Ordinary Council Meeting
Notice is given that an Ordinary Meeting of the Kingston City Council will be held at 7.00pm at 1230 Nepean Hwy, Cheltenham, on Monday 22 August 2011.
1 Apologies
2 Confirmation of Minutes of Previous Meetings
3 Declaration by Councillors or Officers of any Conflict of Interest
4 Petitions
5 Presentations
6 Reports from Village Committees
7 Reports from Delegates Appointed by Council to Various Organisations
8 Question Time
9 Environmental Sustainability Reports
10 Community Sustainability Reports
11 Organisational Development and Governance Reports
12 Corporate Services Reports
13 Notices of Motion
14 Urgent Business
15 Items in Camera
City of Kingston Ordinary Council Meeting Agenda 22 August 2011
Notice is given that an Ordinary Meeting of Kingston City Council will be held at 7.00pm at the Cheltenham Office, 1230 Nepean Highway, Cheltenham, on Monday 22 August 2011.
1. Apologies
2. Confirmation of Minutes of Previous Meetings Minutes of Ordinary Council Meeting 25 July 2011
3. Foreshadowed Declaration by Councillors, Officers or Contractors of any Conflict of Interest [Note that any Conflicts of Interest need to be formally declared at the start of the meeting and immediately prior to the item being considered – type and nature of interest is required to be disclosed – if disclosed in writing to the CEO prior to the meeting only the type of interest needs to be disclosed prior to the item being considered.]
4. Petitions
5. Presentation of Awards
6. Reports from Village Committees
7. Reports from Delegates Appointed by Council to Various Organisations
8. Question Time
9. Environmental Sustainability Reports N 125 Contract No 11/40 – Signs and Street Furniture Maintenance ...... Page 6 N 126 Contract No 11/69 Gainsborough Road & Delville Avenue, Mentone Road Reconstructions – Tender Report...... Page 18 N 127 Advisory Committee – Review of Urban Growth Boundary Anomalies Outside the Growth Area...... Page 23 N 128 98 – 116 Cavanagh Street, Cheltenham...... Page 30 N 129 Victorian Planning System Ministerial Advisory Committee ...... Page 40
10. Community Sustainability Reports N 130 Community Grants Program 2011/12 – Village Committee Funding Recommendations ...... Page 50 N 131 Individual Development Grant Applications ...... Page 61 N 132 Community Safety Strategy – 2009 2012 Review and Update ...... Page 99 N 133 Carrum Life Saving Club Update ...... Page 146
11. Organisational Development & Governance Reports N 134 Assembly of Council Report...... Page 161 N 135 Expenditure of Ward Funds Schedule ...... Page 174 N 136 Kingston Charitable Trust – Appointments to Grant Assessment Panel ...... Page 176 N 137 Community Vision Reference Panel Membership...... Page 182
12. Corporate Services Reports
City of Kingston Ordinary Council Meeting Agenda 22 August 2011
N 138 Adoption of Annual Financial Statements in Principle ...... Page 186
13. Notices of Motion N 139 Notice of Motion – Cr Ronke ...... Page 281 N 140 Notice of Motion – Cr Dundas...... Page 282 N 141 Notice of Motion – Cr Dundas...... Page 283 N 142 Notice of Motion – Cr West...... Page 284 N 143 Notice of Motion – Cr West...... Page 286
14. Urgent Business
15. Items in Camera
City of Kingston Ordinary Council Meeting Agenda 22 August 2011
6. Reports from Village Committees
PRESENTATION OF VILLAGE COMMITTEE REPORTS
6.1 Cheltenham Village Committee Chairperson – Vic Russo OAM JP Report of Meeting held on 2 August 2011
Highlight: Agreement by the Village Committee to discuss some strategic future actions at the next meeting for the Committee to get involved with.
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6.2 Mentone/Parkdale Village Committee Chairperson – Claire Houston Report of Meeting held on 2 August 2011
Village Committee Motion: In relation to the Beach Road weekend morning No Stopping Zones the Mentone Parkdale Village Committee request Council immediately remove the related signs as the trial period ceased on the 20th March 2011.
Officer Comment: The evaluation is not yet completed and received from VicRoads.
Highlight: None
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6.3 Mordialloc Village Committee Chairperson – David van Pelt Report of Meeting held on 2 August 2011
Highlight: Committee’s concerns with regards to the safety of pedestrians and vehicles using the St Lucia development
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6.4 Clarinda/Oakleigh South Village Committee Chairperson – Veeda Oakley Report of Meeting held on 3 August 2011
Highlights:
3 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
1. Anticipation of the BBQ launch for Bald Hill Park. 2. The commitment to refurbish the community centre on Melaleuca Drive. ___
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6.5 Patterson Lakes/Carrum Village Committee Chairperson – Malcolm Dunkinson Report of Meeting held on 3 August 2011
Highlight: The visit from Chelsea Community Support Services.
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6.6 Aspendale/Edithvale/Aspendale Gardens/Waterways Village Committee Chairperson – Ken Carney Report of Meeting held on 4 August 2011
Village Committee Motion: The Committee requests that Council ask Vic Roads to survey the traffic at the corner of Springvale and Hutton/Governor Roads during peak periods as there appears to be excessive congestion, particularly turning right from Springvale Road into Hutton Road in the morning and turning right from Springvale Road into Governor Road in the afternoon.
Officer Comment: It is proposed the Village Committee’s request be conveyed to VicRoads.
Village Committee Motion: The Committee requests that Council indicate their support to protect and enhance the existing Green Wedge.
Officer Comment: Council is presently developing a Green Wedge Plan and the comments of the committee are noted.
Highlight: None
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6.7 Chelsea/Chelsea Heights/Bonbeach Village Committee Chairperson – John Bainbridge Report of Meeting held on 10 August 2011
Highlight: The attendance by the Mayor, Cr Ron Brownlees
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4 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
6.8 Clayton South Village Committee Chairperson – Chris Frangopoulos Report of Meeting held on 16 August 201
Highlight: Two Village Committee members in the past month have advised Council of maintenance requests, both of which were resolved very quickly and the members were each advised one by telephone and one by letter. ______
5 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
9. Environmental Sustainability Reports
N 125 Contract No 11/40 – Signs & Furniture Maintenance
Approved by: Rachel Hornsby, General Manager Environmental Sustainability
Author: John Kelly, Team Leader Maintenance Contracts and Waste
1. Purpose of Report This report seeks Council’s acceptance of Contract 11/40 for Street Signs and Street Furniture Maintenance. The Contract is a Schedule of Rates contract for a three-year period with two one-year options at Council’s discretion based upon estimated value of the works to be carried out over the three-year period is $1,452,134 (inclGST) (First Year $484,044.66).
2. Background The contract is managed by the Maintenance Contracts and Waste Team and forms part of the team’s suite of contractors to maintain Council’s Road Infrastructure.
For the past four years Street Signs and Street Furniture Maintenance works have been carried out by Urban Maintenance Systems Pty Ltd under a schedule of rates contract, Signs and Street Furniture Contract (Contract 07/22).
The contract was for an initial period of two years from 1 July 2005 to 30 June 2007 with options for two, one year extensions at Councils discretion. The contract was extended for the two additional periods where the contract expired on 30 June 2010.
Council is current operating on a 3-month contract from 1 July to 30 September 2011.
The minimum intervention levels and response times for these works are detailed in Council’s Road Management Plan.
3. Summary and Conclusion After assessing all tenders the panel considered that the tender of Urban Maintenance Systems Pty Ltd offered the best value service to Council.
4. Brief Description of the Work under the Contract
The Works under this Contract include:
As part of the routine road infrastructure maintenance services which include sign maintenance for Regulatory Signs (speed restrictions, stop, give way, pedestrian, bicycle and school crossing signs), Warning Signs (usually black on yellow which warn drivers of hazardous road conditions - road warning signs), Parking Signs (signs indicating parking restrictions), Hazard Markers and Non Standard Signs which include street, guide, name and other signs. These signs are located at various locations throughout the municipality. These works are identified in
6 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
response to regular programmed maintenance road and shopping centre inspections and customer, Traffic Engineering Team and other Departments requests,
Installation of new street signs as direction by the Traffic Engineering Team,
Maintenance of street furniture, which includes pedestrian fences, fire hydrants, seats, bollards, road barricades and etc.
The Contract is for a period of 3 years commencing 1 October 2011 with options at Council’s discretion of two, one-year extensions.
The Contract is a Schedule of Rates Contract subject to an annual price adjustment based on the CPI changes.
5. Tenders Received Tenders were advertised in the Age on Saturday 20 March 2010 and closed at 2.00pm on Thursday 15 April 2010. Council received 7 tender submissions.
Further details of these tender submissions are set out in the “Confidential Attachments”.
6. Project Funding Signs & Furniture Maintenance is funded from the Goods and Services Road Infrastructure Maintenance Budget, 2011/12 notional allocation sum $465,000.
7. Evaluation Panel The tenders were assessed by:
John Kelly – Team Leader Maintenance Contracts & Waste; and Robin Fisher – Senior Field Officer
8. Assessment of Tenders Seven conforming tenders were received. Tenderers were assessed in accordance with the evaluation criteria set out in the Tender Specification documents and include:
Conformity with the Documents, Pass/Fail Financial Capacity, Pass/Fail Tender Price, 35% Relevant Experience, 10% Performance Record, 10% Resources Available, 10% OHS, Quality and Environmental Management Systems 15% Supervision Required, 10% Customer Service, 10%
7 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
9 Triple Line Checklist 9.1 Budget/Financial Impact This packaging of Signs & Furniture Maintenance Services and the recommended tender represents the best outcome to Council in terms of value for money, level of risk, work quality and meeting customer service requirements.
9.2 Social Impact Maintaining a safe and presentable local amenity and ensuring minimum disruption to pedestrians, vehicles and other road users is a requirement of this contract.
9.3 Environmental Impact Compliance with environmental standards is a requirement of the contract.
10. Recommentations: 1. That Contract No 11/40 for Signs & Furniture Maintenance be awarded as a Schedule of Rates contract for the period of three years - 1 October 2011 to 30 September 2014 to Urban Maintenance Systems Pty Ltd at the rates set out in Schedule 1 and Schedule 2 of the Pricing Schedule (Form 2) of the Contract, based upon estimated quantities for a three-year period at $1,452,134 (incl. GST). (First Year $484,044.66).
2. That the three one-year contract optional extensions be at the discretion of the Chief Executive Officer, or delegate subject to satisfactory performance.
Confidential Attachments Tender Report Schedule of Rates Contract Tender Evaluation
8 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
N 126 Contract No 11/69 - Gainsborough Road & Delville Avenue, Mentone Road Reconstructions – Tender Report
Approved by: Rachel Hornsby – General Manager Environmental Sustainability
Author: Brian Trower – Team Leader Roads & Drains
1. Purpose This report seeks Council’s approval to accept tenders for Contract No. 11/69– Gainsborough Road & Delville Avenue, Mentone – Road Reconstructions. It is proposed that CDN CONSTRUCTORS PTY LTD be accepted as the preferred tenderer for this contract based on their submitted tender of $919,832.75 . 2. Council Plan 2.1. Sustaining Kingston’s Assets 2.1.1. Implement Kingston’s Asset Management program including: Identify & undertake priority works
3. Background The sections of road covered by this contract have been identified for replacement as part of council’s standard road condition survey. The existing guttering and road surface has reached the end of its’ expected life and is due for replacement to maintain a satisfactory road for local residents. Whilst rebuilding the road, council is taking the opportunity to improve the underground drainage system along Gainsborough Road (from Delville Avenue to Sharan Avenue), Delville Avenue (from Southern Road to Allandale Road) and Sharan Avenue (from Gainsborough Road to Allandale Road).
Prior to these road works commencing, Council’s Parks Department is taking the opportunity to remove any diseased and inappropriate street trees. Removed trees will be replaced by the Parks Department following completion of the road works as part of the improvement of the overall streetscape. The tree removal and replacement does not form part of this contract.
4. Brief Description of the Work under the Contract The works involved in this contract includes the reconstruction of Gainsborough Road (from Delville Avenue to Sharan Avenue), Delville Avenue (from Southern Road to Allandale Road) and Sharan Avenue (from Gainsborough Road to Allandale Road. Items covered as part of this contract include:
Replacement of all concrete kerbs on both sides of the road. Replacement of all concrete vehicle crossings. Replacement of the footpath on both sides Asphalt resurfacing of the road Upgrading of street drainage.
18 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
The works in this contract will have no affect on the roundabout at the intersection of Delville Avenue and Southern Road.
5. Tenders Received Tenders were advertised in The Age on Saturday 9 July 2011 and closed at 2.00pm on Thursday 28 July 2011. Six (6) tenders were received, details of which are set out in the Confidential Attachment.
6. Project Funding This project will be funded from Council’s 2011/12 Capital Works Budget.
7. Evaluation Panel The tenders were assessed by:
Tony Pell – Senior Construction Engineer, Emad Nashed – Construction Engineer
8. Summary and Conclusion The Evaluation Panel has ranked CDN CONSTRUCTORS PTY LTD highly for this contract. The panel believes that CDN CONSTRUCTORS PTY LTD have demonstrated their ability via their tender submission and previous works undertaken for Kingston City Council, to provide the best overall value for the construction of CONTRACT NO. 11/69 – GAINSBOROUGH ROAD & DELVILLE AVENUE, MENTONE – ROAD RECONSTRUCTIONS.
9. Triple Bottom Line Checklist Environmental Impact - Environmental impacts during construction of these works will be minimised due to measures put in place for controlling stormwater runoff quality, including silt barriers and straw bales. The final outcome of the works will alleviate a significant drainage/flooding issue in the area. Social Impact - There will be inconveniences during the works which are typical of a large road reconstruction contract such as this one. A Special Clauses document was prepared as part of the contract package, which outlines a number of requirements set out by Council to stage the works and minimise community disruption as much as possible. Budget/Financial Impact - For the subject contract the preferred tenderer represents the best outcome to Council in terms of value for money and level of risk. The submitted price from the preferred contractor is below the Design Engineer’s estimate.
19 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
10. Recommendation “That council awards CONTRACT NO. 11/69 – GAINSBOROUGH ROAD & DELVILLE AVENUE, MENTONE – ROAD RECONSTRUCTIONS – on a Lump Sum basis to CDN CONSTRUCTORS PTY LTD for the tendered price of $919,832.75 Please refer to the “Confidential Attachment” outlining the scoring matrix and all other submissions.
Attachments: Confidential Attachment
20 20 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
N 127 Advisory Committee – Review of Urban Growth Boundary Anomalies Outside Growth Areas
Approved by: Rachel Hornsby, General Manager Environmental Sustainability
Author: Jonathan Guttmann, Manager City Strategy
1. Purpose The purpose of this report is to obtain a decision from Council on the process it wants officers to follow to respond to the review of Urban Growth Boundary (UGB) Anomalies.
2. Council Plan Planned outcome 2 of the Council Plan, ‘A Sustainable Environment’ has a key strategic action ‘reviewing the non-urban area in collaboration with the State Government’. This report is directly relevant to this Strategic Action.
3. Background On 1 August 2011, the City of Kingston received a letter from the Planning Minister, The Hon Matthew Guy MLC about a State Government review that is underway to consider UGB Anomalies. The letter (Attachment 1) has been circulated to Councillors.
The letter invites councils to review the UGB and propose changes to address any significant anomalies in the current location of the boundary. The process requires councils who want to make a submission to have any submission supported by a decision of the council, at a minuted council meeting. It also requires councils to provide an assessment of any proposed changes and to seek the views of affected landowners. The due date for submissions is 28 November 2011.
4. Summary and Conclusion A State Government review is underway to consider UGB Anomalies. The Council needs to decide on the process it wants to respond to the review. A decision will provide clarity for the community about the process and will enable Councillors and officers to respond to enquiries. There are three options ranging from declining to be involved in the State Government review, asking for an extension of time, or undertaking the work needed to submit any proposed changes.
Officers believe that given the significant investment by Council in the development of a Green Wedge Plan, it would be appropriate to ask for an extension of time to respond to the review.
23 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
5. Consultation There has been and will be significant further community consultation on the preparation of the Green Wedge Plan. Should Council decide it wants to explore the idea of potential anomalies with the UGB the additional consultation requirements are substantive and requires sufficient notice to the relevant property owner(s).
6. Options The options to respond to the review are:
Option 1
The Council advises the Minister that Kingston does not wish to propose any changes to the UGB.
Option 2
The Council writes to the Minister for Planning seeking an extension of time based on the Council’s intention to complete its Green Wedge Plan to then be able it to make recommendations to the Minister on any potential changes to the UGB.
Option 3
The Council agrees to progress the State Government review and writes to the owner(s) whose land meets the standard set out for the review to determine whether they want their property to be considered by Council for inclusion within the UGB.
The required standards are:
1. [THE LAND MUST] Be adjacent to or on the existing Urban Growth Boundary – land located away from the Urban Growth Boundary cannot be incorporated unless intervening land is also included. 2. [THE LAND MUST] Be proposed for residential or employment development – a critical government objective is to encourage new housing developments as well as land supply for local employment opportunities.
Officers believe that given the significant investment by Council in the development of a Green Wedge Plan, it would be appropriate to ask for an extension of time to respond to the review.
7. Issues The Council has invested significant resource in to the development of the Green Wedge Plan. The key issue for Council to consider is the potential uncertainty that could be created by responding to the State Government Review in the middle of that process. If the Council was to indicate it will definitely not consider any changes this would suggest the outcome of the Green Wedge Plan has already been determined. Likewise if the Council decided to pursue
24 City of Kingston Ordinary Council Meeting Agenda 22 August 2011 any changes through this State Government process it would also suggest the outcome of the Green Wedge Plan had already been decided.
The community has an expectation that their feedback on a Draft Green Wedge plan will be considered and that there is no predetermined outcome. With that in mind it is appropriate that any decisions about the UGB be made once the feedback on the draft Green Wedge Plan has been considered and the Plan has been finalised and adopted. If the approved Plan recommends any changes to the UGB this can be pursued with the Minister either through the existing review process (if an extension of time is granted) or through an amendment to the planning scheme.
Given the significant investment by Council in the development of a Green Wedge Plan it would be appropriate that Option 2 is pursued.
8. Recommendation
That Council resolve to:
1. Write to the Minister for Planning seeking an extension of time in which to respond to the Planning Minister’s invitation to Council to identify any anomalies in relation to the location of the Urban Growth Boundary within Kingston’s Green Wedge.
2. Indicate in its correspondence to the Minister for Planning that Council will be able to advise on whether it has any anomalies to advance by 31st March, 2012.
3. That a subsequent report be presented to Council upon receipt of advice from the Minister for Planning or delegate in response to recommendation 1 above.
Attachments: Correspondence from the Minister for Planning – Advisory Committee – Review of Urban Growth Boundary Anomalies Outside Growth Areas 1 August 2011
25 26 27 28 29 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
N 128 Update on 98-116 Cavanagh Street
Approved by: John Nevins, Chief Executive Officer
Author: Rachel Hornsby, General Manager Environmental Sustainability
1. Purpose To provide an update on the proposed development of 98-116 Cavanagh Street.
2. Background Council has approved a Notice of Decision for the redevelopment of 98-116 Cavanagh Street, Cheltenham for a medium/high density residential development. The decision has been appealed to the Victorian Civil Appeals Tribunal (VCAT) with a hearing date set down for 21 September 2011.
In making its decision on this matter, Council’s approval was subject to the provision of a Statement of Environmental Audit (SEA) which indicated that the site was suitable for the development proposed. The Statement of Environmental Audit has subsequently been prepared. Council, at its meeting of the 27 June 2011, noted a Statement of Environmental Audit had been issued for the site. Clarification was sought about any liability to Council in acting on the SEA.
3. Summary and Conclusion Council has received a Statement of Environmental Audit (SEA) for the proposed development of 98-116 Cavanagh Street, Cheltenham. That audit indicates the site was suitable for development. Clarification was sought on any liability to Council in acting on the SEA. The view is that liability would not fall to Council if it acts in accordance with the SEA.
4. Consultation Officers have not consulted with the public on the question of liability but have sought the views of relevant professionals. The VCAT appeal is a public process that will include opportunities for objectors to provide comment on the overall development.
5. Issues The key issue for the Council is what, if any, liability would rest with Council in acting on the SEA. The view is that liability would not rest with Council. However, Council should exercise caution in issuing any certificate of compliance or certifying plans of submission.
Such certification should only be issued where Council has:
- lodged a S173 on title - Received a copy of an auditors report detailing on going environmental requirements that are to be the responsibility of the Owners Corporation.
30 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
- Reviewed the Owners Corporation rules to ensure that the responsibility of the Owners Corporation is clearly outlined. - Received an audit report confirming civil works have been completed in accordance with the Civil Construction Management Plan.
Council should also ensure a copy of the Environmental Auditors certification required as part of the House Construction Contractor Management Plan is also retained on file.
The view of the relevant professionals are provided in the confidential attachment (Attachment 1).
6. Triple Bottom Line Checklist Environmental – not applicable Social – not applicable Financial – not applicable
7. Recommendation
That Council resolve to note the information provided in the report and in Attachment 1 (Confidential).
Attachments: Information provided regarding potential liability to Council in relation to 98-116 Cavanagh.
31 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
N 129 Victorian Planning System Ministerial Advisory Committee
Approved by: Rachel Hornsby, General Manager Environmental Sustainability
Author: Jonathan Guttmann, Manager City Strategy
1. Purpose The purpose of this report is to update Councillors on the ‘Victorian Planning System Ministerial Advisory Committee’ which has been established by the Minister for Planning to review the Planning System in Victoria.
A suggested submission has been provided as Attachment 1 for consideration by Council..
2. Council Plan Planned Outcome 2 – A Sustainable Environment focuses on strategies which relate to the administration of Council’s Land Use and Development Planning Functions at Kingston. It would be appropriate that Kingston give consideration to the work of the Advisory Committee as the Committees’ recommendations to the Planning Minister may influence the Council’s planning activities at a local level.
3. Background The State Government has established the Victorian Planning System Ministerial Advisory Committee to review the Victorian Planning System. Information available from the Department of Planning and Community Development’s website is provided as Attachment 2.
Submissions are sought by the 31 August 2011. The Terms of Reference (Attachment 2) provide for a preliminary report to be provided to the Minister for Planning by 30 November 2011.
The Advisory Committee has framed a series of questions designed to assist it in addressing its Terms of Reference.
In order to undertake the consultation process outlined in the Terms of Reference the Advisory Committee have sought feedback in relation to the following broad questions:
1. What’s good about the system? 2. What works well and what doesn’t? 3. What are the ways to fix the problems and improve the system? 4. How can the planning system be more effective and efficient? 5. How can the planning system be made easier to access and understand? 6. Is the present planning system right for Victoria? 7. Are the respective roles of the State and Local Government in the planning system still appropriate?
40 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
The Terms of Reference provide the opportunity for any party to make a submission to the Advisory Committee and that the Advisory Committee is being supported with resources from the State Government of Department of Planning and Community Development.
5. Issues Although Council is not required to make a submission it is considered appropriate that a draft submission be prepared for consideration by Council.
Officers note that a substantial number of reviews have been commenced over recent years examining aspects of the Victorian Planning Provisions. These reviews have focused on areas ranging from New Residential Zones, Car Parking Provisions, Advertising Signage, Retail Policy Review, Planning Fees and general system efficiencies (e.g. Cutting ‘Red Tape’). Unfortunately despite strong Local Government and other stakeholder responses to these reviews, limited and often no material change has been made to the area under review despite at times substantive resources being devoted to the preparation of submissions and involvement in industry discussion. Officers believe therefore it is appropriate that any review reinforce the need for a strong focus on expeditiously implementing appropriate changes.
Existing Work Program
Officers are also mindful that over the coming twelve months an ambitious program of changes to the Kingston Planning Scheme is proposed involving the following:
1. Implementation of the Moorabbin, Cheltenham and Mentone Structure Plans as a consequence of Planning Scheme Amendments. 2. The review of the Kingston Planning Scheme which will include structurally reformatting the Local Planning Policy Framework to accord with the State Planning Policy Framework as encouraged by the Department of Planning and Community Development.
It is not apparent that any directive from the State Government has been provided that local planning work should cease or be ‘placed on hold’ pending the work of the Advisory Committee.
Regional Collaboration
Some work regarding the review has already been undertaken on a regional level through the Inner Southern Metropolitan Mayors Forum (ISMMF). Working with other Councils to collaborate in forming a submission is beneficial as the Terms of Reference require that the advisory ‘committee must provide an opportunity for municipalities to make a presentation to the Committee at least on a regional basis’. The ISMMF has previously been a useful advocate to encourage the State Government to pursue reforms in the planning area.
6. Triple Bottom Line Checklist Environmental – Not Applicable. Social – The review provides an opportunity for the State Government to seek diverse feedback from all parties interested in Planning in Victoria.
41 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
Financial – The draft submission raises for consideration by the Advisory Committee the current manner in which resources are allocated to drive the existing planning system.
7. Recommendation That Council resolve to provide a submission to the Victorian Planning System Ministerial Advisory Committee in the form of Attachment 1 to this report.
Attachments: 1) Draft Submission to the Victorian Planning System Ministerial Advisory Committee (11/84650 ) 2) Advice from the DPCD website regarding the Victorian Planning System Ministerial Advisory Committee (11/77710)
42 ATTACHMENT 1
DATE TO BE INSERTED
The Chairperson Victorian Planning System Ministerial Advisory Committee C/- Statutory Planning Systems Reform Department of Planning and Community Development GPO BOX 2392 Melbourne 3001
Victorian Planning System Ministerial Advisory Committee
Kingston City Council welcomes the opportunity to provide a submission in relation to the review of the Victorian Planning System.
The submission focuses in the following areas:
1. Broader Planning System Issues 2. Planning and Environment Act [the Act] 3. Planning Scheme
Effort has been made to focus the responses to the specific themes arising from the questions presented by the Advisory Committee [the committee].
1. Broader Planning System Issues
Resourcing
Kingston believes that a fundamentally important aspect of the work of the Advisory Committee is to understand how the professional planning resource is presently being utilised within the State of Victoria to administer the ‘system’. Understanding the extent of resource which is available and how it is being utilised presents a useful benchmark on how and in what key areas are resources best allocated to operate an improved planning system.
In this regard the committee should consider: The extent of planning resource being used at a State Level within the Department of Planning and Community Development undertaking both strategic and statutory planning. The extent of planning resource being used at a Local Government level and the differentiation between its use on statutory and strategic planning initiatives. The extent of planning resource being used within the private sector to prepare applications for statutory approvals and to undertake broader planning policy work.
11/84650 43
Kingston considers that given the limited planning resources available to administer the planning system, the Advisory Committee performs a key role in providing guidance to the Government on how the available resources are optimally best utilised.
Cost Apportionment
Building on from the previous point it is also necessary to consider how the costs attributable to running an effective planning system should be distributed. In this regard the committee is encouraged to try (with the assistance of the DPCD) to dissect the amount of ‘planning’ resource put into the different stages (preparatory/lodgement, processing, advocacy and determination) in assessing planning applications.
Although Kingston contends that the outcomes of the planning process deliver a significant public good it does consider that the broader public is heavily subsidising the ‘service delivery’ needed to support the planning system. A model which shifts more towards a ‘user (proponent) pays’ system may provide improved opportunities to better resource the critical decision making components of the planning system.
It is noted that presently the complexity of the proposal in relation to the required time to consider what is being advanced may not be commensurate with the manner in which statutory fees are charged based on the proposals construction costs. For example a complex land use application outside the Urban Growth Boundary may take substantially longer and require greater resources than a multi million dollar warehouse that requires limited processing.
A further observation is that the greater level of certainty able to be provided through the planning system, the greater potential to reduce the costs associated with the systems administration.
Inter-relationship with Commonwealth legislation
Moorabbin Airport [the Airport] is one of the busiest airports in the southern hemisphere and is located within the City of Kingston. Being located on Commonwealth land, the Airport is governed by Commonwealth legislation (the Airports Act 1996) which takes precedence over other relevant legislation. The Airport is not subject to the provisions of the Kingston Planning Scheme.
Kingston considers that the current review presents an opportunity for the Victorian Government to liaise with the Federal Government in relation to the broader planning principles surrounding planning for land which falls under Commonwealth control. Kingston notes that other municipalities and diverse elements of the development sector will have a keen interest on any progress which can be made on improving transparency in this presently ‘grey’ area.
Victorian Civil and Administrative Tribunal (VCAT)
11/84650 44 Kingston believe that at present the VCAT system provides an inequity in that the resources generally available to a Local Government or community participant are disproportionately less than those generally available to a development proponent. In order to address this perceived imbalance in the system an alternative model for the operation of VCAT could be that the Tribunal have an established panel of ‘technical experts’ available to assist the Tribunal Member(s) in determining the merits of a particularly matter. This would create a more level playing field whereby resident, development proponent and Council although able to be represented by an advocate, would not then need to rely on additional costly ‘technical experts’. Further it provides the Tribunal with an opportunity of predetermining which fields of expertise it requires assistance from to consider the merits of a proposal, rather than being reliant on the nature and extent of the evidence it is presented.
2. The Planning and Environment Act
The permit process
The following items are raised as areas for enhancements to the Planning and Environment Act 1987 relevant to the processing of Planning Permit Applications:
a) Kingston believes that improvements could be made to making clear what constitutes a valid application and the Act be made more explicit about minimum submission requirements.
b) Substantial work has been undertaken recently by diverse Councils in seeking to bolster the means in which larger planning proposals are required to address Environmentally Sustainable Design criteria. Improvements could be made to the Act’s Objectives about the importance of planning decisions being responsive to energy, waste, water and climate considerations (including coastal climate change).
c) In some instances it is considered that the adjacent owners/occupiers written consent could be an effective means of eliminating a detailed advertising process for smaller scale applications this would deliver time savings.
d) The existing ‘secondary consent’ provisions have increasingly developed a culture whereby a default is seemingly available to reinforce the proposition that a ‘right first time’ attitude is increasingly less important when it comes to lodging a planning permit application. This has in some instances reduced community confidence in the Planning Application process.
e) Although the role of agreements prepared under Section 173 of the Planning and Environment Act 1987 has been a matter of ongoing discussion, further regulation on when they should be used may be a prudent step to avoid excessive use and challenges associated with managing these agreements.
f) Opportunities may be presented to develop a clearer model to guide how consultation prior to the lodgment of a Planning Permit Application should be conducted. This process when followed constructively can assist substantially to ensure a ‘smoother’ passage in relation to progressing an application to
11/84650 45 determination. A fees mechanism which more appropriately rewarded participants in the planning process for submitting sufficient information may be an appropriate consideration.
g) At present the Act does not differentiate in terms of the length of time to consider an application irrespective of its complexity. Opportunity to review whether different time periods are identified for different applications is seen as having some substantial benefit.
h) Consideration should also be given to the definition of ‘material detriment’ which is so critical in the means in which the current Act prescribes the process Council must follow in processing applications.
i) In relation to processing periods for an application greater clarity should also be provided through the Act so as to illustrate how the ‘statutory days’ are calculated during the advertising period an in relation to Section 79 Applications for Review lodged to the Victorian Civil and Administrative Tribunal (VCAT).
j) Concern remains about the ability of permit applicants to at times substantively modify plans which are before the VCAT. Council contends that this has the ability to not only cut interested parties out of the planning process but as with secondary consent undermine the initial perceived credibility forethought that has been put into an application.
k) Kingston has for some years undertaken a Preliminary Conference process with objectors and permit applications in the lead up to resolving on Planning Permit Applications. The committee is encouraged to give some consideration to the value of such forums in relation to allowing all stakeholders in the planning process to develop an understanding of the context for decision making (ie Planning Policy).
This process should be viewed in comparison to models followed by other Councils and the VCAT (through its mediation process) in order to provide guidance as to the value this approach brings to the quality of decision making and level of understanding of the participants in the planning process. Council has generally found the mandatory mediation process through the VCAT to be constructive.
l) A basic improvement in the means to which third parties are treated in the planning permit application process may be to refer to ‘objectors’ as ‘submitters’ as is done in the instances of a Planning Scheme Amendment. Such terminology although subtle is more useful when subsequently approaching processes such as mediation to discuss areas of concern.
m) Kingston remains concerned with the length of time involved in enforcement related processes (Enforcement Orders) and the costs involved in seeking compliance with blatant breaches of planning permits/schemes. Greater resources need to be provided to the VCAT to expedite Enforcement Order considerations irrespective of whether an Interim Enforcement Order is
11/84650 46 sought. It is felt that this process deserves a comparable processing period to that of matters listed on the Major Cases List.
n) Given the constraints with Enforcement Orders, Kingston generally use the provisions of S.130 (Planning Infringements) as a first recourse for identified breaches. Councils experience however is that the existing prescribed penalties under S. 130 (3) (a) and (b) are grossly insufficient to act as a sufficient deterrent in many instances to achieve compliance particularly when companies are involved. A much greater argument exists that where non- compliance is self evident and breaches are legitimised the costs to Council to pursue the matter should be fully subsidised by the offender and not by rate revenue.
The amendment process
a) At present, the Planning and Environment Act 1987 fails to provide for specific time frames for either the Council or the Minister to respond to a request at any stage of the Planning Scheme Amendment process. Kingston believe that it is appropriate that this be given some consideration in order to provide confidence to parties interested in a Planning Scheme Amendment as to the likely processing times.
b) The current legislation makes no provision for a proponent to challenge where a Responsible Authority declines to accept a request for an amendment to the Planning Scheme. Kingston supports the position that only the Minister and the relevant Council should be able to initiate Planning Scheme Amendments.
c) Council believes that consideration should be given to ensuring that where the Planning Authority is not the primary proponent for a Planning Scheme Amendment all costs associated with the conduct of the Panel external to Council’s and submitters direct costs should be paid for by the proponent. In this regard Council believe that the State Government need to consider whether or not Planning Panels should be more fully subsidised in the same manner as the VCAT, or the costs of administering the Panel be a cost that is explicitly one born by the proponent.
Open Space Contributions
Council submit that the Advisory Committee should also give consideration as to whether Public Open Space Contributions remain best administered through the Subdivision Act. The basis for this view is that the act of subdividing land on occasion does not correlate with some forms of intensive redevelopment that burden existing open space provision (e.g. establish low density residential land conversion to a student accommodation building).
4. The Planning Scheme
The following comments are offered in relation to aspects of the Planning Scheme that could be further enhanced:
11/84650 47
a) As identified earlier opportunities exist in the Act to enhance the importance of Environmentally Sustainable Development which will need to be mirrored at a more prescriptive level within the State Planning Policy Framework.
b) Kingston is not convinced that the Victorian Planning Provisions through particularly the Industry and Business suite of zones have necessarily sufficiently provided for the preservation of the intended purpose of these zones. An example being the allowance of a ‘Retail Premises or ‘Restricted Retail’ in an Industrial 1 Zone. In order to assist in the delivery of orderly and proper planning further consideration on whether the extent of Section 2 uses presently permissible remains appropriate, has some merit.
c) It is recognised that the State Government have announced reviews in relation to the Green Wedge Zone and the Car Parking Provisions at Clause 52.06. Kingston believe reviews in these areas are necessary and as such looks forward to making future contributions.
d) With significant challenges in Kingston in relation to managing uses with adverse amenity potential (given the sensitive land use interfaces which exist), opportunities to update the table of uses and the guidelines at Clause 52.10 is considered beneficial.
e) It is not considered that the Neighbourhood Character provisions of Rescode have worked appropriately in relation to the exercise of judgment on planning permit applications. Consideration should therefore be given to whether the means in which Council’s have sought to identify areas of significant Neighbourhood Character are sufficiently effective in achieving a desired outcome. It is apparent for example that the Heritage Overlay throughout Melbourne has been seemingly substantially more effective in reinforcing a desired characteristic than have the tools available relating to Neighbourhood Character.
f) Opportunities to enhance the provisions at Clause 55.05-5 Solar Access (Standard B29) require review in order to improve how solar access is provided to secluded private open spaces in new development.
g) With the increase of larger development (exceeding four or more storeys) limited guidance other than in Clause 52.35 is presently provided in relation to decision making criteria on what are often highly controversial proposals.
Increasingly considerations in relation to such proposals are judged not only on the planning fundamentals relevant to the proposal but also design (urban / architectural) considerations which are often highly subjective. A key emerging issue is seemingly the need for the decision making processes to be sufficiently tailored to have regard to how development at this scale should be appropriately reviewed and the diversity of professional involvement required.
h) It is considered that a key part of the statutory planning process has and will continue to be determining considerations regarding discretionary land use
11/84650 48 matters. Given we are now in-excess of a decade on from the introduction of the Victorian Planning Provisions it is deemed appropriate that a review of the land use definitions at Clause 74 occur to ensure they are still ‘fit for purpose’ and are suitably reflective descriptors of land use.
Kingston looks forward to the opportunity of further discussing its submission should it be requested to do so by the advisory committee.
Should you have any queries regarding this submission please contact Councils General Manager Environment Sustainability, Rachel Hornsby on 9581 4708.
Yours sincerely
Cr. Ron Brownlees Mayor
11/84650 49 City of Kingston Ordinary Council Meeting Agenda 22 August 2011 ______
10. Community Sustainability Reports
N 130 Community Grants Program 2011/2012 – Village Committee Funding Recommendations
Approved by: Mauro Bolin, General Manager Community Sustainability
Author: Dominic McCann, Co-ordinator Community Wellbeing
1. Purpose The purpose of this report is to present the recommended funding allocations for the 2011/2012 Community Grants Program to Council and to seek approval for the distribution of the funding from the 2011/2012 budget. These recommendations specifically relate to the Village Committee Grants funding stream. 2. Council Plan Community grants enable the provision of funds to enhance opportunities for groups and individuals to provide strong, cohesive and engaged communities under Planned Outcome 3 - Healthy, Strong and Connected Communities; Strategy 3.2 – Promoting Strong, cohesive and engaged communities.
3. Background
Council offers a range of opportunities for groups and individuals that service the municipality of Kingston to apply for financial assistance by way of a Community Grant. Grants are primarily offered to: Enable not-for-profit organisations to deliver services, programs, special events and other activities to the community, which would not otherwise be provided; and Enable the community to participate in a broader range of activities than those directly funded by Council, through full or partial funding of costs.
Six funding streams are supported through the Community Grants Program: Triennial Grants, City Wide Grants, Village Committee Grants, Individual Development Grants, Schools Development Grants and Access & Equity Grants. However, this report relates only to recommendations for the allocation of funding for Village Committee Grants.
3.1 Process
Applications for the 2011/2012 Community Grants program were open from 7 February 2011 until 6 April 2011. The Community Grants funding opportunity was promoted through: Kingston Your City; Mail out to organisations that expressed a wish to be on a mailing list; A public notice in local newspapers; Council’s telephone on-hold message;
50 City of Kingston Ordinary Council Meeting Agenda 22 August 2011 ______ Distribution of flyers; Placement of Community Grants Kits at Kingston Customer Service locations and Kingston libraries; and Handouts at major events and activities.
Four information sessions for potential applicants were held, with a total of 102 people attending. The sessions provided information about the guidelines and the application process. Individual “help sessions” were also offered and eight different groups availed themselves of this support. All applications were registered and reviewed by Council officers to ensure that they complied with the funding guidelines and where applicable, applicants were provided with an opportunity to supply further information.
4. Summary and Conclusion The Village Committee component of the Community Grants Program attracted 105 applications. Attachments A and B provide full details of the Village Committee Grants recommendations being presented for Council consideration.
4.1 Budget Summary
The following table summarises the financial details for the Village Committee Grants:
GL Code Category 2011/2012 2011/2012 2011/2012 Comments Requested $ Budget $ Recommended Allocation $ 1818.2383 Aspendale VC 28,818.45 26,176 26,176 Not all applications were fully funded- budget limitations 1818.2385 Chelsea VC 26,727.00 23.649 23,649 Not all applications were fully funded- budget limitations 1818.2386 Clarinda VC 23,000.00 16,856 16,856 Not all applications were fully funded- budget limitations 1818.2387 Clayton South VC 14,500.00 14,969 9,500 Village Committee decided not to fully fund all applications Unallocated funds $5,469 1818.2388 Cheltenham VC 27,268.00 23,455 23,455 Not all applications were fully funded- budget limitations 1818.2389 Dingley VC 23,705.00 17,725 17,725 Not all applications were fully funded- budget limitations 1818.2390 Moorabbin VC 14,917.58 11,531 11,300 Not all applications were fully funded Unallocated funds $231 1818.2391 Mordialloc VC 27,350.00 16,463 16,463 Not all applications were fully funded- budget limitations
51 City of Kingston Ordinary Council Meeting Agenda 22 August 2011 ______GL Code Category 2011/2012 2011/2012 2011/2012 Comments Requested $ Budget $ Recommended Allocation $ 1818.2392 Patterson Lakes VC 17,726.15 14,932 14,332 Not all applications were fully funded- budget limitations. Application from Patterson Lakes Neighbourhood Watch was withdrawn subsequent to the meeting of the Village Committee as the group will be discontinuing in September 2011. Unallocated $600 1818.2393 Mentone VC 31,390.73 24,105 24,105 Not all applications were fully funded- budget limitations Unsuccessful Applications 1 application was not approved as the activity was being delivered in another municipality Applications not assessed 0 0 0
Village Committees (Total) Total VC 235,402.91 189,861 183,561 unexpended $6,300
TOTALS 235,402.91 189,861 183,561 Surplus $6,300
4.2 Conclusion The Village Committee component of 2011/2012 Community Grants Program attracted 105 applications for consideration encompassing requests for funding totalling $235,402.91 with a total recommended distribution of $183,561. This equates to 81% of requests being fully funded. The Village Committees recommend that the grants be distributed to organisations as per attachment A and as summarised above.
5. Consultation
Each Village Committee nominated representatives to form a Grants Sub-Committee. It was the responsibility of these committees to develop grant recommendations for applications made to their Village Committee. To assist the Sub-Committees, an information session was facilitated to discuss the assessment process, Conflict of Interest, any grants policy queries, and distribute relevant applications. Council officers supported each Village Committee to implement strict procedures to deal transparently with any Conflict of Interest issues arising.
