Latrobe Council 2019/2020 Annual Plan and Budget Report...Overview and Annual Plan 1 Linkage to strategic plan 15 2 Activities, initiatives & key strategic activities 17 ... bound

Latrobe Council

2019/2020 Annual Plan and Budget Report

Table of Contents

Mayor’s Introduction 1

The Council 2

Organisational Chart 5

Budget Process 6

General Manager’s Summary 7

Overview and Annual Plan

1 Linkage to strategic plan 15

2 Activities, initiatives & key strategic activities 17

3 Budget influences 42

Budget Analysis

4 Analysis of operating budget 45

5 Analysis of budgeted cash position 52

6 Analysis of capital budget 55

7 Analysis of budgeted financial position 62

8 Key financial indicators 64

Appendices

A Budgeted financial statements 69

B Capital works program 75

C Rates resolution 81

D Other rating information 84

E Fees and charges schedule 93

Peter Freshney

MAYOR

In closing, I would like to express my personal thanks to Council staff, our management team and

our elected members for their consideration and application to what has been a very testing

budget deliberation process.

Mayor's IntroductionThe 2019/2020 financial year offers up many challenges and

opportunities for our Council and particularly in addressing the

infrastructure needs bought about by the ever increasing population

growth.

Once again our elected members and staff have worked diligently to

best consider the ongoing needs of our residents but at the same

time, remaining cognisant of our responsibilities in ensuring any

increase in rates is in line with community expectations and capacity

to pay. We are ever mindful of increases in the cost of living but at

the same time, bound to ensure the financial viability of the Council

now and into the future.

The capital works expenditure outlined in the budget sees a $2.2million increase above

expenditure in the previous financial year and an associated reduction in Council’s capital reserves.

This one off increase in capital expenditure can be directly attributed to three significant projects

namely, the Cradle Coast Authority initiated shared coastal pathway between Latrobe and East

Devonport along River Road, the extension of Stanley Street through to the intersection with

Benny Street and the upgrade and formalisation of the intersection of Dumbleton and Joyce

Streets at Port Sorell. The latter two of these projects will be constructed in conjunction with new

residential developments in those two precincts and are opportune given the rapid development

in those areas. Similarly, the coastal pathway project will deliver on a long-held community

expectation and will provide wonderful opportunities for both residents and visitors to our

community alike. The project also provides wonderful linkages into the Wild Mersey Mountain

Bike Trails and builds on the ever evolving cycling experience available across the region.

After much deliberation and debate Councillors have settled on a rate increase of 2.9% as a

component of an expected overall increase in the rate revenue of 3.9% including an allowance of

1% for growth.

For the first time in many years our Council will have an underlying deficit of approximately $4,000

which is more than acceptable given the increasing costs including depreciation, resulting from

continued growth in assets and services provided to the municipality.

Latrobe Council Annual Plan and Budget 2019-2020 Page 1

The Council

Mayor Peter Freshney

Term of Office: 2011 – 2019

Committee Membership:

❖ Port Sorell Advisory Committee

❖ Cradle Coast Authority

Representatives Group

❖ LGAT Annual and General

Meeting Representative

❖ Mersey Leven Emergency

Management Committee

❖ TasWater Owner

Representatives Committee

❖ General Manager’s Evaluation

Group

❖ Municipal Alliances Committee

❖ Latrobe High School Liaison

Officer

❖ St Patrick’s School Liaison Officer

Deputy Mayor Graeme Brown

AFSM

Term of Office: 2014 - 2019


❖ Axeman’s Hall of Fame


❖ Latrobe Cemetery Committee

❖ Latrobe and Districts Youth

Centre Management Committee

❖ Latrobe Council Audit Panel

Member

❖ Australia Day Awards Committee


Group


❖ Wild Mersey Mountain Bike

Trails Advisory Committee

❖ Review of Council Owned Land

Committee

❖ Pardoe District Fire Committee

❖ Latrobe Primary School Liaison

Officer

Councillor Michael McLaren

Term of Office: 1999 – 2002 &

2003 – 2019


❖ Axeman’s Hall of Fame


❖ Bells Parade Development

Committee

❖ Elderly Persons Units Advisory

Committee

❖ Latrobe Tree Planting

Committee

❖ Dulverton Regional Waste

Management Authority

Representative Committee


Committee



Committee

❖ Latrobe National Trust

❖ Latrobe Neighbourhood Watch

❖ Rubicon Coast and Landcare

Group

M: 0417 287 006

E: [email protected] M: 0417 598 116

E: [email protected] T: 03 6426 2777

E: [email protected]


The Council

Councillor Garry Sims



❖ Banksia Facilities Management

Committee

❖ Port Sorell Performing Arts

Development Hub

❖ Elderly Persons Units Advisory

Committee

❖ Moriarty Hall Committee

❖ Australia Day Awards

Committee

❖ Community Development

Grants Committee

❖ Andrews Creek Primary School

Liaison Officer

Councillor Lesley Young AO




Committee

❖ Latrobe and Districts Youth

Centre Committee

❖ Latrobe Council Audit Panel

Member

❖ Community Development Grants

Committee

❖ Kentish and Latrobe Community

Road Safety Partnership

Committee

❖ Kings Park Working Group

❖ Sassafras Primary School Liaison

Officer

Councillor Gerrad Wicks



❖ Bells Parade Development

Committee

❖ Latrobe Cemetery Committee

❖ Latrobe Sport and Recreation

Committee

❖ Port Sorell Caravan Park


❖ Australia Day Awards

Committee

❖ Community Development Grants

Committee

❖ Kings Park Working Group

M: 0419 139 053



M: 0488 325 590



The Council

Councillor Vonette Mead



❖ Latrobe Sport and Recreation


❖ Port Sorell Caravan Park


❖ Wild Mersey Mountain Bike

Trails Advisory Committee


Committee

❖ Geneva School Liaison Officer

Councillor Sommer Metske




Committee

❖ Latrobe Tree Planting

Committee

❖ Port Sorell Memorial Hall

Controlling Authority

❖ Australia Day Awards Committee

❖ Port Sorell Primary School

Liaison Officer

Councillor Shayne Allison

Term of Office: 2018- 2019


❖ Port Sorell Performing Arts

Development Hub

❖ Port Sorell Advisory Committee

❖ Community Development

Grants Committee

❖ Kentish and Latrobe Community

Road Safety Partnership

Committee


Committee

❖ Cement Australia Railton

Community Consultation

Committee

❖ Port Sorell History Group Liaison

Officer

❖ Port Sorell Men’s Shed Liaison

Officer

M: 0407 055 180





Organisational Chart

OPERATIONS

STRATEGIC PLANNERGENERAL MANAGER

INFRASTRUCTURE & ASSETS

Community DevelopmentEconomic DevelopmentTourismVisitor InformationCultural Events and FestivalsYouth Services

Waste ManagementStreet CleaningBuildings & Facilities Maintenance

COMMUNITY & STAKEHOLDERS

COUNCIL

DEVELOPMENT & REGULATORY

SERVICES

COMMUNITY & ECONOMIC

DEVELOPMENT

FINANCE & PEOPLE

Development AssessmentBuilding ControlPlumbingEnvironmental HealthCompliance By-laws and Statutory NuisancesAnimal ControlPublic Health

Financial ManagementManagement ReportingRatingPayrollAccounts Payable and ReceivablePurchasingHuman ResourcesRisk Management and Work Health & Safety

Engineering ServicesTechnical Design and ServicesRoad and Drainage DesignAsset Management PlanningWaste Management Contract ManagementBudget, Scope, Commission and Coordinate Contracts for Building & Facilities

CUSTOMER SERVICE & BUSINESS SUPPORT

TOWN SERVICES

CIVIL CONSTRUCTION &

MAINTENANCEGREEN SPACES

Personal and Executive AssistantsAdministration and Support Committee Secretarial SupportRecords ManagementInformation TechnologyCustomer Service

CUSTOMER AND BUSINESS SERVICES

Plant OperatorsRoads, Footpath & Drainage Construction & Maintenance

Maintenance of Parks, Ovals and GardensTree Maintenance


Budget Process

The key dates for the budget process are summarised below.

Timing

1 Commence drafting estimates/ consult with community January/February

2 Workshops with Council March – May

3 Budget adopted and rates and charges set by Council June / July

4 Advertise new rates and charges within 21 days June / July

5Provide Director of Local Government with a copy of the rating

resolution and annual planJune / July

This section lists the budget processes undertaken in order to adopt the budget in accordance

with the Local Government Act 1993 and Regulations .

The first step in the budget process is for officers to prepare a first draft of the annual budget

in accordance with the Local Government Act 1993 and submit the draft to Council for

discussion, amendment and eventual adoption. The budget must be adopted by an absolute

majority and must be adopted before 31 August and not more than one month before the

start of the relevant financial year. The related Annual Plan must be provided to the Director of

Local Government and the Director of Public Health.

Budget Process

Latrobe Council Annual Plan Budget 2019-2020 Page 6

General Manager's Summary

1 Rates

Council has prepared a budget for the 2019/2020 financial year which seeks to

balance the demand for services and infrastructure with the community’s

capacity to pay. Council continues to seek efficiencies through further resource

sharing and by taking opportunities to contribute to regional development. The

majority of savings generated from efficiencies gained up to this point have been

reinvested into new technology, plant and equipment, to modernise Council

operations. This will enable Council to better cope with increased community

expectations on the range and quality of services provided. Key budget

information is provided in the following pages regarding the rate increase,

operating result, service levels, cash and investments, capital works, financial

position, financial sustainability and key strategic activities of the Council.

Gross general rates income will increase by approximately 3.9%. Council will offer a discount of 1.5% for

early payment of rates.

After allowing for new rates collected due to building growth in the municipality, general rates income

will increase by approximately 2.9%. This compares to the Hobart CPI increase for the year ending 31

December 2018 of 3.0% and the year ending 31 March 2019 of 2.1%.

The Local Government Association of Tasmania (LGAT) Council Cost Index for 2019 is 3.38%.

Rates have been set assuming Council will receive a $382,000 distribution from TasWater in 2019/20.

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

A2017/18 F2018/19 B2019/20 P2020/21 P2021/22 P2022/23

General Rate Increase

New rates from growth

General rate increase


General Manager's Summary2 Operating Result

3 Operating expenses

The expected operating result for 2019/20 is a surplus of $4.08 million, an increase of $1.2 million on the

forecast surplus for 2018/19 of $2.78 million.

The budgeted 2019/20 adjusted underlying deficit is estimated to be $4,053. Refer to section 7 of this

summary for further information regarding the underlying operating result excluding such income items

as grants specifically for new or upgraded assets.

The operating expenses required to deliver services are expected to be $13.04 million which is a 1.12%

increase on the forecast expenditure for 2018/19.

The 2019/20 expenses have been impacted by increased depreciation costs associated with the take up

of new assets and subdivisions, an expected increase in insurance premiums, planned cemetery

maintenance, planned replacement of street trees a council buildings fire alarm audit and other

initiatives which are reported on in the annual plan.

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

A2017/18 P2018/19 B2019/20 P2020/21 P2021/22 P2022/23

Operating Result

$12,200,000

$12,400,000

$12,600,000

$12,800,000

$13,000,000

$13,200,000

$13,400,000

$13,600,000

$13,800,000

$14,000,000

A2017/18 P2018/19 B2019/20 P2020/21 P2021/22 P2022/23

Operating Expenses


General Manager's Summary4 Cash Investments

Cash and investments are expected to decrease by $3.05 million to $8.3 million as at 30 June 2020.

Cash and investments after restrictions

After allowing for the cash required to meet obligations such as repayment of deposits and bonds,

employee entitlements and unspent specific purpose grants, unrestricted cash is estimated to be nil at

the end of 2019/20 as cash funds become committed to the Port Sorell Waste Transfer Station

rehabilitation.

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

A2017/18 F2018/19 B2019/20 P2020/21 P2021/22 P2022/23

Cash & Investments

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

$9,000,000

A2017/18 F2018/19 B2019/20 P2020/21 P2021/22 P2022/23

Unrestricted Cash

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

A2017/18 P2018/19 B2019/20 P2020/21 P2021/22 P2022/23

Operating Result



5 Capital Works

6

The Capital Works program for the 2019/20 financial year is expected to be $7.3 million of which includes

$1.3 million of projects carried forward from the 2018/19 financial year.

Of the $7.3 million in capital funding required, $5.4 million will come from Council operations, $0.6

million, will come from specific purpose external grants and $1.3 million (funding for projects carried

forward from 2018/19) will be funded from Council’s cash and investments.

Financial Position

Working Capital is the excess of Council’s current assets over its current liabilities and indicates Council’s

ability to meet its financial obligations in the short term. Working capital is reducing as a liability has been

created to cater for the Port Sorell Waste Transfer Station rehabilitation costs.

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

$9,000,000

$10,000,000

A2016/17 A2017/18 F2018/19 B2019/20 P2020/21 P2021/22 P2022/23

Capital Works

-$15,000,000

-$10,000,000

-$5,000,000

$0

$5,000,000

$10,000,000

$15,000,000

A2017/18 F2018/19 B2019/20 P2020/21 P2021/22 P2022/23

Working Capital



7 Financial Sustainability

Council’s budgeted net assets as at 30 June 2020 are expected to be $210.7 million.

The underlying result is the net surplus or deficit for the year adjusted for non-recurring or once-off

amounts such as capital grants and contributions specifically for new and upgraded assets, subdivision

assets received and gain on sale of surplus assets. Council’s policy is to aim over the medium to longer

term to achieve a small underlying surplus as a buffer against risk and uncertainty.

The underlying result has also been adjusted for Commonwealth Financial Assistance Grants received in

advance.

The 2019/20 budgeted underlying deficit of $4,053 represents a decrease of $892,799 from the 2018/19

forecast underlying surplus of $888,746.

$185,000,000

$190,000,000

$195,000,000

$200,000,000

$205,000,000

$210,000,000

$215,000,000

$220,000,000

$225,000,000

$230,000,000

$235,000,000

A2017/18 F2018/19 B2019/20 P2020/21 P2021/22 P2022/23

Net Assets

(200,000)

-

200,000

400,000

600,000

800,000

1,000,000

2019 2020 2021 2022 2023

Underlying Surplus


General Manager's Summary8 Strategic Objectives

The Annual Budget includes a range of activities and initiatives that will contribute to achieving the

strategic objectives specified in Council’s Strategic Plan.

The above graph shows the level of funding allocated in the estimates to achieve the strategic objectives

as set out in the Annual Plan detailed in the Overview and Annual Plan section of this document.

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

1. Infrastructure 2. Economic andCommunity

Development

3. Governance andOrganisationalDevelopment

4. Planning andDevelopment

Net Cost of Strategic Objectives

B2019/20


General Manager's Summary9 Where Rates Spent

Gerald Monson

General Manager

B.Bus (Public Adm); FLGMA

This budget has been developed through a detailed review of operations and resources and management

endorses them as financially responsible. More detailed budget information is available throughout this

document.

The Annual Plan and Budget is recommended to Council for approval.

The following chart provides an indication of how Council allocates its expenditure across the services

that it delivers.

Roads, Bridges, Footpaths 16%

Stormwater 3%

Community Facilities 9%

Council Buildings 7%

Parks & Reserves 4%

Community Amenities 9%Corporate Services

11%

Governance 4%

Planning and Building Services 7%

Engineering Services 5%

Operations 25%


Latrobe Council

Overview & Annual Plan

An

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02

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Overview

1 Linkage to the Strategic Plan

1.1 Strategic Planning Framework

Strategic Plan

Strategic Objectives

Strategies

Strategic Indicators

Strategic Plan

Long term Financial Plan

Asset Management Plans

Annual Plan & Budget

Financial Statements

Activities & Initiatives

Key Strategic Activities

Strategic Plan

Other information

Audited Statements

Financial Statements

Performance Statements

Other Information

The budget has been developed within an overall planning framework which guides the Council in

identifying and meeting community needs and aspirations over the long term (ten year financial plan),

converting these into medium term (Strategic Plan) and short term (Annual Plan and Annual Budget)

objectives, strategies, initiatives, activities and resource requirements and then holding itself accountable

(Audited Financial Statements).

This section describes how the annual budget links to the achievement of the Council’s current strategic

plan within an overall planning framework. This framework guides the Council in identifying community

needs and aspirations over the long term, medium term and short term.

The Strategic Plan summarises Council’s objectives and strategies. The Annual Budget is then framed

within the Strategic Plan, taking into account the activities and initiatives included in the Annual Budget

which contribute to achieving the strategic objectives specified in the Strategic Plan. The diagram below

depicts the strategic planning framework for Council.

Medium Term

Planning &

Sustainability

(5 years)

Short term planning

(12 months)

Accountability

(year-end)

Latrobe Council Annual Plan Budget 2019-2020 15

Linkage to the Strategic Plan

Our Vision and Values

•

•

•

•

1.2 Strategic Objectives

Employee Management – Council values the contribution of its team and is committed to the ongoing

well-being and development of its employees.

Our Vision

Council’s vision is for the Latrobe Council area to be known as a friendly and welcoming community

which is recognised for:

The high quality of life that is enjoyed by our residents and visitors within an attractive built

environment including the historic township of Latrobe.

The preservation of the rural character and rich soils of the area which have secured the rural

economy as an essential part of the wider economic base.

The uniquely beautiful natural environment including the serene and picturesque seaside settlement

areas of Port Sorell which are responsibly managed and safeguarded for future generations.

The well-managed, responsive and adaptive local government which provides strong, visionary and

consultative leadership.

Our Values

These are the values that guide our choice and behaviour as we seek to implement our vision

for the area.

Leadership – Council is committed to provide the highest standard of community leadership and

performance.

Community participation – Council encourages community participation and values the contribution

made by each person.

Lifestyle and Environment – Council is committed to provide, encourage and promote the area’s natural

and developed attributes to enhance the quality of life within the community.

