Annual Plan 2016-17 - Approved by Council 27 June 2016

Table of Contents 

Table of Contents 

Mayor’s Introduction 1 

Elected Members 2 

Estimates Process 3 

1. Linkage to the Strategic Plan 4 

1.1 Strategic Planning Framework 4 

1.2 Our Purpose 5 

1.3 The Strategic Plan’s Key Priority Areas and Strategic Outcomes 5 

1.4 Organisational Structure 14 

2. Key Corporate Functions and Strategic Actions 2016-2017 15 

2.1 Governance 15 

2.2 Corporate 17 

2.3 Community Planning and Development 19 

2.4 Infrastructure and Services 26 

3. Estimate Influences 29 

3.1 Snapshot of Kingborough 29 

Estimates Analysis 30 

4. Analysis of Operating Estimates 31 

4.1 Operating Budget Summary 31 

4.2 Estimated Operating Statement – Consolidated 33 

4.3 Revenues 34 

4.4 Rates and Levies 35 

4.5 User Charges and Statutory Fees 36 

4.6 Grants – Operating 37 

4.7 Other Revenue 37 

4.8 Interest and Dividends 37 

4.9 Grants – Capital 38 

4.10 Contributions, Net Gain from Sale of Assets and Non-Cash Contributions 38 

4.11 Expenditure – Consolidated 39 

4.12 Depreciation 40 

4.13 Employee costs 40 

4.14 Materials, Contracts and Other Expenses 42 

4.15 Levies to State Government 42 

4.16 Borrowing Costs 42 

4.17 Kingborough Waste Services 42

5. Analysis of Estimated Cash Position 43 

5.1 Estimated Cash Flow Statement 43 

5.2 Cash Flows from Operating Activities 44 

5.3 Cash Flows from Investing Activities 44 

5.4 Cash Flows from Financing Activities 44 

5.5 Cash at End of Year 44 

5.6 Restricted and Unrestricted Cash and Investments 44 

5.7 Statutory Reserves 45 

5.8 Discretionary Reserves 45 

6. Analysis of Estimated Financial Position 47 

6.1 Estimated Financial Position 47 

6.2 Current Assets and Non-Current Assets 47 

6.3 Current Liabilities and Non-Current Liabilities 48 

7. Key Financial Indicators 49 

7.1 Key Indicators and Financial Sustainability Benchmarks 49 

7.2 Underlying Result Ratio 49 

7.3 Net Financial Liability Ratio 50 

7.4 Asset Consumption Ratio - Roads 50 

7.5 Asset Sustainability Ratio 51 

8. Analysis of Capital Estimates 52 

8.1 Capital Works Budget 52 

Appendix A Financial Statements 57 

Appendix B Capital Works 60 

Appendix C Rates Resolutions 69 

Appendix D Fees and Charges Schedule 73 

Appendix E Budget Worksheets 88

Mayor’s Introduction 

I trust Kingborough Council’s 2016/17 Annual Plan is of benefit to you. 

Councils need to be open and accountable to their communities, and the Annual Plan outlines our goals and 

strategies for the financial year ahead. 

It’s shaped by our broader Strategic Plan, which involved major community consultation about residents’ 

values and priorities. 

The Annual Plan contains: 

 

 

 

The 2016/17 Budget Estimates; 

Information on programs and projects for the year ahead; 

A detailed breakdown of Council services and how we’ll fund them. 

As a Council, we pride ourselves on supporting a strong quality of life for Kingborough residents. We provide 

many unique or rare Council services – like the sports centre, family day care, aged respite centre, and 

volunteer program – which play a vital role in many residents’ lives. 

This is both a very exciting and challenging time for Kingborough. 

Kingborough’s continued growth brings great opportunities and vibrancy to our community. But meeting the 

immense need for more and better services and facilities on our limited budgets will also be a huge challenge. 

Council has adopted an infrastructure works and maintenance program worth approximately $21.5 million, 

which includes the increased expenditure on the resealing of roads, sealed road maintenance and re-sheeting 

of gravel roads, the introduction of new facilities and the maintenance of existing assets to support future 

growth. 

The Council’s former Kingston High School redevelopment is moving forward this year with the construction of 

a road network and design of the community hub. This is a development of state significance and will be a 

focal point for visitors to Kingborough as well as generate greater social interaction and community pride. This 

project will lay the foundation for a more secure and prosperous Kingborough community. 

Through our leadership, service and decision-making, your Council is focused on guiding the municipality 

securely through our challenges, while maintaining Kingborough as a thriving, vibrant and connected 

community that we are all delighted to call home. 

I encourage you make the most of what’s good and special about Kingborough life, and liaise actively with your 

Council in the financial year ahead. 

Cr Steve Wass 

MAYOR 

Kingborough Council Annual Plan 2016/17 Page | 1 

Approved by Council on 27 June 2016

Elected Members 

Mayor Steve Wass 

55 Estuary Drive, 

Blackmans Bay 7052 

Ph: 6229 1706 

Mob: 0412 634 647 

E: stevewass@kingborough.tas.gov.au 

Deputy Mayor Paula Wriedt 

4 Raft Court, 

Kingston 7050 

Ph: 6229 4045 

E: cr.paulawriedt@kingborough.tas.gov.au 

Councillor Richard Atkinson 

GPO Box 153, 

Hobart 7001 

Mob: 0408 411 941 

E: cr.richardatkinson@kingborough.tas.gov.au 

Councillor Sue Bastone 

PO Box 321 

Kettering TAS 7155 

Mob: 0407 099 747 

E: cr.suebastone@kingborough.tas.gov.au 

Councillor Dr Graham Bury 

99 Tinderbox Road, 

Blackmans Bay 7052 

Ph: 6229 8399 

E: cr.grahambury@kingborough.tas.gov.au 

Councillor Paul Chatterton 

Ph: 6229 6532 

E: cr.paulchatterton@kingborough.tas.gov.au 

Councillor Flora Fox 

105 Wingara Road, 

Howden 7054 

Ph: 6267 2851 

Fax: 6267 2236 

E: cr.florafox@kingborough.tas.gov.au 

Councillor David Grace 

Unit 35, 1684 Channel Highway, 

Margate 7054 

Ph: 6267 2974 

Fax: 6267 2963 

E: cr.davidgrace@kingborough.tas.gov.au 

Councillor Michael Percey 

PO Box 49, 

Kingston 7050 

Mob: 0419 892 511 

E: cr.mikepercey@kingborough.tas.gov.au 

Councillor Dean Winter 

Mob: 0427 253 654 

E: cr.deanwinter@kingborough.tas.gov.au 



Estimates Process 

This section lists the process undertaken to allow adoption of the Estimates in accordance with the Local 

Government Act 1993 and the associated Regulations. 

The preparation of the estimates begins with officers preparing the operating and capital components of the 

budget during the period January – March. Draft consolidated estimates are then prepared and various 

iterations are considered by Council at informal briefings (workshops) during March - May. Proposed 

estimates are prepared in accordance with the Act and submitted to Council in June for approval and adoption 

of rating resolutions. 

The estimates must be adopted by an absolute majority. They must be adopted before 31 August but not 

more than one month before the start of the financial year. The related Annual Plan must be provided to the 

Director of Local Government and the Director of Public Health. The key dates for the estimates process are 

summarised below: 

Estimate Process 

Commence drafting estimates 

Workshops with Council 

Estimates adopted by Council 

Advertise new rates and charges within 21 days 

Provide the Director of Local Government with a copy of the rating resolution 

within 21 days 

Provide Director of Local Government and Director of Public Health with a copy 

of the Annual Plan including estimates 

Timing 

January/March 

March/May 

June 

June/July 





1. Linkage to the Strategic Plan 

This section describes how the Annual Estimates link to the achievement of the Strategic Plan within an overall 

planning framework. This framework guides the Council in identifying community needs and aspirations over 

the long term (Our Vision), medium term (Strategic Plan) and short term (Annual Plan and Budget Estimates) 

and then holding itself accountable through the Audited Financial Statements and Annual Report. 

1.1 Strategic Planning Framework 

The Strategic Plan summarises the financial and non-financial objectives and strategies. The Annual 

Estimates are framed taking into consideration the Strategic Plan and the activities and initiatives 

included in the Strategic Delivery Plan. The diagram below depicts the strategic planning framework of 

Council. 

Long term planning 

(10 years +) 

Medium term planning 

(3-5 years) 

Our Vision 

Strategic Plan 

‣ Our Vision 

‣ Core Values 

‣ Long Term Financial Plan 

‣ Long Term Asset Management Plan 

‣ Goals and Key Objectives 

‣ Strategic Plan 2010-2020 

‣ Strategic Delivery Plan 2010-2015 

Short term planning 

(12 months) 

Annual Plan and 

Estimates 

‣ Financial Statements 

‣ Activities and Initiatives 

‣ Key Strategic Activities 

‣ Other Information 

Accountability 

(Year End) 

Audited Statements/ 

Annual Report 

‣ Financial Statements 

‣ Performance Statement 

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

the planned outcomes. Any review of the Strategic Plan should be substantially completed by March 

each year to ensure there is sufficient time to develop key initiatives and actions prior to the 

commencement of the estimates process. 



1.2 Our Purpose 

Our Vision: 

Our vision is a shared picture of what we are trying to achieve for the future: 

A THRIVING, VIBRANT AND CONNECTED COMMUNITY, WITH 

WELL MANAGED NATURAL AND PHYSICAL ASSETS AND A 

WIDE RANGE OF ECONOMIC AND LIFESTYLE OPPORTUNITIES 

Core Values: 

Our core values are the shared beliefs that guide our decisions, services and allocation of resources. 

As a Council we will be: 

 

 

 

 

Accountable – honest and open 

Resourceful – show initiative and work together 

Stewardship – strong leadership and resilience 

Inclusive – caring and supportive 

1.3 The Strategic Plan’s Key Priority Areas and Strategic Outcomes 

Council delivers activities and services across the six Key Priority Areas set out in the Strategic Plan 

2015-2025 and the Strategic Delivery Plan 2015-2020. The Key Priority Areas are: 

Key Priority Area 1: A safe, healthy and supportive community 

Kingborough’s community profile is always changing and Council must respond with local services that 

best meet these changing needs. The population is ageing and the number of retired people will 

increase significantly over time. People grow older and stay healthy and active for longer, which 

enables them to play an important role within their communities. The cultural make-up of the 

municipality is changing, adding to the richness of community life. Kingborough’s location with respect 

to Hobart and its other lifestyle advantages, also mean that it is an attractive place for young families. 

Improved facilities and activities for children and younger people need to also be provided. 

There are a number of potentially vulnerable people within the community, including the elderly, 

people with disabilities, young people, the long term unemployed and people from culturally and 

linguistically diverse backgrounds. There are many community organisations within Kingborough that 

work closely with these groups. Council will continue to work closely with these organisations, 

stakeholders and service providers in order to understand and respond to the needs of those who are 

more disadvantaged. Kingborough needs to be a welcoming place for everyone. 

A socially inclusive community offers opportunities for all to participate in different social, cultural, 

economic and political ways. A socially inclusive community also ensures that every community 

member has access to necessary services and public places. Council will review policies and programs 

to ensure that our services and facilities are accessible to the whole community, while providing 

opportunities for everyone to participate in their community. Council will recognise the changing 

demographics of the community in its engagement, planning and program delivery. 



The Kingborough community will need to be resilient to future change – particularly in regard to future 

emergencies (eg bush fire, storm damage, coastal erosion) and Council has a role in building community 

capacity in the broader sense. Local support networks are important as well as public awareness of 

correct procedures and the availability of relevant information and assistance. 

In achieving this there are many challenges for Council and these include the need to: 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

understand the needs and requirements of key community service providers and stakeholders and 

identify Council’s related roles and responsibilities 

plan for and deliver services that are able to best respond to the changing local demographics 

define and communicate Council’s role in promoting social inclusion and equity 

work in partnership with community organisations and other levels of government to maximise 

participation opportunities for vulnerable members of the community 

offer equitable access to services and facilities, including design of public spaces that are 

accessible to everyone 

support the delivery of programs and events so that people are able to connect with each other by 

participating in community activities and civic life 

enable people to live within their local communities at all life stages (by providing education 

opportunities, available employment and aged housing) – “aging in place” 

provide facilities that enable young people growing up in the area to engage in a variety of 

activities – utilizing local playgrounds, sporting grounds, cycleways, pedestrian routes, 

entertainment options, etc 

for young people, it is also necessary to provide productive and useful activities that prepare them 

for the next phase of their lives 

ensure that the Kingborough Sports Centre continues to provide a focus for organised sporting and 

fitness activity, fulfilling a role in improving the health and well-being of the Kingborough 

community 

encourage local community organisations and initiatives (eg community gardens, men’s sheds, 

community fire brigades, service groups, sporting organisations, landcare, surf clubs etc) that build 

greater community capacity and resilience 

provide opportunities for local art, craft and cultural activities, both through making available built 

facilities and encouraging/facilitating local events/exhibitions – with an associated challenge being 

to determine Council’s level of involvement in facilitating and actually running community events 

(such as Love Living Locally) 

Council’s involvement in community development activities will always be limited by the available 

resources and a significant ongoing challenge will be in determining what services constitute ‘best 

value for money’ from a community perspective 

ensure that the future development of the former Kingston high school site incorporates 

community and recreational facilities that suit the unique community needs within central 

Kingston 

fulfill a number of legislated public health obligations and raise local awareness about the 

importance of personal health and well-being – mainly in regard to immunisations, food safety, air 

pollution and noise concerns and recreational water quality 

provide emergency management support, primarily through the provision of community recovery 

services and building community awareness and resilience in preparation for such emergencies 



Strategic Outcomes 

1.1 A connected, supportive and thriving community. 

1.2 Opportunities available for all ages, abilities and backgrounds. 

1.3 Safe, active and health communities. 

1.4 Convenient and attractive community spaces. 

1.5 A community that celebrates its arts, culture and place. 

1.6 Community capacity to deal with hazards and disasters. 

Key Priority Area 2: Sustainable land use and infrastructure management 

Kingborough’s population continues to grow. This rate of population growth has been amongst the 

highest in Tasmania for many years and this is expected to continue in the future as more land suitable 

for residential development is planned to be released during the life of this Strategic Plan. This means 

that Council must provide a good forward planning framework that ensures future land use and 

infrastructure needs are accommodated. Ad hoc development will lead to unsustainable outcomes and 

a coordinated and proactive regime of strategic land use and infrastructure planning is essential. 

Council will continue to improve its planning system and related services and will take a strategic 

approach to potential development and urban renewal sites. We will maximise the public benefits of 

development opportunities and will continue to strategically meet infrastructure requirements. We will 

use our planning system and the use of particular landholdings to facilitate more commercial, industrial, 

residential and community use within and around central Kingston. Council’s role as a statutory 

planning authority (and as the building permit authority) is critical in ensuring there is an objective and 

professional approach adopted when assessing and determining future development proposals. 

Future development within Kingborough will rely upon the plans that Council makes for future land use, 

public infrastructure and transport solutions. There will be particular projects that have a high priority 

because they will ensure that Kingborough has the infrastructure and transport capacity to sustain and 

promote economic growth. Council will advocate for and work with all levels of government to ensure 

that the regional infrastructure network enables future transport flows while minimising the adverse 

impacts on residential and commercial areas. Key infrastructure projects include upgrading the main 

streets within central Kingston, upgrading Osborne Esplanade in Kingston Beach and the Spring Farm 

Road link through to Welcome View Drive. 

Kingborough should be accessible and connected through efficient transport and digital networks. 

Transport links, both within and out of the municipality, need to be well maintained and upgraded 

where necessary. Local parking should be sufficient to meet the needs of the main urban centres – with 

the improvement of parking within central Kingston, Kingston Beach and Margate representing high 

priorities for Council. The safe and accessible connections for pedestrians and other modes of public 

transport need to be promoted. Similarly, we should also promote the use of digital networks and the 

opportunities provided by the roll-out of the NBN for industry sectors, households and community 

groups. 


 

 

maintain a land use strategy for the whole municipality that is up to date and provides the basis 

for future planning scheme amendments and infrastructure upgrades 

promote an increased use of public transport by residents and visitors 



improve the opportunities for pedestrian and cycling access and promote the benefits of walking 

improve public parking conditions in the urban centres and in particular adopt a more strategic 

approach within central Kingston where parking shortages will increase over time – particularly 

for all-day parking 

promote digital connectivity for industry, households and the community 

advocate and collaborate with other councils and the state government to address regionally 

significant land use, infrastructure and transport solutions 

develop and take a strategic approach to development sites in order to facilitate private 

investment and to maximise the public benefits of their development 

ensure that the preparation of a new planning scheme meets Kingborough’s future needs and 

addresses the community’s expectations – there is the potential for a uniform state-wide system 

to not take into account local needs 

assess and upgrade the capacity of existing stormwater infrastructure to adequately cope with 

existing flows and increased flows in the future – in response to historic stormwater problems 

where previously built infrastructure has proven to be inadequate – major upgrades are now 

necessary in many urban areas and provision needs to be made to require new development to 

accommodate increased future flows 

implement asset management plans that effectively maintains and replaces public infrastructure 

(roads, drainage, footpaths, parks etc) in an ongoing sustainable manner 

work closely with TasWater to ensure that water and sewerage infrastructure is upgraded in a 

timely manner that enables relevant land development strategies to be implemented 


2.1 Strategic plans provide the necessary guidance to manage future development and 

infrastructure needs. 

2.2 Community infrastructure is enhanced, replaced and maintained. 

2.3 Development is of a high quality, with due consideration given to public amenity, heritage, 

landscape, easy access, sustainable design and efficient approval processes. 

Key Priority Area 3: A healthy natural environment 

Kingborough has many natural attractions and environmental values that warrant protection. This 

means that Council must implement a combination of regulatory, educational and on-ground 

mechanisms that facilitate this necessary protection. These all need to complement each other and be 

mutually supportive. This requires a proactive coordinated approach with Council showing the 

necessary leadership and capacity to support local community initiatives. 

Council will engage with other councils and organisations to manage our natural assets and to minimise 

the adverse impacts of development and land use on the natural environment. We will demonstrate 

environmental leadership by reducing the environmental footprint of Council and implement best 

practice in regard to waste management. 

Council will continue to work with the community and stakeholders to further improve the quality of 

the air and water. By doing so, we will continue to contribute to the healthy lives of our community. 



Climate related events and weather patterns will require greater community resilience, most notably in 

regard to risks from river flooding, coastal storm surges, sea level rise, stormwater runoff, bushfires and 

heat. Council will build resilience by future proofing our infrastructure and assets. In responding to 

future climate change, Council must also reduce its own carbon footprint and promote greater energy 

efficiency within the community. 


 

 

 

 

 

 

 

reduce Council’s and the community’s impact on the natural environment and to minimise the 

impact of future development proposals 

better manage a variety of natural resource management issues such as protection of 

biodiversity, weeds, cat control, coastal management, visual landscape, vegetation within urban 

areas, wastewater management, etc – each of these require Council to investigate and 

determine the appropriate response to particular site conditions, together with ensuring that 

appropriate regulatory regimes are in place 

contribute to air and river/coastal water quality by monitoring local conditions and working 

cooperatively with the community, business and other stakeholders 

develop appropriate climate change mitigation and adaptation responses as the impacts become 

increasingly apparent at local levels – particularly in coastal areas where there is the greatest risk 

of storm surge inundation or erosion, and in regard to stormwater and bushfire management 

keep up to date with new information as it becomes available and to commission or carry out 

further investigations into matters that provide the most needed information for future decision 

making 

provide waste management services that are convenient, safe and encourage the re-use and 

recycling of material, and which in turn reduces the amount of waste that is taken to landfill 

provide relevant and useful information to the community so that they understand the 

environmental issues that pertain to Kingborough and why certain controls need to be in place – 

public awareness levels need to be raised in order to reduce financial risk and to protect 

Kingborough’s natural character and values 


3.1 The values of the natural environment are protected and enhanced through strategic and 

coordinated natural resource management. 

3.2 Sustainable land and waste management practices are adopted by landowners, contractors, 

businesses, government agencies and the general community. 

3.3 The condition of the environment is improved through local communities being provided with 

information and opportunities for active engagement. 

3.4 Proactive measures address the adverse impacts of natural hazards on the potential use or 

development of land. 



Key Priority Area 4: A vibrant local economy 

Kingborough should be able to offer a diverse and vibrant urban/rural environment and lifestyle that 

can attract and retain creative people and drive innovation in businesses and industries. Council will 

need to work productively with other relevant stakeholders in order to understand how to best achieve 

this. 

The quality of the urban environment needs to be improved. Council’s role in providing public 

infrastructure and controlling future development is important in providing a varied and vibrant urban 

environment – including the presence of diverse communities, cultural and community spaces, public 

open spaces, places for learning and development, spaces for artistic activities, business incubators and 

a variety of residential opportunities. Council needs to better understand the needs of the retail sector, 

establish appropriate support mechanisms, support the establishment of creative industries and utilise 

the opportunities that will occur in the redevelopment of the former Kingston high school site. 

Kingborough should be a place where people choose to live, work and play. It should have a much 

greater level of economic self-sufficiency. Local services, shops and employment opportunities should 

be more conveniently available within Kingborough. This complements and is driven by the need to 

improve liveability, residential amenity and the quality of local commercial areas (particularly central 

Kingston) – together with improving the availability of parks, open spaces and community facilities, 

cultural events, recreational and sporting activities, and a general environment that is safe and secure. 

People will want to live in Kingborough if Council is able provide and continually enhance these types of 

facilities. 

Council will need to develop a more strategic and dedicated approach to securing economic investment 

within Kingborough in order to encourage ongoing economic activity and vibrancy. Future economic 

activity is likely to be mainly in the service and knowledge based industries. There are also 

opportunities to attract and support public events that promote local businesses and attract visitors. 

Our parks, open spaces and built assets are important venues for such activities. Council will need to 

optimize its offer of venues and promote Kingborough as a preferred destination for different types of 

events. 

Tourism is an increasingly important industry for Kingborough. It will be necessary to continue to work 

with regional tourism bodies, the Huon Valley Council and operators to continually improve the quality 

and diversity of Kingborough’s tourism offering. Kingborough needs to be promoted as a tourism 

destination with a range of high profile signature experiences to attract both visitors and investors. An 

effective tourism marketing and development program will also attract new residents. 


 

provide an environment that is conducive to business and development – in that Council has 

appropriate advisory and regulatory programs in place that facilitate the establishment or 

expansion of local businesses 

better relate to the business community within Kingborough in a more proactive manner – 

including how to best explore local area planning and infrastructure issues, together with a more 

coordinated approach being adopted within local business communities 

 

determine how Kingborough can be actively promoted in the most effective manner in order to 

encourage visitors and tourists – which then also leads to future investments within Kingborough 

by businesses servicing those tourists or by visitors that decide to live or invest in the area 



eview the way tourism is marketed within Kingborough in regard to the ‘brand’ that is most 

effective for our area and Council’s role in promoting that ‘brand’ and supporting it with 

appropriate planning direction and infrastructure developments 

promote and attract major events and support these to ensure that there is a diverse annual 

events calendar 

support sustainable population growth, bearing in mind that over the next 20 years Kingborough 

is expected to have the greatest population growth compared to any other municipality in 

Tasmania 

facilitate direct investment in the local economy in order that local services are provided to the 

growing population and that employment opportunities are provided – this aims to achieve an 

increased level of self- sufficiency and to reduce Kingborough’s past reliance on Hobart for 

services and employment 

progress the future development of the former Kingston high school site in accordance with the 

adopted Development Plan – this project being the largest and most complex single project that 

Council will be responsible for over the next 10 years, carrying with it many challenges (relating 

to financial risks, project management, meeting community expectations, facilitating commercial 

investment, etc) 

encourage the development of other key commercial and residential sites – in that they have the 

potential to greatly improve local commercial business districts or to accommodate the 

anticipate population growth – both of which are important in further stimulating the local 

economy 

determine Council’s level of involvement in economic development and tourism activities 

bearing in mind that this is a very competitive space and therefore decisions will need to be 

made as to how proactive Council should be 


4.1 A dynamic and prosperous economy that is attractive for business investment. 

4.2 Visitors and new residents are attracted to come to Kingborough. 

4.3 Vibrant central and local business districts. 

Key Priority Area 5: Community leadership 

Council is a provider of services and facilities to the community. The ultimate determination of whether 

Council is providing the right services to promote healthy, prosperous lifestyles will be greatly 

influenced by how well we engage with the Kingborough community. Council should continue to 

improve the opportunities for community engagement such that it reaches the broadest cross-section 

of people within our community. A clear message should be portrayed that everyone’s opinions on 

issues are important. 

Council operates on behalf of the community and will continue to deliver high quality services, 

represent and advocate for the community’s interests and liaise with all of our stakeholders to achieve 

community goals. Council needs to communicate consistently and effectively with our community, 

businesses, visitors, institutions, investors and government agencies. 



By understanding the real issues that affect the Kingborough community, Council can then promote 

projects and programs that are most needed. External grant opportunities need to taken up wherever 

they can help to fund services or infrastructure that is both needed and might not be otherwise 

provided if Council’s own resources were solely relied upon. Advocacy is an important role and the best 

interests of the community need to be effectively represented. This will most often be to the State and 

Federal governments. 

Council should also be an organisation that is in touch with its region and is keen to work cooperatively 

with other councils. Mechanisms should be in place to enable this and Council should be actively 

involved in regional forums and projects. Kingborough’s relationship with its two neighbouring 

councils, Hobart and Huon Valley, is particularly important. Opportunities should be identified to work 

closely with these two individual councils and others in southern Tasmania where there are clear 

mutual benefits. 

The next few years will be critically important for all councils within Tasmania as calls for local 

government reform increase. Council will need to show clear leadership in this regard and be able to 

ably represent the Kingborough community in order to obtain the best outcomes. Good relationships 

will need to be maintained with neighbouring councils and the State government, plus an ability to 

work constructively within such forums as provided by LGAT or other regional bodies. 


 

 

 

 

 

 

develop and consistently implement communication mechanisms and processes that most 

effectively reach and engage with the Kingborough community 

improve the accessibility and usefulness of Council’s website, taking into account the fact that 

most people will need this to obtain more detailed information on Council’s policies, procedures, 

proposals and reports 

collaborate on regionally relevant issues so that efficiency advantages can be gained through 

resource sharing 

respond to the new information and negotiated changes that will occur as part of the ongoing 

local government reform process and to utilise the opportunities provided within LGAT and 

other forums that best engage with the State government 

determine those matters which Council needs to focus on most in regard to lobbying higher 

levels of government for improved service levels or additional funding 

determine how Council can most effectively work with local businesses in a coordinated manner 

and to generate a higher levels of engagement than currently exists 


5.1 The local community is well informed and engaged with Council. 

5.2 The community is well represented at regional and State government levels. 

Key Priority Area 5: A well administered organisation 

Good governance ensures that Council is accessible and makes sound decisions, meets its statutory 

obligations, maintains its organisational sustainability and provides effective services. Accountability 

requires that decisions are made on the basis of relevant and complete information, including 



information about the implications of decisions and alternative options. This information needs to be 

up-to-date and consider the need to respond quickly to changing circumstances. 