52 City of Kingston Ordinary Council Meeting Agenda 22 August 2011 ______
6. Issues Unallocated Funds After the assessment of all grant applications, a total of $6,300 remains unallocated: Clayton South Village Committee: $5,469. (Clayton South Village Committee received applications totalling $14,500; allocating only $9,500) Moorabbin/Highett Village Committee: $231 Carrum/Patterson Lakes Committee: $600. (One application was withdrawn subsequent to the Committee meeting). It is proposed that unallocated Village Committee funds stay with the Village Committees for allocation throughout the year as has applied in previous practice.
Unexpended funds 2010-2011 $886.00 was returned from Friends of Mentone Station and Gardens Inc in unexpended funding from its 2010-2011 grant allocation.
7. Options:
7.1 Recommended: That Council endorse the funding allocations as recommended by the Village Committees as per attachment A.
7.2 Alternative: That Council does not endorse the funding allocations as recommended by the Village Committees as per attachment A.
8. Triple Bottom Line Checklist Social: The funding provided to successful applicants demonstrates Council’s commitment to working in partnership with local groups and allows Council to support events, projects, services and/or initiatives that are of benefit to the community that are not being delivered directly by Council.
Financial: The 2011/2012 Council Budget has a provision of $189,861 to fund the Village Committee component of the 2011/2012 Community Grants Program. The current budget can accommodate the grants distribution to organisations as per the Village Committee recommendations (Attachment A).
Environmental: Environmental issues are dealt within specific projects and are not directly relevant to this report.
53 City of Kingston Ordinary Council Meeting Agenda 22 August 2011 ______
9. Recommendation That Council endorse the funding allocations as recommended by the Village Committees as per attachment A.
Attachments:
Attachment A - Village Committee recommended successful applications Attachment B – Village Committee recommended unsuccessful applications
54 Attachment A - Community Grants Program - Village Committee Successful Applications.
Application Organisation Activity Description Amount Amount Amount No. granted requested recommended 2010/2011 2011/2012 2011/2012 Croat ion Senior Citizens Group of Keysborough, VC/ASP01 Inc. Provide Meals $1,000.00 $2,000.00 $2,000.00 Provide members with culturally and Senior Citizens of the linguistically VC/ASP02 Frecccia Assura Club Inc. opportunities $3,000.00 $2,500.00 $2,400.00 Purchase of Balance Aspendale North Bikes, Scooters and VC/ASP03 Kindergarten Helmets for Children $1,250.00 $1,599.70 $1,599.70
VC/ASP04 Aspendale Seniors Club Cabinet and Bench Top $2,000.00 $2,000.00 $2,000.00 7th Chelsea Aspendale Equipment for Scouts, VC/ASP05 Scout Group Cubs & Venturer Units $0.00 $2,000.00 $2,000.00
Payment for Taxidermist Friends of Braeside Park to Mount Speciments for VC/ASP06 Inc. Display in Visitor Centre. $1,920.00 $900.00 $900.00 Batteries for wheelchair VC/ASP07 Residents of Fraser Ave hoists $9,520.00 $1,042.00 $1,000.00 Installation of small Nola Barber Kindergarten sensory garden in the VC/ASP08 Inc. playround $2,000.00 $2,635.75 $2,635.30 Provide members with culturally and Lemnian Community of linguistically VC/ASP09 Victoria Seniors Group opportunities $1,000.00 $2,000.00 $2,000.00
Aspendale Gardens Purchase of/installation VC/ASP10 Community Service Inc. of several different items $3,467.22 $2,000.00 $2,000.00
Community Fete to strengthen community connections and promote Aspendale Gardens all the wonderful services VC/ASP11 Residents Association Asp Gar has to offer $0.00 $5,000.00 $2,500.00
St Brigids St Louis Cricket Purchase of Scoreboard VC/ASP12 Club and Cas Register $0.00 $1,395.00 $1,395.00 Providing Equipment so our young patrol Aspendale Life Saving, members can increase Swimming & Youth Club their water skills and VC/ASP13 Inc. confidence $2,395.80 $2,000.00 $2,000.00 Sunsmart project including installation of a Edithvale Preschool Shade Sail and Window VC/ASP14 Centre Association Inc. Tinting $0.00 $1,746.00 $1,746.00 Purchase of new waterproof turf cricket VC/CBON01 Bonbeach Cricket Club wicket cover $0.00 $2,000.00 $2,000.00 12mth Trial of the Chelsea & District Internet in the Court VC/CBON02 Historical Society Inc. House $1,000.00 $580.00 $580.00 Connecting Preschool children to their natural VC/CBON03 Bonbeach Preschool and global world $0.00 $2,000.00 $1,500.00 Chelsea YCW Junior Purchase of Computer & VC/CBON04 Sports Club Office Software $0.00 $2,000.00 $2,000.00 Chelsea Eights VC/CBON05 Community Centre Replacement f couches $1,500.00 $2,000.00 $2,000.00 Proivde kinder students with a 'sound garden' Chelsea Kindergarten musical sensory play VC/CBON06 Association Inc. space $2,250.00 $1,990.00 $1,990.00 Chelsea Lawn Tennis VC/CBON07 Club Safety upgrade $300.00 $3,657.00 $3,657.00 Chelsea Junior Football Lap top and printer VC/CBON08 Club purchase $0.00 $2,000.00 $2,000.00 Chelsea Benevolent VC/CBON09 Society Inc. Provide Food Vouchers $0.00 $5,000.00 $3,622.00 Concert Featuring VC/CBON10 Chelsea Probus Club Inc. Veterans Band $0.00 $1,000.00 $500.00
19/08/2011 Page 1 55 Attachment A - Community Grants Program - Village Committee Successful Applications.
Australian Breastfeeding Association - Chelsea Upgrade two breast VC/CBON11 Group pumps $0.00 $2,000.00 $2,000.00 Purchase of TV & DVD Player for coaching Chelsea Calisthenic Club training and educational VC/CBON12 Inc. purposes. $0.00 $1,500.00 $1,000.00 Community Night Event involving Band & Singing Chelsea & District Inter remembering the story of VC/CBON13 Church Council Christmas $830.00 $1,000.00 $800.00 Provide members with culturally and Greek Elderly Citizens of linguistically specific VC/CLA01 Clayton and District Inc. opportunities $1,000.00 $2,500.00 $1,000.00 St Andrew's Friendship VC/CLA02 Group Organisation of Activities $2,000.00 $2,000.00 $1,000.00 Provide members with culturally and Cosenza Senior Citizens linguistically specific VC/CLA03 of Kingston Inc. opportunities $1,600.00 $2,500.00 $1,000.00 Ryan Group/Ryan Provide a range of Women's Group (Eritrean cultural and social support group for women activities for the Eritrean VC/CLA05 and families) Community $1,131.00 $2,000.00 $1,000.00 Replace old Sinks and VC/CLA06 Clarinda Tennis Club add new Bench Tops $0.00 $1,500.00 $1,500.00 Maltese Lavallette A Traditional Maltese VC/CLA07 Association Inc. Evening $1,000.00 $2,500.00 $1,000.00 On going program of activities for the elderly members and other members of the VC/CLA08 PEASER community $5,000.00 $5,000.00 $4,500.00 Washington Drive Pre VC/CLA09 School Replace laminate flooring N/A $5,000.00 $4,856.00 Sundowner Kindergarten Artificial Grass Surface VC/CLA10 Inc. Works $2,000.00 $5,710.00 $1,000.00 Provide Cultural Educational and Spanish speaking Senior Recreational Activities VC/CS01 Club of Clayton for Senior Citizens $600.00 $3,500.00 $3,000.00 Exploring & Maintaining The Grange's remnant VC/CS03 Friends of The Grange Heathland $1,000.00 $1,000.00 $1,000.00 Meet the social support and learning needs of Multicultural Women's isolated local women Sewing and Knitting from migrant and refugee VC/CS04 Group backgrounds $1,000.00 $3,000.00 $2,000.00 Victorian Malayalee VC/CS06 Seniors Association Inc. Vishu Festival $0.00 $2,000.00 $500.00 Festival to Celebrate Greek Orthodox Australia Day with all VC/CS07 Commnity of Clayton cultures $3,000.00 $5,000.00 $3,000.00
Australian Cyprian Sports Bringing the community and Social Association together with Christmas VC/CHE01 Senior Citizens Group Festivities $2,250.00 $5,000.00 $5,000.00
Install a compliant drip Farm Road Pre-School system to replace non VC/CHE02 Inc. compliant spray system $0.00 $3,133.50 $3,133.50 Childare bathroom Operational renovations required to $47000 + Cheltenham Community meet OH&S $2000 Air VC/CHE03 Centre requirements Conditioner $1,800.00 $1,800.00 Repair and rehang hde North Cheltenham sail over childrens play VC/CHE04 Preschool area $4,477.94 $835.00 $835.00 Rusted wire mesh to be Cheltenham Baseball replaced as well as holes VC/CHE05 Club Inc. secured. $0.00 $3,500.00 $2,686.50
19/08/2011 Page 2 56 Attachment A - Community Grants Program - Village Committee Successful Applications.
Provide a larger more functional work space for Evesham Road Pre teachers to prepare and VC/CHE06 School store curricular items $0.00 $8,000.00 $5,000.00 Our Lady Of Assumption VC/CHE07 Playgroup Outdoor play area $0.00 $5,000.00 $5,000.00 Little Villagers Child Care VC/DIN01 Centre Cost of Linen Cleaning N/A $625.00 $625.00 Southern Emergency Printing of 2012 VC/DIN02 Relief Network Directory N/A $900.00 $500.00 Abbeyfield Society Purchase of outdoor VC/DIN03 Dingley Village dining setting $1,499.00 $1,500.00 $1,500.00
VC/DIN04 Dingley Village Lions Club Various projects N/A $930.00 $930.00 Christ Church Dingley Village - Care & Share VC/DIN05 Fund Christmas Hampers $900.00 $1,100.00 $1,100.00 Dingley Village Historical Printing of "Dingley - VC/DIN06 Society Journey to the Village" $1,000.00 $5,000.00 $2,000.00 Activities for people living in supportive The Salvation Army residential VC/DIN07 Kingston Gardens accommodation $1,000.00 $3,000.00 $3,000.00 VC/DIN08 SEMAC Computer Projector Nil $650.00 $650.00 Promote & Develop the sport of Tennis to the VC/DIN09 Dingley Tennis Club local community $5,000.00 $5,000.00 $2,420.00
Create a public memorial while at the same time incorporating a V/CDIN10 Rotary Club of Dingley community art project Nil $5,000.00 $5,000.00 Provide members with culturally and Circolo Pensionati Italiani linguistically V/CMH01 di Bentleigh Inc. opportunities. N./A $2,000.00 Nil
Replacement of Lines on Highmoor Uniting Tennis Court/Purchase new VC/MH02 Club Inc. Sandpiper Super Sopper $2,000.00 $2,000.00 $2,000.00 Multicultural Senior Provide members with Citizens Group Inc. of culturally and Kingston and Surrounding linguistically VC/MH03 Districts opportunities. $2,500.00 $3,000.00 $2,000.00 Purchase of toys that promote sensory development in Children Moorabbin Area Toy that our members can VC/MH04 Library borrow. $2,000.00 $2,617.58 $2,000.00 Provide Archery as Sport or Pastime to Moorabbin Archery Club participants with VC/MH05 Inc. disabilities Nil $1,000.00 $1,000.00 Provide volunteer coaches with acredited Highett Basketball Club training and necessary VC/MH06 Inc. equipment Nil $2,300.00 $2,300.00 VC/MH07 Highett Preschool Electrial Goods Nil $2,000.00 $2,000.00 Parkdale United Cricket Replace Cricket VC/MOR01 Club Inc. Equipment Kits $2,000.00 $2,000.00 $2,000.00 Provide members with culturally and Circolo Pensionati di linguistically VC/MOR02 Mordialloc opportunities $500.00 $2,500.00 $500.00 Mordialloc Sailing Club VC/MOR03 Inc Automated security gate Nil $5,000.00 $3,000.00 Replacement of ageing VC/MOR04 Mordialloc Pre School outdoor block set $1,950.00 $2,000.00 $1,000.00 Printing of anthololgy of creative writing and VC/MOR05 Mordialloc Writers Group lauch of same N/A $2,000.00 $2,000.00
19/08/2011 Page 3 57 Attachment A - Community Grants Program - Village Committee Successful Applications.
Regular lawn bowls coaching/instruction using a variety of Mordialloc Bowls Club modified equipment for VC/MOR06 Inc. people with disabilities Nil $1,000.00 $1,000.00 Purchase of an IRB trailer which is an essential part of the Mordialloc Life Saving lifesaving patrol VC/MOR07 Club equipment. $2,000.00 $2,000.00 $2,000.00 Parkdale-Mordialloc Combined Pensioner's Artist's Entertainment VC/MOR08 Association Inc. Costs $1,300.00 $2,400.00 $2,000.00
VC/MOR09 Parkdale Women's Club Social Activities $1,000.00 $3,450.00 $1,963.00 Elonera Pre School Construction of a VC/MOR10 Association Inc. Pergola Nil $5,000.00 $1,000.00 Carrum Indigenous VC/CPL01 Nursery Install Hot Water Service $2,500.00 $1,156.65 $1,156.00 Patterson Lakes VC/CPL02 Kindergarten Replace external door $2,500.00 $1,914.50 $1,914.00 Fabricat/install storage sheed, Install Water Tank & Garden Plots, 2 VC/CPL03 Carrum Senior Citizens UV Protections $5,000.00 $5,000.00 $3,271.00
Purchase of Equipment VC/CPL04 Carrum Girl Guides and Materials $0.00 $2,000.00 $2,000.00 Neighbourhood Watch Production of VC/CPL05 Area KNS6 Newsletters $0.00 $600.00 $600.00 Purchase of 12 Folding tables for use in club rooms to replace VC/CPL07 Carrum Sailing Club exisiting tables. $0.00 $1,720.00 $1,200.00 Melbourne Thunder Twlight Touch Rugby VC/CPL08 Masters Competition $0.00 $2,000.00 $1,791.00 Rene Anderson VC/CPL09 Kindergarten Inc. Purchase new lap top N/A $1,335.00 $1,000.00 Purchase of a Carrum Surf Life Saving Defibrillator and training VC/CPL10 Club aid $2,000.00 $2,000.00 $2,000.00 Parkdale Bowling & Social VC/MEN03 Club Inc. Playing of Lawn Bowls $0.00 $450.00 $450.00 Purchase of Nets, Hoses & Court Leaf VC/MEN04 Mentone Tennis Club Blower/Vacuum $2,400.00 $1,800.00 $1,490.00 Probus Club of Mentone VC/MEN05 Inc. Admin Support $500.00 $1,500.00 $450.00 Lending Books to Mentone Public Library Subscribers living and VC/MEN07 Inc. working in Mentone $1,000.00 $1,000.00 $1,000.00
Purchase of 4 Reception St Augustine's Outreach Chairs to replace well VC/MEN08 Services Inc. worn existing chairs. $600.00 $600.00 $596.00 St David's Parkdale Uniting Church Youth Purchase of portable VC/MEN09 Group sound equipment $0.00 $1,800.00 $1,699.00 Parkdale Senior Citizen's General activities for VC/MEN10 Club residents over 50. $1,000.00 $1,600.00 $1,600.00 Equipment to stop the deterioration of papers and artifacts, restoration Mordialloc & District and ability to supply VC/MEN11 Historial Society public needs. $1,947.00 $2,573.73 $2,570.00 Mentone Mustangs Junior Domestic VC/MEN12 Basketball Club Basketball $3,500.00 $3,500.00 $3,333.00 Preparation of distribution of Historical Friends of Mentone Book to celebrate our VC/MEN13 Station 10th Year of Operation. $4,000.00 $5,000.00 $5,000.00 VC/MEN14 Parkdale Pre-School Roofing Repairs $1,036.00 $1,092.00 $1,092.00 Venue Hire for Monthly VC/MEN15 Parkdale Probus Club Meetings $800.00 $800.00 $800.00 Purchase of New Fridge VC/MEN16 Mentone Scout Group for Scout Hall $1,963.00 $850.00 $848.00
19/08/2011 Page 4 58 Attachment A - Community Grants Program - Village Committee Successful Applications.
Implementation of a Acacia Avenue Pre sustainable kitchen VC/MEN17 School Garden Program $2,000.00 $1,735.00 $1,000.00 Theatre performance of VC/MEN18 MLOC Productions Inc. Camelot $0.00 $1,000.00 $1,000.00 East Beaumaris Purchase and installation Preschool Association of new adventure VC/MEN19 Inc. playground $0.00 $5,000.00 $740.00 Purchase playgroup VC/MEN20 St Augustines Playgroup equipment $749.10 $1,090.00 $437.00
TOTAL AMOUNT RECOMMENDED $184,161.00
19/08/2011 Page 5 59 Attachment B - Village Committee - Unsuccessful Applications.
Application TRIM No: Organisation Activity Description Amount Amount Amount No granted requested recommended 2010/2011 2011/2012 2011/2012 Provide members with Circolo Pensionnati cultural and linguistic V/CMH01 11/26274 Italiani di Bentleigh Inc opportunities N/A $2,000.00 $0.00 $2,000.00 $0.00
19/08/2011 Page 1 60 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
N 131 Individual Development Grant Applications with Potentially Perceived Conflict of Interest
Approved by: Mauro Bolin, General Manager Community Sustainability
Author: Dominic McCann, Coordinator Community Wellbeing Tim Bearup, Team Leader Community Engagement
1. Purpose The purpose of this report is to seek approval for funding under the Individual Development Grants component of the Community Grants Program 2011-2012 for applications received from three Council staff members.
2. Council Plan This report relates to the Council Plan 2009-2012 Planned Outcome 3 – Healthy, Strong and Connected Communities and in particular Strategy 3.2 – Promoting strong, cohesive and engaged communities.
3. Background Council’s Individual Development grants are available to individuals in the areas of arts and culture, sports and recreation, academic achievement, and environmental or humanitarian initiatives. Council received 91 applications in the 2010-2011 funding period. 89 of these applications were successful and shared in a total of $23,976. In the 2011-2012 funding period 41 applications have been received to date with 27 being successful and the remaining 14 still being processed. Of the remaining applications three have been received from Council staff members as follows:
Tim Guille - has applied for $500 to compete at the World Triathlon Championships in Beijing, China; Emma Grahame - has applied for $600 to compete at the World Junior Water Polo Championships in Italy; and Lisa Ferguson - has applied for $500 to compete at the Commonwealth Royal Life Saving Championships in Durban South Africa
(See Confidential Attachments A, B, and C for further details of the applications noting that personal information is recorded in these applications).
The applications may potentially be perceived as having conflict of interest as Tim Guille is a current staff member with People and Culture; Emma Graham is a current life guard at Don Tatnell Leisure Centre and Lisa Ferguson is a current staff member at Waves Leisure Centre and her mother is a staff member in Economic Development. City of Kingston Ordinary Council Meeting Agenda 22 August 2011
3.1. Process
Applications are currently assessed by Council’s Grants Officer and approved by the Coordinator Community Wellbeing against established criteria (Attachment D). In addition, applicants are required to submit supporting information including letters from the relevant organising authority in order to verify the event’s bona fide status. The three applications meet the Individual Development Grants criteria, have been assessed through the established practice and reviewed by senior management. As an additional measure to ensure transparency, in September 2010 Council approved a process whereby all applications that present perceived conflict of interest are presented to Council for its consideration.
4. Summary and Conclusion There are a high proportion of Kingston Council staff members who are also residents of the City of Kingston, resulting in the likelihood that periodically there will be Individual Development Grant applicants who have a close association with Council.
Applications have been received from three members of staff at Kingston Council as follows:
Tim Guille - has applied for $500 to compete at the World Triathlon Championships in Beijing, China; Emma Grahame - has applied for $600 to compete at the World Junior Water Polo Championships in Italy; and Lisa Ferguson - has applied for $500 to compete at the Commonwealth Royal Life Saving Championships in Durban South Africa.
To address any perceived conflict of interest and in alignment with Council guidelines, applications to the Individual Development Grants program are therefore presented to Council for its determination.
5. Consultation The applications have been assessed for eligibility by Council officers against the guidelines and the process has been overviewed by senior management. The three applications meet the Individual Development Grants criteria. Assessing officers have declared no conflict of interest other than knowing some of the applicants as members of staff.
6. Issues Grant funds disbursed to staff members may potentially be perceived as a conflict of interest. It is important that there is a transparent assessment processes to ensure that there is no opportunity for perceived conflicts of interest to have undue influence on the allocation of grants. City of Kingston Ordinary Council Meeting Agenda 22 August 2011
7. Options 7.1 Recommended That Council endorse the proposed recommendations for funding for the three applications as presented.
7.2 Alternative That Council does not endorse the recommendation for funding for the three applications as presented.
8. Triple Bottom Line Checklist Environmental – Not applicable.
Social – The Individual Development Grant demonstrates Council’s support and commitment to its stated values and to individual growth and development in the areas of the arts and culture, sport and recreation, and humanitarian and environmental endeavours.
Financial – The 2011-2012 Council budget has an allocation of $24,696 for the Individual Development Grants component of the Community Grants Program. $9,750 of this budget has been expended to date. There is sufficient budget for all current applications that have been received to date to be awarded.
9. Recommendation
That Council approve funding for the three staff member applications as presented.
Attachments: Attachment A - Individual Development Grant 2011 2012 Application Attachment B - Individual Development Grant 2011 2012 Application Attachment C - Individual Development Grant 2011 2012 Application Attachment D – Individual Grants Guidelines
GUIDELINES Individual Development Grants
APPLICATIONS ACCEPTED ON AN ONGOING BASIS
City of Kingston 1230 Nepean Highway Cheltenham VIC 3192
T: 1300 653 356 F: (03) 9581 4500 E: [email protected] W: www.kingston.vic.gov.au
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The City of Kingston invites individuals to make an application to the Community Grants Program for individual development activities taking place between July 2011 and June 2012.
Individuals are strongly encouraged to read these guidelines before making an application.
Multilingual services are also available for those experiencing language difficulties.
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INTRODUCTION Kingston City Council sees its purpose as working in partnership with the community to enhance the quality of life of current and future generations. Its vision is for a diverse community where all residents enjoy the benefits of a sustainable, safe, attractive environment underpinned by a thriving economy (City of Kingston Council Plan 2007-2012).
In response to this purpose and vision, and to recognise and support the community’s contribution to creating a vital and vibrant Kingston, Council provides an annual Community Grants Program comprising of: Triennial Grants for community centres, neighbourhood houses, emergency services, community information services and advice bureaus, and other key organisations City-wide Grants for community groups and organisations delivering activities that reach a large part of Kingston with municipal benefits Triennial Community Event Grants for groups and organisations to host events within Kingston (Please note that the Triennial Community Event Grants has separate guidelines, these are available at www.kingston.vic.gov.au). Village Committee Grants for community groups and organisations to deliver activities that benefit residents in a local neighbourhood area Individual Grants to support individual development and pursuit in sports and the arts, and to acknowledge student achievement within Kingston’s school community.
Please refer to Council’s Community Grants Policy at www.kingston.vic.gov.au for more details.
WHY COUNCIL PROVIDES GRANTS Through the Community Grants Program, Council aims to support community activity that: Meets needs that we know about in the community Makes the community stronger and more connected Gives residents the chance to participate in a range of different activities Helps Council to achieve its work in the community.
The Individual Development Grants specifically aim to support individuals in their pursuit of high levels of performance and development by: Recognising the sacrifices that people make to reach significant goals Developing local leaders and positive role models Building a positive image of Kingston, its community and the residents who are part of it.
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ABOUT THESE GUIDELINES These guidelines refer to funding opportunities open to residents of the City of Kingston under the Individual Development Grants.
They explain the grants available, important dates, who can apply, what can and can’t be funded, how to apply, how applications are assessed and where to get more information if you are interested in making an application. Some applicants may notice some changes from previous years. These changes have been made following a review of the Community Grants Program in 2007.
While the guidelines are very useful, individuals who intend to make an application are encouraged to contact Council if they need more information by phone on 1300 653 356.
IMPORTANT DATES There is no closing date for Individual Development Grants however applications must be received at least 2 weeks prior to the planned activity. Consideration may be given if an applicant’s departure from this timeframe is reasonably necessary.
Applicants will be advised in writing of the funding decision within 4 weeks of Council receiving the application.
From the date of notification of the funding decision, successful applicants should allow approximately 30 days for a grant payment to be received, which means that funding may be received after the development activity has occurred.
Due to the above timelines, applications should be submitted as soon as possible.
GRANTS AVAILABLE Funding assistance is available to individuals in the following areas of pursuit: 1. Arts & Culture Applications will be considered for emerging and established artists and cultural workers to undertake special activities that enhance their creative and professional development at State, National or International level. Such activities may include residencies, study intensives, master classes, mentoring, conferences, or presentation of work at a significant cultural event or venue. 2. Sports & Recreation Applications will be considered for emerging and established athletes to participate in an officially recognised competitive event that has a set of rules and a code of conduct at State, National or International level.
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3. Academic Achievement Primary, secondary and special development schools within the City of Kingston will be invited to receive a grant to recognise a student’s excellence and/or achievements. Schools located on the Kingston municipal boundary with at least 40 per cent of their students drawn from Kingston will also be invited to receive funding. Students cannot apply directly to Council for this grant. These grants are provided to eligible schools who then administer the grant. Interested students or parents/guardians should contact their school for more information on school awards programs offered.
4. Environmental/ Humanitarian Initiatives Applications will be considered for individuals who undertake or participate in recognised and significant Humanitarian or Environmental initiatives for activities at a State, National or International level. Such activities may include conferences, study intensives or volunteer services to subsidise travel of not more than 60 days for qualified humanitarian service.
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FUNDING AVAILABLE Council will allocate a fixed sum as part of the 2011/2012 budget for the provision of grants on a competitive basis. Once this sum has been depleted no further applications can be considered.
Funding will be considered to the following levels: $125 for activity at a State level within Victoria*
$250 for activity at a National level held interstate or in Victoria*
$500 for activity at an International level held overseas, interstate or in Victoria*
$165 for student achievement.
* A further 20% funding consideration may be made for applicants who demonstrate financial hardship through a Centrelink-issued Health Care Card or Pensioner Concession Card.
As a guide, Council distributed $31,731 in Development Grants in 2010/11 between 138 recipients.
FUNDING PRIORITIES Applications are encouraged and will be highly regarded from: Emerging and established artists and cultural workers Sportspersons with a disability or from culturally and linguistically diverse backgrounds Applicants that are affiliated with a Kingston-based club or group in their field of pursuit Individuals who have previously not received an Individual Development Grant.
WHO CAN APPLY? Applications are invited from individuals who are: Permanent residents of the City of Kingston Participating as an individual or as part of a team or group in the development activity Able to demonstrate a record of achievement and practice in their field of pursuit Covered by adequate insurances Representing Victoria/Australia in a recognised State/National/International competition or that is recognised by a relevant professional body (Sport & Recreation requests only) Engaging in an activity that is recognised by a relevant State/National/International professional body or institution, or engages with an established professional artist that has made a recognised and significant contribution to their practice (Arts & Culture requests only).
Only one application can be supported per individual in any one financial year.
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In addition, please note that the following are not eligible to make an application: Teams, community groups or organisations (eligible individual team members can make an application. Community groups or organisations should refer to the City-wide Grants and Village Committee Grants for available funding opportunities). Individuals who are not permanent residents of the City of Kingston.
Consideration may be given if an applicant’s departure from eligibility criteria is reasonably necessary.
WHAT CAN YOU APPLY FOR? Applications can seek funding assistance to help cover costs associated with the development activity that are not covered by any other means, limited to: Travel requirements Accommodation Activity registration or entry fees Purchase or hire of equipment or materials required to compete or participate in the development activity Transportation of equipment or materials.
In addition, please note that the following types of requests are ineligible for support: Costs that are being covered by, or considered the responsibility of another involved party Daily costs such as food, beverages, personal products and accommodation on-costs New equipment or materials not directly related to being able to compete or participate in the development activity Non-competitive sports activity such as training camps and coaching clinics School, TAFE or university fees or scholastic materials Publishing, promotion or distribution of CDs, DVDs or writing works Website development or maintenance Insurance Development activity that occurs before Council has received an application.
HOW APPLICATIONS ARE ASSESSED All applications are assessed and approved at Council officer level, and are considered on their merit using the following assessment criteria: 1. Applicant meets standard eligibility criteria 2. Level and location of the activity 3. Demonstrates achievement and development potential in their field of pursuit 4. Level of assistance from other sources 5. Evidence of financial hardship limiting ability to participate and realise their full potential.
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Assessment may also consider if the applicant has previously received an Individual Development Grant. The assessing Council officer may also discuss an application with fellow officers and/or seek further information from the applicant or relevant professional/event body.
Once a funding recommendation is formed, Council will contact the applicant in writing to communicate the funding decision.
OTHER GENERAL INFORMATION Council will acknowledge the receipt of all applications in writing. Council’s funding decisions are final. Individuals can only receive one grant per financial year running from 1 July to 30 June. The activity start date will determine the financial year that applies for assessment. For instance, an activity held 29 June to 2 July 2012 would be assessed as part of 2011/2012 grants. Payment of a grant will be made by cheque in the name of the applicant. Successful applicants will need to enter into a Funding Agreement, which outlines the conditions under which the grant will be made available. Funding is released once Council’s Finance Department has processed a cheque requisition, taking approximately 30 days. Funding will not be released if an applicant owes money or a previous grant report to Council. Successful applicants will need to acknowledge Council’s support. Successful applicants will need to report on the spending of the funding received (acquittal). Council may, at its discretion, promote the recipients of grants to the community. Council may make funding conditional on other specific conditions being met. Funding is not automatic on application. All requests are subject to consideration.
MAKING AN APPLICATION Applications are accepted on an ongoing basis but must be received at least 2 weeks prior to the planned development activity. Consideration may be given if an applicant’s departure from this timeframe is reasonably necessary.
Applications received after the activity has occurred will not be accepted.
Applications are to be made on the form provided, available from the City of Kingston: Download at www.kingston.vic.gov.au/grants Visit a Kingston Library or Customer Service Centre Call 1300 653 356 to have a form posted to you.
Typed and handwritten applications are accepted. If you are handwriting your application, please print clearly and use black or blue ink.
To be eligible for assessment, applications must be fully completed with all questions answered and documents attached where requested.
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Attachments required for an application Copy of letter received from the affiliated body, professional institution, or event organisers (as appropriate) as evidence of selection/acceptance into the development activity. NB. Copy of completed registration/entry form will not be accepted as evidence of selection. Copy of Centre-link issued Health Care Card or Pensioner Concession Card if seeking an additional 20% funding consideration.
Applications will be accepted by: Post Individual Development Grant Application City of Kingston PO Box 1000 Mentone VIC 3194 Hand delivery City of Kingston Head Office 1230 Nepean Highway Cheltenham Email [email protected] (Subject field: Individual Development Grant Application) NB. Must include all required attachments.
Faxed, late or incomplete applications will not be accepted for assessment.
HELP AND ADVICE In addition to these guidelines, Council officers are available to provide further assistance by phone on 1300 653 356 or on the corresponding Language Line (see page 1 of these guidelines).
If you would like to speak to a Council officer in person about your application, we suggest calling the Council prior to your visit to arrange an appointment.
898 of 7 City of Kingston Ordinary Council Meeting Agenda 22 August 2011 ______
N 132 Community Safety Strategy 2009-2012 Review and Update
Approved by: Mauro Bolin, General Manager Community Sustainability
Author: Lena Okin, Community Wellbeing Officer
1. Purpose The purpose of this report is to outline the status of Council’s Community Safety Strategy 2009-2012 and provide a summary of the key achievements accomplished during 2010-2011.
2. Council Plan This report relates to the Council Plan 2009-2012, in particular; Planned Outcome 1: Infrastructure for a Safe and Active Community.
3. Background Council’s Community Safety Strategy 2009-2012 (Attachment A) was developed to enhance safety and security within the Kingston community through coordination, facilitation and working in partnership with key emergency services.
The Strategy incorporates crime and injury prevention as well as broader quality of life and wellbeing issues. It covers the areas of home and personal safety and promotes peoples’ confidence to participate fully in the life of their community without fear of, or actual, harm or injury.
While Council’s Community Engagement Team has taken the lead role in coordinating the Strategy; many Council departments are responsible for implementing the strategic actions. The Strategy is in its final year of implementation and a recent annual review highlights that the majority of the actions contained in the four year plan have been successfully completed.
4. Summary and Conclusion Council continues to commit to its role of contributing to a safe community through a range of activities and services that promote and provide a safe and secure environment for the people who live and work in Kingston.
The annual review demonstrates Council’s ongoing commitment to enhancing the safety and wellbeing of the Kingston community. Over the next 12 months, Council officers will continue to implement the current Strategy through its coordination and facilitation functions and will work in partnership with local organisational stakeholders and the community.
99 City of Kingston Ordinary Council Meeting Agenda 22 August 2011 ______
5. Consultation
The 2008-2012 Community Safety Strategy was developed on the basis of data and input from a range of sources and key stakeholders. This was collated to assist with the identification of the key community safety issues, both actual and perceived, in Kingston. A wide range of interest groups, key stakeholders and community members were invited to make comment in drafting the Strategy.
In summary, the consultation included input from:
Three public community safety forums Community safety surveys Community Safety Technical Reference Group (CSTRG). Its members include Victoria Police, Metropolitan Fire and Emergency Services Board, Country Fire Authority, Vicroads, Central Bayside Community Health Services, Department of Education. Youth Forum & Youth Consultative Committee Community Satisfaction Survey Council officers Individual community members.
The Strategy has also considered material arising from the following sources:
World Health Organisation Safe Communities Program World Health Report on Violence and Health The National Research Project into Good Practice in Community Crime Prevention A Fairer Victoria State Government social policy document Best practice in other local governments in Victoria Police reported crime statistics for Kingston.
The 2009-2012 Community Safety Strategy was endorsed by Council in October 2008 following an opportunity for public comment on the document.
5. Issues
2010 – 2011 Actions The recent Community Safety Strategy 2009-2012 annual review has shown that Council continues to demonstrate leadership and commitment to a safe community in the areas of education and information provision, program coordination and delivery as well as partnership development.
The table below outlines some of achievements of the Community Safety Strategy 2009 - 2012 to date.
100 City of Kingston Ordinary Council Meeting Agenda 22 August 2011 ______Key Safety Priorities Snap Shot of Actions Implemented Priority Area 1: Coordination and • Regular Coordination of Council’s Community Leadership of Community Safety Safety Reference Group has occurred every three months to discuss arising issues, implement strategic actions and provide a forum for communication and information exchange. This reference group has recently supported safety audits to be undertaken at Kelvin Grove, Gnotuk Avenue, Westall shopping area, Rosebank Avenue and Clayton South and Carrum shopping areas. • Regular Facilitation of the Foreshore Behaviour Reference Group and ongoing liaison with local Police and Emergency Services has occurred to maintain strong and informed partnerships that enable Council to effectively respond to emerging issues along the foreshore. • Council continues to provide up-to-date information regarding safety programs and issues relating to wellbeing through Kingston Your City articles, local media releases and formal education sessions during Community Safety Month. Priority Area 2: Safety related to young • In November 2010, as part of Community Safety people Month, Council hosted a Kingston Harmony Cup Soccer Tournament. Over 100 young people from local emerging communities played a round-robin of soccer with Emergency Services’ members to strengthen and build new relationships. • As of June 2011, Council has 44 sporting clubs involved with the Good Sports program; an initiative of the Australian Drug Foundation promoting responsible alcohol management. • Two Responsible Service of Alcohol training sessions were held in Kingston during 2010-2011. Approximately 30 people attended each session. • Council delivered two Looking after our Mates sessions with two local sporting clubs to address alcohol related issues. • Funding was provided to four teachers to undertake bike education training and three schools to participate in Ride 2 School Day in 2011. Priority Area 3: Safety in public open • For three consecutive years Council has been space successful in receiving a grant from the Department of Justice to assist the implementation of a range of graffiti removal activities. • Council has distributed over 300 small, and 25 large, graffiti removal kits and organised 10 graffiti clean- up days in partnership with local community groups and residents as part of the Graffiti Free Kingston
101 City of Kingston Ordinary Council Meeting Agenda 22 August 2011 ______program. • Council has worked closely with Corrections Victoria to support its Graffiti Free Program. In October 2010 Kingston, with a number of other Councils, was awarded the Community Work Partnership Award for its partnership in the Graffiti Free Program. • Infrastructure works have taken place at Gnotuk Ave and Kelvin Grove including the installation of a new boom gate and CCTV cameras, in an attempt to reduce anti-social behaviour in and around the area. • Council continues to support Heart Foundation Walking to encourage the community to engage with other local residents and utilise local parks and open spaces. • Council continues to implement the Domestic Animal Management Plan and organises a mini pet expo each year to educate the community about their responsibilities and rights of dog ownership. • Council has endorsed the installation of 13 Emergency Beach Markers along Kingston’s foreshore enabling Council to take a lead role in providing increased safety for residents and visitors to Kingston beaches. Priority Area 4: Effects of alcohol and • Council staff regularly attend, and contribute to, the other drugs on crime, violence and Local Government Alcohol and Other Drugs Issues injuries. Forum to build the capacity of the local government sector to prevent and reduce harm associated with alcohol and other drug use. • Council’s Youth Services Team provides ongoing and regular counselling of young people with alcohol and/or other drugs addiction. Youth Services organise and promote a variety of youth drug and alcohol free events such as FReeZA, Skate of Mind and other activities held during Kingston Youth Festival. Priority Area 5: Safety on and around • In March 2010 Council, in partnership with Victoria public transport Police, conducted a safety audit at Mordialloc Train Station. An audit report was provided to Council by Victoria Police. The recommendations were supported and adopted by local business owners and Council officers. • Council continues to support the Friends of Mentone Train Station and has explored new collaborative arrangements to improve station safety and amenity with the Westall Train Station Support Group and Bonbeach/ Chelsea Train Station Group. • Council officers and staff from Metro and Victoria Police distributed safety information to commuters at Westall Train Station.
102 City of Kingston Ordinary Council Meeting Agenda 22 August 2011 ______• Funding from the State Government to implement the Chelsea Community Renewal Arts Project to improve safety at Chelsea train station was achieved.
Priority Area 6: Home and Family • Council’s Heatwave Strategy has been developed and Safety implemented. • Council continues to support Kingston Beachsafe in conjunction with Mordialloc Police. The program was successful during the summer of 2010/2011 and will continue to operate along the Kingston beaches during the future summer periods. • Council was successful in its application to participate in the Early Home Learning Study – support playgroup platform. This program is designed to provide positive home learning environments for vulnerable children. Six Kingston suburbs (Clayton South, Clarinda, Carrum, Chelsea, Highett and Bonbeach) have been identified as sites for study. • Council has funded Life Saving Victoria to deliver life saving programs to culturally and linguistically diverse communities and continues to support the women only swimming program at Don Tatnell Leisure Centre. • Clarinda Lions Club in partnership with Council has supplied smoke alarms for installation in the homes of Home and Community Care clients.
2011 – 2012 Planned Actions There are still 12 months remaining of the current Community Safety Strategy. Council officers will continue to drive and implement the strategic actions with a view of completing all actions by June 2012.
The table below outlines some of the actions continuing into 2012.
103 City of Kingston Ordinary Council Meeting Agenda 22 August 2011 ______
Key Safety Priorities Actions ongoing into 2012 Priority Area 1: Coordination and • Coordination of Council’s Community Safety Leadership of Community Safety Reference Group and facilitation of the Foreshore Behaviour Reference Group. • Liaison with local Police and Emergency Services to maintain strong and informed partnerships and responses to emerging community safety issues. • Provision of up-to-date information regarding safety programs and issues relating to wellbeing through Kingston Your City articles, local media releases and formal education sessions during Community Safety Month. • Submit funding application to Department of Justice for safety infrastructure work Priority Area 2: Safety related to young • Delivery of a range of community safety activities people throughout October/November as part of Community Safety Month, including Kingston Harmony Cup Soccer Tournament. • Support of the Good Sports program promoting responsible alcohol management in partnership with the Australian Drug Foundation. • Support of the implementation of the Responsible Service of Alcohol training program.
Priority Area 3: Safety in public open • Implementation of the Graffiti Free Kingston space program. • Work with Corrections Victoria through its Graffiti Free Program. • Monitor of safety in open spaces and conduct audits with Victoria Police as required. • Conduct a review of the Emergency Beach Markers along Kingston’s foreshore.
Priority Area 4: Effects of alcohol and • Attendance at, and contribution to, the Local other drugs on crime, violence and Government Alcohol and Other Drugs Issues Forum. injuries. • Kingston Youth Services will organise and promote a variety of youth drug and alcohol free events such as FReeZA, Skate of Mind and other activities held during Kingston Youth Festival.
Priority Area 5: Safety on and around • Work with Victoria Police and Metro and the various public transport train station community support groups to improve safety around train stations. • Undertake a safety audit at Highett Train station. • Support the implementation of the Chelsea Arts Project at Chelsea train station.
104 City of Kingston Ordinary Council Meeting Agenda 22 August 2011 ______Priority Area 6: Home and Family Safety • Family, Youth and Children’s Services and the Aged and Disability Services to implement home safety initiatives.
Within the approaching 12 months, planning will also commence for the development of a new four year Community Safety Strategy in conjunction with local stakeholders and the community.
6. Options:
That Council notes the achievements of the Community Safety Strategy 2009-2012 and continues to support the implementation of the remaining actions throughout 2011-2012.
7. Triple Bottom Line Checklist
Environmental: Activities pertaining to the Community Safety Strategy will continue to be undertaken with regard to environmental impacts.
Social: The Strategy will continue to achieve the following social outcomes: Increased participation of individuals in identifying and addressing community safety issues in partnership with the emergency services; Implementation of inclusive programs, acknowledging the diversity of cultures, issues and needs throughout the municipality; and Improved community perceptions of safety through the implementation of a range of strategies that address actual and perceived safety issues.
