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DRAFT 2019/20 Budget CITY OF KINGSTON

DOCUMENT INFORMATION Date

Status

06/05/2019

Draft Budget approved by Council to commence public consultation.

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DRAFT 2019/20 Budget CITY OF KINGSTON

Message from the Mayor ............................................................................... 4 Chief Executive Officer’s Summary ................................................................ 7 Budget influences ........................................................................................ 15 Budget reports ............................................................................................. 19 1.

Link to the Council Plan 2017-2021 ...................................................... 20

2.

Services, Initiatives and Service Performance Outcome Indicators ....... 23

3.

Financial Statements ............................................................................ 40

4.

Notes to the Financial Statements ........................................................ 48

5.

Capital works program .......................................................................... 63

6.

Financial Performance Indicators.......................................................... 72

7.

Long Term Strategies ........................................................................... 74

8.

Rating strategy ..................................................................................... 75

9.

Borrowing Strategy ............................................................................... 78

10. Asset Management Strategy ............................................................... 79 11. Fees & Charges Strategy .................................................................... 81 Differential Rates ......................................................................................... 83 Fees and Charges Schedule ....................................................................... 88 Budget Processes ..................................................................................... 123 Departmental Business Plans 2019/20 ...................................................... 125

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 3


DRAFT 2019/20 Budget CITY OF KINGSTON

Message from the Mayor I am pleased to present the Draft 2019/20 Budget to the community. Your rates will help fund a diverse range of exciting projects right across our community that will help deliver new and improved services and facilities for all. The Budget has been prepared in line with Council's commitment to sustainable budgeting, responsible financial management and the State Government’s rate cap for 2019/20. It will enable the delivery of our Council Plan 2017-2021 and focuses on the following five goals: 1. 2. 3. 4. 5.

Our well-planned, liveable city supported by infrastructure to meet future needs Our sustainable green environment with accessible open spaces Our connected, inclusive healthy and learning community Our free-moving safe, prosperous and dynamic city Our well-governed and responsive organisation

The Budget outlines the details of the capital expenditure required to achieve these goals, and ensure our community has access to open-spaces and well-maintained facilities; supports local sports clubs; protects the environment and ensures vital infrastructure like roads and drainage are well-maintained. Highlights of this budget include: •

• •

A multi-million dollar investment to deliver substantial renewals and upgrades to important community facilities such as sporting facilities - including more female friendly fit-outs, and major works on Life Saving Clubs. A continuing program of renewal of Council’s core assets of footpaths, roads and drainage. Council being debt-free in July 2021.

Council will continue to use technology and find innovative ways to improve customer service, engage with the community and drive efficiency improvements to contain and reduce costs without adversely impacting on the high-quality services we provide to the community. The $81.6 million capital works budget features a wide range of projects, services and initiatives to support our community. These include: 1.

Our well-planned, liveable city supported by infrastructure to meet future needs Maintaining vital community infrastructure including roads ($6.4 million), footpaths and cycleways ($0.7 million) and drainage works ($3.0 million).

2.

Our sustainable green environment with accessible open spaces Significant investment in a variety of sport and recreation facilities including the Kerr Crescent Soccer Field ($3.5 million), Chadwick Sports Fields ($1.7 million), Roy Dore Pavilion Redevelopment ($4.4 million), Dales Park Pavilion ($2.5 million) and the Soppett Pavilion Redevelopment – Mentone Reserve ($5.2 million). Protecting and enhancing the foreshore with projects including the Parkdale Yacht Club redevelopment ($2.0 million), the Edithvale Life Saving Club upgrade ($3.2 million), Aspendale Life Saving Club works ($1.3 million) as well as additional investment in the Mentone and Carrum Life Saving Clubs, Chelsea Yacht Club, and foreshore maintenance ($0.7 million).

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DRAFT 2019/20 Budget CITY OF KINGSTON

Promoting environmental resilience and sustainability ($0.9 million), redevelopment of Elder Street as part of the Chain of Parks ($1.7 million) and implementing our open space strategy. Council is also investing an additional $230,000 to plant an additional 1,000 street trees in 2019/20, along with funding of $1.5 million to allow food waste to be recycled rather than go to landfill. 3.

Our connected, inclusive healthy and learning community Improving children’s services and promoting an active, healthy and involved community through the Farm Road Pre-school refurbishment ($0.4 million), Masonic Hall, Mordialloc - Restoration ($1.5 million), Dingley Village Neighbourhood House Precinct improvements ($3.4 million), and library upgrades ($1.4 million).

4.

Our free-moving safe, prosperous and dynamic city Revitalising our vibrant shopping centres and employment precincts, including the Mentone Precinct Open Space ($2.0 million), Parkdale Local Shopping Centre Enhancements ($0.4 million), Activity Centre upgrades ($0.4 million) and Smart City Initiatives ($0.3 million). Focusing on integrated, accessible transport and a free-moving city with the implementation of the Bay Trail Shared Path ($4.4 million), linking Karkarook Park to Clayton Road ($0.7 million) as well as walking, cycling and traffic improvements ($1.5 million).

5.

Our well-governed and responsive organisation Investing in the infrastructure, tools and systems required to drive innovation, create efficiency and continue to provide a high-level of service to the Kingston community, including depot developments ($3.7 million), transitioning IT hardware to the cloud ($1.0 million) and facilities renewal ($1.6 million).

Our aim is always to deliver a budget which is financially responsible, responds to the needs of our community and is fair. Our focus for the next year is to continue to deliver on the projects and services that make Kingston a great place to live. COMMUNITY FEEDBACK The Draft Budget will be available for viewing at Council’s Customer Service Centres, at your local library and online at kingston.vic.gov.au. We also invite you to a public information session on Wednesday 15 May 2019 at 6pm at 1230 Nepean Highway, Cheltenham. Written submissions on the Draft Budget are invited by 5pm, Thursday 6 June 2019 via: • •

email to info@kingston.vic.gov.au mail to Manager Finance and Corporate Performance, Kingston City Council, PO Box 1000, Mentone, 3194.

A special Council meeting will be held on Tuesday, 11 June 2019 to consider written submissions and residents will be invited to speak to their submissions at this meeting. The Draft Budget will be formally considered for adoption at an Ordinary Council meeting on Monday, 24 June 2019.

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 5


DRAFT 2019/20 Budget CITY OF KINGSTON

2019/20 BUDGET – AT A GLANCE •

Improved on-line customer service options

Continued support for business community

Integrated Transport Strategy $100,000

2.50% increase in Total Rates and Municipal Charges in compliance with the Fair Go Rates System Legislation

Municipal Charge to remain at $100

No change to the following differential rates: -

Extractive / Landfill Land differential +300%

-

Agricultural/Farm Land differential -20%

-

Retirement Village Land differential -10%

-

Heritage Land differential – 10%

Increase in Waste Charges of approximately $6 per property

Pensioner Rebate increased to $110

Food Organics and Garden Organics transition project, education and communication $1.5 million

Additional 1,000 street trees $230,000

$81.6 million capital works program includes: •

Roads Reconstruction and Resurfacing $6.4 million

Flood Mitigation Drainage Program $3.0 million

Former Landfill Sites Remediation $1.7 million

Parkdale Yacht Club $2.0 million

Edithvale Life Saving Club Redevelopment $3.2 million

Aspendale Life Saving Club $1.3 million

Dales Park Pavilion Redevelopment $2.5 million

Kerr Crescent Soccer Field Development $3.5 million

Chadwick Sports Fields $1.7 million

Soppett Pavilion Redevelopment – Mentone Reserve $5.2 million

Roy Dore Pavilion Redevelopment $4.4 million

Masonic Hall, Mordialloc - Restoration $1.5 million

Dingley Village Neighbourhood House Precinct $3.4 million

Mentone Precinct Open Space $2.0 million

Garden Boulevard Council Depot Development $3.7 million

Bay Trail Shared Path - Implementation $4.4 million

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DRAFT 2019/20 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 2017-2021 Council Plan’s goals. A key component of the SRP is the four-year financial plan 2019/20 to 2022/23 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 2019/20 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. Performance should be considered in the context of the organisation’s objectives as detailed in the Council Plan 20172021 and summarised in Section 2 of this document. This Budget and Long Term Financial Strategy demonstrates Council’s ability to provide the resources to achieve the Council Plan 2017-2021 goals of: GOAL 1

Our well-planned, liveable city supported by infrastructure to meet future needs

GOAL 2

Our sustainable green environment with accessible open spaces

GOAL 3

Our connected, inclusive, healthy and learning community

GOAL 4

Our free-moving safe, prosperous and dynamic city

GOAL 5

Our well-governed and responsive 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.

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DRAFT 2019/20 Budget CITY OF KINGSTON

FINANCIAL PERFORMANCE Graph 1 Projected net operating result 35 30

$MILLIONS

25 20 15 10

5 0 2018/19 B

2019/20 B

2020/21 SRP

2021/22 SRP

2022/23 SRP

B = Budget SRP = Strategic Resouce Plan

Council’s projected 2019/20 net operating result is a $28.0 million surplus. This is achieved after taking into account depreciation expenses of $26.0 million, an amount which is forecast to rise by $0.5 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 (2019/20 – 2022/23). Capital grants over the period are forecast to be $10.1 million in 2019/20, $9.1 million in 2020/21, $5.8 million in 2021/22 and $8.6 million in 2022/23. The long term (10 years) financial plan and Strategic Resource Plan fully respond to Council’s obligation to comply with the Fair Go Rates System Legislation (rate capping).

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DRAFT 2019/20 Budget CITY OF KINGSTON

Graph 2 Budget 2019/20 Revenue sources

User Fees and Charges, 14%

Other, 1%

Grant Revenue, 19%

Rate Revenue, 66%

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 66% 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 66% 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 and fines do not traditionally keep up in real terms with growth in price changes. ‘Cost shifting’ from other levels of government also requires Council to try to find new revenue from other 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 2019/20. Grant revenue in 2019/20 includes $10.1 million for capital grants featuring $3.5 million for the Kerr Crescent Soccer Field, $2.4 million for the Roy Dore Pavilion Redevelopment, $0.7 million for the Soppett Pavilion Redevelopment - Mentone Reserve, $0.5 million for the Ben Kavanagh Netball Facilities, $0.6 million for the Road Reconstruction Program, $0.3 million Farm Road Pre-School Refurbishment, $0.7 million for the Edithvale Life Saving Club, $0.2 million for the Mentone Life Saving Club and $0.3 million for the Aspendale Life Saving Club. CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 9


DRAFT 2019/20 Budget CITY OF KINGSTON

FINANCIAL POSITION Graph 3 Closing cash position

100 90

$ MILLION

80 70 60 50 40 30 20 10 2018/19 B

2019/20 B

2020/21 SRP

2021/22 SRP

2022/23 SRP

B = Budget SRP = Strategic Resource Plan

Cash position Budgeting cash flow is key in providing a guide to the level of capital expenditure Council can sustain with or without using existing reserves or entering new borrowings. Graph 3, above, indicates that Council is achieving its objective of a balanced cash position in the long term. Analysis of the years beyond 2022/23 indicates that Council will 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. Cash levels are expected to remain relatively constant over the forecast period. It is important to note that while the forecasts do not assume any carry forward capital works (that refers to work not completed within the financial year so transition, with budget, to the next year), based on history this amount is likely to increase to be between $6 million and $8 million at each year’s end and spent in the next financial year.

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DRAFT 2019/20 Budget CITY OF KINGSTON

Graph 4 Debt outstanding

$MILLION

20

15

10

5

0 2018/19 B

2019/20 B

2020/21 SRP

2021/22 SRP

2022/23 SRP

B = Budget SRP = Strategic Resource Plan

Debt outstanding Debt outstanding at 30 June 2020 is expected to be $1.7 million. No additional borrowings are proposed for 2019/20 or for the foreseeable future. At this point in time, Council expects to be debt free in July 2021.

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DRAFT 2019/20 Budget CITY OF KINGSTON

FINANCIAL INDICATOR Graph 5 Working capital ratio

260% 240% 220%

200% 180%

160% 140% 120% 100% 2018/19 B

2019/20 B

2020/21 SRP

2021/22 SRP

2022/23 SRP

B = Budget SRP = Strategic Resource Plan

Working capital Graph 5, above, 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 four years Council’s working capital ratio is expected to be in the range of 204% to 195%. The current state-wide average for metropolitan Melbourne councils for this indicator is approximately 318%. Assured cash flows from rates and government grants, means that Council can adequately manage its short term financial commitments.

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DRAFT 2019/20 Budget CITY OF KINGSTON

ASSET MANAGEMENT Capital expenditure Council’s adopted Asset Management Strategy (as outlined in section 10 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 the expressed community requests for new assets and the renewal of existing assets. To address this challenge, however, 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 $40.9 million on new assets and $140.9 million on asset renewal by 2022/23. 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 (average $52.7 million per annum). Graph 6 Capital expenditure per assessment $1,200 $1,000 $800 $600 $400

$200 $0 2018/19 B

2019/20 B

2020/21 SRP

2021/22 SRP

2022/23 SRP

B = Budget SRP = Strategic Resource Plan

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 2019/20 this is forecast to be approximately $1,088 per assessment due to the significant amount of capital grants provided by the State and Federal Governments - this compares favourably against the current average (2017/18) for metropolitan Councils of $594 per assessment. The Strategic Resource Plan forecasts an average of $881 per assessment in the four-year outlook reflecting the confirmed level of funding for capital projects and the bringing forward of some projects from that year to earlier times. Council will continue to advocate for grant funding for specific projects to supplement the capital works program and these will be added as new grants are confirmed in the future.

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DRAFT 2019/20 Budget CITY OF KINGSTON

CONCLUSION The 2019/20 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 responds to the current global economic environment, is forward-looking, financially responsible, has regard to the State Government’s rate capping policy and, most importantly, it facilitates the achievement of the Council Plan 2017–2021. More detailed financial information is in the following sections of this document.

John Nevins CHIEF EXECUTIVE OFFICER CITY OF KINGSTON

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DRAFT 2019/20 Budget CITY OF KINGSTON

Budget influences This section sets out the key budget influences arising from the internal and external environment within which the Council operates.

SNAPSHOT OF KINGSTON CITY COUNCIL Council faces changes in the external environment that are outside its control. This includes the highly regulated environment Council operates in, with decisions by other levels of government impacting locally. Several assumptions have been necessary to undertake the planning and budgeting processes.

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 particularly in the more popular coastal areas. Our People Kingston’s population now exceeds 163,000 people. Almost 23% of our residents (34,460) are aged over 60 – this is more than the Melbourne average. Our ageing population is more evident in the older suburbs of Kingston including Cheltenham, Clarinda and Chelsea. Suburbs such as Heatherton, Cheltenham, Parkdale, Dingley Village and Edithvale are experiencing a resurgence in primary school aged children. Clayton South has a high proportion of young adults, consistent with its proximity to Monash University. Overall Kingston has a high proportion of people born in Australia (higher than the Melbourne average) however a large percentage of residents in the northern suburbs of Clayton South and Clarinda were born overseas and speak a language other than English at home. Some key statistics include: •

63% people born in Australia;

26% of people speak a language other than English at home;

Dominant birthplaces are UK, India, China and Greece.

Our housing The number of homes in Kinston is increasing with over 63,000 dwellings. Housing stock is increasing, particularly through apartment developments. 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.

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 15


DRAFT 2019/20 Budget CITY OF KINGSTON

Consistent across greater Melbourne, 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. Our employment and education The occupations of residents have changed since 2011. 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 and machinery operators and drivers. This has been attributed largely to the closure of automotive manufacturing in Australia of which Kingston supplied many component products. People in Kingston are also becoming better educated. The proportion of residents who have tertiary qualifications is increasing. Many more residents in 2016 had completed a tertiary qualification than in 2011 (44,647 compared with 36,046). Source: www.economy.id.com.au/Kingston Our industries Kingston's manufacturing base comprises one of the largest concentrations of small to medium enterprises in Melbourne. Manufacturing contributes around $6.1 billion of the total $22.0 billion output within the City of Kingston. We have a substantial multi-skilled labour force with local companies providing employment for over 93,323 people with over 19% of these jobs being in the manufacturing sector. Retail and construction industries are also significant employers. Source: www.economy.id.com.au/Kingston 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 infill 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 owned, it is 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.

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DRAFT 2019/20 Budget CITY OF KINGSTON

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. Council has approved a Planning Scheme Amendment arising out of its Green Wedge Plan that will soon see an end to landfilling and waste related activities in the Kingston Green Wedge. The Kingston community will benefit from new investments in the Kingston Green Wedge through its Chain of Parks investment and other significant investments such as those by the Hawthorn Football Club. As part of its Council Plan 2017-2021, 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. Key features of our natural environment are: •

13km of beachfront on Port Phillip Bay

Wetlands areas in Edithvale

The Kingston Green Wedge

Large parkland areas including Braeside Park

10 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 2017-2021; the Long Term Financial Strategy; and this Budget.

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 approximately 3% of 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 and services expenditure;

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

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

no new borrowings are anticipated in 2019/20;

a total of 100% of total rates and charges raised will be collected in the 2019/20 year;

trade creditors to be based on total capital and operating expenditure;

other debtors and creditors to remain consistent with 2018/19 levels;

employee entitlements to be increased by enterprise bargaining agreements; and

employees will continue to take annual leave at the current rate. CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 17


DRAFT 2019/20 Budget CITY OF KINGSTON

FIRE SERVICES LEVY Details of the levy for 2019/20 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 Metropolitan Fire and Emergency Services Board (MFB) or Country Fire Authority (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

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Budget reports The following reports include all statutory disclosures of information and are supported by the strategies described below. This Section includes the following reports and statements in accordance with the Local Government Act 1989 and the Local Government Model Financial Report. 1.

Link to the Council Plan 2017-2021

2.

Services, initiatives and service performance indicators

3.

Financial statements

4.

Notes to the financial statements

5.

Capital works program

6.

Financial performance indicators

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DRAFT 2019/20 Budget CITY OF KINGSTON

1. Link to the Council Plan 2017-2021 The Annual Budget links to the achievement of the Council Plan 2017-2021 within an overall planning and reporting framework. This framework guides Council in identifying community needs and aspirations over the long term, medium term (Council Plan) and short term (Annual Budget) and then holding itself accountable through the Annual Report which contains Financial Statements audited by the Victorian Auditor-General.

1.1.1 PLANNING AND ACCOUNTABILITY FRAMEWORK The Strategic Resource Plan is part of, and prepared in conjunction with, the Council Plan. It is a rolling four-year plan that outlines the financial and non-financial resources that Council requires to achieve the strategic objectives described in the Council Plan 2017-2021. Our progress against the Council Plan is measured in quarterly performance reports and the Annual Report, which are publicly available through our website: www.kingston.vic.gov.au. The diagram below shows the planning and accountability framework that applies to local government in Victoria.

Source: Department of Environment, Land, Water and Planning

In addition, Council has the Living Kingston 20351 community plan which articulates our long-term community vision. The Council Plan 2017-2021 is prepared with reference to Living Kingston 2035 and Council’s rolling ten-year Long Term Financial Strategy and Asset Management Strategy. The timing of each part of the planning framework is critical to the successful achievement of the objectives in the Council Plan.

1

Living Kingston 2035 -developed through extensive community engagement and launched in 2013. For more information visit: kingston.vic.gov.au/Livingkingston2035 PAGE 20 CITY OF KINGSTON 2019/20 BUDGET #25


DRAFT 2019/20 Budget CITY OF KINGSTON

1.1.2 SERVICE LEVEL PLANNING Although councils have a legal obligation to provide some services - such as animal management, local roads, food safety and statutory planning – most council services are not legally mandated, including some services closely associated with councils, such as libraries, swimming pools, maternal and child health, parks and sporting facilities. Further, over time, the needs and expectations of communities can change. Therefore, councils need to have robust processes for service planning and review to ensure all services continue to provide value for money and are in line with community expectations. In doing so, councils engage with their communities to determine how to prioritise resources and balance service provision against other responsibilities such as asset maintenance and capital works.

1.2 OUR PURPOSE Our vision Our shared community vision for Kingston 2: “growing and thriving, changing and evolving but still remaining the place we love to live”. Council’s vision3 “A diverse, dynamic community where we all share a sustainable, safe, attractive environment and a thriving economy”. Our purpose “To work with the community to protect and enhance the quality of life for current and future generations”. Our guiding principles •

respect for diverse community interests based on active listening and mutual understanding through effective communication and engagement;

informed, evidence-based and representative decision-making with accountable and transparent reporting;

operate with integrity and engender trust;

strive to improve the quality of life of the community whilst balancing the challenges that come from population growth;

responsible financial management;

balancing a flexible, can-do, innovative professional approach while achieving outcomes efficiently (doing more with less;)

building on our city’s rich history of welcoming people from all over the world and providing an inclusive place to live, learn and work, and

leaving a positive legacy for future generations and councils; being the custodians of community assets.

- Living Kingston 2035 - the community’s long-term vision, developed through extensive community engagement and launched in 2013. For more information visit: kingston.vic.gov.au/Livingkingston2035 3 The Council vision was developed by the current Councillors and drives the goals and objectives of the Council Plan 2017-2021 which is available here: kingston.vic.gov.au/CouncilPlan2017-2021 2

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1.3 COUNCIL PLAN GOALS The Council Plan 2017-2021 sets out five strategic goals to ensure that Kingston is the place our diverse community wants it to be. Our goals provide a ‘roadmap’ for Council’s services and are the foundation for the annual Budget process.

Goal

Description

1. Our well-planned, liveable city supported by infrastructure to meet future needs

Council will ensure that careful planning is in place to prepare for, and respond to, an increasing population, to make sure land use is balanced sustainably.

2. Our sustainable green environment with accessible open spaces

We will provide quality public open spaces and sports fields while protecting and enhancing our natural environment including our Green Wedge and foreshore.

We will also invest in building and maintaining high-quality assets and infrastructure to help our community function effectively.

We will be responsible environmental managers and custodians for future generations.

3. Our connected, inclusive, healthy and learning community

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. Education and continual learning is a key focus.

4. Our free-moving safe, prosperous and dynamic city

We will ensure Kingston remains a smart, creative and progressive city with well-planned, functional and attractive urban centres and hubs. Council will continue to foster a strong local economy by supporting our local business community which provides valuable jobs for residents. We will also provide traffic management and parking solutions and accessible and alternative means of transport including cycle routes.

5. Our well-governed and responsive organisation

Our organisation will focus on governing Kingston in a way that is wellinformed, responsive, accountable, transparent and efficient. We will also provide responsible stewardship of the community’s resources and ensure our community facilities are well managed to promote liveability.

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2. Services, Initiatives and Service Performance Outcome Indicators This section provides a description of the services and initiatives to be funded in the Budget for 2019/20 and how these will contribute to achieving the strategic objectives outlined in the Council Plan 2017-2021. It also describes several initiatives and service performance outcome indicators for key areas of Council’s operations. Council is required by legislation to identify major initiatives, initiatives and service performance outcome indicators in the Budget and report against them in its Annual Report to support transparency and accountability. The relationship between these accountability requirements in the Council Plan, the Budget and the Annual Report is shown below.

Source: Department of Environment, Land, Water and Planning

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 23


DRAFT 2019/20 Budget CITY OF KINGSTON

2.1 GOAL 1 Our well-planned, liveable city supported by infrastructure to meet future needs The following services contribute to planning for and responding to an increasing population, making sure land use is balanced sustainably, and investing in building and maintaining high-quality assets and infrastructure to help our community function effectively. Services

SERVICES DELIVERED

Building consents and compliance

DESCRIPTION

-

986 (124) 862

1,001 (124) 877

Maintain Council’s roads, drains, bridges, footpaths, public lighting, coastal structures, pavement markings, signs and street furniture. Manage street and footpath cleaning contracts. 13,000 km of streets swept. 5.8 km of roads resurfaced. 6.41 km of footpaths renewed. 716 km of storm water drains maintained.

