YPRL Annual Budget 2010/11

Budget 2010/11
Strategic Resource Plan 2010/14
April 2010
Budget 2010/11 and Strategic Resource Plan 2010/14
Contents
1 Background................................................................................................................. 3
2 Budget Processes ........................................................................................................ 4
3 Linkage to Library Plan ........................................................................................... 5
3.1 Library Vision...................................................................................................... 5
3.2 Strategic Library Plan .......................................................................................... 5
4 Budget Influences .................................................................................................... 6
4.1 Budget principles ................................................................................................. 6
4.2 Legislative requirements...................................................................................... 6
5 Analysis of Operating and Capital Budget............................................................... 7
5.1 Total Revenue (operating and capital)................................................................. 7
5.1.1 Council contributions ...................................................................................... 7
5.1.2 State Government Grants ................................................................................ 7
5.1.3 User fees and charges ...................................................................................... 8
5.2 Expenditure – Operating and Capital................................................................... 8
5.2.1 Employee expenses ......................................................................................... 8
5.2.2 Other Expenditure ........................................................................................... 9
5.2.3 Capital budget........................................................................................................ 10
5.2.4 Operating (Accrual Budget) .......................................................................... 11
6 Budgeted cash position ......................................................................................... 12
6.1.1 Cash at End of the Year................................................................................. 12
7 Budgeted financial position – Balance Sheet .................................................... 13
8. Strategic Resource Plan & Key Financial Indicators......................................... 14
8.1 Plan development............................................................................................... 14
8.2 Financial resources ............................................................................................ 14
8.3 Service Delivery Strategy .................................................................................... 15
8.4 Non Financial resources .................................................................................... 15
8.5 Funding strategies............................................................................................. 15
8.6 Revenue ............................................................................................................. 15
8.7 Capital works ..................................................................................................... 15
8.8 Financial Indicators ........................................................................................... 16
9. Statutory Disclosures ............................................................................................. 17
Appendix A..................................................................................................................... 18
Budgeted Standard Statements – 2010/11 ...................................................................... 18
Appendix B..................................................................................................................... 20
Budgeted Standard Statements – 2010/11 to 2013/14 .................................................... 20
Appendix C..................................................................................................................... 24
Statutory Disclosures ...................................................................................................... 24
1 Borrowings ........................................................................................................ 24
2 Fees and charges ................................................................................................ 24
Appendix D..................................................................................................................... 26
Financial Ratios .............................................................................................................. 26
Appendix E Annual Business Plan 2010-2011............................................................... 27
April, 2010 2
Yarra Plenty Regional Library – Budget 2010/11
1 Background
Yarra Plenty Regional Library (YPRL) was founded in the mid 1960s, when the former City
of Heidelberg agreed to provide library services to the former Shire of Eltham. Later the
former Shire of Diamond Valley and the Shire of Whittlesea joined in the Regional group. In
1995, following changes in local government boundaries, the new municipalities of Banyule,
Nillumbik and Whittlesea continued their support for the regional library service and Yarra
Plenty was one of the first regions incorporated under Section 196 of the Victorian Local
Government Act 1989.
There are eight branch libraries located at Greensborough, Eltham, Ivanhoe, Lalor, Mill Park,
Rosanna, Thomastown and Watsonia and two mobile libraries. The service is co-ordinated
from the administration unit located in the City of Whittlesea’s Civic Centre in South
Morang. YPRL also provides computer services to Murrindindi Library Service, including
full access to the library’s database.
YPRL’s funding is provided as follows:
Funding Summary 2009/10 2010/11 2010/11 2010/11 % of 2010/11

Total Total $ Increase % Increase Funding Comments
$ $ $
Reflects true cost
of operating
Council Contributions 8,686,456 9,169,597 483,141 5.56% 77.49% libraries
Does not reflect

true escalation
costs eg salaries
are increasing by
State Government 1,854,765 1,918,266 63,501 3.42% 16.21% 5%
Reflects
Library's limited
ability to raise its
own funding
Library's Own Source Funds 752,000 745,150 (6,850) -0.91% 6.30% source
Total Income 11,293,221 11,833,013 539,792 4.78% 100.00%
The Library Service is funded by Member Councils, the State Government and its own
operations on the following basis:
• Council Contributions – 77.5%
• State Government Grants – 16.2%
• Library Operations - 6.3 % (User Charges and Fees, Investment Income and Sale of
services)
The Library Service is mindful of the cost pressures on Member Councils and is continually
reassessing processes to ensure that value is being achieved, in particular for procurement of
library materials, equipment and services. Library services continue to be one of the most
popular and valued of all council services and over half the residents of Banyule, Nillumbik
and Whittlesea use them regularly.
The Library Service is required to prepare and adopt an annual budget under the provisions of
the Local Government Act 1989 (the Act). The budget is required to include specific financial
information as well as details about the fees and charges that the Library intends to levy.
The budget document provides key information about revenue, operation results, service
levels, cash and investments, capital works, financial position, financial sustainability and key
strategic activities of the Library.
April, 2010 3
2 Budget Processes
The preparation of the budget begins with Officers preparing the annual budget in accordance
with the Act and submitting the draft budget to the Board for approval in principle.
The Library Service is then required to give public notice that it intends to adopt the budget. It
must give 28 days notice of its intention to adopt the proposed budget and make the budget
available for inspection at its Offices. A person has a right to make a submission on any
proposal contained in the budget and any submission must be considered before adoption of
the budget by the Board.
The final step is for the Board to adopt the budget after receiving and considering any
submission from interested parties.
The budget is required to be adopted and a copy submitted to the Minister by 31 August each
year. The key dates for the budget process are summarised below:
1 Draft Budget submitted to the Board for comment February 18
2 Referred to Member Councils following Budget Briefing March 10
3 Proposed Budget submitted to the Board for approval April 15
4 Public notice advising intention to adopt Budget April 19
5 Budget available for public inspection and comment until May 19
6 Budget and submissions presented to the Board for adoption June 9
7 Copy of adopted Budget submitted to the Minister by August 31
April, 2010 4
3 Linkage to Library Plan
This section describes how the Annual Budget links to the achievement of the library plan
within an overall planning framework. This framework guides the Board in identifying
community needs and aspirations and then holding itself accountable through the Annual
Report and Audited Statements.
3.1 Library Vision
We believe public libraries should be community centres with a strong community

focus. Our aim is to build a library service around an informed, connected, inclusive,
community where libraries are highly valued and well used.
3.2 Strategic Library Plan
The Strategic Library Plan 2008 – 2012 is the result of a planning session with the Board and
senior staff held in September 2007. It incorporates a number of initiatives that are being
introduced during the period of the Plan and that this 2010/11 budget builds on.
These include:
• Strategic frameworks in major service delivery areas
• Shelf-ready library materials using supplier-aided selection
• RFID and self-service checkout at all branches
• Robust, redundant, affordable network
The strategic plan identifies six outcomes:

