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TRIM 15/48207

2015/16 Budget

CITY OF KINGSTON

CITY OF KINGSTON 2015/16 BUDGET # 21

2015/16 Budget

CITY OF KINGSTON

CITY OF KINGSTON 2015/16 ADOPTED BUDGET PAGE 3

Contents Mayor’s Introduction 5 Chief Executive Officer’s Summary 9 Budget Processes 15 Overview 17

1. LINKAGE TO THE COUNCIL PLAN 17

2. SERVICES, INITIATIVES AND SERVICE PERFORMANCE INDICATORS 25

3. BUDGET INFLUENCES 49

Budget Analysis 53 4. ANALYSIS OF OPERATING BUDGET 53

5. ANALYSIS OF BUDGETED CASH POSITION 59

6. ANALYSIS OF CAPITAL BUDGET 59

7. ANALYSIS OF BUDGETED FINANCIAL POSITION 65

Long Term Strategies 68

8. STRATEGIC RESOURCE PLAN AND FINANCIAL PERFORMANCE INDICATORS 68

9. RATING STRATEGY 73

10. BORROWING STRATEGY 76

11. ASSET MANAGEMENT STRATEGY 77

12. FEES & CHARGES STRATEGY 79

Appendix A – BUDGETED STATEMENTS 81 Appendix B – STATUTORY DISCLOSURES 88 Appendix C – CAPITAL WORKS PROGRAM 97 Appendix D – FEES AND CHARGES 111 Appendix E – DEPARTMENTAL BUSINESS PLAN OUTCOMES 120

2015/16 Budget

CITY OF KINGSTON


Mayor’s Introduction

It gives me great pleasure to present the 2015-16 Budget to the community.

The Budget delivers on Council’s commitment to make Kingston a stronger, fairer and more connected

community.

Highlights of the Budget include a significant investment in local sportsgrounds, the Westall Community Hub

project, a new green waste recycling initiative and vital work to begin the Chain of Parks and position Council

to realise the end of landfill in Kingston.

Council has worked hard to deliver a financially responsible and balanced Budget, that keeps rates low while

delivering high-quality services and maintaining valuable community infrastructure.

Kingston has continued its recent practice of modest rate rises with a proposed 4.25% rise for the 2015-16

financial year. To help reduce the impact on pensioners, Council has also increased its pensioner rebate

from $80 to $100, which they receive in addition to the Victorian Government rebate.

The $52 million capital works Budget features a wide range of projects and initiatives to support our

community. These include:

Supporting an active and healthy community through a major investment in local recreation facilities to

support local sporting clubs, meet growing demand, improve playing surfaces and encourage greater

participation. Projects include:

building a new Mordialloc Life Saving Club ($3.2m) to provide improved facilities for this vital

community group that helps keep thousands of beachgoers safe in the water each year;

completing a missing section of the Bay Trail shared pedestrian/bike path ($600,000);

commencing construction of the Bicentennial Skate Park ($565,000); and

making major improvements to drainage and irrigation at five sporting reserves to allow for greater

access, better playing surfaces and increased participation.

Investing in families by continuing to roll-out Council’s vision for ‘one-stop’ integrated services for young

families through the Carrum Family and Children’s Centre ($1m) and phase 2 of the Parkdale Family and

Children’s Centre ($950,000). This year will mark the first full year of operation of the Parkdale and

Edithvale hubs which have successfully expanded kindergarten places from 108 places to 283 in new state-

of-the-art integrated centres.

Creating a community focal point in Westall with $4.3million allocated in this year’s Budget towards the

$8million Westall Community Hub which will deliver services right on the doorstep of Kingston’s northern

suburbs. It will include capacity for a range of early years services such as kindergarten through to childcare.

It will also host a community library with a focus on digital resources, adult literacy and early years literacy

activities. The hub also has several flexible community spaces to provide a range of health and support

services to the local community.

Bringing the ‘Chain of Parks’ vision to life by taking the first step to seeing public parkland linked from

Karkarook Park in Moorabbin right through Kingston’s Green Wedge to Braeside Park. This year Council will

invest $750,000 to begin to link Karkarook Park to Clayton Road, with the project planned around the current

Dingley Bypass construction works. The ‘Chain of Parks’ vision is part of Council’s ongoing work to

transition away from landfill use in Kingston.


Improving waste services through a new Green Waste contract that will provide improved and more

environmentally friendly green waste processing to allow Kingston households to place food scraps in their

green bins. This will free up space in household rubbish bins, reduce the amount of waste sent to landfill

and reduce the amount of methane gas created by organic waste at landfill sites.

Maintaining vital community infrastructure including road repairs and resurfacing ($6.1m), drainage

works ($3.2m), streetlight replacements ($1.5m) and footpath renewals ($1.2m). These vital works are part

of Council’s ongoing and significant investment in community asset renewal.

While investing in these significant projects, Council is also working to contain our operational costs through

a broad range of increased productivity and efficiency measures.

Due to our strong focus on sound financial management, Council is well-prepared to respond to the Victorian

Government’s planned rate-capping policy, which will be introduced in the 2016-17 financial year, and we will

continue to deliver our community quality services and infrastructure within budget.

Cr Geoff Gledhill MAYOR, CITY OF KINGSTON

2015/16 Budget

CITY OF KINGSTON


2015/16 Budget – AT A GLANCE Net 4.25% increase in total rates and charges revenue

Increase in Pensioner Rate Rebate from $80 to $100

Purchase of additional equipment to improve sportsground maintenance

Additional EFT into sportsground maintenance team

Commence refurbishment of G R Bricker Athletics Track - $500,000

Commence Chain of Parks Link – Karkarook to Clayton Road TPI site $750,000

Commence program of irrigation/drainage works to progressively eliminate five of seven Council

Condition three grounds and improve Condition at:

o Edithvale Common - $300,000

o Chadwick Reserve - $100,000

Support to co-ordinate communities, Council and State Government on 8 grade separations on

Frankston line and one on Dandenong line

$52.2 million Capital Works program includes:

Roads Reconstruction $3.2 million

Carrum Children’s Centre Building Renewal $1.0 million

Westall Hub $4.3 million

Chelsea Heights Kinder $1.0 million

Drainage $3.2 million

Footpath Renewal $1.2 million

Road Resurfacing $1.75 million

Traffic Management $0.7 million

LED Street Light Fittings replacement program $1.5 million

Mordialloc Life Saving Club Redevelopment $3.2 million


COMMUNITY FEEDBACK Kingston residents were invited to a public information session on Wednesday 6 May 2015 at Council’s

Cheltenham Office (1230 Nepean Highway) to hear from officers and to discuss the 2015/16 Draft Budget.

Residents were encouraged to review the Draft Budget, available on Council’s website

kingston.vic.gov.au/budget or at Customer Service Centres and libraries. Written submissions were invited

by 5pm, Wednesday 27 May 2015 via:

Email to [email protected]; or

Mail to Mr Bernard Byrden, Manager Finance, Kingston City Council, PO Box 1000, Mentone, 3194

A special Council meeting was held on Monday 1 June 2015 to consider written submissions and people are

invited to speak to their submissions at this meeting. The Draft Budget was formally adoption at a Special

Council meeting on Monday 9 June 2015.

http://www.kingston.vic.gov.au/budget

mailto:[email protected]

2015/16 Budget

CITY OF KINGSTON


Chief Executive Officer’s Summary Under the Local Government Act 1989 (the Act) Council is required to prepare and adopt an annual budget

by 30 June each year. This summary has been prepared to provide the relevant financial information in a

form that is easy to understand.

Council’s Strategic Resource Plan (SRP) details the financial and human resources required to achieve the

Council Plan’s goals. A key component of the SRP is the four year financial plan 2015/16 to 2018/19

prepared as part of Council’s ongoing financial planning to assist Council in adopting a budget within a

longer term sustainable framework.

Council has prepared the 2015/16 Budget with a view to balance the demand for community services,

management of existing assets and the demand for new assets with the community’s capacity to pay.

The key financial indicators outlined explain Council’s current and projected performance across a range of

attributes. These indicators provide a useful analysis of Council’s financial position and performance and

should be considered in the context of the organisation’s objectives as detailed in the 2013-2017 Council

Plan and summarised in Section 2 of this document. It is important to note that the trend of the indicator is

often more important than the absolute number itself, and that no one indicator can adequately measure the

financial sustainability or otherwise of any organisation.

As demonstrated by this Budget and Long Term Financial Strategy Council is able to provide the resources

to enable the achievement of the 2013-2017 Council Plan outcomes of:

GOAL 1 Facilities and assets that are well used and effectively managed

GOAL 2 A sustainable natural and built environment

GOAL 3 Healthy, strong and connected communities

GOAL 4 A prosperous and dynamic city

GOAL 5 An effective voice and

GOAL 6 A well-managed and effective organisation.

FINANCIAL PERFORMANCE Projected Net Operating Result Council’s projected 2015/16 Net Operating Result of $19.5 million surplus. This is achieved after taking into

account depreciation expense of $25.5 million, an amount which is forecast to rise by between $0.9 -

$1.8 million per annum in future years to account for new assets and changes in their valuations as required

by Australian Accounting Standards. The projected Net Operating Result (excluding capital grants) is

expected to deliver surpluses over the outlook period (2015/16 – 2018/19) after adjusting rate revenue and

operating expenditure to prepare for the likely impact of rate capping from 2016/17. Capital grants over the

period are forecast to be $10.2m in 2014/15, $8.2 million in 2015/16, $1.2 million in 2016/17 and $0.6 million

in 2017/18 and 2018/19 (detailed in section 4.2.5).


GRAPH 1 FORECAST NET OPERATING RESULT

Revenue Sources In developing the four year financial plan, rates & charges revenue is identified as an important source of

revenue accounting for approximately 63% of the total revenue received by Council annually. Planning for

future rates is therefore an important component of the long term financial planning process. Council has a

responsibility to ensure that sufficient income is generated (including rates) to ensure both continuity of

services and provision and renewal of community assets.

GRAPH 2 BUDGET 2015/16 REVENUE SOURCES

At 63% Council’s reliance on Rates & Charges Revenue as its principal source of revenue is close to the

average for inner metropolitan Melbourne councils. Graph 2 above indicates that Council has a reliance on

Rate Revenue as Grant Revenue and User Fees & Fines do not traditionally keep up in real terms with

growth (being approximately 1.5% and 3% respectively per annum).

Continued “cost shifting” from other levels of government also requires Council to find new revenue from its

own sources. Despite this, Kingston grant revenue as a percentage of total revenue is well above the

average for inner metropolitan Melbourne and the level of user fees and fines is expected to remain relatively

constant in 2015/16. Grant revenue includes $8.2 million for Capital Grants which includes $3.8 million for

Moorabbin Reserve, $1.0 million for Mordialloc Life Saving Club redevelopment and $1.5 million for the

Carrum Children’s Centre.

2

4

6

8

10

12

14

16

18

20

22

24

2014/15 F 2015/16 B 2016/17 F 2017/18 F 2018/19 F

$M

ILL

ION

S

B = Budget F = Forecast

Rate Revenue

63%

Grant Revenue

21%

User Fees and

Charges 14%

Other 2%

2015/16 Budget

CITY OF KINGSTON


FINANCIAL POSITION Cash Position Budgeting cash flows is significant for Council as it is one of the key factors in providing a guide to the

level of capital expenditure Council can sustain with or without using existing reserves or entering into

new borrowings.

Graph 3 indicates that Council is achieving its objective of a balanced cash position in the long term.

Analysis of the years beyond this table indicates that Council will continue to maintain its cash holdings as

a continuing outcome of the long term financial strategy. In future Council has some flexibility to respond

to unexpected events or opportunities such as the potential to strategically acquire an asset such as a

property for open space.

The cash flow assumes $12.8 million in capital works listed for 2014/15 will be carried forward to 2015/16.

Cash levels are expected to remain relatively constant over the forecast period. Readers are asked to

note that while the future year forecasts do not assume any carry forward capital works, based on history

this amount is likely to increase to be between $1 million and $2 million at each year’s end. Therefore it is

likely that the closing cash balance for 2015/16 will not be as low as predicted and includes an allowance

for the transfer of Residential Aged Care Bonds to a new approved aged care provider if Council resolves

to award the current request for proposal to take over this Council service.

GRAPH 3 CLOSING CASH POSITION

Debt Outstanding In December 2011 Council borrowed $21.5 million to purchase the offices at 1230 Nepean Highway

Cheltenham and the balance ($3.5 million) of the $25 million approved borrowings at that time has not

been required thus minimising the interest payable for the acquisition of this community asset. The

interest and principal repayments for this loan are funded through the amounts that were previously paid

in rent for 1230 Nepean Highway prior to 2011.

The long term financial strategy anticipates borrowing $3.4 million in 2015/16 for Council’s contribution to

the new Westall Community Hub ($1.9 million) and the Street Lighting Replacement program

($1.5 million). Refer to section 10.2 for a list of borrowings.

0

10

20

30

40

50

60

2014/15 F 2015/16 B 2016/17 F 2017/18 F 2018/19 F

$ M

ILLIO

N



GRAPH 4 DEBT OUTSTANDING

Working Capital Graph 5 demonstrates that Council has the ability to discharge its short term financial obligations as the

value of current assets is in excess of the value of current liabilities.

Over the last five years Council’s Working Capital Ratio has been in the range of 130% to 150%; this will

continue through the outlook period. The current state-wide average for inner metropolitan Melbourne

Councils for this indicator is approximately 181%.

Assured cash flows from rates and government grants, means that Council is able to adequately manage

its short term financial commitments. Council is comfortable with the ratio being at this level and is above

the minimum requirement long term of over 100%.

GRAPH 5 WORKING CAPITAL RATIO

0

10

20

30

2014/15 F 2015/16 B 2016/17 F 2017/18 F 2018/19 F

$M

ILLIO

N


100%

110%

120%

130%

140%

150%

2014/15 F 2015/16 B 2016/17 F 2017/18 F 2018/19 F


2015/16 Budget

CITY OF KINGSTON


ASSET MANAGEMENT Capital Expenditure Council’s adopted Asset Management Strategy (as outlined in section 11 of this document) sets out the

capital expenditure requirements of the Council for the medium term and remains a key input to the long

term financial plan. It predicts infrastructure renewal needs and considered other asset needs to meet

current and future community service expectations.

Council does not have sufficient resources to immediately meet all of the expressed community demands for

new assets and the renewal of existing assets. However, to address this challenge, Council is focusing its

capital works program to place a greater emphasis on asset renewal rather than the creation of new assets

or the upgrade of existing assets.

Council is proposing to spend $101 million by 2018/19 on asset renewal. This level of expenditure will

ensure assets are generally maintained within intervention levels through the medium to longer term to 2030.

The level of funding from council’s own resources remains relatively constant over the outlook period.

Capital Expenditure per Assessment An often used measure in local government is Capital Expenditure per Assessment; traditionally Kingston

has not compared well to other Councils. In 2015/16 this is forecast to be approximately $735 per

assessment due to the significant amount of capital grants provided by the State and Federal Governments -

this compares favourably against the current average (2013/14) for inner metropolitan Councils of $561 per

assessment. The Long Term Financial Strategy forecasts this at $481 per assessment in 2018/19 reflecting

the confirmed level of funding for capital projects.

GRAPH 6 CAPITAL EXPENDITURE / ASSESSMENT

$0

$100

$200

$300

$400

$500

$600

$700

$800

2014/15 F 2015/16 B 2016/17 F 2017/18 F 2018/19 F



CONCLUSION The 2015/16 Budget presented in this report has been prepared on the basis of responsible financial

constraint and has been developed through a rigorous process of consultation and review with Council. The

Budget and Strategic Resource Plan reflects the current global economic environment, is forward-looking,

financially responsible, has regard to the State Government’s Rate Capping policy which is to have effect

from 2016/17 and most importantly it aims to facilitate the achievement of the 2013 – 2017 Council Plan.

Council will again review its Strategic Resource Plan position once details of the rate capping guidelines

currently being prepared by the Essential Services Commission are known late in 2015.

Readers who are seeking more detailed financial information can find this in the following Sections of this

document.

John Nevins CHIEF EXECUTIVE OFFICER, CITY OF KINGSTON

2015/16 Budget

CITY OF KINGSTON


Budget Processes

This section lists the processes to be undertaken in order to adopt the Budget in accordance with the

Local Government Act 1989 (the Act) and Local Government (Planning and Reporting) Regulations 2014

(the Regulations).

Under the Act, Council is required to prepare and adopt an annual budget for each financial year. The

budget is required to include certain information about the rates and charges that Council intends to levy

as well as a range of other information required by the Regulations which support the Act.

The 2015/16 Budget, which is included in this report, is for the year 1 July 2015 to 30 June 2016. The

Budget includes financial statements being a budgeted Comprehensive Income Statement, Balance

Sheet, Statement of Changes in Equity, Statement of Cash Flows and Statement of Capital Works. These

statements have been prepared for the year ended 30 June 2016 in accordance with the Act and the

Regulations and are consistent with the annual financial statements which are prepared in accordance

with Australian Accounting Standards. The budget also includes information about the rates and charges

to be levied, the capital works program to be undertaken, the human resources required, and other

financial information Council requires in order to make an informed decision about the adoption of the

budget.

In advance of preparing the budget, Officers firstly review and update Council's long term financial

projections. Financial projections for at least four years are ultimately included in Council's Strategic

Resource Plan, which is the key medium-term financial plan produced by Council on a rolling basis. The

preparation of the budget, within this broader context, begins with Officers preparing the operating and

capital components of the annual budget between December and February. A draft consolidated budget

is then prepared and various iterations are considered by Council at informal briefings during March and

April. A ‘proposed’ budget is then prepared in accordance with the Act and submitted to Council for

approval ’in principle’ for consultation with the community.

Council is 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

and on its internet web site. 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 Council.

To assist interested persons to understand the budget and make a submission if they wish, Council

officers undertake a community engagement process including a public information session. The final

step is for Council to adopt the budget after receiving and considering any submissions from interested

parties. The budget is required to be adopted by 30 June and a copy submitted to the Minister. The key

dates for the budget process are summarised below:


BUDGET PROCESS TIMING

Officers present Departmental Business Plans at informal briefings Sep/Oct 2014

Councillor Strategic Workshop Dec 2014

Officers update Council's long term financial projections Dec 2014/Jan 2015

Officers prepare detailed operating and capital budgets Dec-Jan 2015

CEO & Executive Review Feb 2015

Councillors consider draft budgets at informal briefings Feb-Apr 2015

Proposed budget submitted to Council for approval 27 April 2015

Public notice advising intention to adopt budget 29 April 2015

Budget available for public inspection and comment 29 April 2015

Submissions period closes (28 days) 27 May 2015

Submissions considered by Council 1 June 2015

Budget and submissions presented to Council for adoption 9 June 2015

Copy of adopted budget submitted to the Minister 30 June 2015

Revised budget where a material change has arisen As Required

2015/16 Budget

CITY OF KINGSTON


Overview 1. Linkage to the Council Plan The Annual Budget links to the achievement of the Council Plan within an overall planning framework.

This framework guides the Council in identifying community needs and aspirations over the long term

(Living Kingston 2035), medium term (One Vision Council Plan 2013-2017) and short term (Annual

Budget) and then holding itself accountable through the Annual Report which contains the Financial

Statements audited by the Victorian Auditor - General.

1.1 PLANNING AND ACCOUNTABILITY FRAMEWORK Council adopts an integrated approach to strategic corporate planning. All departments across council

undertake a highly developed business planning process. The officer facilitated workshops allow for

strategic discussion about service levels, the key drivers and impacts on these services including

customer and stakeholder satisfaction, and the opportunities for productivity gains and innovation.

The One Vision Council Plan is a four year strategic document outlining the strategic goals and how they

will be achieved on behalf of the community. The Council Plan 2013-2017 outlines the vision and

strategic plan for the elected Council (October 2012) for their four year term of office. The Plan builds on

the achievements of the previous Council term whilst recognizing the changing strategic environment and

demographic changes. This Plan underpins Council decision-making processes, policies and

procedures. It is the key strategic document for the organisation.

Our One Vision Council Plan incorporates Council's long term community vision and aspirations through

the Living Kingston 2035 community plan. The Strategic Resource Plan, included in the Council Plan, is a

rolling four year plan that outlines the financial and human resources that Council requires to achieve the

strategic goals described in the Council Plan. The Annual Budget is then framed within the Strategic

Resource Plan, taking into account the services and initiatives included in the Annual Budget.

The diagram on the next page depicts the planning and accountability framework that applies to local

government in Victoria. It shows the relationships between the key planning and reporting documents that

make up the planning and accountability framework. It also shows that there are opportunities for

community and stakeholder input and feedback at each stage of the planning and reporting cycle. This is

important to ensure accountability to our residents and ratepayers.


Source: Department of Transport, Planning and Local Infrastructure

The timing of each component of the planning framework is critical to the successful achievement of the

outcomes and strategies. The Council Plan, including the Strategic Resource Plan, is required to be

completed by 30 June following a general election and is reviewed each year in advance of the

commencement of the Annual Budget process. On the annual review of the Council Plan no changes were

made.

Local Government Performance Reporting Framework (LGPRF)

The Victorian Government established the LGPRF in 2014 to ensure all councils are measuring and

reporting on their performance in a consistent way. The primary objective of the LGPRF is to provide

comprehensive performance information that meets the needs of a number of audiences. In meeting this

objective:

• councils will have information to support strategic decision-making and continuous improvement;

• communities will have information about council performance and productivity;

• regulators will have information to monitor compliance with relevant reporting requirements; and

• State and Federal Governments will be better informed to make decisions that ensure an effective,

efficient and sustainable system of local government.

To provide a comprehensive picture of council performance, four indicator sets: service performance,

financial performance, sustainable capacity and governance & management have been developed across

three thematic areas: service performance, financial performance and sustainability. An objective for

assessing performance against each thematic area has been established to inform the development of

performance indicators. The indicator areas and sets are outlined on the next page.

2015/16 Budget

CITY OF KINGSTON


The results for the first year mandatory reporting are for the 2014/15 financial year. The results will be

reported to Local Government Victoria (LGV) and published in our annual report on 30 September 2015. A

new MyCouncil website is being developed by LGV to enable the community to have access to all 79

Victorian Councils results. It is expected the website will be available in November 2015. Residents and

ratepayers will be able to use the website to see how Kingston compares to other similar councils.

1.2 OUR PURPOSE

ONE VISION - COUNCIL PLAN 2013-2017 & LIVING KINGSTON 2035

Our shared Vision for the future:

“There’s a simple principle underlying Kingston – this is a place where people love to live. We want to keep it

that way and make it even better. So, we’re taking the steps now to create the Kingston of 2035 – a city

which has everything we’re renowned for now, and everything we’ll want in the future”.

The Kingston of 2035 will be safe, supportive and full of opportunities for people of all ages, backgrounds

and abilities, to learn, grow and contribute. A place where we can live productive, happy lives. We will be a

healthy and active community where everyone belongs and shares opportunities to enjoy sporting and

cultural activities, that celebrate our bayside lifestyle and identity, all the options expected in one of Victoria’s

leading municipalities. Everything we need in employment, services and facilities will be there to help us

maximise our potential as citizens and individuals contributing to the Kingston community. Our natural

environment will underpin this special sense of community and belonging - vibrant neighbourhoods will be

connected by beautiful parklands, waterways, community spaces and paths.

Council’s vision

“A diverse, dynamic community where we all share a sustainable, safe, attractive environment and a thriving

economy.


Our purpose

To work with the community to protect and enhance the quality of life for current and future generations.

Our guiding principles

respect for diverse community interests based on active listening and mutual understanding leaving

a positive legacy for future generations and Councils

balancing a flexible, can-do, innovative professional approach with achieving outcomes efficiently

(doing more with less)

responsible financial management

informed, evidence-based and representative decision making; and

effective communication and engagement

1.3 COUNCIL PLAN OUTCOMES

The Council Plan 2103-17 sets out six strategic goals. Each Goal has a number of Outcomes and Strategies

which will provide direction to ensure that Kingston is the place the community wants it to be and sets the

foundation for Council’s annual budget process. Readers are encouraged to review the Council Plan for the

detailed strategies for achieving these goals and outcomes. The link to the Council Plan can be found at

www.kingston.vic.gov.au/councilplan

Goals are broad statements of where we want to be or what we want to have.

Outcomes explain what Council wants to achieve.

Strategies describe how we will achieve the outcomes, and ultimately the goal. Many of the strategies have

a timeframe for implementation beyond the four years of this Plan. Detailed actions to deliver the strategies

are prioritised and implemented and measured through Department Business Plans.

The following table lists the six goals and the associated outcomes, as well as a description of what the

goals will look like when we achieve it.

2015/16 Budget

CITY OF KINGSTON


GOAL 1

Facilities and Assets that are well used and effectively managed

Achievement of this goal will look like:

Well-maintained and utilised assets and facilities, delivered through the ongoing investment, maintenance

and upgrade of existing facilities. Recreation and open spaces that are accessible and able to connect

people through trails and pathways. Well utilised and enjoyed parks and open spaces and children’s

playgrounds.

Outcomes:

1.1 Assets are managed and used to meet the needs and provide for current and future generations

1.2 Quality community facilities that are well used and accessible (including sports and recreation, libraries

and arts facilities)

1.3 Parks, playgrounds and reserves that meet community needs

1.4 A community linked through trails, tracks and pathways

GOAL 2

A sustainable natural and built environment


A built environment, urban development and land use balanced to meet a changing population and

maintain Kingston’s liveability and economic competitiveness. Improved open and connected spaces and

ongoing community involvement in protecting the natural environment.

Outcomes:

2.1 Intergenerational land use, planning and delivery

2.2 Green wedge planned and improved for current and future generations

2.3 Leaders in foreshore management, ensuring a vibrant, accessible and enhanced foreshore

2.4 Protect and enhance areas of high natural environmental value

2.5 Adopt and implement sustainable practices

2.6 A community sense of pride in the amenity of our parks, streetscapes and public spaces


GOAL 3

Healthy strong and connected communities


A great place to live that is welcoming, inclusive and supportive of everyone. A healthy happy and safe

community, that promotes wellbeing, quality of life and physical activity. A place where people feel they

have opportunities to participate in affordable local community services, and sports and recreation

activities. People feel involved and connected in the community through volunteering and participating in

local community groups

Outcomes:

3.1 Enhanced community wellbeing and participation in community life

3.2 A city responsive to the needs and aspirations of the community

3.3 Connected and effective community groups

3.4 A diverse and inclusive community

3.5 Increased participation in physical activity through sport and recreation services

GOAL 4

A prosperous and dynamic city


A vigorous economy that attracts commercial investment and job creation. Retail activity centres which

incorporate a large variety of activities that are attractive, functional and easily accessible. A place known

for its vibrant arts and cultural activity. A learning and connected community which has access to

information and knowledge to support its needs. Kingston will be recognized as a knowledge municipality

through its educational, research, development, industry innovation and access to the virtual world of

information technology

Outcomes:

4.1 Vibrant active urban centres

4.2. Informed, learning and connected city

4.3 A city rich with cultural vitality

4.4 Thriving, profitable and sustainable local economy

4.5 A community with functional traffic, parking and transport links

4.6 Effective enforcement of local laws and regulations

2015/16 Budget

CITY OF KINGSTON


GOAL 5

An Effective Voice


Our community views us as an active and effective voice addressing issues and seeking solutions on its

behalf. The community feels that all views, no matter how diverse, have been heard. The community feels

engaged with and understands decisions and their outcomes. We are a responsive organisation

positioned to understand community needs, identify how these needs can be met and ensure initiatives

are implemented accordingly. We will create a shared vision for the future. There will be greater

cooperation and partnership between community organisations, educational institutions, private industry

and all levels of government.

Outcomes:

5.1 Vibrant active urban centres

5.2. Informed, learning and connected city

5.3 A city rich with cultural vitality

5.4 Thriving, profitable and sustainable local economy



GOAL 6

A Well-Managed and Effective Organisation


We will be a dynamic, accountable, expert, future-oriented and community-centric organisation. We have

a positive reputation in the community based on our collective efforts. Our community feels we are

delivering important services and meeting its needs in an effective and efficient way and they have

confidence in us as custodians of its shared resources. An organisation with a visionary approach,

continually striving to improve our performance.

Outcomes:

6.1. A well-governed, efficient and responsive organisation

6.2. A customer-focused organisation

6.3. An organisation that demonstrates community inspired leadership

6.4 Robust and accountable business and financial processes


The Annual Budget includes the services and initiatives that will contribute to achieving the goals, outcomes

and strategies specified in the Council Plan. The Annual Budget converts the strategic goals and outcomes

into financial terms to ensure that scarce resources are allocated for their achievement.