Council is required to meet a number of statutory obligations. These are important responsibilities as 

they enable Council to provide for the health, safety and welfare of the community, represent and 

promote the interests of the community and provide for the peace, order and good government of the 

municipal area. In doing so, Council must consult, involve and be accountable to the community. In 

addition to these statutory obligations, Council may undertake other roles and responsibilities that 

generate wider social, economic and environmental benefits. Good governance ensures that services 

and operations are conducted within the organisation’s financial capacity and that policies and 

procedures always consider the need to be fully accountable to the ratepayers. 

Council’s sustainability should be continually improved and the changing service expectations need to 

be met while operating in a tight financial climate. This will be achieved by strengthening the Councils 

financial sustainability, workforce capacity and safety, sustained commitment from elected members 

and effective risk and asset management processes. Corporate planning documents (like the long term 

financial plan) need to be prepared in a consistent and integrated manner and should fully encompass 

all of the Council’s business areas. 


 

 

 

 

 

 

 

ensure that Council’s decisions are made on the basis of accurate and relevant information and 

therefore to have the systems in place that enable adequate investigations and consultation to 

occur 

continually improve the standard of Council’s service delivery despite limited resources 

actually manage the public assets, facilities and services in a manner that is consistent with the 

Strategic Plan – that is to accurately reflect the intended strategic directions set by Council 

maintain a financially sustainable organisation within an environment where there limited 

resources and increased public expectations – proactively manage the Council’s financial risk 

profile 

manage Council’s large property portfolio in a more coordinated manner and address the many 

different individual site management challenges 

strengthen the workforce capabilities and skill levels over time despite experienced staff leaving 

and new demands always being placed upon staff 

comply with all legislative obligations and ensure enforcement activities are conducted in a 

manner that is both legally correct and socially acceptable 


6.1 Internal financial and governance arrangements are maintained to a high standard. 

6.2 A customer service oriented organisation. 

6.3 Legislative obligations are met. 



1.4 Organisational Structure 

The Council delivers goals and key objectives through a staffing structure of seven departments that deliver a number of business and service programs. The 

following diagram describes the departments and business activities of Council. 



2. Key Corporate Functions and Strategic Actions 2016-2017 

The strategic actions outlined in this Annual Plan are referenced to the relevant sections of the Strategic 

Delivery Plan 2015-2020. 

2.1 Governance 

The elected Council is responsible for providing leadership and good governance to the Kingborough 

community. The Council is required to operate within the legislative framework established for local 

government in Tasmania. The Council is required to appoint a General Manager for a term not 

exceeding five years and the Local Government Act 1993 outlines the role of the General Manager. The 

General Manager is responsible for ensuring that the Council is provided with professional advice and 

support in its strategies and policy making roles. 

Expenditure 

(Revenue) 

Net Cost 

$ 

Governance: 

Elected Council 

Executive 

Management 

This includes the Mayor and Councillors’ expenses and associated 

support, including the conduct of Council elections. It also provides 

for a wide range of civic and community programs including 

Kingborough’s Sister City relationship, donations to community 

groups, the Kingborough Enterprise Centre, LGAT, STCA, Derwent 

Estuary Program monitoring and emergency services. 

Provides strategic leadership and direction to Council through the 

coordination of resources. Focuses on managing the operations of 

Council in a professional manner and in accordance with the 

legislative requirements and Council policies. Manages the delivery 

of the Council’s strategic and secretariat function including Council 

agendas and minutes, the management of organisational policies 

and By-laws, and attendance to Council’s statutory and legislative 

imperatives. 3,934,128 

(27,533,000) 

(23,598,873) 

Emergency 

Management 

In accordance with statutory requirements Council has an obligation 

to contribute to emergency management. 

75,523 

(500) 

75,023 

Fire Accounts 

In accordance with statutory requirements, Council collects State 

Government levies from property owners for the operations of 

volunteer and permanent fire brigades. 1,458,080 

(1,458,080) 

0 

Key Actions from the Strategic Delivery Plan 

1.6.1.1 Continue to develop and implement Council’s Emergency Management Plan and 

Community Recovery Plan and educate and protect residents and property owners 

about all potential hazards. 



1.6.1.2 Coordinate a community based Emergency Management Committee and organise 

activities that ensure the community’s readiness for emergency situations. 

1.6.1.5 Develop and implement the Kingborough Bushfire Hazard Management Policy. 

1.6.2.2 Determine the capacity of local communities to respond to natural disasters and their 

potential increase in frequency or severity due to climate change. 

1.6.2.3 Maintain the Resilience Kingborough website and utilise other social media and 

communication options to raise community awareness. 

5.1.3.1 Implement a program of local community consultation that aims to obtain more 

information about particular issues of local concern. 

5.1.3.2 Review the existing Special and Advisory Committees of Council and identify the need 

for any additional Committees. 

5.2.1.1 Actively participate in both the Southern Tasmanian Councils Authority and the Local 

Government Association of Tasmania. 

5.2.2.1 Explore opportunities for resource sharing with other Councils, together with any other 

relevant organisation. 

5.2.2.2 Provide a clear public statement that outlines Council’s position on such matters 

relating to Council amalgamations and revise this as necessary. 

5.2.3.1 Develop a list of prioritised issues and associated lobbying strategies that can then be 

used as the basis of an active advocacy program implemented by the Mayor and 

General Manager. 

5.2.3.2 Advocate for improved access to NBN and other telecommunication services to all areas 

of Kingborough. 

6.1.1.1 Develop and maintain an integrated strategic and operational planning process that 

meets legislative requirements. 

6.1.3.1 Maintain a set of policies that set clear directions and form a basis for Council in 

applying correct processes and procedures. 

6.1.4.3 Investigate the relocation of the Council Depot and the future development and/or 

disposal of the existing property. 

6.2.2.2 Regularly review and update governance and corporate policies and procedures to 

ensure they are up to date. 

6.2.2.3 Support the outcomes of the staff engagement survey, undertake further consultation 

and increase staff involvement in developing service delivery improvements. 

6.3.1.2 Conduct and report on an efficiency review of Council’s regulatory activities with the 

aim to eliminate any unnecessary ‘red tape’. 

6.3.2.1 Prepare a coordinated inter-departmental compliance and enforcement policy with 

associated procedures that ensure a consistent whole of council approach. 



6.3.2.4 Review existing by-laws and develop associated procedures for their effective 

implementation. 

6.3.3.1 Provide training and administrative support to elected members so that they are able to 

fulfill their roles effectively. 

2.2 Corporate 

Council aims to provide professional corporate support services across the organisation through strong 

financial management and human resources practices, as well as responsive and flexible information 

systems. 

Expenditure 

(Revenue) 

Net Cost 

$ 

Organisational 

Development 

Finance 

Information Services 

Responsible for the development of Council’s organisational and 

employee development programs. Develops and implements 

strategies, policies and procedures through the provision of 

human resources, industrial relations and work health and safety. 

Manages the corporate communications function. 

Provides financial based services to both internal and external 

customers including the management of Council’s finances, 

financial reporting systems, management of financial assets, risk 

management and insurances, payroll and the raising and 

collection of rates and charges. 

Responsible for the delivery of information technology and 

communications. Key functions include customer service, 

records and information management, provision 

and maintenance of IT hardware and application 

software, website management, helpdesk support, 

telecommunications and provision of hosted services to the Huon 

Valley Council. Responsible for the Civic Centre building 

management. 

430,560 

(0) 

430,560 

2,156,335 

(910,000) 

1,246,335 

1,724,695 

(12,000) 

1,712,695 


Organisational Development 

1.1.4.4 A broad range of communication strategies are implemented in order to ensure equal 

access to information. 

5.1.1.1 Review Council’s Kingborough Communication Policy and Corporate Communications 

Strategy so that they ensure the most effective delivery of information and community 

engagement. 

5.1.2.2 Generate media stories which emphasise Council’s key values and messages and 

highlight Council’s decisions, achievements and services. 

6.2.3.1 Apply contemporary human resource conditions and explore opportunities that 

Kingborough Council Annual Plan 2016/17 Page | 17 


einforce Council’s ability to provide a supportive work culture. 

6.2.3.2 Review and update human resource policies as required. 

6.2.3.4 Develop an annual Workforce Action Plan which prioritises key issues and priorities for 

workforce planning, recruitment and training. 

6.3.1.3 Drive a culture of safety and ensure Council’s staff safety strategies and standards 

continuously improve and meet legislative requirements. 

6.3.2.3 Negotiate and finalise a new Enterprise Bargaining Agreement. 

Finance 

6.1.1.2 Develop systems and procedures to minimise organisational risk and address 

business continuity for critical functions. 

6.1.4.1 Compile a register of all Council owned properties for use as a basis for further 

administrative action. 

6.1.5.1 Review the relevance of the Long Term Financial Plan and whether its objectives are 

being met. 

6.1.5.2 Financial accountability is demonstrated through public reporting, independent 

auditing and strong internal financial management and controls. 

Information Services 

3.4.1.1 Maintain a comprehensive GIS database that includes all available natural hazard 

information and promote its public accessibility. 

5.1.1.3 Improve the potential for community engagement by increasing the use of 

contemporary on-line collaboration/consultation tools. 

6.1.2.1 Maintain an Information and Communications Technology (ICT) strategy which is 

innovative and transformational in its support of Council activities and the provision 

of services to the community. 

6.1.2.2 Expand the provision of contemporary and cost effective online services through a 

variety of delivery channels. 

6.1.2.3 Utilise an information and communications technology (ICT) users group to facilitate 

optimum utilization and ongoing development of ICT within Council. 

6.1.2.4 Replace the existing Telstra Spectrum based telephone system with IP based unified 

communication telephony system. 

6.1.2.5 Replace Council’s Financial and Asset Management Information Systems. 

6.2.1.1 Monitor and evaluate customer service standards and recommend the changes 

required to improve performance. 

6.2.1.2 Ensure that information provided on Council’s website and at the counter is up to 

date and is presented in a manner that is appealing and helpful. 

6.2.1.3 Develop and implement a Customer Service strategy. 



2.3 Community Planning and Development 

Council aims to deliver a diverse range of services, programs and facilities necessary to maintain and 

build a healthy and sustainable community. 

Council also aims to provide clear policy and sound practice to effectively manage land use, natural 

resources, environmental health, public health and building activity and the safety, function and 

convenience of places within Kingborough in accordance with its statutory obligations. 

Community Services: 

Community and 

Economic 

Development 

Works in partnership with local and regional communities, state 

and federal government and non-government agencies and the 

private sector to deliver a diverse range of services, programs 

and facilities necessary to maintain and build a healthy and 

sustainable community now and into the future. 

Expenditure 

(Revenue) 

Net Cost 

$ 

Community and 

Recreational 

Services 

Arts and Culture 

Family Day Care 

Manor Gardens Club 

Sports Complex 

Facilitates a diverse range of community development activities 

that build community capacity and contributes to community 

wellbeing. Key programs include youth services, recreational 

planning, community events and externally funded programs. 

Following the development of the Kingborough Arts and Culture 

Strategy the Council employed an Arts and Cultural Officer to 

work with the community on implementation of the strategy. 

This area also includes the Kingston Beach Digital Hub, a fully 

funded initiative of the Australian Government. 

Council’s Family Day Care coordination unit manages a program 

which provides quality home based childcare for babies and 

children up to 12 years of age in the homes of registered family 

day care educators. 

Manor Gardens Club is a purpose built day respite Centre for the 

older people in the Kingborough community who are frail, 

socially isolated or experiencing dementia. The Club is funded 

through the Home and Community Care Program. 

The Kingborough Sports Centre is a sporting and recreational 

facility which provides sporting activities including basketball, 

netball, volleyball, indoor soccer and cricket, squash, a fitness 

centre and table tennis. 

Environmental Health Manages and undertakes responsibilities in respect to 

environmental and public health, the protection of 

environmental amenity, natural resource management and 

related matters; including awareness, compliance and 

enforcement of environmental regulatory functions. 

Compliance 

Carries responsibility for the monitoring and compliance with 

local government regulations, By-laws and statutory regulations, 

in particular for animal ownership, parking regulations and fire 

hazard abatements. 

926,740 

(39,684) 

887,056 

118,913 

(6,600) 

112,313 

1,412,240 

(1,398,800) 

13,440 

614,073 

(558,787) 

55,285 

1,452,475 

(895,565) 

556,910 

594,243 

(97,900) 

496,343 

461,235 

(260,860) 

200,375 



Natural Resource 

Management 

Building and Plumbing 

Town Planning 

Provides professional and technical capacity in strategy, policy 

and operational functions associated with natural resource 

management and weed management in the municipal area. 

Expenditure 

(Revenue) 

Net Cost 

$ 

870,448 

(45,000) 

825,448 

Administers and enforces requirements under legislation and 

standards relating to the health, safety and structural adequacy 

of all building and plumbing work proposed within the municipal 

area. Works to protect the safety and convenience of the public 

by applying appropriate compliance standards to Council owned 

buildings. 571,465 

(388,000) 

183,465 

Responsible for the administration and implementation of the 

Kingborough Planning Scheme and Council responsibilities under 

the Land Use Planning and Approvals Act 1993. Implements 

relevant legislation and Council policies in relation to the use and 

development of land and ensures the protection of natural 

resources within the jurisdictional responsibility of the Council. 

Approves and supervises private engineering development 

activities such as subdivisions and infrastructure. 1,422,623 

(390,000) 

1,032,623 


Community and Economic Development 

2.2.5.1 Liaise with Metro Tasmania in order to identify opportunities for improved bus 

services – including an improved main interchange within Kingston, park-and-ride 

facilities and additional and more frequent services in more outlying areas. 

4.1.1.1 Prepare and implement a Kingborough Economic Development Strategy. 

4.1.2.1 Support the activities of the Kingborough Community Enterprise Centre in providing 

advice to prospective and existing small businesses. 

4.2.1.2 Identify branding and marketing opportunities to assist local food and wine producers 

promote their products and attract visitors to the area. 

4.2.2.1 Review and update the Bruny Island tourism strategy. 

4.2.2.2 Prepare a tourism signage strategy for Bruny Island that deals with advertising, 

directional information signage in a coordinated and attractive manner. 

4.2.2.3 Liaise with the State Government in regard to improving the condition of tourism 

infrastructure at Kettering and Roberts Point Bruny Island ferry terminals. 

4.3.2.1 Coordinate the construction of essential infrastructure within the former Kingston 

high school site and the development or disposal of adjoining land parcels in 

accordance with the adopted Development Plan. 

4.3.2.2 Arrange for the design and construction of the proposed Community Hub and public 

open space areas. 



4.3.2.3 Provide up to date information on the redevelopment of the high school site that 

engages the community and prospective investors, such as simulated urban 

development scenarios. 

4.3.3.1 Ensure that local planning exercises incorporate opportunities for further 

development to occur within suburban and town centres. 

4.3.3.2 Liaise with potential investors and local businesses in regard to the development 

opportunities within suburban and town centres. 

Community and Recreational Services 

(incorporating Family Day Care, Manor Gardens and Sports Centre) 

1.1.1.1 Provide an annual community grants program to assist the establishment of new 

activities or services that provide a public benefit. 

1.1.1.2 Review contemporary statistical information and recent community surveys to better 

understand the needs and profile of the Kingborough community and as a basis for 

being able to appropriately respond to those needs. 

1.1.2.1 Assess the capacity of local communities to support the existing and future levels of 

community activity, bearing in mind the ageing demographics of local areas. 

1.1.2.2 Continue to operate the Kingborough Volunteer program, while at the same time 

continuing to seek external funding support. 

1.1.3.1 Recognise the valuable contribution made by volunteers within the community 

through the Australia Day Awards and other civic volunteer recognition events. 

1.1.3.2 Conduct an annual event to celebrate Volunteer Week. 

1.1.4.2 Council is involved in events that celebrate cultural difference and significance (eg 

Harmony Day, Peace Festival). 

1.2.1.1 Review and implement the Kingborough Youth Policy and Strategy. 

1.2.1.2 In conjunction with other organisations, deliver a range of activities that support 

young people, including holiday programs, training and counselling. 

1.2.2.2 Continue to operate the Manor Gardens Day Respite Centre and plan for a future 

relocation in order to facilitate an expansion of existing services. 

1.2.3.2 Develop a range of family-focused activities that promote well-being and healthy 

lifestyles. 

1.2.3.3 Initiate programs that give effect to Child Friendly City principles. 

1.2.4.1 Support the introduction of accessible education and training programs within 

Kingborough and measures taken to support young people remaining within the 

education system. 

1.2.4.2 Conduct training programs at Council’s Youth Centre. 

1.3.1.4 Promote opportunities for local residents to access affordable, healthy and local fresh 

food. 

1.3.2.1 Continue to operate the Kingborough Sports Centre and progressively improve the 

efficiency and quality of the services provided therein. 

1.3.2.2 Ensure that all recreational and sporting facilities are being used to the fullest extent 

possible without resulting in excessive maintenance costs. 



1.3.2.5 Review Council’s policies in managing sports grounds in regard to fees, maintenance 

and further development. 

1.3.2.6 Continue to provide and support community events, through advice, permits, grants 

and on-ground assistance. 

1.3.2.7 Develop activities and programs that engage the community in outdoor recreational 

and awareness raising activities. 

1.5.1.1 In conjunction with the Kingston High School, maximise the community access to and 

usage of the Kingston Performing Arts Centre. 

1.5.2.1 Review and update the Arts and Cultural Development Strategy. 

1.5.2.2 Identify opportunities to display public art features and implement a program to 

progressively install these works. 

1.5.2.3 Conduct and support community events that celebrate local artistic endeavours and 

cultural diversity. 

1.5.3.2 Further develop the event management guidelines so that they best suit the needs of 

external event managers. 

2.2.6.3 Prepare a 5 year strategic plan for the Kingborough Sports Centre that includes an 

asset and building maintenance plan and addressed future operational and 

infrastructure needs. 

3.2.3.7 Facilitate the promotion and provision of improved recycling facilities at community 

events. 

3.3.3.1 Identify opportunities to further develop the existing network of walking trails and 

other Council managed natural areas within Kingborough. 

3.3.3.2 Further develop existing walking trail brochure material to highlight the 

environmental and historical features of the areas through which these trails pass. 

4.1.2.4 Support the further development of local businesses that focus on creative and 

artistic products that reflect Kingborough’s inherent attractions 

Environmental Services 

(incorporating Natural Resource Management) 

1.3.1.1 Coordinate and implement immunisation programs in accordance with National Health 

and Medical Research Council Immunisation Schedule. 

1.3.1.2 Work with key stakeholders in regard to public health awareness on issues such as 

smoking, obesity, nutrition and alcohol usage. 

1.3.3.2 Undertake a targeted food surveillance program to monitor compliance with food 

safety legislation and increase food business’s awareness and understanding. 

1.6.1.3 Continue to develop and implement Council’s Public Health Emergency Management 

Sub-Plan. 

1.6.2.1 Develop and implement a Climate Change communication strategy based on the case 

studies undertaken at Kingston Beach and Adventure Bay. 

2.1.1.5 Provide up to date information on the potential extent and impacts of climate change 

so that this can be incorporated within infrastructure asset management planning and a 

review of relevant land use and development controls. 



2.3.1.6 Prepare and maintain Council’s contaminated sites register and utilise this when 

assessing land use and development proposals. 

2.3.1.7 Identify environmentally relevant Level 1 activities (under EMPCA) and prepare a 

strategy for ongoing best practice monitoring and management. 

3.1.1.1 Catchment management plans for priority catchments are to be developed and 

implemented as resourcing allows and in partnership with stakeholders. 

3.1.1.2 Undertake recreational water sampling of local beaches to monitor water quality and 

ensure that these environments are suitable for public use. 

3.1.1.3 Identify those unsewered locations that exhibit signs of domestic wastewater pollution 

and arrange for landowners to upgrade their onsite wastewater management systems. 

3.1.1.4 Identify key stormwater outfalls that potentially impact on recreational or 

environmental values and determine any likely causes of pollution. 

3.1.2.2 Implement a public awareness program that increases the community’s awareness of 

the significant values protected within the Council’s reserves network. 

3.1.3.1 Implement the Kingborough Weed Management Strategy 2015-2025. 

3.1.3.2 Manage weeds on Council reserves and roadsides and raise community awareness 

about how to eradicate noxious weeds on private land. 

3.1.3.3 Participate in regional and state-wide programs that provide coordinated responses to 

invasive species. 

3.1.3.4 Continue to facilitate and implement the Kingborough Cat Management Program. 

3.1.4.1 Provide the community with support and constructive avenues for engagement in 

marine and coastal issues. 

3.1.4.2 Investigate the opportunities to develop a coastal policy for Kingborough and identify 

how this might link in with associated policies at a State level. 

3.1.4.3 Identify Council managed coastal areas that require rehabilitation and/or protection 

and implement a program to progressively undertake this work. 

3.1.5.1 Work with the State Government and partners to initiate and implement recovery 

actions, threat abatement and data collection. 

3.1.6.2 Commission research and investigative studies on coastal vulnerability, policy 

implications, mitigation works and ecosystem-based adaptation opportunities. 

3.2.1.1 Support and participate in the work being done by the Derwent Estuary Program. 

3.2.1.2 Support and participate in the work being undertaken as part of the D’Entrecasteaux 

and Huon Collaboration. 

3.2.2.1 Provide public information on and review when necessary Council’s regulatory 

requirements for vegetation clearance. 

3.2.2.2 Implement Council’s biodiversity offsets policy and the program of works that is 

required to properly expend the collected funds. 

3.2.2.3 Prepare and publicly release easily understood information about Council’s regulatory 

requirements and general advice in regard to a broad range of environmental 

conservation related matters. 



3.2.2.4 Review Council’s own internal planning, design, auditing and works practices and those 

adopted by contractors to Council in order to minimise the potential for environmental 

impact. 

3.3.1.1 Local community care groups are actively supported with technical advice and provision 

of materials. 

3.3.1.2 Coordinate environmental education programs for specific groups including volunteers, 

community groups and schools. 

3.3.1.3 Promote and facilitate the use of native plants in public spaces and gardens where 

appropriate. 

3.3.2.1 Coordinate the Antarctic Experience program and liaise with other councils and 

organisations to increase participation. 

3.3.2.2 Design and install interpretive signage and promotional material depicting natural 

values and recreational opportunities. 

3.3.2.3 Public events are organised to increase community awareness and participation in the 

care of local bushland and coastal areas. 

3.4.1.2 Further investigate the potential coastal erosion and impact of sea level rise on the 

most vulnerable coastal areas. 

3.4.2.1 Improve public awareness about the potential impacts of climate change and 

opportunities to reduce these impacts by making information available in accordance 

with Council’s communication strategy. 

4.1.2.3 Identify and support opportunities for both commercial and private generation of 

renewable energy. 

5.1.4.1 Develop and implement a program of energy efficiency improvements and installation 

of renewable energy technology on Council properties. 

5.1.4.3 Deliver a range of projects that provide the community with opportunities to 

participate in ‘citizen science’ and acknowledge the shared responsibilities in providing 

for a more sustainable future. 

5.2.1.3 Identify opportunities to progress strategic and legislative reform that achieves 

improved coastal management outcomes. 

6.1.1.3 Review all Council activities to identify opportunities for climate change mitigation and 

adaptation measures to be implemented, including new policies such as for energy use 

and greenhouse gas reduction. 

6.1.1.4 The Kingborough Climate Change Adaptation Policy and associated guidelines and 

procedures are reviewed annually. 

6.2.2.1 Review Council’s internal environmentally sustainable practices – such as in regard to 

waste management, energy use, vehicles etc. 

Compliance 

1.3.3.1 Deliver professional animal management services that aim to both protect public 

safety and raise public awareness about the appropriate control of animals. 

1.6.1.4 Implement an annual fire hazard abatement program. 

3.1.2.3 Review and update the Dog Management Policy for those areas declared a Sensitive 



Wildlife Habitat. 

6.3.2.2 Determine the appropriate compliance levels of service to be provided, based on 

delegated statutory requirements, projected future workloads and the community’s 

level of compliance expectations. 

Building and Plumbing 

6.3.1 Ensure that Council’s statutory and regulatory obligations are met and that this 

assists in orderly and safe activities occurring within Kingborough. 

Town Planning 

2.1.1.1 Complete a comprehensive review and update of the existing Kingborough Land Use 

Strategy, including the identification of land suitable for future commercial, industrial 

and residential development. 

2.1.1.4 Prepare a Development Contributions Policy that ensures that public infrastructure that 

is required to meet the need for growth is funded by those who cause the need for that 

infrastructure. 

2.1.2.1 Review the Kingborough settlement strategy (within the current Land Use Strategy) in 

order to confirm the extent of the urban growth boundary and the associated limits 

imposed on any future “urban sprawl”. 

2.1.3.1 Provide mechanisms that allow for the increase in housing density within appropriate 

areas, while also protecting the existing low density residential character in other 

suburban or peri-urban areas. 

2.1.4.1 Review the zoning of land within the Planning Scheme to determine whether any 

changes are necessary that better protects good agricultural land. 

2.2.2.2 Investigate and if possible determine a head of power that enables stormwater 

headworks requirements to be imposed on new development proposals. 

2.3.1.2 Prepare a new Heritage Code for the new planning scheme which includes a revised list 

of all sites with local heritage significance and which incorporates a public engagement 

process. 

2.3.1.3 Carry out a landscape character assessment of the municipality for incorporation 

within the existing Landscape Code in the planning scheme. 

2.3.1.4 

2.3.1.5 

2.3.2.2 

Assess development applications and building applications as required under 

legislation as efficiently as possible with mechanisms in place to continually improve 

service levels. 

Respond to proposals to establish a ‘state-wide’ planning scheme and ensure that the 

Kingborough planning scheme best reflects local needs and that the public is kept 

informed. 

Prepare urban design guidelines or “style guides” for future development in the main 

commercial centres that encourages sustainable building design, active street 

frontages, public safety, heritage protection, pedestrian amenity, visually appealing 

outcomes and taking into account an ageing population. 

3.4.2.3 Planning Scheme provisions are to be reviewed in light of more up to date information 

on climate change and best practice responses elsewhere. 



6.3.2.5 Review and update all of Council’s information sheets (both on the website and at the 

counter) to ensure they are up to date and most clearly explain the relevant regulatory 

requirements. 

2.4 Infrastructure and Services 

Council aims to provide strong management of the community’s assets by maintaining, operating and 

constructing Council’s infrastructure assets at a sustainable level that is acceptable and affordable for 

the community and meets statutory requirements. 

Engineering Services 

Works 

Kerbside Waste 

Collection 

Engineering Services is responsible for the development of 

future infrastructure planning strategies to ensure a high 

level of service to the community. The Department provides 

engineering and technical advice to Council and prepares 

and implements the annual capital works program. Other 

key functions include engineering design, tendering and 

contract management and supervision of works within the 

capital works program, policy development and day to day 

management of traffic and transport related issues, as well 

as the creation and maintenance of asset registers and plans. 

The Works Department provides services to maintain, 

operate and develop Council’s assets and infrastructure. It is 

responsible for the efficient delivery of Council’s annual 

maintenance programs, as well as specified capital works 

projects. It is also responsible for the purchase and 

maintenance of Council’s fleet, plant and equipment, an 

after hours emergency service for Council’s infrastructure 

and assets, as well as the operations of the Municipal Depots 

at Kingston and Bruny Island. 