5,675 (293) 5,382

5,783 (312) 5,471

-

Ensure statutory compliance for Council’s buildings. Manage refurbishment and planned maintenance of Council-owned buildings.

7,195 (120) 7,075

7,521 (128) 7,393

3,376 building maintenance requests received.

-

Develop Council’s Property Strategy and provide strategic property guidance. Manage Council’s properties including acquisition and disposal and leasehold properties. Managed a property portfolio with a rental income of over $3.6 million. Purchased properties worth $3 million.

1,580 (3,558) (1,978)

1,273 (3,472) (2,199)

Manage major building capital works projects. Plan facilities for future Council needs Maintain Council’s buildings and public toilets as well as structures in parks and undertake planned maintenance work. 279 buildings, picnic facilities and public toilets maintained and cleaned.

688 0 688

1,333 0 1,333

• • • • • • • • Maintenance of Council's buildings

Manage Council’s property portfolio

• •

Planning, design and development of Council’s buildings

2019/20 BUDGET $’000 Expenditure (Revenue) NET Costs

Administer the Building Act and Building Regulations and undertake Council’s permit and enforcement responsibilities including assessing permit applications, conducting mandatory inspections and issuing occupancy permits/final certificates. Respond to requests to inspect high risk buildings and undertake pool and spa safety barriers compliance inspections to ensure a safer built environment. 534 demolition consents issued. 499 report and consent applications. 430 enforcement compliance audits. 64 pool audits.

-

City assets and infrastructure maintenance

2018/19 BUDGET $’000 Expenditure (Revenue) NET Costs

PAGE 24 CITY OF KINGSTON 2019/20 BUDGET #25


DRAFT 2019/20 Budget CITY OF KINGSTON

SERVICES DELIVERED

Planning decisions

DESCRIPTION

• • •

Strategic asset management and capital works planning

• •

Land use policy and planning

Total Goal 1

2018/19 BUDGET $’000 Expenditure (Revenue) NET Costs

2019/20 BUDGET $’000 Expenditure (Revenue) NET Costs

Administer Council’s planning responsibilities including permit applications. Hold planning consultation meetings and defend Council planning decisions at the Victorian Civil and Administrative Tribunal. Assess and make decisions on applications to subdivide land or buildings and provide advice about development and land use proposals. Work with applicants to encourage environmentally sustainable development. Provide internal referral advice to planning officers on construction management and vegetation-related matters. 1,014 new planning permit applications received. 1,260 planning compliance inspections undertaken. 676 Local Law vegetation applications processed.

4,996 (2,801) 2,195

5,143 (3,142) 2,001

Lead the development of asset management strategic planning across the organisation. Develop asset management plans for Council assets, including acceptable levels of quality, quantity, reliability, cost and responsiveness. Deliver the annual capital works program for the upgrading and renewal of road, footpath, drainage, bridges and other civil infrastructure. Manage the life cycle of Council’s civil infrastructure including condition assessments, flood mitigation, design, tender documents and contract management. $49.6 million capital works expenditure. $15 million civil infrastructure projects expenditure.

2,221 (144) 2,077

2,015 (143) 1,872

Develop policies and implement plans to ensure population growth is balanced with community amenity. Manage construction sites to ensure compliance with policy requirements and react to concerns raised by customers. Undertake strategic planning to accommodate Kingston’s population - forecast to reach 186,000 by 2036.

1,787 (17) 1,770

1,847 (17) 1,830

18,071

18,578

* Unless otherwise specified, activity figures in the description are for the 2017/18 financial year.

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 25


DRAFT 2019/20 Budget CITY OF KINGSTON

Major initiatives •

Road infrastructure – renewal and reconstruction program ($6.4 million in 2019/20).

Flood mitigation – drainage program ($3.0 million in 2019/20).

Footpath renewal program ($0.7 million in 2019/20).

Install a bridge and signalling at Canterbury Road, Braeside ($0.7 million in 2019/20).

Other initiatives •

Implement the Kingston Housing and Neighbourhood Character Strategy including an Affordable housing strategy.

Progress significant planning scheme amendments to provide a contemporary policy framework that meets current and future needs.

Service performance outcome indicators

Service

Indicator

Performance measure

Computation

2017/18 Actual

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.

69

Statutory Planning

Decision Making

Council planning decisions upheld at VCAT (Percentage of planning application decisions subject to review by VCAT 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

30.00%

Statutory Planning

Decision Making

Percentage of Council decisions appealed to VCAT (Percentage of planning decisions made by Council that are appealed to VCAT)

Number of VCAT [Council] decisions in relation to planning applications / Number of planning applications received (PPARS new permit applications)

3.86%

PAGE 26 CITY OF KINGSTON 2019/20 BUDGET #25


DRAFT 2019/20 Budget CITY OF KINGSTON

2.2 GOAL 2 Our sustainable green environment with accessible open spaces The following services contribute to providing quality public open spaces and sports fields while protecting and enhancing our natural environment including our Green Wedge and foreshore. We are responsible environmental managers and custodians for future generations. Services

SERVICES DELIVERED

Foreshore management and maintenance

DESCRIPTION

• • •

Maintaining open space

• • •

Planning and improving open space

Sports and recreation

-

• • Environment management and education

2018/19 Budget $’000 Expenditure (Revenue) NET Costs

-

2019/20 Budget $’000 Expenditure (Revenue) NET Costs

Coordinate the management and maintenance of the foreshore. 13 km and 50 ha of foreshore reserve and 120 public access points maintained. 11,313 indigenous plants planted. 1,079 staff hours contributed to community support (e.g. ‘Friends’ groups, school groups etc.)

399 0 399

410 0 410

Maintain and develop Kingston's parks and open space, playgrounds and sports grounds. Plant and maintain street and park trees including programmed and ‘reactive’ tree pruning. Maintain natural resource areas. 90,000 street and park trees maintained. 2,149 street and park trees planted. 367 parks, 75 playing fields and 114 playgrounds maintained.

13,502 (435) 13,067

14,269 (398) 13,871

Implement masterplans for sportsgrounds and parks to ensure that medium and long-term community needs are met. Three masterplans being implemented as of March 2019.

438 0 438

522 0 522

Encourage increased participation in sport, recreation and leisure activities to build community connections, encourage social inclusion and improve physical and mental health and wellbeing. Lead the development of improved sports and recreation opportunities through the delivery of sport and recreation facilities. Over 100 sporting clubs. 7,180 summer users and 10,054 winter users of outdoor sporting facilities.

846 (217) 629

1,018 (229) 789

Help the community to live and work more sustainably in response to emerging environmental challenges such as climate change. Develop and implement policies and strategies for environmental management, public space improvements, landfill remediation, conservation of natural resources and sustainable development. 7.1 million+ litres of recycled water used across all parks and reserves.

534 0 534

642 0 642

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 27


DRAFT 2019/20 Budget CITY OF KINGSTON

SERVICES DELIVERED

DESCRIPTION

Waste services

• • •

2018/19 Budget $’000 Expenditure (Revenue) NET Costs

Manage the collection of kerbside garbage, recycling and green waste bins and the collection of hard waste. Manage the collection of commercial waste. Provide waste education programs to the community. Over 4.3 million bins collected annually. 17,000 tonnes of green waste processed and diverted from landfill. 4,000 tonnes of hard waste collected.

Total Goal 2

2019/20 Budget $’000 Expenditure (Revenue) NET Costs

14,267 (694) 13,573

16,243 (694) 15,549

28,640

31,783

* Unless otherwise specified, activity figures in the description are for the 2017/18 financial year.

Major initiatives •

Redevelop the Edithvale Life Saving Club ($3.2 million in 2019/20).

Redevelop the Soppett Pavilion at Mentone Reserve ($5.2 million in 2019/20).

Design development of additional multiuse sports field facilities at Kerr Crescent, Aspendale Gardens ($3.5 million in 2019/20).

Other initiatives •

Develop a Kingston agricultural study that protects a land owner’s right to farm by managing the placement and compatibility of other Green Wedge uses.

Undertake community consultation for the Green Wedge Management Plan.

Develop a waste minimisation strategy to improve the economic recovery of waste and reduce reliance on landfill for waste generated by Council.

Service performance outcome indicators

Service Waste collection

Indicator Waste diversion

Performance measure

Computation

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

PAGE 28 CITY OF KINGSTON 2019/20 BUDGET #25

2017/18 Actual 50.85%


DRAFT 2019/20 Budget CITY OF KINGSTON

2.2 GOAL 3 Our connected, inclusive, healthy and learning community The following services contribute to bringing people together to strengthen our sense of community, celebrate diversity and build quality of life, with education and continual learning as a key focus. Services

SERVICES DELIVERED

DESCRIPTION

Children’s services partnerships

-

Community centres

-

• •

-

• Social development and planning

-

• Community grants

2018/19 Budget $’000 Expenditure (Revenue) NET costs

Family and children’s centres

-

Family day care

-

• •

• •

2019/20 Budget $’000 Expenditure (Revenue) NET costs

Support kindergartens, provide facilitated playgroups and early years infrastructure. Provide kindergarten central registration. 27 kindergartens provided with central registration. 11 supported playgroups held each week, with a total of 150 places.

558 (172) 386

601 (183) 418

Provide facility-based support for social participation and inclusion within our communities. Deliver community development support to a wide range of community groups and facilitate effective use of Council’s Melaleuca, Chelsea, Carrum and Westall activity hubs and Sundowner and Clarinda community centres. Provide support and advice to local historical societies. 73,340 annual client contacts.

897 (136) 761

984 (242) 742

Foster strong community networks by supporting the work of a diverse range of community organisations. Identify and address the needs of vulnerable community members. Support and promote volunteering and lifelong learning. Develop and implement social strategies and policies for public health and wellbeing, positive ageing, disability, multiculturalism, aboriginal partnerships, community safety, interfaith networks, prevention of family violence, social planning, gambling harm reduction and supporting neighbourhood houses. 220 community groups supported annually.

1,761 (167) 1,594

2,106 (107) 1,999

Deliver grants to the community through the Community Grants program and the Kingston Charitable Fund. $1.5 million in community grants distributed to support community groups.

1,530 (69) 1,461

1,630 (69) 1,561

Provide high quality long day care, sessional and long day kindergarten, and maternal and child health services. Facilitate supported playgroups. 410 KinderPlus places provided per week. 80 sessional kindergarten places provided for 4-year olds and 66 for 3-year olds per week.

8,981 (8,841) 140

9,733 (9,587) 146

Manage the Kingston Family Day Care service which is provided in the homes of registered and professional early childhood educators. 294,331 hours of care provided. 638 children cared for.

1,435 (1,445) (10)

1,687 (1,683) 4

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 29


DRAFT 2019/20 Budget CITY OF KINGSTON

SERVICES DELIVERED

Homelessness support

DESCRIPTION

-

• In-home support

-

• • Leisure and aquatic centres

• •

Libraries

• • •

Maternal and child health and immunisation

-

Outside school hours programs

-

• • •

• • •

Provide case management and outreach support to people experiencing homelessness or risk of homelessness within the City of Kingston and City of Bayside. Assisted 92 people who were homeless or at risk of homelessness.

2018/19 Budget $’000 Expenditure (Revenue) NET costs

2019/20 Budget $’000 Expenditure (Revenue) NET costs

242 (246) (4)

261 (261) 0

22,102 (19,270) 2,832

20,108 (17,231) 2,876

Provide accessible and affordable recreation, health and fitness and aquatic education opportunities to the community. 880,000+ visits to our two leisure centres. 3,000+ Learn to Swim enrolments.

6,905 (5,800) 1,105

7,273 (6,033) 1,240

Provide a wide range of library collections and services including online and through the home library service. Provide library programs and activities for the whole community. Promote reading, literacy and lifelong learning. Support customers with low digital literacy skills with online activities (e.g. engaging with MyGov, applying for jobs, visa/passport applications etc.) Strengthen community awareness of local history. 654,414 total annual visits to our nine libraries. Over 1 million library loans. 28,987 carers and children attended story times.

5,459 (1,151) 4,308

5,491 (1,049) 4,442

Deliver a universal and enhanced maternal and child health service. Provide an immunisation service. 10 maternal child health centres. 25,231 maternal and child health consultations held. 15,874 immunisations delivered.

3,218 (1,320) 1,898

3,375 (1,476) 1,899

Deliver before and after school programs and school holiday programs. 22,281 before school care attendances. 38,876 after school care attendances. 3,880 School Holiday Program attendances.

1,690 (1,764) (74)

1,799 (2,085) (286)

Support people who are frail aged or who have a disability to participate fully in life by providing in-home and community services (e.g. personal and domestic care, shopping assistance, respite, social outings, home maintenance and meals). Provide ‘packaged care’ and case management to older people who need higher levels of in-home and community support. Facilitate volunteering opportunities in Kingston. 200,000+ community care hours delivered. 3,671 people received home maintenance support.

PAGE 30 CITY OF KINGSTON 2019/20 BUDGET #25


DRAFT 2019/20 Budget CITY OF KINGSTON

SERVICES DELIVERED

DESCRIPTION

Social support

Youth and family services

• •

2018/19 Budget $’000 Expenditure (Revenue) NET costs

2019/20 Budget $’000 Expenditure (Revenue) NET costs

Foster strong community networks by supporting community organisations and optimising the use of community facilities and spaces. Identify and address the needs of vulnerable communities. Facilitate volunteering opportunities in Kingston. Develop and implement social strategies and policies. 310 community groups supported by Council’s social development team.

12 (699) (687)

878 (1,266) (388)

Facilitate the provision of youth activities, youth work, counselling and family support services. 13,856 contacts with young people. 4,153 contacts with families (2,115 with vulnerable families).

1,440 (287) 1,153

1,533 (287) 1,246

14,863

15,900

Total Goal 3

* Unless otherwise specified, activity figures in the description are for the 2017/18 financial year.

Major initiatives •

Develop the Dingley Village Neighbourhood House Precinct – Stage 1 ($3.4 million in 2019/20).

Restore and ‘fit out’ the Masonic Hall in Mordialloc ($1.6 million in 2019/20).

Enhance the library resources and facilities ($1.4 million in 2019/20)

Provide all-abilities change/toilet facilities at Bicentennial Park ($0.2 million in 2019/20).

Other initiatives •

Implement the Pokies Advocacy Campaign Action Plan.

Develop Council’s Youth Strategy to understand and meet the complex needs of Kingston’s youth.

Explore opportunities to support the retention and accessibility of historic information, artefacts and places.

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 31


DRAFT 2019/20 Budget CITY OF KINGSTON

Service performance outcome indicators

Service

Indicator

Performance measure

Maternal and Child Health

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

Computation

2017/18 Actual

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

77.56%

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

64.52%

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

Number of visits to aquatic facilities / Municipal population

5.49

Aquatic facilities

Utilisation

Libraries

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

PAGE 32 CITY OF KINGSTON 2019/20 BUDGET #25

[Number of active library members / municipal population] x100

14.16%


DRAFT 2019/20 Budget CITY OF KINGSTON

2.2 GOAL 4 Our free-moving safe, prosperous and dynamic city The following services contribute to Kingston remaining a smart, creative and progressive city with wellplanned, functional and attractive urban centres and hubs. Our services foster a strong local economy by supporting our local business community which provides valuable jobs for residents. We also provide traffic management and parking facilities and accessible and alternative means of transport including cycling routes.

Services

SERVICES DELIVERED

Arts and cultural services

DESCRIPTION

• • •

Animal management and local laws

• •

Community transport

Local jobs growth and retention

2018/19 Budget $’000 Expenditure (Revenue) NET costs

• •

2019/20 Budget $’000 Expenditure (Revenue) NET costs

Manage Kingston Arts Centre, Kingston City Hall, Shirley Burke Theatre and community halls. Provide a venue hire service for community activities. Manage public art and the city’s art collection. Administer the Arts Grants program to support community arts and culture groups. Produce cultural programs and events for the community. 16,369 attendances at Kingston-run arts events. $336,887 worth of events tickets sold. 20,932 hours of use of Kingston arts venues.

2,390 (1,037) 1,353

2,581 (1,096) 1,485

Provide education and enforcement, investigation and resolution of issues related to the Community Local Law, including animal management. Consider applications for tree removal under the Community Local Law; investigate unlawful tree removal and failure to meet permit requirements. Provide school crossing supervisors. Identify and prevent fire risks and pollution. 21,196 registered pets. 75 supervised school crossings.

3,741 (1,856) 1,885

3,997 (1,912) 2,085

Provide transport for community members who are unable to access mainstream transport, to support social engagement within the community. 2,667 people used the community bus.

476 (66) 410

1,004 (1,028) (24)

Facilitate business development, mentoring and network activities to meet current and emerging business challenges. Support regional economic growth through participation in partnerships. Assist businesses to navigate Council’s regulatory processes. Be a voice for the business community - within Council and to other tiers of government. 44 training events or ‘roundtables’ held per year. 576 people attended Council-run local business workshops.

922 (147) 775

963 (143) 820

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 33


DRAFT 2019/20 Budget CITY OF KINGSTON

SERVICES DELIVERED

Festivals and events

DESCRIPTION

Food safety regulation and health

• • •

Parking enforcement

• •

Road safety

Street lighting maintenance

• •

Transport planning and traffic engineering

-

Urban area transformation

-

2018/19 Budget $’000 Expenditure (Revenue) NET costs

2019/20 Budget $’000 Expenditure (Revenue) NET costs

Deliver local festivals and events to promote community involvement and engagement. Facilitate and support community-run events in Kingston. Hold citizenship ceremonies. 56,000 people attended Council’s festivals and events.

1,064 (191) 873

1,306 (152) 1,154

Monitor and educate about local public health standards and investigate infectious disease outbreaks. Deliver the food surveillance program to ensure safe food supply for the community and that Council and businesses meet their statutory obligations. 1,838 food compliance visits. 310 tobacco compliance visits. 354 food samples taken and analysed annually.

1,483 (793) 690

1,718 (849) 869

1,780 (4,216) (2,436)

1,810 (4,512) (2,702)

134 (80) 54

134 (80) 54

Ensure that street lighting is operational and effective throughout the municipality. 12,000 Kingston streetlights maintained, including around 4,000 shared with VicRoads on arterial roads. 7,300 street lights changed to energy efficient globes.

1,150 0 1,150

945 0 945

Develop an Integrated Transport Strategy through consultation with the community. Manage local area traffic. 601 kilometres of roads in Kingston.

1,193 (337) 856

1,369 (467) 902

481 0 481

496 0 496

6,091

6,084

Monitor and patrol Kingston to ensure compliance with road rules. Enforce parking compliance within timed parking areas to promote parking availability. Prosecute unpaid fines in the Magistrates Court and Infringement Court. 2,997 parking complaints investigated. 35,014 parking infringements issued annually. Provide road safety education to the local community from preschool age to older adults. Encourage active transport, especially for children and young people. 15 road safety programs held.

Coordinate a program of capital and other works to provide for upgrades across Council's activity centres. Implement Activity Centre Structure Plans. Coordinate significant site construction activities. 7 level crossing removal projects for which urban design and place-based input provided.

Total Goal 4

* Unless otherwise specified, activity figures in the description are for the 2017/18 financial year.

PAGE 34 CITY OF KINGSTON 2019/20 BUDGET #25


DRAFT 2019/20 Budget CITY OF KINGSTON

Major initiatives •

Implement the Bay Trail shared path ($4.4 million in 2019/20).

Construct a trail as part of the Chain of Parks between Karkarook Park to Clayton Road ($0.7 million in 2019/20).

Enhance Parkdale Local Shopping Centre ($0.4 million in 2019/20).

Construct a park at Elder Street, Clarinda as part of the Chain of Parks ($1.1 million in 2019/20)

Other initiatives •

Improve integrated transport options included public transport links ($0.1 million in 2019/20).

Work with State Government and neighbouring councils to develop strategic cycling corridors and advocate for improved connections with the level crossing removal works.

Service performance outcome indicators

Service

Indicator

Performance measure

Computation

Animal management

Health and safety

Animal management prosecutions (Number of successful animal management prosecutions)

Number of successful animal management prosecutions

Food safety

Health and safety

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

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

2017/18 Actual 13

98.96%

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 35


DRAFT 2019/20 Budget CITY OF KINGSTON

2.2 GOAL 5 Our well-governed and responsive organisation The following services contribute to governing Kingston in a well-informed, responsive, accountable, transparent and efficient manner, with responsible stewardship of the community’s resources and wellmanaged community facilities to promote liveability. Services

SERVICES DELIVERED

Communications and community relations

DESCRIPTION

-

1,498 0 1,498

1,856 0 1,856

Provide transparent and accountable performance reporting to the organisation and community. Improve organisational performance through effective business planning. Coordinate the audit program. Administer Council meetings, elections and maintain statutory records. Manage Council’s compliance and integrity functions e.g. Freedom of Information requests, information privacy functions and coordinate Protected Disclosures. Facilitate consultation through Council’s Advisory and Ward committees. Administer the Quick Response Grants program. Manage Council's corporate information, including electronic and physical business records. 3,777 hits on Council Meeting web streaming. 58 Freedom of Information requests received. 2.8 million records held in Kingston’s document management system.

3,410 (14) 3,396

4,578 (2) 4,576

Deliver exceptional customer service in line with Council’s customer commitment. Provide multiple customer contact and service options. Foster a customer-responsive culture across Council. Improve visibility and responsiveness to customer complaints. 114,569 calls received.

1,736 (2) 1,734

1,838 (2) 1,836

6,568 live chat interactions.

-

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.

3,012 0 3,012

2,054 0 2,054

-

• • •

Customer service

Executive services

2019/20 Budget $’000 Expenditure (Revenue) NET costs

Facilitate communication between the City of Kingston and the community. Facilitate opportunities for the community to inform decisionmaking. 116,046 Facebook likes. Over 3 million page views for Council’s websites.

• • Council governance and administration

2018/19 Budget $’000 Expenditure (Revenue) NET costs

-

-

PAGE 36 CITY OF KINGSTON 2019/20 BUDGET #25


DRAFT 2019/20 Budget CITY OF KINGSTON

SERVICES DELIVERED

Financial management

DESCRIPTION

-

Health, safety and wellbeing

Provide budget, performance and statutory reporting services and accounts payable, accounts receivable and payroll services. Maximise return on investments within policy guidelines. Provide financial analysis and advice to support decision making.

1,588 (60) 1,528

683 (14) 669

652 0 652

Coordinate recruitment, industrial relations, remuneration, award/agreement interpretation, corporate training and Council’s employee performance management system. Support the organisation in change management, leadership development, diversity and inclusion and organisational development.

1,270 0 1,270

1,559 0 1,559

50,000 invoices processed.

-

Manage organisational risk including occupational health and safety, work cover, risk management and insurance. Deliver the Health, Safety and Wellbeing Framework across the organisation. Support return to work and injury management and rehabilitation for employees.

-

-

2019/20 Budget $’000 Expenditure (Revenue) NET costs

1,456 (60) 1,396

-

Human resources management

2018/19 Budget $’000 Expenditure (Revenue) NET costs

Municipal emergency management

-

Coordinate Council-wide emergency management planning, including building community resilience, emergency risk assessment and mitigation, emergency response and recovery and liaising with Emergency Services.

105 (130) (25)

145 (130) 15

Property rating and collection services

-

1,767 (633) 1,134

1,846 (725) 1,121

• •

Manage the valuation of all rateable properties within the municipality and ensure the accurate levying and collection of rates and charges due. Undertake accurate and timely maintenance of Council’s property database. 64,898 residential properties. 5,844 industrial properties.

3,017 commercial properties.

-

Deliver information technology and communications services to the organisation including help desk support, ensuring currency of Council's information systems, disaster recovery and business continuity plans.

6,176 0 6,176

6,337 0 6,337

1,100 personal computers/laptops supported across 30 sites.

