Annual report 2013 2014 by Banyule City Council

Annual Report 2013-2014

SERVICE CENTRES

Ivanhoe: 275 Upper Heidelberg Road, Ivanhoe 3079 Rosanna: 44 Turnham Avenue, Rosanna 3084 Greensborough: 9 â&#x20AC;&#x201C; 13 Flintoff Street, Greensborough 3088 Parks and Buildings: 268 Banksia Street, Heidelberg West 3081 Operations Centre: Corner Banksia Street and Waterdale Road, Heidelberg West 3081 Postal Address: DX: Telephone: National Relay: Fax: Email: Internet:

PO Box 51, Ivanhoe 3079 97904 Ivanhoe 9490 4222 If your hearing or speech is impaired, you can call us via the National Relay Service on 133 677 (TTY) or 1300 555 727 (ordinary handset) and ask for 9490 4222 9499 9475 enquiries@banyule.vic.gov.au www.banyule.vic.gov.au

Contents

Page

MAYOR AND CEO STATEMENT

CITY PLAN CONTEXT

BANYULE’S PROFILE

10 14

OUR COUNCIL

CORPORATE GOVERNANCE Processes of Governance



Decision Making

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Councillor Code of Conduct

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Staff Code of Conduct

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Councillor Training

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Councillors’ Legal Obligations

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Disclosure of Interests

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Councillor Remuneration

Committees

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Council Committees

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External Committees

Councillor Attendance of Council Meetings

Ward Funding

Community Engagement and Social Research

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An overview of our consultation approach

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Additional sources of data that inform Council decision making

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Local Government Planning and Accountability Framework

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Local Government (Planning and Reporting) Regulations 2014

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Local Government Performance Reporting Framework

Audit Committee

Community Grants

Public Information

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Freedom of Information

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Protected Disclosure Act 2012

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Reporting of Disclosures during 2013-2014

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Information Privacy Act 2000

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Documents available for public inspection

Banyule City Council Annual Report 2013-2014

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Contents

Page No

CORPORATE GOVERNANCE (continued) Statutory Compliance and Education

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Local Laws

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Codes of Practice

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Orders of Council

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Domestic Animal Management Plan (DAM Plan)

Our Professional Advisors

National Competition Policy Compliance

Carers Recognition Act 2012 – Local Government Reporting Requirements

53 55

THE ORGANISATION The Structure

Human Resources

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Human Resources Strategic and Action Plans

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Employee Relations

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Equal Employment Opportunity Program

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Risk Management and Occupational Health and Safety

Staff Profile

CALENDAR OF COUNCIL AND COMMUNITY EVENTS 2013-2014

A SUMMARY OF OUR BEST VALUE PERFORMANCE

Introduction

What success looks like to us

Our Activities and Services

Our Objectives

67 67



People Community Strengthening and Support

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Planet Environmental Sustainability

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Place Sustainable Amenity and Built Environment

80 86

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Participation Community Involvement in Community Life

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Performance Use our Resources Wisely

105

BANYULE’S STRATEGIC INDICATORS

116

VICTORIAN LOCAL GOVERNMENT INDICATORS

130

PERFORMANCE STATEMENT

131

GLOSSARY

165

FINANCIAL REPORT

167

Banyule City Council Annual Report 2013-2014

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Mayor and CEO Statement Welcome to the Annual Report 2013-2014 We are pleased to present Banyule City Council’s 2013-2014 Annual Report, which highlights our achievements over the last 12 months in line with the first year of our City Plan 2013-2017. Over the last 12 months, we have seen many exciting projects and successful initiatives implemented. We have maintained services at a high level while delivering a sound economic performance. Council continues to follow five interlinked objectives that determine Banyule’s priorities, shape our actions and help us achieve our goals:     

People – community strengthening and support Planet – environmental sustainability Place – sustainable amenity and built environment Participation – community involvement in community life Performance – use our resources wisely

Our vision is based around an affordable, environmentally sound, liveable and prosperous city, sustaining a healthy and engaged community. We continue to ensure our progress is aligned with community expectations, and remain committed to advocating on its behalf. All of this helps build a better Banyule for today and tomorrow. Financial results This financial year, Council achieved an operating surplus result of $1.97 million. Although less than last year’s surplus of $4.47 million, it contributes to the substantial ongoing capital works programs as outlined in the four-year City Plan 2013-2017. Council has continued throughout the year to build on its quality service delivery in an efficient and sustainable manner whilst at the same time completing a number of strategic capital projects in 2013-2014. During the year, Council borrowed $30 million to fund the purchase of three former school sites from the Department of Education and Early Childhood Development and undertake stage one of the redevelopment of Ivanhoe Aquatic and Fitness Centre. The former school sites have provided a unique opportunity to gain ownership and guide development in consultation with the community. The financial return will also assist in financing the basketball courts at the former Banksia-La Trobe Secondary College site. Council currently holds assets of $1.35 billion, of which $1.25 billion comprises infrastructure, property, plant and equipment. This financial year, all Council assets were revalued resulting in a net increase to Council’s asset revaluation reserve. Council recorded unrestricted cash assets of $41.85 million at year’s end, up from $26.68 million last year. This strong financial position will allow Council to continue to invest in the future of the community and deliver the vital services that the community expects and needs. Major projects and community initiatives Council places major emphasis on future-proofing the City as it focuses on long-term sustainability. We attracted kudos for our award-winning stormwater harvesting project that was commissioned during the year at Kalparrin Gardens in Greensborough, Chelsworth Park in Ivanhoe, and DeWinton Park in Rosanna. This $6 million project, one of Melbourne’s largest stormwater harvesting projects, captures, filters and stores stormwater underground to irrigate sport fields and keep our parks green. It will provide approximately 138 million litres of water (45 Olympic pools) annually that greatly reduces Council’s need to purchase drinking water, saving money as well as the environment. Banyule City Council Annual Report 2013-2014

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Mayor and CEO Statement Council remains committed to investing in Banyule’s recreational facilities to ensure community needs are met today and well into the future. A $6 million redevelopment will transform Ivanhoe Aquatic and Fitness Centre, adding much needed extra space, new facilities and refurbished amenities. The Centre is a valued community asset that attracts over 350,000 visits a year. Council has also commenced major upgrades at Montmorency’s Simms Road Oval, including relaying turf, fencing works, a pavilion upgrade (due for completion in 2015) and associated Plenty River Trail improvements. The $1 million project addresses the growth in junior AFL participation in the Greensborough and Montmorency region. Equally important is Council’s role in building community through working in partnership with residents, community groups, agencies, the State Government and other stakeholders to improve amenities, offer diversion and cultivate community spirit. Anti-graffiti initiatives and artistic projects transformed Olympic Village shopping centre. Murals at Malahang Reserve and Watsonia allowed young people to partake in legal street art. A revitalisation project for Heidelberg West’s Bell Street Mall was developed and Rosanna Shopping Centre underwent beautification and maintenance improvements. We delivered community festivals and family-friendly activities. We upgraded shared trails and local playgrounds, and extended pre-schools. These were just a few of our initiatives which made Banyule a better place to live, work and play. Service delivery By providing a comprehensive and high-quality range of services, we aim to strengthen, support and empower all members of our community to achieve an optimum quality of life at every stage of their journey. With a constant focus on assessing and improving delivery of these services, we also ensure they remain relevant, efficient and cost-effective. Every day, Council was out and about supporting the community in some shape or form. Our Parks and Gardens team kept Banyule’s outdoors looking good all year round. With approximately 70,000 street trees, 160,000 parkland trees, 300 parks and reserves, 164 playgrounds and 48 sports grounds to maintain, it’s a full time job and one we take great pride in doing. We also continued to maintain almost 1,000 kilometres of footpaths and approximately 550 kilometres of roads, as well as hundreds of public nature strips and median strips that span the municipality. We collected over 3.5 million bins, and in conjunction with the Banyule Waste Recovery Centre, processed 22,004 tonnes of kerbside garbage, 15,040 tonnes of recyclable materials and 10,657 tonnes of green organic waste. In 2013/14, we registered 20,000 animals and dealt with 340 lost dog and cat reports. We carried out 6,161 building inspections, issued 1,585 building permits and assessed 1,426 planning permit applications. While each calendar year, we conduct approximately 1,000 statutory inspections/assessments of food premises. Just as important as looking after our built and natural environment is making sure we service the people who live, work and visit Banyule. During the last year, Customer Service managed 139,074 enquiries, while our Maternal and Child Health team provided 18,267 consultations. Over 3,000 older residents were given the support they needed to stay at home and be more independent in the community, while over 56,000 meals were delivered to 358 clients.

Banyule City Council Annual Report 2013-2014

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Mayor and CEO Statement Community satisfaction In the past year, we have strengthened our consulting and engagement with the Banyule community. We established community working groups, focus groups and conducted public forums. We surveyed people online, on the streets, and at festivals and events. More than 1,000 people told us their ideas to help shape our City Plan. All of this vital feedback helps us align our objectives with community expectations, and measure how we are tracking and where we can improve. We also use the Community Satisfaction Survey, an annual survey co-ordinated by the State Government, to inform us on what residents think about our services. In 2014, Banyule maintained its overall performance rating of 68, which is significantly higher than the State average of 61. It was positive to hear that 73% of respondents believed Council was headed in the right direction. Our community engagement efforts lead to a corresponding increase in the proportion of survey respondents reporting that they have had contact with Council â&#x20AC;&#x201C; up from 57% in 2012 to 68% in this most recent survey. Satisfaction was once again highest for our waste management and customer service, with respondents also appreciating our parks and gardens, recreational and sporting facilities, community facilities, community support services and environmental sustainability. We will build on areas the community told us we could improve upon, including planning and building permits and the condition of local streets and footpaths. Future focus While councils all across Australia continue to be placed under financial strain from reductions in grant funding and increased cost shifting from other levels of government, Banyule remains committed to addressing ageing infrastructure and providing services the community tells us it wants. In 2014-2015, we will unveil the first stage of an impressive $6 million redevelopment of Ivanhoe Aquatic and Leisure Centre, and commence the Olympic Village Learning Hub project. We are investing record amounts to maintain and upgrade Banyuleâ&#x20AC;&#x2122;s roads, drains and footpaths. We continue to replace local playgrounds and improve our shared trail network. With a focus on fiscal responsibility, good governance, prudent planning and constant advocating, Council is ensuring a bright future for Banyule. Thank you It has been an amazing year with many achievements and opportunities for those who call Banyule home. Such success is the result of hard work and co-operation from staff and Councillors with key community, business and government stakeholders. It is this inspired collaboration that brings positive results and builds a prosperous community. Whether it is improving ongoing programs or implementing new ones, we recognise the efforts of all those involved as they maximise this productive relationship. We look forward to continuing this journey with the community next year as we move forward and keep enhancing Banyule.

Cr Craig Langdon Mayor

Banyule City Council Annual Report 2013-2014

Simon McMillan Chief Executive Officer

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City Plan context Banyule’s City Plan 2013-2017 The context for Banyule’s Annual Report 2013-2014 is a report to our community in relation to the achievement of Banyule’s strategic direction as set out in its City Plan 2013-2017 and Budget 2013-2014. The City Plan is Banyule’s Council Plan as required by Section 125 of the Local Government Act 1989. The plan is a partnership between council and community Council’s role is to locally govern for all residents, visitors and ratepayers, and provide a range of programs and services that meet the needs of our community. Our City Plan provides a roadmap for us to follow in this important role. Underpinned by our vision and principles, the Plan’s objectives give us clear areas of focus for the four-year period and guide us to achieve the best we can for our community. Vision (What we strive for) Banyule, a green, liveable and prosperous city, sustaining a healthy and engaged community. The core principles that help us achieve our Vision are: Principles     

Sustainability for our future Community wellbeing Community participation Fairness in all we do Maintaining our community’s trust

We believe we will best achieve our Vision and adhere to our core principles, by focusing on the following strategic objectives on behalf of the community: Objectives People: Community Strengthening and Support Support and strengthen the health and wellbeing of the Banyule community. Planet: Environmental Sustainability Conduct Council activities in a sustainable manner, and practice sound stewardship of the natural environment to ensure its diversity, protection and enhancement. Place: Sustainable Amenity and Built Environment Maintain and enhance the quality of Banyule’s public spaces, buildings and infrastructure for people who live, work, shop, play and move around in our city. Participation: Community Involvement in Community Life Govern effectively by appropriately engaging the community in issues that affect them, and advocating for the broader interest of the community. Performance: Use Our Resources Wisely Manage the financial and non-financial resources required for the next four years to achieve Council’s strategic objectives.

Banyule City Council Annual Report 2013-2014

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City Plan context The following diagrams give an overview of Council’s objectives and key directions:

The framework outlined above is supported by a set of key policies, strategies, and plans. We use strategic indicators to measure our achievements. The City Plan includes a Strategic Resource Plan, which is integrated within our ‘Performance – Use our resources wisely’ objective.

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City Plan context Each objective is supported by the following: 



Key directions – A range of key strategic directions for achieving each objective. These include our priority areas for the four-year period, focus areas and key initiatives: 

Focus areas - each key direction is supported by a more specific series of themes that Council will focus on.



Key initiatives - A list of practical activities, programs and projects resourced by Council. These will deliver on our objectives over the term of this plan. These initiatives are a comprehensive but not an exhaustive list of what Council does for its community and are reviewed on an annual basis.

Strategic indicators - These indicators will measure achievements against our objectives over a four-year period. They include a mix of:  Key data gathered by Council and other agencies to assist in evaluating community wellbeing (e.g. percentage of waste diverted from landfill). 

Community Satisfaction Indices (CSI) measured by the State Government in its annual survey of Local Governments in Victoria.

Together these indicators provide a comprehensive measure of the achievement of the long-term objectives of Council and the community. The indicators chosen represent broad measures of success in areas that are within our control or of significant interest to Council. They help us to assess our efficiency and indicate effectiveness and the quality of the services we provide. They aim to monitor progress against Council’s priority areas within each objective. Supporting Policies, Strategies and Plans - Each of our strategic objectives is underpinned by comprehensive supporting policies, strategies and plans. Our key policy and strategy documents informing the City Plan are continuously reviewed to ensure relevance and responsiveness to community needs and best industry practice: 

Banyule People: Health and Wellbeing Policy & Strategy – provides the framework to promote good health and wellbeing at all ages within Banyule. The four-year strategy is supported by an annual action plan, and has been developed in partnership with participating agencies and our community. The combination of the relevant sections of the City Plan and the Banyule People: Health and Wellbeing Policy & Strategy represents and satisfies the statutory requirements for a Municipal Public Health and Wellbeing Plan as required by the Victorian Health and Wellbeing Act 2008.



Banyule Planet: Environmental Sustainability Policy & Strategy – provides the framework for achieving environmental sustainability in Banyule. It provides guidance and direction for supporting action plans that are reported in the annual State of the Environment Report.



Banyule Place Policy & Strategy – provides the framework for maintaining and improving Banyule as a liveable and vibrant place.

Banyule City Council Annual Report 2013-2014

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City Plan context 

Banyule Participation Policy & Strategy – provides the framework for Council to support community involvement, by appropriately engaging with our community on issues that affect them, encouraging participation and advocating on behalf of our community.



Banyule Performance System: Strategic Resource Plan, Strategic Budget, 10 year Capital Works Plan, Banyule Management System - our ‘Performance’ objective is underpinned by policy context and strategic intent that is informed by a strong legislative framework, using industry best practice guides (eg. Reporting guidelines for local government budgets in Victoria, provided by The Institute of Chartered Accountants in Australia), and our Banyule Management System (BMS). The BMS is based on meeting the Best Value Principles of service delivery to our community, and incorporates a certification program against three key National and International Standards in Quality, Occupational Health and Safety and Environmental Management.

Strategic Resource Plan The Strategic Resource Plan, included in the City Plan, details the financial and non-financial resources required for the life of the City Plan to achieve Council’s strategic objectives. The Strategic Resource Plan as set out by legislation consists of the following:  

The ‘Performance–Use our resources wisely’ objective. This includes key directions for achieving the objective, and focus areas for the next four years The Financial Resources section, which includes information on financial position, financial statements and commentary on these.

The Strategic Resource Plan is updated annually. Annual Budget The Annual Budget is then framed within the Strategic Resource Plan, taking into account the activities and initiatives included in the Annual Budget which contribute to achieving the strategic objectives specified in the Council Plan. Our City Plan’s Relationship with the Municipal Public Health and Wellbeing Plan The City Plan and the Banyule People: Health and Wellbeing Policy & Strategy also meet Banyule’s obligation for a Municipal Public Health and Wellbeing Plan under the Victorian Public Health and Wellbeing Act 2008.

Banyule City Council Annual Report 2013-2014

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Banyule’s Profile Our Localities (Map showing boundaries, suburbs and adjoining municipalities) Banyule is located between 7 and 21 kilometres north-east of central Melbourne and is made up of 21 suburbs. The City covers an area of approximately 63 square kilometres. The Yarra River runs along the City’s south border while the west is defined by Darebin Creek. Banyule is renowned for its open spaces and plentiful parklands, especially along the Yarra and Plenty River valleys. There are 466 hectares of council-owned open space in Banyule, as well as substantial areas of parkland managed by Parks Victoria. These provide a wealth of recreational, environmental and tourism opportunities for the region. There are sites of botanical, zoological, habitat and heritage significance, including aboriginal archaeological sites and scar trees, and points of interest associated with the Heidelberg School of Artists. Banyule is the active resident’s dream place to live, with many excellent community leisure facilities including indoor aquatics and fitness centres at Ivanhoe, West Heidelberg and Watsonia and the brand new facility at Greensborough – WaterMarc. Greensborough also has a synthetic athletics track, while a hockey centre and indoor netball stadium can be found at Bellfield and Macleod respectively. There are other playing fields, tennis and bowling clubs throughout the municipality. Cycling and walking through Banyule are popular pastimes, made enjoyable by the many kilometres of bicycle and pedestrian trails throughout the city, particularly along the Yarra and Plenty Rivers and the Darebin Creek. The city is primarily a residential area and retaining the character of individual neighbourhoods is important to the local community. While separate houses dominate, increasing numbers of semidetached houses, townhouses and units are being built. Over two thirds of homes are privately owned or being purchased, with most of the rest being rented. Banyule has a number of commercial centres, the largest being the Greensborough Principal Activity Centre, with Heidelberg and Ivanhoe designated as Major Activity Centres. There are significant industrial areas in Heidelberg West, Greensborough, Briar Hill and Bundoora. The City is home to a number of large institutions such as the Austin Hospital including the Olivia Newton John Cancer Centre, the Mercy Hospital for Women, the Heidelberg Repatriation Hospital and the Simpson Army Barracks. Our Community Council recognises the habitation of this land by the Traditional Owners, the Wurundjeri willam. Melbourne’s north-east was the homeland of the Wurundjeri willam people who belonged to the Woiworung language group and greater Kulin Nation. The confederacy was made up of allied clans from south-central Victoria. Today, the Wurundjeri Tribe Land Compensation and Cultural Heritage Council, recognised as the Aboriginal custodians of Banyule and Kulin Nations, take care of this powerful cultural heritage. Council is committed to protecting Aboriginal heritage sites. Over fifty Aboriginal heritage sites have been identified in Banyule. Most are beside major waterways like Darebin Creek and the Yarra and Plenty Rivers.

Banyule City Council Annual Report 2013-2014

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Banyule’s Profile The City also has a significant European cultural heritage associated with painters of the Australian Impressionists (previously referred to as the Heidelberg School) such as Arthur Streeton, Tom Roberts, Charles Conder, Frederick McCubbin, Walter Withers, Jane Sutherland, Clara Southern and Jane Price, and architects and urban landscapers including Walter Burley Griffin, Ellis Stones and Edna Walling. Banyule has close links with the birth of the Australian Art Movement and influential artists such as Napier Waller, Albert Tucker, Sidney Nolan, Joy Hester and Norman MacGeorge, who bequeathed his estate in Fairy Hills to the University of Melbourne to encourage development of the arts. Sidney Nolan’s first art exhibition was held in Burgundy Street, Heidelberg. Heidelberg West is an area rich in history and diversity, and harbouring strong community spirit. The Olympic Village in Heidelberg West was the home of the Olympic athletes during the 1956 Melbourne Games. The village housed 4,200 athletes representing 67 countries. Shortly after the Olympic Games had finished, some of the Village housing was made available for sale, however the Village was largely converted to public housing and tenanted by the then Housing Commission of Victoria. The Olympic Village today is similar to the original village. Minor variations exist in the road network and in the types of housing provided, but the area remains largely in its original form. In 2000, the Village hosted the Olympic Torch Relay for the Sydney Olympics. Banyule has a diverse community of more than 124,000 residents from over 50 countries. A significant number of residents have European ancestry, and there is an increasing population of people with Asian and African ancestry. This diverse population brings a cultural richness to our community. Although the number of people living in Banyule is expected to increase in the next decade, our population is expected to age, with the greatest growth occurring in the over 60 age group. However, recently the population of under 4 year olds has grown, as Banyule, along with the nation as a whole, has experienced a mini ‘baby boom’. Banyule’s main industries are health care, retail, education, manufacturing and professional and scientific services. A large number of the jobs available in Banyule are filled locally. Snapshot of Banyule City Council This section sets out demographic information about the municipality which has influenced the strategic planning, budgets and resourcing for various services. Banyule City Council Banyule City Council was formed in 1994 and comprises 21 suburbs that lie between 7 and 21 kilometres north-east of central Melbourne. In total it covers an area of 63 square kilometres. Population The estimated resident population of Banyule at 2013 was 124,475. Since 2008, the population grew by 3% from 120,580 residents. (Source: Australian Bureau of Statistics, Regional Population Growth (3218.0)). Age Groups Compared to the metropolitan area as a whole, Banyule has a lower proportion of residents in the younger age groups and a higher proportion in the older age groups. The major differences between the age structure of the City of Banyule and the Melbourne average show:  A larger percentage of residents aged over 50 including older workers, retirees and seniors (35% compared to 30%), and;  A smaller percentage of the younger workforce, 25 to 34 year olds (13% compared to 15%).

Banyule City Council Annual Report 2013-2014

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Banyuleâ&#x20AC;&#x2122;s Profile Although some of the older age groups (60 to 69 years of age) have continued to rise markedly in size (by 19% between 2006 and 2011), there has also been growth in the youngest age group (0 to 4 year olds), up by 13% since 2006. (Source: Australian Bureau of Statistics, Census of Population and Housing, 2011 and 2006). Births Alongside an ageing population, there has been a slight overall increase in the number of babies born, from 1,595 in 2006/07 to 1,659 in 2011/12. (Source: Department of Education and Early Childhood Development, 2012). Cultural diversity Banyule is a culturally and linguistically diverse municipality. There are over 50 different cultural backgrounds identified by residents, and over 30 different languages are spoken at home. A greater proportion of Banyule residents were born overseas in 2011 compared to 2006 (22.1%, up from 19.7%), a trend that mirrors the broader picture in Victoria (26.2%, up from 23.8%). The dominant birthplaces of Banyule residents born overseas are Italy and China, with emerging trends for China, India, New Zealand, Malaysia, Somalia, South Africa and Iran. At the last Census count, there were 619 people of Indigenous Australian origin, comprising 0.5% of the population compared to 0.7% in Victoria. Between 2006 and 2011, Banyule has experienced a significant shift in cultural and linguistic diversity. There are (4,471) fewer residents with an Australian ancestral background, and more from other ancestral backgrounds. Ancestral groups with the largest increase in numbers include English (by 2,855), Irish (by 1,201), Scottish (by 1,361), Italian (by 644) and Chinese (by 1,506). Residents of Indian ancestry have almost doubled in number (from 1,148 in 2006 to 2,156 in 2011), and those with Somali ancestry increased significantly as a proportion of their total population size (from 564 in 2006 to 864 in 2011). Nearly 20% of residents spoke a language other than English at home, which is a rise of almost a fifth between 2011 and 2006. The main languages other than English spoken at home were Italian, Greek, Mandarin, Cantonese and Arabic. Between 2006 and 2011, languages that have experienced the most growth are Mandarin, Somali, Hindi and Punjabi. (Source: Australian Bureau of Statistics, Census of Population and Housing, 2006 and 2011). Housing There was an increase in the number of dwellings in Banyule between 2006 and 2011 of 1,918, a growth of 4.1%, however the increase was not as large as in Victoria where the number of dwellings rose by 8.6%. The average household size has remained stable in Banyule and Victoria at 2.56 persons per household. Analysis of the housing tenure of the population of Banyule in 2011 compared to Victoria shows that there was a larger proportion of households which own their dwelling; a smaller proportion purchasing their dwelling; and a smaller proportion who were renters. Overall, 38.0% of the population owned their dwelling; 33.6% were purchasing, and 23.4% were renting, compared with 33.0%, 34.5% and 25.9% respectively for Victoria. Household structure trends for Banyule as a whole indicate that there is an increasing proportion of older couples, an increasing proportion of couples with younger children, a decreasing proportion of one parent families with young children and a stable proportion of older lone persons. (Source: Australian Bureau of Statistics, Census of Population and Housing, 2006 and 2011). Banyule City Council Annual Report 2013-2014

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Banyuleâ&#x20AC;&#x2122;s Profile Education A higher proportion of Banyule residents had completed a higher level of secondary schooling compared to Victoria as a whole in 2011. 56.0% of residents completed Year 12 or equivalent compared to 49.8% across the State. Banyule also had a lower proportion of residents (25.3%) who left school early (Year 10 or less) compared to Victoria (29.2%). Year 12 completion amongst residents of Watsonia and Heidelberg West was lower than the Banyule average (47% and 46% of residents respectively, compared to 56% for Banyule). Compared with 2006, there were more Banyule residents with degree level or above qualifications and fewer residents with no qualifications at all. In 2011, a greater proportion of Banyule residents were not attending educational institutions than Victorian residents as a whole (71.3% compared to 69.8%). The lower figure may reflect the older population profile of Banyule in comparison to the State. (Source: Australian Bureau of Statistics, Census of Population and Housing, 2006 and 2011). Employment In Banyule, 58,669 residents are employed from a total labour force of 61,388. Full-time workers account for 58.7% and part-time workers account for 35% of the workforce. The latest figures available (December 2013) indicate that the unemployment rate in Banyule was 3.9% which compares favourably with Melbourne as a whole, where the unemployment rate was 6.3%. Nationally the figure was 5.9%. Banyule had a higher proportion of part-time workers than Melbourne in 2011; 35% compared to 32.3%. However, the trend in Banyule and Melbourne over the past ten years has seen a growing proportion of the workforce on part-time hours. Trends indicate that although unemployment is relatively low it is growing. In Banyule the unemployment rate rose from 3% in 2008 to 3.9%in 2013. Unemployed residents are unevenly spread across Banyule and some areas demonstrate significantly higher unemployment rates than others. Banyuleâ&#x20AC;&#x2122;s main industries are health care, retail, education, manufacturing and professional and scientific services. A large number of the jobs available in Banyule are filled locally. (Source: Australian Bureau of Statistics, Census of Population and Housing, 2006 and 2011).

Banyule City Council Annual Report 2013-2014

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Our Council Banyule is divided into seven wards with one councillor representing each ward. Local government elections are held every four years by attendance voting.

Council’s Role The role of the Council is to provide leadership for the good governance of Banyule. The Council serves the community, including ratepayers, residents, businesses, workers and community groups. Council is the level of government closest to the community and takes an active role in advocating for the needs and interests of residents to other levels of government. The principal duties of the Council are to:  review and confirm the strategic direction of the Council which is set out in the City Plan and the Annual Business Plan  approve the Council budget and resource allocation plan  consider and approve a range of strategies and policies prepared by Council officers  fulfil responsibilities in relation to providing quality services, occupational health and safety and protection of the environment.

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Our Council Councillors

Mayor Cr Craig Langdon

Cr Steven Briffa

Olympia Ward

Hawdon Ward

Elected 2011. Retires 2016.

Elected 2008. Retires 2016.

0401 097 032

0429 807 052 steven.briffa@banyule.vic.gov.au

craig.langdon@banyule.vic.gov.au Deputy Mayor 2012/13

Deputy Mayor 2013/2014

Cr Wayne Phillips Cr Mark Di Pasquale Bakewell Ward Elected 2012. Retires 2016. 0481 002 299 mark.dipasquale@banyule.vic.gov.au

Beale Ward Elected 2005. Retires 2016. 0408 999 189 wayne.phillips@banyule.vic.gov.au Mayor 2005/06, 2006/07, 2007/08, 2009/10, 2012/13 Deputy Mayor 2010/11,2011/12

Cr Jenny Mulholland

Cr Rick Garotti

Griffin Ward

Grimshaw Ward

Elected 2000. Retires 2016.

Elected 2012. Retires 2016.

