Annual Business Plan and Budget 2020-2021 - City of Tea Tree Gully
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
2020–2021 Annual Business Plan and Budget
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
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
Photo: John Eichner Reserve
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.
1
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
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
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
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
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.
6Measuring 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
82020-2021 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
915
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.
11Community, 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.
12Photo: 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
142020-2021 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
15Capital 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
162020-2021 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)
17Capital 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
182020-2021 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
19Photo: 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
21Photo: 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)
24Photo: 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
262020-2021 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.
27Operating 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.
282020-2021 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.
29Statement 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
302020-2021 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
31Statement 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
32Photo: 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.
342020-2021 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
35Minimum 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.
362020-2021 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
37You can also read