The following section further details the services and initiatives to be funded in this budget to deliver the

goals and outcomes of the Council Plan. It also lists the service performance outcome indicators which will

be used to measure the performance against that service and will be benchmarked across all councils in

Victoria.

2015/16 Budget

CITY OF KINGSTON


2. Services, Major Initiatives, Initiatives and Service Performance Indicators

This section provides a description of the services, major initiatives, initiatives to be funded in the budget for

the 2015/16 financial year, and lists the prescribed outcome service performance measures in accordance

with Section 127 of the Act.

The following details the resource allocations Council makes to deliver the goals in the Council Plan. This

total investment is broken down to show:

• services and their costs (operating budget)

• total capital investment

• major initiatives and

• initiatives being undertaken to deliver each goal.

Services: means assistance, support, advice and other actions undertaken by a council for the benefit of the

local community.

Major initiatives: those significant initiatives that will directly contribute to the achievement of the council plan

during the current year and have a major focus in the budget.

Initiatives: those actions that are one-off in nature and /or lead to improvements in service.

The prescribed outcome performance indicators as per the new Local Government Performance Reporting

Framework and the Regulations are also included to measure our performance in achieving the Council Plan

goals.

The relationship between these components of the Budget and the Council Plan, along with the link to

reporting in the Annual Report, is shown below.

Source: Department of Transport, Planning and Local Infrastructure


GOAL 1

Facilities and assets that are well-used and effectively managed Council will manage and maintain safe and accessible facilities and assets that are fit for purpose for today’s

community, as well as for future generations. We will achieve this by continuing to invest in improvements

and upgrades through the capital works and the asset renewal programs, finding the balance between the

level of investment, meeting the community’s expectations and providing value for money. Our aim is to

ensure that both new and existing facilities and assets have multiple uses and are well-used. We will achieve

this by providing and maintaining recreational facilities which support an active, connected community.

Effective long-term planning will ensure our facilities and assets are functional, accessible and safe.

2015/16 Operating Budget

SERVICES DELIVERED

DESCRIPTION Expenditure

(Revenue) $ NET

Outcome 1.1 Assets are managed and used to meet the needs and provide for current and future generations

Asset Management services

- Develop the Asset Management Strategy - Provide asset management services to oversee and report on the

delivery of the Annual Capital Works Program and coordinate the development of the Capital Forward Plan

- Developing and updating the renewal program for assets

598,758 (0) 598,758

Council's building program

- Asset management and project management of refurbishment and planned or programmed maintenance associated with Council-owned buildings

- Lead work on achieving statutory compliance within Council’s buildings e.g. Essential Safety Measure, Building Code Australia and Disability Discrimination Act compliance

- Project management of capital works relating to building assets - Manage building information, auditing and planned maintenance

works for program delivery

4,228,184 (0) 4,228,184

Infrastructure management and planning

- Leadership and management of infrastructure teams - Oversee budget, management systems and processes - Coordinate Council-wide emergency management planning,

response and recovery functions

382,440 (0) 382,440

Infrastructure planning of capital works

- Provide infrastructure life-time planning and renewal services to deliver capital works for road, footpath and drainage construction

- Manage civil infrastructure for parks, economic development, buildings (such as car parks), foreshore, creek harbours and sporting precincts.

- Develop and implement Council's road condition rating survey - Issue asset protection permits - Investigate and analyse data to develop flood mitigation program - Progressively implement the required capital works defined in the

Kingston Flood Mitigation Strategy

- Provide direction for Council's design engineering investigation program

- Assess planning referrals

1,128,209 (316,027)

812,182

Infrastructure maintenance

- Maintaining Council’s infrastructure including, footpaths, roads, shopping centers, drains, street furniture, signs, bins, fences and street sweeping services

- Manage maintenance contracts

5,326,641 (9,000) 5,317,641

2015/16 Budget

CITY OF KINGSTON


SERVICES DELIVERED

DESCRIPTION Expenditure

(Revenue) $ NET

Manage all Council leasehold properties

- Council to determine development and utilisation of Moorabbin Reserve.

- Manage Council leasehold properties

718,603 (2,978,794) (2,260,191)

Property contracts management

- Manage Council’s property portfolio, acquisition and disposal of assets. Providing strategic property guidance and supporting the organisation with property-related agreements

- Develop the Kingston Property Strategy - Implement an online model for residents and ratepayers to opt in to

receive electronic communication from the property department

- Establish an online community asset register to book and hire facilities

- Manage the valuation of all rateable properties within the municipality and assist the organisation in valuation contracts management for services provided to Council

783,650 (180,000)

603,650

Reactive maintenance

- Maintain the functional and visual aspects of Council’s 208 habitable buildings and toilets as well as structures in parks

- Manage depot operations, perform reactive maintenance throughout the municipality on Council buildings and respond to emergency events

1,553,206 (120,000) 1,433,206

Outcome 1.2 Quality community facilities that are well-used and accessible (including sports and recreation, libraries and arts facilities)

Facilities development and planning

- Support Council departments on the feasibility and delivery of new building facilities

- Work in partnership with other departments and external partners to ensure the design of facilities meets community needs

- Secure partnership and external funding to augment Council’s

renewal resources

99,865 (0)

99,865

Outcome 1.3 Parks, playgrounds and reserves that meet community needs

Parks projects and designs

- Develop play spaces and implement the playground renewal program in line with the Kingston Playground Strategy and capital budget

- Provide responsible development and improvement designs for public places

483,070 (0) 483,070

Outcome 1.4 A community linked through trails, tracks and pathways

Connected walking and cycleways

- Implement the adopted actions from Cycling and Walking Plan - Facilitate the Cycling and Walking Management Group

Note Major Initiatives

below

Total Goal 1 $11,698,805

Major Initiatives DESCRIPTION 2015/16

$

Westall Community Hub 4,295,000

Moorabbin Reserve master plan implementation 4,200,000

Road renewal – reconstruction program 3,200,000

Road renewal – resurfacing program 1,750,000

Footpath renewal program 1,200,000

Mentone Senior Citizens Centre 1,100,000


DESCRIPTION 2015/16

$

Carrum Family and Children's Centre 1,000,000

Chelsea Heights Kindergarten 1,000,000

Parkdale Inter-generational Hub (Stage 2) 950,000

Building Renewal Program identified from condition audit 750,000

Chelsea Meals on Wheels kitchen relocation 700,000

Park Street Preschool, Mordialloc 700,000

Leisure centres asset replacement strategy – Waves and Don Tatnell 625,000

Bay Trail Shared Path – Implementation of Charman Road to Mentone Life Saving Club 600,000

Bicentennial Skate Park Master Plan 565,259

Keeley Park Master Plan 500,000

Athletics track at G R Bricker Reserve 500,000

Kingston Hall – facility development plan 390,000

Walter Galt Reserve – Master Plan 424,000

Bike and walking trails 410,000

Bonbeach Sports Reserve – Master Plan 300,000

Initiatives

DESCRIPTION

Develop and implement Council's civil/infrastructure condition rating survey

Develop play spaces and implement the playground renewal program in line with the Kingston Playground Strategy and capital budget

Implement the asset replacement strategies and refurbishment programs at the Leisure Centres

Capital Projects by Council Plan Goal 1 – Facilities and assets that are well-used and effectively managed

DESCRIPTION 2015/16

$

Building facilities - renewal programs and upgrades 1,900,000

Building facilities - public toilets 420,000

Building facilities - aged services 1,800,000

Building facilities - children’s services 3,835,000

Oversee building facilities renewal and development at major halls 445,000

Asset replacement and refurbishment at the leisure centres 775,000

Community centres, hubs and libraries sub-program of capital works 5,595,000

Active sports facilities capital works 3,159,000

Oversee the planning for the development and refurbishment of pavilions 450,000

Connected walking and cycleways 1,360,000

Develop recreational and play spaces 5,955,259

Municipal operations 484,359

Civil infrastructure program of capital works including road resurfacing program, roads reconstruction program and footpath renewal program

7,877,362

TOTAL CAPITAL PROJECTS GOAL 1 (including Major Initiatives) $34,055,980

2015/16 Budget

CITY OF KINGSTON


Service Performance Outcome Measures

SERVICE INDICATOR PERFORMANCE MEASURE COMPUTATION

Roads

Satisfaction

Satisfaction with sealed local roads (Community satisfaction rating out of 100 with how Council has performed on the condition of sealed local roads)

Community satisfaction rating out of 100 with how Council has performed on the condition of sealed local roads.

Summary of Total Resource Allocation – Goal 1

DESCRIPTION 2015/16

Operating Budget – Services $11,698,805

Capital Projects $34,055,980

TOTAL SPEND GOAL 1 $45,754,785


GOAL 2

A sustainable natural and built environment

A sustainable and balanced approach to our natural and built environment is key to managing and

responding to a constantly evolving municipality. We will protect and enhance all areas of high environmental

value. We are fortunate to support an extensive and diverse range of natural assets including wetlands,

13km of Port Phillip Bay coastline, Kingston’s Green Wedge, beautiful parks and open space. As a leader in

foreshore management we will provide an enhanced, accessible and vibrant foreshore for our current and

future communities. Through the Green Wedge Plan there is considerable opportunity to further improve

Kingston’s open spaces and trail links.

We will ensure we are adaptable in our management practices to respond to the effects of a changing

climate, such as rising sea level and flooding. Planning for urban change will enable us to achieve a balance

between community needs, residential amenity, heritage and environmental values.


SERVICES DELIVERED DESCRIPTION Expenditure (Revenue) $ NET

Outcome 2.1 Intergenerational land use, planning and delivery

Planning and building management

- Process and assess planning applications in accordance with the Planning and Environment Act 1987, the Planning Scheme and policies

- Provide advice about development and land use proposals as well as provide information to assist the community in its understanding of these proposals

- Investigate non-compliances with planning permits and planning scheme and take appropriate enforcement action when necessary

- Defend Council planning decisions at the Victorian Civil and Administrative Tribunal

- Assess applications to subdivide land or buildings under the Subdivision Act 1988

- Provide vegetation management services - Provide drainage engineering services - Work with applicants to encourage and promote environmentally

sustainable development

- Conduct planning consultation meetings for planning applications in accordance with policy

- Ensure Council’s compliance with building regulations by maintaining data and providing building information to customers

4,184,399 (1,587,000)

2,597,399

Statutory building services

- Administer the statutory and building permit related responsibilities of Council under the Building Act 1993

- Assess building permit applications, conduct mandatory inspections and issue occupancy permits/final certificates for buildings and structures

- Encourage desirable building design outcomes for amenity protection and to maintain consistent streetscapes

- Respond to requests to inspect high risk buildings and undertake pool and spa safety barriers compliance inspections to ensure a safer built environment

- Administer and enforce the Building Act 1993 and regulations including investigation of illegal and dangerous buildings to ensure public and occupant safety

930,911 (281,000)

649,911

2015/16 Budget

CITY OF KINGSTON



Strategic planning and direction

- Implement changes to the Local Planning Policy Framework, planning zones and particular provisions as appropriate

- Administer amendments to the Kingston Planning Scheme - Advocate for and prepare land use policy and standards within the

context of national and state policy

- Promoting sustainable design and development and heritage conservation

- Develop policies and plans to guide land use development

1,026,022 (0) 1,026,022

Outcome 2.2 Green wedge planned and improved for current and future generations

Green Wedge Planning and Landfill Management

- Implement the prioritised actions from the Green Wedge Management Plan (Note Major Initiatives below)

- Investigate compliance of landfills and controversial land use matters within the Green Wedge

80,000 (0)

80,000

Outcome 2.3 Leaders in foreshore management, ensuring a vibrant, accessible and enhanced 0foreshore

Foreshore infrastructure renewals

- Coordinate the management and maintenance of the foreshore - Implement adopted actions from the Coastal Management Plan

370,111 (0) 370,111

Outcome 2.4 Protect and enhance areas of high natural environmental value

Environmental planning and awareness

- Help the community to live more sustainably in response to emerging environmental challenges such as climate change, water shortage, biodiversity and conservation

- Promote sustainability within the built and natural environments - Developing and implement policies and strategies that set

direction in environmental management, public space improvements, conservation of natural resources and sustainable development

- Build capacity of Council to integrate environmental and sustainability issues into its buildings and public space improvements

- Provide environmental education services - Implement the Kingston Energy Efficiency Strategy - Implement the Kingston Integrated Water Cycle Strategy

394,933 (0) 394,933

Outcome 2.5 Adopt and implement sustainable practices

Engineering design - Provide civil engineering design services including feature surveys, concept plans, construction plans, cost estimates and specifications for roads, drainage, traffic, shopping centres, and reserve improvements projects

- Investigate and report on flooding complaints and various infrastructure projects

- Provide technical advice associated with developing plans and tender documents

- Promote sustainable design - Assess planning referrals

(60,574) (0) (60,574)

Waste management - Manage the kerbside bin garbage, recycling and green waste collections and the hard waste collection service

- Manage the commercial waste collection service - Oversee the management of bin and waste contracts - Provide waste education programs to the community

12,111,795 (1,170,600) 10,941,195



Outcome 2.6 A community sense of pride in the amenity of our parks, streetscapes and public

spaces

Open space maintenance

- Implement programmed and reactive tree pruning - Plant and maintain street and park trees - Maintain and develop Kingston's parks and open space, road

sides and traffic islands

- Maintain sports grounds and playgrounds - Maintain natural resource areas - Continue to provide opportunities for community participation and

engagement in parks maintenance activities

11,809,106 (345,716) 11,463,390

Total Goal 2 $27,462,387


$

Mordialloc Life Saving Club 3,610,000

Drainage Program 3,200,000

Streetlight fittings replacement 1,500,000

Linking Karkarook and Braeside Parks (Stage 1) 750,000

Mentone Coastal Precinct Plan implementation 500,000

Irrigation system and stormwater harvesting for sports grounds 360,000

Ongoing implementation of Green Wedge Plan 300,000

Energy conservation program and greenhouse gas reduction program 300,000

Initiatives

DESCRIPTION

Investigate compliance of landfills and land use matters within the Green Wedge

Administer planning scheme amendments to implement the findings of Kingston’s Green Wedge Plan and subsequent Council resolutions

Implement adopted actions from the Coastal Management Plan

Manage the rehabilitation of Council's former land fill sites

Capital Projects by Council Plan Goal 2 – A sustainable and natural built environment

DESCRIPTION 2015/16

$

Green Wedge development 1,150,000

Parks and open space capital works 1,153,000

Foreshore environment 4,845,000

Landfill remediation program 955,000

Sustainable City program of capital works 5,680,000


2015/16 Budget

CITY OF KINGSTON




Statutory planning

Decision making

Council planning decisions upheld at VCAT (Percentage of planning application decisions subject to review by VCAT and that were not set aside)

(Number of VCAT decisions that did not set aside Council’s decision in relation to a planning application / Number of VCAT decisions in relation to planning applications) x100

Waste collection

Waste diversion

Kerbside collection waste diverted from landfill (Percentage of garbage, recyclables and green organics collected from kerbside bins that is diverted from landfill)

(Weight of recyclables and green organics collected from kerbside bins / Weight of garbage, recyclables and green organics collected from kerbside bins) x100


DESCRIPTION 2015/16

Operating Budget - Services $27,462,387




GOAL 3

Healthy, strong and connected communities

Kingston is home to a number of different communities across all ages and backgrounds. Our focus is to

bring people together to strengthen our sense of community, celebrate diversity and build quality of life.

Council offers many programs to support and strengthen groups including young people, people with a

disability, seniors, families with young children, indigenous people, people from culturally diverse

backgrounds and sporting/recreational groups to build healthy and cohesive communities.

We will create an inclusive city by promoting diversity, supporting community interaction, and providing

accessible and equitable services. This will be achieved through focused and extensive community planning

and analysis to identify community needs and developmental priorities. Our planning and service delivery will

be adaptable to the changing needs and expectations of the community



Outcome 3.1 Enhanced community wellbeing and participation in community life

Commonwealth aged care support packages

- Use home care packages funded by the Commonwealth Government to support people who are older and frail with complex needs to remain in their own home with services and supports of their choice

- Ensure clients have an approved Aged Care Assessment Record which specifies the level of care and funding they are eligible to receive

3,873,893 (3,932,136)

(58,243)

Victorian aged care support packages

- Use linkages packages funded by the Victorian Government and Home and Community Care Program to support people who are older and frail with complex needs to remain in their own home with services and supports of their choice

- Use linkages packages to support people who have a disability under the age of 65

- The people who receive linkages packages usually require intensive Case Management.

- Evaluate new assessments and three year reviews of younger people who have a disability receiving individual support Packages referred by the Department of Health and Human Services and receive funding upon the successful completion of each review

5,198,376 (5,232,133)

(33,757)

Aged care and disability

- Provide domestic care, personal care, and respite care - Implement the Positive Ageing Plan - Provide high-quality aged and disability care services to assist the

elderly and people with a disability to live independently within their home environments and the community

- Provide Meals on Wheels service

13,690,848 (10,366,124)

3,324,724

Home maintenance and community bus

- Provide Home Maintenance Service that assist the elderly to live independently in their home environment

- Provide transport to members of the public who are unable to access mainstream transport, giving them the opportunity for socialisation within the community

1,531,167 (926,827)

604,340

Residential aged care services

- Provide high quality residential aged care services - Maintain accreditation and meet funding body standards

6,883,963 5,228,400) 1,655,563

2015/16 Budget

CITY OF KINGSTON



MCH and Immunisation

- Deliver a quality and responsive Maternal and Child Health and Immunisation Service

2,877,289 (1,112,000)

1,765,289

Early years childcare

- Lead the development and operational planning and development for implementation of early years hubs and child care centres

- Support kindergarten service providers to include all children with a focus on those experiencing vulnerabilities

- Support the development, quality and compliance of Children and Family Services

- Manage the implementation of scheduled actions relating to the Family and Children's Strategy

- Undertake programs that support interactions across generations within existing services

- Maintain existing partnership projects and initiatives and look for new partnership opportunities which will further contribute to the wellbeing of children, youth and families

6,653,645 (5,921,239)

732,406

Youth and family support

- Facilitate the development of integrated and coordinated services for children, young people, and their families

- Manage the implementation of scheduled actions relating to the Kingston Youth Strategy

1,306,514 (202,294) 1,104,220

School aged childcare

- Deliver high-quality and responsive early years child care services and school aged childcare (before and after school care, vacation care)

3,392,530 (3,222,323)

170,207

Outcome 3.2 A city responsive to the needs and aspirations of the community

Social strategies and research

- A number of teams are working towards achieving this outcome through ongoing review and implementation of various Victorian and Commonwealth initiatives, legislation, policies and strategies that impact on Council

240,312 (0)

240,312

Outcome 3.3 Connected and effective community groups

Connecting community groups and networks

- Create a positive and supportive volunteering environment and facilitate enhanced volunteering opportunities in Kingston

- Maintain and support development of the Community Grants Program

1,303,615 (0) 1,303,615

Kingston Charitable Fund

- Maintain the Kingston Charitable Fund and deliver grants to the community

58,064 (0) 58,064


Outcome 3.4 A diverse and inclusive community

Community participation and engagement

- Work with the community on key community development activities

- Maintain effective social planning, service and strategy development initiatives.

- Implement the Community Safety Strategy and Action Plan; the Public Health and Wellbeing Plan; the Gambling Policy and its Action Plan; the Disability Action Plan; the Multicultural Action Plan; Kingston's Aboriginal Policy and Action Plan; and the Metro Access Program

- Optimise opportunities for a diverse range of community groups to access community facilities

- Facilitate the Access and Equity Committee and its associated activities

- Monitor, forecast and analyse community change and wellbeing - Support healthy living programs and activities including

community kitchens, community gardens, exercise and walking groups, and education programs

1,366,819 (234,549) 1,132,270

Deliver local festivals and events

- Deliver local festivals and events to promote community involvement and engagement

- Facilitate and support community-run events in Kingston - Deliver citizenship ceremonies to the community

1,304,653 (175,000) 1,129,653

Outcome 3.5 Increased participation in physical activity through sport and recreation services

Aquatic centres - Provide recreation, fitness and aquatic education programs and services to the community via Kingston's Leisure and aquatic centres

6,156,882 (5,332,709)

824,173

Sport and recreation management

- Provide direction and support in the planning, development, coordination and delivery of services to sport and recreation organisations

- Provide direction and support in the planning, development, coordination and delivery of services for informal recreation

- Oversee the planning for the development and refurbishment of pavilions

554,582 (187,654)

366,928

Total Goal 3 $14,319,764


$

Funding is received to provide our linkages program. Access Care Southern has an allocation to provide 294 people at any time with a linkages package (some will receive them for years and years). Usually when a person receiving a package goes into residential care or passes away, AccessCare Southern offers someone else their allocation ($14K a year). From July 2015, when people transition from the packages instead of replacing like with like we will be offering people a reablement package. These are new and will be short term (3 months) and focus on providing the person intensive case management and allied health services to meet their goals and hopefully decrease their reliance on the community health system and increase their independence.

4,600,000

2015/16 Budget

CITY OF KINGSTON


Initiatives

DESCRIPTION

Lead the development and operational planning for the Carrum Family and Children's Centre

Manage the implementation of scheduled actions relating to the Family and Children's Strategy

Manage the implementation of specified actions relating to the Kingston Youth Strategy

Implement the community consultative framework

Implement the Positive Ageing Plan

Enhance the health and wellbeing of the community through the Public Health and Wellbeing Plan

Implement the Disability Action Plan



Home and Community Care

Participation

Participation in HACC service (Percentage of the municipal target population who receive a HACC service)

(Number of people that received a HACC service / Municipal target population for HACC services) x100

Participation in HACC service by CALD people (Percentage of the municipal target population in relation to CALD people who receive a HACC service)

(Number of CALD people who receive a HACC service / Municipal target population in relation to CALD people for HACC services) x100

Maternal and Child Health

Participation Participation in the MCH service (Percentage of children enrolled who participate in the MCH service)

[Number of children who attend the MCH service at least once (in the year) / Number of children enrolled in the MCH service] x100

Participation in MCH service by Aboriginal children (Percentage of Aboriginal children enrolled who participate in the MCH service)

[Number of Aboriginal children who attend the MCH service at least once (in the year) / Number of Aboriginal children enrolled in the MCH service] x100

Aquatic Facilities

Utilisation

Utilisation of aquatic facilities (Number of visits to aquatic facilities per head of municipal population)

Number of visits to aquatic facilities / Municipal population


DESCRIPTION 2015/16

Operating Budget – Services $14,319,764

Capital Projects $0



GOAL 4

A prosperous and dynamic city

We will continue to promote Kingston as a smart, creative and progressive city with well-planned, functional

and attractive urban centres and hubs. To deliver a prosperous city it is critical that we foster innovation,

research, learning and skill development and that we encourage the sharing of knowledge. We will create a

city with rich cultural vitality, supporting diverse arts and cultural events and activities. Kingston will be a hub

for business and industry in Melbourne’s south-east, with thriving industrial estates and strong retail sectors

providing opportunities for business operators and investors. We will continue to support a strong local

economy to encourage the availability of local jobs and to ensure that resources, industry knowledge and

skills can be used for the benefit of the community. We will ensure a free-moving transport network with

access to parking and a connected transport system. We will ensure effective enforcement of local laws and

regulations.



Outcome 4.1 Vibrant active urban centres

Activity centre management

- Coordinate a program of capital and other works to provide for upgrades across Council's Activity Centres

- Implement Activity Centre Structure Plans - Leverage public and private investment into planned locations - Coordinate significant site construction management activities

431,551 (0) 431,551

Outcome 4.2 Informed, learning and connected city

Building hubs and partnerships

- Strengthen and optimise facility utilisation at the Sundowner and Clarinda Community Centres, and Melaleuca and Chelsea Activity Centres

450,856 (127,586)

323,270

Libraries - Provide for the recreation, information, social and cultural needs of the community as well as providing community space which all can use

- Provide a wide range of relevant, contemporary library collections and services in libraries, online and via home library services

- Provide community spaces for individual and group study, reflection, activity and discovery

- Promote, advocate for and support literacy development, reader development, lifelong learning, creative and intellectual development

- Provide family, children and adult library programs and activities - Deliver reputable information, quality resources and services to

strengthen and support the community

- Create and strengthen community historical awareness

5,642,927 (1,061,824)

4,581,103

2015/16 Budget

CITY OF KINGSTON



Outcome 4.3 A city rich with cultural vitality

Arts and cultural services

- Manage cultural facilities, Kingston Arts Centre, Kingston City Hall, Shirley Burke Theatre and community halls

- Provide venue hire service for community cultural and social activity

- Development, delivery and management of public art, busking activities and the city’s art collection

- Administer the arts grants program to support community arts and culture groups

- Develop and implement key arts strategies and policies - Produce cultural programs and events for the community

2,326,812 (933,753) 1,393,059

Outcome 4.4 Thriving, profitable and sustainable local economy

Strategic economic development

- Facilitate a diverse range of business development, mentoring and network activities to meet current and emerging business challenges

- Actively partner with neighbouring councils, research institutions, industry associations and other relevant organisations on initiatives that support regional economic growth

- Implement the Kingston Business Sustainability Framework to collaborate and share knowledge in all areas of business sustainability

- Assist businesses to navigate Council’s regulatory processes - Be a voice for the business community, both within Council and to

other tiers of government.

943,575 (266,750)

676,825

Outcome 4.5 A community with functional traffic, parking and transport links

Traffic and transport planning

- Implement civil works for enhancements and upgrades to the amenity of shopping precincts

- Develop, assess and implement engineering solutions that address the amenity of residential and commercial areas

- Develop an Integrated Transport Strategy through consultation with the community

- Provide strategic traffic and transport planning, including parking services

- Assess traffic and parking implications of planning permit and rezoning applications

- Review the Community Road Safety Strategy objectives

2,372,072 (37,254) 2,334,818

Outcome 4.6 Effective enforcement of local laws and regulations

Education and enforcement of local laws

- Provide education and enforcement activities to ensure compliance with legislation

- Investigate animal control and animal cruelty - Manage School Crossing Supervisors to contribute to the safety of

school students

- Manage local laws compliance, litter enforcement, and CCTV access and maintenance

- Investigate complaints and non-compliance

3,336,723 (1,550,339)

1,786,384

Health services - Provide services to the community in relation to public health standards and investigate infectious disease outbreaks

- Deliver the food surveillance program to ensure safe food supply for the community and ensure Council and businesses meet their statutory obligations

1,352,292 (642,428)

709,864



Parking enforcement and prosecutions

- Monitor and patrol Kingston to ensure compliance with road rules - Enforce non-compliance within timed parking areas to promote

regular turnover of available parking spaces - Active prosecution in the Magistrates Court and Infringement

Court matters related to unpaid fines

1,713,114 (3,307,978) (1,594,863)

Total Goal 4 $10,642,011


$

Balcombe Rd/Davies Rd signalisation 817,000

Traffic management program 670,000

Kingston Industrial Development Strategy 250,000

Initiatives

DESCRIPTION

Actively partner with neighbouring councils, research institutions, industry associations and other relevant organisations on initiatives that support regional economic growth

Lead the development and operational planning for the Westall Community Hub

Review Community Local Laws

Investigate and scope library management system improvements

Implement the Moorabbin Activity Centre Structure Plan

Prioritise traffic and streetscape projects to implement the Mentone Activity Centre Structure Plan

Develop an Integrated Transport Strategy

Develop new Arts and Cultural Strategy

Implement year four of the Public Art Strategy

Capital Projects by Council Plan Goal 4 – A prosperous and dynamic city

DESCRIPTION 2015/16

$

Traffic management capital program 1,040,000

Arts and Civic Pride 70,000

Local shopping centre upgrades 270,000

Activity centres 1,357,000


2015/16 Budget

CITY OF KINGSTON




Libraries Participation Active library members (Percentage of the municipal population that are active library members)

[Number of active library members / municipal population] x100

Economic Development

Economic activity Change in number of businesses (Percentage change in the number of businesses with an ABN in the municipality)

[Number of businesses with an ABN in the municipality at the end of the financial year less the number of businesses at the start of the financial year / Number of businesses with an ABN in the municipality at the start of the financial year] x100

Animal Management

Health and safety

Animal management prosecutions (Number of successful animal management prosecutions)

Number of successful animal management prosecutions

Food safety

Health and safety Critical and major non-compliance notifications (Percentage of critical and major non-compliance notifications that are followed up by Council)

[Number of critical non-compliance notifications and major non-compliance notifications about a food premises followed up / Number of critical non-compliance notifications and major non-compliance notifications about food premises] x100


DESCRIPTION 2015/16





GOAL 5

An effective voice

We will champion the community’s voice on issues that we cannot directly control, to influence those who

can through effective advocacy and strategic alliances. Kingston’s diverse community will be able to engage

in community life and participate in shaping its neighbourhood and the future of our City. Council will provide

timely and accurate information to strengthen community knowledge and understanding of key issues to

inform community participation and debate. We will maximise opportunities to seek and listen to the diverse

views of the community to inform decision making. We will be open about our decisions, how they are

reached and the outcomes.