1. Libraries building community capacity
2. Libraries as community hubs
3. Libraries online
4. Skilled and confident library staff
5. Seamless integrated technology
6. Sustainable and responsible finance and governance
The Action Plans for each of these areas are detailed in Appendix E (Page 26)
April, 2010 5
4 Budget Influences
In preparing the Budget it has been necessary to make a number of assumptions about the
internal and external environment within which the Library Service operates. In preparing the
2010/11 budget, a number of influences have been taken into consideration, because they are
likely to impact significantly on the services delivered by the Library Service in the budget
period. These include:
• An escalation factor of 5% in employee costs takes into account a 4% Enterprise
Agreement rise payable in April 2011(effectively a 5% annual increase.) There is
some additional casual staffing for extended opening hours at 3 libraries offset by
savings resulting from a restructure of senior staff
• CPI increase of 3% where appropriate
• Increases utilities and cleaning costs at Mill Park, Thomastown and Eltham to
accommodate additional opening hours
• Increase of 3.4% in State Government funding which is less that the overall operating
cost increases of 4.8%.
• Investment income return of $110,000 the same level as the 09/10 budget
• New fees for Inter Library Loans ($30,000) and Book Club Membership ($9,000)
• Reduction in income for fees relating to training services to other Libraries
• Reduction in some administrative costs – such as printing
4.1 Budget principles
The 2010/11 budget has been prepared incorporating the following principles:
• A balanced cash budget – ie operating and capital budgets have been framed so that
there is no surplus or deficit
• An underlying operating surplus – this is an accounting surplus (not cash)
• Expenditure budgets that have been thoroughly reviewed and are considered realistic
and achievable
• Consultation with Member Councils to ensure that Income budgets are realistic and
continue the achievement of the Library’s Strategic Plan and agreed Collection
strategy
• Retention of existing services, plus an increase in operational hours at Mill Park,
Thomastown and Eltham
4.2 Legislative requirements

Under the Local Government Act 1989, YPRL is required to prepare and adopt an annual
budget for each financial year. The budget is required to include certain information about the
fees and charges that YPRL intends to levy as well as a range of other information required
by the Local Government (Finance and Reporting) Regulations 2004 which support the Act.
The 2010/11 Budget, which is included in this report, is for the year 1 July 2010 to 30 June
2011 and is prepared in accordance with the Act and Regulations. The budget includes
Standard Statements, these being a budgeted Income Statement; Balance Sheet, Cash Flows
and Capital Works Statement. These Statements are required so that informed decisions can
be made about the adoption of the budget. Refer Appendix A (Page 18) for the detailed
Statements
The budget includes a Strategic Resource Plan (refer Section 9) for the years 2010/11 to
2013/14.
April, 2010 6
5 Analysis of Operating and Capital Budget
This section of the report analyses the expected revenues and expenses of the Library Service
for the 2010/11 year
5.1 Total Revenue (operating and capital)
Operating Revenue 2009/10 2010/11 2010/11 2010/11

Total Total $ Increase % Increase
$ $ $
Council Contributions 8,686,456 9,169,597 483,141 5.56%
State Government 1,854,765 1,918,266 63,501 3.42%
Library's Own Source Funds 752,000 745,150 (6,850) -0.91%
Total Income 11,293,221 11,833,013 539,792 4.78%
5.1.1 Council contributions

The Library Service has been advised of the Member Council proposed contributions which
shows an increase of $483,141 from the 2009/10 budget amount to $9,169,597. This will
ensure that the significant level of public library services will be maintained for 2010/11.
Council 2009/10 2010/11 2010/11 2010/11

Contributions Total Total $ Increase % Increase
$ $ $ $
Banyule 3,624,406 3,697,152 72,746 2.01%
Nillumbik 1,896,073 1,985,935 89,862 4.74%
Whittlesea 3,165,977 3,486,510 320,533 10.12%
Total Council Contributions 8,686,456 9,169,597 483,141 5.56%
5.1.2 State Government Grants

State Government grants are estimated to grow by 3.4%. The increase is less that the
predicted increase in the cost escalation factor for salaries and oncost. This is in contrast to
Member Councils whose increases are an average of 5.56%
April, 2010 7
State Government 2009/10 2010/11 2010/11 2010/11

Contributions Total Total $ Increase % Increase
$ $ $ $
Banyule 631,439 653,541 22,102 3.50%
Nillumbik 342,121 354,096 11,975 3.50%
Whittlesea 737,979 763,804 25,825 3.50%
Local Priorities Funding 90,081 93,680 3,599 4.00%
Premiers Reading Fund 53,145 53,145 0 0.00%
Total State Government Contributions 1,854,765 1,918,266 63,501 3.42%
5.1.3 User fees and charges
User Fees and Charges have been estimated based on previous years’ experiences. Revenue
from sale of services for training has been reduced to reflect the reality of 09/10. Two new
fees have been introduced this year - for interlibrary loans ($30,000) and book clubs ($9,000).
Refer Appendix C-2 (Page 24) for the schedule of fees and charges.
5.2 Expenditure – Operating and Capital
TOTAL CASH EXPENSES 2009/10 2010/11 2010/11 2010/11

( Operating and Capital) Total Total $ Inc/ ( Dec) % Increase
$ $ $
Employee Costs 6,454,412 6,774,857 320,445 4.96%

LSS Rental 110,000 112,860 2,860 2.60%
Administration Costs 961,000 1,038,569 77,569 8.07%
Finance Costs 77,000 117,562 40,562 52.68%
Transport 102,000 102,000 0 0.00%
IT/ Resources 550,233 563,697 13,464 2.45%
Organisation 108,100 105,850 (2,250) -2.08%
Community 236,750 248,989 12,239 5.17%
Collection Non Capital 604,000 621,780 17,780 2.94%
Management 49,500 49,500 0 0.00%
Capital Expenditure - Collection 1,488,145 1,573,197 85,052 5.72%
Capital Expenditure - Computer Services 90,081 93,680 3,599 4.00%
Capital Expenditure Lease Payments 195,000 172,490 (22,510) -11.54%
Capital Expenditure - Loan Payments 117,000 125,982 8,982 7.68%
Capital Expenditure - Transfer to Reserves 150,000 132,000 (18,000) -12.00%
TOTAL EXPENSES 11,293,221 11,833,013 539,792 4.78%
5.2.1 Employee expenses
Employee costs comprise around 57% of the Library Services total Expenditure.
The main increase in staff costs reflects the Enterprise Agreement’s annual increase of 4%
and an accompanying oncost escalation; the total impact on the budget is 5% as the increase
falls due on 1st April each year for the next 2 years. There is a component in the salaries
April, 2010 8
budget for additional casual hours to enable the extension in opening hours for Eltham, Mill
Park and Thomastown; this is offset from savings achieved by the restructure of senior
managers.
The salaries of employees that work in branches and mobile libraries are allocated directly to
the respective Member Council as per the Regional Library Agreement. The cost of Library
Support staff and all employee oncosts are allocated as per the usage apportionment formula.
Employee costs include all labour related expenditure such as wages and salaries; and oncosts
such as allowances, leave entitlements, employer superannuation, and Workcover. Long
Service and Annual leave are statutory requirements and provisions for the payments of these
items are included in the budget.
5.2.2 Other Expenditure
Other expenditure costs relate to:

• Library Support Services (LSS) rental
• Administration costs – such as utilities; photocopying supplies (which is offset by
corresponding income) ; insurance; bank fees and general supplies
• Finance Costs – loan and lease interest increase as capital costs decrease.
• Transport – Mobile Library and vehicle lease costs
• IT / Resources –includes all software and hardware licensing and maintenance
• Organisation – human resource and training costs
• Community – programs and events; printing costs and furniture and fittings for
branches
• Collection Non Capital – operating costs associated with the capital collection
purchases, periodicals and newspapers
• Management – internal and external Audit; Board and other minor external
management costs
April, 2010 9
5.2.3 Capital budget
The following table outlines the capital expenditure budget for the 2010/11 year and the
corresponding sources of funding.
CAPITAL BUDGET
Expenditure 2008/09 2009/10 2010/11 2010/11

Actual Budget ( Adj) Budget Inc / (Dec)
$ $ $ $
Collection 1,388,361 1,488,145 1,573,197 85,052

Computer Services 24,222 90,081 93,680 3,599
Other Capital Purchases 316,067 0 0 0
Lease Payments 216,939 195,000 172,490 (22,510)
Loan Payments 109,206 117,000 125,982 8,982
Transfer to Reserves 57,062 150,000 132,000 (18,000)
0
Total Capital Expenditure 2,111,857 2,040,226 2,097,349 57,123
Sources of Funds
Council Contributions 1,844,000 1,897,000 1,941,524 44,524

Grant- Local Priorities 86,121 90,081 93,680 3,599
Grant- Premiers Reading Fund 53,105 53,145 53,145 0
Contributions- Book Club 0 0 9,000 9,000
Reserves 128,631 0 0 0
Total Capital Funding Souces 2,111,857 2,040,226 2,097,349 57,123
The 2010/11 Budget provides for $1,573,197 to be spent on Collection purchases in

accordance with the previously agreed strategy of an additional $36,000 per year to bring the
Collection to a 6 year depreciation rate. This has resulted in an overall increase of $85,000
represented by the CPI increase of $40,000; the additional $36,000 plus $9,000 generated
from book club memberships.
The 2010/11 budget provides for $132,000 to be transferred to a reserve to fund the
replacement of the Library’s assets – such as the Mobile Libraries and prime mover.
April, 2010 10
5.2.4 Operating (Accrual) Budget
The following Statement is the Operating Budget prepared in accordance with the relevant
accounting standards and includes all income; excludes capital expenditure and includes
depreciation.
Income ( Operating)Statement
2008/09 2009/10
REVENUE Note Actual Adjusted 2010/11
$ $ $
Council Contributions 1 8,283,526 8,686,456 9,169,596

State Government Funding 1,636,285 1,711,539 1,771,442
Local Priorities 86,121 90,081 93,680
Premiers Reading Fund 2 53,105 53,145 53,145
Library Fees 254,390 305,000 344,000
Interest 125,426 110,000 110,000
Other 3 379,134 337,000 291,150
TOTAL REVENUE 10,817,987 11,293,221 11,833,013

EXPENSES
Employee Costs 5,999,624 6,454,412 6,774,857

LSS Rental 108,409 110,000 112,860
Depreciation 1,563,717 1,577,000 1,660,000
Administration Costs 970,400 1,121,731 1,016,899
Finance Costs 94,471 77,000 139,232
Other 140,133
Transport 184,030 102,000 102,000
IT/ Resources 451,210 550,233 563,697
Organisation 89,126 108,100 105,850
Community 132,544 236,750 248,989
Collection Non Capital 539,331 604,000 621,780
Management 19,757 49,500 49,500
TOTAL EXPENSES 10,292,752 10,990,726 11,395,663

Net Gain(Loss) on disposal of property (8,617) 0 0
OPERATING RESULT- PROFIT 4&5 516,618 302,495 437,349
Note 1: 2008/09 Income adjusted re $1,186,971 Council Contributions paid in advance

Note 2: 2009/10 Budget adjusted to reflect Premiers Reading Fund Grant of $53,145
Note 3: 2008/09 Income adjusted re $77,727 Income paid in advance
Note 4: 2008/09 Operating result adjusted to reflect Income of $1,264,698 paid in advance as per Note 1 & 3
Note 5: 2009/10 Operating result adjusted by $53,145 as per Note 2
April, 2010 11
6 Budgeted cash position
The following table represents a summary of the Standard Cash Flow Statement and indicates
the cash results from the operating, investing and financing activities of the Library Service
for the 2010/11 year. This is a key Statement in assisting in setting the level of Member
Council’s contributions. The net budgeted increase in the 2009/10 ($150,000) and 2010/11
($132,000) financial years relates to the surplus cash that is budgeted to transfer to reserve for
future capital purchases.
2008/09
Cash Flows Actual 2009/10 2010/11
$ $ $
Operating 2,246,137 2,117,226 2,236,581

Investing (1,738,066) (1,578,226) (1,666,877)
Financing (421,186) (389,000) (437,704)
Net increase in cash

held 86,885 150,000 132,000
Cash at beginning of
financial year 1,490,954 1,577,839 1,727,839
Cash at end of
financial year 1,577,839 1,727,839 1,859,839
6.1.1 Cash at End of the Year
Overall total cash is forecast to increase to $1,859,000 as at 30 June 2011. This cash is
required for operating liquidity (working capital) and is restricted as follows:
• Employee provisions (Long Service and Annual Leave) - $1,400,000

• Net liabilities - $100,000
• Reserves - $300,000
April, 2010 12
7 Budgeted financial position – Balance Sheet
The following table represents a summary of the Library’s assets, liabilities and equity.
2008/09 2009/10 -
Balance Sheet Summary Actual adjusted 2010/11
$ $ $
Assets and Liabilities
Total Assets 6,483,373 6,305,215 6,444,092

Total Liabilities 2,629,886 2,299,233 2,132,761
Net Assets 3,853,487 4,005,982 4,311,331
Equity 3,853,487 4,005,982 4,311,331
The Library’s Assets comprise its bank balance (which is restricted cash) and non current
assets (the majority being the collection), whilst the liabilities comprise loan liability;
employee provisions and reserves. Equity consists of member contributions and the
accumulated accounting surplus.
April, 2010 13
8. Strategic Resource Plan & Key Financial Indicators
The Library Service is required by the Act to prepare a Strategic Resource Plan (SRP)
covering both financial and non financial resources, and including key financial indicators for
at least the next four financial years to support the Library Plan.
8.1 Plan development
The Library Service has prepared a Strategic Resource plan for the four years 2010/11 –
2014/15 as part of its ongoing financial planning to assist in adopting a budget within a longer
term framework. The plan takes the strategic objectives and strategies as specified in the
Library Plan and expresses them in financial terms for the next 4 years.
The key objective, which underlies the development of the Plan, is financial sustainability in
the medium to long term; whilst still achieve the Library Service’s strategic objectives as
specified in the Library Plan. The key financial objectives which underpin the Long Term
Financial Plan are:
• Maintain existing service levels

