2017/18 Annual Report
Kentish Council Kentish Council Annual Report 2017/18 | 1
Kentish Council PO Box 63 (69 High Street) SHEFFIELD TAS 7306
P: 6491 0200 F: 6491 1659
E: [email protected] W: www.kentish.tas.gov.au
Front Cover: Kelly Slater
Kentish Council Annual Report 2017/18 | 2 WELCOME CONTENTS
THE YEAR IN REVIEW 4 The Kentish Council proudly presents the Mayor & General Manager’s Welcome 5 2017/18 Annual Report to the Community. Performance at a Glance 6 Kentish Profile 7 The Annual Report highlights Council’s A Year in Kentish 8 performance against the 2017/18 Annual Plan Activity Overview 9 and Budget. Financial Overview 14
OUR PERFORMANCE 23 The Annual Plan and Budget sets out 18 strategic Infrastructure 25 objectives grouped under four categories: Economic & Community Development 34 1. Infrastructure; Governance & Organisational Development 40 2. Economic and Community Development; Planning & Development 48 3. Governance and Organisational Development; and GOVERNANCE 54 4. Planning and Development Corporate Governance 55 against which Council’s performance is measured. Our Councillors 61 Our Organisation 65 Section 72 of the Local Government Act 1993 Our Staff 67 requires all councils to prepare an Annual Report Our Volunteers 69 including prescribed content. Workplace Health & Safety 70 Legislative Reporting 71 As well as meeting this statutory requirement, General Reporting 77 Council sees the Annual Report as a great opportunity to keep residents and stakeholders FINANCIAL REPORT 79 informed about its performance and future direction. The report demonstrates the breadth of Council’s operations and identifies achievements and challenges during the 2017/18 financial year.
The Annual Report also provides a comprehensive and externally audited financial report.
Feedback Feedback or questions relating to the annual report are welcome.
Email: [email protected] Post: General Manager Kentish Council PO Box 63, SHEFFIELD TAS 7306
The Annual Report is available in a range of formats and can also be viewed electronically on Council’s website www.kentish.tas.gov.au
Kentish Council Annual Report 2017/18 | 3
The Year in Review
Kentish Council Annual Report 2017/18 | 4
Mayor and General Manager’s Welcome
This Annual Report was finalised after the council elections in October 2018 and reflects the time of former Mayor, Don Thwaites. Newly elected Mayor, Tim Wilson endorses the report.
There was sense during 2017/18 of Council picking up where it left off in progressing many long-term goals and projects after the interruption caused by the June 2016 floods. Tenders were called for the first stage of construction of the Wild Mersey Mountain Bike Trails, work began on the Sheffield Recreation Ground change room extensions and planning and design work continued for the provision of a long-term, fit for purpose road access to the Lorinna community. Work also continued, to progress the preparation of Kentish local provisions for the Tasmanian Planning Scheme.
Council continued to engage with its communities through twice-yearly community information meetings for the Sheffield, Railton, Wilmot and Acacia Hills areas. Issues consulted on during the year included concept designs for a Wilmot Streetscape redevelopment and review and refinement of the “Sheffield Refresh” township enhancement report.
Financial results for the year were sound with Council achieving a small underlying surplus and overall performing favourably when compared to budget. Council’s longer-term management indicators show that, based on a goal of maintaining the current service levels, council expects to meet or exceed benchmarks set by the Tasmanian Audit Office regarding council’s asset management plans and long term financial plans.
Community groups and volunteers again contributed strongly to the municipality in 2017/18 and Council greatly appreciates their involvement in events like the new Feed Your Senses pop-up event held during the Australian Masters Games in October 2017 and again in conjunction with Sheffield in Colour in May 2018, in addition to regular events such as Mural Fest, Steam Fest, Taste of the North West, Christmas events and the Tasmanian Medieval Festival.
Council continued to embed resource sharing with Latrobe Council into its operations through a restructure of the inside staff of the two councils and by progressing implementation of common systems and new common ways of working across the two councils. Thank you to staff for their ongoing support and commitment during this period of significant change.
Finally, thank you to the Councillors who served the community of Kentish during the 2017/18 financial year, you can be proud of the achievements detailed in this report.
Don Thwaites Tim Wilson Gerald Monson (Mayor during 2017/18) (Newly elected Mayor) (General Manager)
Don Thwaites Tim Wilson Gerald Monson
Kentish Council Annual Report 2016/17 | 5 Kentish Council Annual Report 2017/18 | 5
Performance at a Glance
Achievements Challenges Year Ahead Infrastructure . Extended footpath in Giblin . Council resources . Extend parking on Street, Railton by 460 metres were stretched High Street. from Ennis Avenue to Foster throughout the year . Construct stage 1 of Street. due to a large number the Wilmot . Renewed the Careys of projects deferred to Streetscape Project. Road/Dasher River Bridge, the 2017/18 year as a . Construct stage 1 of Dawkins Road/Minnow River result of the June 2016 the Kentish trails in Bridge and Jacksons floods. the Wild Mersey Road/Minnow Tributary Bridge. Mountain Bike Trails.
Economic and . Contributed towards the . The growth of the Air . Contribute towards Community regional hosting of the 2018 BNB listed properties Kimberley Trail and Development Australian Masters Games. in the municipality has Bell Mountain Trail . Supported the Fire and Light resulted in less rental upgrades. Festival proposed by Kentish accommodation being . Purchase land to Arts Commerce and Tourism. available which is a enable expansion of deterrent for larger the Redwater Creek business Railway site in establishment. Sheffield.
Governance . Supported the retention, . Recruitment of staff . Expand and embed and upgrading and increased for specialised resource sharing Organisational flights to Devonport Airport. positions has been with Latrobe Council. . . Development Provided regular public difficult due to a small Implement common forums within the Council pool of qualified enterprise software area to obtain local input into applicants and with Latrobe Council. decision making. competition for the . Upgrade Council’s . Examined specific delivery applicants from other website. options between Council and organisations. other providers.
Planning and . Prepared a Kentish Council . Amendments to the . Develop Strategic Development Municipal Health Report. Building Act 2016 Development Plans . Promoted responsible dog required Council staff for key localities ownership including to make considerable within Kentish. compliance with the Dog changes to their . Finalise the local Control Act 2000. processes and planning provisions . Co-ordinated school-based administration to for the Tasmanian immunisations. meet the Planning Scheme. requirements of the legislation.
Kentish Council Annual Report 2017/18 6
Kentish Profile
The Kentish Municipality is located inland on the eastern end of the North-West Coast of Tasmania bordering the
municipal areas of Latrobe, Devonport City, Central Coast, Meander Valley, West Coast and Waratah-Wynyard councils.
Kentish is known as ‘Tasmania’s Outdoor
Art Gallery’ for its beautiful countryside, majestic mountains and its three themed townships: Sheffield - Town of Murals, Railton - Town of Topiary and Wilmot - Valley of Views.
Kentish has a population of 6,128, comprised of Our Localities 51% males and 49% females with a median age of Kentish’s localities include Sheffield, Railton, South 47 years. Spreyton, Acacia Hills, Barrington, Lower Barrington, Nook, Nowhere Else, Merseylea, Overall, 80% of Kentish residents were born in Sunnyside, Stoodley, Beulah, Lower Beulah, Australia. Paradise, Claude Road, Gowrie Park, West Kentish, Roland, Staverton, Promised Land, Lower Wilmot, The three biggest industry employers in Kentish Wilmot, Erriba, Moina, Lorinna, Middlesex, are Accommodation (4.4%), Aged Care (3.7%) and Cethana and Cradle Mountain. Road Freight Transport (3.2%). Fast Facts Median employee income for Kentish residents is Area 1,187 sq km $51,740 per annum. Road Distances 471 km Sealed 273 km Source: Census 2016, Australian Bureau of Statistics Unsealed 198 km
Number of Bridges/ Major Culverts 104 Our History Rateable Properties 3,666 Nathaniel Kentish was appointed as a contract surveyor in 1841 to survey areas on the North- Value of Properties (AAV) $44.87M West Coast of Tasmania and in August 1842 he Number of Electors 4,816 discovered a large grassy plain which later went on Operating Expenditure $9.63M to be known as ‘Kentish Plains’. Businesses 555 Visitors to Sheffield 145,951 In the early years, Road Trusts were the main form Visitors to Cradle Mountain 242,339 of Local Government in Tasmania. In 1908 the five local road trusts of Kentish Plains, Barrington, Beulah, Wilmot and Sheffield merged to create the Kentish Council.
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A Year in Kentish
July 2017 School Holiday Activities March 2018 Steam Fest August 2017 Gowrie Park Rodeo Event Strategy launched for public feedback Kentish Endurance Ride Lions Music Hall Nic’s Cradle Challenge Railton Community Meeting Announcement of $800k funding for Wild Mersey Lower Barrington, Acacia Hills and South Spreyton Oceania Road Championships Meeting Beulah Road Bridge opened following June 2016 April 2018 floods Kentish Arts Festival $365k funding announced for redevelopment of Taste of the North-West the Sheffield Recreation Ground ANZAC Day Services School Holiday Activities September 2017 Wilmot Community Meeting Mersey Valley Junior and Masters Cycling Tour School Holiday Activities May 2018 Wilmot Streetscape Concept Plan Public Meeting Volunteer Appreciation Event Wilmot Community Meeting Sheffield In Colour & Pop Up Festival Sheffield Community Meeting June 2018 October 2017 Civic Reception for Tom Rockliff – Lions National Tasmanian Medieval Festival Youth of the Year Railton Parkrun launched Tenders opened for Wild Mersey Stage 1 Oss Foley Memorial Endurance Ride Junior and Masters Cycling Tour Peaks Challenge Cradle Mountain Australian Masters Games co-hosted at Kentish Sheffield Pop Up Festival Public Transport commences in Kentish (bus service)
November 2017 Sheffield School Junior Cattle Handlers Show Triple Top Mountain Run
December 2017 Gowrie Park Wood Chopping Carnival Christmas Celebrations in Wilmot, Sheffield and Railton
January 2018 Australia Day Celebrations School Holiday Activities Fruit fly control zones established in Kentish Announcement of $600k funding for Wild Mersey Mountain Bike Trails
February 2018 Gustav Weindorfer Memorial Service Sheffield Community Meeting Severe Weather Event
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Activity Overview
Mountain Bike Development Kentish and Latrobe Councils have partnered to be able to deliver a $4.1M world-class mountain bike experience that links the towns of Latrobe, Railton and Sheffield.
In 2017/18 the two Councils commissioned further
environmental studies required by Parks and New pontoon at Kentish Park Wildlife Service and Sustainable Timbers Tasmania
to be able to finalise the required permits and land agreements to build trails over land they manage. Kentish Park and Lake Barrington Park Council secured a lease with Hydro Tasmania for The project will comprise two stages and the land on the foreshore of Kentish Park. This has Councils have secured the following funding: allowed the Mersey Forth Recreation Management Committee to build a new pontoon Stage 1 funding to join the two existing pontoons. The project was Kentish $260,000 (Goliath Pk Trailhead) secured funded by a $140,000 grant along with funding Latrobe $240,000 (Mersey Crossing) secured from Hydro Tasmania ($30,000) and Council Federal $300,000 secured ($10,000). Federal $800,000 secured State $600,000 secured Wilmot Streetscape In-kind $222,050 secured Council allocated $20,000 in the 2017/18 budget Total $2,422,050 to engage a consultant to work with the Wilmot community on concept designs for the upgrade of Stage 2 funding the Wilmot Main Street. Council subsequently Kentish $100,000 (2019/20) secured engaged Leon Lange from Lange Design Landscape Latrobe $100,000 (2019/20) secured and Architecture. State $600,000 secured Federal $900,000 unsecured A concept plan was designed with a local working Total $1,700,000 group. The concept plan was put on display on 29th September 2017 for the community to ‘drop Project Budget $4,122,050 in’ to view and talk one-on-one with Mr Lange. The plans were also presented to the Wilmot A tender for the construction of stage 1 was Community Information Session on 29th advertised in June 2018 with construction to September 2017 for feedback. commence early in the new financial year. Council received final plans late in the financial Advocacy year. Council has allocated $187,000 in the Public Transport 2018/19 budget to commence construction of In March 2017, the State Government announced stage one once final feedback has been obtained that Kentish would receive a general access public from the community. transport service travelling from Sheffield to Devonport via Railton. The new service CCTV Installation commenced in October 2017 and is providing Council installed two CCTV cameras on the corner valuable transport options for both residents and of Main Street and High Street in Sheffield. The visitors. project was funded by a $41,000 grant from the Commonwealth Government under the Safer Streets Programme.
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Sheffield Main Street Makeover Lorinna Access Update Council engaged Leon Lange from Lange Design The provision of a long-term fit for purpose future Landscape and Architecture to undertake initial access to the Lorinna community has been community consultation about upgrading Main progressed throughout the 2017/18 year. Council Street, Sheffield from Henry Street to Spring Street has worked towards the potential extension of including re-engineering the Spring Street/Main Wilks Road through to Olivers Road using the Street intersection to improve safety. An initial existing unused road reservation and Crown Land community ‘drop in’ day was held to seek currently used for forestry operations. A community input. Development Application and associated documents were prepared and referred to Crown The designs will be complete in 2018/19 with Land Services for endorsement prior to Council construction to commence in early 2019. being in a position to lodge the application.
Sheffield Recreation Ground Change Room Capital Works Program Extension Two particularly large road projects were Council was successful under the State successfully completed during the year. This Governments Community Infrastructure Fund included upgrading and sealing of 2km of Native major grants round for $365,207 to fund the Plains Road which continues to attract additional redevelopment of the change rooms at the traffic and was costing more to maintain than a Sheffield Recreation Ground. The project will see typical gravel road and the construction of 900m the relocation of the opposition change rooms to of kerb, 450m of footpath together with a new connect to the existing home change rooms and road pavement and seal in Giblin Street at construction of an indoor training area at the rear Railton. River Road in Lorinna was locally widened of the grandstand. The project is valued at over to improve passing opportunities. Parking, $740,000. The tender was advertised and a drainage and footpaths were constructed in Spring successful contractor appointed during the Street at Sheffield between Main Street and the financial year. The project is expected to be Recreation Ground. Non-discretionary works completed by the end of 2018. included the replacement of three timber bridges with concrete structures in addition to Council’s Marketing and Promotion annual road resealing and gravel road re-sheeting Kentish Destination Action Plan programs. Representatives from the business, community and events areas took part in two workshops in 2017 to draw up a Destination Action Plan for the municipality. A suite of events during the winter of 2019 to combat the effects of the ‘quiet period’ for businesses was one proposal which came from the Kentish Destination Action Plan.