Council will forge innovative and strategic partnerships with community organisations, educational

institutions, private industry and all levels of government. We will leverage opportunities to enhance services,

facilities and programs that are responsive to the needs of the community.



Outcome 5.1 Being the voice on community issues beyond council authority

Advocacy - Identify key issues on which Council should advocate - Advocate effectively on significant issues affecting the community

377,340 (0)

377,340

Outcome 5.2 Representative and inclusive of diverse view and communities

Community representation

- Consult and engage with our diverse community to inform decision making

- Continue to work towards the community’s long-term aspirations for the future

- Conduct planning consultation meetings for planning applications in accordance with policy

152,867 (0)

152,867

Outcome 5.3 Enhanced understanding of the complexity of issues impacting Council decisions and outcomes

Communication services

- Develop integrated communication plans for key initiatives linked to the Council Plan

- Protect and promote a consistent Council brand - Maintain local and state media relations - Deliver advocacy campaigns in collaboration with the responsible

General Manager, CEO and Councillors

- Support departments to effectively communicate on key issues through the relevant communications channels

519,066 (0) 519,066

2015/16 Budget

CITY OF KINGSTON



Outcome 5.4 Working together in productive and supportive partnerships

Partnerships, networks and sharing

- Participate in industry based groups and partnerships to improve quality of services

- Identify and secure external funding to support the renewal and replacement of out-dated community facilities or service development

- Facilitate community connectedness, strengthen community capacity and respond to identified needs through the delivery of a range of programs, partnerships and networking opportunities for the community

- Undertake community research - Advocate on social issues impacting the community

119,327 (67,070)

52,257

Total Goal 5 $1,101,530

Initiatives

DESCRIPTION

Work with VicRoads to manage the impacts of the Dingley Bypass on South Road and Nepean Hwy

Progress the Resilient Youth Australia partnership initiative

Strengthen relationships and contribute to current and new initiatives with Councils, primary care networks, and other package and service providers within the region

Review, implement and effectively communicate Council's rating strategy to the community in accordance with the annual budget process


DESCRIPTION 2015/16


Capital Projects $0



GOAL 6

Well managed and effective organisation We will develop an organisation focused on governing Kingston in a way that is well-informed, responsive,

accountable, transparent and involves and draws inspiration from the community. Our responsible

stewardship of the community’s resources is inherent in everything we do. We foster a corporate culture that

promotes service excellence, good governance and accountability within a fair, safe and healthy work

environment. We are committed to improving the experience of our customers at every opportunity. We

create a workplace where people are inspired and supported, with a commitment to maintaining financial

sustainability and providing the highest standards of professional conduct.



Outcome 6.1 A well-governed, efficient and responsive organisation

Corporate planning and reporting

- Deliver effective business and corporate planning processes for the organisation

- Deliver transparent and accountable performance reporting to the organisation, Council and the community

- Identify and implement business and performance improvement opportunities across the organisation

- Coordinate and facilitate the annual business planning process across the organisation

- Manage Council’s planning and reporting system - Protected disclosure coordination

406,811 (0) 406,811

Council administration

- Provide secretariat support to Council, councillors, the CEO and executive team

- Administer the conduct of Council meetings and elections - Maintain statutory registers, authorisations and delegations - Support the community consultative framework - Establish, monitor and maintain a Governance Framework to

service Council, Councillors and the organisation - Provide support services for the organisation

1,407,860 (0) 1,407,860

Telecommunications and postage

- Deliver telephony services to the organisation - Manage the postage services

663,200 (0)

663,200

Maintain develop and support IT applications

- Maintain, develop and support existing IT applications and support the implementation of new systems and technologies

- Work with vendors to ensure that all corporate applications are up to date with current legislative requirements and functionality is aligned with Council’s business practices

1,760,069 (0) 1,760,069

Information and Communications Technology services

- Deliver information and communications technology services to the organisation

- Deliver help desk support - Scope the Information Services Strategy - Ensure currency of Council's Information Systems and Business

Continuity plans - Plan for disaster recovery tests as required

2,530,913 (0) 2,530,913

2015/16 Budget

CITY OF KINGSTON



Manage Council's corporate information records

- Manage Council's corporate information, including electronic and physical business records

- Manage the Freedom of Information and Information privacy functions of Council

899,301 (1,500) 897,801

Purchasing, fleet, insurance and contracts

- Manage and co-ordinate the provision of appropriate insurance coverage for Council's activities

- Manage and co-ordinate various corporate contracts - Manage and co-ordinate Council's leased and owned passenger

and light commercial vehicle fleet, including acquisition, disposal, utilisation review and accident management and associated administrative requirements

- Provide support for all Council's procurement activities, including purchasing, tendering, contracting, probity, category management and vendor management

2,338,987 (0) 2,338,987

Emergency Management

- Coordinate the Council-wide emergency management planning, response and recovery functions including:

o Review Emergency Recovery plans and maintain capacity for recovery efforts

o Update and release version 2 of the Flood Emergency Management Plan

o Fulfil Council's legislative responsibilities in relation to Municipal Emergency Management

o Liaise with Emergency Services within the municipality and the region

- Ensure statutory compliance for Council's habitable buildings - Maintain and repair Council's roads, drains, footpaths, signs and

street furniture in response to emergencies

500,446 (134,000)

366,446

Outcome 6.2 A customer-focused organisation

Customer service - Lead a customer responsiveness culture across Council - Deliver exceptional Customer Service through the principles of the

Customer Service Strategy

- Provide a variety of customer contact options

1,784,027 (1,500) 1,782,527

Outcome 6.3 An organisation that demonstrates community inspired leadership

Leadership - Provide responsible stewardship of the community’s resources - Foster a corporate culture that promotes service excellence, good

governance and accountability within a fair, safe and healthy work environment

- Create a workplace where people are inspired and supported, with a commitment to maintain financial sustainability, and provide the highest standards of professional conduct

1,888,929 (0) 1,888,929

Learning, culture and training

- Coordinating recruitment, industrial relations, remuneration, award/agreement interpretation and work evaluation

- Participate in sector-wide forums potentially impacting overall employee conditions

550,771 (0)

550,771

OHS and WorkCover Services

- Manage organisational risk including occupational health and safety, work cover, risk management and insurance

- Work across the organisation to deliver the Health, Safety and Wellbeing framework

- Provide advice and support for the Return to Work function relating to injury management and rehabilitation for employees

465,407 (14,000)

451,407



Employee management

- Coordinate recruitment, industrial relations, remuneration, award/agreement interpretation and work evaluation

- Coordinate Council’s employee performance management system - Participate in sector-wide forums potentially impacting overall

employee conditions

986,789 (0)

986,789

Outcome 6.4 Robust and accountable business and financial processes

Budget and statutory reporting

- Maximise return on investments within policy guidelines - Provide budget, performance and statutory reporting services and

accounts payable, accounts receivable and payroll services

- Coordinate the audit program for the organisation

1,016,472 (0) 1,016,472

Revenue and collection services

- Manage rates and valuations services, including Council municipal property databases

- Communicate the rate payment options available to residents - Receipting of rates income

1,884,656 (562,759) 1,321,897

Total Goal 6 $18,370,879


$

Library Management System update 450,000

Desktop fleet – PCs and notebooks 200,000

GIS project 80,000

HRIS Implementation – Stage 3 75,000

Initiatives

DESCRIPTION

Implement process Improvement for the town planning and building administration services

Provide business operators with timely facilitation services to assist in navigating Council's regulatory processes including working internally to improve those processes

Manage the General Council Election for 2016

Develop the Information Services Strategy

Deliver the safety systems to reduce incidents across the organisation

Continue to monitor and remove asbestos bearing materials from within Council buildings

Implement the aged and disability Services software replacement

Capital Projects by Council Plan Goal 6 – Well-managed and effective organisation

DESCRIPTION 2015/16

$

Corporate Systems 1,665,000


2015/16 Budget

CITY OF KINGSTON




Governance

Satisfaction Satisfaction with Council decisions (Community satisfaction rating out of 100 with how Council has performed in making decisions in the interests of the community)

Community satisfaction rating out of 100 with how Council has performed in making decisions in the interests of the community


DESCRIPTION 2015/16





2.1 PERFORMANCE STATEMENT

The service performance indicators detailed in the preceding pages will be reported on within the

Performance Statement which is prepared at the end of the year as required by section 132 of the Act and

included in the 2015/16 Annual Report. The Performance Statement will also include reporting on prescribed

indicators of financial performance (outlined in section 8) and sustainable capacity, which are not included in

this budget report. The full set of prescribed performance indicators are audited each year by the Victorian

Auditor General who issues an audit opinion on the Performance Statement. The major initiatives detailed in

the preceding pages will be reported in the Annual Report in the form of a statement of progress in the report

of operations.

Reconciliation with budgeted operating result NET

$’000

Facilities & assets that are well used and effectively managed (11,699)

A sustainable natural and built environment (27,462)

Healthy, strong and connected communities (14,320)

A prosperous and dynamic city (10,642)

An effective voice (1,101)

A Well managed and effective organisation (18,371)

Total services and initiatives (83,595)

Central Items Note 1

Road Renewal Expenses (7,836)

Rates and charges 124,520

Grants Commission 4,340

Contributions –non monetary assets 1,000

Capital grants 8,167

Interest Income 1,401

Pension rebate (1,250)

Bad and Doubtful Debts (50)

Depreciation & Amortisation (25,500)

Interest/Borrowing Costs (856)

Other (808)

Surplus for the year 19,533

Note 1: Central includes items of a corporate nature

.

2015/16 Budget

CITY OF KINGSTON


3. Budget Influences

This section sets out the key budget influences arising from the internal and external environment within

which the Council operates.

3.1 SNAPSHOT OF KINGSTON CITY COUNCIL

In preparing the 2015/16 budget it needs to be acknowledged that Council is faced with changes in the

external environment that are outside its control, therefore it has been necessary to make a number of

assumptions about the environment in which Council operates. Council also operates in a highly regulated

environment and the decisions by other levels of government can have impacts locally.

3.1.1 Kingston at a Glance

Located 15kms south of the Melbourne CBD, the City of Kingston itself was formed in 1994 by the merging

of the former Cities of Mordialloc and Chelsea with sections of the former Cities of Springvale, Oakleigh and

Moorabbin. The City’s landmarks are diverse and distinct. The area, known for its ‘village like’

neighbourhoods, offers a relaxed quality of life. Spanning 91 square kilometres with 13 kilometres of

foreshore along Port Phillip Bay it includes natural wetlands, historic market garden districts and world class

golf courses. The prosperity of the community, underpinned by the Moorabbin and Braeside manufacturing

areas, vital shopping precincts and an enviable choice of quality schools and tertiary institutions has

attracted growth and development in particular in the more popular coastal areas.

Our People

Kingston’s population now exceeds 153,000 people. Almost 31,000 residents are aged over 60 (21.6% of

our population) - more than the Melbourne average. Our ageing population is more evident in the older

western and northern suburbs of Kingston. Newer suburbs such as Aspendale Gardens and Chelsea

Heights have high proportions of pre-school children.

Overall Kingston has a high proportion of people born in Australia (higher than the Melbourne average)

however in the northern suburbs of Clayton South, Clarinda and Oakleigh, there are large Greek, Chinese,

Vietnamese and Cambodian communities.

Some interesting demographics include:-

65% people born in Australia;

54% of migrants arrived in Kingston pre-1990; and

25% of people speak a language other than English at home.

Our Industries

Kingston's manufacturing base comprises one of the largest concentrations of small to medium enterprises

in Melbourne. Manufacturing contributes around $12 billion of the total $24 billion output within the City of

Kingston. We have a substantial multi-skilled labour force with local companies providing employment for

over 65,500 people with over 26% of these jobs being in the manufacturing sector. Retail and wholesale

trade are also important contributors to local jobs.


Thriving industrial estates and strong retail sectors provide substantial opportunities for investors. Major

companies choose to establish in Kingston because of its competitive advantage with extensive transport

links, solid financial support and complementary clusters of suppliers and distributors.

A wide variety of shopping with Westfield Southland, Direct Factory Outlets and a range of community based

strip shopping centres are readily accessible within Kingston.

Our Environment

While Kingston is an urban municipality with on-going new development, it retains significant natural areas

with high environmental value, including wetlands, heathlands, woodlands and 13km of the Port Phillip Bay

foreshore. Our network of parks ranges from small neighbourhood parks to large open spaces.

The foreshore is one of the largest stretches of unbroken beach in metropolitan Melbourne and is Crown

land managed by Council on behalf of all Victorians for the benefit of the broader community. The southern

section is characterised by a dune system, while the northern section is dominated by highly modified

sandstone cliffs.

As part of its Council Plan, the City of Kingston is committed to the goal of environmental sustainability in

order to protect, preserve and where possible restore the city’s significant environmental values for present

and future citizens.

Key features of our environment are:

13kms of beachfront on Port Phillip Bay

Wetlands areas in Edithvale

Large non-urban areas

Large parkland areas including Braeside Park

11 Golf courses

These demographics have implications for the Budget in the short and long term and are taken into account

in framing the Council Plan, the long Term Financial Strategy; and the Budget.

3.1.2 External Influences

In preparing the 2015/16 budget a number of external influences, much of which is due to the current global

economic environment, have been taken into consideration because of their expected impact on Council.

These include:

The level of grants for capital projects remained high reducing from $10.2 million in 2014/15 to $8.2

million in 2015/16. The significant grants in 2015/16 are $3.8 million for the Moorabbin Reserve, $1.0

million for Mordialloc Life Saving Club Redevelopment, $1.5 million for Carrum Children’s Centre

Building Renewal and $1.2 million from the Commonwealth Government for the Roads to Recovery

program.

Government Grants not keeping pace with cost increases; and

Prevailing economic conditions which are uncertain.

2015/16 Budget

CITY OF KINGSTON


3.1.3 Internal Influences

Council has matters, essentially within its control, that influence the preparation of the budget. Foremost

among these is the desire of Council to respond to the stated needs of Kingston community while balancing

the need to be financially responsible and maintaining the service levels that the community expects.

This Budget includes a number of capital initiatives that respond to the feedback we have received:

Drainage Program $3.2 million

Roads Reconstruction $4.4 million

Moorabbin Reserve Master Plan implementation $4.2 million

Mordialloc Life Saving Club Redevelopment $3.2 million

Westall Community Hub $4.3 million

Chelsea Heights Kindergarten Redevelopment $1.0 million

Streetlight Fittings Replacement $1.5 million

3.2 BUDGET PRINCIPLES

In response to these significant influences, budget targets were set and guidelines were prepared and

distributed to all Council officers with budget responsibilities. The guidelines set out the key budget

principles upon which the officers were to prepare their budgets. The principles included:

existing fees and charges to be increased by 3% or market levels unless set by other levels of

government;

grants to be based on confirmed funding levels;

new revenue sources to be identified where possible;

service levels to be maintained at prior year levels with an aim to use less resources with an emphasis

on innovation and efficiency;

staff levels to be maintained at prior year levels unless justified by a business case or alternative

source of funding such as grants, fees and charges or reductions in goods & services expenditure;

no increase in material & expenditure unless a contracted cost escalation clause applies;

real savings in expenditure and increases in revenue identified in prior years to be preserved; and

$3.4 million borrowing is anticipated in 2015/16 for the Westall Community Hub Project and

Replacement of Street Light fittings.


3.3 FIRE SERVICES PROPERTY LEVY (FSPL)

Until 30 June 2013 Victorian fire services were funded by a combination of a levy applied to building and

contents insurance premiums, contributions from Local Government areas that are serviced by the MFB and

direct funding from the State Government. The 2009 Victorian Bushfires Royal Commission review of the

February 2009 Black Saturday bushfires found the current system needed reform.

As a result the Victorian Government introduced, with effect from 1 July 2013, a property based levy to

replace the existing funding arrangements for the Metropolitan Fire and Emergency Services Board (MFB)

and the Country Fire Authority (CFA). The Victorian Government has determined that the Fire Services Levy

will be collected by local governments acting as a collection agency on behalf of the State. The Fire

Services Levy is collected from property owners through Council rates notices to ensure that all Victorian

property owners, even those normally exempt from Council Rates such as churches; RSLs and charities, pay

a contribution to Victoria’s fire services.

The amount collected by councils is passed on in full to the State Revenue Office.

Council is a collection agency only and as such the money collected for the Fire Services Property Levy

does not under Australian Accounting Standards form part of Council’s operating budget. It estimated that

Council will collect approximately $18 million on behalf of the Victorian Government.

Details of the levy for 2015/16 Fire Services Levy have not yet been released by the State Government. The

levy will continue to consist of two components:

1. a fixed charge for each property which varies based on property type (residential or commercial); and

2. a variable component which varies based on property type (residential or commercial) and whether

your property is located in a MFB or CFA service area.

Pensioners who are eligible for the Municipal Rate concession will receive a rebate off the Fire Services

Property Levy. Further information may be found at www.firelevy.vic.gov.au

3.4 LONG TERM STRATEGIES

The budget includes consideration of a number of long term strategies and contextual information to assist

Council to prepare the budget in a proper financial management context. These include a Strategic

Resource Plan for 2015/16 to 2018/19 (section 8.), Rating Strategy (section 9.) Borrowing Strategy (section

10) Asset Management Strategy (section 11) and Fees and Charges Strategy (section 12).

http://www.firelevy.vic.gov.au/

2015/16 Budget

CITY OF KINGSTON


Budget Analysis The forecast for 2014/15 adopted by Council in March 2015 is used for comparative purposes.

4. Analysis of Operating Budget This section analyses the operating budget including expected income and expenses of the Council for the

2015/16 year.

4.1 BUDGETED INCOME STATEMENT

REF FORECAST

ACTUAL 2014/15 $’000

BUDGET 2015/16

$’000

VARIANCE $’000

Total income 190,815 197,378 6,563

Total expenses (168,452) (177,845) (9,393)

Surplus (deficit) for the year 22,363 19,533 (2,830)

Grants – capital non-recurrent (10,236) (8,167) (2,069)

Contributions - non-monetary assets (1,000) (1,000) 0

Adjusted underlying surplus (deficit) 4.1.1 11,127 10,366 (761)

4.1.1 Adjusted underlying surplus ($0.8 million decrease)

The adjusted underlying result is the net surplus or deficit for the year adjusted for non-recurrent capital

grants, non-monetary asset contributions, and capital contributions from other sources. The underlying

surplus is a measure of financial sustainability and Council’s ability to achieve its service delivery objectives

as it is not impacted by capital income items which can often mask the operating result.

The adjusted underlying result for the 2015/16 year of $10.4 million is a decrease of $0.8 million from the

2014/15 year; this is reflective of Council maintaining sustainable surpluses in the period covered by the

Strategic Resource Plan. In calculating the adjusted underlying result, Council has excluded grants received

for capital purposes which are non-recurrent and capital contributions from other sources. Contributions of

non-monetary assets are excluded as the value of assets assumed by Council is dependent on the level of

development activity each year.


4.2 INCOME

INCOME TYPES REF FORECAST

ACTUAL 2014/15 $’000

BUDGET 2015/16

$’000

VARIANCE $’000

Rates and charges 4.2.1 118,815 124,520 5,705

User fees and fines 4.2.2 26,099 27,423 1,324

Contributions 4.2.3 1,396 1,298 (98)

Grants - operating 4.2.4 31,488 33,731 2,243

Grants – capital 4.2.5 10,236 8,167 (2,069)

Net gain on sale of assets 4.2.6 100 0 (100)

Other income 4.2.7 2,681 2,239 (442)

Total income 190,815 197,378 6,563

Source: Appendix A

4.2.1 Rates and charges ($5.7 million increase)

It is proposed that income from total rates and charges (see Appendix B) be increased by $5.7 million over

2014/15 to $124.5 million. Supplementary rates are forecast to remain relatively constant at $0.4 million in

2015/16. Section 9. “Rating Strategy” includes a more detailed analysis of the rates and charges to be

levied for 2015/16. Further information on rates and charges specifically required by the Regulations is

included in Appendix B.

4.2.2 User fees and fines ($1.3 million increase)

User charges relate mainly to the recovery of service delivery costs through the charging of fees to users of

Council’s services. These include separate rating schemes, use of leisure, entertainment and other

community facilities and user contributions to the provision of human services such as family day care and

home help services. In setting the budget, the key principle for determining the level of user charges has

been to have regard to cost escalations and market forces.

Statutory fees relate mainly to fees and fines levied in accordance with legislation and include animal

registrations, Public Health and Wellbeing Act 2008 registrations and parking fines. Increases in statutory

fees are made in accordance with legislative requirements.

User charges are projected to increase by $1.3 million over 2014/15 and includes an increase of $0.6 million

attributable to the operation of the Family and Children’s Centres where Council has expanded the number

of places available from 108 to 283. A detailed listing of fees and charges is included in Appendix D.

4.2.3 Contributions ($0.1 million decrease)

Contributions include developer asset contributions. This non-cash item has been a feature of Council’s

accounts since 1997/98 and is required by Australian Accounting Standards. This item is an estimate of the

value of the assets such as roads, drains and footpaths established by developers in new estates and

subsequently handed over to Council’s ownership and for maintenance in future years. This year’s budget

and the long term financial plan assume $1 million per annum.

Other contributions are projected to be in line with 2014/15 levels.

2015/16 Budget

CITY OF KINGSTON


4.2.4 Grants - operating ($2.2 million increase)

Operating grants include all monies received from State and Federal sources for the purposes of funding the

delivery of Council’s services to ratepayers. Overall, the level of operating grants has increased by $2.2

million compared to 2014/15. A list of operating grants by type is included below.

OPERATING GRANT FUNDING TYPES FORECAST

2014/15 $’000

BUDGET 2015/16 $’000

VARIANCE $’000

Parks 275 230 -45 Infrastructure Management 32 72 40 Traffic Management 37 37 0 Economic Development 130 40 -90 Library Services 946 929 -17 Building Hubs and Partnerships 46 46 0 Aged & Disability Services 8,909 9,242 333 Community Engagement 196 199 3 Hostel Services 3,285 3,293 8 Commonwealth Aged Care Packages 2,638 3,636 998 Victorian Government Aged Care Packages 4,915 5,014 99 Local Laws 300 0 -300 School Crossings 222 225 3 Health Services 18 18 0 Family and Children’s Centres 1,472 2,911 1,439 Children’s Services Partnerships 125 125 0 Early Years and School Age Care 2,319 2,081 -238 Youth Services 196 196 0 MCH & Immunisation 1,065 1,097 32 Victorian Grants Commission 4,362 4,340 -22

Total operating grants 31,488 33,731 2,243

Increases in specific operating grant funding reflect expected increased demand for these services.

4.2.5 Grants - capital ($2.1 million decrease)

Capital grants include all monies received from Commonwealth and State Government sources for the

purposes of funding the capital works program. Overall the level of capital grants is expected to decrease by

$2.1 million compared to 2014/15. Grant revenue in 2015/16 includes $8.2 million for Capital Grants which

includes $3.8 million for Moorabbin Reserve, $1 million for Mordialloc Life Saving Club redevelopment and

$1.5 million for the Carrum Children’s Centre and $1.2 million from the Commonwealth Government for the

Roads to Recovery Program. This program supports the renewal of roads within Kingston.

Section 6. “Analysis of Capital Budget” includes a more detailed analysis of the grants and contributions

expected to be received during the 2015/16 year. A list of capital grants by type and source, classified into

recurrent and non-recurrent, is included below.


CAPITAL GRANT FUNDING TYPES AND SOURCE FORECAST

2014/15 $’000

BUDGET 2015/16

$’000

VARIANCE $’000

Recurrent - Commonwealth Government Roads to Recovery 586 1,172 586

Total recurrent grants 586 1,172 586 Non-recurrent - Commonwealth Government Sustainable City 162 0 (162) Total 162 0 (162) Non-recurrent - State Government Building Facilities 6 0 (6) Community Centres 1,600 100 (1,500) Active Sports Facilities 356 245 (111) Recreational Facilities 4,533 3,800 (733) Car Parks 300 0 (300) Foreshore Environment 0 1,000 1,000 Sustainable City 10 0 (10) Aged Services 115 0 (115) Children’s Services 2,275 1,850 (425) Activity Centres 293 0 (293) Total 9,488 6,995 (2,493)

Total non-recurrent grants 9,650 6,995 2,655

Total Capital Grants 10,236 8,167 (2,069)

4.2.6 Net gain on sale of assets ($0.1 million decrease)

The 2015/16 budget includes an estimate relating to the trade-in of operational light commercial vehicles that

have reached the end of their useful life and properties that are surplus to requirements due to their

replacement with new community facilities.

The 2015/16 budget includes an estimate of $1.7 million relating to land sales. It has been Council’s practice

to utilise proceeds from the sale of surplus property assets to fund the development new assets or reduce

debt as determined by the Council on a case by case basis In 2015/16 the assets sold will be utilised to

partly fund specific capital works including the completed Edithvale Community Hub and Clayton South

Kindergarten.

Readers should note that it is customary not to list the properties being considered for sale in any detail to

protect the values of the properties and the negotiating position of Council. Council seeks specific

comments on a case by case basis for each sale when complying with the statutory public consultation

process which is conducted prior to any sale being determined.

For the purposes of the budget, Council has assumed that the assets that are to be considered for sale the

book value of the asset is equal to the proceeds from the sale, that is no profit or loss on the sale is derived.

2015/16 Budget

CITY OF KINGSTON


4.2.7 Other income ($0.4 million decrease)

Other income relates to a range of items such as private works, cost recoupments and other miscellaneous

income items. It also includes interest revenue on investments and rate arrears.

Other income is forecast to decrease by $0.4 million compared to 2014/15 mainly due to a forecast decline in

expected interest on rates arrears (down $0.15 million) and on investments (down $0.15 million).

4.3 EXPENSES

EXPENSE TYPE REF FORECAST

2014/15 $’000

BUDGET 2015/16 $’000

VARIANCE $’000

Employee costs 4.3.1 74,011 76,915 2,904 Materials and services 4.3.2 69,768 74,524 4,756 Bad and doubtful debts 4.3.3 50 50 0 Depreciation and amortisation 4.3.4 24,000 25,500 1,500 Finance costs 4.3.5 623 856 233

Total expenses 168,452 177,845 9,393

Source: Appendix A

4.3.1 Employee costs ($2.9 million increase)

Employee costs include all labour related expenditure such as wages and salaries and on-costs such as

allowances, leave entitlements, employer superannuation, etc. As staff vacancies are expected throughout

the year, Council has budgeted for 98% of the cost of permanent staff which is recognised as a productivity

measure.

Employee costs are forecast to increase by $2.9 million in 2015/16 compared to 2014/15 forecast which is

on budget this year. The increase in 2015/16 relates to the following factors:

an allowance for the recent Enterprise Bargaining Agreement (EBA);

anticipated near full employment rates at Council;

estimated full time equivalent (FTE) staffing levels includes a reduction of 9.2 FTE which is believed to

not impact service delivery and the addition of 38 FTE in our new child care centres (Edithvale

Children’s Centre and Parkdale Children’s Centre) which is offset by additional revenue. (See user

fees and fines section 4.2.2 and Grants operating section 4.2.4)

A summary of employee cost expenditure categorised according to the organisational structure of Council is

included below:

DIVSION BUDGET 2015/16

$’000

COMPRISES

PERMANENT FULL TIME

$’000

PERMANENT PART TIME

$’000

Sustainable Planning and Development 9,368 8,390 978 Community Sustainability 39,067 25,185 13,882 Corporate Services 9,154 7,548 1,606 City Assets and Environment 11,473 9,462 2,011 Executive 1,481 1,481 0

Total permanent staff expenditure 70,543 52,066 18,477 Casuals and allowances 6,372

Total expenditure 76,915


A summary of the number of full time equivalent (FTE) Council staff in relation to the above expenditure is

included below:

DIVISION BUDGET 2015/16

FTE

COMPRISES

PERMANENT FULL TIME

PERMANENT PART TIME

Sustainable Planning and Development 96.6 84.0 12.6 Community Sustainability 439.5 144.0 295.5 Corporate Services 94.7 75.0 19.7 City Assets and Environment 142.1 116.0 26.1 Executive 8.0 8.0 0.0

Total permanent staff 780.9 427.0 353.9 Casuals 75.5

Total staff 856.4

4.3.2 Materials and services ($4.8 million increase)

Materials and services include the purchases of consumables, payments to contractors for the provision of

services and utility costs. Materials and services are forecast to increase by $4.8 million compared to

2014/15.

