DRAFT (4 Aug 2016) King Island Council Annual Plan ... Annual Plan... · King Island Council Annual...

DRAFT (4 Aug 2016)

King Island Council

Annual Plan & Budget

Estimates 2016/17

King Island Council Annual Plan & Budget Estimates 2016/17

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Table of Contents

Councillors ................................................................................................................................ 3

Current Organisational Chart ................................................................................................. 6

Proposed Organisational Chart ............................................................................................... 7

General Manager’s Summary .................................................................................................. 8

King Island Council Strategic Plan 2016-2020 ................................................................... 11

Budget Estimates .................................................................................................................... 37

Statement of Comprehensive Income ................................................................................... 38

Capital Movements Summary ............................................................................................... 39

Statement of Cash Flows ....................................................................................................... 40

Reserves ................................................................................................................................... 41

Rates Analysis ......................................................................................................................... 42

Capital Works Program ......................................................................................................... 43

Capital Works Program continued ...................................................................................... 44

Roads & Bridges Capital Works Program ........................................................................... 45

Plant Replacement Program .................................................................................................. 46

Summary of Employee Costs ................................................................................................ 47

10 Year Loan Profile ............................................................................................................... 48

Governance ............................................................................................................................. 49

Corporate Services .................................................................................................................. 50

Development & Environmental Services .............................................................................. 51

Works & Engineering ............................................................................................................ 52

Commercial Undertakings ..................................................................................................... 53

Community Services .............................................................................................................. 54

Plant Clearing Account .......................................................................................................... 55

Quarries Clearing Account .................................................................................................... 56


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Councillors

Mayor Duncan McFie

Term of Office: 2006 - 2018

- Mayor: 2014 - 2018

- Cradle Coast Authority

- Local Government Association of Tasmania

- King Island Airport Advisory Committee

- King Island Recreation Complex Committee

- King Island Scheelite Consultative Committee

Deputy Mayor Jim Cooper


- Deputy Mayor: 2014 - 2018

- King Island Airport Advisory Committee

- King Island Shipping Group

- Code of Conduct Panel

Cr Jim Benn

Term of Office: 2014 – 2018

- King Island Historical Society

- King Island Natural Resource Management Group

- King Island Tourism Incorporated

- Cradle Coast Authority


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Cr David Bowling


- King Island Cultural Centre Advisory Committee

- King Island Scheelite Consultative Committee

- King Island Tourism Incorporated

Cr Doug Collins


- King Island Shipping Group

Cr Royce Conley


Deputy Mayor: 2011 - 2014

- TasWater


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Cr Sally Haneveer



Cr David Munday


- Brand King Island Management Group

- King Island Historical Society

- King Island Recreation Complex Committee

Cr Kirsty Russell



- King Island Sporting Management Committee

- Naracoopa Sand Mine Consultative Committee


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Current Organisational Chart


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Proposed Organisational Chart

KIC, Mayor

General Manager

Executive Assistant

D/Corporate & Community

Services

Deputy

Comm Dev Portfolio

Youth Officer

Cultural Centre Coordinator

Accountant

Corp Services Portfolio

Admin/Payroll Officer

Rates/Customer Service Officer

Economic Development

Officer

Tourism, Communications & Market Officer

Development

Services Officer

D/Works & Engineering

Services

Deputy

(Airport)

Engin/Compliance Officer

Technical Officer

Operational/Waste Portfolio

Team Leader

Executive Assistant


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General Manager’s Summary

The 2016-2017 financial year budget and strategic plan brings

together a consolidation of all of the work undertaken by Council

from the previous year as we have worked to better understand both

our community needs and desires, as well as the emergent pressures

as we see the growth potential of the island come to life.

Some of the work having an influence on the this final document

comes from areas such as our Context Analysis (prepared by Business

Sense); our workshops with Helen Rees (Frameworks for Change) to

consolidate our thinking on Vision, Values and Strategy; our own

Tourism Development Strategy (Jenny Thorn) - and the work

undertaken in this area by Ian Waller (Cradle Coast Authority); our

Destination Action Plan (Wayne Kaylor-Thompson); our work with the Sustainable Murchison Plan

and in particular our community engagement component of this strategy (Bob Campbell); the internal

review of Council’s Waste Management Strategy (Tony Melis); the 2015-2016 King Island Airport

Master Plan (Rehbein Airport Consulting); advice from Council’s Audit Panel; and the multitude of

internal reports and Workshops on asset strategy, road management plans, arts and cultural

development, youth programs, and information technology requirements.

The past twelve months budget experience has also contributed significantly to the identification of

both demand and efficiency drivers as a way forward. We know that in terms of primary cost drivers

the King Island Airport, and the Waste Management program, have both been running at a

significant operating loss and a focus was placed on strategies to reduce this loss over time through

the application of a business focus on those programs – scaled to reduce the impacts of a sudden

major price rise.

Consideration has been given to a reduction in fees and charges where possible. In particular it has

been possible to look at usage rates for the town hall, kitchen and supper room, and to bring these

down to a minimal sum that should make them more accessible for community groups to be able to

utilise the facilities. For the airport there is a reduction in landing fees from $22 per ton down to

$13.75 – but with the introduction of a passenger tax of $16.50 per person (note: landing fees and

passenger tax apply only to landings – so only one leg of the return journey). Landing fees for small

private aircraft has been set at $11 per landing, and a daily parking fee has been introduced. Some

changes have been made in respect to waste management fees, recognising that clean/separated


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recyclable products attract no cost to deposit at the transfer station. Provision has also been made to

separate out commercial from domestic waste collection and to introduce appropriate charging for the

commercial operation.

2016-2017 will see the introduction of significant focus on better waste management strategies. A new

waste cell at Parenna is to be constructed and with this Council will reshape its practices. Domestic

(non-commercial) waste will be collected using a new side arm compactor truck, and through the

efficiencies gained consideration will be given through the year to increasing the collection frequency

to weekly (rather than fortnightly). There will be a continuation of the recycling program (in

conjunction with the Lions Club) for aluminium cans and batteries; along with old oil. In addition

there will be the introduction of both glass and cardboard/paper recycling following the purchase of

both a glass crushing unit, and a cardboard/paper briquette making unit. The glass products will

potentially be used in cement and road making activities, while the paper based products will be sold

as fire/furnace materials (depending on volume and demand this market will be both commercial and

domestic).

Throughout the year there will be a redesign of the Charles Street waste transfer station with a view to

streamlining activity and facilitating better access (particularly for recycling activity). Preliminary

plans include 24/7 access to deposit clean and separated recycle materials (at no cost) as well as

limited domestic waste. Future plans for the establishment of a “tip shop” concept will also be

explored. Our overall strategy is to minimise waste to landfill and therefore expand/extend the life of

our waste cell – as well as meet our social and environmental responsibilities now and into the future.

This year’s budget is a move away from previous strategies and looks at both utilising contemporary

management practices as well as shifting some of the burden from residents/ratepayers to users of

services. We are moving towards more of a business model for our commercial operations (Airport,

Waste Management, and Gravel Supplies) rather than simply subsidising these activities from our

general rate.