Cradle Country Marketing Campaign In 2014, the Cradle Country Marketing Group was set up by the Central Coast, Devonport, Kentish and Latrobe councils to promote all four municipalities under the banner ‘Cradle Country’. The marketing plan for 2017/18 focussed on direct marketing to visitors arriving at Hobart and Launceston airports, on the Spirit of Tasmania and at Port of Melbourne. This was done via lightbox advertising at the airport terminals, videos at the airports and on the Spirit. In addition, the group produced a highly successful brochure which included a map, ‘This is Cradle Country’, was available at all the venues plus Port of Melbourne and information centres across the State. Sheffield Recreation Ground Change Room Extension
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in May 2018. On each occasion businesses in Sheffield came together to offer a wide range of low cost food for visitors and locals to sample while music played at all the venues.
Peaks Challenge Cradle Mountain The Peak Challenge Cradle Mountain was held on 4th November 2017 and attracted 300 entrants for the final time of it being held. Cyclists had to contend with fallen trees, wind, rain and hail over the three years the 235 km ride was held and the organisers, Bicycle Network, have grudgingly Muralfest 2018 decided to call time on the event that was part of Photo Credit: Chris Puccetti the Peaks Challenge series.
Tasmanian Medieval Festival Held on 14th and 15th October 2017, the Tasmanian Medieval Festival featured sword fighting, Events jousting, cannon firing and other medieval themed Mural Fest exhibitions along with a new free fireworks Another successful Mural Fest was held in 2018, display. Organised by the Sovereign Military Order with Queensland artist Gren Freeman taking out of the Knights Templar Tasmania, the event will be the overall title with his mural ‘Many Hats’. The back again in 2018 with an even further expanded event was again a success with substantial crowds range of activities. attending throughout the week. Australian Masters Games Steam Fest The biennial Australian Masters Games were held Redwater Creek Heritage and Steam Society’s across North-West Tasmania in October 2017. 2018 Steamfest showcased the huge array of Kentish hosted a range of events, in particular at steam powered machines in Tasmania. The event, Lake Barrington which was the venue for all things held over the March long weekend, is a major boating. With an influx of competitors and visitors drawcard to Kentish with visitors coming from all to the area, locals and visitors were entertained around Australia to experience the wide variety of with an evening of food and music via a pop-up exhibits. event provided by Sheffield businesses.
Taste of North-West King George V Park Youth Space The annual Taste of the North-West was held on Following exhibition of the draft ‘Sheffield Refresh’ 7th April 2018 and was the 10th anniversary of the report in late 2016, a group of school children who event. Known for showcasing some of the North’s use the King George V Skate Park and the youth best food and wine, the event attracted a variety Green Room, expressed strong interest in of producers who treated the large crowd to an upgrading the paths, landscaping and youth exciting culinary experience accompanied by live facilities in that corner of the park to create a music. Organisers have decided to move the event dedicated Youth Space. The project received to the March long weekend from 2019. strong support from Council in the form of $40,000 funding, plus a further $20,000 from the Stronger Sheffield in Colour (FireLight 2018) Communities Grant Program. Sheffield in Colour was the official FireLight event for 2018 and was held in May. For more than a The key elements of the Youth Space will include fortnight, buildings in Sheffield were lit in an array adding new pathways from the Pioneer Memorial of everchanging bright colours at night and area across to the toilet block and beyond, seating included a pop-up evening of food and music areas and various design treatments to provide a provided by Sheffield businesses. number of smaller social spaces and interest to the area, and an outdoor ping pong table. The work is Feed Your Senses slated to begin during October 2018 and be This new, and highly successful, pop-up event was completed in early 2019. first held during the Australian Masters Games in October 2017 and again during Sheffield in Colour
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Australia Day Celebrations Council staged the annual Australia Day celebrations at King George V Park on 26th January, 2018. Each year, as part of the celebrations, Council presents awards for Citizen of the Year, Young Citizen of the Year and Community Event of the Year.
Citizen of the Year was awarded to Alison Hicks. Allison has a long-standing record of working for her community. As a respected member of the Railton community, Allison has been proactive as an organiser of several events such as the yearly Biggest Morning Tea, the Railton Breakfast Club, the Sheffield School Railton Campus Canteen and raising funds to assist disadvantaged members of her community. Allison is also a member of the Sheffield School Association, the Tasmanian Trail Association and is an active committee member for Railton Meals on Wheels.
Young Citizen of the Year was awarded to Teleeha Thomas. Teleeha is an outstanding role model for all young people in the community. Teleeha overcame adversity early in life to build a successful dog grooming business and attend university. Teleeha cared for her family during several illnesses, purchased her own property and mentored a young relative to find employment.
Community Event of the Year was awarded to the “Feed Your Senses” Pop Up Event. The event was created and designed by Dominic McAlinden as part of the 2017 North-West Masters Games to encourage the community and games participants to come together as one.
Rose Farrelly and Kim Johnson both received a Local Hero Award for their contribution to the Kentish Community over many years. Volunteer Recognition Awards were presented to Jim Austin, Rosemarie Bockholt, Martin Corke, Jan McKay, Peter Whiteman and Lee Woodhouse.
Youth Activities Council provided a number of events for young people throughout the year, including the Railton Know Your Odds Skate and Scoot Competition, two school holiday programs partnering with Glenhaven and an outdoor cinema as part of National Youth Week.
Photos Top: Mayor Thwaites & Allison Hicks Middle: Mayor Thwaites & Dominic McAlinden Bottom: Mayor Thwaites & Teleeha Thomas
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Tasmanian Planning Scheme Youth Scholarship The Tasmanian Government is reforming the Each year, Council provides a scholarship valued at State’s planning system and introducing a single $1,250 to assist a Kentish student to further their planning scheme for the State – the Tasmanian studies by relocating from the municipality. The Planning Scheme. 2018 Youth Scholarship was awarded to Lachlan Gower. Lachlan is studying a software engineering During the financial year, Council commenced the degree at the Royal Melbourne Institute of process of preparing its local planning provisions. Technology. Council wishes Lachlan all the best This includes the allocation of zones, agricultural with his academic future. land and natural asset mapping and any site specific use and development standards or qualifications. Council has agreed that a regional approach is the best course of action for this process, to maximise use of staff resources and achieve consistency in the application of zones across the nine Cradle Coast councils.
Sheffield Refresh - Township Enhancement Project The second draft report was considered by Council at a special meeting in June 2017, where it was resolved to again place the report on public exhibition for a further 30 days. Following consideration of the representations received, the report was adopted by Council in November 2017.
Planning Scheme Amendments Two planning scheme amendments were approved during the financial year.
Amendment 02/16 rezoned land known as 35, 37 and 41 Latrobe Road, Railton from General Industrial to General Residential. The amendment came into operation on 13th April 2018.
Amendment 01/17 rezoned land known as 95, 97 and 99 Foster Street, Railton from Rural Resource Mayor Don Thwaites presents Lachlan Gower to General Residential. The amendment came with the 2018 Youth Scholarship into operation on 28th July 2017.
One planning scheme amendment was initiated and certified by Council during the financial year. Amendment 01/18 seeks to replace the Cradle Gateway Specific Area Plan, which forms Clause F1.0 of the Kentish Interim Planning Scheme 2013, with a revised Specific Area Plan.
A representation in support of the amendment was received during the public exhibition period. The amendment has been lodged with the Tasmanian Planning Commission for their consideration.
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Financial Overview
REVENUE & EXPENDITURE SOURCES
Recurrent Revenue Recurrent Expenses
Rates & Service Charges (52%) Roads, Street, Bridges & Assets (55%) Grants – Operating (28%) Corporate (12%) Reimbursements & Contributions (5%) Waste Management (6%) Fees and Charges (5%) Regulatory Services (5%) Distribution – Water Corporation (1%) Governance (5%) Interest on Investments (2%) Community & Economic Development (11%) Other Income (7%) Recreation & Reserves (4%) Fire services agency (2%)
FINANCIAL RESULT COMPARED TO BUDGET
Revenue Expenses Operating Surplus
$11.53 14 % $9.63 2% $1.90 $1.70m $1.6M million million million
Council’s underlying operating surplus was $353,000
UNDERLYING RESULT
$0.10M The calculation of Actual 2016/17 $9.31M $9.41M Council’s $0.21M underlying result is Budget 2017/18 $9.89M $10.10M shown at note 43 $0.35M to the Financial Actual 2017/18 $9.52M $9.87M Report
Underlying Surplus Recurrent expenses Recurrent revenue
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CAPITAL BUDGET VARIANCES EXPLANATION
Total Capital Expenditure
less than $1,037 k budget
$993 k Roads $491 k Bridges
$993,000 favourable budget variance is mainly $491,000 favourable budget variance mainly due to delayed work on Lorinna Access reflects the ongoing scheduled replacement of bridges
$6 k Land $161 k Land Buildings Improvements
$161,000 favourable budget variance mainly relates to Mountain Bike Trails Stage 1
MAJOR CAPITAL EXPENDITURE
$727 k Footpath constructions $714 k Resealed roads $687 k Replaced bridges damaged by floods $613 k Reconstruction of roads
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Comparison of Income Statement to Original Budget
Actual Original $ % Comments 2017/18 Budget Variance Variance ($,000) 2017/18 ($,000) ($,000) Revenue Rates and charges 5,160 5,123 37 1% Minor favourable budget variance. Statutory fees and fines 229 236 -7 -3% Minor unfavourable budget variance. Favourable budget variance mainly due to unbudgeted user fees relating User fees 227 100 127 127% to the use of Council buildings and facilities. Favourable budget variance mainly due to $1,384,000 of 2018/19 Grants - Operating 3,037 1,834 1,203 66% Commonwealth FAG funds received in advance in 2017/18 after the original budget was finalised. Unfavourable budget variance caused Grants for renewal of assets 428 848 -420 -50% by lower than estimated Roads to Recovery funding. Higher than planned reimbursement Reimbursements 528 356 172 48% from Latrobe Council for Shared Service Labour & Plant Hire. Minor unfavourable budget variance Distribution - water corporation 132 143 -11 -8% due to lower than anticipated distribution by Taswater. Unfavourable budget variance caused Other income 555 788 -233 -30% by lower than estimated dividends received. Favourable budget variance mainly Interest 197 150 47 31% due to higher average cash balances than budgeted. Favourable budget variance due to Share of net profits/(losses) of higher than budgeted share of profit 132 80 52 65% associates of Dulverton Waste Management Authority.
Grants specifically for new or Favourable budget variance due to 907 441 466 106% upgraded assets funds received for Moutain Bike Trail and Sheffield Recreation ground. Total Revenue 11532 10099 1433 14% Overall favourable variance
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Comparison of Income Statement to Original Budget Cont
Actual Original $ % Comments 2017/18 Budget Variance Variance ($,000) 2017/18 ($,000) ($,000) Expenses Favourable budget variance mainly due to reduced sick leave compared Employee Costs 2,766 2,965 -199 -7% to previous year and higher than budgeted planning labour hired from Latrobe Council. Favourable budget variance mainly due to increased work undertaken as part of shared services arrangements with Latrobe Council ($249k), Materials and Services 3,310 3,587 -277 -8% increased Plant maintenance ($38k), increased Contractor costs ($49k), increased Consultancies ($29k), offset by reduced legal costs ($69k) during year. Favourable budget variance offset by Depreciation and Amortisation 2,547 2,768 -221 -8% net loss on disposal of infrastructure below. Finance Costs 94 86 8 9% Minor unfavourable budget variance. Minor unfavourable budget variance Other Expenses 508 484 24 5% mainly due to internal on-cost allocation variances. Net Loss on Disposal of property, Unbudgeted write off/disposals in 403 0 403 n/a infrastructure and plant Roads and Plant during year. Total Expenses 9,628 9,890 (262) -3% Overall favourable variance Net Surplus / (Deficit) 1,904 209 1,695 811% Overall favourable variance
Comparison of Capital Expenditure to Budget
Adjustment Original to Carry Carried Capital Works Areas 2017/18 2017/18 Forward Forward to Budget Actual Budget from 2017 2018/19 Variance ($'000) ($'000) ($'000) ($'000) ($'000) Roads & Streets 1,328 3,046 996 1,721 -993 Bridges 687 853 324 0 -490 Footpaths and Walking Tracks 727 195 50 23 505 Stormwater 4 80 20 0 -96 Land & Buildings 83 238 82 230 -7 Land Improvements 61 499 95 371 -162 Plant, Equipment and Other 184 395 160 577 206 Total Capital Works 3,074 5,306 1,727 2,922 -1,037 Represented by: Asset Renewal 1,509 2,515 1,086 1,130 -962 New / Upgraded Assets 1,567 2,792 641 1,792 -74 Total Capital Works 3,076 5,307 1,727 2,922 -1,036
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Capital Expenditure by Asset Type 2017/18
Roads & Streets (43%) Bridges (22%) Footpaths & Walking Tracks (24%) Stormwater (<1%) Land and Buildings (3%) Land Improvements (2%) Plant, Equipment & Other (6%)
In measuring financial sustainability, it is important to distinguish between expenditure on new and upgraded assets and expenditure renewing existing assets. This distinction is graphically represented below:-
Capital Expenditure – New and Existing Infrastructure
Existing infrastructure (renewal) (49%) New and upgraded infrastructure (51%)
Management Indicators The Local Government (Management Indicators) Order 2014 (S.R. 2014, No. 36) prescribes and defines the financial and asset management sustainability indicators that councils must now report on in their annual financial statements. The calculation of these management indicators is outlined in Note 43 of the Annual Financial Report attached to this Annual Report.
The following graphs and commentary show Council’s performance against these indicators over the past four years and projected results over the next four years compared to suggested benchmark results.
Council does not agree with the Tasmanian Audit Office approach of excluding all income funding capital expenditure when calculating the underlying result to measure sustainability, but rather agrees with the approach taken by some other states that only exclude income received specifically to fund new or upgraded assets. To enable comparison with other Councils, the result under this alternative approach is also shown below.
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Underlying Surplus Ratio This ratio measures the percentage by which Council’s ‘controllable’ income sources and ‘operating’ grants vary from day to day expenses (including depreciation). It serves as an overall measure of financial operating effectiveness.