Expenditure on all goods and services has been kept at 2014/15 budget levels except for contracted

expenditures with cost escalators such as fuel, labour etc.

Major items of contract expenditure in Budget 2015/16 include:

Waste Management Contracts $11.3 million.

Road & Footpath Maintenance $2.95 million.

Public Street lighting $1.6 million.

Open Space Mowing Maintenance $2.4 million.

Meals on Wheels $0.8 million.

4.3.3 Bad and doubtful debts (No change)

Bad and doubtful debts are projected to remain at 2014/15 levels of $0.05 million.

4.3.4 Depreciation and amortisation ($1.5 million increase)

Depreciation is an accounting measure which attempts to allocate the value of an asset over its useful life for

Council’s property, plant and equipment. This includes infrastructure assets such as roads and drains and

reflects the effect of revaluing Council’s assets to their current realisable value in accordance with Australian

Accounting Standards. The level of depreciation is also affected by the net change in assets in 2015/16 and

the full year effect of depreciation of the 2014/15 capital works program.

Refer to section 6. ‘Analysis of Capital Budget’ for a more detailed analysis of Council’s capital works

program for the 2015/16 year.

4.3.5 Finance costs ($0.2 million increase)

Borrowing costs relate to interest charged by financial institutions on funds borrowed in accordance with loan

agreements and are budgeted to total $0.9 million in 2015/16 and reflects current loan agreements and an

estimate for the new borrowings anticipated in 2015/16.

2015/16 Budget

CITY OF KINGSTON


5. Analysis of Budgeted Cash Position

This section analyses the expected cash flows from the operating, investing and financing activities of

Council for the 2015/16 year. Budgeting cash flows for Council is a key factor in setting the level of rates and

providing a guide to the level of capital expenditure that can be sustained with or without using existing cash

reserves. The analysis is based on three main categories of cash flows:

Operating activities - Refers to the cash generated or used in the normal service delivery functions of

Council. Cash remaining after paying for the provision of services to the community may be available

for investment in capital works, or repayment of debt

Investing activities - Refers to cash generated or used in the enhancement or creation of

infrastructure and other assets. These activities also include the acquisition and sale of other assets

such as vehicles, property and equipment

Financing activities - Refers to cash generated or used in the financing of Council functions and

include borrowings from financial institutions and advancing of repayable loans to other organisations.

These activities also include repayment of the principal component of loan repayments for the year.

5.1 BUDGETED CASH FLOW STATEMENT

EXPENSE TYPE REF FORECAST

2014/15 $’000

BUDGET 2015/16 $’000

VARIANCE $’000

Cash flows from operating activities 5.1.1 Receipts Rates and charges 118,347 124,747 6,400 User fees and fines 26,099 27,423 1,324 Contributions, Reimbursement & Donations 396 298 (98) Grants - operating 31,488 33,731 2,243 Grants - capital 10,236 8,167 (2,069) Interest 1,702 1,401 (301) Other receipts 979 838 (141)

189,247 196,605 7,358 Payments Employee costs (74,011) (77,915) (3,904) Materials & Services and other payments (69,818) (74,574) (4,756)

(143,829) (152,489) (8,660)

Net cash provided by operating activities 45,418 44,116 (1,302)

Cash flows from investing activities 5.1.2 Proceeds from sales of property, infrastructure, plant and equipment 1,240 1,820 580 Payments for property, infrastructure, plant and equipment (44,804) (44,405) 399

Net cash used in investing activities (43,564) (42,585) 979

Cash flows from financing activities 5.1.3 Finance costs (623) (856) (233) Proceeds from borrowings 2,775 3,395 620 Repayment of borrowings Increase/ (Decrease) in Trust Funds

(2,910) 0

(4,660) (10,000)

(1,750) (10,000)

Net cash used in financing activities (758) (12,121)

(11,363)

Net increase in cash and cash equivalents 1,096 (10,590) (11,686) Cash and cash equivalents at the beginning of the period 48,337 49,433 1,096

Cash and cash equivalents at end of the year 5.1.4 49,433 38,843 (10,590) Source: Appendix A


5.1.1 Operating activities ($1.3 million decrease)

Operating activities refer to the cash generated or used in the normal service delivery functions of Council.

The net cash flows from operating activities does not equal the surplus (deficit) for the year as the expected

revenues and expenses of the Council include non-cash items which have been excluded from the Cash

Flow Statement. See Section 4 for further details of movements in individual items.

5.1.2 Investing activities ($1 million increase)

Investing activities refer to cash generated or used in the enhancement or creation of infrastructure or other

assets. These activities can also include the acquisition and sale of other assets such as vehicles, property

or equipment. The movement in payments for investing activities represent Council’s planned expenditure

on capital renewal upgrade or expansion works that is discussed in detail in Section 6 of this report and

related planned asset sales of $1.8 million. It also assumes that all capital works expenditure will be spent in

2015/16. See Section 6 for further details.

5.1.3 Financing activities ($11.4 million decrease)

Financing activities refer to cash generated or used in the financing of Council functions and can include

borrowings from financial institutions and advancing of repayable loans to other organisations.

For 2015/16 the total of principal repayments is $4.7 million and finance interest charges is $0.9 million.

There will be new borrowings in 2015/16 of $1.9 million to fund the Westall Community Hub development

project and $1.5 million to fund the Street Light Replacement Program. A further $4.75 million will be

borrowed in 2016/17 to continue these projects.

Financing activities for 2015/16 also includes a $10 million outflow for the transfer to a new provider of the

hostel bonds held in trust for residents following the projected sale of Council hostel bed licences.

5.1.4 Cash and cash equivalents at end of the year ($10.6 million decrease)

Overall, total cash and investments is forecast to decrease by $10.6 million to $38.8 million as at 30 June

2016, reflecting Council’s projected sale of its residential aged care hostel bed licences and the transfer of

the associated bonds.

2015/16 Budget

CITY OF KINGSTON


6. Analysis of Capital Budget

This section analyses the planned capital works expenditure budget for the 2015/16 year and the sources

of funding for the capital budget.

6.1 CAPITAL WORKS EXPENDITURE

CAPITAL WORKS BY GOAL BUDGET 2015/16 $’000

Goal 1 - Facilities & assets that are well used and effectively managed 34,056 Goal 2 – A Sustainable Natural and Built environment 13,783 Goal 4 – A Prosperous and Dynamic City 2,737 Goal 6 – A Well Managed and Effective Organisation 1,665

Total Capital Works Program 52,241

A detailed breakdown of the Capital projects by goal can be found in Appendix C.

CAPITAL WORKS AREA REF FORECAST

2014/15 $’000

BUDGET 2015/16 $’000

VARIANCE $’000

Total works carried forward 12,835

New works Property 6.1.2 Land 1,581 955 (626) Buildings 20,276 12,684 (7,592)

Total property 21,857 13,639 (8,218)

Plant and equipment 6.1.3 Plant, machinery and equipment 750 450 (300) Computers and telecommunications 2,824 1,740 (1,084)

Total plant and equipment 3,574 2,190 (1,384)

Infrastructure 6.1.4 Roads 6,207 7,900 1,693 Footpaths and cycleways 1,872 1,620 (252) Drainage 4,348 3,410 (938) Rec, leisure and community facilities 2,702 4,379 1,677 Parks, open space and streetscapes 6,987 4,908 (2,079) Off street car parks 700 680 (20) Other infrastructure 838 680 (158)

Total infrastructure 23,654 23,577 (77)

Total new works 49,085 39,406 (9,679)

Total capital works expenditure 49,085 52,241 3,156

Represented by: New asset expenditure 6.1.5 2,616 4,835 2,219 Asset renewal expenditure 6.1.5 28,277 30,101 1,824 Asset expansion expenditure 6.1.5 3,699 4,451 752 Asset upgrade expenditure 6.1.5 12,273 10,276 (1,997) Non-Asset 2,220 2,578 358

Total capital works expenditure 49,085 52,241 3,156

A more detailed listing of the capital works program is included in Appendix C.


6.1.1 Carried forward works ($12.8 million)

At the end of each financial year there are projects which are either incomplete or not commenced due to

factors including planning issues, weather delays and extended consultation. For the 2014/15 year it is

forecast that $12.8 million of capital works will be incomplete and be carried forward into the 2015/16 year.

The more significant projects include the Moorabbin Reserve Master Plan implementation ($4.2 million) and

the Westall Community Hub ($2.3 million).

6.1.2 Property ($13.8 million)

The property class comprises buildings and building improvements including community facilities, municipal

offices, sports facilities and pavilions.

For the 2015/16 year, $13.8 million will be expended on building and building improvement projects. The

more significant projects include Westall Community Hub ($4.3 million) and Moorabbin Reserve Masterplan

implementation ($4.2 million).

46%

4%

50%

Total Capital Works Budget 2015/16 by Asset Type

Property

Plant &Equipment

Infrastructure

9%

8%

58%

20%

5%

Budgeted Capital Works 2015/16 by Expenditure Type

New asset

Asset expansion

Asset renewal

Asset upgrade

Non-asset

2015/16 Budget

CITY OF KINGSTON


6.1.3 Plant and equipment ($2 million)

Plant and equipment includes plant, machinery and equipment, computers and telecommunications, and

library books.

For the 2015/16 year, $2 million will be expended on plant, equipment and other projects. The more

significant project is the upgrade and replacement of information technology ($1.6 million).

6.1.4 Infrastructure ($23.6 million)

Infrastructure includes roads, bridges, footpaths and cycleways, drainage, recreation, leisure and community

facilities, parks, open space and streetscapes, off street car parks and other structures.

For the 2015/16 year, $7.9 million will be expended on road projects, $3.4 million will be expended on

drainage projects, $4.6 million will be expended on recreational, leisure and community facilities and $4.8

million will be expended on parks, open space and streetscapes.

6.1.5 Asset renewal ($30.1 million), new assets ($4.8 million), upgrade ($10.3 million), expansion

($4.4 million) and non-asset ($2.6 million)

A distinction is made between expenditure on new assets, asset renewal, upgrade and expansion.

Expenditure on asset renewal is expenditure on an existing asset, or on replacing an existing asset that

returns the service of the asset to its original capability. Expenditure on new assets does not have any

element of expansion or upgrade of existing assets but will result in an additional burden for future operation,

maintenance and capital renewal.

The major projects included in the above categories, which constitute expenditure on new assets, are the

Cycling & Walking - East/West Cycleway $0.4m, new bike and walking trails $0.3m, new buildings

$0.8 million, parks and open space projects $0.8 million and various Traffic Management projects $1.2m.

The remaining capital expenditure represents renewals and expansion/upgrades of existing assets. See

Appendix C – Capital Works Program for details of all projects.


6.2 FUNDING SOURCES

SOURCE OF FUNDING REF FORECAST

2014/15 $’000

BUDGET 2015/16 $’000

VARIANCE $’000

Carried Forward Works 6.2.1 12,835 New Works 39,406

Total Capital Works 52,241

Funded By: Current Year Grants 6.2.2 10,236 8,127 Current Year Contributions 366 40 Current Year Borrowings 2,775 3,395 Current Year Council Operations 6.2.3 31,963 23,305 Current Year proceeds from sale of assets 6.2.4 2,250 1,720 Current Year reserve cash and investments 6.2.5 1,495 5,429 Prior Year Grants 8,350 Prior Year Council Operations 1,875

Total 49,085 52,241 Source: Appendix A

6.2.1 Carried forward works ($12.8 million)

At the end of each financial year there are projects which are either incomplete or not commenced due to

factors including planning issues, weather delays and extended consultation. For the 2014/15 year it is

forecast that $12.8 million of capital works will be incomplete and be carried forward into the 2015/16 year.

6.2.2 Grants ($8.1 million)

Capital grants include all monies received from State and Federal sources for the purposes of funding the

capital works program. Grant revenue in 2015/16 includes $8.2 million for Capital Grants which includes $3.8

million for Moorabbin Reserve, $1 million for Mordialloc Life Saving Club redevelopment and $1.5 million for

the Carrum Children’s Centre and $1.2 million from the Commonwealth Government for the Roads to

Recovery program. This program supports the renewal of roads within Kingston.

6.2.3 Council cash - operations ($23.3 million)

Council generates cash from its operating activities, which is used as a funding source for the capital works

program. It is forecast that $23.3 million will be generated from operations to fund the 2015/16 capital works

program.

6.2.4 Council cash - proceeds from sale of assets ($1.7 million)

Proceeds from sale of assets include planned property asset sales of $1.7 million and motor vehicle sales in

accordance with Council’s fleet renewal policy of $0.1 million.

6.2.5 Council cash - reserve cash and investments ($5.4 million)

Council has cash reserves, which it is currently using to fund its annual capital works program. The reserves

include monies set aside for specific purposes such as Open Space, Green Wedge and Foreshore renewal.

2015/16 Budget

CITY OF KINGSTON


7. Analysis of Budgeted Financial Position

This section analyses the movements in assets, liabilities and equity between 2014/15 and 2015/16. It also

considers a number of key performance indicators.

7.1 BUDGETED BALANCE SHEET

REF FORECAST

2014/15 $’000

BUDGET 2015/16 $’000

VARIANCE $’000

Current assets 7.1.1 Cash and cash equivalents 49,433 38,843 (10,590) Trade and other receivables 8,113 8,354 241 Financial assets 0 0 0 Assets held for resale 1,720 525 (1,195) Other assets 750 750 0

Total current assets 60,016 48,472 (11,544) Non-current assets 7.1.2 Trade and other receivables 20 20 0 Property, infrastructure, plant and equipment 2,217,702 2,233,726 16,024

Total non-current assets 2,217,722 2,233,746 16,024

Total assets 2,277,738 2,282,218 4,480 Current liabilities 7.1.3 Trade and other payables 11,755 12,669 914 Interest-bearing loans and borrowings 4,660 4,251 (409) Provisions 15,116 14,806 (310) Trust Funds and Deposits 11,480 1,480 (10,000)

Total current liabilities 43,011 33,206 (9,805) Non-current liabilities 7.1.4 Interest-bearing loans and borrowings 15,892 15,036 (856) Provisions 904 941 37

Total non-current liabilities 16,796 15,977 (819)

Total liabilities 59,807 49,183 (10,624)

Net assets 2,217,931 2,233,035 15,104 Equity 7.1.5 Accumulated surplus 1,260,205 1,279,738 19,533 Asset revaluation reserve 940,566 940,566 0 Other reserves 17,160 12,731 (4,429)

Total equity 2,217,931 2,233,035 15,104 Source: Appendix A

7.1.1 Current Assets ($11.5 million decrease)

Cash and cash equivalents include cash and investments such as cash held in the bank and in petty cash

and the value of investments in deposits or other highly liquid investments with short term maturities of three

months or less. These balances are projected to decrease by $11.5 million during the year mainly as a result

of the payout of Residential Aged Care Bonds ($10.0 million) due to the projected sale of Council’s Hostel

Bed Licences.

Trade and other receivables are monies owed to Council by ratepayers and others. Short term debtors are

not expected to change significantly in the budget.


Other assets includes items such as prepayments for expenses that Council has paid in advance of service

delivery, inventories or stocks held for sale or consumption in Council’s services and other revenues due to

be received in the next 12 months. In 2015/16 it is envisaged that assets which are sold will be utilised to

fund (in part) specific capital works at the already completed Edithvale Family and Children’s Centre and

Clayton South Kindergarten.

7.1.2 Non-Current Assets ($16.0 million increase)

Property, infrastructure, plant and equipment is the largest component of Council’s worth and represents the

value of all the land, buildings, roads, vehicles, equipment, etc. which has been built up by Council over

many years. The increase in this balance is attributable to the net result of the capital works program,

depreciation of assets ($25.5 million).

7.1.3 Current Liabilities ($9.8 million decrease)

Trade and other payables are those to whom Council owes money as at 30 June. These liabilities are

budgeted to drop $9.8 million compared to 2014/15 mainly due to trust deposits being transferred following

the sale of Council’s Hostel Bed Licences.

Provisions include accrued long service leave and annual leave owing to employees. These employee

entitlements are only expected to increase marginally due to active management of entitlements after

allowing for an increase for EBA outcomes.

7.1.4 Non-Current Liabilities ($0.8 million decrease)

Interest-bearing loans and borrowings are borrowings of Council. Council is budgeting to repay loan principal

of $4.7 million over the year.

7.1.5 Equity ($15.1 million increase)

Total equity always equals net assets and is made up of the following components:

Asset revaluation reserve which represents the difference between the previously recorded value of

assets and their current valuations

Other reserves that are funds that Council wishes to separately identify as being set aside to meet a

specific purpose in the future and to which there is no existing liability. These amounts are transferred

from the Accumulated Surplus of the Council to be separately disclosed

Accumulated surplus which is the value of all net assets less reserves that have accumulated over

time. The increase in accumulated surplus of $19.5 million results directly from the surplus for the

year.

During the year an amount of $5.4 million is budgeted to be transferred from other reserves to accumulated

surplus. This reflects the usage of investment cash reserves to partly fund the capital works program.

2015/16 Budget

CITY OF KINGSTON


Working Capital

Working capital is the excess of current assets above current liabilities. This calculation recognises that

although Council has current assets, some of those assets are already committed to the future settlement of

liabilities in the following 12 months, and are therefore not available for discretionary spending.

Some of Council’s cash assets are restricted in that they are required by legislation to be held in reserve for

specific purposes or are held to fund carry forward capital works from the previous financial year.

FORECAST 2014/15 $’000

BUDGET 2015/16 $’000

VARIANCE $’000

Current assets 60,016 48,472 (11,544) Current liabilities 43,011 33,206 (9,805)

Working capital 17,005 15,266 (1,739)

7.2 KEY ASSUMPTIONS

In preparing the budgeted balance sheet for the year ending 30 June 2016 it was necessary to make a

number of assumptions about assets, liabilities and equity balances. The key assumptions are as follows:

A total of 100% of total rates and charges raised will be collected in the 2015/16 year

Trade creditors to be based on total capital and operating expenditure

Other debtors and creditors to remain consistent with 2014/15 levels

Employee entitlements to be increased by Enterprise Bargaining Agreements

Employees will continue to take Annual Leave at the current rate

Repayment of loan principal to be $4.7 million in 2015/16

Total amount to be capitalised in 2015/16 is approximately $44.4 million

All trust funds & hostel deposits are treated as current liabilities.


Long Term Strategies 8. Strategic Resource Plan and Financial Performance Indicators This section includes an extract of the adopted Strategic Resource Plan to provide information on the long

term financial sustainability of the Council. The Strategic Resource Plan (SRP) is part of and prepared in

conjunction with the Council Plan.

8.1 PLAN DEVELOPMENT

The Act requires a SRP to be prepared describing both financial and human resources for at least the next

four financial years to achieve the strategic objectives in the Council Plan.

Council has prepared a SRP for the four years 2015/16 to 2018/19 as part of its ongoing financial planning to

assist in adopting a budget within a longer term framework. The SRP takes the strategic objectives and

strategies as specified in the Council Plan and expresses them in financial terms for the next four years. The

SRP also reflects the State Government Rate Capping Policy, the details of which will be confirmed late in

2015 for application from 2016/17. At that point in time Council will re-assess its SRP.

The key objective, which underlines the development of the SRP, is financial sustainability in the medium to

long term, while still achieving Council’s strategic objectives as specified in the Council Plan. The key

financial objectives, which underpin the SRP, are:

Maintain existing service levels;

Achieve a breakeven operating result within five to six years;

Maintain a sustainable capital expenditure program; and

Achieve a balanced budget on a cash basis.

In preparing the SRP, Council 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

Provide reasonable stability in the level of rate burden

Consider the financial effects of Council decisions on future generation and

Provide full, accurate and timely disclosure of financial information.

The SRP is updated annually through a rigorous process of consultation with Council service providers

followed by a detailed sensitivity analysis to achieve the key financial objectives.

2015/16 Budget

CITY OF KINGSTON


8.2 FINANCIAL RESOURCES

Long Term Financial Plan

A key component of the Strategic Resource Plan is the 4 Year Financial Plan for the four years 2015/16 to

2018/19 prepared as part of Council’s ongoing financial planning to assist Council in adopting a budget

within a longer term framework. The Plan takes the strategic objectives and strategies as specified in the

Council Plan and expresses them in financial terms for the next four years.

The key objective that underlines the development of the 4 Year Financial Plan, is financial sustainability in

the medium to long term, and to provide the means to achieve Council’s strategic objectives as specified in

the Council Plan. The key financial objectives, which underpin the Strategic Resource Plan, are:-

• ensuring adequate funding to maintain and improve the quality and standard of more than

100 services provided to the community by Council and the future service objectives of Council;

• provide funding to achieve Council’s rolling capital works program commitments and future objectives

by achieving better than breakeven operating and cash results;

• ensuring sustainable levels of capital expenditure to responsibly maintain and renew the $2.2

billion of community assets under the control of Council; and

• ensuring Council always has adequate cash reserves to maintain its financial liquidity and that it can

always meet all debt repayment obligations in a timely manner.

The following table summarises the key financial indicators for the next four years as set out in the Long Term Financial Plan for years 2015/16 to 2018/19. Appendix A “Budgeted Statements” includes a more detailed analysis of the financial resources to be used over the four year period.

INDICATOR

FORECAST

2014/15

$000

BUDGET

2015/16

$000

FORECAST

2016/17

$000

FORECAST

2017/18

$000

FORECAST

2018/19

$000

TREND +/=/

-

Operating Surplus / (Deficit) 22,363 19,533 12,222 9,130 8,409 -

Cash Increase / (Decrease) Note 1 1,096 (10,590) 3,315 1,092 1,932 =

Debt Outstanding (at end of year) 20,552 19,287 19,786 15,738 11,560 +

Total Capital Expenditure 49,085 52,241 49,117 37,692 36,155 =

Depreciation 24,000 25,500 26,500 28,300 29,200 +

Note 1 – see Section 5 Analysis of Cash Position for full explanation

Key to Forecast Trend:

+ Forecasts an improvement in Council’s Financial Performance / Indicator

= Forecasts that Council’s Financial Performance / Indicator will be steady

- Forecasts deterioration in Council’s Financial Performance / Indicator

The Plan is updated annually through a rigorous process of consultation with Council service providers followed by a detailed sensitivity analysis to achieve these key financial objectives. The key components of the Plan are:- Assessment of Council’s current financial position

Key objectives and assumptions

Service delivery

Rating strategy

Borrowing strategy

Asset Management strategy and

Fees & Charges strategy.


The key outcomes of the 4 Year Financial Plan are as follows:-

Service Delivery – Service levels have been maintained throughout the four year period. Years

2015/16 to 2018/19 are forecast operating surplus results.

Rating Strategy (Section 9) – Consistent with the adopted long term financial strategy rates and

charges increases are forecast to be 4.25% for 2015/16 and 2.25% p.a. for 2016/17 to 2018/19 which

recognises the state government rate-capping policy and has been projected within the Reserve Bank

of Australia’s target for CPI to be between 2.0% per annum and 3.0% per annum.

Borrowing Strategy (Section 10) – Borrowings are forecast to be $19.3 million as at 30 June 2016.

There will be new borrowings in 2015/16 to fund the Westall Community Hub development project and

the Street Light replacement program. $3.4 million will be borrowed in 2015/16 and a further $4.7

million will be borrowed in 2016/17.

Asset Management Strategy (Section 11) – Capital Expenditure over the four year period will total

$175.2 million at an annual average of $43.8 million; and

Fees & Charges Strategy (Section 12) – Existing Fees & Charges are to be increased by 3% p.a. or in

line with market levels unless they are set by other levels of government.

8.3 FINANCIAL PERFORMANCE INDICATORS

The following table highlights Council’s current and projected performance across a range of key financial

performance indicators. These indicators provide a useful analysis of Council’s financial position and

performance and should be used in the context of the organisation’s objectives. These financial performance

indicators are the LGPRF measures included in Part 3 of Schedule 3 of the Local Government (Planning and

Reporting) Regulations 2014.

The key objective of effective financial management is assessed in the context of the financial performance

indicators covering the five dimensions of operating position, liquidity, obligations, stability and efficiency.

INDICATOR MEASURE

NO

TE

FORECAST BUDGET STRATEGIC RESOURCE PLAN PROJECTIONS

TREND

2014/15 2015/16 2016/17 2017/18 2018/19 +/o/-

Operating position Adjusted underlying result

Adjusted underlying surplus (deficit) / Adjusted underlying revenue

1 6.2% 5.5% 5.4% 3.9% 3.5% +

Liquidity

Working Capital

Current assets / current liabilities

2 139.5% 146.0% 133.6% 128.2% 131.7% =

Unrestricted cash

Unrestricted cash / current liabilities

96.3% 92.9% 81.6% 82.3% 86.1% =

Obligations

Loans and borrowings

Interest bearing loans and borrowings / rate revenue

3 17.3% 15.5% 15.5% 12.0% 8.6% +

Loans and borrowings

Interest and principal repayments on interest bearing loans and borrowings / rate revenue

3.0% 4.4% 4.1% 3.8% 3.6% +

Indebtedness Non-current liabilities / own source revenue

11.3% 10.2% 10.7% 7.9% 5.3% +

Asset renewal Asset renewal expenses / depreciation

4 121.9% 118.0% 95.7% 79.2% 79.1% =

2015/16 Budget

CITY OF KINGSTON


INDICATOR MEASURE

NO

TE

FORECAST BUDGET STRATEGIC RESOURCE PLAN PROJECTIONS

TREND

2014/15 2015/16 2016/17 2017/18 2018/19 +/o/-

Stability

Rates concentration

Rate revenue / adjusted underlying revenue

5 65.7% 65.5% 68.3% 68.7% 69.1% -

Rates effort Rate revenue / CIV of rateable properties in the municipality

0.28% 0.29% 0.30% 0.31% 0.31% =

Efficiency

Expenditure level

Total expenditure / no. of property assessments

$ 2,385

$ 2,492

$ 2,421

$ 2,476

$ 2,506

=

Revenue level Residential rate revenue / No. of residential property assessments

$ 1,671

$ 1,727

$ 1,748

$ 1,771

$ 1,794

=

Workforce turnover

No. of permanent staff resignations & terminations / average no. of permanent staff for the financial year

9.5% 9.5% 9.5% 9.5% 9.5% =

Key to Forecast Trend:

+ Forecasts improvement in Council's financial performance/financial position indicator

= Forecasts that Council’s financial performance/financial position indicator will be steady

- Forecasts deterioration in Council's financial performance/financial position indicator

Notes to indicators

1 Adjusted underlying result – An indicator of the sustainable operating result required to enable

Council to continue to provide core services and meet its objectives. Improvement in financial performance

expected over the period, although continued losses means reliance on Council's cash reserves or increased

debt to maintain services.

2 Working Capital – The proportion of current liabilities represented by current assets. Working capital

is forecast to remain relatively constant in the same range of 130-150% as achieved in the last five years

3 Debt compared to rates - Trend indicates Council's reducing reliance on debt against its annual rate

revenue through redemption of long term debt.

4 Asset renewal - This percentage indicates the extent of Council's renewals against its depreciation

charge (an indication of the decline in value of its existing capital assets). A percentage greater than 100

indicates Council is maintaining its existing assets, while a percentage less than 100 means its assets are

deteriorating faster than they are being renewed and future capital expenditure will be required to renew

assets.

5 Rates concentration - Reflects extent of reliance on rate revenues to fund all of Council's on-going

services. Trend indicates Council will become more reliant on rate revenue compared to all other revenue

sources.


8.4 HUMAN RESOURCES

Human Resources

Our people are out most valued resource. We are committed to governing Kingston in a way that is well

informed, responsible, accountable and transparent and involves and draws inspiration from the community.

Our responsible stewardship of the community’s resources is inherent in everything we do. We foster a

corporate culture that promotes service excellence and community inspired leadership.

In addition to the financial resources to be consumed over the planning period, Council also requires human

resources to deliver our services. A summary of Council’s anticipated human resources requirements for the

2015/16 year is shown below and further detail is included in section 4.3.1 of this budget. Employee numbers

are expected to fall in 2016/17 following the transfer of hostel bed licences. A statement of Human

Resources is included in Appendix A.