Provides designated areas of garbage collection and kerbside 

recycling programs within the municipality. 

Expenditure 

(Revenue) 

Net Cost 

$ 

1,280,402 

(455,400) 

825,002 

655,753 

(168,000) 

487,753 

1,856,500 

(2,030,800) 

174,300 

Halls and Buildings 

Recreation and 

Reserves 

Solid Waste 

Management 

Carries responsibility for management and maintenance of 

Council’s community halls and public buildings. 

Carries responsibility for the management of all municipal 

parks, gardens and reserves. This includes reserves, 

playgrounds, public toilets, public open space, natural 

bushland and trees, tracks and trails and cemeteries. The 

unit also undertakes the maintenance of major sporting 

ovals and infrastructure. 

Ensures that appropriate waste management facilities are 

provided at Barretta and Bruny Island in accordance with the 

site licence conditions and Environmental Management 

Plans. This area is also responsible for the rehabilitation 

works associated with the former landfill site at Barretta. 

636,890 

(102,600) 

534,290 

3,856,048 

(84,000) 

3,772,048 

561,000 

(24,000) 

537,000 



Stormwater 

Transport 

Private Works 

Manages Council’s stormwater reticulation systems including 

street, easement and trunk drainage networks, pits and 

entry/exit structures, and natural waterways that form part 

of the drainage networks. 

Carries responsibility for the construction and maintenance 

of Council’s local rural and urban road network and the 

maintenance and management of footpaths, bridges, boat 

ramps, jetties, road reservations and street cleaning. 

Council undertakes private works on behalf of residents and 

developers relating to access to Council infrastructure. 

Council also has a contract with the State Government for 

maintenance of State roads on Bruny Island. 

1,200,000 

(945,000) 

255,000 

9,303,800 

(0) 

9,303,800 

528,000 

(660,000) 

(132,000) 


Delivery of the capital works projects in accordance with the Capital Works program for 

2016/17. 

Delivery of the annual maintenance projects in accordance with the scheduled program 

for 2016/17. 

1.1.4.3 Support is provided to Council’s Access Advisory Committee. 

1.4.1.2 Identify public open spaces within or near to the centre of the main business centres of 

each settlement that have the potential for enhancement and pathway connections. 

1.4.2.2 Upgrade and maintain existing walking trails in accordance with a prioritised program. 

1.4.2.3 Identify opportunities to provide additional or improved children’s playgrounds and 

implement a program of progressive installation. 

2.1.1.2 Review the Long Term Asset Management Plan and Asset Management Strategy. 

2.1.1.3 Council’s asset management database is to be maintained and reviewed so that future 

capital works can be scheduled appropriately and infrastructure correctly depreciated. 

2.1.2.2 Design future critical road links that will need to be constructed in response to 

population growth and traffic congestion (e.g. Spring Farm Road and Dayspring Drive 

extensions) 

2.2.1.1 Implement measures to ensure that more efficient road and drainage maintenance 

practices are achieved over time. 

2.2.1.3 Identify all sub-standard road junctions and locations where there are regular congestion 

problems and determine any necessary road improvements. 

2.1.4.1 Review the zoning of land within the planning scheme to determine whether any 

changes are necessary that better protects good agricultural land. 

2.2.1.4 Liaise with State Govt in regard to the construction of passing lanes at suitable locations 

on the Channel Highway between Woodbridge and Kingston. 

Kingborough Council Annual Plan 2016/17 Page | 27 


2.2.1.5 Review the maintenance and upgrade requirements of the Main Road on Bruny Island in 

conjunction with the State Government. 

2.2.2.1 Develop a Stormwater Management Strategy. 

2.2.2.3 Develop a series of Master Drainage Schemes for major stormwater catchments. 

2.2.3.1 Identify opportunities for additional bike lanes or separate bike paths to be constructed 

and schedule a program for their future installation. 

2.2.3.2 Identify opportunities to improve pedestrian and cycling links within and between the 

main settlements. 

2.2.4.1 Prepare a parking strategy for central Kingston that considers future needs, policy 

options, park-and-ride opportunities, compliance issues and complementary planning 

scheme provisions. 

2.2.4.2 Review parking requirements at Kingston Beach, Margate and Snug, and determine 

necessary improvement works. 

2.2.6.1 Complete the upgrade of the Kingston Beach foreshore reserve, including any associated 

improvements to Osborne Esplanade. 

2.3.2.3 Improve all town entrances so that they are well maintained, landscaped and with 

consistent signage. 

3.2.1.4 Work closely with TasWater to ensure that the Blackmans Bay WWTP is upgraded and 

that the Margate and Electrona WWTPs are decommissioned as soon as practical. 

3.2.3.1 Manage and where possible expand kerbside garbage and recycling collection services. 

3.2.3.2 Develop a Waste Management Strategy. 

3.2.3.3 Liaise closely with regional and State-based waste management organisations in order to 

facilitate the introduction of a waste levy and to increase the diversion of waste from 

landfill disposal. 

3.2.3.4 Promote increased resource recovery and provide for the ongoing improvement of 

services at Barretta and Bruny waste transfer stations. 

3.2.3.5 Support the operations of Kingborough Waste Services in managing the Barretta waste 

transfer station. 

3.2.3.6 Facilitate the promotion and provision of improved recycling facilities at community 

events. 

5.1.4.2 Provide a range of Council infrastructure and development projects (such as the 

Kingston high school site) that show the benefits of incorporating strong environmental 

sustainability components. 



3. Estimate Influences 

This section explains the internal and external environment in which the Council operates. 

3.1 Snapshot of Kingborough 

Kingborough is a mostly rural and semi-urban municipality that begins 10 kilometres south of Hobart. It 

covers almost 720 square kilometres and has one of the longest stretches of coastline in Tasmania (336 

kilometres). 

The main settlements are Taroona, Kingston, Blackmans Bay, Margate, Snug, Kettering, Woodbridge 

and Middleton. Bruny Island can be reached by vehicular ferry from Kettering. 

Population 

Kingborough is one of the strongest-growing regions in Tasmania, and is expected to remain so for at 

least two decades. 

The most recent official figures put Kingborough’s population at 35,422 (Australian Bureau of Statistics, 

Regional Population Growth, 2014/15). As at 30 June 2015, the Tasmanian Local Government Areas 

with the strongest yearly growth in percentage terms included Kingborough (up 1.2%). 

Kingborough’s population is projected to grow by about 40% between 2013 and 2037, with an increase 

of 12,600 people (Department of Treasury and Finance, 2014). That’s one of the highest growth of any 

Tasmanian Local Government area. 

Most recent growth has happened in the Kingston and the Channel towns of Margate and Snug. There 

are a number of large residential developments with around 1,000 new home sites becoming available 

in the Municipality over coming years. Evidence shows new residents are attracted to the area’s 

natural appeal, as well as economic advantages like availability of land and housing, and a relatively 

short commute to Hobart. 

Demographic and Social Analysis 

Like most of Tasmania and Australia, Kingborough has a rapidly ageing population. Within five years, 

more than half of Kingborough’s population will be aged over 55. Among Tasmanian cities and 

municipalities between 2006 and 2011, it had the second largest numerical growth in people aged over 

65. However, Kingborough also has a comparatively high proportion of younger people, especially with 

many young families moving to the region. 

According to 2011 Census data, Kingborough has: 

 

 

 

A median age of 40 (the same as Tasmania more broadly); 

Slightly less cultural diversity than most Australian communities, with 79.5% of people born in 

Australia (compared to 69.8% nationwide). However, Kingborough is slightly more diverse than 

Tasmania overall (83.5% of residents born in Australia); 

91.5% of people only speaking English at home; 

Aboriginal and Torres Strait Islander people making up 3.1% of the population, compared to 4% 

for Tasmania and 2.5% in Australia; 

Of the families living in Kingborough: 

43.7% were couples with children (higher than the Tasmanian average of 39.7%); 



40.8% were couples without children (lower than the Tasmanian average of 42.1%); 

14.5% were single parent families (lower than the Tasmanian average of 17%). 

Other important factors in Kingborough: 

 

 

 

 

 

 

A relatively high median household income (weekly of $1,208, compared to $948 for Tasmania). 

Relatively low unemployment. The unemployment rate for Kingborough on Census night was 

4.6% compared to 6.4% in Tasmania. 62.6% of Kingborough residents were working, compared 

to 57.8% in Tasmania. 

Relatively high education standards (64% with Year-12 qualifications, compared to 51% for 

Tasmania). 

Relatively high internet use (almost 82% of households had internet, compared to 74% for 

Tasmania). 

Generally above-average wealth. The Census showed Hobart and Kingborough are Tasmania’s 

most advantaged local government areas. However, there are pockets of disadvantage in 

Kingborough (eg. Kettering / Bruny Island with a median weekly income of $877 and 6.3% 

unemployment). 

Relatively high commuter numbers. 14,465 residents travelling for work outside of 

Kingborough, (out of a total of 16,813 in the labour force). Kingborough has 14% of the 

population of southern Tasmania, but only 7.2% of the jobs. Only 5% of residents travel to work 

by public transport. 

Estimates Implications 

 

 

 

Increasing pressure on Council’s infrastructure and services from strong population growth; 

An ageing population requiring specific services and infrastructure; 

A highly educated and professional demographic. 

Other factors include: 

 

 

 

 

Minimal CPI increases on goods and services have been applied where possible; 

Changes in industry and the economic climate in the region; 

The impact of Federal and State Government policies; and 

Council’s commitment to increase salaries and wages in line with the employee Enterprise 

Bargaining Agreement, which is currently being renegotiated. 



Estimates Analysis 

4. Analysis of Operating Estimates 

4.1 Operating Budget Summary 

The budget reflects Council’s priorities for the operating, capital and maintenance programs in the 

2016/17 financial year. 

Council is faced with balancing its service levels, the needs and expectations of the community and 

setting appropriate rating levels to adequately resource and fulfill its roles and responsibilities. In 

developing the 2016/17 budget Council gave primary consideration to: 

Council’s Strategic Plan; 

Council’s Long Term Financial Plan; 

The Local Government Act 1993; 

Current economic climate; and 

Likely impacts on the community. 

Council’s 2016/17 budgeted net operating surplus before depreciation expense, capital related 

income, and interest and dividend income, is estimated to be $5.82M, an improvement of $0.85M on 

the 2015/16 forecast. The overall net result for 2016/17 is an expected surplus of $0.30M, which is an 

improvement of $0.74M on the previous year’s forecast. 

The underlying financial result for Council is a net deficit of $0.46M. This result reflects the proposed 

introduction of a Stormwater Removal Service Rate and a return to the normal payment of the 

financial assistance grants. 

Whilst Council’s underlying result is forecasted to improve, Council must continue to develop 

strategies to ensure depreciation is fully funded and break-even overall net results are consistently 

achieved in future years. 

Council reviewed its’ Long Term Financial Plan (LTFP) and a Long Term Asset Management Plan 

(LTAMP) in 2016. The LTFP covers a 10 year planning horizon from 2015/16 to 2024/25, and is an 

important part of Council’s overall financial management framework. 

The LTFP aims to improve Council’s overall financial sustainability into the future. The key principles 

underpinning the LTFP are: 

 

 

 

 

 

Maintaining a fair and equitable rating structure; 

Maintaining current service levels; 

Continuous improvement in Council’s financial performance, so as to achieve operating 

surpluses; 

Produce positive cash flows from operations that allow a progressive increase in funding for 

asset maintenance and renewal; and 

Continuous improvement in Council’s financial position. 



The LTFP and LTAMP can be downloaded from www.kingborough.tas.gov.au or a hard copy obtained 

from Customer Services at the Civic Centre. 

Council set up an incorporated entity Kingborough Waste Services Pty Ltd (KWS) to operate the 

Barretta Waste Transfer Station on 1 July 2011. Council has provided a financial guarantee to KWS to 

discharge any debt that it owes. KWS has four Directors, two independent and two Council 

employees. 

KWS for 2016/17 is expected to generate $1.96M in revenue and incur $1.96M in expenses resulting 

in a break even result for the year. Due to the minor nature of the KWS financials, they are not 

included in the annual plan financial forecasts. 

The 2016/17 capital works program is again primarily focused on asset renewal and replacement 

actions rather than the funding of new assets. 

The total capital works budget for 2016/17 is $13.63M, which includes $2.63M for the former high 

school site. The higher than normal capital expenditure is due to additional roads to recovery 

funding in 2016/17. 

Excluding works on the former high school site, approximately 75 per cent of the remaining capital 

budget will be spent on the renewal of footpaths, bridges, roads and stormwater infrastructure. The 

remaining balance will be on new or upgrading infrastructure. 

Appendix B of the Annual Estimates Analyses provides a summary of capital estimates and key capital 

projects for 2016/17. 

Key budget information is provided below about the rate increase, operating result, cash and 

investments, capital works, financial position, and financial sustainability of the Council. 



4.2 Estimated Operating Statement 

STATEMENT OF COMPREHENSIVE INCOME - CONSOLIDATED 

Year ended 30 June 2016 Budget Forecast 

2016/17 2015/16 

$'000 

$'000 

Total Revenue 34,047 32,060 

Total Expenses 28,233 27,090 

Net Operating Surplus (Deficit) before Dep'n and Finance 5,814 4,970 

Depreciation 8,378 7,992 

Net Operating Surplus (Deficit) before : (2,564) (3,022) 

Interest 250 260 

Dividends 1,848 1,840 

Net Operating Surplus (Deficit) (466) (922) 

Capital Grants 1,316 1,140 

Contributions 144 144 

Non-cash contributions 0 0 

Net gain from sale of assets (700) (800) 

Net Surplus (Deficit) 294 -438 

4.2.1 Underlying Result 

When evaluating an entities financial performance it is important to distinguish between operating, 

non-operating, and capital items as well as non-recurring one-off items. The above table breaks 

down Council’s overall result to assist in assessing Council’s underlying financial performance over a 

two year period. 

The 2016/17 net operating surplus before depreciation, interest and dividend income is $5.81M, 

being $0.84M better than the 2015/16 forecasted result. 



The 2016/17 underlying deficit is $0.47M compared to a forecasted deficit result for 2015/16 of 

$0.92M. This highlights that Council’s depreciation charge of $8.38M is only 95 per cent funded at 

this stage. 

Best practice dictates that net deficits cannot be sustained in the longer term. Council has developed 

a Long Term Financial Plan to achieve a balanced budget by 2020, which will ensure ongoing financial 

sustainability. 

4.3 Revenues 

This section analyses the expected revenues of Council for 2016/17. The table and graph below 

detail Council’s key revenue streams over a two year period. 

Budget 

Forecast 

2016/17 2015/16 Variance 

Revenue Type Ref $'000 $'000 $'000 

Rates & Levies 4.4 24,937 24,060 877 

User Charges and Statutory Fees 4.5 2,751 2,756 (5) 

Grants - Operating 4.6 3,782 2,745 1,037 

Other Revenue 4.7 2,577 2,499 78 

Total Operating Revenue 34,047 32,060 1,987 

Interest & Dividends 4.8 2,098 2,100 (2) 

Grants - Capital 4.9 1,316 1,140 176 

Contributions 4.1 144 144 - 

Net Gain From Sale of Assets 4.11 - - - 

Non Cash Contributions 4.12 - - - 

Total Revenue 37,605 35,444 2,161 



4.4 Rates and Levies 

The graph below details Council’s general rate percentage increase over a ten year period and 

illustrates the average percentage increase over that period. 

Council has determined that the general rate increase for 2016/17 will be 4 per cent, raising total 

general rates of $20.56M. This increase is in line with previous years whereby Council takes into 

account the Consumer Price Index, the Local Government Association of Tasmania’s Council Cost 

Index and the Access Economics Report on the Financial Sustainability of Tasmanian Councils. The 

increase is also consistent with the revised LTFP adopted by Council in June 2016. 

Council has developed a Rates and Charges Policy in accordance with Section 86B of the Local 

Government Act 1993. The Rates and Charges Policy outlines Council’s approach to determining and 

collecting rates from its community. 

Rating for 2016/17 will be based on the 2014/15 revaluation of all properties in the municipality, 

undertaken by the Valuer General. Council in 2015 agreed to base rates on the Capital Value (CV) of 

the property as opposed to the previous assessed annual value (AAV) approach. 

The industrial rate has been set at 0.5873 cents in the dollar of the capital value. The commercial rate 

is set at 0.5169 cent and the rate for all other properties is 0.2857 cents. These rates have been set to 

produce a 4 per cent increase in revenue. 

The 2016/17 rates and levies income estimate includes additional income from new supplementary 

rates expected to be raised in the financial year as a result of growth in the municipality. 

The total number of rateable assessments increased by 109 from 16,664 to 16,773. There are a 

number of properties which are public, religious or charitable in use or ownership which are in part 

or fully exempt from general rates. 

The service charge for the rehabilitation of the former landfill site at Barretta of $63 has been 

removed and will result in the loss of $1.04M in income. 

Council has agreed to introduce a Stormwater Removal Rate of 0.0056 cents in the dollar, with a 

minimum of $56, to be paid by all ratepayers in the municipality. This rate will generate $0.94m to 

fund the critical upgrade of the stormwater system throughout the municipality to reduce the risk of 

substantial flooding due to undersized stormwater pipes. 



Due to increased costs associated with the collection and disposal of household waste and recycling, 

Council has increased household garbage and recycling collection charges for 2015/16. Garbage 

collection charges will increase by 4 per cent. This means an 80 litre waste bin will increase by $4 to 

$94, a 120 litre waste bin will cost $146 and a 240 litre bin will cost $242 per annum. 

The recycling collection charge will increase by $2 to $52 for a 140 litre bin and $3 to $85 for a 240 

litre bin per annum. 

The three fire rate levies that Council collects on behalf of the Tasmanian Fire Commission (the 

Permanent Fire Levy, the Fire Volunteer levy and the Fire General Levy) have also increased around 5 

per cent. The minimum fire levy charge increases to $38. Council has no control of the amount 

required to be collected on behalf of the Tasmanian Fire Commission and is merely the collection 

agent on behalf of the State Government. 

4.5 User Charges and Statutory Fees 

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

Council’s services. These include the hire of halls and sporting grounds, Kingborough Sports Centre 

fees, family day care fees, and private works recoveries. A detailed listing of fees and charges are 

contained in Appendix D. 

Statutory fees and fines relate mainly to those levied in accordance with legislative requirements. 

They include, building fees, planning fees, health related fees, parking fines, and animal registrations. 

There have been increases in some of the building fees to ensure that Council fees are comparable to 

the private sector which also provides building surveying services. 

Council’s 2016/17 user charges and statutory fees are estimated to be $2.75M, which is in line with 

the prior year forecast. This reflects an expected reduction in development fees and planning 

approvals due to lower volumes in 2016/17, offset by increases in general fees. 

From 1 July 2016 disposal charges at Kingborough Waste Services for general waste has been set at 

$100.00 per tonne, with the minimum charge of $10.00. 



4.6 Grants – Operating 

Operating grants are funds received from both the State and Federal Government for the purpose of 

delivering Council services. 

A breakdown of the 2016/17 grants is shown in the below table. 

Estimate 

2016/17 

Grant Funding Types 

$'000 

Financial Assistance Grant (Grants Commission) 2,096 

Family Day Care Grants 1,175 

Manor Gardens Grants 481 

Child Care Benefit - Sports Centre Holiday Programme 31 

Total Grants 3,783 

Financial assistance grants are allocated by the Tasmanian Grants Commission and are used to fund 

Council operations. 

Total grants for 2016/17 are estimated to increase by $1.04M compared to the 2015/16 forecast 

primarily due to grants being prepaid in the 2014/15 year, resulting in less being received during the 

2015/16 year. 

4.7 Other Revenue 

Other estimated Council revenue for 2016/17 of $2.58M comprises: 

 

 

 

 

 

 

 

Government rates remission reimbursements ($1.09M); 

Contributions ($0.22M); 

Reimbursement for State Government works ($0.54M); 

Private works income ($0.12M); 

Motor tax reimbursement ($0.13M); 

Interest on overdue accounts ($0.07M); and 

Other sundry receipts ($0.54M). 

Other revenue for 2016/17 will increase $78,000 compared to the 2015/16 forecast primarily due to 

the estimated increase in State Government works on Bruny Island. 

4.8 Interest and Dividends 

Estimated interest income for 2016/17 of $0.25M is derived from Council’s investment portfolio at 

market rates. Council’s expected cash position throughout 2016/17 is used to estimate the interest 

income for the coming year. The key factors influencing the level of interest income include the level 

of unspent capital and reserve funds and the interest rate. The level of 2016/17 interest income is 

estimated to be below the 2015/16 forecast due to the reduction in interest rates over the past 

twelve months. 



As part owner of the Tasmanian Water and Sewerage Corporation (Tas Water), Council is entitled to 

dividend payments. The 2016/17 estimated dividend income of $1.85M is based on the agreement 

with Tas Water that the dividend will be held at the 2015/16 level. 

4.9 Grants – Capital 

Capital grants include all monies received from State, Federal and community sources for the 

purposes of funding the capital works program. For 2016/17 capital grants comprise the 

Commonwealth Roads to Recovery, of $1.136M, which is almost $1 million above the normal roads to 

recovery funding. 

4.10 Contributions, Net Gain from Sale of Assets and Non-Cash 

Contributions 

The revenue reported under contributions relate to external funds received from developers under 

the Public Open Space and Tree Preservation policies, or other contributions received from the public 

for capital works. The 2016/17 estimate amounts are shown below. 

 

Contributions, Public Open Space ($180,000); and 

Contributions, Tree Preservation ($36,000). 

The estimate for contributions in 2016/17 is consistent with revenue received in 2015/16. 

Non cash contributions are made up of assets donated to Council from property developers in the 

form of infrastructure (roads and stormwater etc) where at the completion of the development 

Council assumes responsibility for maintaining and replacing the infrastructure. As developer 

contributions are non-cash and capital in nature they do not affect the underlying operating result. 

Taking this into account, the inherent uncertainty of predicting a value, and to ensure a meaningful 

overall result analysis, the budget for this item has been reported as a nil balance. 



4.11 Expenditure 

This section analyses the expected expenditure of Council for 2016/17. The table and graph below 

detail Council’s key expenditure items over a two year period. 

Budget 

Forecast 

2016/17 2015/16 Variance 

Expenditure Type Ref $'000 $'000 $'000 

Depreciation 4.12 8,378 7,992 386 

Employee Costs 4.13 13,879 13,099 780 

Materials &Contracts 4.14 9,165 8,978 187 

Other Expenses 4.14 3,673 3,664 9 

Levies to State Government 4.15 1,402 1,350 52 

Total Operating Expenditure 36,497 35,083 1,414 

Borrowing Costs 4.16 114 - 114 

Total Expenditure 36,611 35,083 1,528 



4.12 Depreciation 

Depreciation is an accounting measure and allocates the value of assets over their useful lives. 

Council’s infrastructure assets are held at depreciated replacement cost to ensure adequate 

provision for renewal of existing infrastructure through depreciation expense. The amount spent on 

asset renewal in any given year is determined by Council’s longer term capital works program. 

Depreciation is estimated to be $8.38M in 2016/17, an increase of $0.39M compared to 2015/16 

primarily due to the expected 3.0% escalation in the value of infrastructure assets. 

4.13 Employee costs 

Employee costs include all salaries and wages and all employment related expenses including payroll 

tax, employer superannuation, leave entitlements, fringe benefits tax, workers compensation 

insurance and professional development. 

Estimated Council employee costs for 2016/17 are $13.88M, being $0.78M higher compared to the 

2015/16 forecast. The primary reason for this increase in the budget is increases in staff salaries as 

negotiated under the Council’s Enterprise Agreement. 

The full time equivalent staff numbers for 2016/17 by program area are detailed below: 



Program Area 2016/17 

Governance 4.0 

Corporate Services 

Cleaning 0.7 

Customer Service 7.2 

Finance and Rates 12.1 

Organisational Development 3.4 

Information Services 5.6 

Sub Total 29.0 

Community, Planning and Development 

Building Control 3.0 

Plumbing Inspections 3.0 

Community Services 7.8 

Manor Gardens 7.3 

Family Day Care 4.5 

Environmental Services 5.5 

Compliance 4.0 

NRM 4.7 

Sports Centre 10.3 

Planning 8.6 

Development 2.9 


Engineering 

Asset Management 3.0 

Design 4.0 

Transport Engineering 2.6 

Engineering 5.6 


Works 5.0 

Workshop 2.0 

Outdoor Workforce 61.0 


TOTAL 177.8 



4.14 Materials, Contracts and Other Expenses 

Materials and contracts include the purchase of consumables, payments to contractors for the 

provision of services, insurances and utility costs. Utility costs relate to telecommunications, water, 

sewerage and electricity. 

Despite significant cost pressures, Council through efficiency initiatives aims to minimise the increase 

in materials and contracts expenditure and other expenses for 2016/17 from 2015/16 forecast levels. 

Budgeted materials and contracts spend for 2016/17 is $9.17M and other expenses spend is 

budgeted at $3.67M. As part of the productivity drive throughout Council many costs included in 

these areas have had only minor increases. 

4.15 Levies to State Government 

Levies to State Government include land tax and state fire levies. State fire levies budget for 2016/17 

is $1.402M. State fire levies are collected on behalf of the State Fire Commission. These funds are 

passed directly to the State Fire Commission and Council has no control over the levies. 

4.16 Borrowing Costs 

Council expects to borrow $6.0M to fund the purchase of the land and some initial development 

costs of the former Kingston High School site. Interest payments of $0.11M are expected in 2016/17. 

4.17 Kingborough Waste Services 

Kingborough Waste Services Pty Ltd (KWS) is an incorporated entity that has been established by 

Kingborough Council to operate the waste transfer station at Barretta and on Bruny Island. Council 

has provided a financial guarantee to discharge any debt that KWS owes, where KWS is unable to pay 

the debt itself. KWS aims to deliver at a break-even operational financial result. 



5. Analysis of Estimated Cash Position 

5.1 Estimated Cash Flow Statement 

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

Council for the 2016/17 year. The cash flow from operating activities is a key factor in determining 

the level of capital expenditure that can be sustained without using existing cash reserves. 

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

1. Operating activities 

Refers to the cash generated or used in the normal service delivery functions of Council. Cash 

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

investment in capital works or repayment of debt. 

2. Investing activities 

Refers to cash generated or used in the enhancement or creation of infrastructure and other assets. 

These activities also include the acquisition and sale of other assets such as vehicles, property and 

equipment. 

3. Financing activities 

Refers to cash generated or used in the financing of Council functions and include borrowings from 

financial institutions and advancing of repayable loans to other organisations. These activities also 

include repayment of the principal component of loan repayments for the year. 

STATEMENT OF CASH FLOWS 

Year ended 30th June 2017 

Budget 2016/17 Forecast 2015/16 

Inflows 

Inflows 

(Outflows) (Outflows) 

$'000 

$'000 

Net Cash Flow from Operating Activities 5,513 4,648 

Net Cash Flow used in Investing Activities (10,616) (6,539) 

Net Cash Flow from Financing Activities 6,000 0 

NET (DECREASE)/INCREASE IN CASH HELD 897 (1,891) 

Cash at the Beginning of the Year 8,666 10,557 

CASH AT THE END OF THE YEAR 9,563 8,666 



5.2 Cash Flows from Operating Activities 

The net cash flow from operating activities is estimated at $5.51M, an increase of $0.87M compared 

to the forecasted 2015/16 result. The increase comprises receipts from ratepayers and users of 

$0.950M, an increase in receipts from Government of $1.05M, offset by an increase in payments to 

suppliers and staff of $1.08M and an increase in payments to Government $0.052M. 