0413 986 912 jenny.mulholland@banyule.vic.gov.au

0402 846 845 rick.garotti@banyule.vic.gov.au

Mayor 2003/04 March 04/Dec 04 Deputy Mayor 2004/05, 2009/10

Cr Tom Melican Ibbott Ward Elected 2003 Retires 2016 9459 8026 tom.melican@banyule.vic.gov.au Mayor 2008/09, 2011/12 Deputy Mayor 2006/07, 2007/08

Banyule City Council Annual Report 2013-2014

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Corporate Governance PROCESSES OF GOVERNANCE Good Governance At Banyule we are committed to fair dealing and high standards of ethical behaviour in caring for and managing our City. The community places its trust in our Councillors, staff and contractors to ensure that we serve them faithfully and honestly and manage resources responsibly on their behalf. We must therefore ensure the business of Council is conducted efficiently, impartially and with integrity, and that the interests of the Banyule community are always our priority. Underpinning everything we do at Council is strong governance, astute financial management and efficient service delivery. We remain transparent and accountable as an organisation. Decision Making Council’s formal decision-making processes are conducted through Council meetings of Council. Council delegates the majority of its decision-making to Council staff. These delegations are exercised in accordance with adopted Council policies. Council Meetings Ordinary meetings of Council are generally held on a fortnightly basis on a Monday evening excluding January. The meeting schedule is adopted by Council each year and is advertised in the local paper calendar and on Council’s website. They start at 7.30 pm with a public forum, with the formal Council meeting beginning at 7.45 pm. Council decisions are made by Councillors at Council meetings. Meetings are open to the public unless the Council resolves to close the meeting to consider confidential matters. Council meetings provide residents with an opportunity to witness the discussion and decisions of Council, to ask questions of Council and to raise issues for Council to consider in its decision-making process. The meeting procedure is outlined in Council’s Conduct of Meeting Local Law 2005 (No.2). The local law and Meeting Procedures Code regulates the conduct of Council meetings and use of the Common Seal. Voting is by a show of hands. The Mayor takes precedence at all municipal proceedings within the municipality and takes the chair at all meetings of the Council when present. Public Participation in Council Meetings Anyone can address Council on a matter that is on the Council Agenda by submitting a written request to speak on the day of the meeting. Speakers are allowed three minutes to present to Council. A public forum is held prior to each meeting where members of the gallery may ask a question of the Council. Where questions cannot be answered on the evening, they will be ‘taken on notice’ and the relevant staff member will make contact with the enquirer. Members of the community can provide input through the conventional process of petitions. In this way they can raise the attention of the whole Council to matters that are of concern to a number of residents.

Banyule City Council Annual Report 2013-2014

Page 16

Corporate Governance Councillor Briefing Sessions In addition to regular Council meetings, briefing sessions are held to inform Councillors about important issues. These sessions provide Councillors and Council officers with an opportunity to discuss issues in detail, seek further information and allow questions and concerns to be addressed in an open and frank environment. Briefing meetings are not a decision-making forum; they allow Councillors to explore options and gain a more detailed understanding of the matter/s in question. Decisions of Council can only be made during Council meetings. Most Councillor briefing sessions are considered an Assembly of Councillors, further information is provided below. Assembly of Councillors The Local Government Act 1989 requires councils to keep a record of any planned or scheduled meetings where at least half the Councillors (4) and one member of Council staff are present to consider matters that are intended or likely to be the subject of a decision of the Council, or subject to the exercise of a function, duty or power of a Council that has been delegated to a person or committee. An assembly of Councillors does not include a meeting of the Council, a special committee of the Council, or any club, association, peak body, political party or other organisation. At an assembly of Councillors, if a Councillor has a conflict of interest they must disclose it, complete a prescribed form and leave the assembly before the matter is considered. Council keeps a written record of the names of Councillors and members of Council staff attending the meeting, the matters considered at the meeting, and any conflict of interest disclosures made by a Councillor attending. The public can inspect an Assembly of Councillors record for 12 months after the date of the Assembly. For the 2013/2014 period, 74 Assemblies of Councillors were recorded. Period

Council Meetings

2013/2014

Assembly of Councillors 74

Committees Council has no special committee as permitted under Section 86 of the Local Government Act 1989. Council has established a number of advisory committees and Councillors are appointed as representatives on those committees. In addition to the Council-established advisory committees, there are a number of other committees that include nominated Councillor Representatives. Delegation of Powers Numerous duties, functions and powers are conferred on Council through legislation such as the Local Government Act 1989, the Planning and Environment Act 1987, the Building Act 1993 and others. Obviously the Councillors cannot deal with the daily minutiae of Council business and the Council has delegated to the Chief Executive Officer the authority and powers necessary to comply with the legislation and implement the strategies approved by the Council. The Chief Executive Officer has further delegated powers to Council officers who carry out the functions of the Council on a day-to-day basis. The powers, duties and functions delegated to officers must be exercised in ways consistent with previously established guidance or direction from the Council. There are certain powers that the Council cannot delegate and these include:  the awarding of a contract in excess of $500,000  the purchase or disposal of land  making a local law  adopting the Council Plan and Council Budget  declaring a rate.

Banyule City Council Annual Report 2013-2014

Page 17

Corporate Governance The Instrument of Delegation must be reviewed by the newly-elected Council within the first 12 months of office and a major review was undertaken in October 2013. Councillor Code of Conduct Banyule’s Councillor Code of Conduct is designed to assist Councillors in maintaining the highest standards of conduct and behaviour as well as provide a means for dealing with conflicts which may occur. The Code is also intended to assist the Mayor, Deputy Mayor and Councillors to discharge their public office appropriately. (Further information regarding the Councillor Code of Conduct is available on Banyule’s website.) The Local Government Act 1989 (the Act) requires Council to review the Councillor Code of Conduct within 12 months of a general election. Council last reviewed the code on 9 September 2013. This was a major review after the general election held in 2012. A new Values and Behaviours section was developed and included in the Code. As community and civic leaders, Councillors commit to lead by example and promote the highest standard in the way Council business is conducted. The following headings have been included as the new Values and Behaviours: 

Advocacy and Leadership - Councillors will strongly represent and advocate on behalf of the community and exercise courage in leadership and decision-making.



Accountability - Councillors will actively and openly participate in Council decision-making processes and strive to achieve effective governance and the best outcome for the community



Honesty and Integrity - Councillors will always act with honesty and integrity and demonstrate high standards of professionalism.



Courtesy and Respect - Councillors will act in ways which support individual contribution and worth and strive to achieve healthy working relationships



Openness and Inclusiveness - Councillors will value the contribution and individuality of others and commit to develop open and positive working relationships



Be the Best - Councillors will aim to achieve continuous improvement in performance and the highest standards and outcomes for the City of Banyule.

The Councillor Code of Conduct also includes: 

conduct principles



procedures for resolving disputes between Councillors



procedures for the disclosure of conflict of interests



a statement of caretaker procedures for the election period



procedures to ensure Council resources are not inappropriately used during an election period.

Staff Code of Conduct The Local Government Act 1989 requires Council to develop and implement a code of conduct for staff to guide employees in carrying out their duties with honesty and integrity. Banyule’s Staff Code of Conduct was revised and adopted in March 2014. The purpose of the code is also to ensure compliance with all relevant legislative and internal requirements, meet the highest standards, and avoid any form of conduct that may bring the Council, Councillors or employees into disrepute.

Banyule City Council Annual Report 2013-2014

Page 18

Corporate Governance The following general principles are included: (a) Avoiding conflicts between his or her public duties as a Councillor and his or her personal interests and obligations. (b) Acting honestly and avoiding statements (whether oral or in writing) or actions that will or are likely to mislead or deceive a person. (c) Treating all persons with respect and having due regard to the opinions, beliefs, rights and responsibilities of other Councillors, council officers and other persons. (d) Exercising reasonable care and diligence and submitting himself or herself to the lawful scrutiny that is appropriate to his or her office. (e) Endeavouring to ensure that public resources are used prudently and solely in the public interest. (f) Acting lawfully and in accordance with the trust placed in him or her as an elected representative. (g) Supporting and promoting these principles by leadership and example and acting in a way that secures and preserves public confidence in the office of Councillor. In addition, the Act also specifies that the Councillor Code of Conduct needs to address the types of conduct that are expressly prohibited including: 

A Councillor must not misuse his or her position to gain an advantage for himself/herself or for another person, or to cause detriment to the Council or another person.



A Councillor must not improperly direct or influence a member of Council staff in the exercise of any power or in the performance of any duty or function by that staff member.



A Councillor must not release information that he or she knows is confidential.

Breaches of the Act may be subject to severe penalties. Councillor Training As part of ongoing Professional development and training for Councillors the following workshops were held: 

‘Walking the Talk – Equal Opportunity and Councillor Conduct’ held in October 2013. The purpose of the session was to appreciate the impact of harmful behaviours on morale and productivity, understand the new positive duty to prevent discrimination in the Equal Opportunity Act 2010, understand the distinctions between the terms “unlawful discrimination”, “bullying” and “sexual harassment” and be clear on their responsibility to model only helpful behaviour in their Council roles.



Councillors along with officers attended Governance and Operational Training Workshops for Class B Cemetery Trusts. The training was designed specifically for cemetery trusts and funded by the Department of Health, with a focus on the legislation, regulations and responsibilities that Trust Members assume. It covered specific duties and responsibilities, particularly in relation to cemetery risk management, financial viability and sustainability. The Banyule Cemeteries Trust is responsible for the operation and maintenance of Warringal Cemetery and Greensborough Cemetery. Warringal Cemetery is the primary operational cemetery. The Banyule Cemeteries Trust is managed by Banyule City Council under the Local Government Act. The Trust must comply with the Cemeteries and Crematoria Act 2003 and the Cemeteries and Crematoria Regulations 2005, all Councillors are Trust Members.

Banyule City Council Annual Report 2013-2014

Page 19

Corporate Governance Councillors’ Legal Obligations The Local Government Act 1989 sets out, in general terms, the conduct expected of Councillors and members of special committees. In performing the role of a Councillor, Councillors must act honestly and must exercise reasonable care and diligence in carrying out their duties. Councillors must not make improper use of their position or information gained in their role as a Councillor to: 

gain, or attempt to gain, directly or indirectly, an advantage for themselves or for any other person



cause, or attempt to cause, detriment to the Council.

Disclosure of Interests The Local Government Act 1989 places stringent obligations on Councillors to disclose any conflict of interest they may have in a matter which is to be, or is likely to be, considered or discussed at a meeting of the Council or a special committee. Conflict of interest provisions apply only if the nature of the interest of the Councillor may conflict with the performance of their public duties. Where a conflict of interest exists the Councillor is not allowed to vote on the matter before Council and must leave the Council chamber before the vote is taken. Disclosure of conflict of interest provisions requires a Councillor to disclose the type of interest, whether it is direct or indirect, and the nature the conflict of interest. A direct interest generally exists if the Councillor is directly affected or their circumstances directly altered. Direct interests specifically include circumstances where the Councillor is reasonably likely to be directly affected financially, or where their residential amenity is likely to be directly affected. An indirect interest generally arises as a result of a connection with another person, organisation or circumstance. Indirect interests are described as: 

a close association in the matter: this is where a ‘family member’ who regularly resides with the Councillor has a direct or indirect interest, or a ‘relative’ has a direct interest, or a member of the person’s household has a direct interest in the matter



an indirect financial interest in the matter



a conflicting duty. Note there are circumstances where a person does not have an indirect interest because of a conflicting duty



receipt of an applicable gift



someone who becomes an interested party in the matter by initiating civil proceedings or becoming a party to civil proceedings in relation to the matter



residential amenity is likely to be altered.

To ensure impartiality in decision-making, Councillors, senior and nominated officers are required to make a six-monthly return of any prescribed interest they hold. Council staff with delegated powers must also disclose any conflict of interest they may have in a matter where they are executing their delegated authority.

Banyule City Council Annual Report 2013-2014

Page 20

Corporate Governance During 2013-14, twelve (12) conflicts of interest were declared at Council meetings. Conflict of Interest

Number

Direct Interest (S77B) Indirect Interest (S78) Indirect Interest by Close Association (s78)

Indirect Interest that is an indirect financial interest (s78A)

Indirect Interest because of conflicting duties (s78B)

Indirect Interest because of receipt of applicable gift (s78C) Indirect Interest as a consequence of becoming an interested party (s78D) Indirect Interest because of residential amenity (s78E) Conflicting personal interest (s.79B)

Total

Councillor Remuneration The Local Government Act 1989 provides for Councillors to be paid an allowance for their services. These allowances are determined by the State Government which provides for an annual adjustment factor to be applied to the Mayoral and Councillor allowances. In accordance with Section 74 the Local Government Act 1989 (the ‘Act’), a Council must review and determine the level of Councillor and Mayoral allowance within the period of 6 months after a general election or by next 30 June, whichever is later. On 4 February 2013, Council set the Mayoral and Councillor Allowances which will be payable during the next four financial years and effective from the 27 October 2012. The allowances were adjusted in line with Section 73B of the Local Government Act 1989. Period

Mayoral Allowance

Councillor Allowance

1/7/13 – 31/12/13

$69,325 per annum pro rata

$22,405 per annum pro rata

1/01/14 – 30/06/14

$70,416 per annum pro rata

$22,757 per annum pro rata

Councillors also receive other forms of support including a computer and fax machine, communication assistance such as landline and mobile phone, and personalised stationery to enable them to fulfil their role in accordance with the Local Government Act 1989. In addition to the above, the Mayor receives a fully serviced vehicle to enable mayoral obligations to be fulfilled.

Banyule City Council Annual Report 2013-2014

Page 21

Corporate Governance COMMITTEES Council Committees Council Committees Arts and Cultural Advisory Group Formal mechanism for Council to consult with key stakeholders, seek specialist advice and enable community participation in arts and cultural planning and development. Asset Management Steering Committee To implement Council’s Asset Management Strategy and ensure a corporate approach across Council. Audit Committee – Councillors Improves the quality of financial reporting and ensures Council makes informed decisions regarding accounting policies, practices and disclosures. Banyule Bicycle Advisory Committee This committee will provide advice on the implementation of the Banyule Bicycle Strategy 2010-2020 and Implementation Plan and other related documents/initiatives, as well as providing advice to Council on relevant cycling matters and raising cycling issues of local, regional or global interest or concern for consideration by Council. Banyule Community Plan Implementation Committee This committee will monitor the implementation of the Community Plan. It is made up of representatives from each of the project groups undertaking the Community Plan actions and Council to ensure that communication is maintained between the Community Plan and Council’s other planning processes. Banyule Environment Advisory Committee (BEAC) Assists with the implementation and monitoring of the Banyule Environmental Sustainability Policy and Strategy, the production of the annual State of the Environment Report and provides advice and comment on environmental matters. Banyule Multicultural Advisory Group The aim of BMAC is to provide Council with advice on multicultural issues and on the development and implementation of Council’s Inclusion. Access and Equity Plan (IAEP). Banyule Road Safety Committee This committee will provide advice to Council and Council staff on the implementation of the Banyule Road Safety Plan 2010-2015 and other related documents/initiatives, as well as providing advice to Council on relevant road safety matters and raising road safety issues of local, regional or global interest or concern for consideration by Council.

Banyule City Council Annual Report 2013-2014

1 July 2013 to 11 November 2013 Cr Jenny Mulholland Cr Tom Melican

12 November 2013 to 30 June 2014 Cr Jenny Mulholland Cr Tom Melican

Cr Steven Briffa Cr Wayne Phillips Cr Mark Di Pasquale (substitute) Cr Rick Garotti Cr Mark Di Pasquale Cr Craig Langdon (substitute) Cr Tom Melican (substitute)

Cr Tom Melican Cr Steven Briffa

Cr Rick Garotti Cr Rick Garotti Cr Mark Di Pasquale Cr Mark Di Pasquale Cr Craig Langdon (substitute) Cr Craig Langdon (substitute)

Cr Craig Langdon Cr Tom Melican (substitute)

Cr Steven Briffa Cr Tom Melican (substitute)

Cr Rick Garotti Cr Mark Di Pasquale (substitute)

Cr Craig Langdon Cr Steven Briffa Cr Tom Melican (substitute)

Page 22

Corporate Governance Council Committees continued Early Years Advisory Committee To advise and inform Council’s planning response to early childhood issues and developments from a parent/carer perspective. Gay, Lesbian, Bisexual, Transgender and Intersex (GLBTI) Advisory Committee The aim of the GLBTI committee is to provide Council with advice and information on issues facing the GLBTI community and on the development and implementation of Council’s Inclusion, Access and Equity Plan (IAEP). Ivanhoe Community Consultative Committee The role of the Committee is to identify and direct the type, level and quantity of land use and development changes in the Ivanhoe precinct for inclusion in the Ivanhoe Structure Plan. Neighbourhood Character Focus Group To represent Council’s interests on local housing topics expressed in the Banyule Housing Strategy and Neighbourhood Character Strategy. Strategic Property Group The purpose of this committee is to review the current and future property requirements of the Council to ensure that adequate provision is made to meet future community needs.

Banyule City Council Annual Report 2013-2014

1 July 2013 to 11 November 2013 Cr Mark Di Pasquale Cr Jenny Mulholland (substitute)

12 November 2013 to 30 June 2014 Cr Mark Di Pasquale Cr Jenny Mulholland (substitute)

Cr Jenny Mulholland Cr Craig Langdon (substitute)

Cr Jenny Mulholland Cr Craig Langdon Cr Wayne Phillips (substitute)

Cr Wayne Phillips Cr Steven Briffa Cr Jenny Mulholland (substitute) Cr Mark Di Pasquale Cr Wayne Phillips Cr Steven Briffa Cr Craig Langdon

Page 23

Corporate Governance External Committees In addition to the Council-established advisory committees there are a number of other committees that include nominated Councillor Representatives. External Committees Darebin Creek Management Committee Established to ensure the preservation, restoration, environmental protection, and ecologically sensitive development and maintenance of the Darebin Creek Linear Park. Melbourne’s Valley of the Arts Regional Tourism Board (MVotA) To promote the middle Yarra parklands area to increase recognition of its arts, cultural and environmental heritage amongst local residents and visitors to Melbourne. Metropolitan Transport Forum To promote effective, efficient and equitable transport in metropolitan Melbourne by providing a forum for debate, research and policy development, and by disseminating information to improve transport choices. Metropolitan Waste Management Group Provides a framework for strategic regional waste management planning and a waste management coordination role for waste issues in regions. Municipal Association of Victoria (MAV) and Australian Local Government Association (ALGA) Provides leadership by supporting local governments to achieve high levels of respect and recognition through improved performance. Municipal Association of Victoria (MAV) – Environment Committee To provide strategic advice to the MAV on environment issues of importance to local government and the needs and issues of members in delivery of environmental outcomes. Municipal Association of Victoria (MAV) - Future Growth Reference Group A reference group to develop a consolidated policy position for housing planning for greater Melbourne. Municipal Association of Victoria (MAV) – Future of Local Government (FOLG) Strategic Change Group To collectively establish an agreed future vision for local government and to develop frameworks and tools to enable councils to achieve that vision. Municipal Association of Victoria (MAV) – Planning Advisory Group & Metro Strategy Group Established by the MAV as a forum to identify, discuss and progress actions to address issues for local government associated with the implementation of the Melbourne 2030 (M2030) policy framework.

Banyule City Council Annual Report 2013-2014

1 July 2013 to 11 November 2013 Cr Craig Langdon Cr Jenny Mulholland (substitute)

12 November 2013 to 30 June 2014 Cr Craig Langdon Cr Jenny Mulholland (substitute)

Cr Craig Langdon Cr Jenny Mulholland (substitute)

Cr Tom Melican Cr Rick Garotti (substitute)

Cr Craig Langdon Cr Tom Melican (Director on the MWMG Board 23/04/13 – 28/10/16) Cr Wayne Phillips (substitute) Cr Jenny Mulholland Cr Tom Melican (substitute)

Cr Jenny Mulholland Cr Tom Melican

Cr Wayne Phillips

Cr Jenny Mulholland Cr Tom Melican

Cr Jenny Mulholland Cr Tom Melican (substitute)

Cr Tom Melican Cr Jenny Mulholland (substitute)

Page 24

Corporate Governance External Committees continued Municipal Association of Victoria (MAV) - Transition Community Working Group Formed by the MAV to assess the Transition Community framework and allow communities to become aware of future global challenges and encourage them to work together to produce plans to achieve a transition to a better future at a local level. Municipal Association of Victoria (MAV) â&#x20AC;&#x201C; Transport and Infrastructure Advisory Group To advise the MAV on strategic infrastructure and transport issues impacting on local governments and to assist the MAV to carry forward key policies and campaigns in this area. Napier Waller Property Committee of Management To manage the restoration of the house, garden and art collection of the former residence of the artist Napier Waller. Northern Alliance for Greenhouse Action (NAGA) Investigates, develops and coordinates energy saving and greenhouse gas emissions abatement projects within the NAGA region. Northern Melbourne Regional Development Australia Committee An Australian Government initiative that aims to bring together all levels of government to enhance the growth and development of regional Australia and to ensure that the three levels of government work in partnership to benefit local communities and find local solutions. Northland Structure Plan Steering Committee In partnership with Darebin City Council, the Committee is intended to represent Heidelberg West and create a Masterplan for Darebin Creek. The Committeeâ&#x20AC;&#x2122;s vision is for Northland to transform into a vibrant mixed use activity centre that provides for future community needs and new development options in Darebin and Banyule. Olympia Housing Initiative - Community Liaison Committee The Olympia Housing Initiative is a ten-year program to improve housing in the suburbs of Heidelberg West, Heidelberg Heights and Bellfield, and will contribute to making better neighbourhoods, to improving streetscapes and amenity, and to creating a balanced and sustainable mix of public and private housing. Community Liaison Committees are established in major public housing redevelopments to enhance the stakeholder consultation process and to enable community participation in the project.

Banyule City Council Annual Report 2013-2014

1 July 2013 to 11 November 2013 Cr Tom Melican

12 November 2013 to 30 June 2014 Cr Tom Melican

Cr Tom Melican Cr Mark Di Pasquale

Cr Jenny Mulholland Cr Craig Langdon (substitute)

Cr Tom Melican

Cr Craig Langdon

Page 25

Corporate Governance External Committees continued Victorian Local Governance Association The VLGA is a principle source of democratic and cooperative leadership to municipalities and associated community groups. It assists local governments to maintain peace, order and good government in Victoria. 3081 Connect (formerly known as the West Heidelberg

1 July 2013 to 11 November 2013 Cr Rick Garotti Cr Tom Melican (substitute)

12 November 2013 to 30 June 2014 Cr Rick Garotti Cr Tom Melican (substitute)

Cr Craig Langdon

Cr Jenny Mulholland Cr Mark Di Pasquale Cr Steven Briffa (substitute) Cr Craig Langdon (substitute) Cr Jenny Mulholland Cr Mark Di Pasquale Cr Steven Briffa (substitute) Cr Craig Langdon (substitute)

Cr Jenny Mulholland Cr Steven Briffa Cr Craig Langdon (substitute)

Neighbourhood Renewal Steering Committee)

This committee is made up of 11 organisation representatives and 11 residents. The role of the committee is to develop a Community Action Plan in response to the needs of residents and oversee the implementation and evaluation of the activities in the plan. Yarra Plenty Regional Library Audit Committee A sub-committee of the Yarra Plenty Regional Library Board which advises on financial and risk management issues. Yarra Plenty Regional Library Service Board The Board is made up of two representatives of the three municipalities (Banyule, Nillumbik and Whittlesea) that constitute the service. Its role is to set policy and direction for the regional library service.

Banyule City Council Annual Report 2013-2014

Cr Jenny Mulholland Cr Steven Briffa Cr Craig Langdon (substitute)

Page 26

Corporate Governance COUNCILLOR ATTENDANCE OF COUNCIL MEETINGS

Cr R Garotti

Cr C Langdon

Cr T Melican

Cr J Mulholland

19 4

21 2

16 7

23 -

20 3

21 2

Cr W Phillips

Cr M Di Pasquale

Meetings held

Cr S Briffa

Council Meetings 1 July 2013 to 30 June 2014

Meetings of Council Council Ordinary Meeting Leave of Absence/ Apology Special Meetings Special Meeting Leave of Absence/ Apology Note: Councillor Jenny Mulholland received a Leave of Absence from 30 May 2014 to 6 June 2014. Councillor Steven Briffa received a Leave of Absence from 15th July 2013 to 16 August 2013. Councillor Tom Melican received a Leave of Absence from 18th June 2013 to 25 July 2013.

Banyule City Council Annual Report 2013-2014

Page 27

Corporate Governance WARD FUNDING In March 2014, the Victorian Parliament introduced the Local Government Amendment (Governance and Conduct) Bill 2014 (the Bill). This Bill contains numerous significant changes to the Local Government Act 1989 in relation to Councillor conduct issues and ensuring implementation of good governance practices. The Bill is likely to be passed later in the 2014 year. Amongst the many new provisions, a new provision was introduced which prohibits Councils from having a policy in relation to Councillor discretionary funds. This directly impacted on Council’s current review of the Banyule Ward Funds Policy. On the 14 April 2014, Council at its meeting resolved to cease operation of its Ward Fund program. The information contained in this Annual Report relates to the period 1 July 2013 until the 14 April 2014 when Ward Funds were in place. Ward Funds 1 July 2013 to 14 April 2014 Ward funds when they were in operation were discretionary Council funds recommended by a Ward Councillor for a community initiative and was required to be adopted by Council during Ordinary Meetings of Council. In 2013-2014 Councillors were allocated $30,000 for the ward fund distribution, with the ability to carry forward unexpended funds up to 50% of the yearly allocation, to the next financial year. Ward funding aimed to:  Assist a recognised community group whose services, programs or activities are used by or are of benefit to Banyule residents.  Assist an individual to participate in a sporting, cultural or educational event.  Support an event or activity which will be of benefit to or interest to Banyule residents.  Demonstrate benefits to the Banyule community and be consistent with the objectives and directions of the City Plan. Council originally adopted the Banyule Council Ward Fund Policy on 18 March 2013. This policy provided an opportunity to meet community needs and requests, on a small scale, which occurred throughout the year, which merit consideration and funding. These requests were usually not known at the time of the adoption of the budget. The criteria for eligibility for a Ward Fund for individuals or community groups was outlined in Council’s Ward Fund Policy which was available on Council’s website. Bakewell Ward Cr Mark Di Pasquale donated a total of $11,258.49 in Ward Funds: Diamond Valley Athletics Club

Concrete slab for outbuilding shelter

$ 1,430.00

St Mary’s Little Athletics Club

Purchase of new Sun Smart singlets for the Club

1,500.00

North East Region Volunteer Resource Centre (known as Volunteers of Banyule)

Purchase six new computers and upgrades to eight existing computers. 20% share with four other Wards

1,026.80

Greensborough Bowling Club

Contribution to costs of painting fascia and eaves of Greensborough Bowling Club

3,930.00

Greensborough Interchurch Council

Support the Festival of Family Carols at St Mary’s Church on 1 December 2013. 50% share with Grimshaw Ward

387.50

Montmorency Primary School

Purchase library books and resources

1,735.19

Rotary Club of Greensborough Central

Purchase of a marquee to be used for community events and activities

1,249.00

Banyule City Council Annual Report 2013-2014

Page 28

Corporate Governance WARD FUNDING (continued) Beale Ward Cr Wayne Phillips donated a total of $3,250.00 in Ward Funds: Heidelberg Allstars Inc

Support for Allstars Seniors Concert

Banyule City Council

Streetscape works for Balaka Place Bundoora. Part share with Grimshaw Ward

$ 250.00 3,000.00

Griffin Ward Cr Jenny Mulholland donated a total of $8,524.81 in Ward Funds: Ivanhoe Uniting Church Kindergarten

Design for outdoor play space

$ 2,000.00

Brendan Smith

Assist attendance at the International Awards Competition - The Arts of Fashion in United States of America

2,000.00

Livingstone Community Centre

Play equipment for play group – 50% share with Olympia Ward

North East Region Volunteer Resource Centre (known as Volunteers of Banyule)

Purchase six new computers and upgrades to eight existing computers. 20% share with four other Wards

1,026.80

Oriel Services Limited

Purchase household items, white goods, for Hi City Industries’ residential houses. 50% share with Olympia Ward

2,292.73

Phoenix Choir

978.55

Contribution to CD Launch and Celebration Concert. 50% share with Olympia Ward

226.73

Grimshaw Ward Cr Rick Garotti donated a total of $25,651.58 in Ward Funds: $ Watsonia RSL Sub-Branch Inc

Purchase two signs to advertise RSL Cherry Street Avenue of Honour events

Plenty Valley Cricket Club

Contribution for soil and other costs to upgrade the AK Lines Reserve centre cricket wicket table

3,000.00

Watsonia Traders’ Association

Contribution to cost of the Watsonia Motor Show on 9 November 2013

5,000.00

Watsonia North Preschool

Support purchase of a new play fort

3,122.73

North East Region Volunteer Resource Centre (known as Volunteers of Banyule)

Purchase six new computers and upgrades to eight existing computers. 20% share with four other Wards

1,026.80

Greensborough Interchurch Council

Support the Festival of Family Carols at St Mary’s Church on 1 December 2013. 50% share with Bakewell Ward

Banyule City Council Annual Report 2013-2014

554.55

387.50 Page 29

Corporate Governance WARD FUNDING (continued) Grimshaw Ward (continued) Cr Rick Garotti donated a total of $25,651.58 in Ward Funds: Watsonia North Preschool

Install a bike path

$ 2,200.00

Banyule City Council

Streetscape works for Balaka Place Bundoora. Part share with Beale Ward

9,000.00

St Damianâ&#x20AC;&#x2122;s Junior Football Club

Covering for exposed coaches boxes at Binnak Park

1,360.00

Hawdon Ward Cr Steven Briffa donated a total of $11,476.18 in Ward Funds: $ Montmorency Shopping Village Inc

Dog and Bone sculpture in Were Street shopping Village

1,075.00

Sherbourne Rd Preschool Kindergarten

Replace main playground swing

2,490.00

Cooper Veal from Research Lower Plenty Baseball Club

Support for Cooper Veal representing baseball under 13 Kangaroo Tour in Japan 2013

250.00

Viewbank Preschool Association Inc

Set-up website for Viewbank Preschool

475.41

Lower Plenty Tradersâ&#x20AC;&#x2122; Association

Degreasing and deodorising shop front walkways in shopping strip

1,622.80

North East Region Volunteer Resource Centre (known as Volunteers of Banyule)

Purchase six new computers and upgrades to eight existing computers. 20% share with four other Wards.