-

Manage insurance for Council's activities and manage Council's vehicle fleet. Provide support for all Council's procurement activities. Manage OH&S matters related to contractors engaged by Council. 75 tenders closed.

2,315 (1) 2,314

2,315 (1) 2,314

22,574

23,848

-

Provision of information technology services

Procurement, fleet, insurance and contracts

137 pool vehicles (passenger and light commercial) as at March 2019.

Total Goal 5 * Unless otherwise specified, activity figures in the description are for the 2017/18 financial year.

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 37


DRAFT 2019/20 Budget CITY OF KINGSTON

Major initiatives •

Invest in capability and security enhancements in information and communication technology (hardware and cloud transition $1.0 million in 2019/20).

Upgrade the Garden Boulevard depot to accommodate the consolidated depot requirements ($3.7 million in 2019/20).

Other initiatives •

Improve the customer experience through enhanced systems and processes that enable customers to access useful information more quickly and easily.

Improve consultation and engagement between the community and Council including through the use of Ward committees.

Service performance outcome indicators

Service Governance

Indicator

Performance measure

Computation

Satisfaction

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

Community satisfaction rating out of 100 with the performance of Council in making decisions in the interest of the community.

PAGE 38 CITY OF KINGSTON 2019/20 BUDGET #25

2017/18 Actual 53


DRAFT 2019/20 Budget CITY OF KINGSTON

2.3 RECONCILATION WITH BUDGETED OPERATING RESULT Reconciliation with budgeted operating result

NET $'000

Goal 1 Goal 2 Goal 3 Goal 4

(18,578) (31,783) (15,900) (6,084)

Goal 5

(23,848)

Total Services and Initiatives

(96,193)

Rates and charges Grants Commission Capital grants

144,924

Interest income Road renewal expenses Pension rebate Bad and doubtful debts Depreciation and amortisation Interest/borrowing costs

2,000 (7,000) (1,250) (50) (26,000) (99)

Other Surplus for the year

2,223 10,115

(677) 27,993

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 39


DRAFT 2019/20 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 2019/20 to 2022/23 has been extracted from the Strategic Resource Plan. At the end of each financial year Council is required to include in the Financial Statements in its Annual Report a comparison of actual income and expenditure compared with the income and expenditure in the financial statements in the Budget. The appendix includes the following budgeted information: •

Comprehensive income statement

Balance sheet

Statement of changes in equity

Statement of cash flows

Statement of capital works

Statement of human resources

Pending Accounting Standards The 2019/20 budget has been prepared based on the accounting standards applicable at the date of preparation. This means that pending accounting standards that will be in effect from the 2019/20 financial year have not been considered in the development of the budget. Standards that are likely to impact on the 2019/20 financial statements, not considered in the preparation of the budget include: •

AASB 16 Leases;

AASB 15 Revenue from contracts with customers, and

AASB 1058 Income of not-for-profit entities.

While it is not possible to determine the precise impact of these standards at this time, the broad impact on Council is estimated to be as follows: •

AASB 16 Leases – Introduces a single lessee accounting model whereby the Council will be required to recognise a right of use asset and associated liability for leases longer than 12 months, except those considered to be of low value.

AASB 15 Revenue from contracts with customers and AASB 1058 Income of not-for-profit entities – Change the way that councils recognise income and also address matters such as grant funding, contribution of assets and volunteer services. A key change is replacement for some transactions of the criteria of control as a determinant of the timing of income recognition, with the criteria of satisfying performance obligations in an enforceable agreement. These new standards have the potential to impact the timing of how the Council recognises income.

PAGE 40 CITY OF KINGSTON 2019/20 BUDGET #25


DRAFT 2019/20 Budget CITY OF KINGSTON

Comprehensive income statement FOR THE FOUR YEARS ENDING 30 JUNE 2023

NOTES

Strategic Resource Plan

Budget

Budget

2018/19

2019/20

2020/21

2021/22

2022/23

$’000

$’000

$’000

$’000

$’000

Projections

Income Rates and Charges

4.1.1

139,367

144,924

149,243

153,650

158,207

Statutory Fees and Fines

4.1.2

9,706

10,364

10,675

11,001

11,342

User Fees

4.1.3

20,111

19,750

20,342

21,154

21,572

Grants – operating

4.1.4

33,027

32,559

35,315

35,777

36,246

Grants - capital

4.1.4

3,697

10,115

9,105

5,780

8,580

Contributions - monetary

4.1.5

389

309

318

328

338

Other income

4.1.6

2,494

2,554

2,554

2,554

2,354

208,792

220,576

227,552

230,243

238,638

Total income Expenses Employee costs

4.1.7

79,960

83,328

86,119

89,004

92,431

Materials and services

4.1.8

80,469

83,106

86,437

89,090

91,561

Depreciation and amortisation

4.1.9

27,000

26,000

26,500

27,000

27,500

Bad and Doubtful debts

4.1.10

50

50

50

50

50

Borrowing costs

4.1.11

396

99

31

3

-

187,875

192,583

199,137

205,147

211,543

20,917

27,993

28,415

25,095

27,096

Total expenses

Surplus/(deficit) for the year G9

The above comprehensive income statement should be read in conjunction with the accompanying notes.

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 41


DRAFT 2019/20 Budget CITY OF KINGSTON

Balance sheet FOR THE FOUR YEARS ENDING 30 JUNE 2023 Strategic Resource Plan

Budget

Budget

2018/19

2019/20

2020/21

2021/22

2022/23

$’000

$’000

$’000

$’000

$’000

Cash and cash equivalents

90,055

69,546

57,444

57,834

65,618

Trade and other receivables

7,841

8,066

8,307

8,577

8,814

97,896

77,612

65,751

66,411

74,432

20

20

20

20

20

2,315,297

2,521,036

2,557,640

2,581,312

2,603,798

2,315,317

2,521,056

2,557,660

2,581,332

2,603,818

2,413,213

2,598,668

2,623,411

2,647,743

2,678,250

Trade and other payables

13,680

14,128

14,694

15,145

15,565

Trust funds and deposits

3,184

3,184

3,184

3,184

3,184

17,355

19,414

17,861

18,549

19,356

5,446

1,395

346

-

-

39,665

38,121

36,085

36,878

38,105

Provisions

1,346

1,547

1,599

1,653

1,717

Interest-bearing liabilities

1,761

346

-

-

-

3,107

1,893

1,599

1,653

1,717

42,772

40,014

37,684

38,531

39,822

2,370,441

2,558,654

2,585,727

2,609,212

2,638,428

1,383,734

1,428,976

1,457,391

1,482,487

1,509,584

964,623

1,105,315

1,105,315

1,105,315

1,105,315

22,084

24,363

23,021

21,410

23,529

2,370,441

2,558,654

2,585,727

2,609,212

2,638,428

NOTES

Projections

Assets Current assets

Total current assets

4.2.1

Non-current assets Trade and other receivables Property, infrastructure, plant & equipment Total non-current assets

4.2.2

Total assets Liabilities Current liabilities

Provisions Interest-bearing liabilities Total current liabilities

4.2.3

Non-current liabilities

Total non-current liabilities

4.2.4

Total liabilities Net assets Equity Accumulated surplus Asset revaluation reserve Other Reserves Total equity

4.2.5

The above Balance Sheet should be read in conjunction with the accompanying notes.

PAGE 42 CITY OF KINGSTON 2019/20 BUDGET #25


DRAFT 2019/20 Budget CITY OF KINGSTON

Statement of Changes in Equity FOR THE FOUR YEARS ENDING 30 JUNE 2023

Accumulated Revaluation Other Surplus Reserve Reserves $’000 $’000 $’000

Total Budget 2019/20

NOTES

Balance at beginning of the financial year Surplus/(deficit) for the year Net asset revaluation increment/(decrement) Transfers to other reserves

$’000 2,536,270

1,400,983

1,105,315

29,972

27,993

27,993

-

-

-

-

-

-

3,469

-

-

3,469

(9,078)

-

-

(9,078)

2,558,654

1,428,976

1,105,315

24,363

2,558,654

1,428,976

1,105,315

24,363

Surplus/(deficit) for the year Net asset revaluation increment/(decrement) Transfers to other reserves

28,415

28,415

-

-

-

-

-

-

3,531

-

-

3,531

Transfers from other reserves

(4,873)

-

-

(4,873)

2,585,727

1,457,391

1,105,315

23,021

2,585,727

1,457,391

1,105,315

23,021

Surplus/(deficit) for the year Net asset revaluation increment/(decrement) Transfers to other reserves

25,095

25,095

-

-

-

-

-

-

3,594

-

-

3,594

Transfers from other reserves

(5,204)

-

-

(5,204)

2,609,212

1,482,487

1,105,315

21,410

Transfers from other reserves Balance at end of the financial year

4.3.1

Budget 2020/21 Balance at beginning of the financial year

Balance at end of the financial year

Budget 2021/22 Balance at beginning of the financial year

Balance at end of the financial year

Budget 2022/23 Balance at beginning of the financial year

2,609,212

1,482,487

1,105,315

21,410

Surplus/(deficit) for the year Net asset revaluation increment/(decrement) Transfers to other reserves

27,096

27,096

-

-

-

-

-

-

3,659

-

-

3,659

Transfers from other reserves

(1,539)

-

-

(1,539)

2,638,428

1,509,584

1,105,315

23,529

Balance at end of the financial year

The above Statement of Changes in Equity should be read in conjunction with the accompanying notes.

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 43


DRAFT 2019/20 Budget CITY OF KINGSTON

Statement of Cash Flows FOR THE FOUR YEARS ENDING 30 JUNE 2023 Strategic Resource Plan Projections

Budget

Budget

2018/19

2019/20

2020/21

2021/22

2022/23

$’000

$’000

$’000

$’000

$’000

Inflows

Inflows

Inflows

Inflows

Inflows

NOTES (Outflows) (Outflows) (Outflows) (Outflows) (Outflows) Cash flows from operating activities Rates and charges

139,162

144,789

149,066

153,773

158,343

9,706

10,364

10,675

11,001

11,342

User fees

20,111

19,750

20,342

21,154

21,572

Grants – operating

33,027

32,559

35,315

35,777

36,246

3,697

10,115

9,105

5,780

8,580

389

309

318

328

338

2,000

2,000

2,000

2,000

1,800

494

554

554

554

554

Employee costs

(79,960)

(83,328)

(86,119)

(89,004)

(92,431)

Materials and services

(80,519)

(83,156)

(86,487)

(89,140)

(91,611)

48,107

53,957

54,769

52,221

54,732

(51,875)

(74,656)

(65,545)

(51,583)

(47,048)

100

100

100

100

100

(51,775)

(74,556)

(65,445)

(51,483)

(46,948)

(396)

(99)

(31)

(3)

-

(5,991)

(3,608)

(1,395)

(346)

-

(6,387)

(3,707)

(1,426)

(349)

-

(10,055)

(24,306)

(12,102)

390

7,784

100,110

93,852

69,546

57,444

57,834

90,055

69,546

57,444

57,834

65,618

Statutory fees and fines

Grants - capital Contributions - monetary Interest received Other receipts

Net cash provided by/(used in) operating activities

4.4.1

Cash flows from investing activities Payments for property, infrastructure, plant and equipment Proceeds from sale of property, infrastructure, plant and equipment Net cash provided by/ (used in) investing activities

4.4.2

Cash flows from financing activities Finance costs Repayment of borrowings Net cash provided by/(used in) financing activities Net increase/(decrease) in cash & cash equivalents Cash and cash equivalents at the beginning of the financial year Cash and cash equivalents at the end of the financial year

4.4.3

4.4.4

The above cash flow should be read in conjunction with the accompanying notes.

PAGE 44 CITY OF KINGSTON 2019/20 BUDGET #25


DRAFT 2019/20 Budget CITY OF KINGSTON

Statement of capital works FOR THE FOUR YEARS ENDING 30 JUNE 2023 Strategic Resource Plan

NOTES

Projections

Budget

Budget

2018/19

2019/20

2020/21

2021/22

2022/23

$’000

$’000

$’000

$’000

$’000

Property Land

1,000

2,000

-

-

-

Land improvements

2,020

1,710

305

250

265

Total land

3,020

3,710

305

250

265

-

350

1,500

5,850

3,450

Building improvements

24,193

34,850

30,768

24,346

26,256

Total buildings

24,193

35,200

32,268

30,196

29,706

Total property

27,213

38,910

32,573

30,446

29,971

Buildings

Plant and equipment Plant, Machinery and Equipment

300

300

300

300

300

-

1,810

1,820

1,600

1,150

Computers and Telecommunications

2,605

2,477

1,236

1,190

2,590

Library Books

1,056

1,077

1,099

1,121

1,143

Total plant and equipment

3,961

5,664

4,455

4,211

5,183

Roads

5,701

6,409

8,695

6,015

6,075

Footpaths and Cycleways

6,150

7,093

1,827

1,610

1,705

Drainage

4,560

4,255

5,463

5,175

4,800

Rec, Leisure and Comm Facilities

4,273

10,140

9,898

3,670

2,175

Parks, Open Space and Streetscapes

6,441

7,050

8,385

5,980

3,920

Off Street Car Parks

170

1,125

-

715

-

Other Infrastructure

420

1,010

1,250

761

220

27,715

37,082

35,518

23,926

18,895

58,889

81,656

72,546

58,583

54,049

8,633

17,571

9,608

9,026

4,700

27,272

36,110

39,299

34,095

31,361

5,371

5,879

3,863

1,376

6,455

15,229

20,786

19,396

13,706

11,153

2,384

1,310

380

380

380

58,889

81,656

72,546

58,583

54,049

3,247

9,631

8,755

5,780

8,580

450

484

350

-

-

6,153

10,669

4,873

5,205

1,540

49,039

60,872

58,568

47,598

43,929

58,889

81,656

72,546

58,583

54,049

Fixtures, Fittings and Furniture

Infrastructure

Total infrastructure Total capital works expenditure

5.1

Expenditure types represented by: New asset expenditure Asset renewal expenditure Asset expansion expenditure Asset upgrade expenditure Non Asset Total capital works expenditure

5.1

Funding sources represented by: Grants Contributions Council Reserves Council cash Total capital works expenditure

5.1

The above statement of capital works should be read in conjunction with the accompanying notes. CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 45


DRAFT 2019/20 Budget CITY OF KINGSTON

Statement of Human Resources FOR THE FOUR YEARS ENDING 30 JUNE 2023 Strategic Resource Plan Projections

Budget

Budget

2018/19

2019/20

2020/21

2021/22

2022/23

$’000

$’000

$’000

$’000

$’000

Staff expenditure Employee costs

79,960

83,328

86,119

89,004

92,431

Total staff expenditure

79,960

83,328

86,119

89,004

92,431

FTE

FTE

FTE

FTE

FTE

Employees

818

850

850

850

850

Total staff numbers

818

850

850

850

850

Staff numbers

*FTE Full Time Equivalent

A summary of human resources expenditure categorised according to the organisational structure of Council is included below: Comprises

Department

Budget

Permanent

2019/20

Full time Part Time

$’000

$’000

$’000

Casual Temporary $’000

$’000

Active Kingston

3,091

2,051

1,040

2,739

-

City Development

4,465

3,894

571

-

-

City Economy and Innovation

2,092

1,804

288

-

-

City Strategy Department

1,611

1,055

556

-

-

Communications and Community Relations

3,593

2,740

852

36

-

3,508

3,340

168

21

-

13,801

11,656

2,145

130

-

Compliance and Amenity Department

3,390

3,316

74

1,148

-

Executive Services

1,888

1,888

-

-

-

12,868

6,053

6,815

2,718

-

2,594

1,714

880

-

-

681

452

229

-

-

Information Services & Strategy

2,924

2,831

93

-

-

Infrastructure

3,105

2,989

116

170

-

Libraries & Social Development

6,783

4,151

2,631

363

-

Parks

4,439

4,107

332

4

-

People Support

1,571

1,244

327

-

-

449

402

47

-

-

1,824

1,045

779

355

-

920

853

68

45

-

75,599

57,587

18,013

7,729

-

Community Buildings Community Care & AccessCare

Family, Youth & Childrens' Services Finance and Corporate Performance Governance

Procurement & Contracts Property and Arts Traffic and Transport Total permanent staff expenditure Casuals, temporary and other expenditure Total expenditure

7,729 83,328

A summary of the number of full time equivalent (FTE) Council staff in relation to the above expenditure is included below: PAGE 46 CITY OF KINGSTON 2019/20 BUDGET #25


DRAFT 2019/20 Budget CITY OF KINGSTON

Comprises

Budget Department

2019/20

Permanent

FTE

Full time Part Time

Casual Temporary

Active Kingston

35.1

22.1

13.0

28.7

-

City Development

42.6

35.8

6.8

-

-

City Economy and Innovation

19.2

15.8

3.4

-

-

City Strategy Department

13.6

9.2

4.4

-

-

Communications and Community Relations

37.3

27.0

10.3

0.4

-

Community Buildings

33.5

31.7

1.7

0.2

-

145.3

122.9

22.4

1.4

-

34.9

34.0

0.9

12.0

-

Community Care & AccessCare Compliance and Amenity Department

7.8

7.8

0.0

-

-

139.0

65.5

73.5

28.5

-

25.4

16.0

9.4

-

-

5.9

3.6

2.3

-

-

Information Services & Strategy

26.2

25.0

1.2

-

-

Infrastructure

40.5

39.0

1.5

1.8

-

Libraries & Social Development

69.0

38.9

30.1

3.8

-

Parks

51.9

48.4

3.5

-

-

People Support

14.4

10.8

3.6

-

-

Executive Services Family, Youth & Childrens' Services Finance and Corporate Performance Governance

3.6

3.0

0.6

-

-

15.3

8.0

7.3

3.7

-

Traffic and Transport

8.6

8.0

0.6

0.5

-

Total permanent staff

769.3

572.7

196.6

81.1

-

Procurement & Contracts Property and Arts

Casuals, temporary and other expenditure Total staff

81.1 850.4

See 4.1.7 for further information on Employee costs.

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 47


DRAFT 2019/20 Budget CITY OF KINGSTON

4. Notes to the Financial Statements This section presents detailed information on material components of the financial statements. Council needs to assess which components are material, considering the dollar amounts and nature of these components.

4.1 COMPREHENSIVE INCOME STATEMENT 4.1.1

Rates and Charges ($5.6 million increase)

This section presents information about rates and charges which the Act and the Regulations require to be disclosed in the Council’s annual budget. 2018/19 saw a higher than expected level of supplementary valuations being issued as new properties were occupied. This resulted in an additional $0.9m in rate revenue being raised progressively during the current financial year. When proportioned to the full year effect this is the equivalent of over $2.0m per annum in the base used to calculate the annualised 2018/19 General Rate in accordance with the Fair Go Rates System which recognises the base for calculation of next year’s rates as the amount of rate revenue that would have been raised had all properties been in their current status for the full year. This results in a year on year adjusted increase of $3.5m which is set out below to demonstrate compliance with the Fair Go Rates System. Fair Go Rates System Compliance Kingston City Council is fully compliant with the State Government’s Fair Go Rates System.

RATE REVENUE

ANNUALISED

BUDGET

2018/19

2019/20

$

$

% CHANGE

Capped Revenue General Rate Municipal Charge Total Capped Revenue

118,463,343

121,606,085

2.65%

7,504,300

7,504,300

0.00%

125,967,643

129,110,385

2.49%

Uncapped Revenue Waste Service Charges

13,957,476

14,306,413

2.50%

Cultural & Recreation Land Rates

329,029

337,254

2.50%

Special Rates and Charges

120,027

120,027

0.00%

14,406,532

14,763,694

2.48%

140,374,175

143,874,079

2.49%

Total Uncapped Rates Rate Revenue Supplementary Rates

650,000

Interest on Rates

400,000

Total Rates and Charges Revenue

PAGE 48 CITY OF KINGSTON 2019/20 BUDGET #25

144,924,079


DRAFT 2019/20 Budget CITY OF KINGSTON

In developing the Strategic Resource Plan, rates and charges were identified as an important source of revenue, accounting for 66% 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 2019/20 the FGRS cap has been set at 2.50%. 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. 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 2019/20 Budget by considering its approach to its Rating Structure. In doing so, aside from the Agricultural Land Rate, Extractive and Landfill land; Residential Heritage 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. The level of required rates and charges has been considered in this context in line with the rate cap, with reference to Council's other sources of income and the planned expenditure on services and works to be undertaken for the Kingston 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 2.50% in line with the rate cap, the user pays waste service fee which is outside the legislative rate controls are proposed to increase by approximately $6 per property depending on the waste service choice selected by each rate payer. Council’s waste service charges to reflect the user pays principal for this service and in particular reflect the increased cost of recycling. Statutory Disclosures The information set out below is required under Section 158(1) the Local Government Act 1989 and Local Government (Finance and Reporting) Regulations 2014 to be disclosed in the Council’s Annual Budget. Regulation 8(c) (i) of the Local Government Act - The proposed rate in the dollar for each type of rate to be levied: Type or class of land (detailed in Appendix A)

2018/19

2019/20

Rate in the $

Rate in the $

General rate for rateable General Land (See Schedule A)

0.0018018

0.0019763

General rate for rateable Agricultural land (See Schedule B)

0.0014414

0.0015810

General rate for rateable Extractive and landfill land (See Schedule C)

0.0054054

0.0059289

General rate for rateable Retirement Village land (See Schedule D)

0.0016216

0.0017787

General rate for rateable Residential Heritage land (See Schedule E)

0.0016432

0.0017787

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 49


DRAFT 2019/20 Budget CITY OF KINGSTON

Regulation 8(c) (ii) of the Local Government Act - The estimated amount to be raised by each type of rate to be levied: Type or class of land General Land Agricultural land Extractive and landfill land

2018/19 $

2019/20

Change

$

$

%

115,651,817

120,506,193

4,854,376

4.03%

101,752

114,714

12,962

11.30%

51,892

56,917

5,025

8.83%

Retirement Village land

732,583

795,310

62,727

7.89%

Residential Heritage land

127,630

133,489

5,859

4.39%

Cultural and recreational land*

374,667

337,254

(37,413)

(11.09%)

117,040,341

121,943,877

4,903,536

4.19%

Total amount to be raised by general rates

* (note: One property ceased to meet the eligibility criteria of the Cultural and Recreational Lands Act)

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

Total

2018/19

2019/20

$

$

117,040,341

121,943,877

Change $ 4,903,536

% 4.19%

Regulation 8(c) (iv) of the Local Government Act - 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

9.68%

Agricultural land

9.69%

Extractive and landfill land

9.68%

Retirement Village land

9.69%

Residential Heritage land

9.68%

PAGE 50 CITY OF KINGSTON 2019/20 BUDGET #25


DRAFT 2019/20 Budget CITY OF KINGSTON

Regulation 8(c) (v) of the Local Government Act - The number of assessments for each type of rate to be levied compared to the previous year: Type or class of land

2018/19

2019/20

Number

Number

General Land

$’000

%

72,290

73,756

1,466

1.99%

41

40

(1)

(2.50%)

5

5

-

0.00%

Agricultural land Extractive and landfill land Retirement Village land

Change

1,141

1,141

-

0.00%

Residential Heritage land

90

90

-

0.00%

Cultural and recreational land*

12

11

(1)

(9.09%)

Total number of assessments

73,579

75,043

1,464

1.95%

*(note: not included in Rate Cap)

Regulation 8(c)(vi) of the Local Government Act – The total number of assessments is: • 75,043 (2018/19 73,579)

Regulation 8(c) (vii) of the Local Government Act The basis of valuation to be used is the Capital Improved Value (CIV).