5.3 Cash Flows from Investing Activities 

The 2016/17 capital works program for infrastructure assets is $13.35M. The program is funded by 

the cash from operating activities $5.51M, interest $0.25M, dividends $1.85M, contributions of 

$0.31M, proceeds from assets sales of $0.40M and borrowings. 

5.4 Cash Flows from Financing Activities 

Council has budgeted to borrow external funds of $6.0M to fund the development of the former 

Kingston High School site. Details on the developments are contained in section 8 Analysis of Capital 

Estimates. 

5.5 Cash at End of Year 

Overall the total cash and investments are forecast to increase by $0.90M, due to the significant 

borrowings of $6.0M funding the works at the high school site. 

5.6 Restricted and Unrestricted Cash and Investments 

Cash and cash equivalents held by Council are restricted in part, and not fully available for Council’s 

operations. The forecasted unrestricted cash balances for the two financial years are shown in the 

following table: 

Estimate Forecast 

2016/17 2015/16 

Restricted & Unrestricted Cash and Investments $'000 $'000 

Total cash at year end 9,563 8,666 

Restricted cash and investments 

- Statutory reserves 1,100 1,083 

- Carried forward capital funds 1,000 1,000 

- Discretionary reserves 2,310 2,775 

- Other commitments 1,000 1,000 

Unrestricted cash at year end 4,153 2,808 



5.7 Statutory Reserves 

Statutory reserves are funds that must be used in accordance with legislative and contractual 

obligations. These funds are not available for any other purpose. It is estimated that Council will 

have subdivision infrastructure related deposits of $1.08M as at 30 June 2016 and $1.10M as at 30 

June 2017. 

5.8 Discretionary Reserves 

Discretionary funds are set aside by Council for a specific purpose and unless there is a Council 

resolution these funds should only be used for those purposes. The estimated discretionary reserve 

balances for the two financial years are shown below. 

Estimate Forecast 

RESERVE 30-Jun-17 30 June 2016 

$'000 $'000 

Public Open Space 1100 1,300 

Car Parking 45 50 

Boronia Hill Reserve 10 10 

Plant Replacement 300 400 

Office Equipment Replacement 100 100 

Hall Equipment Replacement 70 70 

Sports Centre Equipment Replacement 80 100 

Emergency Reserve 0 0 

Emergency Services Reserve 5 5 

Tree Preservation Reserve 400 390 

IT Reserve 100 250 

Administration Reserve 100 100 

TOTAL 2,310 2,775 

In relation to plant replacements/purchases in 2016/17 the following outlines the expected 

expenditure to be allocated to the Plant and Equipment Reserve Account: 

Item 

Budget 

Replacements 

Flocon Road Maintenance Unit 275,000 

Tip Truck 24T 200,000 

Heavy vehicles 419,000 

Light Vehicles 325,000 

Small Plant Replacement 54,500 

New Plant 

nil 

Total Expenditure 1,273,500 



Summary: 

Light Fleet $ 325,000 

Roads (truck replacements) $ 894,000 

Small Plant $ 54,000 

TOTAL $1,273,500 

The expected cash flow from the sale of used plant is $260,000. 

Estimated Plant Replacement Reserve Reconciliation: 

Opening Balance 1 July 2015 $ 662,000 

Add Depreciation 2015/16 $ 733,000 

Less Net Purchases 2015/16 $ 760,000 

Forecast Balance 30 June 2016 $ 635,000 

Add Depreciation 2016/17 $ 750,000 

Less Net Purchases proposed $1,013,000 

Estimated Balance 30 June 2017 $ 372,000 



6. Analysis of Estimated Financial Position 

This section analyses the movements in assets, liabilities and equity between 2015/16 and 2016/17. 

6.1 Estimated Financial Position 

STATEMENT OF FINANCIAL POSITION 

As at 30 June 2017 


$'000 

$'000 

Total Current Assets 10,715 9,817 

Total Non-Current Assets 642,315 611,379 

TOTAL ASSETS 653,030 621,196 

Total Current Liabilities 7,734 7,734 

Total Non-Current Liabilities 6,640 624 

TOTAL LIABILITIES 14,374 8,358 

NET ASSETS 638,656 612,838 

TOTAL COMMUNITY EQUITY 638,656 612,838 

6.2 Current Assets and Non-Current Assets 

Current assets as at 30 June 2017 are estimated to comprise cash and investments of $9.57M and 

receivables of $1.15M. 

Current assets are forecast to increase by $0.90M primarily due to the increase in cash and 

investments as a result of the borrowings of $6.0M during the year. 

The estimated value of non-current assets as at 30 June 2017 comprises property, infrastructure, 

plant and equipment, $550.07M, investment in Tas Water, $90.51M, and investment in the Copping 

Waste Authority, $0.740M. 

Non-current assets are estimated to increase by $30.94M primarily due to capital revaluations and 

capital expenditure during 2016/17. 



6.3 Current Liabilities and Non-Current Liabilities 

Forecasted current liabilities as at 30 June 2017 include creditors, $4.34M, employee provisions 

$2.40M and other liabilities of $1.00M. 

Non-current liabilities of $6.64M as at 30 June 2017 are $ 6.0M in loan borrowings and $0.64M 

employees’ long service leave provisions. 



7. Key Financial Indicators 

7.1 Key Indicators and Financial Sustainability Benchmarks 

The following graphs illustrate the key financial indicators in the budget estimates. 

It is important to note that the ratios are only indicators of financial performance and should not be 

considered in isolation when determining financial sustainability. It is also important to consider the 

ratios over time to consider trends. The results taken together over time indicate good or poor 

performance. 

In a recent report, the Auditor General compared the financial sustainability of Councils by using 

generally accepted key financial ratios. The Auditor General uses ratios to measure the sustainability 

of a local government entity which are interrelated and enable both self-analysis and comparative 

analysis with other local government entities. Key ratios used are below. 

The budget estimates show that the benchmarks have improved over the three year period. 

7.2 Underlying Result Ratio 

The underlying result ratio expresses operating revenue over operating expenditure as a percentage. 

A result greater than zero indicates a surplus. The larger the surplus the stronger the result and 

therefore stronger assessment of sustainability. A negative result indicates a deficit which cannot be 

sustained in the long term. 

The underlying result ratio is calculated from using revenue from the comprehensive income 

statement adjusted for capital grants income, developer contributions and any other material one-off 

(non-recurring) items of revenue. 

The underlying result ratio for the three year period is slightly below the Benchmark of 0.0%, but 

trending upwards reflecting improving financial performance. The ratio indicates Council is not in a 

position to fund its depreciation expense. Council’s LTFP aims to improve Council’s overall financial 

sustainability into the future and one of the key principles is to achieve an underlying result ratio 

above 0.0% by 2020. 



7.3 Net Financial Liability Ratio 

This measure shows whether Council’s total liabilities can be met by its liquid assets. An excess of 

total liabilities over liquid assets means that, if all the liabilities fell due at once, additional revenue 

would be needed to fund the shortfall. 

Whilst Council’s percentage in 2015/16 is over the 0.0% benchmark, the borrowings associated with 

the construction at the Kingston High School site result in a negative ratio in 2016/17. Once the loan 

is repaid, the ratio will move to a positive number. 

7.4 Asset Consumption Ratio – Roads 

The asset consumption ratio indicates the level of service potential available in Council’s existing 

asset base. The ratio is calculated by dividing the depreciated replacement cost over the current 

replacement cost and is an indicator of the remaining useful life of the infrastructure asset. The 

benchmark for this ratio is between 50% and 80%. 

The above ratio for Council’s roads, indicate that there is a high level of service potential available 

within the existing asset base. Also a positive sign is that the ratio is increasing over the ten year 

period as a result of capital expenditure on the road network. 



7.5 Asset Sustainability Ratio 

The asset sustainability ratio indicates whether a Council has been maintaining existing assets at a 

consistent rate. The ratio is calculated as the total capital renewal expenditure divided by 

depreciation expense. A result of greater than 100% indicates that spending on existing assets is 

greater than the rate of depreciation base. The benchmark result is 100%. 

The above graph shows that Council is struggling to meet the 100% benchmark for capital 

expenditure on asset renewal. While this shortfall is sustainable in the short term, it would be of a 

concern if the trend continued over an extended period. 

The improved results for 2016 and 2017 relate to additional roads to recovery funding that has 

allowed increased investment in renewal of infrastructure assets. 

This ratio highlights the need for Council to continue to build cash reserves, through the generation 

of an operating surplus, to allow increased expenditure on asset infrastructure. Once this is achieved, 

an asset sustainability ratio above 100% can be delivered. 



8. Analysis of Capital Estimates 

8.1 Capital Works Budget 

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

of funding for the capital estimates. 

The 2016/17 capital works program is again primarily focused on asset renewal and replacement and 

upgrades to assets where additional capacity is needed. The exception to this is work on the former 

Kingston High School site where new assets will be developed. Asset renewal is expenditure on an 

existing asset which reinstates the existing service potential or the life of an asset up to that which it 

had been originally, and may reduce future operating and maintenance expenditure if completed at 

the optimum time. Asset upgrade work relates to activity designed to enhance an existing asset to 

provide a higher level of service or to increase the life of the asset. 

Asset renewal or replacement actions are driven by asset management processes that identify 

deficiencies in current service levels, increased maintenance requirements or works required to meet 

new standards or statutory requirements. 

Asset upgrades are required for stormwater assets where it has been identified that there is 

significant risk of failure due to limited capacity in the current stormwater system. This upgrade work 

will take an extended period of time to complete due to the amount of capital works necessary to fix 

the issues. 

Capital works at the former high school site will be focused on the creation of new assets and will be 

funded through external sources. 



A summary of the budget allocations for the respective functional areas is shown below. 

SUMMARY 2016/17 

FUNCTIONAL AREA: $’000 

Roads, Bridges & Jetties 6,713 

Plant and Equipment 1,274 

Property 991 

Stormwater 1,892 

Other 126 

Former High School Site 2,630 

TOTAL PROPOSED CAPITAL WORKS 13,626 



Capital works are funded from a number of sources which are identified in the table and graph 

below. 

Capital Works Funded By $’000 

Operational Funds 797 

Operational Funds Generated 5,513 

Borrowings 6,000 

External Funding 1,316 

TOTAL 13,626 



8.1.1 Roads, Bridges and Jetties ($6.713M) 

Roads include local roads, car parks, footpaths, traffic devices, traffic signs, street lighting and traffic 

signals. 

Bridges and jetties include bridges, major road culverts, boat ramps, jetties and other marine 

structures such as pontoons. 

Projects are identified through various internal and external inspections and auditing processes, risk 

management analysis and prioritisation processes. 

Council has a rolling program of infrastructure upgrades for these facilities based on independent risk 

assessments. Other projects may be derived through community need or identification of 

infrastructure deficiencies. 

Major projects for 2016/17 include: 

 

 

 

 

 

 

 

 

$620,000 rehabilitation of Kunama Drive from Binya to No. 49 Kunama; 

$286,000 Summerleas Road footpath between Greenhill and Kingston View Drive; 

$320,000 Rehabilitation of Old Station Road between Channel Highway and the seawall; 

$480,000 rehabilitate Beach Road, Margate between Bundalla and Esplanade; 

$1,100,000 reconstruction of Powell Road, Blackmans Bay; 

$400,000 Margate to Snug shared pathway; 

$750,000 Beach Road from Bundalla to Channel Highway; and 

$252,000 resheeting of Lighthouse Road, Bruny Island. 

8.1.2 Property ($0.991M) 

Property includes sporting facilities, playgrounds, halls, public toilets and recreational facilities. 

The works identified come from safety inspections, external audits and planned asset renewal and 

replacement programs. All works are renewal actions or replacement of existing assets to comply 

with current standards. 

Major projects include: 

 

 

 

 

 

$290,000 Kingborough sports centre stadium floor replacement; 

$195,000 Alonnah toilet block; 

$90,000 Adventure Bay foreshore path; 

$67,000 Kingborough fitness centre gym floor replacement; and 

$60,000 asbestos removal from halls; 

8.1.3 Stormwater ($1.892M) 

Stormwater includes piped stormwater systems, waterways, treatment systems and open drainage 

systems. 

Projects are identified through investigation programs, event reporting from operational staff and 

the community and planned asset renewal and replacement planning. 



It has been identified that substantial upgrade work is required on the stormwater network due to 

significant capacity constraints resulting from new developments. A study is underway to review the 

stormwater system and determine the priority areas for upgrade. 


$614,000 stormwater upgrade Illawarra Road stage 2; 

 

 

 

 

 

$330,000 stabilisation works to Margate Esplanade; 

$225,000 stormwater upgrade to Ewing Avenue; 

$114,000 stormwater upgrade to Beach Road, Middleton; 

$110,000 stormwater upgrade to Taronga Road stage 2; and 

$105,000 stormwater upgrade and coastal protection at Tinderbox Reserve. 

8.1.4 Plant and Equipment ($1.274M) 

Plant and equipment includes heavy vehicles, light vehicles and small plant. 

Vehicles replacement is covered by policy. Small plant replacement is determined by adequacy of 

equipment. 

Major replacements include: 

 

 

 

 

 

 

 

$275,000 replacement of the Flocom road maintenance unit; 

$200,000 replacement of the 24 tonne tip truck; 

$80,000 replacement of the 85hp tip truck; 

$80,000 replacement truck for Bruny Island; 

$63,000 replacement flat tray truck for signage team; 

$53,000 replacement flat tray truck for the workshop; and 

$53,000 replacement dual cab truck for Twin Ovals. 

8.1.5 Other ($0.13M) 

Other infrastructure includes waste management and projects related to internal improvements to 

Council owned infrastructure and assets. 


 

 

 

$33,000 Bruny Island cat holding facility; 

$20,000 Depot dog pound waste management system; and 

$50,000 design and survey work on future projects. 



APPENDIX A 

FINANCIAL STATEMENTS 

KINGBOROUGH COUNCIL - CONSOLIDATED 

STATEMENT OF COMPREHENSIVE INCOME 

Year ended 30 June 2017 


$'000 

$'000 

Revenue 

Rates 23,535 22,704 

Fire Service Levies 1,402 1,356 

Total Rates & Fire Levies 24,937 24,060 

Grants 3,782 2,745 

User Charges 2,750 2,756 

Other 1,438 1,370 

Reimbursements 1,139 1,129 

Total Revenue 34,047 32,060 

Expenses 

Materials and Contracts 9,165 8,978 

Employee Costs 13,879 13,099 

Levies to State Government 1,402 1,350 

Other 3,787 3,664 

Total Expenses 28,233 27,090 

Net Operating Surplus (Deficit) before Dep'n & Finance 5,814 4,970 

Depreciation 8,378 7,992 

Net Operating Surplus (Deficit) before: (2,554) (3,022) 


Dividends - Southern Water 1,848 1,840 

Net Operating Surplus (Deficit) (466) (922) 

Capital Grants 1,316 1,140 


Non-Cash Contributions 0 0 

Share of net profits/(losses) of investment in associate 0 0 

Carrying Amount of Assets Retired (700) (800) 

NET SURPLUS (DEFICIT) 294 (438) 



KINGBOROUGH COUNCIL - CONSOLIDATED 

STATEMENT OF FINANCIAL POSITION 

As at 30 June 2017 


$'000 

$'000 

Current Assets 

Cash 2,000 2,000 

Investments 7,565 6,667 

Receivables 1,000 1,000 

Other 150 150 

Total Current Assets 10,715 9,817 

Non-Current Assets 

Land and Buildings 156,875 152,875 

Plant and Vehicles 4,710 4,589 

Furniture and Equipment 1,094 744 

Infrastructure Assets 387,347 360,882 

Intangible Assets 41 41 

Investment - Copping Waste Authority 740 740 

Investment - Southern Water 91,508 91,508 

Total Non-Current Assets 642,315 611,379 

TOTAL ASSETS 653,030 621,196 

Current Liabilities 

Creditors 4,338 4,338 

Provisions 2,396 2,396 

Loan Borrowings 0 0 

Other 1,000 1,000 

Total Current Liabilities 7,734 7,734 

Non-Current Liabilities 

Loan Borrowings 6,000 0 

Provisions 640 624 

Total Non-Current Liabilities 6,640 624 

TOTAL LIABILITIES 14,374 8,358 

NET ASSETS 638,656 612,838 

Community Equity 

Municipal Capital 0 0 

Asset Revaluation Reserves 389,344 363,830 

Other Reserves 0 0 

Accumulated Surplus 249,312 249,008 

TOTAL COMMUNITY EQUITY 638,656 612,838 



KINGBOROUGH COUNCIL 

STATEMENT OF CASH FLOWS 

Year ended 30 June 2017 


$'000 

$'000 

Inflows 

Inflows 

(Outflows) 

(Outflows) 

CASH FLOWS FROM OPERATING ACTIVITIES 

Receipts from Ratepayers & Users 27,439 28,878 

Payments to Suppliers & Staff (26,376) (26,342) 

Receipts from Government - Operating 4,849 3,100 

Payments to Government (1,308) (1,303) 

Net Cash Flow from Operating Activities 4,604 4,333 

CASH FLOWS FROM INVESTING ACTIVITIES 


Borrowing Costs (30) 0 


Receipts from Government - Capital 400 1,140 

Proceeds from the Sale of Assets 0 260 

Purchase of Land, Plant & Equipment 0 0 

Dividends Received 1,800 1,800 

Investment in Copping Waste Joint Authority 0 0 

Cash Transfer to Southern Water 0 0 

Acquisition of Capital Assets (9,401) (9,100) 

Net Cash Flow used in Investing Activities (6,827) (5,174) 

CASH FLOWS FROM FINANCING ACTIVITIES 

Repayment of Borrowings 0 0 

Borrowings 4,000 0 

Net Cash Flow from Financing Activities 4,000 0 

NET (DECREASE)/INCREASE IN CASH HELD 1,777 (841) 

Cash at the Beginning of the Year 7,610 10,557 

CASH AT THE END OF THE YEAR 9,387 9,716 



Appendix B Capital Works 

PROGRAM AREA 

16/17 17/18 18/19 19/20 20/21 

$ $ $ $ $ 

Other 1,400,260 1,100,000 1,220,000 1,145,000 1,158,000 

Roads /bridges/footpaths 6,712,524 5,680,000 6,047,000 6,571,000 6,971,000 

Property 991,217 834,159 800,000 800,000 800,000 

Stormwater 1,892,000 1,558,841 1,500,000 1,500,000 1,500,000 

TOTAL PROPOSED CAPITAL WORKS 10,996,000 9,173,000 9,567,000 10,016,000 10,429,000 

TOTAL Available Funds from Long Term 

Financial Plan 8,380,000 8,773,000 9,167,000 9,616,000 10,029,000 

Road to Recovery Funds 1,316,000 400,000 400,000 400,000 400,000 

FKHS site fund repayment 1,300,000 0 0 0 0 

TOTAL Available Funding 10,996,000 9,173,000 9,567,000 10,016,000 10,429,000 

Capital Works - New 1,772,797 

Capital Works - Renewal 8,266,076 

Capital Works - Upgrade 956,579 

High School Site Capital Works 

Program (Externally Funded) 2,630,000 4,510,000 1,490,000 1,000,000 800,000 

Land Purchase 230,000 0 0 0 0 

OTHER 16/17 17/18 18/19 19/20 20/21 

Bruny Island cat holding facility 32,797 

Minor small plant 27,463 

Plant Trailer 9T 27,500 

Replacement Small AWD Wagon - 

Sports Centre 20,000 

Replacement Flat Tray Truck - 

Workshop 53,000 

Replacement Ute - Assistant Works 

Manager 30,000 

Replacement Flat Tray Truck - Signage 

63,000 

Replacement Dual Cab Truck - Twin 

Ovals 53,000 

Replacement 4x4 Single Cab Utility - On 

Call Officer - Bruny Island 35,000 

Replacement 4x4 Ute - On Call Officer 

Mainland 35,000 

Replacement Dual Cab Ute 4x4 Auto - 

Urban Works Coordinator 35,000 

Replacing Flat Tray Ute NRM Officer 32,000 

Replacement Truck - Team Leader 

Bruny Island 80,000 

Replacement Utility Dual Cab Flat Tray - 

Reserves Maintenance Officer 34,000 



OTHER 16/17 17/18 18/19 19/20 20/21 

Replacement Dual Cab Ute 4x4 Auto - 

Reserves Coordinator 42,000 

Replacement LWB Van - Building 

Maintenance 30,000 

Replacement Flat Tray Ute - Reserves 

Maintenance Officer 32,000 

Replacement Flocon Road Maintenance 

Unit 275,000 

Replacement Crew Cab Truck 90,000 

Replacement 24T Tip Truck 200,000 

Bruny Island Grader replacement 240,000 

Replacement Tractor 85hp 80,000 

General replacement of plant 760,000 1,000,000 1,000,000 1,000,000 

Depot Dog Pound Waste System 

Upgrade 20,000 

Upgrading Depot Fuel Bowser 

Recording System 8,500 

Investigation into water bores Bruny 

Island 15,000 

Design/survey for future works 50,000 50,000 50,000 50,000 50,000 

Depot relocation-further investigation 

Remote heavy vehicle wash-down 80,000 

15,000 

Disposal unit for street sweeper 40,000 

Kingston wetlands upgrade Stage 2 80,000 80,000 

Coningham main beach dinghy rack 

pilot project 28,000 

Barretta Waste additional infrastructure 

50,000 50,000 

OTHER TOTAL 1,400,260 1,100,000 1,220,000 1,145,000 1,158,000 

ROADS, BRIDGES, AND JETTIES 16/17 17/18 18/19 19/20 20/21 

Barretta Left Turn Lane $140,000 $ $ $ $ 

Groombridges Road sealing of steep 

section 570,000 

Oxleys Road from Channel Highway to 

Groombridge Road sealing 482,000 

Saddle Road embankment failure 20,000 470,000 

Summerleas Road footpath (between 

Greenhill and Kingston View Drive) 286,000 

Tingira-Citrine Road safety 

improvements 25,000 

Wells Parade Footpath replacement 

vicinity 56-68 Wells Parade 60,000 

Kunama Drive rehabilitation (Binya to 

No. 49 Kunama) 620,000 




Old Station Road Rehabilitation 

between Channel Highway and seawall 

320,000 

Parish Lane reconstruction 180,000 

Wells Parade rehabilitation(Illawarra to 

Suncoast) 