We are also moving into a growth strategy approach as we continue to prepare for the anticipated

increases in business and tourism activity. Consolidation of our key infrastructure services is critical,

and as a result there is a significant focus on preparedness of our airport to meet the continual

demand for space and functionality. Provision has been made in this year’s budget to (over a two year

timeframe) give effect to many of the strategies outlined in the airport master plan. Providing

additional aircraft parking space is an absolute demand, as will be the development of a dedicated

freight hub area. This redevelopment will see the relocation of the recreational aircraft zone (and the

aero club itself) and (hopefully) the introduction of aircraft refuelling services. A continuing focus

will be placed on the development of a commercial precinct associated with the airport.


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The budget makes provision this year for the largest single capital expenditure program that King

Island has experienced, with capital expenditure forecast at $2,993,482 (up by an additional $1,408,312

on 2015-2016). Of this the total “spend” at the airport will be $707,000. The Engineering capital

works program including roads and bridges will expend $1,465,170. $387,000 has been allocated to

works at Parenna for waste management and $185,000 for a major IT capital upgrade, and a further

$249,250 on community facilities.

In this year’s budget there will be a review of operational activity as Council prepares to meet the

increasing demands for compliance and reporting (Our Audit Panel have been quite clear on the

absolute need for this to occur). This strategy will also drive our succession planning and reduce risk

considerably by moving away from a reliance on (skilled) sole operators to more of a team model.

The net impact of this restructure will see an additional 4.1 FTE’s introduced into the organisation

and a consolidation of a further two (casual depot employee positions) into the establishment

numbers. A replacement position as an apprentice mechanic has also been factored in to the budget.

Despite a significant increase in the capital works expenditure area, and an increase in the operational

budget the net impact will be minimal. Rate movements have been based on a modest 2.5% increase

(across the board), and this will provide a net overall operating surplus of $15,606.

We are in a climate of significant change and demand. The most pressing drivers on us are to

maintain our infrastructure services at a level that can handle the emergent growth elements; to

introduce more cost efficient waste management systems that reflect current and future community

expectations, and to ensure that we are able to meet the compliance and statutory obligations that we

face.

This is one of the most positive, and responsible budgets brought forward for King Island. It reflects

(and funds) the needs and aspirations expressed in the strategic plan while maintaining fiscal

responsibility. It brings forward a (small) net operating surplus while minimising rate increases at

2.5%. It introduces and future proofs our environmental responsibilities through contemporary

waste management and recycling practices. It has a focus on affordability and allows us to reshape

our current operating expenses so that future practices will be able to move forward without

significant (cost prohibitive) impediments.

It is a “different” budget, but it is one that ensures we can control our own destiny, now and into the

future, rather than be controlled by others.

David Laugher

General Manager


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King Island – ‘A Place of Opportunity, Lifestyle and Beauty’

King Island Council Strategic Plan 2016-2020

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Table of Content

Part 1 - Introduction Page I. From Your Mayor 4

II. King Island 5 III. Vision/Our Guiding Principles/Values 6 & 7 IV. Planning Process 8 V. Part 1 – Flow Chart and Explanations 8 & 9 I. Part 2 – Guide to Decision-Making and Appendices 9

VI. Appendices – Source Documents Cited – Plans, Reports and Strategies 10 Part 2 - Objectives and Strategies 1. Community Wellbeing 1.1 Community Development 11 1.2 Community Engagement 12 2. Infrastructure and Facilities 2.1 Council Assets 13 & 14 2.2 Transport 15 2.3 Airport 16 & 17 2.4 Telecommunications 18


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3. Tourism, Marketing and Events 3.1 Tourism 19 4. Economic Development 4.1 Business Development 20 4.2 Economic Development 21 5. Natural Environment 5.1 Environment 22

6. Governance and Organisational Development 6.1 Advocacy and Leadership 23 6.2 Governance 24 6.3 Financial Management 25 6.4 Employee Development 26 Consultation ‘A Place of Opportunity, Lifestyle and Beauty’ - King Island Council Strategic Plan 2016 – 2020 was prepared and developed from a range of documents and a series of workshops over the last six months, which was conducted with all staff members and Councillors to determine the future direction of the organisation; these workshops provided the direction and prompted a review of the Current Strategic Plan. This plan reflects five key objectives and functions of the Council, the strategies to achieve them, a corresponding timeline and performance measures. During our SWOT (strengths, weaknesses, opportunities and threats) analysis we identified an opportunity moving forward in regards to the consultation process; which has been addressed through strategy 5.2.1 of this plan. I. From the Mayor

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The King Island Council Strategic Plan 2016-2020 brings together an extremely wide range of documents, reports and information from a range of consultations which have occurred over the past six months and highly detailed reports over the past few years. Never before has this council seen such a comprehensive bringing of so much information into one, concise, informative and exciting document. Exciting because, King Island is experiencing the most significant interest and growth on multiple fronts that it has seen in at least a generation. With this come challenges and opportunities. This document now focuses our attention on what we can do to assist our community to deal with and benefit from the change we are experiencing. Some of the information in previous reports may have been considered by some to be out of date. That issue has been taken into account and where necessary adjustment factors have been applied, but the end result now gives us a really comprehensive strategy and a great set of targeted strategies that make sure we are heading in the right direction and can measure this progress. The plan is combined with our budget. The plan outlines our agreed vision, values, goals and strategies. The budget is a reflection of this plan’s implementation, and we understand and acknowledge that this is budget is necessary to deliver on the agreed plan. We also acknowledge that we have been under-resourced for a number of years in both human and financial assets and this budget recognises a return to a more sustainable level. Our community consultation components of this document still need more work, and I am pleased to see that this is now highlighted as a key future strategy, but it has certainly captured the emerging issues and trends that we are experiencing at the moment. This strategic plan sets a strong foundation from which we are able to build into the future. We have planned second consecutive year of a projected net operating surplus, having just achieved our first. This is a significant achievement and I want to congratulate Councillors and staff on some exceptional work in getting to this point. This has been the product of some exceptionally strong leadership and management practice. In particular I am pleased to note that there is a good balance in this outcome, with a minimal rate and fees impact, and the application of sound financial management principles. These year on year surpluses now allow us to fund more human resources into the organisation so that we can stay compliant with the Local Government Act, and we can deliver on those key targets that have been set in our strategic plan. I would like to thank the authors of the document for their hard work on distilling so much information into such a concise document. It is a magnificent outcome and I would like to commend this document to the King Island community.


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II. King Island King Island is one of the islands that make up the state of Tasmania, Australia and lies off the North-West coast of Tasmania in the Roaring Forties of Bass Strait, half way between Victoria and Tasmania. There are three small islands surrounding King Island, namely New Year Island and Christmas Island situated to the northwest, and a smaller island called Councillor to the east. Named after Governor King of New South Wales, the municipality area of King Island Council covers 1098 km2 (424 sq mi) and is directly 214 kms from the nearest regional centre of Burnie in North -West Tasmania. The Island has three main townships including Currie, Grassy and Naracoopa, with the population of approximately 1605 (ABS 2013 Figures – Updated 29/06/15) The King Island Council was established on the 19th December 1907 with eight members including a Warden and Councillor Clerk. The King Island Council delivers a wide range of services and infrastructure to make it a place promoting opportunities and intergenerational sustainability for the islands residents and visitors. King Island is known for its fresh produce, pristine beaches, rich agricultural land and fishing/aquaculture stocks with the main industries being agricultural, fishing and manufacturing including cheese production and kelp harvesting, which contribute largely to the local economy. The visitor economy is increasing and is interesting driven largely by the golf tourism, due to two new world class golf courses, these now compliment some of the island’s other attractions such as recreational/maritime trails, bird watching, sea fishing, surfing, arts and food events make King Island the idyllic destination rich with history, culture, and lifestyle.