2015 2016 2017 2018 2019 2020 2021 2022 Average Underlying Surplus Ratio (Audit Office Method) -1.1% 5.7% 1.1% 3.6% 4.9% 3.3% 3.3% 3.3% 3.0% Underlying Surplus Ratio (including asset renewal income)) 2.5% 13.8% 7.5% 7.6% 9.4% 6.4% 6.4% 6.4% 7.5% To assess sustainability $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 Underlying Surplus (excluding income to fund new or upgraded assets) -101 546 100 353 489 331 331 331 297 Recurrent Income 9,080 9,547 9,407 9,873 9,948 9,932 9,947 9,998 9,717 Grants for renewal of assets 339 898 654 428 489 331 331 331 475
Sustainability should be assessed over a medium to long-term timeframe, so it is the average ratio that is the most relevant measure of Council’s performance. On average, over the past four years, Council’s results were well within the benchmark range and are projected to remain so over the next four years.
30% Underlying Surplus Ratio 25% (including asset renewal 20% income)) 15% Underlying Surplus Ratio 10% Actual Projected (Audit Office Method) 5% Benchmark - 0% max 2015 2016 2017 2018 2019 2020 2021 2022 -5%
Net Financial Assets/(Liabilities) Ratio This ratio indicates Council’s capacity to meet its financial obligations from its operating activities. Council’s trend of maintaining positive ratios indicates that it has no net debt and that its ability to sustain additional debt is significant.
Council’s ratio for this measure is well outside the benchmark range partially due to the majority of Council’s debt being transferred to the new Water Corporation on 1 July 2009 and partially due to an apparent past aversion to debt. Council’s current financial management strategy accepts debt as a legitimate funding source for new and upgraded assets, however it is expected to take some years for the current cash reserves to be used and for the net financial liabilities ratio to be within the benchmark range.
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2015 2016 2017 2018 2019 2020 2021 2022 Average Net Financial Assets/(Liabilities) Ratio 54.6% 55.7% 69.5% 84.9% 45.2% 45.3% 45.2% 45.0% 55.6% To assess the level of debt held by Council $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 Net Financial Assets/(Liabilities) 4,959 5,320 6,542 8,380 4,496 4,496 4,496 4,496 5,398 Recurrent Income 9,080 9,547 9,407 9,873 9,948 9,932 9,947 9,998 9,717
100%
80% Net Financial 60% Assets/(Liabilities) Ratio 40% Benchmark - min Projected 20% Actual Benchmark - max 0% 2015 2016 2017 2018 2019 2020 2021 2022 -20% Average
-40%
-60%
Asset Sustainability Ratio To be consistent with the calculation method used by the Tasmanian Audit Office, the expenditure on renewals for calculation of this ratio is based on cash flows rather than on an accruals basis.
This ratio measures whether assets are being replaced at the rate they are wearing out. Council’s projected average ratio of 85% for the 8 years ending in 2021 is slightly below the benchmark, however Council aims to match its asset renewal expenditure with actual asset renewal demand as identified by its asset management plans rather than the long-term average as indicated by this benchmark. It is expected that at some time in the future, Council’s asset renewal expenditure will exceed the benchmark to compensate for the current below benchmark expenditure.
2015 2016 2017 2018 2019 2020 2021 2022 Average Asset Sustainability Ratio 98% 59% 218% 50% 90% 44% 62% 54% 83% Indicates if assets are being renewed at the same rate as they are being consumed $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 Capital expenditure on renewal of existing assets 2,627 1,580 5,611 1,266 2,539 1,282 1,836 1,612 2,294 Depreciation Expense 2,674 2,700 2,571 2,547 2,836 2,911 2,968 2,974 2,773
300%
250%
200% Asset Sustainability Ratio 150% Actual Projected Benchmark Average 100%
50%
0% 2015 2016 2017 2018 2019 2020 2021 2022
Kentish Council Annual Report 2017/18 | 20
Asset Consumption Ratio This indicator shows the average proportion of ‘as new’ condition left in Council’s infrastructure assets. When used in conjunction with the asset sustainability ratio, Council’s asset consumption ratio indicates that, on average, the Council’s infrastructure is only around 36% into its expected useful life, which explains why there may not currently be a high demand for asset renewals.
2015 2016 2017 2018 2019 2020 2021 2022 Average Asset Consumption Ratio 66% 65% 65% 64% 64% 63% 62% 61% 64% Indicates the average portion of 'as new' condition left in assets $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 Depreciated replacement cost of assets 99,398 98,108 104,172 105,663 107,769 106,967 106,713 106,199 104,374
Current replacement cost of assets 151,655 150,511 159,736 164,118 168,205 169,882 172,113 174,090 163,789
100% 90% 80% 70% Asset Consumption 60% Ratio 50% Benchmark 40% 30% Actual Projected 20% 10% 0% 2015 2016 2017 2018 2019 2020 2021 2022 Average
Kentish Council Annual Report 2017/18 | 21
Asset Renewal Funding Ratio Asset management plans for each of Council’s major asset classes were completed during 2014/15 allowing the Asset Renewal Funding Ratio to be calculated from that time.
The current projected capital renewal outlays in Council’s Long-Term Financial Plan significantly exceed the projected expenditure demand as reflected by Council’s Asset Management Plans. The expenditure included in the Long-Term Financial Plan includes projects that were included in Council’s 10 Year Capital Works Program but have not yet been included in updated asset management plans. The 10 Year Capital Works Program will be reviewed during 2018/19 as will the links between the asset management plans, capital works program and long-term financial plan.
2015 2016 2017 2018 2019 2020 2021 2022 Average Asset Renewal Funding Ratio n/a n/a 118% 169% 169% 169% 169% 169% n/a Indicates financial capacity to continue to provide existing levels of asset-based service $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
Net Present Value (NPV) of ten year projected capital renewal outlays n/a 17,469 14,333 18,993 18,993 18,993 18,993 18,993 n/a Net Present Value (NPV) of ten year projected capital renewal expenditure demand n/a 11,726 12,135 11,221 11,221 11,221 11,221 11,221 n/a
200% 180% 160%
140% Asset Renewal 120% Funding Ratio 100% Benchmark - min 80% 60% 40% Actual Projected Benchmark - max 20% 0% 2015 2016 2017 2018 2019 2020 2021 2022
Kentish Council Annual Report 2017/18 | 22
Our Performance
Kentish Council Annual Report 2017/18 | 23
Overview of Performance
The table below provides an ‘at a glance’ overview of Council’s performance against the 2017/18 Annual Plan.
Council’s 2017/18 Annual Plan includes a number of key actions grouped according to the overall strategic objectives of Infrastructure, Economic and Community Development, Governance and Organisational Development and Planning and Development. Progress toward completing these actions is summarised in the chart below.
Strategic Objective Group Progress on Actions
23% 39% Infrastructure 38%
Complete In Progress Delayed
6% 16% Economic and Community Development 78%
Complete In Progress Delayed
0% 24%
Governance and Organisational Development 76%
Complete In Progress Delayed
8%
33% Planning and Development 59%
Complete In Progress Delayed
Kentish Council Annual Report 2017/18 | 24
STRATEGIC OBJECTIVE # 1 INFRASTRUCTURE
“Our population growth is
supported through public infrastructure, land use and development strategies that create a connected, sustainable and
accessible community.”
ABOUT THIS OBJECTIVE: This objective encompasses management of the road network, stormwater infrastructure, parks and gardens and Council owned buildings.
OUR SCORECARD: The scorecard outlines the number of actions identified for the year and the status of these actions at 30 June 2018.
Total In Complete Delayed Actions Progress 52 20 20 12
Kentish Council Annual Report 2017/18 | 25
Objective 1.1 Roads To provide an appropriate, safe and well-maintained road network that caters for all road users throughout the municipality.
Performance against Annual Plan
Key: Completed In Progress Delayed
2017/18 Annual Plan Actions Status Continue to re-structure the works department of the Kentish and Latrobe Councils in a way that maximises efficiencies from resource-sharing across the two councils. Further integrate the sharing of equipment and other resources into the normal operating practices of the Kentish and Latrobe workforce. Lower crest on West Nook Road, south of North Pole Road Junction, to improve sight distance and safety. Renew Council owned road seal, footpath and kerb and channel in Main Street, Sheffield from Henry Street to Spring Street including enhancements identified in the Sheffield Township Enhancement Study. Work with the Department of State Growth to address safety concerns at the intersection of Main Street and Spring Street in Sheffield. Continue to progress a solution regarding road access to Lorinna. Seal gravel section of Native Plains Road to complete missing regional link and reduce ongoing responsive maintenance. Complete annual sealed road re-seal program and annual unsealed road re-sheeting program. Complete the following bridge renewals deferred during 2016/2017 due to flood damage to other bridges; Careys Road/Dasher River Bridge, Dawkins Road/Minnow River Bridge and Jacksons Road/Minnow Tributary Bridge. Complete repairs to the Bull Creek Bridge on Dolcoath Hill Road damaged by flood in June 2016 partially funded by the National Disaster Relief and Recovery Arrangements. Upgrade bus pull-overs in the Nook area and one on Tarleton Road.
Continue ongoing program of sealing gravel to sealed road junctions.
Provide sealed car parking in Spring Street, Sheffield adjacent to the Redwater Creek Railway. Construct 300 metres of footpath on Spring Street, Sheffield from Main Street to the Sheffield Recreation Ground including associated fencing and earthworks. Extend footpath in Giblin Street, Railton by 460 metres from Ennis Avenue to Foster Street and construct associated kerb and channel in Giblin Street. Construct 92 metres of foothpath in Albert Street, Sheffield to complete the link from the Working Art Space along Albert Street. Consult with the Wilmot Community and identify, design and plan appropriate streetscape improvements within the Wilmot township. Progress the improvement plan of the Transport Services Asset Management Plan.
Review Transport Services Asset Management Plan.
Maintain a policy of free parking within the municipality.
Incorporate shared pathways including for mobility scooters where feasible. Participate in Department of State Growth initiatives including the Community Road Safety Partnership Kentish Latrobe. Progress options to upgrade access to Lorinna.
Kentish Council Annual Report 2017/18 | 26
Review speed limits throughout the towns and villages as requested. Encourage landowners to maintain nature strips with assistance provided for elderly/disabled persons. Investigate the feasibility of Community Groups being able to maintain Council owned assets.
Performance against Budget
Road Network Management – Operating Budget Road management operating $5,000,000 revenue was higher than budget, $4,000,000 whilst operating expenditure was lower than budget. This is mainly $3,000,000 due to lower than estimated costs on road maintenance. $2,000,000
$1,000,000 $0 Expenditure Revenue Net Cost
Actual Budget
Road Network Management – Capital Expenditure Actual capital expenditure was $5,000,000 lower than budget due mainly to $4,000,000 the deferral of the Lorinna Road $3,000,000 access and ongoing bridge works to 2018/2019. $2,000,000
$1,000,000 $0 Actual Budget
Expenditure
Key Challenges
• The 2017/18 financial year was challenging in terms of project delivery. The flooding in June 2016 caused massive disruption and unprogrammed restoration activity during the 2016/17 financial year thereby making delivery of the budgeted projects problematic. As such many projects had to be deferred to the 2017/18 year resulting in an increased workload again.
Plans for the next 12 months
• Rectify approximately 900 metres of undulation on Nook Road, Nook in the vicinity of the creek crossing towards the intersection with West Nook Road, Nook ($200,000). • Extend partially-indented parking on the west side of High Street as proposed in the 'Sheffield Refresh' Report ($138,000). • Construct stage one of the Wilmot Streetscape Project ($150,000). The full streetscape project is to be completed over the next three years with a total estimated cost of $370,000. • Renew the Gowrie Creek Bridge on O'Neills Road ($163,000).
Kentish Council Annual Report 2017/18 | 27
Objective 1.2 Stormwater To develop and improve a system for stormwater reticulation and disposal.
Performance against Annual Plan
Key: Completed In Progress Delayed
2017/18 Annual Plan Actions Status Engage the State and Commonwealth Governments regarding funding for flood mitigation measures in Railton as identified by the Review of Railton Flood Mitigation Options Report completed by SEMF Consultants in June 2014. Extend the Sheffield stormwater system near the junction of Main Street and Spring Street in conjunction with footpath and car parking projects in Spring Street. Progress the improvement plan of the asset management plan for stormwater.
Review stormwater asset management plan. Upgrade and extend the Sheffield and Railton stormwater reticulation systems in consultation with TasWater and agreed priorities. Develop a policy to improve the open drains and creeks in the Kentish municipality as opportunities present. Develop a flood action plan for Railton.
Performance against Budget
Stormwater Infrastructure Management – Operating Budget $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 Expenditure Revenue Net Cost
Actual Budget
Stormwater Infrastructure Management – Capital Expenditure
$100,000 $80,000 $60,000 $40,000 $20,000 $0 Actual Budget Expenditure
Kentish Council Annual Report 2017/18 | 28
Key Challenges
• Railton has a long history of flooding that causes disruption to business and on-going economic and social costs to the urban and surrounding rural community. Following the 2011 floods, Engineering Consultants, SEMF, were engaged to review flood mitigation options for Railton and model flows and water levels. From the review, the Railton Flood Mitigation Plan was developed. Council has been seeking funding for the Railton Flood Mitigation Plan for almost four years and will continue to lobby State and Federal Governments as Council believe this is an important measure to protect the township of Railton into the future from a major flooding event. In the meantime, Council continues to maintain and locally upgrade sections of Redwater Creek and other drainage infrastructure across the municipality to reduce storm induced damaged by increasing flow capacity.
Plans for the next 12 months
• Continue to engage the State and Commonwealth Governments regarding funding for flood mitigation measures in Railton as identified by the Review of Railton Flood Mitigation Options report completed by SEMF consultants in June 2014. • Construct nominal 300m of 375mm pipeline to drain from rear 127 Main Street to Dodder Rivulet ($53,000).
Kentish Council Annual Report 2017/18 | 29
Objective 1.3 Buildings To ensure Council owned buildings and community facilities are maintained to a safe and functional standard and meet community needs.
Performance against Annual Plan
Key: Completed In Progress Delayed
2017/18 Annual Plan Actions Status Renew the toilets at Goliath Park in Railton as part of Council’s contribution towards the first stage of the Wild Mersey Mountain Bike Trail. Contribute $15,000 of Council funds towards a $53,000 extension of Sheffield Community Men’s Shed with the balance of funding from the Tasmanian Community Fund, Sheffield Men’s Shed and others. Install false ceiling and heating at the Wilmot Hall. Progress the improvement plan of the asset management plan for building and community facilities. Review the buildings and community facilities asset management plan.