50,000 700,000 

Blanche Avenue reconstruction 10,000 230,000 

Roslyn Avenue Pedestrian refuge 30,000 

Access ramps 20,000 20,000 20,000 20,000 20,000 

Beach Road Margate - between 

Bundalla and Esplanade 480,000 

Huon Road embankment failure vicinity 

25 Morphetts Road 10,000 340,000 

Huon Road embankment failure vicinity 

1233 10,000 150,000 

Diamond Drive subsoil drainage 40,000 

Replace Pontoon at Kingston Beach 39,500 

Turning circle Melinga Place, Taroona 

Concrete footpath Alamo Close 20,000 

Walkway to be piped Allens Rivulet 

Road 25,000 

23,000 

Balmoral Road carpark reconstruction 

and kerb installation 193,650 

Safety guard rail Killora Road 140,000 

Concrete footpath Carinya Street 25,000 

Bus bays Algona Road 42,500 

Powell Road reconstruction 1,100,000 

Talone Avenue reconstruction 1,000,000 

Blowhole Road reconstruction 1,000,000 

Geotechnical investigation for future 

works 60,000 60,000 60,000 60,000 60,000 

Margate to Snug shared path 400,000 

Kingston Beach -Beach Road works (vic 

of motel) 110,000 

Kingston Beach-foreshore works 340,000 450,000 450,000 

Bike lane improvements 10,000 10,000 10,000 10,000 10,000 

Works necessitated by development 50,000 50,000 50,000 50,000 50,000 

Guardrail replacement 50,000 50,000 50,000 50,000 50,000 

Adventure Bay Hall carpark sealing 90,000 

Beach Road (Bundalla to Channel 

Highway) 750,000 

Morris Avenue rehabilitation 315,000 

Silverwater Park access and carpark 

upgrade 85,000 

Pelverata Road-major rehabilitation 210,000 250,000 250,000 250,000 250,000 




Resealing Program 800,000 800,000 800,000 800,000 

Resheeting proposals 800,000 800,000 800,000 800,000 

Hutchins Street - Dorset Drive to No. 72 

- reseal 87,516 

Coolamon Road reseal 23,548 

Roslyn Avenue/Jindabyne Road RAB - 

reseal 37,196 

Roslyn Avenue, Blackmans Bay - 

Jindabyne RAB to Carita Road - reseal 53,924 

Wombara Avenue, Kingston Beach - 

reseal 75,582 

Kiama Place between Hiern Road and 

Tingira Road - reseal 42,653 

Kiama Place - between Tingira Road and 

cul-de-sac - reseal 26,962 

Tingira Road - between Roslyn Avenue 

and Stratford Place - reseal 68,510 

Burwood Drive - between Brightwater 

Road and House No. 21 - reseal 73,440 

Pelverata Road - at Sandfly Road 

junction - reseal 20,400 

Sandfly Road - at Pelverata Road 

junction - reseal 45,050 

Summerleas Road between Carissa 

Court and Leslie Road - reseal 44,550 

Summerleas Road between Leslie Road 

and Old Summerleas Road - reseal 

26,813 

Summerleas Road between Browns 

River Tributary to end of seal - reseal 26,400 

Lighthouse Road, South Bruny - gravel 

resheeting 252,000 

Cloudy Bay Road, South Bruny - gravel 

resheeting 228,000 

Tinderbox Road - gravel resheeting 181,980 

Alonnah Pontoon upgrade 60,000 

Browns River footbridge upgrade 35,000 

North West Bay bridge upgrade 70,000 

Snug River footbridge upgrade 15,000 

Barnes Bay jetty upgrade 7,500 

Brightwater Road widening 340,000 

Auburn Road rehabilitation 600,000 

Belhaven Avenue (vic 9 - 11) footpath 30,000 

Browns Road footpath VC Cottage Road 

to Channel Highway 200,000 200,000 

Channel Hwy Taroona (vic Grange 

Avenue) footpath 40,000 




Channel Hwy Snug (vic 2 - 4 Snug 

Esplanade) footpath 55,000 

Channel Hwy Margate (cnr Crescent 

Drive) footpath 30,000 

Cleburne Street footpath 130,000 

Hutchins Street (vic 18) footpath 30,000 

Nubeena Crescent Channel Highway 

intersect footpath 60,000 

Orana Place footpath vc Bareena Road 

Morris Avenue Taroona - reseal 300,000 

Channel Hwy - Stage 3 (Hutchins St to 

John St) 1,100,000 

40,000 

Gemalla Road Margate - reconstruction 

Illawong Crescent Taroona - 

reconstruction 135,000 

870,000 

John Street Kingston - reconstruction 250,000 

Kingston View Drive road pavement 

rehab 800,000 

Village Drive entrance to Redwood 

Village 80,000 

Harvey Road Bruny Island - sealing 300,000 

Road condition inspections 50,000 50,000 

Jetty Road - Peppermint Bay boat ramp 


Snug Beach boat ramp upgrade 60,000 

Alonnah Pontoon rehabilitation 500,000 

Browns River pedestrian bridge 

rehabilitation 400,000 400,000 

Snug Beach pedestrian bridge 

rehabilitation 150,000 

Barnes Bay jetty rehabilitation 210,000 

Taroona Crescent 800,000 

Various road projects yet to be 

identified 889,350 923,500 

ROADS BRIDGES & JETTIES TOTAL 6,712,524 5,680,000 6,047,000 6,571,000 6,971,000 

PROPERTY 16/17 17/18 18/19 19/20 20/21 

KSC original stadium floor replacement $290,000 $ $ $ $ 

Adventure Bay foreshore path 90,000 

KSC stadium divider curtain 41,000 

KSC Fitness Centre re-carpet and gym 

flooring 67,000 




Public entry upgrade to Lennon 

Memorial Hall Dennes Point 15,000 

Fence replacement - Family Day Care 38,000 

Cricket net replacement - Margate Oval 35,000 

Twin Ovals scoreboard replacement 40,000 

Columbarium Wall - Middleton 

Cemetery 10,000 

Lightwood Park 3 playing surface 


Kingborough Sports Centre emergency 

centre power self sufficiency project 320,000 

Tinderbox playground upgrade 45,000 

Gordon recreation ground playground 


Snug Hall upgrade 7,267 

Aged Persons Units repairs/upgrades 

School Road 20,920 

Blackmans Bay regional playspace 

development 320,000 

Roof anchor points Barretta Waste 

Transfer Station 10,000 

Acoustic sound panel Snug Hall 10,000 

Planned asbestos removal - halls 60,000 

Toilet improvements KWS Re-Use Shop 10,000 

KWS security camera upgrade 8,492 

Provision and installation of software 

and hardware for sales and records at 

the Barretta Waste Facility 24,200 

Provision and installation of a hard 

stand area 33,239 

KWS new green waste area roadworks 20,000 

Rubberise softfall around ship at Dru 

Point Park 33,500 




Installation of acoustic panels in Council 

halls 10,000 10,000 10,000 10,000 

Playground equipment replacement 

program 20,000 20,000 20,000 20,000 

Street furniture - seating 10,000 10,000 

Seawall restoration and preservation 

projects 50,000 50,000 150,000 150,000 

Olivia Court walking track to 

Whitewater Creek 90,000 

Three Hut Point carpark upgrade 25,000 

Balmoral Rd reserve upgrade 150,000 

Sporting facility upgrades 50,000 50,000 50,000 50,000 

Snug Oval changing room/toilet roof 


Alonnah toilet block - new 195,000 

Lighting at sportsgrounds 160,000 180,000 60,000 100,000 

Various unidentified projects 55,000 310,000 460,000 

PROPERTY TOTAL 991,217 834,159 800,000 800,000 800,000 

STORMWATER 16/17 17/18 18/19 19/20 20/21 

Brightwater road stormwater upgrade $ 130,000 $ $ $ 

Jindalee Drive culvert upgrade 40,000 

Auburn Road stormwater upgrade 

vicinity 41-47 50,000 

Beach Road, Middleton stormwater 


Ewing Avenue stormwater upgrade 225,000 

Margate Esplanade stabilisation 330,000 

Nebraska Road stabilisation 408,000 

Pearsall Avenue stormwater upgrade 86,000 

Taronga Road (Stage 2) stormwater 


Whitewater Creek stabilisation 109,000 

Whittons Road drainage upgrade 83,000 

Illawarra Road stormwater upgrade - 

Stage 2 614,000 

Davies Road widening and stormwater 




STORMWATER 16/17 17/18 18/19 19/20 20/21 

Tinderbox Reserve Master Plan (Stage 

1) - stormwater upgrade and coastal 

protection 105,000 

Works necessitated by development 50,000 50,000 50,000 50,000 50,000 

Stormwater network modelling 30,000 30,000 30,000 30,000 30,000 

Flood risk modelling 45,000 45,000 45,000 45,000 45,000 

Flood gauge 50,000 

Coningham carpark reserve stormwater 

outfall 120,000 

Roadside drainage repairs 15,000 15,000 15,000 15,000 

Rural roads culvert upgrades 60,000 40,000 40,000 60,000 

Argyle Drive stormwater extension - 

Stage 2 200,000 

Victoria Avenue Dennes Point drainage 


Body's Creek 264,000 

Kingston GPT upgrade 220,000 

Meath Avenue stormwater upgrade and 

road rehab - Stage 2 520,000 

Works identified from modelling 

investigations 276,841 856,000 1,100,000 660,000 

TOTAL 1,892,000 1,558,841 1,500,000 1,500,000 1,500,000 

STRATEGIC INVESTMENT SPECIAL 

PROJECTS 16/17 17/18 18/19 19/20 20/21 

Former Kingston High School site 

redevelopment 

Central Kingston road design 40,000 

Community hub design 30,000 

Land purchase 

Parking strategy 60,000 

Boulevard construction 2,500,000 

Boulevard land & subdivision 


$ $ $ $ $ 

Community hub construction 3,000,000 200,000 

Public open space design 60,000 30,000 

Promenade construction (pedestrian) 

Promenade construction (road) 1,400,000 

Promenade land & subdivision 


1,200,000 200,000 



STRATEGIC INVESTMENT 

SPECIAL PROJECTS 16/17 17/18 18/19 19/20 20/21 

Car parking and public open 

space construction 800,000 800,000 

FKHS REDEVELOPMENT 

TOTAL 2,630,000 4,510,000 1,490,000 1,000,000 800,000 

LAND 16/17 17/18 18/19 19/20 20/21 

Land purchase - Oakleigh 

Avenue $22223332230,00023233 $ 2$ $ $ 



Appendix C 

Rates Resolutions 

1. ANNUAL ESTIMATES (REVENUE AND EXPENDITURE) 

That: 

a) in accordance with Section 82 of the Local Government Act 1993 (as amended) the Council adopts the 

estimates of revenue and expenditure (excluding estimated capital works) for the 2016/17 financial 

year as detailed in the Annual Plan; 

b) in accordance with section 82(6) of the Act the Council, by absolute majority, authorises the General 

Manager to make minor adjustments up to $50,000 to any individual estimate item as he deems 

necessary during the 2016/2017 financial year provided that the total of the Estimates remains 

unaltered. 

2. RATES RESOLUTION – PART 1(A) 

That in accordance with the provisions of the Local Government Act 1993 (as amended) Council makes a 

General Rate component for land within the municipal area for the period 1 July 2016 to 30 June 2017 of 

0.2857 cents in the dollar of capital value, in respect of all rateable land within the municipal area. 

3. RATES RESOLUTION – PART 1(B) 

Pursuant to Section 107 of the Local Government Act 1993 (as amended), the Council by absolute majority 

hereby varies the General Rate component (as previously made) for land within the municipal area which is 

used or predominantly used for industrial purposes to 0.5873 cents in the dollar of capital value of such 

rateable land. 

4. RATES RESOLUTION – PART 1(C) 

Pursuant to Section 107 of the Local Government Act 1993 (as amended), the Council by absolute majority 

hereby varies the General Rate component (as previously made) for land within the municipal area which is 

used or predominantly used for commercial purposes to 0.5169 cents in the dollar of capital value of such 

rateable land. 

5. RATES RESOLUTION – PART 2 

Pursuant to Section 90(4) of the Local Government Act 1993 (as amended), in making a General Rate the 

Council sets a minimum amount of $322, in respect of all rateable land within the municipal area for the 

period 1 July 2016 to 30 June 2017. 




Pursuant to Section 94(1) of the Local Government Act 1993 (as amended), the Council makes the following 

charges for land within the municipal area for the period 1 July 2016 to 30 June 2017: 

a) a Garbage Collection Charge of $94 for each residential or commercial unit that is provided with a 

Council garbage collection service utilising a 80-litre mobile garbage bin, whether that service is used 

or not. 

b) pursuant to Section 94(3A) of the Act the Council, by absolute majority determines to vary the Garbage 

Collection Charge as follows: 

i) for each residential or commercial unit that is provided with a Council garbage collection service 

utilising a 120-litre or 140-litre mobile garbage bin the service charge is varied to $146. 

ii) 

for each residential or commercial unit that is provided with a Council garbage collection service 

utilising a 240-litre mobile garbage bin the service charge is varied to $242. 




a) a Recycling Collection Charge of $52 for each residential or commercial unit that is provided with a 

Council recycling collection service utilising a 140-litre mobile recycling bin, whether that service is 

used or not. 

b) pursuant to Section 94(3A) of the Act the Council, by absolute majority determines to vary the 

Recycling Collection Charge as follows: 

i) for each residential or commercial unit that is provided with a Council recycling collection 

service utilising a 240-litre mobile recycling bin the charge is varied to $85. 

8. RATES RESOLUTION – PART 5(A) 



a) a Stormwater Removal Rate of 0.0056 cents in the dollar of capital value of such rateable land within 

the municipal area. 

9. RATES RESOLUTION – PART 5(B) 

Pursuant to Section 93(3) of the Local Government Act 1993 (as amended), the Council in making a 

Stormwater Removal Rate sets a minimum amount of $56, in respect of all rateable land within the 

municipal area for the period 1 July 2016 to 30 June 2017. 



10. RATES RESOLUTION – PART 5C 

Pursuant to Section 129(4) of the Local Government Act 1993 (as amended) the Council determines that for 

a member of the class of ratepayers whose liability to pay the Stormwater Removal Rate assessed in 

accordance with the resolution Part 5(A) (previously made) arises for more than one property in the 

municipal area a remission of the Stormwater Removal Rate shall automatically be granted for such of that 

members’ properties which:- 

a) only have erected upon them a boat shed, jetty, ramp or similar structure for access to littoral or 

riparian waters; or 

b) do not have the qualities of a minimum lot, as defined by the Local Government (Building and 

Miscellaneous Provisions) Act 1993 (except where such land could be adhered to other lands in the 

same ownership so as to comprise a block which has the qualities of a minimum lot); and 

c) the above remission may be withdrawn where the rates have not been paid in full by the due date. 


Pursuant to Section 93A of the Local Government Act 1993 (as amended) and the provisions of the Fire 

Service Act 1979 (as amended), the Council makes the following rates for land within the municipal area for 

the period 1 July 2016 to 30 June 2017: 

a) a Permanent Brigade District Fire Rate of 0.059437 cents in the dollar of capital value, subject to a 

minimum amount of $38 in respect of all rateable land within the Permanent Brigade Rating District. 

b) a Volunteer Brigade District Fire Rate of 0.018083 cents in the dollar of capital value, subject to a 

minimum amount of $38 in respect of all rateable land within Volunteer Brigade Rating District. 

c) a General Land Fire Rate of 0.014257 cents in the dollar of capital value, subject to a minimum amount 

of $38 in respect of all rateable land within the municipal area, which is not within the Permanent 

Brigade Rating District, or the Volunteer Brigade Rating District. 

12. RATES RESOLUTION - PART 7 

Payment of Rates and Charges 

Pursuant to Section 124 of the Local Government Act 1993 (as amended) the rates for 2016/2017 shall be 

payable in four instalments, the dates by which the rates are due to be paid are: 

First Instalment 15 August 2016 

Second Instalment 31 October 2016 

Third Instalment 31 January 2017 

Fourth Instalment 28 April 2017 

Penalties and Interest 

Pursuant to Section 128 of the Local Government Act 1993 (as amended) where an amount of rates remains 

unpaid for one month after the due date, a penalty of 5% of the unpaid amount, together with interest on 

the unpaid amount at a rate of 8.40% per annum calculated monthly in arrears, shall be applied. 

Supplementary Rates 



a) Pursuant with Sections 89A, 92 and 109N of the Local Government Act 1993 (as amended) if a 

supplementary valuation is made of any land prior to 30 June 2017, the General Manager may at his 

discretion adjust the amount payable in respect of any or all rates for that land for that financial year in 

line with the new valuation; and 

b) If a rates notice is issued by the General Manager under sub-clause (a), the amount shown as payable 

on that notice is due to be paid within 30 days of the date on which that notice is issued. 

13. CAPITAL WORKS PROGRAM 

That Council: 

a) Pursuant to Section 82 of the Local Government Act 1993 (as amended) adopts the Capital Works 

Program for the 2016/17 financial year as detailed in the Annual Plan. 

b) notes the draft Capital Works programs proposed for financial years 2017/18, 2018/19, 2019/20 and 

2020/21 as detailed in the Annual Plan which remain subject to change depending on other priorities 

being identified and financial resources which may be available at the time. 

14. FEES AND CHARGES 

That in accordance with Section 205 of the Local Government Act 1993 (as amended) Council adopts the 

Fees and Charges Schedule for the 2016/17 financial year as detailed in Appendix D. 



Appendix D 

Fees and Charges Schedule 

1) PLANNING FEES FEE 2015/16 FEE 2016/17 

VARIANCE 

INCL GST 

(%) 

Development Application Fee 

House - permitted $320.00 $330.00 3.00% 

House - discretionary (plus public notification fee) $430.00 $443.00 3.00% 

* Public notification $250.00 $258.00 3.00% 

Residential alterations including garages, carports, outbuildings $210.00 $216.00 3.00% 

Change of use $210.00 $216.00 3.00% 

Signage $210.00 $216.00 3.00% 

Other ‘permitted’ development of a minor nature $210.00 $216.00 3.00% 

Other development $510.00 $525.00 3.00% 

plus per $1,000 of project cost up to $1m $1.20 $1.20 0.00% 

plus per $1,000 of project cost from $1m to $5m $0.70 $0.70 0.00% 

plus per $1,000 of project cost over $5m $0.40 $0.40 0.00% 

plus per dwelling unit $65.00 $67.00 3.00% 

Subdivision $600.00 $618.00 3.00% 

plus per proposed lot $140.00 $144.00 3.00% 

Subdivision - boundary adjustment $370.00 $381.00 3.00% 

Sealing of final plan (per final plan) $300.00 $309.00 3.00% 

* Consideration and sealing of documentation (not listed elsewhere 

$150.00 $155.00 3.00% 

on this schedule) 

Application to amend sealed plan (including sealing) $370.00 $381.00 3.00% 

Sealed Plan amendment hearing $1,200.00 $1,236.00 3.00% 

Strata plans (including signing) $370.00 $381.00 3.00% 

Staged strata development schemes $300.00 $309.00 3.00% 

Adhesion orders (including sealing) $250.00 $258.00 3.00% 

* Cancellation of Council Seal $220.00 $227.00 3.00% 

Request to amend approval conditions - Permitted Use $210.00 $216.00 3.00% 

Request to amend approval conditions - Discretionary Use $350.00 $361.00 3.00% 

Extension of time on existing valid permit $290.00 $299.00 3.00% 

* Investigation (substantial commencement or condition compliance) $160.00 $165.00 3.00% 

Amendment to Planning Scheme (including advertising and $3,500.00 $3,605.00 

Resource Planning & Development Commission fee) 50% 0f the fee 

is refundable if the amendment is not certified by the Council. 

3.00% 

Section 33 (5) Amendment Fee $350.00 $361.00 3.00% 

Amendment to Strata Plan $210.00 $216.00 3.00% 

Refund of fees for application withdrawn prior to determination 

50% 

Assessment of a proposal involving illegal work, valued in excess of 

$5,000 commenced without approval - double normally applicable 

planning fees. 

Review of application lodged as exempt / no permit required $100.00 $103.00 3.00%

2) DEVELOPMENT & SUBDIVISION ENGINEERING FEES FEE 2015/16 FEE 2016/17 

Commercial Development / Subdivision Engineering Fees 

VARIANCE 

INCL GST 

(%) 

Engineering plan approval and audit inspection fee for civil works 750.00 773.00 3.00% 

or 2% of value of civil works (GST included) - whichever fee is 

greater. 

Minor subdivision (incl. Adhesions and boundary adjustments) 

assessment/inspection fee not involving significant civil works. 

300.00 309.00 3.00% 

1 audit inspection included 

* Audit inspection - reinspection fee for (27) and (28) 120.00 124.00 3.00% 

Other - as required per development permit engineering 

condition 

Permit to carry out works within Road Reserve (1 audit inspection 

included) - development permit 

230.00 237.00 3.00% 

condition 

* Audit inspection - reinspection fee for (30) 120.00 124.00 3.00% 

* Supply & Install Street Sign in Municipality 450.00 464.00 3.00% 

* Location of Infrastructure Full Cost 

Recovery 

Full Cost 

Recovery 

3) BUILDING FEES FEE 2015/16 FEE 2016/17 

N/A 

VARIANCE 

INCL GST 

(%) 

Plan Assessment Fee (Including issue of CLC, Occupancy permit and Certificate of Final Inspection) 

* Class 1 Building per m2 5.00 5.00 0.00% 

* Minimum Amount 849.00 874.00 3.00% 

* Class 10 Building per m2 3.00 3.00 0.00% 

* Minimum Amount 478.00 492.00 3.00% 

* Class 2-9 Building per m2 5.00 5.00 0.00% 

* Minimum amount 1061.00 1093.00 3.00% 

(Where applications contain elements of professional certification 

or exceed 'fee for service', Asst Building Surveyor may vary 

schedule). 

* Demolition (per building) 152.00 157.00 3.00% 

* Surcharge for Assessment of works requiring Certificate of 

478.00 492.00 3.00% 

Substantial Compliance class 10 Building 

* Surcharge for Assessment of works requiring Certificate of 

Substantial Compliance class 1- 9 Buildings 

1061.00 1093.00 3.00% 



3) BUILDING FEES (Continued) FEE 2015/16 FEE 2016/17 

Building Permit Fees (Including Certificate of Completion) 

VARIANCE 

INCL GST 

(%) 

Class 1a Permits 180.00 185.00 3.00% 

plus per residence in a multi residential development 35.00 36.00 3.00% 

Class 10a Permits 137.00 141.00 3.00% 

All Commercial Permits (per stage) - under $100, 000 203.00 209.00 3.00% 

- $100,000 to $500,000 262.00 270.00 3.00% 

- $500,000 to $2,000,000 355.00 366.00 3.00% 

- over $2,000,000 503.00 518.00 3.00% 

Building inspections (per inspection) 

* Class 1 or 10 Building 128.00 132.00 3.00% 

* Class 2 to 9 Building 128.00 132.00 3.00% 

* Additional inspection - Class 1 Buildings 128.00 132.00 3.00% 

* Additional inspection - Class 2 to 9 Buildings 128.00 132.00 3.00% 

Certificates/Notices 

Copy Certificate of Completion - Building 42.00 43.00 3.00% 

Building Certificate - Stratum Title (Per Strata Lot) 99.00 102.00 3.00% 

- Building/Others + fee for normal app'n process: at Council discretion 218.00 225.00 3.00% 

- Plumbing Compliance (additional to above) 208.00 214.00 3.00% 

Issuing of Infringement Notices - Residential (per hour) 107.00 110.00 3.00% 

- Commercial (per hour) 107.00 110.00 3.00% 

Building Permit Amendments (per amendment) 

All Building Classes 148+109/hr 152+112/hr 3.00% 

Building Permit - Extended/Expired Permit Fees 

Charged per annum if a Certificate of Completion is not issued within permit 

period (2 yrs). No certificate issued until all fees paid. 

Class 1 Buildings (Permits expired after 1/07/2006) 126.00 130.00 3.00% 

Class 2 to 9 Building 250.00 258.00 3.00% 

Indemnity Bonds 

Building without kerb & gutter 250.00 250.00 0.00% 

Building with kerb & gutter 1,000.00 1000.00 0.00% 

Building Levies 

Industry Training Levy (where cost exceeds $5,000) = 0.2% Calculated Calculated 

Building Permit Levy (0.1% of Building work) Calculated Calculated 

Building Surveying 

* Inside municipality (per hour) 109.00 112.00 3.00% 

* Outside municipality (per hour) 109.00 112.00 3.00% 

* Permit Exemption Letter (Provide letter exempting building work from a permit 

under section 60 of the Building Act) - plus inspection charge if required 

* Fee for providing Building Permit in hard copy form as opposed to electronic 

form 

212.00 218.00 3.00% 

43.00 44.00 3.00% 



4) PLUMBING FEES FEE 2015/16 FEE 2016/17 

Plumbing Permit Fees 

VARIANCE 

INCL GST 

(%) 

Plan Approval (per m2) Class 1 to 9 1.40 1.40 0.00% 

Plan Approval (per m2) Class 10 1.10 1.10 0.00% 

Plan Approval Minimum Charge for Class 1 to 9 137.00 141.00 3.00% 

Plan Approval Minimum Charge for Class 10 104.00 107.00 3.00% 

* Plumbing Inspections (per inspections) 128.00 132.00 3.00% 

* Plumbing Application Inspection Fee (per dwelling/unit, Class 1) 448.00 461.00 3.00% 

* Additional inspections 114.00 117.00 3.00% 

Permit Assessment - Backflow Prevention & Swimming Pools 170.00 175.00 3.00% 

Certificate of Completion - Plumbing 48.00 49.00 3.00% 

Plumbing Permit Fee (Plumbing Only Permits) 137.00 141.00 3.00% 

Plumbing Permit - Extended/Expired Permits 

Charged per annum if a Certificate of Completion is not issued within permit 

period (2 yrs). No certificate issued until all fees paid. 

Plumbing Fee All Classes 137.00 141.00 3.00% 

5) ENVIRONMENTAL HEALTH FEES FEE 2015/16 FEE 2016/17 

Food (licensing, assessment & inspections) 

VARIANCE 

INCL GST 

(%) 

Notification - food business 56.00 58.00 3.00% 

Annual Application - Low Risk - Storage Only 56.00 58.00 3.00% 

Annual Application - Low Risk 142.00 146.00 3.00% 

Annual Application - Medium Risk 197.00 203.00 3.00% 

Annual Application - High Risk 251.00 259.00 3.00% 

Annual Application - Mobile Food Business 203.00 

Annual Application - 6 month seasonal 71.00 73.00 3.00% 

Improvement Notice (Food Act 2003) 66.00 68.00 3.00% 

Prohibition Order (Food Act 2003) 126.00 130.00 3.00% 

* Additional Inspection 142.00 146.00 3.00% 

Assessment of Food Premises - new/modified/alterations (report request) 377.00 388.00 3.00% 

Temporary Food Business - Charity/Community (more than one stall) 38.00 39.00 3.00% 

Temporary Food Registration (Commercial) - single event 35.00 36.00 3.00% 

Temporary Food Notification (Commercial) 10.00 10.00 3.00% 

Education 

* Thermometer Purchase 31.00 32.00 3.00% 

* Food handler training (per hour) - max no. of participants applies 94.00 97.00 3.00% 

* SmartBurn (woodheaters) 29.00 30.00 3.00% 

Water Sampling 

* Bacterial (private) 132.00 136.00 3.00% 

* Swimming Pool (each) 132.00 136.00 3.00% 

* Swimming Pool & Spa (each) 175.00 180.00 3.00% 



5) ENVIRONMENTAL HEALTH FEES (Continued) FEE 2015/16 FEE 2016/17 

VARIANCE 

INCL GST 

(%) 

Sharps Container Disposal (per Litre) 

* Collected 17.00 18.00 3.00% 

* Delivered 14.00 15.00 6.00% 

Other Environmental Health Licences & Fees 

Special Plumbing Permit (on-site wastewater) 281.00 289.00 3.00% 

Special Plumbing Permit (on-site wastewater) – amendment 85.00 88.00 

Event - Temporary Place of Assembly Licence 43.00 44.00 3.00% 

Event - Inspection Fee - (community) 48.00 49.00 3.00% 

Water Carters - licence (per vehicle) 94.00 97.00 3.00% 

Systems for Air & Water – registration 81.00 97.00 20.00% 

Private Water Supply - registration (high risk) 81.00 97.00 20.00% 

Private Water Supply - registration (low risk) 37.00 

Private Water Supply - inspection 60.00 

Public Health Risk Activity - licence 94.00 97.00 3.00% 

Caravan Habitation Certificate of Approval 158.00 163.00 3.00% 

* Late application administration fee 22.00 23.00 3.00% 

* Retrospective application fee - additional 25% of relevant fee Calculated Calculated N/A 

* Private Burial Assessment 94.00 97.00 3.00% 

* Private Environmental Sample Fee (analysis fee, additional) 94.00 97.00 3.00% 

* Exhumation Supervision Fee (per hour) 94.00 97.00 3.00% 

* Environmental Health Assessment Fee - General (per hour) 94.00 97.00 3.00% 

Environment Protection Notice (EPN) - issue 291.00 

Environment Protection Notice (EPN) - amendment 97.00 

Environmental Health Infringement Notices (Refer to Act for the charges to be levied) 

6) ENGINEERING FEES FEE 2015/16 FEE 2016/17 

VARIANCE 

INCL GST 

(%) 

Hawkers Licence 

Residents 81.00 83.00 3.00% 

Non-residents 147.00 151.00 3.00% 

7) COPY CHARGES FEE 2015/16 FEE 2016/17 

VARIANCE 

INCL GST 

(%) 

Copy from customer original 

* A1 (per sheet) 4.20 4.30 3.00% 

* A2 (per sheet) 3.90 4.00 3.00% 

* A3 (per sheet) 1.60 1.60 0.00% 

* A4 (per sheet) 0.80 0.80 0.00% 

Copy from Council Data/Records 

* House Connection Drainage Plan 29.00 30.00 3.00% 

* Building Plans - per 10 A3 pages 31.00 32.00 3.00% 

* - per 4 A1 pages 31.00 32.00 3.00% 

* Retrieval of Plan from Archives - Berriedale 22.00 23.00 3.00% 

Prints from GIS (roads, water, sewer, stormwater, subdivision etc) 

* A1 or A2 16.50 17.00 3.00% 

* A3 or A4 8.00 8.00 0.00% 

Other Council Records (as constructed subdivision, 1:5000 Ortho photos, Council Design Plans) 

* A1 or A2 16.50 17.00 3.00% 

* A3 or A4 8.00 8.00 0.00% 

* MSD Standard Drawing (per set) 42.00 43.00 3.00% 



8) PLANT HIRE FEE 2015/16 FEE 2016/17 

Plant Hire charges are charges at internal rates particular to each item, so as to cover the cost of operating 

and replacing the item of plant. Hire charges are exclusive of the cost of the operators labour charges. 