Financial: Activities pertaining to the Community Safety Strategy 2009-2012 will continue to be delivered within existing budgets.
8. Recommendation
That Council notes the achievements of the Community Safety Strategy 2009-2012 and supports the implementation of the remaining actions throughout 2011-2012 as detailed in this report.
Attachments:
Attachment A: Community Safety Strategy 2009-2012
105 Community Safety Strategy 2009 - 2012
106 Mayors Foreword
It is with great pleasure that I present the second Community Safety Strategy for the City of Kingston.
Through its first Community Safety Strategy Council resolved to assist with providing a safe and secure environment for those that live, work and participate in the life of the City.
The development of the second Community Safety Strategy continues to commit Council to enhancing the safety and security of the Kingston community. Council’s role is one of coordination and facilitation, and working in partnership with the community to improve and maintain safety within Kingston.
The Community Safety Reference Group established out of the first Community Safety Strategy will continue to engage in a partnership approach to deliver the strategic actions contained in the Strategy. I would like to take this opportunity thank representatives of the organisations involved in the Community Safety Reference Group for their efforts in improving Community Safety.
Overall the research used to inform the strategy indicates that Kingston is a relatively safe place to live and there are a number of important aspects to living in the City of Kingston that underpin this. The Kingston community has much strength although there are tremendous opportunities for improving community safety and wellbeing even further. The aim of this strategy is to continue to build on our community’s strengths to improve safety for all community members.
Cr Arthur Athanasopoulos Mayor
Council Contacts: Main switchboard Arabic 9679 9881 Cambodian - 9679 9882 All other languages 9679 9887 1300 653 356 Croatian - Hrvatski 9679 9884 Greek - 9679 9885 Including: Facsimile Vietnamese - 9679 9886 Cantonese - 9679 9883 Turkish Spanish - Español 9581 4500 Italian - Italiano 9679 9859 Mandarin - Polish - Polski TTY (for hearing impaired) Somali - Soomali Sinhalese - 9581 4506
107 Contents
Acknowledgements 1 3. Strategy Development 15 1 The City of Kingston - At a Glance 3.1 Key Safety Findings 15 3 Executive Summary 3.2 Facts about Crime in Kingston 16 5 1. Background 3.3 Facts about Drug and Alcohol Related Issues 17 1.1 Kingston’s Commitment to Community Safety 5 3.4 Victims and Offenders 17 1.2 What is Community Safety? 5 3.5 Fire Safety 17 1.3 The Role of Kingston Council 6 4. Key Safety Priorities 19 1.4 Local Partners in Community Safety 6 4.1 Coordination and Leadership of Community Safety 19 1.5 How Safe is the City of Kingston? 7 4.2 Safety Related to Young People 21 1.5.1 What Makes us Feel Safe in Kingston? …… 8 4.3 Safety in Public Open Space 21 1.5.2 Strategy Aims and Outcomes 8 4.4 Effects of Alcohol and Other Drugs on Crime, 2. Reaseach and Consultation 9 Violence and Injuries 21 2.1 Literature Review 9 4.5 Safety on and around Public Transport 22 2.1.1 International Perspective 9 4.6 Home and Family Safety 22
2.1.2 Federal Government Initiatives 10 5. Recommendations 23 2.1.3 State Government Initiatives 10 6. Implementation and Review 23 2.1.4 Local Government Monitor Survey 10 7. Conclusion 23 2.1.5 Community Safety Month 10 Abbreviations 27 2.2 Current Council Strategies/ Literature 11 Strategic Actions (2009 – 2012) 28 2.2.1 Municipal Public Health Plan 2006-2009: 11 2.2.2 Municipal Emergency Management Plan: 11 2.2.3 Municipal Fire Management Plan 2008 - 2011 11 2.2.4 Alcohol and Other Drugs Strategy: 13 2.2.5 Graffiti Management: 13 2.2.6 Kingston Youth Strategy 2007-2010: 13 2.2.7 Disability Action Plan: 13 2.2.8 Multicultural Action Plan: 13 2.2.9 Community Plan 2006-2010: 13
108 Acknowledgements
This strategy has been developed with the valuable • 65.2% of residents were born in Australia contributions of the following groups: • 64% of migrants arrived in Kingston pre-1986, but there are City of Kingston Community Safety Reference Group also a number of emerging communities comprising: • 20.3% speak a language other than English at home • Victoria Police • Most common languages spoken at home are Greek, • Metropolitan Fire and Emergency Services Board Italian, Cantonese, Vietnamese and Russian • Country Fire Authority • Different regions within Kingston have diverse • Vic Roads demographic profiles – the northern suburbs of Clayton • Central Bayside Community Health Services South, Clarinda and Oakleigh South have a high proportion of residents speaking a language other than English • Road Safe Inner South East Inc • Department of Education • Kingston has a rapidly ageing population. There has been a significant decrease in the age group 25 – 34 years and a • City of Kingston Staff significant increase in the numbers in the age group 35 – and the valuable contributions to The Strategy from: 69 years. Meanwhile, some areas, such as Waterways have • Local Secondary Colleges a younger population – a reflection of the recent • Individual community members who participated in development of this area. surveys and community consultation forums Overall, 31.2% of the population of Waterways was aged • Neighbourhood Watch between 0 and 17 years, and 4.8% were aged 60 years and • City of Kingston Village Committees over, compared with 21.5% and 20.2% respectively for • City of Kingston Faith Network City of Kingston. • Financial disadvantage – income levels are disparate across the municipality, with newly arrived migrants often having significantly less financial resources. The City of Kingston - • Social isolation – this can be a real issue for newly arrived migrants from smaller emerging communities, At a Glance the unemployed and the elderly. • Geographic isolation – although well serviced by public The City of Kingston is a vibrant, multicultural municipality in transport from north to south, currently poor east to west which 141,550 residents from over 50 nationalities reside in transport links exist, e.g. between Westall and Moorabbin. 21 suburbs, ranging from Moorabbin, Clayton South and Clarinda in the north, to Carrum and Patterson Lakes in the • Religion – 70.3% of Kingston residents have a religious south. Covering an expanse of 91 square kilometres, denomination, compared to the Melbourne average of Kingston combines substantial residential areas with 73.5%, with Catholicism the predominant religion (29.3%) significant industrial and commercial centres, non-urban and • Housing – in the City of Kingston 36.2% of houses are agricultural areas, major parks and gardens and significant owned while 34.8% are being purchased. This is slightly conservation areas, including 13 kilometres of unbroken higher than the Melbourne average of 67.7%, which can be coastline, the largest of any municipality in metropolitan partly explained by the ageing population. There are Melbourne. Other notable features include Moorabbin concerns about future housing affordability. Harry Hawker Airport, Patterson River Marina, the natural wetlands, 45 colleges and schools, 12 world-class golf (Please note: Appendices A through C contain selected courses and 6 hospitals. demographic mapping) The diverse and evolving demographics of the City of Kingston provides an excellent mix of infrastructure for Kingston pose interesting challenges when developing residents and visitors to enjoy living, working, socialising strategies for a subject as broad as community safetyWhile and recreating. the strategy takes into account the needs of the entire The City of Kingston is an extremely diverse municipality: municipality, specific geographic areas or population groups may be targeted to address localised safety concerns.
109 1 City of Kingston Community Safety Strategy 2009-2012 ENSURING THAT MEMBERS OF“ THE COMMUNITY WHO COME FROM MULTICULTURAL BACKGROUNDS “ARE ENGAGED IN A SAFE AND VIBRANT COMMUNITY.
110 City of Kingston Community Safety Strategy 2009-2012 2 Executive Summary
Local governments are increasingly taking responsibility for Victoria Police, Central Bayside Community Health Services, ensuring the well-being of their communities. Through its the Metropolitan Fire Brigade, the Country Fire Authority, first Community Safety Strategy (2004 – 2007) Kingston Connex Melbourne, Corrections Victoria, VicRoads, Council contributed to providing a safe and secure the Department of Education, City of Kingston Council, environment for those that live, work and participate in the Neighbourhood Watch and other local community life of the City. organisations and individual community members. With the development of its second Community Safety Given that safety is such a broad concept incorporating Strategy 2009 – 2012, Kingston continues its commitment to many aspects of community life, the Community Safety enhancing the safety and security of the community. Strategy 2009 - 2012 should not be seen in isolation. The strategy reflects and impacts on a number of other State and Community Safety incorporates crime and injury prevention City of Kingston plans and initiatives. These have been as well as broader quality of life and well-being issues. It identified in the report and will lead to an integrated promotes people’s confidence to participate fully in the life of approach to community safety at a number of levels. their community without fear of, or actual, harm or injury. The development of the Community Safety Strategy 2009 - The Community Safety Strategy 2009 - 2012 embraces a 2012 involved an analysis of international and national whole-of-community partnership approach to addressing approaches to community safety, a review of Council identified safety issues. There are a number of key local and state government policies and extensive partners who are integral to the development and community consultation. implementation of the Community Safety Strategy, including
Members of the Kingston Community Safety Reference Group.
111 3 City of Kingston Community Safety Strategy 2009-2012 A background report entitled Emerging Issues in Community Recommendations Safety summarised the main community safety issues that Six key strategic action areas for Council’s efforts and arose, and provided a framework for the development of the resources were identified as part of the strategy Community Safety Strategy 2009 - 2012. development. These are: This report considered material arising from the • Coordination & Leadership of Community Safety following sources: • Safety Related to Young People • World Health Organisation Safe Communities Program • Safety in Public Open Space • World Health report on Violence and Health • Effects of Alcohol & Other Drugs on Crime, • The National Research Project into good Practice in Violence and Injuries Community Crime Prevention • Safety on and around Public Transport • A Fairer Victoria (State Government Social Policy position document) • Home and Family Safety. • Best practice in other local government areas in Victoria The above themes are included with specific actions in the Strategic Actions (2009 – 2012) component of this Strategy. • Community Safety Surveys Actions • Public Community Safety Forums Council’s commitment to developing and implementing a • Youth Forum community safety strategy is explicitly set out as actions in: • Community Satisfaction Survey • The City of Kingston Community Plan 2006 - 2010 • Police reported crime statistics for Kingston. • The City of Kingston Council Plan 2008 - 2012 Overall, research findings indicate that Kingston is a • The City of Kingston Municipal Public Health Plan relatively safe place to live and there are a number of 2006 – 2009. important aspects to living in the City of Kingston that underpin this. The Kingston community has many It is intended that the strategy be integrated into the policies strengths although there are tremendous opportunities for and work plans of Council and its key partners in community improving community safety and wellbeing even further. safety; rather than being seen as an additional area of work. Community Safety would then become a responsibility of
The key objective of the Community Safety Strategy is to relevant managers and officers within Council and within key ensure that Council can assist in maintaining and enhancing stakeholder agencies, and should be included in team and these positive attributes. This will be achieved by the individual work plans. community accepting that the safety and quality of life in the City of Kingston is everyone’s responsibility and that by working together we can build the economic, environmental and social conditions for a safe and healthy community. ALL MEMBERS OF THE “ COMMUNITY CAN CONTRIBUTE TOWARDS MAKING KINGSTON “ A SAFE COMMUNITY.
112 City of Kingston Community Safety Strategy 2009-2012 4 1. Background
1.1 Kingston’s Commitment to Community Safety 1.2 What is Community Safety? Over recent years, local governments have accepted For the purpose of this strategy, Community Safety increasing responsibility for ensuring the well-being of incorporates crime and injury prevention (intentional and their communities. Local governments play an important unintentional), as well as broader quality of life and well- role in the development and maintenance of a safe being issues. It promotes people’s confidence to community, given that they are often in the best position participate fully in the life of their community in safety. to understand and respond to the needs of their Coggin (2007) defines community safety as: municipalities. Local governments cannot only promote safety by helping to provide a secure physical Something of a dynamic state in which all those issues environment, but also by connecting people to a diverse that lead to harm or fear of harm, or crime are range of social, educational, cultural, health and leisure prevented and controlled. opportunities. This should help strengthen people’s sense It is accepted that community safety is not only about of community and perceptions of safety; both important reducing and preventing crime important though that is. components of an individual’s desire to participate in the It is being prepared for natural crises, improving road life of their community. safety, reducing violence in the home, reducing alcohol and drug dependence, protecting people in their homes The 2007 Community Indicators Victoria Survey data and in the workplace not only from crime but from fires, shows that Kingston has a fine record of community falls and other types of personal injury. safety, and has a strong community with good opportunities for improving community safety and Community safety is about building strong, cohesive, wellbeing even further. vibrant communities. It is about embracing all aspects of human activity that promotes and encourages a sense of As outlined in the City’s Council Plan 2008 - 2012, the belonging, of connectedness, a community that is overriding Purpose of the City of Kingston is ‘to work in participatory, supportive and outward looking - a partnership with the community by delivering services community that takes pride in itself. that protect and enhance the quality of life for current and future generations’. The Vision for the City is ‘a diverse Governments, local, state and federal regard community community where all residents enjoy the benefits of a safety as fundamental to creating the conditions for all of sustainable, safe, attractive environment underpinned by the other requirements of human development. Local a thriving economy’. government, with its closeness to the community, has a pivotal role in developing structures, strategies and Planned Outcome number 3.1 of the Council Plan, ‘Strive processes that create the safety conditions for community to create and maintain an environment where people feel health and well-being. safe and secure’ is to be achieved partly through the development and implementation of a Community Kingston Council recognises that community safety is a Safety Strategy. whole of community responsibility and as such it intends to engage all of the community in achieving community Consequently, in 2008, Council resolved to review the safety initiatives. municipality’s Community Safety Strategy, and to consider the key safety issues of the community and give some The Community Safety Strategy 2009 - 2012 values and direction on specific ways in which these concerns could promotes the principles of community engagement, be addressed as a community. Research and extensive participation and partnerships. Council’s policies and consultation were conducted during 2008, leading to the Strategic Plans have come from the community and are development of specific actions to be implemented by focussed on building the social, economic and political Council over a three-year period, in partnership with infrastructure that creates the conditions for a safe, Council’s Community Safety Reference Group and a range tolerant, open and harmonious community. of community groups and organisations. Taking a leadership role, Kingston Council has developed Given the diverse nature of the Kingston municipality, collaborative relationships with individuals, key ensuring the maintenance of perceived and actual safety stakeholders and the broader community. Its Community community-wide is a distinct challenge, requiring ongoing Safety Strategy outlines the key programs and initiatives commitment from all safety partners to the and objectives aimed at injury reduction and prevention, implementation of a range of general and whether in the home or in the public domain. localised initiatives.
113 5 City of Kingston Community Safety Strategy 2009-2012 The Kingston Community Safety Strategy 2009 – 2012 will be the basis for creating the conditions, political, economic and social that builds pride and a sense of belonging in the community and improves the quality of life for all its citizens. 1.3 The Role of Kingston Council Council has a number of roles throughout the process of developing and implementing the Strategy. These include: • Leadership, coordination and facilitation • Partnership development • Education and information provision • Data collection • Advocacy. The Community Safety Strategy 2009 – 2012 identifies lead agencies and partners for each initiative. As community safety is a municipal-wide issue for which the whole of community must take some responsibility, support is also required from individuals in the community in partnership to improve and maintain safety within Kingston. 1.4 Local Partners in Community Safety The Community Safety Strategy 2009 – 2012 has been developed with the assistance of the City of Kingston Community Safety Reference Group (CSRG). The group has been an important source of feedback during strategy development. Most importantly, individuals and members of community groups and organisations who have been involved in consultation at various stages of the process have ensured that the City of Kingston has a workable strategy endorsed by all sectors of the community. These partners will also be called upon to assist with the
implementation of specific initiatives within the Strategy.
CREATING THE CONDITIONS,“ POLITICAL, ECONOMIC AND SOCIAL THAT BUILDS “PRIDE AND A SENSE OF Providing a safe public environment and promote a BELONGING. vibrant community life and feelings of pride, confidence and safety in public spaces.
114 City of Kingston Community Safety Strategy 2009-2012 6 Contributors to Kingston Community Safety
Kingston Council
Community Safety Reference Group State and Federal Governments
COMMUNITY SAFETY STRATEGY Emergency Services Village Committees
Community Individual Community Organisations members
City of Kingston Community Safety Victoria Police Reference Group (CSRG) Vicroads The role of Council under the Local government Act 1989 is to improve the quality of life of people in the community. Central Bayside Community Health Services Council is required to provide leadership in responding to Department of Education community needs. However, Council recognises that it takes the involvement of the community and key agencies and Road Safe Inner South East Inc stakeholders within the community to develop and 1.5 How Safe is the City of Kingston? implement the plans and strategies to meet those needs. Crime prevention is one of the major components of a safe The CSRG has been central in providing the expertise and community. Victoria currently has one of the lowest crime community advice that has enabled the Community Safety rates Australia-wide, and Kingston is below the Victorian Strategy to be developed. It will also be the forum for guiding average. It is acknowledged, however, that there is room for and advising the implementation of the strategy in the improvement in some areas, and it is essential that municipality. complacency be avoided in order to ensure that Kingston continues to be one of the safest municipalities in Australia. The City of Kingston would like to acknowledge the key partners involved in the CSRG: Please see crime statistics Figures 1 and 2 on Page 25
Metropolitan Fire and Emergency Services Board Country Fire Authority
115 7 City of Kingston Community Safety Strategy 2009-2012 1.5.1 What Makes us Feel Safe in Kingston? 1.5.2 Strategy Aims and Outcomes All members of the community can contribute towards The Strategy: making Kingston a safe community in which to live, work • Considers relevant state and federal government policies and participate in community life. Some elements of living in and strategies, thus supporting a whole-of-government the City of Kingston assists individuals to feel safe include: approach • Knowing neighbours • Considers community identified safety concerns • An active and engaged Neighbourhood Watch • Considers existing Council studies and ensure that • Knowing who to call for help outcomes reflect current strategic direction • Having friendly neighbourhoods • Reflects best practice in the development of actions, including an extensive community consultation process • Feeling good community spirit • Considers the demographics of the community to ensure • Availability of a range of community programs the diverse needs of the City are met. • Presence of other people The Strategy seeks to achieve the following outcomes: • Well maintained private and public properties • Increased ownership and participation of individuals, to • Little evidence of graffiti or vandalism enable local safety issues to be identified and addressed in • Visible police presence. partnership with the community • Implementation of inclusive programs, acknowledging the diversity of cultures, issues and needs throughout the municipality • Improved community perceptions of safety through the implementation of a range of strategies that address actual and perceived safety issues.
The strategy aims to promote the feeling of safety in public spaces.
116 City of Kingston Community Safety Strategy 2009-2012 8 2. Research and Consultation
A literature review of Council and state government policies Medicine at Karolinska Institute in Stockholm as a WHO and strategies was undertaken and extensive community Collaborating Centre on Community Safety, and assigned it consultation was conducted to determine, within the the responsibility of implementing injury prevention City of Kingston: programs world wide. • What makes people feel safe The main methods taken by the WHO Collaborating Centre on Community Safety were to conduct a series of • What is being done well international conferences, and to create a network of safe • Perceived and actual levels of community safety communities, along the lines of the WHO Healthy Cities • Suggestions for addressing any concerns. Project. The first WHO Conference on Community Safety was held in Falkoping in 1991, and at that time three Swedish In May and June 2008, a series of consultations were also communities were accredited as the first three members of held with stakeholders to determine the key actions to be the prestigious International Network of Safe Communities. incorporated into the final strategy. Priorities and timeframes are identified within the Strategy to ensure accountability and This community based approach was consistent with the provide a framework for implementation and evaluation. Ottawa Charter for Health Promotion (WHO, 1986), which laid the foundations for the “new public health”. The “old” 2.1 Literature Review public health consisted of “medical model” approaches to 2.1.1 International Perspective disease prevention and management, and dealt mainly with infectious diseases and environmental health. Community Safety as a separate field of health promotion had its beginnings in the late 1970s, when injuries gradually The Ottawa Charter for Health Promotion (WHO 1986) become recognised as a major public health problem emphasises community participation in identifying health world wide. needs, and of community taking control of its own health. There is a clear recognition that economic, political and The World Health Organisation (WHO) had included injury social justice and equity are fundamental to creating that prevention as a focus during the 1980s. Of the various sense of well-being and wellness that defined a healthy and possible approaches to injury prevention, such as legislation, education, social marketing, WHO opted for community- based programs. It appointed the Department of Social
The strategy aims to support established National Health Safety Directions which focus on areas including falls in children and older people, drowning, near drowning and poisoning in the home.
117 9 City of Kingston Community Safety Strategy 2009-2012 safe community. Collaborative responses that drew on the strategic direction and commitments of the health knowledge of community and empowered community Victorian Government. were required to build a just and equitable community. The vision of the justice system is: 2.1.2 Federal Government Initiatives A safe, just, innovative and thriving Victoria, where rights The Australian Government's crime prevention and are protected and diversity embraced. community safety web site states that although the States Four key outcomes were identified by the State Government and Territories have primary responsibility for the criminal for 2008: justice system. Since 1996 the Australian Government has undertaken a range of substantial initiatives aimed at • Criminal Justice System reducing the incidence of violence and other crime • Community safety and crime reduction in Australia. • Regulation and Enforcement System These have included a community projects funding scheme (now completed) and production of resources such as the • Consumer empowerment and rights protection report of the National Research Project into Good Practice in • Responsible citizen and business conduct Community Crime Prevention. The report was published in 2003 and based on research conducted in 1997 and 1998. • Emergency Services System This was prior to the time when the Safer Cities and Shires • Integrated “all hazards – all agencies” community program reached maturity in Victoria, and there appears to focused emergency management be little input from Victorian policy makers, researchers or practitioner into the project. • Civil Justice System • Fair and efficient dispute resolution Injury prevention • Human rights protection. The Commonwealth Government has established National Health Safety Directions which focus on falls in older people, 2.1.4 Local Government Monitor Survey falls in children, drowning and near drowning and poisoning Department of Transport also coordinates the annual Local in children. Government Monitor Survey (previously know as 2.1.3 State Government Initiatives Perceptions of Local Safety (POLS) and the Local Safety Survey), a telephone survey of residents in each of Victoria’s In May 2008, A Fairer Victoria 2008 was released, featuring 78 local government areas. A report is produced state-wide an intensified focus on the following four objectives: and on a local basis for each municipality, and individual • Getting the best start Councils have the opportunity to fund increased sample sizes and additional questions. The City of Kingston is a - Early years support for children and families most at risk regular participant in this survey and in May 2007, Council • Improving education and helping people into work undertook a Local Government Monitor survey, which - Reducing educational inequality, supporting young involved random telephone interviews with 440 residents in people at risk and reducing barriers to workforce all ten Kingston planning areas. participation Respondents were asked to rate how safe they felt when walking alone in their local area during the day and at night. • Improving health and wellbeing When walking alone in their local area during the day, 97.2% - Reducing health inequalities and promoting wellbeing of persons in Kingston felt safe or very safe, similar to the • Developing liveable communities 95.8% regional average and the 96% Victorian average. When walking alone at night, 66.5% of persons in Kingston - Strengthening neighbourhoods and local communities. felt safe or very safe, again similar to both the regional and A Fairer Victoria 2008 is a whole-of-government approach state averages (64.6% and 66.5% respectively). and there are several Victorian Government strategies and People felt less safe on public transport compared to other policies that impact directly or indirectly on community locations. The results from the 2008 survey will be safety planning at local level. considered in conjunction with the Strategic Actions section Justice Strategic Priorities 2008 is a strategic management of this Strategy. approach that concentrates the efforts of the Justice Department on the most critical issues facing the justice system. The document sets out priority work areas for action, which respond to emerging challenges and support the
118 City of Kingston Community Safety Strategy 2009-2012 10 2.1.5 Community Safety Month response to protect and maintain the safety of the community in the event of a major disaster such as Another function of Department of Justice is the bushfires, floods or major chemical fires and to undertake coordination of Community Safety Month. Held annually recovery actions post event. throughout Victoria during October, Community Safety Month aims to reduce the incidence of crime, violence, injury The broad objectives of this Plan are to: and emergency in the community through the promotion of • Implement measures to prevent or reduce the causes or safe practices. effects of emergencies Community Safety Month is an opportunity for local • Manage arrangements for the utilisation and communities, groups, schools, Councils, businesses, implementation of municipal resources in response to government agencies and departments to build community emergencies safety partnerships through the development of safety initiatives or promotions. The philosophy of the month is • Manage support that may be provided to or from adjoining that making Victorian communities safe and feel confident municipalities about their safety is only achievable through community • Assist the affected community to recover following an participation and action. The City of Kingston is a strong emergency supporter of Community Safety Month, participating in a range of safety promotion activities with local partners • Complement other local regional and state planning each October. arrangements. A hazard analysis and risk assessment of all perceived 2.2 Current Council Strategies/ Literature threats to the municipality has been conducted by the The Community Safety Strategy 2009 - 2012 is an evidence- Municipal Emergency Management Planning Committee. based, overarching strategy intended to fill any gaps and complement, rather than override or duplicate, any of these The intended outcome of this process is the development of existing strategies. risk reduction strategies that enhance personal safety and security within the City of Kingston. Community Safety is an all-embracing concept, incorporating many aspects of community life and Council responsibility. 2.2.3 Municipal Fire Management Plan 2008 - 2011 As such, there are a number of strategies in existence, The City of Kingston is committed to minimising the risk of coordinated by a range of Council departments, which fire and facilitating the development of a safer community. consider aspects of community safety. These include: The Municipal Fire Prevention Plan (MFPP) has been developed to identify long-term objectives and approaches to 2.2.1 Municipal Public Health Plan 2006-2009: managing fire risk in seven key priority risk environments. This plan provides an integrated approach to public health planning. It outlines community safety priorities including: These seven key areas of concern are: • Community safety (specifically in relation to transport, Residential pedestrian and bicycle safety and safer drivers and vehicles) Commercial • Improvement of both actual and perceived safety within the Industrial community. Agriculture and the Natural Environment
2.2.2 Municipal Emergency Management Plan: Public Accommodation, and Health Care and Special The Municipal Emergency Management Plan provides a Accommodation
comprehensive approach to emergencies within the City of Public Assembly Kingston. It draws on a whole of Council and Community Transport and Infrastructure. THE DEVELOPMENT“ OF RISK REDUCTION STRATEGIES THAT ENHANCE PERSONAL SAFETY AND SECURITY WITHIN THE CITY OF KINGSTON.
“ 119 11 City of Kingston Community Safety Strategy 2009-2012 The MFPP also identifies objectives, which can be management analysis and the recognition of the MFPP as an implemented immediately and is intended to contribute to a existing control in the prevention of fire emergencies. safer community in the future. The MFPP recognizes that it is only by working in The MFPP was developed in conjunction with the Municipal partnership with other key agencies that successful fire Fire Prevention Committee; which comprises representatives management and a safer community can be achieved. As of City of Kingston, the Country Fire Authority, Parks Victoria such Council officers, representatives of the CFA, MFESB and Metropolitan Fire and Emergency Services Board. and the Municipal Fire Prevention Officer (MFPO) are represented on the City of Kingston’s MEMP Committee. For the MFPP to be successful, all stakeholders and the community must share the responsibility for the Risk Assessment and Analysis implementation. The MFPP not only assists in identifying Each of the Priority Risk Environments (PRE) may be risks and the development of a safer community, but also subjected to wildfire, structural fire, or hazardous materials ensures Council meets its obligations under the Country Fire incidents. Risk Assessment was undertaken by the Local Authority Act 1958 and objectives under the City of Kingston Laws Department to determine the risk of fire in the PRE. Corporate Plan. The following table is an assessment of the risk management The MFPP is integrated with the Municipal Emergency and details the Municipal Fire Risk Analysis Matrix. Management Plan (MEMP) through community risk
Municipal Fire Risk Analysis Matrix
Priority Risk Environment Hazard Event
Wildfire Structural Fire Non Structural Fire
1. Residential LHM 2.. Commercial LML 3. Industry MH M 4. Agriculture and Natural Environment HL M 5. Public Accommodation, Special Accommodation LHL 6. Public Assembly LML 7. Transport and Infrastructure MM M
Note: The main PRE for the City of Kingston is fires in the home. For Hazmat risk assessment refer to City of Kingston Municipal Emergency Management Plan.
Codes relating to Risk Analysis Matrix
Risk Category Action
E - Extreme risk Immediate action required, Senior Management will be involved
H - High risk Senior Management oversight needed and responsibility given to operational management to apply specific procedures to monitor the risk or implement specific response procedures M - Moderate risk Operational Management to manage by applying specific procedures to monitor the risk or implement specific response procedures
L - Low risk Manage by routine procedures, unlikely to need specific application of resources
As part of the Municipal Risk Management Strategy the Risk Assessment and Analysis Matrix is to be revisited annually to ensure the Strategy is reviewed and updated regularly.
120 City of Kingston Community Safety Strategy 2009-2012 12 Definitions of Hazard Events 2.2.6 Kingston Youth Strategy 2007-2010: The CFA have provided the following definitions for Hazard The Youth Strategy aims to promote the development of Event type: well-connected, healthy and positive young people. Strategic priorities incorporated in Youth Strategy are underpinned by • Wildfire: A freely burning, uncontrolled and the principles of community development and strategies are unplanned fire that needs to be linked to the Community Safety Strategy 2009 – 2012. extinguished. It includes fire in woods or forests, crops and grass, or cultivated trees. 2.2.7 Disability Action Plan: • Structural Fire: Is any uncontrolled fire inside, on, under The Disability Action Plan (DAP) aims to eliminate barriers or touching a Building or structure (inc. that prevent participation by creating access for people with power poles) that needs to be extinguished. disabilities. The DAP consists of actions that remove the barriers to access and address issues of safety for people • Non Structural A fire, which evolves materials not attached with disabilities. Fire: to a structure and does not meet the classification for a wildfire e.g. vehicle fire, 2.2.8 Multicultural Action Plan: rubbish/dumpster bin, tip/land fill fire, etc. The Multicultural Action Plan Project’s broad aim is to The Municipal fire prevention Plan demonstrates Kingston’s determine Council’s role in relation to ensuring that commitment to minimising the risk of fire and facilitating the members of the community who come from multicultural development of a safer community. The plan identifies long backgrounds are engaged in a safe and vibrant community. term objectives and approaches to fire prevention and safety and works in conjunction with the Metropolitan Fire and 2.2.9 Community Plan 2006-2010: Emergency Services and the Country Fire Authority. The community’s vision for Kingston, established through a series of workshops, is: 2.2.4 Alcohol and Other Drugs Strategy: To retain Kingston’s village-like charm of local areas where The new Alcohol and Other Drugs Strategy is currently being people care for one another, share and celebrate cultures developed by Kingston City Council. A discussion paper has and talent, engage young people and care for the been developed to inform the new strategy incorporating environment. Community Safety. The aspects of the community’s vision that are most relevant 2.2.5 Graffiti Management: to community safety are: a sense of community and place, Graffiti is the unauthorised marking or defacing of another cultural diversity, and engagement of young people. person’s property and is against the law if there is no consent. The plan calls for consultation and engagement of the Kingston City Council’s Grappling with Graffiti brochure community in strategic planning and decision making. outlines what constitutes graffiti and tips to prevent graffiti from occurring. The State Government’s Department of Justice has introduced a state wide Graffiti Prevention Act 2007 which outlines strategic information on how Councils should respond to Graffiti including: • Preventing graffiti from recurring • Removing and clean-up existing graffiti. In February 2009 Kingston Council received a $21,000 grant from the Department of Justice for its ‘Graffiti Free Kingston’ project. This grant will assist businesses and community groups in Kingston to remove unsightly graffiti and contribute to a greater sense of security and well-being with the Kingston Community • Enforcing graffiti laws and use technology to help detect and deter graffiti offenders.
The strategy aims to promote local community building activities.
121 13 City of Kingston Community Safety Strategy 2009-2012 Removing the barriers to access and addressing issues of safety for people with disabilities helps create a community where people are safe and feel safe.
122 City of Kingston Community Safety Strategy 2009-2012 14 3. Strategy Development
The Community Safety Strategy 2009 – 2012 was developed Key Locations of Concern utilizing information regarding best practice and current • Public transport including train and bus stops policy in regards to community safety at an international, federal, state and local level. This information was then • Beaches and water safety aligned with the key community safety issues of the Kingston • Parks and open bushland community as identified through Perception of Local Safety Survey, the community consultation process and councilor • Bike tracks, public buildings and public toilets input. The next phase of the process was the development of • Licensed premises at night specific actions to address specific community issues. • Home Safety. 3.1 Key Safety Findings Key Issues of Concern The consultation process was conducted from May 2008 • Anti-social behaviour, threats and assaults in public places as part of the development of the Kingston Community Safety Strategy 2009-2012. The following are the key • Safety at night in public places, including adequate lighting locations and issues of concern (not in order of priority) of • Perceptions of young people in public places the consultations: • Alcohol and other drugs in public places
Supporting young people in staying safe and valuing their participation in the community.
123 15 City of Kingston Community Safety Strategy 2009-2012 • Residential burglaries, property damage, theft, reporting Figure 2: Changes in the number of reported crimes for of crime different types of offences in the City of Kingston over the past three years • Public places including parks and shopping precincts • Beach Drownings. Change in number of offences 2004/05 to 2007/08 Perceptions versus Reported Crime 10000 The consultations provided good directions for action to 9000 improve perceptions of safety in Kingston, and to reduce 8000 7000 injuries and violence. 6000 • People greatly overestimated the likelihood of being 5000 4000 assaulted, compared to the actual rate of assault. 3000 This indicates that efforts should continue to promote 2000 confidence in the degree of safety in public places 1000 0 in Kingston. Crime $ Crime Other Total against against Drugs Crimes Crimes • People felt safer at home. Paradoxically, the data shows that the person property the most frequent location for reported crimes against the 2004/05 2005/06 2006/07 2007/08 person is private residences. In addition, it is widely accepted that there is substantial under-reporting of family violence. A range of measures could be introduced to raise Kingston recorded 8,225 crimes in 2007/08, a drop of 8% from awareness of the issue to improve reporting rates and to 2006/07. Most of these crimes (75.5%) were crimes against promote early intervention initiatives. property. Crimes against the person accounted for a further 11% of crimes, drug-related crime accounted for 3% and other crimes Source: Local Government Monitor Local Safety Survey accounted for 11%. Results 2007 The overall rate of crimes in Kingston was well below the Victorian average, at 5,811 crimes per 100,000 residents, compared to a rate of 7,186 for the whole of Victoria. 3.2 Facts about Crime in Kingston The rate of crimes against the person in Kingston dropped by Police statistics for reported crime in the City of Kingston 21% between 2006/07 and 2007/08, and the rate of crimes show a decrease over the past six years. against property dropped by 11%. The rate of drug offences stayed about the same (with a 1.5% Figure 1: Total crimes reported to police in Kingston. The drop in the rate); the rate of other crimes rose by 23%. Overall, main factor contributing to the reduction in crime appears to the rate of offences dropped by 9%. be a decrease in crimes against property.
Total Crimes (Kingston) 2000/01 to 2007/08
14000
12000
10000
8000
6000
4000
2000
0
$ 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08
People were concerned about their safety whilst using public transport, and about the amenity and safety of stops.
124 City of Kingston Community Safety Strategy 2009-2012 16 3.3 Facts about Drug and Alcohol Related Issues The City of Kingston is a municipality in which both the Metropolitan Fire and Emergency Services Board (MFESB) The City of Kingston plays a significant role in reducing the and the Country Fire Authority (CFA) service the city: harm associated with alcohol and other drug misuse. The consequences of drugs and alcohol abuse are extensive and multileveled ranging from issues impacting individuals, families, and the wider community. Harm caused by drug and alcohol misuse include physical and mental ill health, disease, premature death, family and relationship breakdown, injury, violence, crime, decreased workplace productivity, and social disruption. Tobacco, alcohol and other drugs remain the largest cause of avoidable death and disease in Victoria. Around 5,200 Victorians die each year from the effects of illegal and legal drug use. The overwhelming majority of deaths are due to the effects of legal drugs, predominantly tobacco (4,400 deaths per year) and alcohol (700 deaths per year), with the effects of illegal drugs currently responsible for less than 100 deaths each year. The City of Kingston Alcohol and Other Drugs (June 2008) discussion paper reported an overall increase of 7.0 percent in recorded drug offences within Kingston from 2005 to 2007, with cultivation/manufacturing/trafficking increasing by 15.5 percent and drug possession/use increasing by 3.1 percent. Figures also highlight that crime against the person and drug offences are emerging issues within the municipality that will require targeted preventative actions. MFESB 3.4 Victims and Offenders CFA Typically the victims of crimes are predominantly male rather than female. For comparative indications 60% of victims are male and 40% female and it is predominantly young people who are the victims of crime against the person. Males rather than females are predominantly the perpetrators of crime - 90% male compared to 10% female. The pattern for crimes against property shows 10 to 19 year olds much less frequently the victims, and 40 to 60 year olds much more frequently the victims, reflecting the distribution of property across the age spectrum.
3.5 Fire Safety Fires are made up of two general categories, those involving Community safety is not only about how people perceive structures and those not involving structures. Structural fires crime and the reality of crime and how they can protect include fires to buildings, private homes, factories, sheds, themselves from crime; it is also about safety in the home in while non structural fires include fires to vegetation, motor terms of fire protection. vehicles, and water vessels. Table 1 shows the incidence of fires within the municipality. • MFESB and the CFA attended 411 fires in the Kingston municipality (147 structure fires and 264 non- structure fires)
125 17 City of Kingston Community Safety Strategy 2009-2012 Table 1 Incidents attended by the MFESB and the CFA for the City of Kingston - January 2008 – December 2008
Incident Type Number of Calls Percentage of Total
Non-structure Fire: 264 20.36 - vegetation - vehicle - water vessel
Medical response: 81 6.26 - cardiac arrest (CPR)
False Alarms 421 32.52 Structure Fire: 147 11.35 - buildings - private homes - factories
Incident: 301 23.25 - Motor vehicle accidents - rescue - storm, burst vessel - flood
Hazardous Incident: 81 6.26 -hazardous material (HAZMAT)
Total 1295 100%
The Metropolitan Fire and Emergency Services Board (MFESB) and the Country Fire Authority (CFA), the key services engaged in fighting fires, are also involved in
community awareness raising and fire prevention. A collaborative approach between the MFESB, the CFA and
the City of Kingston, focussing on community education and involving all members of the community, will be a central component of the Community Safety Strategy 2009 -2012. ACTIVITIES OR “ FACILITIES TO REDUCE BOREDOM AND ANTI- “SOCIAL BEHAVIOUR.
126 City of Kingston Community Safety Strategy 2009-2012 18 4. Key Safety Priorities
The Community Safety Strategy 2009 - 2012 builds on and In the implementation of the Community Safety Strategy further develops the earlier Council Community Safety 2009 – 2012, community consultation will continue to be a Strategy adopted by the Council in October 2004. fundamental principle to building stronger local communities, encouraging co-operation and participation The key safety priorities identified in the previous plan and to developing and maintaining a safe secure and focused on: enjoyable place to live. 1 Gender, age and culture Council will continue to build and further develop strong 2 Stronger local communities links with community service providers, deliver programs 3 The environment and services to various sectors of our community including young people, people with disabilities, the elderly and people 4 Perceptions and reality from Culturally and Linguistically Diverse Communities. 5 Partnerships Central to the community consultation process is the 6 Data collection Community Safety Reference Group (CSRG). The CSRG will continue to be the reference group for the identification of 7 Advocacy. broader community safety issues and through which The majority of actions and strategies identified in the collaborative and integrated responses can be made. previous plan were implemented, thus providing a solid The CSRG draws on the expertise of Victoria Police, foundation for the current Strategy. VicRoads, the Metropolitan Fire Brigade, the Country Fire Increased participation of the Youth Services sector in Authority, Central Bayside Community Health Services, community safety issues, continued service and program Connex, and the Department of Education. development in the municipality, the introduction of the Various Departments from within Council such as Building Community Safety Reference Group, Council support of Facilities, Environment, Local Laws, Community activities during Community Safety Month and continued Engagement, Family Youth and Children’s Services also provision of information through a range of print and contribute to what has become an integrated response electronic media, are all indicators of the successes of the to safety. 2004 - 2007 Strategy. The CSRG provides a forum for exploring the safety issues Critical to this achievement was the recognition that that impact on the community and for identifying and developing and implementing a Community Safety Strategy developing responses to these issues. relied on the establishment of partnerships with the broader community and emergency services, working collaboratively Key Safety Directions in the Community Safety Strategy in identifying safety issues and working together to 2009 - 2012 address them. 1. Co-ordination and leadership of Community Safety Building on the networks already established in the earlier 2. Safety related to young people strategy, the development of partnerships with the broader community and key community groups, and greater 3. Safety in public spaces opportunities for consultation and participation, is central to 4. Effects of alcohol and other drugs on crime, violence and the new strategy. injuries Council has identified that one of the key ways to enhance 5. Safety on and around public transport community safety in the municipality is through community 6. Home and family safety. participation and consultation and encouraging the community to take responsibility for its own safety. The identified key Safety Directions take into account a Building a sense of belonging, encouraging community number of overarching priorities around which targeted participation and interaction within the community, strategies have been developed. encouraging co-operation and collaboration between community groups, encouraging safe community activities and events are central to building strong and safe communities.
127 19 City of Kingston Community Safety Strategy 2009-2012 ENGAGE SCHOOLS AND SPORTING“ CLUBS IN PROMOTING “COMMUNITY SAFETY.