4. Planning Development

Asset Management – Council is committed to the effective and efficient management of its physical

assets.

Regional Co-operation – Council advocates regional co-operation.

Council’s strategic plan consists of 18 strategic objectives

grouped under the following categories:

1. Infrastructure

2. Economic and Community Development

3. Governance and Organisational Development


2 Activities, Initiatives and Key Strategic Activities

This section provides a description of the activities and initiatives to be funded in the budget for the

2019/20 year and how these will contribute to achieving the strategic objectives specified in the strategic

plan. It also includes a number of key strategic activities and performance targets and measures in

relation to these. The relationship between these components of the budget and the Strategic Plan is

shown below.


Activities, Initiatives and Key Strategic Activities

$

Expenditure

(Revenue)

Net Cost

$

Capital

Expenditure

(Capital

Grants)

Net Cost

2,955,024 3,017,939

(817,458) (366,060)

2,137,566 2,651,879

•

•

•

•

• $17,000

•$180,000

• $15,000

• $15,500

• $10,000

• $200,000

• $30,000

•$30,000

•$350,000

•$30,000

Management of road

network

Includes maintenance, renewal and upgrade of road

pavement and seal, footpaths, kerb and channel,

bridges and major culverts and car parks.

Initiatives – OperatingFurther integrate the sharing of equipment and other resources into the normal operating practices of

Kentish and Latrobe Council workforces.

Replace street trees

Strategic Category 1 – Infrastructure

Our population growth is supported through public infrastructure land use and development strategies

that create a connected, sustainable and accessible community.

Strategic Objective 1.1 – Roads

To provide an appropriate, safe and well maintained road network that caters for all road users throughout

the municipality.

Activities

Core Function Description

George Street (north side) Lewis St to Hockey Fields infill

Reisz's Car park - Seal

Club Drive - No. 20 to Alexander St - Reconstruct & stabilise pavement

Tarleton Rd - Stage 1 Widening and relocation of stormwater drain

Poyston Drive / Alexander Street junction Traffic Management (consider left in and left out

only or roundabout)

Annual reseal allocation. Reseal list to be determined

31 Crab apple trees in Hamilton Street

Road network condition assessment

Initiatives - Capital

Madeline St - Footpath River Rd to Twiss St, 210m

Stanley St - Gilbert St to Cotton Street 210m long reconstruction including kerbs, footpaths

and pavement

Laura Street (east side) Alberta to Fenton St

River Road, Latrobe Central island and associated widening for pedestrians crossing near

Caravan Park / Madeline street



•$350,000

•$55,000

•$250,000

•

$8,000

•$60,000

• $40,000

• $10,000

• $75,000

•$1,000,000

• $20,000

• $100,000

• $25,000

• $15,439

• $50,000

• $22,000

• $10,000

• $50,000

Gilbert Street - Bradshaw Street to Lewis Street Footpath replacement 100m long.

Port Sorell Entrance - Prepare concept designs to improve entrance

Seymour Street road reserve - Prepare concept designs to improve entrance

River Rd, Latrobe walking track Coastal Pathway - $3m project, $2m funding by

State/Federal Govenrments

Gilbert St/Hamilton St roundabout design

Benny St (footpath) Pecival to Stanley

Joyce Street / Dumbleton Street junction area. Includes work around intersection, 135m

kerb on north west approaches, 135m footpath, consider roundabout?Torquay Road, Latrobe - Bus Turn Facility. Follows discussion and plans prestented to

Passenger Transport Services and Health Department

Connect Stanley St from Paulownia St to Benny St. Contribution subject to subdivisions.

Westwind Drive footpath infill - Complete approx 47m missing path eastern side near school

Old Deloraine Road Various upgrades - widen crest, square up junction, widen outside of

corner, remove dead trees


Key Strategies Performance Measure

Implement the Transport Services Asset Management Plan

adopted in 2017.

Demonstrate responsible management of

transport assets

Taroona St/Joyce St intersection roundabout

Faulkner Dr Building-Carpark improvement

Hamilton Street Kerb and channel

Bells Parade Footpath and garden bed

Northdown Lane Seal intersection

East Sassafras Road Reconstruction

Maintain a policy of free parking within the Municipality. Free parking

Lobby Governments to assist with providing an improved access

off National Highway to Council depot.

Access improved

Incorporate shared pathways including for mobility scooters

where feasible.

Shared pathways constructed



$

Expenditure

(Revenue)

Net Cost

$

Capital

Expenditure

(Capital

Grants)

Net Cost

230,104 290,000

(7,000) -

223,104 290,000

251,018 20,000

(740) -

250,278 20,000

•

•

• $150,000

• $20,000

• $120,000

• $20,000

Performance Measure

Strategic Objective 1.2 – Stormwater

To develop and improve system for stormwater reticulation and disposal.

Activities


Management of Latrobe

Stormwater Scheme

Includes maintenance, renewal and upgrade of

stormwater collection and storage assets in the

Latrobe area.

Use the stormwater model developed for Port Sorell to inform decisions in relation to

development, future budgeting and operational tasks.

Initiatives – Capital

Latrobe Stormwater Project

Percival Street Latrobe

Reibey Street - Pipe open drain

Poyston Creek / Pitcairn Street

Management of Port Sorell

Stormwater Scheme

Includes maintenance, renewal and upgrade of

stormwater collection and storage assets in the Port

Sorell area.

Initiatives – Operating

Continue to develop a stormwater model for Latrobe township.

Develop a policy to improve the open drains and creeks in the

Latrobe township as opportunities present.Policy adopted


Key Strategies

Review Stormwater Asset Management Plan. Review completed

Implement the actions from the Stormwater Management

Strategy for the Port Sorell Area.Recommendations implemented



$

Expenditure

(Revenue)

Net Cost

$

Capital

Expenditure

(Capital

Grants)

Net Cost

77,272 -

(11,310) -

65,962 -

115,519 10,000

(11,740) -

103,779 10,000

211,094 35,000

- -

211,094 35,000

479,939 333,979

(40,100) (15,000)

439,839 318,979

49,042 -

(9,800) -

39,242 -

17,800 300,000

(620) (150,000)

17,180 150,000

373,803 10,000

(294,630) -

79,173 10,000

Strategic Objective 1.3 – Building and Community Facilities

To ensure Council owned buildings are maintained to a safe and functional standard and meet community

needs.

Activities


Latrobe Swimming Pool Management and maintenance of the Latrobe

Swimming Pool facility including building and

grounds maintenance and operations.

Latrobe Recreation Area Management and maintenance of the Latrobe

Recreation Area including building and grounds

maintenance. Area user groups include Latrobe

Football Club, Latrobe Cricket Club, Latrobe Federal

Band, Latrobe Scouts, Latrobe Softball Club,

Sassafras Cricket Club and Latrobe Hockey Club.

Latrobe Memorial Hall Management and maintenance of the Latrobe

Memorial Hall facility including building and


Latrobe Youth Centre Management and maintenance of the Latrobe

Youth Centre facility including building and grounds

maintenance and operations for the Basketball

Stadium and Squash Courts.

Camp Banksia Management and maintenance of the Camp Banksia

facility including building and grounds maintenance

and operations.

Port Sorell Hall Management and maintenance of the Port Sorell

Hall facility including building and grounds

maintenance and operations.

Port Sorell Tennis Centre Management and maintenance of the tennis court

complex in Kermode St Port Sorell.



$

Expenditure

(Revenue)

Net Cost

$

Capital

Expenditure

(Capital

Grants)

Net Cost

20,094 25,000

(390) -

19,704 25,000

23,901 -

(1,500) -

22,401 -

153,135 150,000

(5,870) -

147,265 150,000

430,236 100,000

(467,030) -

(36,795) 100,000

23,649 -

- -

23,649 -

25,026 -

- -

25,026 -

19,305 -

- -

19,305 -

20,246 -

(920) -

19,326 -


Port Sorell Recreation

Ground

Management and maintenance of the Port Sorell

Recreation Ground facility including building and


Elderly Persons Units Management and maintenance of 60 Elderly

Persons Units including building and grounds


Latrobe Visitor and Arts

Centre

Management and maintenance of the Regional Arts

Building including building and grounds

maintenance.

Moriarty Hall Management and maintenance of the Moriarty Hall


and operations.

Council Chambers and

Works Depot

Management and maintenance of the complex

including building and grounds maintenance and

operations.

Sherwood Hall Management and maintenance of the Sherwood

Hall building including building and grounds


Latrobe Library & Historic

Arts Building

Management and maintenance of the Historic Arts

Building including building and grounds

maintenance.

Senior Citizens Club Management and maintenance of the Latrobe

Senior Citizens Club building including building and

grounds maintenance.



$

Expenditure

(Revenue)

Net Cost

$

Capital

Expenditure/

(Capital

Grants)

Net Cost

15,673 -

(13,460) -

2,213 -

133,436 76,473

(30,000) -

103,436 76,473

12,564 -

(10,460) -

2,104 -

110,368 77,657

(8,220) -

102,148 77,657

17,837 10,000

(20,040) -

(2,203) 10,000

•

••

•

•

•

•

•

•

•


Lewis Street Property Management and maintenance of a rental property

in Lewis St Latrobe. The property is adjacent to the

Latrobe Council Chambers and is held to allow for

future expansion.

Australian Axeman's Hall of

Fame

Management, maintenance and leasing of the

Australian Axeman's Hall of Fame building and

grounds.

37 Faulkner Drive Management and maintenance of a commercial

rental property at 37 Faulkner Drive, Latrobe.

Port Sorell Community

Centre (Banksia Centre)

Management and maintenance of the Port Sorell

Community Centre including building and grounds


1317 Main Road Port Sorell Management and maintenance of a residential

rental property at 1317 Main Rd Port Sorell. The

property is held as the potential future site of a

Tourism, Heritage, Environment and Arts Centre as

identified in the Port Sorell and Environs Strategic

Plan.

Port Sorell Tennis Club - carpark repairs

Camp Banksia - lawns, trees

Camp Banksia - new door locksets on top of general maintnenace of the site

Moriarty Hall - requires work to plumbing and replacement of copper with poly

Lewis Street Property - rear fence replacement


Latrobe Memorial Hall floor resurfacing

Latrobe Youth Centre - ugrade garden beds at rear of squash court + steep bank of skateparkLatrobe Swimming Pool - New signage and replace garden beds at frontLatrobe Swimming Pool - tidy up frontage, pool shell inspection, works/replacement of shelters, fencing

around toddlers poolLatrobe Recreation Ground - Repaint cricket/football clubrooms exterior



• $100,000

• $50,000

• $10,000

• $62,207

• $57,979

• $20,000

• $100,000

• $50,000

• $10,000

• $10,000

• $10,000

• $10,000

• $20,000

• $10,000

• $30,000

• $25,000

• $300,000

• $5,450

• $136,000

• $35,000

• $8,073

• $18,400

• $50,000

Latrobe Recreation Ground - main grandstand refurbishment

Council Chambers - refurbish amenities

Elderly Person Units - refurbish Interiors

Council Chambers - security system upgrade

Latrobe Recreation Ground - tradewaste grease trap

Axemans Hall of Fame - tradewaste greasetrap


Latrobe Bandroom - construction of facilities to assist band in

relocation - no firm location settled

Latrobe Council Chambers - refurbish

Youth Centre - upgrade canteen (council contribution)

Axemans Hall of Fame - refurbish Museum

Port Sorell Tennis Club

Axemans Hall of Fame - revitalisation of memorabillia collection

Latrobe Recreation Ground - Perkins Park lighting and drainage

Latrobe Swimming Pool

Banksia Centre - blinds

Banksia Centre - chairs

Camp Banksia - tradewaste grease trap

37 Faulkner Drive - tradewaste grease trap

Latrobe depot - refurbish office

Latrobe works - install security cameras

Latrobe Recreation Ground - wicket expansion

Port Sorell Recreation Ground Precinct

Banksia Centre - concept design



Review the Building Services Asset Management Plan Review completed



$

Expenditue

(Revenue)

Net Cost

$

Capital

Expenditure

(Capital

Grants)

Net Cost

292,549 601,303

(2,220) -

290,329 601,303

327,984 70,000

- -

327,984 70,000

339,849 70,000

(4,950) -

334,899 70,000

194,147 672,500

- -

194,147 672,500

Strategic Objective 1.4 – Parks and ReservesTo maintain our parks and reserves to an appropriate standard to enhance lifestyle.

Activities



Parks and Reserves

Includes management and maintenance of trees,

gardens, open space, playgrounds, amenities and

land improvements in Latrobe's parks and reserves

including Bells Parade, Atkinson/Thompson's Park,

Kings Park, St Georges Park, Latrobe Town walking

tracks and other Latrobe Reserves.


Town and Amenities

Includes management and maintenance of Port

Sorell's streetscape and Addison Reserve including

mowing and lawn care, garden maintenance, town

bin waste disposal and amenities maintenance.


Parks and Reserves

Includes management and maintenance of trees,

gardens, open space, playgrounds, amenities and

land improvements in Port Sorell's parks and

reserves including foreshore reserves, Rubicon

Reserve, Shearwater Park, Panatana Family Park,

Pitcairn Bush Reserve, Luck's Reserve, Squeaking

Point Reserve, walking tracks and other Port Sorell

Reserves.


Town and Amenities

Includes management and maintenance of

Latrobe's streetscape, Station Square, Post Office

Park, Latrobe Cemetery including mowing and lawn

care, garden maintenance, town bin waste disposal

and amenities maintenance.



•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

• $60,000

• $312,500

• $100,000

• $30,000

• $20,000

• $30,000

• $100,000

• $40,000

• $30,000

• $105,320

• $40,000

• $120,000

•$12,000

• $20,000

• $125,000

• $15,000

• $22,000

• $100,000

• $131,983

Initiatives – Operating Continue to review service level documents, giving consideration to precinct plans and extending the

scope of work undertaken when on site.

Wild Mersey desktop analysis and detailed feasibility study

Panatana Family Park - review of paddling pool operations.

Panatana Family Park - repair playground equipment

Squeaking Point - repair and repaint toilet block

Squeaking Point - replace drainage with PVC

Station Square - repaint street furniture

Post Office Park - upgrade decayed seating and fence

Bells Parade - $10,000 pa for next 3 years to rectify a number of dead/dying trees in the precinct

Bells Parade - major cost increase from Taswater

Atkinson/Thompson's Parks - $5000pa for next 3 years to address trees for risk assessment

St Georges Park - repair, replace seating

Latrobe Town Walking Tracks - track maintnenace/refurbishment

Foreshore Reserves - seat base replacements

Shade for Shearwater Park Playgorund, proposal for shade structure or tree planting

Port Sorell / Hawley / Shearwater , upgrade beach acesses

Port Sorell Business Network, Port Sorell startegic plan

Kings Park, design and develop

Port Sorell/Hawley/Latrobe - drinking fountains, showers

Mountain Bike Trail Masterplan, construction of remaining mountain bike trails.

Latrobe Cemetery - Memorial Gardens upgrade


Port Sorell Surf Life saving Club redevelopment, including public toilets

Land at Port Sorell

Port Sorell Strategic Plan, Shearwater 7 day makeover project

Bells Parade near weir, drive additional piles at retaining wall

Bells Parade - Footpath & garden bed improvements

Port Sorell strategic plan-provision capital works

Bosworth Park - toilets, landscaping

Mens shed and adjacent storage area

Bosworth Park, redevelopment including design works and

Latrobe Cemetery, prepare new concrete plinths to the east of the existing cemetery to

make room for new burial plots.

Shearwater Park-Seats,Picnic tables,BBQ

Wild Mersey Mountain Bike Development

Pig Island walking track and shelter



$

Expenditue

(Revenue)

Net Cost

$

Capital

Expenditure

(Capital

Grants)

Net Cost

21,950 -

- -

21,950 -

12,950 -

- -

12,950 -



Continue implementation of the Latrobe Recreation Area

Development Plan.Projects completed

Strategic Category 2 – Economic and Community DevelopmentA strong local economy improves 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 Latrobe

area a special place to live by fostering community pride and involvement.

Strategic Objective 2.1 – Business DevelopmentTo identify, promote and support economic development opportunities in the Latrobe Council area.

Finalise the Kings Park Redevelopment Plan in conjunction with

the Latrobe Town Centre Enhancement Project.Plan approved

Continue implementation of the Bells Parade Development Plan. Plan implemented

Continue implementation of the Shearwater Park Development

Plan 2010.Projects completed

Business Development Facilitation of business development within the

municipality.

Activities


Land Development Facilitation of land release to ensure demand for

property within the municipality is met and to

attract future ratepayers to the region.



$

Expenditure

(Revenue)

Net Cost

$

Capital

Expenditure

(Capital

Grants)

Net Cost

61,410 -

(238,060) -

(176,650) -

(5,220) -

48,530 -

302,878 -

302,878 100,000

(485,630) -

(182,753) 100,000



Prepare an economic profile of the Latrobe Council area. Profile prepared

Encourage the “Wesley Vale Paper Mill Site “as a Light Industrial

Hub.

Industrial Hub established

Prepare plans for the Port Sorell General Industrial areas to be

investment ready.

Plans prepared

Actively promote the Municipality as an ideal location to conduct

business and commerce.

Increased business numbers

Support and assist potential and existing developers in identifying

and managing opportunities for business growth and

development.

Support provided

Support the diversification of industries within the municipality to

reduce reliance on major industry.

Support provided

Latrobe Visitor Information

Centre

Provision of information and services to tourists.

Provision of a "White I" visitor information service

to tourist.

Port Sorell Caravan Park Management and maintenance of the Caravan Park


and management of lease agreements with

commercial operators.

Strategic Objective 2.2 – TourismTo promote, develop and support tourism.

Activities


Tourism Marketing the municipality as a tourist destination.

Promotion, development and support for tourism in

the Municipality.



