2 0 1 1 - 1 2 Kingborough Council Annual Report Contents
Mayor’s Message 2 General Manager’s Report 3
1. Elected Members 5 1.1 Your Councillors 5
1.2 Council and Committees 6
1.3 Appointed Council Representation on Sub-Committees, Advisory Committees and External Organisations 8
1.4 Councillors Attendance at Meetings 9
1.5 Remuneration of Councillors 10
2. Key Corporate Functions and Achievements 11 2.1 Corporate 11
2.2 Community Planning and Development 14
2.3 Infrastructure and Services 22
2.4 Kingborough Waste Services 28
3. Governance 29 3.1 Contracts for the Supply of Goods and Services 30
3.2 Financial Assistance and Grants 31
3.3 Human Resource Policies 33
3.4 Senior Staff 33
3.5 Public Interest Disclosures 33
4. Financial Results for the Year - Analysis of Annual Financial Report 34 4.1 Introduction 34
4.2 Operating Statement 34
4.3 Operating Revenues 35
4.4 Operating Expenditure 37
4.5 Analysis of Cash Position 38
4.6 Analysis of Financial Position 40
4.7 Key Financial Indicators 41 APPENDIX I: Abridged Annual Financial Report 44 APPENDIX II: Performance Manager 53 APPENDIX III: Nature of Complaints 81 Mayor’s Message
I am pleased to present the Annual Report for 2011/12 which details Council’s progress and achievements over the past 12 months. It is no coincidence that I begin with the budget, financial and asset planning because unless these matters are well controlled, the sustainability of our Council can be brought into question and the expectations of our community about the services we should be providing will not be met. Council is faced with balancing its service levels, the needs and expectations of the community and setting appropriate rating levels to adequately resource and fulfil its roles and responsibilities. Effective financial planning dictates long term financial goals and priorities and increases the level of transparency for the community. During the year Council adopted its Long Term Financial Plan (LTFP) which is underpinned by Long Term Asset Management Plans. The LTFP provides the foundation and principles for Council as we progress over the next ten years. The key principles underpinning the LTFP include: • maintaining a fair and effective rating structure; • maintaining current service levels; • improving Council’s financial performance; • achieving operating surpluses; • progressively increasing funds for asset renewal; and • improving Council’s financial position and its capacity to fund new projects. It is pleasing to note that during the year in review, Council had a better than expected operating result with the budgeted deficit being $1.2M less than predicted. The major component of the deficit being asset maintenance, an issue for all Councils. The fundamental principles of the Long Term Financial Plan, if adhered to in the future, will have Council returning to an operating surplus including calculations for asset maintenance over the next ten years. Although these are difficult times for the retail sector in particular and Tasmania generally, our community is enjoying the benefits of the substantial expenditure on infrastructure over the past two years. Developments were contributed to by all spheres of Government. Thanks to the Kingston Bypass, traffic delays around Kingston and Huntingfield are hopefully consigned to memory and congestion in central Kingston is a thing of the past. Sealing of a significant extension of Bruny Main Road has made travel to that beautiful Island safer for all. Development of Channel Court is proceeding well. The sports and educational precinct in Kingston View Drive is a hive of activity and the Twin Ovals facility and function centre fully operational and a source of pride for all involved. The facilities provided have assisted the Kingborough Tigers Football Club as they plan to join the AFL statewide competition. Vacating the sports oval at Kingston Beach has provided the opportunity for the Kingston Crows Cricket Club and the Kingborough Junior Football Club to move to improved facilities. Council looks forward to the challenge provided by the opportunity to develop the old Kingston High School site. We intend to have the community be part of a process which has just started with the appointment of lead consultants. There is much to be done but it is the intention of Council that as this sub-regional site is developed we have a place that is memorable and one of which we can all be proud. Council has been fortunate (although fortunate is probably not the right word to use) where staff prepare grant applications in a competitive environment to obtain funds. Recently successful grant applications have provided funds to; install CCTV cameras, employ a staff member to coordinate our volunteers together with a substantial grant to develop a digital hub following the roll out of the National Broadband Network to Kingston Beach. In conclusion I would like to thank all Councillors and our committed staff for their hard work and accomplishments over the past year.
Dr Graham Bury 2 MAYOR General Manager’s Report
I am pleased to provide my comments for inclusion in Council’s 2011/12 Annual Report. This report outlines Council’s many successes in meeting the objectives, activities and performance indicators set for itself when adopting its Annual Plan in June 2011. The report also provides comment on those objectives and performance indicators which were not achieved.
With the completion of the new Waste Transfer Station at Barretta a new management arrangement was implemented which saw the creation of Kingborough Waste Services (KWS), a new corporate entity wholly owned by the Council. Council appointed a separate skills based board to manage this new business to ensure that it is competitive in the delivery of waste services.
KWS is contracted by Council to operate the entire site which includes the re-use shop, recycling, green waste and the general refuse transfer station. All of the general waste delivered to Barretta (including household collections) are now compacted into semi trailers and transported to the regional waste facility at Copping, of which Council is a part owner through a joint authority arrangement with Clarence, Sorell and Tasman Councils.
During the year in review the Council had set for itself an ambitious capital works program valued at over $11M. At 30 June Council had completed works to the value of $7M (64 per cent). The balance of $4M has been carried forward to the 2012/13 capital works program.
I am the first to recognise that it is disappointing that more of the capital works planned were not actually achieved during the financial year. It is my intention to continue to pursue a greater level of works completion at the end of the 2012/13 financial year with hopefully a number of long overdue projects finalised.
After an extensive public consultation process Council determined its preferred option for the rehabilitation of Old Station Road, Coningham. The works will include the rehabilitation of the existing wall, drainage and the re-sealing of the road. When completed, Old Station Road will have a five tonne load limit applied to it. Following Crown Land approval for the works proposed on the sea wall, the project will be tendered in anticipation of construction occurring in the early part of 2013.
Council also considered works at Kingston View Drive whereby a new ‘bypass’ road would have been developed in the vicinity of the Kingborough Sports Centre car park. Due to the high value of the tenders received the project was deferred by Council. It is now proposed to redefine the scope of the works to include improved parking and pedestrian linkages with the ‘bypass’ road deferred until such time as the future development of Spring Farm provides linkage accesses to the Kingston View Drive area. Tenders for the new scope of works will be called in September 2012.
After significant delay the proposed roundabout at the Beach Road/Channel Highway intersection in Margate will proceed this year. Approval has now been received from Department of Infrastructure, Energy and Resources and land acquisition requirements are nearing completion which will hopefully allow the tender for these works to be called.
Funding was provided in the budget for works at the Roslyn Avenue/Tinderbox Road/Brightwater Road intersection. The funding provided was for the refinement of the Brightwater Road junction to a designated T-junction onto Tinderbox Road. Council referred the proposed design for this intersection for public consultation, with the consultation now complete, the matter will be further considered by Council before the project is further advanced.
Council, during the year, pursued with the State Government the acquisition of the former Kingston High School site. As part of its considerations Council has now commissioned consultants Beca & Hill PDA to assist in preparing the future development plan for the site and how this site will in future integrate into the broader Kingston CBD. The Beca & Hill PDA tender bid included both mainland and local consultants with specialist skills in the areas of town planning, engineering, traffic management, property divestment and public consultation.
3 General Manager’s Report
The consultants have a clear appreciation that the development of the former Kingston High School site represents not only a major step in Kingston’s ongoing development, but an opportunity to establish a benchmark in sustainable design and development for this growing area of greater Hobart.
The consultants will be undertaking a wide ranging community consultation process and I would encourage those interested in this project to become involved. Information relating to the consultation method and process will be provided in due course.
The Annual Report provides detailed comments in relation to the financial management of Council and the results achieved for the year in review. It is pleasing to note that an unqualified audit opinion was received from the Auditor General and that with the adoption of its Long Term Financial Plan in May 2012, Council will continue to work towards remaining on a sustainable footing into the future.
In closing I would like to express my appreciation to the Mayor and Councillors for their support during the past 12 months. The hard working staff are also to be congratulated for their efforts in the delivery of services to our community during the year.
Paul West GENERAL MANAGER
4 1. Elected Members
1.1 Your Councillors
Mayor Dr Graham Bury 99 Tinderbox Road, Blackmans Bay 7052 Ph: 6229 8399 Mob: 0417 308 687 Deputy Mayor Stephen Wass E: [email protected] 55 Estuary Drive, Blackmans Bay 7052 Ph: 6229 1706 Councillor Bernadette Black Mob: 0412 634 647 20 Illawarra Road, E: [email protected] Blackmans Bay 7052 Mob: 0404 060 507 Councillor Michele Higgins E: [email protected] PO Box 14, Woodbridge 7162 Ph: 6267 4984 Councillor Julian Bush Fax: 6267 4985 Postal Address: 20 Stoney Steps, Mob: 0427 674 684 South Hobart 7004 E: [email protected] Ph/Fax: 6223 6259 Mob: 0427 931 418 Councillor Roger McGinniss E: [email protected] 20 Fraser Street, Firthside 7050 Ph: 6229 1344 Councillor Paul Chatterton Mob: 0428 396 429 161B Wells Parade, E: [email protected] Blackmans Bay 7052 Ph: 6229 6085 Fax: 6229 6190 Councillor Susan Nolan E: [email protected] 29 Staff Road, Electrona 7054 Mob: 0408 294 918 Councillor Flora Fox E: [email protected] 105 Wingara Road, Howden 7054 Ph: 6267 2851 Councillor Nic Street Fax: 6267 2236 35 Woodlands Drive, E: [email protected] Blackmans Bay 7052 Mob: 0418 573 554 E: [email protected] Councillor David Grace Unit 35, 1684 Channel Highway, Margate 7054 Ph: 6267 2974 Councillor Paula Wriedt Fax: 6267 2963 4 Raft Court, Mob: 0438 679 200 Kingston 7050 E: [email protected] Ph: 6229 4045 E: [email protected]
5 1.2 Council and Committees Twelve Councillors are elected, with the Mayor as the designated chairperson and spokesperson of the Council. Elections for Councillors are held every two years with six Councillors retiring at each election. The Mayor and Deputy Mayor are also elected directly by the electors of Kingborough every two years.
Ordinary Council Meetings are usually held on the fourth Monday of each month commencing at 6pm. During the 2011/12 year in review, Council had five Committees:
• Planning Authority; • Community Development and Arts; • Governance and Finance; • Infrastructure and Recreational Services; and • Environment and Development. The Planning Authority and Infrastructure and Recreational Services Committees met monthly. The Governance and Finance, Community Development and Arts and Environment and Development Committees usually meet bi-monthly.
The Committees discussed various aspects of Council business and, where necessary, made recommendations for consideration by Council. The Planning Authority Committee considered development applications and had full delegation to determine matters presented. The Infrastructure and Recreational Services Committee had delegated authority to accept tenders up to the amount provided in the estimates for specific projects, without reference to Council.
Council and committee meetings are open to the public , except where an item is considered to be of a confidential nature in accordance with the Local Government (Meeting Procedures) Regulations 2005. Meeting schedules are advertised in the Mercury Newspaper, on Council’s website and at the Council Offices.
The following table details the current membership of the various committees:
COMMITTEE COUNCILLORS Planning Authority Committee Cr Black Cr Higgins Chairperson: Cr Bush Mayor Cr Dr Bury Cr McGinniss Deputy Chairperson: Cr Fox Cr Bush Cr Nolan Cr Chatterton Cr Street Cr Fox Deputy Mayor Cr Wass Cr Grace Cr Wriedt Community Development and Arts Committee Cr Black Cr Higgins Chairperson: Cr Higgins Mayor Cr Dr Bury Cr Nolan Deputy Chairperson: Cr Nolan Cr Grace Cr Street Governance and Finance Committee Mayor Cr Dr Bury Cr Nolan Chairperson: Cr Chatterton Cr Chatterton Cr Street Deputy Chairperson: Mayor Cr Dr Bury Cr McGinniss Cr Wriedt
Infrastructure and Recreational Services Committee Cr Bush Cr McGinniss Chairperson: Deputy Mayor Cr Wass Cr Fox Deputy Mayor Cr Wass Deputy Chairperson: Cr Bush Cr Grace Cr Wriedt
Environment and Development Committee Cr Black Cr Fox Chairperson: Cr Fox Cr Bush Cr Higgins Deputy Chairperson: Cr Higgins Cr Chatterton Deputy Mayor Cr Wass
6 The issues for which each committee is responsible is as follows:
PLANNING AUTHORITY COMMITTEE (ALL 12 COUNCILLORS)
Statutory Planning Authority responsibilities Planning Scheme Amendments Development Applications Legal matters related to Statutory Planning Subdivision Approvals Planning Appeals
COMMUNITY DEVELOPMENT AND ARTS COMMITTEE (6 COUNCILLORS)
Community Development Community Events Community Information Positive Ageing Family Day Care Community Safety and Policing Manor Gardens Abel Tasman Art & Design Prize Youth Australia Day Awards Education and Learning Kingborough Sports Centre Arts and Cultural
GOVERNANCE AND FINANCE COMMITTEE (6 COUNCILLORS)
Strategic and Operational Plans Financial Strategy and Management Corporate Communication - Revenue and Rating Human Resources - Grants Partnerships - Loan Borrowing Risk Management and Insurances - Compliance Information Technology - Related Policies Budget Management - Financial Reporting Economic Development Tourism, Marketing and Visitor Services
INFRASTRUCTURE AND RECREATIONAL SERVICES COMMITTEE (6 COUNCILLORS)
Asset Management Program (incl. forward planning and Waste Management maintenance) Sporting Grounds and Facilities Capital Works Recreation Reserves (incl. playgrounds, parks and gardens) Roads, Footpaths and Cycleways (incl. access, mobility) Public Buildings (incl. public halls, toilets) Streetscape Design (incl. lighting, signs, furniture, Tracks and Trails Development vegetation) Marine Structures (incl. jetties, boat ramps) Stormwater Management Property Management Traffic Management
ENVIRONMENT AND DEVELOPMENT COMMITTEE (6 COUNCILLORS)
Natural Resource Management Emergency Management Climate Change Settlement, Local Area and Master Planning Vegetation management (incl. weeds, tree clearing, Sea Change and Demographic Issues conservation) Kingborough Planning Scheme Review Water Quality Kingston CBD Development Pollution Control and Nuisances Transport Planning Public Health Coastal Management Building Control Recreation and Open Space Planning Compliance and Enforcement Animal Control Fire Hazards and Fire Management
7 1.3 Appointed Council Representation on Sub-Committees, Advisory Committees and External Organisations
COMMITTEE NAME TYPE OF COMMITTEE APPOINTEE
Abel Tasman Art Prize Committee Community Cr Higgins
Cr Chatterton, Deputy Mayor Cr Wass, Code of Conduct Council Cr Wriedt
Kingborough Municipal Emergency Planning Statutory Mayor Cr Dr Bury
Cr Fox (Chairperson) Kingborough Access Advisory Committee Section 24 Special Committee Cr Black
Bruny Island Advisory Committee Section 24 Special Committee Cr Grace (Chairperson)
Southern Water Regional Mayor Cr Dr Bury
Positive Ageing Advisory Committee Council Cr Nolan (Chairperson)
Channel Heritage Museum Community Cr Street
Kingborough Bicycle Users Group Section 24 Special Committee Cr Fox (Chairperson)
Kingborough Community Enterprise Centre Community Cr Chatterton
Kingborough Community and Police Liaison Group Community Cr Wriedt
Mayor Cr Dr Bury Local Government Association of Tasmania Statewide Deputy Mayor Cr Wass (Proxy)
Cycling South Regional Cr Fox
Southern Waste Strategy Authority Regional Cr Bush
Southern Tasmanian Councils Authority Regional Mayor Cr Dr Bury, General Manager
Kingborough Road Safety Committee Section 24 Special Committee Cr Grace (Chairperson), Cr Wriedt
National Sea Change Taskforce National Local Government Body Cr Higgins
Coming Out Proud Program Community Cr Higgins – Community Liaison Committee
Kingborough Sports Complex Users Group Deputy Mayor Cr Wass (Chairperson) Council Advisory Committee Cr Chatterton
Huon Valley/Kingborough Tourism Steering Community Cr Nolan Committee
Youth Advisory Network Kingborough Community Cr Black
Mayor Cr Dr Bury Copping Refuse Disposal Site Joint Authority Regional Cr Wriedt (Proxy)
Cat Control Committee Community Cr Bush
Deputy Mayor Cr Wass (Chairperson) Twin Ovals Sports Pavilion Advisory Group Council Cr Street
Cr Higgins (Chairperson) Kingborough Arts and Culture Advisory Committee Section 24 Special Committee Mayor Cr Dr Bury
Anzac Centenary Commemoration Advisory Group Council Deputy Mayor Cr Wass
8 1.4 Councillors Attendance at Meetings The following table details Councillor attendances at Council meetings and also at Council Committee meetings to which the Councillor was appointed. 1 July 2011 – 31 October 2011
COMMUNITY INFRASTRUCTURE ENVIRONMENT GOVERNANCE COUNCIL PLANNING DEVELOPMENT AND RESOURCE AND AND FINANCE AND ARTS MANAGEMENT DEVELOPMENT
Possible 4 4 2 2 3 2 Attendance Cr Buchan 4 4 N/A 2 3 N/A Mayor Cr Dr Bury 4 4 2 2 N/A N/A Cr Bush 3 4 N/A 2 N/A 2 Cr Chatterton 4 3 N/A 2 N/A 1 Cr Fox 4 3 N/A N/A 2 2 Cr Grace 4 3 2 N/A 3 N/A Cr Higgins 4 3 2 N/A N/A 2
Cr McGinniss 4 4 N/A 2 3 N/A
Cr Nolan 4 4 2 2 N/A N/A
Cr Sommerville 3 3 1 N/A 3 N/A Deputy Mayor 4 4 N/A N/A 3 2 Cr Wass
(Note: Cr Lindsay was not replaced following his resignation on 27.06.11) 1 November 2011 – 30 June 2012
COMMUNITY INFRASTRUCTURE ENVIRONMENT GOVERNANCE COUNCIL PLANNING DEVELOPMENT AND RESOURCE AND AND FINANCE AND ARTS MANAGEMENT DEVELOPMENT
Possible 10 8 4 4 7 4 Attendance
Cr Black 10 7 4 N/A N/A 3
Mayor Cr Dr Bury 10 8 3 4 N/A N/A
Cr Bush 10 8 N/A N/A 7 4
Cr Chatterton 9 7 N/A 4 N/A 4
Cr Fox 9 5 N/A N/A 6 3
Cr Grace 10 8 4 N/A 6 N/A
Cr Higgins 9 6 4 N/A N/A 4
Cr McGinniss 10 8 N/A 4 7 N/A
Cr Nolan 9 8 3 4 N/A N/A
Cr Street 9 8 4 4 N/A N/A Deputy Mayor 10 7 N/A N/A 6 3 Cr Wass Cr Wriedt 8 6 N/A 3 4 N/A
9 1.5 Remuneration of Councillors Section 72(cb) of the Local Government Act 1993 requires that a statement of the total allowances and expenses paid to the Mayor, Deputy Mayor and Councillors is to be included in the Annual Report.
