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TRIM 16/58237

2016/17 Budget

CITY OF KINGSTON

2016/17 Budget

CITY OF KINGSTON

PAGE 2 CITY OF KINGSTON 2016/17 BUDGET #22

2016/17 Budget

CITY OF KINGSTON

CITY OF KINGSTON 2016/17 BUDGET #22 PAGE 3

Contents

Mayor’s Introduction ........................................................................................................................ 5

Chief Executive Officer’s Summary ................................................................................................. 9

Budget Reports ............................................................................................................................. 14

1. LINKAGE TO THE COUNCIL PLAN 15 2. SERVICES, INITIATIVES AND SERVICE PERFORMANCE INDICATORS 23 3. FINANCIAL STATEMENTS 50 4. FINANCIAL PERFORMANCE INDICATORS 57 5. GRANTS AND BORROWINGS 59 6. DETAILED LIST OF CAPITAL WORKS 61 7. RATES AND CHARGES STATUTORY DISCLOSURES 73

Budget Analysis............................................................................................................................. 82

8. SUMMARY OF FINANCIAL POSITION 83 9. BUDGET INFLUENCES 87 10. ANALYSIS OF OPERATING BUDGET 92 11. ANALYSIS OF BUDGETED CASH POSITION 97 12. ANALYSIS OF CAPITAL BUDGET 99 13. ANALYSIS OF BUDGETED FINANCIAL POSITION 103

Long Term Strategies .................................................................................................................. 105

14. STRATEGIC RESOURCE PLAN 106 15. RATING STRATEGY 109 16. BORROWING STRATEGY 114 17. ASSET MANAGEMENT STRATEGY 115 18. FEES & CHARGES STRATEGY 117

Appendices ................................................................................................................................. 129

APPENDIX A FEES AND CHARGES SCHEDULE 119 APPENDIX B BUDGET PROCESSES 149 APPENDIX C DEPARTMENTAL BUSINESS PLAN OUTCOMES 2016/17 151

2016/17 Budget

CITY OF KINGSTON


2016/17 Budget

CITY OF KINGSTON


Mayor’s Introduction

It gives me great pleasure to present the Draft 2016-17 Budget to the community.

The proposed Budget continues to deliver a broad range of services, infrastructure maintenance and new

projects to strengthen the Kingston community.

Highlights of the Budget include completion of the Westall Hub and Carrum Family & Children’s Centre

projects, the initiation of the Ben Kavanagh Reserve redevelopment, progressing the long-awaited Bay

Trail project and continuing our significant investment in sporting facilities and children’s services.

Council has again worked hard to deliver a financially responsible and balanced Budget, that complies

with rate capping legislation while continuing to deliver high-quality services and maintaining valuable

community infrastructure.

To help reduce the impact on pensioners, Council will continue its pensioner rebate of $100, which they

receive in addition to the Victorian Government rebate.

Due to our strong history of sound financial management, Kingston Council is well-placed to respond to

the Victorian Government’s new rate capping policy which will see average rates rise by no more than

2.5%.

While some local Councils have requested an exemption to allow them to raise rates higher than this

amount, Kingston Council has not applied for an exemption.

Instead we will continue to find innovative ways to contain and reduce Council costs – through

efficiencies, new technology and strategic resourcing – without negatively impacting on the services we

provide to the community.

The $56.4 million capital works Budget features a wide range of projects and initiatives to support our

community. These include:

Completion of the Westall Hub and Carrum Family and Children’s Centre projects with $6.9 million

and $1.8 million allocated in this year’s Budget respectively to fully fund the $8.0 million and $4.0 million

key community infrastructure projects.

Major redevelopment of Mordialloc’s Ben Kavanagh Reserve with $1.4 million allocated this year to

commence work on a new double-storey pavilion and $360,000 for upgrades around the park.

Progressing the long-awaited Bay Trail project to provide a shared walk/bike path from Mentone to

Mordialloc. Council will contribute $265,000 in this year’s Budget and has earmarked a total of

$3.0million over the next five years to deliver this important project. A further $545,000 has also been

allocated for other bike/walking trails across the municipality.

Providing high-quality services for children through a range of vital services and new infrastructure

projects including:

construction of the new relocated Chelsea Preschool ($1.9 million in 2016/17 of a $2.0 million

project)

$570,000 contribution in 2017/18 towards expansion and improvements at Chelsea Heights

Kindergarten

2016/17 Budget

CITY OF KINGSTON


playground upgrades totalling $630,000 including improvements at George Woods Playground,

Keeley Park Playground and toddler play area at Peter Scullin Reserve

continuing the Aspendale Gardens Youth Service following a successful 12-month trial.

Promoting an active and healthy community through major investments in local parks and sporting

facilities to strengthen local sporting clubs and encourage greater participation.

Projects include:

Dales Park ($545k), Bonbeach Sports Reserve ($697k)

$1.0 million towards the Moorabbin Reserve redevelopment project (part of Council’s overall $4.0

million contribution)

$645,000 towards maintenance and upgrades at Waves and Don Tatnell Leisure Centres

A $1.2 million upgrade of the G R Bricker Reserve Athletics upgrade

Increased funding for new sportsground lighting to $350,000 up from $220,000 annually.

Supporting the transition away from landfill use in Kingston’s Green Wedge through a $2.2 million

investment to remediate and landscape former landfill site in Elder St Clarinda, a further $665,000 for

remediation works at four sites (Spring Road, Heatherton Park, Argyle Avenue and Deals Road) plus

$0.6 million for other Green Wedge improvements.

Protecting and enhancing the foreshore with more than $2.6million invested in a range of projects

including:

$500,000 towards Mentone Coastal Precinct Plan

$1 million to complete the new Mordialloc Life Saving Club and Aboriginal Gathering Centre plus

$150,000 for new carpark

Maintaining vital community infrastructure including road and footpath repairs ($8.1 million), drainage

works ($3.0 million) and streetlight replacements ($1.5 million). These vital works are part of Council’s

ongoing and significant investment in community asset renewal.

I invite all Kingston residents to a public information session at 6pm on Tuesday 10 May 2016 at our

Cheltenham office where Council officers will be available to explain and discuss the 2016/17 Draft

Budget.

Written submissions on the Draft Budget are invited by 5pm, Friday 27 May 2016 via:

email to [email protected]

mail to Manager Finance, Kingston City Council, PO Box 1000, Mentone, 3194.

A Special Council meeting will be held on Monday 6 June 2016 to consider written submissions and

residents are invited to speak to their submissions at this meeting. The Draft Budget will be considered for

formal adoption at a Special Council meeting on Tuesday 14 June 2016.

Cr Tamsin Bearsley

MAYOR, CITY OF KINGSTON

mailto:[email protected]

2016/17 Budget

CITY OF KINGSTON


2016/17 Budget – at a glance

Aspendale Gardens Youth Outreach Service made permanent

Neighbourhood Character Study $200k

Strengthen support for senior’s groups

Improved on-line customer service options

Continued support for business community

More resources to address dumped rubbish

2.5% increase in Total Rates & Municipal Charge

Municipal Charge to remain at $100

No change to differential rates:

o Extractive / landfill land differential +300%

o Agricultural/Farm Land differential -20%

o Retirement Village land differential -10%

Increase in Waste Charges $4 or $5 per property

Pensioner Rebate (no change) $100

$56.4 million Capital Works program includes:

Roads Reconstruction and Resurfacing totalling $5.0 million supplemented by $1.93 million Roads

to Recovery Grant making a total of $6.9 million

Carrum Children’s Centre Building Renewal $1.75 million

Westall Hub $6.9 million including fit out

Chelsea Kinder $1.95 million

Drainage $3.0 million

Street Lighting Replacement Program $1.5 million

Footpath Renewal $1.2 million

Traffic Management $0.7 million

Mordialloc Life Saving Club Redevelopment $1.0 million

Ben Kavanagh Reserve – Pavilion upgrade $1.37 million

Moorabbin Reserve Masterplan implementation $0.95 million

Moorabbin Reserve Pavilion $1.0 million

G R Bricker Reserve Athletics Track $1.2 million

2016/17 Budget

CITY OF KINGSTON


COMMUNITY FEEDBACK INVITED

Kingston residents are invited to a public information session at 6pm on Tuesday 10 May 2016 at

Council’s Cheltenham Office (1230 Nepean Highway) to hear from officers and to discuss the 2016/17

Draft Budget.

Residents are 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 are invited

by 5pm, Friday 27 May 2016 via:

email to [email protected]; or

mail to Manager Finance, Kingston City Council, PO Box 1000, Mentone, 3194

A Special Council meeting was held on Monday 6 June 2016 at 6 pm to consider written submissions.

The Draft Budget will be considered for formal adoption at a Special Council meeting on Monday 14 June

2016 at 7 pm.

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

mailto:[email protected]

2016/17 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 2016/17 to 2019/20

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 2016/17 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.

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 goals 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

GOAL 6 A well managed and effective organisation

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.

2016/17 Budget

CITY OF KINGSTON


FINANCIAL PERFORMANCE

Projected Net Operating Result

Council’s projected 2016/17 Net Operating Result of

$20.8 million surplus. This is achieved after taking into

account depreciation expenses of $26.5 million, an

amount which is forecast to rise by between $0.9 -

$1.9 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 (2016/17 –

2019/20) after adjusting rate revenue and operating

expenditure forecasts and assumptions to respond to

rate capping from 2016/17. Capital grants over the

period are forecast to be $5.1 million in 2016/17, $0.6

million in 2017/18 and 0.6 million 2018/19. (detailed in

section 5.2). The 2015/16 forecast excludes the net

gain/loss relating to the sale of Council’s residential

aged care facilities to present a comparable operational

result over the outlook period.

Revenue Sources

In developing the four year financial plan, rates

and charges revenue is identified as an

important source of revenue and accounts for

approximately 65% 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 the provision and

renewal of community assets.

Council’s reliance on Rates and Charges

Revenue as its principal source of revenue at 65% is close to the average for 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).

‘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 metropolitan Melbourne and the level of user fees and fines is expected to remain relatively constant

in 2016/17. Grant revenue in 2016/17 includes $5.1 million for Capital Grants featuring $1.9 million for

Roads to Recovery, $0.5 million for Mordialloc Life Saving Club, $1.5 million for the Chelsea Kindergarten

and $0.8 million for Carrum Children’s Centre Building Renewal.

Rate Revenue

65%

Grant Revenue

18%

User Fees and Charges

15%

Other 2%

GRAPH 2 BUDGET 2016/17 REVENUE SOURCES

0

5

10

15

20

25

2015/16 F 2016/17 B 2017/18 F 2018/19 F 2019/20 F

$M

ILL

ION

S

B = Budget F = Forecast

2016/17 Budget

CITY OF KINGSTON


FINANCIAL POSITION

Cash Position

Budgeting cash flow 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 property for open

space.

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 $3 million and $4 million at each year’s end. Therefore it is

likely that the closing cash balance for 2016/17 will not be as low as predicted.

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 $4.8 million in 2016/17 for

Council’s contribution to the new Westall

Community Hub ($3.3 million) and the Street Lighting Replacement program ($1.5 million). No additional

borrowings are proposed after 2016/17. Refer to section 16.2 for a list of borrowings.

0

10

20

30

2015/16 F 2016/17 B 2017/18 F 2018/19 F 2019/20 F

$M

ILLIO

N


GRAPH 4 DEBT OUTSTANDING

10

20

30

40

50

60

70

2015/16 F 2016/17 B 2017/18 F 2018/19 F 2019/20 F

$ M

ILLIO

N


2016/17 Budget

CITY OF KINGSTON


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 next five years Council’s Working

Capital Ratio is expected to be in the range

of 180% to 210%. The current state-wide

average for metropolitan Melbourne Councils

for this indicator is approximately 220%.

Assured cash flows from rates and

government grants, means that Council is

able to adequately manage its short term

financial commitments.

ASSET MANAGEMENT

Capital Expenditure

Council’s adopted Asset Management Strategy (as outlined in section 17 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 $101.1 million by 2019/20 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.

100%

110%

120%

130%

140%

150%

160%

170%

180%

190%

200%

210%

220%

230%

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


GRAPH 5 WORKING CAPITAL RATIO

2016/17 Budget

CITY OF KINGSTON


Capital Expenditure per Assessment

An often used measure in local government is

Capital Expenditure per Assessment; in the

past Kingston has not compared well to other

Councils. In 2016/17 this is forecast to be

approximately $786 per assessment due to

the significant amount of capital grants

provided by the State and Federal

Governments - this compares favourably

against the current average (2014/15) for

metropolitan Councils of $563 per

assessment. The Strategic Resource Plan

forecasts this at $470 per assessment in

2019/20 reflecting the confirmed level of

funding for capital projects. Council will

continue to advocate for great funding for

specific projects to supplement the capital works program and these will be added as they are confirmed

in the future.

CONCLUSION

The 2016/17 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 in

effect from 2016/17 and most importantly it facilitates the achievement of the 2013 – 2017 Council Plan.

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

$0

$100

$200

$300

$400

$500

$600

$700

$800

$900

2015/16 F 2016/17 B 2017/18 F 2018/19 F 2019/20 F


GRAPH 6 CAPITAL EXPENDITURE / ASSESSMENT

2016/17 Budget

CITY OF KINGSTON


Budget Reports

The following reports include all statutory disclosures of information and are supported by the analysis

contained in Sections 8 to 15 of this report.

This Section includes the following reports and statements in accordance with the Local Government Act

1989 and the Local Government Model Financial Report.

1. Linkage to the Council Plan

2. Services, initiatives and service performance indicators

3. Financial statements

4. Financial performance indicators

5. Grants and borrowings

6. Detailed list of capital works

7. Rates and charges, statutory disclosures

2016/17 Budget

CITY OF KINGSTON


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, 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 its four year term of office. Following the

election in October 2016, the next Council will consider its priorities and develop a Council Plan for the

period of 2017-2021. This Plan must be adopted by Council by 30 June 2017. This Plan builds on the

achievements of previous Councils whilst recognising the changing strategic environment and

demographic changes within the community. 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, is a rolling four year plan that

outlines the financial and human resources that Council requires to achieve our strategic goals. The

Annual Budget is then framed within the Strategic Resource Plan, taking into account the services and

initiatives to be delivered through 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 documents that make up the planning

and accountability framework. It demonstrates the opportunities for community and stakeholder input and

feedback at each stage of the planning and reporting cycle. This is important to ensure that the plan is

reflective of the community’s input and for Council to be accountable to our residents and ratepayers.

2016/17 Budget

CITY OF KINGSTON


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. Following the annual review of the Council Plan in 2016,

no changes were made.

Local Government Performance Reporting Framework (LGPRF)

The Victorian Government established the LGPRF in 2014 to ensure all councils measure and report 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 and 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 in the diagram below.

2016/17 Budget

CITY OF KINGSTON


The results of the first year of mandatory reporting were for the 2014/15 financial year. The results were

reported to Local Government Victoria (LGV) and published in our Annual Report on 30 September 2015.

The website www.knowyourcouncil.vic.gov.au has been developed by LGV to enable the community to

have access to all 79 Victorian councils’ results. Residents and ratepayers are able to use the website to

see how Kingston compares to other similar councils. As further years’ results are added, a comparison

of each council’s performance from one year to the next will also be available.

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.

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

2016/17 Budget

CITY OF KINGSTON


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 GOALS

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

Strategies which 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 them.

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

2016/17 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

2016/17 Budget

CITY OF KINGSTON


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 recognised 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

2016/17 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

their 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 Being the voice on community issues beyond Council authority

5.2. Representative and inclusive of diverse views and communities

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

5.4 Working together in productive and supportive partnerships

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 their needs in an effective and efficient way and they have

confidence in us as custodians of their 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

2016/17 Budget

CITY OF KINGSTON


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 which can be benchmarked across all

councils in Victoria via the ‘Know Your Council’ website.

2016/17 Budget

CITY OF KINGSTON


2. Services, Initiatives and Service Performance Indicators

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

budget for the 2016/17 financial year, and lists the prescribed outcome service performance measures in

accordance with Section 127 of the Act.

The following goals sections detail 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

initiatives being undertaken to deliver each goal.

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

local community.

Major initiatives: significant initiatives that will directly contribute to the achievement of the Council Plan

during the current year and have a major focus in the Approved Budget.

Initiatives: 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

2016/17 Budget

CITY OF KINGSTON


2.1 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 Asset Renewal Programs, where finding the

balance between a 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.

2016/17 Operating Budget

SERVICES DELIVERED

DESCRIPTION Expenditure

(Revenue) $ NET Costs

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

614,010 (0) 614,010

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 eg. 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

4,562,276 (0) 4,562,276

Infrastructure planning and emergency management

- Leadership and management of infrastructure teams - Oversee budget, management systems and processes

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

389,104 (0) 389,104

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

1,228,035 (316,027)

912,008

Infrastructure maintenance

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

- Manage maintenance contracts

5,117,402 (24,000)

5,093,402

Manage all Council leasehold properties

- Manage Council leasehold properties 746,241 (4,284,992) (3,538,751)

2016/17 Budget

CITY OF KINGSTON


SERVICES DELIVERED

DESCRIPTION Expenditure

(Revenue) $ NET Costs

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 - Manage the valuation of all rateable properties within the municipality and

assist the organisation in valuation contracts management for services provided to Council

736,922 (180,000)

556,922

Reactive maintenance - Maintain the functional and visual aspects of Council’s 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

1,697,090 (120,000) 1,577,090

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 resources

102,333 (0) 102,333

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

418,664 (0) 418,664

Outcome 1.4 A community linked through trails, tracks and pathways

Connected walking and cycleways

- Council invests in connected walking and cycle ways via capital projects

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

Note See Capital

Expenditure for program

works for connected

walking and cycleways

Total Goal 1 $10,687,058

2016/17 Budget

CITY OF KINGSTON


Major Initiatives

The following are those significant initiatives that directly contribute to the achievement of the Council Plan

and have a major focus in the budget. They are regarded as capital projects and programs that may have

multi-year timeframes with different stages that will be implemented over the four year period of the Council

Plan from 2013-2017. For further detail, refer to Section 6 Detailed List of Capital Works.

MAJOR INITIATIVE DESCRIPTION 2016/17

Capital Budget $

Road Renewal - Resurfacing Program This is a rolling program of works maintaining roads throughout the municipality and represents a significant part of Council's capital budget every year.

1,775,000

Road Renewal - Roads Reconstruction Program

Ongoing roads reconstruction program to maintain roads throughout the municipality. This represents a significant part of our capital budget every year. Roads requiring reconstruction are identified from programmed condition assessments. Funding for 2016/17 includes $1.9 million grant income from the Commonwealth Government's Roads to Recovery initiative which supports maintenance of the nation’s local road infrastructure assets to facilitate greater access for Australians and improved safety, economic and social outcomes.

5,135,166

Footpath Renewal Program Rolling program of works maintaining footpaths throughout the municipality and represents a significant part of Council's capital budget.

1,200,000

Relocation of Chelsea Kindergarten to new, purpose-built premises

The existing Chelsea Kindergarten will be relocated to a new, purpose built building located on the site of Chelsea Primary School. Total cost of the project is $2 million and this is fully funded by a State Government Department Education and Training Grant. Completion is expected by June 2017.

1,950,000

Manage the construction and commissioning of the new Carrum Family and Children’s Centre

Construction of a new integrated children’s centre located on Roy Dore Reserve, Carrum. This $4 million project is funded with assistance from a $1.5 million State Government grant. Work commenced on schedule in October 2015. Completion is expected by December 2016, with services to commence in January 2017.

1,750,000

Manage the construction and commissioning of the new Westall Hub

New co-located facility on the Westall Primary School and Westall Secondary College site in Clayton South. The project commenced on site in January 2016. It will provide a range of services including a public library branch which has a contemporary e-focus, four early childhood education and care rooms (total 99 licensed places) facilitating flexible service provision, three maternal and child health rooms, a number of multi-use consulting rooms, community / group rooms, offices and reception areas. Construction is expected to be completed by May 2017 and the new centre fully operational by July 2017. The total build cost of the project is estimated at $8.97 million, which includes $2.35 million Victorian Government grant assistance from Department of Education and Training and Living Libraries grant programmes.

Additional resources will provide for the library fit out and purchase of library stocks (see Goal 4 Initiatives).

6,475,000

2016/17 Budget

CITY OF KINGSTON



Capital Budget $

Ben Kavanagh Reserve – Pavilion upgrade

A new pavilion at Mordialloc's Ben Kavanagh Reserve will provide a base for the Mordialloc Sporting Club and St John’s Ambulance. The new pavilion will offer improved facilities for local sports clubs, including the provision of unisex change facilities, upstairs social space, increased storage and improved kiosks. The project will take place over three financial years (2015/16 – 2017/18) at a total cost of $4.17 million.

In addition to the pavilion upgrade, a further $2.7million has been allocated to design and commence implementation of the Ben Kavanagh Reserve Master Plan that was adopted in October 2015. The Master Plan will be delivered over three years with $360,000 allocated during 2016/17, and includes a number of Reserve improvements such as construction of a new formalised car park, development of a circuit path, construction of multisport training facility and vegetation improvements.

1,370,000

Manage the implementation of the Moorabbin Reserve Master Plan

A landscape plan will be developed in consultation with the community to integrate the public open space with the leased area of the St Kilda football club and guide improvements which include improved pathways, seating, plantings and community play spaces.