Consider the feasibility of using solar energy and installing LED lights for Council buildings.
Performance against Budget
Building Management – Operating Budget
$1,200,000 Additional operating budget $1,000,000 maintenance was undertaken $800,000 during the period which was not of a capital nature. $600,000 $400,000 $200,000
$0 Expenditure Revenue Net Cost Actual Budget
Building Management – Capital Expenditure $300,000
$200,000
$100,000
$0 Actual Budget Expenditure
Kentish Council Annual Report 2017/18 | 30
Key Challenges
• Identification and management of works to council owned assets controlled by Council Committees has been challenging throughout the year. Council will take steps to improve the coordination between Council Committees and staff regarding inspections and organising repair works.
Plans for the next 12 months
• Construct Wild Mersey Mountain Bike Trail trailhead facilities at Sheffield recreation ground including toilets, showers and bike wash down facilities ($170,000). • Develop a Master Plan for future use of the Sheffield Senior Citizens Building, including an architectural design and concept plan and a one-way traffic trial for Pioneer Crescent ($40,000). • Refurbish the Sheffield Visitor Information Centre ($38,000). • Refresh the toilets at the Railton Recreation Ground ($15,000).
Kentish Council Annual Report 2017/18 | 31
Objective 1.4 Parks and Reserves To maintain our parks and reserves to an appropriate standard to enhance lifestyle.
Performance against Annual Plan
Key: Completed In Progress Delayed
2017/18 Annual Plan Actions Status Implement priority projects identified by the Sheffield Township Enhancement Study. Construct a path in King George V Park to delineate a youth area and connect to the skate park. Establish a dog off-leash area at Railton.
Upgrade informal walking tracks at Kentish Park. Establish a defined day use only (no camping) area at Kentish Park including picnic tables, signage and vehicle access barriers if required. Construct an all-access ramp and path to the Wilmot Cenotaph.
Tree avenue project for Sheffield entrances and Topiary at Railton entrances. Install site orientation and directional signage noting locations of boat ramps, day-use areas and camping areas at Kentish Park. Implement agreed priority recommendations of the Kentish Park Master Plan. Implement agreed priority recommendations of the Sheffield Recreation Ground Precinct Master Plan. Implement agreed priority recommendations of the Lake Barrington Park (Wilmot) Master Plan. Implement agreed priority recommendations of the Goliath Park Master Plan.
Prepare a maintenance and improvement plan for each of the four cemeteries.
Performance against Budget
Parks and Reserves – Operating Budget $500,000 $400,000 $300,000 $200,000 $100,000 $0 Expenditure Revenue Net Cost
Actual Budget
Kentish Council Annual Report 2017/18 | 32
Parks and Reserves – Capital Expenditure $200,000 $150,000 $100,000 $50,000 $0 Actual Budget
Expenditure
Key Challenges
• Delays in the finalisation of a lease with Hydro Tasmania for Hydro owned land directly impacted the ability of Council to progress planned improvements during the financial year at Kentish Park.
Plans for the next 12 months
• Construct Stage 1 of the Kentish trails in the Wild Mersey Mountain Bike Trails ($840,180 including $317,600 carried forward from 2017/18). • Improve the amenity of Sheffield town entrances as proposed in the Sheffield Refresh report including streetscape trees, seats, tourism signage and town entry signage ($30,000). • Develop themed town entries at Wilmot ($10,000). • Install directional signage to delineate launch/retrieval preparation parking only areas at Kentish Park ($11,000) and provide specific car-with-trailer parking ($16,000 carried forward from 2017/18).
Kentish Council Annual Report 2017/18 | 33
ECONOMIC & COMMUNITY STRATEGIC OBJECTIVE # 2 DEVELOPMENT
“A strong local economy improves local employment opportunities and provides a
broader range of services, facilities and infrastructure to the
benefit of both the business and residential sectors. The range and quality of community services
and events offered within the area plays a key role in making
the Kentish area a special place to live by fostering community pride and involvement.”
ABOUT THIS OBJECTIVE:
This objective encompasses economic
development, tourism, culture, festivals and
events and community facilities and services.
OUR SCORECARD:
The scorecard outlines the number of actions
identified for the year and the status of these
actions at 30 June 2018.
Total In Complete Delayed Actions Progress 37 29 6 2
Kentish Council Annual Report 2017/18 | 34
Objective 2.1 Business Development To identify, promote and support economic development opportunities in the Kentish Council area.
Performance against Annual Plan
Key: Completed In Progress Delayed
2017/18 Annual Plan Actions Status Advance individual actions identified in the Economic Development Strategy 2015-2020.
Contribute towards the regional hosting the 2018 Australian Masters Games.
Actively promote the municipality as an ideal location to conduct business and commerce. Support and assist potential and existing developers in identifying and managing opportunities for business growth and development. Support the diversification of industries within the municipality to reduce reliance on major industry. Attract and promote the advantages of living and investing in Kentish.
Support pre-feasibility studies for major development opportunities.
Ensure resources are available to source and secure grants.
Support the actions recommended in the ‘Mt Roland Developing a Destination’ document. Consider options to encourage economic growth to the area (‘can do’ approach for development).
Performance against Budget
Economic Development – Operating Budget $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 Expenditure Revenue Net Cost
Actual Budget
Key Challenges
• A lack of timely communication from Masters Games impacted staff time considerably. • Although there is a wide range of grants available, many of them no longer accept ‘in-kind’ work as a contribution to be measured against a grant. • The growth of the Air BNB listed properties in the municipality has resulted in less rental accommodation being available which is a deterrent for larger business to set up.
Plans for the next 12 months
• Advance individual actions identified in the Economic Development Strategy 2015-2020.
Kentish Council Annual Report 2017/18 | 35
Objective 2.2 Tourism To promote, develop and support tourism.
Performance against Annual Plan
Key: Completed In Progress Delayed
2017/18 Annual Plan Actions Status Pay an annual allowance to Sheffield Inc for new murals in the municipality subject to pre- approval of projects and acquittal reporting. Work with the Cradle Coast Authority Regional Tourism Organisation to ensure effective visitor information services are provided to visitors to the region. Participate in Devonport-Cradle Country Marketing Group to market the Kentish-Devonport- Latrobe-Central Coast region as a holistic, exciting and diverse tourism destination. Investigate developing a Kentish Art Strategy that will be the blueprint for the development and diversification of the Kentish art experience to position it as a must-see tourism experience in Tasmania. Work with Kentish tourism operators and organisations, plus state and regional tourism stakeholders, to develop a diverse and robust tourism industry (based on the five pillars of art, wilderness, food, history and adventure) through product development, industry development, marketing and lobbying. Lobby for State and Federal financial assistance for the development of stages two and three of the Wild Mersey Mountain Bike Trails in Kentish. Provide a level parking area on Lake Barrington Road and track materials to link to the Forth Falls Walking Track. Contribute towards Kimberley’s Trail and Bell Mountain Trail upgrades.
Investigate appropriate sites and install an electric vehicle charging station in Sheffield.
Actively engage with the Cradle Coast Authority Regional Tourism Organisation. Work in partnership with business operators and local tourism related groups to increase viability of Visitor Information Services. Support projects that improve the attraction of towns and villages (landscaping, signage etc).
Actively promote Kentish as a visitor destination. Connect local businesses to relevant information, product development and funding opportunities.
Performance against Budget
Visitor Information Centre – Operating Budget $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 Expenditure Revenue Net Cost
Actual Budget
Kentish Council Annual Report 2017/18 | 36
Key Challenges
• Grants are increasingly only for two thirds, and in some case only a third, of the cost of the project thereby increasing the cost to the proponent of a proposed event. • Many grants will no longer accept ‘in-kind’ work as a contribution to be measured against a grant, further reducing the chances of new events being mounted. • Extra studies were required before approval of the Wild Mersey Mountain Bike Trail could be given, lengthening the process.
Plans for the next 12 months
• Purchase land to enable expansion of the Redwater Creek Railway site in Sheffield as proposed in the Sheffield Refresh report ($315,000). • Work with Latrobe Council to develop a website and marketing plan for Wild Mersey Mountain Bike Trails ($15,000). • Contribute towards Kimberley Trail and Bell Mountain Trail upgrades ($10,000). • Continue to lobby for State and Federal financial assistance for the final stage of the Wild Mersey Mountain Bike Trails in Kentish.
Kentish Council Annual Report 2017/18 | 37
Objective 2.3 Culture, Festivals and Events Working with the community, to facilitate and celebrate festivals, events and culture.
Performance against Annual Plan
Key: Completed In Progress Delayed
2017/18 Annual Plan Actions Status Continue to assist the development and promotion of various local community events.
Continue to support Mural Fest.
Support the 2017/18 Fire and Light Festival proposed by Kentish Arts Commerce and Tourism. Assist Kentish events to procure State and Federal Government funding. Work with relevant groups to increase awareness of local arts, history and culture. Maintain, foster, promote and continue to improve a calendar of events that encourages community involvement and increased visitor numbers. Support the Public Arts Committee Kentish (PACK) to approve or decline public art works in- line with relevant policy.
Key Challenges
• Demands on volunteer time is increasing, partly due to regulatory growth. The number of people available to service existing events, and to contribute to potential future events, is consequently dropping. • Taste of the North-West has moved its event to the Sunday of the March long weekend which coincides with SteamFest and this will put extra strain on Council services and staff e.g. provision of rubbish bins and regulatory checks. • An expanding event calendar is placing additional demands on Council staff to provide services including grant application assistance.
Plans for the next 12 months
• Continue to assist the development and promotion of various local community events ($10,000). • Continue to support Mural Fest and Kentish Arts Festival Events ($12,000). • Assist Kentish events to procure State and Federal Government funding.
Kentish Council Annual Report 2017/18 | 38
Objective 2.4 Community Facilities/Services To provide a range of quality community facilities and engage and empower our community to participate.
Performance against Annual Plan
Key: Completed In Progress Delayed
2017/18 Annual Plan Actions Status Construct Stage 1 of the Kentish Mountain Bike Trails funded by State and Commonwealth Government grants and community in-kind support. Work with youth from Sheffield School to scope, design and construct/install initiatives to further define the youth zone near the skate park at King George V Park, Sheffield. Continue to improve walkways and bikeways within the Council area.
Encourage community management of local cemeteries.
Support the Wilmot Museum.
Encourage volunteers through the recognition and celebration of their valuable contribution.
Performance against Budget
Youth Services – Operating Budget $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $0 Expenditure Revenue Net Cost
Actual Budget
Key Challenges
• Additional environmental approvals were required for Stage 1A of the Mountain Bike Trails in order to gain approval from State Government land owners. • Design for the youth zone was complete but construction was delayed until spring 2018 due to inclement weather.
Plans for the next 12 months
• Support the Wilmot Museum. • Encourage volunteers through the recognition and celebration of their valuable contribution.
Kentish Council Annual Report 2017/18 | 39
GOVERNANCE AND STRATEGIC OBJECTIVE # 3 ORGANISATIONAL
DEVELOPMENT
“High quality, professional governance and leadership,
together with effective administration of Council resources, are essential to the success of Council.”
ABOUT THIS OBJECTIVE:
This objective encompasses advocacy and
leadership, governance, financial
management, employee development and
risk management.
OUR SCORECARD:
The scorecard outlines the number of actions
identified for the year and the status of these
actions at 30 June 2018.
Total In Complete Delayed Actions Progress 38 29 9 -
Kentish Council Annual Report 2017/18 | 40
Objective 3.1 Advocacy and Leadership To provide leadership for the community and advocate on its behalf to improve the economic, social and environmental wellbeing of the Kentish Council area.
Performance against Annual Plan
Key: Completed In Progress Delayed
2017/18 Annual Plan Actions Status Participate in discussions with Latrobe Council, Devonport City Council, Central Coast Council and the Devonport Chamber of Commerce to support the attraction of a low-cost airline to the Devonport Airport. Work with the Federal Government and communications providers to attract funding under the Commonwealth Government’s Mobile Black Spot Program. Engage with State, Regional and Local Government bodies.
Develop and implement the Emergency Management Plan (includes Community Safety Plan).
Support the retention and upgrading and increased flights to Devonport Airport. Support the rollout of the National Broadband Network to the Council area and improved phone and television coverage in rural areas. Advocate and promote the provision of a range of high quality education and life-long learning opportunities in the municipality including at Railton and Wilmot. Prepare and submit a list of Council and community projects to political parties as part of Federal and State Government election campaigns. Seek to expand the range of medical and family services available within the municipality. Hold regular meetings with major service providers within the Kentish area (health, police, schools, clubs etc).
Performance against Budget
Elected Members – Operating Budget $200,000 $150,000 $100,000 $50,000 $0 Expenditure Revenue Net Cost
Actual Budget
Key Challenges
• In July 2017, Council put a motion to the Local Government Association of Tasmania’s (LGAT) General Meeting requesting LGAT advocate on Council’s behalf that the State Government repeal section 13 of the Fluoride Act 1968 (amended) which states that a Council must not hold an elector poll under Part 6 of the Local Government Act 1993 in relation to the addition of fluoride in a public water supply. The motion was defeated. It was not intended as an argument for or against the addition of fluoride in drinking water but rather to enable the Tasmanian people to have a voice and participate in information sharing and debate regarding fluoridation.
Kentish Council Annual Report 2017/18 | 41
Plans for the next 12 months
• Participate in discussions with Latrobe Council, Devonport Council, Central Coast Council and the Devonport Chamber of Commerce to support the attraction of a low-cost airline to the Devonport Airport. • Work with the Federal Government and communications providers to attract funding under the Commonwealth Government's Mobile Black Spot Program.
Kentish Council Annual Report 2017/18 | 42
Objective 3.2 Governance To provide consistent, accountable, transparent and effective governance of the Council.
Performance against Annual Plan
Key: Completed In Progress Delayed
2017/18 Annual Plan Actions Status Continue to participate with North-West Councils in a detailed study of the potential opportunities for shared services between the councils. Expand and embed resource-sharing with Latrobe Council so that it underpins all of the service delivery activities of Council providing similar cost saving opportunities to amalgamation without compromising each Municipality’s sense of place, individual community spirit and local voice. Promote the professional development of elected members.
Promote awareness of Council’s Code of Conduct to elected members.
