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KANGAROO ISLAND COUNCIL annual report 2015-2016

Kangaroo Island CouncilAnnual Report 2015-16


ISSN: 1835-484X (Print)

ISSN: 1835-4858 (Online)


Table of ContentsWelcome 1

Island Profile 2

Fast Facts 3

Message from the Mayor 4

Elected Members 5

Section 1 – The Year in Review 7

Message from the CEO 8

Infrastructure 9

Community and Island Culture 15

Collaboration 19

Our Island 21

Supporting our Economy 23

Our Organisation 25

Section 2 - Governance 29

Section 3 - Finance

Finance Report 41

General Purpose Financial Statement 49

Appendices

CPN Annual Report 97

FRWA Annual Report 121


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WelcomeKangaroo Island Council is pleased to present the 2015–16 Annual Report

and Audited Financial Statements. It is presented in three sections.

Section 1 reviews our performance through the lens of our work area priorities as set out in the Kangaroo Island Strategic Management Plan 2014–2018 namely: Infrastructure, Community & Island Culture, Collaboration, Supporting our Economy, Our Island, and Our Organisation. Our Shared Vision is covered in the Mayor’s and CEO’s messages. In this section we also review our performance against the Kangaroo Island Council 2015–16 Annual Business Plan.

Section 2 covers Governance and Section 3, Finance.

The year’s achievements as reflected in this report demonstrate how Council has delivered on its three strategic imperatives those being:

• Cost Reduction

• Revenue

• Stimulus/Service.

Given the challenges around financial sustainability, and our capability to deliver being driven by optimizing the revenue/cost balance, we grouped our strategic aims into these three key imperatives, because in essence, they underpin our approach to setting and achieving sustainable outcomes not only for our Organisation, but for the Community. To date, we have assessed our progress against these imperatives and have achieved:

• Cost Reduction – 66%

• Revenue – 49%

• Stimulus/Service – 63%.

Overall we have achieved 60% of the plan in the first two years with many of the objectives now embedded into the way the business works.

We would like to thank our Elected Members, the Commissioner for Kangaroo Island, our staff and volunteers for their dedicated service in helping to make this a year of achievement.

We also want to thank those members of our Community whose active citizenship and commitment plays a crucial role in the maintenance and development of our local communities. Your leadership is invaluable and it goes beyond what Council alone can do. We thank you for your contribution.

Peter Clements Andrew Boardman Mayor Chief Executive Officer

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Island Profile

4,583 residents

4,405km2

111km sewerage, storm

water pipes and cross drains

1,362 km of roads

27% parks/rural land

681 students

81% unsealed roads

65% primary production

8% Other (residential,

businesses and Council land)

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Fast Facts

205,944 visitors

1,506/220 dogs/cats registered

10 arrivals

12,401crew & passengers

27,577 library books

borrowed

1,557 customer requests

$1,615 average

total rates levied

248 annual

boat ramp permits

12,412 received

861after-hour calls

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Message from the MayorOne of the highlights of my time as Mayor has been to witness a positive shift in Community

attitudes. This comes at a time when the Island itself has been transforming – from a sleepy

regional, rural destination, into a significant contributor to the South Australian economy.

Kangaroo Island Council has also undergone a transformation. It has moved from a position of non-sustainability to one where we can see sustainability within the long term financial plan – a great achievement. Our continuing positive results are evident in the latest audited financial reports, but they could not have happened without a committed team of people who make up the Council Administration, driven by a dynamic CEO and Executive, and the Elected Member body. We are blessed with people who have a passion for our Island’s successful, but cautious, development.

As Mayor it is my task to understand the pulse of the Community, to respond to it, to show strong leadership within Council and to unite Elected Members in a common understanding of what is best for the Community.

We are at a turning point and our Community is faced with some great opportunities that will underpin long term sustainability. Kangaroo Island is moving inextricably towards becoming a high value and unique place for visitation on the world stage and it is vitally important how we portray ourselves within this highly competitive market. We must excel in all our business practices and particularly customer service. We market ourselves to the world as clean, green and pristine but there is also much to be done to fully realise this position.

We are in the process of developing a strong and sustainable vision for the Island, one that considers where we will be in 20, 30 and 40 years’ time. Our mission is to design the strategies that will lead us to our end goals and plan the journey to take us there.

While there is much to do to achieve our shared vision, there is also much to be left alone. We cannot go down the path of wholesale development nor can we steal our children’s future by selling our inheritance to the highest bidder. The future directions for Kangaroo Island are in the hands of the elected and other leaders within the community. Please support them, speak up, be positive, and make your opinion count as we journey together towards a sustainable future.

Mayor Peter Clements

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Elected Membersas at 1 July 2015

Mayor Peter Clements Deputy Mayor Joy Willson

Councillor Graeme Connell Resigned effective 1 December 2015

Councillor Peter Denholm

Councillor Sharon Kauppila Councillor Ken Liu

Councillor Pip Masters Councillor Graeme Ricketts

Councillor Larry Turner Councillor Cathie Tydeman

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SECTION 1

The Year in Review

Our Vision

A confident, growing and cohesive Community:

• Benefiting from a thriving economy based on strong tourism and primary production

• Preserving our unique heritage

• Sustainably managing our natural environment

Our Mission

To provide leadership, direction and responsible stewardship of resources and delivery of efficient, cost-effective, key services to our Community.

Our Strategic Imperatives

• Revenue

• Cost Reduction

• Stimulus/Service

Our Work Priorities

• Infrastructure – the responsible management and provision of essential Council services

• Community and Island Culture – supporting our diverse Community and culture

• Collaboration – cross government relations

• Our Island – healthy natural and cultural environment

• Supporting our Economy – working to facilitate and develop an attractive environment in which to conduct business

• Our Organisation – internal management and organisational effectiveness

• Our Shared Vision – planning for our Island’s future

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Message from the CEOI am pleased to report 2015–16 was another year of quiet achievement for Council. We focused

on consolidating the works undertaken in the previous four years, and we delivered significant

positive change to the way we approach work, perform, and how we communicate and

collaborate with our Community.

At the close of the fifth year as CEO, I have taken time to reflect on the journey – the ups and downs and the achievements of this Council, and there have been many. As always the commitment of Staff and willingness of the majority to change the way they work has made the difficult easier, and I am proud to say that we have an organisation that is forward-looking, collaborative and delivering excellent outcomes for our Community.

The first four years saw some major changes to staffing numbers, allocated duties and questions asked of everything that we do – and this has delivered some significant success. We have had five years of better than budget financial results, six years of unqualified audits and some great steps forward towards our goal of financial sustainability. The past twelve months have seen the team pull together and really start to focus on the detail…the little things that will make a significant difference in the long term. It is pleasing to see that in 2015–16 Staff have once more delivered the budget under cost and over revenue, enabling another unqualified audit.

This basic business management of our organisation has been delivered against a backdrop of questioning, learning, discussion, change, initiative, negotiation and a building sense of excitement as we have worked with the Futures Authority and then the Commissioner for Kangaroo Island to start to address the fundamentals that our Island Community needs in order to thrive

into the future. We have participated in a wide range of work to ensure that we are well-informed on the range of issues that affect our everyday lives, and ensured that at all stages we have been able to represent our organisation and Community to ensure that outcomes are as good as they can be for us all.

The announcement of the airport upgrade has engendered significant third party interest in the Island and, in addition to working on core Council projects, we are also working with the Golf Course and American River developers, among others, to facilitate their projects – the positive impact on our rates revenue, employment and for the Island’s economy in general, is vitally important for the future and we will continue to assist where we can to see these become successful additions to our tourism and business communities.

Next year will be a very busy year for Council. We need to continue the disciplined approach to managing cost and optimising revenue in our core operations as well as driving the major projects that we are undertaking. Our organisation must continue to develop in order to respond to the changing demands that will be placed upon us, and our challenge is to maintain the excellent results we have generated over the past five years.

Andrew Boardman, CEO

KANGAROO ISLAND COUNCIL annual report 2016

InfrastructureThe responsible management and provision of essential Council services

An essential requirement of functional communities is quality infrastructure, and Council works hard to deliver infrastructure that will provide good service well into the future. The size of our Island compared to the the size of our ratepayer base does pose some unique challenges and to assist, we seek State and Federal Government funding, and offer Capital Infrastructure grants to local Community groups. Council managed infrastructure includes roads, boat ramps/jetties, airport, water, sewerage, ovals, pools, playgrounds, campgrounds and Council owned buildings.

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Airport Upgrade Grant

Most in the Community would acknowledge that cost – and ease – of access is a considerable issue for the Island. It was therefore a significant step when Council announced in December 2015, that it had successfully secured $9M from the Commonwealth National Stronger Regions Fund, matched by $9M from our State Government to fund the $18M Upgrade of

Kangaroo Island Airport. When operational, it will create a paradigm shift in access for the Island.

With a longer, stronger airstrip and a new terminal building that can manage the additional security arrangements for larger aircraft, we will see this project commence construction in early 2017 and complete in late 2017. Discussions

are in hand with airlines for additional services – direct from Melbourne and Sydney to the Island – which will address the timeliness and ease of access issues for east coast and international visitors, and allow our niche, high-value, short-shelf-life produce access to the lucrative east coast and international markets.

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Construction

The Penneshaw Community Wastewater Management System was a critical project to have commenced this year, following the confirmation of a $4.11M grant towards the $5.2M scheme. An adjacent area of Penneshaw was not covered under the defined scheme however the affected residents were keen to be included. Council committed to constructing an extension to include them, provided it could deliver the defined scheme on time and on budget, which it did. As a result, Council has budgeted $350,000 for the construction of the extension area in line with the Community’s request. The defined scheme is scheduled to be commissioned in November 2016 with the extension area to follow once it is completed.

In other loo news, Pennington Bay has long needed a good public toilet facility to service the many tourists and surfers who visit this pristine location. This year we installed a new enviro-loo in response to Community and environmental need.

This year also saw the completion of Stage 1 of the Brownlow to Kingscote and the Penneshaw shared use paths. Both pathways were sealed to ensure availability all year round, with a minor section of the Penneshaw sealing held up due to CWMS related roadworks. These strategic trail initiatives were supported by a $200,000 DPTI Local Government Stimulus Program Grant in 2013–14. Both are great to walk, run or ride on while enjoying spectacular sea views and are well used by residents and visitors. They provide safe, easy access to services, shops, schools and town centres. Stage 2 of the Brownlow to Kingscote Shared Use Path (from the Yacht Club to the Ozone Hotel) will be undertaken in 2016-17 following a successful grant application for $100,000 from the DPTI Open Spaces program.

This section of the path will link to a newly constructed whale watching platform overlooking Nepean Bay – the outcome of a successful Council-led joint grant application with DEWNR, Dolphin Watch and AKPA to secure Federal Department of Environment funding. The Platform forms part of The Whale Trail Program, which aims to establish a national network of land based whale observation sites as part of the Whale and Dolphin Protection plan.

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Resealing works:

Street Township Full/Part

Elizabeth Street Kingscote Full

Margaret Street Kingscote Full

Rawson Street Kingscote Part

Dauncey Street Kingscote Part

Wheeton Street Kingscote Full

Todd Street Kingscote Part

John Street American River Full

Linnett Terrace American River Full

American River Post Office Carpark American River Full

Cook Street Parndana Full

Smith Street Parndana Full

Kerbing works:


Elizabeth Street Kingscote Full

Margaret Street Kingscote Full

Todd Street Kingscote Part

In unsealed roads, we completed our fifth year managing the DPTI $2M Unsealed Road Upgrade Program. This year’s funds were used to complete the Harriett and Springs Roads upgrades. On Kangaroo Island, $2M supports between 25 and 35 kilometers of road reconstruction to modern standards. All works under this program have improved our high use routes and allowed us to reduce maintenance costs.

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Council-funded unsealed road re-sheeting works:


East West Highway One Hundred of Seddon Part

Bullock Track Kingscote Full

Knofel Drive Vivonne Bay Full

Shell Street Vivonne Bay Full

Sunset Way Vivonne Bay Full

Dolphin Crescent Vivonne Bay Full

Flinders Road Vivonne Bay Full

Bayview Road Vivonne Bay Full

Crab Road Vivonne Bay Full

Lyle Street Vivonne Bay Full

Scheduled work on Bark Hut Road Bridge was deferred owing to a hold up with the culvert manufacture, which saw us heading into the wetter months. A decision was taken to delay works rather than impact the watercourse unnecessarily.

Council also undertook works on the following projects – all of which were grant funded:

• Bay of Shoals fishing access breakwater extension

• American River breakwater

• Todd Street beach access path.

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Planning

This year Council adopted the revised Infrastructure Asset Management Plan, a critical planning document enabling Council to assess and forward plan the infrastructure needs of Kangaroo Island in line with adopted service levels. It informs each of our Infrastructure Renewal, Upgrade, and New Programs. The financial projections for the next 10 years for capital and maintenance expenditure are incorporated into Council’s Long Term Financial Plan as we work towards financial sustainability.

We also participated in the four-yearly review of the 2020 Transport Plan for the Southern & Hills Local Government Association, with the revised plan to be released in 2016–17. This plan identifies regionally and locally significant roads that service freight, local access, and tourism use, based on defined attributes such as tonnage of freight moved, vehicle counts, type of vehicles travelling on the road, identified townships or settlements, and number of tourist visits to attractions located on the road. The Plan facilitates access to State and Federal grants, particularly Heavy Vehicles Safety and Productivity Program funding and Special Local Roads Program funding, the latter having previously been used for the resealing of Cape Willoughby Road and the sealing of Stokes Bay Road.

Community Capital Infrastructure Grants Program

This year the Kangaroo Island Council Community Capital Infrastructure Grants Program 2015–16 allocated $170,000 to eight Community projects aiming to enhance the built environment through sporting, recreational, Community, or club facilities. These projects have a combined value of $435,528 with Council contributing 39% in funding. Every $1.00 Council contributed was matched by $1.56 from the Community in cash, funding or in-kind support.

Project Organisation Grant

Playground Upgrade KI Lions $24,412

Lighting upgrade Parndana Bowling Club $17,462

Netball court resurface Parndana Netball Club $30,000

Club space expansion American River Community & Sports Association

$ 8,553

Carpet replacement Western Districts Memorial and Sports Centre

$11,000

Facilities and toilet upgrade MacGillivray Cricket Club $17,200

New netball toilets and change room upgrade

Wisanger Sports Club $23,909

Kitchen rebuild Stokes Bay Community Hall $37,465

During the past four years, Council’s Community Capital Infrastructure Grant Program has contributed $681,104 towards 31 Community projects with a combined project value of $1,822,766. Eight are valued at over $100,000 and 10 leveraged funding through co-contribution with other grants programs. In all, Council has contributed 37% in funding towards the value of these projects.

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Town Hall Upgrade

The Kingscote Town Hall & Council Offices building is one of the many local heritage-listed buildings on Kangaroo Island, and was overdue for an external upgrade. The internal upgrade occurred in 2006–07 through a separate funding stream with the Federal Government. The freshly painted exterior complements the previous work, and the renewal has allowed a much needed tidy-up of the outside façade, brightening the entire commercial precinct. Many thanks to The Gallery for advising on the colour scheme.

Utilities

Discussions continued throughout the year with SA Power Networks (SAPN) and other parties in relation to their application for the renewal of the sub-sea power cable. The Commissioner for Kangaroo Island formed an Energy Working Group which included key users, State

Government and Council to review progress and to assist with putting the case together prior to submission to the Australian Energy Regulator. The submission was successful and SAPN have the mandate to replace the cable in the 2015-2020 Regulatory Period. The approval is conditional upon other steps being carried out prior to committing to the work and these are in hand as we write.

On prompting from Council and the Commissioner, SAPN have committed to installing substantial additional fibre-optic communication cable within the body of the power cable. This would provide a direct hard link between the NBN/Telstra fibre-optic cable on the mainland, and the fibre-optic backbone on the Island. This has the potential to remove the limit on available bandwidth for data and voice communication in the future.

Council and the Commissioner have also been in discussion with

SA Water concerning the impacts of the proposed major developments on the Island on the availability of potable water through either Middle River or the Penneshaw desalination plant. It is understood that SA Water have reassessed their future needs plan based on new projected demand figures and they will report their findings formally to the Community in late 2016.

Prospect Hill

Sadly, Council had to close the steps leading to the much visited lookout at the top of Prospect Hill this summer – a necessary move after 35 plus years, owing to serious degradation of the main supporting structure. Design engineers were appointed and designs have been completed and are ready for tender. Once pricing is understood then Council, SA Tourism Commission and DEWNR will work together to identify grant funding options for their reconstruction.

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Community and Island CultureSupporting our Diverse Community and Culture

Supporting our Community and promoting Island Culture are part of Council’s lifeblood. We are highly active in partnering and providing direct support to Community initiatives. Our grants programs in particular support Community priorities and activities. Through them we open up opportunities for local Community organisations who can use those grants to attract further funding to the Island. We also host major civic celebrations and awards ceremonies, work side by side with community volunteers, and support Community endeavours in tourism, youth, arts, sport, heritage, business and community services.

Grants and Sponsorship

Council gave the community services sector a boost this year by way of a special $30,000 sponsorship ($10,000 over three years) to Junction Australia to help establish a much needed community hub in Kingscote.

A further $30,000 was set aside for the Community Partnership Grants Scheme and Youth Grant Sponsorship Program, awarding almost $25,000 in Community Partnership Grants on Australia Day 2016.

Community Partnership Grants 2015–16Project Organisation Grant

Armco Shed refurbishment - Stage 2 Parndana Soldier Settlement Museum $3,372

Donut fryer and accessories KI Yacht Club $1,357

Drive on the Left KI Road Safety Committee $2,000

Update and relocate American River sign American River Progress Association $1,100

Stone Memorial Wall Baudin Beach Progress Association $1,500

Transport equipment from Sydney KIX-FM $3,680

New front fence Hope Cottage $2,030

Creek crossings Parndana Golf Club $2,000

Outdoor Cinema Finding Workable Solutions $1,500

Artwork design – Kingscote to Brownlow Walking Trail Advance Kingscote Progress Association $1,000

Items to assist Encounter Dolphin Watch Dolphin Watch $2,127

Sixteen Legs Exhibition Parndana Progress Association $2,000

Art fences to greet KI arrivals Penneshaw Progress Association $450

Lighting upgrade Easter Art Exhibition $818

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The Youth Grant Sponsorship Program 2015–16 saw $3,400 distributed to eight applicants. Five pursued education related activities in Australia and overseas, and one a sporting competition on the mainland. Two allocations of $1,000 were granted for youth community workshops, to take place in 2016–17.

Council’s Sponsorship Program continued to be well-utilised. Designed to ease the burden on the Island’s not-for-profit groups it offers full or part sponsorship for the use of Council facilities and ovals and other services such as DA fees, road closures, signage, labour, and water pumping power charges. This year we granted 51 sponsorships valued at over $26,700. Since the Program began in 2012-13, Council has contributed $61,500 in value.

Council also assists Community organisations wishing to apply for State and Federal funding. The successful 2016 Recreational Fishing Grant for the Vivonne Bay Beach access ramp was one such example where Council worked closely with the Community to achieve a funding outcome of $19,419. We also worked with AKPA on their successful application to the ANZAC Day Commemoration Fund for a WW11 Soldiers’ Memorial Park Project – ANZAC and Beyond.

Celebrations and Awards

The civic highlights of our year: Settlement Day, Remembrance Day, Australia Day and ANZAC Day were all marked by commemorative events. It is a pleasure for Council staff to work with local organisations such as RSL, Kangaroo Island Community Education, AKPA and Hope Cottage, to create civic ceremonies that help us celebrate our nation and remember the fallen who made our nation possible.

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Our 179th celebration of Settlement Day on 27 July 2015 also saw the announcement of the Young Achiever of the Year Awards. James Snowball won the Award for Outstanding Academic Achievement and Seth Whale for Outstanding Youth Leadership.

On Australia Day 2016, the Citizen of the Year Award was jointly won jointly by Alan Henderson for Voluntary Services to the Community, and Elizabeth Dieckmann for Services to Education. American River Community & Sports Association Inc. won Event of the Year for the American River Gala Day 2015, while the Community Project of the Year was awarded to Rebuild Independence Group R.I.G. for the R.I.G. Project

Joint Community Projects

One of the outstanding community projects to be undertaken by Council in partnership with the Community this year was the commencement of a MedSTAR landing point (Helipad). Project managed and partially funded by Council, the Helipad will be finalised in October 2016. Council thanks all of the Community groups, organisations,

Jane Guider receives Event of the Year Award from Mayor Peter Clements

associations and individuals who so readily supported the Helipad project. The response was fantastic and a great reflection on the strength of this Island’s Community spirit. Council acknowledges Tony Wilson for his significant donation of labour, plant, equipment and rubble and would also like to thank the following key financial contributors:

• KI Rotary

• KI Health Care Auxiliary Inc. on behalf of the community

• Health Advisory Council

• KI Lions

• Larry Turner, Eucalyptus Distillery

• Penneshaw Progress Association

• Parndana Progress Association.

Another great example of Council and the Community working together to achieve excellent outcomes is the new Council/Community Working Bee Program. This initiative was piloted in Parndana. Each month for half a day, two or three Parks and Gardens staff travelled to Parndana with machines and equipment to assist local volunteers tidy up areas of their choice around the township. Parndana Progress Association advised on tasks and equipment up to three months in advance, to help Council with planning. The pilot was a great success and will be rolled out to other townships in 2016–17.

Another joint project of note which provides benefit to Community groups and greater efficiencies to Council is the successful local amenities cleaning contract initiative. So far, Parndana Progress Association, Baudin Beach Progress Association and Stokes Bay Hall Committee have taken up the opportunity for this steady income stream with local volunteers rostered on to clean the amenities. The system is working well and everyone benefits.

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Working with the Commissioner for Kangaroo Island

Council is working with the Commissioner to address the significant lack of affordable housing on the Island. We sit on the Commissioner’s Housing Management Plan Local Advisory Board, working with State agencies, service providers and the Commissioner to consider the issues associated with the housing shortage, and ways to address the shortfall and quality of available housing.

On behalf of the Commissioner, we have also been managing a consultancy developing a Live KI website/digital Prospectus in conjunction with key stakeholder groups such as KI Industry & Brand Alliance. The aim of the Prospectus is to support the attraction of new residents to Kangaroo Island. This project will be completed in 2016–17. It is anticipated that this work will align with the Commissioner’s Workforce Planning Project in 2016–17.

An additional consultancy run in parallel with this project, Connect KI, is looking at how we can create connectivity between the Island Community, off-Island ratepayers and other interested parties for the purposes of collaboration on Community projects, business ventures and similar opportunities. This work is progressing and we are working with Business KI as the coordinating body for this initiative.

Community Passenger Network

During 2015–16, the Kangaroo Island Community Passenger Network (CPN) provided 364 passenger trips to transport disadvantaged community members, and a further 434 trips via the Rockhopper. Use of the Rockhopper has increased – tourists use the service to get to attractions, and residents to come into Kingscote. Unfortunately the changing funding requirements initiated within 2015–16 by the State and Federal Governments, and associated changes in the direction of the program in the future, resulted in Council being unable to act as an auspice agency for the CPN as of 30 June 2016. Council is still supporting the Rockhopper and will continue to provide administrative support for it in 2016-17.

Improving Communication with the Community

This year we increased our use of Kangaroo Island Council’s Facebook page for communicating notifications such as the opening dates of awards, grants, public consultations, road closures and sharing of photos from civic events, leading to a steady increase in page Likes since the beginning of the year.

E-payments

Council introduced new pay stations to Kangaroo Island Airport and Penneshaw’s North Terrace to help optimise parking revenue, streamline processing and provide greater convenience for customers. We will be introducing e-payments at all boat ramps for boat launch permits, and are planning to do the same at Vivonne Bay campground for camping permits in the coming year. Dog registration renewal payments could also be made online this year.

Library

With the introduction of the Library ‘One Card’ Kangaroo Island Library members have been able to use their Library card to borrow and return items from any library in the State (more than 130 Libraries across South Australia). Members also have access to visit the online catalogue from our website, extend items and manage their own membership account at www.kangarooisland.sa.gov.au/library.

Kangaroo Island Council Library recognises the importance of having volunteers and values their commitment. During the year we advertised for expressions of interest to become a Library volunteer. We now have four Community members volunteering their time to assist with Library services.

‘Storytime’ in the Library continued throughout the year. The popular program, which has been running every Wednesday at 11.00am since 2013, this year attracted 518 attendees to the reading, singing and craft sessions.

Regional Health Plan

This year we adopted the Regional Health Plan and provided our first report back to SA Health which reflected our ongoing involvement in the KI Health Advisory Council, the KI Strategic Housing Plan, Families SA, DEWNR, NRMB, and KICE.

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CollaborationCross government relations

Kangaroo Island Council continues to work closely with State Government and the Commissioner for Kangaroo Island, Wendy Campagna, to improve leveraging of resources and to ensure the Island’s businesses and organisations are best placed to experience growth. Council also works collaboratively with local, regional and federal government agencies, Island-based peak bodies and our local Community to achieve positive outcomes for the Island.

Working with the KI Commissioner

Major initiatives where Council worked collaboratively with the Commissioner for Kangaroo Island included:

• Airport Upgrade funding

• Commissioner’s Transformation Project (Stage 1 driven by Airport Upgrade project)

• KI Economic Development Outlook Report

• Discussions with Utility providers SAPN and SA Water

• Housing Management Plan Local Advisory Board

• Live KI website/digital Prospectus

• Connect KI – web based data collaboration forum

Environment and Climate

In association with KINRM and members of the Community, Council is helping to deal with a serious environmental issue for the Island, feral cat control. Through this collaboration, protocols were established enabling KINRM, Council and members of the Community to capture feral cats in cat traps and follow through with efficient, cost effective destruction. Any trapped cats identified as pets were reunited with their owners. We also hosted the Dog and Cat Management Board’s AGM and attended to discuss the feral cat issue.