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III. Vision/Values Our Vision King Island – ‘A place of opportunity, lifestyle and beauty’ Our Guiding Principles The King Island Council will be known for its Visionary Thinking and Strategic Leadership We are a Council with a shared vision who work with and for the local community. We work by the following principles: 1. Cohesive decision making – with the strength to review decisions 2. Valuing our independent views – and recognising that healthy respectful debate can lead to better decisions 3. Being agile, flexible and professional in responding to emerging issues 4. Driving decisions through informed input and engagement with stakeholders 5. Communicating decisions in an open and transparent way 6. Being ‘one team’ and standing by group decisions


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III. Values ValuesThese are the values that will guide our choice and behaviour as we seek to implement our Vision for the area:


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Step 1

Engagement/Collaboration

-Community

- Staff Members

-Councillor's

- Stakeholders

- Government

- NGO's

Step 2

Plans

Strategic Plan

Financial Plan

Asset Management Plan

Corporate Plan

Step 3

Financial's

Annual Budget

Fees & Charges

Step 4

Annual Report

Step 5

Operational Plans

Workforce Plans

On-Going

Governance

IV. Planning Process – Part 1 V. - Flow Chart Evaluation and Review - On-going

On-Going Policies – Underpinning Process Sub-Sections 1. Governance 2. General Manager Directives


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V. Planning Process – Part 1 – Flow Chart - Explanation The planning process flow chart articulates the process of planning and developing a strategic plan. The process involves engaging, collaborating and consultation with key stakeholders, including the community, council staff members, councillors, government and non-government organisations. From this point plans are established alongside the annual budget, fees and charges and the annual report. The operational plans for the council workforce are developed, which are underpinned by the plans, policies and governance requirements. The whole process is evaluated and reviewed on a continuous basis to ensure we are meeting our key performance indicators/measures. VI. Planning Process - Part 2 - That Guide Decision Making The following objectives and strategies aim to make King Island a better place to live, work, visit and play by improving community wellbeing, economic growth, meeting best practice governance and management, while enhancing the natural and built environments. The strategic plan is not a ‘stand alone’ document, there are a number of council’s plans, policies and strategies that guide the council’s decision making and influenced the content of this plan. The major documents which are mentioned in this plan are detailed below in and appendices table on page 10, with corresponding dates and abbreviations (the abbreviations are utilised throughout the document).


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VI. Appendices – Source Documents Cited - Plans, Reports and Strategies

No Title of Document Date Abbreviation Strategies

1. King Island Council – Strategic Plan – Land Use and Development 2008

2 MoHow – King Island Youth Strategy - Conwell Wagner 2008/2009

3 Currie Harbour Structure Plan – King Island Council – Ref: 22423-01 January 2007

4 King Island Strategy Plan Report – King Island Council – Project Ref No: 22654-001

March 2008

5 King Island Recreation Plan – Final Report – HM Leisure Planning Pty Ltd December 2008

6 King Island Council – Strategic Plan 2011 – 2020

7 King Island – Socio-economic Stock, Flows and Prospects - Strategic Economic Solutions

June 2015

8 King Island Airport Master Plan 21 June 2015 2.3

9 King Island Context Analysis – Business Sense Prepared for the King Island Council

November 2015

10 King Island Council – Annual Report 2010 – 2015 17th November 2015

11 Helen Rees – Council Consultation Process 2015 – 2016

12 King Island Destination Action Plan 2016 – 2020 – Cradle Coast 18th February 2016 DAP 1, 2, 3, 4

13 Regional Development Australia – Tasmania – King Island Visit – Summary Report

April 2016 RDA

14 King Island Council – Tourism Development Strategy 2016 – 2020 May 2016 TDS 2, 3, 4

15 Budget Estimates 2016 - 2017 May 2016

16 King Island Council – Key Issues 2016 19th May 2016 KISS

17 King Island Council – Key Issues – Executive Summary 2016 19th May 2016 KIES

18 King Island Council – Priority Projects 2016 19th May 2016 KIPP 2, 5

Others documents cited: - Waste Management Plan - Sustainable Murchison 2040 Community Plan Regional Framework Plan - King Island Municipal Emergency Management Plan – May 2016 – Issue 9- King Island Visitor Survey – April 2015 – March 2016 – Prepared by King Island Council


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1. COMMUNITY WELLBEING Create a sustainable, resilient and adaptable community; through utilising community development strategies.

1.1 OBJECTIVE COMMUNITY DEVELOPMENT To identify, improve and support community development strategies that generate benefits for the community of King Island.

FUNCTIONAL RESPONSIBILITY

Director of Corporate and Community Services

NUMBER STRATEGY TIMELINE PERFORMANCE MEASURE

1.1.1 Investigate competing demands for forecasting and responding to emerging community needs

1. By February 2017 2. By April 2017 3. By June 2017 4. By January 2018 Links with 1.2.3

1 Community needs assessment 2.Demand/Results ascertained 3.Develop a plan to address demand 3. Implement plan DAP 1.4, 2.1 and 3

1.1.2 Encourage population stability and growth by facilitating opportunities to attract identified residential development and services

On-going 1. Identify and promote residential and dwelling type demand opportunities 2.Ascertain the labour/trade gaps by undertaking an economic analysis 3. Publicise the opportunities to internal and external stakeholders

1.1.3 Build and support our community’s capacity to provide services, programs and events that are responsive to community need

1.By February 2017 2.By June 2017

1.Idenfied need from community (1.1.1) 2. Revision of Council grants, programs and processes


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1.2.1 Develop and implement a community engagement strategy

By June 2017 1.Engagment Strategy developed 2. Implemented 3.Reviewed

1.2.2 Build a platform for regular two-way communication with and from the community

By June 2017 1.Develop a Communications Strategy 2.Implement strategy 3. Review – Ongoing – Feedback Loop DAP 1.2, 1.3.3.2

1.2.3 Work collaboratively with all levels of Government and Non-Government Organisations (NGO’s) agencies to address and advocate the emerging community needs

By June 2017 1. Based on Community Needs Assessment 2.Facilitation of activities that provide two defined businesses and/or investment outcomes for King Island per annum 3. Review

1.2.4 Provide connections within the community for young people to remain engaged through education and employment opportunities

Annually August each year

1.Build relationship with KIDHS and local businesses 2.Identify apprentices, traineeships and skills gaps from businesses 3. Identify further education opportunities

1.COMMUNITY WELLBEING Create a sustainable, resilient and adaptable community; through utilising community development strategies.