128 City of Kingston Community Safety Strategy 2009-2012 20 4.1 Coordination and Leadership of Community Safety 4.3 Safety in Public Open Space Coordination and Leadership of Community Safety should Much of the discussion held with community members receive particular attention through a partnership approach centred on public places, the main concerns being groups of encompassing Council officers taking a lead role in (mainly) young people behaving in perceived anti-social or community safety. As community safety is such a broad threatening manner, and fears in cases where there is lack of concept encompassing so many aspects of community life, visibility (to detect potential threats), such as in parks with the development and maintenance of strong partnerships, bushy vegetation, and in various locations after dark. where skills, resources and expertise can be shared amongst In order to achieve this, the Strategy will: Council departments and external groups and individuals, is a key priority. • Promote the use of natural surveillance of public spaces In order to achieve this, the Strategy will: • Conduct a safety audit (night and day) of perceived ‘high risk’ locations identified through community consultations • Maintain and improve methods of data collection and information exchange relating to local safety issues • Design and implement strategies using crime prevention principles to address safety concerns in identified perceived • Regularly communicate relevant community safety ‘high risk’ locations information to the local community through local newspapers and relevant organisations and networks • Promote responsible dog control in public places • Coordinate and provide the executive function of the • Encourage and support community clubs to develop safety Community Safety Reference Group and implement and emergency plans relevant actions of the Community Safety Strategy 2009 – • Design and implement strategies to address safety 2012 across Council departments. concerns in areas that have been identified as high risk 4.2 Safety Related to Young People fire areas Young people reported in consultations that they were happy • Develop and implement strategies to promote beach and with life in Kingston in relation to threats to their safety. water safety. Certain locations and occasions were highlighted, the main 4.4 Effects of Alcohol and Other Drugs on Crime, concern being the behaviour of other young people. Violence and Injuries The group made suggestions about the activities for young The adverse effects of alcohol and other drug related harm people. These mainly related to the need for safe activities, on public safety, amenity and community life was reported as but also related to the need to provide activities or facilities a concern during community the consultation process. to reduce boredom and anti-social behaviour. Concerns raised included a cultural attitude to alcohol, In order to achieve this, the Strategy will: a major problem across the community. Other issues raised include the cheapness of alcohol and community sporting • Support and promote young people as valued and active clubs using alcohol to raise funds through the bar. members of the community by encouraging participation in social and community activities. In order to address these concerns, the Strategy will: • Encourage cooperation, understanding and appreciation of • Support the provision of leisure, recreation, entertainment, young people among older residents social activities and fundraising that does not rely on, or encourage, alcohol consumption • Advocate for strategic and systematic approaches to prevent harm to young people and harm perpetrated by • Promote Party Safe programs and resources to businesses young people and families • Engage schools and sporting clubs in promoting • Develop a targeted approach to problems of underage community safety. binge drinking and risk taking behaviour • Influence change of the alcohol culture in our community through sporting clubs
129 21 City of Kingston Community Safety Strategy 2009-2012 • Develop and implement a multi-pronged approach to 4.6 Home and Family Safety address safety issues in and around licensed premises The results of the community consultation indicated that • Conduct night time safety audits of Home and Family Safety was a priority. There is however an entertainment precincts. anomaly between people’s perception of safety and actual crime related incidents. In practice people felt less safe in 4.5 Safety on and around Public Transport public and safer at home. They were generally more fearful of Public transport featured prominently in consultations. people they didn’t know. By contrast, the reported crime data People were concerned about their safety whilst using public shows that most assaults occur between people known to transport, and about the amenity and safety of stops. each other, and a high proportion of assaults happen in Community members indicated that they generally feel safe, private homes. Family Violence measures; including although less so at night. They also felt less safe on public developing partnerships across organisations to assist transport in public transport precincts. people affected by family and domestic violence, was In order to achieve a greater sense of safety in this area, the identified in the community consultations as a priority. Strategy will: Another critical aspect of home and family safety is the • Advocate to the State Government, transport operators and protection of homes from fire. People tended to connect bus companies on behalf of people in Kingston for safe, home safety primarily to crime, but as has been illustrated clean and accessible transport home fires is an important issue in the City of Kingston and an area of concern to the Metropolitan Fire and Emergency • Conduct safety audits in day time and after dark at all train Services Board and the Country Fire Authority. Raising stations in Kingston people’s awareness of fire prevention, community education, • Support and encourage community involvement in the promotion of various fire prevention strategies such as train station safety and amenity incorporating the Home Fire Escape Plan, Fire Ready Victoria and the community partnerships appropriate use and maintenance of smoke alarms will also be key aspects of the Community Safety Strategy • Review pedestrian and railway crossings for safety. 2009 - 2012. • Advocate to State Government and transport operators for In order to achieve this, the Strategy will: improved and increased public transport services and associated safety measures. • Provide public education and awareness about home safety • Provide support for vulnerable families and children • Encourage local community building and neighbourhood awareness activities.
130 City of Kingston Community Safety Strategy 2009-2012 22 5. Recommendations 7. Conclusion
In addition to the key safety priorities, there are a number of Kingston is generally a safe community relative to the overarching recommendations to be considered throughout southern metropolitan area and to Victoria as a whole, and the life of the Strategy: has a number of strengths. The community is therefore well positioned to consolidate and build on its current good level Council’s commitment to developing and implementing a of safety. community safety plan is explicitly set out as actions in the City of Kingston Community Plan 2006 - 2010, the City of This three-year, research-based strategy identifies priorities, Kingston Council Plan 2007 – 2012 and the Municipal Public objectives and actions aimed at encouraging all members of Health Plan 2006 – 2009. Council is continuously reviewing the Kingston community to take responsibility for ensuring its strategies and developing separate strategic responses to that Kingston remains one of Australia’s safest road safety, graffiti management and alcohol and other municipalities. drugs, which therefore may not require detailed actions in Through an annual review process and updating of priorities the Community Safety Strategy 2009 - 2012. as required, this Strategy seeks to provide an overarching The needs of individuals and families, the issues that they framework, as well as recommending specific strategic face, and how they respond to these issues, is dependent on actions, for the extensive and important area of community the position that they are at in the life cycle. The Community safety. Safety Strategy 2009 - 2012 recognises that the stage of development that a person is at in their life cycle will therefore have implications for community safety. There will be different safety responses for young children, for teenagers and for mature adults. Where people live also has implications for safety. Not all locations or suburbs experience crime and personal injury in the same way or to the same level. Thus community safety responses will be customised to meet the needs of people who live, work and socialise in different places. It is therefore recommended that a suitable framework for addressing some of the community safety opportunities in Kingston approach may be a combination of a stages-of-life approach, supplemented by a place-based approach. 6. Implementation and Review
The lead role to oversee implementation of the Strategy will Connecting people to a diverse range of social, educational, be undertaken by the Council officers within Council’s cultural, health and leisure opportunities. Community Engagement Team. It is anticipated that, from time-to-time, working groups will be established to assist with implementation of specific strategic actions, involving both internal and external partners. Annual work plans and associated budget will be developed and annual reviews undertaken to ensure that the priorities and programs are effectively contributing to the development of a safer community. A whole-of-Council approach will be adopted throughout this process, with a range of Council departments taking responsibility for implementing elements of the Strategy. The integration of these strategies throughout Council will promote a culture of collaboration and co-operation essential for developing a safer community.
131 23 City of Kingston Community Safety Strategy 2009-2012 Oakleigh South
Moorabbin Clarinda Highett Clayton South
Heatherton
Cheltenham
Dingley Moorabbin Village Airport
Mentone Parkdale
Mordialic
Waterways Aspendale
Aspendale Gardens
Edithvale Chelsea Heights
Chelsea
Bonbeach Patterson Lakes Carrum
Legend SEIFA 2006 N SEIFA 2006 (ABS 2006) 620 to 883 Map produce on: 30/06/09 883 t0 956 Scale: 1cm = 0.95 kms 956 to 1,000 1,000 to 1,070 The City of Kingston does not gurantee that this map W E is without flaw of any kind and disclaims all liability for 1,070 to 1,125 any errors, loss or any other consequence which may 1,125 to 1,257 arise from relying on this information depicted. Produced by the City of Kingston
S
132 City of Kingston Community Safety Strategy 2009-2012 24 Oakleigh South
Moorabbin Clarinda Highett Clayton South
Heatherton
Cheltenham
Dingley Moorabbin Village Airport
Mentone Parkdale
Mordialic
Waterways Aspendale
Aspendale Gardens
Edithvale Chelsea Heights
Chelsea
Bonbeach Patterson Lakes Carrum
Legend Population density Lone-person Households N (ABS 2006) 0 to 29 Map produce on: 30/06/09 29 to 48 Scale: 1cm = 0.95 kms 48 to 69 W E 69 to 101 The City of Kingston does not gurantee that this map 101 to 273 is without flaw of any kind and disclaims all liability for any errors, loss or any other consequence which may arise from relying on this information depicted. Produced by the City of Kingston S
133 25 City of Kingston Community Safety Strategy 2009-2012 Oakleigh South
Moorabbin Clarinda Highett Clayton South
Heatherton
Cheltenham
Dingley Moorabbin Village Airport
Mentone Parkdale
Mordialic
Waterways Aspendale
Aspendale Gardens
Edithvale Chelsea Heights
Chelsea
Bonbeach Patterson Lakes Carrum
Legend Persons with Little or N Population density No Spoken English (ABS 2006) 0 to 20 20 to 70 Map produce on: 30/06/09 Scale: 1cm = 0.95 kms 70 to 160 W E 160 to 770 770 to 6,630 The City of Kingston does not gurantee that this map is without flaw of any kind and disclaims all liability for any errors, loss or any other consequence which may arise from relying on this information depicted. Produced by the City of Kingston S
134 City of Kingston Community Safety Strategy 2009-2012 26 Abbreviations
CALD - Culturally and Linguistically Diverse MAP - Multicultural Action Plan CBCHS - Central Bayside Community Health Services MFESB - Metropolitan Fire and Emergency Services Board CCRP - Chelsea Community Renewal Project MEMP - Municipal Emergency Management Plan CFA - Country Fire Authority MRC - Migrant Resource Centre CSRG - Community Safety Reference Group MFPP - Municipal Fire Prevention Plan DAP - Disability Action Plan NHW - Neighbourhood Watch EMR - Emergency Medical Recovery POLS - Perceptions of Local Safety EMS - Emergency Medical Services SEAAC - Southern Ethnic Advisory and Advocacy Council HACC - Home and Community Care Inc. HAZMAT - Hazardous Materials SES - State Emergency Services KBPCB - Kingston Bayside Primary Care Partnerships VSCN - Victorian Safe Communities Network KCC - Kingston City Council YCC - Youth Consultative Committee KYC - Kingston Your City LGA - Local Government Authority
Support the provision of leisure, recreation, entertainment, social activities and fundraising that does not rely on, or encourage, alcohol consumption.
135 27 City of Kingston Community Safety Strategy 2009-2012 Community Safety Strategy Strategic Actions (2009-2012)
KEY SAFETY DIRECTIONS 1. Coordination and Leadership of Community Safety 2. Safety Related to Young People 3. Safety in Public Open Space 4. Effects of Alcohol and Other Drugs on Crime, Violence and Injuries 5. Safety on and around Public Transport 6. Home and Family Safety
LEGEND: Year 1 2009 - 2010 Year 2 2010 - 2011 Year 3 2011 - 2012 Ongoing 2009 - 2012
Endorsed by Council Monday 25th May 2009
136 City of Kingston Community Safety Strategy 2009-2012 28 Key Safety Direction 1 Coordination and Leadership of Community Safety
Objective: Provide civic leadership and coordination and deliver services to create a community where people are safe and feel safe
Actions Lead Department Key Partners Performance Timeline/ in Council Indicator Priority
VALUING, SUPPORTING AND INCLUDING YOUNG PEOPLE
1.1 Council’s Community Project Officers take a Community Engagement CSRG Quarterly report. On-going lead role in overseeing the implementation of the community safety strategy in conjunction NHW Annual review. with the community and other Council officers. Reporting in Newsletter Establish procedures for monitoring, evaluating and local press. and reporting on progress of the Strategy to the community through annual reporting procedures, public forums, Council publications and the local media (eg Neighbourhood Watch Newsletter).
1.2 Coordinate and drive community safety Community Engagement CSRG Regular meetings of On-going planning and action through the Community the CSRG. Other Council Safety Reference Group and the Foreshore departments as relevant Behaviour Planning Forum
1.3 Continue to enhance existing partnerships and Community Engagement CSRG Regular meetings of On-going adopt a multi sectoral approach with the CSRG. organisations responsible for community Other Council Local schools departments as relevant Regular meetings, safety and develop new partnerships as needs Local welfare and are identified. communication and support organisations information exchange with VSCN relevant partners on specific projects and common areas of interest.
1.4 Continue to resource the Community Safety Community Engagement All other Council Community safety duties On-going Strategy through Council’s Community Project Departments incorporated into Council Officers and other Council Officers. Council to plans, relevant position provide an operating budget to coordinate, descriptions and drive and implement the Strategy. work plans.
1.5 Work with the Department of Justice, Victoria Community Engagement CSRG Council to participate in On-going Police and Lifesaving Victoria through the appropriate Statewide and Victoria Police Drownings Working Party to Foreshore Behaviour local beach safety programs develop a collaborative and consistent response Planning Forum to beach safety.
1.6 Develop partnerships with neighbouring Community Engagement City of Greater Programs developed On-going Municipalities – the City of Greater Dandenong, and delivered Dandenong, the City of Monash and the City of Frankston – to raise awareness of local beach City of Monash safety among CALD communities. City of Frankston 1.7 Liaise with and support Kingston’s fire Community Engagement Kingston Fire Attend Committee On-going Management Committee to implement Prevention Committee meetings Kingston’s Fire Management Plan.
1.8 Liaise with and support Kingston’s Emergency Community Engagement Kingston Emergency Attend and participate On-going Management Plan. Management in meetings Committee
137 29 City of Kingston Community Safety Strategy 2009-2012 Actions Lead Department Key Partners Performance Timeline/ in Council Indicator Priority
INFORMATION COLLECTION AND DISSEMINATION
1.9 Council and other key stakeholders maintain Community Engagement CSRG Safety data collected, Year 1 and improve methods of data collection and Other Council monitored and exchanged information exchange relating to local departments NHW through Council surveys safety issues. i.e. Perception of Local Safety survey.
1.10 Regularly communicate relevant community Community Engagement Local media Regular information On-going safety information to the local community Council Communications dissemination through the through publications, local newspapers and NHW Newsletter local media and through relevant organisations and networks. VSCN meetings and forums. 1.11 Promote the importance of reporting offences Community Engagement Local media Regular information Year 2 and threats to safety. dissemination through the Educate the community on appropriate use of Communications and CSRG local media and relevant Promotions the Emergency 000 telephone number. Access and Equity organisations Funding Provide information about the correct numbers Maternal and Child Advisory Committee submission to Emergency to ring for different types of safety concern. Health, Management Australia NHW regarding educating the Parks (re tree damage), community on the 000 Local Laws number. Information dissemination through Victoria Police Crime Prevention Officer.
1.12 Promote water safety awareness campaigns Community Engagement Local media Regular dissemination of On-going through Kingston Your City and other fire safety information local media. Kingston Your City CSRG
1.13 Promote fire safety awareness campaigns Community Engagement Local Media Regular dissemination of On-going through Kingston Your City and other fire safety information local media. Kingston Your City CSRG MFESB CFA
1.14 Advocate to State Government for improved Community Engagement Local Laws Signage developed Year 2 Beach signage and Statewide beach and installed numbering system Lifesaving Victoria
INFORMATION COLLECTION AND DISSEMINATION
1.15 Be proactive in involving people from a wide Community Engagement Youth Consultative Involvement of people from Year 1 range of cultural, socio-economic, age and Committee a variety of cultural, All Council Departments ability backgrounds in the planning and New Hope Migrant and socio-economic and ability implementation of actions of the Community Refugee Centre backgrounds in Council Safety Strategy 2009 – 2012 initiatives related to the Seniors clubs Community Safety Strategy. Village Committees Local clubs and welfare organisations Community Centres Citizens Advice Bureaus Schools CSRG Multicultural Liaison Officer(MFESB) Access and Equity Committee
1.16 Support CALD women’s swimming program in Community Engagement Don Tatnell Leisure Program delivered On-going partnership with the Don Tatnell Leisure Centre Centre
138 City of Kingston Community Safety Strategy 2009-2012 30 Key Safety Direction 2 Safety related to young people
Objective: Support young people in staying safe and valuing their participation in the community while preventing their involvement in anti-social behaviour
Actions Lead Department Key Partners Performance Timeline/ in Council Indicator Priority
VALUING, SUPPORTING AND INCLUDING YOUNG PEOPLE
2.1 Support and promote young people as valued Family, Youth and Youth Consultative Positive feedback from On-going and active members of the community. Children’s Services Committee Youth Consultative Provide a range of interesting and safe Committee. activities including sport/recreational spaces, Community Engagement Local community clubs and organisations Provision of wide range learning and volunteering opportunities and Leisure and Culture, intergenerational programs. of activities,support/ Sport and Recreation Neighbouring councils recreational spaces, Senior citizens clubs learning and volunteering opportunities and intergenerational programs.
2.2 Reduce perceived threats posed by young Family, Youth and Youth Consultative Positive feedback from Year 1 people in public places through public Children’s Services Committee Youth Consultative awareness campaigns and increasing Committee. understanding and appreciation between Community Engagement Local media young people and older residents. Positive feedback from Council Communications Seniors clubs seniors clubs and Village committees older people. Provision of positive information about young people to the community.
2.3 Continue to involve young people in Kingston Family, Youth and CSRG Increased involvement of Year 2 in the planning and implementation of Children’s Services Youth Consultative safety initiatives, including the Youth Youth Consultative Committee in Council Consultative Committee. All Council Departments Committee planning and directions.
2.4 Advocate for strategic and systematic Family, Youth and Youth Consultative Youth advocated for in Year 2 approaches to prevent harm to young people Children’s Services Committee relation to crime, violence, caused by crime, violence, threats and injuries threats and injuries through through the CSRG and key partnerships. Community Engagement CSRG meetings, forums, Youth Services providers communications and submissions. Schools Victoria Police
PREVENTION OF CRIME, VIOLENCE AND HARM BY YOUNG PEOPLE
2.5 Engage schools and sporting clubs in Community Engagement Youth Consultative Promotion of community Year 3 promoting community safety. Use Council’s Leisure and Culture Committee safety to young people. Teaming Up framework to deliver community Family, Youth and Local schools safety programs such as Party Safe Register, Children’s Services CSRG Good Sports, Looking After Our Mates, Home Fire Escape Plan, and illicit drugs and Australian Drug alcohol programs. Foundation Sporting clubs Road Safe Inner South East
139 31 City of Kingston Community Safety Strategy 2009-2012 Key Safety Direction 3 Safety in public open spaces
Objective: Provide a safe public environment and promote a vibrant community life and feelings of pride, confidence and safety in public spaces
Actions Lead Department Key Partners Performance Timeline/ in Council Indicator Priority
PROMOTE USE OF PUBLIC SPACES
3.1 Promote patronage and natural surveillance of Parks CSRG Increased use of public Year 2 public spaces that conforms with Kingston’s Community Engagement Senior Citizens spaces. environmental policies Develop strategies to increase use of parks and Leisure and Culture Community clubs promote confidence in walking in local areas. Maternal and Child Chelsea Community Health Renewal Youth Consultative Committee
HIGH RISK LOCATIONS
3.2 Conduct a safety audit of perceived ‘high risk’ Parks CSRG Audit plan developed. Year 3 locations identified through community Environment NHW Audits carried out. consultations. Locations to consider might include parks, Community Engagement train stations, activity centres, and toilets, Other Council beaches, changing rooms, bike paths, foot Departments as required paths, train crossings, recreational areas, car parks and transport interchanges.
3.3 Design and implement strategies to address Parks Other Council Strategies to address issues Year 3 safety concerns in identified perceived ‘high Environment Departments as in high risk locations are risk’ locations incorporating safe design required designed and implemented. principles, biodiversity and beautification Community Engagement No vegetation be removed initiatives that conform to Kingston’s without Council environmental and policies endorsement.
DOG MANAGEMENT
3.4 In conjunction with the Domestic Animal Local Laws Communications and Public education and Year 1 Management Plan, implement local laws Promotions information re dog regarding the responsibilities of dog owners in Local media ownership. public places; enforce local laws relating to risk Enforcement of local laws. of attacks and removal of dog litter. Local dog obedience Educate the community about the risks, schools benefits, responsibilities and rights of dog The Royal Children’s ownership. Hospital (Dogs ‘n’ Kids, Resource)
SAFETY MANAGEMENT IN COMMUNITY CLUBS
3.5 Encourage and support community clubs to Leisure and Culture CSRG Provision of support and Year 2 develop safety and emergency plans, including Community Engagement information to clubs to the identification of risks and strategic develop safety and responses. emergency plans
140 City of Kingston Community Safety Strategy 2009-2012 32 Key Safety Direction 4 Effects of alcohol and other drugs on crime, violence and injuries
Objective: Reduce adverse effects of alcohol and other drugs on public safety, amenity and community life
Actions Lead Department Key Partners Performance Timeline/ in Council Indicator Priority
ALTERNATIVE LEISURE AND SOCIAL ACTIVITIES
4.1 Support the provision of leisure, recreation, Leisure and Culture CSRG Increased non-alcohol Year 2 entertainment, social activities and fundraising leisure, social and Community Engagement Local sport and that does not rely on or encourage recreation clubs skill-based activities. alcohol consumption. Family, Youth and Children’s Services Youth Consultative Support and provision of Committee non-alcohol related activities by Council.
PARTIES
4.2 Promote Party Safe programs and resources to Family, Youth and CSRG Promotion of Party Safe Year 3 businesses and families conducting private Children’s Services Victoria Police carried out. social functions, and encourage parents to Community Engagement Encouragement of register young people’s parties with local Australian Drug community to police. (Party Safe Register) Foundation Road Safe Inner register parties. South East
4.3 Develop a targeted approach to problems of Family, Youth and Victoria Police Targeted approach Year 2 underage binge drinking and risk taking. Children’s Services CSRG developed to underage Community Engagement binge drinking and Youth Consultative risk taking. All other Council Committee Departments Alcohol and drug agencies
LICENSED PREMISES
4.4 Develop and implement an integrated Community Engagement Local Laws Regular meetings with key Year 2 approach to address safety issues in and Other Council Victoria Police stakeholders. around licensed premises, with consideration Departments as required to restriction on hours of operation, restriction Youth Consultative of late entry (lock out), enforcement of licence Committee conditions and liquor licensing accords Alcohol and drug through the new Alcohol and Other Drugs agencies strategy 2009. Hotel/Night Club owners
4.5 Ensure all liquor licensing permit applications Statutory Planning Consistency in approval of Year 1 – both packaged liquor and licensed venues – Environmental Health new liquor licensing are reviewed by Council officers from Statutory applications. Planning, Environmental Health and Community Engagement Community Engagement with due Other Council consideration given to their potential social Departments as required and health impacts (positive and negative). 4.6 Conduct night time safety audits of Community Engagement CSRG Safety audits conducted. Year 1 entertainment precincts, including the Other Council Victoria Police provision of lighting, pedestrian safety, and Departments as required safe transport.
LICENSED PREMISES
4.7 Influence of the alcohol culture in our Leisure and Culture Youth Consultative Regular meetings with clubs Year 3 community through sporting clubs by: Community Engagement Committee (Set up network of key stakeholders to explore • encouraging them to provide leadership in Other Council CSRG responsible serving and use of alcohol (e.g. and work on these issues) Departments as required Local alcohol and Communication, through programs such as Good Sports and drug agencies Looking After Our Mates); information and support for Local sports clubs and clubs about alcohol • requiring clubs to develop policies and actions youth services and safety. related to alcohol and safety, through tenancy contracts on Council properties Development of policies and practices by clubs • Encouraging clubs to develop alternatives to related to alcohol and safety. alcohol sales for fundraising. Non-alcohol fundraising events by clubs.
141 33 City of Kingston Community Safety Strategy 2009-2012 Key Safety Direction 5 Safety on and around public transport
Objective: Increase the safety and confidence of people using public transport in Kingston
Actions Lead Department Key Partners Performance Timeline/ in Council Indicator Priority
ADVOCACY FOR SAFE, ACCESSIBLE TRANSPORT
5.1 Advocate to the State Government, transport Community Engagement CSRG Indications of public Year 3 operators and bus companies on behalf of Other Council Connex confidence and reduced risk people in Kingston for safe and accessible in using public transport Departments as required Victoria Police transport, which people have confidence in through local research (e.g. using. LOCAL GOVERNMENT Advocate for a range of measures which might MONITOR) and through include an increase in the number of stations networks (eg YCC), Village that are staffed, improving lighting, improving Committees and other the amenity of station precincts, installing representative forums. security cameras and continuing community Advocacy carried out in policing related to school transport relation to safety on and interchanges after school. around public transport.
BUS STOPS
5.2 Advocate for amenity and cleanliness and Infrastructure Bus operators Amenities and cleanliness Year 3 provide specially constructed bus stops and Community Engagement maintained and any shelters at more locations. damage repaired promptly
TRAIN STATIONS
5.3 Conduct safety audits in day time and after dark Community Engagement Connex Audits conducted. Year 2 at all train stations in Kingston. CSRG Victoria Police 5.4 Support and encourage community Community Engagement Connex Facilitation of new Year 2 involvement in train station safety and amenity. Other Council Friends of Mentone collaborative arrangements Seek community partnerships based on the Departments as required Station to improve station safety example of Friends of Mentone Station as part and amenity. of this initiative, including with nearby traders.
142 City of Kingston Community Safety Strategy 2009-2012 34 Key Safety Direction 6 Home and Family Safety
Objective: Empower individuals and families to provide a safe, caring home environment with minimal risk and free of violence and abuse
Actions Lead Department Key Partners Performance Timeline/ in Council Indicator Priority
PUBLIC EDUCATION AND AWARENESS
6.1 Support the provision of education about Family, Youth and MFESB Information provided Year 1 home safety by relevant agencies, covering Children’s Services CFA through literature, local personal security, fire safety, cold calling and media, word of mouth and Aged and Disability NHW prevention of injuries such as falls, burns, Services formal education sessions. poisonings and drowning. Victoria Police Community Engagement Community Other Council organisations Departments as required 6.2 Support and enhance beach safety education Community Engagement Lifesaving Victoria Program developed and Year 1 programs for young people from CALD Edithvale Lifesaving Club delivered communities in partnership with Lifesaving Victoria and Edithvale Lifesaving Club
6.3 Work with the CFA, MFESB and SES to deliver Community Engagement MFESB Programs developed and On-going education programs to the community on fire CFA delivered safety and fire prevention SES
SUPPORT FOR VULNERABLE FAMILIES AND CHILDREN
6.4 Develop and implement an integrated, Family, Youth and Community welfare Development and Year 3 positively focussed set of actions aimed at Children’s Services agencies such as Family implementation of improving family functioning, including early Life and Central Bayside measures toward improved intervention actions aimed at fathers, mothers Community Health family functioning. and young children. Centre (CBCHS) 6.5 Support programs that assist men to play a Family, Youth and Community welfare Support for men’s Year 2 positive role in family relationships, including Children’s Services agencies such as Family programs. parenting, conflict resolution and Other Council Life and CBCHS anger/behaviour management programs. Departments as required
6.6 Advocate for increased funding and resources Family, Youth and Community welfare Advocacy for increased Year 2 to support at risk young children from 0 – 12 Children’s Services agencies such as Family resources to support at risk years Life and CBCHS young children.
6.7 Support organisations that assist people Family, Youth and Local agencies such as Partnership arrangements, Year 2 affected by family/domestic violence. Children’s Services Family Life and CBCHS communications and Other Council Victoria Police collaborations with Departments as required organisations that support Neighbouring councils people affected by family/domestic violence.
6.8 Support programs, such as the Home Fire Community Engagement MFESB Promote Home Safety Year 2 Escape Plan and safe use of smoke alarms to Other Council CFA Week. assist vulnerable and isolated residents and Departments as required carers in relation to safety issues. 6.9 Encourage people providing services to older Community Engagement MFESB Promote Community Safety Year 2 people in their homes to assist in identifying Other Council CFA Week. safety risks, including fire safety Departments as required
143 35 City of Kingston Community Safety Strategy 2009-2012 Actions Lead Department Key Partners Performance Timeline/ in Council Indicator Priority
COMMUNITY BUILDING AND NEIGHBOURHOOD AWARENESS
6.10 Encourage local community building activities Community Engagement Neighbourhood Watch Support and Year 1 including street parties and local festivals, to Customer Services CSRG implementation of encourage neighbours to get to know each community building Other Council New Hope Migrant and other. activities and Community Departments as required Refugee Centre Safety Week. Village Committees Community/sport clubs
6.11 Explore initiatives for educating people about Family, Youth and Victoria Police Information obtained about Year 2 abuse through the internet or ‘cyber bullying’ Children’s Services CSRG existing initiatives. Community Engagement Youth Consultative Ideas developed in Committee collaboration with partners. Local schools 6.12 Develop a Heatwave strategy for vulnerable Community and Aged Other Council Policy and strategies Year 1 residents Services Departments as developed required
144 City of Kingston Community Safety Strategy 2009-2012 36 Kingston Councillors (Back L-R): Cr Arthur Athanasopoulos, Cr Trevor Shewan, Cr Paul Peulich, Cr Lewis Dundas, Cr Ron Brownlees (Front L-R): Cr Donna Bauer, Cr John Ronke, Cr Steve Staikos, Cr Rosemary West OAM.
Endorsed by Council: 25th May 2009
145 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
N 133 Carrum Life Saving Club
Approved by: Mauro Bolin, General Manager Community Sustainability
Author: Steve Lewis, Manager Community Buildings
1. Purpose To obtain Council direction on a preferred option for the refurbishment or replacement of the Carrum Life Saving Club, that was closed during early 2010, as a result of storm damage.
2. Council Plan This report links to the following strategic outcomes with Council’s approved plan:-
Planned Outcome 1 – Infrastructure for a Safe and Active Community
Strategy 1.3 – Quality community facilities that are accessible, safe and well utilised
3. Background
Councillors will recall that the Carrum Life Saving Club building sustained serious storm damage in January 2010 and that the building was subsequently closed for safety reasons. Following this event, officers have worked with representatives from Life Saving Victoria and Carrum Life Saving Club to identify the available options for refurbishment/replacement of the building, which provides a beach patrol service to Carrum beach and the Patterson River.
Those options are as follows:-
Option 1 – refurbishment and upgrading of the existing building;
Option 2 – construction of a new stand alone life saving club building, and
Option 3 – construction of a new life saving club building, together with a new commercial café facility.
It should also be noted that there are currently no Council resources allocated towards this project.
146 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
4. Issues Cost
Based on initial architectural and quantity surveying advice, the cost estimates for the above 3 options are as follows:
Option 1 – refurbishment and upgrading of the existing building : the estimated cost of this option is $640,000
Option 2 – construction of a new stand alone life saving club building : the estimated cost of this option is $1,550,000.
Option 3 – construction of a new life saving club building, together with a new commercial café facility. The estimated cost of this option is $1,780,000
It should be noted that all the above options include proposals to replace the existing exe-loo on the Carrum foreshore, which is already budgeted for within the 2012/13 financial year, on the basis that a new integrated public toilet facility will be designed as part of the building.
Café
Option 3 includes a proposal for inclusion of a new commercial café. There is potential for the income from this facility to offset the additional capital building & fit-out costs and to either support the ongoing building maintenance costs, be redirected back into Council revenue to support other initiatives or into the Foreshore Reserve Fund.
It is officers opinion that a café located in this area would serve to provide an increased level of foreshore surveillance, particularly during months where the beach is not otherwise heavily utilised. It would also assist with revitalising and enhancing vibrancy of the Carrum foreshore and, being in such close proximity to the water, would provide a high level of amenity for patrons. It would also strengthen the opportunity for public sociability in that location.
Proposed construction program
It is anticipated that, subject to Council funding being made immediately available, the refurbishment/rebuild work would commence during March/April 2012 and would be completed during early 2013.
In the interim, Officers will continue to work with Life Saving Victoria and Carrum Life Saving Club to facilitate temporary arrangements to continue the service throughout any period of disruption.
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Support of Safety services
Life Saving Clubs offer an important safety service to their local communities particularly through the summer months with beach patrols, education and aquatic safety programs. Life Saving Victoria has identified Carrum beach, with its proximity to the mouth of the Patterson River as potentially very dangerous. Opportunity for service provision is currently limited with the existing LSC building closed for safety reasons. A new or refurbished Life Saving Club would ensure enhanced service delivery in the form of beach patrols and safety programs and consequently improved public safety.
The Carrum Life Saving Club teaches surf lifesaving, first aid and resuscitation to members, local schools and the community. Surf awareness and water safety demonstrations form an important part of the service.
5. Options The options available for Councillors to consider are as follows:
1. Refurbish the existing LSC building
This option is estimated to cost approximately $640,000 $190,000 would be available from Carrum LSC Life Saving Victoria have indicated that they would not be in a position to contribute funding towards this option, as the building would not meet their current design requirements. The remaining balance of funding (totalling $450,000) would need to be met by Council.
2. Construct a new, purpose-built LSC building
This option is estimated to cost approximately $1,550,000 and is based on LSV design guidance (see appendix A). Approximately $190,000 would be available from Carrum LSC Life Saving Victoria have indicated that they would contribute $500,000 funding towards this option, as the building would be replaced with a building that met their current design requirements. This option would include the provision of new accessible public toilets which would replace the old exe-loo facilities at Carrum. Council has already allocated $200,000 from within the 2012/13 capital programme to address this issue. The remaining balance of funding (totalling $660,000) would need to be met by Council. This option will enhance opportunities for wider community use.
3. Construct a new LSC building with provision for a new commercial café.
This option is estimated to cost approximately $1,780,000 and is based on LSV design guidance (see appendix A) with the addition of space for a modest commercial café. 3. 148 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
Approximately $190,000 would be available from Carrum LSC
Life Saving Victoria have indicated that they would contribute $500,000 funding towards this option, as the building would be replaced with a building that met their current design requirements.
This option would also include the provision of new accessible public toilets which would replace the old exe-loo facilities at Carrum. Council has already allocated $200,000 from within the 2012/13 capital programme to address this.
Please note that the additional capital cost of the café construction and fit out is estimated at approximately $230,000. In view of the potential to generate a commercial rental income, it is likely that these works would have a pay back period. Any rental income could be redirected back into Council funds for use on other projects or into the Kingston Foreshore Reserve Fund for future use by Council
The remaining balance of funding (totalling $890,000) would need to be met by Council.
This option will enhance opportunities for wider community use.
6. Triple Bottom Line Checklist Environmental – Buildings on the foreshore are subject to extreme environmental conditions and will deteriorate more quickly than other buildings in less exposed locations. Design work in relation to a new or refurbished building would need to take account of these conditions, as well Council’s green purchasing policies.
Social – Foreshore buildings play a major role in supporting the work of the local community and in helping to support the delivery of local voluntary services such as Life Saving Clubs. Provision of a new or refurbished building would serve to support the Carrum Life Saving Club itself and ensure enhanced service provision in the form of summer beach patrols and aquatic safety programs for the benefit of the broader community.
Financial – Three options have been identified for the refurbishment or replacement of the Carrum Life Saving Club. Estimated costs of these options range between $640,000 and $1,780,000. Some existing and partnership funding for the above options is available, as follows:
Life Saving Victoria - $500K (NB – is only available for options 2 & 3) Carrum Life Saving Club - $190K (NB. Includes insurance settlement payment) Exe-loo toilet replacement - $200K (NB – Council has already budgeted for this within the forward capital plan for 2012/13)
4. 149 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
The balance of funding for Councillor’s preferred option would need to be funded by Council via one of the following options:-
(i) Allocate funding from the Foreshore Reserve Fund – recommended.
(ii) Allocate funding from within the 2011/12 capital programme. (Please note that this will require a reprioritisation of approved projects) – not recommended.
(iii) Defer consideration of project funding until the 2012/13 budget setting process and work with LSV & Carrum LSC to maintain the service to the Carrum community in the intervening period. Given the poor condition of the building and the high risk nature of the location, this option is not recommended.
(iv) Borrow funding
7. Summary and Conclusion
This report seeks Council direction on its preferred option for the refurbishment or replacement of the existing Carrum Life Saving Club, together with direction on Council’s preferred option for funding the works.
8. Recommendation It is recommended that Council:-
(i) Facilitate the redevelopment of the Carrum Life Saving Club in accordance with option 3 with rental income from café to be paid into Kingston Foreshore Reserve Fund.
(ii) Fund Council contribution to the redevelopment of the Carrum Life Saving Club from the Foreshore Reserve Fund and commence work during 2011/12.
(iii) Officers present a further report to Council highlighting proposed concept design and cost estimate for the preferred option.
Appendix A : Life Saving Victoria – “Club House of the Future” Design Guidance
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11. Organisational Development & Governance Reports
N 134. Assembly of Council Record
Approved by: Trish Smyth, Acting General Manager Organisational Development and Governance
Author: Nicola Wright, Governance Officer
1. Purpose This report provides copies of the Assembly of Council records in line with the Local Government Act amendments which came into effect on 24 September 2010 to support openness and transparency of Governance processes.
2. Council Plan Planned Outcome 5 – Community Inspired Leaders Strategy 5.3 – Sound governance and responsible financial leadership
The reporting of Assembly of Council meets the requirements of the Local Government Act.
3. Background An amendment to the Local Government Act now requires that Assembly of Council records are reported to the next possible Council Meeting. This amendment seeks to promote openness and transparency of Council decision making.
4. Summary and Conclusion Attached are the Assembly of Council records completed for the month in the lead up to the Council Meeting.
The report is provided in line with the Local Government Act section 80A which requires that the record of an assembly must be reported to the next practical ordinary Council meeting and recorded in the minutes of that meeting.
5. Issues The Chief Executive Officer must ensure that a written record is kept of every assembly of Councillors. These records must be reported to the next Ordinary Council Meeting
The written record only needs to be a simple document that records: - The names of all Councillors and staff at the meeting, - A list of the matters considered, - Any conflict of interest disclosed by a Councillor, and - Whether a Councillor who disclosed a conflict left the room.
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A standard Assembly of Council form will generally be used as the record for the purposes of the Act. These form the attachment to the report. At times however to avoid duplication minutes of some meetings may be attached as the record of the Assembly if they include the required information, including disclosures.
The Act does not require details of a conflict of interest disclosure at an assembly to be recorded.
6. Recommendation That Council notes the contents of this report.
Attachments: Assembly of Council forms
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N 135 Expenditure of Ward Funds Schedule
Approved by: Trish Smyth, Acting General Manager Organisational Development & Governance
Author: Nicola Wright, Governance Officer
1. Purpose The purpose of this report is to seek formal Council approval of the expenditure of Ward funds in accordance with the ‘Expenditure of Ward Funds Policy’.
2. Council Plan Planned Outcome 5 – Community Inspired Leaders Strategy 5.3 – Sound governance and responsible financial leadership
The reporting of Ward Fund Grants meets the requirements of the Local Government Act.
3. Background The Council, on 23 March 2009, adopted a revised policy for the expenditure of ward funds.
Each financial year during a Council term, Kingston Councillors are allocated $6,000 in ward funds for utilisation in accordance with the adopted policy. Part 2 of the policy, which outlines the limitations on the expenditure of ward funds, specifies that Councillors may propose that ward funds be allocated for initiatives that aim to:
“a) assist a recognised community group (including sporting/recreational body, arts/cultural group, charity, youth group, pre-school, playgroup, senior citizens club, historical society, friendship group, environmental group, trader organisation or toy library) which provides a service, program or activity used by or of benefit to Kingston residents;
b) assist an individual who is a resident of the City of Kingston to participate in a sporting, recreational or cultural activity, or other pursuit of a personal development nature, or who is in necessitous circumstances;
c) Support an event or activity which will be of benefit or interest to residents of the City of Kingston;
d) Support the key external themes of enhancement of the physical environment or the development of community well being, identified in the Council Plan.”
It should be noted that the policy also enables a Ward Councillor to propose that his / her ward funds be expended outside of the Councillor’s specific ward, provided that the ward funds are expended for the benefit of the Kingston community, and that one or more of the criteria set out above are met.
174 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
The table below lists the Councillor requests for the expenditure of ward funds received since the last Ordinary Council Meeting.
Table of Councillor requests:
Request Amount Councillor Ward Initiative Date $ Cr John Ronke South Chelsea Heights Football Club 1 August 500.00 New Scoreboard
Cr Dan South Chelsea Benevolent Society 15 August 500.00 Moloney Operating Costs
Cr Dan South Aspendale Gardens Community Moloney Centre 15 August 500.00 Operating Costs
Cr John Ronke South Aspendale Gardens Residents’ Association 15 August 600.00 Family Fun Day
Cr Trevor South Aspendale Gardens Residents’ Shewan Association 15 August 600.00 Family Fun Day
Recommendation
That Council approve the expenditure of ward funds in accordance with the table of Councillor requests.
175 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
N 136 Kingston Charitable Trust – Local Government Grants Panel Appointments
Approved by: Trish Smyth, Acting Manager Organisational Development & Governance
Author: Sarah Bishop, Acting Manager Communications & Public Affairs
1. Purpose To seek the formal appointment of two community representatives to the Kingston Charitable Trust Grant Assessment Panel.
2. Council Plan The distribution of grants to Kingston community groups through the Charitable Trust is consistent with Planned Outcome 3 – Healthy, Strong and Connected Communities: 3.1.7 Promote investment in the Kingston Charitable Trust.
3. Background Council approved the establishment of the Kingston Charitable Trust at 15 June 2006 Ordinary Council Meeting. The Deed of Gift which sets out the arrangements for the Kingston Charitable Trust as a sub Trust in the Lord Mayor’s Charitable Fund, requires the formation of a Local Government Grants Panel. The purpose of a Grants Panel is to make recommendations to the Lord Mayor’s Charitable Fund on an annual basis on allocations of grants to local Kingston charities.
The following is an extract from the Deed of Gift in relation to the Local Government Grants Panel: 8. Local Government Grants Panel The Council must establish and at all times maintain a Local Government Grants Panel of six individuals comprising: 8.1 The Mayor of the Council or his or her nominee (who must be an elected Councillor or an officer of the Council); 8.2 One elected Councillor of the Council or one officer of the Council appointed by Council; 8.3 One representative appointed by the Foundation; 8.4 Two community representatives appointed by the Council; and 8.5 The Chief Executive of the Council or his or her delegate.