•

Port Sorell Carvan Park Strategic Plan improvements $100,000

$

Expenditure

(Revenue)

Net Cost

$

Capital

Expenditure

(Capital

Grants)

Net Cost

68,520 -

(5,500) -

63,020 -

•

•

•

Actively participate on the Cradle Coast Authority Regional

Tourism Association.

Regular participation

Work in partnership with business operators to increase the

viability of Visitor information services.

Improved viability

Strategic Objective 2.3 – Culture, Festivals and Events

Working with the community to facilitate and celebrate festivals, events and culture.


Work with Latrobe tourism operators and organisations, plus state and regional tourism stakeholders, to

develop a diverse and robust tourism industry through product development, industry development,

marketing and lobbying.





Support for ANZAC Day celebrations.

Support the organisation and promotion of Henley-on-Mersey event to be held on Australia Day.

Continue to support Latrobe businesses in the development of Chocolate Winterfest, Latrobe as a major

event for the Latrobe municipality.

Activities


Cultural Events Facilitation of arts and cultural events within the

Municipality.



$

Expenditure

(Revenue)

Net Cost

$

Capital

Expenditure

(Capital

Grants)

Net Cost 94,755 -

- -

94,755 -

70,254 -

- -

70,254 -

37,640 -

(1,760) -

35,880 -

6,560 -

- -

6,560 -

5,720 -

- -

5,720 -




Community Development Empowering the community and fostering social

inclusion and equality to effect positive outcomes at

the grass roots level for the benefit of the

community as a whole.

Community Grants

Provision of financial assistance to community

organisations to encourage high levels of

engagement within the community.

Work with relevant groups to increase awareness of local arts,

history and culture.Increased awareness and participation

Maintain, foster and promote a calendar of events that

encourages community involvement and increased visitor

numbers, concentrating on Chocolate Winterfest and Henley on

Mersey.

Increased participation

Strategic Objective 2.4 – Community Facilities/Services

Activities

Youth Services Engaging youth within the community.

Community Newsletter

Production and distribution of a regular newsletter

informing residents of issues, events and activities

of interest within the Municipality.

Community Participation

and Contributions

Engaging with the community to ensure that the

vision and services of council meet the needs and

expectations of the community.





Strategic Category 3 – Governance and Organisational Development

High quality, professional governance and leadership, together with effective administration of Council

resources, are essential to the success of the Council.

Strategic 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 Latrobe Council area.



Continue to improve community facilities at Port Sorell to meet

needs of increased population.

Facilities improved

Continue to improve walkways and bikeways within the Council

area.

Walkways and bikeways improved

Encourage volunteers through the recognition and celebration of

their valuable contribution.

Volunteerism promoted and recognised

Support the retention, upgrading and increased flights to

Devonport Airport.

Airport retained and flights increased

Support the extension of reticulated gas to Latrobe and Port

Sorell.

Gas extended

Support the rollout of the National Broadband Network to the

Council area.

Broadband network rollout completed

Engage with State, Regional and Local Government bodies. Relationships established

Develop and implement the Emergency Management Plan. Plan implemented

Support the retention and upgrading of the Mersey Regional

Hospital.

Hospital retained and upgraded

Seek to expand the range of medical and family services available

within the municipality.

Expanded services

Advocate and promote the provision of a range of high quality

education and life-long learning opportunities in the municipality.

Quality education provided

Prepare and submit a list of Council and community projects to

political parties as part of Federal and State Government election

campaigns.

Priority list submitted for each election

Lobby Governments to upgrade the Devonport to Launceston

section of the Bass Highway.

Highway upgraded



$

Expenditure

(Revenue)

Net Cost

$

Capital

Expenditure

(Capital

Grants)

Net Cost

344,580 -

- -

344,580 -

341,617 -

(18,670) -

322,947 -

206,690 322,000

- -

206,690 322,000

415,780 -

(432,410) -

(16,630) -

•

•

•

• $322,000

Strategic Objective 3.2 – Governance

To provide consistent, accountable, transparent and effective governance of the Council.

Activities


General Operations Operating activities which cannot be easily

attributed to direct service provision areas such as

general and public liability insurance and

contributions to the Cradle Coast Authority and the

Local Government Association of Tasmania.Government Contributions

/ Levies

Collection of fire levies on behalf of the State Fire

Commission.

Elected Members Facilitation of Council elections, management of

Council meetings and minutes, elected members

allowance, seminars and training.

Executive Management Provision of general management services and

executive support.


Consider opportunities for resource sharing and shared services arrangements with North West councils.

Expand and embed resource sharing with Kentish 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.

Continue to 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.


Plant & Machinery replacement



$

Expenditure

(Revenue)

Net Cost

$

Capital

Expenditure

(Capital

Grants)

Net Cost

163,080 425,347

(319,366) -

(156,286) 425,347

169,060 -

(169,060) -

- -

72,300 -

(72,300) -

- -



Promote the professional development of elected members. Training provided

Promote awareness of Council’s Code of Conduct to elected

members.

Code of Conduct complaints limited

Promote resource sharing as an alternative to amalgamation with

other Councils.

Resource sharing implemented where

appropriate

Communicate the Council’s decisions, policies and activities and

the reasons behind the, through the Council’s website and

publications.

Decisions and activities communicated.

Strategic Objective 3.3 – Financial Management

To secure the long term financial viability of the municipality.

Participate in relevant State and regional initiatives and

partnership agreements.

Council participation

Utilise the Annual Report and Annual General Meeting to promote

achievements of the council.

Achievements promoted

Examine specific service delivery options between Council and

other providers.

Options examined

Accounts Payable /

Receivable

Issue invoices and collect funds owing to Council for

services provided. Pay invoices and amounts to

suppliers for goods and services provided to

Council.

Activities


Financial Services Issuing certificates to facilitate real estate

transactions within the Municipality and investing

cash reserves held by Council. Meeting financial

obligations of Council including Land Tax, Fringe

Benefits Tax, audit and bank fees.

Accounting Services Management reporting estimate and forecast

preparation, financial reporting, taxation and

superannuation compliance.



•$413,347

• $12,000

$

Expenditure

(Revenue)

Net Cost

$

Capital

Expenditure

(Capital

Grants)

Net Cost

43,940 -

- -

43,940 -

158,610 -

- -

158,610 -

97,550 -

(3,020) -

94,530 -

•

•


Live Pro software - knowledge bank and process storage



To achieve an underlying surplus over the medium to long term. Underlying surplus achieved

IT - Upgrade IT Software - Technology One

Strategic Objective 3.4 – Employee Development

To develop skilled, experienced, motivated and accountable staff.

Activities


Council Payroll Provision of payroll services in relation to Council's

workforce.

To maintain fair and equitable rating levels. Benchmark to other councils

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.

Strategy developed and reviewed

Review the ten-year financial plan each year. Plan reviewed

Initiatives - Operating

Continue development of workforce development and succession plans.

Continue to develop a leadership development program for senior management and team leaders.

Council Employee

Development

Provision of training and development to Council's

workforce to ensure their skills match the needs of

the community.

Council Human Resource

Management

Provision of human resource services including staff

uniforms and immunisations.



$

Expenditure

(Revenue)

Net Cost

$

Capital

Expenditure

(Capital

Grants)

Net Cost

52,077 -

- -

52,077 -

37,370 35,000

(18,680) -

18,690 35,000



Retain an in-house skills base to overcome the issue of succession

planning and skill shortages.

Council's functions not compromised

Encourage commitment to Council’s customer service charter. Number of customer complaints

Strategic Objective 3.5 – Risk Management

To be actively committed to risk management.

Provide and maintain adequate staff and resource levels to meet

changing needs.

Organisation structure that reflects the

strategic plan

Identify and provide appropriate training and encourage

development of all employees.

Training plan completed

Develop and review staff policies. Policies reviewed

State Emergency Service In partnership with Devonport Council, Latrobe

Council provides resources and support to Mersey

State Emergency Service



Activities


Risk Management Development and monitoring of Council's Risk

Management Plan.

Maintain and improve our risk management systems and culture. Compliance with relevant legislation and

number of claims made.



$

Expenditure

(Revenue)

Net Cost

$

Capital

Expenditure

(Capital

Grants)

Net Cost

628,086 -

(295,920) -

332,166 -

436,694 -

(330,600) -

106,094 -

•

Activities


Planning Services Processing planning applications and providing

advice and making decisions about development

proposals which require a planning permit.

Monitoring Council's planning scheme and

processing amendments where necessary.

Preparing major policy documents shaping the

future of the towns within the Municipality.

Strategic Category 4 – Planning and Development

The Council will aim for long term planning and development that is guided by a balance between

economic, social and environmental objectives.

Strategic Objective 4.1 – Planning and Building Services

To effectively manage land use planning and building issues.


To administer and update the Planning Scheme to manage

development and land use.

Procedures developed and plan updated

Enforce planning scheme and planning permit requirements. Compliance with requirements

Building and Plumbing

Services

Providing statutory building and plumbing services

to the Municipality including processing of building

and plumbing approvals, monitoring compliance

and investigating complaints and illegal works.


Bass Highway study


Implement, where considered appropriate, the Port Sorell

Strategic Plan including planning scheme amendments and

vegetation management controls.

Planning Scheme amendments completed

Continue to promote community awareness of the Latrobe

Heritage precinct.

Awareness increased

Meet Council’s statutory building and plumbing services

requirements.

Requirements met



$

Expenditure

(Revenue)

Net Cost

$

Capital

Expenditure

(Capital

Grants)

Net Cost

124,418 -

(18,310) -

106,108 -

Strategic Objective 4.2 – Health Services

To promote and maintain public health standards.

Activities


Health Services Protecting the community's health and well-being

across a range of activities including infectious

disease control, places of assembly, public health

risk, water quality, environmental protection, food

surveillance, development assessment, and

community recovery.

Promote healthy eating and lifestyle activities. Promotion provided

Conduct inspection of food premises to ensure a high level of food

safety.

Inspections conducted

Undertake compliance, education and licencing to ensure public

health and environmental standards are maintained.

Environmental standards maintained



Prepare a Latrobe Council Health Plan each year. Plan implemented and reviewed

Undertake assessments of proposed on-site waste water disposal

systems and monitor existing systems to ensure compliance with

environmental standards.

Environmental standards met

Continue recreational water sampling program during the summer

period.

Samples taken and tested

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.

“No Smoking” requirements adhered to



$

Expenditure

(Revenue)

Net Cost

$

Capital

Expenditure

(Capital

Grants)

Net Cost

29,560 -

- -

29,560 -

Strategic Objective 4.3 – Natural Resource Management

To integrate NRM principles into Council’s operational environment.

Activities


Natural Resource

Management

Development and implementation of weed

management strategies. Assistance to groups such

as Latrobe Landcare, Rubicon Coast Landcare and

Port Sorell Region Landcare Group to protect and

preserve the natural environment and resources

within the Municipality.

The Council will support and assist local NRM groups and the

community to deliver approval projects.

Projects delivered

Work with and review where necessary, the Point Sorell to

Squeaking Point Foreshore Management Plan; Municipal Weed

Strategy; Rubicon, Pitcairn and Aubrey Luck Reserve Management

Plans and other approved plans.

Plans reviewed

Lobby Governments to prepare a Port Sorell Foreshore/Rubicon

Estuary Management Plan.

Plan prepared



Utilise the Cradle Coast NRM strategy to identify and develop

projects of greatest priority for this Municipality.

Projects identified and developed

Work with government and relevant agencies in relation to

environmental flows, health and biodiversity of the Mersey River.

Healthy river system



$

Expenditure

(Revenue)

Net Cost

$

Capital

Expenditure

(Capital

Grants)

Net Cost

169,520 -

(904,698) -

(735,178) -

625,490 -

(80) -

625,410 -

304,926 600,000

(55,840) -

249,086 600,000

•$600,000

Waste Management

Services

Council contributes to the running costs of the

Spreyton Waste Transfer Station to provide waste

disposal services to the Latrobe community. The

facility is managed by Devonport Council.

Household Collection Provision of household garbage collection and

kerbside recycling services.

Strategic Objective 4.4 – Waste Management

To provide responsible waste management services.

Activities



Review waste management services for the Municipality and

implement strategy changes.

Review commenced

Develop and implement a plan for the rehabilitation and future

usage of the Port Sorell landfill site.

Plan completed and rehabilitation

commenced

Port Sorell Waste Transfer

Station

Provision of waste disposal services to the Port

Sorell community.


Port Sorell Waste Transfer Station, Landfill site remediation –Finalise Detailed Site

Investigation (DSI) and undertake preliminary actions.




$

Expenditure

(Revenue)

Net Cost

$

Capital

Expenditure

(Capital

Grants)

Net Cost

99,840 -

(86,850) -

12,990 -

1,724 -

- -

1,724 -

Regulatory Services Identification of fire risks within the Municipality

and issuing of Fire Abatement Notices.



Strategic Objective 4.5 – Animal Control and Regulatory Services

To encourage and recognise responsible animal ownership and provide a high level of compliance services.

Activities


Animal Control Registration of cats and dogs within the

municipality, monitoring of compliance with

regulations covering domestic animals and

management of stray animals within the

Municipality.

Identify fire risks within the municipality and issue Fire Abatement

Notices where required.

Risks identified and Abatement Notices

issued

Promote responsible dog ownership including compliance with the

Dog Control Act 2000 and Council’s Dog Management Policy.

Compliance with legislation and Council

policy.

Promote responsible cat ownership. Cats voluntarily registered

Implement compliance requirements with regulations covering

domestic animals and stray animals within the municipality.

Compliance with requirements



Net Cost

(Revenue) Expenditure Revenue $ $ $

5,162,151 6,920,609 (1,758,458)

217 736,387 (736,170)

1,069,147 2,102,653 (1,033,506)

727,958 2,420,257 (1,692,298)

6,959,472 12,179,904 (5,220,432)

863,779

7,823,251

(6,500,080)

(1,104,050)

(4,301,060)

(4,081,939)

F2018/19 B2019/20

47.30 51.40

(2.16) (4.80)

45.15 46.60

Reconciliation with Budget Operating Result

1. Infrastructure

2. Economic and Community Development

Full Time Equivalent Employees

Full Time Equivalent (FTE) Employees

Latrobe Employees

Labour Hire Adjustments

Net Latrobe Labour (FTE)

3. Governance and Organisational Development

4. Planning and Development

Total Activities and Initiatives

Other Non-attributable

Deficit Before Funding Sources

Rates and Charges

General Revenue

Capital Grants & Contributions

Deficit/(Surplus) for the Year


Number of

Properties June 2018

121

83

470

62

3

4848

29

614

6230

•

•

3 Budget Influences

3.1 Snapshot of Latrobe Council

The Latrobe Municipality covers an area of 600.5 square kilometres at the eastern end of the North

West Coast of Tasmania. The Council area includes the towns/ localities of Latrobe Tarleton, Wesley

Vale, Moriarty, Northdown, Thirlstane, Port Sorell, Shearwater, Hawley Beach, Squeaking Point,

Harford, Sassafras and Merseylea.

Population 11,123

Property Profile

As at 30 June 2019, the municipality will have an estimated 6,340 rateable properties (2018: 6,230)

distributed as follows:

Property TypeNumber of

Properties June 2019

Commercial 119

Industrial 83

Primary Production 465

Public Institution 53

As at 30 June 2019, the municipality had 236 kilometres of sealed roads, 60 kilometres of unsealed

roads and 35 bridges/ major culverts.

Quarrying/ Mining 3

Residential 4941

Sporting/ Recreation 28

Vacant Land 648

Totals 6340

Road Network

3.2 External Influences

In preparing the 2019/20 Budget, a number of influences have been taken into account as they may

significantly impact the services delivered by Council in the budget period. These include:The economic climate and its impact on ratepayers and Council interest income

Increasing construction costs and rising operational costs. The Local Government Association of

Tasmania (LGAT) Council cost index increase for the year 2019 is 3.38%.


•

•

•

•

•

•

•

•

Identify new non-rate revenue opportunities to support existing activities where possible

Budget Influences

3.3 Internal Influences

The main internal influence which is expected to impact on the preparation of the 2018/19 budget is

the resource-sharing arrangements between Kentish and Latrobe Councils which are being extended

Council’s Enterprise Bargaining Agreement estimated increase in wages and salaries of 2.5% in

2019/20.The estimated cost of the rehabilitation of the Port Sorell Waste Transfer Station. Although the

capital expenditure estimated for the 2019/2020 year is $600,000, a provision for the future of

approximately $14 million has been raised and the assumption has been made that these funds will

be expended over the coming years, reducing cash reserves, increasining laibilities and reducing

working capital.

3.4 Budget Principles

In response to these influences and in the interests of responsible and sustainable financial

management, the following key budget principles are used to guide resource allocation decisions:

The 2019/20 estimates, which are included in this report are for the year 1 July 2019 to 30 June 2020

and are prepared in accordance with the Act. The estimates include a budgeted Statement of

Comprehensive Income, Balance Sheet and Statement of Cash Flows and Budgeted Capital Works.

These statements have been prepared for the year ended 30 June 2020 in accordance with

Accounting Standards and other mandatory professional reporting requirements, and in accordance

with the Act. They also include detailed information about the rates and charges to be levied, the

capital works program to be undertaken and other financial information required by Council in order

to make an informed decision about the adoption of the budget.

Review provision of services for opportunities to increase efficiency and quality

All new initiatives and capital works are justified with alignment to Council’s strategic plan

Services provided are actively reviewed to ensure service levels match community needs

The long term financial strategy and principles provide a firm foundation for business decisions

and resource allocation.

3.5 Legislative Requirements

The Local Government Act 1993 (the Act), requires Council to prepare and adopt an Annual Plan and

budget for each financial year. The budget is required to include estimated revenue, expenditure,

borrowings, capital works and any other detail required by the Minister. The first step in the budget

process is for officers to prepare a draft of the annual estimates in accordance with the Act and

submit the draft to Council for discussion, amendment and eventual adoption. The budget must be

adopted by an absolute majority and adopted before 31 August, but not more than one month

before the start of the relevant financial year. The related Annual Plan must be provided to the

Director of Local Government and the Director of Public Health.