• Achieve an operating surplus each year
• Maintain a capital expenditure program on the library collection to achieve a 6 year
depreciation rate
• Achieve a balanced budget on a cash basis.
In preparing the Strategic Resource Plan, the Library Service has also been mindful of the
need to comply with the following principles of sound financial management as contained in
the Act
• Prudently manage financial risks relating to debt, assets and liabilities

• Consider the financial effects of the library service’s decisions on future generations
• Provide full, accurate and timely disclosure of financial information.
8.2 Financial resources
The following table summarises the key financial results for the next 4 years as set out in the
Plan for the years 2010/11 to 2013/14. Appendix B (Page 20) contains the 4 Standard
Statements (Income Statement; Balance Sheet; Cash Flow and Capital Works Statements)
which provides a more detailed analysis of the financial resources to be used over the four
year period.
2008/09
Financial Indicators Summary Actual 2009/10 2010/11 2011/12 2012/13 2013/14
$ $ $ $ $ $
Operating Result 516,618 302,495 437,349 306,085 90,409 9,967
Cash and Investments 1,577,839 1,727,839 1,859,839 2,007,049 2,222,403 2,488,957
Net Increase in cash 86,885 150,000 132,000 147,210 215,354 266,555
Capital Works 1,728,650 1,578,226 1,666,877 1,753,352 1,806,437 1,861,132
April, 2010 14
The key outcomes of the Plan are as follows:

• Financial sustainability
Operating result to continue in a surplus position
Cash and investments are forecast to increase from $1,727,839 in 2009/10 to
$2,488,957 in 2013/14. However these funds are required for restricted purposes such
as employee provisions and reserves.
• Contributions strategy
Council contribution increases are forecast for 2011/12 and following years at an
overall rate of 5% pa
• Capital works strategy

Capital expenditure over the 4 year period will total $7,088,000 at an average of
$1,772,000 pa.
8.3 Service Delivery Strategy
Service levels will be increased to 7 day a week operations at 3 libraries (Eltham, Mill Park
and Lalor) and 6 day a week operations at Thomastown. This has been enabled by the
implementation of RFID which has meant that these increases have been achieved by a small
increase in utilities and casual staffing allowances. Any further increases to opening hours at
other branches will be negotiated with individual councils.
8.4 Non Financial resources
In addition to the financial resources over the planning period, the following table summarises
the human resources requirements over the next four years.
Overall increases in employees’ costs have been increased in 2010/11 to cater for the
increased service delivery at Mill Park, Thomastown and Eltham Libraries. From the
2011/112 year these costs have been capped with a 5% annual incremental allowance to cover
EA and any banding increases. This is only achievable because of the introduction of RFID
and self service.
2008/09
Employee costs Actual 2009/10 2010/11 2011/12 2012/13 2013/14
$ $ $ $ $ $
Expenditure 5,999,624 6,454,412 6,774,857 7,113,600 7,469,280 7,842,744
8.5 Funding strategies
In developing the Strategic Resource Plan, strategies have been developed for revenue, and
capital works
8.6 Revenue
Council increases in total contributions are forecast for the years from 2010/11 and following
at a rate of 5% per annum. The general Library Grant has been increased by 3.5% pa.
8.7 Capital works
A key objective is to try and maintain or preserve the Library Service’s existing assets at
desired condition levels. If sufficient funds are not allocated to asset preservation then the
April, 2010 15
Library Service’s investment in those assets will reduce, along with the capacity to deliver
services to the community.
The Board made the decision in 2007 to increase Collection funding over a period of 5 years
by CPI plus $36,000 per annum to achieve the level of deprecation that was occurring prior to
the Mill Park collection being added to the regional asset.
The following influences have impacted on the Capital Works Budget for the 2010/11 and
following years:
• The budgeted Council contributions

• State Government grants increase of 3.5%
• The level of cash and investment reserves to fund future capital expenditure programs.
8.8 Financial Indicators
The following table outlines a summary of budgeted financial ratios for the years 2009/10 to
2013/14. (Refer Appendix D (Page 25) for a more detailed schedule.) These ratios are used as
a guide to assess the financial health of YPRL and reveal that the Library is financially
sustainable provided that the support of Member Councils meets the commitments that are
incorporated in this SRP.
2008/09
Financial Ratios Summary Actual 2009/10 2010/11 2011/12 2012/13 2013/14
$ $ $ $ $ $
Working Capital
Ratio: 0.93 1.10 1.25 1.53 1.74 1.90
Adjusted Working Capital
Ratio: 1.38 1.73 2.02 2.71 3.17 3.38
Investment Gap
Ratio: 1.11 1.00 1.00 0.94 0.91 0.89
Underlying result
Ratio: 0.05 0.03 0.04 0.02 0.01 0.00
Debt Servicing
Ratio: 0.87% 0.68% 1.18% 0.95% 2.51% 2.97%
Debt Commitment
Ratio: 0.05 0.04 0.05 0.04 0.04 0.04
Debt Exposure
Ratio: 1.53 1.26 1.09 0.95 0.94 0.95
Three indicators are highlighted for Regional Libraries in the Victorian Auditor General’s
Office annual report to Parliament - underlying result, liquidity and investment gap which
then leads to a sustainability assessment. As the Regional Library is almost totally dependent
on support from Member Councils and aims to achieve a balanced budget on a cash basis,
these indicators are of limited use. In 2009 the library was assessed as having “Low risk of
financial sustainability concerns – there are no high risk indicators.”
April, 2010 16
9. Statutory Disclosures
The Library is required to disclosure the following:
• Schedule of Loan Borrowings – refer Appendix D

• Fees and Charges Schedule – refer Appendix B
• Key Strategic Activities Schedule – Refer Appendix E
April, 2010 17
Budgeted Standard Statements – 2010/11 Appendix A
Appendix A
Budgeted Standard Statements – 2010/11
2008/09
Standard Cash flow Statement Actual 2009/10 2010/11
CASH FLOWS FROM OPERATING ACTIVITIES
$ $ $
Contributions 9,470,497 8,686,456 9,169,596
Grants Received from Government 1,636,285 1,854,765 1,918,267
GST Received on Contributions and Grants 1,110,678 1,054,122 1,108,786
Payments to suppliers (2,470,205) (2,721,583) (2,821,574)
Payments to Employees (6,073,512) (6,454,412) (6,774,857)
GST on Payments (247,020) (272,158) (282,157)
Interest Received 123,072 110,000 110,000
Library Fees 257,550 300,000 344,000
Other Receipts 626,262 342,000 291,150
Net GST Payment (922,773) (781,964) (826,629)
Net cash provided by operating activities 3,510,835 2,117,226 2,236,581
CASH FLOWS FROM INVESTING ACTIVITIES
Payments for library books, plant and equipment (1,760,973) (1,578,226) (1,666,877)
Proceeds from sale of bookstock/equipment 22,907 0 0
Net cash used in investing activities (1,738,066) (1,578,226) (1,666,877)
CASH FLOWS FROM FINANCING ACTIVITIES
Repayment of Borrowings (109,206) (117,000) (125,982)