1,026.80

Lower Plenty Football Club

Support local children with disabilities to hold a presentation event

1,902.25

Banyule Housing Support Group

Contribution to publishing costs of the History of the Banyule Housing Support Group

2,000.00

Viewbank Preschool Association Inc

Garden landscaping for the Preschool

Banyule City Council Annual Report 2013-2014

633.92

Page 30

Corporate Governance WARD FUNDING (continued) Olympia Ward Cr Craig Langdon donated a total of $20,500.70 in Ward Funds: $ Heidelberg Occasional Care

Water tank installation

2,660.07

Heidelberg Scout Group

Assist to establish a scout scholarship for local youth

5,000.00

The Salt Foundation

Support the winter lunch provided to the community at St Pius’ Community Hall

500.00

Somali Australian Council of Victoria Inc

Purchase two laptops for use at Somalian Community Homework Club

1,800.00

Livingstone Community Centre

Play equipment for play group – 50% share with Griffin Ward

978.55

St Bernadette’s Primary School Purchase scales

143.00

North East Region Volunteer Resource Centre (known as Volunteers of Banyule)

Purchase six new computers and upgrades to eight existing computers. 20% share with four other Wards

1,026.80

Oriel Services Limited

Purchase household items, white goods, for Hi City Industries’ residential houses. 50% share with Griffin Ward

2,292.72

Contribution towards cost of cricket team apparel

3,250.00

Olympic Colts Cricket Club Northern Football League

Contribution to cost of hiring a bus

261.00

Lions Club – Heidelberg Warringal (instead of Livingstone Community Centre)

Purchase Christmas cakes for disadvantaged

1,980.00

Phoenix Choir

Contribution to CD Launch and Celebration Concert. 50% share with Griffin Ward

226.73

Hope Springs (Rosanna Uniting Cover cost of printing flyers and brochures for Church) Hope Springs

Banyule City Council Annual Report 2013-2014

381.83

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Corporate Governance COMMUNITY ENGAGEMENT AND SOCIAL RESEARCH Essential in the planning and application of Council’s resources is the critical link to the community. Banyule undertakes an ongoing and iterative process of engagement across all parts of our community. We use community information along with key demographic data, due reference to our legislative context and industry benchmarks to assess the appropriate level of service for our community. We test these services against both national and international standards of quality, efficiency and effectiveness. There are direct and obvious links between the broad range of information we gather and the activities we fund to meet our strategic intent. We review this annually and re-assess our activities and areas of emphasis for our community on this basis. We have continued our program of extensive community engagement and feedback, with a concentrated and targeted effort over the period November 2013 to March 2014. This has further strengthened the quality of our planning and service delivery through this consultation. We have also ‘closed the loop’ by showing our community how we have directly responded to what they have said during our community engagement process. This has been captured through a series of key summary papers that showcase ‘What you said’, and ‘How we are using what you said’. This includes a summary of how the information links with the City Plan objectives. It is part of our ongoing program and commitment to communicating and engaging with our community, and responding to community needs. The extended series of themes and issues raised in the most recent community engagement program are as follows: The full reconciliation of community themes and initial responses promoted to the community can be found at http://www.banyule.vic.gov.au (and follow links to Council and City Plan, and How we develop the City Plan) In conjunction with these themes developed with our community, a strong governance and efficiency base underpins the areas of emphasis for our Performance Objective. These themes are more inwardly and structurally based to ensure the right performance outcomes for our community. The themes related to the City Plan’s Performance objective are based on analysis and extrapolation of the feedback received through the various consultation and research processes: An overview of our consultation approach Our four year City Plan (2013-2017) was developed last year after extensive community consultation. Each year we review and modify our four year City Plan. Accordingly we designed this year’s consultation approach so that we could include community feedback into our City Plan review process. As part of the development of our four year City Plan, in late 2012 and early 2013 we asked the community about Council’s Key Directions and Focus Areas within the City Plan, and whether they could suggest changes and additional priorities. People were also asked more open-ended questions such as: “what do you like most about your neighbourhood?” and “what would you like to see in your neighbourhood?” We also included the findings of other research and consultation conducted with the Banyule community. This adds to the variety of voices and views on how we can make Banyule an even better place. The community consultation we have undertaken this year was designed to feed into the Year 2 City Plan review process. Separate surveys were developed for each of four key City Plan objectives (the fifth objective of ‘Performance’ mainly relates to the way in which we support the delivery of services

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Corporate Governance and the mechanics of how we arrange our financial resources). We highlighted examples in our consultation of what has been achieved and asked for feedback about whether people thought Council was on track and asked for suggestions for improvement. More than 1,000 people told us their ideas through many means including online, at events and through targeted community consultation. Our community was given the opportunity to complete surveys on one or more areas of our work: 

People - supporting and strengthening the health and wellbeing of the Banyule community.

 

Planet - environmental sustainability and protecting Banyule’s natural environment. Place - maintaining and enhancing Banyule’s public spaces and infrastructure



Participation - community engagement and involvement in community life.

Results There was overwhelming support for Council’s activities. We provided examples of the work completed within the last 12 months and asked if people feel that we are on track with reaching our goals. The results are as follows: 

73% of people agreed or strongly agreed that we are on track in the area of Place.



78% of people agreed or strongly agreed that we are on track in the area of Planet.

 

79% of people agreed or strongly agreed that we are on track in the area of People. 79% of people agreed or strongly agreed that we are on track in the area of Participation.

We also asked for comments and suggestions for improvement and collated these into four summary documents. Some of the issues identified in the consultation relate to specific actions or complaints. Where appropriate, these have been fed into the Customer Request Management (CRM) system for action by the relevant area of Council. More than 30 requests for follow up action have been made. Some people also commented that it was difficult to answer if they thought we were on track without further information on benchmarks, indicators, or some sort of comparison. This is an area we have taken on board and strengthened in this plan. Phase two - feedback As a result of the comments received from the consultation process we produced two sets of documents which are available to the community via the web, Council Service Centres, libraries and Neighbourhood Houses during mid to late April: 

Council’s Draft City Plan 2013-2017 (Year 2) A clearer link to the outcomes of how we have responded to the community engagement findings is articulated in the Year 2 City Plan through the inclusion of key initiatives. These initiatives reflect the intent of Council to provide a comprehensive suite of services to its community and are highlighted to clearly demonstrate the actual manifestation of the strategic intent. This allows our community to comment in detail on whether Council has fairly represented the priorities and needs of its community.



Community Consultation Results This group of documents includes a summary of the approaches Council used to consult and engage with the local community, and four reports detailing the communities’ feedback and examples of how Council is addressing community feedback under the headings of Place; Planet; People; and Participation. These documents assist the community to see Council’s response to the themes they raised by showing links with the Draft City Plan 2013–2017 (Year 2).

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Corporate Governance Evaluation and improving the consultation process Each year we evaluate the consultation process to look for ways to improve how we consult and engage with our community. This information also feeds into the review of cross-Council consultation resources and guidelines to assist with future consultation and engagement activities, and have a consistent and co-ordinated approach. Other consultation and research methods The extended consultation adds to the robustness of the information gathered and aids in how decisions are made. This data mining and research widens the ways that we can hear from and represent people’s views. This is especially true for those who do not like going to meetings or completing surveys. Other research included in the consultation findings are the following: 

Banyule City Council Household Survey,2011



Banyule Municipal Early Years Plan consultation, 2012

 

City of Banyule Local Area Community Safety Profile, 2012 Demographic data, Australian Bureau of Statistics, 2011

 

Heidelberg West Neighbourhood Renewal – 2011 community survey summary Multicultural policy and Action Plan, Banyule City Council, 2011

  

Older Persons’ Consultation, 2011 Parent/Guardian Survey Analysis - Banyule Municipal Early Years Planning, 2013 Seniors Forum Report, 2011



Top twenty data sources for describing community wellbeing in Victoria, Victorian Department of Planning and Community Development, 2012 Youth Fest Youth Services Survey Results, 2012 Customer Service Expectations Survey, 2011.

 

Additional sources of data that inform Council decision making Council uses a variety of methods for involving our community in the decisions we make. These include public forums such as workshops, advisory committees, surveys, focus groups, and community comment mechanisms, email feedback via our website and individual feedback such as formal submissions. Networks, Advisory Committees and Working Groups Networks, reference groups and advisory committees provide independent comment for Council and officers on various policies and strategies that are developed and implemented. They cover the areas of leisure and sport, culture, and environment and consist of a broad base of interested people within the community. In addition to the standing networks and committees mentioned above, short-term working groups of community members are established for specific projects. These can range from organising a festival to giving community perspective on major works. Statutory Procedures Under the Local Government Act1989, Council is required to call for formal submissions on matters such as proposed discontinuance of roads, special charge schemes and adoption of local laws. This is also the case for the lease of Council facilities.

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Corporate Governance Individual Feedback Community members are encouraged to keep Council in touch with their views at any time. Community feedback can be made via a provided return paid postcard, letter, telephone, website or email. Surveys Council conducts surveys during the development of policies, service reviews or for monitoring community satisfaction with Council’s services. The size of the survey can range from a local neighbourhood to the entire municipality. One-on-one personal interviews are often conducted with traders in the development of shopping centre strategies. Focus groups are another research method used from time to time to strengthen existing or proposed services. Examples of these include: 

‘Have a say in your community -Are you an older adult who wants to have your say in your community?’

 

Central Park Greensborough – Master Plan Public Meeting Community Workshops and Information Sessions – Draft Ivanhoe Structure Plan



Planet Policy and Strategy stakeholder consultation survey and meetings.

Regular Community Consultation In addition to specific community consultation projects undertaken as part of individual Best Value service reviews, Banyule also conducts community consultation and stakeholder forums prior to developing or revising corporate policies and strategic plans. We also draw on other current community consultation data sources such as:  

  

State Government Annual Community Satisfaction Surveys. Key Council plans and strategies (e.g. People: Health and Wellbeing Policy and Strategy, Planet: Environmental Sustainability Policy and Strategy, Municipal Strategic Statement, Arts Plan and the Recreation Plan). Demographic information on residents and businesses. A comprehensive Household Survey conducted in April 2008 and 2011, which has added to our knowledge of our Community. Culturally and Linguistically Diverse (CALD) communities; in conjunction with the Migrant Resource Centre, focus groups were held with identified community groups to better understand particular needs and the delivery of Council’s services.



Greensborough Project - extensive consultation and information sessions conducted in relation to assessing and developing this project with community input and feedback.



Industry benchmarking exercises to compare Council services with best practice standards. Many of these comparators will become readily available to our community through the office of Local Government with their LGPRF indicator program.



The Banyule Community Plan - It involved extensive community consultation and input (during the period July 2008 to December 2009) from individuals and local community groups – more than 2,000 people participated in the development of this plan. The purpose of a Community Plan is to identify the community’s vision for its city as we move towards 2020. In doing so, it seeks to articulate the things that need to change to achieve that preferred future, as well as the things the community values now that should be retained for the future. An important feature of the Community Plan is its ownership and development by the community, and that the community accepts responsibility for its implementation. Local government can contribute to an important advocacy or linking role in this regard.

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Corporate Governance 



A review of the corporate Communications Plan – this involved internal consultation with staff, and a desktop review of strategic documents, customer research (survey) reports and on-line presence. This will assist with future communications, consultation and community engagement. A review of the Customer/Community Charter – this involved consultation with our community (residents and businesses) via telephone and focus group meetings, and is currently undergoing internal consultation across the organisation. The charter sets out our commitments and customer service standards, and also details feedback mechanisms for the community to provide comment or suggestions on service improvement.



A number of surveys were undertaken with customers by the Banyule Leisure Facilities Management (BLFM) team to ensure that the services provided at Council’s aquatics centres are meeting their needs, and the team has also conducted an Ivanhoe Aquatic and Fitness Centre Masterplan Survey. BLFM established a Steering Committee and conducted a community consultative survey in proposing the draft Masterplan for Olympic Leisure Centre.

 

Banyule’s Neighbourhood Character Draft Policy and Plan. Activity Centre Car Parking Policy and Strategy.



Banyule Residential Parking Permit Policy and proposed amendment to the Planning Scheme.



The review of a range of leisure and cultural activities, including: consultation with residents, visitors and stakeholders for the Boulevard Lights event, development of a Malahang Festival Community Reference Group, and establishment of four key community consultation groups for arts and culture.



Service planning and consultations conducted to develop a draft Multi-Cultural Plan for Council.



Consultations and actions undertaken with partners as part of Council’s Revised Statement of Commitment to Indigenous Australians for Council’s Reconciliation Plan. The review of a range of early years services, including: the schematic design for the Olympic Village Learning Hub and the development of the feasibility study and concept design for the Watsonia Community Hub were both completed after extensive community consultation. The Maternal and Child Health service surveyed customers and received strong satisfaction levels and identified opportunities for improvement.



The development of a Youth and Family Services Citizenship Framework – this was developed to help inform our practice in ethical consultations, and complements the Banyule Youth Charter. The Youth and Community Partnerships team also co-ordinated the successful Banyule Youth Express event, which involved 120 young people representing 15 schools, and resulted in key recommendations (relating to young people and safety) for Council consideration. A Young People’s Participation Network was established following the event and has been receiving ongoing support from the Youth and Community Partnerships team.

Demographic resources Much of our decision making is based upon demographic information and forecasting tools which enable us to look forward and plan appropriately for our community. These include:  ABS census data 

ID data analysis of 2011 Census information for the Banyule census collector districts



Community Indicators of health and wellbeing from the Department of Health.

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Corporate Governance Local Government Planning and Accountability Framework Banyule City Council adheres to the Local Government Planning and Reporting Better Practice Guide in the development of its strategic planning process: “Statutory requirements The Planning and Accountability Framework is found in part 6 of the Act and in the regulations. The legislation requires councils to prepare the following documents: 

a council plan within the period of six months after each general election or by 30 June, whichever is later



a strategic resource plan for a period of at least four years and include this in the council plan



a budget for each financial year



an annual report in respect of each financial year.

The following diagram shows the relationships between the key planning and reporting documents that make up the planning and accountability framework for local government. It also shows that there are opportunities for community and stakeholder input and feedback at each stage of the planning and reporting cycle. This is important to ensure accountability to residents and ratepayers. Planning and Accountability Framework Figure 1 – Planning and Accountability Framework

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Corporate Governance Better practice guidance As the closest level of government to the community, local government is best placed to observe community needs and concerns and respond accordingly. As such, the role of local government is one not only of leadership, but planning, advocacy and facilitating community participation. Council planning is about envisioning and making choices that will shape the future. These choices can be based on a range of factors but should fundamentally be informed by local community aspirations, needs, values and priorities. Councils should actively pursue community input into the planning and reporting process. Council plan: This is council’s key medium-term strategic plan and should reflect the outcome of stakeholder and community engagement. The council plan describes the organisation’s strategic objectives, strategies for achieving the objectives, strategic indicators for measuring progress and the resources required to implement the council plan for a period of at least four years. Strategic resource plan: This is a rolling plan of at least four years and forms part of the council plan. The strategic resource plan outlines the financial and non-financial resources that council requires to achieve the strategic objectives described in the council plan and must take into account services and initiatives contained in any plan adopted by the council. It must also contain financial statements, statements of non-financial resources and other information such as capital works and human resource requirements as prescribed by the regulations. Budget: This is a plan which reflects the first year of the strategic resource plan. It describes the services, initiatives and major initiatives to be funded including service performance outcome indicators for monitoring performance. The budget must contain financial statements and other information including capital works, human resources, grants and rating information as prescribed by the regulations. Annual report: The annual report outlines the council’s performance for the year as measured against the council plan and budget. The annual report contains information on what the council has achieved during the financial year in the report on operations including service performance indicator results, achievement of major initiatives and a governance and management checklist. The annual report must also contain financial statements and a performance statement to report performance against service performance outcomes, financial performance and sustainable capacity indicators. The financial statements and performance statement included in the annual report are audited at the end of the financial year by the Victorian Auditor- General’s Office. Community plan Councils should take a leadership role in developing and facilitating community engagement and involvement in order to inform the preparation of their council plan. Although not a legislative requirement, the council plan can also be informed by long-term plans such as a community plan. A community plan typically describes the community’s long-term vision and aspirations and is a way of directly involving the community in the lead up to the council plan preparation process.” Note: The information above is sourced from the ‘Local Government Planning and Reporting Better Practice Guide’ (Local Government Victoria, May 2014) provided by the State Government Department of Transport, Planning and Local Infrastructure (DTPLI).

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Corporate Governance Local Government (Planning and Reporting) Regulations 2014 During February-March 2014, the State Government’s Department of Transport, Planning and Local Infrastructure released a Regulatory Impact Statement (RIS). The RIS was prepared to facilitate public consultation on the proposed Local Government (Planning and Reporting) Regulations 2014 (the proposed Regulations). The legislation has now been authorised by the Governor and commenced operation on 18 April 2014. The Regulations replace the Local Government (Finance and Reporting) Regulations 2004 and contain some significant changes, including a mandatory performance reporting framework. The Regulations support the operation of the new planning and reporting framework for Councils under the Local Government Amendment (Performance Reporting and Accountability) Act 2014. The amendments to the Act and making of the Local Government (Planning and Reporting) Regulations 2014, have enabled the introduction of the Local Government Performance Reporting Framework (LGPRF). The list of indicators included in the State Government’s LGPRF is included in Council’s Budget 20142015 document. The first set of results will be reported in Council’s Annual Report 2014-2015, in line with the legislative requirements. Council will review these and adjust targets and indicators as appropriate on an annual basis. Banyule has modified many of the indicators used in this annual report to reflect the shift to the indicators that have been in draft form for industry consideration. The Local Government Performance Reporting Framework The DTPLI has developed a workbook (handbook) to assist councils with the implementation of the LGPRF. Relevant extracts from the workbook include: 

‘Workbook - This workbook has been developed to support users in their understanding and use of the 71 quantitative (70 mandatory and 1 optional) and 24 qualitative indicators and measures which make up the LGPRF. It contains a description and rationale for each indicator and details of the measures including a definition, computation, permissible values, data sources for each element and explanation of key terms. This information is important to ensure the consistency, quality and accuracy of data provided by councils as part of reporting against the LGPRF. The reporting format for the indicators and measures in the annual report is prescribed by the Local Government Act 1989 (the Act) and the Local Government (Planning and Reporting) Regulations 2014.’



‘Framework - The primary objective of the LGPRF is to provide comprehensive performance information that meets the needs of stakeholders. This is an objective that seeks to balance the needs and expectations of a number of audiences. In meeting this objective: - councils will have information to support strategic decision-making and continuous improvement; - communities will have information about council performance and productivity; - regulators will have information to monitor compliance with relevant reporting - requirements; and - State and Commonwealth Governments will be better informed to make decisions that ensure an effective, efficient and sustainable system of local government. To provide a comprehensive picture of council performance, four indicator sets: service performance, financial performance, sustainable capacity and governance & management have been developed across three thematic areas: service performance, financial performance and sustainability. An objective for assessing performance against each thematic area has been established to inform the

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Corporate Governance development of performance indicators. The indicator areas and sets are outlined below.’



‘Service Performance: ‘- ‘…..reflects the service process through which local governments transform inputs into outputs and outcomes in order to achieve desired service objectives. The dimensions of the Framework are described in Table 2.’

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Corporate Governance 

‘Financial Performance:’ – ‘……Framework for measuring financial management effectiveness in local government. It establishes the objective of the indicator set and measures performance through a range of output and outcome indicators. The dimensions of the Framework are described in Table 3.



‘Sustainability:’- ‘……Framework for measuring long term sustainability in local government. The Sustainability Indicator Framework establishes the objective of the indicator set and measures it through a range of output and outcome indicators. The dimensions of the Framework are described in Table 4.

(Note: The information above is sourced from the Local Government Performance Reporting Framework – Indicator Workbook Version 4.0 (Workbook and Framework sections). provided by the State Government Department of Transport, Planning and Local Infrastructure (DTPLI). Council will continue to work with the State Government and Local Government industry sector in the further development and implementation of the LGPRF).

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Corporate Governance AUDIT COMMITTEE 1.

Role and Objectives The Audit Committee is an Advisory Committee of the Council with an independent role of assessing internal controls and financial stewardship of the Council. It works with Council and its auditors to ensure the community’s needs are protected at all times. The general role of the Audit Committee is to assist Council:  in compliance with laws and regulations  in the discharge of its responsibility for financial and performance reporting  to maintain a system of internal control over the operations of the City  to maintain the ethical values of the municipality  to introduce enhancements to assist the efficiency, effectiveness and sound governance of Council services. The objectives of the Audit Committee include the following:  to improve the quality and objectivity of internal and external financial reporting  to ensure the council makes informed decisions regarding accounting policies, practices, disclosures and complies with legislation and regulations  to review the scope and outcome of internal and external audits  to ensure effective management and strong internal controls protect the assets of the municipality  to ensure sound and timely communication occurs between internal and external auditors and with management  to monitor adequacy of risk management system controls relating to risks faced by the City in its operations  to generally add value to the Council’s operations.

Membership The Audit Committee consists of two Councillors and two Independent Representatives as follows: Cr Rick Garotti Cr Craig Langdon (Substitute) Cr Mark Di Pasquale Cr Tom Melican (Substitute)

01/07/2013 to 30/06/2014 01/07/2013 to 30/06/2014 01/07/2013 to 30/06/2014 01/07/2013 to 30/06/2014

Hugh Parkes (Chairperson & Independent Representative) BA (Hons), MBA, FCA, CISA A. J. Purcell (Independent Representative) B. Bus, B. Ec, MBA, PhD, FCPA, Graduate Cert Fraud Investigation

01/07/2013 to 30/06/2014

Banyule City Council Annual Report 2013-2014

1/07/2013 to 30/06/2014

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Corporate Governance 3.

Meetings During the last 12 months, the Audit Committee has met on four occasions to:  monitor timely progress of management’s actioning of audit report findings.  review the 2012-2013 Annual Report and recommend: - Council’s Certification of the Financial Statements - Council’s Certification of Standard Statements - Council’s Certification of the Performance Statement after having considered advice that no material issues were highlighted during the audit and no high-risk internal control issues were found - General review of Council’s Annual Report. 



   

Consider and approve the Audit Plan for 2014-2019 in line with the internal audit contract and the detailed scope for individual audits, including: - Procurement Review - Information Technology (i.e. IT) Security Strategic Plan Review - Asset Management System & Reporting - Business Continuity Planning (i.e. BCP) & Emergency Management Review - Computer Assisted Audit Techniques (i.e. CAATs) Payroll and Creditors/General Ledger. Consider new Internal Audit Report for 2013-2014 and consequent actions agreed between the Internal Auditor and Management covering: - Procurement - IT Strategic Plan review - Assets Management Systems & Reporting Review - BCP & Emergency Management Review - CAATs General Ledger Parts 1 & 2. Review interstate conference attendance by Councillors and Council Officers in accordance with Council Resolution No FPOC.99. Consider the letter from the Local Government Investigations & Compliance Inspectorate regarding Councillor discretionary funds Consider the Local Government amendment (Governance and Conduct) Bill 2014 Receive updates on the school site acquisitions and subsequent expression of interest and tendering processes

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Corporate Governance COMMUNITY GRANTS Banyule Council offers a range of opportunities for groups and individuals within the municipality to apply for a grant. The following are initiatives that are provided by Council to assist groups or individuals: Community Development Grants Program The aim of the Community Development Grants Program is to assist community groups, organisations and individuals to address clearly identified community needs and to encourage and strengthen participation in local communities. It enables not-for-profit organisations to deliver services, programs, special events and other activities to the community that would not otherwise be provided. It also allows the community to participate in a broader range of activities than those directly provided by Council. In the 2013-2014 grant round, the amount distributed through Council’s Community Development Grants Program was $138,075 to eligible projects. Council distributed grants to 49 approved applications, 24 equipment based and 25 project based. Overall, 75 applications were received requesting a total of $220,268.26. Facility and Resources Subsidy Grants Council has a diverse range of community centres, halls and venues, and two community buses available for hire. It recognises that rental fees can sometimes limit access to these facilities and resources, so Facility and Resource Subsidy Grants are provided to allow equitable access to all Council community resources. Users can apply for a grant to subsidise the scheduled fee or part of it. A total of $14,992 was subsidised through the Facility and Resources Subsidy Grants program in 2013-2014, with 26 applications received. Environmental Sustainability Grants The Environmental Sustainability Grants Program encourages community involvement in the achievement of environmental sustainability, particularly through:  maintenance and enhancement of the natural environment  the conservation of resources including materials  water and energy  a reduction in waste and pollution  and the encouragement of environmental stewardship. These grants are provided as an incentive to incorporate or auspice community groups to develop and implement initiatives that achieve these aims. In 2013-2014, the Environmental Sustainability Grants Program occurred twice (Round one commencing February 2013 (funds allocated within the 2013-2014 year), and Round two commencing May 2014), which brought the program into line with the Banyule Community Grants process. Round one of the Environmental Sustainability Grants Program had 22 applications seeking a total of $49,254, with $22,998 distributed to eligible projects, and Round two had 16 applications with a total distribution of $25,682 to eligible projects. One annual Environmental Sustainability Grants Program per financial year will now occur in concert with Council’s other grants. The 2014-2015 Environmental Sustainability Grant budget is $50,000.

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Corporate Governance PUBLIC INFORMATION Freedom of Information The Freedom of Information Act (FOI) 1982 gives the community a legal right to access certain Council documents. The Banyule Council is subject to the FOI Act and responds to requests directly related to its operations. There were 12 FOI requests processed in 2013-2014. The FOI Act has four basic principles:  the public has a legal right of access to information  local governments are required to publish information concerning the documents they hold  people may request that inaccurate, incomplete, out-of-date or misleading information in their personal records be amended  people may appeal against a decision not to give access to the information or not to amend a personal record. Accessing FOI Information Requests to access FOI information must be in writing and accompanied by the prescribed fee. Applicants should specify the documents they are seeking to access. Documents that contain personal private information about an individual may be exempt. On receipt of a request, a decision must be made within 45 days. Where a decision is made to refuse or defer access, the applicant will be notified in writing of the reasons for the refusal and the procedures available to appeal the decision. Application forms are available on Council’s website. Freedom of Information (FOI) requests The FOI Act provides the opportunity for public access to Council documents. The below table lists requests received during 2013/14: FOI requests to Council Total number of requests Requests where access was granted in full Requests where access was granted in part Other* Requests refused in full Requests still under consideration Number of internal reviews/FOI Commissioner Number of appeals lodged at VCAT

2012/13 13 3 7 2 1 2 1 0

2013/14 12 2 3 7 0 0 0 0

Note: *The category ‘Other’ refers to requests that were withdrawn, not proceeded with, where the Act does not apply, not processed, where no documents were found, were outside the Act or not finalised yet.