Latrobe Council

Budget Analysis

An

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t 3

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02

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Forecast 2018/19 Budget 2019/20 Variance Variance %

4.1.1 7,558,173 7,780,608 222,436 2.94%

4.1.2 622,464 644,990 22,526 3.62%

4.1.3 1,521,867 1,560,470 38,603 2.54%

4.1.4 1,714,474 1,729,368 14,894 0.87%

4.1.5 265,731 238,396 (27,335) -10.29%

4.1.6 1,661,564 488,730 (1,172,834) -70.59%

4.1.7 382,000 382,000 - 0.00%

4.1.8 347,442 231,940 (115,502) -33.24%

13,726,273 12,824,562 (901,711) -6.57%

4.1.9 1,595,000 454,120 (1,140,880) -71.53%

4.1.10 18,523 165,000 146,477 790.77%

4.1.11 - 3,450,000 3,450,000 0.00%

1,960,965 4,301,060 2,340,095 119.33%

15,687,238 17,125,622 1,438,383 9.17%

Forecast 2018/19 Budget 2019/20 Variance $ Variance %

6,278,041 6,460,130 182,089 2.90%

879,201 904,698 25,497 2.90%

400,931 415,780 14,849 3.70%

7,558,173 7,780,608 222,435 2.94%

- - -

(46,385) (49,590) (3,205) 6.91%

(19,697) (19,700) (3) 0.01%

7,492,090 7,711,318 219,228 2.93%

4 Analysis of Operating Budget

This section analyses the expected revenues and expenses of Council for the 2019/20 year.

4.1 Operating Revenue

Recurrent Income

Rates and charges

Statutory fees and fines

Capital Income

Capital grants

Capital Contributions

Contributions - non monetary

assets

User fees

Grants

Interest

Other income

Investment revenue from water

corporation

Share of net profits/(losses) of

associates

Waste Management Rates

Fire Levies

Total Gross Rates and Charges

Less Discount for Early Payment

Less Council Rate Remissions

Total Income

4.1.1 Rates and Charges - ($222,435 increase)

Rates and Charges

General Rate

Net Rates and Charges



87,274 87,270 (4) -0.01%

326,270 326,270 (0) 0.00%

128,539 140,000 11,461 8.92%

13,796 17,010 3,214 23.29%

65,090 66,700 1,610 2.47%

1,494 7,740 6,246 418.07%

622,464 644,990 22,526 3.62%


1,521,867 1,560,470 38,603 2.54%

337 & 132 Land information certificates

Building permits and levies

Planning fees and chargesFood premise, place of assembly and

water licences

Animal Control fees and infringements

Analysis of Operating BudgetCouncil's budgeted rates yield, including fire levies, has increased by 2.94% on the 2018/19

forecast. Council will offer a discount of 1.5% for early payment of rates.

The increased rates will be used to fund price increases for the goods and services used by

Council and to provide the additional services required due to the growth experienced in the

Municipality.

4.1.2 Statutory Fees and Fines - ($22,526 increase)

Statutory fees and fines include charges relating to Council's regulatory functions including

building, planning and animal control.

Operating grants include all monies received from the State and Federal Governments and other

external bodies to assist with funding the delivery of Council services to ratepayers. Significant

movements in grant funding are summarised below:

Stormwater connection fees

Total Statutory Fees and Fines

4.1.3 User Fees - ($38,603 increase)

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

to the users of Council’s services. User fees include rental income from Council properties,

income from the Port Sorell Caravan Park and other Council recreational facilities.

User fees

4.1.4 Grants - ($14,894 increase)



741,182 761,720 20,538 2.77%

38,697 40,488 1,791 4.63%

884,045 902,160 18,115 2.05%

25,548 - (25,548) -100.00%

25,002 25,000 (2) -0.01%

1,714,474 1,729,368 14,894 0.87%


265,731 238,396 (27,335) -10.29%


Other income 1,661,564 488,730 (1,172,834) -70.59%


382,000 382,000 - 0.00%

Analysis of Operating Budget

Grants Commissions – Roads Grant

Grants Commissions – Bridges Grant

Grants Commission – Base GrantNational Disaster Resilience Grant -

Flood Mitigation

4.1.6 Other Income - ($1.1 million decrease)

Other income includes a range of items such as costs reimbursements and other contributions

such as EPU Donor Fees, sale of metals, SES reimbursement, diesel fuel rebate and others.

Estimated other revenue is reduced significantly in 2019/2020 as the treatment of employee

costs shared with Kentish Council has changed. Previously these costs would have been incurred

by Latrobe Council and then invoiced to Kentish Council creating reimbursement income. Going

forward these costs will be direct charged to Kentish Council rather than invoiced. While there is

a reduction in reimbursement income there is also a reduction in employee costs which reflects

the direct charging of employee costs by shared employees to Kentish Council.

4.1.7 Investment revenue from Water Corporation (no change)

Council holds a 1.9% interest in TasWater.


corporation

State Government -Planning

Total Operating Grants

The budget assumes a Financial Assistance Grant prepayment will continue with a small increase

estimated assuming an overall increase in pool funds allocated to Tasmania.

4.1.5 Interest - ($27,335 decrease)

The interest earned during the year on Council's cash and investments is expected to decrease

due to a reduction in cash holdings which will be utilised to fund the increased capital works

program.

Interest received



347,442 231,940 (115,502) -33.24%


- 55,000 55,000 0.00%

1,000,000 - (1,000,000) 0.00%

220,000 311,060 91,060 41.39%

249,996 - (249,996) -100.00%

125,004 88,060 (36,944)-29.55%

1,595,000 454,120 (1,140,880) -71.53%


- 15,000 15,000 0.00%

18,523 - (18,523) -100.00%

- 150,000 150,000 18,523 165,000 146,477 790.78%


State Capital Grant - Torquay Road

State Capital Grant - Flood mitigation

Commonwealth Roads to Recovery

Wild MerseyCommonwealth Government Grant -

Wild Mersey Bike Trail

Total Capital Grants

4.1.8 Share of net profits/(losses) of associates and joint ventures accounted for by the

equity method ($115,502 decrease )

Council is a partner in the Dulverton Regional Waste Management Authority, a Joint Authority

established under the Local Government Act. The primary activity of the Authority is to operate a

regional landfill site at Dulverton. Other partners in this Joint Authority are Devonport City,

Central Coast and Kentish Councils. Council expects a decrease in receipts from the Authority

based on advice received.

Council’s ownership interest in the Authority at 30 June 20 was 11.25%.

Share of net profits/(losses) of

associates and joint ventures

accounted for by the equity method

4.1.9 Capital Grants - ($1,140,880 decrease)

Includes all grants received from State and Federal Governments sources that are provided

specifically to fund new or upgraded assets. A detailed analysis of these grants is provided

below:-

4.1.11 Contributions – non-monetary assets ($3.45m increase)

Upon finalisation of subdivision developments, ownership of infrastructure assets passes to

Council at no cost. The values below represent the expected values of the assets to be passed

over to Council.

4.1.10 Capital Contributions - ($146,477 increase)

Capital contributions include all monies received from community sources to fund new or

upgraded assets and are detailed below.

Latrobe Cricket Club - Upgrade

cricket nets

Developer

Port Sorell Surf Lifesaving

Total Capital Contributions



- 1,450,000 1,450,000

- 2,000,000 2,000,000

- 3,450,000 3,450,000


4.2.1 3,779,370 3,365,507 (413,863) -10.95%

4.2.2 4,100,207 4,454,046 353,839 8.63%

4.2.4 3,586,850 3,747,720 160,870 4.49%

4.2.5 7,850 - (7,850) -100.00%

4.2.6 1,425,056 1,476,410 51,354 3.60%

12,899,332 13,043,683 144,350 1.12%

F2018/19 B2019/20

47.30 51.40

(2.16) (4.80)

45.15 46.60


Subdivision assets received

Coastal Pathway

Depreciation and amortisation

Finance costs

Other expenses

Total Expenses

4.2.1 Employee costs ($413,863 decrease)

Employee costs include labour related expenditure such as wages, salaries and on-costs such as

allowances, leave entitlements, employer superannuation, rostered days off and payroll tax.

Total

4.2 Operating Expenditure

Expenses

Employee costs

Materials and contracts

Labour Hire Adjustments

Net Latrobe Labour (FTE)

There has been a 1.5FTE increase in staff resourcing.

A 2.5% increase is allowed for employee pay rises in accordance with Council's Enterprise

Agreement plus a contingency. The increase in employee cost is also impacted by staffing

changes and the amount of labour budgeted to be allocated to capital projects. Given the size of

the capital program the allocation of employee costs to capital projects is expected to be higher

than the previous year.

The decrease in employee costs is also due to the change in treatment of employee costs for

shared employees. These employees will now direct cost their time to Kentish Council via Council

new TechnologyOne OneSystem software, (saving approximately 2 to 3 days of time spent

manual invoicing each month) , which in turn will mean a reduction in Latrobe Council employee

costs.

Full-Time Equivalent (FTE) Employees

Latrobe Employees


.

Analysis of Operating Budget4.2.2 Materials and Contracts ($353,839 increase)

Materials and contracts includes the purchases of goods and services in the form of

consumables, payments to contractors, consultants and professional services. The transition to

common corporate software with Kentish Council has required that licences fees for the new and

legacy systems are duplicated for a period. Additional material purchases are required to

undertake the maintenance as listed in the annual plan operating initiatives, insurance premiums

are expected to rise significantly, a detailed feasibility study and desktop review is included for

mobile communications coverage for the Wild Mersey project and a condition assessment for

the entire road network is planned.

4.2.3 Impairment of debts (no change)

Other expenses relates to a range of unclassified items including contributions to regional bodies

and community groups, land tax, valuation fees as well as expense allocation adjustments. The

most significant increase is for payment of the state fire commission levy. This cost is offset by

revenue collected.

An impairment expense is recognised when there is objective evidence that amounts owed to

Council are not probable of collection.

4.2.4 Depreciation and amortisation - ($160,870 increase)

Depreciation is an accounting measure which attempts to measure the decline in value of

Council’s property, plant and equipment including infrastructure assets such as roads and drains.

The increase in depreciation is attributed to the acquisition of subdivisions and the capitalisation

of capital projects.

4.2.5 Finance costs ($7,850 decrease)

Finance costs relate to interest charged by financial institutions on funds borrowed.

4.2.6 Other Expenses ($51,354 increase)



$ 2,787,906 $ 4,081,939 $ 1,294,033 46.42%

$ (1,595,000) $ (454,120) $ 1,140,880 -71.53%

$ (18,523) $ (165,000) $ (146,477)790.77%

$ - $ (3,450,000) $ (3,450,000)0.00%

$ 745,413 $ 843,550 $ 98,137 13.17%

$ (843,550) $ (860,422) $ (16,872)2.00%

$ (187,500) $ - $ 187,500 -100.00%

$ 888,746 $ (4,053) $ (892,798)-100.46%

Analysis of Operating Budget4.3 Underlying Result

The underlying result is the net surplus or deficit for the year adjusted for capital contributions,

gains or losses on disposal of non-operating assets sold and other once-off adjustments. It is a

measure of financial sustainability as it is not impacted by non-recurring or once-off items of

The underlying result for the 2019/20 year is estimated to be a deficit of $4,053 compared to a

forecast surplus of $888,746 for 2018/19.

Net Operating Result for the year

Assets expensed (Non - Council assets

constructed)

Adjusted Underlying Result

Capital grants received specifically for

new or upgraded assets

Contributions - cash

Contributions - non-monetary assetsGrants received in advance - current

yearThis year's grants included in prior

years income


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

•

•

•

Forecast 2018/19 Budget 2019/20 Variance $

5.1.1

$ 7,558,173 $ 7,780,608 $ 222,436

$ 622,464 $ 644,990 $ 22,526

$ 1,521,867 $ 1,560,470 $ 38,603

$ 1,714,474 $ 1,729,368 $ 14,894

$ - $ - $ -

$ - $ - $ -

$ 265,731 $ 238,396 $ (27,335)

$ - $ - $ -

$ 188,730 $ 137,080 $ (51,650)

$ 382,000 $ 382,000 $ -

$ 1,661,564 $ 488,730 $ (1,172,834)

$ - $ - $ -

$ (4,100,207) $ (4,454,046) $ (353,839)

$ (3,720,365) $ (3,312,167) $ 408,199

$ (7,850) $ - $ 7,850

$ (1,425,056) $ (1,476,410) $ (51,354)

$ 4,661,525 $ 3,719,019 $ (942,506)

5 Analysis of Cash FlowsThis section analyses the expected cash flows from the operating, investing and financial

activities of the Council for the 2019/20 year. Estimating cash flows for the Council is a key factor

in setting the level of rates and providing a guide to the level of capital expenditure that can be

sustained with or without using existing cash reserves.

Operating Activities – refers to the cash generated or used in the normal service delivery

function of Council. Cash remaining after paying for the provision of services to the

community may be available for investment in capital works, or repayment of debt.

Investing Activities – refers to cash generated or used in the enhancement or creation of

infrastructure and other assets. These activities also include the acquisition and sale of other

assets such as vehicles, property and equipment.

User charges and other fines

Grants

Developer contributions

Reimbursements

Interest

Rents

Financing Activities – refers to cash generated or used in the financing of Council functions

and include borrowing from financial institutions. These activities also include the principal

component of loan repayments for the year.

5.1 Budgeted Cash Flow Statement

Cash flows from operating

activities

Rates

Statutory fees and fines

Finance costs

Other payments

Net cash provided by (or used in)

operating activities

Dividends and income tax equivalents


corporationOther Receipts

Net GST refund/payment

Payments to suppliers

Payments to employees (including

redundancies)



$ 2,787,906 $ 4,081,939 $ 1,294,033

$ 3,586,850 $ 3,747,720 $ 160,870

$ 59,005 $ 53,340 $ (5,665)

$ (158,712) $ (94,860) $ 63,852

$ (1,595,000) $ (454,120) $ 1,140,880

$ (18,523) $ (165,000) $ (146,477)

$ - $ (3,450,000) $ (3,450,000)

$ 1,873,619 $ (362,920) $ (2,236,539)

$ 4,661,525 $ 3,719,019 $ (942,506)


5.1.2

$ (4,469,968) $ (7,352,198) $ (2,882,230)

$ - $ - $ -

$ 1,595,000 $ 454,120 $ (1,140,880)

$ 18,523 $ 165,000 $ 146,477

$ (0) $ (37,834) $ (37,833)

$ (2,856,445) $ (6,770,912) $ (3,914,467)

Analysis of Cash Flows

5.1.1 Operating Activities ($1.3 million decrease)

The net cash flows from operating activities does not equal the operating result for the year as

the expected revenues and expenses of the Council include non-cash items which have been

excluded from the Cash Flow Statement. The budgeted operating result is reconciled to estimate

cash flows available from operating activities as set out in the following table:

Capital Grants specifically for

New/Upgrading Assets

Capital Contributions specifically for

New/Upgrading Assets

Physical resources received free of

charge

Total non-cash items

Surplus/(Deficit)

Non-cash Items

Depreciation and amortisation

Other Non-cash Expenditure

Non- cash Distribution - Dulverton

Net Cash provided by Operating

Activities

5.1.2 Cash Used – Investing Activities ($3.9m increase)

Repayment of loans and advances from

community organisations

Net Cash provided by (or used in)

Investing Activities

The increase in cash outflows from investing activities is mainly due to increased payments for

property, plant and equipment combined with a decrease in capital grants received following the

receipt of the state capital grant for flood mitigation of $1,000,000 received in 2018/2019.