In partnership with PIRSA, DEWNR, and Community representatives, Council is finalising the development of the Flood Mitigation Options Study. This study grew out of the significant rainfall event experienced in the MacGillivray/Haines district in June 2013, inundating agricultural land and public roads and preventing access into properties and some tourist destinations for an extended period. The associated substantial loss of productivity warranted the Kangaroo Island Flood Recovery Committee to pursue the investigation of options for flood mitigation in the form of internal or external drainage, or a water management network capable of handling exceptional events and maintaining lagoon water at acceptable levels.

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Council also contributed to a Draft Resilient Hills and Coasts Regional Climate Adaptation Plan considering the impacts of climate change and how this might affect Kangaroo Island. Its key aim is to strengthen the resilience of our communities, economies and natural environment, to respond and adapt to the changing climate. Project partners included Community, business, government, industry, academia, Natural Resources Adelaide and Mount Lofty Ranges, KINRM, Regional Development Australia, and Southern & Hills LGA.

Roads and Transport

The road safety education program Drive Enjoy Survive, the result of a 2014–15 DPTI grant, was further developed this year in collaboration with DPTI, Sealink, KIRSC, Tourism KI, KIX-FM and members of the Community. An important project targeting international tourists, Drive Enjoy Survive provides information on how to drive safely

on Kangaroo Island’s roads. This year touch screens with Expect the Unexpected videos in six languages were installed at the Cape Jervis Sealink terminal and at Kangaroo Island Airport. We especially thank the six Community members who kindly volunteered their time and skills to translate and record the film script into Italian, German, French, Mandarin, Indonesian and Hindi. In addition, postcards referring tourists to the website are being handed out to accommodation providers.

At a Community level, two great road safety outcomes were achieved as a direct result of the collaborative efforts between Council, DPTI, KIRSC, SIRPA and RAA. Together we achieved reduced speed limits along Island Beach Road, Island Beach, in the area of the shop, and past the school on Wedgewood Road, Parndana. Speed limits along these sections of road have been a great concern to the local community for many years, so these were welcome announcements.

Grants

Good working relationships with funding providers DPTI, Recreational Fishing SA, Office of Recreation & Sport SA and our Community members helped us secure positive outcomes for this year’s grant applications including for the Vivonne Bay beach access ramp, Emu Bay jetty steps, Brownlow-Kingscote shared use path (stage 2) and Parndana walking trail design.

Kangaroo Island

QR Scan - direct link to informative video “Driving on Kangaroo Island”

DRIVE TO THE CONDITIONS

Scan for direct link to informative video “Driving on Kangaroo Island”Translations available in Italian, French, German, Hindi, Bahasa Indonesia and Mandarin

Watch youtube video “Driving on Kangaroo Island”

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KANGAROO ISLAND COUNCIL annual report 2016

Our IslandHealthy natural and cultural environment

Our natural environment has had a major impact on the success of Island businesses and lifestyle. While much of the Island’s environmental sustainability rests with DEWNR and KINRM, Council is responsible for its own land, and for sustaining the health and cleanliness of our public areas, both visually and through our waste management systems. Council is also involved in large scale and long term issues affecting the Island such as planning for the effects of climate change.

Waste Management and Collection

This year we began investigating better economies of scale for our waste management and collection practices, working together with FRWA. Under review is the kerbside collection process, and potentially the introduction of larger recycling bins to encourage and improve our recycling rates. Green waste bins are also being considered for urban areas. Public consultation and any changes to implementation will be rolled out next financial year.

Landfill capping at KIWRRC went ahead this year with the completion of Stage 2 of the Landfill Capping Program. All the old garbage and waste cells which had previously been lying in the open are now capped to a complying standard, and putrescent waste is now shipped off Island. This EPA directive cost $80,000, with a further $40,000 needing to be spent next year to finish the job. The capped site also gives us a clean, well-drained area for the storage of used steel which can’t be sold at a profit due to low world commodity prices.

To ensure ongoing environmental monitoring of KIRRC, Council worked with the EPA in 2015-16 and submitted a management plan for the closed landfill and gas and water monitoring. Environmental management plans for the CWMS were also reviewed with the EPA, for submission in September 2016.

Wastewater Management

We addressed wastewater management in Kingscote with the installation of new CWMS bypass lines in Todd and Buller Streets, replacing the original lines which had reached the end of their useful lives.

Pit Remediation

Council continued to implement its Pit Remediation Program, rehabilitating a number of paddocks and properties where road material

“borrow pits” have been created. Once the pit, or section of the pit has been used, Council reduces the slopes by backfilling the pit with the topsoil and other soil where required. This is an ongoing program and one where we work closely with landowners.

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Sustainable future

Part of our preparations for hosting the Small Islands of the World Conference in 2017 involved our attending the 2016 Conference in Greece. A special allocation was set aside for Mayor Peter Clements to attend on behalf of Kangaroo Island Council. In 2017 the conference will be held in Kangaroo Island and we will be playing host to speakers from around the world who specialise in key aspects of supporting island life and culture. We intend to benefit from the shared knowledge, and apply the best ideas here.

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Supporting Our EconomyWorking to facilitate and develop an attractive environment in which to conduct business.

Council is an enabler of economic growth. It does this through infrastructure and service provision and the development and management of land use and development policies.

This has been a year of exciting initiatives which will provide new foundations for growth. One of the most significant being the securing of funding for the new airport. The announcement alone produced a level of interest from investors that is already seeing spin offs for our local economy, but the big benefits are still ahead in the form of new developments, new jobs and a more vibrant economy.

Facilitating change

One of the central pillars of Council’s support for long term economic development on the Island has been the upgrade of Kangaroo Island Airport. This $18M project was made possible by two $9M grants – from State Government and the Federal Government National Stronger Regions Fund. The upgrade will enable direct flights from the east coast of Australia, bringing in tourists and helping to take our high value local produce to new national and international markets.

Since the announcement in December 2015, the Island has entered a more buoyant economic period, with an unprecedented $171M of proposed projects potentially coming on line in the next 3–5 years. To ensure local businesses have the opportunity to benefit from Council’s major infrastructure project, we supported stage 1 of the Commissioner’s first Transformation Project to upskill local businesses so they could compete for non-specialised aspects of the Airport upgrade construction work.

This year also saw the launch of the Kangaroo Island Economic Development Outlook, a project we worked on with the Commissioner for Kangaroo Island and the State Government. It outlines the key economic opportunities for the Island in the foreseeable future and considers: planning; energy; food and beverages; research, development, innovation and education; tourism; agriculture; telecommunications; international trade; and transport/freight. Deputy Premier the Hon John Rau MP launched the report in Kingscote in June 2016.

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KI Development Plan amendment

Strategic planning work in 2015-16 resulted in bringing the Emu Bay Structure Plan project into the Consolidated Version of the Kangaroo Island Development Plan. The Development Plan amendment creates a positive environment for more growth and development in the region and a broader range of development opportunities in the public areas of the Emu Bay township, such as tourist accommodation and Community projects. Council approved 97 new allotments for future division and development.

Improvements in DA assessment process efficiency

In an effort to improve efficiencies in core business and deliver better service, the Development Services team has streamlined its processes, assisting businesses and individuals by speeding up the Development Application approval process. We began by tracking DA timelines and processing from September–December 2015, and continued on a quarterly basis. Current results show our timelines are now down to only two thirds the statutory time allowable for most of our Planning, and only one fifth the time allowable for Building Services. These figures exclude time which is out of Council’s control such as time lost following external agency referral, or additional time required by applicants to gather their information.

The Community can access Planning and Development staff weekly, all year round, by appointment on Thursdays. This enables the team to gather accurate information to discuss with the applicant in person.

Tourism Optimisation Management Model

Council continues to be a key partner in TOMM, a survey managed by TKI which collects critical information biannually on tourists’ views of Kangaroo Island and their experiences here. It also collects residents’ views of the Island and feeds this information back to tourism operators and partner organisations to help them gauge people’s views and provide more effective services.

Mobile Food Vans

A Mobile Food Van (MFV) Policy was finalised in June, after a three month trial period. The policy:

• enables more successful management of mobile food vans

• diminishes the potential for conflict between mobile food vans and fixed ‘bricks & mortar’ restaurants and cafés

• sets appropriate health standards for MFV fit out and operation.

The policy largely supports the rights of MFVs to be mobile and follow customers to areas where food and drinks may not be readily available, creating opportunities for commerce in areas where it had not necessarily existed before. It allows MFVs to support social and cultural opportunities around Kangaroo Island, whether at events or markets, or simply allowing residents and tourists to enjoy a meal at the foreshore.

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Our OrganisationInternal management and organisational effectiveness

Council works together as one team to deliver on our mission which is to “provide leadership, direction and responsible stewardship of resources, and deliver efficient, cost-effective key services to our Community”.

Mayor

CEO PA to the CEO

DirectorCouncil Services

PA to the Director

TechnicalProgramsManager

Asset Program Manager

Contracts

Accounting Finance

Professional

Creditor

Debtor

Rates

Customer Service

Coordinator

Records Management

Officer

Customer Service/ Library

Community Affairs

Manager

CPN

Trainee CPN

Finance Manager

Manager Development

& Environmental Services

Environmental Health Officer

Building &Compliance

DevelopmentServicesOfficer

GeneralInspector

Human Resources

Executive Officer

Council Administration

Support

Council Administration

Support

Operations Manager

M&C Operators

Team LeaderM&C

CWMS

Operations Coordinator

Team

Leader

Property & Parks

Property & Parks Team

MechanicalServices

Team Leader

MechanicalFabricator

Apprentice

Safety Compliance

Airport

Technical Support

Leadership Group

ADMINISTRATION SUPPORT

Staff Development Program

Graduate and Traineeship Program

As at July 2015

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Our Leadership Team

Council Administration is directed by the CEO and overseen by our Director of Council Services. All managers report to the Director of Council Services.

Andrew Boardman, Chief Executive Officer

Ted Botham, Director Council Services

Leadership Group

• Nicki Putland, Finance Manager

• John Howe, Accountant Finance Professional

• Aaron Wilksch, Development and Environmental Services Manager

• John Fernandez, Technical Programs Manager

• Anna Osman, Asset Program Manager

• Pat Austin, Community Affairs Manager

• Danielle Fleet, Customer Service Co-ordinator

Our People

It was pleasing to have handed out five Recognition of Service Awards this year demonstrating the depth of service in our wider team. Steven Budarick completed 35 years of service with Council, John Fernandez, Randy Spark and David Keefe were recognised for their contribution of 15 years and Melissa Grimes reached 10 years. Congratulations all.

Kangaroo Island Council provides training and development opportunities for its employees to ensure they can fulfil the requirements of their roles and meet regulations. The training plan delivery is dependent on the needs of the business and annual budget allocations.

Employee training over the year has included, among others:

• Health and Safety

• Confined Spaces and Elevated Work Platform

• Skid Steer and Excavator

• Fire Prevention Officer training

• Cert IV Library and Cultural Studies

• Cert III Civil Construction

• Cert III Business Administration

• Operational Inspections of Children’s Playgrounds

• Public Consultation

• Driver Upgrades – Heavy Rigid Licence

• Work Zone Traffic Management

We also take part in the Regional Youth Traineeship Program. This new initiative is funded through the State Government’s Job Accelerator Fund. It provides an invaluable opportunity for trainees to learn skills in a supportive workplace and set them on a pathway to a successful career. This year’s successful applicant was Sarah Hissey who is undertaking a Certificate III in Business Administration. Sarah will be exposed to a wide range of Council activities and functions in her two year traineeship.

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The health and well-being of our employees is important to Council and we offer a number of opportunities that may help people to make informed life-and-wellbeing choices. These included:

• yearly health assessments through the LGAWCS program – this year employees were offered a 30 minute design your own health assessment or 60 minute health assessment

• healthy Lifestyle Program –included ‘Fit for Duty’ and Healthy Eating Plan - 10 Week Challenge through the LGAWCS program

• flu vaccinations, which are offered annually

• skin cancer screenings through the LGAWCS program.

Confidential access to Council’s Employee Assistance Program is provided to all Staff members needing assistance with difficulties in the workplace or other personal concerns.

This year, Council undertook its first employee engagement survey with great results. The average overall rate of employee satisfaction was 75%, which is considerably

higher than the Australian employee engagement survey conducted by a Gallup Poll in 2016. We looked at areas such as supportive leadership, co-worker interaction, employee development and goal alignment.

Our Workplace

Kangaroo Island Council experienced no industrial issues affecting the workplace in 2015-16. This is a pleasing outcome and largely the result of our leadership’s commitment to fostering positive employee relations.

Council maintains its commitment to equal employment opportunities, guided by its Equal Opportunity Policy. Council staff span a wide range of age groups ranging from 18 years to over 65 years of age. We also maintain a relatively balanced gender representation. Four of the seven managers in the Leadership team are female. Council is also committed to providing a working environment free from discrimination, harassment and workplace bullying.

Internet MIMP

This year Council changed its Internet provider to MIMP which has provided a more cost effective and reliable service than we previously utilised. MIMP is developing a business case proposal to provide data links for all DEWNR properties, with the ancillary benefit being to provide extensive additional high speed WIFI coverage for the central and western end of the Island. This WIFI would be available to the Community via an ISP provider such as iinet. Evaluation of this proposal will be undertaken in the new year.

Seeking opportunities for private works

While Council does seek to build revenue with private works when resources are available, it does not wish to compete with local businesses. The main opportunities we took up in 2015–16 which did not compete with local providers were bitumen sealing works for KI Pure Grain and shoulder sealing work for DPTI.

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Section 2:

Governance

Council and Council meetings

Monthly Council meetings are held on the second Tuesday of each month. All meeting times and locations are advertised in The Islander newspaper and on Council’s website.

Each month the Council agenda and minutes are posted on the Council website and made available to read at the main Council office at 43 Dauncey Street Kingscote, the Penneshaw Community Business Centre, Parndana Post Office and American River Post Office, between 9:00am and 5:00pm.

Eight of the 12 meetings throughout the year were held in the Council Chambers in Kingscote, with the remaining four held in American River, Parndana, Penneshaw and Gosse.

Public forum

Regional Council meetings held outside of Kingscote start with a Community session to provide an opportunity for remote residents to meet with Elected Members before the Council meeting. The public is encouraged to attend. At all ordinary meetings of Council, formal provision is also made for “Questions from the Gallery”.

Members of the public may seek a deputation to a Council meeting by making an application in writing to the Chief Executive Officer. Approval for deputations rests with the Mayor.

Elected Member Attendance

ELECTED MEMBER COUNCIL MEETINGS INFORMAL GATHERING SPECIAL COUNCIL

NO. ATTENDED NO. ATTENDED NO. ATTENDED

TOTAL % TOTAL % TOTAL %

Mayor Peter Clements 12 11 92 17 12 71 7 6 86

Deputy Mayor Joy Willson 12 11 92 17 15 88 7 6 86

Cr Graeme Connell* 5 5 100 9 7 78 2 2 100

Cr Peter Denholm 12 12 100 17 16 94 7 7 100

Cr Sharon Kauppila 12 11 92 17 14 82 7 7 100

Cr Ken Liu 12 9 75 17 6 35 7 2 29

Cr Pip Masters 12 8 67 17 10 59 7 4 57

Cr Graeme Ricketts 12 11 92 17 15 88 7 6 88

Cr Larry Turner 12 11 92 17 12 71 7 7 100

Cr Cathie Tydeman 12 9 75 17 6 35 7 5 71

* resigned as Councillor effective 1 December 2015

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Committees

Section 41 Committees

Pursuant to Section 41 of the Local Government Act 1999, Council may establish committees to:

• assist it in the performance of its functions

• inquire into, and report on, matters within the ambit of its responsibilities

• provide advice, and/or

• exercise, perform or discharge delegated powers, functions or duties.

Documentation for each meeting (agenda with reports, attachments and minutes) can be accessed on Council’s website www.kicouncil.sa.gov.au. Refer to the Council Representation on Various Committees table below for more information.

Other Committees and Panels

Council is also represented on a number of other committees including Regional Subsidiaries, Development Assessment Panel and Bushfire Safety Committee. These committees along with internal operational committees contribute to Council’s decision making. For a full list of committees, refer to the Council Representation on Various Committees table below.

Council Representation on Various Committees

Section 41 Committees

COMMITTEE MEMBERSHIP ROLE/FUNCTION

Audit Committee

(5 meetings held)

Mayor Clements

Crs Willson, Tydeman & Ricketts

Mr Bill Cossey

Advice – CEO, DCS, FM, & APM

Reviews the Annual Financial Statements to ensure they present fairly the state of affairs of the Council. Also includes things such as:

• proposing and providing information relevant to the Council’s Strategic Management Plans or Annual Business Plans

• examining and reviewing any other matter relating to financial management, or the efficiency and economy with which the Council manages or uses its resources to achieve its objectives.

Liaises with the Council’s auditor.

Reviews the adequacy of the accounting, internal control, reporting and other financial management systems and practices of the Council on a regular basis.

Awards & Grants Assessment Panel

Crs Tydeman, Denholm & Kauppila

Mayor Clements (ex-officio)

Advice – CAM

Determines the winners of Council awards, and distribution of the Community Partnership Grants Scheme.

Boating Facilities Mayor Clements

Crs Denholm & Ricketts

Proxy Crs Turner & Willson Reps from American River, Emu Bay, Bay of Shoals, Baudin Beach & Penneshaw

Advice – DCS & TPM

Discusses and recommends actions regarding the Council-owned boating facilities on Kangaroo Island.

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COMMITTEE MEMBERSHIP ROLE/FUNCTION

Community Centres Mayor Clements,

Crs Ricketts & Willson

Proxy Crs Tydeman & Denholm

Reps from Progress Associations: Penneshaw, Kingscote, Parndana, American River

Planning SA Rep & Project Consultants

Advice – CEO, DCS, TPM, CAM,

Discusses and recommends actions towards the objectives of the Town Centres Project of Kangaroo Island. This project covers the townships of Kingscote, Penneshaw, Parndana and American River and is about the improvement of town facilities, including walkways, entrance statements, pavements, town art and street-scape design.

Community Passenger Network (dissolved 30 June 2016)

Cr Tydeman

Reps from Transport, Education, Employment (2) & Health Sectors (2)

Advice – CAM

Provides a mechanism for sharing information on public transport issues on Kangaroo Island. Acts as an advisory group assisting with the ongoing review of public transport needs on Kangaroo Island.

Develops mechanisms to inform the community of established transport schemes and services and encourage the use of them.

Finance Committee

(4 meetings held)

Mayor Clements Crs Kauppila, Willson, Denholm & Turner

Advice - CEO, DCS & FM

Ensures compliance with legislative requirements.

Considers reports on Council’s performance against budget.

Considers reports on the immediate and long term financial plans of Council.

Considers alignment of Council priorities with Strategic Management Plan and other plans.

Considers items such as infrastructure needs, budget appropriations recommended by other Committees, and asset replacement and construction.

Kangaroo Island Youth Council (dissolved 30 June 2016)

Crs Masters & Tydeman, Reps from KICE (6), Youth (3), KI Youth Partnership, KICE Adult

Advice - CAM

Informs, advises and consults with the youth of KI on matters directly relating to KI youth.

Informs, advises and consults with the Community on matters relating to KI youth.

Provides youth perspective and recommendation on matters that are before Council, as and when deemed necessary by the KI Youth Council.

Liaises, makes recommendations and provides requests to youth service providers to KI.

Recommends strategic directions for KI Council that are consistent with the future needs of youth.

Regional Subsidiaries (Section 43)

COMMITTEE MEMBERSHIP

Southern & Hills LGA [Executive & General meetings] Mayor & CEO (Proxy first Deputy Mayor & second DCS)

Fleurieu Regional Waste Authority Cr Denholm (proxy Cr Turner)

DCS

The Fleurieu Regional Waste Authority was established under Section 42 of the Local Government Act 1999 during the 2010–11 financial year. See separate appendix for a full report of activities in 2015–16.

The Council is a member of the Southern and Hills Local Government Association, formed as a Regional Subsidiary pursuant to Section 43 and Schedule 2 of the Local Government Act 1999.

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Development Act


Development Assessment Panel Panel of 7 comprising

3 appointed EMs (appointed separately – Crs Kauppila, Willson & Masters)

Independent Chair (J Bates)

3 Independent Reps (R Hartley, D Ellis & J Kelly)

Building Fire Safety Committee Development Officer Building & Compliance

Manager Development & Environmental Services

Rep from SA CFS & Consultant Building surveyor

Strategic Planning & Development Policy Committee (Section 101A)

Full Council

Internal Operational Committees


Airport Safety CEO, Airport Services Coordinator, Airport Administration Officer (ex-officio)

Reps of Regional Express, DOIRD, Royal Flying Doctor Service, Hertz KI, Budget KI, SAPOL, KI Transfers

Airport Security CEO, Airport Services Coordinator, Airport Administration Officer (ex-officio)

Reps of Regional Express, DOIRD, Royal Flying Doctor Service, Hertz KI, Budget KI, SAPOL, KI Transfers

CEO Performance Management Panel Mayor, Deputy Mayor, Cr Kauppila

Independent Facilitator

Kingscote Aerodrome Emergency Committee

Reps of KIC, SAPOL, SA Ambulance Service, KICFS, KISES, Emergency Management Australia, Regional Express & Families SA

Workplace Consultative Committee DCS, HRO

ASU Employee Rep, AWU Employee Rep & 5 Employee Reps

Workplace Health and Safety Committee DCS, TPM, 6 WHS Employee Reps

External Committees / Boards


Cruise Ships CAM & TPM

FRWA Cr Denholm & DCS

Indigenous Reference Group DCS

KI Bushfire Management Committee CEO or nominee

KI Community Housing Cr Denholm

KI Emergency Services Operational Advisory Group CEO or nominee

KI Health Advisory Council CAM

KI Multi-day Walk Coordinating Committee CEO

KI Natural Resources Management Board DCS (non-voting rep)

LGA SA Mayor (Proxy Deputy Mayor)

National Sea Change Taskforce Mayor & CEO

Penneshaw Community Business Centre Cr Denholm

Recovery Committee Mayor (Proxy Deputy Mayor)

Regional Development Australia Deputy Mayor

Southern & Hills LGA Roads Working Party TPM

STARCLUB CAM

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Tourism KI Mayor (Proxy Deputy Mayor)

Tourism Optimisation Management Model CAM

ZEMC MDES

Water Task Force Cr Turner

Scheme of Delegation

The Council Scheme of Delegation is, by Motion of Council, as directed by the Local Government Act (1999), to provide the CEO with the decision making powers in terms of prescribed actions of Council in order for Council to manage its operations set by legislation. The CEO is, by this Motion, empowered to make sub-delegations to specific staff positions in order that those staff can carry out their roles and responsibilities. The delegation of powers occurs on an annual basis.

Council Allowances

Elected Members

Elected Members’ allowances are determined by the State Government’s Remuneration Tribunal. The annual allowances as of November 2015 are:

Councillor $9,204 Deputy Mayor $11,505 Mayor $36,816

The Mayor and Councillors received the total following allowances and/or reimbursements from Council for performing and discharging official functions and duties.

ELECTED MEMBER REIMBURSEMENT ALLOWANCE

Mayor Peter Clements $ 57,587.12

Deputy Mayor Joy Willson $ 18,553.80

Cr Graeme Connell $ 4,563.00

Cr Peter Denholm $ 16,813.53

Cr Sharon Kauppila $ 10,000.00

Cr Ken Liu $ 9,297.20

Cr Pip Masters $ 9,152.00

Cr Graeme Ricketts $ 11,778.82

Cr Larry Turner $ 9,437.87

Cr Cathie Tydeman $ 9,676.69

TOTAL $156,860.03

In addition, the Section 41 Audit Committee Chair Mr Bill Cossey received $4,538.00 in allowances from Council, including sitting fees and travel disbursements.

Executive Management

Council had 2 senior executives whose salary packages include the use of a motor vehicle for private use, Mr Andrew Boardman, CEO, and Mr Ted Botham, Director Council Services. Salary packages for the two senior executives, including superannuation and the use of a motor vehicle, ranged from $191,831 to $136,000.

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Training and Development for Elected Members

The following training and development sessions were attended by Elected Members during 2015–16.

COUNCILLOR TRAINING

Mayor Peter Clements Mayors’ Summit for Jobs Growth

Local Government AGM

Wallman Lawyers Training on Amendments to Local Government Act 1999 & Conflict of Interest Provisions

Small Islands of the World Conference – Lesvos, Greece

Climate adaptation 2016 Conference

Local Government Mayors’ Seminar

Deputy Mayor Joy Willson

Local Government AGM

Wallman Lawyers Training on Amendments to Local Government Act 1999 & Conflict of Interest Provisions

Cr Graeme Connell

Cr Peter Denholm Wallman Lawyers Training on Amendments to Local Government Act 1999 & Conflict of Interest Provisions

Cr Sharon Kauppila Wallman Lawyers Training on Amendments to Local Government Act 1999 & Conflict of Interest Provisions

Cr Ken Liu

Cr Pip Masters Wallman Lawyers Training on Amendments to Local Government Act 1999 & Conflict of Interest Provisions

Cr Graeme Ricketts Wallman Lawyers Training on Amendments to Local Government Act 1999 & Conflict of Interest Provisions

Cr Larry Turner Wallman Lawyers Training on Amendments to Local Government Act 1999 & Conflict of Interest Provisions

Cr Cathie Tydeman Wallman Lawyers Training on Amendments to Local Government Act 1999 & Conflict of Interest Provisions

Confidential Items – Pursuant to Section 90 and 91 of the Act

Section 90 (1) of the Local Government Act 1999 determines that Council meetings, and meetings of Committees of Council, are to be held in a place that ensures public access. On occasions this principle is outweighed by considerations for the need to keep information or discussions confidential. Section 90 (2) allows that the public may be excluded from attendance for certain matters listed in section 90 (3). Section 91 (7) then allows for matters deemed confidential under section 90 (2) to be excluded from the requirement for minutes to be placed on public display and available for inspection.