FORECAST BUDGET

STRATEGIC RESOURCE PLAN PROJECTIONS

INDICATOR 2014/15 2015/16 2016/17 2017/18 2018/19

Employee costs ($'000) - Operating 74,011 76,915 74,002 76,629 79,349 - Capital 0 0 0 0 0

Total 74,011 76,915 74,002 76,629 79,349

Employee numbers (FTE) 817 856 774 774 774

2015/16 Budget

CITY OF KINGSTON


9. Rating Strategy

9.1 STRATEGY DEVELOPMENT

In developing the 4 Year Financial Plan, rates and charges are identified as an important source of revenue,

accounting for 63% of the total revenue received by Council annually. Council’s approach to rating is

underpinned by the principle that rates are a property based tax that raises funds for a variety of programs,

services and capital works across the municipality for the public benefit of all – rates and charges are not a

direct “fee for service”. Planning for future rates and charges increases has therefore been an important

component of the long term financial planning process.

Any desire to raise income from rates and charges needs to be balanced against the impact rate increases

can have on residential, industrial and commercial ratepayers. However, Council has a responsibility to

ensure that sufficient income is generated (including rates and charges) to ensure both continuity of services

provided by Council and the provision and renewal of community assets. By its very nature Kingston’s

Rating Strategy considers the challenges that must continue to be addressed by Council including:

an ageing and expanding portfolio of infrastructure assets;

a growing population that will increase demand for Council services;

continued “cost shifting” from other levels of government; and

responding to increasing community service expectations.

However, the need to balance the importance of rate revenue as a funding source with community sensitivity

to increases is always front of mind at Council. To ensure that deliberations about future rate increases have

been made on an informed basis, comparisons were made of historical rate levels between Kingston and

other metropolitan councils. Kingston’s average rates and charges per assessment were below the average

of other inner metropolitan councils in 2014/15, by approximately $48 per assessment and this budget is

likely to maintain this position.

YEAR RATE INCREASE TOTAL RATES & CHARGES $000

(INCLUDING SUPPLEMENTARIES)

2015/16 4.25% 124,520

2016/17 2.25% 127,822

2017/18 2.25% 131,223

2018/19 2.25% 134,726

The calculation for the 2015/16 rates & charges income budget is based on an annualised 2014/15 rates and

charges revenue base of $119,059,171, which is the amount of rate revenue, inclusive of waste and

municipal charges, that would have been raised had all properties been in their current status for the full

year. This adjustment is necessary to ensure that Council has adequate resources to support all properties

and ratepayers, as reflected by their final capital improved value, for the new year in full. These figures also

include an allowance for supplementary rates of approximately 0.3% for growth in the rate base to recognise

the value of new properties or changes to existing properties that occur progressively during the year.

Supplementary Rates are levied to ensure that all properties contribute an equitable share of rates during

each year.

Note that as explained in section 3.3 of this report, these figures exclude the Fire Services Property Levy

where Council has been appointed by the Victorian Government to collect this levy from property owners

including some who are not subject to Council Rates such as churches, RSLs and charities.


9.2 RATING STRUCTURE

Council’s established rating structure is comprised of three key elements. These are:

property values, which reflect capacity to pay;

a Municipal Charge which is a flat charge per rateable property; and

a Service Charge for Waste Collection and Disposal Services provided by Council.

Striking a proper balance between these elements provides equity in the distribution of the rate burden

across residents. Council has a legal responsibility to levy rates equitably. Within that overall objective, it

has a number of different options available to it:

general rates;

municipal rates;

service charges e.g: waste service charge; and

special rates or charges.

Kingston uses all of the above options where it considers them appropriate and equitable.

Kingston’s rates are based on a General Land Rate, Agricultural Land Rate and Extractive and Landfill

Industries Land Rate and Retirement Village Land Rate which is determined by the Capital Improved Value

(value of land, buildings and other improvements) of the property, a Municipal Charge of $100, and Waste

Service Charges where the level of service and charge is at the ratepayers’ discretion.

In 1995, Council made the decision to adopt the Capital Improved Value (CIV) basis of rating on the grounds

that it provides the most equitable distribution of rates across the municipality. A review of the Rating

Strategy in 2010 introduced two new rates, an Agricultural Land rate and an Extractive & Landfill Land

differential rate effective from 2010/11 (see Appendix B for details). Council has considered the equitable

imposition of rates and charges, Section 161 of the Act, the Ministerial Guidelines on Differential Rating of

April 2013. In formulating the 2014/15 budget, Council reviewed its approach to rating following consultation

with the community on its approach to its Rating Structure. This process saw the introduction of a new

differential rate for Retirement Village Land in 2014/15. Council has made no further changes to its approach

to rating for 2015/16.

Aside from the Agricultural Land Rate and Extractive & Landfill Land differential where Council is seeking to

influence specific land use outcomes and the Retirement Village Land Differential where Council believes the

operation of the retirement Villages Act has led to a proportionately higher Statutory Valuation for retirement

village dwellings occasioning in an inequitable distribution of the municipal rate burden; Council has

determined that a uniform rate allows for all other properties in the municipality to equitably contribute to

Council rates in equal proportion to the relative value of the property as determined by its Capital Improved

Value.

2015/16 Budget

CITY OF KINGSTON


The following table summarises the rates to be levied for the 2015/16 year. A more detailed analysis of the

rates and charges to be raised is contained in Appendix B “Statutory Disclosures”.

RATE TYPE 2014/15 2015/16

General Land Rate – cents in $ of CIV 0.23546 0.24731

Agricultural Land Rate - cents in $ of CIV 0.18837 0.19785

Extractive and Landfill Rate - cents in $ of CIV 0.70638 0.74193

Retirement Village Land 0.21191 0.22258

Municipal Charge $100.00pa $100.00pa

Waste Service Charge *– (Choices A to F) $131 to $220 pa $131 to $220 pa

Council provided Pension Rebate $80.00 pa $100.00 pa

State Government provided Pension Rebate $208.00 TBA

Capital Improved Value of rateable properties

($’000)

42,596,610 42,899,106

* The Waste Service charge for garbage is inclusive of the Government levies.

Property values are used as the primary basis for determining what share of the total rate revenue individual

ratepayers are expected to pay. A valuation is an assessment of the market value of the property, at a

specific date, and in accordance with relevant legislation and legal precedent.

In accordance with State Government legislation, during the 2015/16 year the valuations established as at 1

January 2014 will apply. The property values used are set by the Council's valuer who is the State Valuer-

General. Property values are determined by analysis of market sales and rental evidence, which is then

applied to the data on each property. Data is compiled on each property over time, through inspection,

building and planning permits and other public sources. Ratepayers can object to an evaluation if they

believe it inaccurate.


10. Borrowing Strategy


In developing the Long Term Financial Strategy (see Section 8), borrowings were identified as an

important funding source for capital works programs. Council borrowed $21.5 million in December 2010

to purchase the offices at 1230 Nepean Highway Cheltenham.

There will be new borrowings in 2015/16 of $3.4 million to fund the Westall Community Hub development

project and Street Light replacement Program. A further $4.75 million will be borrowed in 2016/17 to

continue these projects.

10.2 BORROWING STRUCTURE

The following table summarises the overall debt profile forecast by the 4 Year Financial Plan.

TOTAL BORROWINGS NEW $000

PRINCIPAL REPAYMENTS

$000

INTEREST $000

DEBT OUTSTANDING AT 30 JUNE

$000

2014/15 Forecast 2,775 2,969 765 20,552

2015/16 Budget 3,395 4,660 856 19,287

2016/17 Forecast 4,750 4,251 990 19,786

2017/18 Forecast 0 4,048 925 15,738

2018/19 Forecast 0 4,178 739 11,560

List of Budgeted Projects Funded by Borrowings

PROJECTS FUNDED BY BORROWINGS

FORECAST 2014/15

$000

BUDGET

2015/16

$000

FORECAST

2016/17

$000

FORECAST 2017/18

$000

FORECAST

2018/19

$000

Parkdale Community Hub 1,585 0 0 0 0

Westall Community Hub 250 1,895 3,250 0 0

Edithvale Hub 940 0 0 0 0

Street Lighting Replacement Program

0 1,500 1,500 0 0

TOTAL 2,775 3,395 4,750 0 0

2015/16 Budget

CITY OF KINGSTON


11. Asset Management Strategy


In May 2006, the Council adopted an Asset Management Strategy, which sets out in detail the capital

expenditure requirements of the Council for the next 4 years and is a key input to the long term financial

plan. It predicts infrastructure renewal needs and considers the other asset needs to meet future community

service expectations. The strategy has been developed through a process of consultation with the

community and evaluation by Council. The key aspects of the process are as follows:

A long term capital planning process which integrates with the Council Plan, Strategic Resource Plan

and Annual Budget processes;

Listing of all known capital projects; and

Transparent processes for evaluating and prioritizing capital projects.

The capital planning process is reviewed annually to ensure that the Asset Management Strategy represents

the current capital expenditure requirements of the Council. The Asset Management Strategy addresses the

issues of:

Development of Asset Management Plans for the key asset categories of roads, drains, buildings,

playgrounds and sports field infrastructure

Review of the Asset Management Policy

Finalising the implementation of the asset management information system (a key initiative of

Kingston’s Information Services Strategy)

Review staff training requirements in asset management practices and to ensure appropriate capacity

for the development of the information system

Review predictive modelling systems particularly for road pavements

Demand forecasting for the each of the asset categories, which is to be coordinated with the

preparation of respective Asset Management Plans

Review of Levels of Service with the 4 Year Financial Plan and

Develop a capital evaluation system for each asset category, to be coordinated with the AM Plan

development.

Kingston is committed to optimising its infrastructure and community assets, and recognises their importance

in achieving better services to meet the social, economic and environmental needs of the community now,

while sustaining resources for future generations.

Typical services that rely on sound asset management are:

Traffic, road, footpath and bike path provision

Library services

Recreation and leisure services

Community parks, reserves and sports grounds

Stormwater and flood protection services and

Community health and welfare services.

Council wishes to manage its assets in the most cost effective manner, through the creation, acquisition,

maintenance, operation, rehabilitation and disposal of assets to provide for present and future residents and

visitors to the City.


However, it must be acknowledged that we do not have sufficient resources to fully meet all of the expressed

community demands for new assets and the renewal of existing assets. Council regularly reviews its Asset

Management Strategy to understand and confirm the level of funding required to maintain and renew

required assets. These studies have been a key consideration in framing this budget and the long term

financial strategy of this Council.

Council has a varied and extensive asset portfolio with significant value. The following table provides a

summary of the key built assets valued at current replacement cost (as at June 2014) after allowing for their

current age and condition.

ASSET CATEGORIES VALUE $’000

Land 1,251,295

Roads (incorp pavements, kerb & channel, bridges and footpaths) 541,894

Buildings 240,421

Drainage 145,173

Plant 625

Heritage & Culture 1,361

Equipment 2,904

Other 10,662

Total Written Down Value as at 30 June 2014 2,194,335

11.2 FUTURE WORKS

The following table summarises Council’s forward outlook on expenditure including funding sources for the

next four years. The table also compares the level of capital expenditure to the forecast level of depreciation

expense. As can be seen the level of capital expenditure is greater than the level of depreciation indicating

that Council is properly and sustainably renewing its infrastructure assets.

YEAR

FUNDING $’000

VEHICLE SALES

ASSET SALES

GRANTS REC’D PRIOR

GRANTS / CONTRIBUTIONS RESERVES BORROWINGS

COUNCIL OPERATIONS

TOTAL EXPENDITURE

$’000 DEPRECIATION

$’000

2015/16 100 1,720 8,350 8,167 5,429 3,395 25,080 52,241 25,500 2016/17 100 1,186 5,689 4,750 37,392 49,117 26,500 2017/18 100 525 586 5,788 30,693 37,692 28,300 2018/19 100 586 2,092 33,377 36,155 29,200

* Note 2015/16 total expenditure includes $12.8 million of Capital projects carried forward from 2014/15 to 2015/16, and

Council operations in 2015/16 above is net of assets sales compared to Council expenditure in the Capital works

program in Appendix C.

2015/16 Budget

CITY OF KINGSTON


Fees & Charges Strategy


The term “Fees and Charges” as included in this budget document includes a wide range of user fees

and statutory charges levied by Council. There are numerous fees and charges set by Council and these

are fully disclosed in Appendix D. They include items as diverse as: swimming pool entry, animal

registrations, Meals on Wheels and hall hire. In particular circumstances each type may have sub-groups

such as: Pensioner or Junior Concessions.

Fees and Charges represent approximately 14% of the budgeted 2015/16 Operating Revenue and as

such are an important component of Council’s revenue base.

The pressure on Council to maximize its revenue from Fees & Charges and other “own source” income

items continues from year to year as the relative proportion of grant revenue from Federal and State

Governments continues to decrease due to “cost shifting”.

The principles described below have been applied in the setting of individual fees & charges that are to

be applied in 2015/16.

12.2 THE NEED FOR FEES & CHARGES

Council needs to raise funds from the general community to pay for the wide range of services that the

community demands, expects, and to which it is entitled. These funds can be raised by both general

rates and charges (levied by the Annual Rates Notice), which are shared by all ratepayers, and/or by a

specific user pays charge or a combination of both these elements.

Kingston chooses to use all these methods as appropriate. In formulating any fee or charge Council

endeavours to ensure that it has the following attributes:

Simplicity – the base of the charge should be easily understood

Certainty – there should be no uncertainty about its application, timing or calculation

Efficiency – it should not be capable of being avoided, evaded and should be economic to

administer and

Equity – it should be fairly applied across the range of users for the relevant service.

12.3 WHICH SERVICES ARE “USER PAYS” AND ON WHAT BASIS?

Where services are generally used by or accessible to a large cross section of the community, typically

this will be funded by the general rate, for example parks and gardens, libraries, community festivals.

Where it is impractical to charge a fee for use, this too will also be funded by the general rate for example

use of local roads. Where the facility or service is only used by a smaller segment of the community, then

it may be considered appropriate to employ a user pays approach to all or part of the service for example

Meals on Wheels; swimming pool entry fees; town planning application; animal registration.


User Fees & Charges can be set on varying basis:

Cost Recovery Plus – used where it is considered by Council that users should contribute towards

the on-going development of the service and the renewal of the assets utilized as well as bearing

the day to day operating costs

Cost Recovery – used where it is considered to be reasonable that all ratepayers should

contribute to the ongoing growth and development of the service or facility but where users should

bear the daily net costs of operation for example sporting pavilion hire

Partly Subsidised - used where Council considers that the service or facility should be freely

available to the community but where a partial user charge is deemed to be fair to both users and

non-users within the community for example HACC services;

Mandated – used where Council is bound to comply with State or Federal regulations about fee

levels or where such levels are agreed to as a part of grant funding from government for example

health registrations.

12.4 WHY DO FEES AND CHARGES VARY?

Initial fee levels are set using Council’s database of direct operating costs and associated overheads, as

well as knowledge of fees for similar services provided by other providers. Council also considers the

affordability of the fee for the respective user group.

Operating costs and other service related circumstances vary from year to year and it is therefore

necessary to vary the level of fees to be consistent with the principles outlined above. The level of each

fee or charge is reviewed on an annual basis and adjusted where necessary according to one or a

combination of the following factors:

Actual estimated gross operating costs for the year, including regard for cost increases,

depreciation charges and overheads

Any variations arising out of changes in the agreement to receive grants from government as a

subsidy towards the service costs

Movements in the number of service users

The general capacity of users to pay for the service or facility

Any changes to market conditions where Council provides the service in competition with other

providers e.g.: Child Care Centres and

Other factors such as Competitive Neutrality obligations under the Federal Government’s National

Competition Policies.

A detailed listing of Fees & Charges can be found in Appendix D.

2015/16 Budget CITY OF KINGSTON


Appendix A

Financial Statements

This appendix presents information in regard to the Financial Statements and Statement of Human

Resources. The budget information for the years 2015/16 to 2018/19 has been extracted from the Strategic

Resource Plan.

At the end of each financial year Council is required to include in the Financial Statements in its Annual

Report a comparison of actual income and expenditure compared with the income and expenditure in the

financial statements in the Budget,

The appendix includes the following budgeted information:

Comprehensive Income Statement

Balance Sheet

Statement of Changes in Equity

Statement of Cash Flows

Statement of Capital Works

Statement of Human Resources

Appendices

PAGE 82 CITY OF KINGSTON 2015/16 BUDGET # 21

Comprehensive Income Statement FOR THE FOUR YEARS ENDING 30 JUNE 2019

Forecast

Actual Budget

Strategic Resource Plan

Projections

2014/15 2015/16 2016/17 2017/18 2018/19

$’000 $’000 $’000 $’000 $’000

Income

Rates and charges 118,815 124,520 127,822 131,223 134,726

User fees and fines 26,099 27,423 26,289 25,739 26,511

Grants - operating (recurrent) 31,488 33,731 30,924 31,323 31,728

Grants - capital (non-recurrent) 10,236 8,167 1,186 586 586

Contributions - cash 396 298 307 316 325

Contributions - non-monetary assets 1,000 1,000 1,000 1,000 1,000

Net gain on disposal of property, infrastructure, plant and equipment 100 0 0 0 0

Other income 2,681 2,239 1,581 1,773 1,626

Total income 190,815 197,378 189,109 191,960 196,502

Expenses

Employee costs 74,011 76,915 74,002 76,629 79,349

Materials and services 69,768 74,524 75,345 76,926 78,755

Bad and doubtful debts 50 50 50 50 50

Depreciation and amortisation 24,000 25,500 26,500 28,300 29,200

Finance costs 623 856 990 925 739

Total expenses 168,452 177,845 176,887 182,830 188,093

Surplus (deficit) 22,363 19,533 12,222 9,130 8,409

Total comprehensive result 22,363 19,533 12,222 9,130 8,409



Balance Sheet FOR THE FOUR YEARS ENDING 30 JUNE 2019

Forecast

Actual Budget Strategic Resource Plan Projections

2015 2016 2017 2018 2019

$’000 $’000 $’000 $’000 $’000

Assets

Current assets

Cash and cash equivalents 49,433 38,843 35,528 36,620 38,552

Trade and other receivables 8,113 8,354 8,241 7,167 7,367

Non-current assets classified as held for sale 1,720 525 0 0 0

Other assets 750 750 1,301 780 796

Total current assets 60,016 48,472 45,070 44,567 46,715

Non-current assets

Trade and other receivables 20 20 20 20 20

Property, infrastructure, plant & equipment 2,217,702 2,233,726 2,245,933 2,247,657 2,249,644

Total non-current assets 2,217,722 2,233,746 2,245,953 2,247,677 2,249,664

Total assets 2,277,738 2,282,218 2,291,023 2,292,244 2,296,379

Liabilities

Current liabilities

Trade and other payables 11,755 12,669 12,809 13,077 13,388

Trust funds and deposits 11,480 1,480 1,480 1,480 1,480

Provisions 15,116 14,806 15,406 16,030 16,679

Interest-bearing loans and borrowings 4,660 4,251 4,048 4,178 3,927

Total current liabilities 43,011 33,206 33,743 34,765 35,474

Non-current liabilities

Provisions 904 941 974 1,009 1,045

Interest-bearing loans and borrowings 15,892 15,036 15,738 11,560 7,633

Total non-current liabilities 16,796 15,977 16,712 12,569 8,678

Total liabilities 59,807 49,183 50,455 47,334 44,152

Net assets 2,217,931 2,233,035 2,240,568 2,244,910 2,252,227

Equity

Accumulated surplus 1,260,205 1,279,738 1,291,960 1,301,090 1,309,499

Asset Revaluation Reserve 940,566 940,566 940,566 940,566 940,566

Other Reserves 17,160 12,731 8,042 3,254 2,162

Total equity 2,217,931 2,233,035 2,240,568 2,244,910 2,252,227

Appendices


Statement of Changes in Equity FOR THE FOUR YEARS ENDING 30 JUNE

Total

Accumulated Surplus

Revaluation Reserve

Other Reserves

$’000 $’000 $’000 $’000

2016

Balance at beginning of the financial year 2,217,931 1,260,205 940,566 17,160

Comprehensive result 19,533 19,533 0 0

Transfer to reserves 1,000 0 0 1,000

Transfer from reserves (5,429) 0 0 (5,429)

Balance at end of the financial year 2,233,035 1,279,738 940,566 12,731

2017 Balance at beginning of the financial year 2,233,035 1,279,738 940,566 12,731


Transfer to reserves 1,000 0 0 1,000

Transfer from reserves (5,689) 0 0 (5,689)




Transfer to reserves 1,000 0 1,000

Transfer from reserves (5,788) 0 (5,788)




Transfer to reserves 1,000 0 1,000

Transfer from reserves (2,092) 0 (2,092)




Statement of Cash Flows FOR THE FOUR YEARS ENDING 30 JUNE 2019

Forecast


2014/15 2015/16 2016/17 2017/18 2018/19

$’000 $’000 $’000 $’000 $’000

Inflows Inflows Inflows Inflows Inflows

(Outflows) (Outflows) (Outflows) (Outflows) (Outflows)

Cash flows from operating activities

Rates and charges 118,347 124,747 127,935 131,346 134,859

User fees 26,099 27,423 26,289 25,739 26,511

Grants – Operating 31,488 33,731 30,924 31,323 31,728

Grants - Capital 10,236 8,167 1,186 586 586

Contributions 396 298 307 316 325

Interest 1,702 1,401 743 765 788

Other receipts 979 838 838 1,008 838

Employee costs (74,011) (77,915) (74,002) (76,629) (79,349)

Materials and services (69,818) (74,574) (75,395) (76,976) (78,805)

Net cash provided by operating activities 45,418 44,116 38,825 37,478 37,481

Cash flows from investing activities Payments for property, infrastructure, plant and equipment (44,804) (44,405) (41,749) (32,038) (30,732) Proceeds from sale of property, infrastructure, plant and equipment 1,240 1,820 100 625 100

Net cash used in investing activities (43,564) (42,585) (41,649) (31,413) (30,632)

Cash flows from financing activities

Finance costs (623) (856) (990) (925) (739)

Proceeds from borrowings 2,775 3,395 4,750 0 0

Repayment of borrowings (2,910) (4,660) (4,251) (4,048) (4,178)

Trust Funds and Deposits 0 (10,000) 0 0 0

Net cash provided by (used in) financing activities (758) (12,121) (491) (4,973) (4,917)

Net (decrease) increase in cash and cash equivalents 1,096 (10,590) (3,315) 1,092 1,932 Cash and cash equivalents at beginning of the financial year 48,337 49,433 38,843 35,528 36,620

Cash and cash equivalents at end of the financial year 49,433 38,843 35,528 36,620 38,552

Appendices


Statement of Capital Works FOR THE FOUR YEARS ENDING 30 JUNE 2019

Forecast


2014/15 2015/16 2016/17 2017/18 2018/19

$’000 $’000 $’000 $’000 $’000

Property

Land 1,581 955 665 4,140 930

Buildings 20,276 23,304 21,991 8,648 13,042

Total property 21,857 24,259 22,656 12,788 13,972

Plant and equipment

Plant, machinery and equipment 750 450 500 500 500

Computers and telecommunications 2,824 1,665 1,055 1,530 955

Total plant and equipment 3,574 2,115 1,555 2,030 1,455

Infrastructure

Roads 6,207 7,900 7,361 7,131 6,746

Footpaths and cycleways 1,872 2,670 1,815 1,810 1,550

Drainage 4,348 3,250 3,325 4,834 3,460

Recreational, leisure and community facilities 2,702 4,379 4,225 3,709 3,557

Parks, open space and streetscapes 6,987 4,908 6,050 4,655 4,680

Off street car parks 700 680 300 300 300

Other infrastructure 838 2,080 1,830 435 435

Total infrastructure 23,654 25,867 24,906 22,874 20,728

Total capital works expenditure 49,085 52,241 49,117 37,692 36,155

Represented by:

New asset expenditure 2,616 4,835 4,706 2,099 1,547

Asset renewal expenditure 28,277 30,101 25,352 22,409 23,084

Asset expansion expenditure 3,699 4,451 4,598 1,465 1,198

Asset upgrade expenditure 12,273 10,276 11,731 9,354 9,051

Non Asset 2,220 2,578 2,730 2,365 1,275

Total capital works expenditure 49,085 52,241 49,117 37,692 36,155



Statement of Human Resources FOR THE FOUR YEARS ENDING 30 JUNE 2019

Forecast


2014/15 2015/16 2016/17 2017/18 2018/19

$’000 $’000 $’000 $’000 $’000

Staff expenditure

Employee costs - operating 74,011 76,915 74,002 76,629 79,349

Employee costs - capital 0 0 0 0 0

Total staff expenditure 74,011 76,915 74,002 76,629 79,349

FTE* FTE FTE FTE FTE

Staff numbers

Employees 817.4 856.4 774.1 774.1 774.1

Total staff numbers 817.4 856.4 774.1 774.1 774.1

*FTE Full Time Equivalent

Note: 2015/16 includes additional 38 FTE in our new child care centres (Edithvale Children’s Centre

and Parkdale Children’s Centre). 2016/17 includes a reduction in staff of 82 FTE related to the

projected sale of Council’s Hostel facilities.

Appendices


Appendix B Statutory Disclosures

This appendix presents information about rates and charges which the Act and the Regulations require to be

disclosed in the Council’s annual budget.

This appendix sets out additional disclosures required pursuant to Section 127(2)(d) and Section 158(1) of

the Act and the associated Regulations in respect to the Council’s Annual Budget. The appendix highlights

information in relation to:-

Borrowings;

Rates & Charges; and

Differential Rates

Council has considered the equitable imposition of rates and charges, Section 161 of the Act and the

Ministerial Guidelines on Differential Rating, in formulating the 2015/16 Budget by considering its approach

to its Rating Structure. In doing so, aside from the Agricultural Land Rate, Extractive & Landfill land and

Retirement Village land differential, where Council is seeking to influence specific land use outcomes,

Council has determined that a uniform rate allows for all other properties in the municipality to equitably

contribute to council rates in equal proportion to the relative value of the property as determined by its

Capital Improved Value.



Statutory Disclosures The information set out below is required under the Act and Local Government (Finance and

Reporting) Regulations 2004 to be disclosed in the Council’s Annual Budget.

Regulation 8(a) - Borrowings

2014/15 $

2015/16

$

Total amount proposed to be borrowed 2,775,000 3,395,000

Regulation 8(b) – Debt Redemption

2014/15 $

2015/16 $

Total amount of debt redemption 2,975,000 4,660,000

Regulation 8(c)(i) - The proposed rate in the dollar for each type of rate to be levied:-

TYPE OF PROPERTY 2014/15

RATE IN THE $ 2015/16

RATE IN THE $

General Land Rate (See Schedule A) 0.0023546 0.0024731

Agricultural Land Rate (See Schedule

B)

0.0018837 0.0019785

Extractive and Landfill Land Rate (See

Schedule C)

0.0070638 0.0074193

Retirement Village Land (See Schedule

D)

0.0021191 0.0022258

Regulation 8(c)(ii) - The estimated amount to be raised by each type of rate to be levied:-


$ 2015/16

$

General Land 98,438,415 104,140,423

Agricultural Land 120,918 127,281

Extractive and Landfill Land 118,742 116,780

Cultural and Recreational Land 336,349 350,644

Retirement Village Land 777,943 817,826

Total 99,792,367 105,552,954

Appendices


Regulation 8(c)(iv) - The proposed percentage change in the rate in the dollar for each type of rate

to be levied, compared to that of the previous financial year are:

TYPE OF PROPERTY PERCENTAGE CHANGE

General Land +5.03%

Agricultural Land +5.03%

Extractive and Landfill Land +5.03%

Retirement Village Land +5.04%

Regulation 8(c)(v) - The number of assessments for each type of rate to be levied compared to the

previous year:

TYPE OF PROPERTY 2014/15 2015/16

General Land 69,486 69,910

Agricultural Land 41 43

Extractive and Landfill Land 7 6

Cultural and Recreational Land 12 12


Total 70,685 71,110

Regulation 8(c)(vi) – The total number of assessments is:

71,110 (2014/15 70,685)

Regulation 8(c)(vii) - The basis of valuation to be used is the Capital Improved Value (CIV).

