        is minimised by reducing, reusing and
        recycling products and materials, and
        using renewable resources

                                                                                                                5
Annual Business Plan and Budget 2020-2021 - City of Tea Tree Gully
4. Places                                              5. Leadership
    We create places where people enjoy living and         We are trusted to make good decisions that are in
    spending time because they are appealing, safe,        the best interests of our community.
    accessible and interesting.
                                                               Objectives
        Objectives                                             5.1 Leadership and advocacy is focused on
        4.1 Streets, paths, open spaces and parks are              the long term interests of the community
            appealing, safe and accessible                     5.2 Customer service provides a positive
        4.2 Opportunities exist to express and                     experience for people is based on honesty
            experience art and culture                             and transparency
        4.3 Neighbourhoods are easy to move around             5.3 Planning considers current and future
            and are well connected with pedestrian                 community needs
            and cycle paths that offer an alternative to       5.4 Delivery of services is sustainable and
            cars                                                   adaptable
        4.4 Buildings and places are well designed,            5.5 Decision making is informed, based on
            energy efficient and display a uniqueness              evidence and is consistent
            of character and identity
                                                               5.6 Major strategic decisions are made after
        4.5 Housing is well designed and affordable                considering the views of our community.
            and responds to the changing needs of
            existing and future residents                  Relevant community wellbeing pillars: Healthy,
                                                           Safe, Connected, Prosperous, Vibrant, Liveable.
        4.6 Infrastructure and community facilities
            are fit for purpose, constructed
            using sustainable practices and well
            maintained.

    Relevant community wellbeing pillars: Healthy,
    Safe, Connected, Prosperous, Vibrant, Liveable.

6
Measuring our performance
    The measure                          Measures of success

    of our success                                                         2019-2020   2020–2021
                                         Wellbeing indicators                Result      Target
    is driven by the                     Overall community                    80%         75%
    achievement of                       wellbeing score
    the objectives                       Resident satisfaction with          73%         65%
                                         their life as a whole
    outlined in our                      Resident satisfaction with          73%         71%
    Strategic Plan and                   how safe they feel
                                         Resident satisfaction with          54%         46%
    our Organisation                     feeling part of the community
    Plan.                                Resident satisfaction with          53%         57%
                                         opportunities to have their say
    A series of performance              Resident satisfaction with the      67%         68%
    indicators have been                 provision of community centres,
    developed to measure our             services and programs
    progress against our objectives.     Resident satisfaction with the      69%         65%
    These are measured in our            provision of arts and cultural
    annual community survey and          performances and activities
    the results are summarised in        Resident satisfaction with          87%         88%
    our Annual Report.                   Council-run major events
                                         Resident satisfaction with          83%         90%
    In addition to these indicators
                                         library services
    we also use a number of
    financial measures to assess
    the achievements of our
    organisation, which are
    detailed on pages 42-43.

    Full details of Council’s projects
    and priorities for 2020–2021 are
    available at cttg.sa.gov.au/abp

8
2020-2021 Annual Business Plan and Budget

                                 2019-2020   2020–2021
Capital works indicators           Result      Target
Capital works projects              82%         90%
completed by 30 June 2020
Resident satisfaction with the     60%         59%
provision of footpaths (local)
Resident satisfaction with the     57%         49%
maintenance of footpaths
Resident satisfaction with the     58%         53%
appearance of roadside verges
Resident satisfaction with the     59%         55%
maintenance of street trees
Resident satisfaction with         93%         93%
waste and collection services
Resident satisfaction with the     76%         74%
control of litter and rubbish

Customer service indicators
Overall resident satisfaction      73%         70%
with customer experience
Overall resident satisfaction      64%         75%
with Council communications
Enquiry resolution at the          66%         65%
first point of contact

                                                                                                9
15
2020-2021 Annual Business Plan and Budget

CONTINUING SERVICES
We provide a range of services,                         Infrastructure management
                                                        Services include:
programs and infrastructure                              •   Roads, footpaths and shared-use paths
to meet the needs of our                                 •   Streetscape maintenance
community and to fulfill our                             •   Public lighting
                                                         •   Community Waste Water Management System
legislative requirements under                           •   Stormwater management
the Local Government Act 1999.                           •   Traffic management and street signage
                                                         •   Community halls and buildings
                                                         •   Playgrounds
Under the Local Government Act 1999 and other            •   Cycling and walking trails
relevant legislation, all councils have basic            •   Cemeteries
responsibilities, which include:                         •   Works depot administration
•   Regulatory activities, including development         •   Garffiti removal
    planning and control, and fire safety                    (provided by our volunteers).
•   Setting rates, preparing an annual business
                                                        Waste and recycling
    plan, including budgets, and developing
    longer term strategic management plans, asset       Services include:
    management plans and financial plans                 • Kerbside collection of household waste,
•   Management of infrastructure and other                 recyclables and green organics
    assets, including roads, footpaths, parks, street    • Hard waste collections on call
    lighting and stormwater drainage                     • Enviro Care Sunday
                                                         • Public litter bins
•   Street cleaning and rubbish collection
                                                         • Illegal dumping.
•   Environmental health services, including
    public health inspections, immunisation and         Trees, parks, sport and recreation
    pest control.
                                                        Services include:
These services, programs and facilities provide          •   Reserve maintenance, planning and planting
important community benefits and generate                •   Sports and recreational facilities
revenue, which allows us to minimise rate                •   Street tree planting and maintenance
increases while still providing funding for services     •   Weed control
and new initiatives that benefit our City and            •   Waterworld Aquatic Centre.
community.

As a result of COVID- restrictions, we have had to
alter and cancel some services. A number of these
changes may remain for some time.

                                                                                                                  11
Community, health,                           Community events, arts and heritage
     aged and youth services                      Services include:
     Services include:                             •   Community events and celebrations
      • Community support and development          •   Performing and visual arts
      • Community programs                         •   Placemaking
      • Home care assistance                       •   Citizenship ceremonies.
      • Respite and Carer Support Program
      • Youth services                            Library and community facilities
      • Aboriginal Elders Program                 Services include:
      • Reconciliation activities                  •   Library services
      • Immunisation                               •   Lifelong learning programs
      • Community engagement                       •   Facility hire (casual and long term)
      • Justice of the Peace                       •   Road and Cycle Safety Centre.
        (provided by our volunteers)
      • Awards, sponsorships and grants .         Governance, communications
                                                  and administration
     Economic development, regulatory services,
                                                  Services include:
     environment and planning
                                                   •   Corporate governance
     Services include:
                                                   •   Policy development and review
       • City planning
                                                   •   Financial management and services
       • Building approvals and inspections
                                                   •   Information management and services
       • Urban design and planning advice
                                                   •   Customer services
       • Business support and advisory
                                                   •   People and organisational development
       • Investment attraction
                                                   •   Volunteer services
       • Health services
                                                   •   Internal and external communications
       • Food premises inspections
                                                   •   Media liaison and marketing.
       • By-laws, permits and access control
       • Traffic management and street signage
       • Parking management
       • Animal and pest control
       • Fire prevention
       • Creek management.