During 2015–16, provisions of the Local Government Act 1999 section 90 (2) were utilised 15 times, or for 3.5% of the total agenda items considered. This is in line with recommendations made by the Ombudsman in the In the Public Eye report published in 2012.

They are summarised below:

(a) Matters relating to the personal affairs of a person 7

(d) Matters relating to commercial information 2

(g) Matters relating to Court Order or direction 6

TOTAL 15

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Details of these are:

MEETING DATE LG ACT SECTION ITEM DETAILS

14-Jul-15 90(3)(g) Camper Vans on Public Places

14-Jul-15 90(3)(g) Verbal Briefing re Penneshaw CWMS

18-Aug-15 90(3)(a) Legal Matter

18-Aug-15 90(3)(a) Code of Conduct 2015/04

18-Aug-15 90(3)(a) Code of Conduct 2015/05

8-Sep-15 90(3)(a) Code of Conduct 2015/07

13-Oct-15 90(3)(d)(i&ii) Island Development #1

13-Oct-15 90(3)(d)(i&ii) Island Development #2

13-Oct-15 90(3)(a) Confidential Report to Mayor

10-Nov-15 90(3)(a) CEO Review

8-Dec-15 90(a) Motion Laying on the Table re minute number C220:L2015

8-Dec-15 90(3)(g) Legal Advice

8-Dec-15 90(3)(g) Legal Advice #2

8-Mar-16 90(3)(g) Audit Committee Minutes

8-Mar-16 90(3)(g) City of Holdfast Bay Correspondence

Eight confidential items were revoked, none expired and none ceased to apply during the financial year with 129 items still remaining in confidence.

Procurement and Competitive Tender

The Council has endorsed a Procurement Policy (incorporating Contracts and Tenders and Sales and Disposals of Land) which commits to delivering cost-effective services to our Community while supporting local businesses where possible. Further, to ensure a “fair go” for local businesses, Council applies a Local Content Weighting for all tenders. The Procurement Policy is also mindful of the Government Business Enterprises (Competition) Act 1996. The contracting of significant works or services is released to open competitive tender unless there are mitigating reasons, for example, specialist expertise is required, and then a limited select tender process is carried out. While the policy has a focus on buying locally, there remains a commitment to ensuring the best value for money is received.

Council has a complaints mechanism in place and in 2015–16 no complaints were received with regard to Competitive Neutrality.

List of Registers and Codes required to be kept

Register of By-Laws

Register of Campaign Donation Returns

Register of Development Approvals

Register of Elected Members’ Allowances and Benefits

Register of Elected Members’ Interests

Register of Public Roads

Register of Departmental Heads and Interests

Register of Salaries and Allowances

Register of Community Land

Register of Registered Cats

Register of Registered Dogs

Schedule of Fees and Charges

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By-Laws

By-Law 1 Permits and Penalties

By-Law 2 Moveable Signs

By-Law 3 Local Government Land

By-Law 4 Roads

By-Law 5 Dogs

By-Law 6 Cats

By-Law 7 Bird Scaring Devices

By-Law 8 Boat Facilities

By-Law 9 Foreshore

Council By-Laws are for review and this review will be undertaken during 2016-17. This review will include a public consultation process.

Code of Conduct

On 29 August 2013, a new Code of Conduct for Elected Members was made by Regulation. The Code of Conduct applies to all Elected Members across the Local Government sector and may be the subject of a Council investigation or an Ombudsman investigation, depending on the nature of the issue.

The Code of Conduct also contains sanctions which may be imposed by Council on an Elected Member where a breach of the Code is found to be sustained. The full Code of Conduct and other policies pertaining to the behaviour of Elected Members and Staff may be seen at the Council’s website www.kangarooisland.sa.gov.au or at 43 Dauncey St, Kingscote.

Code of Conduct for Council Employees Policy

Code of Conduct for Elected Members Policy

Development and Assessment Panel (DAP) Code of Conduct

Codes of Practice

Access to Council Meetings and Documents

Roadside Signage and Display Permit and Regulation

Meeting Procedures

Documents

Many of the documents listed below are available for public inspection free of charge at the Kingscote Office, 43 Dauncey Street, Kingscote, between 9.00am and 5.00pm weekdays.

Most documents can also be found on the Council’s website www.kangarooisland.sa.gov.au. Copies may be purchased at a cost of $0.40 per single A4 page or $0.80 per doubled sided A4 page.

Documents include but are not limited to:

Access Economics – Impacts Study of a Travellers’ Levy

Airport Master and Strategic Plans

Annual Report

Annual Business Plan

Annual Financial Statements

Asset Management Plans

Council and Committee Agendas and Minutes

Council Budget

Development Assessment Panel Agendas and Minutes

Development Plan

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EconSearch – Economic Analysis of Road Funding Options

Kangaroo Island Study

Policies and Procedures

Strategic Plan

TOMM Survey – Residents and Visitors

Freedom of Information

Where possible Council provides information to residents and/or ratepayers without referral to the provisions of the Freedom of Information Act 1991. Where information is requested under the Freedom of Information Act 1991 a request form (provided for in the Act) must be completed and forwarded with the required application fee (unless an exemption is granted).

Requests for other information not publicly available will be considered in accordance with the Freedom of Information Act 1991 (SA) which gives individuals the right to access documents (subject to certain restrictions) that are within the Council’s possession. It also allows for the amendment of documents which contain personal information that is incomplete, incorrect, out of date or misleading.

There were 18 requests for information from 1 July 2015 to 30 June 2016.

NEW APPLICATIONS 18

Applications brought forward from previous year 0

Access granted in full 9

Access granted in part 3

Access refused 6

Transferred 0

Closed/withdrawn 0

Undetermined at 30 June 2016 0

Internal review – decision confirmed 1

Internal review – decision varied 0

Time Limits

An application will be dealt with by an accredited FOI officer as soon as practicable and within 30 days after its receipt, unless an extension of time is required to process the application.

Exemptions

Access to documents under the Freedom of Information Act 1991 may be refused subject to prescribed exemptions. These are to ensure that other people’s privacy is not breached or that the proper administration of the Council is not adversely affected.

ICAC Commissioner and SA Ombudsman visit to Kangaroo Island

In May the South Australian ICAC Commissioner Bruce Lander QC and SA Ombudsman Wayne Lines visited Kangaroo Island to clarify their respective roles to the public owing to the fact that many complaints and reports received from Kangaroo Island were “of no substance” but caused Council to incur substantial expenses. Mr Lander said: “My concern is that a number of offices are put to costly expense by complaints and reports that should never have been made.”

Mr Lander said that Kangaroo Island Council was significantly over-represented in the number of complaints and reports submitted to the ICAC/Office of Public Integrity (OPI) and the Ombudsman’s Office with 50% of all complaints and reports coming from two people. Of the 26 complaints and reports received, 21 were assessed by the OPI as requiring no action at all, and the vast majority of those requiring no action were considered “trivial, frivolous or vexatious” or did not reflect “serious or systemic misconduct or maladministration”. Only one matter had been investigated by ICAC as raising a potential issue of corruption – but that had not been substantiated. Mr Lines said: “The vast majority of complaints are unsubstantiated and often simply a case of a squabble between people. That is not the proper use of the complaint process.”

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Internal Review of Decision

Pursuant to Section 270 of the Local Government Act 1999, Council received one application for internal review of Council decisions.

Complaint by Graham Walkom

Date 22 October 2015

Complaint against Process not followed for the Prudential Assessment for the Kangaroo Island Airport Augmentation

Independent Review Officer (IRO) Gerard Snowball

IRO Findings Council has followed all requirements of the Local Government Act 1999 section 48 with regard to the Kangaroo Island Airport Augmentation.

Further, Council has applied its own Procurement Policy process throughout the procurement of a contractor to Prudential Review.

Ombudsman Referral Mr Walkom requested Ombudsman Review

Ombudsman Findings Ombudsman informed Mr Walkom that Council has not acted in a way that is unlawful, unreasonable or wrong within the meaning of the Ombudsman Act

Final Report to Council Yes, 8 December 2015

Council Report Reference C148:2015

Confidential No

Action required No

Council’s Representation Quota

Based on the electoral role 2015–16, the Electoral Commission confirmed the representation quota for Kangaroo Island to be 339. This is determined by dividing the total number of electors (3389) by the number of elected representatives (10). This compares with the State average quota of 460 across metropolitan Adelaide, and rural and regional councils of South Australia. The next representation quota review is due to be completed by April 2017. During the review, the Community has the following opportunities to provide input:

• making a submission during the 42 day Community Consultation Period in reviewing the Elector Representation Review Option Paper

• making a submission during the 21 day Community Consultation Period in reviewing the Elector Representation Report

• appearing before Council to state their case at a Public Hearing (i.e. people who have provided submissions).

Community Land

Council updated the Council Community Lands Management Plan in 2015–16. The update included:

• internal consultation with key members of Council

• a 21 day external consultation and

• consideration of 6 submissions.

The update was completed in June 2016. The next stages are approval by Council, and Ministerial approval, for the operational land being revoked from ‘Public Land Status’.

Council maintains leases and permits for the use of Community Land. This process is regularly reviewed and improved upon.

39


Commonly Used Acronyms

Council Personnel

ACRONYM DEFINITIONAPM Asset Program Manager

CAM Community Affairs Manager

CEO Chief Executive Officer

DCS Director of Council Services

FM Finance Manager

HRO Human Resources Officer

IRO Independent Review Officer

MDES Manager Development and Environmental Services

TPM Technical Programs Manager

WHS Workplace Health and Safety

Other Acronyms

ACRONYM DEFINITIONAKPA Advance Kingscote Progress Association

ASU Australian Services Union

AWU Australian Workers’ Union

CFS Country Fire Services

CPN Community Passenger Network

CWMS Community Wastewater Management Scheme

DA Development Application

DAP Development Assessment Panel

DEWNR Department of Environment, Water and Natural Resources (State)

DOIRD Department of Infrastructure and Regional Development (Federal)

DPTI Department of Planning, Transport and Infrastructure (State)

FOI Freedom of Information

FRWA Fleurieu Regional Waste Authority

KI Kangaroo Island

KICE Kangaroo Island Community Education

KICFS Country Fire Services – Kangaroo Island Group

KIRSC Kangaroo Island Road Safety Committee

KISES State Emergency Service – Kangaroo Island Unit

KIWRRC KI Waste Resource Recovery Centre

LGA Local Government Association

LGAWCS Local Government Association Workers Compensation Scheme

KINRM Kangaroo Island Natural Resources Management

NRMB Natural Resources Management Board (KI)

ORS Office of Recreation and Sport

PIRSA Department of Primary Industries and Regions (State)

SA South Australia

SAPOL South Australian Police

SES State Emergency Service

SIRPA Sapphiretown and Island Beach Residents Progress Association

TKI Tourism Kangaroo Island

TOMM Tourism Optimisation Management Model

ZEMC Zone Emergency Management Committee

40


41


SECTION 3

Finance Report 2015-16 yearFor the sixth consecutive year, Council has been issued with an unqualified audit opinion from our

external Auditors, Deloitte. This confirms Council’s financial accounts for the 2015-16 financial

year are represented fairly, in all material respects, and that Council’s financial performance for

the year ended in accordance with accepted accounting standards and legislative requirements.

Council’s 2015-16 Annual Financial Statements were formally adopted on 8 November 2016.

This continues Council’s desired goal of preserving an unqualified audit position, and reflects well on the efforts of Council staff to provide a foundation of confidence in the ability to provide accurate and timely financial management and reporting.

This year has seen another positive return for Council with a net surplus of $2,825,000. This result, while positive, remains difficult to maintain.

Some of the major influences impacting our bottom line are detailed as follows:

• Operating Grants decreased by $1.5M, (down from $3.5M in 2015 to $1.9M in 2016). An advance payment was made in June 2015 of $936,452 as a portion of the 2015-16 Financial Assistance Grant Scheme (FAGS) payment. Being reported in 2014-15, it represents a significant proportion of the decrease in grant income for this financial year.

• Physical resources received free of charge increased from $2M to $2.02M. These comprise works provided to the Kangaroo Island Council by DPTI – as well as other physical resources received free of charge from private development. As private development across the Island continues into the future it is likely that further changes will be reported in this area.

• Reimbursements decreased from $4.4M to $550K, the major discrepancy being $2.95M funding received in FY 2015 from the State Government for flood recovery work. The work was completed in FY 2015 and had no impact on this year’s reimbursement income.

• The 2015-16 results show an increase in user charges from $932K to $1,072M. Council has invested in new public amenities, improved the Council building façade and made a significant investment in upgrading the Kangaroo Island Airport. These investments and others will help maintain client patronage and associated user charge revenues, as we have seen in FY 2016 with the income from campgrounds, halls and the airport all improving from FY 2015.

• Council was successful in receiving $9M funding through the Commonwealth’s National Stronger Regions Fund program and this, combined with matched funding ($9M) from the State Government, will see an $18M redevelopment of the Kangaroo Island Airport over the next 12 months. Preliminary works for this project commenced during FY 2016 (using seed funding received in FY 2015). In line with Accounting Standards this work forms part of Councils works in progress until the project is completed in 2017-18. It is anticipated that the airport will become a significant generator of revenue once the upgrade has been completed.

• Total expenses were down $372K compared with the previous year due to good cost control, continuing the downward trend demonstrated last financial year where expenses were down $379K on the previous reporting period.

Deloitte has been engaged for a further four years following the cessation of their previous contract at the end of the FY 2015 audit. Audit fees for FY 2016 were paid in line with the current service agreement: $46.4K for the internal and external audit of our financial accounts and grant agreements, and $5.6K for associated disbursements.

42


Financial Sustainability/Long Term Financial Planning

The Kangaroo Island Council continued its commitment to long term financial planning and to taking steps towards securing its long term financial sustainability during the year.

During the 2015-16 financial year, Council continued to work on a Long-Term Financial Plan (LTFP) that targets a ‘break-even’ position within the next 10 year planning period. The 2016-2026 Plan was presented to the Audit Committee in December 2015 and reviewed again in May 2016. The Plan was formally adopted by Council in June 2016.

Further work will continue in reviewing and assessing Council’s Infrastructure Asset Management Plans, ensuring the financial implications of maintaining and replacing Council’s infrastructure assets are taken into account in a planned and methodical manner.

The following graph shows Council’s Operating Surplus Position and our journey towards achieving financial sustainability. Consistent, better than budget performance since 2011-12, together with the implementation of strategies to sustainably reduce cost and optimize revenue opportunities, will deliver the desired result. Our LTFP is grounded in deliverables, and there is the potential for substantial upside in revenue terms, should developments proposed for the Island, mature to reality.

Operating Surplus Position

-$5,000,000

-$4,000,000

-$3,000,000

-$2,000,000

-$1,000,000

$0

$1,000,000

$2,000,000

1011 1112 1213 1314(restated)

1415 1516 1617 1718 1819 1920 2021 2122 2223 2324 2425 2526

Financial year

Original Budget

Actual AFSNormalised/Underlying ResultBreakdown

Normalised 2016/2026LTFPLinear (Normalised 2016/2026LTFP)

Ope

rati

ng S

urpl

us

43


Funding

During 2015-16, Council continued to rely heavily on rates (69% of revenue, compared to 48% last year) and total grants (15%, compared to 20% last year) as its prime revenue sources. Reimbursement income is reflecting a more normalised level of 4%, compared to 25% last year which included the $2.95M Local Government Disaster Recovery Funding for the MacGillivray flood works, which is not an ongoing source of revenue.

The proportion of funding sources can be seen in the following graph:

Chart 1: Revenue Sources

During the past eight years, the annual variations in grant funding, reimbursements and other revenue have been significant and unpredictable. A continued downward trend in government grant funding is anticipated, providing a challenge for Council’s long term financial planning.

Expenditure

Further challenges to Council’s long term financial planning are the year to year variations in operational expenditure as reflected in the chart below.

Chart 2: Expenditure Areas

Note: both capital expenditure (amounts that have been added to infrastructure each year) and depreciation are included in this chart. It should also be noted that some

employee costs are included in capital expenditure each year in line with Australian Accounting Standards.

0

5000000

10000000

15000000

20000000

Net gain - equity accounted Council businesses

Other income

Reimbursements

Investment income

Grants subsidies and contributions

User charges

Statutory charges

Rates

2015/162014/152013/142012/132011/122010/112009/102008/09

0

5000000

10000000

15000000

20000000

25000000

Capital Expenditure

Finance costs

Depreciation amortisation & impairment

Materials contracts & other expenses

Employee costs

2015/162014/152013/142012/132011/122010/112009/102008/09

44


Borrowings / Debt Management

Council continued its policy of borrowing funds for the development of key infrastructure assets for the Community, including road upgrades. It used the borrowings as a means of allocating costs to consumers over the useful life of the assets. From time to time Council also uses borrowings to cover shortfalls in its immediate cash management needs.

Outstanding borrowings as at 30 June 2016 are $12.19M, a decrease in borrowings from $12.28M the previous year. This reduction in borrowings has been a result of higher cash reserves and a decrease in the cashflow pressures resulting from FY14 and FY15 flood recovery work.

Financial Indicators

Council continues to monitor and report performance against the 3 key financial indicators that have been generally adopted by Councils across South Australia as a guide to their financial performance.

Operating Surplus Ratio

The operating surplus expressed as a percentage of general and other rates, net of rate rebates and NRM Levy.

Net Financial Liabilities Ratio

Net financial liabilities at the end of Year as a percentage of operating revenue for the year.

Asset Sustainability Ratio

Measuring capital expenditure on renewal or replacement of assets relative to the optimal level proposed in Council’s Infrastructure and Assets Management Plan.

Table 1: Financial Indicators

2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Operating Surplus/deficit

-$2,730,237 -$2,070,764 -$3,091,720 -$3,390,953 -$3,492,210 -$3,678,326 $1,462,932 -$2,951,000

Operating Surplus Ratio

-25% -19% -28% -28% -28% -28% 8% -23%

Net Financial Liabilities

$6,572,034 $8,509,115 $9,967,388 $10,025,085 $11,332,754 $13,479,081 $12,313,847 $11,900,000

Net Financial Liabilities Ratio

61% 78% 90% 84% 91% 104% 70% 92%

Asset Sustainability Ratio

24% 26% 50% 6% 31% 60% 103% 19%

Council continues to face significant challenges in relation to delivering an operating surplus and the management of its asset-driven indicators.

The Asset Sustainability Ratio figure for 2015-16 should be read in context of the positive impact of the State Government’s annual, ongoing $2M Regional Road Infrastructure program.

Council’s Net Financial Liabilities Ratio is somewhat high but remains within the ratio guideline, with Net Financial liabilities being less than operating revenue.

45


Rates

All land within the Council area, except for land specifically exempt (eg. Crown Land, Council occupied land and other land prescribed in the Local Government Act, 1999) is ratable. The Local Government Act, 1999 provides for Council to raise revenue for the broad purposes of the Council through a general rate, which applies to all ratable properties, or through differential general rates, which apply to classes of properties. In addition, Council can raise separate rates, for specific areas of the Council, or service rates or charges for specific services.

The capital value of rateable properties on Kangaroo Island increased by approximately 0.6% during the 2015-16 year, to a total of $1.468BN, (in 2015 $1.459BN). The number of rateable properties has remained relatively constant at 5,458 properties (in 2015, the number was 5,442).

Table 2: Capital valuations

Description 2015-16 2014-15 % change

Non-Rateable $ 88,558,180 $ 88,179,440 0.43%

Residential $ 629,801,066 $ 634,900,082 -0.80%

Commercial $ 81,273,971 $ 80,893,343 0.47%

Industrial $ 8,542,500 $ 10,009,500 -14.66%

Primary Production $ 600,102,867 $ 582,309,625 3.06%

Vacant Land $ 124,357,500 $ 127,095,500 -2.15%

Other $ 24,341,976 $ 23,939,050 1.68%

$ 1,556,978,060 $ 1,547,326,540 0.62%

Property Valuations by Rating Category

Average general rates for a residential property on Kangaroo Island were $1,105 (compared with $1,068 in FY 2015), being an overall increase of 3.4% over 2014-15. Average rates for primary production properties were $1,476, up from $1,372, being an increase of 7.5% from 2014-15.

2015-16

Non-Rateable

Residential

Commercial

Industrial

Primary Production

Vacant Land

Other

8%

8% 2% 6%

1%6%

40%

41%

38%

38%

2014-15

1%

5%

5%

1%

46


Table 3: Average Rates Levied

Description 2015-16 2014-15 % change

Non-Rateable $ - $ -

Residential $ 1,105 $ 1,068 3.46%

Commercial $ 1,535 $ 1,480 3.72%

Industrial $ 1,025 $ 1,002 2.30%

Primary Production $ 1,476 $ 1,372 7.58%

Vacant Land $ 700 $ 676 3.55%

Other $ 1,096 $ 566 93.64%

Average General Rates Levied

Council offered both Mandatory and Discretionary Rebates during 2016. The payment of these rebates were made in accordance with the provisions stipulated in Chapter 10, Division 5 of the Local Government Act, 1999. The value of rebates and other concessions provided to ratepayers in 2016 was $89K and can be seen in Note 2 of the financial statements. This is 9% higher than in 2015. Full details of rebates and rate capping provisions can be found in Council’s rating and rebate policy available on Council’s website.

Non-Rateable

Residential

Commercial

Industrial

Primary Production

Vacant Land

Other

2015-16

0%

2014-15

0%16%

18%

22%24%

15%

16%

21%

22%

10%

11%

9%

16%

47


Looking Ahead to 2016-17 (From 2016-17 Annual Business Plan)

significant influences and priorities

CPI – was set at December 2015 quarter CPI rate (1%)

A current enterprise bargaining agreement between Council and its staff sets out the employment conditions. For the 2016-17 Budget the wage increase is pegged at CPI (1%) + 1%.

The Penneshaw CWMS project which commenced in 2015-16 will be finalised in FY 2016-17. This is financed by a once-off capital grant of $4.11m from the LGFA and a fixed credit foncier loan of $1.5m, borrowed over 15 years, at the variable rate per annum.

Through the Commonwealth’s National Stronger Regions Fund program, developed to promote economic development in Australia’s regions, we will see the $18M redevelopment of the Kangaroo Island Airport commence in October 2016. The airport redevelopment is being funded through a joint funding agreement between Federal and State Governments. There will be no impact on the ratepayer in the 2016-17 budget for this project. With regard to Council-funded capital works Council will establish variable cash advance debenture (CAD) facilities to the level required. Plant and equipment will generally be funded on a fixed rate loan. The LTFP demonstrates that a sustainable level of borrowing for the Council in 2016-17 is $1.5m to meet the needs of the Capital Program. When coupled with the $2M that the State provides through the Unsealed Roads Upgrade Program and $888,786 provided by other funding sources, we expect to deliver the equivalent of $4,417,286 of infrastructure and asset upgrades in 2016-17.

In May 2014 the Federal Government removed the indexation on the Federal Assistance Grants (FAGs) which are distributed to the States, who then distribute the grants to Local Government via the State Grants Commission funding formula. This indexation is predicted to accelerate the decline in FAGS distributions to around 4% year on year and for budgeting purposes this has been included at 2015-16 rates, with the expectation that no advance payments will be received.

In the event that Council succeeds in achieving a higher level of Grants Commission funding than that assumed in the 2016-17 Budget, such funds will remain unallocated. Council will make decisions throughout the year either to allocate any such funds to unforeseen expenditure pressures, or in the absence of such pressures, to retire debt.

Any Supplementary Local Road Funding has been excluded following the ending of an agreement between the Federal and State Governments.

On 23 June 2015 the Federal Government announced it would be increasing Roads to Recovery (R2R) funding for the 2015-16 and 2016-17 financial years with the 2016-17 allocation for Kangaroo Island Council being $937,476. In FY 2017 $283,890 will be allocated to operating income and will be expended on road maintenance activities, with $653,586 to be spent on the capital program.

Rates revenue – with improvements to our financial position Council has been able to consider a revised LTFP that provides confidence in our ability to attain financial sustainability within 10 years while reducing the original rate inflator by 1% in 2016-17, and a further 1% in 2017-18. This reflects Council’s improved financial performance and its recognition of the cost-of-living pressures on our Community.

To this end Rates Revenue in 2016-17 will comprise of 1% CPI + 1% growth + 1% infrastructure contribution. In addition Council has determined that the temporary reduction in differential for Primary Production (land use code) introduced as a response to the drought in the late 2000s will be phased out at 2.5% per year, until parity with the residential differential (100%) is attained (moving the 2016-17 differential from 85% to 87.5%).

Waste management service charge – continued efficiencies in the management of waste will see the service charge for kerbside collection and waste management remain at 2015-16 levels for the coming year.