During the year, Council paid a total of $394,205 in allowances and expenses to Councillors. Councillors were provided at their choice, a home personal computer and a telephone/fax/printer, for which all costs were funded by Council. A fully maintained motor vehicle is also provided to the Mayor for use on Council related business.
Deputy Mayor Councillor Councillor Mayor TOTAL Allowance Allowance Expenses Allowance
Mayor Cr Dr Bury 61,103.36 24,442.28 85,545.64
Deputy Mayor 16,983.36 24,442.28 1,659.12 43,084.76 Cr Wass Cr Black 16,480.64 208.17 16,688.81 (from 01.11.11)
Cr Bush 24,442.28 24,442.28
Cr Chatterton 24,442.28 24,442.28
Cr Fox 24,442.28 1,492.91 25,935.19
Cr Grace 24,442.28 4,914.43 29,356.71
Cr Higgins 24,442.28 24,442.28
Cr McGinniss 24,442.28 24,442.28
Cr Nolan 24,442.28 24,442.28
Cr Street 16,480.64 16,480.64 (from 01.11.11) Cr Wriedt 16,480.64 784.29 17,264.93 (from 01.11.11) Cr Buchan 7,961.64 7,961.64 (to 31.10.11) Cr Sommerville 7,961.64 7,961.64 (to 31.10.11) Other Non 21,713.99 21,713.99 Attributable TOTAL 61,103.36 16,983.36 285,345.72 30,772.91 394,205.35
10 2. Key Corporate Functions and Achievements
2.1 Corporate Council aims to provide professional corporate support services across the organisation through strong financial management and human resources practices, as well as responsive and flexible information systems.
2.1.1 Organisational Development The Organisational Development Department is responsible for the development of Council’s organisational and employee development programs. This area develops and implements strategies, policies and procedures through the provision of human resources and industrial relations services, as well as payroll functions. The corporate communications function also works within Organisational Development.
KEY ACHIEVEMENTS
STAFFING Council employed a staff of 180 effective full-time equivalent employees as at 30 June 2012, including Kingborough Waste Services. Recruitment of staff was undertaken in accordance with Council’s recruitment policies. During the year, 19 new staff members were recruited, including permanent, temporary and fixed term employees. Fifteen employees resigned from Council voluntarily or their temporary employment/contract ended during the year which represents a turnover of approximately 8 per cent.
TRAINING AND DEVELOPMENT Council is committed to supporting staff in furthering their careers and learning opportunities. In 2011/12, 14 staff completed vocational qualifications at the Diploma, Certificate IV and Certificate III level. Forty-nine staff were enrolled in vocational and degree level qualifications including project management, civil construction, business, local government, horticulture, building surveying, finance and human resources.
INDUSTRIAL RELATIONS Council’s employment conditions are negotiated through an enterprise agreement process with staff and representative unions. The Kingborough Council Enterprise Agreement No. 7 of 2012 was approved by a strong majority of Council staff in June 2012 and ratified by Fair Work Australia in August 2012. The agreement provides for 3.5 per cent or $32 per week (whichever is higher) wage increase each year over a three year period. The agreement expires in July 2015.
WORK HEALTH AND SAFETY Council is committed to providing a safe and healthy work environment for its employees. Council’s staff Work Health and Safety Committees implemented a Workplace Health and Safety Strategic Plan and risk registers for key worksites. A compliance assessment of the safety operations of the Works Department was completed in preparation for the introduction of the new Work Health and Safety Act and Regulations in 2013.
Incidents and work health and safety statistics are reported regularly to Council’s Governance and Finance Committee. There were 24 workers compensation claims lodged during the year, of which nine claims resulted in more than one week off work.
The Working Well Program included a range of initiatives such as fitness classes, employee immunisation programs, the employee assistance program for staff and their families, presentations on health issues such as mental wellbeing and first aid training. Other operational safety training courses included Working in the Construction Industry accreditation (White Card), traffic control and chemical handling. Council employees also participated in a training program run by Tasmania Police on dealing with aggressive customers in the workplace.
11 CORPORATE COMMUNICATIONS AND EVENTS Council reviewed its corporate communications strategy in January 2012. Council focused on developing its online communications through its website and social media as part of this strategy. The Council website was re-launched with improved navigation, accessibility and updated content. Four Facebook pages were created; yspace Kingborough, Kingborough Council, Kingborough Family Day Care and Kingborough Sports Centre. A Twitter account was launched in January to cover arts and cultural news and events and can be found at KC_ArtsCulture. Council continues to provide a range of printed information to the community. Four editions of the Kingborough News were distributed to all households during the year. The annual Information Directory was released in February and the regular paid advertisement, Snapshot on Kingborough, featured in the Kingborough Chronicle newspaper.
2.1.2 Finance The Finance Department is responsible for the provision of financial reporting, ensuring the application of appropriate governance controls and the provision of support services for Council. Finance is also responsible for the management of Council’s financial assets including the investment of surplus funds, placement and operation of all insurance policies and the operation of the Bruny Island Service Centre which includes an Australia Post branch.
KEY ACHIEVEMENTS
LONG TERM FINANCIAL PLAN A Long Term Financial Plan (LTFP) was developed during 2011/12 and is an important component of Council’s financial management framework. The LTFP covers a ten year planning horizon and is a guiding document to be considered when developing the annual plan and the yearly estimates. The LTFP reflects the estimated amount of funds Council will have at its discretion in future years based on a number of specific planning assumptions. The LTFP aims to improve Council’s overall financial sustainability into the future and establishes greater transparency and accountability to the community. The LTFP can be downloaded from Council’s website or is available from Council’s Customer Services. LONG TERM ASSET MANAGEMENT PLAN A Long Term Asset Management Plan (LTAMP) was developed during 2011/12 and is closely related to the LTFP. The LTAMP role is to ensure that Council continues to provide effective management of its infrastructure asset portfolios. The LTAMP can be downloaded from Council’s website or is available from Council’s Customer Services. ELECTRONIC APPROVAL OF INVOICE AND PAYMENT DOCUMENTS The manual handling component of the payment procedures of Council were critically analsyed during 2011/12 and a scanning process implemented. All payment documents are scanned into Council’s records management system and approval processes are completed using an electronic process. This process has eliminated the storage of the paper invoices on site and created an electronic single repository for all payment documents.
12 2.1.3 Information Services The Information Services Department provides information technology, information management and customer services. Key functions and responsibilities of the department include records management, provision and maintenance of Information Technology (IT) hardware and application software, website management, helpdesk support, telecommunications and the provision of hosted services to the Huon Valley Council. The Customer Services Unit provides a range of services for both external and internal customers including the provision of general Council information, lodgment of service requests, pre-assessment of building and planning applications, facilities bookings, cashiering and a range of internal administrative activities. The department is also responsible for coordination of Civic Centre building management.
KEY ACHIEVEMENTS
VIRTUALISATION OF SERVERS Council continues to migrate its core business servers onto virtual server infrastructure, improving manageability, end user experience and reducing operational costs.
ENTERPRISE CONTENT MANAGEMENT SYSTEM A major upgrade of Council’s Enterprise Content Management system has been undertaken. The upgrade improves integration with Microsoft Products and introduces more efficient document registration processes for end users. The system manages the lifecycle of both physical and electronic corporate records in accordance with Australian Standards and provisions of the Archives Act 1983.
ACCESSIBILITY Infrastructure has been installed which will provide improved access to business information for staff working in the field or at remote sites. Efficiencies generated by the improved connectivity benefit customers through reduced inspection and application processing times.
RECORDING OF COUNCIL MEETINGS Council meetings are now audio recorded and made available to the public via Council’s website. The recordings aim to assist in the production of minutes, improved transparency in decision making processes and increased accessibility options for members of the public who are unable to attend in person.
SECURITY Council has improved the level of security for staff, customers and visitors to its service centres with the installation of digital Closed Circuit Television systems. The systems enable the review of high resolution video footage should a security incident occur in and/or around Council facilities.
WEBSITE AND SOCIAL MEDIA Council undertook a review and major redesign of its website after consultation with a wide range of internal and external users of the resource. The new design addresses issues identified by staff and members of the public who responded to our website review survey. In addition to refreshed content, other key changes included an improved look and feel, access to frequently used resources from the home page and improved navigation and searching of the site.
13 2.2 Community Planning and Development Council aims to deliver a diverse range of services, programs and facilities necessary to maintain and build a healthy and sustainable community. An additional aim is to provide clear policy and sound practice to effectively manage land use, natural resources, public and environmental health, building activity and the safety, function and convenience of places within Kingborough in accordance with its statutory obligations.
2.2.1 Community and Recreational Services
The Community and Recreational Services Department provides a comprehensive range of community-related programs, services and facilities for the residents of Kingborough. Key responsibility areas include the provision of services for children, youth and older people, community events, public consultation, social planning and facilitation of a broad range of arts and cultural related activities. The department also undertakes planning for the development of recreational facilities and programs, liaison with a wide range of groups on local community issues and referral to specialist support services.
KEY ACHIEVEMENTS
ARTS AND CULTURAL DEVELOPMENT The implementation of the Kingborough Arts and Cultural Strategy commenced in earnest in 2011/12 with the employment of a full-time officer to work on a range of initiatives identified as part of the consultation process that led to the development of this strategy. Work undertaken during the year included the development of an Art Acquisitions Policy, the establishment of a Creative Arts Register, expansion of the Abel Tasman Art & Design Prize to a statewide competition that includes design, development of a monthly arts e-newsletter and the renovation of the rear of the Kingston Beach Hall into an art gallery. The facility, to be known as the Kingston Beach Arts Hub, was officially opened in June, with an exhibition of work by local artists entitled ‘Kickstart’.
COMMUNITY DEVELOPMENT A successful application was made to the Commonwealth Department of Broadband, Communications and the Digital Economy for the development of a Digital Hub at the Kingston Beach Hall. As part of the establishment of the art gallery at the rear of the hall, a training room was developed to provide training services to the community in a range of broadband applications. The second ‘Love Living Locally’ event was held in March to celebrate local produce, producers, and arts and crafts. In collaboration with Cerebral Palsy Tasmania, a series of mosaic pavers were created to enhance footpaths as part of Stage Two of the Channel Highway upgrade and at Kingston Beach.
CHILDREN’S SERVICES A number of activities were held for children under the age of six during the year. The first of these was a ‘Kids Allowed’ project that aimed to obtain the views of children on what makes a vibrant main street. Following on from this event, a number of arts workshops run by professional artists were held in the ‘pop up’ shop setup at Channel Court. The workshops were extremely successful with 134 children and 73 adults attending. A further five children’s arts workshops were held during the June school holidays. Development and implementation of the Kingborough Community Recovery Plan continued with a two day planning session held at the Twin Ovals Pavilion during March.
RECREATIONAL PLANNING A review and update of the Kingborough Sport and Recreation Plan was undertaken during the year that included consultation with sporting organisations and the broader community. The document provides a strategic approach to the development of new and upgrading of existing sport and recreation facilities in Kingborough. The implementation of the Kingborough Tracks and Trails Action Plan continued during the year, with the most significant project being a new access point to the Alum Cliffs track from the carpark at Browns River. The new route bypasses the foreshore section of track that was subject to regular inundation and alleviates the need to go up a steep section of steps. Extensions to the Whitewater Creek and Coffee Creek tracks were planned during the year. Funding was obtained for the development of a skate park at Alonnah on Bruny Island, along with the construction of new clubrooms and change rooms at the Woodbridge Oval.
14 YOUTH SERVICES The inaugural Kingborough Youth Forum was held in November and was attended by 80 young people from local high schools and Hobart College. A range of actions were identified to improve the lives of young people living in the Kingborough municipal area. Activity programs were provided in each of the three school holiday periods. The range of activities provided a mix of entertainment, fitness and education for young people between the ages of 10 and 16. The YSTART (Youth Support Through Arts, Referral and Training) program was implemented during the year, providing accredited training in construction and hospitality to young people who had disengaged from mainstream education. Open access sessions were offered at yspace to provide opportunities for social interaction and leisure activities for young people in a relaxed, safe environment. A mini-arts festival was held at the Blackmans Bay Skate Park in April to celebrate National Youth Week.
SENIORS The Kingborough Positive Ageing Advisory Committee met on a regular basis throughout the year to progress the implementation of the Positive Ageing Plan. A major initiative was the Kingborough Positive Ageing Expo held during November. The event was extremely well received by both those in attendance and by the 32 exhibitors. Funding was obtained for the introduction of a volunteer program to provide services to assist older people to remain in their own home for longer. The Retired not Expired! Program was conducted on a monthly basis throughout the year and featured at the Premier’s Physical Activity Council’s Local Government Forum held in November.
2.2.2 Kingborough Sports Centre Precinct
Kingborough Sports Centre provides a range of sporting and recreational activities that caters for an average of 3000 users per week. Major activities include basketball, netball, volleyball, indoor soccer, indoor cricket, squash, pilates, table tennis, dance, Zumba, Crossfit and gymnastics. A fully equipped fitness centre caters for clients of all ages. The Kingborough Sports Complex has been transformed during the last two years, with the establishment of the new Kingston High School and many other sporting and recreational facilities on the site. Council provided land for the new Kingston High School site and some of the proceeds from the sale were then reinvested back into the Performing Arts Centre. This resulted a 450 seat venue that is available for community use outside of school hours. This school itself is a state-of-the-art educational facility that is integrated within the surrounding Sports Centre Precinct.
KEY ACHIEVEMENTS
FITNESS CENTRE A review of the operations of the Fitness Centre was undertaken during the year, resulting in a recommendation to Council to move away from purchasing electronic equipment and obtaining these on a lease basis. A tender for the supply of this equipment for a three year period was approved by Council in May 2012.
INDOOR CRICKET CENTRE Council resolved to lease out the Indoor Cricket Centre following a cost/benefit analysis that determined that the facility could provide a better service to the community if run by a private operator. Following a publicly advertised expression of interest process, a three year lease over the facility was offered to High Performance Cricket Tasmania.
TWIN OVALS Cricket and football were played for the first time on the Twin Ovals during the year, with both grounds performing to expectations. The AFL ground held up well during a wet winter and was the home ground for the Kingborough Tigers Football Club. The cricket oval played host to a Tasmanian women’s team and underage matches and was the home ground for the Kingborough Knights Cricket Club. The pavilion was managed by the two tenant clubs for six months each of the year. Advice on the future management arrangements was provided by an advisory group comprised of stakeholders from the Kingborough Sports Centre Precinct.