12
Photo: Jacaranda trees, Ridgehaven
2020­­­­­­–2021
     Capital Works Program
          Capital works                                                                         Expenditure:
     A    Road reconstruction/renovation                                                              $’000
     1    Elcombe Crescent, Modbury – North East Road to end                                            400
     2    Dennis Grove, Vista – Perseverance Road to Perseverance Road                                  145
     3    Harvey Crescent, Greenwith – Green Valley Drive to 2 Harvey Crescent                          400
     4    Flockhart Avenue, Valley View – Wahroonga Avenue to North East Road                           331
     5    Hotham Street, Hope Valley – Kennington Road to Leeds Avenue                                  126
     6    Maxlay Road, Modbury Heights – Brunel Drive to Mona Court                                     394
     7    Carruthers Drive, Modbury North - Milne Road to intersection of 109 Carruthers (CF)             66
     8    Australia Avenue – Parking and road realignment                                               359
                                                                                                      2,221
     B    Road resealing
     9    Warramunda Crescent, Banksia Park - Pitanda Road to end                                        58
     10   Dernancourt Drive, Dernancourt - Farnham Terrace to Reid Road                                  40
     11   Jenkins Street, Modbury – North East Road to May Street                                        31
     12   Richard Street, Modbury – North East Road to May Street                                        31
     13   Henry Street, Modbury – North East Road to Carty Avenue                                        32
     14   Ivy Court, Modbury – Carty Avenue to end                                                       14
     15   Saxon Street, Modbury – North East Road to Carty Avenue                                        21
     16   Britten Crescent, Modbury – Britten Avenue to end                                               8
     17   Britten Avenue, Modbury – Gorman Street to Carty Street                                        28
     18   Ward Street, Modbury – Dalaston Street to Gorman Street                                        19
     19   Carty Avenue, Modbury – Henry Street to Britten Avenue                                         49
     20   Dalaston Street, Modbury – Gorman Street to Britten Avenue                                     63
     21   May Avenue, Modbury – Henry Street to end                                                      39
     22   Burton Street, Modbury – May Avenue to end                                                     28
     23   Corio Street, Modbury – Burton Street to end                                                   12
     24   Giddings Avenue, Tea Tree Gully – Lilac Street to Wattle Crescent                              23
     25   Perseverance Road (access road), Tea Tree Gully – No 46 to No 76                               30
     26   Barker Avenue, Tea Tree Gully – Tregeagle Avenue to Hancock Road                               44
     27   Wattle Crescent, Tea Tree Gully – Giddings Avenue to end                                      122
     28   Hill Vista Avenue, Tea Tree Gully – Wattle Crescent to end                                      6
     29   Erica Street, Tea Tree Gully – Haines Road to Camelia Street                                   26
     30   Lamb Street, Tea Tree Gully – Shelley Street to end                                            17
     31   Heitmann Court, Tea Tree Gully – Bowen Road to end                                             62
     32   Shetland Lane, Vista – Allan Street to end                                                      9
     33   Orkney Lane, Vista – Janlyn Road to end                                                         9

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2020-2021 Annual Business Plan and Budget

     Capital works                                                                           Expenditure:
     Road resealing (continued)                                                                    $’000
34   Charity Lane Vista – Janlyn Road to end                                                            4
35   Allan Street, Vista – Perseverance Road to Endurance Street                                       84
36   Warren Road, Modbury North – Alexander Avenue to Kelly Road                                     121
37   Alexander Avenue, Modbury North – Kelly Road to Warren Road                                       84
38   Ebony Avenue, Modbury North – Alexander Avenue to Primmer Avenue                                  36
                                                                                                   1,150
C    Roads to Recovery
39   One Tree Hill Road, Gould Creek                                                                    500
40   Golden Grove Road, Greenwith – Rifle Range Road to Tongariro Street                                368
41   Memorial Drive, Tea Tree Gully                                                                     520
                                                                                                      1,388
D    Re-sheeting unsealed roads
42   Hannaford Hump Road, Gould Creek                                                                     60
43   Burg Road, Gould Creek                                                                               50
44   Purdom Road, Gould Creek                                                                             40
                                                                                                         150
E    New footpaths and bus stop DDA upgrades
45   Andrea Street, Highbury – Beckman Avenue to Xavier Street                                            49
46   Barclay Street, Modbury Heights – Billabong Road to Carribean Terrace                                35
47   Eringa Avenue, Hope Valley – Parcoola Avenue to end                                                  19
48   Harvey Crescent, Greenwith – Green Valley Drive to existing house number 2                           71
49   Lavinia Grove, Highbury – Rayleigh Avenue to Park Valley Drive                                       26
50   Riverside Drive, Redwood Park                                                                        20
     – opposite Red Gum Avenue to Palm Drive (within reserve, eastern side)
51   Wongabeena Drive, Surrey Downs – 10 Casuarina Avenue to 54 Wongabeena Drive                          98
52   De Sassenay Crescent, Modbury Heights                                                                39
     – 1 Tresauget Street to 11 De Sassenay Crescent
53   Deering Crescent, Banksia Park – 32 to 20 Warramunda Crescent                                        16
54   Hodges Street, Redwood Park – Wakefield Crescent to Farrow Street                                    15
55   Kinta Street, Redwood Park – Vida Avenue to Cedric Avenue                                            15
56   Lincoln Drive, Redwood Park – Hancock Road to Wynard Place                                           21
57   Margaret Avenue, Hope Valley – Gum Tree Drive to end                                                 18