48


Community Wastewater Management Schemes (CWMS) service charges – the construction of the defined collection area for the Penneshaw Scheme will complete by the end of 2015-16 and in 2016-17 we will see the collection network in the Council-funded extension area and all property connections to the commissioned scheme completed. Council’s contributory loan will be fully drawn down early in 2016-17 and the whole-of-Island approach to the costs of management and financing of these schemes will see the service charge rise in 2016-17 to $608/CWMS Unit equivalent (a rise of 3.49%). It is anticipated that future years will see the service charge impacted by CPI only. This service charge will be allocated to those properties that have the capability to be connected to one of the schemes only and does not apply to all ratepayers.

General purpose financial statementfor the year ended 30 June 2016

49

Contents1. Council Certificate 50

2. Primary Financial Statements: 51

Statement of Comprehensive Income 51

Statement of Financial Position 52

Statement of Changes in Equity 53

Statement of Cash Flows 54

3. Notes to the Financial Statements 55

4. Independent Auditor’s Report - Financial Statements 91

5. Independent Auditor’s Report - Internal Controls 93

6. Certificates of Audit Independence 95

Council Certificate of Audit Independence 95

Audit Certificate of Audit Independence 96

Kangaroo isLanD coUnciL annual report 2015-2016

A confident, growing and cohesive Community;

Benefiting from a thriving economy based on strong tourism and primary production sectors;

Preserving our unique heritage;

Sustainably managing our natural evironment

50


Certification of Financial StatementsWe have been authorised by the Council to certify the financial statements in their final form.

In our opinion:

• the accompanying financial statements comply with the Local Government Act 1999, Local Government (Financial Management) Regulations 2011 and Australian Accounting Standards,

• the financial statements present a true and fair view of the Council’s financial position at 30 June 2016 and the results of its operations and cash flows for the financial year,

• internal controls implemented by the Council provide a reasonable assurance that the Council’s financial records are complete, accurate and reliable and were effective throughout the financial year,

• the financial statements accurately reflect the Council’s accounting and other records.

Andrew Boardman Peter Clements

CHIEF EXECUTIVE OFFICER MAYOR

Date: 8 November 2016

51


$ ‘000 notes 2016 2015

income

Rates Revenues 2a 8,966 8,458

Statutory Charges 2b 188 198

User Charges 2c 1,072 932

Grants, Subsidies and Contributions 2g 1,997 3,529

Investment Income 2d 31 22

Reimbursements 2e 551 4,398

Other Income 2f 96 130

Net Gain - Equity Accounted Council Businesses 19 4 23

totaL income 12,905 17,690

expenses

Employee Costs 3a 4,528 4,584

Materials, Contracts & Other Expenses 3b 6,308 6,496

Depreciation, Amortisation & Impairment 3c 4,438 4,478

Finance Costs 3d 582 670

totaL expenses 15,856 16,228

operating sUrpLUs / (Deficit) (2,951) 1,462

Asset Disposal & Fair Value Adjustments 4 (22) 38

Amounts Received Specifically for New or Upgraded Assets 2g 3,777 800

Physical Resources Received Free of Charge 2i 2,021 2,000

net sUrpLUs / (Deficit)1 2,825 4,300

other comprehensive income

Amounts which will not be reclassified subsequently to operating result

Changes in Revaluation Surplus - I,PP&E 9a (5,611) 3,488

Amounts which will be reclassified subsequently to operating result

Nil – –

totaL other comprehensive income (5,611) 3,488

totaL comprehensive income (2,786) 7,788

1 Transferred to Equity Statement

Statement of Comprehensive Incomefor the year ended 30 June 2016

The above statement should be read in conjunction with the accompanying Notes and Significant Accounting Policies.

52


$ ‘000 notes 2016 2015

assets

current assets

Cash and Cash Equivalents 5a 2,647 1,760

Trade & Other Receivables 5b 1,658 1,817

Inventories 5c 221 243

totaL cUrrent assets 4,526 3,820

non-current assets

Equity Accounted Investments in Council Businesses 6a 101 97

Infrastructure, Property, Plant & Equipment 7a 191,881 197,788

Other Non-Current Assets 6b 3,474 814

Total Non-Current Assets 195,456 198,699

totaL assets 199,982 202,519

LiaBiLities

current Liabilities

Trade & Other Payables 8a 1,827 1,211

Borrowings 8b 1,036 1,507

Provisions 8c 800 852

totaL cUrrent LiaBiLities 3,663 3,570

non-current Liabilities

Trade & Other Payables 8a 39 39

Borrowings 8b 11,157 10,773

Provisions 8c 303 531

totaL non-cUrrent LiaBiLities 11,499 11,343

totaL LiaBiLities 15,162 14,913

net assets 184,820 187,606

eQUitY

Accumulated Surplus 11,817 8,713

Asset Revaluation Reserves 9a 170,990 176,601

Other Reserves 9b 2,013 2,292

totaL coUnciL eQUitY 184,820 187,606

Statement of Financial Positionas at 30 June 2016


53


Statement of Changes in Equityfor the year ended 30 June 2016


$ ‘000 notes asset

accUmULateD sUrpLUs

revaLUation reserve

other reserves

totaL eQUitY

2016

Balance at the end of previous reporting period

8,713 176,601 2,292 187,606

a. Net Surplus / (Deficit) for Year 2,825 - - 2,825

b. Other Comprehensive Income

- Gain (Loss) on Revaluation of I,PP&E 7a - (5,611) - (5,611)

other comprehensive income - (5,611) - (5,611)

totaL comprehensive income 2,825 (5,611) - (2,786)

c. Transfers between Reserves 279 - (279) -

BaLance at the enD of perioD 11,817 170,990 2,013 184,820

2015

Balance at the end of previous reporting period

4,254 173,113 2,451 179,818

a. Net Surplus / (Deficit) for Year 4,300 - - 4,300

b. Other Comprehensive Income

- Gain (Loss) on Revaluation of I,PP&E 7a - 3,488 - 3,488

other comprehensive income - 3,488 - 3,488

totaL comprehensive income 4,300 3,488 - 7,788

c. Transfers between Reserves 159 - (159) -

BaLance at the enD of perioD 8,713 176,601 2,292 187,606

54


Statement of Cash Flowsfor the year ended 30 June 2016


$ ‘000 notes 2016 2015

cash fLows from operating activities

receipts

Rates Receipts 8,944 8,541

Statutory Charges 207 198

User Charges 1,165 665

Grants, Subsidies and Contributions (operating purpose) 1,997 3,529

Investment Receipts 28 20

Reimbursements 606 4,399

Other Receipts 1,093 175

payments

Payments to Employees (4,541) (4,509)

Payments for Materials, Contracts & Other Expenses (6,889) (7,479)

Finance Payments (645) (716)

net cash proviDeD BY (or UseD in) operating activities 11b 1,965 4,823

cash fLows from investing activities

receipts

Amounts Received Specifically for New/Upgraded Assets 3,777 800

Sale of Replaced Assets 100 103

Sale of Surplus Assets 88 -

payments

Expenditure on Renewal/Replacement of Assets (1,565) (4,707)

Expenditure on New/Upgraded Assets (3,426) (906)

net cash proviDeD BY (or UseD in) investing activities (1,026) (4,710)

cash fLows from financing activities

receipts

Proceeds from Borrowings 1,566 6,740

Proceeds from Bonds & Deposits 44 -

payments

Repayments of Borrowings (1,653) (6,135)

Repayment of Other Borrowings (9) -

net cash proviDeD BY (or UseD in) financing activities (52) 605

net increase (Decrease) in cash heLD 887 718

plus: Cash & Cash Equivalents at beginning of period 11 1,760 1,042

cash & cash eQUivaLents at enD of perioD 11 2,647 1,760

55


Notes to and forming part of the Financial StatementsFor the year ended 30 June 2016

ContentsNote Details Page

1 Significant Accounting Policies 56

2 Income 62

3 Expenses 65

4 Asset Disposal & Fair Value Adjustments 66

Current Assets

5a Cash & Cash Equivalents 67

5b Trade & Other Receivables 67

5c Inventories 67

Non-Current Assets

6a Equity Accounted Investments in Council’s Businesses 67

6b Other Non-Current Assets 67

Fixed Assets

7a (i) Infrastructure, Property, Plant & Equipment 68

7a (ii) Investment Property 69

7b Valuation of Infrastructure, Property, Plant & Equipment 69

Liabilities

8a Trade & Other Payables 71

8b Borrowings 71

8c Provisions 71

Reserves

9a Asset Revaluation Reserve 72

9b Other Reserves 72

10 Assets Subject to Restrictions 74

11 Reconciliation to Statement of Cashflows 75

12a Functions 76

12b Components of Functions 77

13 Financial Instruments 78

14 Commitments for Expenditure 82

15 Financial Indicators 83

16 Uniform Presentation of Finances 85

17 Operating Leases 86

18 Superannuation 87

19 Interests in Other Entities 88

20 Non Current Assets Held for Sale & Discontinued Operations 89

21 Contingencies & Assets/Liabilities Not Recognised in the Balance Sheet 89

22 Events After the Balance Sheet Date 90

Additional Council Disclosures

23 Council Information & Contact Details 90

n/a - not applicable

56



Note 1. Summary of Significant Accounting Policies The principal accounting policies adopted by Council in the preparation of these consolidated financial statements are set out below.

These policies have been consistently applied to all the years presented, unless otherwise stated.

1 Basis of Preparation

1.1 compliance with australian accounting standards

This general purpose financial report has been prepared in accordance with Australian Accounting Standards as they apply to not-for-profit entities, other authoritative pronouncements of the Australian Accounting Standards Board, Interpretations and relevant South Australian legislation.

The financial report was authorised for issue by certificate under regulation 14 of the Local Government (Financial Management) Regulations 2011 dated 8 November 2016.

1.2 historical cost convention

Except as stated below, these financial statements have been prepared in accordance with the historical cost convention.

1.3 critical accounting estimates

The preparation of financial statements in conformity with Australian Accounting Standards requires the use of certain critical accounting estimates, and requires management to exercise its judgement in applying Council’s accounting policies.

The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements are specifically referred to in the relevant sections of these Notes.

1.4 rounding

All amounts in the financial statements have been rounded to the nearest thousand dollars ($’000).

2 The Local Government Reporting Entity

Kangaroo Island Council is incorporated under the South Australian Local Government Act 1999 and has its principal place of business at 43 Dauncey St Kingscote, SA. These financial statements include the Council’s direct operations and all entities through which Council controls resources to carry on its functions. In the process of reporting on the Council as a single unit, all transactions and balances between activity areas and controlled entities have been eliminated.

Other entities in which Council has an interest but does not control are reported in Note 19.

Trust monies and property held by Council but subject to the control of other persons have been excluded from these reports. A separate statement of moneys held in the Trust Fund is available for inspection at the Council Office by any person free of charge.

As at 30 June 2016, Kangaroo Island Council has net current assets of $863,000 [2015 net current assets of $250,000].

Kangaroo Island Council has considered its current financial position along with other information such as the cash flows for the forthcoming 12 month period and the operating budget for the forthcoming 12 months; the ability of the Council to borrow funds from the LGFA to meet any outflows that may arise and the taxing powers of the Council to recoup, through rates and levies, expenditure incurred. Through the evaluation of these factors, the Council believes that there is no significant going concern matter and the Council will be able to meet its debts as and when they fall due.

57


3 Income Recognition

Income is measured at the fair value of the consideration received or receivable. Income is recognised when the Council obtains control over the assets comprising the income, or when the amount due constitutes an enforceable debt, whichever first occurs.

Where grants, contributions and donations recognised as incomes during the reporting period were obtained on the condition that they be expended in a particular manner or used over a particular period, and those conditions were undischarged as at the reporting date, the amounts subject to those undischarged conditions are disclosed in these notes. Also disclosed is the amount of grants, contributions and receivables recognised as incomes in a previous reporting period which were obtained in respect of the Council’s operations for the current reporting period.

In recent years the payment of untied financial assistance grants has varied from the annual allocation as shown in the table below:

cash payment received

(,000)

annual allocation

(,000)

Difference

(,000)

2013/14 $1,053 $1,975 - $922

2014/15 $2,760 $1,824 + $936

2015/16 $896 $1,832 - $936

Because these grants are untied, the Australian Accounting Standards require that payments be recognised upon receipt. Accordingly, the operating results of these periods have been distorted compared to those that would have been reported had the grants been paid in the year to which they were allocated.

The Adjusted Operating Surplus Ratio disclosed in Note 15 has also been calculated after adjusting for the distortions resulting from the differences between the actual grants received and the grant entitlements allocated.

4 Cash, Cash Equivalents and other Financial Instruments

Cash Assets include all amounts readily convertible to cash on hand at Council’s option with an insignificant risk of changes in value with a maturity of three months or less from the date of acquisition.

Receivables for rates and annual charges are secured over the subject land, and bear interest at rates determined in accordance with the Local Government Act 1999. Other receivables are generally unsecured and do not bear interest.

All receivables are reviewed as at the reporting date and adequate allowance made for amounts the receipt of which is considered doubtful.

All financial instruments are recognised at fair value at the date of recognition. A detailed statement of the accounting policies applied to financial instruments forms part of Note 13.

5 Inventories

Inventories held in respect of stores have been valued by using the weighted average cost on a continual basis, after adjustment for loss of service potential. Inventories held in respect of business undertakings have been valued at the lower of cost and net realisable value.

6 Infrastructure, Property, Plant & Equipment

6.1 Land under roads

Council has elected not to recognise land under roads acquired prior to 1 July 2008 as an asset in accordance with AASB 1051 Land under Roads. Land under roads acquired after 30 June 2008 has not been recognised as in the opinion of Council it is not possible to reliably attribute a fair value, and further that such value if determined would be immaterial. The physical condition of the land under roads is subject to annual review to ensure that there is no major physical deterioration.

6.2 initial recognition

All assets are initially recognised at cost. For assets acquired at no cost or for nominal consideration, cost is determined as fair value at the date of acquisition.

All non-current assets purchased or constructed are capitalised as the expenditure is incurred and depreciated as soon as the asset is held “ready for use”. Cost is determined as the fair value of the assets given

58



as consideration plus costs incidental to the acquisition, including architects’ fees and engineering design fees and all other costs incurred. The cost of non-current assets constructed by the Council includes the cost of all materials used in construction, direct labour on the project and an appropriate proportion of variable and fixed overhead.

Capital works still in progress at balance date are recognised as other non-current assets and transferred to infrastructure, property, plant & equipment when completed ready for use.

6.3 materiality

Assets with an economic life in excess of one year are only capitalised where the cost of acquisition exceeds materiality thresholds established by Council for each type of asset. In determining (and in annually reviewing) such thresholds, regard is had to the nature of the asset and its estimated service life. Examples of capitalisation thresholds applied during the year are given below. No capitalisation threshold is applied to the acquisition of land or interests in land.

Land Improvement $10,000

Buildings and Other Structures $10,000

Road – pavement for sealed and unsealed built to specification

$10,000

Road – wearing surface sealed and unsealed

$10,000

Bridge $10,000

Footpaths, Kerb & Gutter $10,000

Stormwater Drainage $10,000

Community Wastewater Management Systems

$5,000

Furniture & Fittings $5,000

Plant & Equipment $5,000

Library Books N/A

6.4 subsequent recognition

All material asset classes are revalued on a regular basis such that the carrying values are not materially different from fair value. Significant uncertainties exist in the estimation of fair value of a number of asset classes including land, buildings and associated structures and infrastructure. Further detail of these uncertainties, and of existing valuations, methods and valuers are provided at Note 7.

6.5 Depreciation of non-current assets

Other than land, all infrastructure, property, plant and equipment assets recognised are systematically

depreciated over their useful lives on a straight-line basis which, in the opinion of Council, best reflects the consumption of the service potential embodied in those assets. Earthworks assets are considered as not having a limited useful life and are therefore not depreciated, the physical condition of the earthworks is subject to annual review to ensure there is no major physical deterioration.

Changes to the interpretation of AASB 116 Property, Plant and Equipment – in particular the definition of a residual value being the estimated amount that an entity would obtain from disposal of the asset, has meant that Council is no longer using residual values for road pavement sub-base. Council has separated the value of the sub-base from the pavement and treated as land earthworks; Council has assessed it as not having a limited useful life and has therefore not depreciated this asset. This is based on the view that the service potential of the sub-base is expected to be retained due to the absence of any events that cause physical deterioration. The physical condition of the sub-base is subject to annual review to ensure there is no major physical deterioration.

Depreciation methods, useful lives and residual values of classes of assets are reviewed annually.

Major depreciation periods for each class of asset are listed below. Depreciation periods for infrastructure assets have been estimated based on the best information available to Council, but appropriate records covering the entire life cycle of these assets are not available, and extreme care should be used in interpreting financial information based on these estimates.

Land Improvement 7 to 100 years

Building & Other Structures 7 to 100 years

Infrastructure

Roads – pavement for sealed and unsealed built to specification

N/A

Roads – wearing surface for sealed and unsealed

5 to 100 years

Bridges 5 to 100 years

Footpaths, Kerb & Gutter 5 to 100 years

Stormwater Drainage 50 to 80 years

Community Wastewater Management Schemes

10 to 70 years

Furniture & Fittings 3 to 100 years

Plant & Equipment 4 to 20 years

Library Books 1 to 7 years

59


6.6 impairment

Assets that are subject to depreciation are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount (which is the higher of the present value of future cash inflows or value in use).

For assets whose future economic benefits are not dependent on the ability to generate cash flows, and where the future economic benefits would be replaced if Council were deprived thereof, the value in use is the depreciated replacement cost. In assessing impairment for these assets, a rebuttable assumption is made that the current replacement cost exceeds the original cost of acquisition.

Where an asset that has been revalued is subsequently impaired, the impairment is first offset against such amount as stands to the credit of that class of assets in Asset Revaluation Reserve, any excess being recognised as an expense.

6.7 Borrowing costs

Borrowing costs in relation to qualifying assets (net of offsetting investment revenue) have been capitalised in accordance with AASB 123 “Borrowing Costs”. The amounts of borrowing costs recognised as an expense or as part of the carrying amount of qualifying assets are disclosed in Note 3, and the amount (if any) of interest revenue offset against borrowing costs in Note 2.

7 Payables

7.1 goods & services

Creditors are amounts due to external parties for the supply of goods and services and are recognised as liabilities when the goods and services are received. Creditors are normally paid 30 days after the month of invoice. No interest is payable on these amounts.

7.2 payments received in advance & Deposits

Amounts other than grants received from external parties in advance of service delivery, and security deposits held against possible damage to Council assets, are recognised as liabilities until the service is delivered or damage reinstated, or the amount is refunded as the case may be.

8 Borrowings

Borrowings are initially recognised at fair value, net of transaction costs incurred and are subsequently measured at amortised cost. Any difference between the proceeds (net of transaction costs) and the redemption amount is recognised in the income statement over the period of the borrowings using the effective interest method.

9 Employee Benefits

9.1 salaries, wages & compensated absences

Liabilities for employees’ entitlements to salaries, wages and compensated absences expected to be paid or settled within 12 months of reporting date are accrued at nominal amounts (including payroll based oncosts) measured in accordance with AASB 119.

Liabilities for employee benefits not expected to be paid or settled within 12 months are measured as the present value of the estimated future cash outflows (including payroll based oncosts) to be made in respect of services provided by employees up to the reporting date. Present values are calculated using government guaranteed securities rates with similar maturity terms.

Weighted avg. discount rate 1.6% (2015, 2.0%)

Weighted avg. settlement period

7 years (2015, 7 years)

A liability for untaken personal leave is provided for. The amount relates to an obligation to payout 25% of personal leave outstanding after 7 years of service upon termination of employment. The amounts not expected to be paid or settled within 12 months are measured as the present value of the estimated future cash outflow.

9.2 superannuation

The Council makes employer superannuation contributions in respect of its employees to the Statewide Superannuation Scheme. The Scheme has two types of membership, each of which is funded differently. No changes in accounting policy have occurred during either the current or previous reporting periods. Details of the accounting policies applied and Council’s involvement with the schemes are reported in Note 18.

60



10 Provisions

10.1 provisions for reinstatement, restoration and rehabilitation

Estimated monitoring and restoration costs are provided for in the accounting period when the obligation arising from the related disturbance occurs, and are carried at the net present value of estimated future costs.

Although estimated future costs are based on a 20 year plan, such plans are based on current environmental requirements which may change, and significant uncertainty exists in the estimation of the future closure date.

11 Leases

Lease arrangements have been accounted for in accordance with Australian Accounting Standard AASB 117.

In respect of finance leases, where Council substantially carries all of the risks incident to ownership, the leased items are initially recognised as assets and liabilities equal in amount to the present value of the minimum lease payments. The assets are disclosed within the appropriate asset class, and are amortised to expense over the period during which the Council is expected to benefit from the use of the leased assets. Lease payments are allocated between interest expense and reduction of the lease liability, according to the interest rate implicit in the lease.

In respect of operating leases, where the lessor substantially retains all of the risks and benefits incident to ownership of the leased items, lease payments are charged to expense over the lease term.

12 Construction Contracts

Construction works undertaken by Council for third parties are generally on an agency basis where the third party reimburses Council for actual costs incurred, and usually do not extend beyond the reporting period. As there is no profit component, such works are treated as 100% completed. Reimbursements not received are recognised as receivables and reimbursements received in advance are recognised as “payments received in advance”.

For works undertaken on a fixed price contract basis, revenues and expenses are recognised on a percentage of completion basis. Costs incurred in advance of a future claimed entitlement are classified as work in progress in inventory. When it is probable that total contract costs will exceed total contract revenue, the expected loss is recognised as an expense immediately.

13 Equity Accounted Council Businesses

Council participates in cooperative arrangements with other Councils for the provision of services and facilities. Council’s interests in cooperative arrangements, which are only recognised if material, are accounted for in accordance with AASB 128 and set out in detail in Note 19.

14 GST Implications

In accordance with UIG Abstract 1031 “Accounting for the Goods & Services Tax”:

• Receivables and Creditors include GST receivable and payable.

• Except in relation to input taxed activities, revenues and operating expenditures exclude GST receivable and payable.

• Non-current assets and capital expenditures include GST net of any recoupment.

• Amounts included in the Statement of Cash Flows are disclosed on a gross basis.

15 New accounting standards and UIG Interpretations

In the current year, Council adopted all of the new and revised Standards and Interpretations issued by the Australian Accounting Standards Board (AASB) that are relevant to its operations and effective for the current reporting period. The adoption of the new and revised Standards and Interpretations has not resulted in any material changes to Council’s accounting policies.

Kangaroo Island Council has not applied any Australian Accounting Standards and Interpretations that have been issued but are not yet effective with the exception of AASB 2015-7 Amendments to Australian Accounting Standards – Fair Value Disclosures of Not-for-Profit Public Sector Entities. Generally Council applies standards and interpretations in accordance with their respective commencement dates. The retrospective application of AASB 2015-7 has exempted Council from the disclosure of quantitative information and sensitivity analysis for some valuations categorised within Level 3 of the fair value hierarchy.

61


aasB 9 – financial instruments

At the date of authorisation of the financial report, AASB 9 Financial Instruments and AASB 2015-6 Amendments to Australian Accounting Standards – Extending Related Party Disclosures to Not-for-Profit Public Sector Entities are the only new accounting standards with a future application date that are expected to have a material impact on Council’s financial statements.

aasB 15 - revenue from contracts with customers and associated amending standards

AASB 15 introduces a five step process for revenue recognition with the core principle of the new Standard being that entities recognise revenue so as to depict the transfer of goods or services to customers in amounts that reflect the consideration (that is, payment) to which the entity expects to be entitled in exchange for those goods or services.

The changes in revenue recognition requirements in AASB 15 may cause changes to accounting policies relating to the timing and amount of revenue recorded in the financial statements as well as additional disclosures.

The full impact of AASB 15 has not yet been ascertained or quantified. AASB 15 will replace AASB 118 which covers contracts for goods and services and AASB 111 which covers construction contracts.

The effective date of this standard is for annual reporting periods beginning on or after 1 January 2018.

aasB 16 – Leases

From 1 January 2019 changes to this standard mean that Council will need to disclose operating and finance leases in the same fashion. As this is considered to be too remote in time to have a potentially material effect on the interpretation of the 2015/16 financial reports, Council has not applied this standard.

aasB 2016-2 Disclosure initiative – changes to aasB 107 – statement of cashflows

From periods commencing on or after 1 January 2017 changes to AASB 107 will require Council to provide disclosures that enable users of financial statements to evaluate changes in liabilities arising from financing activities, including both changes arising from cash flows and non-cash changes.

aasB 124 – related party Disclosures

From 1 July 2016 AASB 124 Related Party Disclosures will apply to Council, which means that Council will disclose more information about related parties and transactions with those related parties.

Council is still reviewing the way that revenue is measured and recognised to identify whether AASB 124 Related Party Disclosures will have a material impact. To date no impact has been identified.

Other amended Australian Accounting Standards and Interpretations which were issued at the date of authorisation of the financial report, but have future commencement dates are not likely to have a material impact on the financial statements.

16 Disclaimer

Nothing contained within these statements may be taken to be an admission of any liability to any person under any circumstance.