15 GORMLEY PARK A drainage system was installed in Gormley Park prior to the summer season to improve the quality of the playing surface for users of the facility. The Kingborough Little Athletics Club re-surfaced the long jump run-ups, whilst the Kingborough Lions Soccer Club installed new lights.
MOUNTAIN BIKE PARK A new facility was developed for mountain bike riders on the vacant paddock to the south of the Twin Ovals. The Kingborough Mountain Bike Park provides a downhill trail with jumps and technical elements for riders of all abilities.
2.2.3 Manor Gardens Club
Manor Gardens is a day respite centre located at Firthside. Manor Gardens was established in 1996 and operates six days per week from Monday to Saturday and is also open on the first and third Sunday of each month. Manor Gardens is open to frail aged residents, those who are socially isolated and people suffering from memory loss or associated conditions. Different programs run each day to cater for the various groups of clients. Clients have access to transport to and from Manor Gardens, morning and afternoon tea, healthy home cooked lunches, outings and a wide variety of in-house activities like gardening, music, poetry, art, bowls and exercise programs.
KEY ACHIEVEMENTS
ADDITIONAL RESPITE SERVICES The Manor Gardens Day Respite Centre expanded its operations, with the addition of an additional day in the off-site program and increased opening hours on the weekend. Demand for the centre remains high, with a waiting list of clients.
2.2.4 Family Day Care Family Day Care is a home based childcare service providing quality care in the homes of registered educators (formerly known as carers) supported by a coordination unit. Family Day Care provides nurturing care in a secure and enriching home environment for babies and children up to 12 years of age. In Family Day Care children learn through play whilst mixing with a small group. They participate in activities planned by the educator to suit each child’s individual needs. Children are able to connect with their world and community in real and meaningful ways. Family Day Care offers meaningful and often long term relationships.
KEY ACHIEVEMENTS
NATIONAL QUALITY STANDARDS The Kingborough Family Day Care Scheme successfully made the transition to the National Quality Framework. A National Quality Standards Day held in May was attended by 37 educators and six staff. At the end of June the scheme had 41 active educators as well as ten support/relief educators.
16 2.2.5 Environmental Health The Environmental Health Department covers a wide range of public and environmental health aspects of the natural and built environment that may affect the health and wellbeing of the community. Key functions and responsibilities include food safety and surveillance, public health risk activities, immunisation programs, notifiable disease investigation, water quality monitoring, safety of public buildings, wastewater, noise management and air quality and the monitoring, education and regulatory management of these activities.
KEY ACHIEVEMENTS
REVIEW OF TEMPORARY FOOD BUSINESSES Council has continued to receive significant increases in the number of temporary food business applications for both large and small events; there were 231 registrations issued in the previous year. This includes sausage sizzles, school fairs and major community events where potentially hazardous food is handled.
A review of the entire application, assessment and registration process was undertaken and an online application form and electronic permit process for all temporary food stalls has been implemented. This has significantly increased the efficiency of this statutory process and has minimised paperwork for both applicants and Council.
FOOD SURVEILLANCE AND FOOD BUSINESS AUDITING PROGRAM Council continues to be actively involved in the Southern Regional Food Surveillance Program; this program aims to ensure that food manufactured and sold complies with the Food Act 2003 and the Food Standards Code.
Sampling was conducted on a monthly basis, results collated and food business proprietors involved in the round of sampling were notified of the results. These results can be used to identify problematic areas or trends within food businesses or in some cases, can act as a trigger for more regular food inspections. This program remains extremely beneficial in identifying a number of issues across a range of food businesses.
IMMUNISATION PROGRAMS Council continues to coordinate and implement a range of immunisation programs. The school immunisation program is conducted in March/April, May and September/October each year.
This year’s program involved Grade 6, 7 and 10 students in the municipal area and offered vaccines for Hepatitis B, Chickenpox, Cervical Cancer (girls only) and Diphtheria, Tetanus and Whooping Cough. A total of 1338 vaccines were administered to 1194 students. Council’s regular immunisation clinics are held twice-monthly at the Kingston Community Health Centre and a total of 684 vaccines were administered to 286 infants.
17 2.2.6 Climate Change Council continues to implement the Kingborough Climate Change and Energy Action Plan 2009-2012.
Reducing the carbon footprint of Council and its community is a key focus as well as planning for the now inevitable climate change impacts that will affect our community and Kingborough’s ecosystems.
KEY ACHIEVEMENTS
COUNCIL ENERGY REDUCTION Council is undertaking a number of projects in accordance with its adopted Kingborough Climate Change and Energy Action Plan 2009–2012. An energy auditing system is being implemented at key Council buildings to allow for the monitoring of progress towards reduction targets as well as the ability to quickly respond to significant changes in energy usage. The installation of light-emitting diode (LED) lighting at the Civic Centre has shown significant energy use reduction.
CLIMATE CHANGE ADAPTATION Council has been working towards a corporate climate change adaptation plan that will document key climate change risks and potential adaptation actions. This plan will assist Council in prioritising its response to a wide range of impacts such as coastal damage, flooding and increased bushfire intensity.
Council has participated in the development of the Regional Climate Change Adaptation Strategy which will provide an overarching vision that will be able to feed into its strategic plan.
A coastal vulnerability assessment of the Kingborough coastline is being undertaken with a subsequent report indicating the key localities where further research and possible remediation should be targeted.
Two projects emphasising coastal damage due to sea level rise and storm surges and communication of the issues and potential responses to the community are nearing completion at Snug and Kingston Beach.
ALTERNATIVE ENERGY Council worked with Sustainable Living in Kingborough on the solar hot water bulk purchase project. Approximately 80 homes participated and will reap the benefits of significantly reduced power costs. It is anticipated that this project will act as a pilot for future community bulk purchase initiatives with many valuable lessons learnt.
18 2.2.7 Natural Resource Management Council’s Natural Resource Management (NRM) Unit is part of the Environmental Services Department. The core work of the unit involves developing and protecting a network of healthy natural areas within Kingborough. Our bushland and coastal areas are coming under greater pressure as Kingborough continues to grow. The NRM Unit is involved with a variety of functions that range from strategic vegetation management and managing environmental weeds through to programs aimed at improving urban stormwater discharges.
KEY ACHIEVEMENTS
D’ENTRECASTEAUX CHANNEL PROJECT The D’Entrecasteaux Channel Project was initiated in 2011 in response to interest being generated within Council and the broader community to collaboratively manage the D’Entrecasteaux Channel in a sustainable manner. The D’Entrecasteaux Channel area encompasses the waterway between mainland Tasmania and Bruny Island, including the Huon Estuary and North West Bay.
In the past decade the D’Entrecasteaux Channel region has experienced major changes in industry, population and the environment. Council has facilitated stakeholders, representing State and Local Government agencies, industry and research institutes to form a working group to progress work to develop a common understanding of the environmental values of the D’Entrecasteaux Channel. Stakeholders aim to work together over the long term to manage the waterway appropriately. To date this work has involved a comprehensive review and update of the State of the D’Entrecasteaux Channel Report. It is anticipated that this report will prove invaluable in underpinning decisions for the sustainable management of the D’Entrecasteaux Channel.
NORTH WEST BAY WILLOW CONTROL PROJECT Council has funded and implemented a project to carry out urgent willow control works on identified tributaries of the North West Bay River. The project has been initiated to follow up on actions identified in the North West Bay River Catchment Management Plan (Green, 1999) and works that have occurred in the catchment over the last few years.
The sub-catchments of Allens Rivulet and Cooke Rivulet were identified as having the most serious infestations of Crack Willow. Twelve landowners were involved in the Cooke Rivulet Project which offered incentives to control Crack Willow and replant riverbanks as necessary. The Cooke Rivulet Eradication Program was very successful with 98 per cent of the willow having been eradicated from the rivulet. Control works in Allens Rivulet will continue in 2012/13.
BUSHCARE SUPPORT IN KINGBOROUGH Council has an active program to support environmental community groups in Kingborough. These groups, which may care for a local patch of bush, coastline or catchment, are supported through Council’s Bushcare program. The NRM Unit provides a range of services to the groups throughout the year. This includes practical support in terms of assistance with planning, advice about bush regeneration and materials for planting and weed control.
In the last year, Council’s new Weeds Unit has provided groups working in Council reserves with extra support to deal with weed infestations. Council also assists the groups financially by coordinating and paying for each group’s landcare membership and insurance.
19 2.2.8 Compliance Compliance undertakes a number of operational activities to ensure residents, businesses and organisations comply with legislative and regulative requirements.
Predominantly this unit investigates breaches of the Dog Control Act 2000, Traffic Act 1925 and the Local Government Act 1993. Compliance also enforces Council’s By-laws and assists both building and planning departments with investigations of technical breaches of the planning scheme.
Compliance takes a lead role in assisting the municipality to be bushfire safe through the Annual Fire Hazard Abatement Program.
KEY ACHIEVEMENTS
IMPLEMENTATION OF FIRE HAZARD ABATEMENT PROGRAM
A new Fire Hazard Abatement Program was approved by Council. The program was implemented over the 2011/12 fire season and saw significant changes to how Council managed fire hazards in the community.
Historically Council had responded reactively to reports of fire hazard and focused on abated fire hazards along boundary fences. The new program was proactive in nature and supported Tasmania Fire Service Bushfire Prevention Guidelines. At the commencement of the fire season, Compliance Officers inspected all vacant residential land in Kingborough and where required, issued abatement notices on property owners. Properties upon which adequate control is not taken within the abatement period were issued with compulsory clearance orders and the abatement contracted out by Council.
Reports of fire hazards in rural areas were managed in the first instance through education and liaison with the property owner to ensure their property was bushfire ready in accordance with Tasmania Fire Service ‘Bushfire – Prepare to Survive’ guidelines. Compliance Officers provided, in the field, advice to property owners particularly in the application of inner and outer fire protection zones.
EFFECTIVE DOG CONTROL IN PARKS, RESERVES, BEACHES, BUSHLAND AREAS AND WILDLIFE HABITATS
A review of dog access and restrictions to parks, reserves, beaches and bushland areas was conducted in line with the provisions of the Dog Control Act 2000. The review focused on determining the most appropriate control of dogs in these areas from a health and safety perspective and protecting and enhancing Kingborough’s wildlife habitats.
The review identified those areas where restrictions or prohibitions were to be declared to achieve the most appropriate controls in accordanace with the provisions of the Dog Control Act 2000. In line with the Act, the Dog Management Policy is now under review.
20 2.2.9 Development Services The Development Services Department of Council has the responsibility for urban and environmental planning, development engineering, building and plumbing. While the sections work collaboratively, each section controls specific areas and legislation relevant to their particular focus.
2.2.9.1 Planning Services
The Urban and Environmental Planning Unit is responsible for the management of development application assessments, issue of planning permits and compliance in accordance with the Land Use Planning and Approvals Act 1993 and the Kingborough Planning Scheme 2000. This includes consultation, referral and assessment of planning applications, mediation and the formulation, issue and monitoring of permit conditions. Planning staff administer reviews of the planning scheme and any consequent amendments. Staff act as advocates for Council and expert witnesses before the Resource Management and Planning Appeals Tribunal and the Tasmanian Planning Commission.
2.2.9.2 Development Engineering The Development Engineering Unit ensures that all development proposals meet associated infrastructure requirements. The unit provides a communication link between the planning section and the infrastructure and engineering department of Council as well as external referral agencies such as Southern Water and the Department of Infrastructure, Energy and Resources. The unit also provides compliance inspection monitoring of infrastructure works associated with developments and subdivision.
2.2.9.3 Building Services Building Services administers the building permit authority function of Council as well as providing a building surveying consultancy. The unit is responsible for the implementation of legislation controlling building and construction, including the Tasmanian Building Regulations 2000, the Building Act 2000 and the Building Code of Australia. These documents set minimum standards for construction in Tasmania. Council is represented on the Building Regulation Advisory Committee which provides advice on building regulatory matters to the Minister for Justice.
2.2.9.4 Plumbing Services
The Plumbing Services Department works closely with Building Services and is responsible for the administration of plumbing permits and all plumbing matters pertaining to development applications. Plumbing staff provide plumbing advice to other departments within Council as well as the general public. The officers inspect plumbing works during construction and also prepare and maintain house connection details of all plumbing installations.
KEY ACHIEVEMENTS
STATUTORY REQUIREMENTS Council continued to implement quality assurance safeguards that ensure statutory requirements were met. The Pathway process management system ensured that all timeframes and mandatory referrals were observed and assessment protocols followed. Routine audits were carried out by senior staff and all assessments and permits issued were independently vetted and endorsed by senior staff prior to issue. All planning appeals, applications received and permits issued were routinely reported to the Planning Authority Committee and to Council. The Pathway management system was extended to include building applications and compliance matters.
KINGBOROUGH PLANNING SCHEME REVIEW All Tasmanian Councils are reviewing their planning schemes. A new planning scheme for Kingborough is scheduled for introduction in mid 2013. Council was represented on the Southern Regional Planning Project Technical Reference Group, providing professional input and local knowledge into development of the Southern Regional Planning Strategy and the Southern Regional Model Planning Scheme. Council officers have now commenced the review of zoning of all properties and preparation of the local provisions of the Planning Scheme standards. Council officers also made written submissions and attended hearings on behalf of the Council in relation to various planning matters, including the proposed Multi-Unit Development Planning Directive.
21 2.3 Infrastructure and Services
Council aims to provide strong management of the community’s assets by maintaining, operating and constructing Council’s infrastructure assets at a sustainable level that is acceptable and affordable for the community and meets statutory requirements.
2.3.1 Engineering Services Engineering Services is primarily responsible for the delivery of Council’s engineering functions which includes engineering investigation, project planning, asset maintenance and management, tender specification, contract supervision, project administration and design.
The department is also responsible for setting the specifications for the maintenance and upgrading of Council’s existing infrastructure assets and to identify, specify and administer capital works projects for the construction of new assets.
KEY ACHIEVEMENTS
CAPITAL WORKS PROGRAM There were 119 projects listed on the program for the 2011/12 financial year and Council achieved a completion rate of 85 per cent of the projects. The remaining balance mainly comprised of projects identified to be carried forward to the 2012/13 capital works program.
A project that was initially commenced in 2008 to assess the condition and performance of the road network to drive capital renewal expenditure was taken to the next level with a further round of visual condition assessment undertaken.
The sealed road network was again driven by a special vehicle that monitors and records the road condition, taking measurement of defects and geometry to build a clear picture of the condition of the network. In addition to this work (and that of the previous survey undertaken in 2008), a project was commenced to develop a computerised pavement management system to analyse the condition and performance information to build a deterioration model of the network.
The outputs from the condition surveys and the model have been supplemented with information from Council’s asset management system to deliver a prioritised and categorised approach to renewal and replacement programs.
The first round of outputs from these processes has been incorporated into Council’s five year capital works program.
MANAGING OUR WASTE Since the opening of the new Barretta Waste Management Facility and the creation of Kingborough Waste Services, the management of waste in Kingborough has seen a dramatic change in the efficiency of waste handling and positive outcomes yielded from increased recovery rates and re-use opportunities.
Improvements to the site management, facilities and operational infrastructure have seen the site operate with no downtime providing a high level of customer service to commercial and non commercial clients.
With a constantly changing operating climate and commodities market, management are constantly investigating new market opportunities for recovered material to improve diversion rates and increase operating revenue to offset user charges. The result being higher levels of service, less environmental impact and improved operating efficiency.
22 REHABILITATION OF THE BARRETTA LANDFILL Significant works were commenced on the rehabilitation of the former Barretta Landfill Site which included large contracts for the civil works, the landfill gas management system and the supply of the capping material.
ROADS AND FOOTPATHS The successful completion of the next stage of the central area road upgrade program saw the section of Channel Highway from Beach Road to Hutchins Street upgraded with new pedestrian infrastructure, lighting and public art.
Other major road rehabilitation projects included the next stage of the Pelverata Road rehabilitation and renewal program and the reconstruction of a large section of Leslie Road which included extensive drainage and sealing works.
Other focus areas for Kingborough’s road network continues to be around road safety with guard rail installations, road widening and sight distance works and the installation of passing bays on some of the narrow rural roads. The locations of these works are derived from independent road safety risk assessments and the internal inspection programs maintained by Council.
Asset rehabilitation works have been focused around a prioritised renewal program driven by asset management to deal with the roads that require significant renewal works to maintain levels of service and reduce longer term rehabilitation costs. Examples of these projects were the Garnett Street, Blackmans Bay and Jenkins Street, Taroona upgrades.