Since the formation of the Trust almost $640,000 has been accumulated in grants donations and fund raising.
The Lord Mayor’s Fund will advise Council’s income from the Trust available for distribution at the end of August.
The grants process is as follows:
Lord Mayor’s Fund advises of annual fund allocation End-August Applications for Trust grants open 19 August Grant Panel decides on proportion of funds to be allocated to 13 September Charities and proportion to be reinvested in the Trust and sets 176 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
any guidelines for applications for funds. Applications close 19 September Grants Panel meets to determine the proposed allocation of 11 October grants Grants announced at official giving ceremony 8 November
4. Summary and Conclusion In 2007 two community members were appointed to the Kingston Charitable Trust Grant Assessment Panel and have served on the Panel for three years. The Terms of Reference for the Grant Panel require that community panel members are elected bi-annually.
In July this year Council called for expressions of interest for community Grants Panel members. The Expression of interest period was open from 18 July – 3 August and promoted through: Advertisements in the Mordialloc-Chelsea (18/7) and Moorabbin (20/7) Kingston Leader newspapers, Information on Kingston’s website, Media release, Facebook and Twitter.
Two expressions of interest were received (refer to attachment 1).
Interviews were conducted to assess their suitability against the key selection criteria outlined below: Solid community and business networks Sound financial judgement Awareness of social equity issues Experience with charitable organisations, grant processes or major funding bodies.
Both candidates have demonstrated experience in fundraising, administration of Charitable Trusts and knowledge of the local community, therefore it is recommended that they are appointed to the Grants Panel for a two-year period.
As required by section 8 of the Deed of Gift, the Mayor and Cr Steve Staikos have also been appointed to the Grants (appointed at Ordinary Council Meeting 28 February 2011).
5. Consultation Use Times new roman 12 font Identify who are the key stakeholders (internal or external) and what consultation has been undertaken to determine their opinions. Any issues associated with the purpose and stakeholder opinions should be elaborated upon in the ‘Issues’ section.
6. Issues Use Times new roman 12 font What are the main things that need to be considered. Discuss any impact of implementing your proposal and what the costs would be.
7. Options (only use if applicable to your report) Use Times new roman 12 font If there is more than one choice about what to do, list the choices and the advantages or disadvantages of making each choice. Indicate which option is preferred.
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8. Triple Bottom Line Checklist Environmental – Environmental issues will be considered as part of the grants assessment process and are not directly relevant to this report.
Social – The two community representatives nominated to the Grants Panel have a strong understanding of the Kingston community, experience with charitable organisations and a good awareness of social equity issues – qualities that will contribute to appropriate selection of grants recipients and projects that are of benefit to the community.
Financial – The two community representatives have demonstrated sound financial judgement and experience with grants processes.
9. Recommendation
“That Council resolve to appoint the two recommended community representatives to the Kingston Charitable Trust Grant Assessment Panel”.
Attachments:
Confidential Attachment 1 – Applicants for the Kingston Charitable Trust Grant Assessment Panel.
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N 137 Community Vision Reference Panel Membership
Approved by: Trish Smyth, Acting General Manager - Organisational Development and Governance
Author: Robyn Cochrane, Program Leader - Planning and Performance
1. Purpose
The purpose of this report is to provide an overview of the processes undertaken to select 10 Community Representatives and up to 10 Council Employees as members of the Community Vision Reference Panel and recommend members for the Community Vision Reference Panel.
2. Council Plan
Consideration of this report is consistent with:
Planned Outcome 5: Community Inspired Leaders Strategy 5.2: Create a shared vision for the future
The proposed recommendation directly supports Strategic Action 5.2.1 (actively engage with the community to develop a new Community Vision).
3. Background
Although it is not a statutory requirement to produce a Community Vision, Kingston and other municipalities have developed Community Visions as an important component of community engagement and partnership. Council at its 28 March 2011 Ordinary Meeting approved the development of a long term (20-25 year) Community Vision, for how the municipality will look in the future. The approach to developing the Community Vision involves the establishment of a Steering Group (comprising the Mayor, Cr. Brownlees, Cr. Staikos, Cr. Ronke, the General Manager of Organisational Development and Governance, and the Manager of Governance and Performance Planning) and Reference Panel. The focus of this report is the appointment of Community Representatives and Council Employees as members of the Reference Panel.
4. Summary and Conclusion
To establish the Community Vision Reference Panel, nominations were sought from Community Representatives via an advertised, public nomination process. The nominations were evaluated by the Steering Group and 10 individuals are recommended as members of the Reference Panel. After a consideration process, 10 Council Employees are also recommended as members of the Reference Panel.
City of Kingston Ordinary Council Meeting Agenda 22 August 2011
5. Process and Recommended Community Vision Reference Panel Members
Community Representatives
At the Ordinary Council Meeting held on 28 March 2011, it was endorsed that a Community Vision Reference Panel be created comprising 10 representatives from a variety of community/organisational groups and up to 10 Council Employees. Nominations for Community Representatives were sought through an advertised, public nomination process. A total of 23 nominations were received by the 5pm on Friday, 24 June, 2011 deadline. An additional seven nominations were received after the deadline but prior to the Steering Group meeting held on 28 June.
The Steering Group decided to consider all submitted nominations. Nominees resided in the following suburbs: Aspendale (2), Aspendale Gardens (1), Chelsea (2), Chelsea Heights (1), Cheltenham (1), Clarinda (2), Clayton South (2), Dingley (1), Edithvale (1), Hampton (1), Hughesdale (1), Mentone (1), Mordialloc (5), Oakleigh South (1), Parkdale (6), Sandringham (1), and not stated (1).
A preliminary ranking of the nominations against the predetermined selection criteria specified in the Terms of Reference was undertaken by Council Employees. A summary matrix was established outlining the extent to which the nominated individuals reflected the criteria which were:
Is a member of a representative group/s within the community; Plays an active role within the community; Demonstrates a connection to the community; Demonstrates a connection with hard to reach groups; Is not already serving as a member on another Kingston committee/s; Demonstrates a strategic approach to planning and implementation; Has a good understanding of multiple community issues; Demonstrates previous involvement with a board or committee/s; Demonstrates having relevant experience, strengths, skills and resources; and Ability to commit time and skills until June 2013.
The data in the summary matrix and details contained in the nomination forms were then reviewed by the Steering Group. It was agreed that in line with the Terms of Reference selection criteria, Community Representatives would reflect the overall community in terms of gender, age, residential suburb, skills, local knowledge, areas of community involvement and community networks. After consideration of each individual nomination form, the Steering Group selected 14 individuals to interview. All Steering Group members could be involved in the interviewing process. One further nomination was received after commencing the interviews, and was not considered.
Following the evaluation and interviews, the Steering Group recommends the individuals listed in Attachment 1 as Community Representatives of the Community Vision Reference Panel. Council’s endorsement of the Steering Group’s recommendation is sought. The appointments will be until 30 June 2013. One of the recommended individuals will be appointed as the Community Representative to the Steering Group at a later time. City of Kingston Ordinary Council Meeting Agenda 22 August 2011
Council Employee Representatives
At the Ordinary Council Meeting held on 28 March 2011, it was endorsed that the Reference Panel would include Council Employees from City Strategy, Infrastructure, Community and Aged Services, Family and Youth Services, Economic Development, Libraries and Education Services, Leisure and Culture and Community Buildings. These areas are responsible for significant programs impacted by the Community Vision. After a consideration process, the Steering Group recommends the following Council Employees as members of the Community Vision Reference Panel:
Peter Bain (Manager, Infrastructure Management) Anthony Basford (Manager, Family, Youth and Children) Tim Bearup (Team Leader, Community Engagement) Emily Boucher (Team Leader, Environmental Planning) Nigel Brown (Team Leader, Sport & Recreation) Suzanne Ferguson (Manager, Economic Development) Jonathan Guttman (Manager, City Strategy) Steve Lewis (Manager, Community Buildings) Gail McDonald (Team Leader, Library Operations & IT) Steve Perumal (Co-ordinator, Parks Projects & Design)
Council’s endorsement of the Steering Group’s recommendation is sought. The appointments will be until 30 June 2013.
7. Triple Bottom Line Checklist
Environmental – Not applicable. Social – The creation of a Reference Panel to support the Community Vision Steering Group is an important component of community engagement and partnership and the ongoing process of communicating with the Kingston community. Financial – There are no financial implications of these appointments.
8. Recommendation
“That Council resolve to approve the 10 Community Representatives and 10 Council employees as members of the Community Vision Reference Panel as recommended by the Community Vision Steering Group.”
Confidential Attachment: 1. Detail of Community Representatives recommended for the Community Vision Reference Panel.
184 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
N 138 Adoption of Financial Statements to 30 June 2011
Approved by: Paul Franklin-General Manager Corporate Services
Author: Bernard Byrden-Manager Finance
Pursuant to Section 126 of the Local Government Act 1989 and Part 4 of the Local Government Regulations 2001, Council’s 2010/11 Annual Statements have been prepared for adoption in principle and the authorisation of two Councillors and the Chief Executive Officer to certify the Annual Statements following their review and clearance by the Auditor-General.
Council’s independent Audit Committee reviewed the 2010/11 Draft Annual Statements at its meeting on 18th August 2011 and recommended that the Statements be adopted by Council and forwarded to the Auditor-General for final clearance.
Copies of the “In Principle” Annual Statements are on display in the public gallery foyer for perusal by interested members of the gallery and have been forwarded separately to Councillors.
Financial Statements
Included are the Financial Statements for Kingston City Council for the year 1 July 2010 to 30th June 2011, which have been drawn up so as to present fairly the financial transactions of Council for the 2010/11 financial year and to report on the financial position of Council as at 30 June 2011. The Financial Statements have been prepared in accordance with the Local Government (Democratic Reform) Act 2003, Australian Accounting Standards and other mandatory professional reporting requirements.
To assist understanding of these Financial Statements and accompanying notes it is pertinent to point out circumstances that have an impact on the statements in 2010/11.
Income Statement
The Operating Surplus is $9.8 million, that is, $2.4 million favourable to the budgeted surplus of $7.4 million. This positive result is influenced by the following:
Cash Developer Contributions of $2.0 million. Developer Asset donations from new land estates totalled $0.6 million, $0.4 million below budget. Grants and Subsidies received in advance amounting to $1.3 million for 2011/12 financial year. Accounting Standards require this revenue to be taken into account in the 2010/11 financial year. Found Assets of $1.5 million are being recognised as Other Income in 2010/11 and include buildings ($0.9 million), land ($0.2 million), and drainage ($0.4 million). Other Income also includes an investment property fair value adjustment (increment) of $0.1 million. Write-down of Hostel Bed Licences to zero; impairment loss $1.5 million. The Australian Securities and Investment Commission (ASIC) has determined that there is no active market and must be valued at cost. Council did not pay for the Bed Licences. 11/81826 186 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
Unbudgeted Vision Super Defined Benefit call of $2.0 million. Council’s total Capital expenditure was $46.2 million of which $42.2 million was capitalised. The balance of $4.0 million, in accordance with Accounting Policies, was expensed to the Income Statement which was $0.8 million unfavourable to the budget of $3.2 million.
Adjusting for these items would indicate an “underlying” Operating Surplus of $9.6 million and this result yields an underlying favourable variance of $2.2 million. This variance includes the following items:
Interest Income on Investments and Rates $0.7m F User Fees $0.4m U Savings in Salaries $0.7m F Net movement in other Operating Accounts $1.2m F
Total Underlying Variance v Budget $2.2m F
Rate Revenue
Rate revenue totalled $93.3 million and is on budget. This follows the decision by Council to increase overall rates and charges by 8.0%. The rate revenue also includes $0.4 million derived during the year from Supplementary Valuation assessments issued in which the value of the property was adjusted to reflect a physical change to the property and to ensure that all ratepayers continue to contribute equitably to the City.
Grants and Subsidies
Total Grants & Subsidies have decreased from $29.3 million in 2009/10 to $28.5 million in 2010/11 largely due to $1.6 million of grants received in advance in 2009/10 compared with only $1.3 million grants received in advance in 2010/11. This includes $0.3 million in capital grants and $1.0 million for Grants Commission funding.
Contributions, Reimbursements & Donations Revenue
Contributions recognised were $3.1 million in 2010/11, which includes a decrease in non-cash contributions from developers for new estates which totalled $0.6 million. Cash contributions from developers of $2.0 million were $0.9 million higher that 2009/10. All of these developer cash contributions are transferred to a Reserve Account that can be utilised by Council in the future to acquire and/or develop open space. As per the Adopted Budget, Council spent $1.4 million from the open space reserve account in 2010/11.
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User Fees & Charges
User Fees & Charges fell by $1.0 million to $22.8 million in 2010/11 and reflects lower rental income/facility hire $1.3 million partially offset by higher income from family and children’s services $0.3 million, leisure and recreation $0.2 million.
Employee Costs
Employee Costs increased by $4.3 million during 2010/11 and were $1.3 million unfavourable to budget. This is attributed to an unbudgeted top-up call on Defined Benefit superannuation of $2.0 million, which has been partially offset by savings in salaries across all departments arising out of delays in filling vacancies. This also includes an adjustment of $0.5 million for fringe benefits tax which was budgeted for in materials but treated as employee costs.
Materials and Services
Materials and Services expenditure has increased by $0.7 million to $62.2 million in 2010/11 when compared to $61.6 million in 2009/10 financial year and was $0.5 million favourable to the Adopted Budget but consistent with the forecast adopted by Council in March 2011. This includes an unfavourable variance of $0.2 million related to our capital works program ($4.0 million was taken to the Income Statement of the total capital works expenditure of $46.2 million, compared to budget of $3.2 million) with the balance related to improved operating efficiencies and a favourable $0.5 million adjustment related to fringe benefits tax expense budgeted as materials but treated as employee costs.
Depreciation
In accordance with Australian Accounting Standard AASB 116 Property, Plant and Equipment, all non-current assets having a limited useful life are systematically depreciated over their useful lives in a manner which reflects the consumption of the service potential of those assets. In 2010/11 $18.4 million was taken up as a non-cash expense in the Income Statement compared with $17.3m in 2009/10, $0.5 million greater than the budgeted amount of $17.9 million. This is a “non-cash” book entry.
Balance Sheet
The ‘current portion’ of the Balance Sheet has remained healthy. The Working Capital ratio has increased from 131.6% in 2009/10 to 147.4% in 2010/11. This has been affected by increased cash holdings as at 30 June 2011 and a change in the debt structure following the purchase of Council offices at 1230 Nepean Highway.
Australian Accounting Standard AASB 116 Property, Plant and Equipment requires that the carrying amount of all non-current assets be kept current. This year a market revaluation was conducted of Council’s Land and Buildings as at 30th June 2011, by our valuers K.A. Reed (Group) Pty Ltd. This market revaluation identified an average increase of 4% in the value of land and buildings. Transport and Drainage assets have been revalued to their current replacement cost as at 30 June 2011. Land under roads of $400 million has remained unchanged. Council now manages $2.4 billion of assets on behalf of the community.
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Non Current Assets include Intangible assets which have declined by $6.7 million in 2010/11 when compared with 2009/10 due to the write-down of Hostel Bed Licences to zero from $7.0 million and a $0.3 million increase for capitalisation of Software valued at $1.0 million. Non Current Assets also include an increase of $0.1 million in Investment Property valued at $2.0 million.
Interest-bearing loans and borrowings have increased from $2.5 million at June 2010 to $21.4 million following the purchase of Council offices at 1230 Nepean Highway. This is consistent with the revised budget adopted by Council in November 2010.
Cash Flow Statement
In total, Council’s cash holdings have increased by $3.7 million during 2010/11 to $39.4 million. $4.8 million of this will be utilised to pay for capital works carried forward from 2010/11 to 2011/12 and expenditure related to Grants received in advance of $1.3 million.
Net cash provided by operating activities is $29.2 million, which is $2.9 million higher than 2009/10. This is largely due to a $7.5 million increase in Rates receipts, mostly offset by $5.2 million higher payments to employees and $1.3 million more in payments to suppliers. Net cash used in investing activities has increased by $20.8 million to $43.2 million largely due to the purchase of Council offices at 1230 Nepean Highway for $21.5 million and consistent with the revised budget adopted by Council in November 2010. Net cash used in financing activities of $17.7 million which is $19.6 million higher than 2009/10 due to a new loan to purchase Council offices at 1230 Nepean Highway and consistent with the revised budget adopted by Council in November 2010.
Performance Statement
Section 132 of the Local Government Act 1989 requires local government authorities to develop a performance accountability mechanism which allows for a consistent approach in the collection and reporting of information regarding financial performance, operating costs and community satisfaction.
The published performance standards identified areas of customer satisfaction or financial goals by which Council sought to measure its performance.
Detailed commentaries of the outcomes are included in the Statements.
Standard Statements
The Local Government (Democratic Reform) Act 2003 requires local government authorities to prepare four Standard Statements and explanatory notes to form a special purpose financial report. Council is required to prepare a Standard Income Statement, a Standard Balance Sheet, a Standard Cash Flow Statement and a Standard Statement of Capital Works that compares the financial results with the original budget and not any revised budget that may have been adopted by Council during the year. The statements show the difference between the actual result and the original budget. Detailed explanations of the variances are detailed in the Standard Statements.
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You are asked to note that the actual result is consistent with the revised budget adopted by Council in November 2010 and the forecast adopted by Council in March 2011.
Standard Income Statement
The Standard Income Statement demonstrates the year’s financial performance in terms of revenue, expenses and other adjustments from all activities compared to the Adopted Budget. The ‘Total Changes in Equity’ or ‘bottom line’ shows the total difference between the financial position at the beginning and the end of the year.
Income was $6.1 million (4%) favourable variance to budget including; Grants received in advance of $1.3 million favourable, contributions from developers of $2.0 million favourable to budget, rate revenue of $0.8 million favourable, interest income $0.7 million, found assets of $1.5 million and $0.1 million for investment property fair value adjustment (increment).
Total expenditure was unfavourable to budget by $2.0 million (1%) primarily related to Employee Benefits $1.3 million unfavourable due to a $2.0 million payment to top up the defined benefit superannuation fund, Materials and Services $0.5 million favourable (which includes $0.2 million unfavourable related to our capital works program ($3.6 million taken to the Income Statement of the total capital works expenditure of $46.2 million compared to a budget of $3.2 million), depreciation $0.5 million favourable, finance costs $0.7 million unfavourable due to the increase in borrowings to purchase Council offices at 1230 Nepean Highway. The operating surplus was also impacted by the $0.1 million unbudgeted loss on disposal of assets and $1.5 million impairment loss on Bed Licences noted earlier in this report.
Standard Balance Sheet
The Standard Balance Sheet shows Councils’ Assets and Liabilities as at 30th June 2011 compared to the Adopted Budget. The accumulated surplus reflects the year on year Profits / (Losses) that Council has achieved.
Total Assets are $2,371 million and are favourable to budget by $270.6 million (13%). The variances are explained as follows:
Cash and cash equivalents is higher than budgeted by $10.1m. This is primarily due to higher than budgeted grants received ($1.9 million), greater than anticipated cash contributions from Developers ($2.0 million), higher interest income ($0.7 million), other receipts $0.3 million favourable and higher than anticipated opening cash position $2.1 million. Trade and Other Receivables are favourable to budget by $1.8 million due to a higher than anticipated level of debtors. $4.2 million of the receivables balance relates to rate debtors. Total receivables balance is consistent with the previous year and is expected to be recovered in the coming year. Infrastructure, property, plant and equipment is favourable to budget by $255 million which largely relates to the unbudgeted movement from asset revaluations, particularly land and buildings. This year's budget was set before the 2010 asset values were finalised which resulted in a net increase of $154 million. Total asset values in 2011 also increased by $78 million which largely relates to the market movement of land and building values ($57 million) and transport and drainage values ($21 million).
11/81826 190 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
Total Liabilities total $54.9 million and are unfavourable by $23.6 million consisting of:
Trade and Other Payables unfavourable variance of $2.1 million is primarily due to under budgeted year end payables for Materials and Services expenditure. Provisions are unfavourable to budget by $1.3 million due to an increase in the Annual leave provision by $0.7 million and in Long Service Leave provision by $0.5 million, largely due to an increase in Annual Leave and Long Service Leave liability. Interest Bearing Loans & Borrowings are unfavourable by $21.2 million due to the borrowings of $21.5 million in December 2010 for the purchase of Council offices at 1230 Nepean Highway Cheltenham. This purchase was not originally budgeted for but was reflected in the revised budget adopted by Council in November 2010. The asset revaluation reserve is higher than budgeted by $225 million. This is largely due to the revaluation of Council's land and building assets resulting in a higher increase in value than anticipated ($78 million). The 2010 revaluation increase was also not taken into account when setting this budget which resulted in a revaluation increment of $154 million. Other Reserves are $4.9 million favourable primarily due to cash contributions from developers of $2.0 million, transfers of $1.0 million to the Foreshore reserve and $0.8 million to the Green Wedge reserve and $0.5 million in hostel retention and interest which was largely unspent in 2010/11. Hostel retention and interest is transferred to a reserve to fund Hostel Capital works.
Standard Cash Flow Statement
A Standard Cash Flow Statement shows what has happened during the year in terms of cash compared to the Adopted Budget. It explains what cash movements have resulted in the difference in the cash balance at the beginning and the end of the year.
Total Cash increased to $39.4 million compared to the budget of $29.3 million due to:
Capital carried forward to 2011/12 budget of $4.8 million. Grants and Subsidies were $1.9 million favourable largely due to grants received in advance of $1.3 million. Contributions, Reimbursements & Donations were $2.3 million favourable and include cash contributions from Developers ($2.0 million favourable to budget). Payments for Infrastructure, Property, Plant & Equipment has an unfavourable variance of $17.0 million which is largely due to the purchase of Council's head office at 1230 Nepean Highway Cheltenham in December 2010 for a total payment of $21.1 million. This purchase wasn't originally budgeted for but is reflected in the revised budget adopted by Council in November 2010. The increase of interest bearing loans and borrowings are unfavourable to budget by $21.2 million due to increased borrowings in December 2010 ($21.5 million) for the purchase of Council's main office at 1230 Nepean Highway. This is reflected in the revised budget adopted by Council in November 2010.
11/81826 191 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
Trust Funds and Deposits $0.6m unfavourable due to higher than expected hostel resident turnover resulting in higher than anticipated bond balance refunds.
Detailed explanations are included in the Standard Statements.
Standard Statement of Capital Works
A Standard Statement of Capital Works shows what has been spent on the Capital Works program during 2010/11 compared to the Adopted Budget. The projects not completed due to delays brought about by extended consultation, statutory planning or timing issues totalling $4.9 million, will be carried forward to 2011/12. Total Capital Expenditure was $46.2 million compared to the Budget of $32.0 million that is $14.2 million underspent.
The main variances include:
The Information Services budget was underspent predominately due to delays in the implementation of the new phone project ($262k), the VOIP Implementation ($250k), Corporate Reporting Software ($102k) and Information Services Strategy Implementation ($113k). The budget for these items is expected to be spent in the next financial year. The $21.0 million overspend in Building Infrastructure is due to the purchase of 1230 Nepean Hwy Council Building ($21.5 million). This is reflected in the revised budget adopted by Council in November 2010. The underspend in Economic development is due to delays in the Green Wedge Project ($850k) and the Main Street Mordialloc shopping centre amenity project ($590k). The overspend on Arts & Major Halls capital works of $0.4 million is due to major renovations carried out at Shirley Burke Hall which were brought forward in the mid- year budget review. These works were originally planned for 2011/12. The $2.2 million underspend in Coastal Reserves Capital expenditure is predominately due to delays with the Mordialloc Creek Dredging ($552k), Victory Park Chelsea public amenities renewal ($279k), and foreshore infrastructure projects ($1.0 million). Works for Road Resurfacing, Road Renewal, Drainage, Footpath, Car Park and Traffic Management were prioritised and reallocated throughout the year for all road, drainage, footpath and traffic capital works. Total budget underspend on all drainage and transport works was a total of 6%.
Further detailed explanations are included in the Standard Statements.
11/81826 192 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
Independent Audit Committee Review
Council’s Independent Audit Committee has reviewed the 2010/11 Draft Annual Statements and has recommended that Council adopt the statements in principle.
Certification Process
A council cannot submit its Performance and Financial Statements to the Auditor-General or the Minister unless the council has passed a resolution giving “in principle” approval to the Performance and Financial Statements and authorising two Councillors and the Chief Executive Officer, on behalf of the council, to certify the statements once amendments or changes requested by the Auditor-General have been made. It is recommended that Cr Brownlees, as the current Mayor, and Cr Peulich as the second Councillor on the Audit Committee, be authorised to sign off the statements following clearance by the Auditor-General.
Should the Auditor-General require any changes to the Annual Statements these will be brought to the attention of the two Councillors, the Chief Executive Officer and the Audit Committee prior to signing the Statements.
It should be borne in mind that the purpose of this process is to ensure that Council is aware of, and supports, the annual statements and that the Councillors and the Chief Executive Officer when signing the statements do so with the knowledge, support, commitment and acceptance of responsibility by the Council.
Recommendation That Council:
1. Note the recommendation from Council’s Audit Committee;
2. Adopt the 2010/11 Annual Statements as Council’s “in principle” statements for 2010/11 and that these statements be forwarded to the Auditor-General; and
3. Authorise Cr Brownlees, Cr Peulich and the Chief Executive Officer to formally sign off the 2010/11 Annual Statements following clearance from the Auditor-General.
11/81826 193
Kingston City Council
Financial Report 2010/2011
194
Kingston City Council Financial Report 2010/2011 Table of Contents
Financial Statements Page Comprehensive Income Statement 3 Balance Sheet 4 Statement of Changes in Equity 5 Cash Flow Statement 7 Notes to the Financial Statements Note 1 Significant Accounting Policies 8 Note 2 Underlying Result 20 Note 3 Rates and Charges 21 Note 4 Grants 22 Note 5 Contributions 25 Note 6 User Fees, Charges & Fines 25 Note 7 Other Income 25 Note 8 Disposal of Property, Plant & Equipment 26 Note 9 Employee Benefits 26 Note 10 Materials and Services 27 Note 11 Bad & Doubtful Debts 27 Note 12 Depreciation & Amortisation 27 Note 13 Finance costs 28 Note 14 Other Expenditure 28 Note 15 Cash and Cash Equivalents 28 Note 16 Restricted Assets 29 Note 17 Trade and Other Receivables 29 Note 18 Other Assets 30 Note 19 Infrastructure, Property, Plant & Equipment 30 Note 20 Investment Property 35 Note 21 Intangible Assets 35 Note 22 Trade and other Payables 35 Note 23 Provisions 36 Note 24 Interest bearing loans and borrowings 36 Note 25 Trust Fund and Deposits 37 Note 26 Lease Incentive Liability 38 Note 27 Reserves 38 Note 28 Reserve Movements 39 Note 29 Reconciliation of Cash Flows from Operating Activities to Surplus (Deficit) 41 Note 30 Reconciliation of cash and cash equivalents 41 Note 31 Financing arrangements 41 Note 32 Superannuation 42 Note 33 Commitments 44 Note 34 Contingent Liabilities and Contingent Assets 45 Note 35 Operating Leases 46 Note 36 Related Party Transactions 47 Note 37 Financial Instruments 49 Note 38 Financial Ratios 56 Note 39 Capital Expenditure 58 Note 40 Events Occurring After Balance Date 59 Note 41 Residential Aged Care Facilities 60 Note 42 Revenue, Expenses and Assets by Function/ Activity 63 Certification of the Financial Report 65
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Kingston City Council Comprehensive Income Statement For the Year Ended 30 June 2011
Note 2011 2010 $(`000) $(`000) Income Rates and Charges 3 93,251 85,631 Grants - Recurrent 4 27,685 26,323 Grants – Non-recurrent 4 798 3,023 Contributions – Cash 5 2,581 1,392 Contributions – Non-monetary assets 5 560 13,722 User Fees, Charges & Fines 6 22,754 23,797 Interest Income 7 2,622 2,170 Other Income 7 2,628 3,005
Total Income 152,879 159,063
Expenses Employee Benefits 9 59,931 55,663 Materials and Services 10 62,241 61,591 Bad and Doubtful Debts 11 17 20 Depreciation & Amortisation 12 18,397 17,319 Finance Costs 13 784 256 Net Loss on disposal of infrastructure, property, 8 132 97 plant & equipment Fair value adjustment for investment property 20 - 90 Impairment Loss – Bed Licences 14/21 1,534 -
Total Expenses 143,036 135,036
SURPLUS 9,843 24,027
Other Comprehensive Income Net asset revaluation increment 19/21/ 72,759 152,335 28/
COMPREHENSIVE RESULT 2 82,602 176,362
The above comprehensive income statement should be read in conjunction with the accompanying notes.
196
Kingston City Council Balance Sheet As at 30 June 2011
Note 2011 2010 $ (`000) $ (`000) CURRENT ASSETS
Cash and Cash Equivalents 15 39,443 35,741 Trade and Other Receivables 17 6,447 6,502 Other Assets 18 1,012 2,007 Total Current Assets 46,902 44,250
NON CURRENT ASSETS Trade and Other Receivables 17 59 65 Infrastructure, Property, Plant & Equipment 19 2,321,365 2,216,674 Investment Property 20 1,990 1,910 Intangible Assets 21 1,025 7,726 Total Non Current Assets 2,324,439 2,226,375
TOTAL ASSETS 2,371,341 2,270,625
CURRENT LIABILITIES Trade and Other Payables 22 10,293 9,912 Provisions 23 9,188 8,794 Leased Plant Liability 24 - 19 Interest Bearing Loans and Borrowings 24 641 2,267 Trust Funds and Deposits 25 11,705 12,622 Total Current Liabilities 31,827 33,614
NON CURRENT LIABILITIES Provisions 23 2,270 2,239 Interest Bearing Loans and Borrowings 24 20,766 204 Lease Incentive Liability 26 - 693 Total Non Current Liabilities 23,036 3,136
TOTAL LIABILITIES 54,863 36,750
NET ASSETS 2,316,478 2,233,875
EQUITY Accumulated Surplus 1,194,679 1,187,834 Asset Revaluation Reserve 27,28 1,110,973 1,038,214 Other Reserves 27,28 10,826 7,827 TOTAL EQUITY 2,316,478 2,233,875
The above balance sheet should be read in conjunction with the accompanying notes.
197
Kingston City Council Statement of Changes in Equity For the Year Ended 30 June 2011
2011 TOTAL ACCUMULATED ASSET ASSET ASSET OTHER SURPLUS REVALUATION REPLACEMENT DEVELOPMENT RESERVES RESERVE RESERVE RESERVE Note $ (`000) $ (`000) $ (`000) $ (`000) $ (`000) $ (`000)
Balance at 1 July 2010 2,233,875 1,187,834 1,038,214 1,684 5,436 707
Surplus for the year 9,843 9,843 - - - -
Net asset revaluation increment 72,759 - 72,759 - - - (decrement) 27,28
Transfers to Other Reserves 27,28 - (4,621) - 462 2,039 2,120 - Transfer from Other Reserves 27,28 - 1,623 - (189) (1,427) (6)
Balance as at 30 June 2011 2,316,478 1,194,679 1,110,973 1,957 6,048 2,821
The above statement of changes in equity should be read with the accompanying notes.
198
Kingston City Council Statement of Changes in Equity For the Year Ended 30 June 2011
2010 TOTAL ACCUMULATED ASSET ASSET ASSET OTHER SURPLUS REVALUATION REPLACEMENT DEVELOPMENT RESERVES RESERVE RESERVE RESERVE Note $ (`000) $ (`000) $ (`000) $ (`000) $ (`000) $ (`000)
Balance at 1 July 2009 2,057,513 1,164,457 885,879 1,551 5,005 622
Surplus for the year 24,027 24,027 - - - -
Net asset revaluation increment 152,335 - 152,335 - - - (decrement) 27,28
Transfers to Other Reserves 27,28 - (1,549) - 388 1,065 94
Transfer from Other Reserves 27,28 - 899 - (255) (634) (9)
Balance as at 30 June 2010 2,233,875 1,187,834 1,038,214 1,684 5,436 707
The above statement of changes in equity should be read with the accompanying notes.
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Kingston City Council Cash Flow Statement For the Year Ended 30 June 2011
Note 2011 2010 $(`000) $(`000) Inflows/ Inflows/ (Outflows) (Outflows)
Cash Flows from Operating Activities Rates and Charges 92,597 85,120 Grants and Subsidies 28,483 29,346 User Fees, Charges & Fines 23,943 23,415 Contributions, Reimbursements & Donations 2,581 1,392 Interest 2,438 1,951 Other Receipts 1,035 491 Payments to Suppliers (62,326) (61,056) Payments to Employees (59,506) (54,289)
Net cash provided by operating activities 29 29,245 26,370
Cash flows from investing activities Payments for Infrastructure, Property, Plant and Equipment (i) 19/39 (43,350) (22,420) Proceeds from Sale of Infrastructure, Property, Plant & 8 129 33 Equipment
Net cash used in investing activities (43,221) (22,387)
Cash flows from financing activities Finance Costs (784) (256) Net Increase (Repayment) of Interest Bearing Loans and 24 18,917 (2,201) Borrowings (i) Trust Funds and Deposits (455) 529
Net cash used in financing activities 17,678 (1,928)
Net increase in cash and cash equivalents 3,702 2,055 Cash and cash equivalents at the beginning of the financial year 35,741 33,686 Cash and cash equivalents at the end of the financial year 30 39,443 35,741
Restrictions on Cash Assets 16 24,653 24,558
(i) In December 2010, Council purchased its main Offices at 1230 Nepean Highway Cheltenham, increasing the payments for property and borrowings by $21.5 million over 25 years.
The above cash flow statement should be read with the accompanying notes.
200
Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 1 Significant Accounting Policies
Introduction
Kingston City Council was established by an Order of the Governor in Council on 15th December 1994 and is a body corporate. The Council's main office is located at 1230 Nepean Highway, Cheltenham Victoria.
This financial report is a general purpose financial report that consists of a Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity, Cash Flow Statement, and notes accompanying these financial statements. The general purpose financial report complies with Australian Accounting Standards, other authoritative pronouncements of the Australian Accounting Standards Board, the Local Government Act 1989, and the Local Government (Finance and Reporting) Regulations 2004.
(a) Basis of Accounting
This financial report has been prepared on the accrual and going concern basis under the historical cost convention, except where specifically stated in 1(b), 1(h), 1(i).
Unless otherwise stated, all accounting policies are consistent with those applied in the prior year. Where appropriate, comparative figures have been amended to accord with current presentation, and disclosure has been made of any material changes to comparatives.
All entities controlled by Council that have material assets or liabilities, such as Special Committees of Management, have been included in this financial report. All transactions between these entities and the Council have been eliminated in full.
(b) Recognition and Measurement of Assets
Acquisition The purchase method of accounting is used for all acquisitions of assets, being the fair value of assets provided as consideration at the date of acquisition plus any incidental costs attributable to the acquisition. Fair value is the amount for which the asset could be exchanged between knowledgeable willing parties in an arm's length transaction.
201
Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 1 Significant Accounting Policies (cont’d)
Recognition and Measurement of Assets (cont’d)
Where assets are constructed by Council, cost includes all materials used in construction, direct labour, borrowing costs incurred during construction, and an appropriate share of directly attributable variable and fixed overheads.
The following classes of assets have been recognised and are reported on further in Notes 19, 20 and 21. In accordance with Council policy the threshold limits listed below have been applied when recognising assets within an applicable asset class and are consistent with the threshold limits in the prior year. Expenditure below the threshold limit is recorded as an expense in the year of recognition.
Class of Asset Limit at which Recognised
Purchase/ Asset Construction Improvement $ (`000) $ (`000) Plant 5 N/A Land & Buildings - Land - N/A - Land Under Roads 10 N/A - Buildings - 20 - Leasehold Improvements - 20 - Land Improvements (excluding Buildings) N/A 20 Equipment 2 N/A Transport - Roads - 50 - Kerb & Channel - 50 - Bridges - 50 - Footpaths - 50 - Street Furniture 10 10 - Traffic Control 10 10 Drainage Works - 25 Heritage & Culture 1 25 Investment Property - N/A Intangibles - Bed Licences - N/A Intangibles - Software 50 N/A
Intangible Asset – Bed Licences Approved provider aged care places (bed licences) are recorded at cost (zero) at 30 June 2011. Previous valuations were at ‘fair value’ but Council has elected this year to no longer recognise their value based on the recent ASIC finding that the strict criteria for an ‘active market’ is not fulfilled in the case of bed licences. Refer to note 21.
Intangible Asset – Software Purchased software is recognised as an intangible asset if it meets the recognition threshold of $50,000. Purchased software is measured at cost less accumulated amortisation and impairment costs over a finite life not exceeding five years. The purchase price and any directly attributable costs of preparing the software for operation are included in the cost of the intangible asset. All expenditure below the threshold and ongoing maintenance and fees related to the software is expensed when incurred. Operating software integral to the operation of a PC is recorded as property, plant and equipment.
202
Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 1 Significant Accounting Policies (cont’d)
Recognition and Measurement of Assets (cont’d)
Revaluation Subsequent to the initial recognition of assets, non-current physical assets (other than Plant, Equipment, Asset Improvements, Bed Licences, Software and Library Books), are measured at their fair value, being the amount for which the assets could be exchanged between knowledgeable willing parties in an arms length transaction. At balance date, the Council reviewed the carrying value of the individual classes of assets measured at fair value to ensure that each asset materially approximated its fair value. Where the carrying value materially differed from the fair value at balance date the class of asset is revalued. In addition, Council usually undertakes a formal valuation of land and building assets on a regular basis ranging from 2 to 4 years. A formal revaluation of land and building assets was performed in 2010. The valuation is performed by independent experts.
Constructed assets, namely Transport and Drainage Works, are recognised in this general purpose financial report and have been valued at the written down current cost of replacement of the asset in accordance with Australian Accounting Standard AAS 27 “Financial Reporting by Local Governments”. Valuations for Transport and Drainage Works have been determined as at 30 June 2011. The valuation is performed by experienced council officers.
Where the assets are revalued, the revaluation increments are credited directly to the related asset revaluation reserve except to the extent that an increment reverses a prior year decrement for that class of asset that had been recognised as an expense in which case the increment is recognised as revenue up to the amount of the expense. Revaluation decrements are recognised as an expense except where prior increments are included in the asset revaluation reserve for that class of asset in which case the decrement is taken to the reserve to the extent of the remaining increments. Within the same class of assets, revaluation increments and decrements within the year are offset.
Land Under Roads In accordance Australian Accounting Standard AASB 1051 Land Under Roads, Council has elected to recognise the value of land under roads it controlled as at 30 June 2008 at fair value. Land under roads acquired after 30 June 2008 is brought to account using the cost basis.
203
Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 1 Significant Accounting Policies (cont’d)
(c) Depreciation and Amortisation of Non-Current Assets
Buildings, land improvements, plant and equipment, infrastructure, heritage assets, and intangibles (software) having limited useful lives are systematically depreciated over their useful lives to the Council in a manner which reflects consumption of the service potential embodied in those assets. Estimates of remaining useful lives and residual values are made on a regular basis with major asset classes reassessed annually. Depreciation rates and methods are reviewed annually. Straight line depreciation is charged based on the residual useful life as determined each year.
Major Depreciation and Amortisation periods are listed below:
Transport: Roads - Sub base 100 years Roads - Sheet 25 years Kerb & Channel 80 years Footpaths 60 years Bridges 100 years Street Furniture, Traffic Control 10 years
Drainage Works: Drains 100 years
Heritage & Culture: Artefacts, Artworks, Monuments 100 years Library Books 5 years
Equipment: Computers 3 years Furniture, Office Equipment 5 years
Plant: Plant 3 to 10 years
Land & Buildings: Buildings 20 to 100 years Leasehold Improvements 10 years Land Improvements (excluding Buildings) 10 to 50 years
Intangibles: Purchased Software 5 years
The depreciation periods are consistent with those that applied in the previous year.
204
Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 1 Significant Accounting Policies (cont’d)
(d) Cash and Cash Equivalents
For the purposes of the cash flow statement, cash and cash equivalents include cash on hand, deposits at call, and other highly liquid investments with original maturities of three months or less, net of outstanding bank overdrafts.
(e) Investments
Investments are measured at cost.
(f) Trust Funds and Deposits
Amounts received as tender deposits and retention amounts controlled by Council are recognised as Trust funds until they are returned or forfeited (refer to note 25).
All accommodation Bond liabilities are recorded as Current Liabilities. Refer Note 25.
(g) Impairment of assets
At each reporting date, the Council reviews the carrying value of its assets to determine whether there is any indication that these assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher of the asset's fair value less costs to sell and value in use, is compared to the assets carrying value. Any excess of the assets carrying value over its recoverable amount is expensed to the comprehensive income statement unless the asset is carried at the revalued amount. In which case, the impairment loss is recognised directly against the revaluation surplus in respect of the same class of asset to the extent that the impairment loss does not exceed the amount in the revaluation surplus for that same class of asset.
(h) Investment Property
Investment property is land or buildings which are held to generate long-term rental yields. All tenant leases are on arms length basis. Investment property is measured initially at cost, including transaction costs. After initial recognition, investment property is carried at fair value, determined annually by independent valuers. Changes to fair value are recorded in the comprehensive income statement in the period that they arise.
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 1 Significant Accounting Policies (cont’d)
(i) Non-current Assets Classified as Held for Sale
A Non Current Asset Held for Sale is measured at the lower of its carrying amount and fair value less costs to sell, and not subject to depreciation. Non-current assets are classified as held for sale if their carrying amount will be recovered through a sale transaction rather than through continuing use. This condition is regarded as met only when the asset’s sale is highly probable and is expected to be completed within 12 months from the date of classification.