Regulation 8(c)(viii) of the Local Government Act - The estimated total value of land in respect of which each type of rate is to be levied compared with the previous year: 2018/19

Type or class of land General Land

$’000

$’000

64,186,466

60,975,658

(3,210,808)

(5.27%)

70,590

72,215

1,625

2.25%

9,600

9,600

-

0.00%

451,757

447,138

(4,619)

(1.03%)

78,705

75,050

(3,655)

(4.87%)

613,820

398,155

(215,665)

(54.17%)

65,410,938

61,977,816

(3,433,122)

(5.54%)

Agricultural land Extractive and landfill land Retirement Village land Residential Heritage land Cultural and recreational land Total estimated total value of each type or class of land

Change

2019/20 $’000

%

Regulation 8(c) (ix) of the Local Government Act – The proposed Municipal Charge is: •

$100 per rateable property ($2018/19 $100)

The estimated total amount to be raised by municipal charges compared with the previous financial year:

Type of Charge Municipal

2018/19

2019/20

$

$

7,357,900

7,504,300

Change $ 146,400

% 1.95%

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 51


DRAFT 2019/20 Budget CITY OF KINGSTON

Regulation 8(c) (x) of the Local Government Act – The proposed unit amount to be levied for each type of charge under section 162 of the Act:

TYPE OF CHARGE

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 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

PER RATEABLE PROPERTY 2018/19 2019/20 $ $

255

261

215

220

235

240

201

206

190

194

160

164

150

153

120

123

108

110

108

110

Service Choice W – Additional 120 litre Green Waste Bin

48

49

Service Choice X – Additional 240 litre Green Waste Bin Service Choice Y – Additional 240 litre Garbage Bin including recovery of costs attributable to the State Government Landfill Levy Service Choice Z – Additional 120 litre Garbage Bin including recovery of costs attributable to the State Government Landfill Levy

60

61

148

151

139

142

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 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 Service Choice E – 120 litre garbage and 240 litre recycling bins including recovery of costs attributable to the State Government Landfill Levy Service Choice F – 80 litre garbage and 240 litre recycling bins including recovery of costs attributable to the State Government Landfill Levy Service Choice G – 240 litre x 2 Share Garbage, 240 litre Recycle including recovery of costs attributable to the State Government Landfill Levy Service Choice H – 240 litre x 3 Share Garbage, 240 litre Recycle including recovery of costs attributable to the State Government Landfill Levy Service Choice I – 240 litre x 4 Share Garbage, 240 litre Recycle including recovery of costs attributable to the State Government Landfill Levy Service Choice P – 120 litre x 2 Share Garbage, 240 litre Recycle including recovery of costs attributable to the State Government Landfill Levy

PAGE 52 CITY OF KINGSTON 2019/20 BUDGET #25


DRAFT 2019/20 Budget CITY OF KINGSTON

Regulation 8(c) (xi) of the Local Government Act - The estimated amounts to be raised for each type of charge to be levied compared to the previous year are: Type of Charges Municipal charge Service rates & charges

2018/19

2019/20

$

$

7,357,900

7,504,300

120,027

120,027

Waste Management Charges (Note: not included in Rate Cap)

13,061,797

14,306,413

Total

20,539,724

21,930,740

Regulation 8(c) (xii) of the Local Government Act - The estimated total amount to be raised by rates and charges: Summary of Rate Revenue Rates & Charges

Summary of Rate Revenue

2018/19 $ 137,580,065

2018/19 $

2019/20 $ 143,874,079

2019/20 $

Rates & Charges

137,580,065

143,874,079

Supplementaries

655,000

650,000

Interest on rates

400,000

400,000

138,635,065

144,924,079

Total

Regulation 8(c) (xiii) of the Local Government Act – 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.

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 53


DRAFT 2019/20 Budget CITY OF KINGSTON

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 is estimated that Council will collect approximately $19 million on behalf of the Victorian Government. 4.1.2

Statutory Fees and Fines ($0.7 million increase)

Statutory fees and fines relate 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 legislation. Town Planning fees will increase by $0.3 million to reflect the anticipated volume of building applications at higher fees as set by the legislation. The parking infringements budget is expected by to increase by approximately $0.2 million per annum based on higher anticipated volumes.

4.1.2 Statutory fees and fines Budget

Budget

2018/19

2019/20

$’000

$’000

Change $’000

%

Infringements and Costs

1,296

1,385

89

6.4%

Parking Infringements

3,623

3,888

265

6.8%

Permits

535

535

-

0.0%

3,320

3,622

302

8.3%

Family Day Care

567

574

7

1.2%

Other

190

190

-

0.0%

Land information Certificates

175

170

(5)

(2.9%)

9,706

10,364

658

6.3%

Town Planning

Total Statutory fees and fines

PAGE 54 CITY OF KINGSTON 2019/20 BUDGET #25


DRAFT 2019/20 Budget CITY OF KINGSTON

4.1.3

User Fees ($0.4 million decrease)

Leisure Recreation

Budget

Budget

2018/19

2019/20

$’000

$’000

Change $’000

%

6,977

7,335

358

4.9%

763

820

57

7.0%

Rental Income

3,154

3,068

(86)

(2.8%)

Aged & Health

433

473

40

8.5%

Registration & Other Permits

742

761

19

2.5%

7,884

7,135

(749)

(10.5%)

159

159

-

-

20,111

19,750

(361)

(1.8%)

Building Services

Childrens Programs Other Total User fees

User charges relate mainly to the recovery of service delivery costs through the charging of fees to users of the Council’s services. These include use of leisure, and other community facilities and personal contributions to the provision of human services such as family day care, long 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. (See also 11. Fees & Charges Strategy) User charges are projected to decrease by $0.4 million compared to 2018/19 mainly due to reduced Children’s program’s fees $0.7 million in lieu of grants received. Leisure and Recreation is projecting growth through continuous solid income in our leisure centres following the rebranding to Kingston Active and incorporating more programs for the wider community.

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 55


DRAFT 2019/20 Budget CITY OF KINGSTON

4.1.4

Grants – Operating & Capital ($6.0 million increase) Budget

Budget

2018/19

2019/20

$’000

$’000

Change $’000

%

Summary of grants Operating Grants

33,027

32,559

(468)

-1.4%

3,697

10,115

6,418

63.5%

36,724

42,674

5,950

13.9%

214

227

13

5.8%

Infrastructure Management

72

72

-

-

Traffic & Transport Planning

80

200

120

60.1%

1,035

998

(37)

(3.7%)

56

165

109

66.1%

7,991

7,397

(594)

(8.0%)

230

170

(60)

(35.3%)

Packaged Care and Community Connections

8,613

8,922

309

3.5%

Assessment

1,729

1,550

(179)

(11.5%)

467

464

(3)

(0.6%)

4

24

19

81.1%

Capital Grants Total grants received (a) Operating Grants Parks Team

Library Services Building Hubs and Partnerships Home and Community Support Community Engagement

Local Law s Health Services

4,570

5,869

1,299

22.1%

Children's Services Partnerships

156

158

2

1.1%

Before After School Care & Holiday Program

882

1,251

369

29.5%

Youth & Family Services

286

286

-

-

1,320

1,475

155

10.5%

877

1,108

231

20.8%

4,446

2,223

(2,223)

(100.0%)

33,027

32,559

(468)

-1.4%

Roads to recovery

586

580

(6)

(1.0%)

Total Recurrent Capital Grants

586

580

(6)

(1.0%)

1,300

3150

1,850

58.7%

Active Sports facilities

750

4209

3,459

82.2%

Foreshore Environment

400

1430

1,030

72.0%

Childrens' Services

661

346

(315)

(91.0%)

400

400

100.0%

Family & Children's Centres

MCH & Immunisation Family Day Care Grant Commission

Total Operating Grants (b) Capital Grants Recurrent - Commonwealth Government

Non-recurrent - State Government Buildings

Landfill Remediation Programs Total Non-Recurrent Capital Grants

3,111

9,535

6,424

67.4%

Total Capital Grants

3,697

10,115

6,418

63.5%

36,724

42,674

5,950

13.9%

Total Grants

PAGE 56 CITY OF KINGSTON 2019/20 BUDGET #25


DRAFT 2019/20 Budget CITY OF KINGSTON

Operating Grants - ($0.5 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 $0.5 million compared to 2018/19 partly due to the early payment of half of the Grants Commission grant ($2.3 million). Family and Children’s Centres have been budgeted to receive $1.3 million more than 2018/19 due to the higher utilisation of the centres. Capital grants – ($6.4 million increase) Capital grants include all monies received from Commonwealth and State Government sources for the purposes of funding the capital works program. Capital grants in 2019/20 have increased by $6.4 million to a total of $10.4 million featuring $3.5 million for the Kerr Crescent Soccer Field, $2.4 million for the Roy Dore Pavilion Redevelopment, $0.7 million for the Soppett Pavilion Redevelopment, $0.5 million for the Ben Kavanagh Netball Facilities, $0.6 million for the Federal Government Roads to Recovery grant to provide some additional funds for the Roads Reconstruction program, $0.3 million for the Farm Road PreSchool Refurbishment, $0.7 million for the Edithvale Life Saving Club, $0.2 million for the Mentone Life Saving Club and $0.3 million for Aspendale Life Saving Club. Refer to section 5 (Capital works program) that includes a detailed analysis of the grants and contributions expected to be received during the 2019/20 year. 4.1.5 Contributions – Monetary ($0.1 million decrease) Other contributions are projected to be $80,000 down on previous years and the decrease reflects the work program of Council.

Capital Contributions

Budget

Budget

2018/19

2019/20

$’000

$’000

Change $’000

%

55

55

-

0.0%

1

1

-

0.0%

266

196

(70)

(26.3%)

Sponsorship Income

27

15

(12)

(44.4%)

Farmers Market

20

22

2

10.0%

Royalties Income

20

20

-

0.0%

389

309

(80)

(25.9%)

Donations Other Contributions

Total Contributions

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 57


DRAFT 2019/20 Budget CITY OF KINGSTON

4.1.6 Other income ($0.1 million increase) Budget

Budget

2018/19

2019/20

$’000

$’000

Interest

$’000

%

2,000

2,000

-

0.0%

494

554

60

10.8%

2,494

2,554

60

2.3%

Other Income Total Other income

Change

Other income relates to a range of minor miscellaneous income items. It also includes interest revenue on investments. 4.1.7 Employee costs ($3.4 million increase)

Salary & Wages

Budget

Budget

2018/19

2019/20

$’000

$’000

Change $’000

%

72,445

74,499

2,054

2.8%

FBT & WorkCover

1,100

1,100

-

0.0%

Cas ual Staff

6,415

7,729

1,314

17.0%

79,960

83,328

3,368

4.0%

Total Employee costs

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 continues to budget for 98% of the cost of permanent staff which is recognised as a productivity measure which saves approximately $1.5 million per annum. Employee costs are forecast to increase by $3.4 million in 2019/20. The change from 2018/19 includes allowances for the following factors: •

An allowance wages and salaries increase in line with the proposed Enterprise Bargaining Agreement (EBA).

Anticipated near full employment rates at Council.

Estimated full time equivalent (FTE) staffing levels.

4.1.8 Materials and services ($2.6 million increase) Budget 2018/19

Budget 2019/20

Change

$’000

$’000

65,120

69,441

4,321

6.2%

Building maintenance

1,777

1,758

(19)

(1.1%)

Utilities

4,831

4,907

76

1.5%

Road Renewal Expense

8,741

7,000

(1,741)

(24.9%)

80,469

83,106

2,637

3.2%

Contract payments

Total materials and services

PAGE 58 CITY OF KINGSTON 2019/20 BUDGET #25

$’000

%


DRAFT 2019/20 Budget CITY OF KINGSTON

Materials and services include the purchases of consumables, payments to contractors for the provision of services, and utility costs. Materials and services are budgeted to increase by $2.6 million in 2019/20. The increases relate to the Food Organics and Garden Organics transition project of $1.5 million and an additional 1,000 street trees that costs $0.2 million. In the main expenditure on all goods and services has been kept at 2018/19 budget levels except for contracted expenditures with cost escalators such as fuel, labour etc. Major items of contract expenditure in Budget 2019/20 include: •

Waste management contracts – $14.0 million

Drain, kerb and channel maintenance – $1.9 million

Public Street lighting – $0.4 million

Open space mowing maintenance – $2.6 million

Programmed tree maintenance – $1.0 million

Facilities maintenance – $1.1 million

Foreshore and Parks cleansing including inland litter collection contract – $1.9 million

General cleaning and consumables contract – $1.0 million

4.1.9 Depreciation and amortisation ($1.0 million decrease) Depreciation is an accounting measure which allocates the value of an asset over its useful life. Council applies this to 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 2019/20 and the full year effect of depreciation of the 2019/20 capital works program. Refer to Section 5 (Capital works program) for a more detailed analysis of Council’s 2019/20 capital works program.

4.1.10 Bad and doubtful debts (No change) Bad and doubtful debts are projected to remain at 2018/19 levels of $0.05 million.

4.1.11 Borrowing costs ($0.3 million decrease) Borrowing costs relate to interest charged by financial institutions on funds borrowed in accordance with loan agreements and are budgeted to total $0.1 million in 2019/20 and reflect current loan agreements.

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 59


DRAFT 2019/20 Budget CITY OF KINGSTON

4.2 BALANCE SHEET 4.2.1 Current assets ($20.3 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 between one to twelve months. The 2019/20 budget shows a decrease of $20.3 million compared to 2018/19 with a significant proportion of the reduction is allocated to payments for infrastructure, property, plant and equipment as Council accelerates its asset renewal / upgrade / new works program. Trade and other receivables are monies owed to Council by ratepayers and others. Short term debtors are not expected to change significantly in 2019/20.

4.2.2 Non-current assets ($205.7 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 addition of assets as a net result of the capital works program, offset by the depreciation of existing assets ($26.0 million) and the effect of annual revaluation of assets in 2018/19 that is required under Australian Accounting Standard.

4.2.3 Current Liabilities ($1.5 million decrease) Current liabilities include trade and other payables, trust funds and deposit and the provisions for accrued long service leave and annual leave owing to employees, as well as short term interest-bearing liabilities. These employee entitlements are only expected to increase by $2.1 million, with the ongoing active management of entitlements after allowing for annual salary increases. This is offset by the reduction in interest bearing loans of $4.1 million partly driven by an early repayment of the loan for 1230 Nepean Highway.

4.2.4 Non-Current Liabilities ($1.2 million decrease) Interest-bearing loans and borrowings are borrowings of Council. Council is budgeting to repay loan principal of $3.6 million over the year (accounted in Current and Non-Current Liabilities).

4.2.5 Equity ($188.2 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.

PAGE 60 CITY OF KINGSTON 2019/20 BUDGET #25


DRAFT 2019/20 Budget CITY OF KINGSTON

Accumulated surplus, which is the value of all net assets less reserves that have accumulated over time. The increase in accumulated surplus of $28.0 million directly reflects the surplus for the year which is being used as part of the funding for the 2019/20 Capital Works Program.

4.3 STATEMENT OF CHANGES IN EQUITY 4.3.1 Reserves During 2019/20 a net amount of $5.6 million is budgeted to be transferred from accumulated acquisition and surplus. This reflects the usage of reserves to partly fund the capital works program associated with development of open space, land in the green wedge and building assets along the foreshore.

4.4 STATEMENT OF CASH FLOWS 4.4.1

Operating activities ($5.8 million increase) Budget

Budget

2018/19

2019/20

$’000

$’000

Inflows

Inflows

(Outflows)

(Outflows)

$’000

%

Cash flows from operating activities Rates and charges

139,162

144,789

5,627

4.0%

9,706

10,364

658

6.8%

User fees

20,111

19,750

(361)

(1.8%)

Grants – operating

33,027

32,559

(468)

(1.4%)

3,697

10,115

6,418

173.6%

(80)

(20.6%)

Statutory fees and fines

Grants - capital Contributions - monetary

389

309

2,000

2,000

-

-

494

554

60

12.1%

Employee costs

(79,960)

(83,328)

(3,368)

4.2%

Materials and services

(80,519)

(83,156)

(2,637)

3.3%

48,107

53,957

5,849

12.2%

Interest received Other receipts

Net cash provided by/(used in) operating activities

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 Notes 4.1.1 to 4.1.11 (excluding 4.1.9) for detailed commentary on the movement of individual items.

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 61


DRAFT 2019/20 Budget CITY OF KINGSTON

4.4.2

Investing activities ($22.8 million decrease) Budget

Budget

2018/19

2019/20

$’000

$’000

Inflows

Inflows

(Outflows)

(Outflows)

$’000

%

Cash flows from investing activities Payments for property, infrastructure, plant and equipment Proceeds from sale of property, infrastructure, plant and equipment Net cash provided by/ (used in) investing activities

(51,875)

(74,656)

(22,781)

43.9%

100

100

-

-

(51,775)

(74,556)

(22,781)

44.0%

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. Council’s planned expenditure on capital renewal, upgrade or expansion works, that is discussed in detail in Section 5 of this report, is $81.6 million. It also assumes that all capital works expenditure will be spent in 2019/20.

4.4.3

Financing activities ($2.7 million increase) Budget

Budget

2018/19

2019/20

$’000

$’000

Inflows

Inflows

(Outflows)

(Outflows)

$’000

%

Cash flows from financing activities Finance costs

(396)

(99)

297

(75.0%)

-

-

-

-

Repayment of borrowings

(5,991)

(3,608)

2,383

(39.8%)

Net cash provided by/(used in) financing activities

(6,387)

(3,707)

2,680

(42.0%)

Proceeds from borrowings

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.

4.4.4

Cash and cash equivalents at end of the year

Overall, total cash and cash equivalents are forecast to be $69.5 million at 30 June 2020.

PAGE 62 CITY OF KINGSTON 2019/20 BUDGET #25


DRAFT 2019/20 Budget CITY OF KINGSTON

5. Capital works program 5.1 Capital works program presents a listing of the capital works projects that will be undertaken for the year ending 30 June 2020. Future years capital works program is indicative and subject to future years annual budget considerations by Council. The capital works projects are grouped by class and include the following: •

New works for 2019/20.

•

Works carried forward from the 2018/19 year.

CITY OF KINGSTON 2019/20 BUDGET #25 PAGE 63


DRAFT 2019/20 Budget

Capital works program

CITY OF KINGSTON

5.1 2019/20 CAPITAL PROGRAM For the Year ending 30 June 2020

2019/20 Capital Allocation $

Adjustment from 2018/19 $

2019/20 Capital Budget $

Grants/ Contrib For Receipt 2019/20 $

Grants Rec'd Prior Years $

Reserve Funds $

Borrow $

Council $

1 - Our well-planned, liveable city supported by infrastructure to meet future needs Design, build and maintain the public realm through civil infrastructure (1.3.1) Roads Renewal – Roads Reconstruction Program

6,400,000

-

6,400,000

580,000

-

-

-

5,820,000

Canterbury Road, Braeside

675,000

-

675,000

-

-

-

-

675,000

Footpath Renewal Program

700,000

-

700,000

-

-

-

-

700,000

80,000

-

80,000

-

-

-

-

80,000

250,000

-

250,000

-

-

-

-

250,000

50,000

-

50,000

-

-

50,000

-

-

3,000,000

-

3,000,000

-

-

-

-

3,000,000

11,155,000

-

11,155,000

580,000

-

50,000

-

10,525,000

Street Light LED Conversion – Non Standard Poles

250,000

-

250,000

-

-

-

-

250,000

Climate Change Strategy – Solar Initiative

200,000

-

200,000

-

-

-

-

200,000

Green House Gas Reduction / Rising Sea Levels

200,000

-

200,000

-

-

-

-

200,000

Elder St Remediation

475,000

-

475,000

-

-

475,000

-

-

1,235,000

-

1,235,000

400,000

-

-

-

835,000

120,000

-

120,000

-

-

-

-

120,000

Water Conservation Programs - Buildings

40,000

-

40,000

-

-

-

-

40,000

Bay and Waterways Stormwater Quality Improvement

50,000

-

50,000

-

-

-

-

50,000

Foreshore Natural Resource Management

100,000

-

100,000

-

-

-

-

100,000

Foreshore Infrastructure Renewals

500,000

200,000

700,000

-

-

-

-

700,000

Sir William Fry Reserve Carpark Expansion Kingston Industrial Development Strategy Stormwater Harvesting Concepts and Design Drainage Programs SUBTOTAL GOAL 1:

2- Our sustainable green environment with accessible open spaces Environmental resilience and sustainability (2.1)

Former Landfill Sites Remediation (EPA Compliance) Sports Field Warm Season Grass Conversion

Activating and protecting the foreshore (2.3)

PAGE 64

CITY OF KINGSTON 2019/20 BUDGET #25


DRAFT 2019/20 Budget

Capital works program

CITY OF KINGSTON

5.1 2019/20 CAPITAL PROGRAM For the Year ending 30 June 2020 Mentone Coastal Precinct Plan Implementation

2019/20 Capital Allocation $

Adjustment from 2018/19 $

2019/20 Capital Budget $

Grants/ Contrib For Receipt 2019/20 $

Grants Rec'd Prior Years $

Reserve Funds $

Borrow $

Council $

-

203,000

203,000

-

-

203,000

-

-

160,000

140,000

300,000

-

-

300,000

-

-

1,000,000

1,011,775

2,011,775

-

-

711,775

-

1,300,000

Parkdale Yacht Club Carpark

750,000

-

750,000

-

-

-

-

750,000

The Corso Reserve Landscaping

100,000

-

100,000

-

-

100,000

-

-

Chelsea Yacht Club (Includes Lift)

400,000

-

400,000

-

-

-

-

400,000

Carrum Life Saving Club Expansion

150,000

-

150,000

150,000

-

-

-

-

Mentone Life Saving Club

230,000

-

230,000

230,000

-

-

-

-

1,300,000

-

1,300,000

300,000

-

500,000

-

500,000

-

170,000

170,000

-

-

-

170,000

3,170,643

-

3,170,643

750,000

-

350,000

-

2,070,643

150,000

-

150,000

-

-

-

-

150,000

Reserves Tree Planting Program

50,000

-

50,000

-

-

-

-

50,000

Reserve Revegetation

70,000

-

70,000

-

-

-

-

70,000

Parks and Open Space Strategy Implementation

100,000

152,000

252,000

-

-

-

-

252,000

Watering System Major Repairs and Renewal

100,000

-

100,000

-

-

-

-

100,000

Shade Sails for Regional Parks (Peter Scullin Reserve)

60,000

-

60,000

-

-

-

-

60,000

Sportsground Drainage Improvement Program

80,000

-

80,000

-

-

-

-

80,000

Reserve Fencing Renewal

200,000

-

200,000

-

-

-

-

200,000

Parks Asset Renewal

400,000

283,000

683,000

-

-

-

-

683,000

Reserve Gravel Carparks Minor Upgrades

70,000

-

70,000

-

-

-

-

70,000

Reserve Pathway Renewals and Minor Upgrades

35,000

-

35,000

-

-

-

-

35,000

Moorabbin Reserve Master Plan Implementation

250,000

-

250,000

-

-

250,000

-

-

Foreshore Drainage Improvements Parkdale Yacht Club

Aspendale Life Saving Club Foreshore Ticket Parking Machine Replacements Edithvale Life Saving Club Implement the Open Space Strategy (2.4) Minor Reserve Improvements

CITY OF KINGSTON 2019/20 BUDGET #25

PAGE 65


DRAFT 2019/20 Budget

Capital works program

CITY OF KINGSTON

5.1 2019/20 CAPITAL PROGRAM For the Year ending 30 June 2020

2019/20 Capital Allocation $

Adjustment from 2018/19 $

2019/20 Capital Budget $

Grants/ Contrib For Receipt 2019/20 $

Grants Rec'd Prior Years $

Reserve Funds $

Borrow $

Council $

Oval Regrading Works (Ex Landfill Sites)