A continuation of Council’s rolling footpath renewal program included works in Willowbend Road, Channel Highway, Cutana Parade and Hinsby Road. Council’s footpath inspection program provides a prioritised list of asset renewal projects that have been incorporated into a long term renewal program.
SUSTAINABLE TRANSPORT The park and ride facility in Denison Street was the first of similar facilities to be implemented by the Tasmanian Government in major urban areas. The aim was to achieve a reduction in the volume of traffic on the Southern Outlet and an increase in the use of public transport.
The first stage of the works involved sealing the original gravel car park and improvements to stormwater drainage infrastructure on the southern side of Denison Street. This was followed by the installation of bus shelters and bicycle hoops on the northern side of Denison Street.
Eight bicycle lockers and hoops at the south-western end of the car park (at the top of the hill) were installed. These lockers are available on a first come basis with no hire fees and feature the ability for users to supply and use their own padlocks.
The most recent addition was the installation of car park lighting to improve safety for pedestrians and after hours use of the car park.
STORMWATER Work continues on the capture of previously unrecorded stormwater assets with this information now feeding directly into Council’s asset management system. The recording was predominately undertaken using survey grade Global Positioning System equipment by Council which resulted in a significant increase in the accuracy and the speed at which data can be captured.
Council has purchased specialised stormwater modeling and analysis software. This will form the basis of the next stage of analysis with the creation of computer models of the drainage system. Outputs will include flood inundation studies and network capacity analysis to build a clearer picture of the performance of Council’s stormwater systems. This will be used to plan long term upgrade programs to manage capacity or service coverage issues.
23 2.3.2 Works Department The Works Department is responsible for the construction and maintenance of roads, bridges, reserves, halls and buildings, sports ovals and stormwater systems. It is also responsible for the maintenance and replacement of Council’s vehicles and maintenance of machinery and equipment. The focus of the Works Department is a schedule of maintenance activities, although a number of capital works projects are also undertaken.
KEY ACHIEVEMENTS
STAFF DEVELOPMENT AND INITIATIVES Council has a proactive approach to occupational health and safety and undertakes reviews of our work practices to ensure that timely, efficient and effective services are being provided to the community.
WORK HEALTH AND SAFETY Council maintained the SafetyCircle Work Health and Safety (WHS) program implemented in 2010/11. A series of management and staff workshops were held. A monthly WHS review meeting is held that links into corporate WHS meetings.
INFRASTRUCTURE INSPECTIONS All scheduled asset and infrastructure inspections were achieved. Each year, Council is audited by its insurer MAV Insurance to ensure that it is complying with its inspection obligations and is scored and rated accordingly on performance.
24 2.3.3 Roads and Bridges Council is responsible for approximately 523 kilometres of road of which 250 kilometres are sealed and 273 kilometres unsealed. There are 71 bridges within the road network and approximately 205 kilometres of footpaths.
In addition, Council maintains approximately 258 kilometres of stormwater drainage system that includes open drains, culverts, piped stormwater drains and pits. Council has two gross pollutant traps; one at the Kingston Wetlands and one at Blackmans Bay Beach to collect debris and litter that is washed into the stormwater system before it enters waterways. The estimated replacement value of the stormwater system is in excess of $74M.
The Roads and Stormwater Unit set the priorities for the maintenance planning and upgrading of the existing road network and bridges and identify, specify and administer capital works projects for the construction of new assets. Capital works projects may be undertaken by external contractors or by Council.
KEY ACHIEVEMENTS
MAINTENANCE OF ROADS Council undertakes a range of programmed inspections on assets such as sealed and gravel roads and ancillary infrastructure, bridges, footpaths, walkways and tracks. These inspections assist with the prioritisation of repairs such as grading, potholing as well as ensuring public safety.
Council re-sheets at least one third of its gravel network annually. Roads are treated on a cyclic program with each road re-graveled every three to four years on average.
A structured street-sweeping program is undertaken to keep stormwater pits free from debris. The CBD and major urban areas are swept weekly with all other areas swept on an as required basis.
Upgrading works during the year included:
• Kerb and channel and road sealing in Adventure Bay Road; • Realignment of the Davies Road/Needlewood Road and Davies Road/Old Station Road junctions; • Upgrading of Hinsby Road footpath; • Tabors Road stormwater drainage improvements; • Reconstruction of Meath Avenue cul-de-sac; and • Upgrading of footpaths in Kettering and Woodbridge.
25 2.3.4 Recreation and Reserves Council maintains a number of buildings, reserves, sporting facilities, playgrounds and recreational facilities. In addition it assists landcare groups operating throughout Kingborough.
KEY ACHIEVEMENTS
MAINTENANCE OF RECREATIONAL FACILITIES Council maintains 13 ovals including the Twin Ovals and the external facilities within the broader Kingborough Sports Centre Precinct. Additionally, a significant proportion of the Reserve Unit’s activities are associated with the maintenance of public reserves and grassed verge areas which are maintained in accordance with scheduled programs. Garden beds and street planting also formed part of a regular maintenance schedule. A range of infrastructure was inspected and maintained in accordance with specified safety standards and all playgrounds usually inspected on a weekly basis. All public toilets were cleaned as scheduled and daily and weekly rubbish collections across the municipal area were undertaken. Assistance and support was provided to a range of landcare groups who undertake valuable work in the community. Natural bushland and the Kingston Wetlands was managed and maintained by Council’s Natural Resource Management Unit in close consultation with the Works Department.
The 2011/12 year saw the first season of use of the new cricket oval, hosting Tasmania Roar Ladies T20 games plus Under 17 and Under 15 interstate cricket carnivals. At the local level, the ground also hosted the ladies T20 grand final and TCA semi-finals.
Dru Point Bicentennial Park upgrade continued with the installation of additional barbecue facilities. Rewiring of the kiosk/toilet block was also completed.
Longley Park was upgraded with stage 1 of the master plan completed. This involved improvement to the car park arrangements and general site safety. Longley Oval was also enhanced through replacement of the boundary fence and improvements for public access.
Play equipment was installed in the Delta Avenue (Taroona) Reserve to provide additional recreational opportunities for local residents.
TRACKS AND TRAILS A range of walking tracks were inspected and repaired in accordance with Australian Standards with unsafe and defective areas being upgraded.
There is an extensive network of tracks and trails within Kingborough including coastal trails, urban trials and natural bushland trails. The network provides access for a variety of experiences including walks, mountain bike riding and horse riding.
The most significant trail is the Alum Cliffs Track that not only provides access to scenic views of the Derwent Estuary but also the historical brickworks site. During the year, a new access from Sedgebrook Road that included a lengthy boardwalk traversing the historic site was constructed. A new ramp access from Tyndall Beach replaced the stairs which were not fully accessible.
26 2.3.5 Halls and Buildings
Council owns and maintains a wide range of public buildings and 14 community halls. The Reserves Unit manages these assets which include undertaking or coordinating regulatory and scheduled inspections of all facilities. Scheduled maintenance activities are derived from inspection outcomes and are completed on a prioritised risk assessed basis. Council also undertakes non-programmed maintenance due to infrastructure failures or vandalism. Specific capital works are undertaken by Council while others are completed by external contractors. All halls were cleaned on a weekly basis to ensure they were in presentable condition for users. The Adventure Bay Hall kitchen was upgraded by the Adventure Bay Hall Management Committee. In addition, Council constructed new public toilets to replace both external toilets at the hall and those on the foreshore opposite the hall.
27 2.4 Kingborough Waste Services
In April 2011, Council resolved to establish Kingborough Waste Services as a corporation in accordance with the Section 21 of the Local Government Act 1993. Following ministerial approval, Kingborough Waste Services Pty Ltd (KWS) commenced trading on 1 July 2011 and is responsible for operating the Barretta Waste Management Facility, including the waste transfer station, the weighbridge and re-use shop.
In establishing KWS, Council determined that an independent Board would be appointed to manage the operations of the company. The Board consists of two independent non executive directors, the Chair, Mr Ron Ward and Director, Ms Joanna Orr and two Council staff (General Manager and Executive Manager Engineering Services). The Board meets bi-monthly and reports to Council’s Governance and Finance Committee on all operational and financial matters.
KWS employs 11 full time staff and three casual staff who operate from Barretta. The focus for the last 12 months has been on staff training and establishing employee management systems including site operational procedures and work health and safety practices.
Highlights In establishing KWS the initial budget estimates reflected an anticipated first year operating loss of $38,997. However, the Profit and Loss Statement for KWS for the period ended 30 June 2012 reflects an overall profit on operations of $87,307 for the full year prior to any end of year adjustments.
The Board has developed a five year Strategic Focus and Direction Plan to ensure KWS delivers sustainable, value for money waste management services to the community.
A suite of supporting documents have been developed and approved by Council and the KWS Board. This includes a service level agreement to establish the working relationship between Council and KWS in relation to performance and operational matters, a purchasing policy, code for tenders and contracts policy and asset management policy to support purchasing and management of existing assets.
The operations of the site continue to develop with a culture of continuous improvement which has been evidenced by changes to the management of the toll booth, enhancement of the retail space in the re-use shop and general management of the recovery area.
The amount of waste diverted from landfill is a strong indicator of the efficiency of the site operations with waste recovered either recycled or sold in the re-use shop. The projected recovery rates for the first year of operation were in the vicinity of 15 per cent waste from landfill. The final diversion rate achieved was approximately 21 per cent.
The re-use shop performed as expected and with the introduction of improved separation and collection methods of steel, the steel return increased from approximately 500 tonnes annually to 755 tonnes for the year.
Green waste also saw a reduction in operating costs with the introduction of a new contractual arrangement and method of processing and disposal.
28 3. Governance
Council is required to operate within the legislative framework established for local government in Tasmania. The Council is required to appoint a General Manager for a term not exceeding five years. The Local Government Act 1993 outlines the roles of the General Manager. In particular sections 62 and 63 detail the functions and powers of the General Manager which, in essence, are to manage and direct the human and financial resources of the Council to achieve optimum use of the public monies and the most effective uses of the organisation’s business assets and human resources. The General Manager is to ensure the Council is provided with professional advice and support in its strategic and policy making roles.
29 3.1 Contracts for the Supply of Goods and Services
During the year the public tender process was applied in all instances where the value of the works or goods or services was in excess of $100,000 (excluding GST), which is the amount prescribed in the Local Government (General) Regulations 2005.
CONTRACT PERIOD VALUE OF TENDER CONTRACTOR
Duggans Pty Ltd Channel Highway, Cradoc Annual Tender $60,000 07/12 – 06/13 and - Supply of Red Gravel (Est.) Hazell Brothers Group Pty Ltd Lampton Ave, Derwent Park
Construction of Retaining Wall De Kleine Constructions 07/11 – 06/12 $100,764 – Coal Mine Road Cudgee Road, Mountain River $405,600 Aussie Waste Management Kerbside Garbage Collection Service 08/09 – 08/13 (Est. per annum) 128 Mornington Road, Mornington Design and Construct Various Culvert, Bridge and Geotas Pty Ltd 11/11 – 12/12 $100,941 Roadside Barriers 14 Chesterman Street, Moonah Bobcat Tasmania Supply of All Wheel Loader 10/11 – 06/12 $113,660 54-56 Forster Street, Invermay Dirt Art Kingborough Sports Centre Mountain Bike Park 10/11 – 02/13 $110,395 80 Cremorne Road, Cremorne Supply of Electronic Gym Equipment Summit Fitness Equipment 04/12 – 06/12 $109,341 (lease arrangement) 2/34 Bluett Drive, Smeaton Grange
Annual Tender Fieldwicks Crushing and Screening Pty Ltd – Winning, Blending, Crushing, Screening and 07/12 – 06/13 $115,740 6184 Frankford Highway, East Devonport Stockpiling of Gravel on Bruny Island Aust Yieh Stainless Pty Ltd Supply of GCL for Rehabilitation of Barretta Landfill 10/11 – 06/12 $123,600 3 Coral Crescent, Unanderra Design and Construction of Landfill Gas Flare System LGI Pty Ltd 10/11 – 06/13 $143,210 for Barretta Landfill 4 Chloe Close, Eight Mile Plains
Pavement Reconstruction of Garnett and Maddock Spectran Pty Ltd 12/11 – 06/12 $412,217 Streets, Blackmans Bay 13 Sunderland Street, Moonah
Construction of Two HDPE Lined Retention Basins RJ & CJ Batchelor 12/11 – 02/13 $237,200 for Barretta Landfill Browns Road, Kingston Batchelor Civil Contracting Pty Ltd Willowbend Road Footpath Replacement 02/12 – 06/12 $90,346 Browns Road, Kingston Groombridge Civil Pty Ltd Construction of Stormwater Infrastructure 01/12 – 10/12 $213,720 135 Mornington Road, Mornington $173,000 BE & CF Morey Pty Ltd Haulage, Pug Truck and Trailer Maintenance 06/11 – 06/16 (Est. per annum) 136 Arthur Highway, Sorell Veolia Environmental Services Bins and Haulage Services 06/11 – 06/16 $30,000 75 Mornington Road, Mornington $345,000 Aussie Waste Management Kerbside Recycling Collection 02/08 – 02/13 (Est. per annum) 128 Mornington Road, Mornington RB Edwards and Son Construction of Woodbridge Sporting Facility 03/12 – 12/12 $214,250 6 Clear Creek Road, Woodbridge
Annual Tender $100,000 Roadways Pty Ltd 07/12 – 06/13 – Supply and Application of Bitumen Seal and Reseal (Est.) 28 Jackson Street, Glenorchy
Batchelor Civil Contracting Pty Ltd Wingara Road Seawall Rehabilitation 05/12 – 09/12 $96,201 Browns Road, Kingston Hazell Brother Group Pty Ltd Lampton Avenue, Derwent Park Annual Tender $160,000 07/12 – 06/13 and – Supply of Aggregate (Est.) Duggans Pty Ltd Channel Highway, Cradoc RJ and CJ Batchelor Barretta Landfill Rehabilitation Work 07/11 – 06/12 $1,431,378 Browns Road, Kingston
30 3.2 Financial Assistance and Grants
NAME AMOUNT DESCRIPTION
Economic Development $ 134,716 2011/12 Rates Remissions Charitable Organisations $ 81,870 2011/12 Rates Remissions Kingborough Community Enterprise Centre $ 25,000 Yearly Funding Dept Primary Industries, Parks, Water and Environment $ 23,175 Derwent Estuary Program Contribution Cycling South $ 11,000 Operating Costs Contribution Sustainable Living Tasmania $ 7,142 Community Grant - 2011/12 Kingborough Bowls Club Inc $ 7,000 Foregone Interest on Loan Tas Canine Defence League $ 6,000 Dogs Home Contribution Conservation Covenant $ 5,004 2011/12 Rates Remissions Kettering Community Assoc Inc $ 5,000 Community Grant - 2011/12 Kingston Beach Surf Lifesaving $ 5,000 Community Grant - 2011/12 Kingston Tennis Club $ 4,550 Community Grant - 2011/12 Christian Homes Tasmania $ 3,520 Community Grant - 2011/12 Kingborough Community Garden & Shed Inc $ 3,500 Community Grant - 2011/12 Channel Living Inc $ 3,364 Community Grant - 2011/12 Channel Historical & Folk Museum Assoc Inc $ 3,300 Annual Grant - 2011/12 Huon FM Community Radio $ 3,000 Community Grant - 2011/12 Anglican Parish Kingston $ 2,700 Community Grant - 2011/12 Howden Volunteer Fire Brigade $ 2,625 Community Grant - 2011/12 Kingston Men’s Shed $ 2,500 Community Grant - 2011/12 Hobart Cat Centre $ 2,300 Cat Centre Funding - 2011/12 Kingborough Bowls Club Inc $ 2,186 Contribution - Development Application Fees Community Organisations $ 1,951 2011/12 Rates Remissions West Winds Community Association $ 1,879 Community Grant - 2011/12 Fleurty’s $ 1,500 Sculpture Prize 2012 Tas Fire Service $ 1,465 Community Grant - 2011/12 Taroona Primary School $ 1,280 Kingborough Council Poster Competition 2011 Bruny Island District School $ 1,050 Kingborough Council Poster Competition 2011 Bruny Island Ultra Run $ 1,050 Donation - Event Trophy South Channel Ratepayers & Residents Association Inc $ 969 Contribution - Middleton Fair South Channel Ratepayers & Residents Association Inc $ 917 Community Grant - 2011/12 Woodbridge School $ 909 Community Grant - 2011/12 Bruny Island Environment Network Inc $ 900 Community Grant - 2011/12 Bruny Island Environment Network Inc $ 870 Donation - Bruny Island Bird Festival Oct 12 Channel Junior Football Club $ 800 Community Grant - 2011/12 Margate Men’s Shed $ 652 Contribution - Planning Application Fees Riding for Disabled (Kingborough) $ 650 Community Grant - 2011/12 Channel Christian School $ 600 Kingborough Council Poster Competition 2011 Margate Primary School $ 600 Kingborough Council Poster Competition 2011 St Aloysius Catholic College $ 600 Kingborough Council Poster Competition 2011 Woodbridge School $ 600 Kingborough Council Poster Competition 2011 Anglican Parish Kingston $ 595 Community Grant - 2011/12 Australian Veterans Golfers Union Inc $ 500 Donation - Golf Event 2011
31 3.2 Financial Assistance and Grants... continued
NAME AMOUNT DESCRIPTION
Bruny Island District School $ 500 Donation - Computer Equipment Rotary Club of Kingston $ 500 Contribution - Official Opening Rotary Centennial Park Aust Volunteer Coast Guard Association $ 391 Donation - Dan Buoy Rescue Device Lions Club of Kingborough Inc $ 300 Donation - ANZAC Day Sports Event Kingston Men’s Shed $ 250 Donation - Hardware University of Tasmania $ 250 Sponsorship - UTAS Science Investigation Awards 2012 Bruny Island Junior Surfing $ 200 Donation - Surfing Competition Esther Lahai $ 200 Donation - Futsal Competition 2012 Jethro Cohen $ 200 Donation - The Hague International Model United Nations Participant Mr Jason Reid $ 200 Donation - Participation in Special Olympics Mr Jordan Edwards $ 200 Donation - Participation in Special Olympics Aimee Medwin $ 100 Donation - State Representation Amy Onaca $ 100 Donation - Under 16 Tasmanian Womens Basketball Team Bruny Island Boat Club Inc $ 100 Donation - 2011 Fishing Comp Ella Tantari $ 100 Donation - State Representation Jess Rowland $ 100 Donation - State Representation Jessica Bender $ 100 Donation - State Representation Josh Rowland $ 100 Donation - State Representation Mr Huw Green $ 100 Donation - Australian Schools Rugby Championships Mr Laughlin Noble $ 100 Donation - State Representation Ms Georgina Osborn $ 100 Donation - National Gymnastics Championships Ms Melissa Muskett $ 100 Donation - Australian Cross Country Championships Sam Crean $ 100 Donation - Australian National Gymnastics Championships Blackmans Bay Primary School $ 50 School Citizenship Award 2011 Bruny Island District School $ 50 School Citizenship Award 2011 Calvin Christian School $ 50 School Citizenship Award 2011 Calvin Christian School $ 50 School Citizenship Award 2011 Illawarra Primary School $ 50 School Citizenship Award 2011 Jane McGrath Foundation $ 50 Donation Kingston High School $ 50 School Citizenship Award 2011 Kingston Primary School $ 50 School Citizenship Award 2011 Margate Primary School $ 50 School Citizenship Award 2011 Snug Primary School $ 50 School Citizenship Award 2011 Southern Christian College $ 50 School Citizenship Award 2011 St Aloysius Catholic College $ 50 School Citizenship Award 2011 St Aloysius Catholic College $ 50 School Citizenship Award 2011 Taroona High School $ 50 School Citizenship Award 2011 Taroona Primary School $ 50 School Citizenship Award 2011 Woodbridge School $ 50 School Citizenship Award 2011
$ 369,981
32 3.3 Human Resource Policies
Council has determined that it may satisfy itself that it is complying with Section 63(2) of the Local Government Act 1993 by ensuring that:
(1) all employees are appointed and promoted according to merit and without discrimination; and
(2) all employees receive fair and equitable treatment without discrimination.