(j) Allocation between current and non-current
In the determination of whether an asset or liability is current or non-current, consideration is given to the time when each asset or liability is expected to be settled. The asset or liability is classified as current if it is expected to be settled within the next twelve months, being the Council's operational cycle, or if the Council does not have an unconditional right to defer settlement of a liability for at least 12 months after the reporting date.
(k) Reportable Segment - Residential Aged Care Facilities
In compliance with the requirements of the Aged Care Act 1997 and the Department of Health and Ageing funding policy regarding Conditional Adjustment Payments, Council reports activities of Residential Aged Care facilities as a reportable segment in the notes accompanying the Financial Report. Refer Note 41.
(l) Employee Benefits
Wages and Salaries Liabilities for wages and salaries and rostered days off are recognised and measured as the amount unpaid at balance date and include appropriate oncosts such as workers compensation and payroll costs.
Annual Leave Annual leave entitlements are accrued on a pro rata basis in respect of services provided by employees up to balance date. Annual leave expected to be paid within 12 months is measured at nominal value based on the amount, including appropriate oncosts, expected to be paid when settled. Annual leave expected to be paid later than one year has been measured at the present value of the estimated future cash outflows to be made for these accrued entitlements. Commonwealth bond rates are used for discounting future cash flows.
Long Service Leave Long service leave entitlements payable are assessed at balance date having regard to expected employee remuneration rates on settlement, employment related oncosts and other factors including accumulated years of employment, on settlement, and experience of employee departure per year of service. Long service leave expected to be paid within 12 months is measured at nominal value based on the amount expected to be paid when settled. Long service leave expected to be paid later than one year has been measured at the present value of the estimated future cash outflows to be made for these accrued entitlements. Commonwealth bond rates are used for discounting future cash flows.
206
Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 1 Significant Accounting Policies – (cont’d)
Employee Benefits – (cont’d)
Classification An employee benefit liability is classified as a current liability if the Council does not have an unconditional right to defer settlement of the liability for at least 12 months after the end of the period. This would include all annual leave and unconditional long service leave entitlements.
Superannuation
A liability is recognised in respect of Council's present obligation to meet the unfunded obligations of defined benefit superannuation schemes to which its employees are members. The liability is defined as the Council's share of the scheme's unfunded position, being the difference between the present value of employees’ accrued benefits and the net market value of the scheme’s assets at balance date.
The superannuation expense for the reporting year is the amount of the statutory contribution the Council makes to the superannuation plan which provides benefits to its employees together with any movements (favourable/unfavourable) in the position of any defined benefits schemes. Details of these arrangements are recorded in note 32.
Sick Leave
No provision is made for sick leave, as the cumulative entitlement is not paid on termination.
(m) Leases
Finance Leases Leases of assets where substantially all the risks and benefits incidental to ownership of the asset, but not the legal ownership, are transferred to the Council are classified as finance leases. Finance leases are capitalised, recording an asset and a liability equal to the present value of the minimum lease payments, including any guaranteed residual value. Lease payments are allocated between the reduction of the lease liability and the interest expense. Leased assets are amortised on a straight line basis over their estimated useful lives to the Council where it is likely that the Council will obtain ownership of the asset or over the term of the lease, whichever is the shorter. Leased assets were being amortised over a three year period which ended in September 2010.
Operating Leases Lease payments for operating leases are required by the accounting standard to be recognised on a straight line basis, rather than expensed in the years in which they are incurred. (Note 35).
Leasehold Improvements Leasehold improvements are recognised at cost and are amortised over the unexpired period of the lease or the estimated useful life of the improvement, whichever is the shorter. Due to the purchase of 1230 Nepean Highway Cheltenham in December 2010, the remaining leasehold improvements related to this lease were fully amortised in the 2010/2011 financial year.
207
Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 1 Significant Accounting Policies (cont’d)
(n) Revenue Recognition
Rates, Grants and Contributions
Rates, grants and contributions (including developer contributions) are recognised as revenues when the Council obtains control over the assets comprising these receipts.
Control over assets acquired from rates is obtained at the commencement of the rating year as it is an enforceable debt linked to the rateable property or, where earlier, upon receipt of the rates.
A provision for doubtful debts on rates has not been established as unpaid rates represent a charge against the rateable property that will be recovered when the property is next sold.
Control over granted assets is normally obtained upon their receipt (or acquittal) or upon earlier notification that a grant has been secured, and are valued at their fair value at the date of transfer.
Income is recognised when the Council obtains control of the contribution or the right to receive the contribution, it is probable that the economic benefits comprising the contribution will flow to the Council and the amount of the contribution can be measured reliably.
Where grants or contributions recognised as revenues during the financial year were obtained on condition that they be expended in a particular manner or used over a particular period and those conditions were undischarged at balance date, the unused grant or contribution is disclosed in Note 4. The note also discloses the amount of unused grant or contribution from prior years that was expended on Council’s operations during the current year.
A liability is recognised in respect of revenue that is reciprocal in nature to the extent that the requisite service has not been provided at balance date.
User Fees and Fines
User fees and fines (including parking fees and fines) are recognised as revenue when the service has been provided, the payment is received, or when the penalty has been applied, whichever first occurs. A provision for doubtful debts is recognised when collection in full is no longer probable.
Sale of Infrastructure, Property, Plant and Equipment
The profit or loss on sale of an asset is determined when control of the asset has irrevocably passed to the buyer.
Rental& Interest
Rents are recognised as revenue when the payment is due or the payment is received, whichever occurs first. Rental payments received in advance are recognised as a prepayment until they are due. Interest is recognised progressively as it is earned.
Trade and Other Receivables
Receivables are carried at amortised cost using the effective interest rate method. A provision for doubtful debts is recognised when there is objective evidence that an impairment loss has occurred.
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 1 Significant Accounting Policies (cont’d)
(o) Goods and Services Tax (GST)
Revenues, expenses, and assets are recognised net of the amount of goods and services tax (GST), except where the amount of GST incurred is not recoverable from the taxation authority, it is recognised as part of the cost of acquisition of an asset or as part of an item of expense; or for Trade and Other Receivables or Trade and Other Payables which are recognised inclusive of GST. Cash flows are presented in the Cash Flow Statement on a gross basis, except for the GST component of investing and financing activities, which are disclosed as operating cash flows.
(p) Repairs and Maintenance
Routine maintenance, repair costs, and minor renewal costs are expensed as incurred. Where the repair relates to the replacement of a component of an asset and the cost exceeds the capitalisation threshold the cost is capitalised and depreciated. The carrying value of the replaced asset is expensed.
(q) Borrowing Costs
Borrowing costs are recognised as an expense in the period in which they are incurred, except where they are capitalised as part of a qualifying asset constructed by Council. Except where specific borrowings are obtained for the purpose of specific asset acquisition, the weighted average interest rate applicable to borrowings at balance date, excluding borrowings associated with superannuation, is used to determine the borrowing costs to be capitalised. Borrowing costs include interest on borrowings, and finance lease charges.
(r) Change in Accounting Policies
Unless otherwise stated, all accounting policies are consistent with those applied in the prior year. Where appropriate, comparative figures have been amended to accord with current presentation, and disclosure has been made of any material changes to comparatives.
(s) Provision for Doubtful Debts
Provision for doubtful debts is calculated by conducting a debt by debt review taking into regard the age of each debt and the probability of collection.
(t) Financial Guarantees
Financial guarantee contracts are recognised as a liability at the time the guarantee is issued. The liability is initially measured at fair value, and if there is a material increase in the likelihood that the guarantee may have to be exercised, at the higher of the amount determined in accordance with AASB 137 Provisions, Contingent Liabilities and Contingent Assets and the amount initially recognised less cumulative amortisation, where appropriate. In the determination of fair value, consideration is given to factors including the probability of default by the guaranteed party and the likely loss to Council in the event of default.
(u) Rounding
Unless otherwise stated, amounts in the financial report have been rounded to the nearest thousand dollars. Figures in the financial statement may not equate due to rounding.
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 1 Significant Accounting Policies (cont’d)
(v) Pending Accounting Standards
The following Australian Accounting Standards have been issued or amended and are applicable to the Council but are not yet effective. They have not been adopted in preparation of the financial statements at reporting date.
Standard / Summary Applicable for Impact on Local Interpretation annual reporting Government periods beginning financial statements or ending on AASB 9: Financial These standards are applicable Applicable for These changes are Instruments and retrospectively and amend the annual reporting expected to provide AASB 2009–11: classification and measurement of periods some simplification Amendments to financial assets. Council has not yet commencing on or in the accounting for Australian determined the potential impact on after 1 January and disclosure of Accounting the financial statements. Specific 2013. financial instruments. Standards arising changes include: from AASB 9 [AASB 1, 3, 4, 5, * simplifying the classifications of 7, 101, 102, 108, financial assets into those carried at 112, 118, 121, 127, amortised cost and those carried at 128, 131, 132, 136, fair value; 139, 1023 & 1038 * removing the tainting rules and Interpretations associated with held-to-maturity 10 & 12] assets; * simplifying the requirements for embedded derivatives; * removing the requirements to separate and fair value embedded derivatives for financial assets carried at amortised cost; * allowing an irrevocable election on initial recognition to present gains and losses on investments in equity instruments that are not held for trading in other comprehensive income. Dividends in respect of these investments that are a return on investment can be recognised in profit or loss and there is no impairment or recycling on disposal of the instrument; and * reclassifying financial assets where there is a change in an entity's business model as they are initially classified based on: a. the objective of the entity's business model for managing the financial assets; and b. the characteristics of the contractual cash flows.
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 1 Significant Accounting Policies (cont’d)
Pending Accounting Standards (cont’d)
Standard / Summary Applicable for Impact on Local Interpretation annual reporting Government periods beginning financial statements or ending on AASB 124: This standard removes the Applicable for Although this Related Party requirement for government related annual reporting standard does not Disclosures entities to disclose details of all periods strictly apply to Local transactions with the government and commencing on or Government it is other government related entities and after 1 January often used as clarifies the definition of a related 2011. guidance, as such party to remove inconsistencies and there will be greater simplify the structure of the standard. clarity on the disclosure of inter government transactions. AASB 2009–12: This standard makes a number of Applicable for These amendments Amendments to editorial amendments to a range of annual reporting are not expected to Australian Australian Accounting Standards and periods impact Council. Accounting Interpretations, including commencing on or Standards [AASBs amendments to reflect changes made after 1 January 5, 8, 108, 110, to the text of International Financial 2011. 112, 119, 133, Reporting Standards by the IASB. 137, 139, 1023 & The standard also amends AASB 8 to 1031 and require entities to exercise judgment Interpretations 2, in assessing whether a government 4, 16, 1039 & and entities known to be under the 1052] control of that government are considered a single customer for the purposes of certain operating segment disclosures.
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 1 Significant Accounting Policies (cont’d)
Pending Accounting Standards (cont’d)
Standard / Summary Applicable for Impact on Local Interpretation annual reporting Government periods beginning financial statements or ending on AASB 2009–13: This standard makes amendments to Applicable for These amendments Amendments to AASB 1 arising from the issue of annual reporting are not expected to Australian Interpretation 19. The amendments periods impact Council. Accounting allow a first-time adopter to apply the commencing on or Standards arising transitional provisions in after 1 July 2010. from Interpretation 19. Interpretation 19 [AASB 1] AASB 2009–14: This standard amends Applicable for These amendments Amendments to Interpretation 14 to address annual reporting are not expected to Australian unintended consequences that can periods impact Council. Interpretation — arise from the previous accounting commencing on or Prepayments of a requirements when an entity prepays after 1 January Minimum Funding future contributions into a defined 2011. Requirement benefit pension plan. [AASB Interpretation 14]
(w) Contingent Assets and Contingent Liabilities and Commitments
Contingent assets and contingent liabilities are not recognised in the Balance Sheet, but are disclosed by way of a note and, if quantifiable, are measured at nominal value. Contingent assets and liabilities are presented inclusive of GST receivable or payable respectively. Refer note 34.
Commitments are not recognised in the Balance Sheet, but are disclosed by way of note. Commitments are disclosed at their nominal value and inclusive of the GST payable. Refer note 33.
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 2 Underlying Result
A key measure of financial sustainability is the Underlying Result. The Underlying Result, as defined by Council, identifies whether Council is generating enough revenue to cover operating expenses (including the cost of replacing assets reflected in depreciation expenditure). It is represented by the comprehensive result adjusted for any asset revaluations, non cash developer contributions and found assets, as well as any other one-off or non-recurrent transactions. These are transactions that affect profit and/or the comprehensive result, but the values can fluctuate significantly from year to year. Therefore, the Underlying Result should remain relatively consistent from year to year and best represents Council’s ability to remain sustainable and continue with normal day-to-day operations.
2011 2010 $ (`000) $ (`000)
Comprehensive Result 82,602 176,362 Net Asset Revaluation Movement (72,759) (152,335) Profit 9,843 24,027 One-off / Non-recurring adjustments: Non-Cash Developer Contributions (560) (13,722) Found Assets (1,513) (1,338) Non-recurring Grants (i) (798) (3,023) Underlying Result 6,972 5,944
(i) The Roads to Recovery grant was re-classified in 2011 to ‘recurrent’ grants (previously under non- recurrent grants). The 2010 figures were re-classified for comparative purposes. The grant for 2010 and 2011 is $569k each year.
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Kingston City Council Notes to the Financial Statements For The Year Ended 30 June 2011
NOTE 3 Rates and Charges
Council uses Capital Improved Value (CIV) as the basis of valuation of all properties within the municipal district. CIV approximates the market value of land and improvements.
The valuation base used to calculate general rates for 2010/11 was $37.0 billion (2009/10 $32.9 billion). The 2010/2011 declared rate in the dollar was 0.20966 cents (2009/10 0.21011 cents).
A Municipal charge is levied at the rate of $100 (2009/2010 $106) per rateable property and a Waste Service fee is levied at the rate of $102 to $181 (2009/10 $96 to $172) per rateable property, for Waste Service choices A to F.
During 2010/2011 Council utilised for rating purposes within the municipal district, the general revaluation dated 1 January 2010. This valuation was first applied to the rating period commencing 1 July 2010. The date of the previous general revaluation of land for rating purposes within the municipal district was 1 January 2008. Property values increased by approximately 10% since the 2008 revaluation. The date of the next general revaluation of land for rating purposes within the municipal district is 1 January 2012. This valuation will be first applied to the rating period commencing 1 July 2012.
Valuations were prepared by registered valuers K.A. Reed Group Pty Ltd under contract to Council.
2011 2010 $ (`000) $ (`000) General Rates 77,492 70,129 Municipal Charges 6,776 7,098 Garbage Charges 8,983 8,404 93,251 85,631
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 4 Grants
Grants were received in respect of the following: 2011 2010 $(`000) $(`000) RECURRENT Corporate Services & Communications Victorian Grants Commission 2,937 2,721 VGC Other (Local Roads Funding) 1,163 1,121 School Crossings 215 151 Tobacco Act Education and Enforcement 19 21 Arts & Festivals 52 - 4,386 4,014 Environmental Sustainability Roads to Recovery (i) 569 569 Beach Cleaning 265 99 Conservation Strategy -3 Heritage 76 Storm Water 50 15 Victorian SES 29 42 Mordialloc Creek 20 - Home Maintenance 451 437 1,391 1,171 Community Sustainability Aged Hostels 3,603 3,009 Leisure 65 63 Graffiti Free Kingston Grant - 23 Being Active Eating Well - 212 Commonwealth Aged Care Packages (CACP) 1,987 1,970 Community Connection Program (CCP) 429 421 Child Care 438 507 Family Day Care 1,115 1,236 Family Support & Stronger Families 152 110 After School Care 196 179 Food Services 227 220 Home Care – Domestic/Specific 3,224 3,100 Home Care – Personal/General 1,828 1,745 Home Care – Respite Care 901 842 Immunisations 109 149 Library 842 819 AccessCare Southern 4,242 4,132 Maternal & Child Health 859 776 Nursing 240 198 Social Support 250 224 Vacation Care 130 129 Veterans Affairs 474 517 Youth Development 44 41 Freeza Youth Events 24 30 Community Engagement 528 485 Other 11 21,908 21,138
Total Recurrent 27,685 26,323
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 4 Grants (cont’d)
NON-RECURRENT Waves Change Room Refurbishment - 150 Dolomore Reserve Hammer Throw Cages - 41 Stormwater Drainage Improvements - Mentone - 250 Climate Change Projects (HACC) 47 - Cycling and Walking Paths - 145 Leisure & Social Planning - 266 Various Capital Projects – Grants (Non Recurrent) 51 34 Patterson Lakes Community Centre - 191 Chelsea Sportswomens Centre 28 - JTAPP Bicentennial Park 216 483 Governor Road Shared Path 133 - Carrum Foreshore Renewal 100 - Kingston Heath Soccer Facility - 1,463 Kingston Athletic Tracks Renewal 193 - Governor Road Boat Ramp 30 - Total Non-Recurrent 798 3,023
Total Grants 28,483 29,346
Represented By: Commonwealth Funded Grants 9,652 11,353 State Funded Grants 18,477 17,598 Other 354 395 Total Grants 28,483 29,346
(i) Roads to Recovery grant was re-classified in 2011 to ‘recurrent’ grants (previously under non-recurrent grants). The 2010 figures were re-classified for comparative purposes. The grant for 2010 and 2011 is $569k each year.
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 4 Grants (cont’d)
Conditions on Grants
Grants recognised as revenue during the year that they were obtained on a condition that they be expended in a specified manner that had not occurred at balance date were:
2011 2010 $(`000) $(`000) VGC Funding (ii) 1,046 1,000 Kingston Athletic Track Renewals 176 - Sportsground Water Efficiency Program - 54 Aspendale Tennis Club Court Surface Conversion - 29 Seniors Access IT Project - 105 Dolomore Reserve Hammer Cages - 41 Environment/Stormwater Projects 100 250 Edithvale Recreation Reserve 10 65 Variety Club Grant for Liberty Swing - 25 Chelsea Sportswomen’s Centre - 50 1,332 1,619
Grants which were recognised as revenue in prior years and were expended during the current year in the manner specified by the grantor were:
Sportsground Water Efficiency Program 54 - Aspendale Tennis Club Court Surface Conversion 29 - Seniors Access IT Project 105 - Dolomore Reserve Hammer Cages 41 - Edithvale Recreation Reserve 65 - Variety Club Grant for Liberty Swing 25 - Chelsea Sportswomen’s Centre 50 - Environment/Stormwater Projects 250 136 VGC Funding 1,000 915 Bay to Rail Project Stage 2 - 200 North Aspendale Renourishment - 600 Kingston Heath Soccer Facility Federal Grant - 1,463 Chelsea Cycling and Walking Project - 38 Drought Relief for Community Sport and Recreation - 50 Patterson Lakes Library Public Filtering Project - 47 1,619 3,449 Net increase (decrease) in restricted assets resulting (287) (1,830) from grant revenues for the year
(ii) The 2011/12 first quarter payment from the Victorian Grants Commission was received in June 2011.
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 5 Contributions 2011 2010 $(`000) $(`000) CASH Monetary Donations/Contributions from Developers 2,039 1,066 Various Capital Projects - Contributions 327 37 Community Sustainability 36 93 Environmental Sustainability 157 169 Other 22 27 Total Cash Contributions 2,581 1,392
NON MONETARY(i) Land Under Roads -4,640 Road Asset Contributions from Developers - 3,490 Drainage Asset Contributions from Developers -1,736 Land Asset Contributions from Developers 560 3,613 Building Asset Contributions from Developers - 243 Total non-monetary Contributions 560 13,722 Total Contributions 3,141 15,114
(i) No new developments finalised in 2010/11 and therefore no new land under roads or infrastructure from developers recorded for the year.
NOTE 6 User Fees, Charges & Fines 2011 2010 $(`000) $(`000) Aged Services 4,383 4,357 Family and Children’s Services 2,679 2,373 Leisure and Recreation 6,316 6,085 Local Law Permits, Fees, and Fines 3,916 3,935 Planning and Building 2,816 2,817 Rental Income and Hire of Facilities (i) 1,415 2,661 Other 1,229 1,569 22,754 23,797
(i) Rental income is lower in 2011 largely due to the expiry of Fujitsu’s sub-lease of levels 3-4 of 1230 Nepean Highway in April 2010. A new lease commenced with Australian Pacific Touring with lease payments to commence in September 2011.
NOTE 7 Other Income 2011 2010 $(`000) $(`000) Interest on cash and investments 1,895 1,509 Interest on Rates 727 661 Found Assets (i) 1,513 1,338 Other (ii) 1,115 1,667 5,250 5,175
(i) Found Assets include buildings ($927,303), land ($156,000) and drainage ($429,649). Found Assets are not newly purchased assets for the year, these represent assets which are discovered to be under the control of Council due to improved measurement techniques or more accurate data becoming available. (ii) Other includes an $80k fair value increment to investment property.
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 8 Net Gain (Loss) on Disposal of 2011 2010 Property, Infrastructure Plant & Equipment $(`000) $(`000) Proceeds from Disposal 128 33 Less: Written down value (260) (130) Profit/(Loss) on Disposal of Infrastructure, Property, Plant & Equipment (132) (97) Comprising: Profit on Disposal of Property, Plant & Equipment (i) 96 23 Loss on Disposal of Property, Plant & Equipment (ii) (228) (120) (132) (97)
(i) Includes profit on the sale of 15 vehicles in 2010/11. (ii) Includes the demolition of a number of buildings including toilets and shelters.
NOTE 9 Employee Benefits 2011 2010 $(`000) $(`000) Wages & Salaries – Permanent Staff 44,362 43,477 Wages & Salaries – Casual Staff 5,192 4,389 Superannuation 4,337 3,875 Superannuation – Additional Call (i) 2,027 - Annual Leave & Long Service Leave 2,437 2,657 Fringe Benefits Tax & WorkCover 1,353 1,227 Redundancy 223 38 59,931 55,663
Average Employee Numbers During the Financial Year (Equivalent Full Time) 802 804
(i) During the period Council was required to make an additional contribution to Vision Super to meet our obligations in relation to members of the defined benefit plan. Refer note 32.
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 10 Materials and Services 2011 2010 $(`000) $(`000) Infrastructure Works 12,634 14,207 Community Buildings 2,885 1,152 Waste & Cleansing 8,750 7,749 Aged Services 7,894 7,709 Parks, Gardens & Reserves 8,415 6,931 Leisure & Culture 5,372 5,412 Accommodation Expense (i) 908 4,090 Information Systems and Telecommunications 2,768 2,698 Family Services 2,771 3,072 Enforcement 2,181 2,077 Procurement & Fleet Management 2,546 2,053 Council Business 769 665 Organisational Development & Governance 1,323 1,333 Finance & Legal 1,803 1,607 Other (ii) 1,222 836 62,241 61,591
(i) Accommodation expenses decreased in 2011 due to the purchase of Council’s main offices at 1230 Nepean Highway Cheltenham (previously leased). (ii) Other includes expenditure in divisions such as Corporate Services and Organisational Development and Governance.
NOTE 11 Bad and Doubtful Debts 2011 2010 $(`000) $(`000) Other Debtors 17 20 17 20
NOTE 12 Depreciation & Amortisation 2011 2010 $(`000) $(`000) Land Improvements 356 171 Buildings 4,097 3,917 Building Improvements 93 74 Leasehold Improvements (i) 799 231 Drainage Works 2,465 2,492 Transport 7,733 7,870 Equipment 968 883 Heritage & Culture 16 15 Library Books 1,190 1,013 Plant 340 343 Software Amortisation 318 244 Finance Lease Amortisation 22 66 18,397 17,319
(i) Leasehold improvements depreciation includes $693,333 write off of remaining leasehold improvements related to the lease of 1230 Nepean Highway Cheltenham which ceased in December 2010.
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 13 Finance Costs 2011 2010 $(`000) $(`000) Interest – Borrowings (i) 784 251 Interest – Finance Lease -5 784 256
(i) New borrowings of $21.5 million commenced in December 2010 for the purchase of Council’s main offices at 1230 Nepean Highway Cheltenham. Total borrowing costs for 2010/11 for this new loan were $0.6 million.
NOTE 14 Other Expenditure
2011 2010 $(`000) $(`000) External Audit Fees - Auditor General * 54 53 Internal Audit Fees - Deloitte Touche Tohmatsu (i) * 113 109 Impairment Loss – Bed Licences (ii) 1,534 - 1,701 162
* Audit fees are included in the total Materials and Services expenditure on the Comprehensive Income Statement.
(i) Internal Audit fees are paid to firms contracted to provide internal audit services on behalf of Council. (ii) Council's bed licences were de-recognised in 2011 due to ASIC advice that bed licences don't meet the active market criteria. The $1.5 million impairment loss in the comprehensive income statement in 2011 represents the portion of Council's bed licence value not held in surplus in the revaluation reserve.
NOTE 15 Cash and Cash Equivalents 2011 2010 $(`000) $(`000) Cash on Hand 15 20 Cash at Bank 27,428 21,071 Interest Bearing Deposits 12,000 14,650 39,443 35,741
Users of this financial report should refer to note 16 for restrictions on cash assets and note 33 for details of existing Council commitments.
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 16 Restricted Assets
Council has the following cash and cash equivalents (Note 15) that are subject to legislative restrictions.
2011 2010 $(`000) $(`000) Asset Development Reserve 6,048 5,436 Long Service Leave (i) 6,900 6,500 Trust Fund and Deposits (ii) 11,705 12,622 Total Restricted Assets 24,653 24,558 Total Unrestricted Cash and Cash Equivalents 14,790 11,183
(i) Restricted asset for long service leave is based on the Local Government (Long Service Leave) Regulations 2002 and does not necessarily equate to the long service leave liability disclosed in Note 23 due to a different basis of calculation prescribed by the regulation. (ii) Refer to note 25 for details of all Trust Funds and Deposits.
NOTE 17 Trade and Other Receivables 2011 2010 $(`000) $(`000) Current Rate Debtors 4,252 3,591 Net GST Receivable 941 1,248 Other Debtors 1,091 1,510 Less Provision for Doubtful Debts (155) (160) Parking Infringement Debtors 1,345 1,113 Less Provision for Doubtful Debts (1,027) (800) 6,447 6,502 Non-Current Rate Debtors 59 65 Other Debtors 69 Less Provision for Doubtful Debts (6) (9) 59 65 Total Trade and Other Receivables 6,506 6,567
Ageing of Trade and Other Receivables The ageing of the council’s trade and other receivables at reporting date was: 1-30 Days 1,344 2,169 31-60 Days 218 156 61-90 Days 319 394 90-365 Days (i) 4,566 3,783 Over 1 Year 59 65 Total Trade and Other Receivables 6,506 6,567
(i) Balance comprises all rate debtors of $4,311,327 ($3,591,246 in 2010)
Movement in Provision for Doubtful Debts Balance at the Beginning of the year 969 679 + New provisions recognised during the year 227 306 - Amounts provided but recovered during the year (8) (16) Balance at the end of the year 1,188 969
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 18 Other Assets
2011 2010 $(`000) $(`000) Current Prepayments 437 357 Accrued Income (i) 575 1,650 Total 1,012 2,007
(i) Accrued income in 2010 includes $1.2 million accrual for the state government pension rebate not yet invoiced. This income was invoiced in June 2011 for the 2010/11 financial year.
NOTE 19 Infrastructure, Property, Plant & Equipment
SUMMARY: 2011 2010 $(`000) $(`000)
At Cost 442,742 439,534 Less Accumulated Depreciation (21,895) (20,072) 420,847 419,462
At Fair Value as at 30 June 1,496,442 1,406,856 Less Accumulated Depreciation (133,344) (124,319) At Council Valuation as at 30 June 735,608 754,106 Less Accumulated Depreciation (198,188) (239,431) 1,900,518 1,797,212 Total 2,321,365 2,216,674
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 19 Infrastructure, Property, Plant & Equipment (cont’d)
DETAIL: 2011 2010 $(`000) $(`000) Motor Vehicles - at Cost 2,662 2,556 Less: Accumulated Depreciation (1,712) (1,717) 950 839 Leased Plant - at Cost 221 221 Less: Accumulated Amortisation (221) (199) - 22 Leasehold Improvements - at Cost 1,052 2,652 Less: Accumulated Depreciation (238) (1,040) 814 1,612 Land - at Fair Value (i) 1,193,728 1,138,248 1,193,728 1,138,248 Land Improvements - at Cost 11,731 9,653 Less: Accumulated Depreciation (615) (259) 11,116 9,394 Land Under Roads (ii) At Cost 399,860 399,860 399,860 399,860 Buildings - at Fair Value (i) 301,027 266,970 Less: Accumulated Depreciation (133,004) (123,995) 168,023 142,975 Building Improvements - at Cost 3,281 2,943 Less: Accumulated Depreciation (207) (114) 3,074 2,829 Equipment - at Cost 12,143 10,726 Less: Accumulated Depreciation (9,098) (8,130) 3,045 2,596 Transport - at Fair Value (iii) 538,876 509,629 Less: Accumulated Depreciation (107,691) (132,040) 431,185 377,589 Drainage Works - at Fair Value (iii) 196,732 244,477 Less: Accumulated Depreciation (90,497) (107,391) 106,235 137,086 Heritage & Culture - at Fair Value 1,686 1,637 Less: Accumulated Depreciation (340) (324) 1,346 1,313
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 19 Infrastructure, Property, Plant & Equipment (cont’d)
2011 2010 $(`000) $(`000) Library Books - at Cost 11,097 10,204 Less: Accumulated Depreciation (9,804) (8,613) 1,293 1,591
Works in Progress - at Cost 696 720
Total Infrastructure, Property, Plant & Equipment 2,321,365 2,216,674
(i) Valuations of Land (excluding land under roads) and Buildings were independently determined by K. A. Reed (Group) Pty Ltd. The valuation of buildings is at fair value based on current replacement cost less accumulated depreciation at the date of valuation. The valuation of land is at fair value, being market value based on highest and best use permitted by relevant land planning provisions. A full valuation was undertaken for all land and buildings as at 30 June 2010. The 2010 valuation figures have been adjusted by a market movement index determined by K. A. Reed (Group) Pty Ltd to determine the value of all land and buildings as at 30th June 2011.
(ii) Land Under Roads is valued at deemed cost. Deemed cost is based on Council valuations as at 30 June 2008 for land under roads in existence at that date and at the date acquired for subsequent acquisitions using site values adjusted for: ‘englobo’ (discounting back to the raw land value before development or subdivision) values, access rights and private interests of other parties and entitlements of infrastructure assets and services.
(iii) Transport and Drainage assets are stated at written down current cost of replacement at 30 June 2011. Valuations of Transport and Drainage Works were determined by Council Engineer Mr T. Pell (Council Valuation). iv) All other purchased assets are valued at cost.
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 19 Infrastructure, Property, Plant & Equipment (cont’d)
Reconciliation of Asset Movements by Class Balance at Acquisition of Asset Donations Revaluation Depreciation Written Reclassification Balance at 2011 beginning of assets and Developer increments and down value of assets end of financial year Contributions (decrements) amortisation of disposals financial year $(`000) $(`000) $(`000) $(`000) $(`000) $(`000) $(`000) $(`000)
Motor Vehicles 839 483 - - (340) (32) - 950 Leased Plant 22 - - - (22) - - - Leasehold Improvements 1,612 - - - (798) - - 814 Land 1,138,248 3,539 560 51,381 - - - 1,193,728 Land Improvements 9,394 2,078 - - (356) - - 11,116 Land Under Roads 399,860 ------399,860 Buildings 142,975 23,691 - 5,683 (4,098) (228) - 168,023 Building Improvements 2,829 338 - - (93) - - 3,074 Equipment 2,596 1,417 - - (968) - - 3,045 Transport 377,589 8,998 - 52,331 (7,733) - - 431,185 Drainage Works 137,086 2,785 - (31,171) (2,465) - - 106,235 Heritage and Culture 1,313 48 - - (15) - - 1,346 Library Books 1,591 892 - - (1,190) - - 1,293 Works in Progress 720 - - - - - (24) 696 Total property, plant and 2,216,674 44,269 560 78,224 (18,078) (260) (24) 2,321,365 equipment, infrastructure
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 19 Infrastructure, Property, Plant & Equipment (cont’d)
Reconciliation of Asset Movements by Class Balance at Acquisition of Asset Donations Revaluation Depreciation Written Reclassification Balance at 2010 beginning of assets and Developer increments and down value of assets end of financial year Contributions (decrements) amortisation of disposals financial year $(`000) $(`000) $(`000) $(`000) $(`000) $(`000) $(`000) $(`000)
Motor Vehicles 1,007 185 - - (343) (10) - 839 Leased Plant 88 - - - (66) - - 22 Leasehold Improvements 1,471 372 - - (231) - - 1,612 Land 980,618 878 3,613 153,139 - - - 1,138,248 Land Improvements 4,417 5,148 - - (171) - - 9,394 Land Under Roads 395,220 - 4,640 - - - - 399,860 Buildings 120,760 3,838 243 22,171 (3,917) (120) - 142,975 Building Improvements 2,535 368 - - (74) - - 2,829 Equipment 2,051 1,428 - - (883) - - 2,596 Transport 390,145 9,502 3,491 (17,679) (7,870) - - 377,589 Drainage 140,285 1,291 1,735 (3,733) (2,492) - - 137,086 Heritage and Culture 1,477 - - (149) (15) - - 1,313 Library Books 1,726 878 - - (1,013) - - 1,591 Works in Progress 978 - - - - - (258) 720 Total property, plant and 2,042,778 23,888 13,722 153,749 (17,075) (130) (258) 2,216,674 equipment, infrastructure
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 20 Investment Property 2011 2010 $(`000) $(`000) Investment Property (at fair value as at 30 June) 1,990 1,910 1,990 1,910
Balance at beginning of financial year 1,910 2,000 Acquisitions -- Disposals -- Fair value adjustments 80 (90) Balance at the end of financial year 1,990 1,910
Rental Revenue Rental revenue received for Investment Property 302 282
Investment Property Assets consist of buildings at Peter Scullin Reserve, Mordialloc that are leased by a third party to operate a commercial restaurant and land and buildings at 42 Florence Street Mentone that are leased by a third party for office accommodation. Valuations of Investment Properties were independently determined by K. A. Reed (Group) Pty Ltd as at 30 June 2010 and adjusted for a market movement % in 2011.
NOTE 21 Intangible Assets 2011 2010 $(`000) $(`000) Aged Care Bed Licences (i) -7,000 Software – Purchased (ii) 1,025 726 1,025 7,726 Gross Carrying Amount Balance at beginning of financial year 8,282 8,393 Revaluation (7,000) (240) Additions 617 129 Balance at end of financial year 1,899 8,282 Accumulated Amortisation Balance at beginning of financial year 556 312 Amortisation Expense 318 244 Balance at end of financial year 874 556
Net Book Value 1,025 7,726
(i) Bed Licence valuations as at 30 June 2011 have been written down to zero (cost) due to the recent Australian Securities and Investment Commission (ASIC) finding that the strict criteria for an ‘active market’ is not fulfilled in the case of bed licences.
(ii) Purchased software includes the capitalisation of all direct costs associated with the implementation of the new Technology One finance system and the Pathway Rates, Debtors and Receipting system.
NOTE 22 Trade and other Payables 2011 2010 $(`000) $(`000) Trade Creditors 4,503 6,031 Salary Accruals 1,688 1,394 Other Accruals 4,102 2,487 10,293 9,912
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 23 Provisions 2011 2010 Employee Benefits $(`000) $(`000) Current (i) Annual Leave 4,630 4,436 Long Service Leave 4,558 4,358 9,188 8,794 Non-Current (ii) Long Service Leave 2,270 2,239 2,270 2,239
Total Provisions 11,458 11,033
The following assumptions were adopted in measuring the present value of employee benefits:
2011 2010 Weighted Average Increase in Employee Costs 4.75% 4.75% Weighted Average Discount Rates 4.88% 4.74% Weighted Average Settlement Period (years) 6.42 6.52
Average Employee Numbers During the Financial Year (Equivalent Full Time) 802 804 i) Current All annual leave and long service leave entitlements representing 10 or more years of continuous service. ii) Non-current Long service leave representing less than 10 years of continuous service measured at present value using the assumptions noted above.
NOTE 24 Interest-Bearing Loans and Borrowings
Loans 2011 2010 $(`000) $(`000) Current Loans - secured 641 2,267 641 2,267 Non-Current Loans - secured 20,766 204 20,766 204 Total Loans (i) 21,407 2,471
The maturity profile for Council’s loans is: Not Later than One Year 641 2,267 Later than One Year and Not Later than Five Years 1,534 204 Later than Five Years 19,232 - 21,407 2,471
Loans are secured over the general rates of the Kingston City Council. (i) Since 1997/98, Council has been in a phase of debt reduction. The last payment of this pre-amalgamation debt was made in July 2011. In December 2010, Council purchased its main Offices at 1230 Nepean Highway Cheltenham, increasing borrowings by $21.5 million over 25 years.
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 24 Interest-Bearing Loans and Borrowings (cont’d)
Finance Leases
Council had the following obligations under finance leases for the lease of equipment (the sum of which is recognised as a liability after deduction of future lease finance charges). The equipment finance lease expired in September 2010. No new finance leases have commenced as at balance date.
2011 2010 Finance Leases $(‘000) $(‘000) Current Leased Plant Liability - 19 Total Finance Leases - 19
The maturity profile for Council’s Finance Leases is: Not later than One Year: - 19 Total Finance Leases - 19
Aggregate Carrying Amount of Interest Bearing Loans and Borrowings: Current 641 2,286 Non Current 20,766 204 Total Interest Bearing Loans and Borrowings: 21,407 2,490
NOTE 25 Trust Fund and Deposits 2011 2010 $(`000) $(`000) Trust monies are held for the following purposes: Current Aged Hostel Ingoing Fee 10,322 10,954 Contract Deposits 1,083 1,308 Regional Strategic Plan 250 238 Other refundable Deposits 50 122 Total Trust Funds and Deposits 11,705 12,622
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 26 Lease Incentive Liability 2011 2010 $(`000) $(`000) Lease Incentive Liability 1,600 1,600 Amortisation (1,600) (907) - 693
Council received a lease incentive (office fit-out contribution) to enter into the lease of its offices at 1230 Nepean Highway, Cheltenham in 2004/05. The liability was being amortised over the term (10 years) of the lease on a straight-line basis. However, due to Council purchasing the premises (and ceasing the lease) in December 2010, the total remaining on the lease incentive liability was amortised in the current financial year.
NOTE 27 Reserves 2011 2010 $(`000) $(`000) Asset Revaluation Reserve (i) 1,110,973 1,038,214
Other Reserves Asset Replacement Reserve 1,957 1,684 Asset Development Reserve 6,048 5,436 Drainage Contributions 88 88 Special Rates 69 72 Aged Care Reserve 833 547 Foreshore Reserve 1,000 - Green Wedge Reserve 831 - 10,826 7,827
1,121,799 1,046,041
The Asset Revaluation Reserve recognises the changes in non-current asset values following any reassessment of the carrying amount to the fair value of those assets.
The Asset Replacement Reserve is an appropriation to partially fund future replacement of assets at Council’s Aged Hostels.
The Asset Development Reserve recognises the cash contributions made by Developers, as well as pursuant to the requirements of the Subdivision of Land Act. Other Reserves represent appropriations provided by the community to be used for specific purposes. Total contributions of $2,038,600 were received in 2010/11.
The Foreshore and Green Wedge reserves are newly created reserves in 2010/11 which will be used to accelerate the renewal and improvement to Council’s foreshore and non-urban area/ Green Wedge.
(i) The asset revaluation reserve movement relates to revaluation increments for Council’s land and buildings ($57,063,644) and the net revaluation increment for transport and drainage assets ($21,161,765).
See Note 28 for Reserve Movements and Note 19 for movements within classes of assets.
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 28 Reserve Movements a) Year Ended 30 June 2011 Balance Increment Decrement Balance 30 June 2010 30 June 2011 $(`000) $(`000) $(`000) $(`000) Asset Revaluation Reserve - Transport 274,734 52,331 - 327,065 - Drainage 110,863 - (31,169) 79,694 - Land 561,283 51,380 - 612,663 - Buildings 80,659 5,683 - 86,342 - Bed Licences 5,466 - (5,466) - - Heritage and Culture 1,243 - - 1,243 - Other 3,966 - - 3,966 1,038,214 109,394 (36,635) 1,110,973
Asset Replacement Reserve 1,684 462 (189) 1,957
Asset Development Reserve 5,436 2,039 (1,427) 6,048
Other Reserves - Drainage Contributions 88 - - 88 - Special Rates 72 3 (6) 69 - Aged Care 547 286 - 833 - Foreshore - 1,000 - 1,000 - Green Wedge - 831 - 831 707 2,120 (6) 2,821
Total Reserves 1,046,041 114,015 (38,257) 1,121,799
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 28 Reserve Movements (Cont’d) b) Year Ended 30 June 2010 Balance Increment Decrement Balance 30 June 2009 30 June 2010 $(`000) $(`000) $(`000) $(`000) Asset Revaluation Reserve - Transport 292,412 - (17,678) 274,734 - Drainage 114,596 - (3,733) 110,863 - Land 408,145 153,138 - 561,283 - Buildings 58,488 22,171 - 80,659 - Bed Licences 5,706 - (240) 5,466 - Investment Property 1,176 - (1,176) - - Heritage and Culture 1,390 - (147) 1,243 - Other 3,966 - - 3,966 885,879 175,309 (22,974) 1,038,214
Asset Replacement Reserve 1,551 388 (255) 1,684
Asset Development Reserve 5,004 1,066 (634) 5,436
Other Reserves - Drainage Contributions 88 - - 88 - Special Rates 72 10 (9) 72 - Aged Care 461 86 - 547 622 96 (9) 707
Total Reserves 893,056 176,859 (23,872) 1,046,041
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 29 Reconciliation of Cash Flows from Operating Activities to Surplus for the year
2011 2010 $(`000) $(`000) Surplus 9,843 24,027 Depreciation / Amortisation 18,397 17,319 (Profit)/Loss on sale of Property, Infrastructure, Plant 132 97 and Equipment (refer Note 8) Developer Asset Contributions and Donated Assets (560) (13,722) Found Assets (refer Note 7) (1,513) (1,338) Hostel Interest & Retention (not cash) (462) - Fair value adjustments for investment property (80) (1,086) Impairment Loss on Bed Licences 1,534 - Borrowing Costs (included in profit but not in operation 784 256 activities) Changes in Assets and Liabilities: (Increase)/Decrease in Trade and Other Receivables 60 (418) Increase/(Decrease) in Accrued Income 1,077 (1,477) Increase/(Decrease) in Trade and other Payables 301 998 Increase/(Decrease) in Other Liabilities (693) 341 Increase/(Decrease) in Employee Benefits 425 1,373
Net cash provided by operating activities 29,245 26,370
NOTE 30 Reconciliation of Cash and Cash 2011 2010 Equivalents $(`000) $(`000) Cash and Cash Equivalents (see Note 14) 39,443 35,741 39,443 35,741
NOTE 31 Financing Arrangements 2011 2010 $(`000) $(`000) Bank Overdraft 5,000 5,000 Used Facilities -- Unused Facilities 5,000 5,000
The municipality has an arrangement for offset of overdraft against bank balances including on-call accounts. As at balance date there was no use of the overdraft facility.