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Corporate Governance Protected Disclosure Act 2012 The Protected Disclosure Act 2012 enables people to make a "disclosure" about improper conduct by Councillors and Council officers. The Act also provides protection to people who make such disclosures and provides for such matters to be properly investigated. The Independent Broad-based Anti-corruption Commission (IBAC) has responsibility for identifying and preventing serious corrupt conduct across the whole public sector, including members of Parliament, the judiciary and state and local government. IBAC also has a broad oversight role in relation to police personnel misconduct and an important education function to proactively assist public sector agencies to improve their systems and processes to prevent corrupt conduct. People making a disclosure must believe, on reasonable grounds, that the Councillor or Council employee has engaged in, or proposes to engage in, improper conduct. The conduct must be serious enough to constitute a criminal offence or reasonable grounds for dismissal. Further information and a copy of the Banyule’s Protected Disclosure procedures is available on Council’s website or by calling Council on 9490 4222. Reporting of Disclosures during 2013-2014

No disclosures have been notified to the IBAC under section 21(2).

2012/2013

2013/2014

Information Privacy Act 2000 The Victorian Information Privacy Act 2000 requires that Council follow information privacy principles when collecting, managing and using an individual’s personal information. The Act contains ten principles for the collection, use and dissemination of personal information about an individual. It incorporates safeguards for activities such as collection, storage, access, transmission, disclosure, use and disposal of personal information. Council has developed and adopted guidelines and procedures to manage its compliance with the Information Privacy Act 2000, which are consistent with the Privacy Commissioner’s guidelines and with the requirements of the Act. The Information Privacy Policy applies to all Council officers, Councillors and contractors of Council. Training and awareness sessions have been held with Council staff and Councillors. Information Privacy training is incorporated in Council’s induction program. Privacy Complaints during 2013-2014

Number of formal Privacy Complaints received

Banyule City Council Annual Report 2013-2014

2012/2013

2013/2014

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Corporate Governance Documents available for Public Inspection The following documents can be inspected at Council’s office upon request during business hours in accordance with Section 11(g) of the Local Government (General) Regulations 2004 and is a summary only of the Regulation’s requirements: 

details of Mayor and Councillor allowances fixed under Section 74 of the Act



details of senior officers’ salary ranges



details of overseas or interstate travel



names of Council officers and Councillors who submitted a return of interest during the year



Council Agendas and Minutes



a list of special committees that were established, abolished or ceased to function during the year

 

a register of delegations kept under Sections 87, 88 and 98 of the Act submissions received under Section 223 of the Act

   

agreements to establish regional libraries under Section 196 of the Act details of all property finance and operating leases involving land, buildings, plant, computer equipment or vehicles a register of authorised officers appointed under Section 224 of the Act a list of donations and grants made by Council



a list of organisations of which Council is a member and details of membership fees



a list of contracts greater than $100,000 that Council entered into and which are not contracts under Section 186(5) of the Act.

In addition to this, the Local Government Act 1989 Act and other Acts under which local government operates, stipulate the following information is available for public inspection (*access to some of these documents may require a payment of a fee in accordance with the relevant Act or Regulation): 

 

Candidate campaign donation returns (Section 62A) (website) Councillor Reimbursement Policy (Section 75B) (website)



Councillor Code of Conduct (Section 76C) (website)

  

Assembly of Councillors (Section 80A) (summary also available in Council Agenda) Minutes of Council Meetings (Section 93) (website) Local Law (Section 120) (website)

 

Accounts and records of Council transactions (Section 140) Annual Report (Section 131) (website)



Auditor’s Report (Section 133)



Annual Budget (Section 127) (website)



Council Plan and Strategic Resource Plan (Section 125 & 126) (website)



Details of Differential Rates (Section 161) (website)



Best Value – Quality and cost standards (Section 208)



Procurement Policy (Section 186A) (website)

Banyule City Council Annual Report 2013-2014

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Corporate Governance Other Acts 



The Municipal Planning Scheme and any approved amendments (Planning & Environment Act 1987, Section 42) (website) A register of planning permit applications, decisions and determinations (Planning & Environment Act 1983, Section 49)

 

A copy of each s173 agreement indicating any amendment made, (Planning and Environment Act 1987, Section 179)



The Municipal Public Health and Wellbeing Plan (Public Health and Wellbeing Act 2008, Section 26(7))

 

Details of Food Premise Registrations (Food Act 1984, Section 43) Protected Disclosure Procedures(Protected Disclosure Act 2012, Section 70) (website)

Note: (website) - available on Council’s website

Banyule City Council Annual Report 2013-2014

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Corporate Governance STATUTORY COMPLIANCE AND EDUCATION Local Laws As at 30 June 2014, Council had the following Local Laws: 

General Local Law No 1 which regulates and controls activities and behaviour on public land



Conduct of Meetings Local Law 2, which regulates the conduct of Council meetings and use of the Common Seal.

Codes of Practice The Council has also adopted Codes of Practice to complement and enhance its Local Laws. Council has the following Codes as at 30 June 2014: 

Councillors Code of Conduct

 

Meeting Procedure Code Building Site Code of Practice.

Orders of Council Alcohol Prohibition In accordance with its General Local Law No. 1(2005) alcohol prohibition applies with and in the environs of the below-listed locations. The restriction means that it is an offence to consume or be in possession of an open container of alcohol in the following locations: 

Bundoora, Andrew Place Shopping Precinct

  

Eaglemont, Silverdale Road Shopping Strip Greensborough Shopping Precinct Heidelberg Shopping Precinct



Heidelberg West, Olympic Village Shopping Centre located at Southern Road, including the park, community centre, and adjoining laneway



Heidelberg West, The Mall Shopping Precinct



Heidelberg West, Waterdale Road North Shops and surrounds including park



Ivanhoe Shopping Precinct and Council Offices Ivanhoe,

 

The Boulevard, Ivanhoe 15 December - 1 January 7:00PM - 2:00AM inclusive Montmorency Shopping Precinct



Ivanhoe East Shopping Precinct and surrounds

  

Macleod Shopping Precinct and surrounds Lower Plenty Shopping Precinct Watsonia Shopping Centre and surrounds



Waterdale Road Shopping Precinct and surrounds



Rosanna Shopping Precinct and surrounds

Banyule City Council Annual Report 2013-2014

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Corporate Governance Dogs in Public Places All dogs must be under effective control whilst off their owner’s property. To protect other people and your pet, dogs must be on lead all streets, roads and car parks or within 5 metres of a shared footway (bike and pedestrian path). Further information can be found on Council’s website. Domestic Animal Management Plan (DAM Plan) All councils are required to produce and implement a 4 year Domestic Animal Management Plan (DAM Plan) which is required to be reviewed and updated annually. Council has undertaken the annual review of Banyule’s current DAM Plan 2012 -2016. Only minor administrative amendments were required, together with an update to the action plan, noting those actions which have either been completed or are have required some form of modification. There have been a number of achievements in the first year implementation of the DAM Plan (2013/14), these include:  

All on road officers that handle animals have completed dog bite prevention and harm minimisation training which fulfils Council’s obligation for a duty of care. A full review is in progress of the Barking Dog Complaints procedure which will be rolled out in the beginning of the 2014/15 financial year.



There have been more surrendered dogs going to reputable rescue groups and breed club rescue groups, directly from the owners, working in conjunction with Council Animal Management Officers. This is reducing the number of dogs that may need to be destroyed.



There have been 2 de sexing programs held in conjunction with the RSPCA, one in November 2013 and another in March 2014. To date de sexing and micro chipping has occurred for approx. 140 cats for residents. Channel 10 and the Leader Papers also promoted the cat de sexing program and this resulted in enquiry phone calls from Tasmania and South Australian Animal Welfare Leagues, showing support and enquiring as to how the program works, budgets and promotion of Banyule’s Domestic Animal Management Plan. Development of a new “Victims of Dog Attack” brochure to be rolled out in the new financial year. This brochure will provide useful information and guidance to anyone involved in a dog attack and what the process is for prosecuting such offences. Fully fenced dog park was achieved at Malcolm Briar Reserve in Briar Hill and has been very successful and is being utilised by many of our residents and their dogs.



 

Development of an Animal Management Bulletin that went out with the Animal Registration Renewals.

Banyule City Council Annual Report 2013-2014

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Corporate Governance OUR PROFESSIONAL ADVISORS Banker Commonwealth Bank of Australia Upper Heidelberg Road, Ivanhoe 3079 Solicitors Best Hooper 563 Little Lonsdale Street Melbourne 3000

Deacons Level 15 RACV Tower 485 Bourke Street Melbourne 3000

Elliott Stafford & Associates 316A Queens Parade Clifton Hill 3068

FOI Solutions Level 5,105 Queen Street Melbourne 3000

Macpherson & Kelley Lawyers 40-42 Scott Street Dandenong 3175 and 114 William Street Melbourne 3000

Hunt and Hunt Lawyers Level 26, 385 Bourke Street Melbourne 3000

Russell Kennedy Level 11, 469 Latrobe Street Melbourne 3000

Maddocks Lawyers 140 William Street Melbourne 3000

Betteridge Legal Consulting PO Box 2142 Ivanhoe East 3079

Meerkin & Apel 56 Greville Street Prahran 3181

Forbes Dowling Lawyers Level 1, 363 King Street Melbourne 3000

Macquarie Lawyers & Strategists Level 6, 124 Exhibition Street Melbourne 3000

HWL Ebsworth Level 26 530 Collins Street Melbourne VIC 3000

Beck Legal 165-171 Hargreaves Street Bendigo VIC 3550

External: Victorian Auditor-Generalâ&#x20AC;&#x2122;s Office Level 24, 35 Collins Street Melbourne 3000

Banyule City Council Annual Report 2013-2014

Internal (on behalf of Banyule City Council): Oakton Services Pty. Ltd. Level 8, 271 Collins Street Melbourne 3000

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Corporate Governance NATIONAL COMPETITION POLICY COMPLIANCE As a matter of good governance and best industry practice Banyule City Council continues to comply with the requirements of the National Competition Policy (NCP) for the period 1 July 2013 to 30 June 2014, in accordance with National Competition Policy and Local Government â&#x20AC;&#x201C; A Revised Statement of Victorian Government Policy (Revised 2011) as set out below: A. Trade Practices Compliance State whether the Council is compliant or noncompliant. If non-compliant, justify or cite actions to redress

B. Local Laws Compliance State whether the Council is compliant or non-compliant.

C. Competitive Neutrality Compliance State whether the Council is compliant or non-compliant for all significant businesses.

Banyule City Council Annual Report 2013-2014

Compliant Council has fully complied with national trade practices legislation. It continues to promote behaviour that complies with the Competition Code. Compliant Council remains fully compliant with respect to Local Laws. Compliant Council has complied with competitive neutrality requirements for all of its significant businesses.

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Corporate Governance CARERS RECOGNITION ACT 2012 – LOCAL GOVERNMENT REPORTING REQUIREMENTS Within the Carers Recognition Act 2012 all councils in Victoria are defined as a ‘public service care agency’ and therefore a ‘care support organisation’. As a consequence, councils are required to comply with the Act and to report on this. This reporting requirement impacts across a wide range of council activities including Human Resources, HACC, Aged & Disability Services, Leisure & Recreation, Community Services and Family & Children’s Services. Councils are identified in the Act as Care Support Organisations. As a Care Support Organisation, council has obligations outlined in the following sections of the Act: 11 Obligations of care support organisations (1) A care support organisation must— (a) take all practicable measures to ensure that its employees and agents have an awareness and understanding of the care relationship principles; and (b) take all practicable measures to ensure that persons who are in care relationships and who are receiving services in relation to the care relationship from the care support organisation have an awareness and understanding of the care relationship principles; and (c) take all practicable measures to ensure that the care support organisation and its employees and agents reflect the care relationship principles in developing, providing or evaluating support and assistance for persons in care relationships. (2) Nothing in this section creates any obligation on a care support organisation to provide funding or services to persons in care relationships. Council Reporting Obligations Section 12 of the Act outlines the annual reporting obligations of councils. A report must be included in council’s Annual Report and address the obligations outlined in the Act: 12 Reporting obligations (1) Despite anything to the contrary in any other Act, a care support organisation must prepare a report on its compliance with its obligations under section 11. (2) A report required under this section must— (a) be included in the care support organisation's annual report; and (b) relate to the period to which the annual report relates; and (c) include any additional information required by the regulations. Banyule Council’s compliance Council has taken all practicable measures to comply with its responsibilities outlined in the Carers Recognition Act 2012. Council has promoted the principles of the Act to people in care relationships who receive council services; to people in care relationships, and to the wider community by:  Distributing printed material through relevant council services;  Providing links to state government resource materials on council’s website; and  Providing information to organisations represented in council/community networks.  Council runs a monthly carers group that has been set to provide information and advice to support carers in their role.

Banyule City Council Annual Report 2013-2014

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Corporate Governance

Council has taken all practicable measures to ensure staff, council agents and volunteers working for council are informed about the principles and obligations of the Act by including information on the care relationship in: ď&#x201A;ˇ Council induction and training programs for staff working in Home and Community Care and disability services; ď&#x201A;ˇ Council induction and training programs for staff working in front-line positions with the general community; and ď&#x201A;ˇ Induction and training programs for volunteers working directly with the community. Council has taken all practicable measures to review and modify policies, procedures and supports to include recognition of the carer relationship and has provided appropriate resources to recognise the care relationship.

Banyule City Council Annual Report 2013-2014

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The Organisation THE STRUCTURE

Banyule City Council Annual Report 2013-2014

Page 55

The Organisation HUMAN RESOURCES Human Resources Strategic and Action Plans Human Resources (HR), in consultation with the Senior Management Team (SMT), reviewed and reset the Human Resources Strategic and Action Plans, consistent with the City Plan 2013-2017. Council recognises that our people are our most valuable asset, and the Human Resources Strategic Plan and HR Action Plan support employees to accomplish their goals in servicing the diverse needs of our community through support and development of a knowledgeable, engaged and dedicated workforce. Learning and Development The focus this year has been on leadership development to ensure that our leaders have the skills and capabilities to lead our teams now and into the future. The Banyule Leadership Network (BLN) continued to evolve and included a number of topics which were followed up in separate programs, including Team Engagement, Leadership Development, Customer Service and Occupational Health and Safety. A revised Learning and Development Policy and Guideline was adopted with the purpose of aligning learning and development activities with the needs of Council and staff, and to outline our organisational approach to developing a highly skilled and flexible workforce by equipping our staff with the skills required to perform the functions of their role. Workforce Planning HR commenced implementation of an e-Recruitment system with the purpose of streamlining Councilâ&#x20AC;&#x2122;s recruitment processes. This is currently going through a comprehensive user acceptance testing process, with implementation planned for the third quarter of 2014. Organisational Culture The Organisational Culture Inventory survey was run once more in order to measure the continuing evolution of Councilâ&#x20AC;&#x2122;s culture, in particular, the norms, expectations and way employees approach their work and interact with each other. Several hundred staff were surveyed from across Council; with a response rate of 54%. The outcomes of this survey will drive further cultural development programs in 2014-2015. Employee Relations In 2013-2014, HR strengthened its business partnering model whereby HR Advisors work in partnership with Business Units to provide informed, contemporary and pragmatic advice on all people and performance related matters.

Banyule City Council Annual Report 2013-2014

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The Organisation Equal Employment Opportunity Program The Equal Employment Opportunity Program policies have been embedded within Council with regular Workplace Behaviour Workshops being run throughout the year. Feedback continues to be positive and we will continue to conduct sessions for new staff as well as refreshers for existing staff, including management. Council has also commenced the provision of Diversity and Inclusion training. Council Recruitment Panel register of trained employees who are available to assist with recruitment in order to meet the principles of merit and equity continues to meet its purpose, and will look to be expanded further in 2014-2015. The aim is to ensure that the candidate with the most relevant qualifications, skills and experience is selected for a vacant position without regard to irrelevant characteristics of race, colour, sex, sexual preference, age, physical or mental disability, marital status, family or carer's responsibilities, pregnancy, religion, political opinion, national extraction or social origin. Risk Management and Occupational Health and Safety OH&S and Injury Prevention The HR Risk and OHS team continued to provide on-site expertise, guidance and support for injuryprevention, incident investigation, risk assessments, training, and evaluation and updating of processes and procedures. The partnership with Deakin University continued, to research musculoskeletal stresses placed on the body resulting from the tasks performed by HACC workers, with a paper due for completion by the end of 2014. As an adjunct to this study, Council and Deakin also collaborated on similar research for Banyule’s arborist team. Both studies will be used to influence work planning, procedures and techniques, in order to prevent musculoskeletal injury in these teams. During 2013-2014, there has been a close collaboration between HR Risk and OHS, and BLFM, leading up to and during the re-development of the Ivanhoe Aquatic and Fitness Centre. This focus has supplemented the learning and development of BLFM staff with respect to safety knowledge and processes, and the adjacent construction site has also helped reinforce the importance of safety. Council’s injury, hazard and incident data management was reviewed, and the need for an integrated database identified. This was implemented in 2013-14, replacing three disparate databases, and provides for on-line reporting, escalations and task assignment, to ensure that reported hazards, risks, claims or injuries are addressed. The new system has flexible reporting functions, allowing for better analysis, in order to assign Council officers’ time to the areas of most need. Injury Management A very high standard of injury management and return-to-work outcomes was achieved in 2013-14. Proactive assessment and assistance was provided across a range of injuries and work restrictions. Council’s relationship with our WorkCover agent continues to be productive, with BCC’s Work-Cover rate (WorkCover premium as a percentage of payroll) coming in under our target of 2.55%.

Banyule City Council Annual Report 2013-2014

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The Organisation Health & Wellbeing Council continued our productive partnership with Corporate Bodies International in delivering a staff health and wellbeing program. Staff awareness of dietary choices, regular exercise and other factors influencing health and productivity is being raised, through this program and a regular focus in staff newsletters, bulletins and Corporate Bodies’ on-site presence at multiple work sites. Staff participation and enthusiasm for a team walking challenge was high. Many staff reported ongoing lifestyle changes. Others volunteered their tips on incorporating exercise into daily routines, with stories of improvement in morale, fitness levels, body weight and stamina conveyed from many areas. Risk Management There was a significant emphasis on major programs, such as the insurance portfolio, business continuity management, site emergency preparedness, Health and Wellbeing, claims management, the Employee Assistance Program, and OHS (including learning and development) in 2013-14. All Service Units had their Business Impact Analysis updated, in order to develop sub-plans for the master Business Continuity Plan. These reflected the significant Disaster Recovery Plan work undertaken by IT, to provide resilience and back-up for BCC’s information technology capability. Insurances Insurance renewals with Council’s broker were completed, with near ‘roll-over’ terms (minimal increases) achieved for almost all classes of insurance. There was a significant increase in public liability insurance, due to changes to the premium formulae made by the MAV in 2012-13. (This insurance is outside of our Broker’s (AON Risk Services Australia Ltd) scope of services.) Appropriate insurances were secured for the former Department of Education sites, and valuations undertaken for key Council assets, to ensure insured values were accurate.

Banyule City Council Annual Report 2013-2014

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The Organisation STAFF PROFILE as at 30 June 2014

Directorates

Male

Female

Executive Services

Full Time - Permanent

City Development

105

Full Time - Permanent

Full Time - Temporary

Part Time - Permanent

Part Time - Temporary

Casual

City Services

164

Full Time - Permanent

160

Full Time - Temporary

Part Time - Permanent

Part Time - Temporary

Casual

Corporate Services

Full Time - Permanent

Full Time - Temporary

Part Time - Permanent

Part Time - Temporary

Casual

136

444

Full Time - Permanent

Full Time - Temporary

Part Time - Permanent

278

Part Time - Temporary

Casual

408

642

Community Programs

TOTAL:

Banyule City Council Annual Report 2013-2014

Page 59

Calendar of Council and Community Events 2013-2014 July 2013 

Citizenship Ceremony (25 July)*

September 2013  

Spring Outdoors 2013 (September–November): organised by Banyule, Manningham and Nillumbik Councils. A series of events celebrating our unique surroundings. YouthFest 2013 – (15 September)

October 2013    

2013 Banyule Seniors Festival: month long festival of events and activities. Children’s Week Celebration (23 October) community celebration with train rides and activities for families. Works on Paper Exhibition (18 October) Banyule Council’s national art award and exhibition Citizenship Ceremony (31 October)*

November 2013  Christmas Toys 4 Tots Annual Campaign  White Ribbon Day (25 November): annual event against domestic violence.  Malahang Community Festival (17 November). December 2013  

Christmas Carols by Candlelight, Greensborough Town Square (14 December) Boulevard Christmas Lights (14–24 December)

January 2014 

Australia Day Citizenship Ceremony (26 January)*

March 2014    

Banyule Festival (22-23 March) Twilight Sounds and Kids ArtyFarty Fest: Council’s annual community festival, fun for all the family at Warringal Parklands, Sills Bend Cultural Diversity Week (18-24 March). Community groups are invited to apply for mini grants to fund an activity promoting our diverse community during this celebration Harmony Day (21 March): “Taste of Harmony” event Clean Up Australia day (2 March)

May 2014  Citizenship Ceremony (1 May) - Note: * approximately 492 new citizenship candidates were naturalised during 2013-2014.  National Volunteers Week (12-18 May) – Banyule Community Volunteer Awards honouring volunteers across six categories plus Banyule Citizen of the Year Award (15 May).  National Reconciliation Week - Flag Raising Ceremony (28 May).  IDAHO Day Celebrations (16 May) June 2014  Banyule Sports Achievement Awards and Club Recognition Night (25 June) hosted by Matthew Richardson  Seventh Skin Exhibition featuring works from the Banyule Art Collection and beyond (18 June – 2 August) Note: In addition to the above, Council conducts a wide range of community events across Banyule, such as Movies in the Park, and Music in The Mall. Banyule City Council Annual Report 2013-2014

Page 60

A Summary of Our Best Value Performance INTRODUCTION This part of our Annual Report provides a summary of performance against Banyule’s City Plan 20132017. This section also constitutes Council’s Best Value Victoria Annual Report 2013-2014 to our community on the application of the Best Value Principles. The summary outlines the significant achievements and progress made in relation to the objectives and key directions in our City Plan. It highlights the range of services (activities), initiatives and processes being implemented across Council to meet the needs of our community, meet the Best Value Principles, and promote a culture of continuous improvement. The Best Value legislation, introduced by the State Government in 1999, is based on consideration of the following six principles in providing services to the community: 1. 2. 3. 4. 5. 6.

All services provided by a council must meet quality and cost standards set by Council (having regard to community expectations, affordability, accessibility, value for money and best practice). All services provided by a council must be responsive to the needs of its community. All services provided by a council must be accessible to those members of the community for whom they are intended. A council must achieve continuous improvement in provision of services for its community A council must develop a program of regular consultation with its community in relation to the services it provides. A council must report regularly to its community on its achievements in relation to the first five principles.

Further information on our Best Value response is available on our website in the Best Value section (go to www.banyule.vic.gov.au and follow links to Council, Publications and Best Value Report). The following information for each of Council’s services is also available:  Key Performance Indicator (KPI) results  Key Highlights for 2013-2014  Future Challenges for 2014-2015. The diagram on the following page gives an overview of Council’s strategic framework, showing the objectives, key directions and strategic indicators*: (Note: * Progress against Banyule’s strategic indicators is then provided in the next section of our Annual Report.)

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance

Banyule City Council Annual Report 2013-2014

Page 62

A Summary of Our Best Value Performance OUR ACTIVITIES AND SERVICES The following lists the activities and services provided by Council during 2013-2014: Activity Health and Aged Services

Description (This service area includes) Aged and Disability Services: -Services for Older Persons and People with a Disability: Service Access and Assessment, Social Support, Assisted Transport, Home Care, Delivered Meals, Respite Care, Personal Care, Property Maintenance, Senior Citizens Centres Environmental Health: - Food safety, Public Health (including: nuisance, tobacco, infection control and prescribed accommodation), Immunisation, Domestic Wastewater Management, Public Health Emergency Management

Leisure, Recreation and Cultural Services

Art collection management, Community buses for hire, Culture and heritage development, The Centre Ivanhoe function centre, Festivals and cultural events, Ivanhoe Golf Course, Library services, Leisure facilities, Leisure programs for older adults, Leisure programs for people with disabilities, Swimming pools, Sports ground allocations

Youth and Family Services

Municipal Recovery Management, Child Care Centres, Early Childhood facilities management, Early Childhood facilities Capital Works program, Early Years Networks facilitation, Kindergartens and Universal Access, Kindergarten Central Enrolment, Municipal Early Years Plan, Maternal and Child Health Services, Inclusion Support Facilitators, Jets Studios, Community Support and Resource, Youth Services, Banyule After Hours Youth Outreach Service (Link-U), Community Safety (including Graffiti Management), Community Liaison, Community Building (formerly Metro Access), Community Development Grants, Employment Programs, Trust Management, Volunteer Recognition Awards

Parks and Gardens

Horticulture: - Design, construct and maintain: - Playgrounds, Sportsfields, Irrigation, Landscape, Park Assets, Weed Control, Nursery, Garden bed design and maintenance, Walking and bike paths Tree Care: - Street tree maintenance, Pest and disease control, Tree replacement and planting, Community planting days, Tree removal, Tree root control, Tree assessment for both private and council. Bushland: - Environmental education, Environmental management, Flora and fauna recording and restoration, Noxious weed control, Development of wildlife corridors, Maintenance, construction, restoration and protection of Bush Reserves and Rivers Parks Maintenance: - Passive reserve maintenance, Active reserve maintenance, Half cost fence replacement, Litter control in parks Strategic: - Parks and Gardens strategic management, Strategy development for public open space

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance

Activity

Description (This service area includes)

Major Projects and Infrastructure

Infrastructure Maintenance: - Footpath maintenance, Kerb and channel maintenance, Sign repair/replacement, Street furniture repair/replacement, Guardrail maintenance, Road patching, Drainage repair, Unsealed road maintenance, Traffic Counters, Line marking, Road Management Plan implementation, Pedestrian bridge maintenance Construction Management: Civil and building construction project supervision, Road resurfacing, Pedestrian trail maintenance, Asset inspection and protection, Memorandum of consents, Bike path maintenance, Roads construction and reconstruction projects, Scheduled building maintenance, Unscheduled building maintenance, Air conditioning maintenance, Vandalism repairs, Graffiti removal from council buildings Infrastructure Assets: Programming for road and footpath maintenance, Capital Works program, Drainage system, Asset Management Plans

Development Services

Statutory planning Subdivisions Planning enforcement Building permits and inspections Municipal Building Surveyor Transport Engineering design Drainage and infrastructure approvals Sustainable Transport

Strategic and Economic Development

Strategic Planning: Land use, Urban Design, Heritage, Planning Scheme reform, Housing, Neighbourhood Character Environmental Planning: - Planet: Environmental Sustainability Policy & Strategy and supporting plans, energy and water efficiency, environmental stewardship education and publications, Wildlife Corridor Program, State of the Environment reporting, maintaining Environmental Management System (in accordance with ISO14001), Significant Tree Register, Banyule Environment Advisory Committee (BEAC), delivery of Energy efficient street lighting. Economic Planning: - Shopping centre promotion and development, shopping centre business planning, shopping centre enhancement program, business development, business networking, shopping centre streetscape master planning, business growth, attraction and development Property Services: - Property portfolio management, Acquisition and disposition, Commercial & residential leases, Discontinuance and sale of unused roads Valuations: - Council rating valuations Land Information Systems: Geographical Information System, Corporate property information maintenance

Redevelopment of school sites

This includes redevelopment of 3 school sites.

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance

Activity

Description (This service area includes)

Operations

Waste Management: - Waste Management strategic management, Metropolitan Waste Management Group member, Banyule-Visy Material Recovery Facility, Rethink Centre, Outreach Program, Waste service support, Waste Recovery Centre (Transfer station), Garbage collection, Recycling collection, Green waste collection, Hard rubbish collection, Commercial waste collection, Parks and reserves waste collection Cleansing: - Mechanical footpath sweeping of shopping centres, Mechanical sweeping of sealed roads, Cleaning of public toilets and BBQâ&#x20AC;&#x2122;s, Inspection and clearance of drainage pits, Maintenance of litter trap program, Litter clearance from shopping centres, Litter collection, Removal of dumped rubbish, Removal of dead animals from roads, Syringe removal, drain cleaning Plant and Fleet Management: - Workshop repairs, services for all Council vehicles, Contract and specification of fleet, Ordering of new and replacement vehicles Emergency Management: - Co-ordination of Municipal Emergency Management.