1.2 OBJECTIVE COMMUNITY ENGAGEMENT To engage with our community through collaborative consultation, information sharing and seeking input that informs our decisions

FUNCTIONAL RESPONSIBILITY Director of Corporate and Community Services


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2.1.1 Review the King Island Recreation Plan 2008 and King Island Strategy Plan 2008, prior to making decisions on existing and new community infrastructure, assets and to inform land use planning

By June 2017

1. Review 2. Engage with Community 3. Develop new plans TDS 3.1 +3.2.2

2.1.2 Revise strategies and activities for waste management including the collection, recycling and landfill management

By September 2016 By January 2017

1. Waste management plan developed 2. Implementation 3. Ongoing Review Waste management community promotion development KIPP 3

2.1.3 Develop a business case rationale and policy for fees and charges that reflects a user pays model for equality

By June 2017

1.Recommendations from the Recreation Plan and review

2.1.4 Maintain Council assets in accordance with relevant planning and policy documents

1. By October 2016 2. By March 2017 3. By June 2017 4. On-going

1.Review current assets 2. Develop asset management plans 3. Implement asset management plans 4. Review

2.1.5 To source funding to prepare ‘Master Plans to guide future 1. Currie 1. Funding sourced

2. INFRASTRUCTURE AND FACILITIES Support our population and future growth through public infrastructure, services, land use and development strategies that create a connected, sustainable and accessible community.

2.1 OBJECTIVE COUNCIL ASSETS Review and develop plans and processes with relevant stakeholders

FUNCTIONAL RESPONSIBILITY General Manager


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growth and development for Currie, Grassy and Naracoopa 2. Grassy 3. Naracoopa

2. Community engagement 3. Draft plan 4. Plans adopted 5. Timeline developed for implementation TDS3.1 and 3.2.2


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2.2.1 Our shipping service is reliable, affordable and fit for purpose by continuing to advocate and lobby governments

By June 2017 1.Participate in the King Island Shipping Group 2. Advocate on behalf of the community TDS 1.3.4 KIPP 1

2.2.2 Advocate and seek funding for the Grassy port to be upgraded to increase port capacity

By 2020 1. Seek funding KIPP 1

2.2.3 Advocate keeping freight, energy and fuelling costs equitable for economic activity, which includes the freight equalization scheme.

On-going 1. Coordinate and drive responses identified through the demand analysis

2.2.4 From the demand analysis coordinate proactive planning and contingencies

On-going 1. Articulate shifts in demand 2. Drive shifts in demand 3. Contingency plans are in place.


2.2 OBJECTIVE TRANSPORT To advocate for fit for purpose freight and transport services (sea and air) for the island’s economy and accessibility



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2.3 OBJECTIVE AIRPORT To implement the Airport Master Plan

FUNCTIONAL RESPONSIBILITY Director of Works and Engineering Services


2.3.1 Identify current and future needs in context of vision and strategic priorities

By June 2017 By June 2019

1. Analyse current/future needs DAP 4.5 and KIPP 2 TDS 1.4.1/2, 1.4.6, 1.5.1 and 3.3

2.3.2 Secure funding for implementation of the four recommendations that require immediate attention

Immediate to June 2019

1. Runway prepared and sealed 17/35 2.RPT sealed apron parking extensions constructed 3. Sealed freight precinct and buildings have been constructed 4. Aviation fuel depot installed TDS 1.4.3.3 and DAP 3.3

2.3.3 Review the business model for the airport to ensure that it is based on a commercial framework for its operation

By June 2017 1. Review business model Linked to 2.3.1

2.3.4 Develop opportunities for a business precinct at airport By June 2019 TDS 1.4.4, 1.4.5 1.Coordinate and drive responses identified through the demand analysis Linked to 2.3.1


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2.3.5 Investigate transition of the airport to a wholly owned corporation/ business unit

By June 2019 An in-house feasibility study is conducted


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2.4.1 Continue to advocate with NBN Co as a high priority for urgent rollout and re-examine the best option of NBN technology

By June 2019 Best option has been re-examined Rollout completed KIPP 5.3

2.4.2 Pursue improved service access and data speed across the island including the upgrade of the microwave connection to the mainland

By June 2019 Microwave link upgraded KIPP 5.1

2.4.3 Review the continuation of the IT System implementation and upgrade

On-going 1. Plan upgrade implemented completed 2. System reviews undertaken to forecast future need


2.4 OBJECTIVE TELECOMMUNICATIONS To support the island’s telecommunications and business development in line with the national framework



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3.1.1 Employ a Tourism, Communications and Marketing Officer 1. By October 2016

1.Person employed DAP Priority 1.2 TDS 2.1.3

3.1.2 Develop and implement a communications strategy involving both internal and external stakeholders

1.By February 2017 2. By June 2017

1. Communications Strategy Draft Developed 2. Implement Strategy

3.1.3 Support growth of recreational and ecotourism activities through consultation, planning and advocacy

On-going 1. Needs analysis and Recreation Plan review findings

3.1.4 Support and enhance Council led events On-going 1. Build capacity in community to deliver events 2. Support community events

3.1.5 Participate in the implementation of the Destination Action Plan and implement Council actions

Now – until 2020 DAP

3.1.6 Participate and demonstrate leadership in processes that determine destination governance and destination development for King Island

Now – until 2020 1.Develop processes Tour Dev Strategy 2015-20 AP 2.1.1, DAP 2.1.2 and 3.1.1

3. TOURISM, MARKETING AND EVENTS Sustainable promote, develop and support the growth of King Island’s tourism

3.1 OBJECTIVE TOURISM To support the growth of Tourism on King Island



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4. ECONOMIC DEVELOPMENT Achieve economic viability through facilitating economic development that supports appropriate and sustainable growth

4.1 OBJECTIVE BUSINESS DEVELOPMENT To support existing and new businesses viability, development, and growth



4.1.1 Undertake a demand analysis that articulate current and emergent needs related to business investment, development and expansion.

On-going until 2020 1.Scope and parameters for the demand analysis set 2. Tools to capture data developed 3. Demand analysis report completed 4. Analysis reviewed for currency

4.1.2 Provide information about opportunities for emerging business demand; relevant regulations and potential funding sources

By June 2018

TDS 3.3.5 DAP 2.5

4.1.3 Participate in the implementation of the DAP and implement actions that Council has responsibility for

On-going until 2020 DAP 7.3


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4.2.1 Seek funding to assist with employment of a Growth Coordinator

On-going 1. State Government Minister lobbied for funding 2. Grants submitted

4.2.2 Employ a Growth Coordinator By Dec 2016 By June 2017 By June 2017

1.Person employed 2.Marketing Strategy Developed DAP Priority 1.2 TDS 2.1.3

4.2.3 Continue to participate in promoting and protecting the King Island Brand

On-going 1. Participate in promoting/protecting the brand DAP Priority 1.3.3

4.2.4 Retain young people on King Island through increased post year 10 options and increased vocational and on the job training and skills development opportunities

By June 2017 TDS 1.3.2, DAP 1.1 Murchison Community Plan

4. ECONOMIC DEVELOPMENT Achieve economic viability through facilitating economic development that supports appropriate and sustainable growth

4.2 OBJECTIVE ECONOMIC DEVELOPMENT Facilitate local economy opportunities for business development and employment opportunities