950,000

Work with stakeholders on the Moorabbin Reserve Pavilion redevelopment

St Kilda Football Club is managing the construction of a new pavilion and a community football hub with dedicated offices for the Southern Football Netball League, Sandringham Dragons and AFL Victoria region staff. Council plans to contribute $4 million to the redevelopment of the Pavilion over the three-year delivery of the project. During 2015/16 $1 million was contributed, a further $1 million will be invested in 2016/17, with the balance expected to be paid during 2017/18. Council funding will go towards the cost of the community football hub and indoor training court, which will be available for public use. During 2016/17 detailed designs for Pavilion will be finalised, the project will then go out to tender and the old pavilion will be demolished before the commencement of construction. Construction of the new facilities is expected to be completed during 17/18 financial year.

1,000,000

GR Bricker Athletics Track Upgrade Investment at the Moorabbin running track will replace the current bitumen surface with a modern rubber surface, which is required in competitive racing. The project will also include drainage works. Improvements at the track will benefit up to 250 junior athletes from the Moorabbin Little Athletics Club. State government is contributing towards funding with a $300,000 grant from the Community Sports Infrastructure Fund. The project is expected to take place over two years at a total cost of $1.2 million.

1,175,000

Bonbeach Sports Reserve – Master Plan Implementation

During 2015/16 council completed the upgrades at the Bonbeach Recreation Reserve Pavilion. During 2016/17 Council will work with the tenant clubs to review and agree on new alignment of the playing fields and turf wicket tables to ensure the grounds better cater for the level of sport being played at Bonbeach before implementing the installation of a new centrally controlled irrigation system to ensure the efficient use of water and improved playing surface. The program of improvements is ongoing, with further investment over the next 2 years to convert the playing surface to warm season grass.

697,000

2016/17 Budget

CITY OF KINGSTON



Capital Budget $

Dales Park Master Plan - Concepts The Dales Park Master Plan, adopted by Council in 2013, provides guidance and direction on facility improvements at the Oakleigh South park to assist with the continued use as a district netball facility and an important social / family recreation space for the local community. $1.65 million has been allocated to the Dales Park Master Plan implementation over three years. During 2016/17 Council will finalise the master plan implementation priorities in consultation with the Netball Association before commencing work. The objective is to minimise disruption to netball while allowing for development of the car park and realigning the courts

545,230

Bike & Walking Trails A new cycle path will be constructed in Aspendale Gardens, from Atherton Close / Nurten Parade via the Edithvale wetlands as part of Council's commitment to connected walking and cycleways under Outcome 1.4 of the Council Plan. Consultation on the project took place in 2015/16. However, construction was delayed pending approval from Melbourne Water for construction over an easement. Approval has been obtained and the budget was carried forward to 2016/17. Construction and completion expected 16/17. Further resources have been allocated to other projects under the connected walking & cycleways program of capital works.

545,000

Initiatives

In addition to the services and major initiatives described above, Kingston City Council will undertake

many specific projects in the 2016/17 period which support the achievement of the goals. These projects

are generally one-off in nature and lead to improvements in service.

INITIATIVE DESCRIPTION

Develop new buildings maintenance

service level agreements (SLA) for

services during 2016/17

These internal agreements will help ensure that facilities are

maintained at a high level and that the community will be able to

enjoy minimal disruption to services. For example, an initial SLA

with Kingston Libraries, will cover response times to maintenance

requests, such as broken windows and HVAC.

Restructure infrastructure and construction

permit services

Council intends to restructure infrastructure permit services to

provide a better service to customers and ensure a sustainable fee

structure. This affects 15 types of permits related to construction

and utility works and will involve restructuring the team,

redeveloping the permit fee structure and making online application

and payment available for all permits. Vehicle Crossing permits is

the first class of permit to become available online, and this is

expected to go live early in the 2016/17 financial year.

2016/17 Budget

CITY OF KINGSTON


Total Capital Projects and Programs by Council Plan

Goal 1 – Facilities and assets that are well used and effectively managed

DESCRIPTION 2016/17

$

Building facilities - renewal programs and upgrades 2,901,000

Building facilities - public toilets 630,000

Building facilities - children’s services 3,745,000

Building facilities - major halls 445,000

Building facilities - leisure centres 645,000

Community centres, hubs and libraries sub-program of capital works 7,445,000

Active sports facilities capital works 5,342,580

Building facilities - pavilions 3,190,000

Connected walking and cycleways 1,160,000

Recreational and play spaces 1,830,000

Operational Plant and Equipment / Brindisi Street Office works 620,000

Civil infrastructure program of capital works 8,655,166

TOTAL CAPITAL PROJECTS GOAL 1 (including Major Initiatives) $36,608,746

Service Performance Outcome Indicators

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.

The results for 2014/15 for this indicator was 68 out of 100

Summary of Total Resource Allocation – Goal 1

DESCRIPTION 2016/17

Operating Budget – Services $10,687,058

Capital Projects $36,608,746

TOTAL SPEND GOAL 1 $47,295,804

2016/17 Budget

CITY OF KINGSTON


2.2 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 Costs

Outcome 2.1 Intergenerational land use, planning and delivery

Statutory Planning

- 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

4,373,012 (1,578,000)

2,795,012

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

787,619 (356,140)

431,479

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 - Promote sustainable design and development and heritage conservation

- Develop policies and plans to guide land use development

1,104,282 (0) 1,104,282

2016/17 Budget

CITY OF KINGSTON


SERVICES DELIVERED DESCRIPTION Expenditure (Revenue) $ NET Costs

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

- 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 foreshore

Foreshore infrastructure renewals

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

370,736 (0) 370,736

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

- Develop 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

414,166 (0) 414,166

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

(20,021) (0) (20,021)

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

12,659,309 (1,183,000) 11,476,309

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

12,413,490 (326,778) 12,086,712

Total Goal 2 $28,738,675

2016/17 Budget

CITY OF KINGSTON


Major Initiatives

The following are those significant initiatives that directly contribute to the achievement of the Council Plan and have a major focus in the budget. They are regarded as capital projects and programs that may have multi-year timeframes with different stages that will be implemented over the four year period of the Council Plan from 2013-2017. For further detail, refer to Section 6 Detailed List of Capital Works.


Capital Budget $

Green Wedge Development Council is committed to planning and improving Kingston's Green Wedge for current and future generations under Outcome 2.2 of the Council Plan. The Green Wedge Plan 2012 identifies the values and features of the Green Wedge, the preferred land uses, environmental and natural resources that should be protected, and the needs of the local community. Delivery of Green Wedge projects may cross a number of years due to ongoing land access negotiations and agreements. Works anticipated for 2016/17 include Dingley Village Gateway plantings and path design, Heatherton Recreation Reserve planting and road upgrade, walking and cycling connectivity projects and linking Karkarook Park to Settlement Creek.

1,819,300

Elder St Landfill Remediation This is a former landfill in Clarinda which requires substantial remediation before it can be used for public open space. The project is a Major Initiative under the umbrella of Green Wedge projects. Further land fill remediation works are mentioned in the Initiatives section below.

2,150,000

Manage capital works to improve the foreshore environment including implementation of Coastal Management Plan actions and drainage improvements

During 2016/17 Council will invest over $1 million in the capital works to enhance amenity and public safety along Kingston’s 13km of foreshore. Actions from the council endorsed Coastal Management Plan will be implemented. These include a wide variety of infrastructure upgrades such as replacement fencing, improved access, installation of safety signage, and minor refurbishment works such as installation of benches and tables, beach showers and drinking taps, boardwalks, and signage. Improvements will be made to foreshore drainage via the development of bioswales, which treat and remove stormwater from the foreshore.

1,020,000

Enhance the Mordialloc coastal precinct

This includes completing the redevelopment of the Mordialloc Life Saving Club that was commenced in 2015/16 and is due for completion in October 2016. The total cost of this project is $3.9m. The total allocation for the 2016/17 financial year includes $325k for the landscaping and the construction of boardwalks and access ways in the Mordialloc foreshore precinct and $150k for the carpark construction.

1,475,000

Streetlight fittings replacement - Energy Efficiency

This is a 2-year, $3 million project to replace around 7,000 street lights across the municipality with new, energy efficient lighting technology. $1.5 million was committed in 2015/16, with a further $1.5 million in 2016/17. The estimated energy cost savings will be $188k and the maintenance savings will be $65k per annum. There will be a 67% reduction of carbon and energy usage per annum.

1,500,000

Drainage flood mitigation programs

This is a rolling program of works maintaining drainage throughout the municipality and represents a significant part of Council's capital budget. The focus for 2016/17 will be improvements in the suburb of Chelsea, with the construction of large stormwater drains along Mulkarra Drive and the installation of a pumping station beside Thames Promenade.

3,000,000

2016/17 Budget

CITY OF KINGSTON


Initiatives





Manage the rehabilitation of Council's

former land fill sites

Council has obligations to manage council-owned or controlled

former land fill sites and has budgeted $665,000 to manage these

during 2016/17 in addition to the $2.15 million for the Elder Street

site, mentioned in Major Initiatives above. These sites are located

in Clayton South, Dingley and Chelsea. Works and monitoring aim

to minimise risk to human health, protect the environment and

minimise any detrimental impacts to amenity from the former

landfills.


Goal 2 – A Sustainable and Natural Built Environment

DESCRIPTION 2016/17

$

Green Wedge development 1,819,300

Parks and open space capital works 1,355,675

Foreshore environment 3,240,000

Landfill remediation program 2,815,000

Sustainable City program of capital works 5,360,000




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

The results for 2014/15 for this indicator was 63% decisions upheld

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

The results for 2014/15 for this indicator was 50% of waste diverted from landfill

2016/17 Budget

CITY OF KINGSTON



DESCRIPTION 2016/17

Operating Budget - Services $28,738,675



2016/17 Budget

CITY OF KINGSTON


2.3 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 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


SERVICES DELIVERED DESCRIPTION Expenditure (Revenue) $ NET costs

Outcome 3.1 Enhanced community wellbeing and participation in community life

Commonwealth Government funded 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

3,587,393 (3,610,971)

(23,578)

State Government funded 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

5,218,291 (5,268,835)

(50,544)

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 delivered meals service

13,333,578 (10,283,338)

3,050,240

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

1,546,503 (880,648)

665,855

MCH and Immunisation

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

3,029,862 (1,167,945)

1,861,917

2016/17 Budget

CITY OF KINGSTON



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

8,365,011 (7,474,954)

890,057

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

1,348,167 (202,294) 1,145,873

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

3,602,197 (3,547,820)

54,377

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

Social strategy development and social 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

- Undertake community research

204,859 (0)

204,859

Outcome 3.3 Connected and effective community groups

Volunteering and community grants program

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

- Maintain and support development of the Community Grants Program

1,317,206 (0) 1,317,206

Kingston Charitable Fund

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

64,120 (0) 64,120

2016/17 Budget

CITY OF KINGSTON


Outcome 3.4 A diverse and inclusive community

Social inclusion and support

- 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

1,276,052 (237,080) 1,038,972

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

1,416,662 (175,000) 1,241,662

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

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

6,315,684 (5,399,325)

916,359

Sport and recreation management

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

561,931 (203,612)

358,319

Total Goal 3 $12,735,694

Major Initiatives

There are no major Initiatives applicable to this Goal.

Initiatives

In addition to the services described above, Kingston City Council will undertake many specific projects in the 2016/17 period which support the achievement of the goals. These projects are generally one-off in nature and lead to improvements in service.

ITEM DESCRIPTION

Introduce the Commonwealth Home Support Program’s new quality and reporting requirements for people who are 65 years and older

AccessCare will have new reporting requirement from 1 July 2016 with regard to providing information to the Commonwealth Government, this is in addition to reporting already provided to state government.

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

A new 4-year Public Health and Wellbeing Plan is due to be produced by 2017 following consultation with the community.

Continue to re-orient aged care services to accommodate the implementation of My Aged Care reforms

My Aged Care is part of the Australian Government’s changes to the aged care system which have been designed to give people more choice, more control and easier access to a full range of aged care services.

2016/17 Budget

CITY OF KINGSTON


ITEM DESCRIPTION

Further enhance the capacity of Kingston Family Youth and Children’s Services and staff to specifically target the needs of vulnerable children and families within our community

This will be achieved by: - Engaging specialists to provide training and support to frontline

staff across Family Youth and Children’s services to better

understand and respond to issues of vulnerability and childhood

trauma.

- Build on the internal connections and collaborative opportunities

between early years educators, maternal and child health nurses

and our expert family support staff.

- Build on partnerships with local non-profit organisations and

service providers to explore targeted opportunities to better

support their clients through the provision of childcare,

kindergarten, family day care, supported playgroups, youth

services, maternal child health, and immunisation services.



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

There result for 2014/15 for participation in HACC service was 30% and participation rate for those CALD community was 25%

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

The results for 2014/15 for participation in the MCH service is 77% and participation in MCH by Aboriginal Children was 85%

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

The result for 2014/15 for utilisation that is the number of visits per head of population of aquatic facilities was 5.01


DESCRIPTION 2016/17

Operating Budget – Services $12,735,694

Capital Projects (N/A)


2016/17 Budget

CITY OF KINGSTON


2.4 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

491,286 (0) 491,286

Outcome 4.2 Informed, learning and connected city

Provision of community centres

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

509,267 (107,086)

402,181

Provision of 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

5,766,783 (1,106,824)

4,659,959

2016/17 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

2,386,115 (982,201) 1,403,914

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.

1,005,969 (310,600)

695,369

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

2,370,999 (37,524) 2,333,475

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

3,431,235 (1,540,506)

1,890,729

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

1,429,936 (716,159)

713,777

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

1,752,548 (3,833,681) (2,081,133)

Total Goal 4 $10,509,557

2016/17 Budget

CITY OF KINGSTON


Major Initiatives

The following are those significant initiatives that directly contribute to the achievement of the Council

Plan and have a major focus in the budget. They are regarded as capital projects and programs that may

have multi-year timeframes with different stages that will be implemented over the four year period of the

Council Plan from 2013-2017. For further detail, refer to Section 6 Detailed List of Capital Works.


Capital Budget $

Traffic Management projects Council plans to improve local traffic infrastructure during 2016/17 via the Implementation of local area traffic management works in Parkdale and Moorabbin. Further works are planned around Edithvale Primary School.

670,000

Complete works to improve traffic

flow at the intersection of Balcombe

Road and Davies St, Mentone

These works contribute to the Mentone Renaissance project. VicRoads will install new traffic signals at the intersection of Balcombe Road and Davies Street during 2016/17. Council made a financial contribution towards this in 2015/16 and during 2016/17 will manage modifications to the road to accommodate the traffic signals and provide for improved through traffic around the Mentone activity centre.

840,000

Initiatives





Implement Activity Centre Structure Plans.

Significant work will be taking place in Kingston’s Activity Centres including Cheltenham, Highett, Moorabbin, and Mordialloc

Develop a commercially viable business model that will ensure that the ASPIRE waste exchange is sustainable into the future

ASPIRE is an online marketplace which intelligently matches businesses with potential purchasers or recyclers of waste by-products. It saves businesses money on disposal costs and cuts the amount of waste going to landfill. ASPIRE is a collaborative project that has been developed in response to manufacturing companies talking to their local councils about waste disposal costs, particularly those associated with increasing landfill levies. The project is currently funded by the Victorian Digital Futures Fund, Kingston, Hume, Dandenong and Knox councils and the CSIRO.

Establish a Heritage and History Centre

A site for a Heritage and History Centre has been identified in a repurposed Council building. The centre will be established in the 2016/17 financial year.

Lead the development and operational planning for library operations at the Westall Community Hub

The new library operations and potential community use of Westall Community Hub will be planned for opening in 2017. Staffing and opening hours will be set, and capital investment made in the library fit out, furnishings and library stocks. In addition Council's Family, Youth and Children's services will plan the operations of family and children's services at the new centre.

Produce the Arts and Cultural Strategy 2017-2021

The new strategy will replace the Arts and Cultural Strategy 2011-15. It will be prepared with community and stakeholder consultation, including creative industries. A draft will be prepared for wider community comment before presentation to Council.

Adopt an Integrated Transport Strategy An Integrated Transport Strategy has been drafted during 2015/16. This is a long-term Strategy that will bring together several Council strategies that are connected to transport issues, such as Walking and Cycling and freight routes through Kingston. The Strategy is expected to be finalised and adopted by Council during 2016/17. Also during 2016/17 implementation of the short and medium term actions will commence. These are likely to initially focus on the Cycling and Walking Strategy and the expansion of the Safe Routes to School program with work to improve school precincts.

2016/17 Budget

CITY OF KINGSTON


Total Capital Projects and Programsby Council Plan Goal 4 – A Prosperous and Dynamic City

DESCRIPTION 2016/17

$

Traffic and transport management capital program 1,040,000

Arts and Civic Pride 70,000

Local shopping centre upgrades 290,000

Activity centres 1,536,801




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

(Number of active library members / municipal population) x100

The result for 2014/15 was 17% for active library members as a percentage of the population

Animal Management

Health and safety

Animal management prosecutions (Number of successful animal management prosecutions)

Number of successful animal management prosecutions

The result in 2014/15 was 23 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 outcome notifications and major non-compliance outcome notifications about a food premises followed up / Number of critical non-compliance outcome notifications and major non-compliance outcome notifications about food premises) x100

The result for 2014/15 was that 100% of critical and major non-compliance notifications were followed up


DESCRIPTION 2016/17




2016/17 Budget

CITY OF KINGSTON


2.5 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.


SERVICES DELIVERED

DESCRIPTION Expenditure (Revenue) $ NET costs

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

393,598 (0)

393,598

Outcome 5.2 Representative and inclusive of diverse view and communities

Community engagement and 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

- Advocate on social issues impacting the community

175,296 (0)

175,296

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

523,955 (0) 523,955

Outcome 5.4 Working together in productive and supportive partnerships

Partnerships and networks

- 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

102,850 (69,093)

33,757

Total Goal 5 $1,126,606

2016/17 Budget

CITY OF KINGSTON


Major Initiatives

There are no major initiatives applicable to this Goal

Initiatives

In addition to the services described above, Kingston City Council will undertake many specific projects in

the 2016/17 period which support the achievement of the goals. These projects are generally one-off in

nature and lead to improvements in service.


Participate in the State Government review of the residential zones

The State Government has committed to undertake a review of all zones that accommodate residential development. The ‘Managing Residential Advisory Committee’ has been appointed to undertake this review. .

Advocate on the economic importance of projects that require State Government Infrastructure investment

Projects are expected to include construction of the Southland Railway Station, Level Crossing Removal Project, proposed Mordialloc Bypass and Westall Road extension.


There are no performance indicators applicable to this Goal


DESCRIPTION 2016/17


Capital Projects (N/A)


2016/17 Budget

CITY OF KINGSTON


2.6 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 performance

- 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

436,780 (0) 436,780

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 - Protected disclosure coordination - 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

2,118,744 (200,000) 1,918,744

Telecommunications and postage

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

354,750 (0)

354,750

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

1,870,552 (0) 1,870,552

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

3,246,605 (0) 3,246,605

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

894,615 (1,500) 893,115

2016/17 Budget

CITY OF KINGSTON



Purchasing, fleet, insurance and contract administration

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

- Manage and coordinate various corporate contracts - Manage and coordinate 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

2,106,008 (600)

2,105,408

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

533,011 (135,000)

398,011

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

1,437,464 (1,500) 1,435,964

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

1,866,318 (0) 1,866,318

Learning, culture and training

- Provision of strategic support to the organisation on change management, leadership development and organisational development.

- Development of employee training programs - Coordination of organisational employee performance plans

473,417 (0)

473,417

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

551,085 (14,000)

537,085

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

1,024,730 (0) 1,024,730

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

1,063,066 (0) 1,063,066

2016/17 Budget

CITY OF KINGSTON



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

1,864,519 (735,265) 1,129,254

Total Goal 6 $18,753,799

Major Initiatives

The following are those significant initiatives that directly contribute to the achievement of the Council

Plan and have a major focus in the budget. They are regarded as capital projects and programs that may

have multi-year timeframes with different stages that will be implemented over the four year period of the

Council Plan from 2013-2017. For further detail, refer to Section 6 Detailed List of Capital Works.


Capital Budget $

Implement the Recommendations of the ICT Strategy 2016-2020

Council has a rolling program of capital investment to deliver improvements to its technology and information services. This strategy will lead the direction of Council's investment and appropriate allocation of resources over the next four years. During 2016/17 implementation of the strategy will commence with a focus on the mobility of corporate systems and technology, enhancing the Kingston website and delivering solutions for more efficient customer service. Additional investment is being made in Aged and Disability software and an upgrade of the library management system. These are described under Initiatives.

1,724,848

Initiatives





Enhance the customer experience including making the communications and payment options more accessible to the community

Council is actively pursuing plans to improve customer service levels by expanding online communication and payments. Additional employees will be trained to respond to LiveChat requests. Not forgetting the importance of face to face customer service, Council is trialling "pop-up Customer Service" at diverse locations throughout the municipality.

Manage the General Council Election for 2016

Council’s Governance team will support the Victorian Electoral Commission in the Council election process and conduct information sessions that assist potential candidates understand the role and responsibilities of being a Councillor. Following the elections an induction program will be delivered to Councillors

Library Management System Update

Kingston Libraries plan to update Library Management software so that it is more responsive, functional and is aligned to community expectations. Investigations and scoping took place in 2015/16 regarding updating the library management system. The tendering process and implementation of the new system will take place in 2016/17 financial year.

Implement phase 2 of the Aged and Disability Services software replacement

A new aged and disability services software was implemented in 2015/16. Further work on the Upgrades to take place in 2016/17.