VARIANCE 

INCL GST 

(%) 

9) CARAVAN TAX FEE 2015/16 FEE 2016/17 

VARIANCE 

INCL GST 

(%) 

* 'Mainland' Kingborough (per week) 17.00 18.00 3.00% 

* Bruny Island (per week) 17.00 18.00 3.00% 

10) WASTE CHARGES (NOT KINGBOROUGH WASTE SERVICES) FEE 2015/16 FEE 2016/17 

VARIANCE 

INCL GST 

(%) 

Kerbside Collection Service 

* Upgrade/Downgrade Mobile Garbage/Recycling Bin(s) Administration Fee 29.00 30.00 3.00% 

Mobile Garbage Bin Replacement Fee 

(Payable for the second and any subsequent replacement bin in any three-year period) 

* - 80 Litre Bin 63.00 65.00 3.00% 

* - 120 Litre Bin 74.00 76.00 3.00% 

* - 240 Litre Bin 106.00 109.00 3.00% 

Mobile Recycling Bin Replacement Fee 

(Payable for the second and any subsequent replacement bin in any three-year 

period) 

* - 140 Litre Bin 77.00 79.00 3.00% 

* - 240 Litre Bin 106.00 109.00 3.00% 

11) KINGBOROUGH WASTE SERVICES CHARGES FEE 2015/16 FEE 2016/17 

VARIANCE 

INCL GST 

(%) 

* General Waste (per tonne) 74.70 100.00 34.00% 

* Minimum Fee - Waste to the Walking Floor 10.00 10.00 0.00% 

* Household Collection Waste (per tonne) 102.00 110.00 0.00% 

Tyres (each) 

* Car Tyres 6.50 6.50 0.00% 

* Car tyres on rim 10.00 10.00 0.00% 

* Light Truck Tyres 12.00 12.00 0.00% 

* Light Truck Tyres on rim 16.50 16.50 0.00% 

* Truck Tyres 22.00 25.00 13.50% 

* Gas Bottles (each) 10.00 10.00 0.00% 

* Green Waste (per metre) 10.00 10.00 0.00% 

* 

* 

* 

Recycling Fee (where the customer does not have general waste) 

Steel 

Car Body – full 

Car Body - half 

No Charge 

50.00 

55.00 

30.00 

No Charge 

50.00 

55.00 

30.00 

N/A 

0.00% 

0.00% 

0.00% 

12) BRUNY TRANSFER STATION FEES FEE 2015/16 FEE 2016/17 

VARIANCE 

INCL GST 

(%) 

Garbage Bags 

* Single Garbage Bags 5.00 5.00 0.00% 

* Two Garbage Bags 8.00 8.00 0.00% 

* Three Garbage Bags 11.00 11.00 0.00% 

Light Vehicles 

* Light vehicles without trailer - boot load (3 garbage bags -55 litre) 11.00 11.00 0.00% 

* Light vehicles with or without trailer 3m3 load (5m3 Limit) 32.00 32.00 0.00% 




12) BRUNY TRANSFER STATION FEES (Continued) FEE 2015/16 FEE 2016/17 

VARIANCE 

INCL GST 

(%) 

Greenwaste 


* Clean Green Waste

13) HIRE CHARGES FOR HALLS (Continued) 

FEE 

2015/16 

Progress Associations and Public Meetings 

There is no Charge for Community Groups for public meetings from Monday to Thursday 

inclusive provided the meeting is open to all members of the public and is advertised 

accordingly. (Note organisations not currently listed in the Information Directory will need 

approval on a case-by-case basis). 

FEE 2016/17 

VARIANCE 

INCL GST 

(%) 

* All Facilities (Friday to Sunday inclusive) 21.00 22.00 3.00% 

Trading Activities (Indoor Markets etc) 

Markets - Urban Halls (Kingston Beach/Blackmans Bay) per day 190.00 

Markets - Rural Halls per day 120.00 

Note: Markets operated on a not-for-profit basis - 50% discount 

Taroona, Lower Longley, Kettering, Snug, Woodbridge, 

Adventure Bay, Lunawanna & Dennes Point (Lennon) 

Hall Management Committees are required to use the above 

fees unless otherwise approved by Council. 

Alonnah Community Centre & History Room - Bruny Island 

Deposits/Bonds 

Cleaning Deposit 100.00 100.00 0.00% 

Daytime Hire 

* All Facilities (9am to 6pm) 132.00 136.00 3.00% 

* All Facilities (per hour) 21.00 22.00 3.00% 

* Hall Only (9am to 6pm) 87.00 90.00 3.00% 

* Hall Only (per hour) 13.00 13.00 0.00% 

Night Time Hire 

* All Facilities (6pm to midnight) 137.00 141.00 3.00% 

* All Facilities (per hour) 26.00 27.00 3.00% 

* All Facilities (midnight to 1am) 31.00 32.00 3.00% 

* Hall Only (6pm to midnight) 99.00 102.00 3.00% 

* Hall Only (per hour) 20.00 21.00 3.00% 

Playschool Groups - Main Hall Only 

* Per Session (2 hour maximum) 11.00 11.00 0.00% 

Youth Groups - Main Hall Only 

* Per Session (2 hour maximum) 11.00 11.00 0.00% 

Progress Associations and Public Meetings 

There is no Charge for Community Groups for public meetings from Monday to Thursday 

inclusive provided the meeting is open to all members of the public and is advertised 

accordingly. (Note organisations not currently listed in the Information Directory will need 

approval on a case-by-case basis). 

* Main Hall Only 21.00 22.00 3.00% 

Trading Activities 

* All Facilities 213.00 219.00 3.00% 

* Main Hall Only 185.00 191.00 3.00% 

* Kitchen Only (daytime) 52.00 54.00 3.00% 

* Kitchen Only (night time) 64.00 66.00 3.00% 

Price for other facilities negotiated on application to Council 



13) HIRE CHARGES FOR HALLS (Continued) 

FEE 

2015/16 


VARIANCE 

INCL GST 

(%) 

Youth Centre "Yspace" 98 Beach Road 

Category A - No charge 

No charge to any youth related organisation of agency or other appropriate 0.00 0.00 0.00% 

not for profit community based group 

Category B - Not for profit groups and individuals not providing a youth related service 

* Daytime Hire 83.00 85.00 3.00% 

* Daytime Hourly Rate 13.00 13.00 0.00% 

* Night Time Hire 97.00 100.00 3.00% 

* Night Time Hourly Rate 19.00 20.00 3.00% 

Category C - Commercial users and individuals providing services for a personal profit 

(Double the above rates) 

* Daytime (9am to 6pm) 170.00 175.00 3.00% 

* Hourly Rate 26.00 27.00 3.00% 

* Night Time Hire 180.00 185.00 3.00% 

* Night Time Hourly Rate 36.00 37.00 3.00% 

Other Fees 

* Replacement Key 33.00 34.00 3.00% 

* Failure to Secure Facility Fee 90.00 93.00 3.00% 

14) HIRE CHARGES FOR GROUNDS 

FEE 

2015/16 


VARIANCE 

INCL GST 

(%) 

Casual Rates (per day) 

* Ratepayer/Residents 83.00 85.00 3.00% 

* Non-Ratepayer/Non-Resident 117.00 121.00 3.00% 

Twin Ovals 

* Match Rate (per hour) (Juniors under 16 - 50% discount) 99.00 102.00 3.00% 

Note: If hirer requires staff to be in attendance, full cost recovery to apply 

* Training Rate (per hour) (Juniors under 16 - 50% discount) 48.00 49.00 3.00% 

* Lights (full cost recovery to apply) Calculated Calculated N/A 

* Synthetic Practice Nets (per hour, per net) 12.00 12.00 0.00% 

* Major Events - Negotiables (minimum $2,000) 

* Twin Ovals Ground Rental - Anchor Tenant Club (per annum) 8,755.00 9018.00 3.00% 

Cleaning Deposit 

Cleaning Deposit 100.00 100.00 0.00% 

Long Term Hiring 

* By special arrangement with Council 

Dru Point BBQ and Shelter (per BBQ per Session) 

* Ratepayer/Resident 6.00 7.00 9.00% 

* Non-Ratepayer/Non-Resident 13.00 13.00 0.00% 

Alonnah Oval Toilet Facilities (per day) 

* Part of Community Hall 37.00 38.00 3.00% 



15) SPORTS CENTRE CHARGES 

FEE 

2015/16 


VARIANCE 

INCL GST 

(%) 

Squash (Casual Adult - Per Person) 

* 5.00pm – 11.00pm 1 hour 20.00 20.00 0.00% 

* ½ hour 14.00 14.00 0.00% 

Squash (Junior/Students/Pensioners) 

* 5.00pm – 11.00pm 1 hour 12.00 12.00 0.00% 

* ½ hour 9.00 9.00 0.00% 

Squash (Club Member - Per Court) 

* 5.00pm – 11.00pm 1 hour 18.00 18.00 0.00% 

* ½ hour 13.00 13.00 0.00% 

Squash Equipment Hire 

* Racquets 3.50 3.50 0.00% 

* I-Max 0.00 0.00 0.00% 

Table Tennis 

* Adult (per table) 1 hour 13.00 13.00 0.00% 

* Junior (per table) 1 hour 7.00 8.00 9.00% 

* Adult & Junior (each per table) 1 hour 10.00 10.00 0.00% 

* Hire Equipment - Bats 1.30 1.50 12.00% 

* Hire Equipment - Balls 0.60 0.00 0.00% 

Family Concession 

* Use of Stadium, Squash and Table Tennis – incl hire of equipment 23.00 40.00 65.00% 

per family for 2 hrs (weekends, public holidays, weekdays only) 

School Hire 

* 1 hour (cost per student) 3.90 4.00 3.00% 

* 1½ hours (cost per student) 4.90 5.00 3.00% 

* 2 hours (cost per student) 5.70 6.00 3.00% 

* Minimum Charge - School Group 46.00 60.00 30.00% 

- Bookings in excess of 2 hours - price on application 

- Discounts may be negotiated for larger groups of students or where special 

circumstances exist (eg term bookings). 

Sports Centre Hiring 

Price on application to Sports Centre Manager. 

Basketball/Netball 

* Casual Use – Individuals only (up to 2 hours) Junior 5.00 5.50 10.00% 

* Casual Use – Individuals only (up to 2 hours) Senior 7.00 7.50 7.00% 

Full Stadium 

Roster use – Basketball/Netball/Volleyball/Indoor Soccer (limited seating only) 

* Price on application, however base rate per court per hour for evening rosters applies 

Badminton 

Single Court (Casual Use Only) 

* Seniors 9.00 am – midnight 1 hour 21.00 22.00 3.00% 

Association Use of Stadium 

* Two Courts - Netball Ladies Daytime (Friday)) 1 hour 96.00 98.00 1.75% 

* - Netball Ladies Night (Tuesday/Wednesday) 1 hour 96.00 98.00 1.75% 

* - Netball Mixed (Sunday) 1 hour 96.00 98.00 1.75% 

* One Court 1 hour 50.00 51.00 1.75% 



15) SPORTS CENTRE CHARGES (Continued) FEE 2015/16 FEE 2016/17 

VARIANCE 

INCL GST 

(%) 

Room Hire 

* Fitness Centre Activities Room (per hour) 36.00 37.00 3.00% 

* Pilates Room (per hour) 27.00 28.00 3.00% 

* Martial Arts Rooms (per hour) 27.00 28.00 3.00% 

Fitness Centre 

Premium Membership 

Entitles full use of electronic fitness machines, free weights gym, group exercise & spin 

classes, sauna 

10% discount on sale goods, 50% discount on personal squash court hire. 

* Joining Fee (includes 1 hour induction and personal program) 79.00 81.00 3.00% 

* 12 month membership (1 payment) 781.00 804.00 3.00% 

* Weekly Direct Debit (minimum 3 months membership) 15.00 15.00 3.00% 

Premium Family Membership (2 Adults + 2 Children) 

* Joining Fee (includes 1 hour induction and personal program) 105.00 108.00 3.00% 

* 12 month membership (1 payment) 1,053.00 1,116.00 6.00% 


Select Membership 

Entitles use of any (2) areas, weights, electronic fitness 

machines and/or group exercise 

* 

Joining Fee (includes 1 hour induction and personal 

79.00 81.00 3.00% 

program) 

* 12 Month membership (1 payment) 595.00 631.00 6.00% 


Casual Classes 

* 18 and under 8.00 8.00 0.00% 

* Uni/Tafe/Concession 10.00 10.00 0.00% 

* Weights or Electronic Machines 13.00 13.00 0.00% 

* 20 Sessions 185.00 191.00 3.00% 

A once off joining fee of $51 will apply if this pass is used for the gym 

Joining fee does not apply if pass is used for classes only. 

Note 

- Minimum membership is 3 months. A Fitness Assessment applies. 

- Instalment payments are a minimum 3 month commitment – 1 months’ 

notice required of cancellation. 

- Student/Pensioner Discounts of 10% only available on 12 Month 

- Memberships, and only on presentation of appropriate evidence. 



16) ANIMAL FEES & CHARGES FEE 2015/16 FEE 2016/17 

Registration Fees 

VARIANCE 

INCL GST 

(%) 

Entire Dogs 78.00 80.00 3.00% 

Restricted Breed 78.00 80.00 3.00% 

Dangerous Dogs 78.00 80.00 3.00% 

Guard Dogs 78.00 80.00 3.00% 

Sterilised Dogs 25.00 26.00 3.00% 

TCA Breeding Dogs 25.00 26.00 3.00% 

Working dogs 25.00 26.00 3.00% 

Racing Greyhound 25.00 26.00 3.00% 

Pensioner/Health Care Card Dogs 29.00 30.00 3.00% 

Obedience Dogs (Trained to ANKC standard) 29.00 30.00 3.00% 

Pensioner/Health Care Card Dog Sterilised 17.00 18.00 3.00% 

Obedience Dogs Sterilised (Trained to ANKC standard) 17.00 18.00 3.00% 

Guide Dogs, Assistance & Therapy Dogs 0.00 0.00 0.00% 

New dog registration pre 1 January - 100% of fees charged 

New dog registration post 1 January - 50% of fees charged 

Refund for deceased dog pre 1 January - 100% refund 

Refund for deceased dog post 1 January - 50% refund 

Monthly late fee charged from 1 August 11.00 11.00 0.00% 

Pound Maintenance Charges 

* Dog (per day) 31.00 32.00 3.00% 

* Large Animals - eg Horse, Cow, Bull, Pig (per day) 31.00 32.00 3.00% 

* Small Animals - eg Sheep, Goat (per day) 31.00 32.00 3.00% 

After Hours Pound Release - Registered dogs only 138.00 142.00 3.00% 

Pound Release (All animals) 30.00 31.00 3.00% 

Purchase of Dog 

* All Breeds 30.00 32.00 6.00% 

Application for the keeping of several dogs 

Application Fee 75.00 80.00 6.00% 

* Public Notification 215.00 228.00 6.00% 

Renewal Fee 30.00 32.00 6.00% 



16) ANIMAL FEES & CHARGES (Continued) FEE 2015/16 FEE 2016/17 

The Following Penalties are set in Accordance with the Dog Control Act 2000 

Dog Infringement Notices - refer to Act for further 

Infringements not detailed below 

VARIANCE 

INCL GST 

(%) 

- Unregistered Dog (One Penalty Unit) 154.00 TBA 0.00% 

- Dog at Large (One Penalty Unit) 154.00 TBA 0.00% 

Other Fees 

* Dangerous Dogs Collar 48.00 49.00 3.00% 

* Dangerous Dogs Sign 74.00 76.00 3.00% 

* Restricted Breed Dogs Collar 48.00 49.00 3.00% 

* Restricted Breed Dogs Sign 74.00 76.00 3.00% 

Replacement Dog Registration Tag 5.00 6.00 12.00% 

* Complaint (s 46) as to nuisance created by dog 

(refundable) 

56.00 58.00 3.00% 

VARIANCE 

17) RATES SUNDRY CHARGES FEE 2015/16 FEE 2016/17 INCL GST 

(%) 

Set by the Local Government Act 1993 

Section 132 Certificate of Liabilities 45.30 45.90 1.33% 

Section 337 Certificate of Council’s Rights 200.08 202.73 1.33% 

* Extract of Valuation 11.00 11.00 0.00% 

18) SUNDRY DEBTORS 

Sundry Debtor Accounts to be paid on Government Terms (end of month following month 

invoice is dated). 

Interest at the rate of 18% per annum will be applied to outstanding sundry debtor 

accounts as at the close of business each month. 

19) COUNCIL ON COSTS FEE 2015/16 FEE 2016/17 

VARIANCE 

INCL GST 

(%) 

Private Works - Fire Hazards 

* Administration on PWA Cost 22% 22% 0.00% 

* 

Private Works - All Other 

Administration (split between Corporate Services & 

Works) 

78.00 80.00 3.00% 

Capital Works 

All Contracts 5% 5% 0.00% 

20) RENTAL OF HOUSES FEE 2015/16 FEE 2016/17 

VARIANCE 

INCL GST 

(%) 

Bruny Glensyn Pensioner Units - per week 56.00 58.00 3.00% 

Bruny Glensyn Pensioner Units Bond GST 10% 270.00 270.00 0.00% 

if forfeited 

21) CEMETERY FEES 

FEE 

2015/16 


VARIANCE 

INCL GST 

(%) 

Burial Plot Reservation 

* Single 876.00 902.00 3.00% 

* Double (side by side) 1751.00 1804.00 3.00% 

* Double (depth) 979.00 1008.00 3.00% 



21) CEMETERY FEES (Continued) 

Ashes Placement Fees - Memorial Walls 

* Placement of Ashes 

(Adventure Bay, Alonnah, North West Bay, 

Woodbridge and Middleton cemeteries) 

* Reservation Fee 

Adventure Bay, Alonnah, North West Bay, 

Woodbridge and Middleton cemeteries) 

Provision and installation of bronze plaques within the 

memorial walls at Council managed cemeteries 

50% Surcharge of plaque cost. 

22) FAMILY DAY CARE - ADMINISTRATIVE LEVIES 

FEE 

2015/16 


309.00 318.00 

155.00 160.00 

FEE 

2015/16 


VARIANCE 

INCL GST 

(%) 

3.00% 

3.00% 

VARIANCE 

INCL GST 

(%) 

Parent Administrative Levy (per child per week - Per Child) 9.00 10.00 11.00% 

Carer Administrative Levy (per carer per day worked) 4.00 5.00 20.00% 

Carer Administration Levy Timesheet Books 15.00 22.00 45.00% 

Enrolment Fee 12.00 20.00 70.00% 

Training Session 10.00 15.00 50.00% 

Annual re-registration Fee (per child) 10.00 15.00 50.00% 

Playgroup Fee (per educator, per attendance) 8.00 8.00 0.00% 

Parent Administration levy - Outside core hours (per 

hour, per child) 1.00 

23) PARKING FEES 

FEE 

2015/16 


VARIANCE 

INCL GST 

(%) 

Disobey no stopping sign RR167 100.00 100.00 0.00% 

Disobey no parking sign RR168(1) 70.00 70.00 0.00% 

Park on yellow line RR169 100.00 100.00 0.00% 

Disobey clearway sign RR176(1) 100.00 100.00 0.00% 

Stop in loading zone RR179(1) 70.00 70.00 0.00% 

Exceed time limit in loading zone RR179(2) 70.00 70.00 0.00% 

Stop in Taxi zone RR182(1) 70.00 70.00 0.00% 

Stop in bus zone RR183(1) 70.00 70.00 0.00% 

Stop in permit zone RR185(1) 70.00 70.00 0.00% 

Stop in mail zone RR186(1) 70.00 70.00 0.00% 

Stop in bicycle lane RR187(2) 70.00 70.00 0.00% 

Stop to obstruct traffic RR191 100.00 100.00 0.00% 

Stop within 1m of fire hydrant/indicator/fire plug RR194(1) 70.00 70.00 0.00% 

Stop within 20m of approach to or within 10m after 

bus stop sign 

Stop on bicycle path/footpath/dividing strip/nature 

strip/nature strip in built up area 

RR195(1) 

RR197(1) 

70.00 70.00 0.00% 

70.00 70.00 0.00% 

Stop on a painted island RR197(1A) 70.00 70.00 0.00% 

Obstruct access to/from footpath ramp RR198(1) 70.00 70.00 0.00% 

Stop on/across driveway or similar RR198(2) 70.00 70.00 0.00% 

Stop within 3m of public post box RR199(1) 70.00 70.00 0.00% 

Park in area for people with disabilities RR203(1) 150.00 150.00 0.00% 

Exceed time limit (Park continuously for longer than 

permitted by sign) 

RR205(1) 

50.00 50.00 0.00% 

Fail to park vehicle wholly within parking bay RR211(2) 70.00 70.00 0.00% 



24) MANOR GARDENS FEES 

FEE 

2015/16 


VARIANCE 

INCL GST 

(%) 

* HACC Day Centre Fee 2.00 2.00 0.00% 

* Meal Fees (lunch/morning & afternoon teas) 8.00 8.00 0.00% 

* Transport Fee 6.00 6.00 0.00% 

25) MARINE FACILITY FEES FEE 2015/16 FEE 2016/17 

VARIANCE 

INCL GST 

(%) 

* Charge per vessel per trip at Adventure Bay Jetty 26.00 27.00 3.00% 

26) OCCUPATION LICENCES FEE 2015/16 FEE 2016/17 

VARIANCE 

INCL GST 

(%) 

Banners 

* Banners - Remove or Erect 397.00 409.00 3.00% 

Outdoor Dining 

On-Street Dining and Vending Licence 58.00 60.00 3.00% 

* Use of footpaths for Outdoor Dining (annual charge, per square metre) 12.00 12.00 6.00% 

Skip Bin/Container (on Road Reserve) 

Skip Bin/ Container Licence 31.00 32.00 3.00% 

* Occupation for 1-7 Days (no charge) 0.00 0.00 

* Occupation for over 7 Days (per week) 31.00 32.00 3.00% 

27) ABANDONED VEHICLES FEE 2015/16 FEE 2016/17 

VARIANCE 

INCL GST 

(%) 

* Abandoned Vehicles (incl trailers etc) Storage Fee (per day) 13.00 14.00 9.00% 

28) CAMPING FEES FEE 2015/16 FEE 2016/17 

VARIANCE 

INCL GST 

(%) 

* Camping Fees - Gordon Reserve (per vehicle/tent, per night) 5.00 5.00 0.00% 

29) RIGHT TO INFORMATON FEE 2015/16 FEE 2016/17 

VARIANCE 

INCL GST 

(%) 

Fee for Application for Assessed disclosure 37.75 38.25 1.33% 

30) BY LAW PERMIT FEES FEE 2015/16 FEE 2016/17 

VARIANCE 

INCL GST 

(%) 

By Law Permit 31.00 32.00 3.00% 

By Law Exemption 31.00 32.00 3.00% 



Appendix E 

APPENDIX E 

Budget Worksheets 

BUDGET WORKSHEETS 


Budget 2016/17 

Operating Statement - Summary 

New Budget 


Annual Budget 

2015/16 

Variance 

Income 

Rates 23,535,000 22,603,528 931,472 

Levies 1,402,000 1,308,463 93,537 

Contributions 310,300 72,050 238,250 

Grants 3,782,287 3,710,900 71,387 

Other Income 1,127,900 901,109 226,791 

Reimbursements 1,138,600 1,138,000 600 

User Charges 2,750,489 2,553,759 196,729 

Internal Transfers & Oncosts 570,000 565,500 4,500 

Total Income 34,616,576 32,853,310 1,763,266 

Expenses 

Employee Costs 13,878,564 12,506,981 (1,371,583) 

Levies 1,402,000 1,308,463 (93,537) 

Loan Interest 113,700 30,000 (83,700) 

Materials and Contracts 9,164,758 9,388,808 224,050 

Other Expenses 3,672,152 4,446,160 774,008 

Internal Transfers & Oncosts 571,580 570,018 (1,562) 

Total Expenses 28,802,754 28,250,430 (552,324) 

Net Operating Surplus/(Deficit) before: 5,813,822 4,602,880 1,210,942 

Depreciation 8,378,160 7,038,526 (1,339,634) 

Net Operating Surplus/(Deficit) before: (2,564,338) (2,435,646) (128,692) 

Interest 250,000 260,000 (10,000) 

Dividends 1,848,000 1,800,000 48,000 

Net Operating Surplus/(Deficit) (466,338) (375,646) (90,692) 

Grants - Capital 1,316,000 400,000 916,000 

Contributions - Capital 144,000 144,000 0 

Carrying Amount of Assets Retired (700,000) 0 (700,000) 

NET SURPLUS/(DEFICIT) 293,662 168,354 125,308 





Governance - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

Rates 

1.02.720.8014 Rates - General 20,564,000 19,733,099 830,901 

Total 20,564,000 19,733,099 830,901 

Reimbursements 

1.02.726.8050 Remissions - Reimbursed Government 1,090,000 1,090,000 0 

Total 1,090,000 1,090,000 0 

Government Grants 

1.34.710.8284 Grant - Capital Works 1,316,000 400,000 916,000 

1.34.710.8294 Grant - Grants Commission 2,096,000 2,036,000 60,000 

Total 3,412,000 2,436,000 976,000 

Contributions 

1.34.718.8196 Contributions - Public Open Space 180,000 0 180,000 

1.34.718.8197 Contributions - Tree Preservation 36,000 0 36,000 

1.34.718.8198 Contributions - Capital Works 0 0 0 

Total 216,000 0 216,000 

Proceeds of Sale of Assets 

1.34.718.8244 Proceed from Sale of Assets 0 0 0 

Total 0 0 0 

Dividends 

1.02.718.8204 TasWater-Dividends 1,848,000 1,800,000 48,000 

Total 1,848,000 1,800,000 48,000 

Other Income 

1.02.720.8000 Interest on Overdue Rates 72,000 72,000 0 

1.34.718.8227 KWS Corporate Support & Dividend 80,000 50,004 29,996 

1.34.718.8274 Sundry Receipts 6,000 600 5,400 

1.34.718.8234 Motor Tax Reimbursement 125,000 125,000 0 

Total 283,000 247,604 35,396 

Transfers 

1.34.900.8176 Corporate Support - FDC & Manor Gardens 120,000 120,000 0 

Total 120,000 120,000 0 

Total Income 27,533,000 25,570,703 2,106,297 






New Budget 



2015/16 

Variance 

Governance (Cont'd) 

Expenses 

Elected Members 

Other Expenses 

1.34.168.6080 Council Functions 15,000 15,000 0 

1.34.168.6084 Councillors Allowances 360,000 360,000 0 

1.34.168.6086 Councillors Conferences 15,600 15,600 0 

1.34.168.6088 Councillors Expenses 24,000 33,600 9,600 

1.34.168.6090 Councillors P.A. Insurance 1,500 1,000 (500) 

1.34.168.6092 Elections 16,000 15,000 (1,000) 

1.34.168.6094 Mayoral Donations 6,000 6,000 0 

1.34.168.6206 Courier Services 1,800 3,600 1,800 

1.34.168.6310 Plant & Vehicle Costs - Internal 7,200 7,200 0 

Total Elected Members 447,100 457,000 9,900 

Civic 


1.34.670.6178 Channel Folk Museum 11,000 10,000 (1,000) 

1.34.670.6219 Derwent Estuary Monitoring Cont. 25,000 25,000 0 

1.34.670.6224 Display Art Acquisition 5,000 5,000 0 

1.34.670.6225 Abel Tasman Art Prize 7,000 7,000 0 

1.34.670.6226 Donations 10,000 10,000 0 

1.34.670.6267 K Comm Enterprise Centre 35,000 25,000 (10,000) 

1.34.670.6275 Loan Repayment - Bowls Club 22,500 21,600 (900) 

1.34.670.6345 Southern Metro Bicycle Prog 12,000 12,000 0 

Total Civic 127,500 115,600 (11,900) 