Page 32 of 57


5.1.1 To ensure existing and future development is consistent with environmental goals, councils vision and guiding principles, current plans and policies

On-going TDS 1.1.3

5.1.2 To plan to safeguard the quality of soil, water, clean air and visual amenities

On-going 1.Waste Management Plan 2.KI Strategy Plan Report 2008 (Land Use and Development) - Reviewed

5.1.3 To ensure planning and decision making take into account physical, cultural, social and economic impacts; particularly for long-term planning; intergenerational equity principles

By June 2017 1.Number of actions completed strategic plan 2008 (Land use and dev) DAP 2.2. + 2.3 TDS 1.2 - Six Key Principles TDS 3.3.3

5. NATURAL ENVIRONMENT Our island’s unique natural and built environment are sustainably respected and cared for

5.1 OBJECTIVE ENVIRONMENT To ensure our Island’s natural and built resources are protected in ways that sustain our economic, environmental and social development

FUNCTIONAL RESPONSIBILITY Director of Works and Engineering Services


Page 33 of 57

6. GOVERNANCE AND ORGANISATIONAL DEVELOPMENT Provide high quality professional governance, advocacy and leadership together with effective administration of Council resources

6.1 OBJECTIVE ADVOCACY AND LEADERSHIP To improve the economic, social, and environmental wellbeing of the King Island municipality



6.1.1 Utilise the King Island Key Issues 2016 and Priority Projects 2016 documents to advocate for the Local, State, Regional and Federal Government; to address the urgent issue identified.

On-going 1. Advocate current and future issues 2.Build relationships 3. Communications strategy with all levels of government KIPP and Key Issues

6.1.2 Develop and implement the Emergency Management Plan By December 2016 KIPP and Key Issues 1.Emergency Management Plan adopted and endorsed 2. Training and on-going review

6.1.3 Support the concept of the Service Centre Development in Currie

December 2017 KIPP and Key Issues 1.Working party of key stakeholders established 2. Concept plan developed and projection costing established

6.1.4 Advocate for health and emergency services to keep pace with growing demand

December 2016 KIPP and Key Issues 1. Statement of need articulated by key stakeholders


Page 34 of 57


6.2.1 Review the Council’s governance process, in terms of the policy framework which covers Governance, General Manager Directives and Redundant Policies

By June 2017 Existing policies reviewed Redundant Policies Identified New policies developed Document controls implemented

6.2.2 Develop a community engagement model to facilitate community participation and consultation in decision-making

On-going Quarterly Staff Forums Annual Community Forums Six monthly Councillor Forums

6.2.3 Examine specific service delivery options between Council and other providers

On-going Identify a number of service delivery options

6.2.4 Examine opportunities to resource share between other local councils, with the aim to improve efficiency and provide effective service

On-going Number and type of resource sharing initiatives undertaken

6.2.5 Communicate Council’s decisions, policies and activities and the reasons behind them, through Council’s website and publications.

On-going Communication tools developed and are utilised


6.2 OBJECTIVE GOVERNANCE Provide consistent, accountable, transparent and effective governance of the King Island Council



Page 35 of 57


6.3.1 Develop and annually review a financial strategy outlining how Council intends to meet the financial requirements of its Asset Management Plans and other strategic plans.

Dec 2016 Budget estimates

6.3.2 Examine and review the costs associated with the provision of facilities and where necessary provide cogent information in which Council can make informed decisions about community facilities/service obligations

By June 2017 Number of facilities reviewed in 12 month period

6.3.3 Undertake a review of Council’s current grants and sponsorship arrangements to ensure fairness and equity

By June 2017 Recommendations for budget estimates workshop

6.3.4 Develop and maintain policies and operational plans that are affordable to the community and sustainable into the future

On-going Implementation of review cycle


6.3 OBJECTIVE FINANCIAL MANAGEMENT Provide long term financial viability planning for the municipality

FUNCTIONAL RESPONSIBILITY Director of Corporate and Community Services/Accountant


Page 36 of 57


6.4.1 Provide and maintain adequate staff and resources levels to meet changing needs

By December 2016

IT upgrade HRM review for additional HR requirements

6.4.2 Retain an in-house skills base to overcome the issue of succession planning and skill shortage

By June 2017 Succession plan in place Individual Staff Development Plans in place for all staff

6.4.3 Demonstrate commitment to the organisations values and behaviours document and corresponding Action Plan (developed in Dec 2015)

On-going Quarterly review of action plan Implementation of actions

6.4.4 Conduct annual reviews of staff performance in relation to support services and the maintenance of accurate records.

By June 2017 Individual Staff Development Plans undertaken


6.4 OBJECTIVE EMPLOYEE DEVELOPMENT To develop skilled, experienced, motivated and accountable staff



Page 37 of 57

Budget Estimates

2016/17


Page 38 of 57

Statement of Comprehensive Income

Budget

2015/16

Forecast

2015/16

Budget

2016/17

Variance to

2015/16

Budget

Operational Budget items

Revenue from operating activities

Statutory Charges 65,851 130,581 108,450 42,599

User Charges 335,000 411,597 882,512 547,512

General Grants 2,270,263 1,179,500 1,778,825 -491,438

Interest 120,000 117,657 110,000 -10,000

Private Works 680,319 690,273 924,480 244,162

Other Revenues 171,500 633,554 600,070 428,570

Rates & Special charges 2,114,200 2,102,586 2,136,579 22,379

Total Revenues 5,757,133 5,265,748 6,540,916 783,784

Expenses from operating activities

Employee Costs -2,034,628 -1,736,989 -2,250,599 -215,971

Materials, Contracts and Services -1,106,955 -1,519,597 -1,669,373 -562,419

Other Expenses -822,513 -767,948 -870,079 -47,566

Finance Costs -51,601 -51,601 -58,277 -6,676

Depreciation -1,714,118 -1,676,983 -1,676,983 37,135

Total Expenses -5,729,814 -5,753,117 -6,525,311 -795,497

Net Underlying Operating Surplus / (Deficit) 27,319 -487,370 15,606 -11,713

Reserve Funding

Transfers from Reserves to fund operating expenditure 52,500 905,451 82,500 30,000

Transfer from Reserves - unexpended grants carried over

from previous year 0 0 0 0

Transfer interest earned to reserves from operating revenue -77,453 -61,360 -48,139 29,314

Transfers to Reserves from operating revenue as per Council

resolutions -142,000 -142,000 -142,000 0

Net Reserve Funding -166,953 702,091 -107,639 59,314

Net Operating Surplus/(Deficit) after adjusting for

Reserves transfers -139,634 214,721 -92,033 47,601


Page 39 of 57

Capital Movements Summary

Budget

2015/16

Forecast

2015/16

Budget

2016/17

Variance to

2015/16

Budget

Capital Budget items

Capital Income

Capital Grants 570,726 793,949 974,281 403,555

Other Contributions 0 29,921 0 0

Proceeds of Sale from Property, Plant & Equip 70,000 69,552 30,000 -40,000

Total Capital Income 640,726 893,422 1,004,281 363,555

Capital Expenditure

Infrastructure Assets - Renewal, Upgrade and New -1,445,170 -1,734,469 -2,441,482 -996,312