Regulation 8(c)(viii) - The estimated total value of land in respect of which each type of rate is to

be levied compared with the previous year:-


$000

2015/16

$000

General Land 41,806,368 42,109,474

Agricultural Land 64,192 64,332

Extractive and Landfill Land 16,810 15,740

Cultural and Recreational Land 342,130 342,130


Total 42,596,610 42,899,106

Regulation 8(c)(ix) – The proposed Municipal Charge is:

$100 per rateable property (2014/15 $100)



Regulation 8(c)(x) – The proposed unit amount to be levied for each type of charge under section

162 of the Act:

TYPE OF CHARGE

PER RATEABLE PROPERTY

2014/15

$

2015/16

$

Service Choice A - 120 litre garbage, 240 litre recycling and 240 litre green waste bins including recovery of costs attributable to the State Government Landfill Levy

$220 $220

Service Choice B – 80 litre garbage, 240 litre recycling and 240 litre green waste bins including recovery of costs attributable to the State Government Landfill Levy

$182 $182

Service Choice C – 120 litre garbage, 240 litre recycling and 120 litre green waste bins including recovery of costs attributable to the State Government Landfill Levy

$202 $202

Service Choice D – 80 litre garbage, 240 litre recycling and 120 litre green waste bins including recovery of costs attributable to the State Government Landfill Levy

$170 $170

Service Choice E – 120 litre garbage and 240 litre recycling bins including recovery of costs attributable to the State Government Landfill Levy

$159 $159

Service Choice F – 80 litre garbage and 240 litre recycling bins including recovery of costs attributable to the State Government Landfill Levy

$131 $131

Service Choice G – 240 litre x 2 Share Garbage, 240 litre Recycle including recovery of costs attributable to the State Government Landfill Levy

$130 $130

Service Choice H – 240 litre x 3 Share Garbage, 240 litre Recycle including recovery of costs attributable to the State Government Landfill Levy

$101 $101

Service Choice I – 240 litre x 4 Share Garbage, 240 litre Recycle including recovery of costs attributable to the State Government Landfill Levy

$90 $90

Service Choice P – 120 litre x 2 Share Garbage, 240 litre Recycle including recovery of costs attributable to the State Government Landfill Levy

$90 $90

Service Choice W – Additional 120 litre Green Waste Bin $42 $42

Service Choice X – Additional 240 litre Green Waste Bin $54 $54

Service Choice Y – Additional 240 litre Garbage Bin including recovery of costs attributable to the State Government Landfill Levy

$137 $137

Service Choice Z – Additional 120 litre Garbage Bin including recovery of costs attributable to the State Government Landfill Levy

$129 $129

Appendices


Regulation 8(c)(xi) - The estimated amounts to be raised for each type of charge to be levied

compared to the previous year are:-

TYPE OF CHARGES

2014/15

$

2015/16

$

Municipal Charge 7,068,500 7,110,800

Waste Service Charges 11,384,133 11,456,246

Total 18,452,633 18,567,046

Regulation 8(c)(xii) - The estimated total amount to be raised by rates and charges:-

2014/15

$

2015/16

$

Rates and Charges 118,245,000 124,120,000

Supplementary Rates and Charges 450,000 400,000

Total 118,695,000 124,520,000

Regulation 8(c)(xiii) – Significant changes:

There are no known significant changes which may affect the estimated amounts to be raised by rates

and charges. However, the total amount to be raised by rates and charges may, for example, be affected

by:

the making of supplementary valuations. Note Council is budgeting for approximately $400,000 of

supplementary rates to be raised in 2015/16

the variation of returned levels of value (e.g. valuation appeals)

changes of use of land such that rateable land becomes non-rateable land and vice versa and

changes of use of land such that residential land becomes business land and vice versa.



SCHEDULE A General Land

Characteristics:

General Land is any land which does not have the characteristics of Agricultural Land, Extractive and

Landfill Land or Retirement Village Land.

Objective:

To ensure that all rateable land makes an equitable financial contribution to the cost of carrying out the

functions of Council, including the:

Construction and maintenance of public infrastructure; and

Development and provision of health & community services; and

Provision of general support services; and

Requirement to ensure that Council has adequate funding to undertake it’s strategic, statutory and

service provision obligations.

Types and Classes:

Rateable land having the relevant characteristics described above.

Use and Level of General Land:

The general rate will be used to fund some of those items of expenditure described in the Budget adopted

by Council.

The level of the general rate is the level which Council considers is necessary to achieve the objectives

specified above.

Geographic Location:

Wherever located within the municipal district.

Use of Land:

As permitted under the relevant Planning Scheme.

Planning Scheme Zoning:

The zoning applicable to each rateable land with this category, as determined by consulting maps in the

relevant Planning Scheme.

Types of Buildings:

All buildings which are now constructed on the land or which are constructed prior to the expiry of the

2015/16 Financial Year.

Appendices


SCHEDULE B Agricultural Land

Agricultural Land is land that is:

used for agricultural purposes; and

having an area of 2 hectares or more, and

is located outside the Urban Growth Boundary.

Objective:

To support and encourage the agricultural use of land in the non-urban area of the City of achieve the

stated purposes of the Urban Growth Boundary being the development of a sustainable and viable

agricultural industry; and

To ensure that all rateable land makes an equitable financial contribution to the cost of carrying out

the functions of Council, including the:






Types and Classes:


Use and Level of Agricultural Land:

The differential rate will be used to fund some of those items of expenditure described in the Budget

adopted by Council.

The level of the differential rate is the level which Council considers is necessary to achieve the

objectives specified above.



Use of Land:

Use consistent with the characteristics set out above.




Types of Buildings:





SCHEDULE C Extractive and Landfill Land Characteristics:

Extractive and Landfill Land is land located outside the Urban Growth Boundary that:

is used for the extraction of natural resources; or

was previously used for the extraction of natural resources and is not filled; or

is used as an EPA licensed landfill; or

is used as a resource recovery centre, recycling depot or transfer station.

Objective:

To encourage the early rehabilitation of land having the above characteristics; and

To ensure that all rateable land makes an equitable financial contribution to the cost of carrying out the

functions of Council, including the:






Types and Classes:


Use and Level of Extractive Landfill Land Rate:

The differential rate will be used to fund some of those items of expenditure described in the Budget adopted

by Council.

The level of the differential rate is the level which Council considers is necessary to achieve the objectives

specified above.



Use of Land:





Types of Buildings:



Appendices


SCHEDULE D Retirement Village Land

Characteristics: Retirement Village Land is land that is:-

Retirement Village Land as defined under the Retirement Village Act

Objective:

Guidelines issued by the Valuer General have disallowed Valuers from making allowances for the

constraints imposed by the operation of the retirement villages act. It is the opinion of Council that this

has led to a proportionately higher Statutory Valuation for retirement village dwellings occasioning in

an inequitable distribution of the municipal rate burden. A differential rate for retirement village

dwellings is recognition of the special nature of this class of land would assist in the equitable

distribution of the rate burden.

Types and Classes:


Use and Level of Retirement Village Land:

The differential rate will be used to fund some of those items of expenditure described in the Budget

adopted by Council.

The level of the differential rate is the level which Council considers is necessary to achieve the

objectives specified above.



Use of Land:





Types of Buildings:




CITY OF KINGSTON BUDGET 2015/16 PAGE 97

Appendix C Capital works program

This appendix presents a listing of the capital works projects that will be undertaken for the 2015/16 year.

The capital works projects are grouped by class and include the following:

New works for 2015/16

Works carried forward from the 2014/15 year.

Appendices

PAGE 98 CITY OF KINGSTON 2015/16 BUDGET #21 PAGE 98

Capital works program FOR THE YEAR ENDING 30 JUNE 2016

2015/16

ALLOCATION CFWD FROM

2014/15 BUDGET 2015/16

GRANTS RECEIVED PRIOR TO

2015/16

GRANTS RECEIVED IN 2015/16

RESERVE FUNDS

BORROWINGS COUNCIL

1 - Facilities and Assets that are well used and effectively managed

Building Facilities - General

Heating Ventilation and Cooling System Renewals & Upgrades

150,000 150,000 150,000

Floor Coverings Renewal Program 120,000 120,000 120,000

Kitchen & Toilets Renewal Program 120,000 120,000 120,000

Disability Audit Compliance - Building Upgrades 220,000 220,000 220,000

Building Renewal Program identified from condition audit 750,000 750,000 750,000

Building OH&S Improvements 105,000 105,000 105,000

1230 Nepean Hwy - Programmed Renewal Works 185,000 185,000 185,000

Building Demolitions Programme 150,000 150,000 150,000

Soppett Pavilion Mentone Reserve - Protection works 100,000 100,000 100,000

Building Facilities - Public Toilets

Public Toilets Renewal - General 50,000 50,000 50,000

Public Toilets Renewal - Bonbeach Reserve West 190,000 190,000 190,000

Public Toilets Renewal – Attenborough Park 180,000 180,000 180,000

Building Facilities – Aged Services

Mentone Senior Citizens Centre Refurbishment 1,100,000 1,100,000 1,100,000

Chelsea Delivered Meals Kitchen relocation 700,000 700,000 700,000

Building Facilities – Children’s Services

Aspendale North Kindergarten 350,000 350,000 350,000 0

Chelsea Heights Kindergarten (850,000) 1,850,000 1,000,000 1,850,000 (850,000)

Catherine Ave Occasional Child Care relocation to Swanpool Ave

85,000 85,000 85,000

Park Street Preschool, Mordialloc 1,100,000 (400,000) 700,000 700,000

Mordialloc Kindergarten Car Park 200,000 200,000 200,000



2015/16


2014/15 BUDGET 2015/16


2015/16


RESERVE FUNDS

BORROWINGS COUNCIL

Nola Barber Preschool 500,000 500,000 500,000

Carrum Children's Centre 1,000,000 1,000,000 1,500,000 (500,000)

Building Facilities - Major Halls

Kingston Hall - Facility Development Plan 390,000 390,000 390,000

Kingston Arts Centre 55,000 55,000 55,000

Building Facilities - Leisure Centres

Waves Asset Replacement Strategy 400,000 400,000 400,000

Don Tatnell Asset Replacement Strategy 225,000 225,000 225,000

Don Tatnell Leisure Centre and Mordialloc Community Centre connection

150,000 150,000 150,000 170,000

Community Centres, Hubs & Libraries

Edithvale Road Pedestrian Crossing 250,000 250,000 250,000

Parkdale Community Hub Phase 2 400,000 550,000 950,000 950,000

Westall Community Hub 1,995,000 2,300,000 4,295,000 2,300,000 100,000 1,895,000 0

Library Amenity Improvements 100,000 100,000 100,000

Active Sports Facilities

Mordialloc Community Centre - Gymnastics Upgrade (matching funding yet to be confirmed grant)

170,000 170,000 170,000

Bonbeach Sports Reserve - Masterplan Implementation 300,000 300,000 300,000 0

Walter Galt Reserve - Masterplan Implementation 424,000 424,000 424,000 0

Inspection of Audit Program of Sportsground Lighting 60,000 60,000 60,000

Active Youth Spaces Strategy - Implementation 60,000 60,000 60,000 0

Dales Park Masterplan - Concepts 50,000 50,000 50,000 0

Le Page Park Master Plan 50,000 50,000 50,000 0

Edithvale Common Recreation Reserve - Oval Upgrade 300,000 300,000 300,000 0

Chadwick Reserve Ground No.2 Upgrade 100,000 100,000 100,000

GR Bricker Reserve Athletics Track Upgrade (matching funding for yet to be confirmed grant)

500,000 500,000 500,000

Cricket Infrastructure Development 75,000 75,000 75,000

Tennis Facility Development 35,000 35,000 35,000

Appendices


2015/16


2014/15 BUDGET 2015/16


2015/16


RESERVE FUNDS

BORROWINGS COUNCIL

Aspendale Tennis Lighting Project 25,000 25,000 25,000 0

Parkdale Tennis Court Renewal 350,000 350,000 130,000 220,000

Highett Football Club Sports Lighting 160,000 160,000 90,000 70,000

Recreation Minor Projects 50,000 50,000 50,000

Concrete Cricket Wicket Refurbishment 45,000 45,000 45,000

Cricket Net Renewal Program 40,000 40,000 40,000

Goal Post Renewal Program 25,000 25,000 25,000

Oval Regrading Works 60,000 60,000 60,000

Bicentennial Park Baseball Oval No.1 Reconstruction 50,000 50,000 50,000

Bicentennial Park Baseball Oval No. 2 Renewal 150,000 150,000 150,000

Sportsground Drainage Improvement Program 80,000 80,000 80,000

Building Facilities Pavilions

Pavilion Projects Contingency Funds 100,000 100,000 100,000

Ben Kavanagh Reserve – Pavilion upgrade 270,000 270,000 270,000

Jack Grut Pavilion 80,000 80,000 80,000

Connected Walking & Cycleways

Cycling & Walking - East/West Cycleway 0 350,000 350,000 350,000

Bike & Walking Trails 110,000 300,000 410,000 410,000

Bay Trail Shared Path - Implementation 200,000 400,000 600,000 600,000

Recreational Facilities

Playground Improvement & Renewal Program 270,000 270,000 270,000

George Woods Playground Renewal 130,000 130,000 130,000

Playground Major Repairs & Maintenance 130,000 130,000 130,000

Bicentennial Skate Park Master Plan Implementation 565,259 565,259 565,259 0

Parks & Open Space Strategy Implementation 100,000 100,000 100,000

Shade Sails for Regional Parks 60,000 60,000 60,000

Moorabbin Reserve Master Plan implementation 0 4,200,000 4,200,000 4,200,000 3,800,000 (3,800,000)

Keeley Park Master Plan 500,000 500,000 500,000 0



2015/16


2014/15 BUDGET 2015/16


2015/16


RESERVE FUNDS

BORROWINGS COUNCIL

Municipal Operations

Plant & Equipment Replacement (Operational Areas) 450,000 450,000 450,000

Mentone Office Refurbishment 34,359 34,359 34,359

Civil Infrastructure

Mordialloc Creek Asset Renewal 100,000 100,000 100,000

Reserve Gravel Carparks Minor Upgrades 70,000 70,000 70,000

Reserve Pathway Renewals & Minor Upgrades 35,000 35,000 35,000

Detached Public Lighting Pole Replacements - Risk Report

50,000 50,000 50,000

Road Renewal - Resurfacing Program 1,750,000 1,750,000 1,750,000

Road Renewal - Roads Reconstruction Program 3,200,000 3,200,000 3,200,000

Roads to Recovery 1,172,362 1,172,362 1,172,362 0

Footpath Renewal Program 1,200,000 1,200,000 1,200,000

Carpark Renewal Programs 300,000 300,000 300,000

SUBTOTAL GOAL 1: 23,085,980 10,970,000 34,055,980 8,350,000 7,167,362 2,249,259 1,895,000 14,394,359

2- A Sustainable Natural and Built Environment

Green Wedge Development

Ongoing Implementation of Green Wedge Plan 300,000 300,000 300,000 0

Linking Karkarook and Braeside Parks - Stage1 750,000 750,000 750,000 0

Green Wedge Project Officer 100,000 100,000 100,000 0

Parks and Open Space

Minor Reserve Improvements 150,000 150,000 150,000

Reserve Tree Planting Programme 50,000 50,000 50,000

Reserve Revegetation 70,000 70,000 70,000

Yammerbook / Sanctuary Place Carpark 180,000 180,000 180,000

Yammerbook - All weather paths to St Louis De Montfort 110,000 110,000 110,000

Yammerbook Reserve Stage 2B 98,000 98,000 98,000

Watering System Major Repairs & Renewal 100,000 100,000 100,000

Appendices


2015/16


2014/15 BUDGET 2015/16


2015/16


RESERVE FUNDS

BORROWINGS COUNCIL

Reserve Fencing Renewal 95,000 95,000 95,000

Parks Asset Renewal 300,000 300,000 300,000

Foreshore Environment

Foreshore Natural Resource Management 110,000 110,000 110,000

Foreshore Infrastructure Renewals 500,000 (160,000) 340,000 340,000

Mentone Coastal Precinct Plan Implementation 500,000 500,000 500,000 0

Foreshore Drainage Improvements 160,000 160,000 160,000 0

Mordialloc Life Saving Club Redevelopment 2,485,000 700,000 3,185,000 1,000,000 895,000 1,290,000

Mordialloc Life Saving Club - Gathering Place 425,000 425,000 425,000

Mordialloc Foreshore Precinct 125,000 125,000 125,000 0

Landfill Remediation

Spring Road Landfill Remediation 150,000 150,000 150,000

Heatherton Park Landfill Remediation 300,000 300,000 300,000

Argyle Avenue Landfill Remediation 55,000 55,000 55,000

Deals Road Landfill Remediation 100,000 100,000 100,000

Elder St Landfill Remediation 350,000 350,000 350,000 0

Sustainable City

Energy Conservation Program - Building Retrofitting projects

100,000 100,000 100,000

Green House Gas Reduction / Rising Sea Levels 200,000 200,000 200,000

Streetlight fittings replacement - Energy Efficiency 100,000 1,400,000 1,500,000 1,500,000 0

Sportsfield Warm Season Grass 120,000 120,000 120,000

Water Conservation Programs - Buildings 150,000 150,000 150,000

Bay & Waterways Stormwater Quality Improvement 50,000 50,000 50,000

Renovation of Irrigation System & Stormwater Harvesting for Sports Grounds

360,000 360,000 360,000

Drainage Program 3,200,000 3,200,000 3,200,000

SUBTOTAL GOAL 2: 11,843,000 1,940,000 13,783,000 0 1,000,000 3,180,000 1,500,000 8,103,000



2015/16


2014/15 BUDGET 2015/16


2015/16


RESERVE FUNDS

BORROWINGS COUNCIL

4- A Prosperous and Dynamic City

Traffic & Transport

Traffic Project 670,000 670,000 670,000

Minor Public Lighting Upgrades 80,000 80,000 80,000

Kingston Industrial Development Strategy 250,000 250,000 250,000

Traffic Signal Upgrade 40,000 40,000 40,000

Arts & Civic Pride

Arts Focus Community Facility Funding Contingency 50,000 50,000 50,000

Public Art 20,000 20,000 20,000

Local Shopping Centres

Chesterville Rd/Keamy Avenue Improvements 200,000 200,000 200,000

Nepean Hwy/Balcombe Rd Improvements 25,000 25,000 25,000

Entrance Signage for Shopping Centres 45,000 45,000 45,000

Activity Centres

Cheltenham Activity Centre Upgrades & Improvement 150,000 150,000 150,000

Moorabbin Activity Centre Upgrades & Improvements 200,000 200,000 200,000

Implement Structure Plans - Concepts 150,000 150,000 150,000

Mentone Activity Centre - Balcombe Rd /Davies Street Signalisation

817,000 817,000 817,000

Mentone Activity Centre - Parking 40,000 40,000 40,000

SUBTOTAL GOAL 4: 2,737,000 - 2,737,000 0 0 0 0 2,737,000

Appendices


2015/16


2014/15 BUDGET 2015/16


2015/16


RESERVE FUNDS

BORROWINGS COUNCIL

6 - Well Managed and Effective Organisation

Corporate Systems

Desktop Fleet - PC's and Notebooks 200,000 200,000 200,000

System Security 35,000 35,000 35,000

Communications 70,000 70,000 70,000

Storage Area Network 60,000 60,000 60,000

Phone Projects 70,000 70,000 70,000

Software Licensing 20,000 20,000 20,000

IS Strategy Implementation 60,000 60,000 60,000

Printers 40,000 40,000 40,000

Servers 25,000 25,000 25,000

Back up Solution 60,000 60,000 60,000

Disaster Recovery 70,000 70,000 70,000

Asset Management System - Development & Support 50,000 50,000 50,000

Library Management System Update 450,000 450,000 450,000

HRIS 150,000 (75,000) 75,000 75,000

Corporate Information 50,000 50,000 50,000

Corporate Systems 100,000 100,000 100,000

Direct Care Worker Mobility 150,000 150,000 150,000

GIS Project 80,000 80,000 80,000

SUBTOTAL GOAL 6: 1,740,000 (75,000) 1,665,000 0 0 0 0 1,665,000

TOTAL - CAPITAL WORKS PROGRAM 2015/16 39,405,980 12,835,000 52,240,980 8,350,000 8,167,362 5,429,259 3,395,000 26,899,359



Capital works program For the year ending 30 June 2016

Capital Works Area

Project cost

Asset expenditure type Summary of funding sources

New

Expansion

Renewal

Upgrade

OS - Non-Asset

Grants Rec'd Prior

Grants To Be Rec'd

Contrib's

To Be Rec'd

Council

Reserves

Borrow’s

Council

cash

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000 $'000

Part 1 - New Capital Works 2015/16

PROPERTY

Land Improvements

Remediation 955

955

350

605

Total Land Improvements 955

955

350

605

Buildings

Building Facilities - Public Toilets 420

336 84

420

Building Facilities - Halls 445

312 134

445

Building Facilities - Leisure Centres 625

469 156

625

Building Facilities - Hubs, Libraries 2,495 400 290 1,417 389

100

1,895 500

Building Facilities - Aged Services 700

560 140

700

Building Facilities - Child Services 2,185

140 1,980 -20 85

1,850

335

Building Facilities - Pavilions 3,360 425 124 2,457 354

4,800

895

-2,335

Total Buildings 10,230 825 554 7,530 1,237 85

6,750

895 1,895 690

Heritage buildings

0

0

Building improvements

Building Facilities - General 2,454 70 15 1,490 529 350 2,454

Total Building Improvements 2,454 70 15 1,490 529 350

2,454

TOTAL PROPERTY 13,639 895 569 9,020 1,766 1,390

6,750

1,245 1,895 3,749

Appendices


Capital Works Area

Project cost


New

Expansion

Renewal

Upgrade

OS - Non-Asset

Grants Rec'd Prior

Grants To Be Rec'd

Contrib's

To Be Rec'd

Council

Reserves

Borrow’s

Council

cash

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000 $'000

PLANT AND EQUIPMENT

Plant, Machinery and Equipment

Plant & Equipment Replacement 450

45 360 45

450

Total Plant, Machinery and Equipment

450

45 360 45

450

Computers and Telecommunications

Corporate Systems 940 20 195 375 318 33

940

Other Systems 800

60 240 500

800

Total Computers and TelComm 1,740 20 195 435 558 533

1,740

Library Books

TOTAL PLANT AND EQUIPMENT 2,190 20 240 795 603 533

2,190

INFRASTRUCTURE

Roads

Road Renewal - Reconstruction Program

1,750

1,750

1,750

Roads to Recovery (Grant income) 3,200

3,200

3,200

Road Renewal - Resurfacing Program

1,172

1,172

1,172

Traffic Management 1,777 1,219 184 178 196

1,777

Road Construction

Total Roads 7,899 1,219 184 6,300 196

1,172

6,727

Footpaths and Cycleways

Footpaths 1200 60

1,140

1,200

Shared Paths 420 209

111 100

420

Total Footpaths and Cycleways 1,620 269

1,251 100

1,620



Capital Works Area

Project cost


New

Expansion

Renewal

Upgrade

OS - Non-Asset

Grants Rec'd Prior

Grants To Be Rec'd

Contrib's

To Be Rec'd

Council

Reserves

Borrow’s

Council

cash

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000 $'000

Drainage

DR- DRAINAGE PROGRAM (investigation)

3410 160 25 48 3,177

160

3,250

Total Drainage 3,410 160 25 48 3,177

160

3,250

Recreational, Leisure and Comm Facilities

MasterPlans 1,449

272 540 586 50

1,449

Rec Facilities 2,930 70 80 1,762 958 60

205 40 300

2,385

Total Rec, Leisure and Comm Facilities

4,379 70 352 2,302 1,544 110

205 40 300

3,834

Waste Management

Parks, Open Space and Streetscapes

Activity Centres 540

350 150 40

540

Local Shops 225

158 68

225

MasterPlans 598 49 199 250 100

1,449

-851

Parks 1,160 85

886 190

500

660

Foreshore 1,235 175 163 602 296

1,150

85

Green Wedge 1,150 495 150

505

625

525

Total Parks, Open Space and Streetscapes

4,908 804 512 2,245 803 545

3,724

1,184

Aerodromes

Off Street Car Parks

CP - Carpark Renewal Programs 680 180

300 200

680

Total Off Street Car Parks 680 180

300 200

680

Other Infrastructure

Other Infrastructure 680 293 20 288 80

100 580

Total Other Infrastructure 680 293 20 288 80

100 580

TOTAL INFRASTRUCTURE 23,577 2,995 1,093 12,734 6,100 655

1,377 40 4,184 100 17,875

TOTAL NEW CAPITAL 2015/16 39,406 3,910 1,901 22,549 8,468 2,578

8,127 40 5,429 1,995 23,815

Appendices


Capital Works Area

Project cost


New

Expansion

Renewal

Upgrade

OS - Non-Asset

Grants Rec'd Prior

Grants To Be Rec'd

Contrib's

To Be Rec'd

Council

Reserves

Borrow’s

Council

cash

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000 $'000

Part 2 - Carry Over Works 2014/15

PROPERTY

Buildings

C0318 & C0096 Don Tatnell and Mordialloc Comm Centre Works

320

240 80

320

C0186 Parkdale Community Hub 550 550

550

C0187 Westall Hub 2,300

230 1,610 460

2,300

C0347 Chelsea Heights Kindergarten

1,850

1,480 370

1,850

C0276 Park St Kinder - (Bring Fwd) -400

-320 -80

-400

C0275 Mentone Activity Hub 1,100

220 660 220

1,100

C0299 Mordialloc Life Saving Club 700

560 140

700

C0041 Moorabbin Reserve Redevelopment

4,200

2,100 2,100

4,200

Total Buildings 10,620 550 2,550 6,330 1,190

8,350

2,270

TOTAL PROPERTY 10,620 550 2,550 6,330 1,190

8,350

2,270

PLANT AND EQUIPMENT

Computers and Telecommunications

C0167 - HRIS (Human Resources Information System) - Bring Fwd from 2015/16

-75

-75

-75

Total Computers and Telecommunications

-75

-75

-75

TOTAL PLANT AND EQUIPMENT -75

-75

-75



Capital Works Area

Project cost


New

Expansion

Renewal

Upgrade

OS - Non-Asset

Grants Rec'd Prior

Grants To Be Rec'd

Contrib's

To Be Rec'd

Council

Reserves

Borrow’s

Council

cash

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000 $'000

INFRASTRUCTURE

Footpaths and Cycleways

C0158 East/West Cycleway 350 105

140 105

350

C0033 Bike and Walking trails 300 270

30

300

N0021 Bay Trail Shared Path 400

200 200

400

Total Footpaths and Cycleways 1,050 375

370 305

1,050

Parks, Open Space and Streetscapes

N0020 - Foreshore Infrastructure - Bring Fwd

-160

-128 -32

-160

Total Parks, Open Space and Streetscapes

-160

-128 -32

-160

Other Infrastructure

C0303 Streetlight Fittings Replacement

1,400

980 420

1,400

Total Other Infrastructure 1,400

980 420

1,400

TOTAL INFRASTRUCTURE 2,290 375

1,222 693

1,400 890

TOTAL CARRIED FWD 2014/15 12,835 925 2,550 7,552 1,808

8,350

1,400 3,085

Appendices


Capital Works Area

Project cost


New

Expansion

Renewal

Upgrade

OS - Non-Asset

Grants Rec'd Prior

Grants To Be Rec'd

Contrib's

To Be Rec'd

Council

Reserves

Borrow’s

Council

cash

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000 $'000

Part 3 - Summaries

New Capital Works 2015/16 (Part 1)

Property 13,639 895 569 9,020 1,766 1,390

6,750

1,245 1,895 3,749

Plant and Equipment 2,190 20 240 795 603 533

2,190

Infrastructure 23,577 2,995 1,093 12,734 6,100 655

1,377 40 4,184 100 17,875

TOTAL NEW CAPITAL WORKS 39,406 3,910 1,901 22,549 8,468 2,578

8,127 40 5,429 1,995 23,815

Carry Over from 2014/15 (Part 2)

Property 10,620 550 2,550 6,330 1,190

8,350

2,270

Plant And Equipment -75

-75

-75

Infrastructure 2,290 375

1,222 693

1,400 890

NET CARRY OVER 12,835 925 2,550 7,552 1,808

8,350

1,400 3,085

Total Capital Works 2015/16 (Part 1 + Part 2)

Property 24,259 1,445 3,119 15,350 2,956 1,390 8,350 6,750

1,245 1,895 6,019

Plant And Equipment 2,115 20 240 795 528 533

2,115

Infrastructure 25,867 3,370 1,093 13,956 6,793 655

1,377 40 4,184 1,500 18,765

TOTAL ALL CAPITAL WORKS 52,241 4,835 4,451 30,101 10,276 2,578 8,350 8,127 40 5,429 3,395 26,900


CITY OF KINGSTON 2015/16 BUDGET #21 PAGE 111

Appendix D Fees and charges schedule

This appendix presents the fees and charges of a statutory and non-statutory nature which will be

charged in respect to various goods and services provided during the 2015/16 year.