The General Manager is to provide annually to Council a formal statement to the effect that all necessary policies and procedures are in place to ensure compliance and that all staff are aware of equal opportunity requirements. The statement is to be incorporated into Council’s Annual Report.
The following statement was provided by the General Manager to the Council at the Council Meeting held on 24 September 2012: For the purposes of Section 63(2) of the Local Government Act 1993, I hereby advise Council that appropriate policies and procedures are in place to ensure that all employees are appointed and promoted according to merit and without discrimination; all employees receive fair and equitable treatment without discrimination and are made aware of equal opportunity requirements.
3.4 Senior Staff
Section 72 of the Local Government Act 1993 requires that a statement be provided relating to the total annual remuneration paid to senior members of staff. The annual remuneration is:
• the total of the salary payable; • employer superannuation contributions; • the value of private use of any motor vehicle; and • any other benefits.
For the purposes of this statement an arbitrary benefit value of $10,000 has been used for employees who have private use of a Council vehicle. In all instances these vehicles are available for specific or ‘pooled’ use.
TOTAL REMUNERATION NUMBER OF EMPLOYEES
$230,000 - $250,000 1
$140,000 - $160,000 1
$120,000 - $140,000 2
$100,000 - $120,000 7
3.5 Public Interest Disclosures
The Public Interest Disclosures Act 2002 provides a mechanism to manage and regulate disclosures made to and against a public body in the public interest. It also protects those who make bona fide disclosures.
The Act applies to all public bodies including councils. The Tasmanian Act mirrors legislation in all other States and Territories dealing with the same issues. The Act is ultimately administered by the Ombudsman, who must report each year to Parliament on disclosures and outcomes. In compliance with the Act, Council has developed a policy and procedures to deal with such disclosures which may be obtained from Council’s website or at the Civic Centre. During the year no disclosure or allegation of corrupt conduct was made to Council which would meet the Public Interest Disclosure Act 2002 guidelines.
33 4. Financial Results for the Year - Analysis of Annual Financial Report
4.1 Introduction
An abbreviated Annual Financial Report, which comprises four financial statements, is attached as an appendix to the Annual Report. The following is a commentary on the contents of those statements. The complete Annual Financial Report, including notes to the accounts which provide additional detail and explanation of specific aspects of the financial statements, is available from Council’s website or from the Civic Centre. The Annual Financial Report meets the requirements of the Local Government Act 1993 and Australian Accounting Standards and has been audited by the Tasmanian Audit Office.
4.2 Operating Statement
STATEMENT OF COMPREHENSIVE INCOME Year ended 30 June 2012 Actual Budget 2011/12 2011/12 $’000 $’000
Total Revenue 29,025 27,958
Total Expenses 27,424 25,804
Net Operating Surplus (Deficit) before Dep’n and Finance 1,601 2,154
Depreciation 6,724 7,989
Net Operating Surplus (Deficit) before: (5,123) (5,835)
Interest 827 500
Borrowing Costs - - Dividends - Southern Water 1,213 1,200
Net Operating Surplus (Deficit) (3,083) (4,135)
Capital Grants 923 387
Contributions 311 140
Non-Cash Contributions 2,323 1,000
Net Gain from Sale of Assets (2) - NET SURPLUS (DEFICIT) 472 (2,608)
Table 1: Underlying financial performance
34 When evaluating an entity’s financial performance it is important to distinguish between operating, non‑operating and capital items as well as non-recurring one-off items. The above table breaks down Council’s overall result to assist in assessing Council’s underlying financial performance. The 2011/12 net operating surplus before depreciation, interest and dividend income is $1.601M, being $0.553M below budget. The 2011/12 net operating surplus after depreciation but before interest and dividend income is a deficit of $5.123M, being $0.712M better than the budget. The improvement was largely due to lower depreciation, $1.265M, as a result of a revaluation adjustment for Council’s infrastructure assets. The overall 2011/12 surplus is $0.472M, compared to a budgeted deficit result for 2011/12 of $2.608M. The variance in the overall result is primarily due to favorable variances within non-cash contributions, depreciation, capital grants, advance grant payments and interest revenue. Council must continue to develop strategies to ensure depreciation is fully funded and break-even net operating results are consistently achieved in future financial years. At its meeting on 28 May 2012 Council adopted a Long Term Financial Plan (LTFP) and a Long Term Asset Management Plan (LTAMP). The LTFP covers a ten year planning horizon from 2011/12 to 2020/21, and is an important part of Council’s overall financial management framework.
The LTFP aims to improve Council’s overall financial sustainability into the future. The key principles underpinning the LTFP are: • Maintaining a fair and equitable rating structure; • Maintaining current service levels; • Continuous improvement in Council’s financial performance, so as to achieve operating surpluses; • Progressively increasing funding for asset maintenance and renewal; and • Continuous improvement in Council’s financial position. The LTFP and LTAMP can be downloaded from Council’s website or from the Civic Centre.
4.3 Operating Revenues This section analyses the actual revenues of Council for 2011/12 compared to budget.
Actual Budget Revenue Type 2011/12 2011/12 Variance $’000 $’000 $’000 Rates and Levies 19,771 19,474 297 User Charges and Statutory Fees 3,018 3,413 (395) Grants - Operating 4,175 3,334 841 Other Revenue 2,061 1,737 324 Total Operating Revenue 29,025 27,958 1,067 Interest and Dividends 2,040 1,700 340 Grants - Capital 923 387 536 Contributions 311 140 171 Net Gain From Sale of Assets (2) - (2) Non Cash Contributions 2,323 1,000 1,323 Total Revenue 34,620 31,185 3,435 Table 2: Actual 2011/12 revenue compared to budget
Total operating revenue for 2011/12 was $1.067M or 3.8% higher than budget. Rates and levies were 1.5% higher than budget due to better than expected supplementary rates, charges and levies during the year.
35 User charges and statutory fees were $0.395M lower than budget and included shortfalls within planning and subdivision fees, $0.138M; building and planning fees, $0.118M; and rating certificates $0.045M. These shortfalls primarily resulted from the downturn in activity within the housing sector. Operating grants included the Local Government Assistance (LGA) Grant for quarters 1 and 2 for 2012/13 financial year totaling $0.988M and resulted in the LGA grant being $0.600M over budget. The Family Day Care Scheme and Manor Gardens Day Respite Centre also received additional grants in excess of budget during the year. Other revenue exceeded budget largely due to a fuel tax credit refund of $0.107M; and an emergency disaster reimbursement from the State Government related to storm damage of $0.142M. Interest and dividend income for 2011/12 was $0.340M better than budget due to additional interest of $0.327M, a result of higher than expected cash and investment balances throughout the year. Council is entitled to priority dividend payments as part owner of the Tasmanian Water and Sewerage Corporation (Southern Region) Pty Ltd. The 2011/12 dividend income was $1.213M. Capital grants include all monies received from State, Federal and community sources for the purposes of funding the capital works program. Capital grants for 2011/12 included the Commonwealth Roads to Recovery, $0.387M; Kingston Beach NBN Digital Hub, $0.169M; Taroona Landslide Risk Assessment, $0.107M; the safer suburbs program, $0.085M; and seven other small grants totaling $0.175K. Revenue reported under contributions relate to external funds received from developers under the public open space and tree preservation policies or other contributions received from the public for capital works or operational purposes. Non-cash contributions are made up of assets transferred to Council from property developers in the form of infrastructure (roads and stormwater etc) where at the completion of the development Council assumes responsibility for maintaining and replacing the infrastructure. The 2011/12 balance of $2.323M included contributed roads and stormwater infrastructure. The table below graphically presents the level of Council’s main operating revenue streams.
Operating Revenue 25,000
20,000
15,000
$'000 10,000
5,000
- Rates and Levies User Charges and Grants - Operating Other Revenue Statutory Fees
Actual 2011/12 Budget 2011/12
Table 3: Operating revenue analysis User charges relate to the recovery of service delivery costs through the charging for Council’s services and facilities. These include the hire of halls and sporting grounds, Kingborough Sports Centre fees, Family Day Care fees and waste disposal fees. Statutory fees and fines relate mainly to those levied in accordance with legislative requirements. They include building fees, planning fees, environmental health fees, parking fines and dog registrations and fees. Operating grants are funds received from both the State and Federal Government for the purpose of delivering Council services. Other Council revenue comprises reimbursements for government pensioner rates remissions, State Government works contract, private works income and motor tax contribution.
36 4.4 Operating Expenditure
This section analyses the actual expenditure of Council for 2011/12 compared to budget.
Actual Budget Expenditure Type 2011/12 2011/12 Variance $’000 $’000 $’000
Depreciation 6,724 7,989 (1,265)
Employee Costs 11,077 11,343 (266)
Materials and Contracts 10,707 9,774 933
Other Expenses 4,626 3,673 953
Levies to State Government 1,014 1,014 0
Total Operating Expenditure 34,148 33,793 355
Table 4: Actual 2011/12 expenditure compared to budget
Total operating expenditure for 2011/12 was $0.355M or 1% higher than budget. Depreciation was $1.265M below budget as a result of the revaluation of infrastructure assets during the year. Employee expenses were $0.266M under budget, with capitilised salaries during the year being $0.270M. Materials and contracts exceeded budget by 9.5%. A major area of overspend was the Barretta Rehabilitation project, $0.851M over budget due to the decision by Council to accelerate the contract works. Other expenses over budget due to expenditure related to additional grant income being provided for the Family Day Care Scheme, Manor Gardens Day Care Centre and Natural Resource Management, $0.180M; higher legal fees, $0.150M; land development costs associated with sale of land, $0.130M; storm damage expenditure, $0.160 which was subsequently largely reimbursed by the State; and higher level of remissions, $0.297M, which offsets the positive budget variance for rate income. The table below graphically presents the level of Council’s main operating expenditure streams.
Operating Expenditure 12,000
10,000
8,000
6,000 $'000 4,000
2,000
- Depreciation Employee Costs Materials and Other Expenses Contracts
Actual 2011/12 Budget 2011/12
Table 5: Operating expenditure analysis
37 4.5 Analysis of Cash Position
Cash Flow Statement This section analyses the cash flows from the operating, investing and financing activities of Council for the 2011/12 year. The cash flow from operating activities is a key factor in determining the level of capital expenditure that can be sustained without using existing cash reserves. The analysis is based on three main categories of cash flows: 1. OPERATING ACTIVITIES - refers to the cash generated or used in the normal service delivery functions of Council. 2. INVESTING ACTIVITIES - refers to cash generated or used in the enhancement or creation of infrastructure and other assets. These activities also include the acquisition and sale of other assets such as vehicles, property and equipment. 3. FINANCING ACTIVITIES - refers to cash generated or used in the financing of Council functions and include borrowings from financial institutions and loans to other organisations.
STATEMENT OF CASH FLOWS Year ended 30 June 2012
Actual Budget 2011/12 2011/12 Inflows Inflows (Outflows) (Outflows) $’000 $’000
Net Cash Flow from Operating Activities 2,712 2,095
Net Cash Flow used in Investing Activities (4,653) (3,498)
Net Cash Flow from Financing Activities (335) -
NET (DECREASE)/INCREASE IN CASH HELD (2,276) (1,403)
Cash at the Beginning of the Year 15,440 15,440
CASH AT THE END OF THE YEAR 13,164 14,037
Table 6: Cash flow analysis
Overall cash decreased $2.276M during 2011/12, with operating activities generating cash of $2.712M.
Cash generated from operating activities was more than budget by $0.617M primarily due to additional interest and cash contributions.
Cash outflows within financing activities, $0.335M, includes the loan advance made to the Kingborough Bowls Club of $0.350M towards the construction of the new indoors bowls centre at Margate.