62



Note 2. Income$ ‘000 notes 2016 2015

(a). rates revenUes

general rates

General Rates 6,111 5,677

Less: Discretionary Rebates, Remissions & Write Offs (89) (81)

totaL generaL rates 6,022 5,596

other rates (including service charges)

Natural Resource Management Levy 159 140

Waste Collection 1,506 1,492

Community Wastewater Management Systems 1,160 1,132

totaL other rates 2,825 2,764

other charges

Penalties for Late Payment 71 79

Legal & Other Costs Recovered 48 19

totaL other charges 119 98

totaL rates revenUes 8,966 8,458

(B). statUtorY charges

Development Act Fees 65 65

Town Planning Fees 2 5

Health & Septic Tank Inspection Fees 26 25

Animal Registration Fees & Fines 46 42

Parking Fines / Expiation Fees 7 9

Other Licences, Fees & Fines 26 35

Rate Searches 16 17

totaL statUtorY charges 188 198

(c). User charges

Cemetery/Crematoria Fees 32 21

Camping Fees 51 48

Aerodrome Fees 389 374

Hall & Equipment Hire 149 89

Lease Fees 331 286

Sales - General 4 -

Sundry 106 114

Other (Biosolids Fees) 10 -

totaL User charges 1,072 932

63


$ ‘000 notes 2016 2015

(D). investment income

Interest on Investments - Local Government Finance Authority

31

22

totaL investment income 31 22

(e). reimBUrsements

Roadworks - 2,951

Private Works 449 1,242

Other (Solar Contributions) 5 -

Other (Insurances) 5 -

Other (Projects) 51 -

Other 41 205

totaL reimBUrsements 551 4,398

Reimbursements for roadworks is Local Government Disaster recovery assisstance funding received from the State Government for flood recovery works.

(f). other income

Insurance & Other Recoupments - Infrastructure, IPP&E 14 -

Sundry 68 130

Other (Donations) 2 -

Other (Standpipe Fees) 2 -

Other (Late Fees/Priv Hire) 2 -

Other 8 -

totaL other income 96 130

(g). grants, sUBsiDies, contriBUtions

Amounts Received Specifically for New or Upgraded Assets 3,777 800

Other Grants, Subsidies and Contributions 290 486

Untied - Financial Assistance Grant 896 2,760

Roads to Recovery 811 283

totaL grants, sUBsiDies, contriBUtions 5,774 4,329

The functions to which these grants relate are shown in Note 12.

(i) sources of grants

Commonwealth Government 1,707 3,043

State Government 105 786

Other 3,962 500

totaL 5,774 4,329

(ii) individually significant items

Grant Commission (FAG) Grant Recognised as Income - 936

On 30th June 2015, Council received payment of the first two instalments of the 2015/16 Grant Commission (FAG) Grant. Council did not receive any advance payment in June 2016.

Note 2. Income (continued)

64



$ ‘000 notes 2016 2015

(h). conDitions over grants & contriBUtions

Grants and contributions which were obtained on the condition that they be expended for specified purposes or in a future period, but which are not yet expended in accordance with those conditions, are as follows:

Unexpended at the close of the previous reporting period 6 111

Less:

Expended during the current period from revenues recognised in previous reporting periods

Community Services (6) (111)

sUBtotaL (6) (111)

Plus:

Amounts recognised as revenues in this reporting period but not yet expended in accordance with the conditions

Community Services 105 6

Other (CWMS) 1,126 -

sUBtotaL 1,231 6

Unexpended at the close of this reporting period 1,231 6

net increase (decrease) in assets subject to conditions in the current reporting period

1,225 (105)

(i). phYsicaL resoUrces receiveD free of charge

Roads, Bridges & Footpaths 2,021 2,000

totaL phYsicaL resoUrces receiveD free of charge 2,021 2,000

Note 2. Income (continued)

65


Note 3. Expenses$ ‘000 notes 2016 2015

(a). empLoYee costs

Salaries and Wages 3,089 3,018

Employee Leave Expense 691 802

Superannuation - Defined Contribution Plan Contributions 18 302 312

Superannuation - Defined Benefit Plan Contributions 18 75 85

Workers’ Compensation Insurance 157 153

Other 214 214

totaL operating empLoYee costs 4,528 4,584

Total Number of Employees (full time equivalent at end of reporting period) 58 57

(B). materiaLs, contracts anD other expenses

(i) prescribed expenses

Auditor’s Remuneration - Auditing the Financial Reports and Grant Acquittals

50

36

Elected Members’ Expenses 230 237

sUBtotaL - prescriBeD expenses 280 273

(ii) other materials, contracts and expenses

Contractors 2,047 2,048

Contractors - Fleurieu Regional Waste Authority (FRWA) 1,241 1,210

Community Grants Provided 187 293

Energy 310 386

Legal Expenses 55 175

Levies Paid to Government - NRM levy 157 141

Insurances 273 262

Parts, Accessories & Consumables 560 768

Professional Services 359 429

Sundry 486 511

Other (Telecoms & Software) 220 -

Other (Lease & Rental) 133 -

sUBtotaL - other materiaL, contracts & expenses 6,028 6,223

66



$ ‘000 notes 2016 2015

totaL materiaLs, contracts anD other expenses 6,308 6,496

(c). Depreciation, amortisation anD impairment

(i) Depreciation and amortisation

Land Improvements 499 378

Buildings & Other Structures 320 377

Infrastructure

- Stormwater Drainage 95 95

- CWMS 455 470

- Roads/Bridges/Footpaths 2,533 2,603

Library Books 2 2

Plant, Machinery & Equipment 500 513

Office Equipment, Furniture & Fittings 34 40

sUBtotaL 4,438 4,478

(ii) impairment

Nil – –

totaL Depreciation, amortisation anD impairment 4,438 4,478

(D). finance costs

Interest on Loans 573 657

Premiums & Discounts Recognised 9 13

totaL finance costs 582 670

Note 4. Asset Disposal & Fair Value Adjustments$ ‘000 notes 2016 2015

infrastrUctUre, propertY, pLant & eQUipment

(i) assets renewed or Directly replaced

Proceeds from Disposal 100 103

Less: Carrying Amount of Assets Sold (94) (47)

gain (Loss) on DisposaL 6 56

(ii) assets surplus to requirements

Proceeds from Disposal 88 -

Less: Carrying Amount of Assets Sold (116) (18)

gain (Loss) on DisposaL (28) (18)

net gain (Loss) on DisposaL or revaLUation of assets (22) 38

Note 3. Expenses (continued)

67


Note 5. Current Assets$ ‘000 notes 2016 2015

(a). cash & cash eQUivaLents

Cash on Hand at Bank 61 31

Deposits at Call 2,586 1,729

totaL cash & cash eQUivaLents 2,647 1,760

(B). traDe & other receivaBLes

Rates - General & Other 755 733

Accrued Revenues 72 135

Debtors - General 543 704

GST Recoupment 158 69

Prepayments 130 176

totaL traDe & other receivaBLes 1,658 1,817

(c). inventories

Stores & Materials 221 243

totaL inventories 221 243

Note 6. Non-Current Assets$ ‘000 notes 2016 2015

(a). eQUitY accoUnteD investments in coUnciL BUsinesses

Fleurieu Regional Waste Authority 19 101 97

totaL eQUitY accoUnteD investments in coUnciL BUsinesses 101 97

(B). other non-cUrrent assets

Capital Works-in-Progress 3,474 814

totaL other non-cUrrent assets 3,474 814

68



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Note 7b. Valuation of Infrastructure, Property, Plant & Equipment & Investment Property

Valuation of Assets

The fair value of assets and liabilities must be estimated in accordance with various Accounting Standards for either recognition and measurement requirements or for disclosure purposes.

AASB 13 Fair Value Measurement requires all assets and liabilities measured at fair value to be assigned to a “level” in the fair value hierarchy as follows:

• Level 1: Unadjusted quoted prices in active markets for identical assets or liabilities that the entity can access at the measurement date.

• Level 2: Inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly or indirectly.

• Level 3: Inputs for the asset or liability that are not based on observable market data (unobservable inputs).

Refer to Note 7a for the disclosure of the Fair Value Levels of Infrastructure, Property, Plant and Equipment Assets.

information on valuations

Certain land, and the buildings and structures thereon, are shown above as being based on fair value hierarchy level 2 valuation inputs. They are based on prices for similar assets in an active market, with directly or indirectly observable adjustments for specific advantages or disadvantages attaching to the particular asset.

Valuations of Crown land, community land and land subject to other restrictions on use or disposal, shown above as being based on fair value hierarchy level 3 valuation inputs, are based on prices for similar assets in an active market, but include adjustments for specific advantages or disadvantages attaching to the particular asset that are not directly or indirectly observable in that market, or the number and/or amount of observable adjustments of which are so great that the valuation is more fairly described as being based on level 3 valuation inputs.

There is no known market for buildings, infrastructure and other assets. These assets are valued at depreciated current replacement cost. This method involves:

• The determination of the cost to construct the asset (or its modern engineering equivalent) using current prices for materials and labour, the quantities of each being estimated based on recent experience of this or similar Councils, or on industry construction guides where these are more appropriate.

• The calculation of the depreciation that would have accumulated since original construction using current estimates of residual value and useful life under the prime cost depreciation method adopted by Council.

This method has significant inherent uncertainties, relying on estimates of quantities of materials and labour, residual values and useful lives, and the possibility of changes in prices for materials and labour, and the potential for development of more efficient construction techniques.

other information

At 1 July 2004 upon the transition to AIFRS, Council elected pursuant to AASB 119 to retain a previously established deemed cost under GAAP as its deemed cost. With subsequent addition at cost, this remains as the basis of recognition of non-material asset classes.

Upon revaluation, the current new replacement cost and accumulated depreciation are re-stated such that the difference represents the fair value of the asset determined in accordance with AASB 13 Fair Value Measurement: accumulated depreciation is taken to be the difference between current new replacement cost and fair value. In the case of land, current replacement cost is taken to be the fair value.

highest and best use

All of Council’s non financial assets are considered as being utilised for their highest and best use.

70



Note 7b. Valuation of Infrastructure, Property, Plant & Equipment & Investment Property (continued)transition to aasB 13 - fair value measurement

The requirements of AASB 13 Fair Value Measurement have been applied to all valuations undertaken since 1 July 2013 as shown by the valuation dates by individual asset classes below.

Land & Land improvements

Council being of the opinion that it is not possible to attribute a value sufficiently reliably to qualify for recognition; land under roads has not been recognised in these reports.

Freehold land and land over which Council has control, but does not have title, is recognised on a fair value basis. No capitalisation threshold is applied to the acquisition of land or interests in land.

Land improvements are recognised at fair value, originally deriving from a valuation conducted by Liquid Pacific at 30 June 2016 at current replacement cost. Estimated future costs of reinstatement of land, capitalised in accordance with AASB 116.16(c), are reviewed annually (see Note 1) and depreciated over the estimated remaining life of the relevant asset. The weighted average depreciation period for 2016 is 40 years (2015 – 40 years).

In line with the Asset Accounting Policy adopted in 2011/12, Council has decided to apply the capitalisation thresholds for Land Improvement assets, to be consistent with the other major asset classes. Council does not recognise on its balance sheet, or provide depreciation for, land improvements, buildings and structures which Council considers will not rationally be replaced. Where there is no regular cash flow generated from the asset, the net present value of future cash flows for that asset is the disposal value. Where assets are not rationally replaced, and Council has decided that there is no expected future economic benefit continuing to flow to Council, the disposal value will be reduced to nil.

Buildings & other structures

Buildings and other structures generally are recognised at fair value, based on current market values and were valued for 30 June 2016 by Liquid Pacific.

For Buildings & Structure assets which Council considers will not rationally be replaced, the same accounting treatment applies as stated in the Land & Land Improvements section above.

infrastructure

Transportation assets were valued by Tonkin’s Engineering at depreciated current replacement cost as at 30 June 2014, GHD reviewed data at 1 July 2014, and an in-house valuation undertaken for 30 June 2015.

Stormwater drainage infrastructure was valued by Tonkin’s Engineering as at 30 June 2014 at depreciated current replacement cost, based on actual costs incurred during the reporting period and an assessment of useful life and asset condition data.

Community wastewater management system infrastructure was valued at depreciated current replacement cost during the reporting period ended 30 June 2014 by Tonkin’s Engineering Consultants on the same basis as that determined for Stormwater assets.

plant & equipment

Plant & Equipment assets were revalued as at 30 June 2010 by Maloney Field Services, Property Consultant and Valuers.

furniture & fittings

Furniture and Fitting assets were revalued as at 30 June 2010 by Maloney Field Services, Property Consultant and Valuers.

Library Books

Library books and other lending materials were revalued as at 30 June 2010 by Maloney Field Services, Property Consultant and Valuers.

71


Note 8. Liabilities 2016 2016 2015 2015

$ ‘000 notes cUrrent non cUrrent

cUrrent non cUrrent

(a). traDe anD other paYaBLes

Goods & Services 1,302 - 638 -

Payments Received in Advance 160 - 158 -

Accrued Expenses - Employee Entitlements 117 - 78 -

Accrued Expenses - Finance Costs 59 - 131 -

Accrued Expenses - Other 64 - 145 -

Deposits, Retentions & Bonds 79 - 35 -

Other 46 39 26 39

totaL traDe anD other paYaBLes 1,827 39 1,211 39

(B). Borrowings

Loans 1,036 11,157 1,507 10,773

totaL Borrowings 1,036 11,157 1,507 10,773

All interest bearing liabilities are secured over the future revenues of the Council

(c). provisions

Employee Entitlements (including oncosts) 748 92 750 117

Future Reinstatement / Restoration, etc 52 211 102 414

totaL provisions 800 303 852 531

72



Note 9. Reserves 1/7/2015 increments

(Decrements) transfers impairments 30/6/2016

$ ‘000

(a). asset revaLUation reserve

Land 20,331 913 - - 21,244

Land Improvements 6,948 (611) - - 6,337

Buildings & Other Structures 6,684 (5,913) - - 771

Infrastructure

- Stormwater Drainage 3,768 - - - 3,768

- CWMS 10,141 - - - 10,141

- Roads/Bridges/Footpaths 126,827 - - - 126,827

Plant & Equipment 1,336 - - - 1,336

Furniture & Fittings 362 - - - 362

Library Books 204 - - - 204

totaL asset revaLUation reserve

176,601 (5,611) - - 170,990

Comparatives 173,113 3,488 - - 176,601

1/7/2015 tfrs to reserve

tfrs from reserve

other movements

30/6/2016

$ ‘000

(B). other reserves

Marina Berths Reserve 112 - (112) - -

Airport Reserve 1,235 - (168) - 1,067

CWMS Reserve 492 - (1) - 491

Asset Reinvestment Reserve

289 - - - 289

Kingscote CBD Car Park Reserve

28 - - - 28

Open Space Reserve 78 1 - - 79

Ronald Maxwell Bell Property Reserve

58 1 - - 59

totaL other reserves

2,292 2 (281) - 2,013

Comparatives 2,451 56 (215) - 2,292

73


Note 9. Reserves (continued)

PURPOSES OF RESERVES

asset revaluation reserves

The asset revaluation reserve is used to record increments and decrements arising from changes in fair value of non current assets (less any subsequent impairment losses, where applicable).

marina Berth reserve

Includes contributions from lessees and funds received from the marina berths at Christmas Cove Penneshaw and boating fees from upgraded boat ramp facilities, less expenditure in maintaining these assets.

airport reserve

The Airport is a self servicing entity within the Council and any surplus or deficit for the year is accumulated in this reserve.

cwms reserve

CWMS is a self servicing entity within the Council and any surplus or deficit for the year is accumulated in this reserve.

waste management reserve

The Waste Management function is a self servicing entity within the Council and any surplus or deficit for the year is accumulated in this reserve.

asset reinvestment reserve

The reserve holds contributions from the sale of Council assets for future land purchases.

Kingscote cBD carpark reserve

Developer Car Park contributions held for future CBD carparking in Kingscote.

open space fund reserve

Contributions from developers for future open space developments and expenditure.

ronald maxwell Bell property reserve

Sale proceeds of ratepayer’s property, which are required to be held by Council until owner is located or until processed as per the Unclaimed Moneys Act 1891.

74



Note 10. Assets Subject to Restrictions$ ‘000 notes 2016 2015

The uses of the following assets are restricted, wholly or partially, by legislation or other externally imposed requirements. The assets are required to be utilised for the purposes for which control was transferred to Council, or for which the revenues were originally obtained.

cash & financiaL assets

Unexpended amounts received from federal government

Developer Contributions 107 105

Sale of Ratepayer’s Property 59 58

Penneshaw CWMS 1,126 –

Community Services 105 6

totaL cash & financiaL assets 1,397 169

infrastrUctUre, propertY, pLant & eQUipment

Land Assets1 26,103 25,190

totaL infrastrUctUre, propertY, pLant & eQUipment 26,103 25,190

totaL assets sUBject to externaLLY imposeD restrictions 27,500 25,359

1 - Land assets utilised for recreation or other community purposes are subject to the provisions of Chapter 11, Part 1 of the Local Government Act, 1999 relating to

‘Local Government Land’. Such assets are identified on Council’s Community Land Register in accordance with the provisions in the Act.

75


Note 11. Reconciliation to Statement of Cash Flows$ ‘000 notes 2016 2015

(a). reconciLiation of cash

Cash Assets comprise highly liquid investments with short periods to maturity subject to insignificant risk of changes of value. Cash at the end of the reporting period as shown in the Statement of Cash Flows is reconciled to the related items in the Balance Sheet as follows:

Total Cash & Equivalent Assets 5 2,647 1,760

BaLances per statement of cash fLows 2,647 1,760

(B). reconciLiation of change in net assets to cash from operating activities

net surplus/(Deficit) 2,825 4,300

Non-Cash Items in Income Statements

Depreciation, Amortisation & Impairment 4,438 4,478

Equity Movements in Equity Accounted Investments (Increase)/Decrease (4) (23)

Premiums & Discounts Recognised & Unwound 9 13

Non-Cash Asset Acquisitions (2,021) (2,000)

Grants for Capital Acquisitions (Treated as Investing Activity Receipts) (3,777) (800)

Net (Gain) Loss on Disposals 22 (38)

1,492 5,930

add (Less): changes in net current assets

Net (Increase)/Decrease in Receivables 159 (275)

Net (Increase)/Decrease in Inventories 22 (20)

Net Increase/(Decrease) in Trade & Other Payables 572 (592)

Net Increase/(Decrease) in Unpaid Employee Benefits (27) 76

Net Increase/(Decrease) in Other Provisions (253) (296)

net cash proviDeD BY (or UseD in) operations 1,965 4,823

(c). non-cash financing anD investing activities

Acquisition of assets by means of:

- Physical Resources Received Free of Charge 2i 2,021 2,000

totaL non-cash financing & investing activities 2,021 2,000

(D). financing arrangements

Unrestricted access was available at balance date to the following lines of credit:

Bank Overdrafts 100 100

Corporate Credit Cards 12 12

LGFA Cash Advance Debenture Facility 7,202 1,000

The bank overdraft facilities may be drawn at any time and may be terminated by the bank without notice.

76



Note 12a. FunctionsfUnctions/

activities

income, expenses anD assets have Been DirectLY attriBUteD to the foLLowing fUnctions /

activities.

DetaiLs of these fUnctions/activities are proviDeD in note 12(b).

income expenses operating

sUrpLUs (Deficit)

grants incLUDeD

in income

totaL assets

heLD cUrrent &

(non-cUrrent)

actUaL actUaL actUaL actUaL actUaL actUaL actUaL actUaL actUaL actUaL

$ ‘000 2016 2015 2016 2015 2016 2015 2016 2015 2016 2015

Business Undertakings

1,322 2,269 1,193 1,807 129 462 - 210 2,644 5,919

Community Services

216 286 1,211 1,367 (995) (1,081) 169 241 1,240 1,420

Culture 54 60 297 464 (243) (404) 29 30 1,082 5,210

Economic Development

- - 15 40 (15) (40) - - 255 741

Environment 2,931 2,879 2,807 2,953 124 (74) 3 5 28,998 27,085

Recreation 45 22 717 875 (672) (853) - - 29,995 29,432

Regulatory Services

149 143 698 1,166 (549) (1,023) - - 54 14

Transport & Communication

987 3,299 4,625 4,712 (3,638) (1,413) 900 283 127,530 123,771

Plant Hire & Depot/Indirect

- 89 555 1,344 (555) (1,255) - - 3,122 3,696

Unclassified Activities

- - - - - - - - - 1,162

Governance 1,002 2,868 1,806 838 (804) 2,030 896 2,760 93 19

Support Services

8 19 1,932 662 (1,924) (643) - - 382 4,050

Other Revenue/Expenses

6,187 5,733 - - 6,187 5,733 - - 4,490 -

Other Functions/Activities

- - - - - - - - 97 -

totaL fUnctions/activities

12,901 17,667 15,856 16,228 (2,955) 1,439 1,997 3,529 199,982 202,519

Revenues and expenses exclude net gain (loss) on disposal or revaluation of assets, net gain (loss) from joint ventures & associated entities, amounts received specifically for new or upgraded assets and physical resources received free of charge.

77


Note 12b. Components of Functions The activities relating to Council functions are as follows:

BUSINESS UNDERTAKINGS

Caravan & Camping Parks, Marinas/Boat Havens, Private Works, Property Portfolio, Sewerage/CWMS, Water Supply, Town Bus Service.

COMMUNITY SERVICES

Public Order and Safety, Emergency Services, Other Fire Protection, Other Public Order and Safety, Health Services, Pest Control – Health, Children and Youth Services, Community Assistance, Community Transport, Other Community Support, Community Amenities, Bus Shelters, Cemeteries, Public Conveniences, Car Parking – non-fee-paying, Telecommunications Networks, and Other Community Amenities.

CULTURE

Library Services, Cultural Services, Cultural Venues, Heritage, Museums and Art Galleries, and Other Cultural Services.

ECONOMIC DEVELOPMENT

Employment Creation Programs, Regional Development, Support to Local Businesses, Tourism, and Other Economic Development.

ENVIRONMENT

Agricultural Services, Agricultural Water, Other Agricultural Services, Waste Management, Domestic Waste, Green Waste, Recycling, Transfer Stations, Waste Disposal Facility, Other Waste Management, Other Environment, Coastal Protection, Stormwater and Drainage, Street Cleaning, Street Lighting, Streetscaping, Natural Resource Management Levy, and Other Environment.

RECREATION

Jetties, Other Marine Facilities, Parks and Gardens, Sports Facilities – Indoor, Sports Facilities – Outdoor, Swimming Centres – Outdoor, and Other Recreation.

REGULATORY SERVICES

Dog and Cat Control, Building Control, Town Planning, Clean Air/Pollution Control, Litter Control, Health Inspection, Parking Control, and Other Regulatory Services.

TRANSPORT

Aerodrome, Bridges, Bus Service, Footpaths and Kerbing, Roads – sealed, Roads – formed, Roads – natural formed, Roads – unformed, Traffic Management, LGGC – roads (formula funded), and Other Transport.

PLANT HIRE & DEPOT

UNCLASSIFIED ACTIVITIES

COUNCIL ADMINISTRATION

Governance, Administration n.e.c., Elected Members, Organisational, Support Services, Accounting/Finance, Payroll, Housing for Council Employees, Human Resources, Information Technology, Communication, Rates Administration, Records, Occupancy, Contract Management, Customer Service, Other Support Services, Revenues, LGGC – General Purpose, and Separate and Special Rates.

78



Note 13. Financial InstrumentsrecogniseD financiaL instrUments

Bank, Deposits at Call, Short Term Deposits

accounting policy:Carried at lower of cost and net realisable value; Interest is recognised when earned.

terms & conditions:Deposits are returning fixed interest rates between 0.1% and 2% (2015: 0.1% and 2.5%).

carrying amount:Approximates fair value due to the short term to maturity.

ReceivablesRates & Associated Charges (including legals & penalties for late payment)

Note: These receivables do not meet the definition of “financial instruments” and have been excluded from the following disclosures.

accounting policy:Carried at nominal values less any allowance for doubtful debts.

An allowance for doubtful debts is recognised (and re-assessed

annually) when collection in full is no longer probable.

terms & conditions:Secured over the subject land, arrears attract fines of 2% and

interest of 6.99% (2015: 2.00%-7.25%). Council is not materially

exposed to individual debtor, credit risk exposure is concentrated

within the Council’s boundaries in the State.

carrying amount:Approximates fair value (after deduction of any allowance).

ReceivablesFees & Other Charges

accounting policy:Carried at nominal values less any allowance for doubtful debts. An allowance for doubtful debts is recognised (and re-assessed annually) when collection in full is no longer probable.

terms & conditions:Unsecured, and attract interest of 10% (2015:10%). Council is not materially exposed to any individual debtor, credit risk exposure is concentrated within the Council’s boundaries.

carrying amount:Approximates fair value (after deduction of any allowance).

79


recogniseD financiaL instrUments

ReceivablesOther Levels of Government

accounting policy:Carried at nominal value.

terms & conditions:Amounts due have been calculated in accordance with the terms and conditions of the respective programs following advice of approvals, and do not bear interest. All amounts are due by Departments and Agencies of State and Federal Governments.

carrying amount:Approximates fair value.

LiabilitiesCreditors and Accruals

accounting policy:Liabilities are recognised for amounts to be paid in the future for goods and services received, whether or not billed to the Council.

terms & conditions:Liabilities are normally settled by the last working day of the month following the month of receipt of the invoice.


LiabilitiesInterest Bearing Borrowings

accounting policy:Carried at the principal amounts. Interest is charged as an expense as it accrues.

terms & conditions:Secured over future revenues, borrowings are repayable by 6 monthly instalments of principal and interest; interest is charged at fixed or variable rates between 3.90% and 6.80% (2015: 4.15% and 6.80%). Overdraft rate is 9.45%.


LiabilitiesFinance Leases

accounting policy:Accounted for in accordance with AASB 117.