Payments for Leased Plant & Equipment (216,939) (195,000) (172,490)
Finance Costs (95,041) (77,000) (139,232)
Net cash used in investing activities (421,186) (389,000) (437,704)
Net increase/(decrease) in cash held 1,351,583 150,000 132,000

Less cash adjustment - Grants/ contributions paid in advance (1,264,698)
Cash at the beginning of the financial year 1,490,954 1,577,839 1,727,839
Cash at the end of the financial year 1,577,839 1,727,839 1,859,839
April, 2010 18
Budgeted Standard Statements – 2010/11 Appendix A
2009/10
Standard Statement of Capital Works 2008/09 Actual Adjusted 2010/11
$ $ $
Capital Works Areas
Bookstock 1,388,361 1,488,145 $1,573,197

IT Equipment 24,222 90,081 93,680
Other Capital Purchases 316,067
Total Capital Works 1,728,650 1,578,226 1,666,877
Represented By:
Renewal 1,728,650 1,578,226 1,636,877
Upgrade
Expansion
New Assets 30,000
Property, Plant and Equipment movement

Reconciliation Worksheet

Asset Revaluation Movement
Depreciation Expense (1,563,717) (1,577,000) (1,660,000)
Written Down Value of assets sold (31,524) 0
Net Movement in property, plant &

equipment 133,409 1,226 6,877
April, 2010 19
Budgeted Standard Statements – 2010/11 to 2013/14 Appendix B
Appendix B
Budgeted Standard Statements – 2010/11 to 2013/14
2008/09 2009/10
Standard Income Statement Actual Adjusted 2010/11 2011/12 2012/13 2013/14
$ $ $ $ $ $
REVENUE
Council Contributions 8,283,526 8,686,456 9,169,596 9,628,076 10,109,479 10,614,953

State Government Funding 1,636,285 1,711,539 1,771,442 1,833,442 1,897,613 1,964,029
Local Priorities 86,121 90,081 93,680 96,959 100,352 103,865
Premiers Reading Fund 53,145 53,145 53,145 53,145 53,145
Library Fees 254,390 305,000 344,000 305,000 305,000 305,000
Interest 125,426 110,000 110,000 115,000 120,000 125,000
Other 432,239 337,000 291,150 295,000 300,000 305,000
TOTAL REVENUE 10,817,987 11,293,221 11,833,013 12,326,622 12,885,590 13,470,992

EXPENSES
Employee Costs 5,999,624 6,454,412 6,774,857 7,113,600 7,469,280 7,842,744

LSS Rental 108,409 110,000 112,860 115,794 119,268 122,846
Depreciation 1,563,717
Bookstock 1,211,000 1,200,000 1,400,000 1,500,000 1,600,000
Plant & Equipment 166,000 160,000 168,000 176,400 185,220
Leased Assets 200,000 300,000 300,000 300,000 300,000
Administration Costs 970,400 1,041,731 936,899 969,690 1,003,629 1,038,756
Finance Costs 94,471 77,000 139,232 117,341 323,970 400,000
Other 565,590
Transport 102,000 102,000 104,652 107,373 110,165
Document Copy 80,000 80,000 80,000 80,000 80,000
Computer 451,210 550,233 563,697 583,426 603,846 624,981
Organisation 108,100 105,850 109,555 113,389 117,358
Community 236,750 248,989 257,703 266,723 276,058
Collection Non Capital 539,331 604,000 621,780 649,542 678,276 708,016
Management 49,500 49,500 51,233 53,026 54,882
TOTAL EXPENSES 10,292,752 10,990,726 11,395,663 12,020,537 12,795,181 13,461,025

Net Gain(Loss) on disposal of property (8,617) 0 0 0 0 0
OPERATING PROFIT FOR THE PERIOD 516,618 302,495 437,349 306,085 90,409 9,967
April, 2010 20
2008/09 2009/10 -
Standard Balance Sheet Actual adjusted 2010/11 2011/12 2012/13 2013/14
$ $ $ $ $ $
ASSETS
CURRENT ASSETS
Cash Assets 1,577,839 1,727,839 1,859,839 2,007,049 2,222,403 2,488,957
Receivables 81,161 68,761 68,761 68,761 68,761 68,761
Prepayments 60,786 35,180 35,180 35,180 35,180 35,180
TOTAL CURRENT ASSETS 1,719,786 1,831,780 1,963,780 2,110,990 2,326,344 2,592,898
NON-CURRENT ASSETS
Bookstock, plant and equipment 4,763,587 4,473,435 4,480,312 4,365,665 4,195,702 3,971,614
TOTAL NON-CURRENT ASSETS 4,763,587 4,473,435 4,480,312 4,365,665 4,195,702 3,971,614
TOTAL ASSETS 6,483,373 6,305,215 6,444,092 6,476,655 6,522,046 6,564,513
LIABILITIES
CURRENT LIABILITIES
Payables 462,067 250,592 174,872 206,345 238,345 270,845
Interest Bearing Loans & Borrowings 286,897 312,000 298,472 77,018 0 0
Provisions - Employment 1,096,618 1,096,618 1,096,618 1,096,618 1,096,618 1,096,618
TOTAL CURRENT LIABILITIES 1,845,582 1,659,210 1,569,962 1,379,981 1,334,963 1,367,463
NON-CURRENT LIABILITIES
Interest Bearing Loans & Borrowings 629,869 292,766 83,542 0 0 0
Provisions - Employment 154,435 197,257 197,257 197,257 197,257 197,257
Provisions - Reserves 150,000 282,000 429,210 644,564 911,118
TOTAL NON-CURRENT LIABILITIES 784,304 640,023 562,799 626,467 841,821 1,108,375
TOTAL LIABILITIES 2,629,886 2,299,233 2,132,761 2,006,448 2,176,784 2,475,838
NET ASSETS 3,853,487 4,005,982 4,311,331 4,470,207 4,345,262 4,088,674
REPRESENTED BY:
Members Contributions 3,770,079 3,770,079 3,770,079 3,770,079 3,770,079 3,770,079
Accumulated Surplus/(Deficit) 29,392 181,887 487,236 646,112 521,167 264,579
Reserves - Asset Revaluation 54,016 54,016 54,016 54,016 54,016 54,016
EQUITY 3,853,487 4,005,982 4,311,331 4,470,207 4,345,262 4,088,674
April, 2010 21
2008/09
Standard Cash flow Statement Actual 2009/10 2010/11 2011/12 2012/13 2013/14
CASH FLOWS FROM OPERATING ACTIVITIES
$ $ $ $ $ $
Contributions 9,470,497 8,686,456 9,169,596 9,628,076 10,109,479 10,614,953
Grants Received from Government 1,636,285 1,854,765 1,918,267 1,983,546 2,051,110 2,121,039
GST Received on Contributions and Grants 1,110,678 1,054,122 1,108,786 1,161,162 1,216,059 1,273,599
Payments to suppliers (2,470,205) (2,721,583) (2,821,574) (2,921,596) (3,025,531) (3,133,062)
Payments to Employees (6,073,512) (6,454,412) (6,774,857) (7,113,600) (7,469,280) (7,842,744)
GST on Payments (247,020) (272,158) (282,157) (292,160) (302,553) (313,306)
Interest Received 123,072 110,000 110,000 115,000 120,000 125,000
Library Fees 257,550 300,000 344,000 307,000 307,000 307,000
Other Receipts 626,262 342,000 291,150 324,500 330,000 335,500
Net GST Payment (922,773) (781,964) (826,629) (869,003) (913,506) (960,293)
Net cash provided by operating activities 3,510,835 2,117,226 2,236,581 2,322,926 2,422,779 2,527,687
CASH FLOWS FROM INVESTING ACTIVITIES
Payments for library books, plant and equipment (1,760,973) (1,578,226) (1,666,877) (1,753,352) (1,806,437) (1,861,132)
Proceeds from sale of bookstock/equipment 22,907 0 0 0 0 0
Net cash used in investing activities (1,738,066) (1,578,226) (1,666,877) (1,753,352) (1,806,437) (1,861,132)
CASH FLOWS FROM FINANCING ACTIVITIES
Repayment of Borrowings (109,206) (117,000) (125,982) (135,236) (35,367) 0