110,000

-

110,000

-

-

-

-

110,000

Green Wedge Project Officer

100,000

-

100,000

-

-

100,000

-

-

Goal Post Renewal Program

25,000

-

25,000

-

-

-

-

25,000

Parks Capital Delivery Resources

80,000

120,000

200,000

-

-

-

-

200,000

Playground Improvement and Renewal Program

450,000

160,000

610,000

-

-

-

-

610,000

Playground Major Repairs and Maintenance

150,000

-

150,000

-

-

-

-

150,000

Peter Scullin Reserve – Upgrade Watering System

120,000

-

120,000

-

-

120,000

-

-

1,000,000

-

1,000,000

-

-

1,000,000

-

-

50,000

-

50,000

-

-

50,000

-

-

100,000

-

100,000

-

-

-

-

100,000

85,000

-

85,000

-

-

-

-

85,000

-

200,000

200,000

-

-

-

-

200,000

150,000

85,000

235,000

-

-

235,000

-

-

Active Youth Spaces Strategy – Implementation

150,000

-

150,000

-

-

150,000

-

-

Tennis Facility Renewal Program

260,000

-

260,000

-

-

190,000

-

70,000-

Walter Galt Reserve – Masterplan Implementation

323,600

250,000

573,600

-

-

573,600

-

-

Edithvale Recreation Reserve – Long Jump Run Up

130,000

-

130,000

-

-

130,000

-

-

Dales Park Development Plan

300,000

-

300,000

-

-

300,000

-

-

2,720,000

(200,000)

2,520,000

-

-

-

-

2,520,000

Ben Kavanagh Reserve Masterplan Implementation

550,000

220,000

770,000

-

-

380,000

-

390,000

Regents Park - Netball Facilities Development

200,000

300,000

500,000

-

-

-

-

500,000

50,000

-

50,000

-

-

50,000

-

-

750,000

-

750,000

500,000

-

-

-

250,000

Elder St Reserve Development (Chain of Parks) Elder St Reserve to Victory Rd Land Bridge Site Clearance / Demolition – Springs Rd, Dingley Cricket Net Renewal Program Kingston Sports Field Feasibility Barker Street Cheltenham Urban Park Provide variety of sport and recreation opportunities (2.5)

Dales Park Pavilion

Le Page Park Masterplan (Design) Ben Kavanagh Reserve Netball Facilities

PAGE 66

CITY OF KINGSTON 2019/20 BUDGET #25


DRAFT 2019/20 Budget

Capital works program

CITY OF KINGSTON

5.1 2019/20 CAPITAL PROGRAM For the Year ending 30 June 2020 Regents Park Ground works

2019/20 Capital Allocation $

Adjustment from 2018/19 $

Grants/ Contrib For Receipt 2019/20 $

2019/20 Capital Budget $

Grants Rec'd Prior Years $

Reserve Funds $

Borrow $

Council $

150,000

-

150,000

-

-

-

-

150,000

Kerr Crescent Soccer Field Development

3,500,000

-

3,500,000

3,500,000

-

-

-

-

Dingley Sports Ground Development

1,700,000

-

1,700,000

-

-

1,700,000

-

-

Chadwick Reserve, Dingley Sports Pavilion – Concepts

200,000

-

200,000

-

-

-

-

200,000

Chadwick Reserve, Dingley – Civil and Landscaping

250,000

-

250,000

-

-

-

-

250,000

GR Bricker Reserve Park Masterplan

50,000

-

50,000

-

-

50,000

-

-

Moorabbin Bowls Club – New Green

294,000

(30,000)

264,000

169,000

-

-

-

95,000

Stadium Development – Kingston Basketball

250,000

-

250,000

-

-

-

-

250,000

Sportsground Lighting – Pole Replacements

500,000

(50,000)

450,000

-

-

-

-

450,000

Pavilion Projects Contingency Funds

100,000

(46,467)

53,533

-

-

-

-

53,533

SRV Facilities Grants – Council Contribution

125,000

-

125,000

-

-

-

-

125,000

-

290,000

290,000

-

-

-

-

290,000

430,000

-

430,000

-

-

-

-

430,000

Cricket Infrastructure Development

75,000

-

75,000

-

-

-

-

75,000

Regents Park - Female Change Facilities

50,000

130,000

180,000

-

-

-

-

180,000

Recreation Minor Projects

50,000

-

50,000

-

-

-

-

50,000

-

96,000

96,000

-

-

-

-

96,000

555,000

150,000

705,000

-

-

-

-

705,000

40,000

(40,000)

-

40,000

-

-

-

(40,000)

Soppett Pavilion Redevelopment

1,860,000

3,300,000

5,160,000

750,000

-

-

-

4,410,000

Roy Dore Pavilion Redevelopment

4,400,000

-

4,400,000

2,400,000

-

-

-

2,000,000

34,428,243

7,094,308

41,522,551

9,189,000

-

7,918,375

-

24,415,176

Dane Rd Reserve High Fencing (Railway side) Jack Grut Pavilion Extension

Chelsea Reserve Cricket Nets Upgrade Southern Rd Pavilion - Female Friendly Facilities Cliff Sambell Pavilion

SUBTOTAL GOAL 2:

CITY OF KINGSTON 2019/20 BUDGET #25

PAGE 67


DRAFT 2019/20 Budget

Capital works program

CITY OF KINGSTON

5.1 2019/20 CAPITAL PROGRAM For the Year ending 30 June 2020

2019/20 Capital Allocation $

Adjustment from 2018/19 $

2019/20 Capital Budget $

Grants/ Contrib For Receipt 2019/20 $

Grants Rec'd Prior Years $

Reserve Funds $

Borrow $

Council $

3- Our connected inclusive, healthy and learning community Provide equitable access to services and facilities for all community (3.2) Disability Access/Changing Places – Bicentennial Park Public Toilet

150,000

-

150,000

-

-

-

-

150,000

461,000

(60,000)

401,000

345,750

-

-

-

55,250

Waves Leisure Centre – Asset Replacement Strategy

400,000

(15,000)

385,000

-

-

-

-

385,000

Waves Leisure Centre – Roof Works

200,000

-

200,000

-

-

-

-

200,000

Don Tatnell Leisure Centre – Asset Replacement Strategy

225,000

-

225,000

-

-

-

-

225,000

1,500,000

-

1,500,000

-

-

-

-

1,500,000

Masonic Hall Fit out

80,000

-

80,000

-

-

-

-

80,000

5th

20,000

-

20,000

-

-

-

-

20,000

Dingley Village Neighbourhood House Precinct – Stage 1

1,710,000

1,732,784

3,442,784

-

-

-

-

3,442,784

Library Service Book Stock Purchasing

1,077,126

-

1,077,126

-

-

-

-

1,077,126

180,000

-

180,000

-

-

-

-

180,000

Library Customer Printing Solution

52,468

-

52,468

-

-

-

-

52,468

Dingley Library and Hall – Furniture and Shelving

90,000

-

90,000

-

-

-

-

90,000

Parkdale Library Concept Designs for Public Space

20,000

-

20,000

-

-

-

-

20,000

6,165,594

1,657,784

7,823,378

345,750

-

-

-

7,477,628

Enhance wellbeing and participation of families and children (3.3) Farm Road Pre-School Refurbishment Promote an active, healthy and involved community life (3.4)

Masonic Hall, Mordialloc – Restoration

Mordialloc Sea Scouts Refurbishment

Support learning and development (3.5)

Libraries – Upgrade/Renewal

SUBTOTAL GOAL 3:

PAGE 68

CITY OF KINGSTON 2019/20 BUDGET #25


DRAFT 2019/20 Budget

Capital works program

CITY OF KINGSTON

5.1 2019/20 CAPITAL PROGRAM For the Year ending 30 June 2020

2019/20 Capital Allocation $

Adjustment from 2018/19 $

2019/20 Capital Budget $

Grants/ Contrib For Receipt 2019/20 $

Grants Rec'd Prior Years $

Reserve Funds $

Borrow $

Council $

4- Our free-moving safe, prosperous and dynamic city Vibrant shopping centres and employment precincts (4.1) Implement Structure Plans (Mordialloc to Moorabbin) – Concepts

205,000

-

205,000

-

-

-

-

205,000

70,000

-

70,000

-

-

-

-

70,000

270,000

-

270,000

-

-

-

-

270,000

2,000,000

-

2,000,000

-

-

2,000,000

-

-

Parkdale Local Shopping Centre Enhancement

400,000

-

400,000

-

-

-

-

400,000

Smart City Initiatives

200,000

100,000

300,000

-

-

-

-

300,000

40,000

-

40,000

-

-

-

-

40,000

20,000

-

20,000

-

20,000

150,000

-

150,000

-

150,000

65,000

-

65,000

-

65,000

150,000

-

150,000

-

150,000

L.F. Payne Hall, Chelsea – Building Renewal

75,000

-

75,000

-

75,000

Mural Art in Activity Centres

55,000

-

55,000

-

55,000

100,000

-

100,000

-

100,000

150,000

-

150,000

-

-

-

-

150,000

-

375,000

375,000

-

-

-

-

375,000

500,000

200,000

700,000

-

-

700,000

-

-

1,600,000

2,832,000

4,432,000

-

-

-

-

4,432,000

100,000

-

100,000

-

-

-

-

100,000

80,000

-

80,000

-

-

-

-

80,000

Activity Centre Upgrades and Improvements Mentone Activity Centre – Piazza Mentone Precinct Open Space

Christmas Decorations Rich in arts, innovation and tourism (4.3) Public Art Kingston Hall – Facility Renewals Kingston Arts Centre – Facility Renewals Kingston City Hall Master Plan Stage 2 (Planning Only)

Shirley Burke Theatre Façade Integrated, accessible transport and a free-moving city (4.4) Bike and Walking Trails Cycling and Walking – East / West Cycleway Linking Karkarook Park to Clayton Road (Chain of Parks) Bay Trail Shared Path – Implementation Intersection Signals Charman Rd / Station St Cheltenham (Design) Minor Public Lighting Upgrades

CITY OF KINGSTON 2019/20 BUDGET #25

PAGE 69


DRAFT 2019/20 Budget

Capital works program

CITY OF KINGSTON

5.1 2019/20 CAPITAL PROGRAM For the Year ending 30 June 2020

2019/20 Capital Allocation $

Adjustment from 2018/19 $

2019/20 Capital Budget $

Grants/ Contrib For Receipt 2019/20 $

Grants Rec'd Prior Years $

Reserve Funds $

Borrow $

Council $

Traffic Signal Upgrades

105,000

-

105,000

-

-

-

-

105,000

Traffic Management Improvement Programs

670,000

-

670,000

-

-

-

-

670,000

7,005,000

3,507,000

10,512,000

Vehicles, Plant and Equipment Replacement

300,000

-

300,000

-

-

-

-

300,000

1230 Nepean Hwy – Ground Floor Reception and Chamber

750,000

-

750,000

-

-

-

-

750,000

1230 Nepean Hwy – Other Levels Re-desking

250,000

-

250,000

-

-

-

-

250,000

1230 Nepean Hwy – Programmed Renewal Works

209,000

-

209,000

-

-

-

-

209,000

-

380,000

380,000

-

-

-

-

380,000

3,700,000

-

3,700,000

-

-

-

-

3,700,000

Advanced Project Design and Feasibility

150,000

(50,000)

100,000

-

-

-

-

100,000

Major Community Facilities Advanced Design Feasibility and Scoping

300,000

-

300,000

-

-

-

-

300,000

Heating Ventilation and Cooling System Renewal and Upgrade

175,000

-

175,000

-

-

-

-

175,000

Floor Coverings Renewal Program

150,000

-

150,000

-

-

-

-

150,000

Kitchen and Toilets Renewal Program

150,000

-

150,000

-

-

-

-

150,000

Renewal Program Identified from Condition Audit

1,184,501

-

1,184,501

-

-

-

-

1,184,501

Disability Audit Compliance – Building Upgrades

250,000

-

250,000

-

-

-

-

250,000

Building OH&S Improvements

120,000

-

120,000

-

-

-

-

120,000

50,000

-

50,000

-

-

-

-

50,000

Building Demolitions Program

150,000

-

150,000

-

-

-

-

150,000

Desktop fleet – PC’s and Notebooks

200,000

-

200,000

-

-

-

-

200,000

65,000

-

65,000

-

-

-

-

65,000

SUBTOTAL GOAL 4:

2,700,000

7,812,000

5- Our well governed and responsive organisation A responsive and well-managed organisation (5.4)

1230 Nepean Highway – Oakleigh Room Works Garden Blvd Depot – Development

Mordialloc Precinct Utilisation Study

System Security

PAGE 70

CITY OF KINGSTON 2019/20 BUDGET #25


DRAFT 2019/20 Budget

Capital works program

CITY OF KINGSTON

5.1 2019/20 CAPITAL PROGRAM For the Year ending 30 June 2020

2019/20 Capital Allocation $

Adjustment from 2018/19 $

2019/20 Capital Budget $

Grants/ Contrib For Receipt 2019/20 $

Grants Rec'd Prior Years $

Reserve Funds $

Borrow $

Council $

Communications

70,000

-

70,000

-

-

-

-

70,000

Phone Projects

70,000

-

70,000

-

-

-

-

70,000

Asset Management System – Development and Support

50,000

-

50,000

-

-

-

-

50,000

180,000

-

180,000

-

-

-

-

180,000

50,000

-

50,000

-

-

-

-

50,000

Corporate Systems and Mobility

400,000

-

400,000

-

-

-

-

400,000

Hardware and Cloud Transition

630,000

410,000

1,040,000

-

-

-

-

1,040,000

Mobile Work Order Solution

300,000

-

300,000

-

-

-

-

300,000

9,903,501

740,000

10,643,501

-

-

-

-

10,643,501

68,657,338

12,999,092

81,656,430

10,114,750

-

10,668,375

-

60,873,305

IS Strategy Implementation Corporate Information

SUBTOTAL GOAL 5: TOTAL - CAPITAL WORKS PROGRAM 2019/20

CITY OF KINGSTON 2019/20 BUDGET #25

PAGE 71


DRAFT 2019/20 Budget CITY OF KINGSTON

6. 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 Local Government Performance Reporting Framework (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 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,

INDICATOR

MEASURE

Operating Position Adjusted underlying result Adjusted underlying surplus (deficit) / Adjusted underlying revenue Liquidity Working Capital Current assets / current liabilities Unrestricted cash Unrestricted cash / current liabilities Obligations Loans and borrowings Interest bearing loans and borrowings / rate revenue Loans and borrowings Interest and principal repayments on interest bearing loans and borrowings / rate revenue Indebtedness Non-current liabilities / own source revenue Asset renewal Asset renewal expenses / depreciation Stability Rates concentration Rate revenue / adjusted underlying revenue Rates effort Rate revenue / CIV of rateable properties in the municipality Efficiency Expenditure level Total expenditure / no. of property assessments Revenue level Residential rate revenue / No. of residential property assessments Workforce turnover No. of permanent staff resignations & terminations / average no. of permanent staff for the financial year

NOTES

and efficiency. STRATEGIC RESOURCE PLAN PROJECTIONS

BUDGET 2018/2019

2019/2020

2020/2021

2021/2022

TREND

2022/2023

+/=/-

1

8.4%

8.5%

8.8%

8.6%

8.0%

+

2

246.8% 206.9%

203.6% 161.4%

182.2% 137.0%

180.1% 135.1%

195.3% 151.2%

+ =

3

5.2% 4.6%

1.2% 2.6%

0.2% 1.0%

0.0% 0.2%

0.0% 0.0%

+ +

1.8% 113.8%

1.1% 142.3%

0.9% 148.3%

0.9% 126.3%

0.9% 114.0%

+ +

67.7% 0.21%

68.6% 0.2%

68.1% 0.2%

68.2% 0.2%

68.6% 0.2%

= =

2,555 1,887

2,568 1,924

2,637 1,969

2,699 2,015

2,765 2,062

+

9.4%

10.2%

10.2%

10.2%

10.2%

=

4 5

Key to Forecast Trend: + Forecasts improvement in Council's financial performance/financial position indicator = Forecasts that Council’s financial performance/financial position indicator will be steady - Forecasts deterioration in Council's financial performance/financial position indicator

PAGE 72

CITY OF KINGSTON 2019/20 BUDGET #25


DRAFT 2019/20 Budget CITY OF KINGSTON

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 ongoing services. Trend indicates Council will remain reliant on rate revenue when compared to all other revenue sources.

CITY OF KINGSTON 2019/20 BUDGET #25

PAGE 73


DRAFT 2019/20 Budget CITY OF KINGSTON

7. 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. This section includes an extract of the Adopted Strategic Resource Plan (SRP) to provide information on the long term financial projections of the Council: •

Rating strategy

Borrowing strategy

Asset Management strategy

Fees and charges strategy

PAGE 74

CITY OF KINGSTON 2019/20 BUDGET #25


DRAFT 2019/20 Budget CITY OF KINGSTON

8. Rating strategy 8.1

STRATEGY DEVELOPMENT

In developing the Four Year Financial Plan, rates and charges are identified as an important source of revenue, accounting for 66% 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. To ensure the views of the community were well understood Council last consulted on its Rating Strategy in late 2017 to inform the decisions of Council through the current term. 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.

The calculation for the 2019/20 rates and charges income budget is based on an annualised 2018/19 rates and charges revenue base of $140.4 million (see 4.1.1 for details of calculation), 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 2019 in compliance with the Fair Go Rates System provisions (excluding any supplementary rates raised during the year which are not subject to the rate cap). Supplementary Rates are levied to ensure that all new properties contribute an equitable share of rates during each year. As explained in Section 4.1.1 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.

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8.2

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 2019 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.

8.3

YEAR

GENERAL RATE AND MUNICIPAL CHARGE INCREASE

WASTE SERVICE FEE INCREASE

2019/20 2020/21 2021/22 2022/23

2.49% 2.50% 2.50% 2.50%

2.50% 2.50% 2.50% 2.50%

TOTAL RATES & CHARGES $000 (INCLUDING SUPPLEMENTARIES) 144,924 149,243 153,650 158,207

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 including; general rates, municipal rates, service charges,(for example 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, Extractive and Landfill Industries Land Rate, Residential Heritage 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 and 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. From Budget 2018/19, Council resolved to introduce a new differential rate for Residential Heritage Land.

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DRAFT 2019/20 Budget CITY OF KINGSTON

Aside from the Residential Heritage Land, Agricultural Land Rate and Extractive and 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. Characteristics of differential rates are explained in the schedules contained in Appendix A. The following table summarises the rates to be levied. RATE TYPE

2018/19

2019/20

General Land Rate – cents in $ of CIV

0.18018

0.19763

Agricultural Land Rate – cents in $ of CIV

0.14414

0.15810

Extractive and Landfill Rate - cents in $ of CIV

0.54054

0.59289

Retirement Village Land – cents in $ of CIV

0.16216

0.17787

Residential Heritage Land – cents in $ of CIV

0.16432

0.17787

Municipal Charge

$100 pa

$100 pa

$160 to $255 pa

$164 to $261 pa

$100 pa

$110 pa

$229.40

Not Yet Announced

65,410,938

61,977,816

Waste Service Charge *– (Choices A to F) Council provided Pension Rebate State Government provided Pension Rebate Capital Improved Value of rateable properties ($’000)

* 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.

8.4

GENERAL REVALUATION OF PROPERTIES

In accordance with State Government legislation, during the 2019/20 year the valuations established as at 1 January 2019 will apply. The property values are set by the State Valuer General who is the valuation authority for the City of Kingston. 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 a valuation if they believe it is inaccurate. During the 2018/19 year, a revaluation of all properties within the municipality was carried out and will apply from 1 July 2019 for the 2019/20 year.

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9. Borrowing strategy 9.1

STRATEGY DEVELOPMENT

In developing the Long Term Financial Strategy, 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 were no new borrowings in 2018/19 and no new borrowings are envisaged by the four-year Strategic Resource Plan. Council is currently expecting to be free of debt in July 2021.

9.2

BORROWING STRUCTURE

The following table summarises the overall debt profile forecast by the four-year Strategic Resource Plan. TOTAL BORROWINGS

PRINCIPAL REPAYMENT

INTEREST DEBT OUTSTANDING AS AT 30 JUNE

$'000

$'000

$'000

2019/20

3,608

99

1,741

2020/21

1,395

31

346

2021/22

346

3

-

2022/23

-

-

-

No budgeted projects are funded by borrowings. Regulation 8(a) of the Local Government Act – Borrowings 2018/19 $’000

2019/20 $’000

Total amount proposed to be borrowed

-

-

Regulation 8(b) of the Local Government Act – Debt Redemption 2018/19 $’000

Total amount of debt redemption

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2019/20 $’000

5,991

3,608

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DRAFT 2019/20 Budget CITY OF KINGSTON

10. Asset Management Strategy 10.1

STRATEGY DEVELOPMENT

In February 2018, the Council adopted an asset management strategy, which sets out in detail the capital expenditure requirements of the Council (rolling) 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 has achieved Core Maturity. The capital planning process is reviewed annually to ensure that the Asset Management Strategy represents the current capital expenditure requirements of the Council in line with the Council Plan. 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 Asset Management 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.

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DRAFT 2019/20 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 2018) after allowing for their current age and condition. Assets Category Land Buildings Plant and Equipment Infrastructure Total (as at 30 June 2018)

PAGE 80

30-Jun-18 $'000 1,617,783 253,198 9,376 536,626 2,416,983

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DRAFT 2019/20 Budget CITY OF KINGSTON

11. Fees and charges strategy 11.1

STRATEGY DEVELOPMENT

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 B. They include items as diverse as: swimming pool entry, animal registrations, meals on wheels and hall hire. In particular circumstances each type may have sub-groups such as: pensioner or junior concessions. Fees and Charges represent approximately 14% of the budgeted 2019/20 Operating Revenue and as such are an important component of Council’s revenue base. The pressure on Council to maximise its revenue from fees and 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 and charges that are to be applied in 2019/20.

11.2

THE NEED FOR FEES AND 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.

11.3

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.

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User fees and 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.

11.4

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 and charges can be found in Appendix B.

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Appendix A

DRAFT 2019/20 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;

Development and provision of health and community services;

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 2019/20 Financial Year.

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Appendix A

DRAFT 2019/20 Budget CITY OF KINGSTON

SCHEDULE B AGRICULTURAL LAND Agricultural Land is land that is: •

used for agricultural purposes;

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 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;

Development and provision of health and community services;

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 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. Geographic Location: Wherever located within the municipal district. Use of Land: Use consistent with the characteristics set out above. 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 2019/20 Financial Year.

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Appendix A

DRAFT 2019/20 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 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;

Development and provision of health and community services;

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 Extractive Landfill Land Rate: The differential rate will be used to fund some of those items of expenditure described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above. Geographic Location: Wherever located within the municipal district. Use of Land Use consistent with the characteristics set out above. 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 2019/20 Financial Year.

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Appendix A

DRAFT 2019/20 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 village’s 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: Rateable land having the relevant characteristics described above. Use and Level of Retirement Village Land: The differential rate will be used to fund some of those items of expenditure described in the Budget adopted by Council. The level of the differential ra te 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: Use consistent with the characteristics set out above. 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 2019/20 Financial Year.

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Appendix A

DRAFT 2019/20 Budget CITY OF KINGSTON

SCHEDULE E RESIDENTIAL HERITAGE LAND Characteristics: Residential heritage sites: •

Are protected in the Kingston Planning Scheme by the Heritage Overlay.

Can have heritage significance at a local or state level.

Objective: To support and encourage the retention of heritage listed land; and 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;

Development and provision of health and community services;

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 Heritage 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. Geographic Location: Wherever located within the municipal district. Use of Land: Use consistent with the characteristics set out above. 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 added to the Kingston Planning Scheme Heritage Overlay during the 2019/20 Financial Year.

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Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

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 2019/20 year.