Participate in relevant state and regional initiatives and partnership agreements. Utilise the Annual Report and Annual General Meeting to promote achievements of the Council. Examine specific service delivery options between Council and other providers. Promote resource-sharing as an alternative to amalgamation with other councils with governance remaining in Sheffield. Communicate the Council’s decisions, policies and activities and the reasons behind them, through the Council’s website and standard publications. Provide regular public forums within the Council area to obtain local input into decision making.
Performance against Budget
Executive Support – Operating Budget $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $0 Expenditure Revenue Net Cost
Actual Budget
Kentish Council Annual Report 2017/18 | 43
Key Challenges
• The organisation restructure has lead to some staff turnover and replacement. As with any change and as we continue the journey to embed the resource-sharing model with Latrobe Council, there is the natural movement of some staff not wanting to remain and the induction of new staff into the Council. This has been noticeable this year as the project progressed. The longer term goal of an integrated workforce across the two Councils which provides long term value to each municipality without compromising a sense of place, individual community spirit and a local voice is progressing.
Plans for the next 12 months
• Continue to work with North-West councils to identify potential opportunities for shared services between the councils. • Expand and embed resource sharing with Latrobe Council so that it underpins all of the service delivery activities of Council providing similar cost saving opportunities to amalgamation without compromising each Municipality's sense of place, individual community spirit and local voice.
Kentish Council Annual Report 2017/18 | 44
Objective 3.3 Financial Management To secure the long-term financial viability of the municipality.
Performance against Annual Plan
Key: Completed In Progress Delayed
2017/18 Annual Plan Actions Status To achieve an underlying surplus over the medium to long-term.
To maintain fair and equitable rating levels. Annually review financial strategy outlining how Council intends to meet the financial requirements of its Asset Management Plans and other strategic plans. Review the ten-year financial plan each year. Preserve and maintain an affordable level of service and Council viability through prudent financial management including additional income sources for Council. Align business processes across Kentish and Latrobe Councils so wherever possible there is a single way of doing things that is common across both Councils to allow the most efficient sharing of services and resources across the Councils. Implement common enterprise software with Latrobe Council. Replace PC printers and server in accordance with Council’s Information Technology and Communications Strategy.
Performance against Budget
Finance and Administration – Operating Budget $1,500,000
$1,000,000
$500,000
$0 Expenditure Revenue Net Cost
Actual Budget
Finance and Administration – Capital Expenditure $600,000
$400,000
$200,000
$0 Expenditure Revenue Net Cost
Actual Budget
Kentish Council Annual Report 2017/18 | 45
Key Challenges
• The technology platform to support the resource sharing model with Latrobe Council has been frustrated by staff turnover (i.e. knowledge loss) and a number of changes of Project Manager by the company implementing common enterprise software with Latrobe Council. The staff are working hard to deliver the projects on time.
Plans for the next 12 months
• Implement common enterprise software with Latrobe Council ($300,000 carried forward from 2017/18). • Replace PC printers and server in accordance with Council's Information Technology and Communications Strategy ($15,000). • Upgrade Council website ($10,000 carried forward from 2017/18). • Replace fleet vehicles ($69,000).
Kentish Council Annual Report 2017/18 | 46
Objective 3.4 Employee Development To develop skilled, experienced, motivated and accountable staff.
Performance against Annual Plan
Key: Completed In Progress Delayed
2017/18 Annual Plan Actions Status Provide and maintain adequate staff and resource levels to meet changing needs. Identify and provide appropriate training and encourage development of all employees. Develop and review staff policies. Retain an in-house skills base to overcome the issue of succession planning and skill shortages. Encourage commitment to Council’s customer service charter. Develop and begin implementation of a workforce development plan. Complete a leadership development program for senior management.
Key Challenges
• Recruitment of staff for specialised positions has been difficult due to a small pool of qualified applicants and competition for the applicants from other organisations.
Plans for the next 12 months
• Continue to develop and implement Council's workforce development and succession plans. • Complete a leadership development program for senior management and team leaders.
Objective 3.5 Risk Management To be actively committed to risk management.
Performance against Annual Plan
Key: Completed In Progress Delayed
2017/18 Annual Plan Actions Status Maintain and improve Council’s risk management systems and culture. Promote community awareness of risk management systems. Staff awareness of risk management
Key Challenges
• The completion of the Continuity Plan has been challenging due to internal staff changes and the roles qualified staff undertake during an event that prevents council from operating business as usual.
Plans for the next 12 months
• Maintain and improve our risk management systems and culture. • Promote community awareness of risk management systems.
Kentish Council Annual Report 2017/18 | 47
STRATEGIC OBJECTIVE # 4 PLANNING AND BUILDING
“The Council will aim for long term planning and development that is guided by a balance between
economic, social and environmental objectives.”
ABOUT THIS OBJECTIVE: This objective encompasses planning and building services, environmental health services, natural resource management, waste management and animal control.
OUR SCORECARD: The scorecard outlines the number of actions identified for the year and the status of these actions at 30 June 2018.
Total In Complete Delayed Actions Progress 27 16 9 2
Kentish Council Annual Report 2017/18 | 48
Objective 4.1 Planning and Building Services To effectively manage land use planning and building issues.
Performance against Annual Plan
Key: Completed In Progress Delayed
2017/18 Annual Plan Actions Status Develop Strategic Development Plans for key localities within Kentish. To administer and update the Planning Scheme to manage development and land use. Enforce planning scheme and planning permit requirements. Meet Council’s statutory building services. Maintain and protect important elements of natural, cultural and built heritage throughout Kentish. Consider providing opportunities for rural lifestyle allotments. Undertake Strategic Planning Reviews for all towns and villages.
Performance against Budget
Planning Services – Operating Budget $250,000 $200,000 $150,000 $100,000 $50,000 $0 Expenditure Revenue Net Cost
Actual Budget
Building Control – Operating Budget $100,000
$50,000
$0 Expenditure Revenue Net Cost -$50,000
Actual Budget
Key Challenges
• Amendments to the Building Act 2016 came into effect on 1st January 2017. These amendments required Council staff to make considerable changes to their processes and administration to meet the requirements of the legislation. • Managing the impact of the changes to the building and plumbing legislation on members of the public, required extensive explanation and education. • Managing staff resources was challenging throughout the year. Unexpected circumstances required large amounts of leave to be taken, which placed pressure on remaining staff.
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Plans for the next 12 months
• Finalise Strategic Development Plans for Sheffield and Gowrie Park/Claude Road. • Finalise the local planning provisions for the Tasmanian Planning Scheme.
Objective 4.2 Environmental Health Services To promote and maintain public health standards.
Performance against Annual Plan
Key: Completed In Progress Delayed
2017/18 Annual Plan Actions Status Prepare a Kentish Council Municipal Health Plan. Prepare a Kentish Council Municipal Health Report. Conduct inspection of food premises to ensure a high level of food safety. Undertake monitoring compliance, education and licensing to ensure public health and environmental standards are maintained. Undertake assessments of proposed on-site waste water disposal systems and monitor existing systems to ensure compliance with environmental standards. Continue recreational water sampling program during the summer period. Actively promote awareness of the ‘no smoking’ requirements in specific public places and assist private operators of public facilities to understand and comply with the legislation. Work in partnership with other service providers to meet the health and wellbeing needs of the Kentish Community. Co-ordinate Municipal Immunisations.
Performance against Budget
Environmental Health and Natural Resource Management – Operating Budget $150,000
$100,000
$50,000
$0 Expenditure Revenue Net Cost
Actual Budget
Key Challenges
• Integration of processes between Latrobe and Kentish Council’s environmental health services.
Plans for the next 12 months
• Undertake assessments of proposed on-site waste water disposal systems and monitor existing systems to ensure compliance with environmental standards. • Work in partnership with other service providers to meet the health and wellbeing needs of the Kentish Community.
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Objective 4.3 Natural Resource Management To integrate natural resource management principles into Council’s operational environment.
Performance against Annual Plan
Key: Completed In Progress Delayed
2017/18 Annual Plan Actions Status Support the activities of the Mount Roland Rivercare Group. Utilise the Cradle Coast NRM strategy to identify and develop projects of greatest priority for this Municipality. The Council will support and assist local NRM groups and the community to deliver approved projects. Review the Council’s Weed Management Plan.
Key Challenges
• Funding for entire projects under grant schemes is becoming increasingly difficult to secure due to requirements for cash contributions and the increased ineligibility of in-kind labour as a valid contribution to the project.
Plans for the next 12 months
• Provide a cash contribution to support the activities of the Mount Roland Rivercare group ($10,000). • Provide labour, plant and materials support to assist Mount Roland Rivercare with lower catchment weed control ($12,000).
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Objective 4.4 Waste Management To provide responsible waste management services.
Performance against Annual Plan
Key: Completed In Progress Delayed
2017/18 Annual Plan Actions Status Review Waste Management services for the Municipality and implement strategy changes.
Landscape and improve appearance of Council Transfer Stations. Consider in conjunction with North-West Coast councils the introduction of a Food Organics Green Organics (FOGO) roadside collection service.
Performance against Budget
Waste Management – Operating Budget
$1,000,000 Waste management revenue was $800,000 higher than budget due to ongoing improved financial returns from $600,000 Council's ownership interest in $400,000 Dulverton Waste Management $200,000 Authority.
$0
Expenditure Revenue Net Cost -$200,000 -$400,000
Actual Budget
Key Challenges
• A decision has been made in relation to FOGO service which will not proceed at this time. This decision has an implication on how other waste services will be delivered into the future. • Council’s current means to recover costs associated with the operation of the transfer stations is relatively simple and assists to reduce the occurrence of illegal dumping, however may not represent best practice in terms of user-pay principals.
Plans for the next 12 months
• Review Waste Management services for the Municipality and implement strategy changes.
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Objective 4.5 Animal Control and Regulatory Services To encourage and recognise responsible animal ownership and provide a high level of compliance services.
Performance against Annual Plan
Key: Completed In Progress Delayed
2017/18 Annual Plan Actions Status Promote responsible dog ownership including compliance with the Dog Control Act 2000 and Council’s Dog Management Policy. Promote responsible cat ownership and reduction of feral animals. Implement compliance requirements with regulations covering domestic animals and stray animals within the municipality. Identify fire risks within the municipality and issue Fire Abatement Notices when required.
Performance against Budget
Animal Control – Operating Budget $100,000 $80,000 $60,000 $40,000 $20,000 $0 Expenditure Revenue Net Cost
Actual Budget
Key Challenges
• To decrease the number of barking dog complaints through responsible dog ownership education.
Plans for the next 12 months
• Promote responsible dog ownership including compliance with the Dog Control Act 2000 and Council’s Dog Management Policy. • Implement compliance requirements with regulations covering domestic animals and stray animals within the municipality.
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Governance
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Corporate Governance • Advocating proposals that are in the best interests of the community, now and in the future.
Good Governance Kentish Council performs these functions by There are many definitions for what constitutes setting the strategic direction of the municipality, good governance. The Tasmanian Government’s establishing and guiding policies, setting service Department of Premier and Cabinet states: delivery standards and monitoring the performance of the organisation. “Good governance in local government involves managing many and complex responsibilities Role of Councillors effectively and in the best interests of the Kentish Council’s nine councillors are elected as community. representatives of all residents and ratepayers within the municipality. Section 28 of the Act sets It is achieved when the structures, activities and out councillor’s broad roles and functions. operations of local government are conducted in accordance with the principles of legal compliance, The functions of individual councillors are to: probity, transparency, accountability and respect • Represent the community; for people (within council and for all other • Act in the best interests of the community; stakeholders). When a council practices good • Facilitate communications with the governance, public trust and confidence is community; maintained, and the reputation of local • Participate in the activities of council; and government is protected.” • Undertake duties and responsibilities as authorised by council. Role of Council Local Government is the third tier of government The functions of councillors acting collectively as consisting of democratically elected councils the council are to: having the function and powers that Parliament • Develop and monitor the implementation of considers necessary to govern each municipal strategic plans and budgets; area. • Determine and monitor the application of policies, plans and programs for: The Kentish Council is one of 29 Tasmanian - The efficient and effective provision of councils that derive their roles, powers and services and facilities functions from the Local Government Act 1993. - The efficient and effective Section 20 of the act sets out the following broad management of assets functions of councils: - The fair and equitable treatment of • To provide for the health, safety and welfare of council employees; the community; • Facilitate and encourage the planning and • To represent and promote the interests of the development of the municipal area in the best community; and interests of the community; • To provide for the peace, order and good • Appoint and monitor the performance of the government of the municipal area. General Manager; • Determine and review the council’s resource The role of a council includes: allocation and expenditure activities; and • Planning for and providing services, facilities • Monitor the manner in which services are and infrastructure for the community; provided by the council. • Undertaking strategic land use planning for the municipal area; Elected Representatives – Councillor Elections • Making and enforcing by-laws; Local Government elections were held in October • Raising revenue to enable council to perform 2014; the first election since the Tasmanian its functions; Government amended the Local Government Act • Undertaking long term strategic financial and and introduced all-in, all-out elections every four asset management planning; and years, with four-year terms for mayors and deputy
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mayors. Five new councillors were elected. The • Prudent spending of public monies and next elections will be held in October 2018. ensuring rates are not increased beyond that required for service delivery, maintenance and Vision and Values creation of community infrastructure. Council has established a vision and set of values • Using effective thinking and learning which can which form the foundation of council and its lead to creative solutions. planning for the future. • Having a good understanding of our assets and what it takes to maintain them. Our Vision • Managing our finances responsibly and Our vision is that Kentish is known as a distinctive carefully. place where people want to live, for its caring • Encouraging localised food production, community that celebrates the arts, diversity, the transport and services. awesome natural environment and its vibrant local economy. Decision Making Council decisions are made in one of two ways: Our Values 1. By resolution at council meetings and These are the values that guide our choice and Special Committees of Council behaviour as we seek to implement our vision for 2. By council officers delegated under the area. authority.