Cash flows from investing Payments for property, infrastructure,

plant and equipment

Proceeds from sale of property,

infrastructure, plant and equipment

Capital grants

Contributions



5.1.3

$ - $ - $ -

$ (250,000) $ - $ 250,000

$ (250,000) $ - $ 250,000

$ - $ - $ -

$ 1,555,080 $ (3,051,892) $ (4,606,973)

$ 9,833,790 $ 11,388,870 $ 1,555,080

$ 11,388,870 $ 8,336,978 $ (3,051,892)

Analysis of Cash Flows

5.1.3 Cash Used - Financing Activities ($250,000 decrease)

Cash Flows from Financing

Activities

Proceeds from interest bearing

loans and borrowings

5.1.4 Net Increase (Decrease) in Cash ($3.5 million decrease)

Overall, total cash and investments are forecast to decrease by $3.05 million to $8.33 million at

30 June 2020.

Repayment of interest bearing

loans and borrowingsNet cash provided by (or used in)

financing activities

Net increase/(decrease) in cash

and cash equivalentsCash and cash equivalents at the

beginning of the financial year

Cash and cash equivalents at the

end of the financial year



6.1.1

$ 422,079 $ 292,439 $ (129,640)

$ 194,001 $ 20,000 $ (174,001)

$ 124,169 $ 360,186 $ 236,017

$ - $ - $ -

$ 870,696 $ 655,433 $ (215,263)

$ 388,278 $ - $ (388,278)

$ 95,000 $ - $ (95,000)

$ 2,094,223 $ 1,328,058 $ (766,165)

6.1.2 $ 1,261,357 $ 2,725,500 $ 1,464,143

6.1.3 $ 420,000 $ 290,000 $ (130,000)

6.1.4 $ 870,480 $ 220,000 $ (650,480)

6.1.5 $ - $ 312,500 $ 312,500

6.1.6 $ 293,000 $ 1,582,320 $ 1,289,320

6.1.7 $ 89,450 $ 536,820 $ 447,370

6.1.8 $ 117,000 $ 357,000 $ 240,000

$ 3,051,287 $ 6,024,140 $ 2,972,853

$ 5,145,510 $ 7,352,198 $ 2,206,688

$ - $ - $ -

6.1.9 $ 2,171,242 $ 2,114,207 $ (57,035)

6.1.9 $ 2,974,268 $ 5,237,991 $ 2,263,723

$ 5,145,509 $ 7,352,198 $ 2,206,689

6 Analysis of Capital BudgetThis section analyses the planned capital expenditure from the 2019/20 year and the source of

6.1 Capital Works

Works Carried Forward

Plant and Equipment

Total Works Carried Forward

New Works

Roads

Stormwater

Roads

Stormwater

Buildings

Land

Land Improvements

Miscellaneous

Total Capital Works

Represented by:

Asset Renewal

New Assets / Upgrades

Total Capital Works

Buildings

Land

Land Improvements

Miscellaneous

Plant, Equipment and Other

Total New Works


Analysis of Capital Budget

41%

4%8%

31%

7%5%

Budgeted Total Capital Works for 2019/2020

Roads 41%

Stormwater 4%

Buildings 8%

Land Improvements 31%

Miscellaneous 7%

Plant, Equipment and Other5%

38%

18%

11%

0%

13%

11%

9%

Budgeted Total Capital Works for 2018/19

Roads 38%

Stormwater 18%

Buildings 11%

Land %

Land Improvements 13%

Miscellaneous 11%

Plant, Equipment and Other9%


• Gilbert St/Hamilton St roundabout design 20,000

• Benny St (footpath) Pecival to Stanley 100,000

• Taroona St/Joyce St intersection roundabout 25,000

• Faulkner Dr Building-Carpark improvement 15,439

• Hamilton Street 50,000

• Bells Parade 22,000

• Northdown Lane 10,000

• East Sassafras Road 50,000

• Poyston Creek / Pitcairn Street 20,000

• Axemans Hall - Refurbish Museum 62,207

• Latrobe Recreation Ground - main grandstand refurbishment 57,979

• Council Chambers-refurbish amenities 20,000

• Elderly Person Units-refurbish Interiors 100,000

• Council Chambers-Security System Upgrade 50,000

• Latrobe Recreation Ground - tradewaste grease trap 10,000

• AHOF - tradewaste greasetrap 10,000

• Camp Banksia - tradewaste grease trap 10,000

• 37 Faulkner Drive - tradewaste grease trap 10,000

• Latrobe depot refurbish office 20,000

• Latrobe works - install security cameras 10,000

• Shearwater Park-Seats,Picnic tables,BBQ 20,000

• Wild Mersey Mountain Bike Development 36,940

• AHOF-Revitalisation of Memorabillia Coll 5,450

• LTRec.Ground-Perkins Park Lighting&Drain 136,000

• Pig Island walking track and shelter 15,000

• Bells Parade - Footpath & garden bed improvements 22,000

• PS.Strategic Plan-Provision CapitalWorks 100,000

• Port Sorell Carvan Park Strategic Plan 100,000

• Bosworth Park - toilets, landscaping 131,983


6.1.1 Carried Forward Works ($1.32 million)

At the end of the financial year there are projects that are either incomplete or not commenced

due to planning issues, weather delays, extended consultation etc. For the 2018/19 year it is

forecast that $1.32 million of capital works will be incomplete and be carried forward into the

2019/20 financial year. The more significant projects are noted below.


• Madeline St - Footpath 17,000

• Stanley St - Gilbert St to Cotton Street 180,000

• Laura Street (east side) 15,000

• George Street (north side) 15,500

• Reisz's Car park - Seal 10,000

• Club Drive - No. 20 to Alexander St 200,000

• Tarleton Rd - Stage 1 30,000

• Poyston Drive / Alexander Street junction 30,000

• Annual reseal allocation 350,000

• River Road, Latrobe 30,000

• Joyce Street / Dumbleton Street junction area 350,000

• Torquay Road, Latrobe - Bus Turn Facility 55,000

• Stanley Street to South Stanley St connection 250,000

• Westwind Drive footpath infill 8,000

• Old Deloraine Road 60,000

• Gilbert Street - Bradshaw Street to Lewis Street 40,000

• Port Sorell Entrance 10,000

• Seymour Street road reserve 75,000

• River Rd, Latrobe walking track 1,000,000

The more significant projects for 2019/20 include:

• Latrobe Stormwater Project 150,000

• Percival Street Latrobe 20,000

• Reibey Street - Pipe open drain 120,000

• Latrobe Bandroom 100,000

• Port Sorell Surf Life saving Club redevelopment 60,000

• Latrobe Council Chambers 50,000

• Youth Centre 10,000

Roads include local roads, car parks, footpaths, kerb and channel, bridges and culverts and other

road assets. The more significant projects are:

6.1.3 Stormwater ($290,000)

6.1.4 Buildings ($220,000)

Buildings include community facilities, municipal offices, sporting facilities and pavilions. The

more significant projects for 2019/20 include:

Analysis of Capital Budget6.1.2 Roads ($2.7 million)


Land at Port Sorell 312,500

• Port Sorell Landfill Site 600,000

• Port Sorell Strategic Plan 100,000

• Bells Parade near weir 30,000

• Shade Sail over Shearwater Park Playground 20,000

• Port Sorell / Hawley / Shearwater 30,000

• Port Sorell Business Network 100,000

• Latrobe Recreation Ground - wicket expansion 30,000

• Port Sorell Recreation Ground Precinct 25,000

• Port Sorell Tennis Club 300,000

• Kings Park 40,000

• Drinking fountains, showers 30,000

• Mountain Bike Trail Masterplan 105,320

• Mens shed and adjacent storage area 40,000

• Bosworth Park 120,000

• Latrobe Cemetery 12,000

The main significant projects for 2019/20 are:

• Latrobe Swimming Pool 35,000

• Banksia Centre 8,073



• Live Pro software - knowledge bank and process storage 12,000

• IT - Upgrade IT Software 413,347

Analysis of Capital Budget6.1.5 Land ($312,500)

6.1.6 Land Improvements ($1.58 million)

Land improvements are structures not included in buildings. The more significant projects for

2019/20 include:

6.1.7 Miscellaneous ($536,820)



6.2.1 1,595,000 454,120 (1,140,880)

6.2.2 18,523 165,000 146,477

6.2.3 250,000 - (250,000)

6.2.4 - - -

1,863,523 619,120 (1,244,403)

6.2.5 2,094,223 1,328,058 (766,165)

6.2.6 1,187,763 5,405,020 4,217,257

3,281,986 6,733,078 3,451,092

5,145,509 7,352,198 2,206,689

55,000

311,060

88,060

454,120

6.1.9 Asset Renewal ($2.1 million) and New Assets/ Upgrades ($5.2 million)

A distinction is made between expenditure on new and upgraded assets and expenditure on

asset renewals.

Expenditure on asset renewal is expenditure on an existing asset which maintains the service

potential or extends the useful life of the asset.

Expenditure on new or upgraded assets results in new assets or increased service potential in

existing assets and will result in an additional burden for the future operation, maintenance and

capital renewal.

Appendix B includes additional detail regarding the classification of 2019/20 capital works.

6.2 Funding Sources

Analysis of Capital Budget6.1.8 Plant and Equipment ($357,000)

Plant and equipment includes information technology, motor vehicles and plant purchases. The

majority of this allocation is for ongoing cyclical replacement of Council’s plant and vehicle fleet.

Internal

Restricted Cash and Investments

Operating

Total Internal Funding

Total Funding Sources

6.2.1 Grants – Capital $454,120

External

Grants for New/Upgraded Assets

Capital Contributions

New borrowings (ALGCP)

Proceeds from Sale of Assets

Total External Funding

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

purpose of funding the capital works program. Capital grants are not budgeted unless grant

approval has been confirmed.

State Capital Grant - Torquay Road

Commonwealth Roads to Recovery

ProgramCommonwealth Government Grant -

Wild Mersey Bike TrailTotal


15,000

150,000

165,000

There is no expectation of proceeds from property sales in 2019/20.

6.2.2 Capital Contributions $165,000

Capital contributions include all monies received from community sources for the purpose of

funding the capital works program.

Latrobe Cricket Club - Upgrade

cricket netsPort Sorell Surf Lifesaving

Total

6.2.3 New Borrowings


Refer to section 5 ‘Estimated Cash Position’ for more information on funds from operations.

No new borrowings are anticipated 2019/20.

6.2.4 Proceeds from Sale of Assets

6.2.5 Restricted Cash and Investments

Restricted cash reserves are expected to decrease as Councils estimated commitment to the

rehabilitation of the Port Sorell Waste Transfer site has now been further quantified and

committed/restricted.

6.2.6 Operations

Council generates cash from its operating activities which is used as a funding source for the

capital works program. It is forecast that $3.7 million will be generated from operations to fund

the 2019/20 capital works program.

$4,358,948

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

$9,000,000

A2017/18 F2018/19 B2019/20 P2020/21 P2021/22 P2022/23

Unrestricted Cash



7.1.1

11,388,870 8,336,978 (3,051,892)

618,188 618,188 -

6,167 44,000 37,834

109,645 109,645 -

551,124 551,124 -

12,673,994 9,659,935 (3,014,059)

- - -

3,083 3,083 (0)

1,721,822 1,816,682 94,860

30,506,686 30,506,686 -

175,606,887 186,998,195 11,391,308

207,838,478 219,324,647 11,486,169

220,512,472 228,984,582 8,472,110

7.1.2

1,167,399 1,167,399 -

1,813,589 6,047,010 4,233,421

571,563 571,563 -

3,552,551 7,785,973 4,233,422

- - -

14,216,972 9,983,551 (4,233,421)

495,881 495,881 -

14,712,853 10,479,433 (4,233,421)

18,265,404 18,265,406 2

- - -

7.1.3 202,247,068 210,719,177 8,472,109

7 Analysis of Budgeted Financial Position

7.1 Estimated Balance Sheet

Assets

Current assets

Cash and cash equivalents

Total current assets

Non-current assets

Financial assets

Investment in associates

accounted for using the equity

method

Investment in water corporation

Property, infrastructure, plant

and equipment

Trade and other receivables

Financial assets

Inventories

Other assets

Provisions

Trust funds and deposits

Total current liabilities

Non-current liabilities

Provisions

Total non-current assets

TOTAL ASSETS

Liabilities

Current liabilities

Trade and other payables

Trust funds and deposits

Total non-current liabilities

TOTAL LIABILITIES

Net Assets


7.1.4 - - -

99,271,805 103,353,742 4,081,937

102,975,263 107,365,435 4,390,172

- - -

- - -

202,247,068 210,719,177 8,472,109

•

•

•

Equity

Accumulated Surplus

Asset Revaluation Reserves

Water Corporation Investment

Reserve

Other Reserves

Analysis of Budgeted Financial Position

Investment Revaluation Reserve which represents the difference between the previously

recorded value of Council’s investment in associates and their current valuations.

Accumulated surplus which is the value of all net assets less reserves that have accumulated

over time.

Current Provisions are made up of provision for employee entitlements and are estimated not to

change significantly however the rehabilitation provision for the Port Sorell Waste Transfer

station has been increased in line with estimates received. The provision for the liability was

raised in the 2018/2019 financial year. The current liability is increased to reflect the expenditure

to be incurred in the next 12 months, with the non-current liability decreasing by a

corresponding amount.

7.1.3 Net Assets ($8.47 million increase)

This term is used to describe the difference between the value of total assets and the value of

total liabilities. It represents the estimated net worth of Council as at June 30.

7.1.4 Equity

Total equity always equals net assets and is made up of the following components:Asset Revaluation Reserve which represents the difference between the previously recorded

value of assets and their current valuations.

TOTAL EQUITY

7.1.1 Current Assets ($3.0 million decrease) and Non-Current Assets ($11.5 million increase)

Cash and cash equivalents are expected to decrease by $3.05 million.

Property, infrastructure, plant and equipment is the largest component of Council’s worth and

represents the value of all land, buildings, roads, vehicles, equipment etc. which has been built

up by the Council over many years. The increase in this balance is net result of the capital works

program less depreciation and asset sales plus asset revaluations during the year.

7.1.2 Current Liabilities ($4.2 million increase) and Non-Current Liabilities ($4.2 million decrease)

Current financial liabilities are those that are due for settlement within 12 months and are not

expected to change significantly.


Forecast Budget

2018/19 2019/20 2020/21 2021/22 2022/23

2,787,906 4,081,939 1,917,985 1,976,109 2,062,293

888,746 (4,053) (33,738) (24,407) 11,764

11,389,000 8,337,000 3,541,000 1,629,000 1,750,000

4,661,525 3,719,019 3,634,329 3,680,341 3,753,560

5,145,509 7,352,198 8,906,421 6,080,421 4,132,711

2,171,242 2,114,207 2,233,000 897,000 848,000

2,974,268 5,237,991 2,440,000 2,440,000 2,440,000

6,164 6,340 6,403 6,467 6,532

- Asset Renewal

8 Key Financial Indicators

8.1 Financial Resources

The following table summarises the estimated key financial results for the 2019/20 year as

compared to the 2018/19 forecast results.

Projected

Indicator

Operating Result

Underlying Operating Result

Cash and Investments

Cash Flow from Operations

Capital Works

- Asset New/ Upgrade

Rateable Properties at 1 July

8.2 Key Financial 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 are to report in

their annual financial statements.

The following graphs and commentary show Council’s expected performance against selected

indicators over the next four years as compared to suggested benchmark results.


8.2.1Underlying surplus ratio

2019/20 2020/21 2021/22 2022/23 Average

Underlying Surplus Ratio -0.03% -0.26% -0.18% 0.09% -0.10%

Key Financial Indicators

Underlying surplus ratio means an amount that is the underlying surplus or deficit of a council for a

financial year divided by the recurrent income (not including income received specifically for new

or upgraded assets, physical resources received free of charge or other income of a capital nature)

of a council for the financial year.

A positive ratio indicates the percentage of the Councils recurring income that is available to fund

new initiatives or repay debt. It is the percentage by which major controllable sources of income

and operating grants vary from day to day expenditure.

Over the next four years, Council’s results are at the lower end of the benchmark range. Council’s

aim is for this benchmark to trend towards 5% over the long term.

-2.00%

0.00%

2.00%

4.00%

6.00%

8.00%

10.00%

12.00%

2019/20 2020/21 2021/22 2022/23

Underlying Surplus Ratio

Underlying Surplus Ratio

Benchmark - min

Benchmark - max

Average


2019/20 2020/21 2021/22 2022/23 Average

Net Financial Assets/(Liabilities) Ratio-68.25% -103.62% -115.93% -112.50% -100.42%

8.2.2 Net financial liabilities


Net financial ratio means an amount that is the amount of net financial liabilities of a council for a

financial year divided by an amount that is the recurrent income (not including income received

specifically for new or upgraded assets, physical resources received free of charge or other income

of a capital nature) of a council for the financial year.

This ratio indicates Council’s capacity to meet its financial obligations from its operating activities.

Council’s current financial management strategy accepts debt as a legitimate funding source for

new and upgraded assets.

The Council has no net debt and is in a strong position to service debt from its operating activities if

it chooses to fund new and upgraded assets by debt in the future.

The net financial liabilities ratio indicated above is affected by the take up a liability for the

rehabilitation of the Port Sorell Waste Transfer Station.

-140%

-120%

-100%

-80%

-60%

-40%

-20%

0%

2019/20 2020/21 2021/22 2022/23

Net Financial Liabilities Ratio

Net Financial Assets/(Liabilities)Ratio

Benchmark - min

Benchmark - max

Average


2019/20 2020/21 2021/22 2022/23 Average

Asset Sustainability Ratio 56.41% 58.99% 23.46% 21.96% 40.03%

8.2.3 Asset sustainability ratio

Asset sustainability ratio means an amount that is the amount of capital expenditure by a council in

a financial year on the replacement and renewal of existing council plant, equipment and

infrastructure assets divided by the annual depreciation expenses of the plant, equipment and

assets for the financial year.

This ratio measures whether assets are being replaced at the rate they are wearing out.

Council’s average is well below the benchmark, however Council aims to match its asset renewal

with actual asset demand as identified by its asset management processes rather than the long

term averages 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.