Note 13. Financial Instruments (continued)

80



$ ‘000 DUe < 1 Year

DUe > 1 Year & ≤ 5

Years

DUe > 5 Years

totaL contractUaL cash fLows

carrYing vaLUes

2016

financial assets

Cash & Equivalents 2,647 - - 2,647 2,647

Receivables 615 - - 615 615

totaL financiaL assets 3,262 - - 3,262 3,262

financial Liabilities

Payables 1,667 39 - 1,706 1,706

Current Borrowings 1,636 - - 1,636 1,036

Non-Current Borrowings - 5,993 7,043 13,036 11,157

totaL financiaL LiaBiLities 3,303 6,032 7,043 16,378 13,899

$ ‘000 DUe < 1 Year

DUe > 1 Year & ≤ 5

Years

DUe > 5 Years

totaL contractUaL cash fLows

carrYing vaLUes

2015

financial assets

Cash & Equivalents 1,760 - - 1,760 1,760

Receivables 839 - - 839 839

totaL financiaL assets 2,599 - - 2,599 2,599

financial Liabilities

Payables 1,053 39 - 1,092 1,092

Current Borrowings 2,081 - - 2,081 1,507

Non-Current Borrowings - 5,975 7,932 13,907 10,773

totaL financiaL LiaBiLities 3,134 6,014 7,932 17,080 13,372

the foLLowing interest rates were appLicaBLe to coUnciL’s Borrowings at BaLance Date:

30 jUne 2016 30 jUne 2015

weighteD avginterest rate

carrYingvaLUe

weighteD avginterest rate

carrYingvaLUe

Overdraft 9.00% - 0.00% -

Other Variable Rates 4.15% 2,525 4.25% 1,928

Fixed Interest Rates 5.24% 9,668 5.16% 10,352

12,193 12,280

net fair value

All carrying values approximate fair value for all recognised financial instruments. There is no recognised market for the financial assets of the Council.


81


Risk Exposures

Credit Risk represents the loss that would be recognised if counterparties fail to perform as contracted. The maximum credit risk on financial assets of the Council is the carrying amount, net of any allowance for doubtful debts. All Council investments are made with the SA Local Government Finance Authority and are guaranteed by the SA Government. Except as detailed in Notes 5 & 6 in relation to individual classes of receivables, exposure is concentrated within the Council’s boundaries, and there is no material exposure to any individual debtor.

Market Risk is the risk that fair values of financial assets will fluctuate as a result of changes in market prices. All of Council’s financial assets are denominated in Australian dollars and are not traded on any market, and hence neither market risk nor currency risk apply.

Liquidity Risk is the risk that Council will encounter difficulty in meeting obligations with financial liabilities. In accordance with the model Treasury Mangement Policy (LGA Information Paper 15), liabilities have a range of maturity dates. Council also has available a range of bank overdraft and standby borrowing facilities that it can access.

Interest Rate Risk is the risk that future cash flows will fluctuate because of changes in market interest rates. Council has a balance of both fixed and variable interest rate borrowings and investments. Cash flow fluctuations are managed holistically in seeking to minimise interest costs over the longer term in a risk averse manner.


82



Note 14. Commitments for Expenditure$ ‘000 notes 2016 2015

(a). capitaL commitments

capital expenditure committed for at the reporting date but not recognised in the financial statements as liabilities:

Land Improvement 100 20

100 20

these expenditures are payable:

Not later than one year 100 20

100 20

(B). other expenDitUre commitments

other expenditure committed for (excluding inventories) at the reporting date but not recognised in the financial statements as liabilities:

Audit Services 155 25

IT 359 317

Plant & Equipment 106 174

Other 28 93

648 609

these expenditures are payable:


Later than one year and not later than 5 years 351 -

648 609

(c). finance Lease commitments

Council has no Finance Leases.

83


Note 15. Financial IndicatorsamoUnts inDicator prior perioDs

$ ‘000 2016 2016 2015 2014

These Financial Indicators have been calculated in accordance with Information Paper 9 - Local Government Financial Indicators prepared as part of the LGA Financial Sustainability Program for the Local Government Association of South Australia.

1. operating sUrpLUs/(Deficit) ratio

Operating Surplus/(Deficit) (2,951) (23%) 8% (28%)

Total Operating Revenue 12,905

This ratio expresses the operating surplus/(deficit) as a percentage of total operating revenue.

1a. aDjUsteD operating sUrpLUs/(Deficit) ratio

In recent years the Federal Government has made advance payments prior to 30 June from future year allocations of financial assistance grants, as explained in Note 1. The Adjusted Operating Surplus/(Deficit) Ratio adjusts for the resulting distortion in the disclosed operating result for each year. Council received $936,000 as a payment in advance in 2015 year which has been factored into calculating this ratio.

(2,015) (16%) 3% (28%)

12,905

2. net financiaL LiaBiLities ratio

Net Financial Liabilities 10,857 84% 64% 137%

Total Operating Revenue 12,905

Net Financial Liabilities are defined as total liabilities less financial assets (excluding equity accounted investments in Council businesses). These are expressed as a percentage of total operating revenue.

3. asset sUstainaBiLitY ratio

Net Asset Renewals 1,465 33% 103% 0%

Infrastructure & Asset Management Plan required expenditure 4,438

Net asset renewals expenditure is defined as net capital expenditure on the renewal and replacement of existing assets, and excludes new capital expenditure on the acquisition of additional assets.

84



Note 15. Financial/(Deficit) Indicators - Graphs pUrpose of operating sUrpLUs ratio

commentarY on 2015/16 resULt

2015/16 ratio -23%

This indicator is to determine the percentage the operating revenue varies from operating expenditure

High depreciation costs due to our extensive road networks provides a difficult forum for Council to return operating surpluses after depreciation, however Council believes this line is trending favourably over the longer term.

pUrpose of aDjUsteD operating sUrpLUs ratio


2015/16 ratio -16%

This indicator is to determine the percentage the operating revenue (adjusted for timing differences in the Financial Assistance Grant) varies from operating expenditure

Provides a closer picture of Council’s actual position in that grants received in advance are excluded.

pUrpose of net financiaL LiaBiLites ratio


2015/16 ratio 84%

This indicator shows the significance of the net amount owed to others, compared to operating revenue

Council is currently operating at a level considered prudent, with Net Financial Liabilities being less than operating revenue.

pUrpose of asset sUstainaBiLitY ratio


2015/16 ratio 33%

This indicator aims to determine if assets are being renewed and replaced in an optimal way

Council’s focus in 2016 was on New/Upgraded assets which is excluded from this ratio.

-30

-25

-20

-15

-10

-5

0

5

10

1. Operating Surplus Ratio

2014 2015 2016

Rat

io %

-28%-23%

8%

0

30

60

90

120

150

2. Net Financial Liabilities Ratio

2014 2015 2016

Rat

io %

137% 84%64%

-30

-25

-20

-15

-10

-5

0

5

2014 2015 2016

Rat

io %

-28%

-16%

3%1a Adjusted Operation Surplus/(Deficit) Ratio

0

20

40

60

80

100

120

3. Asset Sustainability Ratio

2014 2015 2016

Rat

io %

0%

103%

33%

85


Note 16. Uniform Presentation of Finances$ ‘000 2016 2015

The following is a high level summary of both operating and capital investment activities of the Council prepared on a simplified Uniform Presentation Framework basis.

All Councils in South Australia have agreed to summarise annual budgets and long-term financial plans on the same basis.

The arrangements ensure that all Councils provide a common ‘core’ of financial information, which enables meaningful comparisons of each Council’s finances.

Income 12,905 17,690

less Expenses (15,856) (16,228)

operating sUrpLUs / (Deficit) (2,951) 1,462

less net outlays on existing assets

Capital Expenditure on Renewal and Replacement of Existing Assets 1,565 4,707

less Depreciation, Amortisation and Impairment (4,438) (4,478)

less Proceeds from Sale of Replaced Assets (100) (103)

sUBtotaL (2,973) 126

less net outlays on new and Upgraded assets

Capital Expenditure on New and Upgraded Assets (including Investment Property & Real Estate Developments)

3,426 905

less Amounts Received Specifically for New and Upgraded Assets (3,777) (800)

less Proceeds from Sale of Surplus Assets (including Investment Property & and Real Estate Developments)

(88) -

sUBtotaL (439) 105

net LenDing / (Borrowing) for financiaL Year 461 1,231

86



Note 17. Operating Leases $ ‘000 2016 2015

Leases proviDing revenUe to the coUnciL

Council owns various buildings, plant and other facilities that are available for hire or lease (on a non-cancellable basis wherever practicable) in accordance with the published revenue policy. Rentals received from such leases are disclosed as rent and hire of non-investment property in Note 2.

(i) investment propertY

Rentals received, and outgoings reimbursed, in relation to Investment Property are also disclosed in Note 2. These lease agreements, all of which are classified as operating leases, are made on a non-cancellable basis wherever practicable.

Leases commitments under all non-cancellable lease agreements, including those relating to investment property, are as follows:


Later than one year and not later than 5 years 210 168

Later than 5 years 220 216

564 454

(ii) Lease paYment commitments of coUnciL

Council has entered into non-cancellable operating leases for various items of Office equipment and motor vehicles.

No contingent rentals were paid during the current or previous reporting periods.

No lease imposes any additional restrictions on Council in relation to additional debt or further leasing.

Leases in relation to computer and office equipment permit Council, at expiry of the lease, to elect to re-lease, return or acquire the equipment leased.

No lease contains any escalation clause.

commitments under non-cancellable operating leases that have not been recognised in the financial statements are as follows:


Later than one year and not later than 5 years 163 163

Later than 5 years 156 196

360 400

87


Note 18. SuperannuationThe Council makes employer superannuation contributions in respect of its employees to Statewide Super (formerly Local Government Superannuation Scheme). There are two types of membership, each of which is funded differently. Permanent and contract employees of the South Australian Local Government sector with Salarylink benefits prior to 24 November 2009 have the option to contribute to the Accumulation section and/or Salarylink. All other employees (including casuals) have all contributions allocated to the Accumulation section.

Accumulation only Members

Accumulation only members receive both employer and employee contributions on a progressive basis. Employer contributions are based on a fixed percentage of ordinary time earnings in accordance with superannuation guarantee legislation (9.50% in 2015/16; 9.50% in 2014/15). No further liability accrues to the Council as the superannuation benefits accruing to employees are represented by their share of the net assets of the Fund.

Salarylink (Defined Benefit Fund) Members

Salarylink is a defined benefit scheme where the benefit payable is based on a formula determined by the member’s contribution rate, number of years and level of contribution and final average salary. Council makes employer contributions to Salarylink as determined by the Fund’s Trustee based on advice from the appointed Actuary. The rate is currently 6.3% (6.3% in 2014/15) of “superannuation” salary.

In addition, Council makes a separate contribution of 3% of ordinary time earnings for Salarylink members to their Accumulation account. Employees also make member contributions to the Salarylink section of the Fund. As such, assets accumulate in the Salarylink section of the Fund to meet the member’s benefits, as defined in the Trust Deed, as they accrue.

The Salarylink section is a multi-employer sponsored plan. As the Salarylink section’s assets and liabilities are pooled and are not allocated by each employer, and employees may transfer to another employer within the local government sector and retain membership of the Fund, the Actuary is unable to allocate benefit liabilities, assets and costs between employers. As provided by AASB 119.32(b), Council does not use defined benefit accounting for these contributions.

The most recent actuarial investigation was conducted by the Fund’s actuary, A C Miller, FIAA, of Russell Employee Benefits Pty Ltd as at 30 June 2014. The Trustee has determined that the current funding arrangements are adequate for the expected Salarylink liabilities. However, future financial and economic circumstances may require changes to Council’s contribution rates at some future time.

Contributions to Other Superannuation Schemes

Council also makes contributions to other superannuation schemes selected by employees under the “choice of fund” legislation. All such schemes are of the accumulation type, where the superannuation benefits accruing to the employee are represented by their share of the net assets of the scheme, and no further liability attaches to the Council.

88



Note 19. Interests in Other EntitiesAll joint ventures and associates are required to prepare Annual Financial Statements that comply with the SA Local Government Model Financial Statements.

coUnciL’s share of net income coUnciL’s share of net assets

2016 2015 2016 2015

Joint Ventures 4 23 101 97

totaL 4 23 101 97

(i) JOINT VENTURES, ASSOCIATES AND JOINT OPERATIONS

(a) carrying amounts

name of entitY principaL activitY 2016 2015

Fleurieu Regional Waste Authority Waste and Recycling Management 101 97

totaL carrYing amoUnts - joint ventUres & associates 101 97

fleurieu regional waste authority

The Fleurieu Regional Waste Authority (FRWA) is an authority under Section 43 of the Local Government Act (1999). FRWA is a regional subsidiary formed by the member councils; Alexandrina Council, City of Victor Harbor, Kangaroo Island Council, and District Council of Yankalilla in South Australia in order to manage the operation of waste and recycling in the combined areas.

(b) relevant interests

interest in operating

resULt

ownership share of

eQUitY

proportion of voting power

name of entitY 2016 2015 2016 2015 2016 2015

Fleurieu Regional Waste Authority 15% 15% 15% 15% 15% 22%

(c) movement in investment in joint venture or associate

fLeUrieU regionaL waste aUthoritY

2016 2015

Opening Balance 97 74

Share in Operating Result 4 23

coUnciL’s eQUitY share in the joint ventUre or associate 101 97

(d) share of joint operations expenditure commitments

Expenditure committed for (excluding inventories) at the reporting date but not recognised in the financial statements as liabilities:

operating expenditures payable

2016 2015


Later that one year and not later than 5 years 696 105

892 333

89


Note 20. Non-Current Assets Held for Sale & Discontinued OperationsCouncil does not have any Non-Current Assets Held for Sale or any Discontinued Operations.

Note 21. Contingencies & Assets/Liabilities Not Recognised in the Balance Sheet The following assets and liabilities do not qualify for recognition in the Balance Sheet, but knowledge is considered relevant to the users of the financial report in making and evaluating decisions about the allocation of scarce resources.

1. LAND UNDER ROADS

As reported in the Financial Statements, Council is of the opinion that it is not possible to attribute a value sufficiently reliably for these assets to qualify for recognition, and accordingly land under roads has not been recognised in the reports. Land acquired for road purposes during the year is initially recognised at cost, but transferred to fair value at reporting date, effectively writing off the expenditure.

At reporting date, Council controlled 2,485km of road reserves of average width 20 metres.

2. POTENTIAL INSURANCE LOSSES

Council is a multi-purpose organisation providing a large range of building, parks infrastructure, playgrounds and other facilities accessible to the public. At any time, it is likely that claims will have been made against Council that remain unsettled.

Council insures against all known insurable risks using a range of insurance policies, each of which is subject to deductable “insurance excesses”, the amount of which varies according to the class of insurance.

Council has recognised the potential losses arising from claims known at reporting date based on average historical net cost (including insurance excess) of similar types of claims. Other potential claims not reported to Council may have existed at reporting date.

3. BANK GUARANTEES

Council has not guaranteed certain loans and other banking facilities advanced to community organisations and sporting bodies.

4. LEGAL MATTERS

Council is the planning consent authority for its area under the Development Act 1993 (as amended). Pursuant to that Act, certain persons aggrieved by a planning decision of the Council may appeal. It is normal practice that parties bear their own legal costs. At the date of these reports, Council had no notice of appeals against planning decisions made prior to reporting date. All known costs have been recognised.

90



Note 22. Events after the Balance Sheet Date Events that occur after the reporting date of 30 June 2016, up to and including the date when the financial statements are “authorised for issue” have been taken into account in preparing these statements.

Council has adopted the date of receipt of the Auditor’s Report as the appropriate “authorised for issue” date relating to these General Purpose Financial Statements.

Accordingly, the “authorised for issue” date is 8 November 2016.

Council is unaware of any material or significant “non adjusting events” that should be disclosed.

Note 23. Council Information & Contact Details

Principal Place of Business

43 Dauncey St Kingscote SA 5223

Contact Details

mailing address:

PO Box 121 Kingscote SA 5223

Telephone:08 8553 4500

Facsimile:08 8553 2885

Internet:http://www.kangarooisland.sa.gov.au

Email:[email protected]

opening hours:

9am -5pm

Officers

chief execUtive officer

Andrew Boardman

Elected Members

maYor

Peter Clements

coUnciLLors

Peter Denholm

Sharon Kauppila

Ken Liu

Pip Masters

Graeme Ricketts

Larry Turner

Cathie Tydeman

Joy Willson

Auditors

Deloitte Touche Tohmatsu Level 17, 11 Waymouth St

Adelaide SA 5000

Other Information

ABN:93 741 277 391

91


Auditor’s Report – Financial Statements

92


Auditor’s Report – Financial Statements

93


Auditor’s Report – Internal Controls

94


Auditor’s Report – Internal Controls

95


Certificate of Auditor Independence

To the best of our knowledge and belief, we confirm that, for the purpose of the audit of Kangaroo Island Council for the year ended 30 June 2016, the Council’s Auditor, Deloitte Touche Tomatsu has maintained its independence in accordance with the requirements of the Local Government Act 1999 and the Local Government (Financial Management) Regulations 2011 made under that Act

This statement is prepared in accordance with the requirements of Regulation 22(3) Local Government (Financial Management) Regulations 2011.

Andrew Boardman Bill Cossey

CHIEF EXECUTIVE OFFICER PRESIDING MEMBER, AUDIT COMMITTEE

Date: 8 November 2016

96


Statement by Auditor

97

KANGAROO ISLAND COUNCIL Community Passenger Network Annual Report 2015-2016

Community Passenger Network Annual Report 2015-2016

98


The Honourable Zoe Bettison MPMinister for Communities and Social InclusionMinister for Social HousingMinister for the Status of WomenMinister for AgeingMinister for Multicultural Affairs Minister for YouthMinister for Volunteers

Level 12 South1 King William StreetADELAIDE SA 5000

Dear Minister

I am pleased to present the Annual Report for the Kangaroo Island Community Passenger Network for the year ending 30 June 2016.

This report is a submission to the Department for Communities and Social Inclusion and complies with the requirements of the funding agreement.

Yours sincerely

Andrew Boardman CHIEF EXECUTIVE OFFICERKANAGROO ISLAND COUNCIL

November 2016

99


ContentsForeword from Kangaroo Island Council CEO 100

CPN Coordinator Report 101

About the CPN 101

Aim 101

Functions 101

Objectives 101

Funding 101

CPN Existing Services Description 101

Organisational Structure 102

South Australia Strategic Plan (SASP) Targets 103

Objective 1: Our Community 103

Objective 2: Our Prosperity 103

Objective 3: Our Environment 104

Key CPN Measures 104

Future Directions 104

Freedom of Information Act (SA) 1991 104

CPN functions and members of the public 105

Documents held by the CPN 105

Freedom of Information applications 105

Making an application 105

Further information 105

Appendices 106

Legislation administered by the CPN 106

Boards and Committees 106

Management of Human Resources (Staff Statistics) 106

Statistical Reports 107

CPN Duties 107

Trips 107

Complaints / commendations 107

Statistical Reports 107

Demographics 107

HACC Client profile 112

Transport disadvantaged client profile 113

Existing Transport Report 114

Public transport 114

Independent community transport 114

Independent medical specific transport 114

Identified Unmet Needs Report 114

Financial Statement 115

Certification of the financial statement 115

Statement of Comprehensive Income 116

Miscellaneous Reports 120

Cost of transport for residents to leave Kangaroo Island 120

100


Foreword from Kangaroo Island Council CEOKangaroo Island Council supports the provision of transport services for disadvantaged

community members. In the past, due to the lack of public transport options available on

Kangaroo Island, the Community Passenger Network (CPN) has been essential in assisting the

transport disadvantaged to move around. This service has been supplemented by the Rockhopper

which was introduced in March 2014.

The changing funding requirements initiated within 2015-16 by the State and Federal governments, and associated changes in the future direction of the program, has resulted in the Kangaroo Island Council being unable to continue to act as an auspice agency for the Community Passenger Network as of 30 June 2016.

Kangaroo Island Council is still supporting the Rockhopper and will continue to provide administrative support to operate this in 2016-17.

CPN Coordinator Report

During 2015-2016, through the CPN process of assessing clients requesting transport on a merit basis, Kangaroo Island CPN provided 364 passenger trips1 in the form of services brokered to commercial operators. This is a similar number of trips compared with 2014–2015.

In addition, 434 trips were provided on the Rockhopper Western Route (a 5% increase from 2014–2015). Rockhopper usage has continued to increase with tourists starting to utilise the service to get to attractions, as well as Kangaroo Island residents coming into Kingscote for medical and/or social appointments. It is envisaged that this usage will continue to increase, in particular the Dial-a-Ride aspect of the service, given the end of the Community Passenger Network.

In 2014–2015, the Kangaroo Island CPN underwent a Home Care Standards Quality Review with 16 of the 18 criteria met. This review resulted in a couple of required improvements and some suggested improvements to be implemented in 2015–16. The majority of these have now been implemented with an update provided to the Quality Improvement Program Team.

1 Note: For reporting purposes, DCSI have indicated that a return CPN trip for brokered CPN trips is considered 2 passenger trips. This is different from 2014-2015

when it was considered 1 passenger trip.

101


About the CPNAim

The aim of CPN is to ensure that all frail, aged people with disabilities, and transport

disadvantaged Australians, can access services, facilities and social activities that enable them to

participate to a greater degree in the life of their community.

The Kangaroo Island CPN focused on assisting with transport around Kangaroo Island as well as

providing some assistance for transport on the mainland.

Functions

CPNs exist to promote a broad range of transport options for people within their geographical area. The function may differ, depending on the needs of the community and the resources available.

The Kangaroo Island CPN’s main function was coordination of the service by acting as the link between people who required transport services and those who could provide transport services. The types of coordination included:

• enquires

• referrals

• brokerage.

The Kangaroo Island CPN’s function has included the coordination of the Rockhopper services, including promotion and enquiries on the whole service, as well as bookings for the Western Route.

Objectives

CPN’s objectives are to:

• provide information on the transport services available on Kangaroo Island

• coordinate the referral and brokerage of transport services for members of the Kangaroo Island community

• coordinate appointments and transportation on behalf of clients to enable transport availability when accessing services, facilities and social activities, and

• provide and coordinate volunteer driver transport as a last resort that is not on-going where no other appropriate transport is available in the region and when appropriate resources are available.

Funding

The Kangaroo Island CPN is primarily funded by grants received from the Department for Communities and Social Inclusion (sourced from both Federal and State agencies) with additional funding from donations and contributions from the community and CPN users.

CPN Existing Services Description

The Kangaroo Island CPN focused on brokering transport for clients to assist with movement both around Kangaroo Island and on the mainland. The Kangaroo Island CPN includes bookings for a bi-weekly bus service covering Kingscote, Parndana and Vivonne Bay (excluding school holidays). Linked with this is an extended Sealink service covering Kingscote, American River and Penneshaw. It is operated by Sealink however Kangaroo Island CPN provides promotion for this service and answers enquiries relating to this service.

102


Organisational Structure

CPN Section 41 Committee

Kangaroo Island Council

CPN Officer (0.4 FTE and 0.6 FTE)

Other agencies (DPTI - Rockhopper)

Clients (Transport Users)

Commercial Transport Providers

(Sealink, KI Transfers)

External Funding Bodies eg DCSI

103


South Australia Strategic Plan (SASP) Targets

Objective 1: Our Community

TaRgET aND DESCRIPTION KEy CPN MEaSURE

Target 6 Aboriginal wellbeing

Improve the overall wellbeing of Aboriginal South Australians.

2010 Progress Report: http://saplan.org.au/pages/our-progress

Target 23 Social participation

Increase the proportion of South Australians participating in social, community and economic activities by 2020.

Number of trips made for social purposes

Target 24 Volunteering

Maintain a high level of formal and informal volunteering in South Australia at 70% participation rate or higher.

2010 Fact Sheet: http://saplan.org.au/fact_sheets/262

Number of volunteer drivers

Target 30 Boards and committees

Increase the number of women on all State Government boards and committees to 50% on average by 2014, and maintain thereafter by ensuring that 50% of women are appointed, on average, each quarter.


Target 32 Customer and client satisfaction with government services

Increase the satisfaction of South Australians with government services by 10% by 2014, maintaining or exceeding that level of satisfaction thereafter.


Percentage of positive feedback received on CPN

Objective 2: Our Prosperity


Target 46 Regional population levels

Increase regional populations, outside of Greater Adelaide, by 20,000 to 320,000 or more by 2020.


Target 48 Ageing workforce participation

Increase the proportion of older South Australians who are engaged in the workforce by 10 percentage points by 2020.

Target 50 People with disability

Increase by 10% the number of people with a disability employed in South Australia by 2020.


Target 51 Aboriginal Employment

Halve the gap between Aboriginal and non-Aboriginal unemployment rates by 2018.


Target 56 Strategic infrastructure

Ensure that the provision of key economic and social infrastructure accommodates population growth.

2010 Fact sheet: http://saplan.org.au/fact_sheets/238

104


Objective 3: Our Environment


Target 59 Greenhouse gas emissions reduction

Achieve the Kyoto target by limiting the state’s greenhouse gas emissions to 108% of 1990 levels during 2008-2012, as a first step towards reducing emissions by 60% (to 40% of 1990 levels) by 2050.


Percentage of trips with multiple passengers

Target 61 Energy efficiency – government buildings

Improve the energy efficiency of government buildings by 30% by 2020.

Target 64 Renewable energy

Support the development of renewable energy so that it comprises 33% of the State’s electricity production by 2020. (Milestone of 20% by 2014).


Target 67 Zero waste

Reduce waste to landfill by 35% by 2020. (Milestone of 25% by 2014).


Key CPN Measures

MEaSURE 2014-15 2015-16

Number of trips made for social purposes 139 154

Number of volunteer drivers 0 0

% positive feedback received on CPN Not measured in 2014-15 Majority positive

% trips with multiple passengers 24% 9%

Future Directions

Due to the changes in funding requirements on both a Federal and State level, the Kangaroo Island Council is unable to continue acting as an auspice agency for the Community Passenger Network. This means that the program ceased on 30 June 2016.