2016/17 Budget

CITY OF KINGSTON



Review and enhance Disaster Recovery Procedures

Disaster Recovery Plans are in place to restore business capability in the event of a disaster. As part of the review, an evaluation of the current Disaster Recovery Location will be undertaken to determine whether adequate services can be provided from the location. Work will also be undertaken as part of a risk program to ensure Disaster Recovery Plans align with Business Continuity Planning.

Explore opportunities to work with other Councils to develop learning and development and secondment opportunities

Such opportunities would provide additional career pathways to employees and collaboration will enhance organisational development.

Engage in collaborative procurement opportunities

By working with agencies/networks including SE Metro Regional Procurement Excellence Network (RPEN), Procurement Australia and MAV Procurement we can leverage the combined purchasing power of councils and achieve better value on products and services.


Goal 6 – Well-managed and effective organisation

DESCRIPTION 2016/17

$

Corporate Systems 2,249,092




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 the performance of Council in making decisions in the interests of the community

The result for 2014/15 for the satisfaction with council decisions was 58 out of 100


DESCRIPTION 2016/17




2016/17 Budget

CITY OF KINGSTON


2.7 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 2016/17 Annual Report. The Performance Statement will also include reporting on

prescribed indicators of financial performance (outlined in section 4) 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 and Assets that are Well Used and Effectively Managed (10,687)

A Sustainable Natural and Built Environment (28,739)

Healthy, Strong and Connected Communities (12,736)

A Prosperous and Dynamic City (10,510)

An Effective Voice (1,127)

A Well Managed and Effective Organisation (18,754)

Total services and initiatives (82,553)

Central Items Note 1

Rates and charges 129,012

Grants Commission 4,340

Contributions –non monetary assets 1,000

Capital grants 5,085

Interest Income 1,401

Road Renewal Expenses (7,368)

Pension rebate (1,250)

Bad and Doubtful Debts (50)

Depreciation & Amortisation (26,500)

Interest/Borrowing Costs (807)

Other (1,495)

Surplus for the year 20,815

Note 1: Central includes items of a corporate nature

.

2016/17 Budget

CITY OF KINGSTON


3. Financial Statements

This appendix presents information in regard to the Financial Statements and Statement of Human

Resources. The budget information for the years 2016/17 to 2019/20 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. Note the 2015/16 forecast results exclude the net gain/loss relating

to the sale of Council’s residential aged care facilities to present a comparable operational result over the

outlook period.

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

2016/17 Budget

CITY OF KINGSTON


Comprehensive Income Statement FOR THE FOUR YEARS ENDING 30 JUNE 2020

Forecast

Actual Budget

Strategic Resource Plan

Projections

2015/16 2016/17 2017/18 2018/19 2019/20

$’000 $’000 $’000 $’000 $’000

Income

Rates and charges 125,020 129,012 132,462 136,191 139,966

User fees and fines 27,884 28,781 27,011 26,527 27,323

Grants - operating (recurrent) 33,498 31,237 31,640 32,050 32,466

Grants - capital (non-recurrent) 4,999 5,085 586 586 0

Contributions - cash 442 396 367 378 389

Contributions - non-monetary assets 1,000 1,000 1,000 1,000 1,000

Other income 2,887 2,214 2,014 2,014 2,014

Total income 195,730 197,725 195,080 198,746 203,158

Expenses

Employee costs 78,718 74,711 77,363 80,109 82,953

Materials and services 74,959 74,842 76,286 76,837 78,663

Bad and doubtful debts 50 50 50 50 50

Depreciation and amortisation 25,500 26,500 28,300 29,200 31,100

Finance costs 806 807 803 594 376

Total expenses 180,033 176,910 182,802 186,790 193,142

Surplus (deficit) 15,697 20,815 12,278 11,956 10,016

Total comprehensive result 15,697 20,815 12,278 11,956 10,016

.

2016/17 Budget

CITY OF KINGSTON


Balance Sheet FOR THE FOUR YEARS ENDING 30 JUNE 2020

Forecast

Actual Budget Strategic Resource Plan Projections

2016 2017 2018 2019 2020

$’000 $’000 $’000 $’000 $’000

Assets

Current assets

Cash and cash equivalents 64,762 62,829 58,820 61,622 67,642

Trade and other receivables 8,113 8,538 8,431 7,419 7,631 Non-current assets classified as held for sale 2,470 1,275 1,301 1,327 1,354

Other assets 0 0 0 0 0

Total current assets 75,345 72,642 68,552 70,368 76,627

Non-current assets

Trade and other receivables 20 20 20 20 20

Property, infrastructure, plant & equipment 2,167,383 2,182,617 2,191,969 2,199,111 2,201,167

Total non-current assets 2,167,403 2,182,637 2,191,989 2,199,131 2,201,187

Total assets 2,242,748 2,255,279 2,260,541 2,269,499 2,277,814

Liabilities

Current liabilities

Trade and other payables 12,669 12,723 12,969 13,062 13,373

Trust funds and deposits 2,420 2,420 2,420 2,420 2,420

Provisions 14,192 14,767 15,365 15,987 16,634 Interest-bearing loans and borrowings 4,524 4,759 4,968 5,080 3,621

Total current liabilities 33,805 34,669 35,722 36,549 36,048

Non-current liabilities

Provisions 1,376 1,425 1,476 1,528 1,582 Interest-bearing loans and borrowings 15,415 15,806 10,838 5,758 2,136

Total non-current liabilities 16,791 17,231 12,314 7,286 3,718

Total liabilities 50,596 51,900 48,036 43,835 39,766

Net assets 2,192,152 2,203,379 2,212,505 2,225,664 2,238,048

Equity

Accumulated surplus 1,291,894 1,312,709 1,324,987 1,336,943 1,346,959

Asset revaluation reserve 887,058 887,058 887,058 887,058 887,058

Other Reserves 13,200 3,612 460 1,663 4,031

Total equity 2,192,152 2,203,379 2,212,505 2,225,664 2,238,048

2016/17 Budget

CITY OF KINGSTON


Statement of Changes in Equity FOR THE FOUR YEARS ENDING 30 JUNE 2020

Total

Accumulated Surplus

Revaluation Reserve

Other Reserves

$’000 $’000 $’000 $’000

2017

Balance at beginning of the financial year 2,192,152 1,291,894 887,058 13,200

Comprehensive result 20,815 20,815 - -

Transfer to reserves 3,000 - - 3,000

Transfer from reserves (12,588) - - (12,588)

Balance at end of the financial year 2,203,379 1,312,709 887,058 3,612

2018 Balance at beginning of the financial year 2,203,379 1,312,709 887,058 3,612




Balance at end of the financial year 2,212,505 1,324,987 887,058 460

2019 Balance at beginning of the financial year 2,212,505 1,324,987 887,058 460





2020 Balance at beginning of the financial year 2,225,664 1,336,943 887,058 1,663



Transfer from reserves (632) - - (632)


2016/17 Budget

CITY OF KINGSTON


Statement of Cash Flows FOR THE FOUR YEARS ENDING 30 JUNE 2020

Forecast


2015/16 2016/17 2017/18 2018/19 2019/20

$’000 $’000 $’000 $’000 $’000

Inflows Inflows Inflows Inflows Inflows

(Outflows) (Outflows) (Outflows) (Outflows) (Outflows)

Cash flows from operating activities

Rates and charges 124,793 129,055 132,569 136,311 140,098

User fees 27,884 28,781 27,011 26,527 27,323

Grants – operating 33,498 31,237 31,640 32,050 32,466

Grants - capital 4,999 5,085 586 586 0

Contributions 442 396 367 378 389

Interest 1,651 1,401 1,401 1,401 1,401

Other receipts 1,236 813 613 613 613

Employee costs (78,718) (74,711) (77,363) (80,109) (82,953)

Materials and services (75,009) (74,892) (76,336) (76,887) (78,713)

Net cash provided by operating activities 40,776 47,165 40,488 40,870 40,624

Cash flows from investing activities Payments for property, infrastructure, plant and equipment (46,230) (49,017) (40,460) (32,606) (29,248) Proceeds from sale of property, infrastructure, plant and equipment 18,520 100 1,525 100 100

Net cash used in investing activities (27,710) (48,917) (38,935) (32,506) (29,148)

Cash flows from financing activities

Finance costs (806) (807) (803) (594) (376)

Proceeds from borrowings 3,395 5,150 0 0 0

Repayment of borrowings (4,660) (4,524) (4,759) (4,968) (5,080)

Trust Funds and Deposits (10,112) 0 0 0 0

Net cash provided by (used in) financing activities (12,183) (181) (5,562) (5,562) (5,456)

Net (decrease) increase in cash and cash equivalents 883 (1,933) (4,009) 2,802 6,020 Cash and cash equivalents at beginning of the financial year 63,879 64,762 62,829 58,820 61,622

Cash and cash equivalents at end of the financial year 64,762 62,829 58,820 61,622 67,642

2016/17 Budget

CITY OF KINGSTON


Statement of Capital Works FOR THE FOUR YEARS ENDING 30 JUNE 2020

Forecast


2015/16 2016/17 2017/18 2018/19 2019/20

$’000 $’000 $’000 $’000 $’000

Property

Land 745 3,212 4,480 965 700

Buildings 20,621 20,733 13,269 14,327 12,974

Total property 21,366 23,945 17,749 15,292 13,674

Plant and equipment

Plant, machinery and equipment 220 500 500 500 500

Computers and telecommunications 1,433 2,039 1,615 955 1,305

Total plant and equipment 1,653 2,539 2,115 1,455 1,805

Infrastructure

Roads 7,475 9,051 7,211 6,826 6,440

Footpaths and cycleways 1,315 2,360 2,010 1,950 2,850

Drainage 3,877 3,480 4,168 3,460 3,150

Recreational, leisure and community facilities 3,513

7,348 5,197 3,392 2,467

Parks, open space and streetscapes 5,871 5,057 8,194 4,880 3,370

Off street car parks 1,328 450 300 300 300

Other infrastructure 1,962 2,155 655 805 355

Total infrastructure 25,341 29,901 27,735 21,613 18,932

Total capital works expenditure 48,360 56,385 47,599 38,360 34,411

Represented by:

New asset expenditure 4,949 4,374 2,913 1,487 1,124

Asset expansion expenditure 2,142 4,209 3,713 3,172 813

Asset renewal expenditure 27,639 29,710 25,147 23,549 22,682

Asset upgrade expenditure 12,147 13,706 11,721 8,842 8,747

Non Asset 1,483 4,386 4,105 1,310 1,045

Total capital works expenditure 48,360 56,385 47,599 38,360 34,411

2016/17 Budget

CITY OF KINGSTON


Statement of Human Resources FOR THE FOUR YEARS ENDING 30 JUNE 2020

Forecast


2015/16 2016/17 2017/18 2018/19 2019/20

$’000 $’000 $’000 $’000 $’000

Staff expenditure

Employee costs - operating 78,718 74,711 77,363 80,109 82,953

Employee costs - capital 0 0 0 0 0

Total staff expenditure 78,718 74,711 77,363 80,109 82,953

FTE* FTE FTE FTE FTE

Staff numbers

Employees 856.4 810.4 810.4 810.4 810.4

Total staff numbers 856.4 810.4 810.4 810.4 810.4

*FTE Full Time Equivalent

2016/17 Budget

CITY OF KINGSTON


4. 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.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.

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

2015/16 2016/17 2017/18 2018/19 2019/20 +/o/-

Operating position Adjusted underlying result

Adjusted underlying surplus (deficit) / Adjusted underlying revenue

1 12.7% 7.7% 5.5% 5.3% 4.5% -

Liquidity

Working Capital

Current assets / current liabilities

2 222.9% 209.5% 191.9% 192.5% 212.6% =

Unrestricted cash

Unrestricted cash / current liabilities

167.9% 158.1% 142.3% 146.7% 165.5% =

Obligations

Loans and borrowings

Interest bearing loans and borrowings / rate revenue

3 15.9% 15.9% 11.9% 8.0% 4.1% +

Loans and borrowings

Interest and principal repayments on interest bearing loans and borrowings / rate revenue

4.4% 4.1% 4.2% 4.1% 3.9% =

Indebtedness Non-current liabilities / own source revenue

9.6% 10.7% 7.5% 4.4% 2.2% +

Asset renewal Asset renewal expenses / depreciation

4 108.4% 112.1% 88.9% 80.6% 72.9% -

2016/17 Budget

CITY OF KINGSTON


INDICATOR MEASURE

NO

TE

FORECAST BUDGET STRATEGIC RESOURCE PLAN PROJECTIONS

TREND

2015/16 2016/17 2017/18 2018/19 2019/20 +/o/-

Stability

Rates concentration

Rate revenue / adjusted underlying revenue

5 60.0% 67.3% 67.9% 69.0% 69.2% =

Rates effort Rate revenue / CIV of rateable properties in the municipality

0.29% 0.25% 0.25% 0.26% 0.27% =

Efficiency

Expenditure level

Total expenditure / no. of property assessments

$ 2,522

$ 2,421

$ 2,487

$ 2,488

$ 2,539

=

Revenue level Residential rate revenue / No. of residential property assessments

$ 1,734

$ 1,765

$ 1,787

$ 1,813

$ 1,839

=

Workforce turnover

No. of permanent staff resignations & terminations / average no. of permanent staff for the financial year

9.6% 9.6% 9.6% 9.6% 9.6% =

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. Financial performance is

expected to be maintained over the period.

2 Working Capital – The proportion of current liabilities represented by current assets. Working

capital is forecast to remain relatively constant over the period of the Strategic Resource Plan.

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 adequately 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 remain reliant on rate revenue when compared to all

other revenue sources.

2016/17 Budget

CITY OF KINGSTON


5. Grants and Borrowings

This section presents other budget related information required by the Regulations

This section includes the following statements and reports:

5.1 Grants operating

5.2 Grants capital

5.3 Statement of borrowings

5.1 GRANTS - OPERATING ($2.3 MILLION DECREASE)

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 budgeted in 2016/17

has decreased by $2.3 million compared to 2015/16. A list of operating grants by type is included below.

OPERATING GRANT FUNDING TYPES FORECAST

2015/16 $’000

BUDGET 2016/17 $’000

VARIANCE $’000

Parks 212 231 19 Infrastructure Management 72 72 0 Traffic Management 38 38 0 Economic Development 40 30 (10) Library Services 929 969 40 Building Hubs and Partnerships 47 47 0 Aged & Disability Services 9,178 9,322 144 Community Engagement 199 219 20 Hostel Services 3,293 0 (3,293) AccessCare 8,649 8,365 (284) School Crossings 225 232 7 Health Services 18 21 3 Family and Children’s Centres 2,686 3,775 1,089 Children’s Services Partnerships 125 128 3 Early Years and School Age Care 2,081 2,090 9 Youth Services 221 196 (25) MCH & Immunisation 1,145 1,162 17 Victorian Grants Commission 4,340 4,340 0

Total operating grants 33,498 31,237 (2,261)

5.2 GRANTS - CAPITAL ($0.1 MILLION INCREASE)

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 increase

by $0.1 million compared to 2015/16. Grant revenue in 2016/17 includes $5.1 million for Capital Grants

which represents $1.5 million for Chelsea Kindergarten, $0.5 million for Mordialloc Life Saving Club

redevelopment, $0.8 million for the Carrum Children’s Centre and $1.9 million from the Commonwealth

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

Kingston.

Section 12. “Analysis of Capital Budget” includes a more detailed analysis of the grants and contributions

expected to be received during the 2016/17 year. A list of capital grants by type and source, classified

into recurrent and non-recurrent, is included below.

2016/17 Budget

CITY OF KINGSTON


CAPITAL GRANT FUNDING TYPES AND SOURCE FORECAST

2015/16 $’000

BUDGET 2016/17

$’000

VARIANCE $’000

Recurrent - Commonwealth Government Roads to Recovery 1,675 1,935 260

Total recurrent grants 1,675 1,935 260

Non-recurrent - State Government Building Facilities - 50 50 Community Centres 100 - (100) Active Sports Facilities 275 300 25 Recreational Facilities 101 - (101) Car Parks 100 - (100) Foreshore Environment 500 500 0 Sustainable City 248 - (248) Children’s Services 2,000 2,300 300

Total non-recurrent grants 3,324 3,150 (174)

Total Capital Grants 4,999 5,085 86

5.3 STATEMENT OF BORROWINGS

The table below shows information on borrowings specifically required by the Regulations.

2015/16 2016/17

$ $ Total amount borrowed as at 30 June of the prior year 21,204 19,939 Total amount to be borrowed 3,395 5,150* Total amount projected to be redeemed (4,660) (4,524) Total amount proposed to be borrowed as at 30 June 19,939 20,565

*includes $0.4 million potential finance lease for gym equipment at Leisure Centres

2016/17 Budget

CITY OF KINGSTON


6. Detailed List of Capital Works

CAPITAL WORKS PROGRAM

This appendix presents a listing of the capital works projects that will be undertaken for the 2016/17 year.

The capital works projects are grouped by class and include the following:

New works for 2016/17

Works carried forward from the 2015/16 year.

Capital works program 2016/17 Budget FOR THE YEAR ENDING 30 JUNE 2017 CITY OF KINGSTON

PAGE 62 #22 CITY OF KINGSTON 2016/17 BUDGET #22

2016/17

ALLOCATION CFWD FROM

2015/16 BUDGET 2016/17

GRANTS RECEIVED PRIOR TO

2016/17

GRANTS/ CONTRIB

RECEIVED IN 2016/17

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

175,000 175,000 175,000

Floor coverings renewal Program 150,000 150,000 150,000

Kitchen & Toilets renewal program 150,000 150,000 150,000

Disability Audit Compliance - Building Upgrades 250,000 250,000 250,000

Renewal program identified from Condition Audit 675,000 675,000 675,000

Building OH&S improvements 120,000 120,000 120,000

1230 Nepean Hwy - programmed renewal works 191,000 191,000 191,000

Advanced Project Design & Feasibility Budget 100,000 100,000 100,000

1230 Nepean Hwy - backup generator 450,000 450,000 450,000

Building demolitions programme 150,000 50,000 200,000 200,000

Fire hydrant upgrades/installations 200,000 200,000 200,000

Soppett Pavillion Mentone Reserve - protection works 240,000 240,000 240,000

Building Facilities - Public Toilets

Public toilets renewal – general 200,000 200,000 200,000

Public toilets renewal program 250,000 250,000 250,000

Public toilets renewal - Attenborough Park 180,000 180,000 180,000

Building Facilities – Children’s Services

Child Care Centres - compliance works 45,000 45,000 45,000

Chelsea Kindergarten 1,500,000 450,000 1,950,000 450,000 1,500,000 0

Carrum Children's Centre building renewal 2,250,000 (500,000) 1,750,000 800,000 950,000



2016/17


2015/16 BUDGET 2016/17


2016/17

GRANTS/ CONTRIB

RECEIVED IN 2016/17

RESERVE FUNDS

BORROWINGS COUNCIL

Building Facilities - Major Halls

Kingston Hall - facility development plan 140,000 140,000 140,000

Kingston Arts Centre - building renewals 30,000 30,000 30,000

Masonic Hall, Mordialloc - restoration planning 275,000 275,000 275,000

Building Facilities - Leisure Centres

Waves - asset replacement strategy 400,000 400,000 400,000

Don Tatnell Asset Replacement Strategy 225,000 225,000 225,000 170,000

Don Tatnell centre development 20,000 20,000 20,000

Community Centres, Hubs & Libraries

Edithvale Rd pedestrian crossing to Family and Children’s Centre

200,000 20,000 220,000 220,000

Parkdale Family and Children’s Centre Phase 2 - Training and Administration facilities

200,000 200,000 200,000

Westall Community Hub 5,375,000 1,100,000 6,475,000 605,000 3,250,000 2,620,000

Westall Community Hub - Library Fit-out 200,000 200,000 200,000

Westall Community Hub - Furnishings and Books 200,000 200,000 200,000

Dingley Village Neighbourhood House 50,000 50,000 50,000

Library amenity improvements (carpet, shelving, minor works)

100,000 100,000 100,000

Active Sports Facilities

Bonbeach Sports Reserve - masterplan Implementation 697,000 697,000 697,000 0

Walter Galt Reserve - masterplan Implementation 386,100 386,100 386,100 0

Sportsground Lighting - Pole Replacements 295,000 295,000 295,000

Rowan Rd Sports Complex - masterplan 34,250 34,250 34,250

Inspection Audit Program of Sportsground Lighting 60,000 60,000 60,000

Ben Kavanagh Reserve Masterplan implementation 360,000 360,000 360,000

GR Bricker Athletics Track upgrade 700,000 475,000 1,175,000 300,000 875,000

Netball facilities development – Regents Park 250,000 250,000 250,000

Netball facilities development – Bonbeach 200,000 200,000 200,000



2016/17


2015/16 BUDGET 2016/17


2016/17

GRANTS/ CONTRIB

RECEIVED IN 2016/17

RESERVE FUNDS

BORROWINGS COUNCIL

Netball facilities development – Chelsea 200,000 200,000 200,000

Active Youth Spaces Strategy - implementation 40,000 40,000 40,000 0

Dales Park Masterplan - concepts 500,000 45,230 545,230 545,230 0

Cricket Infrastructure Development 75,000 75,000 75,000

Tennis facility development 70,000 70,000 70,000

SRV Minor Facilities Grants - Council Matching Contribution

275,000 275,000 275,000

Browns Reserve Pavilion upgrade 130,000 130,000 130,000

Parkdale Tennis Court renewal 300,000 300,000 90,000 40,000 170,000

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 (ex landfill site) 60,000 60,000 60,000