                                                                                                                 15
Capital works                                                                       Expenditure:
          New footpaths and bus stop DDA upgrades (continued)                                       $’000
     58   Xavier Street, Highbury – Mitchell Avenue to Alister Street                                   58
     59   Crafter Street, Fairview Park                                                                 29
          - (laneway between No.16 and No.18 Crafter Street) to Palmer Street
     60   Palmer Street, Fairview Park - Hancock Road to Littler Drive                                 42
     61   Golden Grove Road, Golden Grove (Year 1 Contribution to Project)                            500
     62   Bus Stops - DDA compliance upgrades                                                         350
                                                                                                    1,421
     F    Unsealed footpaths
     63   Kelly Road rear reserve, Modbury Heights – Gemini Court to McIntyre Road                     30
     64   Yateri Court lane way, Salisbury Heights – Yateri Court to Coomurra Drive                    25
     65   Tea Tree Gully Sports (oval carpark), Tea Tree Gully                                         77
     66   Country Lane, Highbury – Country Lane to Wicks Road                                          21
     67   Australia Avenue, Modbury – laneway                                                           8
     68   Hatherleigh Avenue, Modbury – Hatherleigh Avenue to shared use path – laneway                17
     69   Capulet Crescent, Modbury – Capulet Crescent to bus stop connection                           8
     70   Summer Hill Court (near reserve), Wynn Vale – Summer Hill Court to Paraview Court            75
     71   Greenridge Court (near reserve), Wynn Vale – Greenridge Court to Bent Court                  59
     72   Carruthers Drive, Modbury North – Carruthers Drive to McIntyre Road                           8
     73   Wattle Crescent, Tea Tree Gully – Wattle Crescent laneway to reserve – laneway               21
     74   Shepherd Street (reserve), Ridgehaven – Shepherd Street (reserve)                            17
     75   Giles Street, Dernancourt – Giles Street to Lower North East Road                             2
     76   Milne Road (reserve) (top end), Banksia Park – Milne Road to Haines Road                     55
     77   Berryman Reserve, Modbury – Berryman Drive                                                   27
                                                                                                      450
     G    Lighting
     78   Sports field lighting subject to audit findings                                             400
     79   Sports field lighting Tilley Reserve                                                        300
     80   BMX Track St Agnes (CF)                                                                     128
                                                                                                      828
     H    Water and drainage
     81   Drainage renewal program – AMP                                                              225
     82   Community Wastewater Management System                                                      300
          - Detailed design and rehabilitation works
     83   Community Wastewater Management System                                                      282
          - Install Infrastructure for Property Owners
     84   Tilley Reserve, Surrey Downs - Irrigation Replacement                                       250
     85   Romney Reserve, Payton Avenue, Dernancourt - Irrigation Installation                         15
     86   Memorial Reserve, Tea Tree Gully - Irrigation Replacement                                   150
     87   Irrigation pump renewal – Modbury and Hope Valley                                            40
     88   Lyons Reserve on Lyons Road – Irrigation                                                     85
     89   Wastewater treatment plant chemical dosing system                                            50
     90   Reclaimed Water Plant Membrane Replacement (CF)                                             175

16
2020-2021 Annual Business Plan and Budget

      Capital works                                                                            Expenditure:
      Water and drainage (continued)                                                                 $’000
91    Service Centre Pump Station (CF)                                                                   50
92    Capulet Crescent, Modbury                                                                        100
93    Modbury Tennis Club drainage                                                                       25
                                                                                                     1,747
I     Traffic management and signage
94    Signage – Community and various site replacements                                                     75
95    Traffic management treatments – general various improvements                                          50
96    Replacement of advisory and regulatory signage                                                       250
97    Payne Street/ Honeysuckle Drive, Highbury - Road Safety Improvements (CF)                             20
98    Gallery Road guard rail, Highbury                                                                     75
                                                                                                           470
J     Open space - Sporting, park and playground upgrades
99    Court upgrades – SADNA as per hard court audit                                                       260
100   Hockey Surface Replacement, Golden Grove                                                             500
101   Bentley Reserve Skate Bowl, Holden Hill                                                              550
102   Construct Six Courts at Banksia Park Hub (Continuation from 2019-20)                                 560
103   Ridgehaven Playground, Leane Ave Ridgehaven                                                          100
      - full renewal and associated landscape improvements
104   Balmoral Reserve Playground, Dernancourt                                                            130
105   Replacement of various shade structures (CF)                                                         57
106   Greenwith Playground Campus (including shade) Greenwith (CF)                                        144
107   Fencing and park furniture - Various to be determined                                               100
                                                                                                        2,401
K     City beautification works
108   City beautification – North East Road, Modbury                                                       250
109   City beautification – Reservoir Road, Modbury – powerline undergrounding                             370
110   City beautification – Golden Grove Road, Modbury – powerline undergrounding                          374
111   City beautification – Reservoir Road, Modbury – additional streetscape works                         500
112   City beautification – Golden Grove Road, Modbury – additional streetscape works                      500
113   Main Roads and Gateways - Reconstruct verges Parking Bays                                            250
      - North East Road (CF)
114   Main Roads and Gateways - Reservoir Road - Design (CF)                                                10
115   Main Roads and Gateways - Montague Road - Design (CF)                                                 20
116   Meadowvale Aged Friendly Precinct, Modbury                                                         1,191
117   Dry Creek Corridor Upgrade - Edinburgh Reserve, Modbury - Stage 1 Construction                     1,700
118   Streetscape - Richardson Drive, Wynn Vale                                                             50
119   Tree screens - The Golden Way and Wynn Vale Drive, Wynn Vale                                          15
      (The Golden Way from Hillendale Drive to Wynn Vale Drive to Grosvenor Place) (CF)
120   Tree screens - Endeavour Drive, Wynn Vale (Hillendale Drive                                           10
      - Westminster Street) (CF)
121   Tree screens - The Grove Way and The Golden Way (south west corner), Golden                           12
      Grove - Streetscapes and playground (CF)