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 32 Superannuation
Council makes employer superannuation contributions in respect of its employees to Vision Super. Obligations for contributions are recognised as an expense in profit or loss when they are due. The Fund has two categories of membership, accumulation and defined benefit, each of which is funded differently.
Details of Employer contributions to superannuation funds during the year are as follows:
2011 2010 $(’000) $(`000) Accumulation Superannuation Fund 3,985 3,770 (Vision Super Saver) Defined Benefits Superannuation Fund 352 396 Defined Benefits extra call (i) 2,027 - 6.364 4,166
(i) Council paid a total of $2,026,522 as an additional contribution to Vision Super to meet our obligations in relation to members of the defined benefit plan.
There was a total of $41,825.06 payable to Vision Super at balance date for June 2011 contributions for the Accumulation Superannuation Fund. No liability exists for the Defined Benefit Fund as at 30th June 2011.
(a) Accumulation Superannuation Fund The Fund's accumulation category, Vision Super Saver, receives both employer and employee contributions on a progressive basis. Council contributions are normally based on a fixed percentage of employee earnings (9% required under Superannuation Guarantee Legislation). No further liability accrues to the employer as the superannuation benefits accruing to employees are represented by their share of the net assets of the Fund.
(b) Defined Benefits Superannuation Fund The Fund's Defined Benefit Plan is a multi-employer sponsored plan which closed to new members in 1993. As the Fund's assets and liabilities are pooled and are not allocated by employer, the Fund’s Actuary is unable to reliably allocate benefit liabilities, assets and costs between employers. As provided under paragraph 32 (b) of AASB 119, Council does not use defined benefit accounting for these contributions. Council currently has 71 (June 2010, 85) active members participating in the Fund.
Council makes employer contributions to the defined benefit category of the Fund at rates determined by the Trustee on the advice of the Fund's Actuary. On the basis of the results of the most recent full actuarial investigation conducted by the Fund's actuary as at 31 December 2008, Council makes the following contributions:
- 9.25% of members' salaries (same as previous year); - the difference between resignation and retrenchment benefits paid to any retrenched employees (same as previous year).
The Fund surplus or deficit (ie the difference between fund assets and liabilities) is calculated differently for funding purposes (ie calculating required contributions) and for the calculation of accrued benefits as required in AAS 25 to provide the values needed for the AASB 119 disclosure in the council's financial statements. AAS 25 requires that the present value of the defined benefit liability to be calculated based on benefits that have accrued in respect of membership of the plan up to the measurement date, with no allowance for future benefits that may accrue.
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 32 Superannuation (cont’d)
Following an actuarial review conducted by the Trustee in late 2010, as at 31 December 2008, a funding shortfall of $71 million was determined. A call to Employers for additional contributions was made for the financial year 30 June 2011 with commitment from Employers from 1 July 2011. Council elected to pay the call amount of $2,026,522 prior to 30th June 2011 (refer note 9). A further actuarial review will be undertaken as at 31 December 2011 by mid 2012. Based on the result of this review, a detailed funding plan will be developed and implemented to achieve the target of full funding by 31 December 2013. Council will be notified of any additional required contributions by late 2012.
The liability for accrued benefits for the total Fund for Vision Super was determined in the 31 December 2008 actuarial review pursuant to the requirements of Australian Accounting Standard AAS25 as follows:
Vision Super Total Fund: 31 Dec 08 $(`000) Total Fund Net Market Value of Assets for Vision Super 3,630,432 Accrued Benefits 3,616,422 Difference between Assets and Accrued Benefits 14,010 Total Fund Vested Benefits 3,561,588
The financial assumptions used to calculate the Accrued Benefits for the defined benefit category of the Fund were:
Net Investment Return 8.50% p.a. Salary Inflation 4.25% p.a. Price Inflation 2.75% p.a.
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 33 Commitments
At the reporting date, the Council had entered into the following commitments: All totals include GST.
2011 2010 $(`000) $(`000)
Finance Lease - 19
Capital Expenditure - Buildings (i) 4,995 640 - Transport 5,809 2,621 Total Capital Expenditure 10,804 3,261
Not later than one year 10,018 3,261 Later than one year but not later than five years 786 - 10,804 3,261
The Finance Lease expired in September 2010.
Recurrent Expenditure - Infrastructure Works 3,877 6,544 - Parks, Gardens and Reserves 7,179 11,039 - Waste and Cleansing 33,851 30,263 - Community Sustainability 2,624 2,877 - Corporate Services 4,828 6,969 Total Recurrent Expenditure 52,359 57,692
Not later than one year 18,854 19,528 Later than one year but not later than five years 31,654 33,365 Later than 5 years 1,851 4,799 52,359 57,692
(i) Capital commitments for building works includes: Shirley Burke Theatre Refurbishment ($1.1 million), Chelsea Sportswomen’s Centre ($0.4 million), Tom Johnson Pavilion alterations and additions ($1.6 million), 1230 Nepean Highway Lift Upgrade ($1.0 million), Clarinda Library Expansion ($0.7 million) and Bricker Reserve Athletic Track Renewal ($0.2 million).
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 34 Contingent Liabilities and Contingent Assets
Contingent Liabilities a) Contingent Liabilities Arising from Public Liability
As a local authority with ownership of numerous parks, reserves, roads and other land holdings, the Council is regularly met with claims and demands allegedly arising from incidents which occur on land belonging to the Council. There are a number of outstanding claims against the Council in this regard. The Council carries $400 million of public liability insurance and had an excess of $10,000 on this policy in 2010/2011. Therefore, the maximum liability of the Council in any single claim is the extent of its excess. The primary insurer is Civic Mutual Plus. There are no claims, which Council is aware of which would fall outside the terms of the Council’s policy. b) Contingent Liability Arising from Professional Indemnity
As a local authority with statutory regulatory responsibilities, including the responsibility of issuing permits and approvals, the Council is met with claims and demands for damages allegedly arising from the actions of Council or its officers. The Council carries $300 million of professional indemnity insurance and had an excess of $10,000 on this policy in 2010/2011. Therefore, the maximum liability of the Council in any single claim is the extent of its excess. The primary insurer is Civic Mutual Plus. There are no instances or claims, which Council is aware of which would fall outside the terms of the Council’s policy. c) The Council has guaranteed the following loan and overdraft facility.
Council has guaranteed an overdraft facility up to $30,000 in favour of the Commonwealth Bank of Australia supporting an overdraft limit of $30,000 to Southern Community Broadcasters Inc. d) Other Contingent Liabilities
Council has obligations under a defined benefit superannuation scheme that may result in the need to make additional contributions to the scheme to ensure that the liabilities of the fund are covered by the assets of the fund. As a result of recent volatility in financial markets, a recent call was made for Council to make an additional contribution to the fund. An amount of $2.026 million was paid to the fund in May 2011and therefore no current liability for defined benefits exists at balance date. At this point in time it is not known if additional contributions will be required, their timing or potential amount.
Contingent Assets
Developer contributions of drainage and transport assets to be received in respect of estates currently under development at 30 June 2011 total $1,566,290 ($542,304 at 30 June 2010).
Year Ended 30 June 2011 2011/2012 2012/2013 2013/2014 Total $(`000) $(`000) $(`000) $(`000) 522 522 522 1,566
Year Ended 30 June 2010 2010/2011 2011/2012 2012/2013 Total $(`000) $(`000) $(`000) $(`000) 379 123 40 542
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 35 Operating Leases
2011 2010 $(`000) $(`000) (a) Operating Leases Actual Rental Expenses 2,883 4,063 (Incl GST)
(b) Operating Leases Expense Commitments (i)
At the reporting date, the municipality had the following obligations under non- cancellable operating leases for the lease of equipment and land and buildings for use within Council activities (these obligations are not recognised as liabilities): These amounts include GST.
2011 2010 $(`000) $(`000) Not later than one year 1,231 3,958 Later than one year and not later than five years 1,181 10,691 Later than five years 1,034 1,177 3,446 15,826
(c) Operating Lease Receivables (ii)
The Council has entered into commercial property leases. These properties held under operating leases have remaining non-cancellable lease terms of between 1 and 50 years. All leases include a CPI based revision of the rental charge annually.
At the reporting date, the municipality as lessor, had the following anticipated minimum revenues under non-cancellable operating leases:
2011 2010 $(`000) $(`000) Not later than one year 1,671 735 Later than one year and not later than five years 6,861 1,865 Later than five years 4,630 2,311 13,162 4,911
(i) Council’s lease of 1230 Nepean Highway ceased on 20/12/2010 due to the purchase of the building by Council (annual lease cost of $2.6 million) (ii) A new lease with Australian Pacific Touring (APT) is in place for level 3 and 4 of 1230 Nepean Highway plus car parks, with lease payments commencing in September 2011. The lease, combined with telecommunication rents, generates more than $1 million annually.
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 36 Related Party Transactions
(a) Identity of Responsible Persons
The Councillors of the City of the Kingston during the year were:
S Staikos Mayor (1 July 2010 - 1 December 2010) Councillor (2 December 2010 – 30 June 2011) R Brownlees Councillor (1 July 2010 – 1 December 2010) Mayor (2 December 2010 - 30 June 2011) J M Ronke Councillor (1 July 2010 – 30 June 2011) R A West OAM Councillor (1 July 2010 – 30 June 2011) P Peulich Councillor (1 July 2010 – 30 June 2011) A Athanasopoulos Councillor (1 July 2010 – 30 June 2011) L Dundas Councillor (1 July 2010 – 30 June 2011) T Shewan Councillor (1 July 2010 – 30 June 2011) D Bauer Councillor (1 July 2010 – 1 December 2010) B Moloney Councillor (11 January 2010 - 30 June 2011)
The Chief Executive Officer of the City of Kingston during the year was: J A Nevins Chief Executive Officer
(b) Remuneration of Responsible Persons
Income Range: 2011 2010 No. No. $ 10,000-$ 19,999 - - $ 20,000-$ 29,999 7 7 $ 50,000-$ 59,999 - 1 $ 60,000-$ 69,999 2 1 $ 300,000-$ 349,999 1 1 10 10 Total Remuneration for the reporting year $(`000) $(`000) for Responsible persons included above amounted to*: 642 624
*Total includes 9% super.
(i) No retirement benefits have been made by the Council to a Responsible Person (2009/2010: Nil).
(ii) No loans have been made, guaranteed or secured by the Council to a Responsible Person during the reporting year (2009/2010: Nil)
(iii) Other related party transactions have been considered and there are no matters to report (2009/10 nil).
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 37 Related Party Transactions (cont’d)
(c) Senior Officer Remuneration
A Senior Officer other than a Responsible Person is an officer of Council who has management responsibilities and reports directly to the Chief Executive Officer or whose total annual remuneration exceeds $124,000.
The number of Senior Officers other than the Responsible Persons are shown below in their relevant income bands:
Income Range: 2011 2010 No. No. $124,000-$129,999 4 2 $130,000-$139,999 3 5 $140,000-$149,999 3 3 $150,000-$159,999 5 2 $160,000-$169,999 1 - $170,000-$179,999 - - $180,000-$189,999 - 1 $190,000-$199,999 2 1 $200,000-$209,999 - - $210,000-$219,999 1 2 $220,000-$229,999 1 - 20 16 Total Remuneration for the reporting year $(`000) $(`000) of Senior Officers included above amounted to: 3,096 2,469
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 37 Financial Instruments
(a) Terms, conditions, and accounting policies
Council’s accounting policies, including the terms and conditions of each class of financial asset and financial liability at balance date areas follows:
Financial Note Accounting Policy Terms and Conditions Instruments (i) Financial Assets Cash & Cash 15 Cash on hand and at bank are valued at Cash on hand and at call returned an Equivalents face value. Investment funds are valued interest rate of between 4.9 % to at cost. Interest revenues are recognised 4.9% (2009/10 3.5% to 4.0%). Funds as they accrue. returned a fixed interest rate of between Investments are held to maximise interest 5.0% to 6.0% (2009/10 2.5% to 6.1%) returns of surplus cash. Other 17 Receivables are carried at nominal Other Debtors are unsecured and Debtors amounts due less any provision for interest free. Credit terms are usually doubtful debts. A provision for doubtful up to 60 days. debt is recognised when there is objective evidence that collection in full is no longer possible. Collectability of overdue amounts is assessed on an on- going basis.
(ii) Financial Liabilities Trade & 22 Liabilities are recognised for amounts to Creditors are unsecured and not subject Other be paid in the future for goods received to interest charges. Liabilities are Payables and services provided to Council, normally settled within 30 days of whether or not invoices have been invoice receipt. received. Interest- 24 Loans are carried at their principal Borrowings are secured by a mortgage Bearing amounts, which represent the present over the rate revenue of Council. The Loans & value of future cash flows associated interest rate for individual loans is fixed Borrowings with servicing the debt. Interest is for the period of the loan. Loans are accrued over the period it becomes due repayable in equal instalments and recognised as part of payables comprising interest plus principal. Interest is payable in arrears. Interest rates for general loans are in the range of 6.02% to 6.28% (2009/10 6.28% to 6.4%)
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 37 Financial Instruments (cont’d)
(b) Interest Rate Risk
Council’s exposure to interest rate risks and the effective interest rates of financial assets and financial liabilities are as follows:
Year Ended 30 June 2011 Financial Note Fixed Interest Maturing In: Instrument Floating 1 Year or Over 1 to Over 5 Non Carrying Weighted Interest Less 5 Years Years Interest Amount Average Rate Bearing Interest Rate $(`000) $(`000) $(`000) $(`000) $(`000) $(`000) % (i) Financial Assets Cash & Cash 15 39,428 - - - 15 39,443 5.6% Equivalents Other - - - - 1,878 1,878 - Debtors 17 Total 39,428 - - - 1,893 41,321 - (ii) Financial Liabilities Trade & other 22 - - - - 10,293 10,293 - Payables Trust Funds 25 - - - - 11,705 11,705 - & Deposits Interest-
Bearing - 641 1,534 19,232 - 21,407 6.02% Loans & 24 Borrowings Total - 641 1,534 19,232 21,998 43,405 - Net Financial 39,428 (641) (1,534) (19,232) (20,105) (2,084) - Assets (Liabilities)
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 37 Financial Instruments (cont’d)
(b) Interest Rate Risk (cont’d)
Council’s exposure to interest rate risks and the effective interest rates of financial assets and financial liabilities were as follows:
Year Ended 30 June 2010 Financial Note Fixed Interest Maturing In: Instrument Floating 1 Year or Over 1 to Over 5 Non Carrying Weighted Interest Less 5 Years Years Interest Amount Average Rate Bearing Interest Rate $(`000) $(`000) $(`000) $(`000) $(`000) $(`000) %
(i) Financial Assets
Cash & Cash 15 35,721 - - - 20 35,741 4.38% Equivalents Other - - - - 2,598 2,598 - Debtors 17 Total 35,721 - - - 2,618 38,339 -
(ii) Financial Liabilities Trade & other 22 - - - - 9,912 9,912 - Payables Trust Funds 25 - - - - 12,622 12,622 - & Deposits Interest-
Bearing - 2,286 204 - 2,490 2,490 6.28% Loans & 24 Borrowings Total - 2,286 204 - 25,024 25,024 - Net Financial 35,721 (2,286) (204) - (22,406) 13,315 - Assets (Liabilities)
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 37 Financial Instruments (cont’d)
(c) Net Fair Value
The aggregate net fair values of financial assets and financial liabilities as at balance date are as follows:
2011 2010 Financial Instrument Note Carrying Net Fair Carrying Net Fair Amount Value Amount Value $(`000) $(`000) $(`000) $(`000)
(i) Financial Assets Cash & Cash Equivalents 15 39,443 39,443 35,741 35,741 Other Debtors 17 1,878 1,878 2,598 2,598 41,321 41,321 38,339 38,339
(ii) Financial Liabilities Trade & other Payables 22 10,293 10,293 9,912 9,912 Trust funds & deposits 25 11,705 11,705 12,622 12,622 Interest-Bearing Loans & 24 21,407 21,407 2,490 2,490 Borrowings 43,405 43,405 25,024 25,024
The following methods and assumptions have been used to determine the net fair value of financial assets and financial liabilities:
Cash, Other Debtors, Other Financial Assets and Trade and other Payables, Trust funds and Deposits - the carrying amount approximates fair value because of the short term to maturity. Interest-Bearing Loans and Borrowings - the carrying amount approximates the net fair value.
(d) Credit Risk
The maximum exposure to credit risk at balance date in relation to each class of recognised financial asset is represented by the carrying amount of those assets as indicated in the Balance Sheet.
(e) Risks and Mitigation
Market Risk
Market risk is the risk that the fair value or future cash flows of our financial instruments will fluctuate because of changes in market prices. The Council's exposures to market risk are primarily through interest rate risk with only insignificant exposure to other price risks and no exposure to foreign currency risk. Components of market risk to which we are exposed are discussed below.
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 37 Financial Instruments (cont’d)
(e) Risks and Mitigation (cont’d)
Interest rate risk
Interest rate risk refers to the risk that the value of a financial instrument or cash flows associated with the instrument will fluctuate due to changes in market interest rates. Interest rate risk arises from interest bearing financial assets and liabilities that we use. Non derivative interest bearing assets are predominantly short term liquid assets. Our interest rate liability risk arises primarily from long term loans and borrowings at fixed rates which exposes us to fair value interest rate risk.
Our loan borrowings are sourced from major Australian banks by a tender process. Finance leases are sourced from major Australian financial institutions. Overdrafts are arranged with major Australian banks. We manage interest rate risk on our net debt portfolio by: - ensuring access to diverse sources of funding; - reducing risks of refinancing by managing in accordance with target maturity profiles; and - setting prudential limits on interest repayments as a percentage of rate revenue.
Council manages interest rate risk through operating and capital budgeting strategies to ensure an appropriate use of debt and investing surplus funds and sourcing borrowings through competitive processes.
Investment of surplus funds is made with approved financial institutions under the Local Government Act 1989. We manage interest rate risk by adopting an investment policy that ensures: - conformity with State and Federal regulations and standards, - capital protection, - appropriate liquidity, - diversification by credit rating, financial institution and investment product, - monitoring of return on investment, - benchmarking of returns and comparison with budget.
Maturity will be staggered to provide for interest rate variations and to minimise interest rate risk.
Credit Risk
Credit risk refers to the risk that a counter party will default on its contractual obligation resulting in financial loss to Council. We have exposure to credit risk on all financial assets included in our balance sheet. To help manage this risk: - we have a policy for establishing credit limits for the entities we deal with; - we may require collateral where appropriate; and - we only invest surplus funds with financial institutions which have a recognised credit rating specified in our investment policy.
Trade and Other receivables consist of a large number of customers, spread across the consumer, business and government sectors. Credit risk associated with the Council's financial assets is minimal because apart from the Victorian Government we do not have any significant credit risk exposure to a single customer or groups of customers. Ongoing credit evaluation is performed on the financial condition of our customers and, where appropriate, an allowance for doubtful debts is raised. Details of the ageing of receivables and doubtful debt movements are disclosed in note 17.
The carrying amount of financial assets recorded in the Balance Sheet, net of any provision for losses, represents Council’s maximum exposure to credit risk. We may also be subject to credit risk for transactions which are not included in the balance sheet, such as when we provide a guarantee for another party. Details of our contingent liabilities are disclosed in note 34.
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 37 Financial Instruments (cont’d)
(e) Risks and Mitigation (cont’d)
Liquidity Risk
Liquidity risk includes the risk that, as a result of our operational liquidity requirements: - We will not have sufficient funds to settle a transaction on the date; - we will be forced to sell financial assets at a value which is less than what they are worth; or - we may be unable to settle or recover a financial assets at all.
To help reduce these risks we: - have a liquidity policy which targets a minimum and average level of cash and cash equivalents to be maintained; - have readily accessible standby facilities and other funding arrangements in place; - have a liquidity portfolio structure that requires surplus funds to be invested within various bands of liquid instruments; - monitor budget to actual performance on a regular basis; and - set limits on borrowings relating to the percentage of loans to rate revenue and percentage of loan principal repayments to rate revenue.
The Councils exposure to liquidity risk is deemed insignificant based on prior periods' data and current assessment of risk.
The table below lists the contractual maturities for Financial Liabilities. These amounts represent undiscounted gross payments including both principal and interest amounts.
2011 6 months 6-12 1-2 years 2-5 years > 5 years Contracted Carrying Or less months Cash Flow Amount $(`000) $(`000) $(`000) $(`000) $(`000) $(`000) $(`000) Trade and Other 10,293 - - - - 10,293 10,293 Payables Trust Funds 6,544 5,161 - - - 11,705 11,705 and Deposits Interest Bearing 1,125 930 1,859 5,578 36,257 45,749 45,749 Loans and Borrowings Total Financial 17,962 6,091 1,859 5,578 36,257 67,747 67,747 Liabilities
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 37 Financial Instruments (cont’d)
(e) Risks and Mitigation (cont’d)
2010 6 months 6-12 1-2 years 2-5 years > 5 years Contracted Carrying Or less months Cash Flow Amount $(`000) $(`000) $(`000) $(`000) $(`000) $(`000) $(`000) Trade and Other 9,912 - - - - 9,912 9,912 Payables Trust Funds and 5,539 7,083 - - - 12,622 12,622 Deposits Interest Bearing 1,198 1,178 201 5 - 2,582 2,582 Loans and Borrowings Total Financial 16,649 8,261 201 5 - 25,116 25,116 Liabilities
(f) Sensitivity Disclosure Analysis
Taking into account past performance, future expectations, economic forecasts, and management's knowledge and experience of the financial markets, the Council believes the following movements are 'reasonably possible' over the next 12 months (Base rates are sourced from Reserve Bank of Australia):
- A parallel shift of +2% and -2% in market interest rates (AUD) from year-end rates of 4.4%.
The table below discloses the impact on net operating result and equity for each category of financial instruments held by the Council at year-end, if the above movements were to occur.
2011 Carrying Interest rate risk Amount -2% 2% Subject to 200 basis points 200 basis points Interest Profit Equity Profit Equity Financial assets: $(`000) $(`000) $(`000) $(`000) $(`000) Cash and cash equivalents 39,428 (789) (789) 789 789 Financial Liabilities: Interest-bearing loans and 21,407 428 428 (428) (428) borrowings
2010 Carrying Interest rate risk Amount -2% 2% Subject to 200 basis points 200 basis points Interest Profit Equity Profit Equity Financial assets: $(`000) $(`000) $(`000) $(`000) $(`000) Cash and cash equivalents 35,721 (714) (714) 714 714 Financial Liabilities: Interest-bearing loans and 2,490 50 50 (50) (50) borrowings
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Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 38 Financial Ratios
2011 2010 2009 Debt Servicing Ratio Debt Servicing Costs 784 256 367 Total Revenue 152,879 159,063 142,137 0.51% 0.16% 0.26% This ratio identifies the capacity of Council to service its outstanding debt. A decrease indicates an improvement in the ratio.
Debt Commitment Ratio Debt servicing and redemption costs 3,367 2,458 2,436 Rate revenue 93,251 85,631 79,572 3.61% 2.87% 3.06% This ratio identifies Council’s debt redemption strategy. The ratio expresses the percentage of rate revenue utilised to pay interest and redeem debt principal. A decrease indicates an improvement in the ratio.
Revenue Ratio Rate revenue 93,251 85,631 79,572 Total Revenue 152,879 159,063 142,137 61.00% 53.83% 55.98% This ratio identifies Council’s dependence on non-rate income. An increase indicates an improvement in Council’s ability to raise revenue from its own sources.
Debt Exposure Ratio Total indebtedness 54,863 36,750 35,630 Total realisable assets 1,192,137 1,163,514 1,002,574 4.60% 3.16% 3.55% This ratio enables assessment of Council’s solvency and exposure to debt. A decrease indicates an improvement in the ratio.
Working Capital Ratio Current assets 46,902 44,250 40,225 Current liabilities 31,827 33,614 30,272 147.37% 131.64% 132.88% This ratio assesses Council’s ability to meet current commitments. An increase indicates an improvement in the ratio.
Adjusted Working Capital Ratio Current assets 46,902 44,250 40,225 Reduced Current liabilities (i) 27,269 29,256 26,713 172.00% 151.25% 150.58% This ratio assesses Council’s ability to meet current commitments. An increase indicates an improvement in the ratio.
(i) Current liabilities have been reduced to reflect the long service leave that is shown as a current liability because Council does not have an unconditional right to defer settlement of the liability for at least twelve months after the reporting date, but is not likely to fall due within 12 months after the end of the period.
249
Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 38 Financial Ratios (Cont’d)
Definitions: “Current Assets” means cash or other assets of the entity that would in the ordinary course of the operations of Council be consumed or converted into cash within twelve months after the end of the last reporting period of Council. “Current Liabilities” means the total current liabilities as shown in the Balance Sheet “Reduced Current Liabilities” means the total current liabilities reduced to reflect the long service leave that is shown as a current liability because council does not have an unconditional right to defer settlement of the liability until at least 12 months after the reporting date, but is not likely to fall due within 12 months after the end of the period “Debt Redemption” includes the principal component of repayments on loans and finance leases and capital items purchased on vendor terms, and contributions to sinking funds. “Debt Servicing Costs” includes interest and charges on loans, overdrafts, finance leases, and interest on payments for capital items purchased on vendor terms. “Rate Revenue” includes revenue from general rates, municipal charges, special rates, special charges, service rates, and service charges. “Total Indebtedness” means total liabilities, both current and non-current, as shown in the Balance Sheet. “Total Realisable Assets” means total current and non-current assets, as shown in the Balance Sheet, that are not subject to any restriction and are able to be realised. Any liability represented by a restricted asset (note 16) is excluded from total indebtedness. “Total Revenue” means total revenue as shown in the Income Statement.
250
Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 39 Capital Expenditure
Capital Expenditure Areas: Note 2011 2010 $(`000) $(`000) Land 3,383 748 Land Improvements 2,078 5,148 Buildings (i) 22,762 3,530 Building Improvements 338 368 Plant 483 183 Library Books 893 878 Equipment 1,417 1,428 Transport 8,998 9,494 Drainage 2,355 401 Other 48 371 Total Capital Works 42,755 22,549
Represented by: Note 2011 2010 $(`000) $(`000) New Library Books 893 878 New Buildings 22,763 3,530 New Equipment 1,417 1,428 Capital Expansion (a) 2,903 2,116 Capital Renewal (b) 9,915 9,986 Capital Upgrade (c) 4,864 4,611 Total Capital Works 42,755 22,549
(i) New buildings for 2011 includes the purchase of Council’s head office in December 2010 at 1230 Nepean Highway Cheltenham for $21.5 million.
.
251
Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 39 Capital Expenditure (cont’d)
Property, plant and equipment, infrastructure movement
The movement between the previous year and the current year in property, plant and equipment, infrastructure as shown in the Balance Sheet links to the net of the following items:
Note 2011 2010 $(`000) $(`000) Total capital works 42,755 22,549 Other additions (including Found Assets) 7 1,514 1,338 Contributions – non-monetary assets 5 560 13,722 Asset revaluation movement 28 78,224 153,750 Depreciation/amortisation 12 (18,078) (17,076) Written down value of assets sold (260) (130) Reclassification of Assets (24) (258)
Net movement in property, plant and 19 104,691 173,895 equipment, infrastructure
(a) Renewal
Expenditure on an existing asset which returns the service potential or the life of the asset up to that which it had originally. It is periodically required expenditure, relatively large (material) in value compared with the value of the components or sub-components of the asset being renewed. As it reinstates existing service potential, it has no impact on revenue, but may reduce future operating and maintenance expenditure if completed at the optimum time.
(b) Upgrade
Expenditure that enhances an existing asset to provide a higher level of service or expenditure, that will increase the life of the asset beyond that which it had originally. Upgrade expenditure is discretional and often does not result in additional revenue unless direct user charges apply. It will increase operating and maintenance expenditure in the future because of the increase in the council’s asset base.
(c) Expansion
Expenditure that extends an existing asset, at the same standard as is currently enjoyed by residents, to a new group of users. It is discretional expenditure which increases future operating and maintenance costs, because it increases council’s asset base, but may be associated with additional revenue from the new user group.
NOTE 40 Events Occurring After Balance Date
Council has not received any information after the reporting date about conditions that existed at the reporting date which requires disclosure.
In addition, there are no material non-adjusting events after the reporting date which requires disclosure.
252
Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 41 Reportable Segment - Residential Aged Care Facilities
Residential Aged Care Facilities Income Statement For the Year Ended 30 June 2011
Corben Northcliffe Nixon Consolidated Corben Northcliffe Nixon Consolidated 2011 2011 2011 2011 2010 2010 2010 2010 $('000) $('000) $('000) $('000) $('000) $('000) $('000) $('000)
INCOME
Grants and Subsidies 1,139 1,185 1,279 3,603 925 1,126 958 3,009
User Charges 758 756 577 2,091 689 707 497 1,893
Interest 308 146 171 625 286 165 150 601
Retentions and Bond Interest 180 118 164 462 163 87 113 363
Total Income 2,385 2,205 2,191 6,781 2,063 2,085 1,718 5,866
EXPENSE
Employee Benefits 1,604 1,639 1,774 5,017 1,423 1,553 1,404 4,380
Materials and Services 442 375 460 1,277 367 418 368 1,153
Corporate Overhead 147 192 115 454 147 192 115 454
Depreciation & Amortisation 122 118 122 362 117 114 81 312
Impairment Loss – Bed Licences 759 541 234 1,534 - - - -
Total Expenses 3,074 2,865 2,705 8,644 2,054 2,277 1,968 6,299
SURPLUS (DEFICIT) FOR THE PERIOD (689) (660) (514) (1,863) 9 (192) (250) (433)
253
Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 41 Reportable Segment - Residential Aged Care Facilities (cont’d)
Residential Aged Care Facilities Balance Sheet As at 30 June 2011
Corben Northcliffe Nixon Consolidated Corben Northcliffe Nixon Consolidated
2011 2011 2011 201 2010 2010 2010 2010
$('000) $('000) $('000) $('000) $('000) $('000) $('000) $('000)
CURRENT ASSETS
Cash and Cash Equivalents 5,076 2,748 986 8,810 5,963 2,356 1,657 9,976
Total Current Assets 5,076 2,748 986 8,810 5,963 2,356 1,657 9,976
NON CURRENT ASSETS Infrastructure, Property, Plant & Equipment 5,113 5,003 4,265 14,381 4,920 4,990 4,181 14,091
Intangible Assets - - - - 2,530 2,850 1,620 7,000
Total Non Current Assets 5,113 5,003 4,265 14,381 7,450 7,840 5,801 21,091
TOTAL ASSETS 10,189 7,751 5,251 23,191 13,413 10,196 7,458 31,067
CURRENT LIABILITIES
Trade and Other Payables 8 12 11 31 22 15 19 56
Employee Benefits 164 93 147 404 166 146 168 480
Trust Funds 5,206 2,559 2,557 10,322 5,954 2,183 2,818 10,955
Total Current Liabilities 5,378 2,664 2,715 10,757 6,142 2,344 3,005 11,491
NON CURRENT LIABILITIES
Employee Benefits 150 59 65 274 140 111 81 332
Trust Funds ------
Total Non Current Liabilities 150 59 65 274 140 111 81 332
TOTAL LIABILITIES 5,528 2,723 2,780 11,031 6,282 2,455 3,086 11,823
NET ASSETS 4,661 5,028 2,471 12,160 7,131 7,741 4,372 19,244
EQUITY
Accumulated Surplus 767 1,366 656 2,789 1,587 2,262 1,172 5,021
Asset Revaluation Reserve 3,393 3,067 1,358 7,818 5,008 4,793 2,994 12,795
Asset Replacement Reserve 501 595 457 1,553 536 686 206 1,428
TOTAL EQUITY 4,661 5,028 2,471 12,160 7,131 7,741 4,372 19,244
254
Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 41 Reportable Segment - Residential Aged Care Facilities (cont’d)
Residential Aged Care Facilities Cash Flow Statement For the Year Ended 30 June 2011
Corben Northcliffe Nixon Consolidated Corben Northcliffe Nixon Consolidated
2011 2011 2011 2011 2010 2010 2010 2010
$('000) $('000) $('000) $('000) $('000) $('000) $('000) $('000) Inflows/ Inflows/ Inflows/ Inflows/ Inflows/ Inflows/ Inflows/ Inflows/ (Outflows) (Outflows) (Outflows) (Outflows) (Outflows) (Outflows) (Outflows) (Outflows) Cash flows from operating activities
Grants and Subsidies 1,139 1,185 1,279 3,603 925 1,126 958 3,009
User Charges 758 756 577 2,091 689 707 497 1,893
Interest 308 296 171 775 285 165 150 601
Payments to Employees (1,604) (1,639) (1,774) (5,017) (1,398) (1,553) (1,384) (4,335)
Payments to Suppliers (442) (275) (360) (1,077) (317) (372) (318) (1,007)
Other Payments (147) (142) (115) (404) (107) (192) (115) (414) Net cash provided by (used in) operating activities 12 181 (222) (29) 77 (119) (212) (253)
Cash flows from investing activities Payments for property, infrastructure, plant and equipment (150) (166) (187) (503) (40) (166) (187) (393) Net cash (used in) investing activities (150) (166) (187) (503) (40) (166) (187) (393)
Cash flows from financing activities
Trust Funds (748) 377 (261) (632) 880 (547) 602 935 Net cash provided by financing activities (748) 377 (261) (632) 880 (547) 602 935
Net increase in cash and cash equivalents (886) 392 (670) (1,164) 918 (832) 203 289 Cash and cash equivalents at the beginning of the financial year 5,962 2,357 1,658 9,977 5,044 3,189 1,455 9,688 Cash and cash equivalents at the end of the financial year 5,076 2,749 988 8,813 5,962 2,357 1,658 9,977
255
Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 42 Income, Expenses and Assets by Function/ Activity
The activities relating to the municipality’s components are as follows:-
Community Sustainability Community Sustainability includes the departments of Family, Youth and Children’s Services, Community Services, Libraries and Education Services, Community Buildings and AccessCare Southern. The Family, Youth and Children’s Services department provides a diverse range of high quality services to meet the needs of families with children from birth to twenty five years. Community Services provides community- based support services to all people in the municipality including aged and disability support, community engagement and hostel care. Library Services provides support and education through the provision of library and information services to the community. AccessCare Southern is responsible for the delivery of a number of Victorian and Commonwealth funded aged and disability services. The teams within Leisure and Culture have now been split as explained below.
Corporate Services Corporate Services plays a pivotal role in co-ordinating Council’s financial, procurement, property and information services requirements. The Finance department is responsible for the reporting and management of Council’s finances and ensuring Council’s compliance with statutory financial and reporting obligations, preparation of the annual budget and five year financial plan. The procurement and contracts department are responsible for procurement and the purchasing, maintenance and administration of Council’s 200 vehicle fleet. The Information Services Department provides information systems and services that ensure the quality, security and accessibility of data and information to Council. Property Services manages Council’s property portfolio including commercial and community leases, acquisitions, disposals, title management and the Lease Register. The Property Services Manager is also now responsible for Arts and Cultural Services (previously under Community Sustainability) and Council’s Leisure Centres. In addition to corporate activities, Corporate Services is also responsible for the Statutory Education & Compliance department which includes the administration of health and local laws (previously under the Community Sustainability Division).
Executive Services and Organisational Development & Governance Includes the Office of the CEO, People and Culture, Governance and Performance Planning, Customer Service and Council’s Communications and Promotions programs. People and Culture develop policies and provide advice and support on all employee related issues including induction, training, professional development and performance management. Governance promote and improve the effectiveness and probity of governance processes, OHS, Council and Community planning and performance reporting. The Communications and Public Affairs department are responsible for a community centric employee approach resulting in satisfying customer interactions. The Communications and Public Affairs department also includes the planning and delivery of major festivals and events (previously part of Leisure and Culture under Community Sustainability) as well as the development, implementation and management of strategies, programs and media relations to market Council services and programs and enhance the image and public perception of Kingston City Council.
Environmental Sustainability Environmental Sustainability is responsible for assessing demand, priorities, service level achievement, and delivery methods for both Council and external service providers in the key segment areas of economic development, environment & infrastructure. Also included under this division is the maintenance of parks, gardens, drains, roads and footpaths; cleansing of streets and the foreshore. Environmental Sustainability also has responsibility for ensuring that economic development within the municipality occurs within an environmentally sustainable framework. The Environmental Sustainability Division also now includes the Sport and Recreation team (previously part of Leisure and Culture under Community Sustainability).
Central This category represents items of a corporate nature such as rates income and depreciation.
256
Kingston City Council Notes to the Financial Statements For the Year Ended 30 June 2011
NOTE 42 Income, Expenses and Assets by Function/ Activity (cont’d)
FUNCTIONS GRANTS OTHER TOTAL EXPENSES PROFIT (LOSS) TOTAL INCOME ARISING FROM ASSETS $(`000) $(`000) $(`000) % $(`000) % OPERATIONS $(`000) $(`000)
2010 21,117 6,986 28,103 18 41,450 31 (13,347) - Community Sustainability 2011 21,907 7,289 29,196 19 45,154 32 (15,958) -
2010 182 26,652 26,834 17 26,949 20 (115) - Corporate Services (i) 2011 236 12,856 13,092 9 25,134 18 (12,042) -
2010 27 265 292 - 6,122 5 (5,830) - Executive & Organisational 2011 50 261 311 - 6,918 5 (6,607) - Development
2010 601 5,069 5,670 4 35,508 26 (29,838) - Environmental Sustainability 2011 822 5,734 6,556 4 38,777 27 (32,221) -
2010 7,420 90,745 98,165 62 25,006 19 73,159 2,270,625 Central (ii) 2011 5,468 98,255 103,723 68 27,052 19 76,671 2,371,341
TOTAL 2010 29,346 129,717 159,063 100 135,036 100 24,027 2,270,625 2011 28,483 124,395 152,878 100 143,035 100 9,843 2,371,341
(i) Corporate Services ‘Other Income’ includes $560k of asset contributions from developers (2009/10: $13.7 million). (ii) ‘Central’ Other Revenue includes $93.2 million of Rate Revenue (2009/10 $85.6 million). ‘Central’ Expenses includes $18.4 million of Depreciation and Amortisation expense (2009/10 $17.3 million).
Note: All 2010 balances have been re-stated to incorporate the re-structures outlined on the previous page.
257
CERTIFICATION OF THE FINANCIAL REPORT
In my opinion the accompanying financial report has been prepared in accordance with the Local Government Act 1989, the Local Government (Finance & Reporting) Regulations 2004, Australian Accounting Standards and other mandatory professional reporting requirements.
Principal Accounting Officer ......
P. A. Franklin
Dated: ......
In our opinion, the accompanying financial report presents fairly the financial transactions of Kingston City Council for the year ended 30 June 2011 and the financial position of the Council as of that date.
As at the date of signing, we are not aware of any circumstances that would render any particulars in the financial report to be misleading or inaccurate. We have been authorised by the Council on 22 August 2011 to certify the Financial Report in its final form on behalf of the Council.
Mayor ...... Dated:......
R. Brownlees
Councillor ...... Dated:......
P. Peulich
Chief Executive Officer ...... Dated:......
J. A. Nevins
258
Kingston City Council
Performance Statement 2010/2011
259 Kingston City Council Performance Statement For The Year Ended 30 June 2011
Introduction to the Performance Statement
Section 132 of the Local Government Act 1989 requires local government authorities to develop a performance accountability mechanism which allows for a consistent approach in the collection and reporting of information regarding financial performance, operating costs and community satisfaction.
The use of performance indicators by local government provides: an improved capacity to objectively measure council performance leading to a better set of relationships between state and local government; and better informed local communities. A summary of the results are outlined in the table and commentary in the following pages.
Overview of 2010/11 Results
The published performance standards identified areas of customer satisfaction or financial goals by which Council sought to measure its performance. The following commentary explains major variations in actual results to the targets set by Council in the annual Council Plan.
The Operating Surplus is $9.8 million, that is, $2.4 million favourable to the budgeted surplus of $7.4 million. This positive result is influenced by the following:
Cash Developer Contributions of $2.0 million. Developer Asset donations from new land estates totaled $0.6 million, $0.4 million below budget. Grants and Subsidies received in advance amounting to $1.3 million for 2011/12 financial year. Accounting Standards require this revenue to be taken into account in the 2010/11 financial year. Found Assets of $1.5 million are being recognised as Other Income in 2010/11 and include buildings ($0.9 million), land ($0.2 million), and drainage ($0.4 million). Other Income also includes income of $0.1 million as an adjustment for previous fair value revaluations of investment property which were recorded in the asset revaluation reserve rather than profit. Write-down of Hostel Bed Licences to zero; impairment loss $1.5 million. The Australian Securities and Investment Commission (ASIC) has determined that there is no active market and must be valued at cost. Council did not pay for the Bed Licences. Unbudgeted Vision Super Defined Benefit call of $2.0 million. Council’s total Capital program expenditure was $46.2 million of which $0.7 million remains in work in progress (WIP) and $41.8 million was capitalised. A total of $4.0 million was expensed to the Income Statement (including $0.3 million from last year’s WIP) which was $0.8 million unfavourable to the budget of $3.2 million.