Bicentennial Park Baseball Oval No.1 reconstruction 50,000 50,000 50,000

Sportsground drainage improvement program 80,000 80,000 80,000

Building Facilities – Pavilions

Ben Kavanagh Reserve – pavilion upgrade 1,070,000 300,000 1,370,000 50,000 1,320,000

Jack Grut Pavilion 670,000 670,000 670,000

Cliff Sambell Pavilion - Gerry Green Reserve 50,000 50,000 50,000

Moorabbin Reserve Pavilion – Council Contribution 1,000,000 1,000,000 1,000,000

Connected Walking & Cycleways

Cycling & walking - East/West Cycleway 350,000 350,000 350,000

Bike & walking trails 150,000 395,000 545,000 545,000

Bay Trail Shared Path - implementation 265,000 265,000 265,000

Recreational & Play Spaces

Playground Improvement & Renewal Program 150,000 150,000 150,000

George Woods Playground renewal 100,000 100,000 100,000

Keeley Park Playground renewal 150,000 150,000 150,000



2016/17


2015/16 BUDGET 2016/17


2016/17

GRANTS/ CONTRIB

RECEIVED IN 2016/17

RESERVE FUNDS

BORROWINGS COUNCIL

Playground major repairs & maintenance 140,000 140,000 140,000

Parks & Open Space Strategy implementation 100,000 100,000 100,000

Peter Scullin Reserve shelter & toddler play area 80,000 80,000 80,000

Shade sails for regional parks 60,000 60,000 60,000

Moorabbin Reserve Masterplan implementation 950,000 950,000 950,000 0

Keeley Park Masterplan 100,000 100,000 100,000 0

Municipal Operations

Operational Plant & Equipment Replacement 500,000 500,000 500,000

Mentone offices refurbishment 120,000 120,000 120,000

Civil Infrastructure

Reserve gravel carparks minor upgrades 70,000 70,000 70,000

Fire hydrant replacements 90,000 90,000 90,000

Reserve pathway renewals & minor upgrades 35,000 35,000 35,000

Road renewal - resurfacing program 1,775,000 1,775,000 1,775,000

Road renewal - roads reconstruction program 3,200,000 3,200,000 3,200,000

Asset Management Software & Systems 50,000 50,000 50,000

Roads to Recovery (Grant income) 1,935,166 1,935,166 1,935,166 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: 31,174,266 5,434,480 36,608,746 1,145,000 4,625,166 2,718,330 3,250,000 24,870,250



2016/17


2015/16 BUDGET 2016/17


2016/17

GRANTS/ CONTRIB

RECEIVED IN 2016/17

RESERVE FUNDS

BORROWINGS COUNCIL

2- A Sustainable Natural and Built Environment

Green Wedge Development

Implementation of Green Wedge Plan 300,000 297,300 597,300 597,300 0

Linking Karkarook Park to Settlement Creek 1,050,000 1,050,000 1,050,000 0

Green Wedge Project Officer 35,000 35,000 35,000 0

Walking and Cycling Connectivity Project 137,000 137,000 137,000 0

Parks and Open Space

Minor Reserve Improvements 150,000 150,000 150,000

Reserves Tree Planting Program 50,000 50,000 50,000

Reserve Revegetation 70,000 70,000 70,000

Walter Galt No 2 Oval Upgrade 200,000 200,000 200,000 0

Upgrade of Irrigation System at Namatjira Reserve 100,000 100,000 100,000 0

Yammerbook / Sanctuary Place Carpark 150,000 150,000 150,000

Watering System Major Repairs & Renewal 100,000 100,000 100,000

Reserve Fencing Renewal 95,000 95,000 95,000

Parks Asset Renewal 440,675 440,675 440,675

Foreshore Environment

Foreshore natural resource management 110,000 110,000 110,000

Foreshore infrastructure renewals 500,000 500,000 500,000

Mordialloc Creek jetties 150,000 150,000 150,000

Mentone Coastal Precinct Plan implementation (Stage 1) 100,000 400,000 500,000 500,000 0

Naples Road carpark and drainage outlet design 20,000 20,000 20,000 0

Foreshore drainage improvements 160,000 160,000 160,000 0

Foreshore High St Drainage improvements 250,000 250,000 250,000 0

Parkdale Yacht Club Design 75,000 75,000 75,000 0

Mordialloc Life Saving Club redevelopment 1,000,000 1,000,000 500,000 500,000

Mordialloc Life Saving Club Coastal Resource Centre carpark construction

150,000 150,000 150,000



2016/17


2015/16 BUDGET 2016/17


2016/17

GRANTS/ CONTRIB

RECEIVED IN 2016/17

RESERVE FUNDS

BORROWINGS COUNCIL

Mordialloc Foreshore Precinct 325,000 325,000 325,000 0

Landfill Remediation

Former Landfill Remediation 665,000 665,000 665,000

Elder Street landfill remediation & landscaping 1,880,000 270,000 2,150,000 2,150,000 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 1,500,000 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

240,000 240,000 240,000

Drainage program / flood mitigation 3,000,000 3,000,000 3,000,000

SUBTOTAL GOAL 2: 13,322,675 1,267,300 14,589,975 500,000 5,599,300 1,500,000 6,990,675

3- Healthy, Strong and Connected Communities

4- A Prosperous and Dynamic City

Traffic & Transport

Traffic management improvement programs 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 upgrades 40,000 40,000 40,000

Arts & Civic Pride

Community facility funding contingency (Arts Focus) 50,000 50,000 50,000

Public Art 20,000 20,000 20,000

Local Shopping Centres

CharmanRd/BalcombeRd 200,000 200,000 200,000



2016/17


2015/16 BUDGET 2016/17


2016/17

GRANTS/ CONTRIB

RECEIVED IN 2016/17

RESERVE FUNDS

BORROWINGS COUNCIL

Entrance Signage for Shopping Centres 45,000 45,000 90,000 90,000

Activity Centres

Moorabbin Arts link & bus interchange 68,134 68,134 68,134 0

Chelsea Strand toilets 87,000 87,000 87,000

Mentone Shops public toilet (rear post office) 200,000 200,000 200,000

Highett Activity Centre upgrades & improvements 50,000 50,000 50,000

Moorabbin Activity Centre upgrades & improvements 60,000 60,000 60,000

Implement structure plans - (Moorabbin to Mordialloc) – Concepts

150,000 66,667 216,667 216,667

Davies St reconstruction (inc roundabout) 840,000 840,000 840,000

Mentone Activity Centre - parking 15,000 15,000 15,000

SUBTOTAL GOAL 4: 2,360,077 576,801 2,936,801 68,134 2,868,667

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

Phone projects 70,000 70,000 70,000

Software licensing 20,000 20,000 20,000

IS Strategy implementation 80,000 220,000 300,000 300,000

Printers 65,000 65,000 65,000

Back up solution 60,000 110,000 170,000 170,000

Disaster recovery 70,000 123,000 193,000 193,000

Asset Management System - development & support 50,000 50,000 50,000

Core Communications network switches 55,000 55,000 55,000

Library management system update (250,000) 450,000 200,000 200,000

HRIS – Performance Management System 114,197 114,197 114,197

Community Care Information System 210,411 210,411 210,411



2016/17


2015/16 BUDGET 2016/17


2016/17

GRANTS/ CONTRIB

RECEIVED IN 2016/17

RESERVE FUNDS

BORROWINGS COUNCIL

Corporate Information 50,000 50,000 50,000

Corporate systems & mobility 220,000 85,265 305,265 305,265

Geographic Information System 141,219 141,219 141,219

SUBTOTAL GOAL 6: 740,000 1,509,092 2,249,092 210,411 2,038,681

TOTAL - CAPITAL WORKS PROGRAM 2016/17 47,596,941 8,787,683 56,384,614 1,213,134 5,125,166 8,528,041 4,750,000 36,768,273



Asset expenditure type Summary of funding sources

Capital Works Area Project

cost New Expansion Renewal Upgrade

OS - Non-Asset

Grants Rec'd Prior

Grants To Be Rec'd

Contribs To Be Rec'd

Council Reserves

Borrow Council

cash

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000 $'000

Part 1 - New Capital Works 2016/17

PROPERTY

Land 0 0 0 0 0 0 0 0 0 0 0 0

Land Improvements 2,645 0 0 0 0 2,645 0 0 0 2,150 0 495

Total Land 2,645 0 0 0 0 2,645 0 0 0 2,150 0 495

Buildings 15,080 240 1,540 10,383 2,918 0 1,055 2,850 0 0 3,250 7,925

Heritage buildings 0 0 0 0 0 0 0 0 0 0 0 0

Building Improvements 3,041 70 18 1,790 714 450 0 0 0 0 0 3,041

Total Buildings 18,121 310 1,557 12,172 3,632 450 1,055 2,850 0 0 3,250 10,966

Total Property 20,766 310 1,557 12,172 3,632 3,095 1,055 2,850 0 2,150 3,250 11,461

PLANT AND EQUIPMENT 0 0 0 0 0 0 0 0 0 0 0 0

Heritage Plant and Equipment 0 0 0 0 0 0 0 0 0 0 0 0

Plant, Machinery and Equipment 500 0 50 400 50 0 0 0 0 0 0 500

Fixtures, Fittings and Furniture 0 0 0 0 0 0 0 0 0 0 0 0

Computers and Telecomm 740 20 185 427 274 -165 0 0 0 210 0 530

Library Books 0 0 0 0 0 0 0 0 0 0 0 0

TOTAL PLANT AND EQUIPMENT 1,240 20 235 827 324 -165 0 0 0 210 0 1,030

INFRASTRUCTURE

Roads 8,790 674 288 7,360 468 0 0 1,935 0 0 0 6,855

Bridges 0 0 0 0 0 0 0 0 0 0 0 0

Footpaths and Cycleways 1,615 135 0 1,348 133 0 0 0 0 0 0 1,615

Drainage 3,480 152 25 87 3,216 0 0 0 0 0 0 3,480

Rec, Leisure and Comm Facilities 5,143 72 466 2,260 2,285 60 90 300 0 0 0 4,753

Waste Management 0 0 0 0 0 0 0 0 0 0 0 0

Parks, Open Space and Streetscapes 4,413 975 314 1,800 754 570 68 0 0 6,168 0 -1,823

Aerodromes 0 0 0 0 0 0 0 0 0 0 0 0






OS - Non-Asset

Grants Rec'd Prior

Grants To Be Rec'd


Council Reserves

Borrow Council

cash

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000 $'000

Off Street Car Parks 300 0 0 300 0 0 0 0 0 0 0 300

Other Infrastructure 1,850 223 0 428 1,200 0 0 0 0 0 1,500 350

TOTAL INFRASTRUCTURE 25,591 2,231 1,093 13,582 8,055 630 158 2,235 0 6,168 1,500 15,530

TOTAL NEW CAPITAL 2016/17 47,597 2,561 2,885 26,581 12,011 3,560 1,213 5,085 0 8,528 4,750 28,020

Part 2 - CARRY OVER WORKS 2015/16

PROPERTY

Land 0 0 0 0 0 0 0 0 0 0 0 0

Land Improvements 0 0 0 0 0 0 0 0 0 0 0 0

Total Land 0 0 0 0 0 0 0 0 0 0 0 0

Buildings 1,932 287 250 1,110 285 0 -600 450 0 0 0 2,082

Heritage buildings 0 0 0 0 0 0 0 0 0 0 0 0

Building Improvements 680 450 0 144 36 50 0 0 0 0 0 680

Total Buildings 2,612 737 250 1,254 321 50 -600 450 0 0 0 2,762

Total Property 2,612 737 250 1,254 321 50 -600 450 0 0 0 2,762

PLANT AND EQUIPMENT

Heritage Plant and Equipment 0 0 0 0 0 0 0 0 0 0 0 0

Plant, Machinery and Equipment 0 0 0 0 0 0 0 0 0 0 0 0

Fixtures, Fittings and Furniture 0 0 0 0 0 0 0 0 0 0 0 0

Computers and Telecomm 1,509 0 185 393 459 472 0 0 0 0 0 1,509

Library Books 0 0 0 0 0 0 0 0 0 0 0 0

TOTAL PLANT AND EQUIP 1,509 0 185 393 459 472 0 0 0 0 0 1,509

INFRASTRUCTURE

Roads 50 0 0 0 50 0 0 0 0 0 0 50

Bridges 0 0 0 0 0 0 0 0 0 0 0 0

Footpaths and Cycleways 745 706 0 40 0 0 0 0 0 0 0 745






OS - Non-Asset

Grants Rec'd Prior

Grants To Be Rec'd


Council Reserves

Borrow Council

cash

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000 $'000

Drainage 0 0 0 0 0 0 0 0 0 0 0 0

Rec, Leisure and Comm Facilities 1,214 0 475 342 364 34 0 0 0 95 0 1,119

Waste Management 0 0 0 0 0 0 0 0 0 0 0 0

Parks, Open Space and Streetscapes 2,202 178 414 911 429 270 0 0 0 1,658 0 544

Aerodromes 0 0 0 0 0 0 0 0 0 0 0 0

Off Street Car Parks 150 150 0 0 0 0 0 0 0 0 0 150

Other Infrastructure 305 43 0 191 72 0 0 0 0 0 0 305

TOTAL INFRASTRUCTURE 4,667 1,076 889 1,482 915 304 0 0 0 1,753 0 2,914

TOTAL CARRIED FWD 2015/16 8,788 1,813 1,324 3,129 1,695 826 -600 450 0 1,753 0 7,185

TOTAL CAPITAL WORKS 2016/17 56,385 4,374 4,209 29,710 13,706 4,386 613 5,535 0 10,282 4,750 35,205

2016/17 Budget

CITY OF KINGSTON


7. Rates and Charges Statutory Disclosures

This section presents information about rates and charges which the Act and the Regulations require to

be disclosed in the Council’s annual budget.

This section 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.

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 2016/17 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

In developing the Strategic Resource Plan (referred to in Section 14), rates and charges were identified

as an important source of revenue, accounting for 65% of the total revenue received by Council annually.

Planning for future rate increases has therefore been an important component of the Strategic Resource

Planning process. The State Government have introduced the Fair Go Rates System (FGRS) which sets

out the maximum amount councils may increase rates in a year. For 2016/17 the FGRS cap has been set

at 2.5%. The cap applies to both general rates and municipal charges and is calculated on the basis of

council’s average rates and charges per assessment.

The level of required rates and charges has been considered in this context, with reference to Council's

other sources of income and the planned expenditure on services and works to be undertaken for the

Victorian community.

Council’s on-going financial position will be underpinned by containing costs and seeking modest

alternative sources of revenue in order to maintain financial sustainability as set out in the Strategic

Resource Plan all the while maintaining a robust capital works program in to the future.

In order to achieve these objectives while maintaining service levels and a strong capital expenditure

program, the average general rate and the municipal charge will increase by 2.5% in line with the rate

cap, the user pays waste service fee which is outside the legislative rate controls are proposed to

increase by $4 or $5 per property depending on the waste service choice selected by each rate payer.

This will raise total rates and charges for 2016/17 of $129.0 million inclusive of new supplementary rates

to be raised on new properties in 2016/17. Council’s waste service charges have increased to reflect the

user pays principal for this service.

The information set out below is required under the Local Government Act 1989 and Local Government

(Finance and Reporting) Regulations 2014 to be disclosed in the Council’s Annual Budget.

2016/17 Budget

CITY OF KINGSTON


Regulation 8(a) - Borrowings

2015/16 $

2016/17

$

Total amount proposed to be borrowed 3,395,000 4,750,000

Regulation 8(b) – Debt Redemption

2015/16 $

2016/17

$

Total amount of debt redemption 4,660,000 4,524,000

Regulation 8(c)(i) - The proposed rate in the dollar for each type of rate to be levied:-

TYPE OF PROPERTY 2015/16

RATE IN THE $ 2016/17

RATE IN THE $

General Land Rate (See Schedule A) 0.0024731 0.0021130

Agricultural Land Rate (See Schedule B) 0.0019785 0.0016904

Extractive and Landfill Land Rate (See Schedule C) 0.0074193 0.0063390

Retirement Village Land (See Schedule D) 0.0022258 0.0019017

Regulation 8(c)(ii) - The estimated amount to be raised by each type of rate to be levied:-


$ 2016/17

$

General land 104,140,423 108,518,336

Agricultural land 127,281 108,988

Extractive and landfill land 116,780 101,646

Cultural and recreational land 350,644 359,410

Retirement village land 817,826 780,258

Total 105,552,954 109,868,638

Regulation 8(c) (iii) - Total amount to be raised by rates:-

2015/16

$ 2016/17

$

Total 105,552,954 109,868,638

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 -14.56%

Agricultural land -14.56%

Extractive and landfill land -14.56%

Retirement Village land -14.56%

2016/17 Budget

CITY OF KINGSTON


Regulation 8(c)(v) - The number of assessments for each type of rate to be levied compared to the

previous year:

TYPE OF PROPERTY 2015/16 2016/17

General land 69,910 70,741

Agricultural land 43 42

Extractive and landfill land 6 6

Cultural and recreational land

(Note: not included in Rate Cap) 12 12


Total 71,110 71,943

Regulation 8(c)(vi) – The total number of assessments is:

71,943 (2015/16 71,110)

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

2016/17

$000

General land 42,707,142 51,357,471

Agricultural land 61,267 64,475

Extractive and landfill land 15,740 16,035

Cultural and recreational land 342,130 375,125


Total 43,494,039 52,223,401

Regulation 8(c)(ix) – The proposed Municipal Charge is:

$100 per rateable property (2015/16 $100)

2016/17 Budget

CITY OF KINGSTON


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

2015/16

$

2016/17

$

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 $225

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 $186

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 $207

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 $174

Service Choice E – 120 litre garbage and 240 litre recycling bins including recovery of costs attributable to the State Government Landfill Levy

$159 $164

Service Choice F – 80 litre garbage and 240 litre recycling bins including recovery of costs attributable to the State Government Landfill Levy

$131 $135

Service Choice G – 240 litre x 2 Share Garbage, 240 litre Recycle including recovery of costs attributable to the State Government Landfill Levy

$130 $135

Service Choice H – 240 litre x 3 Share Garbage, 240 litre Recycle including recovery of costs attributable to the State Government Landfill Levy

$101 $106

Service Choice I – 240 litre x 4 Share Garbage, 240 litre Recycle including recovery of costs attributable to the State Government Landfill Levy

$90 $95

Service Choice P – 120 litre x 2 Share Garbage, 240 litre Recycle including recovery of costs attributable to the State Government Landfill Levy

$90 $95

Service Choice W – Additional 120 litre Green Waste Bin $42 $46

Service Choice X – Additional 240 litre Green Waste Bin $54 $58

Service Choice Y – Additional 240 litre Garbage Bin including recovery of costs attributable to the State Government Landfill Levy

$137 $142

Service Choice Z – Additional 120 litre Garbage Bin including recovery of costs attributable to the State Government Landfill Levy

$129 $134

2016/17 Budget

CITY OF KINGSTON


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

2015/16

$

2016/17

$

Municipal Charge 7,110,800 7,194,300

Waste Service Charges

(Note: not included in Rate Cap)

11,456,246 11,849,332

Total 18,567,046 19,043,632

Regulation 8(c)(xii) - The estimated total amount to be raised by rates and charges at 1 July 2016:-

2015/16

$

2016/17

$

Rates and Charges 124,120,000 128,912,270

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.

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.

2016/17 Budget

CITY OF KINGSTON


Differential Rates

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

2016/17 Financial Year.

2016/17 Budget

CITY OF KINGSTON


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 areas of the City to achieve the

stated purposes of the Urban Growth Boundary being the development of a sustainable and viable

agricultural industry; and








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:



2016/17 Budget

CITY OF KINGSTON


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








Types and Classes:


Use and Level of Extractive Landfill Land Rate:


adopted by Council.





Use of Land





Types of Buildings:



2016/17 Budget

CITY OF KINGSTON


SCHEDULE D

RETIREMENT VILLAGE LAND

Characteristics:

Retirement Village Land is land that is:-

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:


adopted by Council.





Use of Land:





Types of Buildings:



2016/17 Budget

CITY OF KINGSTON


Budget Analysis

The following reports provide detailed analysis to support and explain the budget reports in the previous

section.

This section includes the following analysis and information:

Summary of financial position

Budget influences

Analysis of operating budget

Analysis of budgeted cash position

Analysis of capital budget

Analysis of budgeted financial position

2016/17 Budget

CITY OF KINGSTON


8. Summary of Financial Position

Council has prepared a Budget for the 2016/17 financial year which seeks to balance the demand for

services and infrastructure with the community’s capacity to pay. Key budget information is provided

below about the rate increase, operating result, services, cash and investments, capital works, financial

position, financial sustainability and strategic objectives of the Council.

8.1 TOTAL RATES AND CHARGES

A = Actual F = Forecast B = Budget SRP = Strategic Resource Plan estimates

It is proposed that the average general rate and municipal charge increase by 2.5% for the 2016/17 year.

It is further proposed that the “user pays” waste service fee increase by $4 or $5 per property depending

on the waste service choice that each rate payer is currently receiving, raising total rates of $129.0 million

which includes rate income generated from supplementary rates,. The rate increase for the 2015/16

financial year was 4.25% .The 2016/17 rate increase is in line with the rate cap set by the Minister for

Local Government. Refer to the Section 15 Rating Strategy for more information.