0%

20%

40%

60%

80%

100%

120%

2019/20 2020/21 2021/22 2022/23

Asset Sustainability Ratio

Asset Sustainability Ratio

Benchmark

Average


Latrobe Council

Appendices

An

nu

al P

lan

& B

ud

ge

t 3

0 J

un

e 2

02

0


Actual Forecast Budget

2018 2019 2020 2021 2022 2023

Income

Recurrent Income

Rates and charges 7,208,229 7,558,173 7,780,608 7,955,672 8,134,675 8,317,705

Statutory fees and fines 690,444 622,464 644,990 659,502 674,341 689,514

User fees 1,144,094 1,521,867 1,560,470 1,595,581 1,631,481 1,668,189

Grants 1,573,650 1,714,474 1,729,368 1,746,662 1,764,128 1,781,769

Interest 255,617 265,731 238,396 205,145 228,336 278,939

Other income 2,056,643 1,661,564 488,730 493,617 498,553 503,539

Investment revenue from water corporation 548,718 382,000 382,000 382,000 382,000 382,000

13,477,394 13,726,273 12,824,562 13,038,179 13,313,514 13,621,656

Capital Income

Capital grants received specifically for new or

upgraded assets 583,934 1,595,000 454,120 465,473 477,110 489,038

Contributions - cash 67,676 18,523 165,000 - - -

Contributions - non-monetary assets 2,302,294 - 3,450,000 1,486,250 1,523,406 1,561,491

Net gain/(loss) on disposal of property,

infrastructure, plant and equipment (107,690) - - - - -

Share of net profits/(losses) of associates and joint

ventures accounted for by the equity method 116,639 347,442 231,940 234,259 236,602 238,968

2,962,853 1,960,965 4,301,060 2,185,982 2,237,118 2,289,497

Total Income 16,440,247 15,687,238 17,125,622 15,224,161 15,550,632 15,911,153

Expenses

Employee benefits 3,713,560 3,779,370 3,365,507 3,449,644 3,535,885 3,624,282

Materials and services 4,256,363 4,100,207 4,454,046 4,565,397 4,679,532 4,796,520

Impairment of debts (42,530) - - - - -

Depreciation and amortisation 3,438,834 3,586,850 3,747,720 3,785,197 3,823,049 3,861,280

Finance costs 10,686 7,850 - - - -

Other Expenses 1,392,399 1,425,056 1,476,410 1,505,938 1,536,057 1,566,778 - - - - - -

Total Expenses 12,769,311 12,899,332 13,043,683 13,306,176 13,574,523 13,848,860

Net Operating Result for the year 3,670,936 2,787,906 4,081,939 1,917,985 1,976,109 2,062,293

Appendix A - Budgeted Financial Statements

Budgeted Statement of Comprehensive Income For the Year Ending 30 June 2020Projected


Appendix A - Budgeted Financial StatementsActual Forecast Budget

2018 2019 2020 2021 2022 2023

Other Comprehensive Income

Items that will not be reclassified to surplus or

deficit

Increase/decrease in rehabilitation provision - (11,586,109) - - - -

Revaluation - Property, Plant and Infrastructure 3,215,609 - - 4,677,764 4,959,894 5,178,411

Share of other comprehensive income of

Associates - - - - - -

3,215,609 (11,586,109) - 4,677,764 4,959,894 5,178,411

Items that may be reclassified to surplus or deficit

Revaluation - Investment in TasWater - - - - - -

Total Other Comprehensive Income 3,215,609 (11,586,109) - 4,677,764 4,959,894 5,178,411

Comprehensive Result 6,886,545 (8,798,203) 4,081,939 6,595,748 6,936,003 7,240,704

Adjustments

Net Operating Result for the year 3,670,936 2,787,906 4,081,939 1,917,985 1,976,109 2,062,293

Capital grants received specifically for new or

upgraded assets (583,934) (1,595,000) (454,120) (465,473) (477,110) (489,038)

Contributions - cash (67,676) (18,523) (165,000) - - -

Contributions - non-monetary assets (2,302,294) - (3,450,000) (1,486,250) (1,523,406) (1,561,491)

Net gain/(loss) on disposal of property,

infrastructure, plant and equipment - - - - - -

State Government asset transfers - - - - - -

National disaster relief and recovery funding (447,028) (187,500) - - - -

Grants received in advance - current year (740,120) (843,550) (860,422) - - -

This year's grants included in prior years income - 745,413 843,550 - - -

Disaster relief and recovery expenditure 79,562 - - - - -

Assets expensed (Non - Council assets constructed) 59,458 - - - - -

Adjusted Underlying Result (331,096) 888,746 (4,053) (33,738) (24,407) 11,764

Projected




2018 2019 2020 2021 2022 2023

Assets

Current assets

Cash and cash equivalents 9,833,790 11,388,870 8,336,978 3,541,359 1,629,389 1,750,275

Trade and other receivables 618,188 618,188 618,188 618,188 618,188 618,188

Financial assets 6,167 6,167 44,000 33,000 22,000 11,000

Inventories 109,645 109,645 109,645 109,645 109,645 109,645

Other assets 551,124 551,124 551,124 551,124 551,124 551,124

Total current assets 11,118,914 12,673,994 9,659,935 4,853,316 2,930,346 3,040,233

Non-current assets

Financial assets 3,083 3,083 3,083 3,083 3,083 3,083

Investment in associates accounted for using the

equity method 1,563,110 1,721,822 1,816,682 1,933,812 2,052,113 2,171,597

Investment in water corporation 30,506,686 30,506,686 30,506,686 30,506,686 30,506,686 30,506,686

Property, infrastructure, plant and equipment 174,782,772 175,606,887 186,998,196 198,283,434 207,024,105 214,035,439

Total non-current assets 206,855,651 207,838,478 219,324,647 230,727,014 239,585,986 246,716,805

Total assets 217,974,565 220,512,472 228,984,582 235,580,330 242,516,333 249,757,038

Liabilities

Current liabilities

Trade and other payables 1,167,399 1,167,399 1,167,399 1,167,399 1,167,399 1,167,399

Trust funds and deposits 571,563 571,563 571,563 571,563 571,563 571,563

Provisions 1,213,589 1,813,589 6,047,010 10,280,431 12,397,141 13,349,661

Total current liabilities 2,952,551 3,552,551 7,785,972 12,019,393 14,136,103 15,088,623

Non-current liabilities

Trust funds and deposits 495,881 495,881 495,881 495,881 495,881 495,881

Provisions 3,230,863 14,216,972 9,983,551 5,750,130 3,633,420 2,680,900

Interest - bearing loans and borrowings 250,000 - - - - -

Total non-current liabilities 3,976,744 14,712,853 10,479,432 6,246,011 4,129,301 3,176,781

Total liabilities 6,929,295 18,265,404 18,265,404 18,265,404 18,265,404 18,265,404

Net Assets 211,045,269 202,247,068 210,719,177 217,314,925 224,250,928 231,491,634

Equity

Accumulated Surplus 108,070,006 99,271,805 103,353,742 105,271,727 107,247,835 109,310,128

Asset Revaluation Reserves 102,975,263 102,975,263 107,365,435 112,043,199 117,003,093 122,181,504

Total Equity 211,045,269 202,247,068 210,719,177 217,314,925 224,250,928 231,491,633

Budgeted Balance Sheet as at 30 June 2020Projected




2018 2019 2020 2021 2022 2023

Cash flows from operating activities

Rates 7,213,648 7,558,173 7,780,608 7,955,672 8,134,675 8,317,705

Statutory fees and fines 690,444 622,464 644,990 659,502 674,341 689,514

User charges and other fines 1,007,951 1,521,867 1,560,470 1,595,581 1,631,481 1,668,189

Grants 1,573,650 1,714,474 1,729,368 1,746,662 1,764,128 1,781,769

Developer contributions 12,149 - - - - -

Reimbursements 1,044,104 - - - - -

Interest 203,531 265,731 238,396 205,145 228,336 278,939

Rents - - - - - -

Dividends and income tax equivalents - 188,730 137,080 117,130 118,301 119,484

Investment revenue from water corporation 548,718 382,000 382,000 382,000 382,000 382,000

Other Receipts 691,355 1,661,564 488,730 493,617 498,553 503,539

Net GST refund/payment 491,078 - - - - -

Payments to suppliers (4,658,657) (4,100,207) (4,454,046) (4,565,397) (4,679,532) (4,796,520)

Payments to employees (including redundancies) (3,580,476) (3,720,365) (3,312,167) (3,449,644) (3,535,885) (3,624,282)

Finance costs (10,686) (7,850) - - - -

Other payments (1,420,885) (1,425,056) (1,476,410) (1,505,938) (1,536,057) (1,566,778)

Net cash provided by (or used in) operating

activities 3,805,925 4,661,525 3,719,019 3,634,329 3,680,341 3,753,560

Cash flows from investing activities

Payments for property, infrastructure, plant and

equipment (3,630,220) (4,469,968) (7,352,198) (8,906,421) (6,080,421) (4,132,711)

Proceeds from sale of property, infrastructure,

plant and equipment 118,786 - - - - -

Capital grants 583,934 1,595,000 454,120 465,473 477,110 489,038

Contributions 67,676 18,523 165,000 - - -

Repayment of loans and advances from

community organisations 6,167 (0) (37,834) 11,000 11,000 11,000

Net Cash provided by (or used in) Investing

Activities (2,853,657) (2,856,445) (6,770,912) (8,429,948) (5,592,311) (3,632,673)

Budgeted Cash Flow Statement for the year ended as at 30 June 2020Projected




2018 2019 2020 2021 2022 2023

Cash flows from financing activities

Trust funds and deposits 209,839 - - - - -

Proceeds from interest bearing loans and

borrowings 250,000 - - - - -

Repayment of interest bearing loans and

borrowings (553,614) (250,000) - - - -

Net cash provided by (or used in) financing

activities (93,775) (250,000) - - - -

Net increase/(decrease) in cash and cash

equivalents 858,493 1,555,080 (3,051,892) (4,795,619) (1,911,970) 120,887

Cash and cash equivalents at the beginning of the

financial year 8,975,297 9,833,790 11,388,870 8,336,978 3,541,359 1,629,389

Cash and cash equivalents at the end of the

financial year 9,833,790 11,388,870 8,336,978 3,541,359 1,629,389 1,750,275

Projected


Appendix B - Budgeted Capital Works

Project Detail Renewal

New /

Upgrade Budget

Madeline St - Footpath River Rd to Twiss St, 210m - 17,000 17,000

Stanley St - Gilbert St to Cotton Street

210m long reconstruction including kerbs, footpaths and

pavement 50,000 130,000 180,000

Laura Street (east side) Alberta to Fenton St - 15,000 15,000

George Street (north side) Lewis St to Hockey Fields infill - 15,500 15,500

Reisz's Car park - Seal Reisz's Car park - Seal 10,000 - 10,000

Club Drive - No. 20 to Alexander St Reconstruct & stabilise pavement 200,000 - 200,000

Tarleton Rd - Stage 1 Widening and relocation of stormwater drain - design only - 30,000 30,000

Poyston Drive / Alexander Street junction

Traffic Management (consider left in and left out only or

roundabout) - 30,000 30,000

Annual reseal allocation Reseal list to be determined - 350,000 350,000

River Road, Latrobe

Central island and associated widening for pedestrians crossing

near Caravan Park / Madeline street - 30,000 30,000

Joyce Street / Dumbleton Street junction

area

Includes work around intersection. 135m kerb on north west

approaches, 135m footpath, roundabout? - 350,000 350,000

Torquay Road, Latrobe - Bus Turn Facility

Follows discussion and plans presented to Passenger Transport

Services and Health Department 15,000 40,000 55,000 Stanley Street to South Stanley St

connection

Connect Stanley St from Paulownia St to Benny St. Contribution

subject to subdivisions. - 250,000 250,000

Westwind Drive footpath infill Complete approx. 47m missing path eastern side near school - 8,000 8,000

Old Deloraine Road

Various upgrades - widen crest, square up junction, widen

outside of corner, remove dead trees 20,000 40,000 60,000

Gilbert Street - Bradshaw Street to Lewis

Street Footpath replacement 100m long. 40,000 - 40,000

Budgeted New Capital Works for the Year Ending 30 June 2020

Roads





New /

Upgrade Budget

Port Sorell Entrance Prepare concept designs to improve entrance (PSAC item) - 10,000 10,000

Seymour Street road reserve Prepare concept designs to improve entrance (PSAC item) - 75,000 75,000

River Rd, Latrobe walking track

Coastal Pathway. $3mil project, $2mil funding by State/Federal

Govt. - 1,000,000 1,000,000

335,000 2,390,500 2,725,500


New /

Upgrade Budget

Latrobe Stormwater Project Finalise Latrobe flood detail design project with Entura 150,000 150,000

Percival Street Latrobe Redirect stormwater to Hamilton Street 20,000 20,000

Reibey Street - Pipe open drain

Nominally Stanley St to Joseph Street nominally with twin

900mm dia. 120,000 120,000

- 290,000 290,000


New /

Upgrade Budget

Latrobe Bandroom

Construction of facilities to assist band in relocation - no firm

location settled 100,000 100,000 Port Sorell Surf Life saving Club

redevelopment Redevelopment, may include public toilets 60,000 60,000

Latrobe Council Chambers Refurbish Council Chambers 30,000 20,000 50,000

Youth Centre Upgrade to Canteen (council contribution) 10,000 10,000

40,000 180,000 220,000

Total Roads

Stormwater

Total Stormwater

Buildings

Total Buildings





New /

Upgrade Budget

Port Sorell Landfill Site

Remediation - Finalise Detailed Site Investigation (DSI) and

undertake preliminary actions 350,000 250,000 600,000

Port Sorell Strategic Plan Shearwater '7 day makeover' project 100,000 100,000

Bells Parade near weir

Drive additional piles at retaining wall and new fences / rails /

signs adjacent weir 15,000 15,000 30,000

Shade Sail over Shearwater Park Playground Proposal for shade structure or tree planting upgrades 20,000 20,000

Port Sorell / Hawley / Shearwater Continue upgrade of beach accesses 5,000 25,000 30,000

Port Sorell Business Network Port Sorell Strategic Plan 100,000 100,000 Latrobe Recreation Ground - wicket

expansion Latrobe Recreation Ground - wicket expansion 30,000 30,000

Port Sorell Recreation Ground Precinct Improvements, drainage, practice nets, develop vacant area 25,000 25,000

Port Sorell Tennis Club Port Sorell Tennis Club redevelopment 300,000 300,000

Kings Park Design and develop Kings Park 40,000 40,000

Drinking fountains, showers Port Sorell/Hawley/Latrobe - drinking fountains, showers 30,000 30,000

Mountain Bike Trail Masterplan Construction of remaining mountain bike trails - stage two. 105,320 105,320

Mens shed and adjacent storage area nature strip works 40,000 40,000

Bosworth Park Redevelopment incl design works and dog park. 120,000 120,000

Latrobe Cemetery

Prepare new concrete plinths to the east of the existing

cemetery to make provision for new burial plots. 12,000 12,000

670,000 912,320 1,582,320 Total Land Improvements

Land Improvements





New/

Upgrade Budget

Land at Port Sorell 312,500 312,500

- 312,500 312,500


New /

Upgrade Budget

Latrobe Swimming Pool Replace Heat Pump Units 3 & 4 35,000 35,000

Banksia Centre blinds 8,073 8,073

Banksia Centre chairs 18,400 18,400

Banksia Centre concept design 50,000 50,000 Live Pro software - knowledge bank and

process storage Live Pro software - knowledge bank and process storage 12,000 12,000

IT - Upgrade IT Software Technology One 413,347 413,347

35,000 501,820 536,820

Land

Total Land

Miscellaneous

Total Miscellaneous





New /

Upgrade Budget

Plant 9 Team Leader Planning and Regulatory Services 22,000 22,000

Spray unit tractor implement Replacement of 400L boom spray 15,000 15,000

Ute Replacement of 4x2 Single Cab Petrol Ute 25,000 25,000

Ute Replacement of4x2 Extra Cab Diesel Ute 25,000 25,000



Pool vehicle Replacement of Ford Focus to AWD pool vehicle 35,000 35,000

Nissan Truck Replacement of 10 Yard Tip Truck 130,000 130,000

Minor Plant Replacements Minor Plant Replacements 20,000 20,000

SES 4X4-Ford Ranger 2008 Model 35,000 35,000

357,000 - 357,000

1,437,000 4,587,140 6,024,140 Total

Plant and Equipment

Total Plant and Equipment




New /

Upgrade Budget

Gilbert St/Hamilton St Roundabout design - 20,000 20,000

Benny St (footpath) Percival to Stanley - 100,000 100,000

Taroona St/Joyce St Intersection roundabout - 25,000 25,000

Faulkner Dr Building Carpark improvement - 15,439 15,439

Hamilton Street Kerb and channel - 50,000 50,000

Bells Parade Footpath and garden bed - 22,000 22,000

Northdown Lane Seal intersection - 10,000 10,000

East Sassafras Road Reconstruction - 50,000 50,000

Total Roads - 292,439 292,439


New /

Upgrade Budget

Poyston Creek / Pitcairn Street - 20,000 20,000

Total Stormwater - 20,000 20,000


New /

Upgrade Budget

Axemans Hall of Fame Refurbish Museum 62,207 62,207

Latrobe Recreation Ground Main grandstand refurbishment 57,979 57,979

Council Chambers Refurbish amenities 10,000 10,000 20,000

Elderly Person Units Refurbish Interiors 100,000 100,000

Council Chambers Security System Upgrade 10,000 40,000 50,000

Latrobe Recreation Ground Tradewaste Grease trap 10,000 10,000

Budgeted Capital Works Carried Forward from 2018/19

Roads

Stormwater

Buildings



Budgeted Capital Works Carried Forward from 2018/19


New /

Upgrade Budget

Axemans Hall of Fame Tradewaste Grease trap 10,000 10,000

Camp Banksia Tradewaste Grease trap 10,000 10,000

37 Faulkner Drive Tradewaste Grease trap 10,000 10,000

Latrobe depot Refurbish office 20,000 20,000

Latrobe works Install security cameras 10,000 10,000

Total Buildings 182,207 177,979 360,186


New /

Upgrade Budget

Shearwater Park Seats, Picnic tables, BBQ 20,000 20,000

Wild Mersey Mountain Bike Development 125,000 125,000

Axemans Hall of Fame Revitalisation of Memorabilia Collection 5,450 5,450

Latrobe Recreation Ground Perkins Park Lighting and Drainage 136,000 136,000

Pig Island Walking track and shelter 15,000 15,000

Bells Parade Footpath and garden bed improvements 22,000 22,000

Port Sorell Strategic Plan Provision for Capital Works 100,000 100,000

Port Sorell Caravan Park Priority implementation - Strategic Plan 100,000 100,000

Bosworth Park Toilets, landscaping 131,983 131,983

Total Land Improvements 145,000 510,433 655,433

Total 327,207 1,000,851 1,328,058

Land Improvements


1.

1.1

1.2

1.3

1.4

1.5

2.

3.

3.1

(a)

i.

ii.

iii.

3.2

(a)

(b)

“land” means a parcel of land within the Latrobe Council municipal area which is

shown as being separately assessed in the valuation list.

Appendix C - Rates Resolution 2019/20

That in accordance with the provisions of Part 9 of the Local Government Act 1993 (“the Act”)

and the Fire Service Act 1979, the following Rates and Charges are made for the period July 1,

2019 to June 30, 2020.

DEFINITIONS

“AAV” means the assessed annual as defined in the Act.

“general land” has the same meaning as it does in the Fire Service Act 1979 .

the maximum percentage increase does not apply where rateable land was the

subject of a supplementary valuation pursuant to the Valuation of Land Act 2001

at any time since 1 July, 2018.