Executive Management 

Employee Costs 

1.34.162.0000 Governance Employee Costs 644,828 557,640 (87,188) 

1.34.163.0000 Former Kingston High School Site Employee Cost 0 0 0 

Total 644,828 557,640 (87,188) 

Materials and Contracts 

1.34.162.6288 New Equipment & Furniture 1,200 1,200 0 

1.34.162.6310 Plant & Vehicle Costs - Internal 18,000 12,000 (6,000) 

1.34.163.0000 Former Kingston High School Site Materials 6,000 0 (6,000) 

Total 25,200 13,200 (12,000) 






New Budget 



2015/16 

Variance 

Governance (Cont'd) 


1.34.162.6152 Advertising & Marketing 30,000 30,000 0 

1.34.162.6153 Kingborough News & Snapshot 24,000 30,000 6,000 

1.34.162.6185 Community Consultation 10,200 7,000 (3,200) 

1.34.162.6196 Conferences & Seminars 6,000 6,000 0 

1.34.162.6198 Consultancy Services 36,000 36,000 0 

1.34.162.6270 Legal Fees & Retainers 10,000 10,000 0 

1.34.162.6273 Land Development 0 0 0 

1.34.162.6348 Staff Functions 3,000 3,000 0 

1.34.162.6372 Sundry 12,000 12,000 0 

1.34.162.6379 Telephone 3,600 3,600 0 

1.34.653.0000 Information for Residents 0 5,000 5,000 

Total Executive Management 134,800 142,600 7,800 

Other Council Governance 


1.02.726.6070 Remissions - Council Other 60,000 90,000 30,000 

1.02.726.6073 Remissions - Fire Pensioner 44,000 44,000 0 

1.02.726.6074 Remissions - Government 1,090,000 1,088,000 (2,000) 

1.34.162.6161 Audit Committee 42,000 42,000 0 

1.34.162.6269 Land Tax 240,000 240,000 0 

1.34.162.6271 Water & Sewerage Rates 219,000 225,000 6,000 

1.34.162.6364 Subscriptions - Other 2,500 2,500 0 

1.34.162.6366 Subscriptions - STCA 25,000 24,000 (1,000) 

1.34.162.6368 Subscriptions - LGAT 65,000 60,000 (5,000) 

1.34.162.6398 Voluntary Amalgamation Analysis 0 25,000 25,000 

Total Other Council Governance 1,787,500 1,840,500 53,000 

Assets Retired 

New****** Carrying Amount of Assets Retired 700,000 0 (700,000) 

Total 700,000 0 (700,000) 

Depreciation 

1.34.704.6216 Depreciation 67,200 63,003 (4,197) 

Total 67,200 63,003 (4,197) 


Governance Surplus/(Deficit) 23,598,873 22,381,160 1,361,713 





Emergency Management - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

Contributions 

1.15.718.8190 Contributions - MAIB 500 250 250 

1.15.718.8274 Sundry Receipts 0 0 0 

Total 500 250 250 

Transfers 

1.15.900.8921 Unexpended Grants - Emergency Resilience 0 0 0 

Total 0 0 0 

Total Income 500 250 250 

Expenses 


1.15.360.0000 Emergency Management Employee Costs 27,823 33,000 5,177 

Total 27,823 33,000 5,177 


1.15.360.0000 Emergency Services 0 18,000 18,000 

1.15.361.0000 Natural Disaster Resiliance Program 20,000 20,000 0 

1.15.362.0000 Emergency Services - Bruny 2,500 2,500 0 

Total 22,500 40,500 18,000 


1.15.360.6227 Emergency Management Committee 15,600 2,400 (13,200) 

1.15.360.6285 Community Consultation 2,400 4,800 2,400 

1.15.360.6377 Taroona Landslide Monitoring 4,800 4,020 (780) 

1.15.362.0000 Emergency Services - Bruny 2,400 0 (2,400) 

Total 25,200 11,220 (13,980) 

Total Expenses 75,523 84,720 9,197 

Emergency Management Surplus/(Deficit) (75,023) (84,470) 9,447 





General Land Fire Account - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

Levies 

1.20.720.8010 Rates - Fire - General Land Rating 275,000 256,660 18,340 

Total 275,000 256,660 18,340 

User Charges 

1.20.718.8072 Charges - Administration 11,000 10,694 306 

Total 11,000 10,694 306 

Total Income 286,000 267,354 18,646 

Expenses 

Levies 

1.20.716.6248 Fire Levy 275,000 256,660 (18,340) 

Total 275,000 256,660 (18,340) 

Transfers 

1.20.880.6296 Oncosts-Administration 11,000 10,694 (306) 

Total 11,000 10,694 (306) 

Total Expenses 286,000 267,354 (18,646) 

General Land Fire Account Surplus/(Deficit) 0 0 0 





Volunteer Brigade Fire Account - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

Levies 

1.22.720.8006 Rates - Fire - Volunteer Brigade Rating 762,000 710,226 51,774 

Total 762,000 710,226 51,774 

User Charges 


Total 30,480 29,592 888 

Total Income 792,480 739,818 52,662 

Expenses 

Levies 

1.22.716.6248 Fire Levy 762,000 710,226 (51,774) 

Total 762,000 710,226 (51,774) 

Transfers 


Total 30,480 29,592 (888) 


Volunteer Brigade Fire Account Surplus/(Deficit) 0 0 0 




Budget 

Permanent Brigade Fire Account 2016/17 - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

Levies 

1.24.720.8004 Rates - Fire - Permanent Brigade Rating 365,000 341,577 23,423 

Total 365,000 341,577 23,423 

User Charges 


Total 14,600 14,232 368 

Total Income 379,600 355,809 23,791 

Expenses 

Levies 

1.24.716.6248 Fire Levy 365,000 341,577 (23,423) 

Total 365,000 341,577 (23,423) 

Transfers 


Total 14,600 14,232 (368) 


Permanent Brigade Fire Account Surplus/(Deficit) 0 0 0 





Organisational Development - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

Contributions 

1.30.724.8189 Contributions - DEET 0 2,500 (2,500) 

Total 0 2,500 (2,500) 

Total Income 0 2,500 (2,500) 

Expenses 


1.30.160.0000 Organisational Dev't Employee Costs 359,160 318,000 (41,160) 

Total 359,160 318,000 (41,160) 


1.30.160.6228 Employee Assistance Service 1,800 1,800 0 

1.30.160.6288 New Equipment & Furniture 1,200 500 (700) 


1.30.160.6316 Printing 3,600 3,000 (600) 

1.30.160.6338 Risk Management 25,200 25,200 0 

1.30.160.6350 Staff Tea & Coffee 6,000 6,000 0 

Total 42,600 38,900 (3,700) 


1.30.160.6260 Industrial Costs 2,400 2,100 (300) 

1.30.160.6270 Legal Fees & Retainers 12,000 8,000 (4,000) 

1.30.160.6372 Sundry 12,000 1,200 (10,800) 

Total 26,400 11,300 (15,100) 

Depreciation 

1.30.704.6216 Depreciation 2,400 2,391 (9) 

Total 2,400 2,391 (9) 


Organisational Development Surplus/(Deficit) (430,560) (368,091) (62,469) 





Finance - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

User Charges 

1.31.708.8076 Charges - Certificates 294,000 247,000 47,000 

1.31.708.8124 Licenses - Fees & Fines 2,400 6,000 (3,600) 

Total 296,400 253,000 43,400 

Other Income 

1.31.718.8186 Commissions 4,800 2,400 2,400 

1.31.718.8214 Interest - Bank & Investments 250,000 260,000 (10,000) 

1.31.718.8228 Legal Fees & Collection Costs 24,000 30,000 (6,000) 

1.31.718.8241 Bruny Island PO Commissions 44,400 30,000 14,400 

1.31.718.8274 Sundry Receipts 8,400 12,000 (3,600) 

Total 331,600 334,400 (2,800) 

Transfers 

1.31.880.8161 Oncost Recovery - Fire Services Rate Accounts 54,000 50,000 4,000 

1.31.880.8162 Oncost Recovery - Garbage Rate Account 228,000 227,500 500 

1.31.880.8166 Oncost Recovery - Private Works 0 0 0 

Total 282,000 277,500 4,500 

Total Income 910,000 864,900 45,100 

Expenses 


Finance 

1.31.166.0000 Finance Employee Costs (incl Bruny) 914,300 811,080 (103,220) 

1.31.174.0000 Rating Employee Costs 194,135 171,600 (22,535) 

Total 1,108,435 982,680 (125,755) 



1.31.166.6168 Bank Charges 76,800 72,000 (4,800) 

1.31.166.6378 Telephone 100,000 84,000 (16,000) 

1.31.174.6184 Collection Costs & Commissions 50,000 72,000 22,000 

Total 319,200 314,400 (4,800) 





Finance - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Finance (Cont'd) 


1.31.166.6162 Audit Fees 50,400 42,000 (8,400) 

1.31.166.6250 Fringe Benefits Tax 70,000 54,000 (16,000) 


1.31.166.6282 Minor Cash Discrepancies 0 0 0 

1.31.166.6303 Payroll Tax 0 780,000 780,000 

1.31.166.6311 Post Office Expenses 14,400 15,000 600 

1.31.166.6312 Postage 36,000 30,000 (6,000) 

1.31.166.6349 Staff Costs 24,000 24,000 0 

1.31.166.6372 Sundry 4,800 3,600 (1,200) 

1.31.174.6312 Postage - Rates 45,000 36,000 (9,000) 

New****Procurement 15,600 0 (15,600) 

1.31.174.6390 Valuation Fees 60,000 60,000 0 

1.31.712.6102 Insurance - Fidelity 14,000 13,000 (1,000) 

1.31.712.6104 Insurance - Industrial Special Risks 60,000 60,000 0 

1.31.712.6108 Insurance - Public Liability 210,000 210,000 0 

Total 607,800 1,331,200 723,400 

Depreciation 

1.31.704.6216 Depreciation 7,200 6,102 (1,098) 

Total 7,200 6,102 (1,098) 

Loans 

1.31.702.000 Debt Servicing 113,700 30,000 (83,700) 

Total 113,700 30,000 (83,700) 

Total Expenses 2,156,335 2,667,382 508,047 

Finance Surplus/(Deficit) (1,246,335) (1,802,482) 553,147 





Information Services - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

Other Income 

1.32.718.8211 Hire Charges - Internal Vehicles 0 2,832 (2,832) 


Total 12,000 82,832 (70,832) 

Total Income 12,000 82,832 (70,832) 

Expenses 


1.32.172.0000 Information Services Employee Costs 601,778 459,480 (142,298) 

1.32.176.0000 Customer Service Employee Costs 509,118 454,440 (54,678) 

Total Employee Costs 1,110,895 913,920 (196,975) 


1.32.172.6188 Computer - Consumables 15,600 11,221 (4,379) 

1.32.172.6190 Computer - Hardware Maintenance 21,600 19,638 (1,962) 

1.32.172.6192 Computer - Minor Upgrades 3,000 2,324 (676) 

1.32.172.6194 Computer - Software Maintenance 300,000 248,260 (51,740) 

1.34.172.6195 IT Contract Services 60,000 62,384 2,384 

1.32.172.6240 Equipment Maintenance 36,000 32,154 (3,846) 

1.32.172.6310 Plant & Vehicle Costs - Internal 9,600 8,661 (939) 

1.32.172.6379 Telephone - Charges 7,200 5,113 (2,087) 

Total 453,000 389,755 (63,245) 


1.32.172.6330 Records Scanning 0 20,000 20,000 

1.32.172.6332 Records Storage 16,800 16,800 0 

1.32.172.6372 Sundry 0 0 0 

Total 16,800 36,800 20,000 

Depreciation 

1.32.704.6216 Depreciation 144,000 105,028 (38,972) 

Total 144,000 105,028 (38,972) 

Total Expenses 1,724,695 1,445,504 (279,191) 

Information Services Surplus/(Deficit) (1,712,695) (1,362,672) (350,023) 



Income 

Grants 



Community Services - Operating Income/Expenses 

New Budget 



2015/16 


Approved by Council on 27 June 2016 

Variance 

1.70.710.8300 Grant - Community Development 0 0 0 

Total 0 0 0 

User Charges 

1.70.708.8104 Fees - Burial Plots 10,824 10,200 624 

1.70.708.8113 Fees - Produce Market 0 0 0 

1.70.728.8320 Rental - Glensyn Units 12,060 12,000 60 

Total 22,884 22,200 684 

Other Income 


1.70.718.8275 Volunteer Program 6,000 3,000 3,000 

1.70.718.8857 Programs & Event Charges 4,800 0 4,800 

Total 16,800 10,800 6,000 

Transfers 

1.70.900.8918 Unexpended Grant - Community Services 0 68,000 (68,000) 

Total 0 68,000 (68,000) 

Total Income 39,684 101,000 (61,316) 

Expenses 


1.70.647.0000 Volunteer Program - Employee Costs 46,125 40,457 (5,668) 

1.70.654.0000 Community Health Employee Costs 525,415 469,543 (55,872) 

1.70.655.0000 Grants Community Services 0 0 0 

Total 571,540 510,000 (61,540) 


1.70.380.0000 Upkeep Glensyn Units 6,000 6,000 0 

1.70.637.0000 Love Living Locally 10,000 10,000 0 

1.70.639.0000 Kids Allowed Program 5,000 5,000 0 

1.70.640.0000 Youth Outreach 6,000 4,000 (2,000) 

1.70.641.0000 School Holiday Program 9,600 9,600 0 

1.70.642.0000 Yspace Operations 9,000 9,000 0 

1.70.643.0000 Youth Development 12,000 13,000 1,000 

1.70.644.0000 Recreational Planing 5,000 5,000 0 

1.70.645.0000 Graffiti Prevention 0 0 0 

1.70.647.0000 Volunteer Program 12,000 15,000 3,000 

1.70.649.0000 Positive Ageing 8,400 6,000 (2,400) 


1.70.654.6183 Community Development Projects 10,000 10,000 0 



1.70.654.6379 Telephone - Charges 3,000 3,000 0 

1.70.655.0000 Grants Community Development 0 15,000 15,000 

Total 115,200 127,400 12,200



Community Services - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Community Services (Cont'd) 


1.70.380.0000 Upkeep Glensyn Units - Other Expenses 0 - 0 

1.70.637.0000 Love Living Locally 0 - 0 

1.70.639.0000 Kids Allowed Program 0 - 0 

1.70.640.0000 Youth Outreach - Other Expenses 1,200 2,000 800 

1.70.641.0000 School Holiday Program - Other Expenses 12,000 12,000 0 

1.70.642.0000 Yspace Operations - Other Expenses 3,000 3,000 0 

1.70.643.0000 Youth Development - Other Expenses 3,000 2,000 (1,000) 

1.70.647.0000 Volunteer Pilot Program - Other Expenses 3,000 3,000 0 

1.70.649.0000 Positive Ageing - Other Expenses 0 - 0 

1.70.651.6186 Community Grants Program 60,000 60,000 0 

1.70.654.6198 Community Services 12,000 14,000 2,000 

1.70.654.6198 Consultancy Services 6,000 5,000 (1,000) 

1.70.654.6341 Salvaged Art Competition 5,000 5,000 0 

1.70.654.6372 Sundry 2,400 2,400 0 

1.70.655.0000 Grants Community Services 0 0 0 

1.70.656.6380 Tourism - Kingborough/Huon Valley 70,000 70,000 0 

Total 177,600 178,400 800 

Depreciation 

1.70.704.6216 Depreciation 62,400 61,269 (1,131) 

Total 62,400 61,269 (1,131) 


Community Services Surplus/(Deficit) (887,056) (776,068) (110,988) 





Arts & Culture - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

User Charges 

1.71.708.8087 Rental & Commission - Arts Hub 3,000 2,400 600 

Total 3,000 2,400 600 

Other Income 

1.71.718.8857 Program & Event Charges 3,600 0 3,600 

Total 3,600 0 3,600 

Total Income 6,600 2,400 4,200 

Expenses 


1.71.659.0000 Arts & Culture Employee Costs 82,513 74,352 (8,161) 

Total 82,513 74,352 (8,161) 


1.71.646.0000 Digital Hub 0 0 0 

1.71.659.0000 Arts & Culture 24,000 17,000 (7,000) 

1.71.659.6257 Hall Rental & Power 0 0 0 

1.71.659.XXXX Kingborough Art Prize 10,000 0 (10,000) 

Total 34,000 12,000 (17,000) 


1.71.659.0000 Arts & Culture - Other Expenses 2,400 4,000 1,600 

Total 2,400 9,000 1,600 


Arts & Culture Surplus/(Deficit) (112,313) (92,952) (19,361) 





Family Day Care - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

Grants 

1.66.710.8289 Grant - FDC Child Carer Advances 4,000 0 4,000 

1.66.710.8290 Grant - FDC Childcare Assistance 1,000,000 1,000,000 0 

1.66.710.8291 Grant - FDC JET 0 10,000 (10,000) 

1.66.710.8292 Grant - FDC Operational 175,000 170,000 5,000 

1.66.710.8293 Grant - FDC Disability Supplement 0 2,400 (2,400) 

Total 1,175,000 1,182,400 (3,400) 

User Charges 

1.66.718.8070 Charges 218,000 190,000 28,000 

Total 218,000 190,000 28,000 

Contributions 

1.66.718.8188 Contributions 5,800 6,300 (500) 

Total 5,800 6,300 (500) 

Total Income 1,398,800 1,378,700 24,100 

Expenses 


1.66.620.0000 Family Day Care Employee Costs 300,940 268,680 (32,260) 

Total 300,940 268,680 (32,260) 


1.66.620.6174 Carer Support 15,000 15,000 0 

1.66.620.6180 Childcare Payments 1,000,000 1,000,000 0 

1.66.620.6220 Disability Supplement Payments 0 2,400 2,400 

1.66.620.6221 JET Payments - FDC 0 10,000 10,000 

1.66.620.6274 Light & Power (Electricity/Photocopier) 8,700 8,700 0 

1.66.620.6310 Plant & Vehicle Costs - Internal 9,600 15,000 5,400 

Total 1,033,300 1,051,100 17,800 


1.66.620.6372 Sundry 

18,000 25,000 7,000 

Total 

Transfers 

18,000 25,000 7,000 

1.66.902.6963 Corporate Support 60,000 60,000 0 

Total 60,000 60,000 0 


Family Day Care Surplus/(Deficit) (13,440) (26,080) 16,640 





Manor Gardens - Operating Income/Expenses 

New 

Budget 



2015/16 

Variance 

Income 

Grants 

1.68.710.8280 Grant - Manor Gardens Centre 480,787 450,000 30,787 

Total 480,787 450,000 30,787 

Contributions 

1.68.718.8192 Contributions - Meals 78,000 51,000 27,000 

Total 78,000 51,000 27,000 

Total Income 558,787 501,000 57,787 

Expenses 


1.68.632.0000 Manor Gardens - Employee Costs 458,073 370,560 (87,512) 

Total 458,073 370,560 (87,512) 


1.68.630.0000 Manor Gardens - Maintenance 6,000 10,000 4,000 

1.68.633.0000 Manor Gardens - Programme Expenses 60,000 40,000 (20,000) 

1.68.633.6155 Manor Gardens - Grant Expenditure 0 0 0 


Total 96,000 68,000 (28,000) 


1.68.630.0000 Manor Gardens - Maintenance 0 1,200 1,200 

1.68.633.0000 Manor Gardens - Programme Expenses Other 0 1,200 1,200 

Total 0 2,400 2,400 

Transfers 

1.68.902.6963 Corporate Support 60,000 60,000 0 

Total 60,000 60,000 0 


Manor Gardens Surplus/(Deficit) (55,285) 40 (55,325) 





Sports Complex - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

Grants 

1.60.710.8298 Grant - Sports Centre Holiday Programme 30,500 42,500 (12,000) 

Total 30,500 42,500 (12,000) 

User Charges 

1.60.572.8130 Sports Centre - Fitness Centre - Membership 210,000 208,000 2,000 

1.60.572.8132 Sports Centre - Fitness Centre - Casual 17,100 16,700 400 

1.60.572.8133 Sports Centre - Fitness Centre - Programms 56,700 56,700 0 

1.60.572.8137 Sports Centre - School Bookings 5,100 3,600 1,500 

1.60.574.8089 Sports Centre - Kingborough Gymnastic Centre 7,800 7,728 72 

1.60.574.8098 Sports Centre - Sauna Fees 0 600 (600) 

1.60.574.8134 Sports Centre - Level 4 Martial Arts 9,480 22,800 (13,320) 

1.60.574.8136 Sports Centre - Vacation Care Program 47,000 43,000 4,000 

1.60.574.8137 Sports Centre - School Bookings 9,400 7,500 1,900 

1.60.574.8140 Sports Centre - Squash 20,700 19,300 1,400 

1.60.574.8142 Sports Centre - Squash membership 200 1,200 (1,000) 

1.60.574.8144 Sports Centre - Stadium 285,000 250,700 34,300 

1.60.574.8146 Sports Centre - Table Tennis 11,100 10,900 200 

1.60.574.8147.00000 - Sports Centre - General Hire 11,805 6,740 5,065 

1.60.576.8138 Sports Centre - Indoor Cricket 9,840 8,400 1,440 

1.60.718.8252 Sports Centre - Hire Equipment 660 500 160 

1.60.718.8256 Sports Centre - Kiosk Sales 100,000 83,000 17,000 

1.60.718.8258 Sports Centre - Red Phone 0 0 0 

1.60.718.8260 Sports Centre - Sale Sports Goods 1,280 630 650 

Total 803,165 747,998 55,167 

Other Income 

1.60.718.8248 Sports Centre - Advertising 8,900 8,250 650 

1.60.718.8254 Sports Centre - Charges Recovered 48,600 48,000 600 

1.60.718.8262 Sports Centre - Sponsorship 4,400 4,900 (500) 

Total 61,900 61,150 750 

Total Income 895,565 851,648 43,917 

Expenses 


1.60.572.0000 Fitness Centre General 249,178 189,072 (60,106) 

1.60.572.6030 Instructors 67,753 60,792 (6,960) 

1.60.574.0000 Sports Centre - General 368,180 295,440 (72,740) 

1.60.574.6026 Sports Centre - Childminding 41,820 43,812 1,992 

1.60.574.6029 Sports Centre - Cleaning 102,705 73,056 (29,649) 

1.60.574.6030 Sports Centre-Instructors 7,380 5,148 (2,232) 

Total Employee Costs 837,015 667,320 (169,695) 



Sports Complex (Cont'd) 



Sports Complex - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Materials and Contracts - Fitness 

1.60.572.000 Fitness Centre - General 0 0 0 


1.60.572.6240 - Fitness - Equipment Maintenance 3,000 3,000 0 

1.60.572.6249 - Fitness - Leased Equipment 42,000 48,000 6,000 


1.60.572.6364 - Fitness - Subscriptions 5,040 0 (5,040) 

Total 78,040 79,000 960 

Materials and Contracts - Sports Centre 


1.60.574.6170 Building Maintenance 74,000 70,300 (3,700) 

1.60.574.6182 Cleaning 6,800 6,000 (800) 

1.60.574.6240 Equipment Maintenance 5,400 5,400 0 

1.60.574.6256 Hire Equipment Replacement 1,800 2,400 600 

1.60.574.6266 Kiosk Purchases 62,000 59,100 (2,900) 

1.60.574.6274 Light & Power 78,000 93,500 15,500 

1.60.574.6288 New Equipment & Furniture 9,600 9,000 (600) 

1.60.574.6310 Plant & Vehicle Costs - Internal 7,800 9,600 1,800 

1.60.574.6324 Purchase Sports Goods 1,800 1,950 150 

1.60.574.6346 Sports Centre - Vacation Care 84,000 73,000 (11,000) 

1.60.574.6352 - Sports Centre - Stationery 600 600 0 

1.60.574.6379 Telephone - Charges 1,560 1,200 (360) 

1.60.574.6384 Trophies & Awards 1,200 3,600 2,400 

1.60.574.6402 Waste Disposal 6,300 7,100 800 

Total 355,860 357,750 1,890 

Materials and Contracts - Indoor Cricket 

1.60.576.6170 Building Maintenance 2,400 10,500 8,100 

1.60.576.6240 Equipment Maintenance 1,200 2,000 800 

Total 3,600 12,500 8,900 

Total Materials and Contracts 437,500 449,250 11,750 


1.60.574.6372 Subscriptions Other 0 5,040 5,040 

1.60.574.6334 Refunds Fees & Charges 600 300 (300) 

1.60.574.6364 - Sports Centre -Licenses/ Subscriptions 7,800 12,900 5,100 

1.60.574.6372 Sundry 1,560 240 (1,320) 

Total 9,960 18,480 8,520 

Depreciation 

1.60.704.6216 Depreciation 168,000 149,360 (18,640) 

Total 168,000 149,360 (18,640) 


Sports Complex Surplus/(Deficit) (556,910) (432,762) (124,148) 





Environmental Services - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

User Charges 

1.64.708.8102 Fees - Approvals 23,500 23,500 0 

1.64.708.8110 Fees - Immunisation 15,700 15,700 0 

1.64.708.8116 Fees - Sampling 3,500 3,500 0 

1.64.708.8124 Licenses - Fees & Fines 54,000 54,000 0 

Total 96,700 96,700 0 

Other Income 

1.64.718.8274 Sundry Receipts 1,200 1,200 0 

Total 1,200 1,200 0 

Total Income 97,900 97,900 0 

Expenses 


1.64.604.0000 Environmental Health Employee Costs 496,203 454,560 (41,643) 

Total 496,203 454,560 (41,643) 


1.64.602.6233 Energy & Emissions 2,000 2,000 0 

1.64.602.6238 Environmental Programs 24,000 24,000 0 

1.64.602.6200 Contracts - External 0 0 0 

1.64.604.6158 Analysis Costs 9,600 9,600 0 

1.64.604.6160 Antarctic Experience 6,000 6,000 0 

1.34.604.6272 Legal Fees & Technical Advice 4,800 4,800 0 


1.64.604.6310 Plant & Vehicle Costs - Internal 15,600 15,600 0 

1.64.604.6336 Retainer - Medical Officer of Health 16,500 16,500 0 

1.64.604.6379 Telephone - Charges 1,800 1,800 0 

1.64.606.6258 Immunisation Costs 9,800 9,800 0 

1.64.608.6320 Public Health & Education 1,000 1,000 0 

Total 93,600 93,600 0 


Depreciation 

1.64.704.6216 Depreciation 2,640 2,635 (5) 

Total 2,640 2,635 (5) 


Environmental Services Surplus/(Deficit)\ (496,343) (454,695) (41,647) 





Compliance - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

User Charges 

1.45.708.8098 Fees 1,500 0 1,500 

1.45.708.8114 Fees - Registration of Dogs 178,000 178,000 0 

1.45.708.8123 Parking - Fees & Fines 40,000 41,000 (1,000) 

1.45.708.8124 Licenses - Fees & Fines 30,000 26,000 4,000 

1.45.708.8125 By-Laws & Other - Fees & Fines 4,000 4,000 0 

1.45.708.8126 Pound Fees - Dogs 7,000 8,200 (1,200) 

1.45.708.8128 Pound Fees - Other Animals 360 300 60 

Total 260,860 257,500 3,360 

Total Income 260,860 257,500 3,360 

Expenses 


1.45.340.0000 Compliance Employee Costs 362,235 346,320 (15,915) 

Total 362,235 346,320 (15,915) 