118.9 125.0

129.0 132.5 136.2 140.0

0

20

40

60

80

100

120

140

160

2014/15 A 2015/16 F 2016/17 B 2017/18 F 2018/19 F 2019/20 F

$ m

illio

ns

2016/17 Budget

CITY OF KINGSTON


8.2 OPERATING RESULT

A = Actual F = Forecast B = Budget SRP = Strategic Resource Plan estimates

The expected operating result for the 2016/17 year is a surplus of $20.8 million, which is an increase of

$5.1 million over 2015/16. This result is consistent with the revised long term financial strategy of Council.

The adjusted underlying result, which excludes items such as non-recurrent capital grants and non-cash

contributions is a surplus of $14.7 million, which is an increase of $5.0 million over 2015/16 – refer to

Section 10 of this summary for further information. (The forecast comparable operating result for the

2015/16 year is a surplus of $15.7 million).

8.3 CASH AND INVESTMENTS

Cash and investments are expected to decrease by $2.0 million during the year to $62.8 million as at 30

June 2017. Refer to Section 11 for an analysis of the cash position.

25.4

15.7

20.8

12.3 12.0

10.0

0

5

10

15

20

25

30

2014/15 A 2015/16 F 2016/17 B 2017/18 F 2018/19 F 2019/20 F

Su

rplu

s /

-d

efi

cit

$M

47.8

64.8 62.8

58.8 61.6

67.6

0

10

20

30

40

50

60

70

80

2014/15 A 2015/16 F 2016/17 B 2017/18 F 2018/19 F 2019/20 F

cash

at

han

d $

M

2016/17 Budget

CITY OF KINGSTON


8.4 CAPITAL WORKS

The capital works program for the 2016/17 year is expected to be $56.4 million of which $8.8 million

relates to projects which will be carried forward from the 2015/16 year. The carried forward component is

fully funded from the 2015/16 budget. Of the $56.4 million of capital funding required, $6.3 million will

come from external grants ($1.2 million of which was received in 2015/16) with the balance of

$50.1 million from Council sources. The Council sourced funding comprises asset sales ($1.4 million),

cash held at the start of the year for the carried forward works ($8.8 million) and cash generated through

operations in the 2016/17 financial year ($39.6 million). The capital expenditure program has been set

and prioritised based on a rigorous process of consultation that has enabled Council to assess needs and

develop sound business cases for each project (Capital works is forecast to be $48.4 million for the

2015/16 year).

8.5 FINANCIAL SUSTAINABILITY

A high level Strategic Resource Plan for the years 2017/18 to 2019/20 has been developed to assist

Council in adopting a budget within a longer term prudent financial framework. The key objective of the

Plan is financial sustainability in the medium to long term, while still achieving the Council’s strategic

objectives as specified in the Council Plan. The adjusted underlying result, which is a key measure of

financial sustainability, remains positive over the four year period.

48.4

56.4

47.6

38.4 34.4

0

10

20

30

40

50

60

2015/16 F 2016/17 B 2017/18 F 2018/19 F 2019/20 F

Cap

ital

Wo

rks $

M

20.4

9.7

14.7

10.7 10.4 9.0

0.0

5.0

10.0

15.0

20.0

25.0

2014/15 A 2015/16 F 2016/17 B 2017/18 F 2018/19 F 2019/20 F

ad

juste

d u

nd

erl

yin

g s

urp

lus /

-

defi

cit

2016/17 Budget

CITY OF KINGSTON


8.6 STRATEGIC OBJECTIVES

The Annual Budget includes a range of services and initiatives to be funded that will contribute to

achieving the strategic objectives specified in the Council Plan. The above graph shows the level of

funding allocated in the budget to achieve the strategic objectives as set out in the Council Plan for the

2016/17 year.

The services that contribute to these objectives are set out in Section 2.

8.7 COUNCIL EXPENDITURE ALLOCATIONS

The above chart provides an indication of how Council allocates its expenditure across the main services

that it delivers. It shows how much is allocated to each service area for every $100 that Council spends.

Council overheads, governance costs and administrative costs are allocated to our external facing

services using an internal overhead allocation model.

11.7

27.5

14.3

10.6

1.1

18.4

10.7

28.7

12.6 10.5

1.1

18.8

0

5

10

15

20

25

30

35

net

co

st

$M

2015/16

2016/17

Net Expenditure Per $100 Rates

Capital Works $25.53

Aged Services $19.27

Arts, Culture & Libraries $4.72

Parks & Leisure $10.86

Family Services $7.98

Enviroment & Waste $8.87

Roads & Drainage $3.96

Property & Facilties $4.18

Planning & Amenity $1.74

Operations $7.36

Infrastructure Services $5.53

2016/17 Budget

CITY OF KINGSTON


9. Budget Influences

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

which the Council operates.

9.1 SNAPSHOT OF KINGSTON CITY COUNCIL

In preparing the 2016/17 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.

9.1.1 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 22% of our residents (31,000) are aged over

60 – this is 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 Italian,

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 Housing

The number of homes is increasing. Kingston has over 63,000 dwellings. Housing stock is increasing,

particularly in the form of apartment developments, and the population is also increasing despite

decreases in household sizes. Trends show that the number of one-person households is increasing, as

is the number of small households.

The proportion of separate houses has fallen over the past decade with the growth of flats, units or

apartments, along with semidetached, row, terrace and townhouses. Residential property prices have

increased significantly over the past 10 years.

2016/17 Budget

CITY OF KINGSTON


Our Employment and Education

The occupations of residents have changed. The proportion of managers, professionals and community

and personal service workers has increased, while a fall has occurred in the proportion of technicians and

trades workers, clerical and administrative workers, sales workers, labourers and machinery operators

and drivers.

People in Kingston are also becoming better educated. The proportion of residents who have non-school

qualifications is increasing. Many more residents in 2011 had completed a non-school qualification than in

2006 (57.4% compared with 53.4%). (Source: Australian Bureau of Statistics, Census of Population and

Housing).

Our Industries

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

enterprises in Melbourne. Manufacturing contributes around $11 billion of the total $23 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.

Kingston offers a wide variety of shopping precincts including Westfield Southland, Direct Factory Outlets

and a range of community based strip shopping centres.

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.

The Kingston Green Wedge is a 2,070 hectare region of non-urban land outside of the Melbourne Urban

Growth Boundary of which 261 hectares consists of closed, active, or closing landfills. The 2012 Green

Wedge Plan advocates for transitioning from landfill activities and identifies considerable opportunity to

further improve Kingston’s open spaces and trail links.

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. Council believes a sustainable and balanced approach to the natural and built

environment is key to managing and responding to a constantly evolving municipality.

2016/17 Budget

CITY OF KINGSTON


Key features of our environment are:

13km of beachfront on Port Phillip Bay

Wetlands areas in Edithvale

The Kingston Green Wedge

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.

9.1.2 EXTERNAL INFLUENCES

In preparing the 2016/17 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 consistent increasing from $5.0 million in 2015/16

to $5.1 million in 2016/17. The significant grants in 2015/16 are $1.5 million for Chelsea

Kindergarten, $0.5 million for Mordialloc Life Saving Club redevelopment and $0.8 million for the

Carrum Children’s Centre and $1.9 million from the Commonwealth Government for the Roads to

Recovery Program.

Government Operating Grants not keeping pace with cost increases; and

Uncertain economic conditions.

9.1.3 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 $3.0 million

Roads Reconstruction $5.1 million (including roads to recovery $1.9 million )

Ben Kavanagh Reserve Pavilion Upgrade $1.4 million

Carrum Children’s Centre Building Renewal $1.8 million

Westall Community Hub $6.5 million

Chelsea Kindergarten Redevelopment $2.0 million

2016/17 Budget

CITY OF KINGSTON


9.2 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

$4.8 million borrowing is anticipated in 2016/17 for the Westall Community Hub project and

replacement of street light fittings.

9.3 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 $19 million on behalf of the Victorian Government.

2016/17 Budget

CITY OF KINGSTON


Details of the levy for 2016/17 Fire Services Levy have not yet been released by the State Government.

The levy will continue to consist of two components:

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

and

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

9.4 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 2016/17 to 2019/20 (section 14.) Rating Strategy (section 15.) Borrowing Strategy

(section 16) Asset Management Strategy (section 17) and Fees and Charges Strategy (section 18).

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

2016/17 Budget

CITY OF KINGSTON


10. Analysis of Operating Budget

This section analyses the operating budget including expected income and expenses of the Council for

the 2016/17 year.

10.1 BUDGETED INCOME STATEMENT

REF FORECAST

ACTUAL 2015/16 $’000

BUDGET 2016/17

$’000

VARIANCE $’000

Total income 195,730 197,725 1,995

Total expenses (180,033) (176,910) 3,123

Surplus (deficit) for the year 15,697 20,815 5,118

Grants – capital non-recurrent (4,999) (5,085) (86)

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

Adjusted underlying surplus (deficit) 10.1.1 9,698 14,730 5,032

10.1.1 Adjusted underlying surplus ($5.0 million increase)

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 2016/17 year of $14.7 million is an increase of $5.0 million from

2015/16. This is reflective of Council maintaining sustainable surpluses in the period covered by the

Strategic Resource Plan. These surpluses contribute to Council’s ability to fund capital works and repay

debt. 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. The underlying surplus is a key measure of financial sustainability and

ensures Council has the resources available to fund its capital works program and repayment of debt.

2016/17 Budget

CITY OF KINGSTON


10.2 INCOME

INCOME TYPES REF FORECAST

ACTUAL 2015/16 $’000

BUDGET 2016/17 $’000

VARIANCE $’000

Rates and charges 10.2.1 125,020 129,012 3,992

User fees and fines 10.2.2 27,884 28,781 897

Contributions 10.2.3 1,442 1,396 (46)

Grants – operating 10.2.4 33,498 31,237 (2,261)

Grants – capital 10.2.5 4,999 5,085 86

Net gain on sale of assets 10.2.6 0 0 0

Other income 10.2.7 2,887 2,214 (673)

Total income 195,730 197,725 1,995 Source: Appendix A

10.2.1 Rates and charges ($4.0 million increase)

It is proposed that income from total rates and charges be increased by $4.0 million over 2015/16 to

$129.0 million inclusive of new supplementary rates. This increase is compliant with the rate cap

determination of the State Government. Section 15 “Rating Strategy” includes a more detailed analysis of

the rates and charges to be levied for 2016/17. Further information on rates and charges specifically

required by the Regulations is included in Section 7 Rates & Charges Statutory Disclosures.

10.2.2 User fees and fines ($0.9 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 $0.9 million over 2015/16 and includes an increase of $1.3

million attributable to additional Rental income on Kingston Property and an increase of $0.6 million for

the operation of the Edithvale and Carrum Hub offset by the fees no longer applicable associated with

Council’s former Hostels. A detailed listing of fees and charges is included in Appendix A.

10.2.3 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 of non-cash asset contributions.

Other contributions are projected to be in line with 2015/16 levels.

2016/17 Budget

CITY OF KINGSTON


10.2.4 Grants - operating ($2.3 million decrease)

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 decreased by

$2.3 million compared to 2015/16. See Section 5.1 for detailed information.

10.2.5 Grants - capital ($0.1 million increase)

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 increase

by $0.1 million compared to 2015/16. Grant revenue in 2016/17 includes $5.1 million for Capital Grants

which includes $1.5 million for Chelsea Kindergarten, $0.5 million for Mordialloc Life Saving Club

redevelopment and $0.8 million for the Carrum Children’s Centre and $1.9 million from the

Commonwealth Government for the Roads to Recovery Program. This program supports the renewal of

roads within Kingston.

Section 6 “Detailed List of Capital Works” and Section 12 “Analysis of Capital Budget” include a detailed

analysis of the grants and contributions expected to be received during the 2016/17 year.

10.2.6 Net gain on sale of assets (no change)

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.

10.2.6 Other income ($0.7 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 $0.7 million compared to 2015/16 mainly due to a forecast

decline in expected interest on investments ($0.3 million).

10.3 EXPENSES

EXPENSE TYPE REF FORECAST

2015/16 $’000

BUDGET 2016/17 $’000

VARIANCE $’000

Employee costs 10.3.1 78,718 74,711 (4,007)

Materials and services 10.3.2 74,959 74,842 (117)

Bad and doubtful debts 10.3.3 50 50 0

Depreciation and amortisation 10.3.4 25,500 26,500 1,000

Finance costs 10.3.5 806 807 1

Total expenses 180,033 176,910 (3,123)

Source: Appendix A

2016/17 Budget

CITY OF KINGSTON


10.3.1 Employee costs ($4.0 million decrease)

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 decrease by $4.0 million in 2016/17 compared to 2015/16 forecast which

is on budget this year. The change for 2016/17 includes allowances for the following factors:

A proposed allowance for the next Enterprise Bargaining Agreement (EBA);

anticipated near full employment rates at Council;

estimated full time equivalent (FTE) staffing levels

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

is included below:

DIVSION BUDGET 2016/17

$’000

COMPRISES

PERMANENT FULL TIME

$’000

PERMANENT PART TIME

$’000

Planning and Development 9,598 8,569 1,029

Community Sustainability 35,254 24,476 10,778

Corporate Services 9,637 8,396 1,241

City Assets and Environment 12,055 10,067 1,988

Executive 1,837 1,837 0

Total permanent staff expenditure 68,381 53,345 15,036

Casuals and allowances 6,330

Total expenditure 74,711

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

included below:

DIVISION BUDGET 2016/17

FTE

COMPRISES

PERMANENT FULL TIME

PERMANENT PART TIME

Planning and Development 95.5 83.0 12.5

Community Sustainability 384.1 145.8 238.3

Corporate Services 98.7 83.0 15.7

City Assets and Environment 144.0 119.0 25.0

Executive 8.0 8.0 0.0

Total permanent staff 730.3 438.8 291.5

Casuals 80.1

Total staff 810.4

2016/17 Budget

CITY OF KINGSTON


10.3.2 Materials and services ($0.1 million decrease)

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 decrease by $0.1 million compared to

2015/16.

Expenditure on all goods and services has been kept at 2015/16 budget levels except for contracted

expenditures with cost escalators such as fuel, labour etc.

Major items of contract expenditure in Budget 2016/17 include:

Waste management contracts $12.4 million.

Road & footpath maintenance $4.4 million.

Public street lighting $1.3 million.

Open space mowing maintenance $2.4 million.

Meals on Wheels $0.7 million.

Park cleaning contract $1.8 million.

10.3.3 Bad and doubtful debts (No change)

Bad and doubtful debts are projected to remain at 2015/16 levels of $0.05 million.

10.3.4 Depreciation and amortisation ($1.0 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

2016/17 and the full year effect of depreciation of the 2015/16 capital works program.

Refer to Section 6 “Detailed List of Capital Works” and Section 12 “Analysis of Capital Budget” for a more

detailed analysis of Council’s capital works program for the 2016/17 year.

10.3.5 Finance costs (No Change)

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

loan agreements and are budgeted to total $0.8 million in 2016/17 and reflects current loan agreements

and an estimate for the new borrowings anticipated in 2016/17.

2016/17 Budget

CITY OF KINGSTON


11. Analysis of Budgeted Cash Position

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

Council for the 2016/17 year. Budgeting of cash flows for Council is a key factor in providing a guide to

the level of capital expenditure that can be sustained with or without using existing cash reserves or new

borrowings being entered into. 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.

11.1 BUDGETED CASH FLOW STATEMENT

EXPENSE TYPE REF FORECAST

2015/16 $’000

BUDGET 2016/17 $’000

VARIANCE $’000

Cash flows from operating activities 11.1.1 Receipts Rates and charges 124,793 129,055 4,262 User fees and fines 27,884 28,781 897 Contributions, reimbursement & donations 442 396 (46) Grants - operating 33,498 31,237 (2,261) Grants - capital 4,999 5,085 86 Interest 1,651 1,401 (250) Other receipts 1,236 813 (423)

194,503 196,768 2,265 Payments Employee costs (78,718) (74,711) 4,007 Materials,services and other payments (75,009) (74,892) 117

(153,727) (149,603) 4,124

Net cash provided by operating activities 40,776 47,165 6,389

Cash flows from investing activities 11.1.2 Proceeds from sales of property, infrastructure, plant and equipment 18,520 100 (18,420) Payments for property, infrastructure, plant and equipment (46,230) (49,017) (2,787)

Net cash used in investing activities (27,710) (48,917) (21,207)

Cash flows from financing activities 11.1.3 Finance costs (806) (807) (1) Proceeds from borrowings 3,395 5,150 1,755 Repayment of borrowings (4,660) (4,524) 136 Increase/ (decrease) in Trust Funds (10,112) 0 10,112

Net cash used in financing activities (12,183) (181) 12,002

Net increase in cash and cash equivalents 883 (1,933) (2,816) Cash and cash equivalents at the beginning of the period 63,879 64,762 883

Cash and cash equivalents at end of the year 11.1.4 64,762 62,829 (1,933)

2016/17 Budget

CITY OF KINGSTON


11.1.1 Operating activities ($6.4 million increase)

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 10 for further details of movements in individual items.

11.1.2 Investing activities ($21.2 million decrease)

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 net movement in payments for investing activities represent a reduction of

$21.2 million in 2016/17 largely due to the one-off sale of bed licences from Kingston owned residential

aged care facilities in 2015/16. Council’s planned expenditure on capital renewal, upgrade or expansion

works that is discussed in detail in Section 6 of this report is $49.0 million. It also assumes that all capital

works expenditure will be spent in 2016/17.

11.1.3 Financing activities ($12.0 million increase)

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.

Financing activities for 2016/17 include a $10.1 million reduction when compared to 2015/16 for the

transfer of monies held in trust to the new provider for residents following the sale of Council hostel bed

licences.

11.1.4 Cash and cash equivalents at end of the year ($1.9 million decrease)

Overall, total cash and investments is forecast to decrease by $1.9 million to $62.8 million as at 30 June

2017. This is consistent with Council’s expectations.

2016/17 Budget

CITY OF KINGSTON


12. Analysis of Capital Budget

This section analyses the planned capital works expenditure budget for the 2016/17 year and the sources

of funding for the capital budget.

12.1 CAPITAL WORKS EXPENDITURE

CAPITAL WORKS BY GOAL BUDGET 2016/17 $’000

Goal 1 - Facilities and assets that are well used and effectively managed 36,609

Goal 2 – A sustainable natural and built environment 14,590

Goal 3 – Healthy, Strong and Connected Communities 0

Goal 4 – A prosperous and dynamic city 2,937

Goal 5 – An Effective Voice 0

Goal 6 – A well managed and effective organisation 2,249

Total Capital Works Program 56,385

A detailed breakdown of the Capital projects by goal can be found in section 6.

CAPITAL WORKS AREA REF FORECAST

2015/16 $’000

BUDGET 2016/17 $’000

VARIANCE $’000

Total works carried forward 8,788

New works Property 12.1.2 Land 745 2,645 1,900 Buildings 20,621 18,550 (2,071)

Total property 21,366 21,195 (171)

Plant and equipment 12.1.3 Plant, machinery and equipment 220 500 280 Computers and telecommunications 1,433 620 (813)

Total plant and equipment 1,653 1,120 (533)

Infrastructure 12.1.4 Roads 7,475 8,790 1,315 Footpaths and cycleways 1,315 1,615 300 Drainage 3,877 3,480 (397) Recreation, leisure and community facilities 3,518 5,093 1,575 Parks, open space and streetscapes 5,871 4,154 (1,717) Off street car parks 1,328 300 (1,028) Other infrastructure 1,962 1,850 (112)

Total infrastructure 25,341 25,282 (59)

Total new works 48,360 47,597 (763)

Total capital works expenditure 48,360 56,385 8,025

Represented by: New asset expenditure 12.1.5 4,949 4,374 (575) Asset expansion expenditure 12.1.5 2,142 4,209 2,067 Asset renewal expenditure 12.1.5 27,639 29,710 2,072 Asset upgrade expenditure 12.1.5 12,148 13,706 1,558 Non-Asset 12.1.5 1,483 4,386 2,903

Total capital works expenditure 48,360 56,385 8,025 A more detailed listing of the capital works program is included in Section 6.

2016/17 Budget

CITY OF KINGSTON


12.1.1 Carried forward works ($8.8 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 2015/16 year it is

forecast that $8.8 million of capital works will be incomplete and be carried forward into the 2016/17 year.

The more significant projects include the Moorabbin Reserve Master Plan implementation ($1.0 million)

and the Westall Community Hub ($1.1 million).

12.1.2 Property ($21.2 million)

The property class comprises buildings and building improvements including community facilities,

municipal offices, sports facilities and pavilions.

For the 2016/17 year, $20.9 million will be expended on building and building improvement projects. The

more significant projects include Westall Community Hub ($5.4 million), Chelsea Kindergarten ($1.5

million), Carrum Children’s Centre ($1.75 million), Ben Kavanagh Pavilion ($1.1 million) and Moorabbin

Reserve Pavilion ($1.0 million).

12.1.3 Plant and equipment ($1.1 million)

Plant and equipment includes plant, machinery and equipment, computers and telecommunications, and

library books.

For the 2016/17 year, $2.5 million will be expended on plant, equipment and other projects. The more

significant project is the upgrade and replacement of information technology ($1.7 million).

12.1.4 Infrastructure ($25.3 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 2016/17 year, $8.8 million will be expended on road projects, $3.5 million will be expended on

drainage projects, $5.1 million will be expended on recreational, leisure and community facilities and

$4.2 million will be expended on parks, open space and streetscapes.