“valuation list” means a valuation list as defined in the Valuation of Land Act 2001 (as

amended).

The singular includes the plural and the plural includes the singular.

The exemptions provided in Section 87 (1), Section 93 (4) and Section 94 (4) of the Act

apply.

RATES AND CHARGES

That pursuant to Section 90 of the Local Government Act, 1993 Council makes the

following General rate on all rateable land (excluding land which is exempt pursuant

to the provision of Section 87) within the municipal area of Latrobe of 6.1783 cents in

the dollar on the AAV of the land, with a minimum payable in respect of that rate of

$286.Pursuant to Section 107, by reason of the use or predominant use of any land, or

the non-use of any land, Council declares by absolute majority that the general

rate shall be varied as follows:

Land used for primary production purposes a general rate of 5.60 cents in

the dollar on the AAV of the land with a minimum payable in respect of that

rate of $299;Land used for industrial or commercial purposes a general rate of 6.5815

cents in the dollar on the AAV of the land with a minimum payable in

respect of that rate of $542;

Land used for utility/public purposes a general rate of 6.61 cents in the

dollar on the AAV of the land with a minimum payable in respect of that

rate of $286.

Pursuant to Section 88A of the Act, Council by absolute majority, sets a maximum

percentage increase in the general rate in respect of the entirety of all rateable land

within the municipal area and fixes the condition which applies in order for a

ratepayer to qualify for the maximum percentage increase as follows;

the maximum percentage increase is 10%; and


3.3

(a)

(b)

3.4

(a)

(b)

i.

ii.

iii.

5.1

a.

b.

c.

d..

B = the net general rate levied for the 2018/19 financial year

Pursuant to Section 94 Council makes a Waste Management Service Charge (garbage

removal) in respect of all lands to which Council makes available a garbage removal

service of:

$175.29 for one 240 litre mobile garbage bin and one recycle bin

$165.00 for one 140 litre mobile garbage bin and one recycle bin.

Pursuant to Section 93A Council makes a Fire Service Rate which the Council declares

by an absolute majority to be varied as follows:-

0.3871 cents in the dollar of the AAV for land within the Latrobe and Port Sorell

Volunteer Brigade Rating District; and

0.3747 cents in the dollar of the AAV for general land

with a minimum payable in respect of that rate of $41.

4. GENERAL RATE REMISSION

Pursuant to Section 129 (3) of the Act, Council by absolute majority grants a remission with

respect to rateable land as follows;

Rates remission = A – (B x 1.10), where;

A = the general rate on the land calculated under Section 3 of this resolution

In the event that the land was the subject of a supplementary valuation under the

Valuation of Land Act 2001 in the 2018/2019 financial year, B = the general rate that

would have been levied on the land as if the supplementary valuation had applied for

the full 2018/2019 financial year.

If the result of the calculation at 4 (i) is a negative amount, then no remission is

allowable.

The calculation of the remission is exclusive of the additional rates payable on the

land arising from any supplementary valuation of that land taking effect during the

2019/2020 financial year.

5. PAYMENT OPTIONS

All rates and charges made by the preceding clauses are payable by either:

1) one sum due to be paid on or before the 31st August 2019; or

2) four instalments being:

a first instalment of one fourth of all the rates and charges on or before 31st

August, 2019;

a second instalment of one fourth of all rates and charges on or before 31st

October, 2019;

a third instalment of one fourth of all rates and charges on or before 31st

January, 2020;

a fourth instalment of one fourth of all rates and charges on or before 31st

March, 2020;


5.2

5.3

5.4

6

1)

2)

For the purpose of Clause 5.1(2), the first, second, third and fourth instalments are to

be calculated to the nearest whole cent, and in respect of half a cent to the nearest

largest whole cent.

If a ratepayer fails to pay the first instalment within 21 days of the 31st August 2019,

the ratepayer is to immediately pay the full amount of the unpaid rates and charges.

A discount on the current year rates and charges of 1.5 per cent on any rate and

charge specified in a rate notice will apply where all rates and charges, including

arrears are paid in full on or before 31st August, 2019.

SUPPLEMENTARY RATES

If a supplementary valuation is made of any land prior to 30th June, 2020 the General

Manager may at his discretion, adjust the amount payable in respect of any rate for

that land for that financial year.

If a rate notice is issued by the General Manager under clause 6(1), the amount

shown as payable on that notice is due to be paid within 30 days of the date on which

that notice issued.


1. Purpose

2.

3.

Appendix D - Other Rating Information - Rates and Charges Policy

• Asset management plans

• Long term financial plan

• Annual plan and budget report

• External influences such as legislative reform, grant funding programs, inflation factors and

interest rates.

Rate revenue is used by Council to provide a range of services to the community and includes

local roads, bridges, footpaths, kerb and channel, stormwater, street lighting, parks and reserves,

sporting facilities, environmental health, waste management, emergency management, special

events, tourism, planning and development.

Strategic focus

Council is faced with balancing the needs and expectations of the community for services and

infrastructure, setting appropriate service levels and setting rates and charges considering the

current economic climate, the likely impact on the community and their capacity to pay.

The Council’s major source of revenue is rates revenue, derived as a tax on land within the

Council area. Rate levels are determined after consideration of expenditure priorities in relation

to the strategic plan, ongoing service delivery requirement and community needs.

The resources required to successfully achieve this outcome are documented in the Annual plan

and budget report. The budget directly supports and reflects the delivery of the strategic plan.

There are a number of other Council strategies, plans and policies that guide Council’s decision

making. In determining its rating policy, the Council has also considered the following;

Part 9 of the Local Government Act, 1993 (the Act) provides Council with the legislative power to

raise rates and charges. Section 86B of the Act provides that each Council must adopt a rates and

charges policy.

The purpose of Council’s rates and charges policy is;

• to comply with the requirements of the Local Government Act, 1993; and

• to outline Council’s approach to levying and collecting rates from its community.

Services funded by rates


Appendix D - Other Rating Information - Rates and Charges Policy4.

(a)

(b)

(c)

(d) New services to be funded by new rates raised

(e)

(f)

5.

(a)

(b)

(c)

(d)

(e)

5.1

•

•

•

Council’s rates and charges policy is based on the following principles;

Rates are a property-based tax rather than a fee for service

The value of rateable land is an indicator of the capacity of the ratepayer in respect of

that land to pay rates

Consideration of the impact of rates and charges on various sectors in the community

including residential, commercial, industrial and primary producers with a longer term

aim to align sectors to a single general rate

User pays principle to be used where practical

Consideration of the provision of concessions to manage significant and unreasonable

fluctuations in rates.

Rating Principles

Application of rate rebates and remissions

Valuation Methodology

The Act provides that Councils may adopt one of three valuation methods to levy rates;

Land value – which is the value of land excluding the value of buildings and other

improvements

Capital value –which is the value of the land and all improvements on the land, and

Assessed annual value – which is the estimated yearly rental value of your property

(net of GST, tax and Council rates) but is not to be 4% less of the capital value.

Rating Strategies

The following key strategies have been developed consistent with Council’s rating principles;

Valuation methodology based on assessed annual value.

Differential rates for various land use categories

Incorporating a minimum charge as a component of the general rate

Levying of service charges and separate rates and charges

Council has adopted the assessed annual value as the basis for levying rates as it considers this

method provides the fairest method of distributing the rate burden across all ratepayers as

property rental value is a relatively good indicator of capacity to pay (or wealth).

The most recent general revaluation of the Municipality was undertaken by ValueIt Ptd Ltd on

behalf of the Valuer General effective 1st July, 2015.



5.2

• the use or predominant use of the land

• the non-use of the land

• the locality of the land

• any planning zone

• any other prescribed factor

• Commercial use

• Industrial use

• Primary production

• Public purpose

• Quarrying and mining

• Residential

• Sporting facility/recreation

• Vacant land

Section 107 of the Act provides the ability to then vary the general rate (differential rate) on the

following factors;

Latrobe Council will apply a differential rate according to land use categories as determined by

the Valuer General;

While every ratepayer in all land use categories benefits from the general amenity of the Council

area, the aim of the differential rate is to collect rate revenue on an equitable basis in order that

services to all ratepayers can be provided throughout the council area.

In an attempt to smooth and minimise shifts of the rate burden imposed by the 2014 revaluation

for 2019/2020 rating year Council will continue to use differential rating and cap rate increases at

10%.

Assessed annual value adjustment factors are provided by the Valuer General biennially and are

applied to existing valuations in between the revaluation cycle in an attempt, to minimise large

fluctuations in valuations that can occur following the completion of a general revaluation.

Supplementary valuation adjustments are provided on an ongoing basis when the status of a

property changes, e.g. subdivision, construction of a dwelling.

General Rates

A general rate must be set every year under Section 90 of the Act by 31st August.



Cents in $

6.5815

5.6000

6.6100

5.3 Minimum General Rate

Total

number of

properties

in category

Number of

properties

on

minimum

%

5,620 278 500%

465 51 1100%

202 10 500%

53 16 3000%

5.4

5.4.1

A General rate of 6.1783 cents with the following general differential rates will apply for the

2019/2020 rating year.

Rate

Description

General

Primary Production

Commercial/industrial

Public institution/utility

Services Rates and Charges

Commercial/Industrial

Primary production

Public purpose/utility

A minimum General rate provides a mechanism by which lower valued properties pay not less

than a minimum amount. A minimum rate is imposed to ensure that all rateable properties make

a base contribution towards the provision of basic services and infrastructure at a reasonable

level.

The minimum rate applicable for 2019/2020 is $286 with a variance to $299 for primary

production land use classification and $542 for commercial and industrial land use classifications.

Section 89B (2) of the Local Government Act, 1993 mandates that the minimum rate must not

apply to more than 35 per cent of properties.

Fire Levy

The Fire Service Act, 1979 requires Council to collect a fire service contribution payable to

the State Government from all rateable properties within the municipality. Council receives

a 4 per cent commission on revenue for collection of the contribution.

The rate for Latrobe and Port Sorell Volunteer Brigade rating districts is;

• 0.3871 cents in the dollar of assessed annual value for each property



5.4.2

5.5

5.5.1

5.5.2

The minimum amount payable in respect of the fire contribution is $41.

Waste Management Service ChargeA service charge in respect of all lands to which Council makes available a garbage removal

and recycling service is;

• $175.29 for one 240 litre mobile garbage bin and one recycling bin

• $165.00 for one 140 litre mobile garbage bin and one recycling bin

Rate Remissions

The rate for all other general land is;

• 0.3747 cents in the dollar of assessed annual value.

Remission applications are verified and approved by the State Government each year and for

previously eligible pensioners, the remission is deducted from the rates account prior to

issue. New pensioners or any pensioner who believe they should be eligible for a rate

remission are required to complete an application form with Council for verification.

Section 129 of the Act provides that a Council may remit part or all of rates payable

by a ratepayer or class of ratepayers.

Conservation Covenant Remission

In 2001 Council introduced a rate remission for property owners who have placed a

conservation covenant on their land title via the Private Forest Reserve Program. The

covenants are in perpetuity and set out conditions for long-term management and land

usage of the affected area.

Pensioner remissions

The Local Government (Rates and Charges Remissions) Act, 1991 provides that eligible

pensioners as at 1 July each year are entitled to a State Government rate remission of 30 per

cent. A maximum remission applies which this is reviewed each year. Eligible pensioners are

also entitled to an additional remission of 20 per cent of the fire levy.

An eligible pensioner is a person who holds a;

• Pensioner Concession Card, or

• Veterans Affairs Gold Card, or

• Health Care Card (excludes Seniors Health Card).



General rate remission

(i)

A =

B = the net general rate levied for the 2018/19 financial year

(ii)

(iii)

A rate remission of $5 per hectare per annum applies to that portion of land on which a

conservation covenant has been placed, with a minimum per annum of $50 to a maximum

of $500 per property.

Local Sporting Club remission

Rates remission = A – (B x 1.10), where; the general rate on the land calculated under Section 3 of Council’s 2019/20 rates

resolution

In the event that the land was the subject of a supplementary valuation under the Valuation

of Land Act, 2001 in the 2018/19 financial year, then B = the general rate that would have

been levied on the land as if the supplementary valuation had applied for the full 2018/19

financial year.

If the result of the calculation of 4 (i) is a negative amount, then no remission is

allowable.

The calculation of the remission is exclusive of the additional rates payable on the

land arising from any supplementary valuation of that land taking effect during the

2019/20 financial year.

In 2005 Council introduced a rate remission for local sporting clubs which are not Council

owned.

Each year a remission of 100 per cent of the general rate is applied to rate accounts for

Thirlstane Golf Club, Latrobe Bowls Club, Port Sorell Bowls Club, Wesley Vale Football Club

and Port Sorell Surf Club.

Licensed Jetty remission

Jetties are licensed with Department of Primary Industries, Water and Environment and in

2005 were subsequently valued by the Valuer General, making them rateable properties.

Each year Council remits 50 per cent of the general rate on licensed jetties.

Due to the impact of the general valuation and legislative changes in relation to the number

of properties on a minimum rate, Council will continue to apply a remission to the general

rate for 2019/2020 as follows;


Appendix D - Other Rating Information - Rates and Charges Policy5.6

a)

b)

5.7

5.8

Payment of Rates

• In person at the Council offices, 170 Gilbert Street, Latrobe

• Direct debit (excluding credit cards)

• Australia Post (at any post office or POSTbillpay phone and internet)

• By phone 1300 886 451

• Council internet site – www.latrobe.tas.gov.au

• BPay – telephone and internet banking All rates and charges are GST exempt.

Rates and charges are payable by either;

One sum due to be paid on or before 31st August, 2019 or

By four equal instalments payable on or before 31st August, 2019, 31st October, 2019, 31st

January, 2020 and 31st March, 2020.

If a ratepayer fails to pay any instalment within 21 days of the date on which the rates are due,

the council may require the ratepayer to pay the full amount owing for the financial year.

Payment Methods

• By mail to PO Box 63, Latrobe 7307

Discount for early payment

As provided by Section 130 of the Act, Council will offer an early payment discount for ratepayers

when all rates and charges, including arrears are paid in full on or before the first instalment due

date.

The rationale for the discount is that the benefits to the Council (being the earlier access to the

funds and reduced processing costs of subsequent instalments) is greater than the cost of the

discount.

The level of discount will be subject to annual review. For the 2019/2020 rating year a discount of

1.5 per cent will apply.

Recovery of rates

Council will issue a final notice if any instalments remain outstanding. A ratepayer who is having

difficulty in paying rates should contact council at the earliest opportunity to arrange a payment

schedule that is agreed upon by both the Council and the ratepayer. This is essential to avoid

council taking legal action to recover the outstanding rates.



5.9

Section 123 of the Act provides that a person may object to a rates notice on the ground that –

a)

b)

c)

d)

e)

a) fails to amend the rates notice within 30 days after lodging the objection; or

b) refuses to amend the rates notice.

6

7 AVAILABLITY OF POLICY

8

If a ratepayer does not pay the rates on his or her property a council may commence legal action

against the ratepayer to recover the outstanding amount. If council takes legal action the

ratepayer may also be liable for the council’s legal costs associated with the action.

If rates and charges are in arrears for three years or more, Section 137 of the Act provides that

the Council may serve notice on the owner of its intention to do so and if payment of the

outstanding amount is not received within 90 days the property may be sold by public auction.

Objections

the land specified in the rates notice is exempt from the payment of those rates; or

the amount of those rates is not correctly calculated having regard to the relevant factors; or

the basis on which those rates are calculated does not apply; or

If a ratepayer believes that the Council has failed to properly apply this policy they should advise

the General Manager.

This policy is available from the Council offices during ordinary working hours or is downloadable

from Council’s website www.latrobe.tas.gov.au.

REVIEW

The Act provides that this policy must be reviewed by the end of each successive four year period

after 31 August 2012 or when a council makes a significant change in how it applies rates and

charges, whichever is the earlier.

he or she is not liable for the payment of the rates specified in the rates notice; or

he or she is not liable to pay those rates for the period specified in the rates notice.

An objection must be in writing to the General Manager, and be made within 28 days after

receipt of the rates notice. The General Manager may amend the rates notice if considered

appropriate or refuse to amend the rates notice.

A person may appeal to the Magistrates Court (Administrative Appeals Division) for a review if

the General Manager;

DISCLAIMER

A rate cannot be challenged on the basis of non-compliance with this policy and must be paid in

accordance with the required payment provisions.


RATE/CHARGE 2019 2020 CHANGE 2019 2020 CHANGE

General Rate

General Rate 6.314 6.178 -2.147% $278 $286 2.878%

Commercial/ Industrial 6.446 6.582 2.096% $527 $542 2.846%

Vacant land 6.314 6.178 -2.147% $278 $286 2.878%

Sporting Facility/ Recreation/

Quarrying 6.314 6.178 -2.147% $278 $286 2.878%

Primary Production 5.967 5.600 -6.150% $291 $299 2.749%

Public Institution/Utility 6.446 6.610 2.538% $278 $286 2.878%

Fire

Urban Fire Levy 0.3980 0.3871 -2.816% $40 $41 2.500%

Port Sorell Fire Levy 0.3980 0.3871 -2.816% $40 $41 2.500%

Country Fire Levy 0.3793 0.3747 -1.228% $40 $41 2.500%

Garbage

Latrobe 240L $170.35 $175.29 2.900%

Latrobe 140L $160.35 $165.00 2.900%

Port Sorell 240L $170.35 $175.29 2.900%

Port Sorell 140L $160.35 $165.00 2.900%

Appendix D - Other Rating Information - Summary of Rates & Charges

Cents per $ AAV Minimum Rates

Latrobe Council Annual Plan and Budget 2019-2020Page 92

Fee Basis GST Code Fee GST GST Inc.