Governance, Information and Laws

Municipal Laws:- Animal management, Parking control, Fire prevention, School crossing supervision, Local Laws compliance Governance and Information Management:- Corporate Governance and compliance including Freedom of Information and Privacy, Council Elections, Councillors support and training, Council Office Management, Records management, Archives management, Cemetery management Council Meetings

Councillors and Executive

This includes Councillors Administration and Executive services

Information Technology

IT Operations: - Customer request management, Maintenance of voice and data network, Availability of systems and applications Application Services: - Secure, reliable and innovative services, Delivery of appropriate solutions, Enterprise Data Centre management, Leading edge business solutions utilising new and innovative technologies IT Infrastructure: - Stable and innovative infrastructure, Efficient life cycle management of data, hardware and voice, Web solutions, Accessibility and mobility infrastructure solutions

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance

Activity

Description (This service area includes)

Human Resources

Recruitment and Selection, Induction, Industrial Relations, Employee Relations, Human Resources Information System (HRIS), Occupational Health & Safety, WorkCover and Return to Work, Health & Wellbeing, Learning & Development, Leadership Development, Risk Management, Claims Processing/Management, Insurances and Broker Relations, Workforce Strategy, and Workforce Planning

Financial Services

Processing and collection of rates and maintenance of rating data, Accounts receivable, Maintenance of ledgers, Annual and strategic budget preparation, Procurement of goods and services, Accounts payable, Investment management, Financial and management accounting, Payroll, Financial reporting, and Debt servicing, Grants Commission, Investment, Public Street Lighting, and Rate Revenue

Organisational Performance

Customer Service to internal units and community, Cash collection and processing, Public relations, Website, Media liaison, Corporate communications plan, Corporate identity, Advertising, Publications, Community, Social and Health planning, Disability and Inclusion planning, Indigenous community partnerships City Plan development, Best Value implementation, Corporate policy development and management, Business plan development, Corporate planning and reporting support, Organisational development support, Continuous improvement, certification program management and support

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance Objective: 1.

PEOPLE COMMUNITY STRENGTHENING AND SUPPORT Support and strengthen the health and wellbeing of the Banyule community

‘People’ is about our desire for optimal health, for better living conditions and improved quality of life. Good health is the state of complete physical, mental and social wellbeing and not merely the absence of disease. Health and wellbeing can be supported at any age through individual and public policy measures. Wellbeing is fundamental to quality of life, quality of human relationships and the capacity to participate in education, work, recreation and the community. We are committed to improving the health for our community and identifying and minimising threats to public health. This is a shared responsibility for which we have delegated legislative responsibility, and we undertake this in conjunction with other agencies and partners, such as the Department of Health, with whom we work closely. Outcomes for our key directions: 1.1

Promote and support health and wellbeing

A range of new and innovative leisure programs have been developed for the Banyule community to improve people’s physical and mental health and wellbeing. The programs aim is to build partnership with existing organisations, to develop a range of programs that engage with and bring the community together. The free programs have included: - Exercise in the Parks in partnership with Banyule Leisure Facility Management (BLFM), - a Family Bike Ride in partnership with Banyule Bug User Group, - Games Night at the Watsonia library in partnership with the Yarra Plenty Regional (YPR) Library Service, - Picnic in the Park at Ford Park in collaboration with Bellfield Cricket Club, - Music in the Park at Macleod Park Rotunda in collaboration with Macleod FC, - Billy Cart making in partnership with Banyule’s Men’s shed and Bunnings Northland and - Neighbour Day Street parties held throughout Banyule in association with local traders. Knitting in Public World Day was held at eight cafes around Banyule, two more locations than last year, and is proving to be very popular and a sustainable event.

Continuous Improvement, Responsiveness, Accessibility Quality and Cost Standards Community Consultation

Council provides a range of passive and active recreational options, as well as a varied program of arts activities for the community. By developing the Recreation Plan 2013-2017 and Arts Plan 2013–2017, Council ensures community needs are met, services remain relevant and a long-term strategic vision is employed.

Continuous Improvement, Responsiveness, Accessibility Community Consultation, Reporting

Council facilitated a range of sports forums and workshops for various sporting clubs, including a first aid course, responsible serving of alcohol course, growing your club workshop and an Incorporations Act workshop. Council established an outdoor exercise gym at Heidelberg’s Warringal Park that provides a place for free exercise for locals. The 10 exercise machines have been welcomed by Banyule and Yarra trails users as well as community fitness groups. Council continued its Older Adults Recreation Program, providing events such as movies, walks and barbeques to enhance community connectedness. Banyule City Council Annual Report 2013-2014

Responsiveness, Accessibility, Community Consultation, Continuous Improvement Page 67

A Summary of Our Best Value Performance Banyule achieved good results in the Victorian Local Government Community Satisfaction Survey for 2013-2014 across the selected performance measures related to Leisure and Cultural Services. The results compare well with the average scores for the Inner Group average CSI. In addition, the percentage of respondents providing a rating of very good, good or average in 2014 was 92% for the recreational facilities service area (category), 89% for arts centres and libraries, and 86% for community and cultural activities.

Community Consultation, Responsiveness, Accessibility, Continuous Improvement, Reporting

This summer, WaterMarc welcomed its one millionth visitor through its doors. Services and programs continue to grow in popularity with over 933,900 visits to the centre in the past 12 months. WaterMarc continued to be involved in promoting fitness and water safety. It helped raise awareness of childhood obesity with its participation in Technogym Challenge and ran a water safety initiative with Life Saving Victoria for people over 60 years of age.

Continuous Improvement, Responsiveness, Accessibility, Community Consultation

Ivanhoe Aquatic and Fitness Centre continues to progress with its $6 million redevelopment that will transform the Centre, adding much needed extra space, new facilities and refurbished amenities. The gymnasium will double in size and there will be a new entry foyer, reception, cafĂŠ and external deck area, change rooms, spa, sauna, and group program and meeting rooms. There will be a lift to the pool hall from reception and new skylight in the main pool hall roof. The centre is a key recreation facility in Banyule, attracting over 358,000 visits last year.

Continuous Improvement, Responsiveness, Accessibility, Community Consultation

Enrolments for the Olympic Leisure Centre (OLC) Learn to Swim program continue to grow and again achieved their highest participation levels. Health and Fitness member numbers at OLC also continued to demonstrate growth following the total refit of the gymnasium late in June 2013. OLC continues to provide a popular range of affordable membership options and supports a high proportion of members and visitors who are able to access the centre at concession rate fees.

Continuous Improvement, Responsiveness, Accessibility, Community Consultation

A number of very successful programs have been delivered at the Olympic Leisure Centre (OLC) targeting cultural and linguistic diverse (CALD) and indigenous communities. The Women Only swimming program was conducted over 48 Fridays with number fluctuating from 25 to 110 participants attending. Feedback has continued to be positive from females of different cultural backgrounds. Men's only swimming sessions, run in parallel with indoor soccer, was commenced at OLC in April and looks set to continue in a modified format as a year-long program. Council also raised awareness of water safety to cultural and linguistic diversity (CALD) members of the local community at the Malahang Festival.

Community Consultation, Continuous Improvement, Responsiveness, Accessibility Quality and Cost Standards

Council is exploring the options for a Ramadan program, to provide exercise opportunities for members of the (Somali) Muslim community. The Banyule Leisure Equity Grant program continued during 2013-2014 to assist those with financial difficulties to participate. Local service providers such as NEAMI (a non-government mental health organisation), Banyule Community Health, Childrenâ&#x20AC;&#x2122;s Protection Society and Austin Hospital nominate clients that they feel could benefit from the use of the centres to assist with health and wellbeing outcomes. The program enabled approximately 90 community members to participate in learn to swim classes, exercise with friends in the gym, have a swim with neighbours or enjoy a group exercise class with others. The aim of the program is to foster equitable access to leisure services for all residents of Banyule, and to build community connectedness and wellbeing by providing socially inclusive leisure services. This aims to promote healthier lifestyle choices and enhance individual quality of life. Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance Looking after the community's health and wellbeing is one of Council's vital roles. Banyule continues to review, implement and promote public health programs and services relevant to both residents and businesses. Councilâ&#x20AC;&#x2122;s Environmental Health Officers, Immunisation nurses and support staff all work to maintain high standards of public health within the municipality. Some of the main initiatives included: - Provided information and advice to proprietors and the community on a range of public health topics including food safety, immunisation and public health matters. - Completed 1,048 inspections of food premises and 213 inspections of health premises in 2013. - Implemented public health projects associated with the changing environment of public health, such as smoke free outdoor areas and heat wave prevention campaigns. - Investigated outbreaks of communicable diseases. - Conducted quarterly inspections and pool testing of all public pools in Banyule. - In the 2013 calendar year, six new food businesses opened in the municipality (resulting in a total of 706 food premises registered under the Food Act 1984 as at end June 2014). - Statutory food sampling requirements were met with a total of 217 food samples submitted for the purpose of analysis in the set period of 1 March 2012 to 28 February 2013. - During the 2013 calendar year, 10,120 vaccines were provided at public immunisation sessions, 9,025 vaccines at school sessions and 1287 via commercial sessions. - Maintained an average of 90.38% immunisation coverage for the age cohort of 12 months higher than the Victorian average of 89.8% and the Australian average of 89.7% - Maintained an average of 93.63% immunisation coverage for the cohort of 24 months higher than the Victorian average of 92.4% and the Australian average of 92.3%. - Maintained an average of 92.68% immunisation coverage for the cohort of 60 months higher than the Victorian average of 92.6% and the Australian average of 92.0%. - Implemented the 2nd year of the HPV vaccine for boys program at secondary schools. - Conducted two extra specific immunisation sessions to prevent the spread of Hepatitis A at two kindergartens within Banyule (July/August 2013). - Conducted a total of 229 statutory inspections of Public Health and Wellbeing Act premises during the 2013 calendar year. - A total of 217 premises were registered under the Public Health and Wellbeing Act as at end June 2014. - In 2013 there were a total of 581 health/nuisance related complaints investigated. - Conducted 62 Tobacco education visits in the 2013/14 financial year. - Conducted 110 Tobacco Test Purchases in 2013/14, with one sale to a minor. - Contributed to the Local Law review - Promoted new State legislation banning smoking at childrenâ&#x20AC;&#x2122;s playgrounds and underage sporting events.

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A Summary of Our Best Value Performance Council continued to provide free fresh fruit, fresh drinking water and oral health tools to children and families at Council managed Early Childhood sites for the promotion of healthy lifestyles.

Key activities undertaken by Council’s Aged and Disability Services (HACC) team included: - Implemented Goal Directed Care Planning to enhance clients’ satisfaction through identification of personal goals, incorporating a wellness approach to care provision. - Delivered 56,515 meals to over 350 clients - Supported over 3,000 clients through the Home and Community Care program (many receiving multiple HACC services). Banyule Seniors Festival was held in October and was a great success with positive feedback from the community. There was an overall increase in both the number of events offered and the diversity of seniors groups that participated.

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Through its Sports Development Grants, Council continued to provide valuable funding to the sporting community for Banyule sports people and teams to cover travel costs, equipment costs and uniform costs. Council’s Community Support Program provided gift certificates to Banyule organisations such as schools, kindergartens, sporting clubs to help raise funds for their individual causes. This financial year, $5,470 worth of gift certificates was allocated to 23 groups.

Responsiveness, Accessibility, Community Consultation, Continuous Improvement,

Council delivered works as set out in the capital works plan to provide improvements to park activity centres, unstructured play spaces and playgrounds in line with its Playground and Play space plan, including:

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Colleen Street Reserve John McRobbie Reserve Avandina Crescent Reserve Viewbank Reserve Rise Reserve

Banyule’s Domestic Animal Management Plan 2012-2016 (adopted by Council in June 2013) was reviewed during 2013-2014. The Plan contains actions which support and facilitate the benefits of animal ownership and companionship and contribute to the health and wellbeing of residents. It also aims to educate residents about the accepted standards of animal welfare including the care, feeding and physical wellbeing of domestic pets. The key issues for Council which are addressed in the Plan include: continuing to encourage responsible pet ownership; dealing with dangerous and restricted breed dog; and addressing the overpopulation of dogs and cats. In a first for Victoria, Banyule in conjunction with RSPCA’s Mobile Animal Care Unit introduced a free cat de-sexing program to help reduce the cat population and euthanasia rates. In October and April, the service was offered to Banyule residents to reduce the number of unnecessary cat litters. A courtesy service was also offered to pick up and return cats to elderly residents or those without transport.

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance 1.2

Provide services for people at important life stages

Early Childhood Services continued their partnership with Maternal and Child Health to enable the delivery of 3.5 year old checks on site at Audrey Brooks Memorial and Olympic Villages Pre-schools. As part of the Department of Education and Early Childhood Development (DEECD) Quality and Assessment rating system, Morobe Street Children Centre, Audrey Brooks Memorial and Olympic Village were deemed to be exceeding National Quality Standards. Joyce Avenue Children's Centre also met national standards. Assessment ratings are available on the Australian Children’s Education and Care Quality Authority’s (ACECQA) website.

Community Consultation, Responsiveness, Accessibility, Continuous Improvement, Quality and Cost Standards,

Council has utilised $1.1 million in DEECD Capital Grants for works at Audrey Brooks Memorial Pre-school, Morobe Street Children’s Centre, Interlaken Preschool, and Winston Hills Pre-School. Council continues to increase capacity of all Banyule preschools to meet community demands and support Universal Access. Youth Services has continued to offer a variety of engagement, development and recreational opportunities for young people in the last 12 months. Some of these have included the Northern Skate & BMX titles, regular skate clinics run in partnership with Skateboarding Australia, school holiday programs, innovative youth development programs within schools, a scooter comp at the Malahang Festival, running leadership and focus groups with local young Somali Australians, and facilitating camp access for young people across Banyule.

Responsiveness, Accessibility, Community Consultation, Continuous Improvement,

Youth officers delivered 119 short term individual support sessions to young people to facilitate successful referral into appropriate services and supports continued to be maintained during 2013/14. Anxiety, self-harm, social isolation, family conflict, fractured relationships and sexual assault were the most common presenting issues faced by young people. Many additional supports were provided using social media platforms such as Facebook. Banyule’s creative youth arts hub Jets has continued to strengthen its programs and partnerships. The service has experienced growth over the past 12 months with an average of 264 individuals accessing Jets each month, up from 212 last year: 67% were male and 33% were female, with 21% of the total being people with a disability. Jets continues to offer a range of innovative programs for people with disabilities through the Jets Creative Arts Program funded by the State Government through the Department of Human Services. The program includes Monday Night Rockstars (13-17 years and 18-25 years), Saturday Sessions (13-17 years) and the Holiday Makers (13-17 years). Between 25-30 young people per week attended this program and created music and artworks.

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The Jets FReeZA committee (Studio F) is now in its second year. The group has an average of 12 members who meet weekly at Jets to organise and run at least four events annually. Studio F also contributed to the YouthFest 2013 media event, and participated in a training camp at the Queenscliff Music Festival. Since January 2014, Studio F also commenced an extensive training schedule in partnership with the Darebin FReeZA Committee.

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A Summary of Our Best Value Performance The Heidelberg West youth community has continued to be a strong priority for the Youth Services team, with partnerships across a number of services including the Somali Council of Victoria, e-Focus, Exodus, Open House, Lifesaving Victoria, Victoria Police, and Transition 3081. Some of these partnerships have included: - A project with Westside Circus aimed at engaging young women, particularly those transitioning between primary and secondary schools. The project was undertaken in response to a lack of positive and affordable culturally accessible recreational opportunities for young women. - A partnership with Lifesaving Victoria and Spectrum to engage local young people from a culturally and linguistically diverse background (first generational) and support them through developing swimming skills, and then further in undertaking their Lifesaving certificate. - The Bike Hut at Malahang Reserve continued to be a well utilised community resource. Council continues to convene the management committee and supports community agencies in their use of the space and collected bikes donated by the local community for re-building or parts. A staff member also supports the open session each fortnight. - Two very successful school holiday programs in partnership with the Exodus community. Up to 25 young people have attended each program.

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The SHYNE (Showcasing How Youth iNspire and Engage) project, funded for three years by the State Government, aims to showcase positive profiles of young people through a range of initiatives. Key outcomes included: - SHYNE Showcases - seven young people have been trained and developed to deliver their inspiring and empowering presentations in schools across Banyule. These young people address issues including leadership, resilience, entrepreneurial skills and commitment to the community (local and global). So far 1,590 students have had a chance to hear from inspiring young people across 26 school visits and one Youth Summit presentation (City of Whittlesea). - The Banyule 100 project has now profiled 40 exceptional local young people and those that work with local young people. The website has received over 16,000 visits in the past 12 months and continues to gain momentum. - Truth 4 Youth - a youth blog led by a committee of young people. The blog has produced over 80 articles and has a contributing committee of 13 young writers plus some enthusiastic guest writers. The project is supported by a journalist and youth worker. The Truth 4 Youth site has received over 20,000 visitors since it was launched 18 months ago, has produced three hard copy magazines and has a regular monthly feature in the Ivanhoe and Valley Weekly Review. Truth 4 Youth were successful in obtaining two grants - $2,000 to run a Youth Week activity and $18,000 (in partnership with Jets) to run a Cybersafety project.

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LINK-U youth outreach program made 4,571 direct contacts with young people in the past 12 months. Link-U commenced lunchtime school â&#x20AC;&#x2DC;walk-throughsâ&#x20AC;&#x2122; which has increased annual contacts by an additional 1,500 young people from last year. In addition, Link U continues to offer flexible program support, increased program support for a range of activities and events including hot spot response, Malahang Festival and YouthFest, school activities and events, Street art, Westside circus project, FReeZA events and school holiday activities. Link-U was contracted to deliver outreach on behalf of Youth Connections, a federally funded education reengagement program.

Accessibility, Responsiveness, Continuous Improvement, Community Consultation, Quality and Cost Standards,

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A Summary of Our Best Value Performance Council continued developing its Youth Strategic Plan, advocating for improved services and support for young people in Banyule, as well as securing funding from external agencies. With a National Youth Week grant of $2000, Council helped establish a highly successful Truth 4 Youth online blog, allowing young people to discuss issues, inspire debate and promote action. The Banyule Gay Straight Alliance project commenced after securing Healthy Equal Youth grant funding. The group is supported by a Banyule Council Youth Worker and Youth Mentors, who encourage social connections, provide support and facilitate activities. It is a place for gay, lesbian, bi-sexual, trans-gender, inter-sex and queer young people aged 14 to 25, as well as their friends, family and supporters, to be together in a safe space. Council is also currently working in partnership with key stakeholders across the north east to advocate for a Headspace youth mental health service located in Greensborough.

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Council developed a draft Youth and Family Services Strategic Plan that examines service provision, as well as identifies current and emerging issues influencing the sector. A study was also undertaken looking at the ecological and economic benefits of investing in the early years. Funded until June 2015 by VicRoads, Banyule L2P Learner Driver Program continued being delivered by the Banyule and Nillumbik Local Learning and Employment Network in partnership with Council and other key stakeholders. The program provided 120 hours supervised driving training to disadvantaged young people. In the past 12 months, 45 young people were supported by this program with 28 successfully receiving their probationary drivers licence.

Accessibility, Responsiveness, Community Consultation, Quality and Cost Standards,

Key activities undertaken by Council’s Aged and Disability Services (HACC) team included:

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Continued to work with Banyule Community Health to improve service coordination for client care. Seniors Month was held in October to the delight of Banyule’s older people, as more events attracted record attendance numbers. Continued its commitment to Aged Friendly Cities across Council projects, such as accessible housing. Continued to implement Banyule's Active Service Model, including working with the City Development department on age friendly housing, addressing opportunities as they arise, and working with local senior groups via seniors network to support the development of information and opportunities for older adults, for example through Council’s website. Staff continues to adopt best practice, participating in training for Goal Directed Care Planning Making significant progress on implementing strategies to ensure diversity issues in the service are addressed.

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A Summary of Our Best Value Performance Council’s Maternal and Child Health (MCH) service has continued to work in partnership with Banyule Community Health Centre. A number of initiatives have significantly improved participation rates for Key Ages and Stages visits, particularly for 18 months, 2 year olds and 3.5 year olds, providing opportunity for assessment and referral (where necessary) to other professionals. Council continues to offer a flexible program in Heidelberg West where many of our most disadvantaged families can make appointments at the Banyule Community Health Centre to see the community midwife or MCH nurse, prior to the birth of their child (antenatal) through to the post natal period. Council’s MCH staff are working more closely with other early childhood services in the interest of vulnerable clients. A successful after hours’ service for working parents during the week was established, and will be an ongoing initiative.

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Council’s Maternal and Child Health (MCH) service: - Received 1,698 birth notices into the municipality - Conducted 15,106 Key Age and Stage (KAS) visits, including Aboriginal and Torres Strait Islander (ATSI) clients - Conducted 3,161 additional visits for first time mothers, mothers and infants identified with special needs or vulnerability, outreach and developmental screening. - Conducted 331 new parent groups, which includes 6 sessions, with the aims to provide parents with additional information and opportunities to connect with others. - Undertook 139 community strengthening activities which included working with colleagues in DHS, non-government agencies for the betterment of vulnerable families, collaborating with Council’s Early Years Children’s Service. - Referred 909 children to other agencies, which included development and growth issues, illness, communication and eight protective notifications. - Referred163 mothers to other agencies, including eight domestic violence referrals. - Helped breast feeding rates continue to be high across the municipality and be one of the highest in the state. - Identified fathers as needing to be engaged more fully in the MCH service and proceeded to adopt a more father-friendly MCH service

Continuous Improvement, Community Consultation, Responsiveness, Accessibility, Quality and Cost Standards

The Olympic Village Learning Hub has been designed to meet local demand for a range of quality services for children and their families at key ages and stages in one convenient location. Its aim is to help close the gap of social disadvantage by creating pathways for learning and education across all age groups and providing crucial intervention and support for children and families. In May 2012, the project was successful in securing $1.34m capital infrastructure funding from the Victorian Government. This funding, together with Council contribution of $750,000, will deliver stage one of the OVLH, the Child and Family Centre. With the engagement of Ausbuild Constructions the project is soon to be realised with completion expected April 2015.

Continuous Improvement, Community Consultation, Responsiveness, Accessibility,

The development of the Municipal Early Years Plan was adapted into the development of an overarching plan for Youth and Family Services. This approach was adopted to bridge the gap between early years and youth and seek to address the lack of focus on the middle years’ cohort. This plan has progressed through to working draft phase. The highlights of this process were the development of a shared language and scope of work, and the development of a municipal wide framework for implementation.

Continuous Improvement, Community Consultation, Responsiveness, Accessibility,

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A Summary of Our Best Value Performance 1.3

Develop and promote safety and resilience in our community

Banyule Council’s Joyce Avenue Childcare Centre in Greensborough won Victoria’s inaugural Starting Out Safely Road Safety Education Award. The award, sponsored by VicRoads, was open to all Victorian early childhood educators to recognise the achievements of educators in providing road safety education.

Council continued to develop its public health and safety program with a range of initiatives including: - Council undertook initial scoping work in emergency food relief and food security. - The Banyule Heatwave Plan was endorsed by the Municipal Emergency Management Planning Committee (MEMPC). - Council initiated a Tobacco Prevention Project, including developing an associated report. - A review of Council’s Smoke-free Outdoor Areas Policy which was adopted in March 2013 was undertaken. With stalls at Malahang Festival and the Kids ArtyFarty Festival, Council continued its commitment to raise awareness about community health and safety. Council developed a three year Preventing Violence Against Women (PVAW) Strategic Plan which included the work of the White Ribbon Action Team, training and support on the Workplace Family Violence Policy and key health promotion activities. Council participated in the North East Primary Care Partnership PVAW working group which is implementing a four year project measuring and aiming to improve gender equity using a collective impact model. Council implemented Year 2 of the Community Safety Plan that provides Banyule with clear direction and priorities over four years. Key goals focus on coordination, advocacy, education and primary prevention. Some of its key outcomes included: - Responded to 118 residents’ issues, an increase of approximately 40% from the previous year. Major issues were graffiti (38%), followed by hoon driving/unregistered bikes, rubbish dumping, anti-social behaviour, lighting and traffic/parking. - Worked in partnership with Victoria Police on a number of community initiatives including: vehicle safety at railway stations in response to high rates of theft of and theft from motor vehicles (Watsonia and Rosanna); trader information sessions on crime prevention strategies; personal safety sessions for older persons; and Crime Prevention through Environmental Design (CPTED) and general safety audits conducted at various hot spot locations. Council completed key State Government funded community safety projects in Heidelberg West including: - The ‘Safer Connections’ project improved lighting and connective pedestrian routes at Olympic Park, connecting Heidelberg West neighbourhood to Northland Shopping Centre. - The ‘More on the Mall’ project to activate community participation and improve perceptions of community safety in The Mall with the holding of community events.

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance Council continues to address graffiti ‘hot spots’ across Banyule with coordinated responses and ongoing initiatives including: - ‘Adopt Your Space’ program – distributed 112 graffiti removal kits to residents, community groups and traders. - Training of 14 community volunteers for the operation of the Graffiti Portable Removal System (provided by the Dept. of Justice). - The State Government funded ‘Graffiti – Everyone’s Business’ project worked with community partners and Council’s Youth Street Art program around graffiti at the Watsonia shopping centre including the installation of a mural to reduce incidents of graffiti and vandalism. - Graffiti removal, improved lighting and a community clean-up day has improved the physical appearance and public safety at Diamond Village shops in Greensborough. - Council continued its work with the Community Corrections Graffiti Removal Program, removing approximately 5,000 square metres of graffiti across the municipality. Council now has 40 sites which are visited by the work team on a regular basis. - Working with local traders and the community to improve amenities and people’s perceptions, Council is encouraging pride and greater use of local shopping precincts. Olympic Village shopping centre underwent a transformation in June. A community working bee painted over graffiti in Midway Lane, while students from Charles La Trobe College junior campus produced artwork with artist Kym Maxwell to decorate bins. Anti-graffiti coated sculptures were also installed on shop walls. A graffiti prevention measure was also undertaken at Bell Street Mall involving students from St Pius X School who created artwork for rubbish bins. This program proved so popular that the project will be rolled out in the Watsonia Shopping Village in partnership with Watsonia Traders Association, Watsonia Primary School and Council during 2014/15.

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Council’s Street Art program included 38 weekly workshops with 265 participant visits. Murals were completed in numerous locations across Banyule, including at Greenhills and Viewbank scout halls, WaterMarc, Malahang Bike Hut, Our Hub, Ramu Parade traders and Greensborough Skate Park. Staff continued to work holistically with participants particularly around re-engagement into education and training, reduction of substance abuse, assistance with legal issues and support with family breakdown. The Street Art program was featured on Channel 10’s ‘The Project’. In addition, the program has engaged a peer mentor model program alongside mural delivery. Workshop participants have been mentored by older members of the street art group providing a great pathway for our participants.

Continuous Improvement, Responsiveness, Accessibility Quality and Cost Standards Community Consultation, Reporting

Council continued to ensure compliance with its obligations under the Electrical Safety (Electrical Lines Clearance) Regulations.

Continuous Improvement, Responsiveness,

Council updated emergency site plans for Council sites and community halls.

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A Summary of Our Best Value Performance 1.4

Celebrate and promote Banyule’s diversity and heritage

The Movies on the Move program was held over seven months from October 2013-April 2014, showing seven movies in parks across the seven wards of Banyule. All movie events were well attended and the feedback from the community was highly commendable.

Responsiveness, Accessibility

Council continued to promote arts and culture with a series of successful exhibitions at its Hatch Contemporary Arts Space. Seventh Skin explored themes of identity, gender and cultural heritage by 23 Australian artists. The exhibition included an artist in residence, a free public photo booth and a free workshop area for people of all ages. Over 120 people attended the opening night. Create from a Crate presented an innovative recycling wood exhibition, showcasing the woodwork masterpieces of over 30 skilled Australian artists and craftspeople. The exhibition attracted 752 within the two week showing. Hello from Araluen’s artists exhibited works of spontaneity, expressiveness and originality from 29 artists from Araluen's Art Studio, impressing over 150 people on opening night alone. Hatch also won a Museum Australia award for the Home - Reframing Craft and Domesticity exhibition held in 2013.

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Hatch Contemporary Arts Space was also used to facilitate the Pinpoint Professional Development Series. A three-part series commenced, covering social media and DIY marketing for artists of all media, responding directly to feedback received during the latest Arts Plan consultation. A scholarship program ensured workshops were as accessible as possible.

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As a member of the Melbourne Valley of the Arts (MVOTA), Council has been working towards a showcase event that will highlight the arts, culture and heritage activities and opportunities within the valley region. MVOTA are currently reviewing the groups’ capacity in relation to the delivery of regional arts and cultural tourism events. The MVOTA group is also looking at future plans for the Heidelberg School Artists Trail. Council has made representation to both the State and Federal Government in relation to Impressionist Lab project to celebrate the Heidelberg School of Artists and Impressionism. Advocacy will continue in 2014/15. Council continues to work in partnership with the Heidelberg School Art Foundation and Parks Victoria on the development of Council’s first purpose built art gallery. 1.5

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Support people to achieve their economic potential

Council participated in The Rags 2 Riches project in partnership with the Department of Justice. Council staff were encouraged to recycle good quality clothing for Aboriginal, culturally and linguistically diverse (CALD) people, refugees and asylum seekers that could be worn for job interviews, court attendances, and education and training activities.