As a community and as a council, we value our Council decisions are guided by Council’s risk people by: management framework, policies, strategic plans • Providing opportunities for all to be involved and other plans developed through community and participate in community events and consultation, asset management plans and activities. Council’s Long-Term Financial Plan. • Ensuring that everyone is treated with respect and dignity. Decisions made at council meetings are supported • A willingness to consult, listen and respond to by advice from appropriately qualified council staff individual and group concerns. who prepare reports to Council in a standard • Effectively and consistently communicating format. information. • Showing responsive leadership and Most decisions of an operational nature have been representation of our community. delegated to officers through the General • Recognising and rewarding individuals, Manager. This system recognises the General volunteers and Council staff for their skills and Manager’s responsibility under the Local commitment to the Kentish community. Government Act in managing the day-to-day • Ensuring social inclusion for all and equal operations of the council. access and amenity for the disabled. The table below depicts the number of decisions As a community and as a council, we value our made by Council at its monthly meetings. environment by: • Providing good and safe facilities and services. No. of Open Closed Total • Maintaining our assets in good working order. Meetings Session Session Items • Working with individuals and groups to protect Items Items and maintain the environment. 13 197 75 272 • Maintaining and protecting our cultural and built heritage. Council Meetings • Protecting and managing our natural assets. The Council held 12 ordinary meetings, 1 special • Reducing Council’s carbon footprint. meeting and an annual general meeting during the • Encouraging individuals and groups to become financial year. more carbon efficient. Ordinary council meetings were generally held on As a community and as a council, we value our the third Tuesday of each month. Attendance by financial security by: the public was welcomed and copies of the • Encouraging sustainable development for our meeting agendas and supporting documentation people and our environment. were made available on Council’s website, from
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the Council Office prior to the meeting, and also at The Audit Panel met four times during, and once the meeting. A 15-minute public question time since the end of the 2017/18 financial year, and was provided at each council meeting. work relevant to this annual report completed during that time included review of: Council held its Annual General Meeting on 21st • Council’s significant accounting policies November 2017. including Council’s response to changes to related party disclosure requirements. 23 Council forums were held where matters of a • Draft Annual Financial Report for the year general and informal nature were considered. ended 30 June 2018. • Reports by Council’s external Auditor, The following workshops were held between 5th including interim external audit findings March and 5th June 2018 to discuss the 2018-19 for 2017/18. Budget: • Review of risk management policy and framework including business continuity 05/03/2018 Municipal bus tour planning, review of fraud and corruption Budget Workshop – Capital Works control policies and review of Council’s 06/03/2018 Program investment policy. Budget Workshop – Capital Works • Council’s budget process including review 10/04/2018 Program 2nd draft and Operational of the draft 2018/19 Annual Plan and Budget 1st draft Budget and draft Long-Term Financial 05/06/2018 Final Draft Budget Plan 2018-2028. • Reporting on Councillors’ expenses and
pecuniary interests. Committees of Council
The Local Government Act 1993 provides for the Minutes and recommendations from the establishment of Special and Advisory Committees committee were presented to the Council during of Council. These committees may include the year. councillors, council staff and other persons as
deemed necessary. The Act also allows for A copy of the annual report of the Audit Panel is Council, by Instrument of Delegation, to delegate available on Council’s website at functions, duties or powers to a special www.kentish.tas.gov.au committee.
Kentish/Latrobe Municipal Alliance Committee Kentish Council has 22 special committees The Latrobe and Kentish Municipal Alliance including an Audit Panel, Strategic Planning Committee identified opportunities for sharing (towns) Committee, Grants Committee, Economic ideas and resources to improve the effectiveness Development Committee, Public Arts Committee and efficiency of service delivery by the two and a number of committees formed to oversee councils. The Committee consists of: the running of Council assets (e.g hall committees). • Mayor Peter Freshney (Latrobe)
• Refer to pages 61 - 63 for councillor representation Deputy Mayor Rick Rockliff (Latrobe) on various committees. • Cr Mike McLaren (Latrobe) • Mayor Don Thwaites (Kentish) Audit Panel • Deputy Mayor Tim Wilson (Kentish) The objective of the Audit Panel is to provide an • Cr Penny Lane (Kentish) accountability mechanism in relation to Council’s • General Manager, Gerald Monson. financial, compliance, risk management and internal control activities. The panel reviews the The Committee met five times during the 2017/18 Council’s performance under section 85A of the financial year and made recommendations to the Local Government Act and reports to the Council respective councils regarding: its conclusions and recommendations. • Calling for tenders for the proposed new ICT System. The Council’s Audit Panel consisted of Mr Ben • Appointing a Program Director to Coull as the independent Chairman, Cr Kate implement the organisational change. Haberle and Cr Terry Hughes. • Progressing the general principles and objectives of the allocation of resource/shared costs as proposed by
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Kentish Council’s Manager Corporate changes underway with the new Services, for an initial 12 month trial organisational structure. period. • The appointments to the leadership roles • Reallocation of $40,000 from the Human under the new structure and the Resources position included in the transition period as the leadership team 2017/18 budgets to fund engagement of progress to their new positions as some consultants, LKS Quaero Pty Ltd working flexibility was required given the with Council employees to establish the embedding shared resources project, new Customer Front End and the Business including the new IT system, and the Support teams. requirement to finalise budgets by the • Support the Wild Mersey Mountain Bike end of June 2018. Development. • The opportunity to use LKS Quaero Pty • Support the proposal to share Planning, Ltd to assist with issues associated with Environmental Health and Building the implementation of the new ICT services with West Coast Council under a system. formal arrangement. • The placement of Council’s logo on plant • Endorse the actions of the General and equipment. Manager and ICT Team in recommending • A review of the slashing program that was Technology One to supply a new ICT undertaken during the spring/summer system for both Councils. season. • Engage Mr Wayne Chellis, the former Works Manager of the Northern Midlands Business Planning Framework Council to work with Latrobe and Kentish The Strategic Plan Council’s Operations Manager, Mr Jason The Strategic Plan is the key document which Bellchambers, to undertake a review of guides the direction of the Council over a ten year the plant and equipment owned and period. The plan incorporates the following vision operated by the two Councils and make for Kentish: recommendations to both Councils on the rationalisation of plant and upgrade of “Kentish is known as a distinctive place where plant and equipment moving forward. people want to live; for its caring community that • The General Manager organising celebrates the arts, diversity, the awesome natural appropriate leadership training for the environment and its vibrant local economy.” management team to assist with the transition process into the new ways of The plan was produced following a comprehensive working under the new organisational consultation process with the community, structure. councillors and staff. • That extra resources will be required on a temporary basis to assist with preparation The plan comprises four key areas: Infrastructure, of the Latrobe and Kentish Council’s Economic and Community Development, budgets and end of year processes. Governance and Organisational Development and • What extra resources may be required to Planning and Development under which 18 continue to move the Wild Mersey objectives are identified as well as range of Mountain Bike Development project strategies to achieve the objectives. forward considering current staff resources available and the amount of A copy of the strategic plan is available from workload given the restructure and the Council’s website. new IT system. • Appointing a representative to the Cradle The Annual Plan and Budget Coast Waste Management Group The Annual Plan and Budget are developed using following the resignation of the previous the strategic plan and work towards achieving the representative. objectives set out in the strategic plan. • Authorising the General Manager to employee additional staff, if required, to The Annual Report enable the implementation of the new The Annual Report closes the loop in the software system and the significant process, reporting to the organisation and the community on each year’s achievements
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and financial results. Council has an Asset Management Steering Group Other Plans, Strategies and Policies made up of: The following plans, strategies and policies were • General Manager reviewed or adopted by Council during 2017/18. • Infrastructure and Assets Manager • Operations Manager Title Date • Business Support Officer Annual Plan and Budget 2017-18 4 Jul 17 • Customer and Business Services Manager. Rates and Charges Policy 4 Jul 17 Financial Management Strategy and 4 Jul 17 This group meets regularly to oversee the Long Term Financial Plan 2017-2027 development and ongoing improvement of Kentish Municipal Weed 18 Jul 17 Council’s asset management strategy and asset Management Plan management plans ensuring their integration into Annual Report 2016-17 21 Nov 17 Council’s strategic plan, annual plans and long- Sheffield Refresh – Sheffield 21 Nov 17 term financial plans. Township Enhancement Report Public Arts Policy 19 Dec 17 Council has asset management plans in place Regional Youth Strategy 2019-2024 19 Jun 18 covering the majority of its infrastructure assets. Annual Plan and Budget 2018-19 19 Jun 18 These asset management plans generally assume Rates and Charges Policy 19 Jun 18 that the current levels of service will be Financial Management Strategy and 19 Jun 18 maintained into the future and Council’s Long- Long Term Financial Plan 2018-2028 Term Financial Plan, updated in June 2018, fully funds the asset renewal requirements of the asset Asset Management management plans. The key challenge for Council Council’s Asset Management Policy provides a now is to engage with the community to framework to ensure that Council assets are determine future service level expectations and effectively and efficiently managed whilst meeting advise the community on the level of service that community needs and expectations for current is affordable over the long-term. and future generations. Council’s asset management objective is to ensure adequate Risk Management provision is made for the long-term replacement Kentish Council recognises that risk management of major assets by: is an integral part of good management practice • Meeting legislative requirements for asset and is committed to establishing an organisational management; culture that ensures risk management is • Ensuring that Council’s services and embedded in council activities and business infrastructure are provided in a sustainable processes. manner, with the appropriate levels of service to residents, visitors and the Council reviewed its Risk Management Policy and environment; Risk Management Framework during November • Safeguarding Council assets by 2015 to provide for the design, implementation, implementing appropriate asset monitoring, review and continuous improvement management strategies and appropriate of risk management. These documents are financial resources for those assets; available on Council’s website. • Creating an environment where Council employees take an integral part in overall Fraud and Corruption Initiatives management of Council assets by creating Kentish Council is the custodian of significant and sustaining asset management public funds and assets and it is important that all awareness throughout the organisation by stakeholders have assurance that adequate fraud training and development; protection controls are in place. Council is • Ensuring resources and operational committed to acting in the best interest of the capabilities are identified and responsibility community and to upholding the principles of for asset management is allocated; honesty, integrity and transparency, which are all • Demonstrating transparent and responsible key components of good governance. Council asset management processes; and reviewed its Fraud and Corruption Control Policy • Striving for continual improvement in asset and Fraud and Corruption Control Plan in management practices and outcomes.
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November 2015. These documents are available on Council’s website.
Council aims to prevent, deter and detect incidents of fraud and corruption by: - raising awareness of the risk of fraud and corruption; - taking necessary actions for its prevention; - providing processes for the reporting and investigating of incidents; and - protecting those who report suspected fraud or corruption incidents.
Community Consultation Community consultation is a vital part of Council’s planning and decision-making process. It assists Council to understand community priorities and issues and ensures community involvement.
Council undertakes consultation through Special Committees, community surveys, submissions, public meetings and individual consultations. Opportunities for community consultation are promoted in the regular community publication, on Council’s website and Facebook page, in local newspapers and by direct contact from Council.
Major community consultations undertaken in 2017-18 included: • Twice yearly community forums in Sheffield, Wilmot, Railton, Acacia Hills/South Spreyton and surrounding areas. These community forums provide opportunity for residents and Council to pitch ideas and provide updates and feedback to one another; • Consultation for a range of important plans and strategies including the Sheffield Refresh (Sheffield Township Enhancement Project), Sheffield Main Street Revitalisation and the Wilmot Streetscape.
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Our Councillors
Mayor Don Thwaites Deputy Mayor Tim Wilson Cr Penny Lane Cr Thwaites has served on Cr Wilson has served on Cr Lane has served on Council Council since July 2003 and has Council since November 2007 since November 2007. been Mayor since November and has been Deputy Mayor 2007. since November 2009. Committee Membership: Claude Road Hall Committee Committee Membership: Committee Membership: proxy, Barrington Hall Dulverton Regional Waste Barrington Hall Committee Committee, Economic Management Authority, Cradle proxy, Economic Development Development Committee, KYC Coast Authority, TasWater, Committee, Councillors Code Start Committee, Grants Local Government Association of Conduct Panel, Cradle Coast Committee, Councillors Code of Tasmania, Kentish and Authority, TasWater proxy, of Conduct Panel, Equal Access Latrobe Councils Municipal Tandara Lodge Community Committee, Cement Australia Alliance Committee, Beulah Care Inc, Mt Roland Rivercare Community Liaison Group, Hall Committee, Working Art Catchment Inc, Local Kentish/Latrobe Road Safety Space Sheffield proxy, KYC Government Association of Group, Sheffield Inc, Mural Start Committee, Strategic Tasmania proxy, Kentish and Fest Committee, Mt Roland Planning Committee, Kentish Latrobe Councils Municipal Rivercare Catchment Inc, Health Care Centre Alliance Committee, Tree Wilmot Tourist and Progress Committee, Tandara Lodge Planting Special Committee. Association, Kentish and Community Care Inc proxy, Latrobe Councils Municipal State Emergency Services – M 0438 912 280 Alliance Committee. Tree Mersey. E [email protected] Planting Special Committee (proxy). T 6491 1682 M 0458 343 059 T 6492 3176 E [email protected] E [email protected]
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Cr Kate Haberle Cr Linda Cassidy Cr Phillip Richards Cr Haberle was elected to Cr Cassidy was elected to Cr Richards was elected to Council in October 2014. Council in October 2014. Council in October 2014.
Committee Membership: Audit Committee Membership: Committee Membership: Panel, Sheffield Recreation Railton Recreation Ground Wilmot Recreation Ground Ground Committee proxy, proxy, Railton Facilities Committee, Wilmot Hall Sheffield Museum Committee, Committee, Railton Committee proxy, Grants Economic Development Neighbourhood Centre proxy. Committee, Dulverton Committee, Kentish Health Regional Waste Management Care Centre Committee, M 0417 241 315 Authority. Kentish/Latrobe Road Safety E [email protected] Group proxy, Tandara Lodge M 0448 431 047 Community Care Inc. E [email protected]
T 6491 1149 M 0439 911 649 E [email protected]
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Cr Terry Hughes Cr Annie Willock Cr Rodney Blenkhorn Cr Hughes was elected to Cr Willock has served on Cr Blenkhorn was elected to Council in October 2014. Council since November 2007. Council in October 2014.