Appendices


NAME OF FEE DESCRIPTION OF FEE PROPOSED 2015/16 BUDGET FEES

(INC GST WHERE APPLICABLE)

Road Opening Charges

Deep Lift Asphalt (over 100mm thick) $160.00 per sqm

$200.00 minimum charge

Asphalt over rock on macadam base $124.00 per sqm


Road Opening Permit $118.00

Crushed rock pavement $72.00 per sqm


Footpath Opening Charges

75mm Concrete, asphalt (minimum charge based

on one bay of footpath)

$145.00 per sqm


Crossing or ROW 75mm to 150mm (minimum

charge based on 2.25sq metres of crossing)

$155.00 per sqm


Vehicle crossings

Reinforced Concrete 150mm to 200mm (minimum

charge based on 2.25 sq metres)

$172.00 per sqm


Vehicle Crossing Permits $118.00

Asset Protection Permit $247.00

Kerb and channel Concrete and Bluestone (minimum charge based

on less than 2 metres)

$129.00 per sqm


Block Paving (Brick Paving) Paving bricks $148.00 per sqm


Concrete Channel Invert, Flood

Dish, Kerb

Concrete and Bluestone (minimum charge based

on less than 2 metres)

$129.00 per sqm


Supervision of Nature Strip

Openings Supervision of nature strip opening permit fee $67.00 minimum charge

Supervision of Nature Strip

Openings - Drainers Grass covered nature $77.00 minimum charge

Supervision of Water Main

Construction Water main renewals $77.00 minimum charge

Sub Division Fees Certify a subdivision plan $100.00 plus $20.00 per lot.

Any other application for certification $100.00

Street Tree Replacement Provide a nature strip tree Fee varies on application

On Call Hard Garbage Collection First On Call Hard Garbage Collection $50.00

Requests for further collections $85.00

Commercial Waste Fee

240 Litre Bin $540.00

Each additional 240 Litre Bin $540.00

120 Litre Bin $400.00

Working In The Road Reserve-

Application for Consent Fee

Works other than minor works - on roadway,

shoulder or pathway $587.00

Works other than minor works - not on roadway,


Minor works - on roadway, shoulder or pathway $150.00

Minor works - not on roadway, shoulder or

pathway $65.00

Works other than minor works - on roadway,






Works other than minor works - not on roadway,


Minor works - on roadway, shoulder or pathway $150.00

Minor works - not on roadway, shoulder or

pathway $65.00

Sporting Ground

Hire/Rental

Seasonal Use - per Season, per team

Discount rates apply to Junior, Veterans, Disabled and Women’s’ sport teams.

Class A Ground - Senior Rate $549.00

Class A Ground - Discount Rate $133.00

Class B Ground - Senior Rate $274.00

Class B Ground - Discount Rate $76.00

Finals - Seasonal Use

Class A Ground per finals match - Senior Rate $296.00

Class A Ground per finals match - Discount Rate $76.00

Class B Ground per finals match - Senior Rate $149.00

Class B Ground per finals match - Discount Rate $39.00

Non Team Based Charges (per Season)

Skills (inc Auskick, Goalkick, Netta, etc) $69.00

Athletics (junior) $370.00

Athletics (senior) $739.00

Dog Training $555.00

Netball Courts $96.00

Netball Courts - Plexipave $149.00

Casual Use of Seasonal Grounds

(All Grounds - per day)

Community Groups $74.00

Charity groups $74.00

Schools - Kingston based Free of Charge

Schools - Non Kingston based $76.00

Private - Social $149.00

Private - Commercial Price on Application

Kingston Heath Regional Soccer

Centre Synthetic Pitch Hire

Full Pitch - Visiting Club Match $68.00

Full Pitch - Visiting Club Match (with floodlights) $93.00

Full Pitch - Visiting Club Training $47.00

Full Pitch - Visiting Club Training (with floodlights) $67.00

Half Pitch - Visiting Club Training $31.00

Half Pitch - Visiting Club Training (with floodlights) $48.00

Full Pitch - Casual Club / User Match $89.00

Full Pitch - Casual Club / User Training $62.00

Full Pitch - Casual Club / User Clinic $67.00

Full Pitch - Casual Club / User School $47.00

Full Pitch - Casual Club / User Commercial $135.00

Appendices




Full Pitch - Casual Club / User Match (with

floodlights) $124.00

Full Pitch - Casual Club / User Training (with

floodlights) $87.00

Kingston Heath Regional Soccer

Centre Synthetic Pitch Hire

Full Pitch - Casual Club / User Clinic (with

floodlights) $94.00

Full Pitch - Casual Club / User School (with

floodlights) $65.00

Full Pitch - Casual Club / User Commercial (with


Half Pitch - Casual Club / User Training $42.00

Half Pitch - Casual Club / User Clinic $45.00

Half Pitch - Casual Club / User School $31.00

Half Pitch - Casual Club / User Commercial $89.00

Half Pitch - Casual Club / User Training (with

floodlights) $58.00

Half Pitch - Casual Club / User Clinic (with

floodlights) $62.00

Half Pitch - Casual Club / User School (with

floodlights) $44.00

Half Pitch - Casual Club / User Commercial (with


Hall Hire

Cheltenham Hall

Complex - Day $14.00

Complex - Evening $26.00

Complex - Weekend $75.00

Main Hall - Day $14.00

Main Hall - Evening $19.00

Main Hall - Weekend $51.00

Supper Room - Day $8.00

Supper Room - Evening $14.00

Supper Room - Weekend $31.00

Meetings $19.00

Allan McClean Hall

Complex - Day $37.50

Complex - Evening $80.00

Complex - Weekend $112.00




Supper Room – Day $22.00

Supper Room – Evening $37.50

Supper Room – Weekend $37.50





Hall Hire

Meetings $37.50

A.T. Niemann Community Centre




Carrum Community Centre




Meetings $7.50

Mordialloc Court House Hire

Complex $26.00

Main Hall $19.00

Supper Room $15.00

Community Transport Bus Hire

Fees

Per single or return trip $3.60

Day Trip - mid week Community Group Hires

(charge per bus inc driver) $220.00

Day Trip – Council calendar (per person) $14.60

Hire Service: Over five hrs $138.00

Multi Purpose Theatre

(Kingston Arts Centre)

Hire Monday - Friday $51.00 - $84.00

Studio Rate (new) per hour: min three hours 9am

to 5pm only $30.00

Multi Purpose Theatre

(Kingston Arts Centre) Hire Sat - Sun $74.00 - $108.00

Additional Charges Theatre

Lighting & Audio Pro Rata Charge

(also refer to Technical Equipment Schedule of

Fees)

$90.00

Technician Charges (compulsory if theatre lighting

& audio is required) $60.00

Chamber 1 (Kingston Arts

Centre)

Hourly (Monday - Friday) $40.00 - $65.00

Studio (new) 9am to 5pm Mon - Fri $30.00

Hourly (Saturday - Sunday) $59.00 - $96.00

Gallery 1 (Kingston Arts Centre) four week block $800 per 4 week block

Gallery 2 (Kingston Arts Centre) four week block $700 per 4 week block

Gallery 3 (Shirley Burke Theatre) four week block $530 per 4 week block

Appendices




Kingston City Hall Rental

(up to 400 people) - Theatre Style/Dinner Dance

(Day eight hours) $232.00 - $1,157.00


(Day/Night) $364.00 -$1,815.00

Schools - Mon to Thurs (up to 400 people) -

Theatre Style/Dinner Dance (Day 8 hours) $693.00


Theatre Style/Dinner Dance (Day/Night) $1,089.00


(Fri/Sat/Sun) (Day 8 hours) $417.00 - $2,075.00


(Fri/Sat/Sun) (Day/Night 13 hours) $536.00 - $2,680.00

(Trade Shows/Exhibitions) - (8 hours Day or 5

hours Evening) $370.00 - $1,845.00

(Trade Shows/Exhibitions) (Day / Night) $377.00 - $1,881.00

(Trade Shows/Exhibitions) - (Fri/Sat/Sun) (eight

hours Day or 5 hours Evening) $397.00 - $1,980.00

(Trade Shows/Exhibitions) (Fri/Sat/Sun) (Day /

Night) $439.00 - $2,293.00


(Day eight hrs) $330.00 - $1,599.00


(Day/Night) $2,251.00


Theatre Style/Dinner Dance (Day eight hours) $959.00


Theatre Style/Dinner Dance (Day/Night) $1,348.00


(Fri/Sat/Sun) (Day eight hours) $584.00 - $2,929.00



(up to 1000 people) - Theatre Style Only (Day

eight hours) $352.00 - $1,760.00

(up to 1000 people) - Theatre Style Only

(Day/Night 13 hours) $640.00 - $3,198.00

Kingston City Hall Rental


Theatre Style Only (Day eight hours) $1,054.00


Theatre Style Only (Day/Night 13 hours) $1,918.00


(Fri/Sat/Sun)(Day eight hours) $692.00 - $3,456.00



(Trade Shows/Exhibitions) - (8 hrs Day or 5 hrs

Evening) $647.00 - $3,234.00





(Trade Shows/Exhibitions) (Day / Night) $657.00 - $3,285.00


hours Day or 5 hours Evening) $688.00 - $3,455.00

Live Music Underage Fee Full Day Venue Hire 11am - 1am Mon - Sun $4,204.00

Live Music Fee

Full Day Venue Hire 11am - 1am Mon - Sun $1,000.00

(Trade Shows/Exhibitions) (Fri/Sat/Sun) (Day/

Night) $813.00 - $4,060.00

Banquet Room

(up to 200 people) - Dinner or Theatre Style (Day

eight hours) $120.00 - $596.00

(up to 200 people) - Dinner or Theatre Style

(Day/Night) $160.00 - $794.00

Schools - Mon to Thurs (up to 200 people) - Dinner

or Theatre Style (Day eight hours) $369.00


or Theatre Style (Day/Night) $476.00


(Fri/Sat/Sun) (Day eight hours) $160.00 - $794.00


(Fri/Sat/Sun) (Day/Night 13 hrs) $119.00 - $994.00

(Trade Shows/Exhibitions) - (eight hours Day or

five hours Evening) $194.00 - $970.00

(Trade Shows/Exhibitions) (Day / Night) $198.00 - $984.00


hours Day or five hours Evening) $208.00 - $1,034.00

(Trade Shows/Exhibitions) (Fri/Sat/Sun) (Day /

Night) $240.00 - $1,199.00

(up to 100 people) - Dinner or Theatre Style (Day

eight hours) $84.00 - $420.00


(Day/Night) $123.00 - $613.00


or Theatre Style (Day eight hours) $250.00


or Theatre Style (Day/Night) $369.00

Banquet Room


(Fri/Sat/Sun) (Day eight hours) $123.00 - $613.00


(Fri/Sat/Sun) (Day/Night 13 hrs) $163.00 - $812.00

Event Bump In/Out Grand Hall Or Banquet Room For Event Bump

In/Out Held Prior To/After Event Dates $290.00

Functions Room

(Functions Room - A OR B) $40.00 - $65.00

(Functions Room - A & B) $70.00 - $115.00

(Functions Room - A OR B) (Sat/Sun) $59.00 - $96.00

(Functions Room - A & B) (Sat/Sun) $88.00 - $150.00

Appendices




Other Charges

Kingston City Hall Kitchen $575.00

Hourly Rate (Mon - Thurs) after block rates of hire $240.00

Hourly Rate (Fri - Sun) after block rates of hire $300.00

Basic Audio/Lighting Charge $364.00 - $592.00

Additional Audio/Lighting Charge (enquire on

application) On Application

Technician Charges (compulsory if theatre lighting

& audio is required) $60.00

Box Office Staff/Ushers Mon - Fri $42.00

Box Office Staff/Ushers Sat - Sun $49.00

Box Office Staff/Ushers Public Holidays $97.00

Damage Bond - regular hirers $600.00

Damage Bond - one off hirers $3,000.00

Damage Bond - with use of kitchen $800.00

Rehearsals and Decorating $133.00

Public Liability Insurance (one-off events) $34.00

Moorabbin Organ Rental

(Kingston Arts Centre)

Wurlitzer Organ & Piano $54.00

Wurlitzer Organ & Piano - Day Mon - Fri $22.00

Apra Licences (Kingston Arts

Centre)

Rate per function if music is to be played or

performed $47.00

Shirley Burke Theatre

Theatre Performance rate (five hour block) Standard $860.00

Community $612.00

Additional Performance hours Standard $172.00

Community $122.00

Theatre Weekly rate

Standard $3,914.00

Community $2,750.00

Schools $3,306.00

Theatre Rehearsal (three hour block) Standard $288.00

Community $222.00

Additional Theatre Rehearsal hours Standard $94.00

Community $74.00

Foyer and Bar hire (three hour block) Standard $309.00

Community $262.00

Additional Foyer and bar hours Standard $103.00

Community $87.00

Studio hire (three hour block) Standard $93.00

Community $62.00

Additional studio hire hours Standard $31.00

Community $21.00

Apra Licences Shirley Burke

Theatre

Rate per function if music is to be played or

performed $27.19





Other Charges Shirley Burke

Theatre

Technician Charges $60.00 per hour (min 3 hours)

Box Office Staff/ Ushers Mon - Fri $42.00 per hour (min 3 hours)

Box Office Staff/ Ushers Sat - Sun $49.00 per hour (min 3 hours)

Box Office Staff/ Ushers Public Holidays $97.00 per hour (min 3 hours)

Public Liability Insurance (one-off events) $34.00 - POA

Damage Bond $500.00

Library Fees, Audio/Visual,

Internet

Overdue fees per item

30 cents per day to a maximum of $6.00

per item. Membership suspended when a

fine is accrued

Reservations $1.00 per item on request

Interlibrary loans $7.00 for Non-charging libraries

University and Interstate Interlibrary loans $17.00 per item for charging libraries

Lost and damaged books Cost of replacement or repair

Replacement Borrower’s Card $4.40 per card

Printing 20 cents per page

Public Fax Sending: Australia wide· $5.50 first page·

$1.10 extra pages

Prepared bibliographies or kits of information $5.00 - up to 10 pages

Prepared bibliographies or kits of information $6.00 - over 10 pages

Community Organisation

Photocopying (Library)

A4 (bw) $0.20

A4 colour $2.00

A3 (bw) $0.40

A3 colour $4.00

PC Training Fees (Library) Training Session Individual Pricing

Meeting Room Hire (Library)

Community Groups per session $22.00

Commercial Groups per hour $55.00 per hour

Urn $4.50

Cups $6.60

Customer Services Citronella Collars $20.00

Plan Copy Charges

A4 $1.00

A3 $1.50

A2 $3.50

A1 $6.00

B1 $8.00

A0 $10.00

CD $1.50 per disk $1.00 per plan

Appendices




Local Laws - Other Income

Building Materials/Nature Strip Permits $134.00

Copies of Local Laws per section $3.10

Copies of Local Laws Minimum charge $7.00

Replacement of Disabled Label (Administration

Charge) $16.00

Impounded Goods Release $105.00

Permit for livestock $145.00

Annual Renewal Permit Livestock $33.00

Permit to store oversize/overweight vehicles per

annum (cost recovery basis) $257.00

Mordialloc Creek Moorings

A Section $1,590.00 per annum

B Section $840.00 per annum

Pensioner Discount $75.00 per annum

Commercial - Business Sites 1 - 6 Plus Power $175.00 per annum per metre

Power Fee $240.00 per annum

Hire Boat Sites 1 and 2, per mooring $133.00 per annum per metre

Hire Boat Sites 3 and 4, per mooring $133.00 per annum per metre

Hire Boat Site 5, per mooring $53.00 per annum per metre

Transfer Fee $110.00 GST incl.

Admin Fee $110.00 GST incl.

Late Payment of Mooring Fee 5% of Outstanding Fee.

Licence fees for Laneways Minimum Annual Fee $250.00

Bin/Skip Permit Fees Local Laws permit issued to place skips on council

controlled roads $405.00

On road Permit Local Laws permit issued to use council controlled

roads $106.00

Good & Signs

A-frame / Tear Drop sign $160.00

Display goods and sign $400.00

Display Goods $343.00

Tables & Chairs

Up to eight Chairs $343.00

For each additional chair > eight $70.00

Animal Release Fees Dog & Cat release fees Equal to fee charged by Contractor

including GST

Dog/Cat Registration

Category 1 Cat $151.00

Category 2 Cat $35.00

Category 1 – pensioner $75.50

Category 2 – pensioner $17.50

Cat disposal/euthanasia Equal to fee charged by Contractor

including GST

Category 1 Dog $151.00





Category 2 Dog $50.00

Category 1 Dog - pensioner $75.50

Category 2 Dog - pensioner $25.00

Dog disposal/euthanasia Equal to fee charged by Contractor

including GST

Animal Registration Replacement Tag $7.00

Permit for excess animals on property $145.00

Annual Renewal Permit Excess animals $33.00

Registration of Menacing Dog $151.00

Registration of Restricted Breed/Declared

Dangerous Dog (has attacked) $200.00

Registration of Dangerous Dog (guard

dog/protection trained) $151.00

Impounded Livestock At Cost including GST

Refund of Animal Registration MONTHS/12 * FEE * 0.75

Domestic Animal Business $198.00

Database search on animal history $30.00

Fire Prevention Works -

Recovery Costs

Fire Prevention Clearance non compliance Invoice cost + 20%

Fire Prevention owners request Invoice cost + 10%

Permit to Burn $95.00

Derelict & Abandoned Vehicles

Reclaimed Vehicle $370.00

Storage Fee per day (from date of impoundment,

first five days free to encourage quick pick up by

owner)

$25.00

Planning Permit Application

Class 1 $502.00

Class 2 $239.00

Class 3 $490.00

Class 4 $102.00

Class 5 $604.00

Class 6 $707.00

Class 7 $815.00

Class 8 $1,153.00

Class 9 $4,837.00

Class 10 $8,064.00

Class 11 $16,130.00

Class 12 $386.00

Class 13 $386.00

Class 14 $386.00

Class 15 $781.00

Class 16 $249.00

Planning Permit Application

Class 17 $541.00

Class 18 $404.00

Amend an application for permit after Notice given $102.00

Planning Information Residential Development $115.00

Appendices




Non Statutory Planning Fees Planning Permit - Extension of Time $250.00

Completed Planning Files

Copy of planning permit & Endorsed Plan $115.00

Copy of Title $50.00

Secondary Consent $250.00

Secondary Consent Retrospective $450.00

Advertising Notices to adjoining and opposite

owners

$150 up to 20 letters, $5 each for any

additional letters

Contractor to place Standard Advertising Notice in

site

$200 for first notice, $25 for additional

notice

Contractor to place Large Advertising Notice on

site $300 for first notice, $125 additional notice

Creation of S173 Agreements Section 173 $1,000.00

Advertising Report and Consent Advertising $50 per Regulation

Building Administration Fees

Building Act Section 29A Report & Consent Fee $59.62

Property Information $47.60

Copy Of Building Plans

Copies of Residential Plans $80.00

Copies of Commercial Plans Price includes up to 5

x A1 plans $136.00

Additional Copies of commercial plans - A0 $10.00




Building plans Scan plans onto CD or email after

10 copies $2.20

Copy of Building Permit or Occupancy Permit $60.00

Amended Permits (Including

Plans) Under Section 72 Reg 8b

Class 1 $502.00

Class 2 $502.00

Class 3 $239.00

Class 4 $490.00

Class 5 $102.00

Class 6 $604.00

Class 7 $707.00

Amended Permits (Including

Plans) Under Section 72 Reg 8b

Class 8 $815.00

Class 9 $386.00

Regulation 10 (Section 97N) $147.00

Consent From Council Determining whether something has been done to

the satisfaction of Council $102.00

Rezoning Applications

Application Fee $798.00

To consider submissions $798.00

To adopt $524.00

To the Minister $798.00





Residential Tenancies

Registration

Caravan Parks (per site) Set by State Legislation

Caravan Parks Registration Transfer Set by State Legislation (5 Fee units)

Health Act Registration

Residential Accommodation up to five Rooms $246.00

Each additional Room over five $20.00

Hotels/Motels - Up to 20 units $173.00

Hotels/Motels – 20-40 units $240.00

plus each additional above 40 $20.00

Personal Care and Body Art Industries $93.00

For any additional procedures $46.50

Food Act Registration

Category 1 Complex FSP $465.00

Category 2 Simple FSP $325.00

Category 3 Minor FSP/3rd Part Audit $258.00

Category 4 FSP Exempt $187.00

Plus each above five $25.00

Market Stalls $0.00

Club Pavilions (full year) Charged at 50% Standard Premises fee

Club Pavilion per season Charged at 25% Standard Fee

School Canteens School Operated Charged at 25% Standard Fee

Non Complying Food Samples At Cost

Registration transfer $93.00

Transfer of Registration for Packaged Food and

Personal Care and Body Art Industries $46.50

Other Fees

Late Payment of Registration Fee 50% of registration up to $93

Transfer Inspection and Report $202.00

50% discount for Packaged Food and Personal

Care and Body Art Industries $101.00

Urgent Report and Inspection Fee (within seven

days) $404.00

New Premises Application Full Fee $340.00

New Premises Application Half Fee $170.00

New Premises Application Quarter Fee $85.00

Food Vendors- 14 Day Application $53.50

Food Vendors - late application under 7 days $107.00

File Enquiries $80.00

Re-Inspection Fee $115.00

Other Fees Ministry of Housing Declaration (Cessation) $165.00

Appendices




Waves - Aquatic Entry

Adult Swim $6.80

Child Swim $5.50

Child (Under three) Free

Student Swim $5.50

Concession Swim $5.50

Family $22.00

Spectator (no fee for LTS parents) $2.50

Waves Occasional Child Care

Members $6.50

Casuals $9.00

Don Tatnell - Aquatic Entry

Adult Swim $6.40

Child Swim $5.00

Child (Under three) Free

Student Swim $5.00

Concession Swim $5.00

Family $17.60

Spectator Free

Accesscare Linkages - User

Fees & Charges

Service fee in accordance with Department of

Health Funding and Service Agreement $0-60 per week

AccessCare Cacp & Each - User

Fees & Charges

Service fee in accordance with Commonwealth

Funding and Service Agreement $0-60 per week

Boat Sheds

Category A - Small under 15.99 sq metres $636.00

Category B - Medium 16m2 - 29.99 sq metres $880.00

Category C - Large 30 sq metres + $1,095.00

Pension Rebate for Boatshed 10% Discount

Late Fee charges 5% of Outstanding Fee

Transfer Fee $1,200.00

Right Of Way Minimum licence fee for sale of right of way $3,00.00

Property Rental

Full Liquor Licence 2% of gross takings plus GST

Restricted or Renewable Licence $500.00 pa plus GST

Commercial Use of Council

Land

Licence Preparation Fee $250.00

Construction Zone Fee – Type 1 (to be charged in

conjunction with Hoarding Fee as applicable) $1.44 per sq.m/per week

Construction Zone Fee – Type 2 (to be charged in

conjunction with Hoarding Fee as applicable) $0.96 per sq.m/per week

Commercial Use of Council Land Fees – Primary

Sites Up to $500 per day

Commercial Use of Council Land Fees –

Secondary Sites Up to $250 per day

Commercial Use of Council Land Fees – Tertiary

Sites UP to $100 per day

Land Information Certificates

Land Information Certificate $20.00

Land Information Certificate (24 hour turnaround) $62.00





Sales Register Annual Subscription Fee for Valuers incl. GST $220.00

Dishonour Fees Dishonour Payment Fees $25.00

Parking Meter

Foreshore Parking Fees - daily ticket (excluding

Governor Road) $12.00

Foreshore parking fees - per hour $3.30

Resident Parking Scheme Per Additional Permit (first three free to residents/

rate payers) $73.00

Governor Road Car Park

Boat ramp car park fees - per hour $3.30

Boat ramp car park fees - daily ticket $12.00

Boat ramp car park fees - per annum 50%

discount for pensioners $155.00

Freedom Of Information

Request

Application fee set under Freedom of Information

Act 1982 $26.50

Immunisation

Hepatitis B (Adult) (per vaccination) $32.00 - $40.00 per vaccine or $96.00 -

$120.00 for full course

Hepatitis B (Paediatric) (per vaccination) $22.00 - $30.00 per vaccine $66.00 -

$90.00 full course

Flu Vax (per vaccination)

$20.00 - $26.00 for community, private

business

$22.00 - $28.00 (incl GST) plus $220

service fees on site visit

Varivax (Chicken Pox) (per vaccination) $70.00 - $78.00

Twinrix (per vaccination) $85.00 - $92.00

Hepatitis A (Adult) (per vaccination) $72.00 - $80.00 or

$144.00 - $160.00 for full course

Infanrix Hexa (per vaccine) $100.00 - $110.00

Prevenar (per vaccine) $150.00 - $158.00

Priorix (per vaccine) $38.00 - $45.00

Nesivac (per vaccine) $87.00 - $94.00

Infanrix IPV (per vaccine) $60.00 - $68.00

Hiberix (per vaccine) $28.00 - $35.00

Human Papillomavirus (HPV) (per vaccine) $148.00 - $155.00 per vaccine or

$440.00 - $465.00 full course

Menitorix (per vaccine) $65.00 - $74.00

Rotateq (per vaccine) $87.00 - $95.00

Priorix Tetra (per vaccine) $70.00 - $79.00

Boostrix (per vaccination) $45.00 - $54.00

Long Day Care (Childcare)

Late Collection Fee $17.00

Half day session/orientation (transition) $49.75

Daily Flat fee - Carrum $103.00

Daily Flat fee – Parkdale and Edithvale FCC $111.00

Four year old kindergarten fee $405.00

Excursion/Incursion Fee $6.30-$17.50 per activity

Children's Hats $5.70

Appendices




Family Day Care

Parent Administration Fee (previously known as

Administration levy (per child per hour) $1.60 per hour

Care Provider Scheme Contribution previously

known as Equipment Levy per fortnight $6.00

Educator Software & Administration Fee $200.00 p.a.

Playgroup Attendance Fee $3.70

Late timesheet fee $20.00

Annual Car safety check $24.00

Facilitated Playgroup General Families and Family Day Care providers –

12/13 $27.00

Children's Services Entry fees Free - $43.00

Play Centre Fees Hourly Hire $8.30

Preschool Enrolment Enrolment Fee (per enrolment) Health Care Card

Holders exempt $21.00

Before & After School Care

(Per Session)

Before School Care (Permanent) $19.50

Before School Care (Casual) $21.50

After School Care (Permanent) $23.50

After School Care (Casual) $26.50

Outstanding account fee - (60 days + over due) 20%

Bus transport $1.50

Curriculum Day Fee $59.00

Late collection fee $18 per 15 minutes

ASC - Early finish fee (e.g. end of term 2.30 start) $26 per session

Vacation Care (Per Day)

Flat fee term $59.00

In Centre activities Excursion and workshop fees are

dependent on the particular activity and

will be advertised for each vacation care

period. Excursions

Late enrolment fee $37.00

Refund administration fee $6.00

Refund Cheque requisition fee $16.50

Youth Services

Miscellaneous programs Free - $20

Freezer events entry and canteen products Free - $20

These fees are set by the Commonwealth and may be adjusted from time to time.