                                                                                                                   17
Capital works                                                                    Expenditure:
           City beautification works (continued)                                                  $’000
     122   Tree screens - The Grove Way - Lukin Crescent walkway to Cobbler Creek                     90
           Recreation Park, Golden Grove
     123   Tree screens - The Golden Way - Grenfell Road to 103 The Golden Way, Wynn Vale           250
     124   Golden Grove Road Landscaping Revegetation                                                92
     125   The Grove Way/The Golden Way – Golden Grove                                              249
           (From Marie Clark Drive to Carden Court)
                                                                                                  5,933
     L     Capital buildings renewal
     126   Waterworld, Ridgehaven – pool grate replacement and gutter repairs                        55
     127   Waterworld, Ridgehaven – Chlorine gas cylinder weigh scale system                         15
     128   Operational buildings – Civic Centre, Modbury                                            250
           – Lower level air conditioner replacement stage 1
     129   Community buildings – asset management renewals                                           40
           – St Agnes Community Buildings, St Agnes
     130   Community buildings – asset management renewals                                            5
           – Greenwith Community Building, Greenwith
     131   Community buildings – asset management renewals                                           15
           – Lyons Road Community Building, Dernancourt
     132   Recreation buildings - asset management renewals - Turramurra, Highbury                   10
     133   Recreation buildings - asset management renewals                                          20
           - Golden Grove Recreation Centre, Golden Grove
     134   Sporting buildings - asset management renewals                                            65
           - Little Athletics Centre, Banksia Park
     135   Sporting buildings – asset management renewals                                            45
           – Tea Tree Gully Motocross, Greenwith
     136   Sporting buildings – asset management renewals                                            10
           – Pegasus Pony Club, Golden Grove
     137   Sporting buildings – asset management renewals                                            50
           – Cycle Training Centre, Ridgehaven
     138   Amenities buildings – asset management renewals                                           26
           – Illyarrie Reserve, Surrey Downs
     139   Amenities buildings – asset management renewals – Bentley Reserve, Holden Hill            24
     140   Amenities buildings – asset management renewals                                           10
           – Ladywood Reserve, Modbury North
     141   Sporting Buildings - Hope Valley Sporting Club - Kitchen, Bar and Change Room            540
           (CF)
     142   Service Centre Improvements - Various to be determined                                    70
     143   Waterworld pool heater replacement                                                       250
     144   Road Safety Centre upgrade                                                               220
                                                                                                  1,720
     M     Capital buildings - new and upgrades
     145   Richardson Reserve community facility, Wynn Vale                                          500
     146   Richardson Reserve community facility, Wynn Vale (CF)                                   2,480
     147   Building future project fund                                                              570

18
2020-2021 Annual Business Plan and Budget

       Capital works                                                                         Expenditure:
       Capital buildings - new and upgrades (continued)                                            $’000
148    DDA building upgrades                                                                          150
149    Wynn Vale Recreation Area, Wynn Vale – public toilets                                          150
150    Automated locking at six public toilet blocks                                                    60
151    Greenwith Community Centre, Greenwith – hall improvements                                        80
152    Tea Tree Gully Sporting Club – change rooms and oval lighting upgrade                        1,002
153    Tea Tree Gully Sporting Club – change rooms and oval lighting upgrade (BF)                     (35)
154    Contribution - Joint Use Animal Shelter, City of Salisbury*                                    300
155    Golden Grove Tennis Club - Construct Club Facilities                                           733
                                                                                                   5,990
N      Environmental projects
156    Green bins – compostable waste per waste audit findings                                           250
157    Solar Compacting Bins                                                                              75
                                                                                                         325
X      Information Technology
158    Internet of Things                                                                                70
159    Open data platform                                                                               105
160    Booking system – phase 2                                                                          25
161    IT Asset Management Plan renewal                                                                 500
162    Public wi-fi                                                                                      10
163    Library RFID equipment replacement – self service kiosk                                           70
164    GIS stage 2                                                                                       55
165    Job costing system and integration platform for all systems                                      386
166    Website and Intranet                                                                             200
167    Complimentary workflow engine                                                                     50
168    Multi-function Device Refresh (MFD) (CF)                                                          90
169    CTTG Booking System (personalised customer service) (CF)                                          40
170    Recreation Centre Point of Sale System Upgrade (CF)                                               60
                                                                                                      1,661
Y      Other
171    Strategic Land Purchase                                                                           384
172    Strategic Land Purchase (BF)                                                                    (384)
173    Project with Grant Funding (To be determined)                                                     461
174    Plant & Equipment Replacement Program                                                          1,626
175    Library Books                                                                                     166
176    Druminor Reserve, Modbury North - Pedestrian Bridge (CF)                                           40
                                                                                                      2,293

Grand total                                                                                          30,148

* Funded from Dog Reserve and also dog funds over the life of the leasehold improvements

                                                                                                                 19
Photo: Richardson Reserve
2020-2021 Annual Business Plan and Budget

Infrastructure asset
management plans
Our infrastructure asset management plans are key components
of our Long-Term Financial Plan and are used to guide the
planning, construction, maintenance and operation of our assets.

We are responsible for the management, operation        Review of assets
and maintenance of approximately $1.55 billion of       We regularly review our assets to ensure they
infrastructure assets on behalf of the community.       continue to meet our strategic planning priorities.
                                                        If we consider assets to be surplus to Council’s or
It is important that these assets are provided in a
                                                        the community’s needs, we will seek community
continuous and financially sustainable manner,
                                                        feedback on their sale.
taking into consideration our strategic priorities,
legislative obligations, community expectations         Any money received from the sale of our assets is
and available resources.                                used to fund capital or refurbishment works in line
                                                        with our Land Strategy and Long-Term Financial
Collectively our Asset Management Strategy 2016-
                                                        Plan (LTFP).
2026 and set of infrastructure asset management
plans (IAMPs) provide a robust planning framework       In purchasing new assets, we consider:
for short- and long-term service delivery and will
                                                         • Our current operating surplus or deficit
ensure that we continue to effectively manage our
                                                         • Any additional depreciation, maintenance
asset portfolio.
                                                           costs and interest expense on borrowings
The following IAMPs are being updated in                 • The impact of purchase on our operating
2019-2020 and will be put out for community                surplus or deficit
consultation in mid to late 2020:
                                                         • Any need to increase council rates to fund the
  • Transport Asset Management Plan                        purchase and/or ongoing maintenance costs
  • Buildings Asset Management Plan                      • The age, life expectancy, suitability and service
  • Open Space Asset Management Plan                       potential of any asset
  • Stormwater Asset Management Plan                     • The discounted cash flow analysis, where
  • CWMS Asset Management Plan                             appropriate.
These IAMPs include detailed information about
each asset and define which services will be
provided, how they will be provided and what
funding is required to cost-effectively deliver them.

Full details of Council’s IAMPs are available on our
website at cttg.sa.gov.au

                                                                                                                  21
Photo: Neighbour Day
2020-2021 Annual Business Plan and Budget

Funding the
Annual Business Plan
Our ability to deliver on the strategic directions included in the
Strategic Plan 2025 and the projects, programs and services set
out in this plan is dependent on Council having sufficient funds.

                                     Rates are our main source of funding and represent approximately
                                     85% of our total revenue.