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Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

DESCRIPTION OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

Deep lift asphalt (over 100mm thick)

$180.00 per sqm $200.00 minimum charge

Asphalt over rock on macadam base

$138.00 per sqm $175.00 minimum charge

Road opening permit

$136.00

Crushed rock pavement

$79.00 per sqm $120.00 minimum charge

75mm concrete, asphalt (minimum charge based on one bay of footpath)

$161.00 per sqm $420.00 minimum charge

Crossing or ROW 75mm to 150mm (minimum charge based on 2.25sq metres of crossing)

$172.00 per sqm $420.00 minimum charge

Reinforced concrete 150mm to 200mm (minimum charge based on 2.25 sqm metres)

$190.00 per sqm $420.00 minimum charge

Vehicle crossing permits

$133.00

Asset protection permit

$276.00

Asset protection permit non-compliance

$161.19 per penalty unit

Kerb and channel

Concrete and bluestone (minimum charge based on less than 2 metres)

$144.00 per sqm $400.00 minimum charge

Block paving (Brick Paving)

Paving bricks

$164.00 per sqm $200.00 minimum charge

Concrete channel invert, flood dish, kerb

Concrete and bluestone (minimum charge based on less than 2 metres)

$144.00 per sqm $400.00 minimum charge

Supervision of nature strip

Supervision of nature strip opening permit fee

$80.00 minimum charge

Supervision of nature strip drainers

Grass covered nature strip

$90.00 minimum charge

Plan checking of Land Subdivisions

Where certain works will become the responsibility of Council

0.75% of the estimated cost of construction

Supervision of Land Subdivisions

Where certain works will become the responsibility of Council

0.25% of the estimated cost of construction

2 lot development with common property

$150.00

3-4 lot development with common property

$250.00

5-8 lot development with common property

$400.00

9-12 lot development with common property

$600.00

13-19 lot development with common property

$750.00

20+ lot development with common property

$1,000.00

Road opening charges

Footpath opening charges

Vehicle crossings

Asset Protection Permit

Development Plan Checking

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Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

DESCRIPTION OF FEE

Up to 20 unit apartment building

$250.00

20-60 unit apartment building

$400.00

60+ unit apartment building

$600.00

Small commercial development (Ë‚500 m2)

$250.00

Medium commercial development (500-2,000m2)

$600.00

Large commercial development (2,000m 2+)

$1,000.00

Single industrial/factory/warehouse development

$150.00

2-5 industrial/factory/warehouse developments

$350.00

6 industrial/factory/warehouse developments

$550.00

Water main renewals

$86.00 minimum charge

To subdivide an existing building (other than VicSmart)

$1,265.60

To subdivide land into 2 lots (other than VicSmart)

$1,265.60

To affect a realignment of a common boundary between lots or consolidate 2 or more lots (other than VicSmart)

$1,265.60

Subdivide land (other than a class 9, class 16, class 17 and class 18 permit)

$1,265.60

To: a) create, vary or remove a restriction within the meaning of the Subdivision Act 1988: or b) create or remove a right of way; or c) create, vary or remove an easement other than a right of way; or d) vary or remove a condition in the nature of an easement (other than right of way) in a Crown grant

$1,265.60

Certify a plan of Subdivision

$167.80

Alteration of plan under Section 10(2) of the Act

$106.70

Amendment of Certified Plan under Section 11(1) of the Act

$135.10

Street tree replacement

Provide a nature strip tree

Fee varies on application

On call hard garbage collection

First on call hard garbage collection

$60.00

240 Litre Bin

$600.00

Each additional 240 Litre Bin

$600.00

120 Litre Bin

$440.00

Bin Service Adjustment

Fee varies on application

Unit Apartment Development Plans Checking

Commercial Development Plans Checking

Industrial/Factory/Warehouse Developments

Supervision of water main construction

Sub division fees

Commercial waste fee

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Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

Working in The Road ReserveApplication for Consent Fee

DESCRIPTION OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

Works other than minor works - on roadway, shoulder or pathway

$658.00

Works other than minor works - not on roadway, shoulder or pathway

$365.00

Minor works - on roadway, shoulder or pathway

$169.00

Minor works - not on roadway, shoulder or pathway

$73.00

Works other than minor works - on roadway, shoulder or pathway

$291.00

Works other than minor works - not on roadway, shoulder or pathway

$73.00

Minor works - on roadway, shoulder or pathway

$169.00

Minor works - not on roadway, shoulder or pathway

$73.00

Seasonal Use - per Season, per team Discount rates apply to Junior, Veterans, people with a disability and Women’s’ sport teams. Class A Ground - Senior Rate

$600.00

Class A Ground - Discount Rate

$145.00

Class B Ground - Senior Rate

$300.00

Class B Ground - Discount Rate

$81.00

Finals - Seasonal Use Class A Ground per finals match - Senior Rate

$320.00

Class A Ground per finals match - Discount Rate

$80.00

Class B Ground per finals match - Senior Rate

$160.00

Class B Ground per finals match - Discount Rate

$41.00

Non Team Based Charges (per Season)

Sporting ground hire/rental

Skills (incl Auskick, Goalkick, Netta, etc.)

$75.00

Athletics (junior)

$400.00

Athletics (senior)

$800.00

Dog Training

$600.00

Casual Use of Seasonal Grounds (All Grounds - per day) Community groups

$80.00

Charity groups

$80.00

Schools - Kingston based

$80.00

Schools - Non Kingston based

$80.00

Private – Social

$160.00

Private – Commercial

$160.00

Seasonal pavilion use – pavilion (basic facilities – i.e. change room facilities) – Brown Reserve, Keeley Reserve (East and West), Souter Reserve, Namatjira Park, GR Bricker, Doug Denyer, Dane Road, Roy Dore Reserve, Highett Reserve No 1, Dolamore Reserve, Southern Road, Chadwick Reserve, Browns Reserve, Glen Street Reserve, Edithvale Common, Bonbeach – Curwood Hall

$160.00

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Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

Kingston Heath Regional Soccer Centre Synthetic Pitch Hire

PAGE 92

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

DESCRIPTION OF FEE Seasonal pavilion use – pavilion (small meeting space/social room) – Le Page Reserve, Highett Reserve No 2, The Grange, Rowan Road Reserve – Baseball and Netball, Kingston Heath Reserve, Keys Road Reserve, Jack Grut Reserve, Regents Park, Beazley Reserve

$160.00

Seasonal pavilion use – pavilion (large meeting space/social room) – Heatherton Reserve, Mentone Reserve, Walter Galt Reserve, Gerry Green, Ben Kavanagh Reserve, Edithvale Recreation Reserve, Chelsea Recreation Reserve, Bonbeach Recreation Reserve

$160.00

Full pitch - visiting club match

$73.00

Full pitch - visiting club match (with floodlights)

$100.00

Full pitch - visiting club training

$50.00

Full pitch - visiting club training (with floodlights)

$73.00

Half pitch - visiting club training

$34.00

Half pitch - visiting club training (with floodlights)

$50.00

Full pitch - casual club / user match

$95.00

Full pitch - casual club / user training

$66.00

Full pitch - casual club / user clinic

$73.00

Full pitch - casual club / user school

$50.00

Full pitch - casual club / user commercial

$145.00

Full pitch - casual club / user match (with floodlights)

$135.00

Full pitch - casual club / user training (with floodlights)

$95.00

Full pitch - casual club / user clinic (with floodlights)

$100.00

Full pitch - casual club / user school (with floodlights)

$70.00

Full pitch - casual Club / user commercial (with floodlights)

$200.00

Half pitch - casual club / user training

$34.00

Half pitch - casual club / user clinic

$47.00

Half pitch - casual club / user school

$34.00

Half pitch - casual club / user commercial

$100.00

Half pitch - casual club / user training (with floodlights)

$65.00

Half pitch - casual club / user clinic (with floodlights)

$68.00

Half pitch - casual club / user school (with floodlights)

$46.00

Half pitch - casual club / user commercial (with floodlights)

$135.00

CITY OF KINGSTON 2019/20 BUDGET #25


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

DESCRIPTION OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

Cheltenham Hall Complex – day

$16.00

Complex – evening

$30.00

Complex – weekend

$85.00

Main Hall – day

$16.00

Main Hall – evening

$21.00

Main Hall – weekend

$58.00

Supper Room – day

$10.00

Supper Room – evening

$16.00

Supper Room – weekend

$35.00

Meetings

$21.00

Allan McClean Hall Complex – day

$41.00

Complex – evening

$90.00

Complex – weekend

$125.00

Main Hall - day

$30.00

Main Hall - evening

$49.00

Main Hall - weekend

$91.00

Supper Room – day

$25.00

Supper Room – evening

$42.00

Supper Room – weekend

$42.00

Meetings

$42.00

Hall Hire

A.T. Niemann Community Centre Main Hall – day

$30.00

Main Hall – evening

$36.00

Main Hall – weekend

$42.00

Carrum Community Centre

Mordialloc Court House Hire

Community Transport Bus Hire Fees

Main Hall – day

$30.00

Main Hall – evening

$36.00

Main Hall – weekend

$42.00

Meetings

$9.00

Complex

$30.00

Main Hall

$21.00

Supper Room

$17.00

Per single or return trip

$4.00

Day Trip - mid week Community Group Hires (charge per bus incl driver)

$240.00

Day Trip – Council calendar (per person)

$15.50

Hire Service: Half day

$92.00

Hire Service: Full day

$144.00

CITY OF KINGSTON 2019/20 BUDGET #25

PAGE 93


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

DESCRIPTION OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

Hire Monday - Friday

$56.00 - $90.00

Studio rate (new) per hour: min 3 hours 9am to 5pm only

$33.00

Hire Saturday – Sunday

$80.00 - $120.00

Lighting and audio pro rata charge (also refer to Technical Equipment Schedule of Fees)

$102.00

Technician charges (compulsory if theatre lighting and audio is required)

$70.00

Hourly (Monday - Friday)

$44.00 - $70.00

Studio 9am to 5pm Monday - Friday

$34.00

Hourly (Saturday - Sunday)

$65.00 - $110.00

Gallery 1 (Kingston Arts Centre)

Four-week block

$1,050.00 per 4-week block

Gallery 2 (Kingston Arts Centre)

Four-week block

$950.00 per 4-week block

Gallery 3 (Shirley Burke Theatre)

Four-week block

$780.00 per 4-week block

(Up to 400 people) - Theatre Style/Dinner Dance (Day eight hours)

$1,300.00

(Up to 400 people) - Theatre Style/Dinner Dance (day/night)

$2,000.00

Schools - Mon to Thurs (up to 400 people) Theatre Style/Dinner Dance (day 8 hours)

$780.00

Schools - Mon to Thurs (up to 400 people) Theatre Style/Dinner Dance (day/night)

$1,220.00

(Up to 400 people) - Theatre Style/Dinner Dance (Fri/Sat/Sun) (day 8 hours)

$2,330.00

(Up to 400 people) - Theatre Style/Dinner Dance (Fri/Sat/Sun) (day/night 13 hours)

$3,000.00

(Trade Shows/Exhibitions) - (8 hours Day or 5 hours Evening)

$2,100.00

(Trade Shows/Exhibitions) (day / night)

$2,100.00

(Trade Shows/Exhibitions) - (Fri/Sat/Sun) (8 hours day or 5 hours evening)

$2,200.00

(Trade Shows/Exhibitions) (Fri/Sat/Sun) (day / night)

$2,600.00

(Up to 800 people) - Theatre Style/Dinner Dance (day eight hrs)

$1,800.00

(Up to 800 people) - Theatre Style/Dinner Dance (day/night)

$2,500.00

Schools - Mon to Thurs (up to 800 people) Theatre Style/Dinner Dance (day 8 hours)

$1,075.00

Schools - Mon to Thurs (up to 800 people) Theatre Style/Dinner Dance (day/night)

$1,500.00

Multi-Purpose Theatre (Kingston Arts Centre)

Multi-Purpose Theatre (Kingston Arts Centre)

Additional Charges Theatre

Chamber 1 (Kingston Arts Centre)

Kingston City Hall Rental

PAGE 94

CITY OF KINGSTON 2019/20 BUDGET #25


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

Kingston City Hall Rental

Live Music Underage Fee

Live Music Fee

Banquet Room

DESCRIPTION OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

(Up to 800 people) - Theatre Style/Dinner Dance (Fri/Sat/Sun) (day 8 hours)

$3,300.00

(Up to 800 people) - Theatre Style/Dinner Dance (Fri/Sat/Sun) (day/night 13 hours)

$4,000.00

(Up to 1000 people) - Theatre Style Only (day 8 hours)

$1,975.00

(Up to 1000 people) - Theatre Style Only (day/night 13 hours)

$3,600.00

Schools - Mon to Thurs (up to 1000 people) Theatre Style Only (day 8 hours)

$1,180.00

Schools - Mon to Thurs (up to 1000 people) Theatre Style Only (day/night 13 hours)

$2,150.00

(Up to 1000 people) - Theatre Style Only (Fri/Sat/Sun) (day 8 hours)

$3,900.00

(Up to 1000 people) - Theatre Style Only (Fri/Sat/Sun) (day/night 13 hours)

$4,600.00

(Trade Shows/Exhibitions) - (8 hrs day or 5 hrs evening)

$3,650.00

(Trade Shows/Exhibitions) (day / night)

$3,700.00

(Trade Shows/Exhibitions) - (Fri/Sat/Sun) (8 hours day or 5 hours Evening)

$3,900.00

Full Day Venue Hire 11am - 1am Mon - Sun

$4,700.00

Full Day Venue Hire 11am - 1am Mon - Sun

$1,120.00

(Trade Shows/Exhibitions) (Fri/Sat/Sun) (day/ night)

$4,550.00

(Up to 200 people) - Dinner or Theatre Style (day 8 hours)

$670.00

(Up to 200 people) - Dinner or Theatre Style (day/night)

$890.00

Schools - Mon to Thurs (up to 200 people) – Dinner or Theatre Style (day 8 hours)

$410.00

Schools - Mon to Thurs (up to 200 people) – Dinner or Theatre Style (day/night)

$533.00

(Up to 200 people) - Dinner or Theatre Style (Fri/Sat/Sun) (day 8 hours)

$890.00

(Up to 200 people) - Dinner or Theatre Style (Fri/Sat/Sun) (day/night 13 hrs)

$1,100.00

(Trade Shows/Exhibitions) - (8 hours day or 5 hours Evening)

$1,100.00

(Trade Shows/Exhibitions) (day / night)

$1,100.00

(Trade Shows/Exhibitions) - (Fri/Sat/Sun) (8 hours day or 5 hours evening)

$1,160.00

(Trade Shows/Exhibitions) (Fri/Sat/Sun) (day / night)

$1,350.00

CITY OF KINGSTON 2019/20 BUDGET #25

PAGE 95


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

Event Bump In/Out

DESCRIPTION OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

(Up to 100 people) - Dinner or Theatre Style (day 8 hours)

$480.00

(Up to 100 people) - Dinner or Theatre Style (day/night)

$690.00

Schools - Mon to Thurs (up to 100 people) – Dinner or Theatre Style (day 8 hours)

$280.00

Schools - Mon to Thurs (up to 100 people) – Dinner or Theatre Style (day/night)

$410.00

(Up to 100 people) - Dinner or Theatre Style (Fri/Sat/Sun) (day 8 hours)

$690.00

(Up to 100 people) - Dinner or Theatre Style (Fri/Sat/Sun) (day/night 13 hrs)

$910.00

Grand Hall or Banquet Room for Event Bump In/Out Held Prior To/After Event Dates

$320.00

(Functions Room - A or B)

$43.00 - $75.00

(Functions Room - A and B)

$76.00 - $130.00

(Functions Room - A or B) (Sat/Sun)

$64.00 - $110.00

(Functions Room - A and B) (Sat/Sun)

$96.00 - $170.00

Kingston City Hall Kitchen

$650.00

Hourly Rate (Mon - Thurs) after block rates of hire

$275.00

Hourly Rate (Fri - Sun) after block rates of hire

$340.00

Basic Audio/Lighting Charge

$394.00 - $630.00

Additional Audio/Lighting Charge (enquire on application)

On Application

Technician Charges (compulsory if theatre lighting and audio is required)

$70.00

Box Office Staff/Ushers Mon – Fri (per hour)

$50.00

Box Office Staff/Ushers Sat – Sun (per hour)

$55.00

Box Office Staff/Ushers Public Holidays (per hour)

$110.00

Damage Bond - regular hirers

$650.00

Damage Bond - one off hirers

$3,265.00

Damage Bond - with use of kitchen

$870.00

Rehearsals and Decorating

$150.00

Public Liability Insurance (one-off events)

$37.00

Wurlitzer Organ and Piano

$61.00

Wurlitzer Organ and Piano - Day Mon - Fri

$25.00

Rate per function if music is to be played or performed

$53.00

Functions Room

Other Charges

Moorabbin Organ Rental (Kingston Arts Centre) Apra Licences (Kingston Arts Centre)

PAGE 96

CITY OF KINGSTON 2019/20 BUDGET #25


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

DESCRIPTION OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE) Standard $962.00

Theatre performance rate (five-hour block) Community $685.00 Standard $195.00 Additional performance hours Community $140.00 Standard $4,400.00 Theatre weekly rate

Community $3,100.00 Schools $3,700.00 Standard $325.00

Theatre rehearsal (three-hour block) Community $250.00 Shirley Burke Theatre

Standard $110.00 Additional theatre rehearsal hours Community $83.00 Standard $348.00 Foyer and bar hire (three-hour block) Community $295.00 Standard $115.00 Additional Foyer and bar hours Community $100.00 Standard $105.00 Studio hire (three-hour block) Community $72.00 Standard $35.00 Additional studio hire hours Community $24.00

APRA Licences Shirley Burke Theatre

Other Charges Shirley Burke Theatre

Library Fees, Audio/Visual, Internet

Rate per function if music is to be played or performed

$30.00

Technician Charges

$68.00 per hour (min 3 hours)

Box Office Staff/ Ushers Mon – Fri

$48.00 per hour (min 3 hours)

Box Office Staff/ Ushers Sat – Sun

$56.00 per hour (min 3 hours)

Box Office Staff/ Ushers Public Holidays

$109.00 per hour (min 3 hours)

Public Liability Insurance (one-off events)

$36.00 – POA

Damage Bond

$515.00

Overdue fees per item – Adult cards (Junior cards exempt)

35 cents per day to a maximum of $7.00 per item. Membership suspended when a fine is accrued

Reservations

Free

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

Free

Printing

20 cents per page

3D Printing

$5.00 initial fee, $2.50 per additional hour

Public Fax

Sending: Australia wide· $5.65 first page· $1.10 extra pages

CITY OF KINGSTON 2019/20 BUDGET #25

PAGE 97


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

Community Organisation Photocopying (Library)

DESCRIPTION OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

A4 (bw)

20 cents per page

A4 colour

$1.00 per page

A3 (bw)

40 cents per page

A3 colour

$2.00 per page

Community groups per session

$22.50

Commercial groups per hour

$56.65

Urn

$4.50

Cups

$6.80

Citronella collars

$20.00

A4

$1.00

A3

$1.50

A2

$3.50

A1

$6.00

B1

$8.00

A0

$10.00

Plans burnt onto CD/USB - $1.50 per disk plus $1.00 per plan

$1.50

Building materials/nature strip permits

$150.00

Replacement of disabled label (Administration Charge)

$21.00

Impounded goods release

$115.00

Permit to hold wedding on beach

$272.00

Permit for Commercial events – triathlons, marathons, etc

$530.00

Permit for livestock

$162.00

Cat trap hire / deposit

$52.00

Annual renewal permit livestock

N/A only inspected if complaint received

Permit to store oversize/overweight vehicles per annum (cost recovery basis)

$287.00

Bin/Skip Application Fee

$32.00

Bin/Skip One Day Permit

$26.00

Bin/Skip Weekly Permit

$94.00

Minimum annual fee

$260.00

Meeting Room Hire (Library)

Customer Services

Plan Copy Charges

Local Laws - Other Income

Licence fees for Laneways

PAGE 98

CITY OF KINGSTON 2019/20 BUDGET #25


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

DESCRIPTION OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

Television productions – first full day

$580.00

Television productions – each additional day

$120.00

Television productions – half day

$320.00

Still photography – first full day

$210.00

Still photography – each additional day

$110.00

Still photography – half day

$160.00

Charge per oversized vehicle parking

$36.00

Student productions

No charge

Bin/Skip

$454.00

Bin/skip application fee

$32.00

Bin/skip one day permit

$26.00

Bin/skip weekly permit

$94.00

Local Laws permit issued to use Council controlled roads

$118.00

New permit application Fee

Pro rata calculation used to determine fee for new applications

A-frame / Tear drop sign

$179.00 per annum

Display goods and sign

$445.00 per annum

Display goods

$384.00 per annum

New permit application Fee

Pro rate calculation used to determine fee for new applications

Up to eight chairs

$386.00

For each additional chair > eight

$78.00

Dog and cat release fees

Release fees increased by Lost Dogs Home considerably – release fees for cats and dogs to match costs invoiced by LDH for impounding animals

Filming Permit Fees

Bin/Skip permit fees

Bin/Skip Permit Fees - On road permit

Good and signs

Tables and chairs

Animal release fees

CITY OF KINGSTON 2019/20 BUDGET #25

PAGE 99


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

Dog/Cat Registration

Fire prevention works - recovery costs

Derelict and abandoned vehicles

PAGE 100

DESCRIPTION OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

Category 1 Cat

$164.00

Category 2 Cat

$42.00

Category 1 – pensioner

$82.00

Category 2 – pensioner

$21.00

Cat disposal/euthanasia

As per fee/equal to fee charged by Contractor including GST

Category 1 Dog

$170.00

Category 2 Dog

$56.00

Category 1 Dog - pensioner

$85.00

Category 2 Dog - pensioner

$28.00

Dog disposal/euthanasia

As per fee/equal to fee charged by Contractor/veterinary service provider including GST

Foster Carer dog/cat

$37.00

Animal Registration replacement tag

$10.50

Permit for excess animals on property

$164.00

Annual renewal permit excess animals

N/A

Registration of menacing dog

$282.00

Registration of restricted breed/declared dangerous dog (has attacked), menacing dog

$282.00

Impounded livestock

As per fee/equal to fee charged by Contractor including GST

Refund of animal registration

MONTHS/12 * FEE * 0.75

Domestic animal business

$236.00

Animal Sales Event Permit

$225.00

Database search on animal history

FOI request fee

Fire prevention clearance non-compliance

Invoice cost + 20%

Fire prevention owners request

Invoice cost + 10%

Permit to burn

$158.00

Reclaimed vehicle

$412.00

Storage fee per day (from date of impoundment, first 5 days free to encourage quick pick up by owner)

$27.50

CITY OF KINGSTON 2019/20 BUDGET #25


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

DESCRIPTION OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

Class 1 Amendment to a permit to change the use of land allowed by the permit or allow a new use of land Amendment to a permit (other than a permit to develop land or to use and develop land for a single dwelling per lot or to undertake development ancillary to the use of the land for a single dwelling per lot) –

$1,265.60

a. Planning Permit/Amended Permits (Including Plans) Under Section 72

VicSmart applications (including plans) via Section 72 Reg 8b

To Amend Developments both Residential and Commercial and anything else not related to a single dwelling

To change the statement of what the permit allows or b. To change any or all of the conditions which apply to the permit. Alterations and additions to an existing single dwelling per lot only Class 2 <$10,000

$192.00

Class 3 $10,000 to $100,000

$604.40

Class 4 $100,000 to $500,000

$1,237.10

Class 5 $500,000 to $1,000,000

$1,336.70

Class 6 $1,000,000 to $2,000,000

$1,436.20

Class 7 If the estimated development is <$10,000

$192.00

Class 8 If the estimated development is >$10,000

$412.40

Class 9 VicSmart application to subdivide or consolidate land

$192.00

Class 10 <$100,000

$1,102.10

Class 11 $100,000 to $1,000,000

$1,486.00

Class 12 $1,000,000 to $5,000,000 Class 13 $5,000,000 to $15,000,000 Class 14 $15,000,000 to $50,000,000