Payments for Leased Plant & Equipment (216,939) (195,000) (172,490) (169,787) (41,651) 0
Finance Costs (95,041) (77,000) (139,232) (117,341) (323,970) (400,000)
Net cash used in investing activities (421,186) (389,000) (437,704) (422,364) (400,988) (400,000)
Net increase/(decrease) in cash held 1,351,583 150,000 132,000 147,210 215,354 266,555
Less cash adjustment - Grants/ contributions paid in advance (1,264,698)
Cash at the beginning of the financial year 1,490,954 1,577,839 1,727,839 1,859,839 2,007,049 2,222,403
Cash at the end of the financial year 1,577,839 1,727,839 1,859,839 2,007,049 2,222,403 2,488,957
April, 2010 22
2008/09 2009/10
Standard Statement of Capital Works Actual Adjusted 2010/11 2011/12 2012/13 2013/14
$ $ $ $ $ $
Capital Works Areas
Bookstock 1,388,361 1,488,145 $1,573,197 $1,656,393 $1,706,085 $1,757,268

IT Equipment 24,222 90,081 93,680 96,959 100,352 103,865
Other Capital Purchases 316,067
Total Capital Works 1,728,650 1,578,226 1,666,877 1,753,352 1,806,437 1,861,132
Represented By:
Renewal 1,728,650 1,578,226 1,636,877 1,713,352 1,761,437 1,816,132
Upgrade
Expansion
New Assets 30,000 40,000 45,000 45,000
Property, Plant and Equipment movement

Reconciliation Worksheet

Asset Revaluation Movement
Depreciation Expense (1,563,717) (1,577,000) (1,660,000) (1,868,000) (1,976,400) (2,085,220)
Written Down Value of assets sold (31,524) 0 0 0 0
Net Movement in property, plant &

equipment 133,409 1,226 6,877 (114,648) (169,963) (224,088)
April, 2010 23
Statutory Disclosures Appendix C
Appendix C
Statutory Disclosures
This appendix presents information required pursuant to the Act and the Regulations to be
disclosed in the Library Service’s Annual Budget.
The appendix includes the following budget information:
1 Borrowings
2008/09
Schedule of Borrowings Actual 2009/10 2010/11
$ $ $
Loan Liability as at 1 July 916,766 680,486

Plus increase in lease liability 75,720 0
Less Loan Redemption (312,000) (298,472)
Loan Liability as at 30 June 916,766 680,486 382,014
2 Fees and charges
Item Charge Comment
Overdue charge 25c per day up to a maximum of

$50 per borrower, max $15 per
item
Lost library card $2.50
Lost items Cost of the item
Book sale
Adult fiction $1
(minimum)
Junior material $1
(minimum)
Paperbacks 50c
(minimum)
Inter library $10 service fee New item
loans Cost recovery ($13.20 per item)
if applicable
Use of meeting As per member council’s
room schedules
Use of training As per member council’s
room schedules
DVD Writeable $1.10 per disk
disks
USB sticks $15 New item
Printing and 20c per page Reduction from 25c to increase
copying efficiency of new self service
printing solution
Debt recovery $50 service fee plus debt
Book club fee $100 per club per annum New item
April, 2010 24
Financial Ratios Appendix D
All fees and charges inclusive of GST as it applies.
April, 2010 25
Key strategic activities Appendix D
Appendix D
Financial Ratios
2008/09
Financial Ratios Actual 2009/10 2010/11 2011/12 2012/13 2013/14
$ $ $ $ $ $
Working Capital
To assess the Library's ability to
meet current commitments
1,720 1,832 1,964 2,111 2,326 2,593
Current Assets / Current Liabilities 1,846 1,659 1,570 1,380 1,335 1,367
Ratio: 0.93 1.10 1.25 1.53 1.74 1.90
Adjusted Working Capital

Working Capital adjusted to reflect
actual expectation of current LSL
liability
1,720 1,832 1,964 2,111 2,326 2,593
Current Assets / Adj Current Liabilities 1,246 1,059 970 780 735 767
Ratio: 1.38 1.73 2.02 2.71 3.17 3.38
Investment Gap
To assess the Library's capital
expenditure against depreciation
1,729 1,578 1,667 1,753 1,806 1,861
Capital spend/ depreciation 1,564 1,577 1,660 1,868 1,976 2,085
Ratio: 1.11 1.00 1.00 0.94 0.91 0.89
Underlying result
Measures the Library's surplus as a

percentage of revenue
517 302 437 306 90 10
Net surplus/ total revenue 10,818 11,293 11,833 12,327 12,886 13,471
Ratio: 0.05 0.03 0.04 0.02 0.01 0.00
Debt Servicing
To identify the capacity of the