                                     Rates are set in line with our Financial Sustainability Policy and
                                     are impacted by our many plans, including our Strategic Plan,
          0.4%                       Organisation Plan, IAMPs and Long-Term Financial Plan.

     Average Residential Rate        This year, the average general rate will increase by 0.5% (apart from
 increase in 2020-2021 inclusive     any increases due to growth), which means a total of $83.2 million will
of a provision for continuation of   be collected in rates this year.
 the COVID-19 support package.
                                     Our rate revenue will be supplemented with $16.3 million in funding
                                     from other sources, such as fees and charges and state and federal
                                     government grants, investment income and loan borrowings. Council
                                     has also applied a 0% increase to all Council administered fees and
                                     charges for 2020–2021 to provide some additional relief for residents.

                                     The collected funds will help pay for essential services such as waste
                                     collection, management of infrastructure, public health and safety,
                                     as well as major capital projects and the provision of community
                                     programs and events.
                                     We are mindful that debt levels still need to be reduced and expect
                                     them to return to the target range of 25%-35% during 2020-2021. To
                                     achieve this, we have budgeted for a modest operating surplus of
                                     $6.361 million in 2020–2021.

                                     This surplus (i.e. the difference between operating revenue and
                                     expenses for the financial year) will help us to achieve the key
                                     principles set out in our Long-Term Financial Plan 2019-2030 (LTFP).

                                     Set over a ten-year period, the LTFP ensures that we operate in a
                                     financially sustainable manner, controlling our debt levels, while
                                     delivering services, maintaining assets and appropriately funding new
                                     initiatives that support our strategic direction.

                                     The full 2020–2021 budget can be viewed at cttg.sa.gov.au/budget

                                                                                                                    23
$99.5M                                              $93.2M
                  Total operating income                            Total operating expenditure

                     Rates                                                Employee costs
                     Statutory charges                                    Materials, contracts
                     User charges                                         and other expenses
                     Grants and subsidies                                 Financial charges
                     Income investments                                   Depreciation
                     Other

     Significant influences and priorities
     In preparing the 2020–2021 Annual Business Plan     • The maintenance and renewal of existing assets,
     and Budget and setting the rate adjustment, we        including roads, footpaths, stormwater drainage,
     have taken into account a range of factors.           lighting, council-owned properties and open
                                                           space (parks and reserves)
     • The impact of COVID-19 on Council’s operations
                                                         • Our Enterprise Bargaining Agreements (EBA),
       and financial position
                                                           which provides for employee wage and salary
     • A 0% general rate revenue increase will see a
                                                           increases of 2% in 2020–2021
       $2.3 million decrease in income against our
                                                         • Increased costs associated with receiving and
       Long-Term Financial Plan target for 2020-2021.
                                                           processing residential recycled waste material
       This shortfall, will need to be funded through
       a reduction in operating expenditure, capital     • Transition to ‘pay as you go’ model for our ICT
       expenditure and debt repayments                     systems
     • The continued year-on-year increases in the       • Increases in the State Government’s solid waste
       State Government’s Solid Waste Levy, which          levy
       increased to $1.40 per tonne in January 2020,     • Forecast cost increases associated with running
       costing Council an additional $454,000              Council’s new Service Centre at Golden Grove
     • The impact of the Adelaide Consumer Price Index   • Expanding service and infrastructure needs of
       (CPI) of 2.3% (as at December 2018) and the         our community, including playground audits.
       forecast increase of 2% to 3% in 2020–2021
     • Local Government Price Index (LGPI)

24
Photo: Learn to Swim, Waterworld
Financial
     statements
     The budget was developed                              This year’s Budget is based on the principle
                                                           of financial sustainability and aims to ensure
     through an extensive process                          that emerging and continuing priorities are
     of consultation and review by                         appropriately resourced.

     Elected Members and council                           Our financial statements are set out below together
                                                           with an explanation on the following pages.
     staff.

     Statement of comprehensive
                                                         2018–2019    2019–2020      2019–2020     2020–2021
     income for the 2020-2021
                                                            Actuals     Original        Current       Budget
     financial year                                           $’000      budget        forecast        $’000
     Income                                                                $’000          $’000
     Rates                                                  78,935        82,014         82,049        83,213
     Statutory charges                                       2,896         2,970          2,507         2,956
     User charges                                            4,106         3,785          3,069         3,835
     Grants and subsidies                                    7,585         6,733          6,640         8,060
     Investment income                                          95           130            130            20
     Reimbursements                                             70            83             66            81
     Other revenue                                           2,138         1,433          2,593         1,353
     Total income                                           95,825       97,149          97,055        99,517

     Expenses
     Employee costs                                         36,144        37,394         36,800        37,534
     Materials, contracts and other expenses                37,430        37,325         37,327        38,394
     Finance charges                                           994         1,065          1,065           550
     Depreciation                                           14,782        14,592         16,272        16,679
     Total expenses                                         89,350        90,375         91,463        93,157

     Operating surplus / (deficit)                           6,475          6,774         5,591         6,361

     Net gain / (loss) on disposal                              404              -          892             626
     or revaluation of assets
     Capital grants                                          3,766            903         2,739         2,623
     Capital contributions                                       -            100             -           782
     Physical resources received free of charge                216            255           255           255
     Net surplus / (deficit) resulting from operations      10,861          8,032         9,477        10,647

26
2020-2021 Annual Business Plan and Budget

Operating revenue

Rates                                                   use of community facilities and recreation centres.
For 2020–2021 our total rate revenue is projected       We have applied a 0% increase to all Council
to be $83.213 million. This is an increase of           administered fees and charges for 2020–2021 to
$1.199 million (or 1.4%) over the previous year, with   provide some additional relief for residents.
the majoirty of the increase due to growth. This
                                                        Despite a 0% rise, user charges are projected to
figure includes a $75 increase per property in the
                                                        increase by $50,000 in 2020–2021 compared with
Community Wastewater System service charge.
                                                        the previous year.
We will have a general rate revenue increase of 0%
for 2020–2021. This will impact the continuation        Grants and subsidies
and modification of existing services, expenditure      This item includes grants and subsidies from all
on new capital works and net financial liabilities of   sources, except amounts received specifically
the 10 year forward estimates in the LTFP.              for new or upgraded assets. Total grant revenue
                                                        is budgeted to increase in 2020–2021 with a
Although we will have a 0% general rate revenue
                                                        $1.2 million grant from the Commonwealth
increase, we expect to receive a 0.76% increase in
                                                        Government Local Roads and Community
rates revenue due to new developments, subject to
                                                        Infrastructure Program received.
confirmation from the Valuer-General.