$3,277.70

Class 21 A permit not otherwise provided for in the regulation

$1,265.60

CITY OF KINGSTON 2019/20 BUDGET #25

PAGE 101


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

New Applications for Subdivision Permits under Section 47 (Regulation 9)

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

DESCRIPTION OF FEE Class 16 To subdivide an existing building (other than a VicSmart Application)

$1,265.60

Class 17 To subdivide land into 2 lots (other than a VicSmart Application)

$1,265.60

Class 18 To affect a realignment of a common boundary between lots or consolidate 2 or more lots (other than a VicSmart Application)

$1,265.60

Class 19 Subdivide land (other than a class 9, class 16, class 17 or class 18 permit)

$1,265.60 per 100 lots created

Class 20 To: a. create, vary or remove a restriction within the meaning of the Subdivision Act 1988; or b. create or remove a right of way; or c. vary or remove a condition in the nature of an easement (other than right of way) in a Crown grant. Class 13 To subdivide an existing building (other than a VicSmart Application)

To Amend an Application for Subdivision

PAGE 102

$1,265.60

Class 14 To subdivide land into 2 lots (other than a VicSmart Application)

$1,265.60

Class 15 To affect a realignment of a common boundary between lots or consolidate 2 or more lots (other than a VicSmart Application)

$1,265.60

Class 16 Subdivide land (other than a class 9, class 16, class 17 or class 18 permit)

$1,265.60 per 100 lots created

Class 17 To amend an application for: a. create, vary or remove a restriction within the meaning of the Subdivision Act 1988; or b. create or remove a right of way; or c. create, vary or remove an easement other than a right of way; or d. vary or remove a condition in the nature of an easement (other than right of way) in a Crown grant Regulation 6 For processing an application to certify a plan of subdivision Applications for Subdivision (Certification)

$1,265.60

$1,265.60

$167.80

Regulation 7 Alteration of plan under section10(2) of the Act

$106.70

Regulation 8 Amendment of Certified plan under section 11(1) of the Act

$135.10

CITY OF KINGSTON 2019/20 BUDGET #25


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

Non Statutory Fees

DESCRIPTION OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

Planning Permit extension of time

$515.00

Copy of planning permit and endorsed plan

$124.00

General Planning Enquiry/Property Information

$134.00

Section 173 Preparation Administrative Fee

$1,030.00

Secondary Consent Application

$515.00

Retrospective Secondary Consent Application

$720.00

Copy of Title

$62.00

Notification (Advertising) Fees – Standard Notice Additional Standard Notice Large Notice Additional Large Notice First 20 Letters Each Letter After That

$200.00 $26.00 $310.00 $130.00 $160.00 $5.20

Condition 1 Planning Fee (Additional Checks)

$110.00

Section 173 Preparation Administrative Fee

Section 173 Preparation Administrative Fee

$1,030.00

Consent from Council

Determining whether something has been done to the satisfaction of Council

$102.00

Application fee

$2,871.60

To consider 1-10 submissions

$14,232.70

To consider 11-20 submissions

$28,437.60

To consider > 20 submissions

$38,014.40

To adopt

$453.10

To the Minister

$453.10

Environmental Health Fees

Application Fee – Temporary discharge permit

$66.00

Residential Tenancies Registration

Caravan Parks (per site)

Set by State Legislation

Caravan Parks Registration Transfer

Set by State Legislation (5 Fee units)

Residential Accommodation up to 5 Rooms

$295.00

Each additional Room over 5

$24.00

Hotels/Motels - Up to 10 units

$218.00

Hotels/Motels – 10-20 units

$317.00

Hotels/Motels – 20-40 units

$383.00

Plus each additional above 40

$24.00

Personal Care and Body Art Industries – Low Risk e.g. Hairdressers

$105.00

Personal Care and Body Art Industries – High Risk e.g. Beauty Therapy

$132.00

Rezoning Applications

Health Act Registration

CITY OF KINGSTON 2019/20 BUDGET #25

PAGE 103


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

Food Act Registration

Other Fees

Other Fees

Waves - Aquatic Entry

Waves Occasional Childcare

PAGE 104

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

DESCRIPTION OF FEE Category 1 Complex FSP

$523.00

Category 2 Simple FSP

$366.00

Category 3 Minor FSP/3rd Part Audit

$290.00

Category 4 FSP Exempt

$211.00

Plus each EFT above 5

$29.00

Club Pavilions (full year)

Charged at 50% Standard Fee

Club Pavilion per season

Charged at 25% Standard Fee

School canteens school operated

Charged at 25% Standard Fee

Registration transfer

$160.00

Transfer of registration (50% discount for packaged food and personal care and body art industries)

$107.00

Late payment of registration fee

$105.00

Transfer inspection and report

$176.00

Transfer inspection and report 50% discount for packaged food and personal care and body art industries

$60.00

Urgent report and inspection fee (within seven days)

$454.00

Urgent new premises application full fee less than 14 days

$768.00

Urgent new premises application half fee less than 14 days

$384.00

Urgent new premises application quarter fee less than 14 days

$192.00

New premises application full fee

$384.00

New premises application half fee

$192.00

New premises application quarter fee

$96.00

File enquiries

$92.00

Re-inspection fee

$128.00

Ministry of Housing Declaration (Cessation)

$180.00

Adult swim

$8.00

Child swim

$6.60

Child (under three)

Free

Student swim

$6.60

Concession swim

$6.60

Family

$26.00

Spectator (no fee for LTS parents)

$2.50

Members

$8.00

Casuals

$11.50

CITY OF KINGSTON 2019/20 BUDGET #25


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

Don Tatnell - Aquatic entry

AccessCare Linkages - User Fees and Charges

AccessCare Home Care Packages - User fees and charges

Boat Sheds

DESCRIPTION OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

Adult Swim

$7.50

Child Swim

$6.00

Child (under three)

Free

Student swim

$6.00

Concession swim

$6.00

Family

$20.00

Spectator

N/A

User Service Fees

Fee based on relevant Commonwealth Home Support Program activity provided as part of Linkages package

Basic Fees

$0-72 per week

Coordination and Administration Charges

42% Home Care Package Value

Category A - small under 15.99 sq. metres

$715.00

Category B - medium 16m2 - 29.99 sq. metres

$985.00

Category C - large 30 sq. metres +

$1,120.00

Pension rebate for boatshed

10% Discount

Late Fee charges

5% of Outstanding Fee

Transfer Fee – category A – small under 15.99 sq. metres

$1,275 plus Administration Charge

Transfer Fee – category B – medium 16 sq. metres – 29.99 sq. metres

$2,210.00 plus Administration Charge

Transfer Fee – category C – large 30 sq. metres +

$3,180.00 plus Administration Charge

Admin Charge

$160.00

Minimum licence fee for sale of right of way

As per Council policy

Right of Way Administration Fee

$270.00

Groups with Liquor Licence

2% of gross takings plus GST

Licence preparation fee

$266.50

Construction Zone Fee (exclusive occupation)

$13.00 per sqm. /per week

Construction Zone Fee (non-exclusive occupation)

$6.50 per sqm. /per week

Works Fee (Exclusive Use)

$27.00 per linear metre

Works Fee (Non Exclusive Use)

$13.50 per linear metre

Works Zone Signage

$380.00

Shipping Container Fee (20ft)

$28 per day

Shipping Container Fee (40ft)

$56 per day

Commercial Use of Council Land Fees – primary sites

Minimum $1,000 per day under 500 sqm (over 500 sqm based on market rate)

Commercial Use of Council Land Fees – secondary sites

Minimum $550 per day under 500 sqm (over 500 sqm based on market rate)

Commercial Use of Council Land Fees – small activity groups

$550 per annum

Right of Way Property Rental

Commercial Use of Council Land

CITY OF KINGSTON 2019/20 BUDGET #25

PAGE 105


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

DESCRIPTION OF FEE Commercial Use of Council Land Fees – health and fitness recreation

$565 per annum

Commercial Use of Council Land Fees – water sport operator

$1,375 per annum

Land Information Certificate

$27.00 – 1.82 fee units of the Monetary Units Act 2004

Land Information Certificate (24-hour turnaround)

$27.00 – 1.82 fee units of the Monetary Units Act 2004 + $42.00

Dishonour Fees

Dishonour payment fees

$25.00

Foreshore parking fees - daily ticket (excluding Governor Road)

$14.00

Parking Meter

Foreshore parking fees - per hour

$3.70

Application fee for a Resident Parking Permit, waived for a first permit for a single dwelling

$20.00

Boat ramp car park fees - per hour

$3.70

Boat ramp car park fees - daily ticket

$14.00

Boat ramp car park fees - per annum 50% discount for pensioners

$174.00

Private Parking Agreements

Application fee for private parking agreement

$275.00

Freedom of Information Request

Application fees may be waived in certain circumstances (e.g. for applicants who hold a current health care or pension card – a copy of the card must be submitted with your request). The application fee increases each year on 1 st July.

$29.62 (Equates to two fee units or 2 x $14.81)

Freedom of Information – Search Time

Charges shall only cover the time that would be spent by Council in conducting a routine search for the document(s) to which access is requested.

1.5 fee units per hour or part of an hour

Freedom of Information Supervision Fee

Charge for supervising the inspection by the applicant of the material to which access is granted

1.5 fee units per hour (to be calculated per quarter hour or part of a quarter hour)

Land Information Certificates

Resident Parking Scheme

Governor Road Car Park

PAGE 106

CITY OF KINGSTON 2019/20 BUDGET #25


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

NAME OF FEE

DESCRIPTION OF FEE

Freedom of Information

Black and white photocopy

20 cents per A4 page

Hepatitis B (Adult) (per vaccine)

$37.00

Hepatitis B (Paediatric) (per vaccine)

$27.00

Hepatitis A (adult) (per Vaccine)

$70.00

Flu Vax (per vaccine)

$16.00

Varivax (Chicken Pox) (per vaccine)

$70.00

Infanrix Hexa (per vaccine)

$105.00

Prevenar (per vaccine)

$154.00

Priorix (per vaccine)

$53.50

Nesivac (per vaccine)

$93.00

Infanrix IPV (per vaccine)

$62.50

Hiberix (per vaccine)

$44.00

Human Papillomavirus (HPV) (per vaccine)

$191.00

Menitorix (per vaccine)

$70.00

Rotateq (per vaccine)

$93.00

Priorix Tetra (per vaccine)

$101.00

Boostrix (per vaccination)

$55.00

Nimenrix (per vaccination) (NEW, commencing FY 2019/20)

$81.50

Late Collection Fee (per 15 mins)

$22.00

Half-day session/orientation (transition)

$67.00

Daily flat fee – Child Care and Kindergarten PLUS – Parkdale, Edithvale and Carrum FCC

$134.00

Child Care / Kindergarten PLUS Enrolment Fee Deposit for new families – part time

$100.00

Child Care / Kindergarten PLUS Enrolment Fee Deposit for new families – full time

$200.00

Four year old kindergarten fee per term (Jul-Dec 2017)

$512.00

Four year old kindergarten fee per term (Jan-Jun 2018)

$527.00

Three year old kindergarten fee per term (Jul-Dec 2017)

$458.00

Three year old kindergarten fee per term (Jan-Jun 2018)

$472.00

Excursion/Incursion Fee

$8.60

Children's Hats

$7.00

Children’s T-shirts (NEW)

$17.00

Immunisation

Long Day Care (Childcare)

CITY OF KINGSTON 2019/20 BUDGET #25

PAGE 107


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

Family Day Care

DESCRIPTION OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

Parent Administration Fee (previously known as Administration levy (per child per hour)

$1.95 per hour

Care Provider Scheme Contribution (previously known as Equipment Levy) (per fortnight)

$6.90

Playgroup Attendance Fee

$4.00

Late timesheet fee

No charge

Annual car safety check

No charge

Children's Services Training, Parent Seminars and Workshops

Entry fees

$51.50

Play centre fees

Hourly hire

$9.30

Enrolment fee (per enrolment)

$24.70

Enrolment fee (with Health Care Card) (per enrolment)

No charge

Before school care (permanent)

$22.65

Before school care (casual)

$27.20

After school care (permanent)

$28.85

After school care (casual)

$33.55

Curriculum day fee

$67.00

Late collection fee

$21.65

ASC - Early finish fee (e.g. end of term 2.30 start)

$43.25

Flat fee term

$67.00

In Centre activities Excursions

Excursion and workshop fees are dependent on the particular activity and will be advertised for each vacation care

Late enrolment fee

$41.20

Refund administration fee

$6.70

Refund cheque requisition fee

$20.60

FReeZA Battle of the Sounds and other events (Gold Coin Donation)

$2.00

FReeZA canteen supplies (Confectionary/Chocolate)

$1.00

FReeZA canteen supplies (Chips/Drinks)

$2.00

Pit stop parenting program

$2.00

Preschool enrolment

Before and after school care (Per Session)

Vacation care (per day)

Youth services

Family services

PAGE 108

CITY OF KINGSTON 2019/20 BUDGET #25


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

DESCRIPTION OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

Low income category - individual/couple/family Domestic care

$8.00

Library

$6.20

Respite care (per hour)

$6.00

Property maintenance (per hour-materials at cost) (+ - 10%)

$15.30

Meals on Wheels (per meal) and (sandwich option)

$10.00

Meals on Wheels sandwich pack – all noncommercial rate categories

$4.70

Medium income category Domestic care

$9.50

Personal care

$6.00

Respite care

$4.90

Meals on wheels Soup – all non-commercial rate

$1.40

Domestic care

$12.20

Personal care

$11.00

Respite care

$6.55

Domestic care

$17.30

Personal care

$11.00

Respite care

$6.55

Property maintenance

$18.00

Meals on Wheels/sandwich option

$10.00

Aged and disability

Medium Income Couple

CITY OF KINGSTON 2019/20 BUDGET #25

Domestic care

$8.00

Personal care

$6.00

Respite care

$4.90

Property maintenance

$14.85

Meals on Wheels meals

$10.00

Domestic care (determined by DHHS – Relates to income range)

$9.50

Personal care (determined by DHHS – Relates to income range)

$6.00

Respite care (determined by DHHS– Relates to income range)

$4.90

Domestic care (determined by DHHS – Relates to income range)

$12.20

Personal care (determined by DHHS – Relates to income range)

$11.00

Respite care (determined by DHHS – Relates to income range)

$6.55

Domestic care (Med C) (determined by DHHS – Relates to income range

$17.30

PAGE 109


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

DESCRIPTION OF FEE Personal care (determined by DHHS – Relates to Income Range

$11.00

Respite care (determined by Department of Health & Human Services – Relates to Income Range

$6.55

Property maintenance

$18.00

Meals on Wheels meal

$10.00

Medium Income Family

Aged and disability

Domestic care

$8.00

Personal care

$6.00

Respite care

$4.90

Property Maintenance

$14.80

Domestic care (determined by DHHS – Relates to income range

$9.50

Personal care (determined by DHHS – Relates to income range

$6.00

Respite care (determined by DHHS – Relates to income range

$4.90

Domestic care (determined by DHHS – Relates to income range

$12.20

Personal care (determined by DHHS – Relates to income range

$11.00

Respite care (determined by DHHS – Relates to income range

$6.55

Domestic care (determined by DHHS – Relates to income range

$17.30

Personal care (determined by DHHS – Relates to income range

$11.00

Respite care (determined by DHHS – Relates to income range

$6.55

Property maintenance

$18.00

Meals on Wheels meal

$10.00

High income category Individual couple family

PAGE 110

Domestic care

$31.90

Personal care

$31.90

Respite care

$24.70

Property maintenance

$43.50

Meals on Wheels

$10.00

All kilometres travelled in direct service provision (per Km)

$1.05

CITY OF KINGSTON 2019/20 BUDGET #25


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

DESCRIPTION OF FEE Monday to Friday 7am - 7pm

Aged and disability - full cost recovery - commercial

Domestic assistance

$65.70

Personal care

$68.70

Respite care

$77.95

Specific respite

$75.20

Overnight respite - up to 12 hours

$374.90

Overnight respite â&#x20AC;&#x201C; 12 - 24 hours

$585.30

Home nursing

$126.00

Home maintenance

$69.00

Delivered meals/ sandwich option

$19.15

Delivered meals (AccessCare - GST free) / Sandwich option

$17.40

Monday to Friday, Saturday and Sunday After 7pm

Traders parking permit

Personal care

$110.90

Respite care

$112.35

Specific respite

$122.90

Personal care

$150.00

Respite care

$158.90

Specific respite

$161.55

Home nursing

$251.95

All kilometres travelled

$1.15

Trader car parking permit in Cheltenham

$250.00

Trader car parking permit in Mordialloc

$250.00

Trader car parking permit in Chelsea

$250.00

CITY OF KINGSTON 2019/20 BUDGET #25

PAGE 111


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

DESCRIPTION OF FEE Beer stall 6x3 only (or combined beer and wine) – Premium site

Minimum $4,140.00 max to be determined by EOI

Wine stall – 6x3 premium site

Minimum $2,490.00 max to be determined by EOI

Wine stall – 3x3 premium site

Minimum $1,240.00 max to be determined by EOI

Food stall – 6x3 (includes food van) – Premium site

Minimum $2,150.00 max to be determined by EOI

Food stall – 3x3 – premium site

Minimum $1,075.00 max to be determined by EOI

Beer stall – 3x3 only

$4,140.00

Wine stall – 3x3

$1,240.00

Wine stall – 6x3

$2,490.00

Food stall 6x3 (includes food van)

$2,150.00

Food stall – 3x3

$1,075.00

Market stall/Produce/Single line product

$538.00

Gate fee – family

$5.00

Gate fee

$2.00

Handcraft market stall/Community vendor

$52.70

Commercial market stall 3 x 6

$363.00

Handmade fresh drinks/sweet food items

$258.00

Food vendor 3x3 or self-contained food van

$594.00

Tickets

$15.50

Wedding permit

Per permit issued

$300.00

Commercial events – triathlons

Per day use of reserves and foreshores for commercial activities

$560.00 per day

Tree inspection and report on private property

$200.00 Blocks under 800sqm $300.00 Blocks over 800sqm

Appeal against Refusal for Tree Removal for Local Law Application

$310.00

Application for tree removal (Local Law No.5)

$62.00

Mordialloc Food, Wine & Music Festival

Carols

Vegetation pre-inspection permit

PAGE 112

CITY OF KINGSTON 2019/20 BUDGET #25


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

DESCRIPTION OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

ResCode 410 Siting Dispensation Report and Consent fee

Miscellaneous Building permit fees

Clarinda Hall 1

Clarinda Hall 2

Clarinda Hall 1 and 2 combined

Combined Allotments 502 Report and Consent fee

$256.90

Subdivision 503 Report and Consent fee

$256.90

Street Projection 513 Report and Consent fee

$256.90

Public Area 515 Report and Consent fee

$256.90

Public Protection 604 Report and Consent fee

$256.90

Septic Tank 801 Report and Consent fee

$256.90

Flooding 802 Report and Consent fee

$256.90

Designated Land 806 Report and Consent fee

$256.90

Place Public Entertainment POPE 1101 Report and Consent fee

$256.90

Temporary structures

$550.00

Advertising for report and consent

$550.00

Report and Consent Re â&#x20AC;&#x201C; Application fee

$155.00

Demolition 29A Report and Consent fee

$155.00

Stormwater LPD 610 Report and Consent fee

$64.10

Building Permit/Hazard Information Reg 326(1) & 326 (2)

$64.10

Council building swimming pool and spa safety audits per hour

Standard $52.20; Urgent $104.40

Minimum 3 hours

$700.00

5 hour block

$54.60 per hour community only *Duty Manager can be required for weekend at $47.75 per hour

8 hour block

$216.30 community only *Duty Manager can be required for weekend at $47.75 per hour

Minimum 3 hours

$356.40 community only *Duty Manager can be required for weekend at $47.75 per hour

5 hour block

$31.90 per hour community only *Duty Manager can be required for weekend at $47.75 per hour

8 hour block

$127.70 community only *Duty Manager can be required for weekend at $47.75 per hour

Minimum 3 hours

$207.03 Community *Duty Manager can be required for weekend at $47.75 per hour

5 hour block

$63.86 per our community only *Duty Manager can be required for weekend at $47.75 per hour

8 hour block

Minimum 3 hours

CITY OF KINGSTON 2019/20 BUDGET #25

$250.40 community only *Duty Manager can be required for weekend at $47.75 per hour $414.06 community only *Duty Manager can be required for weekend at $47.75 per hour

PAGE 113


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

Clarinda Hall 1 and kitchen

DESCRIPTION OF FEE

5 hour block

$122.00 per hour commercial $72 per hour community *Duty Manager can be required for weekend at $47.75 per hour

8 hour block

$520.00 per hour commercial $303.00 Community *Duty Manager can be required for weekend at $47.75 per hour

Minimum 3 hours

5 hour block

Clarinda Hall 2 and kitchen

Clarinda Hall 1, 2 and kitchen

Clarinda Multipurpose room

PAGE 114

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

$848.00 per hour commercial $494.00 community *Duty Manager can be required for weekend at $47.75 per hour $85.00 per hour commercial $50.00 per hour community *Duty Manager can be required for weekend at $47.75/hr

8 hour block

$372.00 commercial $217.00 community *Duty Manager can be required for weekend at $47.75/hr

Minimum 3 hours

$600.00 commercial $349.00 community *Duty Manager can be required for weekend at $47.75/hr

5 hour block

$138.00 per hour commercial $81.00 per hour community *Duty Manager can be required for weekend at $47.75/hr

8 hour block

$584.00 commercial $340.00 community *Duty Manager can be required for weekend at $47.75/hr

Minimum 3 hours

$945.00 commercial $550.00 community *Duty Manager can be required for weekend at $47.75/hr

5 hour block

$64.00 per hour commercial $37.00 per hour community *Duty Manager can be required for weekend at $47.75/hr

8 hour block

$255.00 commercial / $148 community $99.00 Service Provider rate *Duty Manager can be required for weekend at $47.75/hr

Minimum 3 hours

$414.00 commercial / $241 community $161.00 Service Provider rate *Duty Manager can be required for weekend at $47.75/hr

CITY OF KINGSTON 2019/20 BUDGET #25


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

Clarinda kitchen

Clarinda training room

Clarinda Office 1

Clarinda equipment hire/other charges

DESCRIPTION OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

5 hour block

$32.00 per hour commercial $19.00 per hour community *Duty Manager can be required for weekend at $47.75/hr

8 hour block

$160 commercial $93.00 community *Duty Manager can be required for weekend at $47.75/hr

Minimum 3 hours

$255.00 commercial $148.00 community *Duty Manager can be required for weekend at $47.75/hr

5 hour block

$27.00 per hour commercial $15.00 per hour community/

8 hour block

$106.00 commercial $62.00 community *Duty Manager can be required for weekend at $47.75/hr

Minimum 3 hours

$185.00 commercial $108.00 community *Duty Manager can be required for weekend at $47.75/hr

5 hour block

$9.00 community per hour *Duty Manager can be required for weekend at $47.75/hr Commercial rates no longer applicable

8 hour block

$38.00 community *Duty Manager can be required for weekend at $47.75/hr

Half day hire (max 5 hours)

$67 community *Duty Manager can be required for weekend at $47.75/hr

Full day hire

$116.00 commercial $66.00 community $66.00 service provider rate

Portable PA system

$234.00

Electronic white board

$59.00 commercial $33.00 community $33.00 service provider rate

Minimum 4 hours

Additional Duty Manager / Attendant

Sunday bookings

CITY OF KINGSTON 2019/20 BUDGET #25

$35.00 commercial $33.00 community $33.00 service provider rate $47.75 per hour minimum 4 hours commercial $35.00 Service Provider Rate * Duty Manager can be required for weekend at $47.50/hr $47.75 per hour additional charge for Duty Manger