Plant & Equipment -140,000 -193,474 -610,000 -470,000

Total Capital Expenditure -1,585,170 -1,927,943 -3,051,482 -1,466,312

Financing

Loans drawn down 0 0 1,102,000 1,102,000

Loan Repayments -179,968 -179,968 -244,775 -64,807

Net Financing -179,968 -179,968 857,225 1,037,193

Reserve Funding

Transfer from Reserves - capital carried over from previous

year 165,000 40,000 240,062 75,062

Transfer from Reserves - unexpended capital grants 110,000 110,000 0 -110,000

Transfer from Reserves to fund capital expenditure 553,000 629,148 172,050 -380,950

Transfers to Reserves from operating revenue as per Council

resolutions 0 -28,373 0 0

Net Reserve Funding 828,000 750,775 412,112 -415,888

Net capital expenditure funded by accumulated surplus -296,412 -463,714 -777,864 -481,452


Page 40 of 57

Statement of Cash Flows

Estimated Cash Flows

Budget

2015/16

Forecast

2015/16

Budget

2016/17

Variance to

2015/16

Budget

Cash Flows from operating activities

Statutory Charges 65,851 130,581 108,450 42,599

User Charges 335,000 411,597 882,512 547,512

General Grants 2,270,263 1,179,500 1,778,825 -491,438

Interest 120,000 117,657 110,000 -10,000

Reimbursements 680,319 690,273 924,480 244,162

Other Revenues 171,500 633,554 600,070 428,570

Rates 2,114,200 2,102,586 2,136,579 22,379

Payments to suppliers

Contracts -848,723 -1,043,324 -1,188,765 -340,041

Materials -258,231 -476,272 -480,612 -222,380

Other Expenses -822,513 -767,948 -870,079 -47,566

Payments to employees

Employee Costs -2,034,628 -1,736,989 -2,250,599 -215,971

Net cash provided by (used in) operating activities 1,793,037 1,241,214 1,750,862 -42,175

Cash flows from investing activities

Payments for property, plant and equipment -1,585,170 -1,927,943 -3,051,482 -1,466,312

Capital grants 570,726 793,949 974,281 403,555

Proceeds from sale of property, plant and equipment 70,000 69,552 30,000 -40,000

Other contributions 0 29,921 0 0

Insurance settlements 0 0 0 0

Net cash provided by (used in) investing activities -944,444 -1,034,521 -2,047,201 -1,102,757

Cash flows from financing activities

Finance Costs -51,601 -51,601 -58,277 -6,676

Repayment of interest bearing loans and borrowings -179,968 -179,968 -244,775 -64,807

Proceeds from interest bearing loans and borrowings 0 0 1,102,000 1,102,000

Net cash provided by (used in) financing activities -231,569 -231,569 798,949 1,030,518

Net increase (decrease) in cash and cash equivalents 617,024 -24,876 502,610 -114,414

Cash and cash equivalents at the beginning of the financial year 4,209,199 4,271,358 4,246,482 37,283

Cash and cash equivalents at the end of the financial year 4,826,223 4,246,482 4,749,092 -77,131

Restricted and unrestricted cash and investments

Budget

2015/16

Forecast

2015/16

Budget

2016/17

Variance to

2015/16

Budget

Total cash at end of financial year 4,826,223 4,246,482 4,749,092 -77,131

Restricted cash and investments

Discretionary Reserves 1,826,891 1,750,502 1,614,591 -212,300

Other Reserves 382,780 443,753 275,191 -107,589

Funds held in trust 220,000 205,000 200,000 -20,000

Unrestricted cash at end of financial year 2,396,552 1,847,227 2,659,310 262,758


Page 41 of 57

Reserves

Anticipated

Balance at

beginnining

of financial

year

Interest

transferred

from surplus

Other

transfers

from

accumulated

surplus by

Council

resolution

Transfers to

accumulated

surplus (to

fund

expenditure)

Balance at

end of

financial year

Actual

Balance at

beginnining

of financial

year

Interest

transferred

from surplus

Other

transfers

from

accumulated

surplus by

Council

resolution

Transfers to

accumulated

surplus

(to fund

expenditure)

Balance at

end of

financial year

Balance at

beginnining

of financial

year

Interest

transferred

from surplus

Other

transfers

from

accumulated

surplus by

Council

resolution

Transfers to

accumulated

surplus

(to fund

expenditure)

Balance at

end of

financial year

Discretionary Reserves

Lighthouse 170,084 5,953 0 2,500 173,537 164,543 4,525 0 5,000 164,068 164,068 4,512 0 2,500 166,080

Airport 229,912 8,047 0 75,000 162,959 205,672 5,656 0 211,328 0 0 0 0 0 0

Community 1,357,525 47,513 99,000 200,000 1,304,038 1,418,860 39,019 99,000 108,500 1,448,379 1,448,379 39,830 99,000 313,550 1,273,659

Jetty 399,761 13,992 43,000 328,000 128,753 386,742 10,635 43,000 359,320 81,057 81,057 2,229 43,000 10,000 116,286

Roads and Bridges 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Grassy Mine Infrastructure Reserve 55,655 1,948 0 0 57,603 55,473 1,526 0 0 56,999 56,999 1,567 0 0 58,566

Total Discretionery Reserves 2,212,937 77,453 142,000 605,500 1,826,891 2,231,290 61,360 142,000 684,148 1,750,502 1,750,502 48,139 142,000 326,050 1,614,591

Other Reserves

Employee Leave Entitlements 382,780 0 0 0 382,780 353,191 0 0 58,000 295,191 295,191 0 0 20,000 275,191

Restricted funds - FAG prepayment 0 0 0 0 0 792,451 0 0 792,451 0 0 0 0 0 0

Restricted funds - unexpended operational grants 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Restricted funds - unexpended capital grants 110,000 0 0 110,000 0 110,000 0 0 110,000 0 0 0 0 0 0

Restricted funds - capital items carried over 165,000 0 0 165,000 0 160,189 0 28,373 40,000 148,562 148,562 0 0 148,562 0

Total Other Reserves 657,780 0 0 275,000 382,780 1,415,831 0 28,373 1,000,451 443,753 443,753 0 0 168,562 275,191

Total Reserves 2,870,717 77,453 142,000 880,500 2,209,671 3,647,121 61,360 170,373 1,684,599 2,194,255 2,194,255 48,139 142,000 494,612 1,889,782

Budget 2015/16 Forecast 2015/16 Budget 2016/17


Page 42 of 57

Rates Analysis

Cents Min Total Cents Min Total Cents Min Total

7.947 $276 1,735,722 7.947 $276 1,747,101 8.145 $283 1,784,190

Urban 0.4203 $38 25,120 0.4203 $38 25,081 0.4255 $38 25,245

Rural 0.3945 $38 73,760 0.3945 $38 74,833 0.4058 $38 75,984

Total 98,880 99,913 101,229

Currie $182 78,442 $182 79,898 $260 114,140

Grassy $182 20,566 $182 20,748 $260 29,640

Naracoopa $182 8,918 $182 8,918 $260 12,740

Rural $182 65,702 $182 66,543 $260 94,640

Total 173,628 176,107 251,160

Weekly*3 240 Litre $610 32,940 $610 32,940

Weekly*1 660 Litre $550 11,550 $550 21,450

Weekly*3 660 Litre $1,060 61,480 $1,060 44,520

Total 105,970 98,910 0

279,598 275,017 251,160

2,114,200 2,122,032 2,136,579

Proposed Budget - 2.5%

General Rate Increase

2015-2016

TOTAL NEW RATES LEVIED

FOR THE YEAR

GENERAL RATEFIRE (set by State Fire

Commission)