1.45.340.000 Compliance 0 0 0 


1.45.340.6288 New Equipment & Furniture 12,000 7,500 (4,500) 



1.45.342.6244 Feed for Animals 800 800 0 

1.45.342.6314 Pound Maintenance & Upgrade 6,000 4,800 (1,200) 

Total 52,800 44,700 (8,100) 


1.45.340.6270 Legal Fees & Retainers 15,000 8,500 (6,500) 

1.45.340.6312 Postage 2,400 2,500 100 

1.45.340.6372 Sundry 26,000 17,800 (8,200) 

1.45.722.6334 Refund Fees & Charges 1,000 300 (700) 

Total 44,400 29,100 (15,300) 

Depreciation 

1.45.704.6216 Depreciation 1,800 1,608 (192) 

Compliance Surplus/(Deficit) (200,375) (164,228) (36,147) 





Natural Resource Management - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

Transfers 

1.63.724.8191 Contributions - NRM 45,000 0 45,000 

Total 45,000 0 45,000 

Total Income 45,000 0 45,000 

Expenses 

Employee Costs NRM 

1.63.540.0000 Weed Control Employee Costs 140,528 60,480 (80,048) 

1.63.541.000 NRM Project 0 0 0 

1.63.544.0000 NRM/Bushcare Employee Costs 353,420 201,414 (152,006) 

1.63.551.000 Climate Change 0 0 0 

1.63.603.0000 D’Entrecasteaux Channel Environmental Project 0 59,226 59,226 

Total 493,948 321,120 (172,827) 


1.63.540.0000 Weed Control 40,000 28,000 (12,000) 

1.63.541.0000 NRM Projects 12,000 0 (12,000) 

1.63.544.0000 NRM/Bushcare 89,000 84,000 (5,000) 

1.63.551.0000 Climate Change 85,000 90,000 5,000 

1.63.562.0000 Coastal Hazard Project 0 0 0 

1.64.603.0000 D’Entrecasteaux Channel Environmental Project 50,000 25,000 (25,000) 

1.64.605.0000 Kingborough Cat Control Project 45,500 20,000 (25,500) 

Total 321,500 249,000 (74,500) 


1.63.540.0000 Weed Control - Other Expenses 0 2,000 0 

1.63.544.0000 NRM/Bushcare - Other Expenses 0 0 350 

1.63.551.0000 Climate Change 0 0 350 

1.63.562.0000 Coastal Hazards Project 55,000 68,000 13,000 

Total 55,000 68,000 13,700 

Total Expenses 870,448 638,120 (233,627) 

Natural Resource Management Surplus/(Deficit) (825,448) (638,120) (188,627) 





Building & Plumbing - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

User Charges 

1.72.708.8072 Charges - Administration 75,000 76,500 (1,500) 

1.72.708.8076 Charges - Certificates 10,000 12,000 (2,000) 

1.72.708.8102 Fees - Approvals 87,000 88,200 (1,200) 

1.72.708.8112 Fees - Inspection & Connection 216,000 240,000 (24,000) 

Total 388,000 416,700 (28,700) 

Total Income 388,000 416,700 (28,700) 

Expenses 


1.72.660.0000 Building Services Employee Costs 254,610 234,000 (20,610) 

1.72.682.0000 Plumbing Employee Costs 268,755 234,480 (34,275) 

Total 523,365 468,480 (54,885) 


1.72.660.6288 New Equipment & Furniture 600 600 0 

1.72.660.6310 Plant & Vehicle Costs - Internal 31,200 31,012 (188) 


Total 32,880 32,617 (263) 




1.72.660.6372 Sundry 3,600 3,600 0 

1.72.722.6334 Refund Fees & Charges 0 5,400 5,400 

Total 13,300 18,700 5,400 

Depreciation 

1.72.704.6216 Depreciation 1,920 3,377 1,457 

Total 1,920 3,377 1,457 

Total Expenses 571,465 523,175 (48,290) 

Building & Plumbing Services Surplus/(Deficit) (183,465) (106,475) (76,991) 





Town Planning - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

User Charges 

1.52.708.8074 Charges - Public Notification 75,000 69,600 5,400 

1.52.708.8098 Fees 27,000 27,000 0 

1.52.708.8102 Fees - Approvals 288,000 240,000 48,000 

Total 390,000 336,600 53,400 

Other Income 

1.52.718.8274 Sundry Receipts 0 5,000 (5,000) 

Total 0 5,000 (5,000) 

Total Income 390,000 341,600 48,400 

Expenses 


1.52.460.0000 Town Planning Employee Costs 935,938 807,000 (128,938) 

1.52.679.0000 Development Employee Costs 275,653 246,120 (29,533) 

Total 1,211,591 1,053,120 (158,471) 



1.52.460.6310 Plant & Vehicle Costs - Internal 28,800 28,283 (517) 

1.52.460.6356 Statutory Advertising - Developer 40,800 36,960 (3,840) 

1.52.460.6379 Telephone - Charges 3,600 3,328 (272) 

1.52.464.0000 Planning Scheme Review & Maintenance 24,000 24,000 0 

Total 98,640 94,011 (4,629) 


1.52.460.0000 Development Planning 0 0 0 

1.52.460.6198 Consultancy Services 20,400 9,000 (11,400) 


1.52.460.6364 Subscriptions 1,992 1,800 (192) 

1.52.460.6372 Sundry 3,000 3,000 0 

1.52.464.000 Planning Scheme Review & Maint 9,000 0 (9,000) 

1.52.722.6334 Refund Fees & Charges 7,200 8,500 1,300 

Total 107,592 88,300 (19,292) 


Town Planning Surplus/(Deficit) (1,032,623) (898,484) (134,139) 





Engineering - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

User Charges 

1.82.708.8102 Fees - Approvals 0 4,200 (4,200) 

Total 0 4,200 (4,200) 

Other Income 

1.82.718.8211 Hire Charges - Internal Vehicles 5,400 1,200 4,200 

Total 5,400 1,200 4,200 

Oncosts 

1.82.882.8160 Oncost Recovery - Capital Works 450,000 250,000 200,000 

Total 450,000 250,000 200,000 

Total Income 455,400 255,400 200,000 

Expenses 


1.82.678.0000 Asset Management Employee Costs 286,026 258,240 (27,786) 

1.82.680.0000 Design Employee Costs 138,888 161,160 22,273 

1.82.683.0000 Project Employee Costs 104,490 244,200 139,710 

1.82.684.0000 Engineering Employee Costs 551,799 399,240 (152,559) 

Total 1,081,202 1,062,840 (18,362) 



1.82.684.6240 Equipment Maintenance 4,000 2,000 (2,000) 

1.82.684.6288 New Equipment & Furniture 900 900 0 


1.82.684.6337 Road Condition Assessmant 0 40,000 40,000 

1.82.684.6339 Road Safety Program 40,000 60,000 20,000 

1.82.684.6352 Stationery 200 200 0 

1.82.684.6376 Survey & Traffic Counting 2,000 2,000 0 

New ******* Waste Management Strategy 35,000 0 (35,000) 

1.82.684.6379 Telephone - Charges 8,400 6,600 (1,800) 

Total 143,400 145,750 2,350 


1.82.684.6196 Conferences & Seminars 4,950 4,950 0 


1.82.684.6364 Subscriptions 3,000 5,250 2,250 

1.82.684.6372 Sundry 1,050 1,050 0 

Total 39,000 41,250 2,250 

Depreciation 

1.82.704.6216 Depreciation 16,800 15,522 (1,278) 

Total 16,800 15,522 (1,278) 


Engineering Surplus/(Deficit) (825,002) (1,009,962) 184,959 





Works - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

Other Income 


Total 0 2,487 (2,487) 

Oncosts 

1.84.884.8158 Oncost Recovery - Kerbside Garbage 168,000 168,000 0 

Total 168,000 168,000 0 

Transfers 

1.84.884.8166 Oncost Recovery - Private Works 0 0 0 

Total 0 0 0 

Total Income 168,000 170,487 (2,487) 

Expenses 


1.84.686.0000 Depot Employee Costs 485,553 425,400 (60,153) 

Total 485,553 425,400 (60,153) 


1.84.686.6170 Building Maintenance 40,000 33,940 (6,060) 

1.84.686.6182 Cleaning 7,200 7,620 420 

1.84.686.6240 Equipment Maintenance 1,800 810 (990) 


1.84.686.6288 New Equipment & Furniture 2,400 870 (1,530) 

1.84.686.6310 Plant & Vehicle Costs - Internal 38,400 37,740 (660) 

1.84.686.6352 Stationery 4,800 5,120 320 


Total 130,600 126,520 (4,080) 


1.84.686.6372 Sundry 3,600 3,680 80 

Total 3,600 3,680 80 

Depreciation 

1.84.704.6216 Depreciation 36,000 32,887 (3,113) 

Total 0 0 0 


Works Surplus/(Deficit) (487,753) (418,000) (69,753) 





Kerbside Collection - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

Rates 

1.06.720.8012 Rates - Garbage Collection 2,026,000 1,830,430 195,570 

Total 2,026,000 1,830,430 195,570 

User Charges 

1.06.708.8070 Charges 4,800 3,600 1,200 

Total 4,800 3,600 1,200 

Total Income 2,030,800 1,834,030 196,770 

Expenses 


1.06.010.0000 Garbage Removal 555,000 540,000 (15,000) 

1.06.011.0000 Disposal Fees (KWS) 540,000 524,000 (16,000) 

1.06.012.0000 Kerbside Recycling 366,000 356,000 (10,000) 

1.06.014.0000 Recycling Crates 0 0 0 

Total 1,461,000 1,420,000 (41,000) 

Oncosts 

1.06.880.6296 Oncosts-Administration 227,500 227,500 0 

1.06.880.6300 Oncosts - Works 168,000 168,000 0 

Total 395,500 395,500 0 


Kerbside Collection Surplus/(Deficit) 174,300 18,530 155,770 





Halls & Buildings - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

User Charges 

1.56.708.8086 Rental - Bruny 600 170 430 

1.56.708.8088 Rental - Kettering South 1,800 1,949 (149) 

1.56.708.8090 Rental - Kingston & Blackmans Bay 25,200 23,664 1,536 

1.56.708.8092 Rental - Margate & Snug 9,000 6,603 2,397 

1.56.708.8094 Rental - Sandfly & Longley 600 1,815 (1,215) 

1.56.708.8096 Rental - Taroona 6,600 2,900 3,700 

1.56.728.8091 Rental - 98 Beach Road Kingston 26,400 18,168 8,232 

1.56.728.8093 Rental - Dennes Point Hall 18,000 14,700 3,300 

1.56.728.8322 Rental - Housing BBWWTP 14,400 17,655 (3,255) 

Total 102,600 87,625 14,975 

Contributions 

1.56.718.8188 Contributions 0 0 0 

Total 0 0 0 

Other Income 

1.56.718.8203 Forfeited Deposits 0 


Total 0 1,500 (1,500) 

Total Income 102,600 89,125 13,475 

Expenses 


1.56.164.0000 Halls & Buildings Employee Costs 52,070 40,920 (11,150) 

Total 52,070 40,920 (11,150) 

Activities 

1.56.164.6170 Building Maintenance - CC 60,000 72,000 12,000 

1.56.164.6182 Cleaning - CC 12,000 14,640 2,640 

1.56.164.6274 Light & Power - CC 63,000 82,308 19,308 

1.56.480.0000 Hall Scheduled Maintenance 96,792 81,192 (15,600) 

1.56.482.0000 Hall Unscheduled Maintenance 61,200 61,200 0 

1.56.483.0000 Hall Cleaning 27,540 11,016 (16,524) 

1.56.484.0000 Hall Toilet Cleaning 0 16,524 16,524 

1.56.485.0000 Hall Toilet Repairs 12,000 12,840 840 

1.56.486.0000 Hall Upgrading 0 15,600 15,600 

1.56.488.0000 General Building Maintenance 132,288 112,320 (19,968) 

1.56.489.0000 Asbestos Audit 0 0 0 

1.56.490.0000 98 Beach Road - FDC 6,000 3,876 (2,124) 

Total 470,820 483,516 12,696 





Halls & Buildings - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Halls & Buildings (Cont'd) 


1.56.722.6334 Refund Fees & Charges 0 0 0 

Total 0 0 0 

Depreciation 

1.56.704.6216 Depreciation 114,000 97,365 (16,635) 

Total 114,000 97,365 (16,635) 


Halls & Buildings Surplus/(Deficit) (534,290) (532,676) (1,614) 





Recreation & Reserves - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

User Charges 

1.58.708.8084 Charges - Rental Bicentenial Park 21,600 10,800 10,800 

1.58.708.8086 Rental - Bruny 21,600 12,471 9,129 

1.58.708.8090 Rental - Kingston & Blackmans Bay 7,200 13,397 (6,197) 

1.58.708.8096 Rental - Taroona 1,200 0 1,200 

1.58.708.8097 Charges - Twin Ovals 32,400 20,050 12,350 

Total 84,000 56,718 27,282 

Other Income 


Total 0 3,600 (3,600) 

Total Income 84,000 60,318 23,682 

Expenses 

Activities 

1.58.442.0000 Event Support 15,700 11,400 (4,300) 

1.58.444.0000 Litter Bins 11,760 11,760 0 

1.58.446.0000 Rubbish Removal 0 0 0 

1.58.500.0000 BBQ Maintenance 19,728 14,604 (5,124) 

1.58.501.0000 DDA Access Improvements 0 20,000 20,000 

1.58.505.0000 Former KHS site maintenance 30,996 40,000 9,004 

1.58.507.0000 Graffitti Removal 5,000 2,400 (2,600) 

1.58.510.0000 Garden Maintenance 159,996 151,776 (8,220) 

1.58.511.0000 Grass Control 428,952 475,000 46,048 

1.58.512.0000 Irrigation Systems - Installation & Maintenance 38,760 38,760 0 

1.58.516.0000 Litter Collection 240,024 172,344 (67,680) 

1.58.518.0000 Maintenance of Cemeteries 12,000 6,000 (6,000) 

1.58.520.0000 Maintenance of Grounds 391,884 357,540 (34,344) 

1.58.522.0000 Park Infrastructure Maintenance 130,308 43,140 (87,168) 

1.58.524.0000 Reserve Infrastructure Maintenance 223,260 343,956 120,696 

NEW *****Reserve Fire Control 76,320 0 (76,320) 

NEW **** KWS Site Maintenance 44,167 0 (44,167) 

1.58.530.0000 Playground Inspections 17,320 12,132 (5,188) 

1.58.532.0000 Playground Maintenance 59,928 57,864 (2,064) 

1.58.533.0000 Toilet Cleaning 216,420 147,456 (68,964) 

1.58.534.0000 Toilet Repairs 42,168 36,816 (5,352) 

1.58.536.0000 Tree Inspections 29,978 19,056 (10,922) 

1.58.538.0000 Tree Maintenance 297,895 241,308 (56,587) 

1.50.539.0000 Tree Stump grinding 10,000 10,000 0 

1.58.540.0000 Weed Control 0 16,320 16,320 

1.58.546.0000 Track Maintenance 182,568 192,576 10,008 

NEW****** -Vandalism 10,000 0 (10,000) 

Kingborough Council Annual Plan 2016/17 Page | 117 




Recreation & Reserves - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Recreation & Reserves (Cont'd) 

Expenses 

Activities 

1.58.570.0000 Sports Precinct 529,716 510,408 (19,308) 

1.58.700.0000 Minor Infrastructure Upgrade 0 62,928 62,928 


Total 3,235,648 3,002,555 (233,093) 


1.58.714.6262 Insurance Claims 2,400 2,400 0 

Total 2,400 2,400 0 

Depreciation 

1.58.704.6216 Depreciation 618,000 543,525 (74,475) 

Total 618,000 543,525 (74,475) 


Recreation & Reserves Surplus/(Deficit) (3,772,048) (3,488,162) (283,886) 





Solid Waste - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

Rates 

1.49.720.8015 Rates - Solid Waste 0 1,040,000 (1,040,000) 

Total 0 1,040,000 (1,040,000) 

User Charges 

1.49.708.8070 Charges 24,000 24,000 0 

Total 24,000 24,000 0 

Other Income 


Total 0 10,200 (10,200) 

Total Income 24,000 1,074,200 (1,050,200) 

Expenses 

Activities 

1.49.400.0000 Barretta Site Maintenance 30,000 30,000 0 


1.49.401.0000 Barretta Site Rehabilitation 0 100,000 100,000 

1.49.406.0000 Greenwaste - Barretta/Bruny Charges 42,000 40,000 (2,000) 

1.49.415.0000 Bin Transfer to Barretta 48,000 78,000 30,000 

1.49.416.0000 Transfer Station - Bruny 192,000 78,000 (114,000) 

1.49.420.6344 Southern Waste Strategy Levy 30,000 32,000 2,000 

1.49.421.0000 Barretta Building Maintenance 6,000 8,000 2,000 

1.49.705.0000 Environmental Costs 84,000 60,000 (24,000) 

Total 444,000 449,100 5,100 

Depreciation 

1.49.704.6216 Depreciation 117,000 105,798 (11,203) 

Total 117,000 105,798 (11,203) 


Solid Waste Surplus/(Deficit) (537,000) 519,303 (1,056,303) 





Stormwater - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

Rates 

1.06.720.8012 Rates - Storwater Charge 945,000 0 945,000 

Total 945,000 0 945,000 

Expenses 

Stormwater Activities 

1.41.280.0000 Inspection & Site Checks 30,000 60,000 30,000 

1.41.282.0000 Manhole Construction 65,000 21,720 (43,280) 

1.41.284.0000 Pit Cleaning 65,000 64,992 (8) 

1.41.286.0000 Pipe Cleaning 70,000 72,600 2,600 

1.41.288.0000 Repairs of Pits 0 33,876 33,876 

1.41.290.0000 Repairs of Pipes 30,000 30,900 900 

1.41.292.0000 House Connections 20,000 18,000 (2,000) 

1.41.294.0000 Cleaning Gross Pollutant Traps 50,000 20,844 (29,156) 

1.41.296.0000 Pipeline Camera Inspections 24,000 25,740 1,740 


Total 354,000 372,672 18,672 

Depreciation 

1.41.704.6216 Depreciation 846,000 773,779 (72,221) 

Total 846,000 773,779 (72,221) 


Stormwater Surplus/(Deficit) (255,000) (1,146,451) 891,451 





Transport - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

Other Income 

1.40.718.8208 Gravel Sales 0 5,610 (5,610) 

1.40.718.8274 Sundry Receipts 0 526 (526) 

Total 0 6,136 (6,136) 

Total Income 0 6,136 (6,136) 

Expenses 

Road Activities 

1.40.200.0000 Agricultural Drains 20,000 22,464 2,464 

1.40.201.0000 Asphalt Corrections 0 139,797 139,797 

1.40.204.0000 Bus Stop & Shelter Maintenance 0 1,020 1,020 

1.40.205.0000 Crack Sealing 0 11,400 11,400 

1.40.206.0000 Crossover Repairs 12,000 28,800 16,800 

1.40.208.0000 Culvert Cleaning 45,000 50,604 5,604 

1.40.210.0000 Culvert Replacement 50,000 46,512 (3,488) 

1.40.212.0000 Dead Animal Removal 7,000 4,020 (2,980) 

1.40.214.0000 Drainage - Easements 30,000 13,280 (16,720) 

1.40.216.0000 Footpath Inspection 20,000 18,744 (1,256) 

1.40.218.0000 Footpath Repair 190,000 256,980 66,980 

1.40.219.0000 Graffiti Removal 0 1,368 1,368 

1.40.220.0000 Grading 0 244,512 244,512 

1.40.221.0000 Gravel Shoulders 0 94,032 94,032 

1.40.222.0000 Guide Posts 70,000 19,610 (50,390) 

1.40.224.0000 Handrails & Guardrails 65,000 10,404 (54,596) 

1.40.225.0000 Illegal Dumping of Rubbish 8,000 5,000 (3,000) 

1.40.226.0000 Inspection & Site Checks 0 81,672 81,672 

** New** KWS Site Maintenance 20,000 0 (20,000) 

1.40.228.0000 Kerb & Gutter Maintenance 65,000 73,080 8,080 

** New** Sealed - Major Repairs 150,000 0 (150,000) 

** New** Sealed - Minor Repairs 300,000 0 (300,000) 

** New** Sealed - Asphalt Corrections 140,000 0 (140,000) 

** New** Sealed - Edge Break Repairs 100,000 0 (100,000) 

** New** Sealed - Pothole Repairs 100,000 0 (100,000) 

** New** Sealed - Shoulder Reinstatement 170,000 0 (170,000) 

** New** Sealed - Shoulder Grading 110,000 0 (110,000) 

** New** Sealed - Table Drain Maintenance 120,000 0 (120,000) 

** New** Unsealed - Maintenance Grading 280,000 0 (280,000) 

** New** Unsealed - Road Safety 120,000 0 (120,000) 

** New** Unsealed - Table Drains 100,000 0 (100,000) 

** New** Unsealed - Road Surface Repairs 100,000 0 (100,000) 

1.40.230.0000 Litter Bin Repairs & Purchase 0 0 0 

1.40.234.0000 Major Pavement Repairs - Sealed 0 429,788 429,788 

1.40.235.0000 Major Pavement Repairs - Unsealed 0 48,852 48,852 

1.40.238.0000 Minor Traffic Management 0 77,000 77,000 

1.40.244.0000 Potholing 0 184,968 184,968 






New Budget 



2015/16 

Variance 

Transport (Cont'd) 

Road Activities 

1.40.250.0000 Reseal 0 358,620 358,620 

1.40.252.0000 Resheeting 0 0 0 

1.40.254.0000 Retaining Walls 12,000 8,280 (3,720) 

1.40.255.0000 Road Safety 0 20,796 20,796 

1.40.256.0000 Roadside Slashing 240,000 280,000 40,000 

1.40.258.0000 Signs 95,000 45,732 (49,268) 

1.40.260.0000 Storm Damage 30,000 51,492 21,492 

1.40.262.0000 Sweeping 132,000 116,376 (15,624) 

1.40.264.0000 Table Drains 0 328,032 328,032 

**New** Roundabout Maintenance 10,000 0 (10,000) 

**New** Traffic Island Maintenance 10,000 0 (10,000) 

**New** Pedestrian Crossing Maintenance 10,000 0 (10,000) 

**New** Linemaking 10,000 0 (10,000) 

1.40.266.0000 Tree Removal & Maintenance 190,000 189,600 (400) 

1.40.268.0000 Turning Bays 0 26,448 26,448 

1.40.270.0000 Watercourses & Creeks 0 7,044 7,044 

1.40.272.0000 Weed Spraying 60,000 80,000 20,000 

1.40.278.0000 Rehabilitation 0 1,000 1,000 


1.40.351.0000 Street Light Repairs 6,000 5,000 (1,000) 


Total Road Expenses 3,697,000 3,991,929 294,929 

Bridge Activities 

1.42.202.0000 Boat Ramps 16,000 5,868 (10,132) 

1.42.300.0000 Bridge Deck Repairs 0 1,092 1,092 

1.42.302.0000 Bridge Handrail Repairs 5,000 3,996 (1,004) 

1.42.304.0000 Bridge Abutment Maintenance 0 7,500 7,500 

1.42.306.0000 Bridge General Maintenance 70,000 60,000 (10,000) 

1.42.308.0000 Bridge Sub-Structure Maintenance 0 3,230 3,230 

1.42.310.0000 Bridge Inspections 50,000 47,370 (2,630) 

1.42.312.0000 Jetty Maintenance 25,000 11,130 (13,870) 

1.42.314.0000 Jetty Inspections 0 300 300 

1.42.316.0000 Storm Damage Bridges 0 4,992 4,992 

Total Bridge Expenses 166,000 145,478 (20,522) 


1.40.714.6262 Insurance Claims 4,800 2,400 (2,400) 


Total 16,800 8,400 (8,400) 






New Budget 



2015/16 

Variance 

Depreciation 

1.40.704.6216 Depreciation 5,157,000 4,139,030 (1,017,970) 

1.42.704.6216 Depreciation 267,000 237,206 (29,794) 

Total 5,424,000 4,376,235 (1,047,765) 


Transport Surplus/(Deficit) (9,303,800) (8,515,906) (787,894) 





Plant, Vehicles & Equipment - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

Internal Charges 

1.86.718.8210 Hire Charges - Internal Plant & Vehicles 1,650,000 1,524,000 126,000 

Total 1,650,000 1,524,000 126,000 

Other Income 

1.86.724.8156 Reimbursements 15,000 12,000 3,000 

1.86.718.8274 Sundry Receipts 6,000 6,000 0 

Total 21,000 18,000 3,000 

Total Income 1,671,000 1,542,000 129,000 

Expenses 


1.86.690.0000 Workshop Employee Costs 108,947 138,276 29,329 

Total 108,947 138,276 29,329 


1.86.690.6110 Insurance - Motor Vehicle 45,000 47,400 2,400 

1.86.690.6200 Contracts - External 18,000 9,156 (8,844) 

1.86.690.6252 Fuel and Oil 258,000 257,300 (700) 

1.86.690.XXXX GPS Tracker 6,000 0 (6,000) 

1.86.690.6278 Materials 81,600 83,940 2,340 

1.86.690.6280 Mechanical Workshop Equipment 12,000 16,470 4,470 

1.86.690.6286 Motor Vehicle Registration 77,000 69,996 (7,004) 

1.86.690.6302 Parts 110,400 110,664 264 

1.86.690.6310 Plant & Vehicle Costs - Internal 24,000 27,500 3,500 

1.86.690.6342 Servicing & Repairs - External 93,600 93,780 180 

1.86.690.6386 Tyres and Tubes 54,000 53,340 (660) 

1.86.690.6404 Workshop Consumables 14,400 13,980 (420) 

1.86.690.6406 Workshop Expenses 26,400 10,410 (15,990) 

1.86.692.6326 Radio Licences & Repairs 7,200 7,000 (200) 

1.86.692.6328 Radio Sites - Maintenance 1,200 1,220 20 

Total 828,800 802,156 (26,644) 


1.86.690.6372 Sundry 3,600 530 (3,070) 

1.86.704.6216 Depreciation 744,000 693,989 (50,011) 

Total 744,000 693,989 (50,011) 


Plant, Vehicles & Equipment Surplus/(Deficit) (17,947) (97,451) 79,504 





Private Works - Operating Income/Expenses 

New Budget 



2015/16 

Variance 

Income 

Other Income 

1.57.718.8242 Private Works Income 120,000 120,000 0 

1.57.724.8152 Reimbursement - State Government 540,000 300,000 240,000 

Total 660,000 420,000 240,000 

Total Income 660,000 420,000 240,000 

Expenses 


1.57.672.0000 Other Works 228,000 128,400 (99,600) 

1.57.232.0000 Bruny Main Road 300,000 222,000 (78,000) 

Total 528,000 350,400 (177,600) 

Total Expenses 528,000 350,400 (177,600) 

Private Works Surplus/(Deficit) 132,000 69,600 62,400

Annual Plan 2016-17 - Approved by Council 27 June 2016

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?