260 Kingston City Council Performance Statement For The Year Ended 30 June 2011
Adjusting for these items would indicate an “underlying” Operating Surplus of $9.6 million and this result yields an underlying favourable variance of $2.2 million. This variance includes the following items:
Interest Income on Investments and Rates $0.7m F User Fees $0.4m U Savings in Salaries $0.7m F Net movement in other Operating Accounts $1.2m F
Total Underlying Variance v Budget $2.2m F
261 Kingston City Council Performance Statement For The Year Ended 30 June 2011
PERFORMANCE STATEMENT Statutory Business Plan Actual performance compared to Annual Business Plan (ABP) Actual ABP Actual ABP Indicators Result Target Difference F/U Result Target Difference 2010/2011 2010/2011 1 2009/2010 2009/2010 Key Strategic Activity 1: Safe Accessible and appropriate infrastructure assets that meet community needs now and in the future Average capital expenditure per assessment $ 677.26 $471.47 $205.79 F $332.27 $409.65 ($77.38)
Renewal and maintenance gap ratio 1.75 1.63 0.12 F 1.24 1.45 (0.21) Safe Road & Pedestrian Travel # 352 <364 12 F 364 <503 139 Key Strategic Activity 2: A sustainable environment that enhances the appeal and quality of life in Kingston Community satisfaction index rating for Appearance of Public Places 75% 70% 5% F 82% 68% 14% Key Strategic Activity 3: Healthy and Secure Community Community satisfaction index rating for Enforcement of Local Laws 77% 65% 12% F 78% 64% 14% Community satisfaction index rating for Recreation Facilities 89% 75% 14% F 89% 72% 17% Key Strategic Activity 4: A Prosperous Community Community satisfaction index rating for Economic Support Services 84% 90% (6%) U 74% 90% (16%) Key Strategic Activity 5: Quality Leadership and Governance Average rates & charges Median Residential Assessment $1,223.79 $1,224.66 ($0.87) F $1,123.74 $1,130.04 ($6.30) Average Liabilities per assessment $632.00 $320.48 $311.52 U $393.49 $334.62 $58.87 Operating results prior to capital funding (deficit) per assessment $132.45 $91.84 $40.61 F $301.11 $6.69 $294.42 Average operating expenditure per assessment $2,092.66 $2,054.00 $38.66 U $1,989.74 $2,029.67 ($39.93) Current assets to current liabilities (Working Capital) ratio 147.37% 118.92% 28.45% F 131.64% 138.52% 6.88% Debt servicing costs to total revenue ratio 0.51% 0.06% (0.45%) U 0.16% 0.16% (0.00%) Community satisfaction index rating for overall performance generally of the 68% 67% 1% F 67% 69% (2%) Council over the last twelve month (Indexed Mean) Community satisfaction index rating with the Council for its advocacy and 63% 64% (1%) U 64% 62% 2% community representation on key local issues (Indexed Mean) Community satisfaction index rating for Council’s engagement in decision 63% 63% - F 63% 60% 3% making on key local issues (Indexed Mean) Community satisfaction index rating for Council’s interaction and 73% 73% - F 73% 80% (7%) responsiveness in dealing with the public. (Indexed Mean) # Source VicRoads 1 F = Favourable U = Unfavourable
262 Kingston City Council Performance Statement For The Year Ended 30 June 2011
Summary of the Performance Statement Results
Key Strategic Activity 1 – Average Capital Expenditure per Assessment Average capital expenditure per assessment of $677.26 is $205.79 better than the target of $471.47 due to a higher than planned level of capital expenditure as a result of the purchase of Council offices at 1230 Nepean Highway and consistent with the revised budget adopted by Council in November 2010. The renewal and maintenance gap ratio of 1.75 is 0.12 favourable to budget due to higher than planned expenditure on renewal and maintenance for infrastructure and buildings.
Key Strategic Activity 2 - A Sustainable Environment that enhances the appeal and quality of life in Kingston The community satisfaction index rating for Appearance of Public Places of 75% has exceeded expectations by 5% but is 7% lower than 2009/10. This better than budget result is in line with other councils and demonstrates an appreciation for Council’s commitment to excellent standards in the maintenance of parks and gardens, care of street trees, maintenance of amenities in parks and maintenance of beaches, lakes, rivers and surrounding areas.
Key Strategic Activity 3 - Healthy and Secure Community The community satisfaction index rating for Enforcement of Local Laws of 77% is 12% ahead of target and has declined by 1% on 2009/10 although is still comparable with 77% for all Victorian Councils in 2011. This result reinforces the importance the Community places on enforcement of animal & noise local laws and parking restrictions. The community satisfaction index rating for Recreation Facilities is 89% this year, which is 14% ahead of expectations and on a par with the excellent result achieved in 2009/10. This result exceeds the 81% achieved for all Victorian councils and reflects the high standard of Council’s recreational activities, sporting facilities, playgrounds and libraries.
Key Strategic Activity 4 – A Prosperous Community The community satisfaction index rating for Economic Support Services is 84% which is 6% below the ambitious target of 90% and is up 10% on 2009/10. This result significantly exceeds the 69% result for all Victorian Councils and strongly demonstrates Council’s commitment to the promotion of and consultation with local businesses across the municipality.
Key Strategic Activity 5 - Quality Leadership and Governance The average rates and charges Median Residential Assessment indicator is $1,223.79 which is $0.87 favourable to budget of $1224.66. Average Liabilities per assessment of $632.00 are $311.52 unfavourable to budget and higher than 2009/10 levels reflecting the higher debt levels arising out of the purchase of Council
263 Kingston City Council Performance Statement For The Year Ended 30 June 2011
Summary of the Performance Statement Results (cont’d) Offices at 1230 Nepean Highway and consistent with the revised budget adopted by Council in November 2010. Operating results prior to capital funding (deficit) per assessment of $132.45 is $40.61 favourable to budget due to the much higher actual operating surplus achieved. Average operating expenditure per assessment of $2,092.66 is $38.66 unfavourable to the target driven by slightly higher than planned levels of operating expenditure. Working Capital Ratio of 147.37% is 28.45% favourable to budget due to higher levels of cash held as at 30th June 2011. Debt servicing costs to total revenue ratio of 0.51% is 0.45% unfavourable to budget reflecting the higher debt levels arising out of the purchase of Council offices at 1230 Nepean Highway and consistent with the revised budget adopted by Council in November 2010.. The community satisfaction index rating for overall performance generally of 68% is 1% ahead of target and 1% higher than 2009/10. This result is higher than other councils and reflects well on the continued quality of service provided by Council in the aftermath of the Global Financial Crisis. The community satisfaction index rating with Council for its advocacy and community representation on key local issues of 63% is 1% behind target and 1% behind 2009/10 levels. This result is in line with other Councils and reflects the view that Council actively represents the interests of and communicates with the local community. The community satisfaction index rating for Council’s engagement in decision making on key local issues is 63% which is on target and the same as 2009/10. This result reflects the level of satisfaction in the municipality on Council’s consultation and communication strategies. The community satisfaction index rating for Council’s interaction and responsiveness in dealing with the public is 73% which is on target and the same as 2009/10. This result which is similar to other councils reflects the level of satisfaction within the community on Council’s communications and customer service areas.
264 Kingston City Council Performance Statement For The Year Ended 30 June 2011
Common Terms
The majority of the terms used in the performance statement are the same as those used in the financial statements, however some of the terms are different.
Short explanations of the “different” terms used are listed below: a) Assessments - or rate notices. b) Budget - refers to the originally published budget of the council. c) Capital expenditure - is the amount of expenditure on new assets and non recurrent projects which enhances an existing asset to provide a higher level of service or which increases the life of the asset beyond that which it had originally. d) Customer Satisfaction Ratings - Data includes Indexed mean and Performance of an Acceptable Standard results from 350 respondents’ answers in a survey. The survey was conducted by the independent research group, Wallis Consulting asking them to rate council’s performance. Many of the survey questions ask respondents to rate their Council's performance on a five-point scale from "Excellent" to "Needs a lot of Improvement". To facilitate comparisons over time, and between different measures, or between Councils, the scales are shown as an ‘indexed mean’. The "Indexed Mean" is calculated by taking the mean value for all respondents on the five point scale and multiplying by twenty to convert this mean to an index of up to 100, as per the table below:
Scale Results Score Indexed Score Excellent – outstanding performance 5 100 Good - a high standard 4 80 Adequate – an acceptable standard 3 60 Needs some improvement 2 40 Needs a lot of improvement 1 20
Where the indexed mean has been used it has been notated in the indicator description. The Performance of an Acceptable Standard is the percentage of all scores ranking 60 - adequate / acceptable and above this ranking.
e) Rates and charges - declared - are those declared as being receivable, in the calculations for the adopted rates, at the beginning of the year. f) Capital Funding - is Non-recurrent Grants and Subsidies. g) Operating Result – Total Operating Income less Total Operating Expenditure.
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CERTIFICATION OF THE PERFORMANCE STATEMENT
In my opinion, the accompanying performance statement of Kingston City Council in respect of 2010/11 financial year is presented fairly in accordance with the Local Government Act 1989.
Principal Accounting Officer ......
P. Franklin
Dated: ......
In our opinion, the accompanying performance statement of Kingston City Council in respect of 2010/11 financial year is presented fairly in accordance with the Local Government Act 1989.
The statement outlines the performance targets and measures set out in relation to the achievement of the business plan in respect of that year described in Council’s Corporate Plan and describes the extent to which the business plan was met in that year having regard to those targets and measures.
As at the time of signing, we are not aware of any circumstance which would render any particular in the statement to be misleading or inaccurate. We were authorised by the Council on 22 August 2011 to certify the Performance Statement in its final form on behalf of the Council.
...... Dated...... Mayor R. Brownlees
...... Dated...... Councillor P. Peulich
...... Dated...... Chief Executive Officer J. A. Nevins
266
Kingston City Council
Standard Statements 2010/2011
267
Kingston City Council Standard Statements For The Year Ended 30 June 2011
NOTES TO THE STANDARD STATEMENTS
Note 1: Basis of Preparation of Standard Statements
Kingston City Council is required to prepare and include audited Standard Statements within its Annual Report. The Standard Statements include the Income Statement, Cash Flow Statement, Balance Sheet and a Statement of Capital Works, together with explanatory notes.
These statements and supporting notes form a special purpose financial report prepared to meet the requirements of the Local Government Act 1989 and Local Government (Finance and Reporting) Regulations 2004.
The Standard Statements have been prepared on accounting bases consistent with those used for the General Purpose Financial Statements and the Budget. The results reported in these statements are consistent with those reported in the General Purpose Financial Statements.
The Standard Statements are not a substitute for the General Purpose Financial Statements. They have not been prepared in accordance with all Australian Accounting Standards or other authoritative professional pronouncements.
The Standard Statements compare council’s financial plan, expressed through its budget, with actual performance. The Local Government Act 1989 requires explanation of any material variances. One- off variances and all differences to budget by more than 10% are explained.
The budget figures included in the Statements are those adopted by Council on 23 August 2010. The budget was based on assumptions that were relevant at the time of adoption of the budget. The Council set guidelines and parameters for revenue and expense targets in this budget in order to meet council’s business plan and financial performance targets for both the short and long term. The budget did not reflect any changes to equity resulting from asset revaluations, as their impacts were not considered predictable.
Detailed information on the actual financial results is contained in the General Purpose Financial Statements. The detailed budget can be obtained by contacting council or through the council’s website. The Standard Statements must be read with reference to these documents.
Income Statement
The Income Statement shows what has happened during the year in terms of revenue, expenses and other adjustments from all activities. The ‘Surplus/(Deficit)’ or ‘bottom line’ reflects the net contribution towards the financial position for the reporting period.
The Income Statement requires revenues to be separately disclosed where the item is of such a size, nature or incidence that its disclosure is relevant in explaining the performance of the Council.
Kingston City Council
268
Standard Statements For The Year Ended 30 June 2011
Income Statement 2010/2011 2010/2011 2010/2011 2010/2011 Actual Budget Favourable/ Favourable/ (Unfav) (Unfav) Ref Variance Variance $(`000) $(`000) $(`000) % REVENUE from ordinary operations: Rates and Charges 93,251 93,217 34 - User Charges 22,754 23,150 (396) (1.7%) Contributions, Reimbursements and Donations 3,141 1,234 1,907 154.5% 1 Grants and Subsidies – Operating 27,685 25,418 2,267 8.9% Grants – Capital 798 1,126 (328) (29.1%) 2 Interest 2,622 1,886 736 39.0% 3 Other Revenue 2,628 725 1,903 262.5% 4 TOTAL REVENUE 152,879 146,756 6,123 4.2%
EXPENSES from ordinary activities Employee Benefits 59,931 58,668 (1,263) (2.2%) Materials and Services 62,241 62,719 478 0.8% Bad and Doubtful Debts 17 20 3 15% Depreciation and Amortisation 18,397 17,900 (497) (2.8%) Finance Costs 784 90 (694) (771.1%) 5 TOTAL EXPENSES 141,370 139,397 (1,973) (1.4%)
Net (Loss) on Disposal of (132) - (132) - 6 Infrastructure, Property, Plant and Equipment Impairment Loss on Bed Licences (1,534) - (1,534) - 7
SURPLUS FOR THE PERIOD 9,843 7,359 2,484 33.8%
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Kingston City Council Standard Statements For The Year Ended 30 June 2011
Income Statement
Variance Explanation Report
Ref Item Explanation
1 Contributions, Contributions are $1.9 million favourable to budget due to the Reimbursements & receipt of $2.0 million in Developer cash contributions not Donations budgeted for.
2 Grants - Capital Capital grants are unfavourable by $0.3 million predominately due to the re-classification of the Roads to Recovery grant ($569k) to operating grants. This was included in the 2010/11 capital grants budget.
3 Interest Interest income is $0.7 million favourable due to higher than anticipated cash holdings and the upward trend in official interest rates.
4 Other Revenue Other Revenue has a favourable variance of $1.9 million due to unbudgeted found land, building and transport assets which were not previously recognised worth $1.5 million. Other revenue also includes $0.1 million fair value adjustment for investment property.
5 Finance Costs Finance Costs are unfavourable by $0.7 million due to increased borrowings of $21.5 million in December 2010 for the purchase of Council's main offices at 1230 Nepean Highway Cheltenham. This is consistent with the revised budget adopted by Council in November 2010.
6 Net Gain (Loss) on The net loss on disposal of infrastructure, property plant and disposal of infrastructure, equipment of $0.1 million is due to the demolition of 6 Council property, plant and owned buildings including toilet blocks at Bricker Reserve and equipment Bicentennial Park, as well as small shelters/clubrooms on Council reserves. The total loss of $0.2 million is offset by a profit on sale of 15 vehicles ($0.1 million).
7 Impairment Loss on Bed The loss on Bed Licences of $1.5 million is due to the Australian Licences Securities and Investment Commission (ASIC) determining that there is no active market and must be valued at cost. Council did not pay for the Bed Licences. The $1.5 million represents the portion of Council's bed license value not held as surplus in the revaluation reserve. The total value of Bed Licences written down was $7.0 million.
270
Kingston City Council Standard Statements For The Year Ended 30 June 2011
Cash Flow Statement
The Cash Flow Statement shows what has happened during the year in terms of cash. It explains what cash movements have resulted in the difference in the cash balance at the beginning and the end of the year.
The net cash flows from operating activities, shows how much cash remains, after paying for providing services to the community, which may be invested in things such as capital works.
The information in the Cash Flow Statement assists users in the assessment of the ability to generate cash flows, meet financial commitments as they fall due including the servicing of borrowings, fund changes in the scope or nature of activities and obtain external finance.
271
Kingston City Council Standard Statements For The Year Ended 30 June 2011
Cash Flow Statement 2010/2011 2010/2011 2010/2011 2010/2011 Inflows/ Inflows/ Favourable/ Favourable/ (Outflows) (Outflows) (Unfav) (Unfav) Actual Budget Variance Variance $(`000) $(`000) $(`000) % Ref Cash Flows from Operating Activities Receipts Rates and Charges 92,597 93,506 (909) (1.0%) Grants and Subsidies 28,483 26,544 1,939 7.3% Contributions, Reimbursements & 2,581 234 2,347 1003% 1 Donations Interest 2,438 1,886 552 29.3% 2 User Charges 23,943 23,150 793 3.4% Other Receipts 1,035 725 310 42.8% 3 151,077 146,045 5,032 3.5% Payments Employee Benefits (59,506) (58,668) (838) (1.4%) Materials and Services (62,326) (62,964) 638 1.0% (121,832) (121,632) (200) (0.2%) Net Cash Provided by Operating 29,245 24,413 4,832 19.8% Activities
Cash Flows from Investing Activities Proceeds from Asset Sales 129 150 (21) (14.0%) 4 Payments for Property, (43,350) (26,655) (16,695) (62.6%) 5 Infrastructure, Plant and Equipment Net Cash Used In Investing (43,221) (26,505) (16,716) (63.1%) Activities
Cash Flows from Financing Activities Finance Costs (784) (90) (694) (771.1%) 6 Increase (Repayment) of 18,917 (2,267) 21,184 934.5% 7 Borrowings Increase/(Repayment) of Trust (455) 100 (555) (555.0%) 8 Funds and Deposits Net Cash used in Financing 17,678 (2,257) 19,935 883.3% Activities
Net Increase (Decrease) in Cash 3,702 (4,349) 8,051 185.1% and Cash Equivalents
Cash and Cash Equivalents at the 35,741 33,688 2,053 6.1% Beginning of the Financial Year
Cash and Cash Equivalents at the 39,443 29,339 10,104 34.4% End of the Financial Year
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Kingston City Council Standard Statements For The Year Ended 30 June 2011
Cash Flow Statement
Variance Explanation Report
Ref Item Explanation
1 Contributions, Contributions, Reimbursements & Donations are favourable to Reimbursements & budget by $2.3 million primarily due to unbudgeted cash Donations contributions from developers ($2.0 million).
2 Interest Interest is $0.5 million favourable cash variance due to higher than anticipated cash holdings along with the upward trend in official interest rates.
3 Other Receipts Other Receipts have a $0.3 million favourable cash variance predominately due to an extra $0.1k for the sale of supplementary rate information and $0.1k for unbudgeted receipts from sign writing income.
4 Proceeds from Asset Sales Proceeds from the sale of Infrastructure, Property, Plant & Equipment are unfavourable by $21k due to less than budgeted receipts from the sale of council owned vehicles.
5 Payments for Property, Payments for Infrastructure, Property, Plant & Equipment has an Infrastructure, Plant & unfavourable variance of $17.0 million which is largely due to the Equipment purchase of Council's head office at 1230 Nepean Highway Cheltenham in December 2010 for $21.5 million. This is consistent with the revised budget adopted by Council in November 2010.
6 Finance Costs Borrowing Costs are unfavourable by $0.7 million predominantly due to unbudgeted borrowings of $21.5 million in December 2010 from the purchase of Council's main offices at 1230 Nepean Highway Cheltenham. This is consistent with the revised budget adopted by Council in November 2010.
7 Increase (Repayment) of The increase of interest bearing loans and borrowings are Borrowings unfavourable to budget by $21.2 million due to increased borrowings in December 2010 ($21.5 million) for the purchase of Council's main office at 1230 Nepean Highway. This is consistent with the revised budget adopted by Council in November 2010.
8 Increase (Repayment) of Trust Funds and Deposits have an unfavourable cash variance of Trust Funds & Deposits $0.6 million due to higher than expected hostel resident turnover resulting in higher than anticipated bond balance refunds.
Kingston City Council Standard Statements
273
For The Year Ended 30 June 2011
Balance Sheet
A Balance Sheet Statement shows a summary of the financial position as at the end of the financial year. It shows what Council owns as assets and what it owes as liabilities.
Net assets identify Council's net worth, which has been built up over many years.
Equity shows the accumulated surpluses built up over the years, the revaluation of fixed assets and the value of reserves.
The information in the Balance Sheet assists users in the assessment of the ability of assets to meet financial obligations.
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Kingston City Council Standard Statements For The Year Ended 30 June 2011
Balance Sheet 2010/2011 2010/2011 2010/2011 2010/2011 Actual Budget Favourable/ Favourable/ (Unfav) (Unfav) Ref Variance Variance $(`000) $(`000) $(`000) % CURRENT ASSETS Cash and Cash Equivalents 39,443 29,339 10,104 34.4% 1 Trade and Other Receivables 6,447 4,649 1,798 38.7% 2 Other Assets 1,012 - 1,012 - 3 Total Current Assets 46,902 33,988 12,914 38.0%
NON CURRENT ASSETS Trade and Other Receivables 59 59 - - Property, Infrastructure, Plant and Equipment 2,321,365 2,066,677 254,688 12.3% 4 Investment Property 1,990 - 1,990 - Intangible Assets 1,025 - 1,025 - Total Non Current Assets 2,324,439 2,066,736 257,703 12.5% TOTAL ASSETS 2,371,341 2,100,724 270,617 12.9%
CURRENT LIABILITIES Trade and Other Payables 10,293 8,153 (2,140) (26.3%) 5 Provisions 9,188 8,086 (1,102) (13.6%) 6 Interest Bearing Loans and Borrowings 641 199 (442) (222.1%) 7 Trust Funds and Deposits 11,705 12,142 437 3.6% Total Current Liabilities 31,827 28,580 (3,247) (11.4%)
NON CURRENT LIABILITIES Provisions 2,270 2,111 (159) (7.5%) 6 Interest Bearing Loans and Borrowings 20,7665 (20,761) (415,220%) 7 Lease Incentive Liability - 533 533 - Total Non Current Liabilities 23,036 2,649 (20,387) (769.6%) TOTAL LIABILITIES 54,863 31,229 (23,634) (75.7%)
NET ASSETS 2,316,478 2,069,495 246,983 11.9%
EQUITY Accumulated Surplus 1,194,679 1,177,738 16,941 1.4% Asset Revaluation Reserve 1,110,973 885,879 225,094 25.4% 8 Other Reserves 10,826 5,878 4,948 84.2% 9 TOTAL EQUITY 2,316,478 2,069,495 246,983 11.9%
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Kingston City Council Standard Statements For The Year Ended 30 June 2011
Balance Sheet
Variance Explanation Report Ref Item Explanation
1 Cash & Cash Equivalents Cash and cash equivalents are favourable to budget by $10.1m. This is primarily due to higher than budgeted grants received ($1.9 million), unbudgeted cash contributions from Developers ($2.0 million), higher interest income ($0.7 million) and the Capital budget not fully spent ($4.0 million). 2 Trade & Other Trade and Other Receivables are favourable to budget by $1.8 Receivables million due to a higher than anticipated level of debtors. $4.2 million of the receivables balance relates to rate debtors. Total receivables balance is consistent with the previous year and is expected to be recovered in the coming year. 3 Other Assets Other Assets includes $0.5 million in accrued income plus $0.5 million in prepayments not budgeted for. 4 Property, Infrastructure, Infrastructure, property, plant and equipment has a favourable Plant & Equipment variance of $255 million which largely relates to the unbudgeted movement from asset revaluations. This year's budget was set before the 2010 asset values were finalised which resulted in a net increase of $154 million. Total asset values in 2011 also increased by $78.2 million which largely relates to the market movement of land and building values ($57 million) and revaluation of transport and drainage ($21 million increment). 5 Trade & Other Payables The Trade and Other Payables unfavourable variance of $2.1 million is primarily due to unbudgeted year end payables and accruals for Materials and Services expenditure. 6 Provisions Provisions are unfavourable to budget by $1.3 million due to an increase in the Annual leave provision by $0.7 million and in Long Service Leave provision by $0.5 million. 7 Interest Bearing Loans & Interest Bearing Loans & Borrowings are unfavourable by $21.2 million Borrowings due to the borrowings of $21.5 million in December 2010 for the purchase of Council offices at 1230 Nepean Highway Cheltenham. This is consistent with the revised budget adopted by Council in November 2010. 8 Asset Revaluation The asset revaluation reserve is favourable to budget by $225 Reserve million. This is largely due to the market movement of Council's land and building assets and revaluation of drainage and transport assets resulting in a higher increase in value than anticipated ($78 million). The 2010 revaluation increase was also not taken into account when setting this budget which resulted in a revaluation increment of $154 million. 9 Other Reserves Other Reserves are $4.9 million favourable primarily due to unbudgeted cash contributions from developers ($2.0 million) and $0.5 million in hostel retention and interest which was largely unspent in 2010/11. In addition, a new foreshore infrastructure reserve ($1.0 million) and Green Wedge Reserve ($0.8 million) were established in 2010/11 for renewal and improvement of Council’s foreshore and non urban areas.
Kingston City Council
276
Standard Statements For The Year Ended 30 June 2011
Capital Works Standard Statement
The Capital Works Statement lists the different categories of capital projects compared to budget and highlights the percentage that was completed in the financial year.
These capital projects are also categorised by the nature of the expenditure as to whether it is related to expansion, renewal, upgrade, non-recurring expenditure or road infrastructure renewal.
2010/2011 2010/2011 2010/2011 Ref Actual Budget Completed $(`000) $(`000) %
Building Infrastructure 23,062 2,058 1,121% 1 Economic Development 2,319 4,245 55% 2 Community Services 1,197 1,170 102% Library & Education 78 250 31% Leisure & Cultural Planning 2,323 2,523 92% Leisure Centres 374 1,338 28% Art & Major Halls 635 208 305% 3 Coastal Reserves 1,751 3,912 45% 4 Parks & Urban Design 2,492 2,425 103% Information Services 1,154 2,259 51% 5 Road Resurfacing 958 2,000 48% 6 Road Renewal 6,462 3,879 167% 6 Drainage 755 2,800 27% 6 Footpaths 2,094 2,000 105% 6 Car Parks 37 400 9% 6 Traffic Management 558 530 105% 6 Total Capital Program 46,249 31,997
Projects Represented by: Capital Expansion 25,546 6,790 376% Capital Renewal 7,737 12,375 63% Capital Upgrade 4,435 6,543 68% Road Infrastructure Renewal 7,420 4,438 167% Non Recurring Project
Expenditure 1,111 1,851 60%
Total Capital Program 46,249 31,997 145%
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Kingston City Council Standard Statements For The Year Ended 30 June 2011
Capital Works
Variance Explanation Report
Ref Item Explanation
1 Building Infrastructure The over-spend in Building Infrastructure by $21 million is due to the purchase of 1230 Nepean Hwy Council Building ($21.5 million). This is reflected in the revised budget adopted by Council in November 2010. 2 Economic Development The under-spend in Economic development is due to delays in the Green Wedge Project ($850k) and the Main Street Mordialloc shopping centre amenity project ($590k). 3 Arts & Major Halls The overspend on Arts & Major Halls capital works of $0.4 million is due to major renovations carried out at Shirley Burke Hall which were brought forward in the mid-year budget review. These works were originally planned for 2011/12. 4 Coastal Reserves The under-spend in Coastal Reserves Capital expenditure is predominately due to delays with the Mordialloc Creek Dredging ($552k), Victory Park Chelsea public amenities renewal ($279k), and foreshore infrastructure projects ($1.0 million). 5 Information Services The Information Services budget was 51% under-spent predominately due to delays in the implementation of the new phone project ($262k), the VOIP Implementation ($250k), Corporate Reporting Software ($102k) and Information Services Strategy Implementation ($113k). The budget for these items is expected to be spent in the next financial year. 6 Road Resurfacing, Road Works were prioritised and reallocated throughout the year for all Renewal, Drainage, road, drainage, footpath and traffic capital works. Total budget Footpath, Car Park and under-spend on all drainage and transport works was a total of Traffic Management 6%.
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Kingston City Council Standard Statements For The Year Ended 30 June 2011
Human Resources Standard Statement
This Human Resources Statement identifies the total employee related expenditure and the number of total equivalent full time (EFT) staff numbers for the financial year.
Actual YTD Budget YTD Increase/ to to (Decrease) Jun 11 Jun 11 %
Employee Costs $000 59,931 58,668 2.2% Employee Numbers (EFT) 802 806 (0.5%)
279
CERTIFICATION OF THE STANDARD STATEMENTS
In my opinion, the accompanying standard statements of Kingston City Council in respect of 2010/11 financial year are presented fairly in accordance with the Local Government Act 1989 and the Local Government (Finance & Reporting) Regulations 2004.
The of Income Statement, Cash Flow Statement, Balance Sheet and Capital Works Standard Statements, are consistent with the Budget and are prepared on bases consistent with the Financial Statements.
Principal Accounting Officer ......
P.A. Franklin
Dated: ......
In our opinion, the accompanying standard statements of Kingston City Council in respect of 2010/11 financial year are presented fairly in accordance with the Local Government Act 1989 and the Local Government (Finance & Reporting) Regulations 2004.
As at the time of signing, we are not aware of any circumstance which would render any particular in the statements to be misleading or inaccurate. We were authorised by the Council on 22 August 2011 to certify the Standard Statements in their final form on behalf of Council.
...... Dated...... Mayor R. Brownlees
...... Dated...... Councillor P. Peulich
...... Dated...... Chief Executive Officer J.A. Nevins
280 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
13. Notices of Motion
N 139 Notice of Motion – Cr John Ronke – Trevor Budge
That Council resolve to send a letter of thanks to Mr Trevor Budge acknowledging his assistance with the production of the Green Wedge Management Plan and accept the reasons that were given by Mr Budge in regard to him withdrawing from the process.
That Council decline the offer for a peer review of the Green Wedge Management Plan.
Cr John Ronke
281 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
N 140 Notice of Motion – Cr Lewis Dundas – Bay Trail Proposal Motion #1
Preamble
Beach Road between Charman Road, Cheltenham and Nepean Highway, Mordialloc is currently 4 (four) lanes with some 700 plus vehicle parking spaces available on both sides of Beach Road with seaside parking beyond the existing road verge.
Beach Road is a major thoroughfare, administered by Vic Roads and reduction of total existing width could substantially impact on traffic flow.
Available existing beach side parking helps to cater for Kingston residents living beyond walking distance of our beach (those on the wrong side of the rail tracks) and also reduces visitor parking pressures in residential streets adjoining Beach Road.
Loss of parking and existing traffic flow, would detrimentally impact on Kingston community and Beach Road users.
Currently Council motions (M77) of 27th April 2010 and (M249) of 22nd November 2010 will affect this parking if implemented, and very substantially inhibit Beach Road traffic flow.
Accordingly, the following motion is proposed.
Motion
For Beach Road (between Charman Road, Cheltenham and Nepean Hwy, Mordialloc) Council will not accept narrowing of the existing 4 (four) lanes in order to accommodate any “Bay Trail” provision.
Council endorses the traditional existing vehicle parking provisions and current setback on the sea side which is to remain “as is” and not be narrowed with regard to the existing road verge.
Cr Lewis Dundas City of Kingston Ordinary Council Meeting Agenda 22 August 2011
N 141 Notice of Motion – Cr Dundas – Bay Trail – Motion #2
Preamble
A motion (M77) was put and carried by Council on 27th April 2010, as a result of a Notice of Motion that Two Bay Trail options be submitted to DSE, on being back of road.
A Council recommendation (M249) of 22nd November 2010, that 4 Bay Trail alignment designs be prepared and presented to Council was passed on casting vote of Mayor.
Both these above motions have the effect of creating for engineering and strategic design officers the necessity of design and costing for 4 individual proposals causing internal and external consulting costing to be substantially multiplied.
Budget funds are available through Parks Victoria allocation and Kingston budget allocations for completion of the total Bay Trail through Kingston Centre Ward for the whole of the Bay Trail, in accord with the following motion.
Motion
Bay Trail Recommendation
This recommendation is that the Kingston section of the Bay Trail (Centre Ward) shall immediately proceed as Council and grant funds are on hand and sufficient for the completion of the Charman Road/Parkers Road section if the option, as detailed, as follows, is accepted by Council.
Council recommends that the Bay Trail will proceed from Charman Road (commence at McBean ramp) along the existing cliff top path to Marina Road car park, on through the seaside of the car park to link with the existing decline pathway to the beach promenade below Marina Road.
The Trail will then proceed south along the existing pathway to the seawall promenade, proceed along this promenade from Naples Road to Parkdale Yacht Club, continue along the existing pathway to exit to the cliff top and join the existing granitic trail at Parkers Road as now exists.
Cr Lewis Dundas
283 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
N 142 Notice of Motion – Cr West – Bay Trail Options
In the light of:
State Government’s request to Council to provide options including a back-of-kerb option for the location of a proposed Bay Trail route for Government assessment; Several years spent by Councillors and officers on consideration of several different routes without Council being able to reach a considered decision about which option to submit; Council’s inability to comply with a motion of April 2010 to:
“Promptly provide State Government for consideration with two options favoured by councillors as soon as possible including: - one largely back-of-kerb option, and - one clifftop or promenade (or a combination of both) option
Officers’ compliance with a subsequent Council resolution to undertake further investigation of four options including: - Two roadside options (1 and 2), one of which would narrow the road to minimum VicRoads standards to accommodate the 4.5m Bay Trail largely on the roadside verge including a 1 metre buffer on the road-side, while retaining two lanes of traffic each way with parking in the outer lane; - A 4m-wide clifftop option to replace the present sandy walking path through the tea tree; - An Option to use the 2.5m wide Promenade as the Bay Trail.
The Foreshore Sub-Committee has discussed the Bay Trail with a view to determining optimal models for the promenade and back-of-kerb options and determined that two promenade options should be considered with a trail connection - Down from Mundy Street carpark and alternatively - Down from the Mentone Lifesaving Club carpark
Kingston has the only missing link in the Round-the-Bay trail from Altona to Carrum, and this is greatly needed by recreational cyclists and possibly peak-hour commuters.
The State Government has provided funding to assist Council in the delivery of this project , which we risk losing if we fail to expend.
Notice of Motion
I move that:
1. Council request officers to provide a report to a Councillor Information Session meeting on the current options as discussed and refined at the Foreshore Sub- Committee meeting, with additional information requested concerning - the remnant vegetation to be lost by taking a trail down from the Mundy Street car park, and
284 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
- the remnant vegetation to be saved by modifying the relevant back-of-kerb option by narrowing the outer lane of Beach Road to 3m alongside the highly significant remnant vegetation between Naples Road and the Mentone Hotel.
2. Council proceed to submit to the Roads Minister however many options are still considered relevant for his consideration, with the aforementioned officer report and all associated engineering and ecological reports seeking his opinion regarding the appropriateness of each of those options.
3. Council then proceed to community consultation on all options considered appropriate by the Minister.
4. Councillors discuss at CIS and endeavour to agree on a location for at least one of the end-sections, so that work on the Bay Trail may be commenced as soon as possible using available funds.
Cr Rosemary West Central Ward
285 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
N 143 Notice of Motion – Cr West – Lobbyist Register
Preamble:
Considering that:
1. It would assist Councillors if we knew a bit more about the applications that we consider. Many applications come to Council with the name only of a planning agency that has been retained by a developer to prepare the application
This is a matter of transparency and accountability, of Councillors and the community having the right to know what is going on and who is behind it.
2. A good example came up in the papers last October (see attached). How many Councillors recall the name of Brian Amatruda? According to an Age article, Mr Amatruda associates with underworld figures including Mick Gatto and Fedele D’Amico, who was on trial for drug dealing.
This is the man who, whose development company, Omni Properties, has made millions of dollars out of developing one of Kingston’s best-loved parks and most significant pieces of remnant indigenous vegetation including the last remnant of sand heathland in Kingston.
This has been at the expense mostly of the local residents of Mentone, who have been deprived of their park but also at the expense of all Kingston ratepayers.
All up, a very undesirable development indeed. If Council gets another application from Mr Amatruda or Omni properties, I think Councillors should know about it.
3. Another good example has been reported in The Age recently, with reports of lobbyist involvement in fundraising by a political party that was not disclosed until recently.
According to media reports, these funds have at least in part been sourced from a party who has sought and is seeking particular development decisions in their favour.
Lobbyists are engaged to persuade decision-makers to act in their clients’ interests. They should disclose their clients’ identities so that the process is transparent. This also enables the propriety of political donation to be seen by the public. This is particularly the case where a lobbyist is engaged in raising funds for a political party.
4. There are now clear and fairly modest rules to guide Councillors on matters of conflict of interest. These are left to Councillors to determine, and other Councillors may have no way of knowing whether their colleagues have a conflict or not. This motion is modelled on the Victorian Government Lobbyists register and is designed to at least reveal the main parties behind a development so that Councillors can be in a better position to know whether they or their colleagues may have a conflict of interest.
5. Planners who work at Council then go to work for developers, eg there was a planner who worked at Kingston, then went to work for a developer whose application she had worked on while at Council, then returned to Council only to leave to work for the proponent of
286 City of Kingston Ordinary Council Meeting Agenda 22 August 2011
another development she had worked on at Council. Councillors did find out on that occasion and requested she not be employed on that or any other Kingston job, but as a matter of transparency, a register would make sure councillors were aware of such involvements.
6. Residents frequently express concerns that by the time an application is advertised, Council staff have made up their minds to approve it or are on-side with the developers.
Notice of Motion
I move that:
1. Council keep a register of lobbyists, planners, developers and landowners associated with development applications for 10 or more dwellings approved in Kingston in future and, where nominated by a Councillor, officer or member of the community, during the past eight years.
2. As a measure of transparency and accountability, Councillors and officers disclose any contact they have had with such lobbyists, planners, developers and landowners with regard to Kingston planning scheme amendments or development applications in notes to be attached to the register.
3. As a further measure of transparency, lobbyists must identify their clients in the register before approaching Council staff or Councillors.
4. Councillors, officers and Green Wedge Plan consultants promptly disclose any contact or discussions they have had with any registered lobbyists or their clients about Kingston’s Green Wedge Plan.
Cr Rosemary West Central Ward
287 Bail justice link to organised crime suspect
Nick McKenzie and Richard Baker
October 21, 2010
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Fedele D'Amico (left) with the late Mario Condello.
THE network of a suspected organised crime figure, Fedele ''Freddy the Bear'' D'Amico - who was yesterday charged with drug trafficking - includes a Victorian bail justice, former police officers, corrupt Melbourne waterfront workers and prominent horse trainers.
The bail justice is Brian Amatruda, a wealthy Melbourne property developer and boxing promoter known to be a close associate of several alleged Victorian underworld figures, including D'Amico and Mick Gatto.
MrAmatruda, who was appointed a bail justice in 2000, is also a justice of the peace.
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D'Amico, 43, appeared briefly in the Melbourne Magistrates Court yesterday after being charged by the Purana gangland taskforce with trafficking a large commercial quantity of methamphetamine between October and November 2008.
His arrest marks the end of a two-year operation that last year led to the charging of several people with drug offences. The association between MrAmatruda and D'Amico has been examined by numerous law enforcement agencies and caused concern.
Senior policing sources said the concern springs from MrAmatruda's judicial role and his association with suspected organised criminals, including D'Amico, who has shared and lived in a house belonging to MrAmatruda for several months.
Bail justices are appointed by the state attorney-general under the Magistrates Court Act (1989) and are called on by police to preside over after-hours bail and remand hearings.
The work of bail justices, which is unpaid, necessitates contact with police, requiring them to hold hearings inside police stations and to access sensitive police information.
MrAmatruda said he saw no conflict between his association with D'Amico and his judicial role, which requires him to never ''behave in a way that would bring the office into disrepute''.
He said he took his responsibility as a bail justice very seriously. ''Obviously my capacity as bail justice is a role I treat with confidentiality and just as I wouldn't discuss it with you, I would not discuss it with him [D'Amico],'' he said.
He said he mixed with all sorts of people during his career in the building industry. He said he was shocked by news of D'Amico's arrest, describing him as a ''happy- go-lucky bloke''.
''In all my time with D'Amico, I've never seen him act in any unethical way or be anything but law abiding,'' MrAmatruda said.
But a law enforcement source said: ''MrAmatruda can either be a bail justice or he can associate with the underworld. But he should not be able to do both.''
Since April 2009, D'Amico's name has been aired in the media in relation to several organised crime court cases. In 2007, the Australian Securities Investment Commission issued a press release stating it had banned D'Amico from managing companies because he had falsified invoices.
D'Amico owns several racehorses - including some with MrAmatruda - which are trained by prominent trainers.
D'Amico is also friendly with several former police officers through mutual associations and the racing industry. It is believed that in 2008 these relationships greatly concerned the AFP, which was investigating D'Amico as part of an unrelated criminal probe. MrAmatruda's associates include serving and former police.
D'Amico also has several connections with figures who work in Victoria's maritime industry, including a dock worker suspected by police of helping smuggle contraband off Melbourne's wharves. A former maritime industry worker was in court to support D'Amico yesterday. D'Amico also has strong contacts in Melbourne's construction industry, including with suspected criminal elements who run standover rackets within it. He has been the target of multiple customs and state and federal police investigations since 2001, but none have led to any charges.
D'Amico used to work in Melbourne's fruit and vegetable industry, and he is the brother-in-law of Mick Gatto's nephew.
The Age first wrote about D'Amico and MrAmatruda's relationship in an article in 1997, in which the pair were alleged to share a business interest in a strip club.
When asked about MrAmatruda's appointment as a bail justice, a spokeswoman from the Department of Justice said: ''All bail justices are required to undergo police checks and provide three referees, all of whom must be of high standing in the community.''
Legislation before Parliament will create new powers around the suspension, investigation and removal of bail justices.
Alleged ties between suspected criminal figures and bail justices first emerged in 1998, when the relationship between bail justice Rowena Allsop and the since murdered gangster Alphonse Gangitano was aired in the media and referred to the Solicitor-General.
Magistrate Peter Mealy remanded D'Amico to appear again at the same court on January 20 for a committal mention.
With ANDREA PETRIE
Read more: http://www.theage.com.au/victoria/bail-justice-link-to-organised-crime-suspect-20101020- 16u7q.html#ixzz1TgnfGOAq