38 Cash and cash equivalents held by Council are restricted in part and not fully available for Council’s operations. The unrestricted cash balance as at 30 June 2012 is shown in the following table. Actual Budget Restricted and Unrestricted Cash and 2011/12 2011/12 Variance Investments $’000 $’000 $’000 Total cash at year end 13,164 9,322 (3,842) Restricted cash and investments - Trust funds and deposits 1,310 1,145 (165) - Carried forward capital funds 4,485 - (4,485) - Specific purposes and discretionary reserves 4,277 2,880 (1,397) - Other commitments 517 1,000 483 Unrestricted cash at year end 2,575 4,297 1,722
Table 7: Cash balance analysis
Statutory reserves are funds that must be used in accordance with legislative and contractual obligations. These funds are not available for any other purpose and include developer deposits. Carried forward capital funds and discretionary funds are set aside by Council for a specific purpose and unless there is a Council resolution to the contrary these funds should only be used for those purposes. Other commitments include the net of receivables, payables and GST liability which as at 30 June 2012. The unrestricted cash balance was adversely impacted by the additional spend related to the Barretta rehabilitation of $0.851M. A breakdown of the discretionary reserves is below. At 30 June 2012 the plant and equipment replacement reserve was higher than anticipated due to the deliveries not received prior to 30 June. The administrative reserve included the LGA grant for quarter one and two of 2012/13, $0.988M. Actual Actual Increase/ RESERVE 2011/12 2010/11 (Decrease) $’000 $’000 $’000 Public Open Space 1,048 1,128 (80) Car Parking 46 46 - Boronia Hill Reserve 11 14 (3) Plant Replacement 1,065 748 317 Office Equipment Replacement 100 100 - IT Replacement Reserve 216 0 216 Hall Equipment Replacement 69 69 - Sports Centre Equipment Replacement 82 82 - Emergency Reserve 150 150 - Emergency Services Reserve 4 2 2 Tree Preservation Reserve 292 213 79 Baretta Rehabilitation - 497 (497) Administration Reserve 1,088 100 988 Unexpended Specific Purpose Grants 106 170 (64) TOTAL 4,277 3,319 958
Table 8: Reserve Balances 30 June 2012
39 4.6 Analysis of Financial Position Statement of Financial Position
STATEMENT OF FINANCIAL POSITION Actual Budget As at 30 June 2012 2011/12 2011/12 $’000 $’000 Total Current Assets 14,475 11,100 Total Non-Current Assets 591,341 564,395
TOTAL ASSETS 605,816 575,495
Total Current Liabilities 6,405 5,985 Total Non-Current Liabilities 4,611 2,793
TOTAL LIABILITIES 11,016 8,778
NET ASSETS 594,800 566,717
TOTAL COMMUNITY EQUITY 594,800 566,717
Table 9: Council’s underlying financial position
Council has a net worth of $594.800M as at 30 June 2012, a decrease of $15.000M from the previous year. The decrease is primarily due to a revaluation of Council’s infrastructure assets. In accounting terms, a ‘current’ asset or liability is either an asset that will be fully used, or a liability that will fall due, over the next 12 months. Current assets as at 30 June 2012 comprised cash and investments of $13.164M and receivables of $1.294M. The investments are with cash management funds or in direct deposits with banking institutions, and are independently rated as being secure investments. The sources of funds which have been invested are incomplete capital works projects, payments received in advance, financial reserves and the cash surplus. The value of non-current assets as at 30 June 2012 comprised property, infrastructure, plant and equipment, $478.690M, investment in Southern Water, $112.376M and investment in Copping Waste Authority, $0.255M. Non-current assets decreased $13.088M during 2011/12 primarily due to: • Revaluation adjustment, $19.249M • Additions, $13.101M
Partly offset by: • Depreciation, $6.724M • Disposed assets, $0.216M
Property and infrastructure additions included road works, $5.086M; Storm-water drainage, $1.371M; and other infrastructure, $1.776M.
Total liabilities as at 30 June 2012 included creditors, $2.729M, the Barretta rehabilitation provision, $5.000M, and employee provisions $1.977M.
40 4.7 Key Financial Indicators Financial Indicators The following graphs illustrate the key financial indicators for the 2010/11 financial year, the 2011/12 financial year and the 2012/13 budget estimates.
It is important to note that the ratios are only indicators of financial performance and should not be considered in isolation when determining financial sustainability. It is important to consider the ratios over time to consider trends. The results taken together over time indicate good or poor performance.
Underlying Result Ratio The underlying result ratio expresses operating revenue over operating expenditure as a percentage. A result greater than 1.00 indicates a surplus. The larger the surplus, the higher the sustainability rating. A negative result indicates a deficit which cannot be sustained in the long term.
The underlying result ratios are calculated from using revenue from the comprehensive income statement adjusted for capital grants income, developer contributions and any other material one-off (non-recurring) items of revenue.
The underlying result ratio remains slightly below the benchmark of 1.00 despite some improvement over the three year period. This indicates Council is not currently fully funding its depreciation expense.
Table 10: Underlying performance trend analysis
As detailed earlier, Council has adopted a Long Term Financial Plan (LTFP) and a Long Term Asset Management Plan. The LTFP aims to improve Council’s overall financial sustainability into the future.
41 Self Financing Ratio This is a measure of Council’s ability to fund the replacement of assets from cash generated from operations. The ratio is calculated as the net operating cash flows divided by the total operating revenue. The higher the percentage the more effectively this can be done. Whilst Council’s percentage over the period has been consistently above 10%, which is considered ‘reasonable’ from a financial sustainability viewpoint, a percentage of 20% is a strong benchmark. As previously mentioned Council has developed a LTFP which will guide it in generating increased cash from operations to fund new assets and asset renewals. The 2011 ratio is abnormally high due to the additional interest revenue earned on unspent capital receipts, primarily related to the Twin Ovals.
Table 11: Self-financing trend analysis
Even though overall revenue is increasing there is a decrease from 2010/11 to 2011/12 primarily due to additional spending on Barretta rehabilitation during 2011/12 of $0.851M more than the amount collected in revenue specifically for the project.
Liquidity Ratio This measures Council’s ability to pay existing liabilities in the next 12 months. A ratio of more than 1.00 means that there is more cash and other liquid assets than short term liabilities. Cash includes current cash, bank balances and investments less, where possible, cash committed for asset development not already accrued, plus receivables. Liabilities include creditors and accruals and short term debt obligations. The graph illustrates Council has a strong liquidity position.
Table 12: Liquidity trend analysis
42 Investment Gap Ratio and Renewal Gap Ratio The Investment Gap Ratio (light blue bar) indicates whether Council will maintain its physical capital by re-investing in or renewing non-current assets. The ratio is calculated as the ‘total capital spend’ divided by the depreciation expense.
A result of greater than one indicates that spending is faster than the overall rate of depreciation. This ratio is well above the 100% benchmark which is consistent with Council’s investment in new assets, including the Twin Ovals and the redeveloped Barretta Waste Transfer Station.
Renewal Gap/Investment Gap Ratios
230%
190%
150%
110%
70%
30% 2011 2012 2013
Table 13: Renewal gap/investment gap ratio analysis
The Renewal Gap Ratio (dark blue bar) indicates whether a Council has been maintaining existing assets at a consistent rate. The ratio is calculated as the total renewal and upgrade expenditure divided by the depreciation expense. A result of greater than one indicates that spending on existing assets is greater than the rate of depreciation. This ratio is well below the 100% long term benchmark in 2010/11 and 2011/12 financial years. In 2012/13, with a fully expended capital works program, including carry forwards, the ratio is expected to be above 100%. Council has developed a Long Term Asset Management Plan and has funding strategies built into its LTFP.
Presently there are no detrimental impacts to Council infrastructure or the community as a result of a low renewal gap ratio. However if Council fails to act over the next three to five years the risk of poorly maintained infrastructure into the future will increase.
43 APPENDIX I: Abridged Annual Financial Report
Independent Auditor’s Report
To the Councillors of Kingborough Council
Kingborough Council
Abridged Financial Report for the year ended 30 June 2012
The accompanying abridged financial report, which comprises the statement of financial position as at 30 June 2012, statements of comprehensive income, changes in equity and cash flows for the year then ended, summarised policy and other note disclosures and the General Manager’s statement, are derived from the audited financial report of Kingborough Council (Council) for the year ended 30 June 2012.
The abridged financial report does not contain all the disclosures required by Australian Accounting Standards and Section 84 of the Local Government Act 1993 and which were applied in the preparation of the full audited financial report of Council. Therefore, reading the abridged financial report is not a substitute for reading the audited financial report of Council.
Auditor’s Opinion
In my opinion, Council’s abridged financial report derived from the audited financial report, for the year ended 30 June 2012, is consistent, in all material respects, with that audited financial report.
The General Manager’s Responsibility for the Abridged Financial Report
The General Manager is responsible for the preparation of the abridged financial report, ensuring it is appropriate to the needs of users and that the summarised information is consistent, in all material respects, with the audited financial report.
…1 of 2
44
Auditor’s Responsibility
My responsibility is to express an opinion on the abridged financial report based on audit procedures conducted in accordance with Auditing Standard ASA 810 Engagements to Report on Summary Financial Statements.
Tasmanian Audit Office
E R De Santi Deputy Auditor‐General Delegate of the Auditor‐General
HOBART 2 August 2012
…2 of 2
45 46 47 48 49 50 51 52 APPENDIX II: Performance Manager Page 1 of Page 28 Comment Attention Required Attention Project completed Project completed tasks Ongoing occurring liaison Ongoing Ongoing support provided support Ongoing Trail to the Huon program marketing Further work completed in regard to the Kingston to the Kingston regard in completed work Further of as part structure plan and Liveable Cities project Use Strategy Land Kingborough An ongoing task - liaison occurring in relation to in relation occurring - liaison task ongoing An Liveable Cities project 100 100 100 100 100 100 100 100 100 100 100 100 YTD Result Good 100 100 100 100 100 100 100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % N/A Description Deputy General Manager General Deputy Trail Huon the support and 4.2.3.1 Fund marketing provide and sufficientprogram tourism suitable and foreshore and infrastructure facilities, marine (eg areas, picnic parking, toilets, a tourism implement and 4.6.5.1 Prepare unique the addresses that infrastructure strategy revenue potential including needs, Island Bruny future likely and ferry constraints opportunities, 5.1.1.2 Develop procedures operational supporting of the for tools and the implementation of KITS. the recommendations service providers with discussion Facilitate 5.1.3.1 to develop private and public companies) (Metro of the awareness increase to programs information available services. 4.4.2.1 Carry out regular reviews of reviews regular out KCA the Carry 4.4.2.1 within plan structure the Kingston and Plan Master strategy. area's settlement municipal the 4.4.3.1 Identify the appropriate development development the appropriate 4.4.3.1 Identify of objectives the the meet best that opportunities State with negotiate plan and KCA Master private the and Government sector development accordingly. 53 Page 2 of Page 28 Comment Attention Required Attention Ongoing liaison occurring liaison Ongoing Advocacy forAdvocacy services health is an Kingborough in for concern ongoing staff, services for particularly the aged. and young is no Committee this on Council's representation required longer Ongoing liaison occurring liaison Ongoing programs tourism with association task in Ongoing This action was not initiated - no interest at State at State interest - no initiated not This was action Govt level 0 50 100 100 100 100 100 100 100 100 100 100 YTD Result Good 0 50 100 100 100 100 100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % N/A Description 5.1.5.1 Facilitate discussion with service providers with discussion Facilitate 5.1.5.1 a to determine private and companies) (Metro of existing expansion the to approach based needs future and the current services meet to DIER, Crown with discussion Facilitate 5.5.3.2 private Services,and Land service Metro providers investigateto services increased a park to support facility, ride and & Manager General & Community Deputy Services Recreational for opportunities 4.5.2.1 Pursue local farmers value the of adding markets, local agricultural of food local promotion tourism the and products food(e.g. trails). Services & Recreational Community 3.1.1.1 Advocate for provision the of health services and of range a through promotions initiatives. to provide3.1.1.2 Continue representation Council Health Advisory Committee. Island Bruny the on 5.2.2.1 Facilitate discussions with DIER to identify identify DIER to with discussions Facilitate 5.2.2.1 alternative involving solutions transport alternative . taxis), (eg water modes transport
54 Page 3 of Page 28 Comment Attention Required Attention Implementation of is ongoing. strategies Implementation provided$55,000 in 2011/12 acquitted and The PPAC Local Govt Subcommittee was disbanded disbanded was The Govt PPAC Local Subcommittee in Dec 2011 of a range occurs through engagement Community initiatives basis. an ongoing on and of terms provision role in a lead of plays Council to YANK. support A high level of is provided support operations to the KFDC of and MG Programs such as Walk, such Programs Discover Ride, Retired and the with in partnership are undertaken Expired not community. of is undertaken positivePromotion programs ageing of Kingborough the as part of implementation the Positive Plan. Ageing 50 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 YTD Result Good 50 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % N/A Description 3.2.4.2 Continue to support the operations of operations the to support 3.2.4.2 Continue the Care Service Manor and Day Family Kingborough Respite Centre Gardens 3.1.1.3 Identify opportunities to work in partnership in partnership to work opportunities 3.1.1.3 Identify provide to activities and community the with lifestyle. a healthy encourage that programs to provide3.1.1.4 Continue representation Council initiatives support and of Physical Premier's the Subcommittee. Activity Council'sGovernment Local of range a broad community with 3.2.1.2 Engage levels other including partners, of to Government, build community and strengths foster community capacity as identified actions in the 3.2.2.2 Implement Youth PositiveKingborough Strategy, Ageing Tracks and Plan Recreation & TrailsPolicy, Strategy. the Arts & Cultural and Strategy of operation ongoing the 3.2.4.1 Support Youth the of its endeavours and Network Kingborough Action crisis and as homelessness such issues address to accommodation value and recognise that programs 3.2.4.3 Promote with people and the aged from contributions disabilities assist to 3.2.7.1 Provide program grants annual an of operation and development the projects, activities and programs
55 Page 4 of Page 28 Comment Attention Required Attention Developed of as part EMP basis a regular on has met EMC Assistance with grant information and applications applications and information grant with Assistance groups. provided been has of a range to community of ongoing an on occurs plans these Implementation basis has Plan Management Emergency A Kingborough developed.been Australia Day Awards program conducted in 2012 conducted program Awards Day Australia 100 100 100 100 100 100 100 100 100 100 100 100 100 100 YTD Result Good 100 100 100 100 100 100 100 100 100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % N/A Description 3.2.7.2 Provide for recognition appropriate work the the annual through of volunteers community in the Volunteer and program Awards Day Australia eventsRecognition 3.2.7.3 Provide to assistance and information grant external to access how on groups community opportunities to develop3.3.1.1 Continue implement and Plan and Management Council's Emergency Plan Recovery Community 3.3.1.2 Develop Environmental Kingborough a and Sub-Plan Management Emergency Health into the requirements its operational incorporate Plan. Management Emergency Kingborough to develop3.3.1.3 Continue validate and Council's for Sub-Plan Flu Clinic Operations influenza management pandemic Management Emergency an 3.3.1.5 Co-ordinate facilitate and activities ensure to Committee situations. for readiness Council emergency community, with partnerships Create 3.3.2.1 volunteers, to agencies Government Police and prevention crime develop implement and strategies.
56 Page 5 of Page 28 Comment Attention Required Attention Council is represented on the P&CLG at both the both P&CLG at the on is represented Council staff and Councillor level of initiativesA number have identified been through etc Committee Safety Road P&CLG, YANK, the of providesCouncil sportsgrounds, halls, network a infrastructure. recreational other and trails multi-use as multi-use are promoted sportsgrounds Halls and facilities of as part Review undertaken of development Plan Recreation of service a number with established Partnerships organisations. community and groups clubs, sporting The EMP is subject to ongoing review to ongoing is subject The EMP The Youth Outreach Officer Outreach The Youth IASP meetings attends basis. a regular on 100100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 YTD Result Good 100100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Half Yearly % N/A Description 3.3.5.2 Participate on the Kingborough Interagency Interagency Kingborough the on 3.3.5.2 Participate identification the in assist and Panel Support of intervention to assist "at opportunities risk" young people. 3.3.2.2 Review and contribute to comprehensive comprehensive to contribute 3.3.2.2 Review and in collaboration plans, management emergency area. others, for municipal with the Community and Police the on 3.3.2.3 Participate Group. Liaison to groups 3.3.5.1 Work community and Police with programs safety community implement and identify area. forappropriate municipal Kingborough the facilities of Provide3.4.1.1 community network a of reach people easy within are that venues, multi-functional facilities Promote 3.4.1.2 for suitable space and diverse a of range events activitiesand for cultures and all ages of provision the equity 3.4.2.1 Review the of inclusive to opportunities leisure and recreational different across groups age and ability interests, community. the in partnership to work opportunities 3.4.2.2 Identify recreational improve to community the with services activities and
57 Page 6 of Page 28 Comment Attention Required Attention Recreation Plan under development under Plan Recreation basis ongoing an occurs on Implementation identified of as part improvement Plan Rec Facility Survey ofSurvey of as part undertaken user groups ofpreparation Plan. Recreational of use the through facilitiesMultiple is promoted User Policy Sportsground development of is a cornerstone Education strategy service provision for community Facility needs identified needs draft in Facility Plan Recreation Multi use of use facilitiesMulti is encouraged demographic and needs ofSurvey community of development in the included Recreation analysis Plan 100100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 YTD Result Good 100100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % N/A Description 3.4.2.3 Provide of a range activities recreational of needs reasonable the servicesand the that meet community. Kingborough the 3.4.3.1 Develop implement and Plan. & Recreation Sport and communication 3.4.3.2 Facilitate open of a range groups stakeholder with collaboration needs leisure and recreational their to respect with of objectives ongoing the the 3.4.3.3 Implememnt Plan Master Complex Sports sport, appropriate 3.4.4.2 Provide promote and to leisure facilities and recreation programs and of needs the changing community. the meet 3.4.4.3 Assist in providing improving and encourage and facilitiesrecreational programs and informal and structured, in participation increased passive recreation. the facilities Develop3.4.4.4 within multi-use providing facilities by area programs and municipal safe are that for accessible and of people ages all abilities. and integral as an education 3.4.5.1 Recognise and development of community component relevant strategies. within incorporate 3.4.2.4 Diversify3.4.2.4 of utilisation increase and sport facilities. recreation and
58 Page 7 of Page 28 Comment Attention Required Attention Programs such as YSTART and the Youth Enterprise Enterprise as YSTART such Youth the and Programs to provide aim an alternative mainstream to Scheme education. of forGrant obtained Hub a Digital establishment the the with occurs liaison Regular Beach. Kingston at of training needs to the respect LINC with Kingston community. the by endorsed and completed was The Strategy 2011 January in Council was The Committee Advisory Arts & Cultural in 2010 established is providedAssistance Heritage Channel to the via groups community community other and Museum at officer also and grants advice. Community Services staff assist event regularly Community to needs access to their respect with organisers facilities owned Council Staff as of delivery the assist in Program, U3A the of the principle as encouraging lifelongwell learning of Positive the Ageing implementation the through Plan. have identified been improvements of as part Facility be to continue will and Strategy Arts & Cultural the of this plan. of as part progressed the implementation 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 YTD Result Good 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % N/A Description 3.5.1.3 Facilitate access to Council owned facilities owned Council to access Facilitate 3.5.1.3 eventfor organisers. use by 3.4.5.2 Promote and encourage the principle of the encourage and life3.4.5.2 Promote community. the within learning long 3.4.5.3 Work and government with in partnership to support programs on agencies non-government education the within remain to people young system. 3.4.5.4 Advocate for training and educational providers education accessible to establish in Kingborough. programs Arts and an 3.5.1.1 Develop implement and for Kingborough. Strategy Cultural Development Advisory Cultural Arts and an Establish 3.5.1.2 and development the assist with to Committee of strategy. the implementation facilities to to support improvements Identify 3.5.1.4 of conduct the activities. cultural arts and 3.5.2.1 Provide organisations to assistance involved of cultural Kingborough’s in the promotion heritage.