Aged & Disability

Low Income Category - Individual/couple/family (determined by DoH)

Domestic Care (per hour and includes

products) $7.60

Personal Care (per hour) $5.70

Respite Care (per hour) $4.60

Property Maintenance (per hour-materials at

cost) (+ - 10%) $14.00

Meals On Wheels (per meal) & (Sandwich

option) $9.40/$4.40





Medium Income Category - (determined by DoH)

Domestic Care $9.00

Personal Care $5.70

Respite Care $4.60

Domestic Care $11.50

Personal Care $10.35

Respite Care $6.15

Aged & Disability



Respite Care $6.15

Property Maintenance $16.50

Meals On Wheels/sandwich option $9.40 /$4.40

Medium Income Couple

Domestic Care $9.00

Personal Care $5.70

Respite Care $4.60



Respite Care $6.15



Respite Care $6.15


Meals on Wheels/sandwich option $9.40/$4.40

Medium Income Family

Domestic Care $9.00

Personal Care $5.70

Respite Care $4.60



Respite Care $6.15



Respite Care $6.15


Meals on Wheels/sandwich option $9.40/$4.40

High Income Category (determined by DHS)

Individual Couple Family



Appendices




Respite Care $23.00


Meals On Wheels - Sandwich option $9.40/$4.40

All Kilometres travelled in direct service

provision (per Km) $1.00

Aged & Disability - Full Cost

Recovery - Commercial

Monday to Friday 7am - 7pm

Domestic Assistance $61.95


Respite Care $73.50

Specific Respite $70.95

Overnight Respite - up to 12 hours $353.35

Overnight Respite – 12 - 24 hours $551.70

Home Nursing $118.50

Home Maintenance $63.25

Delivered Meals/ sandwich option $18.05/$5.30

Delivered Meals (AccessCare Southern- GST free)

/ Sandwich option $16.40/$4.80

Monday to Friday, Saturday & Sunday After 7pm


Respite Care $105.90



Domestic Assistance $135.90


Respite Care $149.75



All Kilometres travelled $1.10

Traders

Parking Permit

Trader car parking permit in Cheltenham $284.00

Trader car parking permit in Mordialloc $284.00

Trader car parking permit in Chelsea $284.00

Mordialloc Food Wine & Music

Festival

Gate Fee – family $5.00

Gate Fee $2.00

Globe To Globe Festival Gate Fee – family $5.00

Gate Fee $2.00

Harvest Festival Gate Fee – family $5.00





Gate Fee $2.00

Carols by Kingston Tickets $15.00

Wedding permit (new fee) Per permit issued $260.00

Commercial events – triathlons

(new fee)

Per day use of reserves and foreshores for

commercial activities $515.00 per day

Vegetation Pre Inspection

Permit

Tree Inspection and Report on Private Property $100 Blocks under 800sqm

$200 Blocks over 800sqm

Appeal against Refusal for Tree Removal for Local

Law Application $250.00

Application for tree removal (Local Law No.5) $50.00 per tree

Building Permit Fees

RESIDENTIAL DWELLINGS (Includes GST)

Class 10a’s Verandas, Decks, Carports,

Garages, Sheds, Fences and the like

(assessment and up to three inspections)

Value of works under $5,000 $330.00

Value of works $5,000 to $10,000 $440.00

Value of works $10,000 to $40,000 $550.00

Value of works above $40,000 $660.00

Restump/Underpinning/Relocating a dwelling into

Kingston (assessment and two inspections)


Value of works $5,000 to $10,000 $440.00


$5,000 refundable security bond for relocating $5,000

RESIDENTIAL DWELLINGS

House addition or Per Unit Addition $680.00

New House or Domestic Unit $1,020 Flat Fee

Demolition/Removal inc Section 29a fee

(assessment and one inspection)


Value of works $5,000 to $10,000 $330.00


Class 10b’s – Safety Barriers, In-ground/Above

ground Pools and Spas and the like

(assessment and up to 3 inspections)

Under $5,000 (Above ground Pool/Spa/Safety

Barriers Only) $330.00

$5,000 to $10,000 (Concrete/Fibreglass Pool/Spa

and Barriers) $440.00

Above $10,000 (Concrete/Fibreglass Pool/Spa and

Barriers $550.00

DOMESTIC DEMOLITIONS

Domestic Only Flat Fee $550.00

COMMERCIAL WORKS & DEMOLITIONS: incl GST

Minor Fit Out or Like Works (Cost < $25,000)

Increased by $15,000.00 $1,695.00

Appendices




Demolition Works inc. Section 29A Report &

Consent Fee $1,695.00

Building Project costing up to $50,000 $2,300.00
















Building Project costing up to $1,000,000 $6,980.00

Building Project costing over $1,000,000 $9,680.00 (plus Pro Rata amount over)

COMMERCIAL MISCELLANEOUS BUILDING FEES

Per Regulation 608 Consent per reg $440.00 including GST

Per Regulation 1011 Exemption per reg $440.00 including GST

Alternative Solution per Report & BCA section per

reg $725.00 including GST

MFB/CFA Regulation 309 & 1003 per project $1,815.00 including GST

Per Additional Occupancy Permits $242.00 including GST

MISCELLANEOUS BUILDING FEES (GST exempt)

ResCode 410 Siting Dispensation Report &

Consent Fee $244.00

Combined Allotments 502 Report & Consent Fee $244.00

Subdivision 503 Report & Consent Fee $244.00

Street Projection 513 Report & Consent Fee $244.00

Public Area 515 Report & Consent Fee $244.00

Hoarding LL2 Report & Consent Fee $244.00

Public Protection 604 Report & Consent Fee $244.00

Septic Tank 801 Report & Consent Fee $244.00

Flooding 802 Report & Consent Fee $244.00

Designated Land 806 Report & Consent Fee $244.00

Place Public Entertainment POPE 1101 Report &

Consent Fee $244.00

Report and Consent Re – Application Fee $244.00





Demolition 29A Report and Consent Fee $60.90

Stormwater LPD 610 Report & Consent Fee $60.90

Building Permit/Hazard Information Reg 326(1) &

326 (2) $95.20

Mandatory Inspection Date Info Reg 326(3) $47.60

MISCELLANEOUS BUILDING FEES (includes GST)

ResCode Plans Reduction $73.70

Change of Permit or Certificate Details etc. $61.60


Submission of Amended Plans (complex may be

more) $61.60

Extension of Building Permit Time Fee (> 2 years) $61.05

Lapsed Building Permit Fee (Cost to Reactivate) $165.00

Council Building Fire Safety Audits $177.85 per

hour $210.00

Council Building Swimming Pool & Spa Safety

Audits per hour $210.00

Basic Additional Building Inspection Fee Rate per

Hour $210.00

Minimum hourly rates only - more complex may be

more $210.00

Clarinda Hall 1

Minimum three hours

$88.00 per hour Commercial/

$53.00 Community/

$35.00 Service Provider Rates

*Duty Manager can be required for

weekend at $46.35 per hour

Five hour block

$350.00 Commercial/

$210.00 Community/




Eight hour block

$576.00 Commercial/

$346.00 Community/




Clarinda Hall 2

Minimum three hours

$52.00 ph. Commercial/

$31.00 Community/

$21.00 Service Provider Rate



Five hour block

$206.00 Commercial/

$124.00 Community/




Eight hour block

$335.00 Commercial/

$201.00 Community/




Appendices




Clarinda Hall 1 & 2 combined

Minimum three hours


$62.00 Community/




Five hour block

$412.00 Commercial/

$247.00 Community/




Eight hour block

$670.00 Commercial/

$402.00 Community/




Clarinda Multipurpose Room

Minimum three hours

$62.00 Commercial/

$37.00 Community/




Five hour block

$247.00 Commercial/

$148.00 Community/




Eight hour block

$402.00 Commercial/

$241.00 Community/




Clarinda Kitchen Minimum three hours


$19.00 Community/



weekend at $46.35/hr

Clarinda Training Room

Minimum three hours


$15.00 per hour Community/


Five hour block

$103.00 Commercial/

$99.00 Community/


Eight hour block

$180.00 Commercial/

$108.00 Community.


Clarinda Office 1

Minimum three hours $15.00 Commercial /


Five hour block $62.00 / $25.00 Service Provider Rate

Eight hour block $108.00 / $43.00 Service Provider Rate

Clarinda Equipment Hire/Other

Charges

Half day hire (max five hours)

$113.00 / Commercial/

$66.00 Community/


Full day hire $227.00

Portable PA System

$57.00 Commercial/

$33.00 Community/






Electronic White Board

$34.00 Commercial/

$33.00 Community/


Additional Duty Manager /

Attendant Additional Duty Manager / Attendant

$46.00 per hour minimum 4 hours

commercial/




Sundowner Community Centre

Hire Fees Main Hall – day


$11.00 per hour Community rate



Main Hall - after hours


$15.00 per hour Community rate



Multipurpose Room - day


$8.00ph Community



Multipurpose Room - after hours


$11.00 per hour Community



Meeting Room - day





Meeting Room - after hours





Main Hall Fees

$72.00 Commercial/

$43.00 Community



Main Hall Fees

$100.00 Commercial/

$60.00 Community



Main Hall Fees

$117.00 Commercial/

$70.00 Community



Main Hall – eight hours- after hours

$163.00 Commercial/

$98.00 Community



Multipurpose Room – five hours

$52.00 Commercial/

$31.00 Community



Multipurpose Room after - five hours

$72.00 Commercial/

$43.00 Community



Multipurpose Room - eight hours

$85.00 Commercial/

$51.00 Community



Appendices




Multipurpose Room after hours – eight hours

$117.00 Commercial/

$70.00 Community



Meeting Room after hours – five hours

$32.00 Commercial/

$19.00 Community



Meeting Room after hours- five hours

$44.00 Commercial/

$26.00 Community



Meeting Room after hours – eight hours

$53.00 Commercial/

$31.00 Community



Meeting Room after hours – eight hours

$72.00 Commercial/

$43.00 Community



Chelsea Activity Hub Hall 1 - day

$35.00 Commercial/

$25.00 Community



Hall 2 - after hours

$52.00 Commercial/

$31.00 Community


weekend at $46. per hour

Hall 2 – five hours - day

$140.00 Commercial/

$100.00 Community



Hall 2 – five hours - after hours

$208.00 Commercial/

$124.00 Community



Hall 2 – eight hours - day

$245.00 Commercial/

$175.00 Community



Hall 2 – eight hours - after hours

$364.00 Commercial/

$217.00 Community



Hall 1 & 2 combined - day

$35.00 Commercial/

$25.00 Community



Hall 1 & 2 combined - after hours

$52.00 Commercial/

$31.00 Community



Hall 1 & 2 combined –five hours day

$140.00 Commercial/

$100.00 Community







Hall 1 & 2 combined –five hours after hours

$208.00 Commercial/

$124.00 Community



Hall 1 & 2 combined – eight hours Day

$245.00 Commercial/

$175.00 Community



Hall 1 & 2 combined – eight hours after hours

$364.00 Commercial/

$217.00 Community



Kitchen - day

$75.00 Commercial/

$50.00 Community



Kitchen - after hours

$104.00 Commercial/

$62.00 Community



Kitchen – five hours day

$280.00 Commercial/

$200.00 Community



Kitchen – five hours after hours

$416.00 Commercial/

$248.00 Community



Kitchen – eight hours day

$525.00 Commercial/

$350.00 Community



Kitchen – eight hours after hours

$728.00 Commercial/

$434.00 Community



Park Meeting Room - day $20.00 Commercial/$

$12.00 Community

Park Meeting Room – after hours $26.00 Commercial/

$16.60 Community

Park Meeting Room – five hours day $80.00 Commercial/

$48.00 Community

Park Meeting Room – five hours after hours $104.00 Commercial/

$66.40 Community

Park Meeting Room – eight hours day $128.00 Commercial/

$76.80 Community

Park Meeting Room – eight hours after hours $182.00 Commercial/

$116.20 Community

Corner Meeting Room - day

$30.00 Commercial/

$15.00 Community



Corner Meeting Room - after hours

$37.50 Commercial/

$20.00 Community



Appendices




Corner Meeting Room – five hours day

$120.00 Commercial/

$60.00 Community



Corner Meeting Room – five hours after hours

$150.00 Commercial/

$80.00 Community



Corner Meeting Room – eight hours day

$210.00 Commercial/

$105.00 Community



Corner Meeting Room – eight hours after hours

$262.50 Commercial/

$140.00 Community



Hall 2 - after hours

$30.00 Commercial/

$15.00 Community



Hall 2 – five hours - day

$37.50 Commercial/

$20.00 Community



Hall 2 – five hours - after hours

$120.00 Commercial/

$60.00 Community *Duty Manager can be

required for weekend at $46.35 per hour

Hall 2 – eight hours - day

$150.00 Commercial/

$80.00 Community



Hall 2 – eight hours - after hours

$210.00 Commercial/

$105.00 Community



Hall 1 & 2 combined - day

$262.50 Commercial/

$140.00 Community





Appendix E Departmental Business Plan Outcomes 2015/16

This section sets out the activities and associated resource requirements for each Department. The

Business Plan Outcomes 2015/16 provide the links from each Department to the Planned Outcomes and

Objectives specified in the Council Plan.

The column headed “Net” represents the amount of contribution to the overall cost of delivering this

program from rate revenue. Amount shown as “( )” indicate programs where the amount of revenue

achieved from sources other than rates is less than the amount of expenditure.

Appendices


Property Services, Arts and Leisure DEPARTMENT BUSINESS PLAN OUTCOMES 2015/16

Property, Arts and Leisure Services manages Council’s property portfolio, Leisure Centres and Arts

Facilities.

Property functions include commercial and community leases, acquisitions, disposals, title management,

Lease Register, the provision of valuations for open space, pre-sale and purchase activities and Land and

Buildings Asset insurance.

Arts functions include the management of Kingston’s three cultural facilities and five community halls.

The venues provide formal visual arts spaces, theatres and major event spaces for directly programmed

and hire in events. The Arts team is also responsible for the development, delivery and management of

public art, Arts Grants and Kingston’s key arts strategies and policies.

Leisure functions include the operation of two leisure centres in the municipality. The Waves and Don

Tatnell Leisure Centres provide recreational and health services to all ages and physical abilities within

the Kingston and wider community.

COUNCIL PLAN OUTCOME

2015/16 BUDGET $

INCOME EMPLOYEE COSTS

MATERIALS NET


3,158,794 619,169 883,084 (1,656,541)


5,332,709 4,476,490 1,680,392 824,173

4.3 A city rich with cultural vitality 933,753 1,433,941 892,871 1,393,059

Total Property Services, Arts and Leisure 9,425,256 6,529,600 3,456,347 560,691

FTE 79.4



Parks and Recreation DEPARTMENT BUSINESS PLAN OUTCOMES 2015/16

The Parks and Recreation Department is responsible for Council’s environmental management and

maintenance programs. These programs promote sound and sustainable management principles for

environmental outcomes to meet the needs of residents, businesses and visitors to the City of Kingston. The

department is responsible for planning, maintaining and improving Council’s open space, foreshore, parks

and gardens. These activities include beach cleaning, litter bin collection, graffiti removal and public toilet

cleaning. Other key activities include maintenance of 52 sports grounds, 367 parks and reserves totalling

616 hectares, 90,000 park/street trees and 114 playgrounds. The department also provides direction and

support in the planning, development and coordination and delivery of services to sport and recreation

organisations for the benefit of the Kingston community


2015/16 BUDGET $


MATERIALS NET

1.3 Parks, playgrounds and reserves that meet community needs

0 307,268 175,802 483,070

2.3 Leaders in foreshore management, ensuring a vibrant, accessible and enhanced foreshore

0 310,311 59,800 370,111

2.6 A community sense of pride in the amenity of our parks, streetscapes and public spaces

345,716 3,634,958 8,174,148 11,463,390


187,654 458,001 96,581 366,928

Total Parks and Recreation

533,370 4,710,538 8,506,331 12,683,499

FTE 58.2

Appendices


Infrastructure DEPARTMENT BUSINESS PLAN OUTCOMES 2015/16

The Infrastructure Department is responsible for all civil infrastructure. This includes the asset management,

condition assessment and planning for the upgrading and renewal of road, footpath, drainage, bridges and

other infrastructure which have a replacement value of more than $800 million. The delivery of capital works

is also undertaken through approximately 50 contracts per annum.

This department is also responsible for the provision of waste services to approximately 63,000 residential

premises, which includes the collection of approximately 60,000 tonnes of garbage, recyclables and green

waste. The department is also responsible for road and infrastructure services covering maintenance and

repairs to Council’s roads, drains, footpaths, signs and street furniture. Further, the department is

responsible for strategic traffic and transport planning including parking.

The department also coordinates the Council wide emergency management response including key liaison

with Emergency Services within the municipality and the region.


2015/16 BUDGET $


MATERIALS NET


325,027 2,470,396 4,965,652 7,111,021

2.5 Adopt and implement sustainable practices

1,170,600 130,285 11,920,936 10,880,621


37,254 474,906 1,897,166 2,334,818

6.1 A well-governed, efficient and responsive organisation

134,000 352,511 147,935 366,446

Total Infrastructure 1,666,881 3,428,098 18,931,689 20,692,906

FTE 45.4



City Strategy DEPARTMENT BUSINESS PLAN OUTCOMES 2015/16

The City Strategy Department is responsible for developing, managing and guiding Council’s Strategic land

use planning and policy functions across a broad range of social, economic and environmental issues. The

Department plays a key role in facilitating public and private investment in Activity Centres and Green Wedge

Areas. The Department administers Council’s Statutory Building and Building Permit functions. Tasks include

managing Council’s statutory dispensations against building regulations, Issuing of building permits for

Council’s community buildings and the ongoing enforcement of breaches of the building regulations.


2015/16 BUDGET $


MATERIALS NET


281,000 1,616,433 340,500 1,675,933

2.4 Protect and enhance areas of high natural environmental value

0 191,133 203,800 394,933

4.1 Vibrant active urban centres 0 314,551 117,000 431,551

Total City Strategy 281,000 2,122,117 661,300 2,502,417

FTE 20.0

Appendices


City Development DEPARTMENT BUSINESS PLAN OUTCOMES 2015/16

The City Development Department is responsible for providing integrated development approvals (planning

permits) service to meet the needs of residents, ratepayers, the development industry and internal clients.

This area represents Kingston City Council at forums and tribunals related to planning applications as well as

Council’s Planning Enforcement. It also manages Council’s Vegetation Local Law and both the Building and

Planning Administration teams.


2015/16 BUDGET $


MATERIALS NET

2.1 Intergenerational land use, planning

and delivery 1,587,000 3,782,199 402,200 2,597,399

Total City Development 1,587,000 3,782,199 402,200 2,597,399

FTE 40.3



Economic Development DEPARTMENT BUSINESS PLAN OUTCOMES 2015/16

Economic Development is responsible for supporting and assisting Kingston’s 10,000+ strong business

community including manufacturers, retailers, business and personal service providers and home-based

businesses. This Department liaises with and supports Kingston’s retailers and service providers in the many

strip shopping centres; facilitates numerous business networks and provides businesses with access to a

variety of business development opportunities such as the Mentor Partners Program, business education

and Kingston’s business directory. The Economic Development Department also represents the business

community’s interests within Council.


2015/16 BUDGET $


MATERIALS NET

4.4 Thriving, profitable and sustainable

local economy 266,750 509,550 434,025 676,825

Total Economic Development 266,750 509,550 434,025 676,825

FTE 4.6

Appendices


Statutory Education and Compliance DEPARTMENT BUSINESS PLAN OUTCOMES 2015/16

Statutory Education and Compliance is responsible for education and enforcement of State Acts,

Regulations, Codes of Practices related to Animal Management, Parking (limited statutory offences), Fire

Prevention, Environment Protection, Council’s Local Laws and complaint investigation and resolution.

Statutory Education and Compliance receive approximately 5,000 complaints to investigate per year and

receive approximately 1200 calls after hours. Each year approximately 35,000 Infringement Notices are

issued for all types of offences.

The department is also responsible for education and enforcement of State Acts, Regulations, Codes of

Practices related to the Public Heath, Food Production and Sale, Environmental Protection and complaint

investigation and resolution. Almost 1,400 registration food premises are inspected each year and over 400

food samples taken and analysed.


2015/16 BUDGET $


MATERIALS NET


5,500,744 3,981,651 2,420,478 901,384

Total Statutory Education and Compliance 5,500,744 3,981,651 2,420,478 901,384

FTE 50.2



Library and Education Services DEPARTMENT BUSINESS PLAN OUTCOMES 2015/16

Library and Education Services are responsible for one of Council’s most significant community support and

education areas, through the provision of library and information services and Council Community Hubs to

the Kingston community. The Kingston Libraries and Community Hubs provide for the recreation,

information, social and cultural needs of the community as well as providing community space which all can

use. A large number of programs are provided, including developing children’s literacy and information

literacy for adults and community support in the Community Hubs.


2015/16 BUDGET $


MATERIALS NET

4.2 Informed, learning and connected city 1,189,410 4,216,855 1,876,928 4,904,373

Total Library and Education Services 1,189,410 4,216,855 1,876,928 4,904,373

FTE 50.2

Appendices


Community and Aged Services DEPARTMENT BUSINESS PLAN OUTCOMES 2015/16

The Community and Aged Services department's purpose is to encourage and support a connected community with enhanced health, wellbeing and independence of individuals, groups and communities. The services and programs are diverse and are delivered by approximately 390 staff and 550 volunteers with an annual budget expenditure of around $25 million.


2015/16 BUDGET $


MATERIALS NET


16,521,351 18,374,404 3,731,574 5,584,627

3.2 A City responsive to the needs and aspirations of the community

186,102 54,210 240,312


1,303,615 1,303,615

3.4 A diverse and inclusive community 234,549 1,030,238 336,581 1,132,270

5.2 Representative and inclusive of diverse view and communities

122,167 30,700 152,867

5.4 Working together in productive and supportive partnerships

67,070 5,942 113,385 52,257

Total Community and Aged Services 16,822,970 19,718,853 5,570,065 8,465,948

FTE 215.4



AccessCare Southern DEPARTMENT BUSINESS PLAN OUTCOMES 2015/16

AccessCare Southern is funded by the Commonwealth and Victorian governments to support people who

are older, have a disability and/or have other complex care needs, including those who are, or are at risk of,

becoming homeless. AccessCare Southern delivers specialist case management, a wide range of brokered

services and individual planning and support for these people living in the Local Government Areas of

Kingston, Bayside, Glen Eira, Stonnington and Port Phillip.


2015/16 BUDGET $


MATERIALS NET


9,164,269 3,682,901 5,389,368 (92,000)

Total AccessCare Southern 9,164,269 3,682,901 5,389,368 (92,000)

FTE 35.8

Appendices


Family, Youth and Children’s Services DEPARTMENT BUSINESS PLAN OUTCOMES 2015/16

Family, Youth and Children’s Services is responsible for the provision of community based support services

to all people in the municipality. The City of Kingston provides a diverse range of high quality family and

children’s services to meet the needs of families with children from birth to twenty five years, including Youth

Services, Family Support services (for vulnerable families), Maternal and Child Health, Immunisation, Family

Day Care, Long Day Care at 4 centres, Kindergarten Central Enrolment, School Aged Care (Before, After

School and Vacation Care) and Children and Family Services Development services (supporting community

managed children and family services).


2015/16 BUDGET $


MATERIALS NET


10,457,856 11,212,846 3,017,132 3,772,122

Total Family, Youth and Children’s’ Services

10,457,856 11,212,846 3,017,132 3,772,122

FTE 129.5



Community Buildings DEPARTMENT BUSINESS PLAN OUTCOMES 2015/16

The purpose of the Community Buildings service is to facilitate the provision of ‘fit for purpose’ community

buildings and facilities, that support the delivery of services to the Kingston community. This department is

also responsible for a comprehensive building operation management plan, which defines strategic capital

and planned maintenance investment priorities.


2015/16 BUDGET $


MATERIALS NET


120,000 2,214,278 3,567,112 5,661,390

1.2 Quality community facilities that are well used and accessible (including sports and recreation, libraries and arts facilities)

0 99,865 0 99,865

Total Community Buildings 120,000 2,314,143 3,567,112 5,761,255

FTE 24.2

Appendices


Financial Services

DEPARTMENT BUSINESS PLAN OUTCOMES 2015/16

Financial Services is responsible for the reporting and management of Council’s finances and ensuring

Council’s compliance with statutory financial and reporting obligations, preparation of the annual budget and

five year financial plan. This area is also responsible for accounts receivable, accounts payable, payroll and

banking functions. The management and maintenance of Council’s property and rating database along with

the overseeing of the general valuation every two years are other key functions for financial services. These

functions ensure the accurate raising of all rating revenue.

Financial Services includes the Planning and Performance team, who manage the Council and Community

planning and reporting for the organisation. It is responsible for key organisational and community planning

documents, including the development and reporting of the Council Plan, the Community Plan, Quarterly

Performance Reporting against the Council Plan and managing the production of Kingston’s Annual Report.

The team also co-ordinates and facilitates the annual business planning process for all departments and

manages Council's planning and reporting system. Business improvement for the organisations planning

and reporting framework including best practice, benchmarking across the sector and implementing any

legislative requirements or changes to reporting to State Government.


2015/16 BUDGET $


MATERIALS NET

6.1 A well-governed, efficient and responsible organisation

0 280,701 126,110 406,811


562,759 1,996,783 904,345 2,338,369

Total Financial Services 562,759 2,277,484 1,030,455 2,745,180

FTE 24.7



Information Services DEPARTMENT BUSINESS PLAN OUTCOMES 2015/16

The role of Information Services is to provide information systems and services that ensure the quality,

security and accessibility of data and information to Council.

This department is responsible for the support and development of Council’s Information Technology and

Communications (ITC), Information Management, Information Services Policies and the management of the

various Software Applications used by Council staff and Councillors. The department supports over 650 PCs

and Notebooks across 40 sites. The hardware and applications supported are required to operate in a 24/7

environment. The department is responsible for ensuring Disaster Recovery and Business Continuity

processes are in place. The department also maintains and supports the mobile phones and other mobile

devices used by Council.


2015/16 BUDGET $


MATERIALS NET


1,500 2,378,812 3,474,671 5,851,983

Total Information Services 1,500 2,378,812 3,474,671 5,851,983

FTE 23.3

Appendices


Procurement and Contracts DEPARTMENT BUSINESS PLAN OUTCOMES 2015/16

The objective of the Procurement and Contracts Department is to drive excellence in procurement and

contracting. The Department is responsible for providing information and specialist advice to the

organisation on procurement and contracts, overseeing tendering and contract compliance, reporting

organisational activity and driving best value outcomes from procurement. The Department is also

directly responsible for managing Council’s vehicle fleet and insurance programs.


2015/16 BUDGET $


MATERIALS NET


0 305,337 2,033,650 2,338,987

Total Procurement and Contracts 0 305,337 2,033,650 2,338,987

FTE 2.6



People and Culture DEPARTMENT BUSINESS PLAN OUTCOMES 2015/16

People and Culture is responsible for all employment related issues, including policy development and

provision of advice and support on workplace relations issues; training and professional development;

performance management; risk management; occupational health and safety and injury management and

rehabilitation for the organisation.


2015/16 BUDGET $


MATERIALS NET

6.3 An organisation that demonstrates community inspired leadership

14,000 1,310,106 692,861 1,988,967

Total People and Culture 14,000 1,310,106 692,861 1,988,967

FTE 12.2

Appendices


Governance DEPARTMENT BUSINESS PLAN OUTCOMES 2015/16

The role of the Governance Department is to:

1. Support the function of democratic local government through the Council and Councillors by promoting

and assisting effective decision making and the implementation of those decisions.

2. Support corporate governance processes by ensuring accountability and transparency in the many

legislative responsibilities of the organisation.

3. Ensure the effective management of Council’s internal meeting rooms and facilities.


2015/16 BUDGET $


MATERIALS NET

6.1. A well governed, efficient and responsive organisation

521,685 886,175 1,407,860

Total Governance 521,685 886,175 1,407,860

FTE 4.9



Communications and Community Relations DEPARTMENT BUSINESS PLAN OUTCOMES 2015/16

The Communications and Customer Relations department facilitates communication within the City of

Kingston, both internally to our employees and externally to the community. Providing strategic and tactical

communications advice to Councillors, Management and Officer, to both promote and protect the brand.

The department manages delivery of Kingston's four annual festivals and a range of community events such

as Australia Day Celebrations and various launches and openings throughout the year.

In addition, it is responsible for servicing the Kingston community by responding to all calls made to Council’s

1300 number, assisting residents who visit one of Councils Customer Service counters or via any of our

social media platforms.


2015/16 BUDGET $


MATERIALS NET


0 46,064 12,000 58,064

3.4 A diverse and inclusive community 175,000 359,000 945,653 1,129,653

5.1 Being the voice on community issues beyond council authority

0 348,480 28,860 377,340

5.3 Enhanced understanding of the complexity of issues impacting Council decision and outcomes

0 357,666 161,400 519,066

6.2 A customer focused organisation 1,500 1,319,778 464,249 1,782,527

Total Communications and Community Relations

176,500 2,430,988 1,612,162 3,866,650

FTE 27.5

Appendices


Executive Services DEPARTMENT BUSINESS PLAN OUTCOMES 2015/16

This area includes the Chief Executive Officer and Executive Management Team and associated support

staff.


2015/16 BUDGET $


MATERIALS NET

6.3 An organisation that demonstrates community inspired leadership

0 1,017,036 871,893 1,888,929

Total Executive Services 0 1,017,036 871,893 1,888,929

FTE 8.0



Central DEPARTMENT BUSINESS PLAN OUTCOMES 2015/16

This area includes income and expenses of a corporate nature which if attributed to an individual department

would distort the presentation of the budgets of that area. Income includes Rates and Charges Revenue,

Capital Grants associated with capital projects, the annual allocation from the Victorian Grants Commission

and Interest Income etc. Expenditure items include Council funded Pensioner Rate Rebate, finance and

banking costs and non-cash items such as depreciation and bad debts etc.


2015/16 BUDGET $


MATERIALS NET


1,000 0 0 (1,000)


138,608 464 36,095 (102,049)

Total Central 139,608 464 36,095 (103,048)

Appendices


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