WASTE - RESIDENTIAL

WASTE - COMMERCIAL

TOTAL WASTE

MANAGEMENT

Budget Actual

2016-2017


Page 43 of 57

Capital Works Program

Activity

Adopted

Budget

2015/16

Forecast

2015/16

Budget

2016/17

C/over from

15/16Operational Grant

Proceeds

from SaleReserves Loan Total funding

Airport Capital Works

Airport Car Park Development 75,000 80,000

Airport Terminal Upgrade 109,164

Kiosk Fit Out 11,033

Runway Widening (CASA) 120,834

Apron Linemarking 19,925

Terminal Electrical Upgrade 40,000

Hard Stand for Parking and Freight Precinct 707,000 320,000 387,000 707,000

Total Airport Capital Works 75,000 380,956 707,000 0 0 320,000 0 0 387,000 707,000

Engineering Capital Works

Roads and Bridges Program 683,170 793,086 809,370 90,000 118,089 601,281 90,000 809,370

Bitumen Facility (c/f from 2015/16) 77,500

Plant Replacement Program 140,000 193,474 610,000 215,000 30,000 365,000 610,000

Footpath-Main Rd (Camp Creek) to Shaw St 30,800 30,800 30,800

Depot Fence 15,000 15,000 15,000

Total Engineering Capital Works 900,670 986,560 1,465,170 90,000 348,089 601,281 30,000 120,800 365,000 1,465,170

Community Facilities

Town hall roof (c/f from 2014/15)

150,000 58,500 91,500 91,500 91,500 91,500

Naracoopa Jetty (c/f from 2014/15) 328,000 353,771

Walking Track at Disappointment Bay 21,500 0 21,500 21,500 21,500 21,500

Senior Citizens Centre 5,533

Les Ross Park and Boat House 3,672

Town Hall - External Painting 26,500 26,500 26,500

Les Ross Park - Public Toilets Consruction 74,750 74,750 74,750

Main St - Public Toilets Interior Upgrade 35,000 35,000 35,000

Total Community Facilities 499,500 421,476 249,250 113,000 0 0 0 249,250 0 249,250

Proposed Funding Source 2016/17Capital Works Program 2016/17


Page 44 of 57

Capital Works Program continued

Activity

Adopted

Budget

2015/16

Forecast

2015/16

Budget

2016/17

C/over from

15/16Operational Grant

Proceeds

from SaleReserves Loan Total funding

Proposed Funding Source 2016/17Capital Works Program 2016/17

Sports Grounds, Parks & Reserves Capital

Currie Football Oval Pavilion Upgrade (c/f from 2014/15 grant) 110,000 110,000

Scout Park- Playground Equipment 58,000 53,000 5,000 58,000

Total Sports Grounds & Reserves 110,000 110,000 58,000 0 0 53,000 0 5,000 0 58,000

IT Hardware and Software

Server 20,369

UPS x 2 8,582

Records Management Software 30,000 30,000 30,000

Finance Software 95,000 95,000 95,000

Asset Management Software 12,000 12,000 12,000

POS Software-Cultural Centre 6,000 6,000 6,000

Microwave Data Link-KIC Office to Tower Hill 8,000 8,000 8,000

Network Switch-Tower Hill 3,000 3,000 3,000

Disaster Recovery Server-Tower Hill 16,000 16,000 16,000

UPS-Tower Hill 3,000 3,000 3,000

Audio Visual Equipment-Council Chambers 12,000 12,000 12,000

Total IT Hardware and Software 0 28,951 185,000 0 185,000 0 0 0 0 185,000

Waste Management Capital Works

New Cell Construction 350,000 350,000 350,000

Parenna-Amenities Shed

37,062 37,062 37,062 37,062

Total Waste Management Capital Works 0 0 387,062 37,062 0 0 0 37,062 350,000 387,062

TOTAL ALL CAPITAL WORKS 1,585,170 1,927,943 3,051,482 240,062 533,089 974,281 30,000 412,112 1,102,000 3,051,482


Page 45 of 57

Roads & Bridges Capital Works Program

Activity

Adopted

Budget 2015/16

Forecast

2015/16Budget 2016/17

C/over from

15/16 Operational

Grant /

Contrib Reserves Loan Total Funding

Roads Program

Cape Wickham DA Works 0 0

Millwood Road Resheet and Drainage / Portal 442,680 389,234

South Road Drainage / Portal 26,118 26,170

Adams Road Drainage / Portal 20,025 19,246

Barnes Road Drainage 12,680 19,497

Ben Hilton Drainage and Reshape Road 32,000 18,214

East Wickham Road Drainage / Portal 16,545 11,438

Mansons Road Drainage / Portal 26,022 19,897

Marth Lavinia Road Drainage/Portal 17,100 6,888

Springs Road Construction 200,000

Cape Wickham Road Guard Rails 7,954

Old Grassy Road Resheet 74,549

Cape Wickham Road Seal 563,900 563,900 563,900

South Road Seal 115,210 77,829 37,381 115,210

Old Grassy Road Seal 40,260 40,260 40,260

Total Roads 593,170 793,086 719,370 0 118,089 601,281 0 0 719,370

Stormwater Program

Kerb & Drainage in Currie 90,000 0 90,000 90,000 90,000 90,000

Total Stormwater 90,000 90,000 90,000 0 0 90,000 0 90,000

TOTAL ROADS AND BRIDGES PROGRAM 683,170 793,086 809,370 90,000 118,089 601,281 90,000 0 809,370

Proposed Funding Source 2016/17Roads and Bridges Capital Works Program 2016/17


Page 46 of 57

Plant Replacement Program

Budget

2015/16

Forecast

2015/16

Budget

2016/17

Plant Purchases

Light Vehicles x 3 120,000 0

Small Plant 20,000 18,000 20,000

Skid Steer Engine Repairs 9,352

Heavy Plant 64,000

Water Tanker 27,000

Line Marker 36,000

Community Car 39,122

Jet Patcher 70,000

Light Vehicle x 2 80,000

Diesel Pump-North Pit 25,000

Patrol Truck 50,000

Cardboard Shredder 80,000

Cardboard Brick Maker 200,000

Glass Crusher 85,000

TOTAL PLANT 140,000 193,474 610,000

Plant Sales/Trade-ins

Disposal of Light Vehicles x 2 30,000 0 20,000

Disposal of Tractor 40,000 35,000

Disposal of Airport Kiosk Plant 6,818

Proceeds from Clearing Sale 9,370

Disposal of Old Garbage Truck 4,000

Disposal of Mower Head 1,000

Disposal of Community Car x 2 12,000

Disposal of Light Trucks x 2 10,000

TOTAL 70,000 68,188 30,000

Other funding sources

Operating Surplus 70,000 95,365 215,000

Insurance Settlement 4,725

Other Contributions 25,196

Borrowings 365,000

TOTAL 70,000 125,286 580,000

TOTAL PLANT FUNDING 140,000 193,474 610,000

Funded By

Plant Replacement Program 2016/17


Page 47 of 57

Summary of Employee Costs

Department

Budget

2015/16

Budget

2016/17

Budget

2015/16

Budget

2016/17

Administration* 9.30 10.40 919,284 954,349

Works Depot 18.95 21.95 1,270,344 1,496,250

Total 28.25 32.35 2,189,628 2,450,599

*Administration includes community services and planning and environment services

Notes

Disclosures above include all employment related expenses including payroll tax, superannuation, leave entitlements, and

workers compensation insurance.