59 Page 8 of Page 28 Comment Attention Required Attention A database ofA database is maintained. contacts current Council has an Access Advisory Committee to Committee Access Advisory an has Council provide range as a advice as well needs, access on to provide feedbackof committees advisory other of access. to equity repsect with have needs Recreational identified been of as part of development the Plan Recreation Kingborough the finalised been has The a and KSC Masterplan prepared. strategy signage Implemented via Strategy Cultural Arts and the Implemented Community groups are invited groups in to participate Community eventsCouncil as appropriate funding for sought been has External this initiative have applications our date to but unsuccessful. been 50 100 100 100 100 100 100 100 100 100 100 100 100 100 YTD Result Good 50 100 100 100 100 100 100 100 100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % N/A Description 3.5.4.1 Seek participation from a wide range of range from a wide participation 3.5.4.1 Seek in events groups activities and community Council. or facilitatedconducted by that 5.3.1.1 Develop maps series of a walking services, services centres retail and major identify them. between links walkway the 3.5.3.1 Actively support a wide range of range artistic and a wide support 3.5.3.1 Actively initiatives and creative endeavours, community groups. relevant community with partnerships build to facilities access Ensure 3.5.3.2 and is accessible of community. the forequitable all members for contacts current and networks 3.5.4.3 Maintain organisations. and groups community needs recreational public the local 4.3.3.1 Identify - needs these meet to is allocated land ensure and of area central the township each within particularly residential between links where and Kingborough the implement 4.4.5.1 Finalise and Plan Master Complex Sports
60 Page 9 of Page 28 Comment Attention Required Attention Development, review and implementation of implementation and review Development, basis. ongoing on an occurs strategies is providedSupoport of to a range and Special Committees Advisory on is implemented Strategy The Youth Kingborough basis. ongoing an provided be to this in relation Council to will A report matter The key aspects of a Community Participation Participation of aspects The Community a key Consultation the into incorporated be will Strategy Toolkit Local engagement to be included as part of to be included the engagement Local ToolkitConsultation 75 100 100 100 100 100100 100 100 100 100 100 YTD Result Good 75 100 100 100 100 100100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % N/A Description 1.1.1.4 Develop a Kingborough Community 1.1.1.4 Develop Community Kingborough a concepts the supports which Strategy Participation of local action. and volunteerism Community & Recreational Services & Asset & Asset Services & Recreational Community Management of package a rolling 3.4.1.3 Create strategies for ofupgrade facilities public Council (playgrounds, structures, marine halls, community toilets, public facilities). and grounds sporting Services Community activities and operations the 1.1.1.2 Support of Committees. Advisory and initiated Special Council of the recommendations the 1.4.2.1 Implement Plan. and Policy Youth Kingborough Participation of As part 1.4.3.1 Community the for options the review 1.1.1.4 Action Strategy and hall' meetings 'town or community Council forums. 1.4.1.1 Incorporate local engagement in decision local engagement 1.4.1.1 Incorporate Community the in opportunities making 1.1.1.4. Action Strategy, Participation
61 Page 10 of 10 Page 28 Comment Attention Required Attention A community consultation toolkit has been developed been toolkit has consultation A community draft into Incorporated scheme. planning regional Climate change provisions change draft into incorporated Climate scheme. planning model regional planning draft into Incorporated model regional scheme. in protocols Compliance review completed. Audit refinement. review and ongoing Requires place. workshop. planning Councillors to report Preliminary Planning developed be to with concert in Strategy review. Scheme Progressed as far as Progressed finalisation pending practicable as of mapping. and report 100 100 100 100 100100 100 100 100 100 100 100 100 100 YTD Result Good 100 100 100 100 100100 100 100 100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % N/A Description Community Services/Organisational Services/Organisational Community Development 1.6.2.1 Develop for strategies appropriate effective the through processes consultation public Communication and Participation Community 1.2.1.3 and 1.1.1.4 Actions Strategies, Services Development 2.1.1.3 Investigate of the incorporation information from climate constraints to development relating certificates. 337 risks on change provisions change as climate 2.1.4.1 Incorporate ofpart Kingborough of development the new the Scheme. Planning Scheme Planning Kingborough 2.3.4.1 Review the risks. known to in relation a review of2.4.4.1 Undertake Kingborough the to coastal respect in Scheme Planning controls. development and to audit system compliance a 2.6.5.2 Establish conditions. enforce permit development of development the on to Council 2.7.2.1 Report a strategy. management spaces green
62 Page 11 of 11 Page 28 Comment Attention Required Attention To environmental into the be incorporated of codes draft the model regional management scheme planning in-house Council developed being by Masterplan staff. To of finalised be the completion pending maps. review scheme planning Sport Awaiting commenced. assessment Preliminary survey results. participation Rec. and identified properties Heritage database on Mapinfo Interpretive commenced. review Heritage maps. at Margate. installed signage for completed scheme planning Draft model regional consultation. informal and assessment preliminary community review scheme planning Preliminary consultation Further completed. consultations for scheduled 2012. October/November program Incorporated into the draft Regional Model planning planning draft the into Incorporated Model Regional scheme 75 25 100 100 100 100 100 100 100 100 100 100 100 100 YTD Result Good 75 25 100 100 100 100 100 100 100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % N/A Description 2.7.4.1 Undertake a review of2.7.4.1 Undertake Kingborough the provisions space green including Scheme Planning standards. regional with consistency considering a review of2.9.3.1 Undertake weed the provisions Kingborough the in management Scheme. Planning Open a Public 3.4.1.4 Develop implement and are there that Plan ensuring Master Space for linkages appropriate of strategic usage the facilitiesCouncil venues. and in participation to barriers Identify 3.4.4.1 to activitiesrecreational measures put in place and alleviate these. reduce and provide and protect 3.5.2.2 Identify, interpretation facilities of or managed of historical owned Council significance. the Tasmanian with collaboration 4.1.2.1 In in government local and Commission Planning planning new a Tasmania to prepare southern the update review and subsequently - and scheme scheme. planning consultation 4.1.3.1 Develop community a that provides opportunities ongoing policy/program new strategy, settlement on the obtain comment to of reviews subsequent the scheme, planning scheme planning
63 Page 12 of 12 Page 28 Comment Attention Required Attention Pathway processes reviewed and refined. Expanded refined. and reviewed processes Expanded Pathway for subdivisions, process management include to permits. building and stratas advanced. process for audit Routine well compliance Pathway DA conditions. other and plumbing building, for subdivisions compliance ensure to process tasks stratas. and Draft completed. Strategy Use Land Regional including prepared Use Strategy Land Kingborough DFCS for and structure plans communities. local planning with in accordance consultations Ongoing rollout. scheme assessment, development through process Ongoing contact. community general and permits building Compliance audits program for civilDA program audits works Compliance Land Regional the with in accordance Completed WillUse strategy. further be refined the through the into Incorporated Strategy. Industrial Regional Scheme. Planning Draft Model Regional Preliminary consultations commenced in relation to relation in commenced consultations Preliminary consultations Further review. Scheme Planning forscheduled ongoing. and 2012 October/November 100 100 100 100 100 100 100 100 100 100 100 100 YTD Result Good 100 100 100 100 100 100 100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % N/A Description 4.1.5.1 Establish a coordinated package of package coordinated a 4.1.5.1 Establish internal illegal identify that systems compliance providedevelopments, monitor information, public prosecutions. potential pursue and permits existing for the best locations 4.2.1.1 Identify future the that ensure and development industrial provides for scheme planning sufficient and public associated with together land, zoned suitably 4.1.4.1 Utilise the Pathway software to the the to software Pathway Utilise the 4.1.4.1 all to ensure Council within extent maximum staff that - and are met are requirements statutory out qualified and trained to carry appropriately for plans or precinct structure 4.3.2.1 Prepare each for strategy settlement a broader (within township future indicate that area) municipal the for need the and directions development local require appropriate, where and 4.3.4.1 Encourage, of construction the into account that take buildings conservation,heritage safety, energy public amenity. aesthetic and re-use efficiency, water 4.3.1.1 Consult with local communities to identify identify to communities local with Consult 4.3.1.1 local values future desired the and of character townships. local
64 Page 13 of 13 Page 28 Comment Attention Required Attention Program established to monitor key sites key to monitor established Program Agricultural land protection is incorporated in the the in is incorporated protection land Agricultural associated and review of scheme planning the provisionszoning planning regional draft in the model scheme. to in response consultation review and Ongoing areas. urban the within development of consideration Ongoing parking provision during Applications Development of submitted assessment Schedule Scheme Planning with in accordance requirements. of auditing Further facilities best to identify required options Website live but not yet compiled Draft Regional Model Planning Scheme completed. completed. Scheme Planning Draft Model Regional and consultation during refinement Ongoing phase. implementation Tenders KCA for let site strategy. school high former for DA assessments into is incorporated Masterplan environs. and in central Kingston all development 50 75 100 100 100 100 100 100 100 100 100 100 100 100 100 100 YTD Result Good 50 75 100 100 100 100 100 100 100 100 100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % N/A Description 4.4.1.1 Amend the Kingborough planning scheme scheme planning Kingborough the 4.4.1.1 Amend effective the ensure to of regulation future KCA. the within development planning the Kingborough that 4.5.1.1 Ensure provides forscheme agricultural continued the and land agricultural good occur on to opportunities urban fettering potential the adjoining from service5.2.1.1 Together providers, with determine sites for facilities. transport priority public high the sufficient and accessible Ensure 5.4.2.1 is parking community to close and points available key at needs. Services Environmental matters change 2.1.1.4 Provide climate on updates Council'son website. of CCEAP implementation Progress 2.1.2.1 towards actions reduction emissions corporate targets. reduction achieving emission reduction emission Track2.1.2.2 towards progress targets. 4.4.2.1 Carry out regular reviews of reviews regular out KCA the Carry 4.4.2.1 within plan structure the Kingston and Plan Master strategy. area's settlement municipal the
65 Page 14 of 14 Page 28 Comment Attention Required Attention D'Entrecasteaux Channel Project undertaken Project Channel D'Entrecasteaux fundingStakeholder accumulated functionalGroup Coastal vulnerability report still to be finalised. still to be report vulnerability Coastal completed toolkit Bushfire communication Website live. drafted information yet but not for required resourcing Greater progress realistic Solar hot water rollout successful little regional but water hot Solar progress for: required work Further management water and * Soil strategic management * Stormwater issues River Catchment * Browns Adaptation plan draft plan Adaptation finalised be still to 75 80 50 75 75 75 100 100 100 100 100 100 100 100 100 100 100 100 YTD Result Good 75 80 50 75 75 75 100 100 100 100 100 100 100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % N/A Description 2.1.3.1 Progress implementation of CCEAP Action implementation Progress 2.1.3.1 Greenhouse Energy and - Community 12.0 Commitment. risk hazards a natural Commission 2.3.1.1 assessment. management of Climate implementation 2.1.1.1 Progress - 2012 2009 Plan Action Energy and Change Communications. - Climate 9.0 (CCEAP) Action a bushland 2.3.3.2 Develop implement and for properties Council strategy management to coasts relating actions applicable 2.4.2.1 Pursue of State in the Report. Environment water and of State 2.4.2.2 Review the Report Environment of a state incorporating D'Entrecasteaux the evaluation. come for as they funding2.4.2.3 Apply programs programs.. available D'Entrecasteaux assist in to Channel 2.4.3.1 Facilitate a D'Entrecasteaux inter- and industry community, with group working participants. governmental 2.2.1.1 Develop and adopt a Climate Change Change 2.2.1.1 Develop Climate a adopt and Strategy. Response Adaptation
66 Page 15 of 15 Page 28 Comment Attention Required Attention Council was major contributor to the regional project regional the to contributor major was Council Working South NRM with in consultation of as part Undertaken process planning regional the SOE process no longer utuilised but actions still actions but utuilised longer no SOE process undertaken being interest OfficerBushcare with to work continues groups of programs in a number partnership Ongoing & NRM Planner Environmental by Role undertaken Facilitator SOE process no longer utilised longer no SOE process Further work required for: required work Further enforcement; control * Development management; water and * Soil fire* Regional planning 0 80 75 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 YTD Result Good 0 80 75 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % N/A Description 2.5.5.1 Participate and be an active and 2.5.5.1 Participate in partner Mountain including programs, South NRM strategic project. BioLinks expanding and Marine to 2.5.1.1 Undertake specified2.5.1.1 Undertake 2 in section actions (Land). a review of2.5.2.1 Undertake State of the Report. Environment actions specified2.5.3.1 Undertake in revised State of Report. Environment bushland based community support 2.5.4.1 Actively care groups. 2.5.5.2 Revise and use the improve and of vegetation offsetimplementation mechanisms. the for opportunities 2.5.5.3 Seek with assistance implementation. and development program 2.5.6.1 Provide NRM technical and strategic both approval development the into input process. a review of2.5.6.3 Undertake and biodiversity the species provisionsthreatened in the Kingborough Scheme. Planning
67 Page 16 of 16 Page 28 Comment Attention Required Attention Main focus Whitewater progressing on Main Creek EHOs by participation Ongoing officer of hosting and particpation Ongoing project to date completed Program Weed staff by & NRM Implementation Management Weed staff by & NRM Implementation Management Greater emphasis required for strategic stormwater for required stormwater strategic emphasis Greater management water and soil and planning unsuccessful but for made CFOC application Whitewater Creek SOE process no longer utilised longer no SOE process Further work required for: required work Further management water and * Soil strategic management * Stormwater issues River Catchment * Browns commenced monitoring Some 0 60 75 40 100 100 100100 100 100 100 100 100100 100 100 100100 100 100 100 100 YTD Result Good 0 60 75 40 100 100 100100 100 100 100 100 100100 100 100 100100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % N/A Description 2.6.1.1 Undertake specified2.6.1.1 Undertake 3 in sections actions 4 (Water). and (Coasts) a review of2.6.2.1 Undertake State of the Report. Environment provisions the of the State 2.6.4.1 Implement approved. when Policy Stormwater Kingston the under projects 2.6.4.2 Continue Strategy. Stormwater Integrated Program Estuary Derwent the in Participate 2.6.4.3 monitoring Taskforce stormwater Stormwater and program. funding water in to assist external 2.6.4.4 Obtain available. become they as programs management be an active and 2.6.5.3 Participate NRM in partner Program. to Marine South's Mountain Whitewater the 2.6.6.2 Implement Creek Plan. Management River develop2.6.6.3 Further the Browns Plan. Management Catchment identified actions in priority Implement 2.9.1.1 strategy. identified actions in priority Implement 2.9.2.1 strategy.