A total of 13% of our general rate revenue will be      Investment income
derived from our commercial, industrial and vacant      Council earns interest from money held with
land use, with the remaining 87% of rate revenue        financial institutions. The interest earned on these
to come from residential, primary production and        funds is estimated to be $20,000 in 2020–2021. This
other land use.                                         sum will be offset against borrowings.

Statutory charges                                       Reimbursements
Statutory charges are fees for regulatory services,     Reimbursements are payments for work Council
such as permits and licences, or the regulation of      has performed as an agent for others; for example,
an activity. They include Development Act fees,         employee services we have provided to other
parking fines and dog registration fees.                councils. We estimate a reimbursement revenue of
                                                        $81,000 in 2020–2021.
These fees are set by the State Government.
Notification of these fees is provided annually in      Other revenues
July.
                                                        This is revenue not classified in the six categories
                                                        above. Of the estimated $1.353 million of other
User charges
                                                        revenue projected for 2020–2021, $470,000 is
User charges are fees that relate mainly to the
                                                        for estimated workers’ compensation insurance
recovery of the costs of delivering some of
                                                        rebate and $450,000 is the estimated amount for
Council’s services. These are fees charged for the
                                                        sickness and accident reimbursements.

                                                                                                                   27
Operating expenses

     Employee costs                                       Other expenses are those other than the costs of
     Employee costs include all labour-related            employees, materials and contractual services.
     expenses, such as wages, salaries, and additional
                                                          We forecast the cost of materials, contractual
     costs such as allowances, leave entitlements and
                                                          services and other expenses to increase by
     employer superannuation.
                                                          $1,069,000 in 2020–2021.
     Employee costs are budgeted to increase by
     $140,000. This reflects the rising costs of a        Finance charges
     2% ($834k) increase in the Enterprise Bargaining     Finance charges are the costs of financing our
     Agreement, which has been off-set by identified      activities through borrowings or financial leases.
     savings to ensure the LTFP efficiency dividend of    We forecast a reduction of finance charges to
     $500,000 is achieved.                                $550,000 in 2020–2021.

     In 2020–2021 we have provided for a total of 380     Depreciation
     FTE employees in the budget. This represents
                                                          In 2020–2021 our depreciation expense is forecast
     a 2.0% decrease in the number of FTEs in
                                                          to be $16.679 million, representing an increase of
     comparison to 2019–2020 financial year. This
                                                          increase of $2.087m due to the increase of assets
     reduction has been achieved through vacancy
                                                          being added, revaluation of infrastructure asset
     management and efficiency reviews throughout
                                                          values and the capitalisation of the New Service
     the organisation without impacting frontline
                                                          Centre.
     services to the community.

     We allocate employee costs directly related to
     capital projects separately within the capital
     budget. These represent an additional sum of
     $1.6 million.

     Materials, contracts and other expenses
     Materials are physical goods, such as consumables,
     water and energy. Contractual services are
     payments for external service providers, including
     labour, materials or subcontractors who are hired
     under contract.

28
2020-2021 Annual Business Plan and Budget

Uniform presentation of finances                      2019–2019      2019–2020     2019–2020      2020–2021
for 2020-2021 financial year                             Actuals       Original       Current        Budget
                                                           $’000        budget       forecast         $’000
                                                                         $’000          $’000
Income
Operating revenue                                         95,825         92,325         97,055         99,517
Expenses
Less operating expenses                                  (89,350)       (87,804)      (91,463)        (93,157)
Operating surplus / (deficit)                              6,475          4,521         5,591           6,361
before capital amounts

Net outlays on existing assets
Capital expenditure on renewal                            13,054         20,598         17,151         16,564
and replacement of existing assets
Less depreciation, amortisation and impairment           (14,210)       (14,217)      (16,272)        (16,679)
Less proceeds from sale of replacement assets                (482)       (1,237)         (892)           (626)
                                                          (1,638)         5,144           (13)          (741)

Net outlays on new and upgraded assets
Capital expenditure on new and upgraded assets              5,891        12,873        10,818          13,584
Less amounts received specifically                        (2,634)        (1,803)       (2,739)         (3,405)
for new and upgraded assets
Less proceeds from sale of surplus assets                   (510)        (3,500)       (3,500)              -
                                                           2,747          7,570         4,579          10,179

Net lending / (borrowing) for financial year               5,366        (8,193)         1,025         (3,077)

Net outlays on existing assets                          We will factor the ongoing maintenance and
We will allocate $16.564 million for the renewal        depreciation expenses associated with capital
of existing assets. We aim to keep our level of         expenditure on new and upgraded assets into our
spending in line with the IAMP forecasts.               future budgets and updates of the LTFP.

                                                        Financing strategy
Net outlays on new and upgraded assets
                                                        We have determined that borrowings will increase
We will allocate $13.584 million to new and
                                                        in 2020–2021. The increase is the result of 2019–
upgraded assets, with $1.7 million allocated to the
                                                        2020 capital project expenditure being carried
commencement of stage 1 of a significant upgrade
                                                        froward and completed in 2020–2021. This change
of the picturesque Dry Creek corridor and
                                                        in timing is projected to increase borrowings by
$1.2 million to the development of the Meadowvale
                                                        $3.077 million in comparison to that originally
Aged Friendly Precinct in Modbury.
                                                        forecast for 2020–2021.