8%

7%

53%

24%

8%

BUDGETED CAPITAL WORKS 2016/17 BY EXPENDITURE TYPE

New asset expenditure

Asset expansionexpenditure

Asset renewalexpenditure

Asset upgradeexpenditure

Non-asset expenditure

41%

5%

54%

TOTAL CAPITAL WORKS BUDGET 2016/17 BY ASSET TYPE

Property

Plant & Equip

Infrastructure

2016/17 Budget

CITY OF KINGSTON


12.1.5 Asset renewal ($29.7 million), new assets ($4.4 million), upgrade ($13.7 million), expansion

($4.2 million) and non-asset ($4.4 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.

See Section 6 – Capital Works Program for details of all projects.

12.2 FUNDING SOURCES

SOURCE OF FUNDING REF FORECAST

2015/16 $’000

BUDGET 2016/17 $’000

VARIANCE $’000

Carried forward works 12.2.1 8,788 New works 47,597

Total Capital Works 56,385

Funded By: Grants 12.2.2 4,999 5,085 86 Contributions 101 40 -61 Borrowings 1,500 4,750 3,250 Council operations 12.2.3 36,920 36,769 -151 Proceeds from sale of assets 12.2.4 1,213 1,213 Reserve cash and investments 12.2.5 4,840 8,528 3,688

Total 48,360 56,385 8,025

12.2.1 Carried forward works ($8.8 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 2015/16 year it is

forecast that $8.8 million of capital works will be incomplete and be carried forward into the 2016/17 year.

12.2.2 Grants ($5.1 million)

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

capital works program. Grant revenue in 2016/17 includes $5.1 million for Capital Grants which includes

$1.5 million for Chelsea Kindergarten, $0.5 million for Mordialloc Life Saving Club redevelopment, $0.8

million for the Carrum Children’s Centre and $1.9 million from the Commonwealth Government for the

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

12.2.3 Council Operations ($36.8 million)

Council generates cash from its operating activities, which is used as a funding source for the capital

works program. It is forecast that $24.8 million will be generated from operations to fund the 2016/17

capital works program.

2016/17 Budget

CITY OF KINGSTON


12.2.4 Council cash - proceeds from sale of assets ($1.2 million)

Proceeds from sale of assets include items such as planned property asset sales and motor vehicle sales

in accordance with Council’s fleet renewal policy are forecast to be $1.2 million in 2016/17.

12.2.5 Council cash - reserves ($8.5 million)

Council has cash reserves, which it is currently using to contribute to funding of its annual capital works

program. The reserves include monies set aside for specific purposes such as Open Space, Green

Wedge and Foreshore renewal.

2016/17 Budget

CITY OF KINGSTON


13. Analysis of Budgeted Financial Position

This section analyses the movements in assets, liabilities and equity between 2015/16 and 2016/17. It

also considers a number of key performance indicators.

13.1 BUDGETED BALANCE SHEET

REF FORECAST

2015/16 $’000

BUDGET 2016/17 $’000

VARIANCE $’000

Current assets 13.1.1 Cash and cash equivalents 64,762 62,829 (1,933) Trade and other receivables 8,113 8,538 425 Assets held for resale 2,470 1,275 (1,195)

Total current assets 75,345 72,642 (2,703) Non-current assets 13.1.2 Trade and other receivables 20 20 0 Property, infrastructure, plant and equipment 2,167,383 2,182,617 15,234

Total non-current assets 2,167,403 2,182,637 15,234

Total assets 2,242,748 2,255,279 12,531 Current liabilities 13.1.3 Trade and other payables 12,669 12,723 54 Interest-bearing loans and borrowings 4,524 4,759 235 Provisions 14,192 14,767 575 Trust funds and deposits 2,420 2,420 0

Total current liabilities 33,805 34,669 864 Non-current liabilities 13.1.4 Interest-bearing loans and borrowings 15,415 15,806 391 Provisions 1,376 1,425 49

Total non-current liabilities 16,791 17,231 440

Total liabilities 50,596 51,900 1,304

Net assets 2,192,152 2,203,379 11,227 Equity 13.1.5 Accumulated surplus 1,291,894 1,312,709 20,815 Asset revaluation reserve 887,058 887,058 0 Other reserves 13,200 3,612 (9,588)

Total equity 2,192,152 2,203,379 11,227

13.1.1 Current Assets ($2.7 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.

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 2016/17 the proceeds from asset sales will be

utilised to fund (in part) specific capital works at the already completed Edithvale Family and Children’s

Centre.

2016/17 Budget

CITY OF KINGSTON


13.1.2 Non-Current Assets ($15.2 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 ($26.5 million).

13.1.3 Current Liabilities ($0.9 million increase)

Provisions include accrued long service leave and annual leave owing to employees. These employee

entitlements are only expected to increase $0.6 million due to active management of entitlements after

allowing for an increase for EBA outcomes.

13.1.4 Non-Current Liabilities ($0.4 million increase)

Interest-bearing loans and borrowings are borrowings of Council. Council is budgeting to repay loan

principal of $4.5 million over the year.

13.1.5 Equity ($11.2 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 $20.8 million results directly from the surplus for the year.

During the year an amount of $3.6 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.

13.2 KEY ASSUMPTIONS

In preparing the budgeted balance sheet for the year ending 30 June 2017 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 2016/17 year

Trade creditors to be based on total capital and operating expenditure

Other debtors and creditors to remain consistent with 2015/16 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 $4.5 million in 2016/17

Total amount to be capitalised in 2016/17 is approximately $49.0 million

2016/17 Budget

CITY OF KINGSTON


Long Term Strategies

This section includes an extract of the Adopted Strategic Resource Plan (SRP) to provide information on

the long term financial projections of the Council

Strategic resource plan

Rating strategy

Borrowing strategy

Asset Management strategy

Fees and charges strategy

2016/17 Budget

CITY OF KINGSTON


14. Strategic Resource Plan

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.

14.1 PLAN DEVELOPMENT

The Act requires a SRP to be prepared describing both financial and non financial 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 2016/17 to 2019/20 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, which takes effect

from 2016/17.

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;

Maintaining operating financial sustainability;

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.

2016/17 Budget

CITY OF KINGSTON


14.2 FINANCIAL RESOURCES

14.2.1 Long Term Financial Plan

The following table summarises the key financial indicators for the next four years as set out in the Long

Term Financial Plan for years 2016/17 to 2019/20. Section 3 “Financial Statements” includes a more

detailed analysis of the financial resources to be used over the four year period.

INDICATOR

FORECAST

2015/16

$000

BUDGET

2016/17

$000

FORECAST

2017/18

$000

FORECAST

2018/19

$000

FORECAST

2019/20

$000

TREND +/=/

-

Operating Surplus / (Deficit) 15,697 20,815 12,278 11,956 10,016 =

Cash Increase / (Decrease) Note 1 883 (1,933) (4,009) 2,802 6,020 +

Debt Outstanding (at end of year) 19,939 20,565 15,806 10,838 5,757 +

Total Capital Expenditure 48,361 56,385 47,600 38,360 34,410 =

Depreciation 25,500 26,500 28,300 29,200 31,100 +

Note 1 – see Section 11 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.

14.2.2 The key outcomes of the Strategic Resource Plan are as follows:-

Service Delivery – Service levels have been maintained throughout the four year period. Years 2016/17

to 2019/20 are forecast operating surplus results.

Rating Strategy (Section 15) – Consistent with the adopted long term financial strategy rates and charges

increases are forecast to be 2.5% for 2016/17, 2.45% for 2017/18, 2.40% for 2018/19 and 2.35% for

2019/20 which recognises the state government rate-capping policy and Treasury and Finance forecasts

of CPI as far as they have been provided into the future then based on a Council assessment 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 16) – Borrowings are forecast to be $20.6 million as at 30 June 2017. There

will be new borrowings in 2016/17 to fund the Westall Community Hub development project and the

Street Light replacement program with $4.8 million to be borrowed in 2016/17.

2016/17 Budget

CITY OF KINGSTON


Asset Management Strategy (Section 17) – Capital Expenditure over the four year period will total $176.8

million at an annual average of $44.2 million; and

Fees & Charges Strategy (Section 18) – 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.

14.3 HUMAN RESOURCES

Human Resources

Our people are our 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 2016/17 year is shown below and further detail is included in section 10.3.1 of this

budget.

FORECAST BUDGET

STRATEGIC RESOURCE PLAN PROJECTIONS

INDICATOR 2015/16 2016/17 2017/18 2018/19 2019/20

Employee costs ($'000) - Operating 78,718 74,711 77,363 80,109 82,953 - Capital 0 0 0 0 0

Total 78,718 74,711 77,363 80,109 82,953

Employee numbers (FTE) 856 810 810 810 810

2016/17 Budget

CITY OF KINGSTON


15. Rating Strategy

15.1 STRATEGY DEVELOPMENT

In developing the 4 Year Financial Plan, rates and charges are identified as an important source of

revenue, accounting for 65% 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

$47 per assessment and this budget is likely to maintain this position.

YEAR RATE INCREASE TOTAL RATES & CHARGES $000

(INCLUDING SUPPLEMENTARIES)

2016/17 2.50% 129,012

2017/18 2.45% 132,462

2018/19 2.40% 136,191

2019/20 2.35% 139,966

The calculation for the 2016/17 rates & charges income budget is based on an annualised 2015/16 rates

and charges revenue base of $125.8 million, which is the amount of rate revenue 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. In summary the determination of the rates to be

raised on 1 July 2016 in compliance with the Fair Go Rating provisions (excluding any supplementary

rates raised during the year which are not subject to the rate cap) is as follows:

2016/17 Budget

CITY OF KINGSTON


RATE REVENUE ANNUALISED

2015/16 DRAFT BUDGET

2016/17 CHANGE %

Capped Revenue

General Rate 106,675,589 109,509,228 2.66%

Municipal Charge 7,194,300 7,194,300 0%

Total Capped Revenue 113,869,889 116,703,528 2.49%

Uncapped Revenue

Waste Service Charges 11,557,346 11,849,332 2.53%

Cultural & Recreation Land Rates 350,644 359,410 2.50%

Total Uncapped Rates 11,907,990 12,208,742 2.53%

Total Rate Revenue at 1st

July 2016 125,777,879 128,912,270 2.49%

Additional to the above, Supplementary Rates are levied to ensure that all new properties contribute an

equitable share of rates during each year.

Note that as explained in section 9.3 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.

15.2 CURRENT RATES AND CHARGES

The following table sets out future escalation assumptions in revenue from rates and charges and the

total rates to be raised based on the forecast financial position as at 30 June 2016 that form the basis of

Council’s Strategic Resource Plan. They are subject to change following the annual determination of the

rate cap by the Minister for Local Government after considering the advice of the Essential Services

Commission. See Part 8A of the Local Government Act for further detail.

YEAR GENERAL RATE AND MUNICIPAL CHARGE

INCREASE

WASTE SERVICE FEE INCREASE

TOTAL RATES & CHARGES $000

(INCLUDING SUPPLEMENTARIES)

2016/17 2.50% 2.50% 129,012

2017/18 2.45% 2.45% 132,462

2018/19 2.40% 2.40% 136,191

2019/20 2.35% 2.35% 139,966 Note: Waste Service Fee increase to be determined on the user pays principal and may vary depending on cost changes passed

onto council by the waste industry.

2016/17 Budget

CITY OF KINGSTON


15.3 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 Section 7 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 2016/17.

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.

2016/17 Budget

CITY OF KINGSTON


The following table summarises the rates to be levied for the 2016/17 year. A more detailed analysis of

the rates and charges to be raised is contained in Section 7 Rates and Charges.

RATE TYPE 2015/16 2016/17

General Land Rate – cents in $ of CIV 0.24731 0.21130

Agricultural Land Rate - cents in $ of CIV 0.19785 0.16904

Extractive and Landfill Rate - cents in $ of CIV 0.74193 0.63390

Retirement Village Land 0.22258 0.19017

Municipal Charge $100.00pa $100.00pa

Waste Service Charge *– (Choices A to F) $131 to $220 pa $135 to $225 pa

Council provided Pension Rebate $100.00 pa $100.00 pa

State Government provided Pension Rebate $213.00 TBA

Capital Improved Value of rateable properties ($’000) 43,494,039 52,223,401

* 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.

15.4 GENERAL REVALUATION OF PROPERTIES

In accordance with State Government legislation, during the 2016/17 year the valuations established as

at 1 January 2016 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.

During the 2015/16 year, a revaluation of all properties within the municipality was carried out and will

apply from 1 July 2016 for the 2016/17 year. The outcome of the general revaluation has seen a change

in property valuations throughout the municipality. Overall, property valuations across the municipal

district have increased by 20.13%. Of this increase, residential properties have increased by 22.6%,

commercial properties by 15.6%, rural properties by 9.4% and industrial properties by 4.7%.

2016/17 Budget

CITY OF KINGSTON


The following table summarises the average valuation changes between the 2014 and 2016 general

revaluations for residential properties by suburb, together with the rating changes between the 2015/16

and 2016/17 years based on a 2.5% average rate increase and the valuation movements listed.

SUBURB ESTIMATED AVERAGE

VALUATION CHANGE

ESTIMATED AVERAGE

RATING CHANGE

Aspendale 25.5% 6.8%

Aspendale Gardens 24.8% 6.2%

Bonbeach 22.8% 4.6%

Braeside 6.9% -8.3%

Carrum 19.7% 2.1%

Chelsea 23.0% 4.4%

Chelsea Heights 18.3% 1.0%

Cheltenham 22.0% 4.0%

Clarinda 19.8% 2.0%

Clayton South 16.2% -0.7%

Dingley Village 19.1% 1.7%

Edithvale 24.0% 5.6%

Heatherton 15.3% -1.1%

Highett 22.8% 4.6%

Mentone 20.2% 2.5%

Moorabbin 18.2% 0.9%

Moorabbin Airport 10.6% -5.3%

Mordialloc 20.1% 2.5%

Oakleigh South 15.3% -1.4%

Parkdale 23.6% 5.3%

Patterson Lakes 16.5% -0.4%

Waterways 20.5% 2.8%

Average residential 22.6% 4.5%

Average business 9.2% -6.4%

Please note these valuations and calculations have been determined on information not yet formally

certified by the Valuer-General. Therefore the above table is subject to variations within the finalised

budget process.

2016/17 Budget

CITY OF KINGSTON


16. Borrowing Strategy


In developing the Long Term Financial Strategy (see Section 14), 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 2016/17 of $4.8 million to fund the Westall Community Hub development

project and The Street Light replacement Program. Additional borrowings post 2016/17 are not

envisaged at this point of time.

16.2 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

2015/16 Forecast 3,395 4,660 806 19,939

2016/17 Budget 4,750 4,524 807 20,565*

2017/18 Forecast 0 4,759 803 15,806

2018/19 Forecast 0 4,968 594 10,838

2019/20 Forecast 0 5,080 376 5,757 *Includes $0.4m finance lease to purchase gym equipment

Budgeted Projects Funded by Borrowings

PROJECTS FUNDED BY BORROWINGS

FORECAST 2015/16

$000

BUDGET 2016/17

$000

FORECAST 2017/18

$000

FORECAST 2018/19

$000

FORECAST 2019/20

$000

Westall Community Hub 1,895 3,250 0 0 0

Street Lighting Replacement Program 1,500 1,500 0 0 0

TOTAL 3,395 4,750 0 0 0

2016/17 Budget

CITY OF KINGSTON


17. 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 four 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.

Kingston is a participant in the MAV’s STEP program for continuous improvement of Victorian Councils

Asset Management capability and maturity. The major milestone is to achieve “Core Maturity” which

requires an assessment score over 1000, out of a possible 1100 points. Kingston Council achieved this

benchmark target in November 2013 and has consolidated and improved its score each year. Kingston is

one of 27 Victorian Councils (2014 results) to achieve Core AM Maturity.

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.

2016/17 Budget

CITY OF KINGSTON


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 2015) after allowing for

their current age and condition.

ASSET CATEGORIES VALUE $’000

Land 1,342,262

Roads (incorp pavements, kerb & channel, bridges and footpaths) 399,842

Buildings 256,226

Drainage 139,509

Plant 47

Heritage & culture 1,358

Equipment 2,428

Other 4,156

Total Written Down Value as at 30 June 2015 2,145,828

17.2 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 RESERVES BORROWINGS

COUNCIL OPERATIONS

CAPITAL EXPENDITURE

$’000 DEPRECIATION

$’000

2016/17 100 0 1,213 5,125 8,528 4,750 36,669 56,385 26,500

2017/18 100 1,425 0 586 6,152 0 39,337 47,600 28,300

2018/19 100 0 0 586 1,797 0 35,877 38,360 29,200

2019/20 100 0 0 0 632 0 33,678 34,410 31,100

* Note 2016/17 total expenditure includes $8.8 million of Capital projects carried forward from 2015/16 to 2016/17, and Council operations in 2016/17 above is net of assets sales compared to Council expenditure in the Capital works program in section 6.

2016/17 Budget

CITY OF KINGSTON


18. 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 A. 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 15% of the budgeted 2016/17 Operating Revenue and as

such are an important component of Council’s revenue base.

The pressure on Council to maximise 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.

The principles described below have been applied in the setting of individual fees & charges that are to

be applied in 2016/17.

18.2 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.

18.3 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.

2016/17 Budget

CITY OF KINGSTON


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 utilised 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.

18.4 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 A.

Appendix A 2016/17 Budget CITY OF KINGSTON


Appendix A

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 2016/17 year.



NAME OF FEE DESCRIPTION OF FEE PROPOSED 2016/17 BUDGET FEES

(INC GST WHERE APPLICABLE)

Road opening charges

Deep lift asphalt (over 100mm thick) $165.00 per sqm

$200.00 minimum charge

Asphalt over rock on macadam base $128.00 per sqm


Road opening permit $122.00

Crushed rock pavement $74.00 per sqm


Footpath opening charges

75mm concrete, asphalt (minimum charge based

on one bay of footpath)

$149.00 per sqm


Crossing or ROW 75mm to 150mm (minimum

charge based on 2.25sq metres of crossing)

$160.00 per sqm


Vehicle crossings

Reinforced concrete 150mm to 200mm (minimum

charge based on 2.25 sq metres)

$177.00 per sqm


Vehicle crossing permits $122.00

Asset protection permit $254.00

Kerb and channel Concrete and bluestone (minimum charge based

on less than 2 metres)

$133.00 per sqm


Block paving (Brick Paving) Paving bricks $152.00 per sqm


Concrete channel invert, flood

dish, kerb

Concrete and bluestone (minimum charge based

on less than 2 metres)

$133.00 per sqm


Supervision of nature strip Supervision of nature strip opening permit fee $69.00 minimum charge

Supervision of nature strip

drainers Grass covered nature $79.00 minimum charge

Supervision of water main

construction Water main renewals $79.00 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 $51.00

Requests for further collections $91.00

Commercial waste fee

240 Litre Bin $555.00

Each additional 240 Litre Bin $555.00

120 Litre Bin $410.00

Working In The Road Reserve-

Application for Consent Fee

Works other than minor works - on roadway,

shoulder or pathway $605.00

Works other than minor works - not on roadway,


Minor works - on roadway, shoulder or pathway $155.00

Minor works - not on roadway, shoulder or

pathway $67.00

Works other than minor works - on roadway,






Works other than minor works - not on roadway,


Minor works - on roadway, shoulder or pathway $155.00

Minor works - not on roadway, shoulder or

pathway $67.00

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 $548.00

Class A Ground - Discount Rate $133.00

Class B Ground - Senior Rate $274.00

Class B Ground - Discount Rate $75.00

Finals - Seasonal Use

Class A Ground per finals match - Senior Rate $296.00

Class A Ground per finals match - Discount Rate $75.00

Class B Ground per finals match - Senior Rate $148.00

Class B Ground per finals match - Discount Rate $38.00

Non Team Based Charges (per Season)

Skills (inc Auskick, Goalkick, Netta, etc) $69.00

Athletics (junior) $370.00

Athletics (senior) $738.00

Dog Training $554.00

Netball courts $95.00

Netball courts - Plexipave $148.00

Casual Use of Seasonal Grounds

(All Grounds - per day)

Community groups $73.00

Charity groups $73.00

Schools - Kingston based Free of Charge

Schools - Non Kingston based $75.00

Private – Social $148.00

Private – Commercial $148.00

Kingston Heath Regional Soccer

Centre Synthetic Pitch Hire

Full pitch - visiting club match $67.00

Full pitch - visiting club match (with floodlights) $93.00

Full pitch - visiting club training $46.00

Full pitch - visiting club training (with floodlights) $67.00

Half pitch - visiting club training $31.00

Half pitch - visiting club training (with floodlights) $47.00

Full pitch - casual club / user match $88.00

Full pitch - casual club / user training $61.00

Full pitch - casual club / user clinic $67.00

Full pitch - casual club / user school $46.00

Full pitch - casual club / user commercial $134.00





Full pitch - casual club / user match (with

floodlights) $123.00

Full pitch - casual club / user training (with

floodlights) $86.00

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 $31.00

Half pitch - casual club / user clinic $44.00

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) $43.00

Half pitch - casual club / user commercial (with


Hall Hire

Cheltenham Hall

Complex – day $14.50

Complex – evening $27.00

Complex – weekend $77.00

Main Hall – day $14.50

Main Hall – evening $19.50

Main Hall – weekend $52.50

Supper Room – day $8.50

Supper Room – evening $14.50

Supper Room – weekend $32.00

Meetings $19.50

Allan McClean Hall

Complex – day $38.00

Complex – wvening $82.50

Complex – weekend $115.00

Main Hall - day $27.00

Main Hall - evening $45.00

Main Hall - weekend $83.50

Supper Room – day $22.70

Supper Room – evening $38.50

Supper Room – weekend $39.00





Hall Hire

Meetings $39.00

A.T. Niemann Community Centre




Carrum Community Centre




Meetings $8.00

Mordialloc Court House Hire

Complex $27.00

Main Hall $19.50

Supper Room $15.50

Community Transport Bus Hire

Fees

Per single or return trip $3.70

Day Trip - mid week Community Group Hires

(charge per bus inc driver) $226.00

Day Trip – Council calendar (per person) $15.00

Hire Service: 0-3 hrs $0

Hire Service: 0-5 hrs $0

Hire Service: Over 5 hrs $140.00

Multi Purpose Theatre

(Kingston Arts Centre)