Male or female dog Annual Exempt 49.50$ -$ 49.50$

Working/purebred/greyhound/hunting dog Annual Exempt 27.00$ -$ 27.00$

Dog that has completed accredited training course Annual Exempt 27.00$ -$ 27.00$

Dog owned by pensioner (one only) Annual Exempt 18.50$ -$ 18.50$

Neutered dog Annual Exempt 21.50$ -$ 21.50$

Declared restricted breed dog Annual Exempt 129.00$ 129.00$

Dangerous dog Annual Exempt 273.00$ -$ 273.00$

Guide dog/Medical alert dog No charge

Male or female dog Annual Exempt 54.50$ -$ 54.50$

Working/purebred/greyhound/hunting dog Annual Exempt 32.00$ -$ 32.00$

Dog that has completed accredited training course Annual Exempt 32.00$ -$ 32.00$

Dog owned by pensioner (one only) Annual Exempt 23.50$ -$ 23.50$

Neutered dog Annual Exempt 26.50$ -$ 26.50$

Declared restricted breed dog Annual Exempt 134.00$ -$ 134.00$

Dangerous dog Annual Exempt 278.00$ -$ 278.00$

Guide dog/Medical alert dog No charge

Application for kennel licence Exempt 81.50$ -$ 81.50$

Renewal of existing kennel licence Annual Exempt 38.50$ -$ 38.50$

Replacement tag Taxable 3.00$ 0.27$ 3.00$

General cat registration Annual Exempt 10.00$ -$ 10.00$

Cat owned by pensioner Annual Exempt 5.00$ -$ 5.00$

Neutered cat Annual Exempt 3.00$ -$ 3.00$

(by due date)

Appendix E - Fees and Charges Schedule 2019/2020

ANIMAL REGISTRATION

(after due date)

Voluntary cat registration




One person – one bedroom Fortnight Input Taxed 213.00$ -$ 213.00$

Two people – one bedroom Fortnight Input Taxed 185.00$ -$ 185.00$

One person – two bedroom Fortnight Input Taxed 218.00$ -$ 218.00$

Two people – two bedroom Fortnight Input Taxed 190.00$ -$ 190.00$

up to 0.5m3 m3 Taxable 7.27$ 0.73$ 8.00$

0.5m3 to 1.5m3 m3 Taxable 10.91$ 1.09$ 12.00$

1.5m3 to 2m3 m3 Taxable 16.36$ 1.64$ 18.00$

Over 2m3 – per m3 m3 Taxable 12.73$ 1.27$ 14.00$

Cardboard No charge

0.5m3 to 2m3 m3 Taxable 6.36$ 0.64$ 7.00$

2m3 to 4m3 m3 Taxable 10.91$ 1.09$ 12.00$

Car or motorcycle Per unit Taxable 6.36$ 0.64$ 7.00$

4WD and light truck up to 9.5t GVM Per unit Taxable 13.64$ 1.36$ 15.00$

Truck, earthmover and tractor (Cut in half) Per unit Taxable 22.73$ 2.27$ 25.00$

Steel including motor vehicle bodies No charge

Clean fill – per m3 m3 Taxable 27.27$ 2.73$ 30.00$

Mattresses Per unit Taxable 10.91$ 1.09$ 12.00$

Sale of mulched ground cover material - per m3 m3 Taxable 18.18$ 1.82$ 20.00$

Other

ELDERLY PERSONS HOME UNIT RENTAL

(per fortnight)

Hamilton St units – based on individual tenant income

PORT SORELL TRANSFER STATION

General or greenwaste

Tyres




Reservation for future burial Per unit Taxable 239.55$ 23.95$ 263.50$

Purchase of plot for immediate burial Per unit Taxable 335.45$ 33.55$ 369.00$

Interment fee for reserved plot or second burial Per unit Taxable 105.45$ 10.55$ 116.00$

Columbarium

Reservation for future ashes placement Per unit Taxable 46.82$ 4.68$ 51.50$

Ashes placement for reserved space Per unit Taxable 239.55$ 23.95$ 263.50$

Purchase of space for immediate placement Per unit Taxable 286.82$ 28.68$ 315.50$

- Charity/Not for Profit No charge

- Temporary, 3 or more events Exempt 55.00$ -$ 55.00$

Temporary 1 day/event Exempt 26.00$ -$ 26.00$

- Seasonal Exempt 76.00$ -$ 76.00$

- School Canteen Exempt 76.00$ -$ 76.00$

- Low risk Exempt 109.00$ -$ 109.00$

- Moderate risk Exempt 163.00$ -$ 163.00$

- High risk Exempt 217.00$ -$ 217.00$

- Inspection request Taxable 148.18$ 14.82$ 163.00$

Public Health Risk Activity Registration-Body Piercing Exempt 108.50$ -$ 108.50$

Public Health Risk Activity Registration-Tattooing Exempt 163.00$ -$ 163.00$

Place of assembly licence Exempt 108.50$ -$ 108.50$

Place of assembly licence – specific events Exempt 54.50$ -$ 54.50$

Pools and spas-water sampling-excluding analysis fee Taxable 394.55$ 39.45$ 434.00$

Water supply sampling – excluding analysis fee Taxable 49.55$ 4.95$ 54.50$

Registration Private water supplier - low Exempt 52.50$ -$ 52.50$

LATROBE CEMETERY

Lawn Cemetery

ENVIRONMENTAL HEALTH

Registration of Food Business




Registration Private water supplier - high Exempt 105.00$ -$ 105.00$

Water cartage licence annual inspection fee Exempt 157.50$ -$ 157.50$

Issue of Environmental Protection Notice (minimum fee

$370) Hourly120.00$ -$ 120.00$

Class 1 Dwelling Per application

Permit Authority, single dwelling Exempt 360.00$ -$ 360.00$

Permit Authority multiple dwelling plus 50% Permit

Authority fee per additional unit Exempt310.00$ -$ 310.00$

Class 10 Shed/Garage Per application

Permit Authority Exempt 285.00$ -$ 285.00$

Class 2 to 9 Commercial/Industrial Per application

Permit Authority Exempt 465.00$ -$ 465.00$

Category 3 Building Works - Notifications (registration

and record keeping) Per application

Dwelling Exempt 310.14$ -$ 310.00$

Shed Exempt 206.76$ -$ 205.00$

Receiving Form 80 and associated plans No charge

Building administration levy 0.1% of etimated cost of works

BUILDING FEES

Category 4 Buildings Works - issue of building and demolition permits (includes issue of Completion Certificates)

BCIT levy (Training) 0.2% of estimated cost of works

Building administration levy 0.1% of etimated cost of works

BCIT levy (Training) 0.2% of estimated cost of works

Low risk building works (record keeping)




Category 3 and Category 4 Plumbing Works, Issue of

Certificate of Likely Compliance (plumbing)/Plumbing

Permit Per application

Class 1 Dwelling Per application

- Roof drainage (includes 1 mandatory inspection) Exempt 260.00$ -$ 260.00$

- With sanitary facilities - serviced area (includes 3

mandatory inspections) Exempt775.00$ -$ 775.00$

- With sanitary facilities - unserviced area (includes up

to 5 mandatory inspections) Exempt1,055.00$ 1,055.00$

Any additional inspections Exempt 105.00$ -$ 105.00$

- Roof drainage (includes 1 mandatory inspection) Exempt 255.00$ -$ 255.00$



- With sanitary facilities-unservices area (includes up to

5 mandatory inspections) Exempt745.00$ -$ 745.00$

Any additional inspection Exempt 105.00$ -$ 105.00$

Permit Authority and Plumbing Surveyor < 500m2 floor

area Exempt465.00$ 465.00$

Permit Authority and Plumbing Surveyor >500m2 floor

area Exempt775.00$ -$ 775.00$

Plus mandatory inspections

Permit Authority & Plumbing Surveyor - sewer and stormwater drainage & water reticulation

Includes plumbing proposal assessment and issue of Completion Certificates

Permit Authority & Plumbing Surveyor - sewer and stormwater drainage & water reticulation, single dwelling

Multiple dwellings-as for single dwelling plus $400 for each additional unit

Class 10 Shed/Garage

Class 2 - 9 - Commercial/Industrial




- Roof drainage only (includes 1 mandatory inspection)Exempt

105.00$ -$ 105.00$



- With sanitary facilities - unserviced area (includes up

to 5 mandatory inspections) Exempt745.00$ -$ 745.00$

Any additional inspection Exempt 105.00$ -$ 105.00$

Low Risk Plumbing Works (record keeping)

- Review Form 80 and associated plans No charge Exempt

Approval for extension of time to complete Category 3

plumbing works-per application Exempt55.00$ -$ 55.00$

Approval for extension of time to complete Category 4

plumbing works-per application Exempt105.00$ -$ 105.00$

Variation to approvalsNotice of variation to works or change in building

surveyor, builder, plumber or other responsible person Exempt55.00$ -$ 55.00$

Application for Permit of Substantial Compliance - (illegal

works)

Double

applicable fee Exempt

Application for Building Certificate - Class 10 Exempt 155.00$ -$ 155.00$

Application for Building Certificate - Class 1 Exempt 310.00$ -$ 310.00$

Permit Extension

Permit of Substantial compliance

Building Certificate




Consent to building on land - S 79 Building Act 2016 Exempt 415.00$ -$ 415.00$

Statement of satisfaction for contaminated land-S14 &

58(4) Regulations 2016 Exempt210.00$ -$ 210.00$

Consent to build over or near a drain - S 73 Building Act

2016 Exempt210.00$ -$ 210.00$

Consent to occupy a non-dwelling building-S308 Building

Act, 2016 Exempt210.00$ -$ 210.00$

Consent to fence off unbuilt land - S309 Building Act,

2016 Exempt210.00$ -$ 210.00$

Consent from Environmental Health Officer,

S3,70,157,182,216 Building Act 2016 Exempt155.00$ -$ 155.00$

Providing copies of records,including search - plus print

costs for hard copies 25.00$ -$ 25.00$

Registration of backflow prevention device - per

notification Exempt55.00$ -$ 55.00$

Advice of intention to perform protection works OR

lodgement of plans for protection works-per notification

Exempt 55.00$ -$ 55.00$

Inspections and issue of occupancy/completion

certificates-expired permits

Recovery of

contract

Building

Surveyor's fee

Cancellation of Permit within 12 months of lodgement Refund 50% of Council's fees

Additional functions

Additional Services




Provision of a certificate for no permit required proposals Exempt50.00$ -$ 50.00$

Signs Exempt 205.00$ -$ 205.00$

Minor Residential (Dwelling

extensions/outbuildings/associated use &

Demolitions) Exempt 310.00$ -$ 310.00$

Major residential – new dwelling Exempt 425.00$ -$ 425.00$

Multiple dwelling development – up to 4 units Exempt 775.00$ -$ 775.00$

Multiple dwelling development – over 4 units Exempt 1,550.00$ -$ 1,550.00$

Agricultural shed – Rural resource zone (storage purposes

only) Exempt310.00$ -$ 310.00$

Commercial/Industrial – expansion to existing (less than

$50,000)

and change of use Exempt 520.00$ -$ 520.00$

Commercial/Industrial – minor change of use Exempt 200.00$ -$ 200.00$

Minor Commercial/Industrial (up to $500,000) Exempt 775.00$ -$ 775.00$

Major Commercial/Industrial (over $500,000) Exempt 1,550.00$ -$ 1,550.00$

Visitor Accommodation (unless is owner's primary place of

residence and no more that 4 bedrooms used)Exempt

255.00$ -$ 255.00$

All use and development (including demolition) unless

Level 2 activity Exempt325.00$ -$ 325.00$

Level 2 Activity Cost recovery

PLANNING FEES

Development/ Use

Discretionary applications:

Notification and assessment costs




Application not requiring road development (plus amount

per lot below) Exempt570.00$ -$ 570.00$

Application requiring road development (plus amount as

per lot as below) Exempt725.00$ -$ 725.00$

Services areas - per lot Exempt 51.50$ -$ 51.50$

Non-serviced areas – per lot Exempt 155.00$ -$ 155.00$

Engineering assessment fee – plus $75 per lot Exempt 360.00$ -$ 360.00$

Development cost not exceeding $25,000 Exempt 1,033.80$ -$ 1,035.00$

Development cost exceeding $25,000 - The greater of

$1,000 or 1.5% of assessed value of engineering worksExempt

Use of corporate seal and Part V agreements Exempt 210.00$ -$ 210.00$

Petition to amend sealed plan (plus additional $1,000

where a hearing is required) Exempt210.00$ -$ 210.00$

Adhesion orders and amendments to sealed plans Exempt 155.00$ -$ 155.00$

Landscape and pavement bond - per square metre of site

area or 100% of estimated cost (minimum of $2,000)

Outside scope -

Taxable if

forfeited

50.00$ -$ 50.00$

Amendment of permit Exempt 115.00$ -$ 115.00$

Extension of permit Exempt 115.00$ -$ 115.00$

Payment in lieu of parking provision – per space Exempt 5,170.00$ -$ 5,170.00$

Subdivision

Engineering works compliance (applied wherever new infrastructure is to be vested in Council)

Administration fees




Strata Development administration feesCertificate of approval, amendment, consolidation or

cancellation of stratum plan Exempt210.00$ -$ 210.00$

Certificate of approval, amendment, consolidation of

stratum plan with engineering referral Exempt320.00$ -$ 320.00$

Certificate of approval staged development scheme Exempt 360.00$ -$ 360.00$

Variation to staged development scheme Exempt 310.00$ -$ 310.00$

Assessment by Council per application (not including

Tasmanian Planning Exempt2,585.00$ -$ 2,585.00$

Commission lodgement fee and notification costs)

Per Court Taxable 10.91$ 1.09$ 12.00$

Per Court by affiliates Taxable 7.73$ 0.77$ 8.50$

Multipurpose room

Affiliates – per hour Taxable 6.82$ 0.68$ 7.50$

Non-affiliates – per hour Taxable 13.18$ 1.32$ 14.50$

Meeting room – per session

Affiliates Taxable 6.36$ 0.64$ 7.00$

Non-affiliates Taxable 12.73$ 1.27$ 14.00$

Planning Scheme Amendments

LATROBE & DISTRICTS YOUTH CENTRE

Squash/racquetball courts – per hour




Hourly rate Taxable 13.64$ 1.36$ 15.00$

Per day Taxable 52.73$ 5.27$ 58.00$

Hire trestle tables – each Taxable 5.91$ 0.59$ 6.50$

Hire chairs (per 10) Taxable 10.00$ 1.00$ 11.00$

Main Hall - day

- Per session Taxable 117.27$ 11.73$ 129.00$

- Per hour Taxable 32.73$ 3.27$ 36.00$

Both Supper rooms -day


- Per hour Taxable 27.27$ 2.73$ 30.00$

Kitchen Taxable 32.73$ 3.27$ 36.00$

Stage equipment - + technician costs Taxable 94.09$ 9.41$ 103.50$


Entire complex - day Taxable 375.91$ 37.59$ 413.50$

Heating (Hall) Taxable 23.64$ 2.36$ 26.00$

Piano Taxable 51.82$ 5.18$ 57.00$

Event board advertising Taxable 18.64$ 1.86$ 20.50$

Heating Taxable 23.64$ 2.36$ 26.00$

Not-for-profit local community groups 50% remission

Local schools 75% remission

Community Hall/Stadium – per hour Taxable 19.09$ 1.91$ 21.00$

Per 4 hour block - morning/afternoon/evening Taxable 63.64$ 6.36$ 70.00$

PORT SORELL MEMORIAL HALL

LATROBE MEMORIAL HALL

BANKSIA CENTRE




Per day Taxable 190.91$ 19.09$ 210.00$

Performing Arts Facility-per hour Taxable 16.36$ 1.64$ 18.00$

Per 4 hour block – morning/afternoon/evening Taxable 54.55$ 5.45$ 60.00$

Per day Taxable 109.09$ 10.91$ 120.00$

Meeting room 1 or 2-per hour Taxable 15.00$ 1.50$ 16.50$


Per day Taxable 90.91$ 9.09$ 100.00$

Meeting rooms 1 and 2 combined-per hour Taxable 27.27$ 2.73$ 30.00$


Per day Taxable 181.82$ 18.18$ 200.00$

Kitchen facilities-per hour Taxable 10.00$ 1.00$ 11.00$


Per day Taxable 109.09$ 10.91$ 120.00$

Stormwater connections

Main in block/adjoining block <1.5m deep Taxable 564.09$ 56.41$ 620.50$

Main in block/adjoining block >1.5m deep Taxable 705.00$ 70.50$ 775.50$

Road crossing/under road bore Cost recovery Taxable -$ -$ -$

Construction of manhole (<1.5m deep) Taxable 2,067.73$ 206.77$ 2,274.50$

Crossover bond

Outside scope -

Taxable if

forfeited

516.90$ -$ 500.00$

ENGINEERING FEES




Photocopying, black and white – A4 per page Taxable 0.27$ 0.03$ 0.30$

Photocopying, black and white – A3 per page Taxable 0.55$ 0.05$ 0.60$

Photocopying, colour - per A4 page Taxable 0.45$ 0.05$ 0.50$

Photocopying, colour - per A3 page Taxable 0.91$ 0.09$ 1.00$

Section 132 - rates certificate Taxable 44.18$ 4.42$ 48.60$

Section 337 - Council land information certificate Taxable 195.14$ 19.51$ 214.65$

Event with 25 people or less attend Per Event Taxable $ 45.45 4.55$ $ 50.00

Event with 26 to 50 people attend Per Event Taxable $ 90.91 9.09$ $ 100.00 Event with over 50 people, $50 administration fee plus $5

per person per event Per Event Taxable $ 45.45 4.55$ $ 50.00

For an event that has no fee to attend Per Event Taxable $ 45.45 4.55$ $ 50.00

Wild Mersey MTB Trails

OFFICE ADMINISTRATION FEES


Documents

Latrobe Council 2019/2020 Annual Plan and Budget Report...Overview and Annual Plan 1 Linkage to strategic plan 15 2 Activities, initiatives & key strategic activities 17 ... bound