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance Council delivered or supported a total of 26 economic development events in partnership with other organisations, for example neighbouring councils, State and Federal Government, Regional Development organisations, traders associations. The events included: 10 Banyule Business events; four Northern Business Achievement Awards Breakfasts; 11 Business Mentoring Days (Banyule advisory service) and one Victorian Government Mentoring Bus visit (mobile business centre/ mini bus). There was a high level of participation with 924 people attending, comprised of 54 mentoring bookings (Banyule advisory service) and 870 event registrations (Banyule business events).

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Council has continued to regularly update Banyule businesses through e-bulletins and quarterly newsletters about new initiatives, opportunities and key changes to legislation that may impact their business

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Procurement guidelines continue to be reviewed with a stronger emphasis on the support of local employment, social and environmental impacts. Council is working to develop an implementation plan to increase the percentage of locally produced or provided goods and services purchased by Banyule. 1.6

Plan and prepare for emergency events

Work has continued with Department of Health and Department of Human Services to clarify aspects of the Vulnerable Persons Register where individuals have been abandoned by funded agencies. Council recognises that this will be an ongoing project. The Banyule Household Emergency Information Guide and Home Emergency Plan was developed to encourage residents to take an active role in planning for emergencies which may affect them. This is due for all resident distribution in August 2014 and will provide easy to understand local emergency information to help residents understand risks, make a Home Emergency Plan and get a kit together, and know what to do before, during and after an emergency. Council has continued to be actively involved to develop and implement an emergency collaboration project with other North and West Metropolitan Region (NWMR) municipalities, participating at the working group levels and in regional forums. This collaboration project continues to strengthen Councilâ&#x20AC;&#x2122;s preparedness for emergencies and places Banyule in a good position to meet its obligations. Council will continue to be actively involved in this collaboration into the future. The Banyule Municipal Emergency Management Plan was reviewed and submitted for its three yearly audit on 1 April 2014. Initial audit results suggest that Council is again on track for achieving a 24 out of 24 'Best Practice' compliance result.

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A Summary of Our Best Value Performance Council continues to monitor changes to emergency management requirements and advocate in the best interests of the Banyule community. Regular updates from the Municipal Association of Victoria are monitored and where feedback is required, Banyule has provided this. The North and West Metropolitan Region (NWMR) collaboration project also acts as a conduit for information and representation on behalf of 14 councils. The revised Emergency Management Act and Emergency Management Victoria (Department of Justice) are currently being implemented, and monitoring will continue.

Community Consultation, Responsiveness, Continuous Improvement,

Banyule Heatwave Plan 2013- 2017 was endorsed on 8 May 2014. The Plan helps minimise the health impacts of extreme heat on the community, and provides an overview for heatwave planning, profiles the vulnerable population groups within Banyule and guides actions for protecting the communityâ&#x20AC;&#x2122;s health from extreme heat. Health Services On-Call and Emergency Procedures have been reviewed and updated, and a review of the Public Health Emergency Management Sub Plan has commenced.

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A Summary of Our Best Value Performance Objective: 2.

PLANET ENVIRONMENTAL SUSTAINABILITY Conduct Council activities in a sustainable manner, and practice sound stewardship of the natural environment to ensure its diversity, protection and enhancement.

‘Planet’ is about the natural and formed environment and the ecosystems that sustain the community. Our community is an integral part of the environment and together we are the custodians of our shared home. Outcomes for our key directions: 2.1

Protect and enhance our natural environment

The Bushland Management team has been mapping rare or threatened indigenous plant species found in Banyule reserves in the last eight months. So far a total of 26 rare or threatened species have been located in Banyule. The team has also completed a strategic environmental and operational management plan for Wilson Reserve in Ivanhoe, which looks to protect biodiversity. Council continued its extensive weed control programs within bush reserves, aiming at reducing weed cover and encouraging regeneration of indigenous plant species. Works were undertaken in 35 reserves, covering approximately 280 hectares of bush and natural areas, including Andrew Yandell Reserve, St Helena Bush Reserve, Dalvida Reserve, Yallambie Park and Darebin Creek Northern Grasslands. An additional reserve on Liddesdale Grove, Eltham North, has been added to the list of bushland reserves. Initial works have included substantial woody weed removal and intensive integrated weed management techniques to restore this bushland.

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Council continued to manage fire risk within Banyule. The Bushland Crew conducted a successful ecological burn in the Darebin Creek Reserve in conjunction with the Country Fire Authority (CFA) in April 2014, resulting in the regeneration of endangered Basalt Plains species. It also brought significant increases (approximately 20%) in the population of Dianella amoena, Matted Flaxlily, which is listed under the Environment Protection and Biodiversity Conservation Act (1999) as ‘Endangered’. This species is also considered ‘Endangered’ in Victoria according to the Department of Environment and Primary Industries.

Continuous Improvement, Responsiveness, Accessibility Community Consultation,

The Bushland Management team continued to protect and enhance Banyule’s waterways and wetlands through regular weed control, and its planting and maintenance program for various streamside plantings, including: - Yallambie Park, Plenty River, Yallambie - Wilson Reserve, Yarra River, Ivanhoe - Rosanna Parklands, Salt Creek, Rosanna - Southern Rd Wetland, Darebin Creek, Heidelberg West - Banyule Swamp, southern drain-line habitat link, Yarra River, Viewbank

Continuous Improvement, Responsiveness, Accessibility Community Consultation,

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance Council’s Parks and Gardens team planted a total of 1,300 trees in streets and parks in 2013-2014. In addition, a total of 7,000 local native (indigenous) plants made up of tube-stock trees, shrubs and ground species, were planted throughout Banyule’s bushland reserves, creeks and river reserves. This was part of the ongoing revegetation program for 2013-2014, including community working bees (local volunteers and friends groups).

Responsiveness, Continuous Improvement, Accessibility, Community Consultation

The team also inspected and pruned over 35,000 trees throughout the municipality under Council’s Routine Street Tree Maintenance Contract, and to comply with new Electricity Safety (Electric Line Clearance) Regulations 2010. Draft nature strip planting guidelines have been prepared to ensure the sustainability of Council’s street trees. Council’s Substantial Tree guidelines, outlined in Amendment C80 in Vegetation Protection Overlay (Schedule 5), were approved by the State Government and are now part of the Banyule Planning Scheme, which assists in protecting Substantial Trees by requiring a planning permit for the removal or lopping of Substantial Trees.

Responsiveness, Community Consultation Accessibility, Continuous Improvement,

The Urban Forest Strategic Plan is an important step for Council in its ongoing commitment to manage one of its most important assets – its trees. The development of this Plan is a response to the voice of our community and will provide Council the necessary directives to protect and enhance its valuable tree population for generations to come. A second draft of policy was completed and will go out for community consultation.

Continuous Improvement, Responsiveness, Community Consultation

Council continues to build on research and measurement of management innovations to assist the maintenance and protection of Banyule’s urban forest, as well as help plan and design treed environments into the future. Surveys have been conducted on a stratified sample of the public open space trees, predominantly street trees, creating a data set with 10,000 records that provides information on quantifiable benefits to the community. Council has also used thermal imaging to help inform reporting and better manage trees.

Responsiveness, Community Consultation, Continuous Improvement,

The Tree Care team continued to investigate a wide variety of species suitable for use within its parkland and street environment. The team has initiated additional programs such as integrated pest management to provide greater protection of its significant street scapes from further pest and disease outbreaks. Banyule has continued its focus on increasing the number of trees and other vegetation on private land through planning conditions. Banyule’s public spaces were mowed on a regular basis, including parks and reserves, sports fields, traffic management areas and fire hazards. Council maintained its garden beds and Banyule's 48 active sports fields to agreed standards which meet community expectations.

Banyule City Council Annual Report 2013-2014

Continuous Improvement, Responsiveness, Accessibility, Quality and Cost Standards Community Consultation

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A Summary of Our Best Value Performance Looking to protect Banyule’s natural environment, Council prepared a nomination for Banyule Flats and Warringal Parklands for the State Government for consideration of State heritage significance. Working with the Shire of Nillumbik and City of Manningham, Council also contributed to the State Government’s review of planning scheme controls for the Yarra River corridor.

Responsiveness, Community Consultation, Continuous Improvement,

Council continues to provide an efficient response to emergency storm events. Wild weather in June brought more than 100 calls for help in 12 hours, with Banyule's arborists working through the night worked in conjunction with police and SES to help clear storm damage from felled trees and branches.

Responsiveness, Accessibility, Quality and Cost Standards Continuous Improvement, Community Consultation,

Council continues to develop strategies to strengthen the enforcement of litter and illegal dumping of items and goods. An interim CCTV Policy has been developed and additional cameras will be deployed to help reduce illegal dumping in ‘hot spots’. Litter enforcement has also been stepped up to address increased requests from the community, and Council has collaborated its response across departments to address the problem with a uniform approach. Banyule continued to liaise with Melbourne Water on a number of projects including the Woody weed control program along the Yarra frontage from Bonds Road, Viewbank to Ivanhoe Boulevard Wilson Reserve and starting Woody weed removal and revegetation to Salt Creek, Rosanna Parklands from Lower Plenty Road to Von Nida Crescent , Rosanna. 2.2

Community Consultation, Responsiveness,

Conserve water and improve stormwater quality and impact

Council has commissioned stormwater harvesting facilities in Kalparrin Gardens in Greensborough, Chelsworth Park in Ivanhoe and DeWinton Park in Rosanna that make up one of the largest stormwater harvesting networks in Melbourne. The $6 million award-winning project captures, filters and stores stormwater underground and uses it to irrigate sport fields and open spaces in these parks keeping them green all year round. It will provide approximately 138 million litres annually, helping grounds recuperate from the extensive use they receive over the cooler seasons and survive summer. Council’s community engagement program has continued, including the installation of education signs, coverage in Council and external publications, as well as being nominated for a Premiers Sustainability Award.

Continuous Improvement, Responsiveness, Accessibility, Quality and Cost Standards Community Consultation, Reporting

Council delivered an evidence-based 10 year Capital Works Plan for Banyule’s stormwater drainage network, which includes components such as inlet pits within the roadway, kerb and channel in roadways, underground drainage in roadways and easements and retarding basins.

Responsiveness, Continuous Improvement,

A Water Sustainability Plan was adopted by Council as part of the Planet (Environmental Sustainability) policy framework. The recently completed Banyule Stormwater Harvesting Project will play a significant part in achieving the Water Sustainability Plan’s water conservation and stormwater quality improvement targets.

Community Consultation, Responsiveness, Continuous Improvement, Accessibility,

Council continued to implement the Sustainable Homes and Communities Program which encourages water saving through community education workshops.

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A Summary of Our Best Value Performance 2.3

Deliver appropriate action on climate change

Banyule continued its preparation work for a $4.7 million energy efficient street lighting program to save up to 67 per cent of Council’s streetlight energy on about 8,000 lights, which will generate savings of over $300,000 per year. Council installed over $60,000 of solar hot water systems (together with Federal funding) at Olympic Leisure Centre and The Centre Ivanhoe, with a $30,000 installation to occur next year at Ivanhoe Aquatic and Fitness Centre. Sustainability guidelines have been included in new pavilion design criteria. Water tanks, solar panels and J certificate requirements have been included as appropriate when constructing or upgrading sports pavilions. Council continues to provide recycling stations for mobile phones, batteries, fluorescent globes, x-rays, eyeglasses and other items at its three customer services centres. Council continued to run the organisational volunteer Enviro Reps program which reinforces improved environmental practices. Enviro Reps are successfully and regularly communicating about environmental initiatives which aim to improve the environmental performance of Council’s internal practices. Council continued to provide a cost effective fleet while minimising the impact on the environment, meeting operational requirements and minimising risk to staff and community.

2.4

Responsiveness, Continuous Improvement, Community Consultation, Responsiveness, Continuous Improvement, Community Consultation,

Accessibility, Responsiveness, Continuous Improvement, Community Consultation,

Responsiveness, Continuous Improvement, Quality and Cost Standards

Avoid waste generation

Banyule achieved a CSI score of 79 for ‘Waste Management (performance)’ in the State Government’s Annual Community Satisfaction Survey 2014. The result of 79 was significantly higher than the Inner Group average (76) and State-wide average (73). The percentage of respondents providing a rating of very good, good or average was 95% for this service area (category) in 2014. In addition, Banyule achieved a CSI score of 66 for Environmental sustainability (performance) – this was higher than the Inner Group average (65) and significantly higher than the State-wide average (64).

Continuous Improvement, Community Consultation, Responsiveness,

A contract (with 10 municipal councils in the northern and western suburbs) was implemented for the long-term processing of green organic waste collected within Banyule.

Continuous Improvement, Community Consultation, Responsiveness, Quality and Cost Standards

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance The Rethink Centre welcomed 4,000 visitors in the past twelve months, which brings the total attendance to more than 62,000 since its opening in 2000. Districts, Lifestyles and Avoiding Waste study (commissioned by Banyule Council and The Melbourne Metropolitan Waste Management Group) examined food waste in 24 Banyule households across three different suburbs. The study found planning meals was crucial to reducing household food waste, and an estimated 40 per cent of food bought by households is thrown out â&#x20AC;&#x201C; the equivalent to two in every five bags of groceries or 2.7 million tonnes of food going straight into household bins or compost each year. Council will use the results to implement education programs to help households reduce food waste going to landfill. Council continued to provide a responsive and effective cleansing service to streets, drains, shopping centres and public toilets, and maintain these assets with a high level of cleanliness. A Waste Management Plan 2014-2019 was developed incorporating community consultation and is to be considered by Council. The Plan looks to set the key directions and priorities for waste collection, disposal, recycling and drop-off services for the next five years, and helps ensure waste management services are carried out in a manner that meets the needs of residents and minimises the environmental and financial impacts. Council continued to work with the Banyule community to reduce the cost of waste, by providing waste education and information on sustainable consumption. 2.5

Responsiveness, Accessibility, Community Consultation, Continuous Improvement,

Responsiveness, Accessibility, Continuous Improvement, Continuous Improvement, Community Consultation, Responsiveness, Quality and Cost Standards Reporting Accessibility,

Act as environmental stewards

Council continued to deliver its community and Council environmental sustainability engagement programs and events including: Sustainable Homes and Communities (including the new Leaders Program); Home Harvest Festival; Kids Teaching Kids Conference; Wildlife Corridor; EnviroReps; Positive Charge; and Spring Outdoors.

Community Consultation, Responsiveness, Accessibility, Continuous Improvement,

During 2013-2014 Council provided Biodiversity education for 1,601 people at Banyule schools and as part of the annual Spring Outdoors Program through the Wildlife Corridor Program. Council provided 6,128 indigenous plants to Banyule schools, community organisations and residents. As part of Sustainable Living Festival 2014 activities, Council presented three sessions that educated and inspired Banyule residents to be more waste conscious and environmentally-friendly: - Rethink Food: explore a sustainable garden and find out about food waste avoidance and recycling. - Rethink Recycling: tour a Material Recovery Facility and learn about recyclable packaging waste. - Rethink Design: view a collection of sustainable furniture.

Responsiveness, Accessibility, Continuous Improvement, Community Consultation,

Banyule Bushland team facilitated a pilot program for Indian Mynah control methods to explore ways to reduce the impact of these significant pest birds that aggressively drive local species out of Banyuleâ&#x20AC;&#x2122;s parks and home gardens.

Responsiveness, Continuous Improvement,

Council adopted the Water Sustainability Plan and an Energy Savings Plan (with a target of carbon neutrality in 2019/2020).

Responsiveness, Continuous Improvement,

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance Banyule’s Early Childhood Services (ECS) continued to embed sustainable practises across all services including recycling, compost, worm farms and vegetable gardens.

Responsiveness, Continuous Improvement,

Council secured $27,000 in funding from Melbourne Water for a water sensitive urban design project, which will increase water quality and availability in Peck’s dam and provide opportunities for community education and engagement about integrated water management and local wildlife corridors.

Community Consultation, Continuous Improvement, Responsiveness, Community Consultation, Responsiveness, Accessibility, Continuous Improvement,

Banyule continued to foster relationships with friends groups and school groups through participation in local environmental initiatives, including: - Clean Up Australia Day Program: Co-ordinated 120 volunteers across six sites who collected 163 bags of litter weighing in at 1,070 kilograms. - Tree planting: Co-ordinated the planting of 9,842 local native (indigenous) plants in parks and bushland reserves with local friends groups and volunteers. - National Tree Day: Co-ordinated 50 volunteers planting over 2,000 indigenous trees. Council continued to provide education programs to encourage the community to avoid waste, including: - Aussi Vic Resource Smart Schools Program – Banyule continued to help schools adopt sustainability practices in support of Sustainability Victoria’s ongoing program. Council promoted the program to local schools and helped them achieve accreditation by developing environmental policies and statements that include environmental action plans. Council also provided teacher professional development workshops and education sessions, such as Banyule’s Waste Wise Education Program. - Districts, Lifestyles and Avoiding Waste study (commissioned by Banyule Council and The Melbourne Metropolitan Waste Management Group) – A study was completed to examine food waste in 24 Banyule households across three different suburbs. The outcomes of the research will assist Council to develop tools and implement education programs that will help households reduce food waste. This will result in financial savings for residents and Council, as less rubbish goes to landfill. - Waste truck campaign – Banyule continued to try to modify resident behaviour with messages on its waste trucks that serve as a constant reminder for the community to avoid waste through easy to understand tips. Council trucks were adorned with a series of new messages. ‘Don’t dump it – book it’ encourages residents to make use of two free hard waste collection services available to them each year. While other graphics, such as ‘Love food, hate waste’, emphasize the need to reduce household food waste.

Community Consultation, Responsiveness, Accessibility, Continuous Improvement,

Council continued its successful e-waste recycling program for televisions, computers, printers and computer products. Approximately 202,650 kilograms of e-waste was picked up from the Banyule Waste Recovery Centre by a contractor during 2013-2014. The valuable materials are then re-used, as well as hazardous materials managed safely. The program is part of the National Television and Computer Recycling Scheme, which aims to boost the recycling rate for television and computer products from 17% in 2010 to 80% in 2022. The scheme is funded and run by industry and regulated by the Australian Government.

Responsiveness, Accessibility, Continuous Improvement,

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance Objective: 3.

PLACE SUSTAINABLE AMENITY AND BUILT ENVIRONMENT Maintain and enhance the quality of Banyule’s public spaces, buildings and infrastructure for people who live, work, shop, play and move around in our city.

‘Place’ describes the buildings, structures and spaces in which we live, work, shop and play. It is about our surroundings, how we interact with and move about within them. ‘Place’ also shapes our interactions with others and influences the quality and frequency of our social and economic activities. ‘Place’ is dynamic and influenced by many factors, most notably the aspirations of landowners and statutory approval systems that are governed through State and sometimes Federal decision making. Outcomes for our key directions: 3.1

Maintain and improve Banyule as a great place to live

Implementation of the new Residential Neighbourhood Character Policy has been completed and formalised in the Banyule Planning Scheme. This aims to improve local design outcomes for housing, landscaping, setbacks and the protection of ridgelines and trees across Banyule. Banyule Building Permits and Inspections (BPi) staff continued to deliver a high quality service to the Banyule community and external clients over the year, including: - BPi issued a total of 1,585 building permits for the financial year with a value of $280,042,660. Of this total, some 441 building permits were issued for development within Banyule, with a value of $45,192,190. - Conducted a total of 6,161 building permit inspections throughout the year. - Continued to identify illegal works and dangerous buildings within the municipality and, where appropriate, enforce the Building Code. An audit of Ivanhoe, Heidelberg and Rosanna commercial precincts were undertaken on free standing brick walls with over 400 properties inspected. - Enforcement actions were instigated in many matters throughout the year with many resulting in Magistrates’ Court appearances, all achieving successful prosecutions and resolutions. - BPi was audited on four occasions this year and achieved good results. These included audits conducted by the Building Commission, including a Building Commission Building permit procedures audit and Building Commission Site Specific Audits, in addition to other internal and external Council audits.

Community Consultation, Responsiveness, Continuous Improvement, Accessibility, Community Consultation, Responsiveness, Continuous Improvement,

Council continued to upgrade Banyule preschools by securing $18,000 from the Department of Education and Early Childhood Development for Minor Capital Grants at Joyce Avenue Children’s Centre and Interlaken Preschool. Improvements included works to the veranda outside the kinder room at Joyce Avenue and works to the under floor storage at Interlaken Preschool.

Continuous Improvement, Responsiveness,

Council submitted its C100 proposal to the State Government for new residential zones to help simplify planning requirements and better manage growth. In early July 2014, the Amendment C100 was approved with some changes into the Banyule Planning Scheme. Residential 1 Zone was replaced with Neighbourhood Residential Zone (NRZ), General Residential Zone (GRZ) and Residential Growth Zone (RGZ).

Community Consultation, Responsiveness, Continuous Improvement,

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance In the 2013-2014 financial year, Council’s Development Planning team received a total of 1,632 applications for development, subdivision, tree removal and formal amendments to existing permits, which is 17% higher than the previous year. Further to this, requests for other approvals were 31% higher than last financial year, with 159 requests for secondary consent, 132 requests to extend permit timeframes, 242 certification applications and 15 development plan approvals received.

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The team also conducted the assessment of 1,426 applications for development, subdivision, tree removal and formal amendments to existing permits. This is comparable to the 2012-13 year. In addition, 163 requests for secondary consent applications, 124 requests to extend permit timeframes, 135 certification applications and 18 development plan approvals were determined. These figures also represent a 31% increase on the previous year. A total of 279 complaints were received in relation to alleged breaches of planning permits and the Banyule Planning Scheme with 221 complaints resolved during the financial year. The Sustainable Housing Guidelines and Liveable Housing Guidelines and assessment for larger commercial developments and multi-dwelling developments (three or more dwellings) were implemented. Council conducted a Sustainability Forum which engaged the development community to promote design initiatives in relation to sustainable housing.

Community Consultation, Responsiveness, Accessibility, Continuous Improvement,

Council’s Cultural Heritage Policy, known as C77, was approved by the State Government and adopted into the Banyule Planning Scheme. This local policy gives guidelines to support clearer consideration of planning permit proposals on locally significant heritage sites listed in the scheme’s Heritage Overlay. Council’s strategic planning work for heritage planning was recognised from the Planning Institute of Australia (Victorian Division) for its success at implementing strategies and changes to its Planning Scheme.

Community Consultation, Responsiveness, Continuous Improvement,

Council worked collaboratively with the Cities of Moreland, Whitehorse, Stonnington, Port Phillip and Yarra to achieve Ministerial Committee support for local Environmentally Sustainable Development (ESD) policy. This has allowed Council to adopt a local ESD policy, known as C73, to encourage improved sustainable development within planning permit proposals and submit it for State Government approval. The policy requires residential and non-residential developments to achieve best practice across a range of ESD principles that will help to improve amenity and liveability of homes; reduce energy use and associated cost, as well as minimise waste to landfill.

Continuous Improvement, Community Consultation, Responsiveness,

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance Planning Scheme proposals for the Ivanhoe Activity Centre Structure Plan were publically exhibited and considered by a Planning Panel. The Panel gave support to the work done, as well as guidance of final refinements that are now being prepared. Council purchased three former school sites in Heidelberg Heights, Bellfield and Ivanhoe from the Department of Education and Early Childhood Development in August 2013. Councilâ&#x20AC;&#x2122;s decision to buy the school sites has provided a unique opportunity to gain ownership of important community facilities including the old basketball/netball stadium located on the former Banksia-La Trobe Secondary College site in Bellfield. The purchase of the school sites has also provided Council with the opportunity to lead local planning outcomes that will assist in offsetting some of the costs associated with buying and refurbishing these community facilities. Discussions are continuing with landowners in Heidelberg West to realise development potential and community outcomes at the Mall. Recognition of the La Trobe Employment Cluster in the State Government's new Metropolitan Planning Strategy will bring further opportunities to unlock development in the Heidelberg Medical Precinct and assist in the removal of barriers to growth A review of Banyuleâ&#x20AC;&#x2122;s street sweeping program was undertaken in October and November with rounds adjusted to provide the best possible level of sweeping depending on how each street is impacted by litter, leaf litter or drainage issues. The changes will continue to be monitored to determine effectiveness and adjustments made to the program as necessary. Councilâ&#x20AC;&#x2122;s shopping centre cleaning program was reviewed to determine whether the service levels provided were still effective. The outcome was a recommendation for increase in service levels for litter bin cleaning, toilet cleaning, graffiti reporting and removal from Council assets and pavement pressure washing. Changes to cleaning and maintenance monitoring and maintenance reporting procedures were adopted in the 2014/15 budget to commence implementation in July 2014.

Community Consultation, Responsiveness, Accessibility, Continuous Improvement, Responsiveness, Community Consultation, Accessibility, Continuous Improvement,

Accessibility, Responsiveness, Community Consultation,

Continuous Improvement, Community Consultation, Responsiveness, Quality and Cost Standards Reporting Accessibility,

Council continued to deliver a quality street sweeping and cleansing service to Banyule residents, with a focus on: -

Maintaining roads, drains and other installations to a standard which ensures public safety and protects the natural environment. Providing a responsive and effective street sweeping and cleansing service to the streets, drains, shopping areas and public conveniences, and maintaining these assets with the required high level of cleanliness.

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance The ongoing Tree Establishment Program continued to enhance streetscapes and contribute to the liveability of Banyule. A draft Street Tree Strategic Plan has been completed and presented to Council prior to undertaking a community feedback consultation process. Council continues to deliver a range of community gardens initiatives. The first draft of a community gardens policy and guidelines was completed. Work also commenced on establishing Bellfield Community Gardens following a public consultation process.

Community Consultation, Responsiveness, Continuous Improvement, Accessibility,

Work has continued to refine the 10-Year Capital Works Plan to help prioritise the city’s capital works. Funding gaps in the management of the city’s assets including roads, pathways, bridges, drainage, playgrounds, open space and buildings are being identified and included in the 10 year plan.

Responsiveness,

Banyule’s Engineering team delivered a range of activities in 2013-2014, including: - Prepared 32 Council Reports, to inform Council and provide recommendations on the appropriate course of action for key issues including: major projects, transport and road safety issues, parking management, drainage and road design. - Completed 1,722 Transport and Road Safety related customer requests, an average of approximately 143 a month, with 96% completed on time - Completed 1,907 Drainage and Development related customer requests and Referrals, an average of approximately 159 a month. - Delivered approximately $470,000 in Transport and Road Safety related capital works. - Completed 361 Planning Department referrals to assist in the assessment of new development permits. - Delivered approximately $470,000 in Transport and Road Safety related capital works. - Delivered approximately $240,000 in Drainage related capital works. - Completed the Strategic Stormwater Network Catchment Analysis study for the municipality, including assessment of areas subject to potential flooding and preparation of maps for a Special Building Overlay. - Reviewed and updated Council’s Development Guidelines, including preparation of a new Build Over Easement guideline document. - Completed the Banyule Right of Way Policy and Strategy.

Accessibility, Community Consultation, Responsiveness, Continuous Improvement,

Council has continued to ensure improvements to Banyule’s infrastructure and road network to meet community needs. Council has worked with key stakeholders to get the best outcomes in the design and planning stages of civil and construction projects.

Accessibility, Community Consultation, Responsiveness, Continuous Improvement,

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance Banyuleâ&#x20AC;&#x2122;s Major Projects and Infrastructure team completed a range of activities in 2013-2014, including: - Bike path construction and maintenance - Installation of a lift at Rosanna Bowling Club - Construction of Plenty River Trail, Montmorency to Willinda Park - Completion of Simms Road Pavilion Extension Stage 1 - Building extensions at Audrey Brooks Memorial Preschool, Interlaken Kindergarten and Winston Hills Preschool - Completion of internal modifications to The Hatch, Ivanhoe - 73,000 square metres of local roads have been re-sheeted and reconstructed at a cost of $1.3 million - 1,900 tonnes of low emission asphalt used for part of road re-sheet works; saving 10 tonnes of carbon dioxide (CO2) emissions - 57 km of road crack sealing completed with 93 local streets crack sealed at a cost of $60,000 - Graffiti removed from Council buildings at a cost of $154,000 - Actioned 288 customer requests to remove 6,479 square metres of graffiti - Carried out 568 hot spot inspections to remove 7,033 square metres of graffiti - 18,400 square metres or 7,670 bays of footpath replaced - 2,139 footpath temporary repairs completed through Councilâ&#x20AC;&#x2122;s Road Management Plan - 390 lineal metres of kerb and channel replaced - 22 pram crossings replaced - 704 street signs replaced and 215 street furniture repaired or replaced at a cost of $110,000 - 54 streets line marked with long life paint and 70% of local streets line marked in normal paint - Major road patching works undertaken on 23 streets with1,631square metres of patching completed

Banyule City Council Annual Report 2013-2014

Accessibility, Community Consultation, Responsiveness, Continuous Improvement,

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A Summary of Our Best Value Performance 3.2

Strengthen local activity and employment areas

Council has completed an internal review and pilot program to develop a community events program to encourage the local community to embrace Greensborough Town Square and the surrounding area. The pilot program has been extended, with four community events scheduled for 2014/15 to reinvigorate the area. This includes the re-launch of the Greensborough Chamber of Commerce community market which is set to return in October 2014.