Library to service its outstanding debt
94 77 139 117 324 400
Debt servicing costs/total revenue 10,818 11,293 11,833 12,327 12,886 13,471
Ratio: 0.87% 0.68% 1.18% 0.95% 2.51% 2.97%
Debt Commitment
To identify the Library's debt

strategy
Debt servicing and redemption / 421 389 438 422 401 400
Council contributions 8,284 8,686 9,170 9,628 10,109 10,615
Ratio: 0.05 0.04 0.05 0.04 0.04 0.04
Debt Exposure
To identify the Library's exposure

to debt
Total indebtedness / total 2,630 2,299 2,133 2,007 2,177 2,476

realisable assets 1,720 1,832 1,964 2,111 2,326 2,593
Ratio: 1.53 1.26 1.09 0.95 0.94 0.95
April, 2010 26
Annual Business Plan 2010-2011
Appendix E - Annual Business Plan 2010 - 2011
1. Libraries building community capacity
Building community capacity means libraries partnering with other agencies to deliver wider
agendas (ie Council, State and Federal) and developing co-operative arrangements which will
improve and expand services to the community. Services need to be focussed and balanced
according to social justice precepts and libraries can bridge the digital divide and offer
equitable access to new technologies. In order to have strong communities, there is a need to
develop capacity. The library has a role in developing informed citizenry, of becoming a
marketplace of ideas. The library needs to identify opportunities to strengthen communities
and recognise leverage in integrated activities.
In 4 years time:
The library’s role in improving reading and literacy is valued, measurable and recognised.
Community outcomes are being achieved in libraries as part of the broader agenda of the
three levels of government.
Community learning opportunities are enhanced through libraries partnering with other
learning organisations.
Important issues of the day are highlighted, debated and discussed at the library.
Actions 10/11:
Strategy Actions
Develop the library Continue to realign collections to reflect demand. Increase

collection to enable proportion of adult fiction, picture books, DVDs, magazines and
learning, encourage graphic novels
reading and improve Pilot bookshop shelving concept (non Dewey) at Diamond
literacy Valley
Significantly enhance International English Language Testing
System collection – physical and online, to reflect demand
Focus on programs and Introduce core programs at all branches from January 2011
services that enhance Preschool storytime
reading and pre reading Toddler storytime
skills. Bilingual storytime
Bedtime storytime
Just 4 Kids
Summer Reading Club
Bookaroo
Themed school holiday activities
Teenage nights
Language cafes
Senior session
Book clubs
Readers in residence (outreach to nursing homes)
Computer classes:
One 2 one
Basic
Advanced
Email
Programs will be run at all branches at least monthly, most are
weekly
April, 2010 27
Partner with member As per Branch plans

councils and community
organisations to
collaboratively deliver
programs and services.
Develop programs to Hold forums on topical issues at libraries
encourage debate and Sustainable villages
raise community Local food movement
awareness and knowledge
- to create a marketplace
of ideas.
2. Libraries as community hubs
The public library is increasingly being recognised as an essential community hub; a place
where all are welcome and there is something for everyone. The public library builds
community connections, facilitates learning opportunities and provides access to
informational, educational and recreational resources.
With the increased focus on local places and local activity centres, the library service needs to
have quality facilities and effective means of engagement with the capacity to pull together
the energy that is in the community.
In 4 years time:
The library is full of multi format content – informational and recreational – that is popular,
current, relevant and in good condition.
The library fosters community connections through cultural and learning events and
programs.
The library is visible and connected to the community and is marketed and promoted
professionally and effectively.
Quality spaces have different zones for activities, quiet spaces and reading. There are learning
spaces, art work is incorporated in the building, IT is integrated and the presentation of
libraries is impeccable.
Libraries are the hubs of communities and are contemporary, sited in the right place,
accessible and appropriate to their communities.
Actions 10 / 11:
Strategy Actions
Develop a forward plan with member Work with City of Whittlesea on planning for
councils for new libraries that Mernda and Epping North library facilities
respond to community needs and Work with Banyule City Council on West Heidelberg
demands. and Ivanhoe projects
Develop a wide range of programs Celebrate Cultural Diversity Week with a program of
and events celebrating the diverse activities and events
range of interests and cultures in our Celebrate Refugee Week & Harmony Day
communities. Encourage library usage by indigenous communities
and celebrate NAIDOC week
Promote Chinese collection and culture through
bilingual Storytimes and celebrate Chinese New Year
Continue to conduct Get Loud program during Youth
Week
Introduce new core seniors program at all branches
April, 2010 28
Promote and display new LOTE books with regular

launches
Introduce multilingual computer classes at all
branches
Expand Language Cafes to all branches to encourage
reading in languages other than English and to assist
in improving conversational skills
Continually monitor and assess Develop a region wide approach to displaying library
library buildings to ensure that they material
are well maintained, attractive and Pilot bookshop shelving concept (non Dewey) at
welcoming, and that spaces are fully Diamond Valley
optimised. Expand the genre collections at each branch
Continue to develop marketing and Develop marketing concept featuring staff
communication initiatives to ensure Develop new marketing for all core activities
that people know what collections, Develop marketing for computer training
programs, services and facilities are Showcase libraries at Council festivals
available at their library.
Encourage the community to Develop a teenage volunteer program
participate, interact and collaborate Invite secondary school students to assist with
with the library computer classes
Continue branch involvement with students and
volunteers with disabilities
3. Libraries Online
Libraries are changing from being service providers to facilitating the creation of content.
Relevant areas for public libraries are local history, local writing and local literature. Libraries
are aware of the need to acquire and make accessible content “born digital” to ensure that they
are providing the information that people require and to remain relevant in an increasingly
online world.
New social networking technologies enhance the ability to find, share and combine
information more easily.
In 4 years time:
There is significant local content created in local history, literature and the arts.
Social networking enables people to form new networks and interact online creating new
communities of interest.
The network is stable, redundant and secure. There are enough pcs, peripherals and equipment
for people to access and create content.
The Library Management System is at the leading edge and online content is easy to access
and authoritative.
Actions 10 / 11:
Strategy Actions
Build content that documents life in Increase participation in Wikinorthia through targeted
Melbourne’s north through branch programs
Wikinorthia project.
Develop and promote online Provide new downloadable media with Australian
collections. content
Promote new website to borrowers
Promote Local History Online (Hyperion) and
April, 2010 29
continue to add content (and transfer existing)