Committee Membership: Committee Membership: Committee Membership: Audit Panel, Sheffield Beulah Hall Committee proxy, Railton Recreation Ground Recreation Ground Claude Road Hall Committee, Committee, Strategic Planning Committee, Councillors Code Wilmot Hall Committee, Committee, Equal Access of Conduct Panel, Equal Access Sheffield Museum Committee Committee, Railton Squash Committee, Tandara Lodge proxy, Working Art Space Centre Committee proxy, Community Care Inc proxy, Sheffield, Lorinna Cemetery Cement Australia Community State Emergency Service – Committee, Strategic Planning Liaison Group, Railton Mersey, Economic Committee, Grants Neighbourhood Centre, Development Committee. Committee, Public Arts Railton Facilities Committee Committee Kentish, Sheffield proxy. Inc, Wilmot Tourist and Progress Association. M 0448 338 992 E [email protected]
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Statement of Allowances and Expenses paid to Elected Members Section 72(1)(cb) Local Government Act 1993 Council is required to reimburse Councillors for expenses incurred in the performance of duties. Council also has adopted a policy in relation to the reimbursement of expenses for Councillors. The policy serves to provide clear expectation in relation to out of pocket expenses and support for Councillors. It aims to ensure accountability and transparency in relation to expenses claimed by Councillors. The following table shows allowances and expenses paid to Councillors.
tes
Payment Description ThwaiMayor MayorDeputy Wilson Cr Lane Cr Haberle Cr Cassidy Cr Willock* Cr Blenkhorn Cr Hughes Cr Richards* Totals($) Councillor Allowance ($) 36,717 20,613 10,335 10,335 10,335 10,335 10,335 10,335 10,335 129,127 Comms. Equipment Allowance ($) 500 500 500 500 500 500 500 500 500 4,500 Mobile Phone Costs ($) 1,167 ------1,167 Mileage Re-imbursement ($) 1,528 358 1,565 515 - 1,406 297 676 632 6,976 Other Travel Expenses - - 1,407 ------Training, Conference, Seminars ($) 1,578 1,447 - 2,083 712 2,201 2,324 264 2,269 14,285 Meeting Expenses 189 50 - 50 - 50 50 - 50 439 Advertising & Sundry Expenses 202 ------202 Total Councillor Allowance and 41,334 22,967 13,807 13,483 11,546 14,492 13,532 11,774 13,786 156,696 Expenses ($)
* Councillors live in remote/isolated areas which is generally the reason for higher travel costs.
In addition to the expenses listed above, each Councillor is provided with the use of a Council owned i-pad to enable the use of paperless agendas.
Councillor Attendance at Meetings
Date Meeting Cr Thwaites Cr Wilson Cr Lane Cr Willock Cr Haberle Cr Cassidy Cr Richards Cr Hughes Cr Blenkhorn 04/07/2017 Special 18/07/2017 Ordinary 15/08/2017 Ordinary 19/09/2017 Ordinary 17/10/2017 Ordinary 21/11/2017 Ordinary 21/11/2017 AGM X X 19/12/2017 Ordinary 23/01/2018 Ordinary 20/02/2018 Ordinary 20/03/2018 Ordinary X 17/04/2018 Ordinary 15/05/2018 Ordinary X 19/06/2018 Ordinary
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Our Organisation
Organisation Structure Council’s organisation structure was reviewed during 2017/18 and after significant consultation with elected members and staff, a new structure was agreed upon to deliver efficient, effective and continually improving services across both Kentish and Latrobe Councils in a customer focussed way.
Kentish Council’s new organisational structure consists of three departments – Operations, Infrastructure and Assets and Customer & Business Services. Each department is led by a manager who reports directly to the General Manager. The General Manager is directly accountable to the mayor and councillors. Transition to this new structure began in June 2018 and will continue during 2018/19.
Former Organisation Structure
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New Organisation Structure
All management and team leader positions are resource-shared with Latrobe Council.
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authority. This position is resource-shared with Our Staff Latrobe Council.
Corporate Services and Finance Manager – Andrew Cock Andrew was appointed to the position of Executive Management Team Corporate Services and Finance Manager in Council’s Executive Management Team is led by November 2011. His qualifications include a the General Manager and includes all the Bachelor of Business in Accounting, CPA. department managers. The Executive Management Team meets on a regular basis. Areas of responsibility include finance, information technology, human resources and records General Manager – Gerald Monson management. Andrew is also the Senior Gerald was appointed to the position of General Accountant at Kentish and this role is resource- Manager in March 2010. His qualifications include shared with Latrobe Council. a Bachelor of Business in Public Administration, FLGMA, JP. Economic and Community Development Manager – Darrin Cunningham Areas of responsibility include organisation Darrin was appointed to the position of Economic leadership, Council’s operational and service and Community Development Manager in delivery performance and organisational support November 2004. His qualifications include a for elected members. This position is resource- Bachelor of Applied Science and Master of shared with Latrobe Council. Business Administration.
Operations Manager – Jason Bellchambers Areas of responsibility include community Jason was appointed to the position of Operations development, economic development, tourism Manager in January 2018. His qualifications development and visitor information services. include a Bachelor of Engineering Technology.
Remuneration of Senior Employees Areas of responsibility include the maintenance Section 72(1)(cd) Local Government Act 1993 and renewal of Council Infrastructure including The Annual Report is to include a statement roads, bridges, drainage, parks, reserves and relating to the total remuneration paid to buildings. This position is resource-shared with employees who hold a senior position within Latrobe Council. Council. Remuneration includes salary,
contribution to superannuation, motor vehicle and Engineering Services Manager – Jonathan Magor other allowances. Jonathan was appointed to the position of Engineering Services Manager in September 2011. Annual Remuneration No. of Employees His qualifications include a Bachelor of Technology (Engineering and Management). < $100,000 1
Areas of responsibility include emergency $100,000 - $120,000 1 management, environmental and public health services, and Council Infrastructure including $120,001 - $140,000 1 roads, bridges, drainage, parks, reserves and buildings. This position is resource-shared with Where senior employees are employed by Latrobe Latrobe Council. Council and hired to Kentish Council, they are not included in the above table, but are included in the Planning and Building Services Manager - Sharon equivalent table in the Latrobe Council Annual Holland Report. These positions include the General Sharon was appointed to the position of Planning Manager, Engineering Services Manager and the and Building Services Manager in July 2015. Her Planning and Building Services Manager. qualifications include Bachelor of Arts and Graduate Diploma of Environmental Planning (Qualified Planner).
Areas of responsibility include management of Council’s planning services and building permit
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Employee Profile Employee Performance As at 30 June 2018, Council employed 32 people in All staff participate in an annual performance a diverse range of positions. The total of 32 appraisal with their manager. This provides a positions comprises 23 full-time, 6 part-time and 3 formal opportunity to assess individual and team casual. performance, identify achievements and discover where improvements are required. The average age of the workforce is 50 years (compared with 50.8 as at 30 June 2017). 31% of A core component of performance management is our employees are aged 50 – 59 years and 31% of development. The appraisal process allows staff employees are aged 40 – 49 years. to review recent and current performance, plan for the future and identify training requirements The gender profile of the workforce is 47% female and development opportunities. and 53% male. Training and Development Full Time Equivalent Staff In 2017-18, a number of employees undertook 2018 2017 training and professional development courses and attended conferences of benefit and Full-Time Equivalent staff at 29.5 28.7 relevance to their positions at Kentish Council. An 30 June indication of the types of training undertaken is as Plus labour hire adjustments follows: Labour hired from Latrobe 6.5 3.6 Labour hired to Latrobe (5.8) (2.2) • Control Traffic Other Labour Hire 8.2 3.7 • First Aid • Legal Procedures – Weeds Total 38.4 33.8 • Grant Writing
• Taxation and Payroll Enterprise Bargaining Agreement
The Kentish Council Enterprise Bargaining Agreement 2015 is due for review after 30 June Appreciating our People Skilled, motivated and dedicated staff are critical 2018. to Council’s success. Council strives to continually
strengthen its culture that recognises, encourages The agreement relates to all staff not under a fixed and celebrates employees’ achievements. term employment contract and provides general
terms and conditions under which staff are employed. Staff Health and Wellbeing Council is committed to providing a workplace that
upholds the health and wellbeing of employees. Staff Changes and Recruitment
The following positions were recruited in the 2017- Council provides a wellbeing service through the 18 financial year: use of CLS Counselling. • Environmental Health Officer
• Human Resources Officer (new position) Council also provides staff with the opportunity to • Visitor Information Centre Coordinator have a flu vaccination and a skin check on an • Operations Manager (internal annual basis. secondment from Latrobe Council) • Team Leader Finance and People (new position)
Vacant positions are advertised in The Advocate newspaper, as well as on the Council website and Facebook page. Interview and selection processes are undertaken to provide a fair and transparent process with the aim to appoint the best applicant to the position.
Seven staff left employment with Council during the financial year.
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Our Volunteers
Special Committees of Council Kentish Council values the wonderful contribution Special Committees of Council are established by that volunteers make to the community. Council under the Local Government Act 1993 to Volunteers provide valuable assistance and enrich carry out specific functions on behalf of Council. the lives of the people and groups they are These include the management of recreation helping. centres and community halls, through to assessing
proposals for new public art and considering new Council is fortunate to have volunteers assisting in economic development opportunities for the a number of areas supporting its capacity to municipality. deliver a range of service and programs.
Council had 15 special committees during the There are a number of ways that people can financial year with over 75 volunteers from the volunteer within Kentish including the Council community involved on these committees. managed activities described below.
Visitor Information Centre Volunteers at the Kentish Visitor Information Centre provided customer service and share local knowledge of the community and tourism experiences with visitors. The Kentish Visitor Information Centre offers volunteers familiarisation tours and training opportunities. Currently there is a team of 18 volunteers who attend to over 80,000 visitors and their enquiries.
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Workplace Health and
Safety
Legislation Highlights Kentish Council is currently governed by the A number of initiatives were implemented during Workplace Health and Safety Act 2012. The the 2017-2018 year including: legislation aims to provide all workers in Australia with the same standard of health and safety • Improvements in the use of Safe Work protection regardless of the type or location of the Method Statements (SWMS) and work. Standard Operating Procedures (SOPS) by the outside workforce. The WHS legislation provides a framework to • Improvements to contractor management protect the health, safety and welfare of all through online inductions. workers at work and of other people who might be • Improvements in WHS training affected by the work. The WHS legislation aims to: requirements with the introduction of an • protect the health and safety of workers online e-learning program. and other people by eliminating or minimising risks arising to business; Health and Safety Committee • ensure fair and effective representation, Council has a Health and Safety Committee consultation and cooperation to address comprising two trained Health & Safety and resolve health and safety issues in Representative (HSR), three management the workplace; representatives and two other staff • encourage unions and employer representatives. The Committee met on a bi- organisations to take a constructive role monthly basis during the 2017/18 year to review in improving work health and safety WHS procedures, concerns raised by staff and practices; WHS initiatives. Council also has a sub- • assist businesses and workers to achieve committees for the inside workforce and the a healthier and safer working outside workforce that also meet bi-monthly. environment; • promote information, education and Workplace Injuries training on work health and safety; The number of reported workplace injuries in • provide effective compliance and 2017-18 was 12 with 1 injury becoming a Workers enforcement measures; and Compensation Claim. • deliver continuous improvement and progressively higher standards of work health and safety.
Structure
To ensure an orderly risk-based approach to tasks identified, an Objectives and Targets Program was set to achieve improvements to risk management and work health and safety for workers, volunteers and the community. The Objectives and Targets Program will assist in meeting Council’s legal requirements of protecting its workers and compliance to legislation.