A reconciliation of employee costs disclosed in the Statement of Comprehensive Income to the total salaries and wages is provided

below:

Budget

2015/16

Budget

2016/17Variance

Total salaries and wages 2,189,628 2,450,599 260,971

Less: amounts allocated to capital -155,000 -200,000 -45,000

Employee Costs per Statement of Comprehensive Income 2,034,628 2,250,599 215,971

FTE Employees Employee Costs


Page 48 of 57

10 Year Loan Profile

Financial

Year Interest Principal

Annual

Repayments Total Debt

2015/16 51,601 179,968 231,569 975,036

2016/17 58,277 244,775 303,051 1,832,261

2017/18 63,037 246,132 309,170 1,586,129

2018/19 52,885 222,856 275,741 1,363,273

2019/20 45,523 174,768 220,291 1,188,504

2020/21 39,589 180,702 220,291 1,007,802

2021/22 33,446 149,094 182,540 858,708

2022/23 29,143 74,332 103,475 784,376

2023/24 26,632 76,842 103,475 707,534

2024/25 24,036 376,300 400,337 331,233

2025/26 10,218 57,244 67,462 273,989

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

1,800,000

2,000,000

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

10 Year Loan Balances Profile

Annual Repayments Total Debt


Page 49 of 57

Governance

Resource GroupBudget

2015/16

Forecast

2015/16

Budget

2016/17

Income

Reimbursements 0 76 0

Total Income 0 76 0

Expenses

Contracts, Materials and Services -513 -1,170 -525

Other Expenses -144,938 -130,339 -143,737

Total Expenses -145,451 -131,509 -144,262

Grand Total -145,451 -131,434 -144,262


Page 50 of 57

Corporate Services


2015/16

Forecast

2015/16

Budget

2016/17

Income

Statutory Charges 10,350 22,480 10,450

General Grants 746,175 363,449 746,175

Interest 120,000 114,340 110,000

Reimbursements 9,600 8,115 4,600

Other Revenues 144,200 134,055 117,520

Rates 1,735,722 1,728,114 1,784,190

Total Income 2,766,047 2,370,553 2,772,935

Expenses

Internal 233,282 233,282 226,782

Employee Costs -706,055 -571,572 -709,281

Contracts, Materials and Services -229,049 -188,001 -318,231

Other Expenses -228,928 -204,828 -259,798

Finance Costs -51,601 -51,601 -58,277

Depreciation -20,335 -20,335 -20,335

Total Expenses -1,002,686 -803,055 -1,139,141

Grand Total 1,763,361 1,567,498 1,633,794


Page 51 of 57

Development & Environmental Services


2015/16

Forecast

2015/16

Budget

2016/17

Income

Statutory Charges 55,500 108,101 98,000

User Charges 15,000 13,000 15,000

Other Revenues 3,800 0 4,050

Rates 98,880 99,394 101,229

Total Income 173,180 220,701 218,279

Expenses

Internal -74,043 -74,043 -74,043

Employee Costs -86,527 -60,150 -84,066


Other Expenses -113,080 -108,064 -128,164

Total Expenses -332,233 -279,213 -414,884

Grand Total -159,053 -58,512 -196,605


Page 52 of 57

Works & Engineering


2015/16

Forecast

2015/16

Budget

2016/17

Income

User Charges 24,000 42,463 180,512

General Grants 1,306,870 521,832 880,870

Interest 0 3,317 0

Reimbursements 3,000 560 0

Other Revenues 0 467,350 430,500

Rates 279,599 275,077 251,160

Total Income 1,613,469 1,310,598 1,743,042

Expenses

Internal -10,701 -10,701 -10,701

Employee Costs -774,443 -802,620 -908,119


Other Expenses -106,999 -102,212 -105,750

Depreciation -991,201 -991,201 -991,201

Total Expenses -2,713,038 -2,739,143 -2,906,424

Grand Total -1,099,569 -1,428,545 -1,163,382


Page 53 of 57

Commercial Undertakings


2015/16

Forecast

2015/16

Budget

2016/17

Income

User Charges 296,000 356,134 687,000

Reimbursements 661,880 676,495 915,880

Other Revenues 18,000 23,038 41,000

Total Income 975,880 1,055,668 1,643,880

Expenses

Internal -103,929 -103,929 -103,929

Employee Costs -205,138 -169,841 -246,523


Other Expenses -59,493 -61,409 -88,022

Depreciation -452,281 -415,146 -415,146

Total Expenses -1,092,372 -1,252,715 -1,459,210

Grand Total -116,492 -197,047 184,670


Page 54 of 57

Community Services


2015/16

Forecast

2015/16

Budget

2016/17

Income

General Grants 217,218 294,219 151,780

Reimbursements 5,839 4,897 4,000

Other Revenues 5,500 9,035 7,000

Total Income 228,557 308,151 162,780

Expenses

Internal -28,289 -28,289 -21,789

Employee Costs -134,314 -100,354 -168,999


Other Expenses -75,883 -65,739 -53,252

Depreciation -2,117 -2,117 -2,117

Total Expenses -444,035 -474,893 -461,390

Grand Total -215,478 -166,742 -298,610


Page 55 of 57

Plant Clearing Account


2015/16

Forecast

2015/16

Budget

2016/17

Income

Other Revenues 0 0 0

Total Income 0 0 0

Expenses

Employee Costs -93,150 0 -93,608

Contracts, Materials and Services 400,933 308,915 399,221

Other Expenses -59,600 -53,962 -57,430

Depreciation -248,183 -248,183 -248,183

Total Expenses 0 6,769 0

Grand Total 0 6,769 0


Page 56 of 57

Quarries Clearing Account


2015/16

Forecast

2015/16

Budget

2016/17

Income

Other revenues 0 0 0

Total Income 0 0 0

Expenses

Internal -16,320 -16,320 -16,320

Employee Costs -35,000 -33,000 -40,000

Contracts, Materials and Services 84,912 10,810 90,245

Other Expenses -33,592 -40,848 -33,925

Total Expenses 0 -79,358 0

Grand Total 0 -79,358 0


Page 57 of 57

King Island Council

10 George Street

(PO Box 147)

Currie Tasmania 7256 Australia

Telephone: (03) 6462 9000

Facsimile: (03) 6462 1313

www.kingisland.tas.gov.au

Date post:	30-Mar-2018
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