Hire Monday - Friday $54.00 - $87.00

Studio Rate (new) per hour: min 3 hours

9am to 5pm only $31.00

Multi Purpose Theatre

(Kingston Arts Centre) Hire Sat – Sun $76.00 - $111.00

Additional Charges Theatre

Lighting & Audio Pro Rata Charge

(also refer to Technical Equipment Schedule of

Fees)

$93.00

Technician charges (compulsory if theatre lighting

& audio is required) $62.00

Chamber 1 (Kingston Arts

Centre)

Hourly (Monday - Friday) $42.00 - $67.00

Studio (new) 9am to 5pm Mon - Fri $31.00

Hourly (Saturday - Sunday) $61.00 - $99.00

Gallery 1 (Kingston Arts Centre) Four week block $940 per 4 week block

Gallery 2 (Kingston Arts Centre) Four week block $875 per 4 week block

Gallery 3 (Shirley Burke Theatre) Four week block $720 per 4 week block





Kingston City Hall Rental

(Up to 400 people) - Theatre Style/Dinner Dance

(Day eight hours) $239.00 - $1,192.00


(day/night) $375.00 -$1,870.00

Schools - Mon to Thurs (up to 400 people) -

Theatre Style/Dinner Dance (day 8 hours) $714.00


Theatre Style/Dinner Dance (day/night) $1,121.00


(Fri/Sat/Sun) (day 8 hours) $430.00 - $2,137.00


(Fri/Sat/Sun) (day/night 13 hours) $552.00 - $2,760.00

(Trade Shows/Exhibitions) - (8 hours Day or

5 hours Evening) $381.00 - $1,900.00

(Trade Shows/Exhibitions) (day / night) $388.00 - $1,937.00

(Trade Shows/Exhibitions) - (Fri/Sat/Sun)

(8 hours day or 5 hours evening) $409.00 - $2,039.00

(Trade Shows/Exhibitions) (Fri/Sat/Sun) (day /

night) $452.00 - $2,362.00


(day eight hrs) $340.00 - $1,647.00


(day/night) $2,318.00


Theatre Style/Dinner Dance (day 8 hours) $988.00


Theatre Style/Dinner Dance (day/night) $1,388.00


(Fri/Sat/Sun) (day eight hours) $602.00 - $3,017.00



(Up to 1000 people) - Theatre Style Only

(day 8 hours) $363.00 - $1,813.00


(day/night 13 hours) $659.00 - $3,294.00





Kingston City Hall Rental


Theatre Style Only (day 8 hours) $1,086.00


Theatre Style Only (day/night 13 hours) $1,976.00


(Fri/Sat/Sun)(day eight hours) $713.00 - $3,560.00



(Trade Shows/Exhibitions) - (8 hrs day or 5 hrs

evening) $666.00 - $3,331.00



(8 hours day or 5 hours Evening) $708.00 - $3,589.00

Live Music Underage Fee Full Day Venue Hire 11am - 1am Mon - Sun $4,330.00

Live Music Fee

Full Day Venue Hire 11am - 1am Mon - Sun $1,030.00

(Trade Shows/Exhibitions) (Fri/Sat/Sun)

(day/ night) $837.00 - $4,182.00

Banquet Room

(Up to 200 people) - Dinner or Theatre Style

(day 8 hours) $124.00 - $614.00


(day/night) $165.00 - $818.00

Schools - Mon to Thurs (up to 200 people) –

Dinner or Theatre Style (day 8 hours) $380.00


Dinner or Theatre Style (day/night) $490.00


(Fri/Sat/Sun) (day 8 hours) $165.00 - $818.00


(Fri/Sat/Sun) (day/night 13 hrs) $122.00 - $1,024.00

(Trade Shows/Exhibitions) - (8 hours day or

5 hours Evening) $200.00 - $1,000.00



(8 hours day or 5 hours evening) $214.00 - $1,065.00

(Trade Shows/Exhibitions) (Fri/Sat/Sun)

(day / night) $247.00 - $1,235.00


(day eight hours) $87.00 - $433.00


(day/night) $127.00 - $631.00


Dinner or Theatre Style (day 8 hours) $257.00


Dinner or Theatre Style (day/night) $380.00





Banquet Room


(Fri/Sat/Sun) (day 8 hours) $127.00 - $631.00


(Fri/Sat/Sun) (day/night 13 hrs) $168.00 - $837.00

Event Bump In/Out Grand Hall Or Banquet Room For Event Bump

In/Out Held Prior To/After Event Dates $298.00

Functions Room

(Functions Room - A or B) $41.00 - $67.00

(Functions Room - A & B) $72.00 - $118.00

(Functions Room - A or B) (Sat/Sun) $60.00 - $99.00

(Functions Room - A & B) (Sat/Sun) $91.00 - $155.00

Other Charges

Kingston City Hall Kitchen $592.00

Hourly Rate (Mon - Thurs) after block rates of hire $250.00

Hourly Rate (Fri - Sun) after block rates of hire $309.00

Basic Audio/Lighting Charge $375.00 - $607.00

Additional Audio/Lighting Charge (enquire on

application) On Application

Technician Charges (compulsory if theatre lighting

& audio is required) $62.00

Box Office Staff/Ushers Mon – Fri $43.00

Box Office Staff/Ushers Sat – Sun $50.00

Box Office Staff/Ushers Public Holidays $100.00

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 $137.00

Public Liability Insurance (one-off events) $34.00

Moorabbin Organ Rental

(Kingston Arts Centre)

Wurlitzer Organ & Piano $56.00

Wurlitzer Organ & Piano - Day Mon - Fri $23.00

Apra Licences (Kingston Arts

Centre)

Rate per function if music is to be played or

performed $48.50

Shirley Burke Theatre

Theatre performance rate (five hour block) Standard $885.00

Community $630.00

Additional performance hours Standard $177.00

Community $126.00

Theatre weekly rate

Standard $4,031.00

Community $2,832.00

Schools $3,405.00

Theatre rehearsal (three hour block) Standard $297.00

Community $228.00

Additional theatre rehearsal hours Standard $99.00

Community $76.00





Foyer and bar hire (three hour block) Standard $318.00

Community $270.00

Additional Foyer and bar hours Standard $106.00

Community $90.00

Studio hire (three hour block) Standard $96.00

Community $66.00

Additional studio hire hours Standard $32.00

Community $22.00

APRA Licences Shirley Burke

Theatre

Rate per function if music is to be played or

performed $27.94

Other Charges Shirley Burke

Theatre

Technician Charges $62.00 per hour (min 3 hours)

Box Office Staff/ Ushers Mon – Fri $44.00 per hour (min 3 hours)

Box Office Staff/ Ushers Sat – Sun $51.00 per hour (min 3 hours)

Box Office Staff/ Ushers Public Holidays $100.00 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

35 cents per day to a maximum of $7.00

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

3D Printing $5.00

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

Local Laws - Other Income

Building materials/nature strip permits $138.00

Copies of Local Laws Minimum Charge $7.20

Replacement of disabled label (Administration

Charge) $16.50

Impounded goods release $108.00

Permit for livestock $150.00

Annual renewal permit livestock N/A only inspected if complaint received

Permit to store oversize/overweight vehicles per

annum (cost recovery basis) $265.00

Mordialloc Creek Moorings

A Section $1,635.00 per annum

B Section $865.00 per annum

Pensioner Discount $77.00 per annum

Commercial - Business Sites 1 - 6 Plus Power $180.00 per annum per metre

Power fee $245.00 per annum

Hire boat sites 1 and 2, per mooring $136.00 per annum per metre

Hire boat sites 3 and 4, per mooring $136.00 per annum per metre

Hire boat site 5, per mooring $54.00 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

Filming Permit Fees Television productions – first full day $550.00

Television productions – each additional day $110.00

Television productions – half day $300.00

Still photography – first full day $200.00

Still photography – each additional day $100.00

Still photography – half day $150.00

Charge per oversized vehicle parking $33.00

Student productions No charge





Bin/Skip permit fees Local Laws permit issued to place skips on council

controlled roads $417.00

On road permit Local Laws permit issued to use council controlled

roads $109.00

Good & signs

New permit application Fee N/A

A-frame / Tear drop sign $165.00

Display goods and sign $412.00

Display goods $353.00

Tables & chairs

Up to eight chairs $353.00

For each additional chair > eight $72.00

Animal release fees Dog & cat release fees As per fee/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 $155.00

Category 2 Dog $51.50

Category 1 Dog - pensioner $77.50

Category 2 Dog - pensioner $25.75

Dog disposal/euthanasia As per fee/equal to fee charged by

Contractor including GST

Animal Registration replacement tag $7.50

Permit for excess animals on property $150.00

Annual renewal permit excess animals N/A

Registration of menacing dog $250.00

Registration of restricted breed/declared

dangerous dog (has attacked) $250.00

Registration of dangerous dog (guard

dog/protection trained) $155.00

Impounded livestock At Cost including 10% GST

Refund of animal registration MONTHS/12 * FEE * 0.75

Domestic animal business $210.00

Database search on animal history FOI request fee

Fire prevention works - recovery

costs

Fire prevention clearance non compliance Invoice cost + 20%

Fire prevention owners request Invoice cost + 10%

Permit to burn $100.00

Derelict & abandoned vehicles

Reclaimed vehicle $380.00

Storage fee per day (from date of impoundment,

first five days free to encourage quick pick up by

owner)

$26.00





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 $120.00

Non Statutory planning fees Planning permit - extension of time $260.00

Completed planning files

Copy of planning permit & endorsed plan $120.00

Copy of title $50.00

Secondary consent $260.00

Secondary consent retrospective $450.00

Condition 1 plan fee $105.00

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 $62.50

Property information - standard $49.90

Property information - priority $99.80

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 5 Rooms $270.00

Each additional Room over 5 $21.00

Hotels/Motels - Up to 10 units $200.00

Hotels/Motels – 10-20 units $290.00

Hotels/Motels – 20-40 units $350.00

plus each additional above 40 $21.00

Personal Care and Body Art Industries – Low Risk

eg Hairdressers $96.00

Personal Care and Body Art Industries – High Risk

eg Beauty Therapy $120.00

Food Act Registration

Category 1 Complex FSP $479.00

Category 2 Simple FSP $335.00

Category 3 Minor FSP/3rd Part Audit $266.00

Category 4 FSP Exempt $193.00

Plus each above 5 $26.00

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

Registration transfer $146.00

Transfer of registration for packaged food and

personal care and body art industries $98.00

Other Fees

Late payment of registration fee $96.00

Transfer inspection and report $160.00

Transfer inspection and report 50% discount for

packaged food and personal care and body art

industries

$55.00

Urgent report and inspection fee (within seven

days) $416.00

Urgent new premises application full fee less than

14 days $700.00

Urgent new premises application half fee less than

14 days $350.00

Urgent new premises application quarter fee less

than 14 days $175.00

New premises application full fee $350.00

New premises application half fee $175.00

New premises application quarter fee $88.00

File enquiries $83.00

Re-inspection fee $120.00

Other Fees Ministry of Housing Declaration (Cessation) $170.00

Waves - Aquatic Entry

Adult swim $7.10

Child swim $5.80

Child (under three) Free

Student swim $5.80

Concession swim $5.80

Family $23.00

Spectator (no fee for LTS parents) $2.50

Waves Occasional Child are

Members $7.00

Casuals $9.80

Don Tatnell - Aquatic entry

Adult Swim $6.70

Child Swim $5.30

Child (under three) Free

Student swim $5.30

Concession swim $5.30

Family $18.30

Spectator $2.50

Accesscare Linkages - User

Fees & Charges

Service fee in accordance with Department of

Health Funding and Service Agreement

Fee based on relevant HACC activity

provided as part of Linkages package

AccessCare Cacp & Each - User

Fees & Charges

Service fee in accordance with Commonwealth

Funding and Service Agreement $0-68.95 per week





Boat Sheds

Category A - small under 15.99 sq metres $655.00

Category B - medium 16m2 - 29.99 sq metres $905.00

Category C - large 30 sq metres + $1,125.00

Pension rebate for boatshed 10% Discount

Late Fee charges 5% of Outstanding Fee

Transfer fee $1,230.00

Right Of Way Minimum licence fee for sale of right of way $3,000.00

Right of Way Administration Fee $250.00

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

Road Occupation Fee (without Gantry) $12.10 per sq.m/per week

Road Occupation Fee (with Gantry) $6.05 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 $24.80 (subject to change – statutory fee)

Land Information Certificate (24 hour turnaround) Standard fee + $42.00

Sales Register Annual subscription fee for Valuers incl. GST $225.00

Dishonour Fees Dishonour payment fees $25.00

Parking Meter

Foreshore parking fees - daily ticket (excluding

Governor Road) $14.00

Foreshore parking fees - per hour $4.00

Resident Parking Scheme Per additional permit (first three free to residents/

rate payers) $75.00

Governor Road Car Park

Boat ramp car park fees - per hour $3.40

Boat ramp car park fees - daily ticket $12.30

Boat ramp car park fees - per annum 50%

discount for pensioners $160.00

Private Parking Agreements Application fee for private parking agreement $250.00

Freedom Of Information

Request

Application fee set under Freedom of Information

Act 1982 $27.70





Immunisation

Hepatitis B (Adult) (per vaccine) $32.00

Hepatitis B (Paediatric) (per vaccine) $30.00

Flu Vax (per vaccine) $26.00

Varivax (Chicken Pox) (per vaccine) $70.00

Twinrix (per vaccine) $85.00

Hepatitis A (Adult) (per vaccine) $72.00

Infanrix Hexa (per vaccine) $100.00

Prevenar (per vaccine) $150.00

Priorix (per vaccine) $38.00

Nesivac (per vaccine) $87.00

Infanrix IPV (per vaccine) $60.00

Hiberix (per vaccine) $28.00

Human Papillomavirus (HPV) (per vaccine) $148.00

Menitorix (per vaccine) $65.00

Rotateq (per vaccine) $87.00

Priorix Tetra (per vaccine) $70.00

Boostrix (per vaccination) $45.00

Long Day Care (Childcare)

Late Collection Fee $20.00

Half day session/orientation (transition) $61.00

Daily flat fee – Carrum (Jul – Dec 2016) $113.00

Daily flat fee – Carrum (Jan – June 2017) $122.00

Daily flat fee – Parkdale and Edithvale FCC $122.00

Child Care / Full Day Kindergarten Enrolment Fee

Deposit for new families $122.00

Four year old kindergarten fee $480.00

Three year old kindergarten fee $430.00

Excursion/Incursion Fee $8.00

Children's Hats $6.00

Children’s T-shirts $15.50

Family Day Care

Parent Administration Fee (previously known as

Administration levy (per child per hour) $1.65 per hour

Care Provider Scheme Contribution previously

known as Equipment Levy per fortnight $6.15

Educator Business Software Licence Fee $200.00 p.a.

Playgroup Attendance Fee $3.75

Late timesheet fee $20.50

Annual car safety check $30.00





Children's Services Training,

Parent Seminars and

Workshops

Entry fees $46.50

Play Centre Fees Hourly Hire $8.50

Preschool Enrolment

Enrolment fee (per enrolment) $22.00

Enrolment fee (with Health Care Card) (per

enrolment) No charge

Before & After School Care

(Per Session)

Before School Care (Permanent) $20.50

Before School Care (Casual) $25.50

After School Care (Permanent) $26.50

After School Care (Casual) $31.50

Outstanding account fee - (60 days + over due)

2011 20%

Bus transport $1.60

Curriculum Day fee $60.00

Late collection fee $18.50 per 15 minutes

ASC - Early finish fee (e.g. end of term 2.30 start) $39.00 per session

Vacation Care (Per Day)

Flat fee term $60.80

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 $38.00

Refund administration fee $6.15

Refund Cheque requisition fee $16.80

Youth Services

Miscellaneous programs $21.00

Freezer events entry and canteen products $21.00

Aged & Disability

Low Income Category - Individual/couple/family (determined by DoH)

Domestic care (per hour and includes

products) $7.80

Personal care (per hour) $5.85

Respite care (per hour) $4.75

Property maintenance (per hour-materials at

cost) (+ - 10%) $14.40

Meals On Wheels (per meal) & (Sandwich

option) $9.70

Medium Income Category - (determined by DoH)

Domestic care $9.25

Personal care $5.85

Respite care $4.75

Domestic care $11.85

Personal care $10.65

Respite care $6.35





Aged & Disability



Respite care $6.35

Property maintenance $17.00

Meals On Wheels/sandwich option $9.70

Medium Income Couple

Domestic care $9.25

Personal care $5.85

Respite care $4.75



Respite care $6.35



Respite care $6.35


Meals on Wheels/sandwich option $9.70

Medium Income Family

Domestic care $9.25

Personal care $5.85

Respite care $4.75



Respite care $6.35



Respite care $6.35


Meals on Wheels/sandwich option $9.70

High Income Category (determined by DHS)

Individual Couple Family



Respite care $24.00


Meals On Wheels - sandwich option $9.70

All Kilometres travelled in direct service

provision (per Km) $1.00





Aged & Disability - Full Cost

Recovery - Commercial

Monday to Friday 7am - 7pm

Domestic assistance $63.80


Respite care $75.68

Specific respite $73.00

Overnight respite - up to 12 hours $363.95

Overnight respite – 12 - 24 hours $568.25

Home nursing $122.00

Home maintenance $65.10

Delivered meals/ sandwich option $18.60

Delivered meals (AccessCare Southern- GST free)

/ Sandwich option $16.90

Monday to Friday, Saturday & Sunday After 7pm


Respite care $109.06



Domestic assistance- public holidays $135.90


Respite care $154.25



All kilometres travelled $1.10

Traders

Parking Permit

Trader car parking permit in Cheltenham $227.00

Trader car parking permit in Mordialloc $227.00

Trader car parking permit in Chelsea $227.00

Mordialloc Food Wine & Music

Festival

Beer stall 6x3 only (or combined beer and wine) –

Premium site $4,015.00

Wine stall – 6x3 premium site $2,410.00

Wine stall – 3x3 premium site $1,200.00

Food stall – 6x3 (includes food van) – Premium

site $2,085.00

Food stall – 3x3 – premium site $1,040.00

Beer stall – 3x3 only $4,015.00

Wine stall – 3x3 $1,200.00

Wine stall – 6x3 $2,400.00

Food stall 6x3 (includes food van) $2,050.00

Food stall – 3x3 $1,040.00





Market stall - gourmet – 3x3 $518.00

Market stall – gourmet – 6x3 $1,050.00

Gate fee – family $5.00

Gate fee $2.00

Globe To Globe Festival

Food stall – 3x3 $450.00

Food stall – 6x3 (includes food van) $850.00

Licenced stall – 3x3 $520.00

Licenced stall – 6x3 $1,000.00

Community Information only 3x3 Free

Community market stall – 3x3 $106.00

Commercial market stall – 6x3 $191.50

Community food stall – 3x3 $118.00

Commercial food stall – 6x3 $230.00

Gate Fee – family $5.00

Gate Fee $2.00

Harvest Festival

Community information only Free

Licenced vendor – premium site Big Top marquee

EOI $2,120.00

Food stall – 3x3 $448.00

Food stall – 6x3 (includes food van) $850.00

Community food stall – 3x3 $118.00

Commercial food stall – 6x3 $230.00



Gate Fee – family $5.00

Gate Fee $2.00

Carols

Handcraft market stall $50.00

Commercial market stall $515.00

Food vendor 3x3 or self contained food van $515.00

Tickets $15.00

Wedding permit Per permit $260.00

Commercial events – triathlons Per day use of reserves and foreshores for

commercial activities $530.00 per day

Vegetation Pre Inspection

Permit

Tree Inspection and Report on Private Property $150 blocks under 800sqm

$250 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





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 under $5,000 $330.00

Value of works $5,000 to $10,000 $440.00

Value of works above $10,000 $476.40

$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

Outbuildings Etc

Roof covered outbuilding et garage, carport $330.00

Miscellaneous structures no roof eg pergolas,

decks, retaining walls $220.00

Small projects < 20 sqm in floor area / reblocks /

masts etc $330.00

Retaining walls masonry or timber $220.00

Outbuildings timber or metal construction

> 20 sqm $330.00

Outbuildings masonry construction > 20 sqm $330.00

Class 10b’s – Safety Barriers, in-ground/above

ground pools and spas (assessment and up to

3 inspections)

Under $5k (above ground pools/spa/safety barriers

only) $330.00

$5k to $10k (concrete/fibreglass pool/spa and

barriers $440.00

$10k (concrete/fibreglass pool/spa and barriers $550.00

FENCES

Fences all material

‘Lightweight’ eg timber, brush, cement sheet, metal

etc $220.00

Masonry (brick, concrete block, bluestone etc) $220.00

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





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

COMMERCIAL MISCELLANEOUS BUILDING FEES

Per Regulation 608 Consent per reg $440.00

Per Regulation 1011 Exemption per reg $440.00

Alternative solution per Report & BCA section per

reg $725.00

MFB/CFA Regulation 309 & 1003 per project $1,815.00

Per additional Occupancy Permits $242.00

MISCELLANEOUS BUILDING FEES

ResCode 410 Siting Dispensation Report &

Consent Fee $250.70

Combined Allotments 502 Report & Consent Fee $250.70

Subdivision 503 Report & Consent Fee $250.70

Street Projection 513 Report & Consent Fee $250.70

Public Area 515 Report & Consent Fee $250.70

Hoarding LL2 Report & Consent Fee $250.70

Public Protection 604 Report & Consent Fee $250.70

Septic Tank 801 Report & Consent Fee $250.70

Flooding 802 Report & Consent Fee $250.70

Designated Land 806 Report & Consent Fee $250.70

Place Public Entertainment POPE 1101 Report &

Consent Fee $250.70

Report and Consent Re – Application Fee $250.70





Demolition 29A Report and Consent Fee $62.60

Stormwater LPD 610 Report & Consent Fee $62.60

Building Permit/Hazard Information Reg 326(1) &

326 (2) $95.20

Mandatory Inspection Date Info Reg 326(3) $47.60

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 $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 3 hours

$53.00 per hour community only

*Duty Manager can be required for

weekend at $46.35 per hour

5 hour block

$210.00 community only



8 hour block




Clarinda Hall 2

Minimum3 hours




5 hour block




8 hour block

$201.00 Community



Clarinda Hall 1 & 2 combined

Minimum 3 hours

$62.00 per our community only



5 hour block




8 hour block








Clarinda Hall 1 & Kitchen

Minimum 3 hours

$118.00 per hour commercial

$72 per hour community



5 hour block


$303.00 Community



8 hour block


$494.00 community



Clarinda Hall 2 & Kitchen

Minimum 3 hours


$50.00 per hour community


weekend at $46.35/hr

5 hour block

$361 commercial

$271 community



8 hour block

$582 commercial

$349 community



Hall 1, 2 & Kitchen

Minimum 3 hours

$134 per hour commercial




5 hour block

$567 commercial

$340 community



8 hour block

$917 commercial

$550 community



Multipurpose Room

Minimum 3 hours





5 hour block

$247 commercial

$148 community



8 hour block

$402 commercial

$241 community







Kitchen

Minimum 3 hours





5 hour block

$155 commercial

$93 community



8 hour block

$247 commercial

$148 community



Clarinda Training Room

Minimum three hours $26.00 per hour commercial

$15.00 per hour community/

5 hour block

$103.00 commercial

$62.00 community



8 hour block

$180.00 commercial

$108.00 community.