PAGE 115


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

DESCRIPTION OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

Day (9am â&#x20AC;&#x201C; 5

Sundowner community centre hire fees

After 5 pm and weekends

$19.00 per hour commercial $11.00 per hour community rate *Duty Manager can be required for weekend at $47.75 per hour

Day (9am â&#x20AC;&#x201C; 5pm)

$26.00 per hour commercial $15.00 per hour community rate *Duty Manager can be required for weekend at $47.75 per hour

After 5pm and weekends

$13.50 per hour commercial $8.00 per hour community *Duty Manager can be required for weekend at $47.75 per hour

Day (9am-5pm)

$18.50 per hour commercial $11.00 per hour community *Duty Manager can be required for weekend at $47.75 per hour

After 5 pm and weekends

$8.25 per hour commercial $5.00 per hour community *Duty Manager can be required for weekend at $47.75 per hour

5 hour block

$11.50 per hour commercial $6.60 per hour community *Duty Manager can be required for weekend at $47.75 per hour

5 hour block - after 5 pm and weekends

$74.00 commercial $43.00 community *Duty Manager can be required for weekend at $47.75 per hour

8 hour block

$103.00 commercial $60.00 community *Duty Manager can be required for weekend at $47.75 per hour

8 hour block - after 5 pm and weekends

$121.00 commercial $70.00 community *Duty Manager can be required for weekend at $47.75 per hour

5 hour block

$168.00 commercial $98.00 community *Duty Manager can be required for weekend at $47.75 per hour

5 hour block - after 5 pm and weekends

$54.00 commercial $31.00 community *Duty Manager can be required for weekend at $47.75 per hour

8 hour block

$74.00 commercial $43.00 community *Duty Manager can be required for weekend at $47.75 per hour

8 hour block - after 5 pm and weekends

$88.00 commercial $51.00 community *Duty Manager can be required for weekend at $47.75 per hour

5 hour block

$120.50 commercial $70.00 community *Duty Manager can be required for weekend at $47.75 per hour

Main Hall

Multipurpose room

Meeting room

Main hall fees

Multipurpose room

PAGE 116

CITY OF KINGSTON 2019/20 BUDGET #25


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

Meeting room

DESCRIPTION OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

5 hour block - after 5 pm and weekends

$33.00 commercial $19.00 community *Duty Manager can be required for weekend at $47.75 per hour

8 hour block - after 5 pm and weekends

$45.50 commercial $26.00 community *Duty Manager can be required for weekend at $47.75 per hour

8 hour block - after 5 pm and weekends

$74.00 commercial $43.00 community *Duty Manager can be required for weekend at $47.75 per hour

Minim Day

Chelsea Activity Hub

Minimum 3 hours After hours - after 5 pm and weekends

$36.00 commercial $25.00 community *Duty Manager can be required for weekend at $47.75 per hour

5 hour block - day

$53.50 commercial $31.00 community *Duty Manager can be required for weekend at $47.75 per hour

5 hours - after 5 pm and weekends

$144.00 commercial $100.00 community *Duty Manager can be required for weekend at $47.75 per hour

8 hour block â&#x20AC;&#x201C; day

$214.00 commercial $124.00 community *Duty Manager can be required for weekend at $47.75 per hour

8 hour block - after 5 pm and weekends

$252.00 commercial $175.00 community *Duty Manager can be required for weekend at $47.75 per hour

Minimum 3 hours Day (8 am-5 pm)

$375.00 commercial $217.00 community *Duty Manager can be required for weekend at $47.75 per hour

Hall 1

CITY OF KINGSTON 2019/20 BUDGET #25

PAGE 117


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

DESCRIPTION OF FEE

Minimum 3 hours After hours â&#x20AC;&#x201C; after 5 pm and weekends

$36.00 commercial $25.00 community *Duty Manager can be required for weekend at $47.75 per hour

5 hour block Day (8 am-5 pm)

$53.50 commercial $31.00 community *Duty Manager can be required for weekend at $47.75 per hour

5 hour block After 5 pm and weekends

$144.00 commercial $100.00 community *Duty Manager can be required for weekend at $47.75 per hour

8 hour block Day (8 am-5 pm)

$214.00 commercial $124.00 community *Duty Manager can be required for weekend at $47.75 per hour

8 hour block After 5 pm and weekends

$252.00 commercial $175.00 community *Duty Manager can be required for weekend at $47.75 per hour

Minimum 3 hours Day (8 am-5 pm)

$375.00 commercial $217.00 community *Duty Manager can be required for weekend at $47.75 per hour

Hall 2

Minimum 3 hours After hours â&#x20AC;&#x201C; after 5 pm and weekends

5 hour block Day (8 am-5 pm)

5 hour block After 5 pm and weekends Hall 1 and 2 combined 8 hour block Day (8 am-5 pm)

8 hour block After 5 pm and weekends

Minimum 3 hours Day (8 am-5 pm)

PAGE 118

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

$77.25 commercial $50.00 community *Duty Manager can be required for weekend at $47.75 per hour $107.00 commercial $62.00 community *Duty Manager can be required for weekend at $47.75 per hour $288.00 commercial $200.00 community *Duty Manager can be required for weekend at $47.75 per hour $429.00 commercial $248.00 community *Duty Manager can be required for weekend at $47.75 per hour $541.00 commercial $350.00 Community *Duty Manager can be required for weekend at $47.75 per hour $750.00 commercial $434.00 community *Duty Manager can be required for weekend at $47.75 per hour

CITY OF KINGSTON 2019/20 BUDGET #25


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

Kitchen

DESCRIPTION OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

Minimum 3 hours After hours – after 5 pm and weekends

$21.00 commercial $12.00 community

5 hour block Day (8 am-5 pm)

$27.00 commercial $16.60 community

5 hour block After 5 pm and weekends

$82.00 commercial $48.00 community

8 hour block Day (8 am-5 pm)

$107.00 commercial $66.40 community

8 hour block After 5 pm and weekends

$132.00 commercial $76.80 community

Minimum 3 hours Day (8 am-5 pm)

$187.00 commercial $116.20 community $31.00 commercial $15.00 community *Duty Manager can be required for weekend at $47.75 per hour

Minimum 3 hours After hours – after 5 pm and weekends

5 hour block Day (8 am-5 pm)

$39.00 commercial $20.00 community *Duty Manager can be required for weekend at $47.75 per hour

5 hour block After 5 pm and weekends

$124.00 commercial $60.00 community *Duty Manager can be required for weekend at $47.75 per hour

8 hour block Day (8 am-5 pm)

$154.50 commercial $80.00 community *Duty Manager can be required for weekend at $47.75 per hour

Park meeting room

8 hour block After 5 pm and weekends

8 hour block After 5 pm and weekends

$216.50 commercial $105.00 community *Duty Manager can be required for weekend at $47.75 per hour $270.50 commercial $140.00 community *Duty Manager can be required for weekend at $47.75 per hour

Minim Day

Melaleuca Activity Hub

Function room

Minimum 3 hours After hours – after 5 pm and weekends

$19.00 per hour commercial $10.80 per hour community *Duty Manager can be required for weekend at $47.75 per hour

5 hour block Day (8 am-5 pm)

$25.75 commercial $15.00 community *Duty Manager can be required for weekend at $47.75 per hour

5 hour block After 5 pm and weekends

$74.00 commercial $43.20 community

8 hour block Day (8 am-5 pm)

$103.00 commercial $60.00 community *Duty Manager can be required for weekend at $47.75 per hour

8 hour block After 5 pm and weekends

$120.50 commercial $70.20 community

8 hour block After 5 pm and weekends

$167.50 commercial $97.50 community *Duty Manager can be required for weekend at $47.75 per hour

CITY OF KINGSTON 2019/20 BUDGET #25

PAGE 119


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

DESCRIPTION OF FEE

Minimum 3 hours Day (8 am-5 pm)

Scott Avenue Community Building

Building

Minimum 3 hours After hours â&#x20AC;&#x201C; after 5 pm and weekends

$8.25 per hour commercial $4.80 per hour community

5 hour block Day (8 am-5 pm)

$11.50 per hour commercial $6.60 per hour community *Duty Manager can be required for weekend at $47.75 per hour

5 hour block After 5 pm and weekends

$33.00 commercial $19.20 community

8 hour block Day (8 am-5 pm)

$45.50 commercial $26.40 community *Duty Manager can be required for weekend at $47.75 per hour

8 hour block After 5 pm and weekends

$54.00 commercial $31.20 community

Minimum 3 hours Day (8 am-5 pm)

$73.50 commercial $42.90 community *Duty Manager can be required for weekend at $47.75 per hour

Minimum 3 hours After hours â&#x20AC;&#x201C; after 5 pm and weekends

$37.00 per hour commercial $25.75 per hour community *Duty Manager can be required for weekend at $47.75 per hour

5 hour block Day (8 am-5 pm)

$55.00 commercial $31.95 community *Duty Manager can be required for weekend at $47.75 per hour

5 hour block After 5 pm and weekends

$149.00 commercial $103.00 community *Duty Manager can be required for weekend at $47.75 per hour

8 hour block Day (8 am-5 pm)

$221.00 commercial $127.70 community *Duty Manager can be required for weekend at $47.75 per hour

8 hour block After 5 pm and weekends

$260.00 commercial $180.25 community *Duty Manager can be required for weekend at $47.75 per hour

Minimum 3 hours Day (8 am-5 pm)

$386.00 commercial $223.50 community *Duty Manager can be required for weekend at $47.75 per hour

Mentone Activity Hub hall

PAGE 120

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

CITY OF KINGSTON 2019/20 BUDGET #25


Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

Carrum Activity Hub Hall

GR Bricker Athletics Centre

DESCRIPTION OF FEE

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

Minimum 3 hours After hours – after 5 pm and weekends

$19.00 per hour commercial $11.35 per hour community *Duty Manager can be required for weekend at $47.75 per hour

5 hour block Day (8 am-5 pm)

$27.00 per hour commercial $15.45 per hour community *Duty Manager can be required for weekend at $47.75 per hour

5 hour block After 5 pm and weekends

$76.50 commercial $44.50 community

8 hour block Day (8 am-5 pm)

$106.00 commercial $61.80 community

8 hour block After 5 pm and weekends

$124.00 commercial $72.30 community

Kingston schools and community groups – nonseasonal (per hour)

$172.50 commercial $100.45 community *Duty Manager can be required for weekend at $47.75 per hour

Schools and community groups (non-seasonal) outside of Kingston (per hour)

$90.00

Commercial (per hour)

$110.00

Kingston schools and community groups – nonseasonal (half day – up to 3 hours)

$160.00

Schools and community groups – (non seasonal) outside of Kingston (half day – up to 3 hours)

$245.00

Commercial (half day – up to 3 hours)

$300.00

Kingston schools and community groups – nonseasonal (full day – up to 6 hours)

$320.00

Schools and community groups (non-seasonal) outside of Kingston (full day – up to 6 hours)

$420.00

Kingston schools and community groups – per hour 8 courts

$550.00

CITY OF KINGSTON 2019/20 BUDGET #25

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Appendix B

DRAFT 2019/20 Budget CITY OF KINGSTON

NAME OF FEE

Outdoor Netball Court Hire – Non Association

PAGE 122

PROPOSED 2018/19 BUDGET FEES (INC GST WHERE APPLICABLE)

DESCRIPTION OF FEE Kingston schools and community groups – per hour 4 courts

$65.00

Kingston schools and community groups – per hour 1 courts

$38.00

Non Kingston schools and community groups – per hour 8 courts

$20.00

Non Kingston schools and community groups – per hour 4 courts

$87.00

Non Kingston schools and community groups – per hour 1 courts

$49.00

Netball court lighting per hour

$33.00

Team based charges per season – Asphalt surface – Senior rate (NEW, commencing 2019/20)

$6.00

Team based charges per season – Painted surface – Senior rate (NEW, commencing 2019/20)

$103.00

Team based charges per season – Asphalt surface – Junior rate (NEW, commencing 2019/20)

$160.00

Team based charges per season – Painted surface – Junior rate (NEW, commencing 2019/20)

$26.00

CITY OF KINGSTON 2019/20 BUDGET #25


Appendix C

DRAFT 2019/20 Budget CITY OF KINGSTON

Budget Processes This section lists the processes to be undertaken in order to adopt the Budget in accordance with the Local Government Act 1989 (the Act) and Local Government (Planning and Reporting) Regulations 2014 (the Regulations). Under the Act, Council is required to prepare and adopt an annual budget for each financial year. The budget is required to include certain information about the rates and charges that Council intends to levy as well as a range of other information required by the Regulations which support the Act. The 2019/20 Budget, which is included in this report, is for the year 1 July 2019 to 30 June 2020. 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 2020 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 making 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 April and May. 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:

CITY OF KINGSTON 2019/20 BUDGET #25

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Appendix C

DRAFT 2019/20 Budget CITY OF KINGSTON

BUDGET PROCESS

TIMING

Officers present Departmental Business Plans at informal briefings

Nov-18

Councillor Strategic Workshop

Feb-19

Officers update Council's long term financial projections

Dec-18/Jan-19

Officers prepare detailed operating and capital budgets

Jan-19/Feb-19

CEO & Executive Review

Feb-19

Councillors consider draft budgets at informal briefings

Mar-Apr 2019

Proposed budget submitted to Council for approval to commence consultation

15-Apr-19

Public notice advising intention to adopt budget

8-May-19

Budget available for public inspection and comment

8-May-19

Public Information Session

15-May-19

Submissions period closes (29 days)

6-Jun-19

Submissions considered by Council

11-Jun-19

Budget presented to Council for adoption

24-Jun-19

Copy of adopted budget submitted to the Minister

30-Jun-19

Revised budget where a material change has arisen

PAGE 124

As Required

CITY OF KINGSTON 2019/20 BUDGET #25


Appendix D

DRAFT 2019/20 Budget CITY OF KINGSTON

Departmental Business Plans 2019/20 This section sets out the activities and associated resource requirements for each Department. 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 and Arts DEPARTMENT BUSINESS PLAN OUTCOMES 2019/20

The Property and Arts Department manages Council’s property portfolio and arts facilities. Property functions include commercial and community leases, acquisitions, disposals, title management, Lease Register, the provision of valuations for open spaces, 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 and cultural strategies and policies. 2019/20 Budget $'000 Department Property and Arts

Income

Employee Costs

Materials & Services

(4,568)

2,179

1,755

Net (634)

4

Full Time Equivalent (FTE) = 19.0

Parks DEPARTMENT BUSINESS PLAN OUTCOMES 2019/20

The Parks Department manages, maintains and develops Council’s Public Places, including the 13 kilometres of Kingston’s foreshore, parks, reserves and gardens, sports grounds, shopping centres and streetscapes. Key responsibilities include the maintenance of 75 playing fields, 367 parks and reserves totalling 616 hectares, over 90,000 park / street trees and 114 playgrounds. 2019/20 Budget $'000 Department Parks

Income

Employee Costs

Materials & Services

(398)

4,443

10,758

Net 14,803

FTE = 52.0

4

Full Time Equivalent refers to the equivalent of one employee working full time. It describes the full time resource as opposed to the head count where staff can work in a part time capacity.

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Appendix D

DRAFT 2019/20 Budget CITY OF KINGSTON

Infrastructure DEPARTMENT BUSINESS PLAN OUTCOMES 2019/20

The Infrastructure Department is responsible for all civil infrastructures. 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 Councilâ&#x20AC;&#x2122;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. 2019/20 Budget $'000 Department

Income

Employee Costs

Materials & Services

Infrastructure

(1,279)

3,275

20,910

Net 22,906

FTE = 42.3

Traffic and Transport DEPARTMENT BUSINESS PLAN OUTCOMES 2019/20

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 and street lighting. It also provides education to the local community on road safety including programs to schools and encourages active transport especially for children and young people. 2019/20 Budget $'000 Department Traffic and Transport

Income

Employee Costs

Materials & Services

(547)

965

1,483

Net 1,901

FTE = 9.1

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CITY OF KINGSTON 2019/20 BUDGET #25


Appendix D

DRAFT 2019/20 Budget CITY OF KINGSTON

Active Kingston DEPARTMENT BUSINESS PLAN OUTCOMES 2019/20

The Active Kingston Department encourages community participation in sport and leisure activities to increase physical and mental health and wellbeing. Partnering with sports clubs/associations and the community, Active Kingston supports the planning and delivery of sport and recreation services to ensure that our recreational and sporting facilities meet the community’s needs. The department operates two leisure centres, providing recreational and health services to all ages and physical abilities. 2019/20 Budget $'000 Department Active Kingston

Income

Employee Costs

Materials & Services

(6,262)

5,830

2,462

Net 2,030

FTE = 63.8

City Strategy DEPARTMENT BUSINESS PLAN OUTCOMES 2019/20

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. 2019/20 Budget $'000 Department City Strategy Department

Income

Employee Costs

Materials & Services

(17)

1,611

1,082

Net 2,676

FTE = 13.6

City Development DEPARTMENT BUSINESS PLAN OUTCOMES 2019/20

The City Development Department is responsible for providing integrated development service to meet the needs of residents, ratepayers, the development industry and internal clients including the decisions in relation to subdivisions. The department works with applicants to encourage environmentally sustainable development. It issues reports and consents as per the requirement of the Building Regulation 2018 and inspects high risk buildings. It also manages Council’s Vegetation Local Law, Development Engineers and Administration team. 2019/20 Budget $'000 Department City Development

Income

Employee Costs

Materials & Services

(3,168)

4,465

529

Net 1,826

FTE = 42.6

CITY OF KINGSTON 2019/20 BUDGET #25

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Appendix D

DRAFT 2019/20 Budget CITY OF KINGSTON

City Economy and Innovation DEPARTMENT BUSINESS PLAN OUTCOMES 2019/20

City Economy and Innovation 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. 2019/20 Budget $'000 Department City Economy and Innovation

Income

Employee Costs

Materials & Services

(992)

2,091

590

Net 1,689

FTE = 19.2

Compliance and Amenity DEPARTMENT BUSINESS PLAN OUTCOMES 2019/20

The Compliance and Amenity Department works with the community to provide a safer and more liveable municipality through compliance and awareness. Responsibilities include the education and enforcement of local laws; parking, animal management for over 22,000 registered animals, providing 75 schools with crossing supervisors and reducing pollution and fire risks. The department implements policies to ensure the amenity of existing and future populations are not adversely impacted by the changing built environment, and that Council’s decisions are supported by policy and represented appropriately in external decision-making forums. The department is ensuring compliance with Council’s requirements which can involve enforcement action, for instance, to ensure that time-limited car parking spaces are monitored to provide customers with access to their local shops. 2019/20 Budget $'000 Department Compliance and Amenity

Income

Employee Costs

Materials & Services

(6,522)

4,538

2,631

Net 647

FTE = 47.0

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CITY OF KINGSTON 2019/20 BUDGET #25


Appendix D

DRAFT 2019/20 Budget CITY OF KINGSTON

Libraries and Social Development DEPARTMENT BUSINESS PLAN OUTCOMES 2019/20

Libraries and Social Development are responsible for 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 childrenâ&#x20AC;&#x2122;s literacy and information literacy for adults and community support in the community hubs. Libraries enable the community to participate in civil society. 2019/20 Budget $'000 Department Libraries & Social Development

Income

Employee Costs

Materials & Services

(1,468)

7,146

3,006

Net 8,684

FTE = 72.8

AccessCare DEPARTMENT BUSINESS PLAN OUTCOMES 2019/20

AccessCareâ&#x20AC;&#x2122;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 $20 million. AccessCare is largely 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. Within this program, AccessCare also delivers a fully grant funded 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. 2019/20 Budget $'000 Department

Income

Employee Costs

Materials & Services

AccessCare

(19,787)

13,932

8,320

Net 2,465

FTE = 146.7

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Appendix D

DRAFT 2019/20 Budget CITY OF KINGSTON

Family, Youth and Children’s Services DEPARTMENT BUSINESS PLAN OUTCOMES 2019/20

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, four year old kinder central enrolment, school aged services (before, after school and vacation programs) and children’s services partnership development (e.g. facilities / infrastructure planning). 2019/20 Budget $'000 Department

Income

Employee Costs

Materials & Services

Family, Youth & Children’s Services

(15,301)

15,586

3,142

Net 3,427

FTE = 167.5

Community Buildings DEPARTMENT BUSINESS PLAN OUTCOMES 2019/20

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. 2019/20 Budget $'000 Department Community Buildings

Income

Employee Costs

Materials & Services

(128)

3,528

5,326

Net 8,726

FTE = 33.7

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CITY OF KINGSTON 2019/20 BUDGET #25


Appendix D

DRAFT 2019/20 Budget CITY OF KINGSTON

Finance and Corporate Performance DEPARTMENT BUSINESS PLAN OUTCOMES 2019/20

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 Strategic Resource 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 revaluation 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 Budget, the quarterly performance report, local government performance reporting for the Know Your Council website and activities such as business planning. 2019/20 Budget $'000 Department

Income

Employee Costs

Materials & Services

(785)

2,594

1,321

Finance and Corporate Performance

Net 3,130

FTE = 25.4

Information Services and Strategy DEPARTMENT BUSINESS PLAN OUTCOMES 2019/20

The role of Information Services and Strategy 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 1100 PCs and Notebooks across 30 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. 2019/20 Budget $'000 Department Information Services & Strategy

Income

Employee Costs

Materials & Services

-

2,924

4,846

Net 7,770

FTE = 26.2

CITY OF KINGSTON 2019/20 BUDGET #25

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Appendix D

DRAFT 2019/20 Budget CITY OF KINGSTON

Procurement and Contracts DEPARTMENT BUSINESS PLAN OUTCOMES 2019/20

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 Councilâ&#x20AC;&#x2122;s vehicle fleet and insurance programs as well as overseeing the Contractor Occupational, Health and Safety Management System and associated processes. 2019/20 Budget $'000 Department Procurement & Contracts

Income

Employee Costs

Materials & Services

(1)

449

1,866

Net 2,314

FTE = 3.6

People Support DEPARTMENT BUSINESS PLAN OUTCOMES 2019/20

People Support 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. 2019/20 Budget $'000 Department People Support

Income

Employee Costs

Materials & Services

-

1,572

639

Net 2,211

FTE = 14.4

Governance DEPARTMENT BUSINESS PLAN OUTCOMES 2019/20

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 Councilâ&#x20AC;&#x2122;s internal meeting rooms and facilities, as well as managing Freedom of Information requests. 2019/20 Budget $'000 Department

Income

Employee Costs

Materials & Services

Governance

(2)

682

983

Net 1,663

FTE = 5.9

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CITY OF KINGSTON 2019/20 BUDGET #25


Appendix D

DRAFT 2019/20 Budget CITY OF KINGSTON

Communications and Community Relations DEPARTMENT BUSINESS PLAN OUTCOMES 2019/20

The Communications and Community Relations Department provides the Kingston community with timely, relevant and accurate information and service through creative communication, multiple contact and service channels, engagement opportunities as well as delivery of family-friendly festivals and events. 2019/20 Budget $'000 Department Communications and Community Relations

Income

Employee Costs

Materials & Services

(154)

3,629

1,431

Net 4,906

FTE = 37.7

Executive Services DEPARTMENT BUSINESS PLAN OUTCOMES 2019/20

This area includes the Chief Executive Officer and Executive Management Team and associated support staff. 2019/20 Budget $'000 Department Executive Services

Income

Employee Costs

Materials & Services

-

1,889

1,165

Net 3,054

FTE = 7.8

Central DEPARTMENT BUSINESS PLAN OUTCOMES 2019/20

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.

Department Central

2019/20 Budget $'000 Employee Income Costs (159,197)

-

Materials & Services

Net 35,010

(124,187)

FTE = 0.0

CITY OF KINGSTON 2019/20 BUDGET #25

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CITY OF KINGSTON 2019/20 BUDGET #25

Profile for City of Kingston

Kingston City Council Draft Budget 2019  

Kingston City Council Draft Budget 2019