                                                                                                                   29
Statement of cash flows for                         2018–2019    2019–2020    2019–2020    2020-2021
     the 2020-2021                                          Actuals     Original      Current      Budget
     financial year                                           $’000      budget      forecast       $’000
                                                                          $’000         $’000
     Cash flows from operating activities
     Receipts
      Operating receipts                                    100,752       97,019       96,925      99,497
      Investment receipts                                        95          130          130          20
     Payments
      Operating payments to suppliers and employees         78,805       74,718       74,126       75,928
      Financial payments                                       994        1,065        1,065          550
     Net cash provided (or used in)                         21,048       21,366       21,863       23,040
     operating activities

     Cash flows from investing activities
     Receipts
       Grants specifically from new or upgraded assets        3,766        1,703        2,739       2,623
       Contributions specifically from new or upgraded            -          100            -         782
       assets
       Sale of replaced assets                                1,078        1,237          892         626
       Sale of surplus assets                                     3        3,500        3,500           -
     Payments
       Expenditure on renewal/replacement of assets          19,881       19,622       17,151      16,564
       Expenditure on new/upgraded assets                    16,634       12,873       10,818      13,584
     Net cash provided by (or used in)                     (31,668)     (25,955)     (20,838)    (26,117)
     investing activities

     Cash flows from financing activities
     Receipts
       Proceeds from borrowings                              11,732            -            -           -
       New borrowings required                                    -        9,450        2,836       3,077
     Payments
       Repayment of borrowings                                  15        5,861         5,861           -
       Repayment of finance lease liabilities                    -            -             -           -
     Net cash provided (or used in)                         11,717        3,589       (3,025)       3,077
     financing activities

     Net increase (decrease) in cash held                    1,097       (1,000)      (2,000)           -

     Cash and cash equivalents at                             1,676        1,826        2,773         773
     beginning of reporting period
     Cash and cash equivalents at                            2,773          826          773         773
     end of reporting period

30
2020-2021 Annual Business Plan and Budget

Balance sheet for the                2018–2019    2019–2020    2019–2020 2020–2021
2020-2021 financial year                Actuals     Original      Current   Budget
                                          $’000      budget      forecast    $’000
ASSETS                                                $’000         $’000
Current assets
Cash and cash equivalents                 2,773          826           773             773
Trade and other receivables               4,145        4,627         4,145           4,145
Other financial assets                    2,775            -             -               -
(Non-current assets held for sale)
Inventories                                215          149            215            215
Total current assets                     9,908        5,602          5,133          5,133

Non-Current assets
Financial assets                            138           76          138             138
Infrastructure, property,             1,520,042    1,528,283    1,541,857       1,555,581
plant and equipment
Other non-current assets                14,253        3,308         3,665          3,665
Total non-current assets             1,534,433    1,531,667     1,545,660      1,559,384
TOTAL ASSETS                         1,544,341    1,537,269     1,550,793      1,564,517

LIABILITIES
Current liabilities
Trade and other payables                15,564       16,407        15,564          15,564
Short-term borrowings                    5,861        3,277         6,873               -
Short-term provisions                    3,991        3,734         3,991           3,991
Total current liabilities               25,416       23,418        26,428          19,555

Non-current liabilities
Long-term borrowings                    13,000       21,435         8,963          18,913
Long-term provisions                       515          507           515             515
Total non-current liabilities           13,515       21,942         9,478          19,428
                                        38,931       45,360        35,906          38,983

NET ASSETS                           1,505,410    1,491,908     1,514,887      1,525,534

Equity
Accumulated surplus                     373,955      382,351       384,816        394,293
Year-to-date                             10,861        8,031         9,477         10,647
Asset revaluation reserves            1,116,209    1,096,504     1,116,209      1,116,209
Other reserves                            4,385        5,022         4,385          4,385
TOTAL EQUITY                         1,505,410    1,491,908     1,514,887      1,525,534

                                                                                               31
Statement of changes in equity     2018–2019    2019–2020    2019–2020    2020–2021
     for the 2020-2021 financial year      Actuals     Original      Current      Budget
                                             $’000      budget      forecast       $’000
                                                         $’000         $’000
     Accumulated surplus
     Balance at end of previous            373,318      382,351      384,816     394,293
     reporting period
     Net result for year                   11,498        8,031        9,477       10,647
     Transfers between reserves                 -            -            -            -
     Balance at end of period             384,816      390,382      394,293      404,940

     Asset revaluation reserve
     Balance at end of previous          1,116,209    1,096,504    1,116,209    1,116,209
     reporting period
     Gain or revaluation of                      -            -            -            -
     infrastructure / property
     Balance at end of period           1,116,209    1,096,504    1,116,209    1,116,209

     Other reserves
     Balance at end of previous              4,385        5,022        4,385       4,385
     reporting period
     Transfer between reserves                  -            -            -            -
     Balance at end of period               4,385        5,022        4,385        4,385

     Total equity at end of period      1,505,410    1,491,908    1,514,887    1,525,534

32
Photo: Seed pods on Civic Park
Rates
     We seek to achieve rate stability over time, while ensuring that
     community services, projects and infrastructure needs are met.

     As prescribed in the Local Government Act 1999,           Differential rates
     Council can charge rates on all land in its area except   Following community consultation, it was decided in
     for exempt land, such as Crown land and land owned        February 2012 to adopt differential rates as of 1 July
     by Council.                                               2012.
     In setting rates for 2020–2021, we have taken into        We continue to apply differential rates on the basis of
     account the priorities set out in our Strategic Plan      land use, to allow for the equitable distribution of the
     2025, the current economic climate, our debt              rate burden and to accommodate variations in the
     reduction strategy, legislative changes and the need      community’s capacity to pay.
     to maintain and improve community infrastructure,
     amenity and wellbeing.                                    A differential rating strategy means that different
                                                               classes of land use attract different rates. The
     We have also considered the impact of rate rises          definitions of land use are prescribed by regulation
     on our ratepayers, the need to keep rates at a            and are categorised for rating purposes.
     reasonable level and the need to equitably share the
     rates burden.                                             Having a differential rating strategy provides us with
                                                               increased flexibility to accommodate movements
     Having determined the total expenditure budget            in valuations that regularly occur in the market, to
     and the consequent impact on revenue, we divide           recognise the value of a specific aspect of land use,
     the portion of the budget to be raised from rates         and to better reflect the consumption of our services.
     by the total of all individual property valuations to
     determine the ‘rate-in-the-dollar’ figure. The ‘rate-     This method also allows us to increase rates at
     in-the-dollar’ is then applied to individual property     different levels to ensure commercial and industrial
     valuations to determine the rates for each property.      properties contribute appropriately, despite
                                                               category-specific fluctuations in property market
     This year, the average general rate will increase by      valuations.
     0% (apart from any increases due to growth), which
     means a total of $83.2 million will be collected in       The table on page 35 shows the valuations and rates
     rates this year.                                          applied to the various land use categories and also
                                                               the general revenue forecast for 2020–2021 (Note:
                                                               these figures do not show rebates. In 2020–2021 we
                                                               estimate we will provide $1.5 million in rebates).

                                                               The majority of these rebates are mandatory, as
                                                               required under the Local Government Act 1999.
                                                               Further details of our rebates are given on page 39.