Clarinda Office 1

Minimum three hours

$9.00 community



5 hour block

$37.00 community



8 hour block

$65 community



Clarinda Equipment Hire/Other

Charges

Half day hire (max five hours)

$113.00 commercial

$66.00 community

$66.00 service provider rate

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 Minimum 4 hours

$46.00 per hour minimum 4 hours

commercial

$35.00 Service Provider Rate

Sunday Bookings $46.35 per hour additional charge for Duty

Manger





Sundowner Community Centre Hire Fees

Main Hall

Day (9am – 5pm)


$11.00 per hour community rate



After 5 pm and weekends


$15.00 per hour community rate



Multipurpose Room

Day (9am – 5pm)





After 5pm and weekends





Meeting Room

Day (9am-5pm)





After 5 pm and weekends





Main Hall Fees

5 hour block

$72.00 commercial

$43.00 community



5 hour block - after 5 pm and weekends

$100 commercial

$60 community



8 hour block

$117 commercial

$70 community




$163.00 commercial

$98.00 community



Multipurpose Room

5 hour block

$52.00 commercial

$31.00 community




$72.00 commercial

$43.00 community



8 hour block

$85.00 commercial

$51.00 community




$117.00 commercial

$70.00 community







Meeting Room

5 hour block

$32.00 commercial

$19.00 community




$44.00 commercial

$26.00 community




$72.00 commercial

$43.00 community



Chelsea Activity Hub

Hall 1

Minimum 3 hours

Day (8 am-5 pm)

$35.00 commercial

$25.00 community



Minimum 3 hours

After hours - after 5 pm & weekends

$52.00 commercial

$31.00 community


weekend at $46. per hour

5 hour block - day

$140.00 commercial

$100.00 community



5 hours - after 5 pm & weekends

$208.00 commercial

$124.00 community



8 hour block – day

$245.00 commercial

$175.00 community



8 hour block - after 5 pm & weekends

$364.00 commercial

$217.00 community



Hall 2

Minimum 3 hours

Day (8 am-5 pm)

$35.00 commercial

$25.00 community



Minimum 3 hours

After hours – after 5 pm & weekends

$52.00 commercial

$31.00 community


weekend at $46. per hour

5 hour block

Day (8 am-5 pm)

$140.00 commercial

$100.00 community



5 hour block

After 5 pm & weekends

$208.00 commercial

$124.00 community



8 hour block

Day (8 am-5 pm)

$245.00 commercial

$175.00 community



8 hour block $364.00 commercial





After 5 pm & weekends $217.00 community



Hall 1 & 2 combined

Minimum 3 hours

Day (8 am-5 pm)

$75.00 commercial

$50.00 community



Minimum 3 hours


$104.00 commercial

$62.00 community



5 hour block

Day (8 am-5 pm)

$280.00 commercial

$200.00 community



5 hour block


$416.00 commercial

$248.00 community



8 hour block

Day (8 am-5 pm)

$525.00 commercial

$350.00 Community



8 hour block


$728.00 commercial

$434.00 community



Kitchen

Minimum 3 hours

Day (8 am-5 pm)

$20.00 commercial

$12.00 community

Minimum 3 hours


$26.00 commercial

$16.60 community

5 hour block

Day (8 am-5 pm)

$80.00 commercial

$48.00 community

5 hour block


$104.00 commercial

$66.40 community

8 hour block

Day (8 am-5 pm)

$128.00 commercial

$76.80 community

8 hour block


$182.00 commercial

$116.00 community

Park Meeting Room

Minimum 3 hours

Day (8 am-5 pm)

$30.00 commercial

$15.00 community

Minimum 3 hours


$37.50 commercial

$20.00 community

5 hour block

Day (8 am-5 pm)

$120.00 commercial

$60.00 community

5 hour block


$150.00 commercial

$80.00 community

8 hour block

Day (8 am-5 pm)

$210.00 commercial

$105.00 community

8 hour block


$262.50 commercial

$140.00 community





Corner Meeting Room

Minimum 3 hours

Day (8 am-5 pm)

$30.00 commercial

$15.00 community



Minimum 3 hours


$37.50 commercial

$20.00 community



5 hour block

Day (8 am-5 pm)

$120.00 commercial

$60.00 community



5 hour block


$150.00 commercial

$80.00 community



8 hour block

Day (8 am-5 pm)

$210.00 commercial

$105.00 community



8 hour block


$262.50 commercial

$140.00 community



Melaleuca Activity Hub

Function Room

Minimum 3 hours

Day (8 am-5 pm)

$18.00 commercial

$10.80 community



Minimum 3 hours


$25.00 commercial

$15.00 community



5 hour block

Day (8 am-5 pm)

$72.00 commercial

$43.20 community

5 hour block


$100.00 commercial

$60.00 community

8 hour block

Day (8 am-5 pm)

$117.00 commercial

$70.20 community

8 hour block


$162.50 commercial

$97.50 community



Scott Avenue Community Building

Building

Minimum 3 hours

Day (8 am-5 pm)



Minimum 3 hours






5 hour block

Day (8 am-5 pm)

$32.00 commercial

$19.20 community

5 hour block


$44.00 commercial

$26.40 community





8 hour block

Day (8 am-5 pm)

$52.50 commercial

$31.20 community

8 hour block


$71.50 commercial

$42.90 community



Mentone Activity Hub Hall

Minimum 3 hours

Day (8 am-5 pm)





Minimum 3 hours


$52.00 commercial

$31.00 community



5 hour block

Day (8 am-5 pm)

$140.00 commercial

$100.00 community



5 hour block


$208.00 commercial

$124.00 community



8 hour block

Day (8 am-5 pm)

$245.00 commercial

$175.00 community



8 hour block


$364.00 commercial

$217.00 community



Carrum Activity Hub Hall

Minimum 3 hours

Day (8 am-5 pm)





Minimum 3 hours






5 hour block

Day (8 am-5 pm)

$72.00 commercial

$43.20 community

5 hour block


$100.00 commercial

$60.00 community

8 hour block

Day (8 am-5 pm)

$117.00 commercial

$70.20 community

8 hour block


$162.50 commercial

$97.50 community



Appendix B 2016/17 Budget CITY OF KINGSTON


Appendix B

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 2016/17 Budget, which is included in this report, is for the year 1 July 2016 to 30 June 2017. 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 2017 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 departmental

Business Plans identifying 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 as follows:

Appendix B 2016/17 Budget CITY OF KINGSTON


BUDGET PROCESS TIMING

Officers present Departmental Business Plans at informal briefings Sep/Oct 2015

Councillor Strategic Workshop Dec 2015

Officers update Council's long term financial projections Dec 2015/Jan 2016

Officers prepare detailed operating and capital budgets Dec-Jan 2016

CEO & Executive Review Feb 2016

Councillors consider draft budgets at informal briefings Feb-Apr 2016

Proposed budget submitted to Council for approval to commence consultation

26 April 2016

Public notice advising intention to adopt budget 28 April 2016

Budget available for public inspection and comment 28 April 2016

Public Information Session 10 May 2016

Submissions period closes (28 days) 27 May 2016

Submissions considered by Council 6 June 2016

Budget and submissions presented to Council for adoption 14 June 2016

Copy of adopted budget submitted to the Minister 30 June 2016

Revised budget where a material change has arisen As Required

Appendix C 2016/17 Budget CITY OF KINGSTON


Appendix C

Departmental Business Plan Outcomes 2016/17

This section sets out the activities and associated resource requirements for each Department. The

Business Plan Outcomes 2016/17 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 more than the amount of expenditure.



Property Services, Arts and Leisure DEPARTMENT BUSINESS PLAN OUTCOMES 2016/17

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

2016/17 BUDGET $

INCOME EMPLOYEE COSTS

MATERIALS NET


4,464,992 572,441 910,722 (2,981,829)

2.2 Green Wedge planned and improved for current and future generations

0 0 80,000 80,000


5,399,325 4,603,784 1,711,900 916,359

4.3 A city rich with cultural vitality 982,201 1,473,161 912,953 1,403,913

Total Property Services, Arts and Leisure 10,846,518 6,649,386 3,615,575 (581,557)

FTE = 77.8



Parks and Recreation DEPARTMENT BUSINESS PLAN OUTCOMES 2016/17

The Parks and Recreation department is responsible for managing, maintaining and developing Council’s

Public Places, including foreshore, parks & gardens, sports grounds, shopping centres and streetscapes.

Key activities include maintenance of 75 playing fields, 367 parks and reserves totalling 616 hectares,

90,000 park / street trees and 114 playgrounds.

The department provides direction and support in the planning, development, coordination and delivery of

services to sport and recreation organisations for the benefit of the Kingston community.

Parks and Recreation also provide significant community support & educational opportunities through

community engagement programs.


2016/17 BUDGET $


MATERIALS NET

1.3 Parks, playgrounds and reserves that meet community needs

0 331,307 87,357 418,664

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

0 311,736 59,000 370,736

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

326,778 3,797,817 8,615,673 12,086,712


203,612 461,661 100,270 358,319

Total Parks and Recreation 530,390 4,902,521 8,862,300 13,234,431

FTE = 59.6



Infrastructure DEPARTMENT BUSINESS PLAN OUTCOMES 2016/17

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.

This department is also responsible for the provision of waste services to approximately 63,000

residential premises. The department is also responsible for road and infrastructure services covering

maintenance and repairs to Council’s roads, drains, footpaths, signs and street furniture.

The department also coordinates the Council wide emergency management response including key

liaison with Emergency Services within the municipality and the region.


2016/17 BUDGET $


MATERIALS NET


340,027 2,510,669 4,837,882 7,008,524

2.5 Adopt and implement sustainable practices

1,183,000 181,200 12,458,088 11,456,288


0 0 1,284,600 1,284,600

6.1 A well-governed, efficient and responsive organisation

135,000 382,431 150,580 398,011

Total Infrastructure 1,658,027 3,074,300 18,731,150 20,147,423

FTE = 40.4



Traffic and Transport DEPARTMENT BUSINESS PLAN OUTCOMES 2016/17

The Traffic and Transport department has a strong focus on the strategic response to major transport

infrastructure projects including grade separations, activity centre planning and active transport provision.

The department is also responsible for customer service and engagement with the community to solve

traffic and road safety concerns.


2016/17 BUDGET $


MATERIALS NET


37,524 687,258 399,141 1,048,875

Total Traffic and Transport 37,524 687,258 399,141 1,048,875

FTE = 7.1



City Strategy DEPARTMENT BUSINESS PLAN OUTCOMES 2016/17

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.


2016/17 BUDGET $


MATERIALS NET


0 732,282 372,000 1,104,282

2.4 Protect and enhance areas of high natural environmental value

0 213,886 200,280 414,166

4.1 Vibrant active urban centres 0 374,286 117,000 491,286

Total City Strategy 0 1,320,454 689,280 2,009,734

FTE = 11.8



City Development DEPARTMENT BUSINESS PLAN OUTCOMES 2016/17

The City Development Department is responsible for providing integrated development approvals

(planning and building 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 and Building Enforcement. It also manages Council’s Vegetation Local Law,

Development Engineers and Administration team.

COUNCIL PLAN OUTCOME 2016/17 BUDGET $


MATERIALS NET

2.1 Intergenerational land use, planning

and delivery 1,934,140 4,717,531 443,100 3,226,491

Total City Development 1,934,140 4,717,531 443,100 3,226,491

FTE = 47.4



Economic Development DEPARTMENT BUSINESS PLAN OUTCOMES 2016/17

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 department also represents the business community’s interests within Council.


2016/17 BUDGET $


MATERIALS NET

4.4 Thriving, profitable and sustainable

local economy 310,600 523,139 482,830 695,369

Total Economic Development 310,600 523,139 482,830 695,369

FTE = 4.6



Statutory Education and Compliance DEPARTMENT BUSINESS PLAN OUTCOMES 2016/17

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.

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.

COUNCIL PLAN OUTCOME 2016/17 BUDGET $


MATERIALS NET

4.6 Effective enforcement of local laws and regulations

6,090,346 4,082,914 2,530,805 523,373

Total Statutory Education and Compliance 6,090,346 4,082,914 2,530,805 523,373

FTE = 50.2



Library and Education Services DEPARTMENT BUSINESS PLAN OUTCOMES 2016/17

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, digital inclusion,

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.

Libraries enable the community to participate in civil society.


2016/17 BUDGET $


MATERIALS NET

3.4 A diverse and inclusive community 0 0 12,250 12,250

4.2 Informed, learning and connected city 1,213,910 4,320,733 1,915,317 5,022,140

Total Library and Education Services 1,213,910 4,320,733 1,927,567 5,034,390

FTE = 49.2



Community and Aged Services DEPARTMENT BUSINESS PLAN OUTCOMES 2016/17

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 $18 million.


2016/17 BUDGET $


MATERIALS NET


11,163,986 12,490,012 2,390,069 3,716,095

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

0 115,649 89,210 204,859


0 0 1,317,206 1,317,206

3.4 A diverse and inclusive community 237,080 954,793 309,009 1,026,722

5.2 Representative and inclusive of diverse view and communities

0 135,028 40,268 175,296

5.4 Working together in productive and supportive partnerships

69,093 500 102,350 33,757

Total Community and Aged Services 11,470,159 13,695,982 4,248,112 6,473,935

FTE = 129.2



AccessCare DEPARTMENT BUSINESS PLAN OUTCOMES 2016/17

AccessCare 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 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.


2016/17 BUDGET $


MATERIALS NET


8,879,806 3,757,192 5,048,492 (74,122)

Total AccessCare 8,879,806 3,757,192 5,048,492 (74,122)

FTE = 37.5



Family, Youth and Children’s Services DEPARTMENT BUSINESS PLAN OUTCOMES 2016/17

Family, Youth and Children’s Services is responsible for the planning and delivery of community based

support services within 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 25 years, including Youth Services, Family Support services

(for vulnerable families), Maternal and Child Health, Immunisation, Family Day Care, Child Care /

Kindergarten / Hubs, 4 year old Kinder Central Enrolment, School Aged Care (Before, After School and

Vacation Care) and Children’s Services partnership development (e.g. facilities / infrastructure planning).


2016/17 BUDGET $


MATERIALS NET


12,447,390 12,948,448 3,342,412 3,843,470

Total Family, Youth and Children’s Services 12,447,390 12,948,448 3,342,412 3,843,470

FTE = 162.2



Community Buildings DEPARTMENT BUSINESS PLAN OUTCOMES 2016/17

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.


2016/17 BUDGET $


MATERIALS NET


120,000 2,419,147 3,840,219 6,139,366

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

0 102,333 0 102,333

4.2 Informed, learning and connected city 0 0 40,000 40,000

Total Community Buildings 120,000 2,521,480 3,880,219 6,281,699

FTE = 26.7



Finance and Corporate Performance

DEPARTMENT BUSINESS PLAN OUTCOMES 2016/17

The Finance and Corporate Performance team 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 this department. These functions ensure the accurate raising of all rating

revenue.

The Finance and Corporate Performance team also manages Council and Community planning and

reporting for the organisation. This includes key documents such as the Council Plan and the Community

Plan, the quarterly performance report and activities such as business planning.


2016/17 BUDGET $


MATERIALS NET

6.1 A well-governed, efficient and responsible organisation

0 315,230 121,550 436,780


735,265 2,089,490 838,095 2,192,320

Total Financial Services 735,265 2,404,720 959,645 2,629,100

FTE = 25.3



Information Services DEPARTMENT BUSINESS PLAN OUTCOMES 2016/17

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 24x7 environment. The department is responsible for ensuring Disaster Recovery and

Business Continuity processes are in place. The department also maintains and supports the mobile

phone fleet and other mobile devices used by Council.


2016/17 BUDGET $


MATERIALS NET


1,500 2,471,811 3,894,711 6,365,022

Total Information Services 1,500 2,471,811 3,894,711 6,365,022

FTE = 24.2



Procurement and Contracts DEPARTMENT BUSINESS PLAN OUTCOMES 2016/17

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.


2016/17 BUDGET $


MATERIALS NET


600 310,957 1,795,051 2,105,408

Total Procurement and Contracts 600 310,957 1,795,051 2,105,408

FTE = 2.6



People and Culture DEPARTMENT BUSINESS PLAN OUTCOMES 2016/17

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.


2016/17 BUDGET $


MATERIALS NET

6.3 An organisation that demonstrates community inspired leadership

14,000 1,423,371 625,861 2,035,232

Total People and Culture 14,000 1,423,371 625,861 2,035,232

FTE = 13.6



Governance DEPARTMENT BUSINESS PLAN OUTCOMES 2016/17

The role of the Governance Department is to 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.

The department also supports corporate governance processes by ensuring accountability and

transparency in the many legislative responsibilities of the organisation and ensures the effective

management of Council’s internal meeting rooms and facilities.


2016/17 BUDGET $


MATERIALS NET

6.1. A well governed, efficient and responsive organisation

200,000 571,869 1,546,875 1,918,744

Total Governance 200,000 571,869 1,546,875 1,918,744

FTE = 5.3



Communications and Community Relations DEPARTMENT BUSINESS PLAN OUTCOMES 2016/17

The Communications and Customer Relations department facilitates communication within the City of

Kingston, both internally to our employees and externally to the community and other stakeholders. This

area provides strategic and tactical communications advice to Councillors, Management and Officers, to

both promote and protect the Kingston 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 customer calls,

assisting residents who visit one of Council’s Customer Service counters or via any of our social media

platforms.


2016/17 BUDGET $


MATERIALS NET


0 52,120 12,000 64,120

3.4 A diverse and inclusive community 175,000 338,509 1,078,153 1,241,662

5.1 Being the voice on community issues beyond council authority

0 360,098 33,500 393,598

5.3 Enhanced understanding of the complexity of issues impacting Council decision and outcomes

0 372,555 151,400 523,955

6.2 A customer focused organisation 1,500 1,367,235 70,229 1,435,964

Total Communications and Community Relations

176,500 2,490,517 1,345,282 3,659,299

FTE = 27.7



Executive Services DEPARTMENT BUSINESS PLAN OUTCOMES 2016/17

This area includes the Chief Executive Officer and Executive Management Team and associated support

staff.


2016/17 BUDGET $


MATERIALS NET

6.3 An organisation that demonstrates community inspired leadership

0 1,734,543 881,610 2,616,153

Total Executive Services 0 1,734,543 881,610 2,616,153

FTE = 8.0



Central DEPARTMENT BUSINESS PLAN OUTCOMES 2016/17

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.


2016/17 BUDGET $


MATERIALS NET


1,000 0 0 (1,000)


141,057,325 101,874 36,948,982 (104,006,469)

Total Central 141,058,325 101,874 36,948,982 (104,007,469)

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