Accessibility, Community Consultation, Responsiveness, Continuous Improvement,

Council continues to create and provide opportunities for self-funded public space community events through the Banyule Community Grants during the 2013/14 financial year. The Banyule Event Guide was also revised and published online, making it easier for local residents to promote their events to a greater audience. Finalised the Ivanhoe Civic Precinct Master Plan including proposals for a new community learning hub, public space, car parking and mixed use development, following consultation with the local community. Council will continue to actively engage with the community as the design of the precinct progresses. Concept design work has been undertaken for stage 2 of the Community Centre at Olympic Village Learning Hub. An advocacy fact sheet seeking funding support for future stages has been developed and distributed to politicians at state and federal level. In collaboration with relevant stakeholders and users, the concept plans for Watsonia Hub have been completed along with a Quantity Surveyor prepared cost plan. The project will now be considered in future capital works planning along with other Council capital works priorities.

Community Consultation, Continuous Improvement Responsiveness, Accessibility, Community Consultation, Continuous Improvement Responsiveness, Reporting, Accessibility

Encouraging investment that supports local jobs growth, Council contributed to a report (Northern Horizons) released by Northlink, a regional development organisation for Melbourne's North. The report will be used as a tool to advocate for a raft of infrastructure investment priorities in the region. Council continues to promote education, training and employment opportunities for residents through its ongoing relationships with Banyule and Nillumbik Local Learning and Employment Network and Northlink.

Responsiveness, Accessibility, Community Consultation, Continuous Improvement,

Council successfully completed its contracted Place Manager role with the State Government funded Heidelberg West Neighbourhood Renewal project and transitioned to a new community based governance group â&#x20AC;&#x2DC;3081 Connectâ&#x20AC;&#x2122;. The NR Hub located at 155 Oriel Road, Heidelberg West, will continue to operate as a community hub for a further two years under the auspice of E-Focus. An active cross Council 3081 working group has been established to coordinate a strategic approach in the delivery of the broad range of 3081 initiatives. A project 3081 Scorecard has been developed mapping current and proposed projects and their progress. A peer education training program is being developed to engage residents living in Bell Bardia and Tarakan housing estates in community-based project that aims to reduce dumping of hard waste on estates and instil environmental leadership projects.

Continuous Improvement, Community Consultation, Responsiveness, Quality and Cost Standards Reporting Accessibility,

Banyule digiDECL was established at The Mall in Heidelberg West, providing a community-minded work space and networking opportunities for start-up businesses, freelancers, consultants, and other professionals who would otherwise work from home. Members enjoy access to digital training sessions and digital technology, such as internet and interactive whiteboards, as well as business mentoring, such as assistance with websites and developing an online presence.

Responsiveness, Accessibility, Community Consultation, Continuous Improvement,

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance 3.3

Support thriving commercial and retail activity

Council is currently undertaking consultation to guide the preparation of Watsonia 2050 Vision, a vision for the future of the Watsonia shopping precinct and train station area. With the help of expert Place Making Consultants Hello City, Council has collected feedback from the local community and traders through a community survey and workshops, as well as a successful community consultation event held on 5 June in the Watsonia shopping street. Creating a vision will articulate the ideas and values of the community, which will help to advocate for future priorities to help make the vision a reality.

Community Consultation, Responsiveness, Continuous Improvement, Accessibility,

Developed a revitalisation project, called â&#x20AC;&#x2DC;A Safer Mallâ&#x20AC;&#x2122; for the Bell Street Mall that will transform the central space and Oxford Arcade. There will also be significant improvements to the seating and lighting, and upgraded entry ways and shop front roller shutters. The project successfully secured nearly $230,000 from the Department of Justiceâ&#x20AC;&#x2122;s Public Safety Infrastructure Fund, with a further Council commitment of over $70,000. The project complements the work done with traders to improve shopfronts as part of the Visual Merchandising Project.

Community Consultation, Responsiveness, Continuous Improvement, Accessibility,

Banyule has continued to work with Trader associations to maximise the marketing of key activity centres, and increase the vibrancy of local retail areas and their businesses to build commercial activity and support local shopping.

Community Consultation, Responsiveness, Accessibility,

Council has continued delivery of a range of support to traders to develop sustainable economic development programs through the Special Rates and Charges schemes, including: governance arrangements, best practice guidance, rules of association, rate renewals, marketing and promotional activity, and annual business planning. The renewal process for the Heidelberg Central Special Charge scheme was also finalised during the year. Rosanna Shopping Centre underwent beautification and maintenance improvements, including tree replacement, improved lighting treatments and painting of Council assets.

Responsiveness, Accessibility, Continuous Improvement,

Council supported the implementation of a pop-up shop initiative in Greensborough led by the Chamber of Commerce to introduce temporary active uses to empty shops in Main Street and Grimshaw Street. Council led the way by providing two vacant properties to pilot the scheme, where new creative uses have introduced vibrancy and activity to the centre.

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance 3.4

Enhance Banyule’s public and open spaces

Macleod Park sports field lighting was upgraded with funding from Council, the State Government and the resident sporting club. The new sports field lighting meets Australian standards, is more efficient and safer for users, and will facilitate an increase in sports participation at the park.

Community Consultation, Responsiveness, Accessibility,

Council has commenced major upgrades at Simms Road Oval, including relaying turf and fencing works, a pavilion upgrade (due for completion in 2015) and associated Plenty River Trail works. The $1 million project supports the growth in junior AFL participation in the Greensborough and Montmorency region.

Community Consultation, Responsiveness, Accessibility,

The Olympic Village Laneway Makeover was a partnership between the community, Council and the Department of Human Services’ Neighbourhood Renewal program to rejuvenate a laneway in Heidelberg West. The project involved weaving workshops led by the Pacific Women’s Weaving Circle and these were very well attended. Over 30 people of all ages and backgrounds participated in painting a mural on the wall. This brought vibrancy to the laneway and encouraged community spirit.

Community Consultation, Responsiveness, Accessibility,

Every year, thousands of Australians help clean up their environment on Clean Up Australia Day in March. Council encourages volunteers to join together in a cleanup around the municipality. This year Council coordinated 90 volunteers who collected 144 bags of litter weighing in at 915kgs of total rubbish across six local sites.

Community Consultation, Responsiveness, Accessibility, Continuous Improvement,

Continuous improvement to Council’s community halls, particularly the provision of new tables, chairs and blinds, has resulted in receipt of ongoing, positive feedback from many clients. The Centre Ivanhoe has welcomed several improvements to the facility, including upgrading toilets, laying new carpet and purchasing new chairs. These improvements will continue to see The Centre Ivanhoe as a sought after venue for new and existing clients from Banyule and beyond.

Responsiveness, Accessibility, Continuous Improvement, Community Consultation,

Council established a fenced off-lead dog exercise park at Malcolm Blair Reserve in Greensborough complete with drinking fountains, seats and dog waste bins. It has quickly become well utilised by local dog owners as a training ground for their pets.

Accessibility, Responsiveness,

Banyule takes great pride in maintaining its vast number of open spaces in good condition. This includes maintaining and enhancing the quality of garden beds, topping up mulch around playgrounds, mowing parks, reserves, road reserves and traffic areas, as well as addressing fire hazards.

Accessibility, Responsiveness, Quality and Cost Standards

Council also undertakes regular improvements works and facility upgrades across the municipality. Some of the works undertaken in the last year include: - Installation of fencing at Malahang Reserve, Anthony Beale Reserve and Viewbank Reserve - Landscaping and fence upgrade at Fred Howe Annex - Macorma Street roundabout landscaping - Pathway at Anthony Beale Reserve - Installation of a pedestrian shelter on Bond Street

Responsiveness, Accessibility, Continuous Improvement, Community Consultation,

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance Council has leased the former netball change rooms at Possum Hollow Family Regional Play Space to operate as a kiosk that caters for park users.

Responsiveness, Accessibility,

Smoke free banners and messages were displayed at various Council events, including Youth Graffiti Summit and Movies in the Park. Further signage was installed at Greensborough Walk to promote the smoke free zone.

Responsiveness, Community Consultation,

Banyule’s extensive network of shared trails continues to be improved and extended. Council has upgraded Plenty River Trail between Montmorency Tennis Club and Sims Road Reserve. Concept plans have also been prepared for EastWest Power easement bicycle route between Bundoora and Yallambie. Council has prepared a concept plan for a proposed family regional play space for Anthony Beale Reserve in St Helena, utilising extensive feedback from a number of community consultations.

Continuous Improvement, Responsiveness, Accessibility,

Council is committed to providing accessible, safe and appealing playgrounds that enhance Banyule’s parks and reserves and provide the community with recreational options close to home. The following reserves have had new playgrounds installed, as well as had path and park furniture upgrades: - Colleen Street Reserve - John McRobbie Reserve - Avandina Crescent Reserve - Viewbank Reserve - Rise Reserve

Accessibility, Responsiveness, Continuous Improvement,

Banyule’s Municipal Laws team delivered a range of activities in 2013-2014, including: - Maintained a high rate in responding to customer requests with 87% responded to within time. Customer requests have increased by an average of 5% from the previous year and been handled within existing resources. - The increased focus on enforcement of traffic issues around schools in the morning and afternoon for the protection of children is still continuing and remains a high priority. - Introduction of Traffic Management Patrol Plans to enable and ensure a greater coverage of area within the Municipality. - In collaboration with the Salvation Army and Victoria Police, Council continues to tackle illegal dumping of rubbish at the Watsonia Salvation Army Store. Last year, Council installed CCTV technology which has resulted in a 98% reduction in rubbish dumping, the prosecution of offenders and a huge cost saving to the Salvation Army in having to get rid of the rubbish. Over the past two years this program has benefited both the Salvation Army and Council and continues to monitor the behaviour of illegal dumpers. - Continued auditing of building sites with site inspections while providing education to building contractors. This proactive approach helps to keep building sites clean, tidy and safe for the surrounding community.

Continuous Improvement, Community Consultation, Responsiveness, Accessibility,

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance 3.5

Support sustainable transport

Council has continued advocacy in relation to the Greensborough Hwy/Rosanna Rd corridor safety and amenity. A North-east link report was presented to Council in September 2012, followed by quarterly updates. Council continues to advocate to VicRoads requesting development of short term and medium term solutions for Rosanna Road, and to organise a meeting to plan implementation of these solutions. This includes advocacy regarding traffic and freight volumes on Rosanna Road

Accessibility, Responsiveness, Community Consultation, Continuous Improvement

A preferred alternate truck route report was received from VicRoads and meetings were held with senior VicRoads officers to discuss this item. Ongoing discussions and advocacy to VicRoads is continuing. Council continues to look to strengthen accessible transport links to our activity centres to ensure increased opportunities for employment growth. This included reviewing, developing and updating the Banyule Integrated Transport Plan. Council also commenced investigation and development of the Heidelberg Parking Plan. Banyuleâ&#x20AC;&#x2122;s Engineering team: - Investigated and recommended the installation of bicycle lanes throughout the municipality to improve links to the existing bicycle network in line with Council Bicycle Strategy. - Implemented the WaterMarc Parking Management Plan. Council continues to support local schools with walking and riding to school programs. Week long counts were conducted by Council and schools were awarded for high participation. Banyule continued marketing its bicycle network through schools. Council supports car-sharing as a public transport option that provides a cheap, green and easy alternative to car ownership. Council helped promote car sharing in Banyule by increasing awareness of new Flexicar locations in Heidelberg and Ivanhoe in May 2014.

Accessibility, Responsiveness, Community Consultation, Continuous Improvement Accessibility, Responsiveness, Community Consultation, Continuous Improvement, Accessibility, Responsiveness, Community Consultation, Continuous Improvement,

Paid parking locations have continued to be installed in Heidelberg and Greensborough to improve turn-over and availability. Further locations are being assessed for paid parking consideration around activity centres.

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance Objective: 4.

PARTICIPATION COMMUNITY INVOLVEMENT IN COMMUNITY LIFE Govern effectively by appropriately engaging the community in issues that affect them, and advocate for the broader interest of the community.

‘Participation’ is central to good governance. We will strive for good governance by providing the community with opportunities to actively engage in and influence the decision-making process. We will plan for and respond to the community’s needs, advocate on its behalf and use the resources of the municipality appropriately. Outcome of our key directions: 4.1

Engage meaningfully with our community

The Early Years and Maternal and Child Health teams undertook many activities to enhance the connection of families to the community, improving outcomes for children and families in Banyule. Several highlights include: - Banyule Community Camps: Council provided $14,000 as well as helped raise approximately $15,000 through community donations to facilitate winter and summer camps for disadvantaged children in Banyule. - Toys for Tots: Council continued its long-running campaign which provided toys or vouchers that helped brighten Christmas for 260 Banyule children. - Banyule events and festivals: Early Years and Maternal and Child Health participated in a succession of community events throughout the year, providing entertaining and engaging activities, as well as information, as they connected with local families. From Children’s Week celebrations in October to Getting Back to Nature Play Day in April, with six Movies on the Move and the Kids ArtyFarty Festival in between, Council continued to strengthen relationships with the community. - Playgroups: Council identified and supported playgroups by advertising groups, supporting building and lease arrangements, and through its connection with wider Early Years services and Playgroup Victoria. - Playground consultation: Early Years and Maternal and Child Health commenced working with other Council departments to ensure playgrounds were environmentally appropriate and meet community needs. - Youth and Family Services Plan: Council continued to develop an overarching plan for Youth and Family Services which aims to bridge the gap and focus more on the middle years’ cohort. The highlights of this process were the development of a shared language and scope of work, and the development of a municipal wide framework for implementation.

Community Consultation, Responsiveness, Accessibility, Continuous Improvement, Reporting Quality and Cost Standards,

Council continues to identify and address community transport needs, particularly for older and more vulnerable people. Banyule staff attended a forum a Commonwealth forum on transport strategic planning. Council also examined the use of community buses to supplement Home and Community Care shopping and expanding the transport provided by carers as part of respite.

Community Consultation, Responsiveness, Accessibility, Quality and Cost Standards, Continuous Improvement, Reporting

Home and Community Care commenced a project to achieve a Rainbow Tick, which consists of six standards against which services can be formally accredited to demonstrate LGBTI (lesbian, gay, bisexual, transgender and intersex clients) inclusive practice and service delivery.

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A Summary of Our Best Value Performance Council continued to strengthen the delivery of Youth and Family Services through community partnerships. Some of the initiatives undertaken throughout the year included: - Providing support for vulnerable families and individuals in Heidelberg West - Advocating for the establishment of a Headspace centre in Banyule to provide support, information and advice to young people aged 12 to 25. - Commenced working with Odyssey House in order to improve care of children and families who are inpatients. - Engaging with local families and promote early childhood services through playbased activities at Council events, activities and festivals. - Continuing work with local organisations, such as Soroptimists and Rotary, to secure ongoing support of Council initiatives.

Community Consultation, Responsiveness, Accessibility, Continuous Improvement, Reporting

Banyule Arts and Culture Facebook Page has had a 35% increase in ‘likes’, and the Hatch Facebook page has seen a 209% increase from 82 to 253 ‘likes’. The Monthly Arts & Culture E-News currently has 734 subscribers. These increases have been a result of targeted marketing campaigns for major events and exhibitions at Hatch, and writing posts and page updates much more regular. Council also linked in with the social media networks of performers and artists involved in Banyule’s events, resulting in the messages reaching further.

Community Consultation, Responsiveness, Accessibility, Continuous Improvement,

Banyule’s Governance team delivered a range of activities in 2013-2014, including: - Recorded 74 Assemblies of Councillors, indicating Councillors are being provided with a greater understanding of issues to assist them to make informed decisions. - Held 22 Ordinary Meetings and 1 Special Meeting of Council. - Processed 11 Freedom of Information requests that were completed within the statutory timeframe of 45 days. - Engaged the community in the review of Council's Local Law No. 1 (2005) - Held four Cemetery Trust meetings to discuss operating matters, future use of the cemetery and adopt the budget for the Cemeteries. - Engaged an external auditor to complete an audit of the Banyule Cemeteries Trust Abstract of Accounts to be submitted to the Department of Health - The review and advertising of the tender for the Provision of Services to Warringal and Greensborough Cemeteries - Councillors and officers attended Governance and Operational Training Workshops for Class B Cemetery Trusts. The training was designed specifically for Cemetery Trusts and funded by the Department of Health, with a focus on the legislation, regulations and responsibilities that Trust Members assume. It covered specific duties and responsibilities, particularly in relation to cemetery risk management, financial viability and sustainability. - Introduced a Code Red Policy (emergency management) for the Warringal Cemetery and Greensborough Cemetery. - Participation by Banyule Cemeteries Trust in the development of the CCAV Metropolitan Planning Strategy submission, and consequently contributing to the submission from Banyule City Council. - Continued Advocacy to State and Federal Government on the future of cemeteries and grave tenure issues.

Community Consultation, Responsiveness, Accessibility, Quality and Cost Standards, Continuous Improvement, Reporting

Banyule has continued to support a high quality locally delivered Valuations service that underpins the effective funding of Council services through valuations and rates.

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A Summary of Our Best Value Performance Council successfully held the Inclusive Arts Forum in 2013. The forum aimed at informing, educating and up-skilling artists with disability to turn their arts passion into business practice. An artist mentorship program was created from the forum and two artists successfully undertook a mentorship at Jets, Banyule’s creative arts youth facility, leading to the production and sale of arts products.

Accessibility, Responsiveness, Community Consultation,

The Sensitive Santa initiative was successfully piloted across Banyule, Nillumbik and Whittlesea councils. This was a true demonstration of tri-Council collaboration that was positively received by community and partners. Thirty families and 39 children on the Autism spectrum participated across three sessions. Community volunteers undertook Autism Awareness training run by Diamond Valley Special Development School. The initiative received a lot of positive media attention with outstanding coverage in the local paper, social media and on national television news.

Accessibility, Responsiveness, Community Consultation, Continuous Improvement,

Council continued to build relationships with, and develop actions to engage and support Indigenous communities. A Recognition, Respect and Participation: Guiding Respectful Practice When Working with Indigenous Australians in Banyule toolkit was developed by Council and endorsed by the Wurundjeri Land Council.

Accessibility, Responsiveness, Community Consultation, Continuous Improvement,

An audit and review of the Statement of Commitment to Indigenous Australians Action plan was completed. The Plan has been aligned with the draft Inclusion, Access & Equity Plan to ensure a consistent and co-ordinated approach and reduce duplication of resources. Some of the key initiatives of the Plan included: - Development of a calendar of events and activities to commemorate significant dates - A celebration of 2014 National Reconciliation Week in May 2014 - an Indigenous Flag Raising ceremony and Morning Tea - Participation in the Austin and Mercy Hospitals Aboriginal Advisory Committee, Reconciliation Victoria activities and LG Pro Special Indigenous Australians Group. - NAIDOC week - Council funded National NAIDOC Week activities for children and young people attending local schools to celebrate Aboriginal culture - Participation in development of Council's Human Rights Charter responsibilities to include the needs of Aboriginal and Torres Strait Islander residents - Council and Banyule Community Health Centre (Aboriginal Health Service) setting up a "yarning circle" to engage regularly with Indigenous residents. A gathering place for Aboriginal and Torres Strait Islander people living in and around Banyule was established at Olympic Park (Fred Howe Annex). Called Babarrbunin Beek, which means ‘happy place’ in the local Woiwurrung language, it gives local Aboriginal and Torres Strait people a place to call home, a place to meet and a place to build community. Babarrbunin Beek is a joint project between the local Aboriginal and Torres Strait Islander community, Banyule Community Health and Council, allowing the local Aboriginal and Torres Strait Islander community to create a real connection to country by establishing a place of community ownership, where knowledge can be shared and culture celebrated.

Banyule City Council Annual Report 2013-2014

Accessibility, Responsiveness, Continuous Improvement, Community Consultation,

Page 98

A Summary of Our Best Value Performance 4.2

Encourage diverse and inclusive community participation

Council continued to develop a human rights, diversity and inclusion framework. Banyule’s draft Inclusion, Access and Equity Plan is being developed and looks at the development of specific action plans for diverse communities. Council has established community advisory committees to provide input and guidance to the development of the plans. Various training and development opportunities for Council staff on human rights, cultural diversity and gay, lesbian, bisexual, transgender, intersex and queer (GLBTI) inclusion have been provided and look to be installed as an ongoing part of Council’s Learning and Development program.

Responsiveness, Accessibility, Continuous Improvement, Community Consultation,

Banyule's multicultural advisory group was established in March 2014. The group has been advising Council on the development of the Banyule Multicultural Action Plan which is due for completion in August 2014. The Banyule Multicultural Action Plan is one of four plans within the Inclusion Access & Equity Plan.

Accessibility, Responsiveness, Continuous Improvement, Community Consultation,

Council supported many significant days of celebration throughout the year, including International Day for Peoples of Disabilities, Cultural Diversity Week, IDAHO Day, Reconciliation Week and Ramadan. Banyule’s Cross Council Events Team assessed the range of diverse celebrations and events that Banyule Council could celebrate throughout the year, and also examined issues that event organisers face in running events. Council’s Maternal and Child Health (MCH) service identified and facilitated support groups for a number of ethnic and cultural groups thereby supporting socialisation and preventing isolation. Council continues to review all of its major festivals and seek feedback from the community to ensure community participation and enjoyment is maximised. Council conducted the 2014 Sports Achievement Awards and Club Recognition Night, with 42 nominations received from across the Banyule sporting community. Over 170 people attended the night at The Centre Ivanhoe, hosted by AFL legend Matthew Richardson. The Banyule Volunteer Awards was held during National Volunteers Week with over 400 guests in attendance. A total of 55 nominations were received of which 16 received awards. Two new categories were included, Senior Volunteer and Aboriginal and Torres Strait Islander awards, This year’s event also included the inaugural Citizen of The Year award, given to Brother Harry Prout from the Exodus community in Heidelberg West in recognition of his outstanding community work.

Continuous Improvement, Responsiveness, Accessibility, Continuous Improvement, Responsiveness, Community Consultation,

The second and final stage of renovations was completed for Banyule’s Hatch Contemporary Arts Space in Ivanhoe. A new accessible ramp was installed, providing access to the renovated kitchen and stage area at the rear of the facility. Hatch now includes two flexible spaces which will be used for a range of public programs, artists in residence, video projections and other artistic endeavours.

Accessibility, Responsiveness, Continuous Improvement,

By reducing the cost of venue hire, Council’s Facility Access Grants have helped many community groups hold successful fundraising events at Council community venues and halls.

Accessibility, Responsiveness, Continuous Improvement,

Council won a national award for Inclusive and Connected Communities for the Free Leisure Programs at the National Parks and Leisure Australia (PLA) Conference for 2014.

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A Summary of Our Best Value Performance In the 2013-14 grant round, the amount distributed through Council’s Community Development Grants Program was $138,075 to eligible projects, fostering community spirit, social health and well-being within Banyule. Council distributed grants to 49 approved applications, 24 equipment based and 25 project based. Overall, 75 applications were received requesting a total of $220,268.26. Applicants were required to address clearly identified community needs and support one or more of Council's five key objectives - People, Place, Planet, Participation and Performance.

Accessibility Responsiveness, Community Consultation,

Council committed $200,000 from the capital works budget to initiate Project 3081 in 2013, which established a coordinated place based approach to community building initiatives in Postcode 3081. A number of community projects were undertaken, which included: - A lead role in the ongoing operation of 3081 Connect, a community based management group comprising residents and agencies. This project is a successor to the State Government’s Neighbourhood Renewal program. The local community together with agencies continues to work together to tackle local issues. - The Our Mall Our Place project – Federally funded project which offered a series of community events to promote social and cultural inclusion and brought to life dormant and inactive spaces in the Mall, such as arcades and other underutilized gathering spaces. - The Beating Graffiti in the Village project coordinated two community art initiatives including sculptures on shop walls, painting of bins by local students and general beautification of the public space. - The establishment of a business incubator digiDECL located in the Bell Street Mall was a result of a strong partnership initiative involving Council, Darebin Enterprise Centre Ltd, Australia Post, Bell Street Traders Association and Regional Development Australia (the project will be publicly launched on 26 August 2014).

Responsiveness, Accessibility, Community Consultation, Continuous Improvement, Quality and Cost Standards,

In partnership with the Somali Australian Council of Victoria (SACOV), Council provided 12 months’ funding for the employment of a Community Development support worker. The worker has raised greater understanding and responses to the complex needs of the Somali speaking community of Banyule and emerging unmet needs of young people within this community.

Accessibility, Responsiveness, Community Consultation, Continuous Improvement,

The 2013 Youth Festival held at Macleod Park in September 2013, with an estimated 1,200 young people attended the festival. The day featured 28 local bands and DJs, free amusements rides and a range of interactive activities. All activities were youth led, with more than 100 young people participating in volunteering and running stalls, activities and stages. Several local community agencies were also involved with running activities.

Accessibility, Responsiveness, Community Consultation, Continuous Improvement,

Banyule Youth Services (BYS) were successful in securing $9,750 ‘HEY Grant’ funding to deliver program and support for Gay, Lesbian, Bisexual, Transgender, Intersex and Queer (GLBTIQ) young people and their supporters across Banyule. In May 2014, to coincide with International Day Against Homophobia and Transphobia, BYS ran a Leadership in Diversity forum which was attended by 16 young people from five schools as well as three program mentors (young adults 20- 24 years of age).

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance 4.3

Advocate on behalf of our community

Banyule’s Leisure and Culture Team has forged or strengthened significant relationships with State Government departments, such as Sport and Recreation Victoria, and has been asked to submit full funding applications for Banksia Stadium Project, Anthony Beale Reserve Regional Family Play Space and Cartledge Reserve Sports Field Lighting project due in July 2014. Relationships have also been developed with key community organisations, such as Traders Associations, Araluen Centre, 3081Connect and Banyule Community Health, to advocate on behalf of the community in relation to maintenance issues for the city. This included working with and advocating to various government agencies on amenity and safety issues related to asset damage, weed control and public amenity. Council continues to work with local libraries, education institutions and many community organisations, such as rotary, sporting clubs and leisure groups, to provide additional activities and better services for the community.

Responsiveness, Community Consultation, Accessibility, Continuous Improvement,

Council continues to highlight maintenance concerns to relevant external authorities for the upkeep of non-council owned open space. This has included roadside maintenance issues to VicRoads, weed control issues to VicTrack and weed control and fire hazards to Parks Victoria, and other asset and vegetation maintenance requirements to other external agencies.

Responsiveness, Community Consultation, Continuous Improvement,

The review of Aged services to identify future directions, service gaps, local issues, cost shifting and advocacy issues continued, including an examination of Aged Care reforms and Banyule’s home maintenance program. Banyule & Nillumbik Youth Services Network (BNYSN) continues to provide leadership in the local sector and advocate for youth issues. Major issues continue to be lack of mental health services for young people. Council, in partnership with the BNYSN, is part of a Headspace Project Advocacy Group which hopes to secure funding for a Headspace service in Greensborough.

Responsiveness, Accessibility, Continuous Improvement, Community Consultation,

The Youth Practitioners Network continues to successfully run bi-monthly forums which include professional development and training, information sharing, networking and professional support. Sessions have included methamphetamines and cannabis and building resilience in young people. Council advocated to the State Government to inform its new metropolitan planning strategy Plan Melbourne on Banyule’s future direction, including: the La Trobe Employment Cluster as a focus for local investment and jobs growth; future redevelopment at Watsonia train station; and the preclusion of any future NorthEast Link (as an above-ground freeway) from Banyule Flats.

Responsiveness, Accessibility, Continuous Improvement, Community Consultation,

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A Summary of Our Best Value Performance 4.4

Provide outstanding communications and customer service

In the State Government’s Annual Community Satisfaction Survey 2014, Banyule’s result (CSI score) of 78 for ‘Customer service (performance)’ was significantly higher than the Inner Group average (74) and State-wide average (72). The results included 91% of respondents providing a rating of very good, good or average for this core measure (category).