34
2020-2021 Annual Business Plan and Budget

                                             General Valuation       General Valuation     General
                                                 rate 2019–2020          rate 2020–2021         rate
                                             revenue       $’000     revenue       $’000   revenue
                                           2019–2020               2020-2021              % income
Land use                                        $’000                   $’000            2020–2021
Commercial office                                 0.43        71          0.39        64      -9.3%
Commercial other                                  2.42       406          2.56       430       5.8%
Commercial shop                                   6.17     1,036          6.20     1,036       0.5%
Industrial light                                  0.23        38          0.27        39      17.4%
Industrial other                                  0.58        97          0.57        96      -1.7%
Other                                             0.74       184          0.80       200       8.1%
Primary production                                0.58        94          0.38        94     -34.5%
Residential                                     65.81     16,443        66.71     16,597       1.4%
Vacant land                                       1.32       166          1.22       153      -7.6%
Total                                           78.08    18,535         79.10    18,709        1.3%

Method used to value land                               Each year, anticipated movements in valuations
We use capital value as the basis for valuing land      are estimated for each rate category. Valuations in
within our council area. It is considered that this     2020–2021 are anticipated to remain fairly steady.
provides the fairest and most equitable method of
                                                        We have been advised by the Valuer-General that
distributing the rate burden across all ratepayers.
                                                        the average increase in valuation for residential
The South Australian Valuer-General establishes         properties is currently 0.95%; for commercial
the value of land in our City for rating purposes.      and industrial properties it is 4.9%; for primary
The basis for valuation is the capital value of the     production it is 0.76%; and for vacant land is
land, including all improvements such as buildings      -6.63%.
and sheds.
                                                        The following table shows the impact on types of
On 7 July 2020, Council adopted the most recent         properties and the number of properties that fall
valuations made by the Valuer-General.                  within selected percentage changes.

                                                         Rate assessment           Number of
Variation of valuations
                                                         increase                  residential properties
If a ratepayer is dissatisfied with their valuation,
                                                         Less than zero                                192
they can object to the Valuer-General in writing,
                                                         0–0.4%                                      4,132
within 60 days from the date of their rates notice.
                                                         0.4–0.5%                                   33,441
Trends in valuations and rate modelling                  0.5–1%                                           3
We have undertaken comprehensive rate                    1–2%                                          565
modelling to assess the likely impact within each        2–6%                                          602
land category based on anticipated valuation             6–10%                                          46
movements prior to the adoption of the final             Greather than 10%                             489
Annual Business Plan.                                    New assessments                                55
                                                         Total                                      39,470

                                                                                                                   35
Minimum rate
     We have set a minimum rate of $1,213, which
     represents a 0% increase. The minimum rate will
     be applied to approximately 3,632 properties.

     We consider it appropriate that all rateable
     properties make a contribution to the cost of
     delivering Council’s services and maintaining
     community infrastructure.

     In determining the minimum rate, Council is
     ensuring that all rateable properties make a base-
     level contribution to the costs of:

      • Services provided that are available for use
        by all ratepayers (e.g. library and parks and
        gardens)

      • Provision of the physical infrastructure that
        supports each property and is available for use
        by all ratepayers
      • Administering council activities.

     Independent living units in a retirement village
     are exempt from paying the minimum rate under
     section 158 of the Local Government Act 1999.

36
2020-2021 Annual Business Plan and Budget

Other charges
related to rates

Regional Landscape Levy (RLL)                          to operate, maintain, renew and upgrade the
From 1 July 2020, the Landscape South Australia Act    system infrastructure. This figure may be subject to
2019 replaces the Natural Resources Management         change based on SA Water charges (which will be
Act 2004 as the new framework for managing the         announced prior to the adoption of the 2020–2021
states land, water, pest animals and plants and        Annual Business Plan and Budget).
biodiversity.
                                                       The budgeted amount includes an allowance for
Under the Landscape South Australia Act 2019 there     infrastructure replacement, which will be funded
is no provision for exemptions. All properties are     through a service fee paid by each connected
subject to a Regional Landscape Levy.                  property unit and each unconnected property unit
                                                       that uses the system. If your property is connected
Council is required to make a specified                to the CWMS system and is next to the SA Water
contribution to the Landscape Administration Fund      sewer mains (meaning you are also paying SA
and then collect this contribution from property       Water rates), this fee will be reduced.
owners through a separate rate based on capital
value. Such a rate must be fixed and calculated        If you are receiving the CWMS service on non-
so as to raise the same amount as Council’s            rateable land, a service charge will be levied
contribution (taking into account any rebates/         against the land. We can provide more information
remissions under Section 159-166 of the Act).          about the CWMS scheme, including details of what
                                                       constitutes a service charge.
Council does not keep this money and does not
determine how it is spent. The Regional Landscape      The service charge for a connected property in
Levy Board advises us what the amount will be at       2020–2021 is $725 ($650 in 2019-2020).
the end of each financial year.
                                                       The service charge for an unconnected property
We have been advised of a 1.5% ($27,263) increase      or reduced charge in 2020–2021 is $480 ($430 in
to the Regional Landscape Levy for 2020-2021.          2019–2020).
Council’s contribution to Green Adelaide via the
                                                       The City of Tea Tree Gully are intermediate
levy for the financial year will be $1.790 million.
                                                       water retailers licensed by the Essential Services
                                                       Commission of South Australia (ESCOSA)
Community Wastewater Management
                                                       and are legislatively required to comply with
System (CWMS) conversions
                                                       ESCOSA’s price determination. Under the price
In 2001–2002 a program was started to convert          determination, Council must operate as a water
some properties from Council’s CWMS to SA              retailer with full cost attribution adopting a user
Water’s sewerage system. If you own one of these       pay system, eliminating cross subsidisation from
properties, in addition to paying SA Water for their   revenue obtained through general rates.
services, you are legally obliged to pay a separate
rate to Council for the CWMS. This rate was            The annual CWMS service fee covers the cost of the
approved by the Minister for Local Government,         following activities:
and will be charged until the capital cost of the        • Operation and maintenance of the network
conversion is repaid.                                    • SA Water fees and charges for discharging of
                                                           CWMS wastewater into SA Water network
The rate for 2020–2021 will be $480.
                                                         • Cleaning of septic tanks
Community Wastewater Management                          • Capital renewal and upgrade.
System (CWMS) service charge
                                                       For more information visit cttg.sa.gov.au/cwms
Our CWMS services approximately 4,673 properties.
For 2020–2021 we have budgeted $3.8 million
                                                                                                                  37
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