However, the Rockhopper will continue to operate and it is anticipated that the majority of CPN clients will be able to be transitioned to this service.

Freedom of Information Act (SA) 1991

Subject to certain restrictions, the South Australian Freedom of Information Act 1991 (the FOI Act) gives members of the public a legally enforceable right to access documents, subject to some restrictions. This right applies to documents held by Ministers and government departments; statutory and regulatory bodies; public hospitals; local government councils; and South Australian universities. A comprehensive introduction to the freedom of information can be found on the State Records Website2.

In accordance with Section 9 of the FOI Act, the following represents Kangaroo Island CPN’s information statement as at 30 June 2016.

2 http://www.archives.sa.gov.au/foi/index.html

105


CPN functions and members of the public

The functions of the CPN affect the public both directly, in the form of service delivery to the community, and indirectly, through the CPN’s policy and strategic management improvement activities. Such activities result in the CPN having an input into the wide range of local, State and Federal government programs and initiatives. The public has the opportunity to participate in the CPN’s policy development in a number of ways, including community consultation forums, panels, surveys and membership of CPN boards and committees.

Documents held by the CPN

Documents held by the CPN fall broadly into the categories described below. While most are available in hard copy, it should be noted that some are only available electronically. The listing of these categories does not necessarily mean all documents are accessible in full or in part under the FOI Act. The categories include:

• corporate files containing correspondence, memoranda and minutes on all aspects of the CPN’s operations

• policies, procedures and guidelines prescribing the way various activities and programs are to be performed

• personnel files relating to the CPN’s employees and volunteers

• accounting and financial reports relating to the running of the CPN

• CPN annual reports, strategic plans and policy reports

• minutes of meetings and terms of reference

• documents relating to the functions of the CPN.

Freedom of Information applications

The FOI Act gives members of the public a legally enforceable right of access (subject to certain restrictions) to documents within the possession of South Australian government agencies, local government authorities and South Australian Universities. The purpose of the FOI Act is to make the business of government open and accountable to the public. The CPN fully supports the objectives and spirit of the Act and is active in its endeavours to continually improve records management practices.

Making an application

In accordance with the FOI Act, applications for access to documents held by an agency must:

• be made in writing (you may write a letter or use the application form3)

• specify that the application is made under the FOI Act

• be accompanied by the application fee (exemptions apply for Members of Parliament and pensioners or health card holders)

• specify an address in Australia to which information can be sent

• clearly identify the documents being sought or the matter to which they pertain

• specify whether the documents contain information of a personal nature

• specify the desired type of access to the document, such as inspection of the document at an arranged location or having a copy made.

Applications under the FOI Act should be forwarded to:

The Freedom of Information Officer Kangaroo Island Council PO Box 121 Kingscote SA 5223

Further information

Further information can be obtained from State Records SA4:

• Your right to know5

• Citizens’ Right to Information Charter6

• Citizen’s Right to Information Brochure7

3 http://www.archives.sa.gov.au/files/forms_foi_request_for_access.pdf

4 http://www.archives.sa.gov.au/foi/index.html

5 http://www.archives.sa.gov.au/files/foi_righttoknow_pamphlet.pdf

6 http://www.archives.sa.gov.au/files/foi_charter.pdf

7 http://www.archives.sa.gov.au/files/foi_charterbrochure.pdf

106


AppendicesLegislation administered by the CPN

Operation of the CPN adhered to the following legislation:

• Social Inclusion

– Disability Discrimination Act (Cwth) 1992

– Other amended Commonwealth legislation related to Disability Discrimination Act

– Aged Discrimination Act (Cwth) 2004

– Volunteers Protection Act (SA) 2001

– Volunteers Protection Regulations (SA) 2004

– Carer Recognition Act (Cwth) 2010

– Carer Recognition Act (SA) 2005

– Equal Opportunity Act (SA) 1984

– Equal Opportunity for Women in the Workplace Act (Cwth) 1999

• Transport

– Passenger Transport Act (SA) 1994

– Passenger Transport Regulations (SA) 2009

– Road Traffic Act (SA) 1961

– Road Traffic (Heavy Vehicle Driver Fatigue) Regulations 2008

– Road Traffic (Heavy Vehicles Speeding Compliance) Regulations 2009

– Australian Road Rules

– Motor Vehicles Act (SA) 1959

– Criminal Law Consolidations Act (SA) 1935

• Information and Privacy

– Privacy Act (Cwth) 1988

– Information Privacy Principles

– Freedom of Information Act (SA) 1994

– State Records Act (SA) 1997

– State Records Regulations (SA) 1998

Boards and Committees

The Section 41 Committee for Community Passenger Network with representatives from the Transport Industry, Education Sector and Health Sector met as and when required. The CPN Committee ceased operation on 30 June 2016.

Management of Human Resources (Staff Statistics)

Kangaroo Island CPN Staff:

• Community Affairs Manager – Pat Austin

• CPN Officer – Anne Ellson (0.4 FTE)

• CPN Officer – Danniella Thompson (0.6 FTE)

There are currently no volunteers associated with the operation of the Kangaroo Island CPN.

107


Statistical ReportsCPN Duties

2014-15 2015-16

No. of enquiries and referrals 434 118

No. of services brokered to commercial operators 167 passenger trips 364 passenger trips8

No. of direct transport services provided by the CPN 32 passenger trips 09

Trips

2014-15BROKERED/DIRECT

2015-16BROKERED

No. of trips for regular specialist treatment appointments 0 / 0 0

No. of trips for medical specialist appointments 7 / 16 5

No. of trips for ad-hoc non-specialist medical appointments 21 / 15 205

No. of trips (medical and social) 167 / 32 364

Percentage of medical appointments 17% / 97% 58%

Complaints / commendations

To increase the feedback received, feedback forms were made more readily accessible in Rockhopper vehicles, on the website and directly to clients after their transport. Feedback received on both the CPN and the Rockhopper was generally positive with some concerns raised on Rockhopper vehicle safety including the potential need for seatbelts.

A survey on transport on Kangaroo Island is planned for 2016–17 to be run by the Office of the Commissioner for Kangaroo Island.

8 In 2014-2015, a return brokered trip was considered 1 passenger trip. In 2015-2016, a return brokered trip was considered 2 passenger trips.

9 This service not provided in 2015-2016

Statistical ReportsDemographics

108


Demographics (continued)

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australia 7,687,809 21,507,719 2.8 4,144,021 19 2,866,473 13 6,030,034 28 5,454,908 25 3,012,283 14 548,368 3 5,294,147 25 37 $577 $1,481 $1,800 2.6 8,902,582 51 6,413,400 37 3,912,939 18

South australia

984,179 1,596,572 1.6 286,932 18 208,836 13 418,700 26 424,552 27 257,551 16 30,430 2 353,003 22 39 $534 $1,330 $1,500 2.4 676,198 52 492,207 38 229,549 14

american River

2 215 119.4 27 13 11 5 36 17 97 45 42 20 6 3 40 19 58 $382 $900 $400 2.1 95 51 53 28 12 6

Brownlow 3 201 74.4 45 22 13 6 35 17 85 42 23 11 0 0 29 14 48 $500 $1,011 $1,300 2.3 70 45 47 30 3 1

Island Beach 381 319 0.8 47 15 9 3 62 19 126 39 76 24 0 0 57 18 51 $423 $774 $800 2.1 109 40 63 23 6 2

Kingscote 153 2,034 13.3 345 17 154 8 433 21 665 33 437 21 28 1 273 13 48 $498 $1,066 $1,170 2.1 768 45 503 30 83 4

Menzies 521 259 0.5 47 18 23 9 51 20 118 46 21 8 0 0 24 9 47 $563 $991 $1,144 2.4 73 34 35 16 10 4

Nepean Bay 1,292 560 0.4 125 22 49 9 143 26 199 36 44 8 3 1 62 11 41 $501 $1,147 $1,157 2.5 191 44 116 27 15 3

Parndana 3 142 50.7 38 27 25 18 30 21 38 27 11 8 8 6 16 11 31 $481 $850 $386 2.7 67 64 41 39 9 6

Penneshaw 5 276 54.1 37 13 22 8 50 18 94 34 74 27 0 0 48 17 50 $502 $1,011 $2,315 2.0 114 48 61 25 9 3

Vivonne Bay 2,043 407 0.2 79 19 28 7 145 36 128 31 26 6 3 1 50 12 38 $539 $1,135 $1,300 2.3 186 57 83 25 12 3

TOTaL 4,401 4,413 1.0 790 18 334 8 985 22 1,550 35 754 17 48 1 599 14 46 $488 $987 $1,108 2.3 1,673 46 1,002 28 159 4

109


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s (B

01a)

% p

opul

atio

n 25

-44

year

s ag

ains

t tot

al p

opul

atio

n

Pop

ulat

ion:

45

-64

year

s (B

01a)

% p

opul

atio

n 45

-64

year

s ag

ains

t tot

al p

opul

atio

n

Pop

ulat

ion:

65

year

s pl

us (B

1a)

% p

opul

atio

n 65

yea

rs p

lus

agai

nst t

otal

pop

ulat

ion

Pop

ulat

ion:

Indi

geno

us (A

TSI)

B01

a

% P

opul

atio

n In

dige

nous

(ATS

I) ag

ains

t tot

al p

opul

atio

n

Pop

ulat

ion:

Bir

thpl

ace

else

whe

re (B

01a)

% P

opul

atio

n: B

irth

plac

e el

sew

here

aga

inst

tota

l pop

ulat

ion

Med

ian

Age

(B02

)

Med

ian

pers

onal

inco

me

- $/

wee

kly

(B02

)

Med

ian

Fam

ily In

com

e -

$/w

eekl

y (B

02)

med

ian

hous

ing

loan

rep

aym

ent -

$/m

onth

(B02

)

Ave

Hou

seho

ld s

ize

(B02

)

Reg

iste

red

Mar

ital S

tatu

s (n

ot m

arri

ed -

sum

of

all b

ut m

arri

ed) (

B05

)

% o

f pe

rson

s no

t reg

iste

red

mar

ried

aga

inst

tota

l pop

ulat

ion

over

15

yrs

Soc

ial M

arita

l Sta

tus

(not

mar

ried

- s

um o

f al

l but

mar

ried

) (B

06)

% o

f P

erso

ns N

ot S

ocia

lly M

arri

ed a

gain

st to

tal p

opul

atio

n ov

er 1

5 yr

s

Pop

ulat

ion:

Non

-Eng

lish

spok

en a

t hom

e -

sum

of

all b

ut E

nglis

h (B

13a

& b)

% P

opul

atio

n N

on-E

nglis

h sp

oken

at h

ome

agai

nst t

otal

pop

ulat

ion

australia 7,687,809 21,507,719 2.8 4,144,021 19 2,866,473 13 6,030,034 28 5,454,908 25 3,012,283 14 548,368 3 5,294,147 25 37 $577 $1,481 $1,800 2.6 8,902,582 51 6,413,400 37 3,912,939 18

South australia

984,179 1,596,572 1.6 286,932 18 208,836 13 418,700 26 424,552 27 257,551 16 30,430 2 353,003 22 39 $534 $1,330 $1,500 2.4 676,198 52 492,207 38 229,549 14

american River

2 215 119.4 27 13 11 5 36 17 97 45 42 20 6 3 40 19 58 $382 $900 $400 2.1 95 51 53 28 12 6

Brownlow 3 201 74.4 45 22 13 6 35 17 85 42 23 11 0 0 29 14 48 $500 $1,011 $1,300 2.3 70 45 47 30 3 1

Island Beach 381 319 0.8 47 15 9 3 62 19 126 39 76 24 0 0 57 18 51 $423 $774 $800 2.1 109 40 63 23 6 2

Kingscote 153 2,034 13.3 345 17 154 8 433 21 665 33 437 21 28 1 273 13 48 $498 $1,066 $1,170 2.1 768 45 503 30 83 4

Menzies 521 259 0.5 47 18 23 9 51 20 118 46 21 8 0 0 24 9 47 $563 $991 $1,144 2.4 73 34 35 16 10 4

Nepean Bay 1,292 560 0.4 125 22 49 9 143 26 199 36 44 8 3 1 62 11 41 $501 $1,147 $1,157 2.5 191 44 116 27 15 3

Parndana 3 142 50.7 38 27 25 18 30 21 38 27 11 8 8 6 16 11 31 $481 $850 $386 2.7 67 64 41 39 9 6

Penneshaw 5 276 54.1 37 13 22 8 50 18 94 34 74 27 0 0 48 17 50 $502 $1,011 $2,315 2.0 114 48 61 25 9 3

Vivonne Bay 2,043 407 0.2 79 19 28 7 145 36 128 31 26 6 3 1 50 12 38 $539 $1,135 $1,300 2.3 186 57 83 25 12 3

TOTaL 4,401 4,413 1.0 790 18 334 8 985 22 1,550 35 754 17 48 1 599 14 46 $488 $987 $1,108 2.3 1,673 46 1,002 28 159 4

110


Demographics (continued)

Sta

te S

ubur

b

Bre

akdo

wn

of L

angu

ages

oth

er t

han

Eng

lish

Spo

ken

(B

13a

& b)

Pop

ulat

ion:

Cor

e A

ctiv

ity

need

ing

assi

stan

ce p

opul

atio

n (B

18)

% o

f po

pula

tion

need

ing

assi

stan

ce -

fra

il ag

ed &

dis

abili

ty

Pop

ulat

ion

over

15

yrs:

Vol

unta

ry w

ork

for

an

orga

nisa

tion

or g

roup

(B

19)

% o

f P

opul

atio

n ov

er 1

5 ye

ars:

Vol

unta

ry w

ork

for

an

orga

nisa

tion

or g

roup

Pop

ulat

ion

over

15

year

s: P

rovi

ded

Unp

aid

Car

e A

ssis

tanc

e (B

21)

% o

f P

opul

atio

n ov

er 1

5 ye

ars:

Unp

aid

Car

e A

ssis

tanc

e

Pop

ulat

ion

over

15

year

s: U

npai

d C

hild

care

(B

22)

% o

f po

pula

tion

over

15

year

s: u

npai

d ch

ildca

re

Pop

ulat

ion:

Lon

e P

erso

ns o

ver

65 y

ears

(B

23b

)

% o

f to

tal p

opul

atio

n: L

one

Per

sons

ove

r 65

yea

rs

Tota

l num

ber

of o

ne p

aren

t fam

ilies

(B

25)

Tota

l num

ber

of f

amili

es (

B25

)

% o

f on

e pa

rent

fam

ily a

gain

st to

tal f

amili

es

Num

ber

of d

wel

lings

with

1 o

r le

ss m

otor

veh

icle

s (B

29)

Num

ber

of d

wel

lings

(B

29)

% o

f dw

ellin

gs w

ith 1

or

less

mot

or v

ehic

les

Num

ber

of d

wel

lings

with

no

mot

or v

ehic

les

(B29

)

% o

f dw

ellin

gs w

ith n

o m

otor

veh

icle

s

Num

ber

of d

wel

lings

not

ow

ned

outr

ight

/ren

ting

(B32

)

Tota

l num

ber

of d

wel

lings

(B

32)

% o

f dw

ellin

gs n

ot o

wne

d ou

trig

ht o

r re

ntin

g ag

ains

t tot

al

num

ber

of d

wel

lings

Num

ber

of d

wel

lings

not

con

nect

ed to

Inte

rnet

(B

35)

Tota

l num

ber

of d

wel

lings

(B

35)

% o

f dw

ellin

gs n

ot c

onne

cted

to In

tern

et

Num

ber

of u

nem

ploy

ed lo

okin

g fo

r w

ork

(B41

B)

Tota

l lab

our

forc

e (B

41b)

% o

f un

empl

oyed

look

ing

for

wor

k (t

otal

labo

r fo

rce)

Pop

ulat

ion

who

use

d pr

ivat

e m

eans

to g

et to

wor

k (B

45)

% w

ho u

sed

priv

ate

mea

ns to

get

to w

ork.

Pop

ulat

ion

who

tra

velle

d to

wor

k by

pub

lic t

rans

port

(B

45)

% w

ho t

rave

lled

to w

ork

by p

ublic

tra

nspo

rt.

Mod

e of

Pub

lic T

rans

port

Use

d (B

45)

australia Chinese (651,328)

Greek (252,217) Indian-

Aryan (382,844)

Italian (299,833)

SE Asian (216,190)

Vietnamese (233,388)

Other (427,133)

998,601 4.6 3,090,875 17.8 1,896,957 10.9 4,827,809 27.8 719,262 24 472,848 5,684,062 8 3,444,426 7,760,322 44 665,851 8.6 5,076,961 7,760,322 65 1,525,107 7,760,322 20

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

South australia

Chinese (28,111)

Greek (25,250)

Indian-Aryan (19,754)

Italian (33,290)

Other (27,743)

87,120 5.5 258,842 19.8 154,652 11.8 364,333 27.8 66,744 26 37,118 430,250 9 281,514 619,041 45 54,052 8.7 400,065 619,041 65 145,364 619,041 23

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

american River

French (3) German (3)

Polish (3) Spanish (3)21 10 51 27.4 25 13 34 18 13 31 3 56 5 42 91 46 4 4.4 46 89 52 56 91 62

Brownlow German (3) 12 6 63 40.4 23 15 50 32 6 26 4 56 7 27 82 33 3 3.7 52 84 62 21 83 25

Island Beach

Vietnamese (6) 12 4 109 39.9 28 10 72 26 14 18 10 95 11 50 129 39 0 0.0 64 130 49 30 130 23

Kingscote Dutch (12) French (6)

German (10) Indo-Aryan (6)

Italian (14) Japanese (4)

Southeast Asian (12)

Other (19)

116 6 614 36.4 204 12 455 27 107 24 43 557 8 403 864 47 75 8.7 518 865 60 261 863 30

Menzies Dutch (3) Other (7) 9 3 82 38.5 23 11 68 32 0 0 3 78 4 16 89 18 3 3.4 42 88 48 15 89 17

Nepean Bay

Arabic (3) German (3)

Italian (3) Southeast Asian (3)

Other (3)

17 3 202 46.4 52 12 157 36 13 30 3 145 2 46 208 22 6 2.9 120 207 58 37 210 18

Parndana Southeast Asian (3) Other (6) 3 2 40 38.5 8 8 32 31 0 0 5 37 14 17 51 33 0 0.0 33 52 63 10 52 19

Penneshaw Dutch (6) Italian (3) 12 4 110 45.8 29 12 59 25 16 22 6 70 9 51 114 45 12 10.5 58 115 50 30 114 26

Vivonne Bay

Chinese (3) Croatian (3)

Korean (3) Spanish (3)3 1 126 38.5 24 7 98 30 7 27 4 93 4 53 145 37 7 4.8 86 146 59 30 147 20

TOTaL Arabic (3) Chinese (3)

Croation (3) Dutch (21)


Indo-Aryan (6) Italian (20)

Japanese (4) Korean (3)

Polish (3) Southeast Asian (18)

Spanish (6) Vietnamese (6)

Other (35)

205 5 1,397 38.6 416 11 1,025 28 176 23 81 1,187 7 705 1,773 40 110 6.2 1,019 1,776 57 490 1,779 28

111


Sta

te S

ubur

b

Bre

akdo

wn

of L

angu

ages

oth

er t

han

Eng

lish

Spo

ken

(B

13a

& b)

Pop

ulat

ion:

Cor

e A

ctiv

ity

need

ing

assi

stan

ce p

opul

atio

n (B

18)

% o

f po

pula

tion

need

ing

assi

stan

ce -

fra

il ag

ed &

dis

abili

ty

Pop

ulat

ion

over

15

yrs:

Vol

unta

ry w

ork

for

an

orga

nisa

tion

or g

roup

(B

19)

% o

f P

opul

atio

n ov

er 1

5 ye

ars:

Vol

unta

ry w

ork

for

an

orga

nisa

tion

or g

roup

Pop

ulat

ion

over

15

year

s: P

rovi

ded

Unp

aid

Car

e A

ssis

tanc

e (B

21)

% o

f P

opul

atio

n ov

er 1

5 ye

ars:

Unp

aid

Car

e A

ssis

tanc

e

Pop

ulat

ion

over

15

year

s: U

npai

d C

hild

care

(B

22)

% o

f po

pula

tion

over

15

year

s: u

npai

d ch

ildca

re

Pop

ulat

ion:

Lon

e P

erso

ns o

ver

65 y

ears

(B

23b

)

% o

f to

tal p

opul

atio

n: L

one

Per

sons

ove

r 65

yea

rs

Tota

l num

ber

of o

ne p

aren

t fam

ilies

(B

25)

Tota

l num

ber

of f

amili

es (

B25

)

% o

f on

e pa

rent

fam

ily a

gain

st to

tal f

amili

es

Num

ber

of d

wel

lings

with

1 o

r le

ss m

otor

veh

icle

s (B

29)

Num

ber

of d

wel

lings

(B

29)

% o

f dw

ellin

gs w

ith 1

or

less

mot

or v

ehic

les

Num

ber

of d

wel

lings

with

no

mot

or v

ehic

les

(B29

)

% o

f dw

ellin

gs w

ith n

o m

otor

veh

icle

s

Num

ber

of d

wel

lings

not

ow

ned

outr

ight

/ren

ting

(B32

)

Tota

l num

ber

of d

wel

lings

(B

32)

% o

f dw

ellin

gs n

ot o

wne

d ou

trig

ht o

r re

ntin

g ag

ains

t tot

al

num

ber

of d

wel

lings

Num

ber

of d

wel

lings

not

con

nect

ed to

Inte

rnet

(B

35)

Tota

l num

ber

of d

wel

lings

(B

35)

% o

f dw

ellin

gs n

ot c

onne

cted

to In

tern

et

Num

ber

of u

nem

ploy

ed lo

okin

g fo

r w

ork

(B41

B)

Tota

l lab

our

forc

e (B

41b)

% o

f un

empl

oyed

look

ing

for

wor

k (t

otal

labo

r fo

rce)

Pop

ulat

ion

who

use

d pr

ivat

e m

eans

to g

et to

wor

k (B

45)

% w

ho u

sed

priv

ate

mea

ns to

get

to w

ork.

Pop

ulat

ion

who

tra

velle

d to

wor

k by

pub

lic t

rans

port

(B

45)

% w

ho t

rave

lled

to w

ork

by p

ublic

tra

nspo

rt.