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and healthcare sectors. The project is nearing Legislative Reporting completion and will identify actions to prepare the region and its people to respond to and prepare for the new business and community Section 72 of the Local Government Act 1993 needs. stipulates a range of matters which Council is A continuous community pathway joining Latrobe required to report against within its Annual through to Wynyard is now very close to a reality. Report. This section of the Annual Report covers CCA, with assistance from Councils, managed a those legislative reporting obligations as well a detailed engineering investigation that addressed range of statistics which may be of interest to our outstanding issues that prevented further stakeholders. Government financial assistance. As a result, both
the Federal Coalition and Labor parties have Joint Authorities committed an additional $4.8M for completing Section 30 (1) Local Government Act 1993 sections of the pathway between Sulphur Creek Kentish Council participates in two joint and Latrobe. authorities; the Cradle Coast Authority and Dulverton Waste Management Authority. The In May, CCA secured an additional $30M in following reports provide a summary of activities, Australian Government funding for the Cradle budget and performance of the authorities during Mountain Master Plan bringing the total public the 2017/2018 financial year. investment in the project to more than $75M. CCA, along with Kentish Council, continues to Cradle Coast Authority (CCA) contribute to the cross-government heads of In 2017/18, Kentish Council invested $46,368 into agency steering group to bring the project to CCA which in turn has been matched by co- fruition as quickly as possible given its investments of $805,976 from local government - importance to growing the region’s visitor for regional and economic development; economy. $317,500 from State Government - for the The visitor economy is an increasingly significant development of the region’s visitor economy; and contributor to the region’s prosperity $1,740,987 from the Commonwealth and State representing around 5% of the regional economic Governments - for natural resource management. activity including more than 3,800 jobs. The The CCA has also been able to secure $277,000 in visitor economy supports traditional business additional Government grants for the region and within accommodation and hospitality but also more than $50M in Government investment. more broadly services that support visitors A highlight for 2017/18 was the Australian including retail, health and automotive service Masters Games that attracted more than 5,000 business. During 2017-18, CCA launched a new visitors to sporting and community events digital marketing strategy that is engaging with across the region. More than 1,000 community potential visitors to the region in novel and volunteers received accredited training from exciting ways. A number of CCA’s digital UTas that will be a legacy for future events. The campaigns have been picked up by Tourism Games brought more than $8M in direct Tasmania and Tourism Australia extending the economic benefit to the region along with the region’s reach to larger audiences and markets. invaluable benefit of showcasing the Cradle CCA has invested $2.3M in natural resource Coast to many new interstate and international management (NRM) within the region during visitors. 2017-18. CCA’s NRM team has supported our Regional economic development activities in productive landscapes with crop 2017/18 built on CCA’s engagement and demonstration trials and an agri-business lead consultation with the region’s businesses and initiative, Soil First, aimed at conserving and industry to understand the barriers and protecting the region’s precious soils as assets opportunities to growing the Cradle Coast underwriting Cradle Coast’s agricultural economy. With an $80,000 co-investment from productivity. Flood recovery support and the Australian Government, CCA in partnership assistance continued in the Mersey and with the Regional Australia Institute, embarked Flowerdale River catchments with riparian on a detailed review of the current and revegetation and site remediation. A Discovery emerging opportunities. The project involved Ranger Program delivered 25 community and meetings and discussions with council leaders, school sessions engaging 1,088 people at 12 business and industry representatives, education locations with environmental messages on
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marine debris, shorebirds and invasive weeds. Workplace Health and Safety (WHS) continues to Maintaining our region’s environmental be a major focus for the Board, Management, Staff resources is increasingly important for our and Contractors. Directors commenced a program visitors and the Cradle Coast’s increasingly of site safety inspections during the 2012/13 recognised brand. Another successful financial year which continues today. Macquarie Harbour clean-up was conducted DWM continues to exceed the WHS standard set with support from industry, community and by many larger organisations, however, DWM will government. not become complacent and will continue to In May 2018, Councils approved amendments advance all aspects of WHS. to CCA’s Rules providing for the appointment of With the stability that robust systems for WHS, two mayors and a general manager to the environment, finance, business, risk management Board. In addition, to improve the alignment and records management bring, Owner and delivery of NRM and tourism functions to Representatives, Board and staff have been able to the region, the Chairs of the NRM and Tourism focus on business growth and development. Committee will also join the Board. Growth in revenues has resulted. In August 2017, a new Corporate Plan was A new landfill cell was constructed and is approved which provides the CCA with a clear anticipated to commence accepting waste early in and focused suite of activities to address current summer 2018. and emerging issues and gaps that have been barriers to the betterment of the region’s As the primary waste management provider in the economic and social prosperity. region, DWM continues to provide waste expertise to the Cradle Coast Waste Management Group Looking forward, CCA will engage with our (CCWMG). Knowledge in landfill, organics business and industry to find ways to help them recycling, kerbside recycling and other industry do what they do better. We will help our relevant activities allows DWM’s services to be educational institutions to ensure our young provided for the greater benefit of the region. people develop the skills they need for the current and emerging employment The 2017/18 Financial Year concluded far stronger opportunities. CCA will work with business in the than budgeted. The result was influenced by a visitor economy to ensure our guests have the number of waste stream revenues which were the best experiences and reasons to return. We will result of considerable effort by the whole DWM ensure that our productive and natural team. landscapes will remain internationally significant Both income and profit exceeded budget. DWM and support the Cradle Coast brand of clean, was able to fund all 2017/18 capital works from its green and pure. own funds. It should be noted that the forecast in Brett Smith, Chief Executive Officer, Cradle Coast the five year financial plan is to avoid further Authority borrowing other than for land acquisition, major plant replacement and landfill cell construction. Dulverton Waste Management The total quantity of chargeable waste disposals 2017/18 was another great year all round for managed by DWM was 91,464 tonnes made up of Dulverton Waste Management (DWM). 61,184 tonnes to landfill and 30,280 tonnes to the Five year financial forecasts on an activity basis are Dulverton Organics Recycling Facility (DORF) for now routinely provided to Owner Councils as each recycling into compost (excluding approximately Annual Plan and Budget is developed. The 5,698 tonnes of green-waste also accepted at the financial forecasts detail future income, DORF.) operational expenditure, capital investment, cash flow and likely dividends. These forecasts guide Pleasingly the amount of tax equivalents (or NTER - the activities of the business into the future. National Tax Equivalent Regime) paid and payable to the Owner Councils relating to the 2017/18 A complete set of financial reports and Key financial year, plus Dividends paid, increased on Performance Indicators (KPIs) are provided to previous years. Dividends to Owner Councils are Owner Representatives quarterly and to Directors forecast into the foreseeable future. each month, which provide Owners, Board and management with confidence of DWM’s ongoing Mathew Greskie, Chief Executive Officer, financial health. Dulverton Waste Management
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Contracts for the Supply of Goods and Services Regulation 29(1) Local Government (General) Regulations 2015 - requires Council to include prescribed information about contracts exceeding $250,000 (ex GST). Contractor/Supplier Address Description Contract Period Value (Ex GST) Agreement to share rights and responsibilities of contract with Technology PO Box 63 01/09/18- Latrobe Council One Ltd for supply, $331,473 Latrobe 7307 30/09/23 maintenance and implementation of software Note: The above contract was entered into by Latrobe Council with an agreement to share the software and costs with Kentish Council.
Regulation 29(2) Local Government (General) Regulations 2015 - requires Council to include prescribed information about non-application of the public tender process. There were no instances of non-application of the public tender process during the financial year.
Regulation 29(3) Local Government (General) Regulations 2015 – requires Council to include prescribed information about contracts exceeding $100,000 (ex GST) but less than $250,000 (ex GST). Contractor/Supplier Address Description Contract Period Value (Ex GST) PO Box 395 Venarchie 01/07/17 – Mowbray Road resealing contract $166,357 Contracting Pty Ltd 30/06/18 Heights 72485 PO Box 225 01/07/17 – Tas Span Pty Ltd Bridge replacement $109,657 Latrobe 7307 30/06/18 BridgePro PO Box 3253 01/07/17 – Bridge replacement $143,636 Engineering Pty Ltd Ulverstone 7315 30/06/18 BridgePro PO Box 3253 01/07/17 – Bridge replacement $154,875 Engineering Pty Ltd Ulverstone 7315 30/06/18
Complaints with Section 21 (Enterprise Powers) of the Local Section 339F(5) Local Government Act 1993, Government Act 1993. Section 339 (F) – Customer Service Charter – complaints Statement of Land Donated In accordance with Council’s Customer Service Section 72(1)(da) and Section 177 Local Charter, a complaint must be in writing and is a Government Act 1993 dissatisfaction caused by: No land was donated by the Council under Section • A Council product or service; 177 of the Local Government Act 1993. • Unsatisfactory conduct of a Council employee or agent; or Public Interest Disclosures • A Council decision. Public Interest Disclosure Act 2002 The number of complaints received in 2017/18 Council’s Guidelines for dealing with matters was 11. under the Public Interest Disclosure Act 2002 are available for viewing on the council’s website at Nature of Complaint No. of Complaints www.kentish.tas.gov.au or a copy can be made Product or service 10 available by contacting the office. Employee or agent 1 There were no disclosures made to the Council during the year. Council decision 0
Statement of Activities Integrity Commission Section 21, Section 72 (1) (ca) Local Government During the 2017-18 financial year, the Integrity Act 1993 Commission did not receive any complaints about The Council has not resolved to exercise any Kentish Council. powers or undertake any activities in accordance
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Public Health Statement Section 72(1)(ab) Local Government Act 1993 Section 72(1)(ab) of the Local Government Act 1993 requires a statement of the Council’s goals and objectives in relation to public health activities to be included in the Annual Report.
Council currently employees one full-time Environmental Health Officer. Council’s Public Health and Environmental Health programs address a range of functions under the Local Government Act 1993, Public Health Act 1997, Food Act 2003, Burial & Cremation Act 2002, Litter Act 2007 and Environmental Management & Pollution Control Act 1994. These functions include:
• Food Safety • Public Health Emergency Management • Disease Prevention and Control • Air, Water and Solid Pollution • Public Health Education and Promotion • Public Health Nuisances • Places of Assembly • Recreational and Bathing Water Quality • Public Health Risk Activities • Cooling Towers and Warm Water Systems • Immunisations • Unhealthy Premises • Exhumations • On-Site Waste Disposal Systems
Operational statistics reflecting core environmental health activities undertaken include:
Activity Total Comments Public Health Act 1997 Mass Gatherings 1 Rowing facilities Private water supplies licenses 43 Commercial businesses providing water from tanks, bores, etc Drinking Water Cart licenses 2 Drinking water carters Regulated systems 1 Includes cooling towers Registered Health Risk Activity 0 Includes tattooing, acupuncture etc Recreation waters - natural 2 Lake Barrington – Kentish Park and Rowing Course sampled regularly throughout the summer months Recreation waters – pools and spas 4 Two pools and two spas Immunisations 143 Number of doses administered Water complaints investigated 0 Water quality Food Act 2003 Registered food businesses 110 88 annual licenses and 22 notifications Temporary food businesses 2 Events and one-off occasions Prosecutions 0 Infringement Notices 0 Food complaints investigations 1 The investigation conducted regarded food-borne illness. Other Special plumbing permits 24 On-site waste water disposal systems were approved for new installations and upgrades to septic tank systems, aerated waste water treatment systems etc Notifiable diseases 1 Confirmed notifiable diseases. Private Burials 1 Private burial Litter infringement notice 0 No litter infringement notices were issued. Customer Requests 121 Various requests including noise, smoke, odour, oil spills, effluent, litter etc.
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Grants, Assistance and Benefits Provided Section 77 (2) Local Government Act 1993 Details of grants, assistance and benefits made by the Council during the 2017/2018 financial year are as follows:
GRANTS AND SPONSORSHIP Organisation Purpose Amount ($) Community Events Junior Cattle Handlers Show of Tasmania Sheffield School Show 1,000 Kentish Axeman’s Club Gowrie Park Wood Chopping Carnival 250 Kentish Rodeo Association Gowrie Park Rodeo 500 Kentish Endurance Riders Inc Kentish Endurance Ride 250 Redwater Creek Steam & Heritage Society Steamfest 1,500 Tasmanian Regional Arts - Kentish Mural Fest 12,000 Kentish Garden Club Inc Daffodil and Spring Flower Show 750 Taste of the North West Committee Taste of the North West 1,500 Kentish Garden Club Hopes Mill Corner Maintenance 200 Oss Foley Endurance Riders Inc Oss Foley Endurance Ride 250 Total 18,200 Specific Funding Requests Kentish ACT FireLight 10,000 Knights Templar Tasmania Tasmanian Medieval Festival 1,500 Apple Isle Carriage Drivers Ground Improvements 1,850 Cradle Coast Authority Australian Masters Games 59,980 Sheffield Inc Mural Repairs 24,849 Total 98,179 Organisation Funding Kentish SES Operational Costs 10,500 Kentish Museum Operational Costs 6,600 Wilmot Museum Operational Costs 1,850 Mt Roland Rivercare Operational Costs 6,000 Mt Roland Rivercare Trust funds for future expenditure 4,000 Tandara Lodge Mature Age Program 2,200 Total 31,150 Large Community Grants Sheffield Bowls Club Acoustic Panelling 1,939 Kentish Polocrosse Association Fencing 1,643 ONGO Non-Violent Communication Training 2,500 Kentish Field Naturalists Signage Upgrade 1,920 Redwater Creek Steam & Heritage Society Lighting 2,000 Apple Isle Carriage Drivers Mower 2,500 Total 12,502
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Organisation Purpose Amount ($) Donations and Sponsorship Robinson Brothers Production of Short Film in Kentish 400 Beulah Cricket Club Cricket Equipment 500 AllNet Balloon Creations Balloon twisting workshops 350 Railton Community Progress Association Railton Bike Show 300 Kentish Rowing Club Rowing Equipment 500 Individual Sailing Voyage 100 Railton Community Progress Association Christmas Activities 750 Wilmot Tourist & Progress Association New Year Activities 750 Kentish Lions Club Christmas Activities 750 Individual Youth Scholarship 1,250 Total 5,650
RATE REMISSIONS – COMMUNITY ORGANISATIONS Organisation Amount ($) Tashi Choling Dharma Foundation Inc. 962 Railton Bowls Club 1,098 Redwater Creek Steam & Heritage Society Inc. 2,444 Sheffield Rifle Club 512 Kentish Rodeo Association 1,074 The Tasmanian Arboretum Inc 369 Rowing Tasmania Inc 4,003 Mersey Leven Childcare Services Inc. 851 Tandara Lodge Community Care Inc. 17,652 The Hub Incorporated 1,621 Tandara Lodge Community Care Inc. 1,713 Lower Barrington Hall Committee 873 Railton Squash Association 979 Parakaleo Ministries Incorporated 2,053 Wilmot Tourist & Progress Association Inc 1,075 Lorinna Residents & Ratepayers Association Inc 830 Sheffield Golf Club 1,266 Total 39,375
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General Reporting
Development Applications The number of development applications issued during 2017/18 was 96 which represents an increase of 9% compared to the previous financial year. A breakdown of the types of development applications received during the 2017/18 year is provided below.
Application Type No. Dwellings and Dwelling Additions General Residential and Closed Residential Zone 2 Rural Residential, Rural Living, Env Living, Village Zones 15 Natural Resources and Rural A Zone 20 Outbuildings (buildings incidental to a residence) General Residential and Closed Residential Zone 2 Rural Residential, Rural Living, Env Living, Village Zones 12 Natural Resources and Rural A Zone 9 Agricultural Sheds 7 Signage 1 Boundary Adjustment 2 Multiple Dwelling Development 1 Subdivision 4 Commercial Development 9 Heritage Area Works 3 Industrial Development 1 Miscellaneous 8 Total Applications 96
Building Applications The number of building permits issued during 2017/18 was 90 which represents an increase of 38% compared to the previous financial year. A breakdown of the types of building applications received during the 2017/18 year is provided below.
Application Type No. Dwelling 20 Dwelling additions/alterations 20 Outbuildings 41 Commercial/Industrial 7 Miscellaneous Structures 1 Demolition 1 Total 90 Substantial Compliance/Permit to Proceed 0
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Animal Control Use of Council Websites and Social Media Dog Registration: 1,725 dogs were registered in Council website 2017/18. 2016/17 2017/18 Hits 24,271 26,743 Customer Requests: 179 customer requests were Unique Visits 12,761 13,107 received including: • 32 relating to barking dogs Kentish Visitor Information Centre website • 12 dog attacks/threats to people 2016/17 2017/18 • 24 animals were reported lost Hits 37,229 14,552 • 39 dogs at large Unique Visits 29,260 11,919 • 42 relating to straying livestock Note: 2017/18 figures are for the period December • 29 stray dogs 2017 – June 2018 not for the entire financial year. • 1 nuisance Facebook Of the 68 requests received regarding 2016/17 2017/18 stray/found/at large dogs, 26 dogs were collected Post Reach 315,657 376,470 and impounded at the Devonport Dogs Home. 24 Likes 1,212 1,444 dogs were reclaimed by their owners.
Three dogs were declared dangerous during the year. The owners decided to keep the dogs as dangerous dogs on their property.
Waste Management Waste: 260 large bins and 1,418 small bins comprise the collection service which is undertaken for premises located in Railton, Sheffield, Acacia Hills, Barrington, Lower Barrington and South Spreyton plus households on route that have opted to use the service.
Recycling: All households with waste collection service are provided with 240L bins which are serviced once a fortnight. Near the end of the financial year, 1,664 bins were serviced fortnightly throughout the community.
Professional Service Providers: Auditors: Tasmanian Auditor-General Bankers: Commonwealth Bank of Australia Insurance Brokers: AON Risk Solutions Valuers: Office of the Valuer-General Legal: Shaun McElwaine & Associates, Tremayne Fay and Rheinberger
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