68 Page 17 of 17 Page 28 Comment Attention Required Attention Program in place Program DHHS by review under plan Council EHOs participated in corporate climate adaptation adaptation climate in corporate EHOs participated process planning Plan completed and being implemented being and completed Plan Need for NRM website information website forNeed NRM Need for NRM website information website forNeed NRM New Cat Management Officer employed Cat Management New Council to reported and undertaken routinely Being committee 90 90 80 100 100 100 100 100 100 100 100 100 100 100 100 100 YTD Result Good 90 90 80 100 100 100 100 100 100 100 100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % N/A Description 2.9.4.1 Provide information to date up and support to the community. management weed on 2.9.6.2 Provide information to date up and support to the community. management feralon animal Plan Business Health a Public Formulate 3.1.2.1 the within contained the objectives implement and plan. immunisation implement and 3.1.3.1 Coordinate the with accordance in for community the programs Council Research Medical and Health National Schedule. Immunisation of climate impacts health public the 3.1.3.2 Include strategy. adaptation change climate in the change Emergency establish to plan and 3.3.1.4 Continue Woodbridge, Island, Evacuation at Bruny Centres Bay, Blackmans Sandfly, Margate, Snug, Kettering, Taroona and Kingston 2.9.6.1 Actively participate in community based cat based community in participate Actively 2.9.6.1 initiatives.control food a targeted 3.1.2.4 Undertake surveillance and report and food program auditing business food to the public proprietors, business outcomes Council. and
69 Page 18 of 18 Page 28 Comment Attention Required Attention Program being undertaken and reported to Council reported and undertaken being Program committee have partnerships achieved been an on Community basis. Theadhoc provision of to the a loan The example. is an Club Bowls Kingborough regarding of the steering committee establishment is another site School High Kingston former the and support to continues Council example. Community Kingborough regular in the participate basis. quarterly a on meetings Consultative Forum of participation seeks the the regularly Council processes. making its decision in community Service provided being Council remains an active member of Southern the active an member remains Council Authority. Councils Tasmanian 60 100 100 100 100 100 100 100 100 100 YTD Result Good 60 100 100 100 100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % N/A Description 1.3.1.1 Actively participate in the Southern Southern the in participate Actively 1.3.1.1 the support and Authority Councils Tasmanian of regional implementation and development and planning regional including strategies, development, Compliance to deliver3.3.3.1 Continue professional animal services public conduct and management the inform that programs awareness/education control. animal about community fire annual an abatement hazard 3.3.3.2 Implement and protects residents and educates that program of impact potential the from owners property wildfire. Governance 1.1.1.3 Investigate for approaches for options new partnerships. community of development the with conjunction 1.1.3.1 In Action and Strategy Communication 1.2.1.3 Action Strategy, Participation Community 1.1.1.4 to increase campaign awareness an implement participation
70 Page 19 of 19 Page 28 Comment Attention Required Attention Continue to monitor opportunities for external funding for opportunities external to monitor Continue benefit At present region. the would that for projects funding grant available. are limited there with relationships good maintain to continues Council This Governments. Federal and the State both are differences there times at ofdoesn't mean matters. on some dialogue robust and opinion a on are undertaken forums / discussions Public to actively continues Council basis. needs the It also support KCCF meetings. in the participate activities Committee. Advisory Island of Bruny the Council maintains an active membership of Local the active an membership maintains Council Bury of Association Government Mayor Tasmania. to the General appointed been recently has Committee. Management There continues to be exploration ofThere for opportunities exploration to be continues IT the and the year sharing. During resource Huon with arrangements sharing resource Tourism at regional to look A project maintained. were Valley the STCA through purchasing commenced. has an through of buy local member is a Council sees LGAT which by brokered arrangement significant advantages for of the purchase heavy vehicles plant. and 80 100 100 100 100 100 100 100 100 100 YTD Result Good 80 100 100 100 100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % N/A Description 1.3.1.2 Actively support the Local Government Government Local the support 1.3.1.2 Actively to ofAssociation commitment the and Tasmania on Agreement Partnership Statewide the State the with Consultation and Communication Government. and networks strong 1.3.3.2 Develop maintain and of spheres other with channels communication Government. local in meetings/forums public 1.4.3.2 Conduct focus that areas of issues local on interest. 1.3.2.1 Explore opportunities for opportunities sharing resource 1.3.2.1 Explore relevant other and other Councils with initiatives. strategic key on organisations 1.3.3.1 Actively research and develop and research 1.3.3.1 Actively opportunities external obtaining and projects for joint initiating benefit. of forgrants community programs
71 Page 20 of 20 Page 28 Comment Attention Required Attention Where this occurs. appropriate Policies and procedures are regularly reviewed and and reviewed are regularly procedures and Policies required. for to Council reported when adoption ofA review of adoption the and Plan Strategic the the March in Council by considered were Plans Action The2012. for budget was financial 2012/13 the year A plans. strategic action the developed with line in of review Council's the Strategic Plan is complete months. 18 - 24 next the within occur to due A regularly. Grant funding submitted are applications of successfulnumber have application been Liveable the including approved year the during Program Huib, Volunteer Digital the Cities Program, Care and The others. and Day funding for Family as succesffully has been Gardens renewed Manor well. 100 100 100 100 100 100 100 100 100 100 100 100 YTD Result Good 100 100 100 100 100 100 100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % Quarterly % N/A Description 1.5.1.2 Ensure that all statutory requirements are requirements all statutory that 1.5.1.2 Ensure met. being governance update 1.5.2.1 Review and and to encompass procedures and policies corporate requirements. legislativechanging statutory and making, decision on policies 1.5.3.1 Maintain of code and ethics corporate arrangements conduct core values. Strategic Plan the uphold which integrated an 1.6.1.1 Develop maintain and that process planning operational and strategic encourages and legislative requirements meets financial sustainability. of the benchmarks and goals the 1.6.3.1 Ensure are incorporated TogetherTasmania program 2020 process for planning strategic the into benefit the of community. Kingborough the become for as they funding2.3.3.1 Apply programs available.
72 Page 21 of 21 Page 28 Comment Attention Required Attention projects undertaken in Kingborough in the last couple couple in the last in Kingborough undertaken projects of issue the However on of crisis years. The little traction. there has been accommodation provision of affordable crisis and housing core fuction a is not of local accommodation of State the responsibility the it is clearly government for its advocacy maintains Council Government. for areas in these done be to the Kingborough more community. area. this in its advocacy maintains Council Work of to this area in relation continues There of is a significantresponsibility. work amount to in relation particularly year next the in be done to safety matters. and health occupational Liason continues through the community services community the through continues Liason Witharea. the faced issues by budgetary current the difficult been times at it has Government State for achieved. be to traction much There of have affordable a number been housing 80 80 100 100 100 100 100 100 YTD Result Good 80 80 100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % Quarterly % N/A Description 3.2.5.2 Look for opportunities to work for3.2.5.2 Look to work opportunities and Departments Government with collaboratively to improve organisations based other community Kingborough. services within 3.2.3.2 Work State the with partnership in to support stakeholders other and Government of range a broad social issues with dealing policies in principles safety risk and Incorporate 3.3.4.1 activities. and programs plans, strategies, Council 3.2.5.1 Advocate for affordable crisis and housing for need in people accommodation
73 Page 22 of 22 Page 28 Comment Attention Required Attention See 3.2.5.1 See Despite the budgetary difficulties experienced by the the difficulties by budgetary the Despite experienced financialState a of contribution was $20,000 achieved to the Liveable relation from DED in Cities School High former Kingston the surrounding Project now corridor Highway Channel broader the site and completed. been has by-pass the that sucessful been has NBN rollout with Coordination both between of line a strong communication with have Aurora organisations. more been also proactive of specific assigning late for contacts our This efficiencies to led has works. of in coordiantion works. 80 100 100 100 100 100 YTD Result Good 80 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % N/A Description 4.2.2.1 Collaborate with the Department of the Department with 4.2.2.1 Collaborate businesses new attract to Development Economic Kingborough. to State the with collaborate and 4.3.5.1 Liaise for opportunities to identify Government affordable Kingborough. within housing Services Engineering 4.6.3.1 Develop infrastructure strategic a planning infrastructure standard includes that framework reference a stakeholder guidelines, an and group analyse and identify to group internal
74 Page 23 of 23 Page 28 Comment Attention Required Attention development, the assets are generally created by the the by created generally are assets the development, developer vested and of at the end to Council the Where period. liability construction are to be assets a budget is generally there Council, by to contributed identifiedallocation of as part development the process. assessment is an there where development areas ofIn existing identified, issue infrastructure are there capacity Council's through asset in place processes existing for projects to identify systems management 5 and program works capital annual the inclusion in are These systems program. works capital year review for under for process and continually information. new with augmentation Council's capital works program is now strongly strongly is now program Council's works capital replacement. and focussed renewal asset around The assets forms a minor of construction new therefore and of the number program the component in low. can be considered of that projects of result is a that areas ofIn new growth 100 100 YTD Result Good 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % N/A Description 4.6.4.1 Identify potential economic growth locations locations growth economic potential 4.6.4.1 Identify firstin the focus then and instance Council's capital future their on improvement. program works
75 Page 24 of 24 Page 28 Comment Attention Required Attention Regular discussions are being held with DIER and DIER and with held being discussions are Regular facilities ride park and sites where to identify Metro passenger Metro with to coordinate are best suited services. Where provides Council possible support construction. and management project in design, DIER/Metro by managed The is generally planning high demand with correlate must as the locations services. of routing the and routes existing planner. bicycle regional by undertaken being Project Regular discussions are being held with DIER's with held are being discussions Regular Council and Metro section, transport passenger for to identify safety road access and committees to Council's relate infrastructure. that issues critical identified are then Actions for operational resolved to be or expenditure capital or maintenance relevant the with coordination better through is also change procedural and Policy authorities. considered. 100 100 100 100 100 100 YTD Result Good 100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % N/A Description 5.3.1.2 Develop and implement a 'cycling link' a 'cycling 5.3.1.2 Develop implement and and pedestrian provide to quality high program settlements, between and within linkages cyclist network cycle the regional incorporating 5.1.2.1 Develop a multi criteria framework for criteria framework Develop5.1.2.1 multi a meet initiatives transport testing they to ensure to high in respect expectation community safer and transport sustainability, accessibility, plan for the 5.2.3.2 Develop implementation an of construction and design facilities ride and park to decision tool for and a planning as used be capital investment.
76 Page 25 of 25 Page 28 Comment Attention Required Attention Regular discussions are being held with DIER's with held are being discussions Regular council and Metro section, transport passenger for to identify safety road access and committees to Council's relate infrastructure. that issues critical identified are then Actions for operational resolved to be or expenditure capital or maintenance relevant the with coordination better through is also change procedural and Policy authorities. considered. facilitated as undertaken actions and Meetings have in capital included been Items required. recommendations. of a result as committee program Regular discussions are being held with DIER's with held are being discussions Regular council and Metro section, transport passenger for to identify safety road access and committees to Council's relate infrastructure. that issues critical identified are then Actions for operational resolved to be or expenditure capital or maintenance relevant the with coordination better through is also change procedural and Policy authorities. considered. have for identified meetings Recent projects Margate DIER the with is also reviewing Council Snug. and for obligations bus maintenance operational infrastructure. 100 100 100 100 100 100 YTD Result Good 100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % N/A Description 5.3.2.1 Identify future growth areas (or areas areas (or future5.3.2.1 Identify growth deficient) in developing to assist currently future programs. works capital facilities. ride and park 5.4.2.2 Improve Engineering of operations the Facilitate 3.2.6.2 a Disability Committee. Advisory Access
77 Page 26 of 26 Page 28 Comment Attention Required Attention work with Council to ensure those attending minimise minimise attending those ensure to Council with work recyclables and of dispose and waste contamination correctly. Council recently approved the expansion to 187 187 to approved expansion the recently Council July 1 commence to area Margate in the tenements to easily able are residents Thisensure 2012. will therefore further recyclable, from waste separate being currently of recyclables amount the reducing to land-fill.sent Highly successful School Poster Competition was was successful Poster Competition School Highly and poster The winning December. in early held District School. Island Bruny to went shield annual of community local a number with works Council of this is An example recycling. encourage to groups of Oval. at Snug held A number jamboree scout the provided so the were bins waste and recyclable this from waste reduce can Association Scouting event. The initiative the take Leaders Scouting and 100 100 100 100 YTD Result Good 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % N/A Description 2.8.1.2 Expand kerbside garbage and recycling recycling and garbage kerbside 2.8.1.2 Expand services Works initiatives education community 2.8.1.1 Improve participation and
78 Page 27 of 27 Page 28 Comment Attention Required Attention Free green waste disposal programs were conducted conducted were programs disposal waste Free green 11/12 the during Island Bruny on and at Barretta is Council rates. participation good with financial year to Island Bruny to machine chipping its old relocating general from the is removed waste green all ensure Waste Island at the Bruny stream waste Transfer Station. Bruny on The recycling of introduction co-mingled of 25 a minimum successful been has Island with general the from diverted being weekly metres cubic cost of the reducing significantly and stream waste on the Island. disposal waste the monitors This which action ongoing is an ofperformance various against units business serviceagreed levels defined in the Customer Service defined actions and Charter Strategic in the under are processes and Plan. Systems Delivery continual on being emphasis the review with constant improvement. to are employed channels information Multiple These include provide community. the to information social media. and media news publications, internet, provided been has training Additional to Customer Service Service. staff Relay National the by 100 100 100 100 100 100 YTD Result Good 100 100 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % Quarterly % N/A Description Information Services and information review Council 1.1.2.2 Regularly service with those to ensure customer strategies reasonable to access an able are needs special level of service. 2.8.1.3 Encourage increased recource recovery at recovery recource increased 2.8.1.3 Encourage transfer further and stations waste develop recoveryresource evaluate and Council's service1.1.2.1 Monitor of customer management the including standards 1.2. Action with in conjunction requests
79 Page 28 of 28 Page 28 Comment Attention Required Attention The community consultation toolkit has been been has toolkit consultation The community completed. A number of system improvements have been improvements of system A number over These the financial year. include implemented for approval electronic an system implementation the of authorisation the creditor invoices, major a ofupgrade Content Management Enterprise the ofsite redesign and review Council's web System, for field technology of furtherand mobile expansion staff. These activities have efficiencies improved overall an to contributed and in productivity increase service. customer and 100 100 100 100 YTD Result Good 100 100 100 100 Result OK For the quarter ending 30/06/2012 Freq. UOM Target Actual Status Target Actual Status Quarterly Summary Action Report Summary Quarterly Quarterly % Quarterly % N/A Description 1.5.1.1 Develop systems which facilitate continuous which Develop1.5.1.1 systems service and operations Council in improvement focus particular a the development on with delivery, of risk management Development Organisational Toolkit Consultation 1.2.2.1 Develop Community a for protocols and principles includes which of delivery in the consultation all major community initiativesCouncil services. and
80 APPENDIX III: Nature of Complaints
NATURE OF COMPLAINT ACTION DEPARTMENT RECEIVED
Claim for restitution for repairs Development Services May 2011
Continued drainage onto property Development Services June 2011
Street lighting Jupiter Court Engineering Services July 2011
Concerns regarding the reconstruction of Old Station Road Engineering Services July 2011 and Coningham Road intersection
Performance of Kerbside collection service Information Services August 2011
Dissatisfaction with delay in subdivision process Deputy General Manager August 2011
Lack of response to request for compensation Finance August 2011
Further request for mowing of nature strip Works September 2011
Inappropriate developments General Manager September 2011
Mayor/Deputy General Removal of trees near Huntingfield September 2011 Manager
Concern regarding employee attitude General Manager September 2011
Cost of building, plumbing and inspection fees Deputy General Manager October 2011
Poor service regarding Council’s after hours emergency Information Services October 2011 service
Concern regarding employee attitude and infringement Environmental Services November 2011 notices
Lack of response regarding stormwater and drainage issues Engineering Services November 2011
Poor standard of repairs to Watsons Road Works December 2011
Disagreement regarding fire abatement Environmental Services December 2011
Road maintenance issues – Van Morey Road and Frost Road Works December 2011
Excess surface water issues from neighbouring properties Engineering Services December 2011
Poor service regarding Council’s after hours emergency Information Services December 2011 service – missed bin collection
Lack of action regarding barking dog General Manager January 2012
Standard of roadworks - Jantina place Works January 2012
Lack of response to request for removal of dead tree limbs Works February 2012
Lack of response to request for footpath repair Engineering Services March 2012
Advice regarding asbestos removal Information Services March 2012
Lack of response regarding crossover application Development Services March 2012
Concern over roadside spraying Works March 2012
Trees overgrowing footpath and lack of action over parking Works April 2012 of trailer boats
Concern regarding employee attitude Environmental Services April 2012
Crossover not reinstated after works Works May 2012
Concern of standard of View Street despite a number of Engineering Services May 2012 complaints
81 2