Mod

e of

Pub

lic T

rans

port

Use

d (B

45)

australia Chinese (651,328)

Greek (252,217) Indian-

Aryan (382,844)

Italian (299,833)

SE Asian (216,190)

Vietnamese (233,388)

Other (427,133)

998,601 4.6 3,090,875 17.8 1,896,957 10.9 4,827,809 27.8 719,262 24 472,848 5,684,062 8 3,444,426 7,760,322 44 665,851 8.6 5,076,961 7,760,322 65 1,525,107 7,760,322 20

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

South australia

Chinese (28,111)

Greek (25,250)

Indian-Aryan (19,754)

Italian (33,290)

Other (27,743)

87,120 5.5 258,842 19.8 154,652 11.8 364,333 27.8 66,744 26 37,118 430,250 9 281,514 619,041 45 54,052 8.7 400,065 619,041 65 145,364 619,041 23

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

Not

yet

ava

ilabl

e

american River


Polish (3) Spanish (3)21 10 51 27.4 25 13 34 18 13 31 3 56 5 42 91 46 4 4.4 46 89 52 56 91 62

Brownlow German (3) 12 6 63 40.4 23 15 50 32 6 26 4 56 7 27 82 33 3 3.7 52 84 62 21 83 25

Island Beach

Vietnamese (6) 12 4 109 39.9 28 10 72 26 14 18 10 95 11 50 129 39 0 0.0 64 130 49 30 130 23

Kingscote Dutch (12) French (6)

German (10) Indo-Aryan (6)

Italian (14) Japanese (4)

Southeast Asian (12)

Other (19)

116 6 614 36.4 204 12 455 27 107 24 43 557 8 403 864 47 75 8.7 518 865 60 261 863 30

Menzies Dutch (3) Other (7) 9 3 82 38.5 23 11 68 32 0 0 3 78 4 16 89 18 3 3.4 42 88 48 15 89 17

Nepean Bay

Arabic (3) German (3)

Italian (3) Southeast Asian (3)

Other (3)

17 3 202 46.4 52 12 157 36 13 30 3 145 2 46 208 22 6 2.9 120 207 58 37 210 18

Parndana Southeast Asian (3) Other (6) 3 2 40 38.5 8 8 32 31 0 0 5 37 14 17 51 33 0 0.0 33 52 63 10 52 19

Penneshaw Dutch (6) Italian (3) 12 4 110 45.8 29 12 59 25 16 22 6 70 9 51 114 45 12 10.5 58 115 50 30 114 26

Vivonne Bay

Chinese (3) Croatian (3)

Korean (3) Spanish (3)3 1 126 38.5 24 7 98 30 7 27 4 93 4 53 145 37 7 4.8 86 146 59 30 147 20

TOTaL Arabic (3) Chinese (3)

Croation (3) Dutch (21)


Indo-Aryan (6) Italian (20)

Japanese (4) Korean (3)

Polish (3) Southeast Asian (18)

Spanish (6) Vietnamese (6)

Other (35)

205 5 1,397 38.6 416 11 1,025 28 176 23 81 1,187 7 705 1,773 40 110 6.2 1,019 1,776 57 490 1,779 28

112


HACC Client profile

HaCC TaRgET INDEX RaNKINg

Sta

te S

ubur

b

% P

opul

atio

n 65

yea

rs p

lus

Ran

k S

core

Pop

ulat

ion

65 y

ears

plu

s

% In

dige

nous

Pop

ulat

ion

Ran

k S

core

Indi

geno

us P

opul

atio

n

% o

f po

pula

tion

need

ing

assi

stan

ce -

fra

il ag

ed &

dis

abili

ty

Ran

k S

core

Pop

ulat

ion

need

ing

assi

stan

ce -

fra

il ag

ed &

dis

abili

ty

% P

rovi

ding

Unp

aid

Car

e A

ssis

tanc

e

Ran

k S

core

Pro

vidi

ng U

npai

d C

are

Ass

ista

nce

TOTA

L S

UM

IN

DE

X

RE

LA

TIV

E IN

DE

X R

AT

ING

(1-6

)

American River 19.5% 4 2.8% 2 9.8% 1 13.4% 2 9 2

Kingscote 21.5% 3 1.4% 3 5.7% 3 12.1% 4 13 3

Brownlow 11.4% 5 0.0% 9 6.0% 2 14.7% 1 17 4

Penneshaw 26.8% 1 0.0% 9 4.3% 4 12.1% 3 17 4

Nepean Bay 7.9% 7 0.5% 5 3.0% 7 12.0% 5 24 5

Island Beach 23.8% 2 0.0% 9 3.8% 5 10.3% 7 23 5

Menzies 8.1% 6 0.0% 9 3.5% 6 10.8% 6 27 6

Parndana 7.7% 8 5.6% 1 2.1% 8 7.7% 8 25 6

Vivonne Bay 6.4% 9 0.7% 4 0.7% 9 7.3% 9 31 6

No of STATe SubuRbS 7 LOwEST HIgHEST

NO OF INDEX INDICaTORS 4 Rank 1 4 8

LOwEST POSSIBLE INDEX RaTINg 4 Rank 2 8.1 12

HIgHEST POSSIBLE INDEX RaTINg 28 Rank 3 12.1 16

DIFFERENCE 24 Rank 4 16.1 20

INTERVaL 6 4 Rank 5 20.1 24

Rank 6 24.1 28

113


Transport disadvantaged client profile

POTENTIaL TRaNSPORT DISaDVaNTagE INDEX RaTINg EXaMPLE

Sta

te S

ubur

b

% p

opul

atio

n: L

one

Per

sons

65

year

s pl

us

Ran

k S

core

Pop

ulat

ion

Lone

Per

sons

65

year

s pl

us

% P

opul

atio

n: In

dige

nous

Pop

ulat

ion

Ran

k S

core

Indi

geno

us P

opul

atio

n

Med

ian

Fam

ily In

com

e

Ran

k S

core

Med

ian

Fam

ily In

com

e

% D

wel

lings

: Pay

ing

hom

e lo

an o

r re

ntin

g ag

ains

t tot

al n

umbe

r of

dw

ellin

gs

Ran

k S

core

Pay

ing

hom

e lo

an o

r re

nt

% P

opul

atio

n: N

on-E

nglis

h sp

oken

at h

ome

pop’

n

Ran

k S

core

Non

-Eng

lish

spok

en a

t hom

e po

p’n

% P

opul

atio

n: N

eedi

ng a

ssis

tanc

e -

frai

l age

d &

disa

bilit

y

Ran

k S

core

Pop

ulat

ion

need

ing

assi

stan

ce -

fra

il ag

ed &

dis

abili

ty

% P

opul

atio

n: P

rovi

ding

Unp

aid

Car

e A

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31.0 1 2.8 2 $900.00 3 51.7 8 5.6 2 9.8 1 13.4 2 5.4 4 4.4 4 7.4 1 28 2

Kingscote 24.5 5 1.4 3 $1,066.00 7 59.9 3 4.1 3 5.7 3 12.1 4 7.7 3 8.7 2 4.6 4 37 3

Parndana 0.0 9 5.6 1 $850.00 2 63.5 1 6.3 1 2.1 8 7.7 8 13.5 1 0.0 8 0.0 9 48 3

Penneshaw 21.6 6 0.0 9 $1,011.00 5 50.4 6 3.3 5 4.3 4 12.1 3 8.6 2 10.5 1 6.9 2 43 3

Brownlow 26.1 4 0.0 9 $1,011.00 6 61.9 2 1.5 9 6.0 2 14.7 1 7.1 7 3.7 5 0.0 9 54 4

Nepean Bay

29.5 2 0.5 5 $1,147.00 9 58.0 5 2.7 7 3.0 7 12.0 5 2.1 8 2.9 7 5.5 3 58 4

Vivonne Bay

26.9 3 0.7 4 $1,135.00 8 58.9 4 2.9 6 0.7 9 7.3 9 4.3 6 4.8 3 1.4 6 58 4

Island Beach

18.4 7 0.0 9 $774.00 1 49.2 7 1.9 8 3.8 5 10.3 7 10.5 5 0.0 9 0.0 9 67 5

Menzies 0.0 9 0.0 9 $991.00 4 47.7 9 3.9 4 3.5 6 10.8 6 3.8 9 3.4 6 3.5 5 67 5

No of STATe SubuRbS 9 LOwEST HIgHEST

NO OF INDEX INDICaTORS 10 Rank 1 10 23

LOwEST POSSIBLE INDEX RaTINg 10 Rank 2 24 37

HIgHEST POSSIBLE INDEX RaTINg 90 Rank 3 38 50

DIFFERENCE 80 Rank 4 51 63

INTERVaL 6 13 Rank 5 64 77

Rank 6 78 90

114


Existing Transport ReportPublic transport

As of March 2014, the Rockhopper has provided public transport around Kangaroo Island. The Eastern Route covers Kingscote, American River and Penneshaw and provides 3 return trips each Wednesday and is operated by Sealink. The Western Route covers Kingscote, Parndana and Vivonne Bay and provides a morning and afternoon service each Tuesday year round and Friday during school terms, except winter. The Western Route is operated by KI Transfers however Kangaroo Island CPN is responsible for taking these bookings.

Note: Sealink operates daily trips from Kingscote to Penneshaw at their normal fee.

Independent community transport

There is no formalised independent community transport however due to the nature of rural living, there is a culture of carpooling and providing transport assistance to family and friends.

Community Living and Support Services (CLASS) is an organisation that supports people with disabilities, the frail aged and socially isolated, to become more involved in their community. As part of this, they offer transport for their clients to CLASS Day Services and community based, day activities that promote independence, inclusion, fun and personal development.

Independent medical specific transport

Limited medical specific transport is available for certain clients (HACC Clients for medical appointments) through the Kangaroo Island Cook Health Centre.

Identified Unmet Needs Report

The Rockhopper meets the need for any person en route to come into Kingscote for medical and/or social purposes. It also can provide transport to medical and/or social appointments within Kingscote / Brownlow using the Dial-a-Ride service.

However, given the restrictions with routes and schedules, additional transport gaps exist for:

• regular daily or weekly transport to work places or meetings, specifically from outside townships

• people not on Rockhopper routes

• youth, specifically around avoiding the drink/driving issue

• people who need flexibility for medical appointments, in particular for visiting specialists.

A full transport survey is planned for 2016–2017 to be run by the Office of the Commissioner for Kangaroo Island.

115


Financial Statement

Certification of the financial statement

The Financial Statement below is a true statement of the receipts & expenditure of the PTD’s (Passenger Transport Division) funding received by Kangaroo Island Council in accordance with the CPN Agreement.

Andrew Boardman CHIEF EXECUTIVE OFFICER KANGAROO ISLAND COUNCIL

November 2016

116


Statement of Comprehensive Income

117


118


119


120


Miscellaneous Reports

Cost of transport for residents to leave Kangaroo Island

Overview

While the introduction of the Rockhopper has addressed the lack of public transport on Kangaroo Island, residents still face the challenge of being isolated from the mainland.

Options for leaving Kangaroo Island

Residents have no ability to leave Kangaroo Island free of charge. They can leave via ferry or aeroplane, both of which have significant cost, making it more difficult for residents to visit the mainland. The prices for a return trip are shown below:

FERRy PLaNE

Passenger Only

(return)

With Car

(return)

With bus (Kingscote

to Adelaide) (return)

(Kingscote to Adelaide)

(return)

Single passenger $58 $188 $153 $273 - $696

Family of four (2 adult, 2 children under 11) $172 $274 $466 $1,091 - $2,781

Council’s position

At the Council meeting held on 11 June 2014, Council moved:

That Council calls on the Member for Finniss, Michael Pengilly, Government, and the Kangaroo Island Futures Authority to comprehensively investigate a cost/payment reduction toward the cost of sea travel to Kangaroo Island that will:

• provide direct cost of living benefit to Island residents and financial benefit to Island businesses

• allow a direct and significant payment reduction to freight businesses who transport goods to and from the Island

• allow a direct and significant payment reduction to visitors and residents to/of Kangaroo Island

• legally incorporate such reductions into the current Sealink Agreement currently managed by DPTI.

Summary

The cost of getting off island isolates Kangaroo Island residents making it difficult to visit the mainland.

Annual Report2015 – 2016

CONSTITUENT COUNCILS:Alexandrina CouncilCity of Victor HarborKangaroo Island CouncilDistrict Council of Yankalilla

ContentsPage No

ABOUT THE AUTHORITY 3

CHAIRPERSON’S MESSAGE 4

THE BOARD 5

EXECUTIVE OFFICER’S MESSAGE 6 - 8

WASTE STATISTICS 9 - 11

CUSTOMER SERVICE CALLS 12 - 14

FINANCIAL STATEMENTS 15 - 52

F R W A A n n u a l R e p o r t 2 0 1 5 / 2 0 1 6 3

About The Authority

WHO WE REPRESENT

The Fleurieu Regional Waste Authority (FRWA) wasformed by the member councils of the FleurieuPeninsula in South Australia in order to managetheir waste and recycling. The member councilsare:

Alexandrina Council City of Victor Harbor Kangaroo Island Council District Council of Yankalilla

WHAT WE DO

FRWA provides waste and recycling services onbehalf of the four member councils. This includes:

the operation of four Waste and RecyclingDepots and four Bulky Waste Stations (KI);

the provision of waste, recycling and greenwaste kerbside collection services;

public litter bin collections;

event bin provision and collection; and

the provision of community information andeducation.

These services are covered by a Service LevelAgreement with each Council setting out the KeyPerformance Indicators that must be achieved andthe agreed budgets to deliver the services.

The services are benchmarked against comparableservices provided by Local Government and thePrivate Sector.

OUR HISTORY

In 2007 the Constituent Councils of the FleurieuRegion unanimously adopted the FleurieuPeninsula Waste Strategy. A key recommendationof the strategy was that if Councils decided to ownand operate common assets, then they shouldestablish a Regional Subsidiary pursuant to Section43 of the Local Government Act, 1999.

The Fleurieu Regional Waste Authority (FRWA) wassubsequently established as a regional subsidiary.

The FRWA Charter was approved in January 2010and gazetted on 11 February 2010 and reviewedand updated in 2012. Recently the Authoritycompleted the 2016 statutory review.

THE FUTURE

An important factor going forward for FRWA is toensure the region has the necessary strategy,infrastructure and planning in place to meet thelegislative requirements under the EPA’sEnvironment Protection (Waste to ResourcesPolicy) and the region’s population growth.

Education and promotional programs within thecommunity will continue to remain a high prioritywith community education being based around:

waste avoidance and reduction; recycle right and recycle more composting; and hazardous waste management.

The Authority commits to its continued support oflocal and regional businesses and services as theirpreferred suppliers where possible.


Chairperson’s Message

CHAIRPERSON’S REPORT2015/16

The Fleurieu RegionalWaste Authority (FRWA) isresponsible for providingsustainable waste and recycling services for thecommunities of our Constituent Councils. Thisincludes the operation of four Waste andRecycling Depots (WRD) and the kerbsidecollections of general waste, recyclables andgreen waste, public litter as well as event binservices across the region.

FRWA is also responsible for the delivery of wasteeducation and information across the region,including conducting education programs forkindergartens and primary schools and delivered32 sessions over the last financial year.

FRWA has a workforce of 35 employees and hasbeen recognised by DOME (Don’t OverlookMature Expertise) with the ‘Fair Work Award2015’ for supporting the employment of matureaged workers. In 2015 FRWA’s first Traineecommenced a 12 months Traineeship (CertificateIII in Local Government) which has beensuccessfully completed.

During the past year we continued our work toimprove the sustainability and cost effectivenessof kerbside collection service for our ConstituentCouncils and prepared for the change to a newcollection system in Alexandrina Council from 1July 2016.The new system provides for a higher serviceoverall but in a configuration that encouragesmore diversion of recyclables and greenwasteand the reduction of general waste to landfill.

With the ongoing increase of the stategovernment solid waste levy, measures to reducewaste to landfill are a critical element in future-proofing waste and recycling services for ourregion.The weakening of the scrap metal market and theongoing limited industry responsibilities for e-waste recycling are two key areas adversely

affecting our efforts to improve on diversion ofvaluable resources from landfill.FRWA has further strengthened its professionallinks to the WMAA, KESAB, other localgovernment authorities and state governmentagencies in addressing ongoing challenges in thewaste industry.

On behalf of the Board of Fleurieu RegionalWaste Authority, it is my pleasure to present theAnnual Report for the 2015/16 financial year andto confirm that the Fleurieu Regional WasteAuthority continues to meet its responsibilitiesunder the FRWA Charter in a manner which isboth fiscally and environmentally responsible

During 2015/16 there were a number of changesto the Board with the departure of WarrenKeading (staff member DC Yankalilla) andMadeleine Walker (Cr Alexandrina Council). Theirinput and knowledge have been greatlyappreciated. Nigel Morris (CEO of DC Yankalilla)and Jim Davis (Cr Alexandrina Council) have sincebeen appointed to the Board we look forward toworking with them.

I would like to thank my fellow Board membersfor their continued support and encouragementand I particularly congratulate the ExecutiveOfficer, FRWA staff, drivers and Waste andRecycling Depot operators for their hard workand contribution to placing the Authority on sucha sound strategic and financial footing to meetthe challenges ahead.


The Board

THE BOARD MEMBERS

FRWA is governed by a nine member Board comprising an Independent Chair to govern and lead the Authorityand eight other members, made up of an Elected Member and one Officer from each Constituent Council.

Catherine CooperIndependent Chairperson

Simon GrenfellGeneral Manager Engineering& EnvironmentAlexandrina Council

Madeleine WalkerCouncillorAlexandrina Council

Glenn SanfordDirector Environment &InfrastructureCity of Victor Harbor

Tim GlazbrookCouncillorCity of Victor Harbor

Warren KeadingManager OperationsDistrict Council of Yankalilla

Glen RowlandsCouncillorDistrict Council of Yankalilla

Ted BothamDirector Business SupportKangaroo Island Council

Peter DenholmCouncillorKangaroo Island Council

BOARD MEETINGS

The Board meets 6 to 8 times each year, with each council taking turns in hosting the proceedings. Special‘Out of Session’ meetings are occasionally held for specific matters. All Board members complied with thestatutory requirement to submit pecuniary interest returns.


Executive Officer’s Message

The Fleurieu Regional WasteAuthority completed the 6th

year of providing waste andrecycling services to thecommunities of our fourmember councils. The 2015/16Annual report provides asynopsis of the Authority’s main achievements and Iwould like to thank the Board Members and stafffor their excellent support, hard work anddedication.

BEST PRACTICE SERVICES

Over the last 12 months total waste generatedacross the region showed a clear upward trend inDC Yankalilla and Kangaroo Island and only a slightincrease for Alexandrina Council and City of VictorHarbor.

Through its best practice services FRWA achieved a60.3% diversion of waste from landfill across theregion which follows the trend of precious years.

Member councils with a three bin system achieveda 39% diversion rate through the kerbsidecompared to a 16-20% diversion rate through twobin system.

Waste and Recycling Depots play a key role in theregion’s recycling efforts; 75% of all waste managedthrough these facilities is diverted from landfill,including 4,450t of greenwaste, 1,157 mattresses,33,105 litres of waste oil, 760kg of light globes,200kg of old X-Ray films, 12.5t of Drum Mustercontainers, 5,356 batteries, 108t of e-waste,batteries and many other recyclables.

The Authority continues to work with neighboringcouncils and other regional authorities on issues ofcommon interest, including furthering sustainablewaste management solutions beyond regions, costeffective e-waste management, emerging energyfrom waste technologies and development ofregional markets for recycled products.

FRWA represented its member councils on relevantstate and national industry stakeholder workinggroups and forums and is an active member of theWaste Management Association of Australia/SABranch.

KERBSIDE COLLECTIONSProviding a sustainable and cost effectivekerbside waste collection service for over 32,000premises across its four Constituent Councils inaccordance with council approved collectionschedules and frequencies.Over the last 12 months we provided over 1.75million bin pickups across our four membercouncils, collecting 13,536t of general waste, 3,144tof greenwaste and 3,906t of comingled dryrecyclables.

The November 2014 kerbside bin audit across allfour member councils showed that the averagegeneral waste bin contains only 31% of waste tolandfill but 69% of waste streams that arerecyclable.

All member councils are considering improvementsto their respective kerbside system and AlexandrinaCouncil was the first council to improve kerbsidecollection service to reduce waste to landfill,capture valuable resources and reduce the impactfrom the solid waste levy increase.

From March 2016 a dedicated team of staff fromCouncil and the Authority prepared the changeFROM - weekly collection of general waste and fourweekly collection of greenwaste and recyclables

Total of 1,040L collected over 4 weeks

TO - fortnightly collection of all waste types.

Total of 1,240L collected over 4 weeks

200L of bin volume (over 4 weeks) has been addedto kerbside services in a new configuration thatencourages recycling and greenwaste diversion anddiscourages waste to landfill.


Executive Officer’s MessageWASTE AND RECYCLING DEPOTS (WRDS) are keyfacilities to efficiently manage waste andrecycling for Member Councils. 57% of all wastegenerated in the regions is managed throughWRDs and the 80% diversion rate of waste fromlandfill and into various recycling streams istestimony to continuous improvement and newinitiatives.Despite the significant decline in value for SCRAPMETAL Member councils maintained the freeservice for scrap metal management for thecommunity to ensure highly valuable resourcesare kept out of landfill and available for recycling.Unfortunately other services, such as PLASBACK,and bin deliveries were discontinued to mitigatethe financial impact.NEW INITIATIVES of donation of recovered productsout of the waste stream and regular clearancesales of recovered building products have provento be very popular

FRWA continues to offer E-WASTE drop offservices as a hybrid of free campaign events andfees for service, in line with the framework setout under the National Scheme. A total of 108tonnes of e-waste were collected under theNational Computer and Television Scheme acrossthree regional drop off centers, a decrease of29% compared to the tonnages collected duringthe previous year.

COMMUNITY INFORMATION AND EDUCATION

RECYCLE RIGHT: The recent audit forcontamination in kerbside collectedrecyclables showed a reduction inmaterials that should not be

in the recycling bin by 6.33% on average reducingthe contamination rate on some sample days to lessthan 7%

The Authority continued its successful EDUCATIONAND INFORMATION PROGRAM to community groups,kindergartens and primary schools.

‘Messy Tessy’ (aka Tess Sapia, FRWA Education Officer)presenting to primary school students

Our FRWA Education Officer attended 3 regionalshows and 7 local markets across the regionconducting information sessions on best practicefor recycling and waste reuse.

FRWA market stall at Penneshaw with Cr Peter Denholm andFRWA’s Education Officer Tess Sapia

Through the year we delivered a total of 32events reaching about 2000 members of ourcommunities directly.

We invited Sophie Thomson to conduct fourCOMPOSTING WORKSHOPS across the region,promoting diversion of greenwaste away fromlandfill for reuse in our home gardens.


Executive Officer’s Message

Sophie Thomson with Lyn Mateer and Anna Leahy, CittaslowGoolwa Community garden Volunteers and Jane Brook fromFRWABUSINESS BIN AUDITS were conducted in centralbusiness areas of all townships across the region.Authority staff are working with business ownersto find the best available waste managementoptions for their enterprises as well asimprovements in waste avoidance and diversionfrom landfill.

FRWA’S PEOPLE

FRWA employs 35 staff of which 43% work inkerbside collections, 34% in WRDs and 23 incommunity education and corporate services.

In September 2015 we offered our first everTRAINEESHIP, a success story that we will continuefor years to come.

The Authority’s efforts in providing a fair andequitable workplace have been recognized byDOME (Don’t Overlook Mature Expertise) and theExecutive Officer received the Fair Go Award fromMinister Zoe Bettinson MP on 13 October 2015.

Minister Zoe Bettinson MP and Marina Wagner

FINANCE AND GOVERNANCE

The Authority is committed to meeting the higheststandards in governance, financial and humanresources management.

FRWA CHARTER

FRWA’s Charter must be reviewed at least once inevery four years and the current Charter was lastreviewed in 2012. The latest review of the Chartercommenced in May 2016 and amendments wereapproved by all Constituent Councils and the FRWABoard.

INTERNAL AUDIT COMMITTEE

During the year the structure of the Internal AuditCommittee was amended by appointing an externalexpert to the Committee. The Committeeconducted ten meetings during the year andprovided advice and recommendations to the FRWABoard on the Authority’s financial performance, thereview of core financials controls and assetmanagement matters.

EXTERNAL MANAGEMENT REVIEW

UHY Haines Norton Chartered Accountantscompleted quarterly external finance reviewsduring the financial year.

FINANCIAL STATEMENTS

Nexia Edward Marshall audited the 2015/16Financial Statements which were provided to allConstituent Councils.

I am pleased to report that the overall performanceof the Authority during the 2015/16 financial yearmeets budget expectations and the AuditedFinancial Statements for the year have confirmedFRWA’s expected results and performance.

A complete copy of the Audited Financial Statement2016 forms part of this report.

MARINA WAGNEREXECUTIVE OFFICER


Waste Statistics

FRWA Region Waste Statistics 2015/16

FRWA Region Alexandrina City of VictorHarbor

DC Yankalilla KI Council

Kerbside &WRDs (t)

3 Bin Kerbside& WRDs (t)

3 BinKerbside only(t) **

2 Bin Kerbside& WRD (t)

2 BinKerbside &WRD (t)

Waste to Landfill 18,828 10,832 3,838 2,226 1,932

Waste Diverted from Landfill 28,603 23,777 2,442 961 1,423

Total 2015/16 (MSW,Greenwaste, RecyclingKerbside & WRD )

47,431 34,609 6,280 3,187 3,355

Total Waste Landfill Diverted2014/15 45,484 18,228 27,2562015/16 47,431 18,828 28,602

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

45,000

50,000

Tonn

es

FRWA REGION


Waste StatisticsMember Councils Waste Statistics 2015/16

Region15/16

AlexandrinaCouncil 2015/16

City of VictorHarbor2015/16

DC Yankalilla2015/16

KI Council2015/16

Kerbside Waste to Landfill 13,536 6,110 3,838 1,679 1,909

Kerbside Greenwaste 3,144 1,912 1,232

Kerbside Recyclables 3,906 1,919 1,210 413 364

Total Kerbside WasteDiverted from Landfill 7,050 3,831 2,442 413 364

All Kerbside Wastes 20,586 9,941 6,280 2,092 2,273

WRD Waste to Landfill 5,292 4,722 547 23

WRD Waste Diverted fromLandfill 21,553 19,946 548 1,059

All WRD Wastes 26,845 24,668 0 1,095 1,082

Total Waste to Landfill 18,828 10,832 3,838 2,226 1,932

Total Waste Diverted fromLandfill 28,603 23,777 2,442 961 1,423

Grand Total all WasteStreams 47,431 34,609 6,280 3,187 3,355

The tables above only includes waste streams that are weighed, there are a large range of waste products diverted from landfillnot included in the table above which are managed per item, including: mattresses, lounges, batteries, fluoro lights and globes,waste oil, paint, tyres, x-rays, mobile phones and a wide range of salvage items.


05,000

10,00015,00020,00025,00030,00035,00040,000

Tonn

es

ALEXANDRINA


Waste Statistics

Total Waste Landfill Diverted2014/15 2,765 1,988 7772015/16 3,186 2,225 961

0

500

1,000

1,500

2,000

2,500

3,000

3,500To

nnes

YANKALILLA


0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

Tonn

es

VICTOR HARBOR

Total Waste Landfill Diverted2014/15 2,860 1,935 9252015/16 3,355 1,933 1,423

0500

1,0001,5002,0002,5003,0003,5004,000

Tonn

es

KANGAROO ISLAND


Customer Service

FRWA Customer Service Calls by Council Area 2014/15

FRWA Customer Service Calls by Council Area 2015/16

56%28%

10% 6%

FRWA Customer ServiceCalls by Council Area - 2014/15

Alexandrina

Victor Harbor

Yankalilla

Kangaroo Island

61%23%

11%

5%

FRWA Customer ServiceCalls by Council Area - 2015/16

Alexandrina

Victor Harbor

Yankalilla

Kangaroo Island


Customer Service

FRWA Customer Service Calls by Type 2015/16

0%

20%

40%

60%

80%

100%

Missed Bins Bins Other Gen Enquiry Complaint2014/15 11% 7% 78% 4%2015/16 11% 4% 83% 3%

FRWA Customer ServiceCalls by Type (%)

010002000300040005000

MissedBins

Bins Other GenEnquiry

Complaint

2014/15 593 368 4120 2032015/16 444 148 3414 107

Num

ber o

f cal

ls

FRWA Customer ServiceCalls by Type



Financial Statements2015-2016






































Fleurieu Regional Waste Authority

25b Hutchinson Street(PO Box 2375)

Goolwa SA 5214Telephone: (08) 8555 7401 Facsimile (08) 8555 0970

Website: www.frwa.com.au