Continue indexing local papers (Eltham)
Engage with borrowers, promote Introduce core computer classes from January 2011
programs and services, and One 2 one
encourage participation using social Multilingual training
networking technologies. Basic
Advanced
email
Conduct online surveys on particular services and
programs
Ensure the Network meets the needs Continue to monitor network
of the library service and there are
sufficient pcs etc
4. Skilled and confident library staff
In order to realise our exciting and positive vision for the future of our libraries we need to
recruit, retain and develop a diverse, appropriately skilled workforce. Library staff need to be
familiar and comfortable with the new ways of engaging and helping users find information,
gather knowledge and create content. We need to invest in skills development to enable staff
to deliver on our agenda, and staff need the opportunity to acquire skills that will enable them
to further their career in a sector that is constantly changing.
In 4 years time:
There is a culture of learning and staff are skilled and confident in their roles.
There is a safe and healthy workplace.
There is an organisational culture of innovation and flexibility.
Systems, processes and policies that facilitate effective management of all staff are in place.
Actions 10 / 11:
Strategy Actions
Ensure that staff development Continue with library worker 2.0 program
programs are relevant, interesting Provide regular training for multicultural library
and encourage staff to learn new services
things. Provide regular training for Disability Awareness
Develop “Enhancing the customer experience”
program
Promote a safe and healthy Continue to promote warm up for work program
workplace. Action all items on monthly Safety Inspection
Checklist
Continue wellness program
Promote an environment of Continue with international staff exchange program
innovative thinking, adaptability, Continue Bright Ideas program to encourage staff
flexibility and risk taking. input and innovation
Implement systems, processes and Implement all recommendations from the HR Internal
policies that facilitate the effective Audit
management of all staff
5. Seamless integrated technology
We value a culture of innovation and pride ourselves on providing resources, programs,

services and up to date technology that are continually evolving to meet the needs of our
April, 2010 30
community. We strive for continuous improvement. We continually look for new ways of
doing things and streamlining our processes. We value personalised services both in branches
on online. We ensure that we are getting value for money.
In 4 years time:
YPRL is considered a best practice public library.

Technology is fully integrated and the network provides seamless, reliable and fast service.
There is a culture of continuous improvement.
RFID is fully utilised and is providing significant benefit.
Actions 10 / 11:
Strategy Actions
Redevelop the intranet. Install new software and redevelop intranet to improve
efficiency and effectiveness
Monitor and evaluate network Continue to monitor network
performance to ensure it is
providing the necessary
bandwidth.
Ensure RFID is being exploited to Pilot use of RFID wand at Mill Park library to ascertain
provide maximum benefit effectiveness and usefulness
including the introduction of
automated returns.
Identify and prioritise key areas Install power points for laptops at selected branches
for review. Refresh IT Strategic Plan
Identify process and system Disaster Recovery Plan to be tested and monitored
changes required to improve
reliability and performance and
implement.
6. Sustainable and responsible finance and governance
The Library Service is governed by a Board comprising 2 councillors from each of the 3
municipalities. The Audit Committee is a sub committee of the Board and advises it on
financial and risk management issues. Sustainability ratios measuring underlying result;
liquidity; indebtedness; and investment gap are regularly monitored. The library is proactive
in ensuring that all legislative requirements are met and that all processes and procedures
meet best practice through regular internal audits.
In 4 years time:
The organisation is sustainable and appropriately funded, including realistic asset

replacement.
Strategic and operational plans are robust, meaningful and future oriented.
Income from other sources is maximised.
All relevant legislation and policies are complied with, to Best Practice standards.
Actions 10 / 11:
Strategy Actions
Ensure sustainable asset Increase collection budget an additional $36,000 over

replacement including collections. CPI to bring collection expenditure to a 6 year
depreciation schedule by 2012
April, 2010 31
Develop a 5 year strategic asset plan for branch

furniture and fittings
Meet budget targets. Align budget with Strategic Plan using best practice
model
Continually monitor spending to Continue contract management procedures to ensure
ensure best value is obtained from tendering ongoing management of contracts is effective
funding.
Monitor the Risk Management Continue Risk Management meetings and regular
Plan so that it is a living document reporting to Audit Committee
that accurately reflects the risks to Develop a Risk Management culture within EMT
the organisation and manage those
risks.
Continue with the Internal Audit Conduct annual Internal Audit – Records Management
process, addressing areas of
highest risk to the library service.
Use relevant benchmarking and Continue to develop reports to better manage library
best practice tools to improve operations
performance.
Work on providing additional Continue to offer training to other organisations on a fee

income streams basis
Develop an online Web 2.0 program for Local
Government workers
Promote community room usage
April, 2010 32

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YPRL Annual Budget 2010/11

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Budget 2010/11

Strategic Resource Plan 2010/14

Yarra Plenty Regional Library – Budget 2010/11

Funding Summary 2009/10 2010/11 2010/11 2010/11 % of 2010/11

Does not reflect

Total Income 11,293,221 11,833,013 539,792 4.78% 100.00%

1 Draft Budget submitted to the Board for comment February 18

2 Referred to Member Councils following Budget Briefing March 10

3 Proposed Budget submitted to the Board for approval April 15

4 Public notice advising intention to adopt Budget April 19

5 Budget available for public inspection and comment until May 19

6 Budget and submissions presented to the Board for adoption June 9

7 Copy of adopted Budget submitted to the Minister by August 31

3 Linkage to Library Plan

3.1 Library Vision

We believe public libraries should be community centres with a strong community

3.2 Strategic Library Plan

The strategic plan identifies six outcomes:

4.1 Budget principles

4.2 Legislative requirements

5 Analysis of Operating and Capital Budget

5.1 Total Revenue (operating and capital)

Operating Revenue 2009/10 2010/11 2010/11 2010/11

Council Contributions 8,686,456 9,169,597 483,141 5.56%

State Government 1,854,765 1,918,266 63,501 3.42%

Library's Own Source Funds 752,000 745,150 (6,850) -0.91%

Total Income 11,293,221 11,833,013 539,792 4.78%

5.1.1 Council contributions

Council 2009/10 2010/11 2010/11 2010/11

Banyule 3,624,406 3,697,152 72,746 2.01%

Nillumbik 1,896,073 1,985,935 89,862 4.74%

Whittlesea 3,165,977 3,486,510 320,533 10.12%

Total Council Contributions 8,686,456 9,169,597 483,141 5.56%

5.1.2 State Government Grants

State Government 2009/10 2010/11 2010/11 2010/11

Banyule 631,439 653,541 22,102 3.50%

Nillumbik 342,121 354,096 11,975 3.50%

Whittlesea 737,979 763,804 25,825 3.50%

Local Priorities Funding 90,081 93,680 3,599 4.00%

Premiers Reading Fund 53,145 53,145 0 0.00%

Total State Government Contributions 1,854,765 1,918,266 63,501 3.42%

5.1.3 User fees and charges

5.2 Expenditure – Operating and Capital

TOTAL CASH EXPENSES 2009/10 2010/11 2010/11 2010/11

Employee Costs 6,454,412 6,774,857 320,445 4.96%

TOTAL EXPENSES 11,293,221 11,833,013 539,792 4.78%

5.2.1 Employee expenses

5.2.2 Other Expenditure

Other expenditure costs relate to:

5.2.3 Capital budget

Expenditure 2008/09 2009/10 2010/11 2010/11

Collection 1,388,361 1,488,145 1,573,197 85,052

Council Contributions 1,844,000 1,897,000 1,941,524 44,524

Total Capital Funding Souces 2,111,857 2,040,226 2,097,349 57,123

The 2010/11 Budget provides for $1,573,197 to be spent on Collection purchases in

5.2.4 Operating (Accrual) Budget

Council Contributions 1 8,283,526 8,686,456 9,169,596

TOTAL REVENUE 10,817,987 11,293,221 11,833,013

Employee Costs 5,999,624 6,454,412 6,774,857