Community Consultation, Responsiveness, Accessibility, Continuous Improvement,

Survey respondents were also asked: ‘How has Council performed on ‘Informing the Community’ over the last 12 months?’ Banyule’s CSI score (63) in the CSS 2014 was close to the Inner Group average (64) and State-wide average (62). The percentage of respondents providing a rating of very good, good or average was 84% for this service area (category) in 2014. Banyule’s Customer Service team delivered a range of activities in 2013-2014, including: - Launched the Banyule Customer Charter - Answered 139,074 calls to the general number - Conducted seven training sessions for staff reinforcing customer service standards - Handled calls from the public about the introduction, calculation and administration of the Property Services Fire Levy - Assisted with City Plan consultation work in conjunction with Business Services at a number of Out and About sessions throughout the year. - Continued to make Customer Service staff available to work in a variety of different service areas, including Parks and Gardens, Planning, Strategic and Economic Development, and Finance - Facilitated the establishment of a working from home arrangement with one staff member working at a non-metropolitan location - Established a second call centre, based at the previous Greensborough Project Office, consisting of four seats, meaning that the team now has access to nine dedicated call centre seats - Conducted 2 Professional Education And Knowledge Sharing (PEAKS) days for staff to develop their skills and knowledge of council and community services - Managed two contracts being Cash Collection Contract and After-Hours Service Contract - Continued to participate in industry forums, including the LGPro Customer Service Special Interest Group - Participated in Banyule’s Municipal Emergency Management Plan exercises and events - Conducted Best Value Plus audits as part of Council’s BV+ internal audit program - Conducted 26 Out and About sessions with the community. A website presence for Diverse Communities and Social Inclusion was established to help promote inclusion and facilitate networking. The website provides information regarding: activities and projects; local contacts for resources and support; and links to further information.

Community Consultation, Responsiveness, Accessibility, Continuous Improvement,

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Community Consultation, Responsiveness, Accessibility, Continuous Improvement,

A Summary of Our Best Value Performance Banyule’s Communications team delivered a range of activities in 2013-2014, including: -

A new website with improved functionality, navigation and community engagement. Launched social media including Facebook and You Tube Channel. These social media channels provide Council with an excellent opportunity to more broadly broadcast news and events, increase engagement with the community, monitor community sentiment on issues and provide more channels for the community to lodge customer service enquiries and requests. Banyule’s Facebook community had grown to 673, while its Twitter account had attracted 437 followers. This year, there were 15,919 views on our You Tube Channel, up 1.5% on the previous year. Marketing and Advertising services projects and services including: • Festivals such as Twilight Sounds, Kids ArtyFarty Fest, Malahang Festival and Movies on the Move • Events - Banyule Volunteer Awards and the Banyule Seniors Festival and Banyule Sports Awards and Club Recognition Night. • Major projects - Stormwater Harvesting, Ivanhoe Aquatic and Fitness Centre Redevelopment, Green Lights for a Sustainable Future and former School Sites Redevelopment • Channel Nine, in conjunction with Destination Melbourne (Discover Your Own Backyard campaign), produced an episode of Postcards. It featured WaterMarc, Banyule Flats, Were Street Shops in Montmorency and the Ivanhoe Shopping strip. The cost to Council and traders was $6,000. This episode was worth over $250,000 of airtime and production, and was subsequently screened on Channel Nine. Seventy two media releases resulted in coverage in the local media. A number of stories were also picked up by metropolitan TV and radio including the: • Banyule initiative, in conjunction with the RSPCA, to offer a free cat desexing and microchipping pilot program, which ran nationally on Channel 10. • Sensitive Santa initiative, with three other councils, which provided the opportunity for children with autism to meet Santa, which ran nationally on Channel 10. • Banyule Street Art program at Jets Studio, which was a feature story on Channel 10’s The Project. 38 Publications (writing, edit and production) including • Community Calendar 2014 – Our Sporting Heroes • Council Services and Information Book 2014-2015 • Banyule Banner - 6 editions • Ward Newsletters – 3 editions Assisting with the development and production of the City Plan, Budget and Annual Report Reinvigorated and modernised Council branding to improve consistency and professionalism of marketing collateral designed in-house or externally. Developed a dedicated ‘Advocacy’ webpage. A revised advocacy report was also developed. This six monthly report has an improved layout to make the report easier to read, with clearer links to the City Plan objectives. The report discusses each issue, how Council has advocated during the reporting period, and any progress or results that have been achieved.

Banyule City Council Annual Report 2013-2014

Community Consultation, Responsiveness, Accessibility, Continuous Improvement,

Page 103

A Summary of Our Best Value Performance The electronic profile of Banyule Leisure Facility Management was enhanced in 2013-14 with an updated website and an improved Facebook presence, allowing members and visitors better access to information. Further development of dedicated website presence, intelligent use of Facebook and similar media, and more regular use of email and SMS will all require ongoing consideration and refinement so as to ensure that Banyule’s Aquatic and Leisure facilities meet community expectations in relation to communication.

Responsiveness, Accessibility, Community Consultation, Continuous Improvement,

The Banyule Youth Services continue to communicate more effectively through electronic means. Banyule Youth Services website continued to grow in popularity with 28,649 visits in the past 12 months, a significant increase of 13,345 visits from last year which is a response to a new overarching youth communication strategy. The Banyule Youth Services Facebook Page currently has 1154 “likes”, an increase of 194 from last year. The Youth Services team has also continued to enhance its social media presence by communicating strategically through Instagram and Twitter.

Responsiveness, Accessibility, Community Consultation, Continuous Improvement,

Council worked on a communication strategy for the National Aged Care Reforms. Staff newsletters were prepared to provide information on Aged Care Reforms and a Transition Plan is being developed for Banyule’s Home and Community Care program.

Responsiveness, Accessibility, Community Consultation, Continuous Improvement,

Banyule City Council Annual Report 2013-2014

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A Summary of Our Best Value Performance Objective: 5.

PERFORMANCE USE OUR RESOURCES WISELY Manage the financial and non-financial resources required for the next four years to achieve Council’s strategic objectives.

‘Performance’ is about managing our resources wisely, providing organisational support services, strategic planning and risk management. We are charged with the stewardship of the resources of the municipality. The community expects that these resources will be managed in a responsible, sustainable and accountable way. Our operations are based on responsible management, risk mitigation, strong customer service, and continuous improvement. We value our staff and recognise the integral role they play in the provision of Best Value services to our community. Outcome of our key directions: 5.1

Develop and deliver best value services and facilities

Council continues to improve its kindergarten enrolment processes to meet community needs. Its Central Enrolment Policy has been endorsed which better aligns enrolment practises and maintains priority of access. The Policy enables better management of current year enrolments, as well as the following two years in advance. Council established Reflective Practise Groups for Educational Leaders from each of its five Early Childhood sites to encourage continual improvement in the field. Council also delivered training to Early Childhood (EC) professionals and families across other bordering municipalities, including Dr Louise Porter delivering Behaviour Guidance strategies to families and Warren Cann delivering Collaborating with families training for EC professionals.

Community Consultation, Responsiveness, Accessibility, Continuous Improvement, Reporting Quality and Cost Standards,

Banyule’s Building Fees and Charges have been reviewed and adjusted where required. Fees remain at competitive rates based on market expectations.

Accessibility, Responsiveness,

Council holds externally audited certification in the areas of quality, the environment and safety. This certification program and associated integrated business management system form the foundation of our continuous improvement and best value system. Council successfully maintained certification following a recertification audit held in July-August 2013 with Council’s current certification body, Global-Mark Pty Ltd.

Continuous Improvement, Responsiveness, Quality and Cost Standards, Reporting

Work on the Banyule Leisure Facility Management (BLFM) Service Review commenced in September 2013 and a cross-functional project team has been established. Substantial progress has been achieved in the extraction, collation and preliminary analysis of individual program areas and subcomponents of BLFM business operations. Council has examined facilities of the same or similar physical structure combination in the region, for example indoor pools and programs, to help identify trends, features and influences that will help form review recommendations. A progress report was presented to Senior Council Officers in May 2014 and the review is scheduled to conclude in September 2014.

Community Consultation, Responsiveness, Accessibility, Quality and Cost Standards, Continuous Improvement, Reporting

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A Summary of Our Best Value Performance Waste Management has implemented a new Hard Waste contract that has considerably reduced waiting times for booked collections. The effect of the reduced waiting time will continue to be monitored and adjustments made to the contract as required. Options for improving enforcement of non-booked hard waste and hard waste presentation requirements are being finalised. A review of Banyuleâ&#x20AC;&#x2122;s Waste Recovery Centre processes and charges to minimise the cost of waste disposal to customers was completed, which included benchmarking similar facilities. It was determined, revised gate fees will assist to improve patronage and therefore reduce cost increases to customers. The new fees and charges have been adopted in the 2014/15 budget.

Responsiveness, Accessibility, Quality and Cost Standards, Continuous Improvement,

Council improved financial payment options for rates with access through the implementation of BPay View on 26 June 2013, as well as improved the consistency and design for ease of use for this yearâ&#x20AC;&#x2122;s rate notices. Digital print jobs and electronic archiving for rate notifications have also been applied where appropriate to limit printing waste, overall costs and impact on our environment.

Accessibility, Continuous Improvement,

Council has progressed to final implementation stage of a geographic information system mobility solution for tree assessments, which will help manage Banyuleâ&#x20AC;&#x2122;s 70,000 street trees through mapping, and recording and tracking work done.

Responsiveness, Continuous Improvement,

The Valuers department completed the year 2014 General Revaluation of 52,140 rateable and non-rateable properties levied for the fire service in Banyule, to apportion the 2014/2015 rate review across the municipality.

Responsiveness, Accessibility, Quality and Cost Standards, Continuous Improvement,

Council continues to seek opportunities for sale of land and surplus properties, as well as tenanting commercial premises that are vacant from time to time. During the 2013-2014 financial year, Banyule received $1.9 million from the sale of surplus Council-owned land. The completion of the Municipal Laws Service Review has seen the introduction of new key initiatives to improve service delivery and improve the cost effectiveness of the service. The introduction of Parking Patrol Plans, increased weekend patrols, changed administrative processes resulting in quicker turnaround times for review of parking infringement appeals, are just a few examples. The Human Resources Strategic Plan, Our People - Our Future 2013-2017, and Human Resources Action Plan have been finalised and adopted by Banyule Executive Management Team. Council recognises that people are its most valuable asset, and these plans support them to accomplish their goals in servicing the diverse needs of our community through support and development of a knowledgeable, engaged and dedicated workforce.

Banyule City Council Annual Report 2013-2014

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Page 106

A Summary of Our Best Value Performance Council continued to undertake in-depth Service Development Reviews to strengthen and improve service delivery to meet needs of our community, including: - Successfully completed Local Laws Service Development Review, including the service components of Traffic Enforcement, Local Laws, Animal Management, Fire Prevention, and School Crossings. Used evidence-based investigation, robust benchmarking, data analysis, and other key inputs to identify areas for improvement to service delivery outcomes and sustainability. Worked continued post-review to monitor action plan progress and support implementation of key improvement initiatives, such as development of a master Patrol Plan to capture all parking restricted areas in the municipality as a base for parking enforcement coverage and management. - Successfully completed the Home and Community Care (HACC) Service Development Review including the service components of Home Care, Personal Care, Respite care, Property Maintenance and Social Support. The Review provided important information for the current and future provision status of HACC across Banyule, the local region, and within the changing State and Federal context. (Two subs-components have since been reviewed separately by HACC, building on the basis of the Stage 1 review.) - Established and progressed the Banyule Leisure Facilities Management Service Development Review, encompassing Ivanhoe Aquatic Centre, Olympic Leisure Centre, and Nets Stadium. The continuing review includes assessing service sustainability, usage levels across all components, community needs, and facility direction as individual entities, service synergies, and operational appraisal in the market context. - Established and progressed the Banyule Youth Services Development Review. The continuing review includes strengthening service objectives, alignment with Councilâ&#x20AC;&#x2122;s role in the local context with other service providers, the needs of the community, and sustainable service provision in supporting young people.

Community Consultation, Responsiveness, Accessibility, Quality and Cost Standards, Continuous Improvement, Reporting

Provided advice and expertise to the State Governmentâ&#x20AC;&#x2122;s development of a Performance Reporting Framework being implemented across every Local Government in Victoria. Banyule advocated for meaningful indicators in establishing this community reporting. The Framework requires a selection of Council services to establish prescribed mechanisms for reporting a range of municipal activity in the coming year, many of which will be included into existing reporting. Banyule participated in a pilot program to facilitate this State Government reporting program and included the indicators in the City Plan and Budget.

Community Consultation, Continuous Improvement, Responsiveness, Reporting Accessibility,

A review of budget development and forecasting processes was undertaken, developing templates and revising modelling to forecast budgets from 2015 to 2018

Continuous Improvement,

A concept design was completed for the proposed construction of a combined worksite of Council offices at Greensborough. Peddle Thorpe Architects were appointed along with Peddle Thorpe interior design to deliver an innovative, iconic efficient and practical outcome for a combined office location above WaterMarc. An extensive process of consultation has begun to ensure all of Banyuleâ&#x20AC;&#x2122;s administrative needs and service delivery needs are considered and addressed in the design.

Responsiveness, Continuous Improvement, Accessibility, Community Consultation,

Banyule City Council Annual Report 2013-2014

Page 107

A Summary of Our Best Value Performance Council’s Aged and Disability Services (HACC) undertook several initiatives to improve service delivery, including: - Completed and submitted Active Service Model Prepare to the Department of Health. The self-audit tool enabled Council to identify areas for action and improvement to ensure high quality services for all HACC clients. - Commenced a review of Social Support Services to identify opportunities to improve the service and ensure it best meets the needs of older people in Banyule. - Implemented the Delivered Meals Service Review recommendations resulting in a reduction in ongoing expenditure and the overall cost of the service to Council. - Adopted a new service delivery model for Home Support Gardening Service. The new model addresses efficiency, increased service levels and client satisfaction. 5.2

Community Consultation, Responsiveness, Accessibility, Quality and Cost Standards, Continuous Improvement,

Provides responsible financial management and business planning processes

Council’s Financial Services team continued its commitment to ensuring effective financial management and Banyule’s long-term sustainability. Some of its key initiatives included: - Worked closely with the management team and Councillors to prepare Council’s 2014-2015 Budget, and improved the format using the enhanced model budget guidelines. - Prepared relevant financial information for Banyule’s Annual Report for year ended 30/06/2014, incorporating the Financial Report and the development of the new City Plan 2013-2017 (Year 2). - Provided timely financial information and reports both internally and externally for the school sites project, Fire Services Levy Property reconciliations and remittances to the State Revenue Office, Grant Commissions reporting, and grant acquittals. - Participated and coordinated internal audits and risk assessments undertaken by Council’s internal audit firm as part of its scheduled program. - Reviewed and updated the 5 year Internal Audit Plan and obtained the Audit Committee endorsement of the plan. The 5 year internal audit plan addresses the highest areas of financial risk for the Council. - Continued to monitor and invest in term deposits to achieve the best returns but mitigate against investment risk. - Complied with external statutory and taxation requirements within the required timeframes, for example with fringe benefits tax and goods and services tax returns. - Implemented an Authority On-Line Requisition system for purchase orders for Procurement activities. - Updated finance policies and procedures due for review in line with changing legislation and best practice guidelines, such as Council’s procurement policy.

Community Consultation, Responsiveness, Accessibility, Quality and Cost Standards, Continuous Improvement, Reporting

Banyule continued to identify opportunities for collaborative tendering for service delivery across multiple councils, such as line marking, water and food analysis testing and tree pruning for potential delivery across multiple councils.

Banyule City Council Annual Report 2013-2014

Page 108

A Summary of Our Best Value Performance Council conducted a review of three key community services which receive recurrent funding from Council – Banyule Support and Information Centre Inc, Volunteers of Banyule and Diamond Valley Community Support. The purpose of the review was to identify service improvements and achieve greater consistency of service delivery across the municipality. Council endorsed the key recommendation for the establishment of an integrated service system which will result in the merger of the three services into one. The implementation of this resolution will be undertaken during 2014/15. Council also signed new lease agreements with several playgroups using Banyule facilities and continued providing support, such as helping build networks among the community and promotion of the playgroups.

Responsiveness, Accessibility, Community Consultation, Continuous Improvement,

Council reviewed its Information Technology (IT) strategy, incorporating a Councilwide approach. As an interim measure, Council has introduced a project decisionfilter based on organisational priorities in its integrated project management system. This process will be incorporated into Banyule’s IT strategy and help prioritize projects, as well as identify effective responses involving other Council departments, resources and processes.

Responsiveness, Continuous Improvement,

During 2013-2014, Council continued to strengthen Banyule’s corporate planning process and better integrate with its budget process. Council utilised information from extensive community consultation to inform its budget and ensure its relevance. It was prepared in a defined legislative context, with reference to The Institute of Chartered Accountants ‘Victorian City Council Model Budget 2014/2015’, a best practice guide for reporting local government budgets in Victoria. The links between the City Plan, Budget and Annual Report documents continue to be reviewed and strengthened.

Community Consultation, Responsiveness, Accessibility, Continuous Improvement,

The organisational systems related to Best Value Plus (Banyule Management System) were reviewed and maintained to ensure ongoing certification. This included providing support to the Steering Committee and Working Group, facilitating the Internal Audit Program, maintaining system documentation and communication, facilitating training to relevant staff members, liaising with external auditors and assisting with the close-out of audit findings. The BMS was reviewed and actions loaded into Council’s Interplan system (planning and reporting system) to track progress.

Continuous Improvement, Community Consultation, Reporting

Council continued to co-ordinate the implementation of the organisation’s ‘Interplan’ planning and reporting processes to strengthen the integration of service planning, reporting, risk assessment and management across the organisation. Council completed stage one implementation of the organisation’s Integrated Project Manager (IPM) module as part of the ‘Interplan’ system - to manage project proposal, assessment, planning, and evaluation information, and to assist with project prioritisation and progress reporting. This included integration with financial data, entry of the 10-Year Capital Works Plan, preparing projects that were approved for the 2014-2015 Budget for progress reporting and initiating project task planning and allocation.

Continuous Improvement, Responsiveness, Reporting

Council’s key performance indicators were reviewed in line with the preparation of Banyule’s City Plan 2013-2017 (Year 2) and Budget 2014-2015. This extensive indicator set has been updated to measure important areas of Council’s performance for its community and align with the State Government’s introduction of the Local Government Performance Reporting Framework (LGPRF).

Banyule City Council Annual Report 2013-2014

Page 109

A Summary of Our Best Value Performance Service units conducted an annual review process to report on their performance in the previous year and plan their service for the following year. This process aligns with the Corporate Planning Program (City Plan and Organisational Annual Business Plan). The service unit annual review process includes: 

reviewing Service Objectives and Quality & Cost Standards



completing an end of year report (action plan, summary of performance, key highlights and KPIs)



conducting service unit/directorate planning for the next year



reviewing performance against last year’s action plan and relevant KPis, and taking into account community feedback from ongoing consultation, and demographic data

 

determining priorities and key challenges developing an updated action plan

Community Consultation, Responsiveness, Accessibility, Continuous Improvement, Reporting

Council prepared its Annual Report for 2012-2013 in line with relevant legislation and responding to new guidelines and recommendations. This included the Performance Statement, Financial Statements, Standard Statements, and Banyule’s Best Value Victoria Report on the ongoing implementation and achievement of Banyule’s Best Value Program, reporting progress to the community and Minister for Local Government. Council also commenced work for the Annual Report 2013-14

Community Consultation, Responsiveness, Continuous Improvement, Reporting

Community consultation, community engagement and social research analysis was extensively used for the development of the City Plan 2013-2017 (Year 2). Numerous Council service units were involved and engaged with their respective community to enable a more co-ordinated and shared approach to consultation across Council. This also helped broaden the consultation base to include typically under represented views.

Community Consultation, Accessibility,

Council continued to ensure alignment of all strategic planning to the City Plan 2013-2017 (Year 2) objectives and the organisation’s values. The City Plan 20132017 framework is based on the ‘5P’ objectives of People, Planet, Place, Participation and Performance. Together, these give us a strong framework for decisions moving forward. Our strategic direction and priorities were reviewed and developed for the next three years, incorporating community feedback, further strengthening the areas of focus, and meeting the relevant legislative requirements. The City Plan includes an updated list of key initiatives for 2014-15, to give the community a practical sense of what Council is aiming to achieve within its key directions and focus areas. Ongoing internal support is also provided for key plans as they are reviewed (linkages of these with City Plan, Annual Business Plan, policy and strategy documents and other plans).

Community Consultation, Responsiveness, Accessibility, Continuous Improvement, Reporting

Banyule City Council Annual Report 2013-2014

Page 110

A Summary of Our Best Value Performance 5.3

Enable good governance and accountability with minimal risk

Council developed and adopted Protected Disclosure Procedures in line with Victorian Government Protected Disclosure Act 2012. The New Protected Disclosure Act came into force February 2013, replacing the Whistleblowers Protection Act 2001. Council appointed a Protected Disclosure Co-ordinator and Protected Disclosure Officers and updated its website to communicate the new legislation and how Council processes Protected Disclosures.

Responsiveness, Accessibility, Continuous Improvement, Community Consultation,

The Councillor Code of Conduct was reviewed with Councillors and staff within 12 months after the last General Election being October 2013. A new Values and Behaviours section was developed and a grievance resolution process was worked through. Councillor/staff relationship was also discussed and processes reiterated. Links were made to Council’s Vision as set out in Council’s City Plan as commitment to working together constructively to enable the achievements of the vision.

Responsiveness, Accessibility, Community Consultation, Continuous Improvement,

As part of ongoing Professional development and training for Councillors a training session was held for Councillors ‘Walking the Talk – Equal Opportunity and Councillor Conduct’ held in October 2013. The purpose of the session was to appreciate the impact of harmful behaviours on morale and productivity, understand the new positive duty to prevent discrimination in the Equal Opportunity Act 2010, understand the distinctions between the terms “unlawful discrimination”, “bullying” and “sexual harassment” and be clear on their responsibility to model only helpful behaviour in their Council roles. A major review of Council delegations was undertaken within the legislative timeframe after the General Election. As part of Council’s commitment to Good Governance, the Governance section of the Corporate Induction for new staff/contractors was redeveloped to include Conflicts of Interests, Gifts and Hospitality, Protected Disclosures and Information Privacy.

Responsiveness, Continuous Improvement,

The Review of Council’s Local Law no 1- General Local Law commenced. Consultations and presentations conducted with Councillors and relevant departments. Public Notice placed requesting comments from the community on existing Local Law. The Steering Committee are working through draft Local Law clauses which will go to Council July/August 2014.

Community Consultation, Responsiveness, Accessibility, Continuous Improvement,

The Review of Council’s Local Law no 2 - Conduct of Meetings commenced. Initial review of the existing provisions and investigation into the use of a prayer in response to a Council resolution requesting staff explore the matter further including whether other Council’s use a prayer. Council continued to review its Occupational Health and Safety (OHS) policies and procedures, and implemented a new risk management database. Banyule’s OHS elearning was reviewed and preparation for providing OHS learning through e-tools undertaken. The OHS team also developed risk and OHS guidelines for festivals to help organisers better manage events, increase safety and minimize risk.

Banyule City Council Annual Report 2013-2014

Continuous Improvement, Responsiveness, Accessibility, Community Consultation,

Page 111

A Summary of Our Best Value Performance 5.4

Create a productive and engaged workforce

The Banyule Leadership Network (BLN) continued to evolve and included a number of topics which were followed up in separate programs, including Team Engagement, Leadership Development, Customer Service and Occupational Health and Safety. The focus this year has been on leadership development to ensure that our leaders have the skills and capabilities to lead our teams now and into the future.

Continuous Improvement, Community Consultation, Responsiveness, Accessibility,

A revised Learning and Development Policy and Guideline was adopted with the purpose of aligning learning and development activities with the needs of Council and staff, and to outline our organisational approach to developing a highly skilled and flexible workforce by equipping our staff with the skills required to perform the functions of their role.

Continuous Improvement, Community Consultation, Responsiveness, Accessibility,

Council offers a suite of training courses in-house that equip staff with skills and development across governance, report writing, procurement and safety. In addition, Banyule has relationships with relevant external providers to offer broader opportunities in specialist disciplines, leadership, financial and resource management and project delivery. An active Staff Development Review Process assists with ongoing, tailored responses to training and development needs. Banyule conducted an Organisational Culture Inventory in order to understand behaviour changes that can contribute to a constructive culture and improve organisational performance. With 374 employees responding, the information generated from this survey gave a candid snapshot of Banyule’s current culture and will inform further cultural development programs in 2014-2015. A working group was established to review and realign the Organisation’s Working Together Working Better Values and Staff Professional Standards Code. Banyule’s revised Staff Code of Conduct was adopted in March 2014. The purpose of the Staff Code of Conduct is to ensure compliance with relevant legislative and internal requirements, to meet the highest of standards, and to avoid any form of conduct that may bring the Council, Councillors or employees into disrepute.

Community Consultation, Continuous Improvement, Accessibility, Responsiveness,

Throughout the year, Council facilitated the development and participated in negotiations of the Banyule City Council Enterprise Agreement No. 6. Banyule’s Occupational Health and Safety system was recertified by Global-Mark as meeting the requirements of AS/NZS 4801:2001, used as the benchmark to assess Occupational Health and Safety Management systems for organisations.

Continuous Improvement, Responsiveness,

Council’s Home and Community Care (HACC) team completed a joint project with Deakin University on Biomechanics of Home Support Tasks to promote safe work practices. The final report’s recommendations are due at the end of 2014 and will be considered to improve work practices.

Banyule City Council Annual Report 2013-2014

Page 112

A Summary of Our Best Value Performance 5.5

Maintain and strengthen corporate information and innovation

Council enhanced protection of corporate information by implementing strong password authentication. The IT Team also prevented over 5,000 viruses from accessing Council’s network.

Continuous Improvement, Responsiveness,

Working closely with several Service Units, IT Team investigated and delivered a range of business IT solutions enabling operational efficiency and effectiveness in the management of customer expectations, including online requisitioning and enabling Customer Service’s ‘Work from Home Program’. The Team also undertook benchmarking with Northern Metropolitan Councils, including systems use and resourcing levels.

Continuous Improvement, Responsiveness, Accessibility,

Information Management Working Group consisting of Business Services, Information Technology and Records Management key staff worked to implement Phase One of the Electronic Document & Records Management System (EDRMS) project which was to replace the existing EDRMS (InfoVision) with TRIM and train 150 staff to register documents into TRIM and improve records capture. As part of the project the following tasks were undertaken:

Community Consultation, Responsiveness, Accessibility, Continuous Improvement,

Project Management to ensure the project is implemented in-time and on budget. Facilitation of Information Management (IM) Steering Committee to capture IM decisions. Various change management activities undertaken with staff to assist with cultural change post implementation. Data migration of InfoVision data into TRIM to enable staff to have access to legacy data at go-live, supporting the ‘one-stop-shop’ philosophy. Developed and implemented business rules, naming conventions and various training guides to ensure records are registered to the right location and to improve the consistency of naming records. Implemented a fortnightly training program to ensure new staff are trained and existing staff re-trained to enhance the use of the system. Worked with business units to clean up network drives in readiness for migration into TRIM.

The implementation of an e-Recruitment system helped streamline Council’s recruitment practices and increase information accessibility for candidates. The system also provides candidate database management and allows prospective candidates to set up an alert system for positions of interest. Banyule’s Records Management team delivered a range of activities in 2013-2014, including: -

Registered over 57,640 records in Council’s Records Management System (InfoVision). The types of documents registered included inwards and outwards correspondence, internal files, notes, memos and emails. Assessed, sentenced and transferred 98.5 shelf metres of files to secondary storage facilities. Successfully retrieved 80% of files requested by staff from the secondary storage area. Participated in the Municipal Association of Victoria Records Step Program to identify any gaps and improvements to ensure legislative requirements are met.

Banyule City Council Annual Report 2013-2014

Accessibility, Community Consultation, Responsiveness, Continuous Improvement, Community Consultation, Responsiveness, Accessibility, Continuous Improvement,

Page 113

A Summary of Our Best Value Performance 5.6

Plan and manage the systems and assets that support Council’s service delivery

Council introduced web-based databases to improve processing, reporting capacity and performance for incidents, hazards, WorkCover, public liability and motor vehicle claims and reports. A new online process for the lodgement of tree removal and pruning applications was designed and implemented. The twice yearly VCAT activities report to Council was enhanced to include a ‘State of Planning’ focus and commentary.

Continuous Improvement, Reporting Responsiveness, Accessibility, Continuous Improvement,

Council continued the preparation of its Draft Planning and Building Enforcement Framework, which will provide risk-based guidance for prioritisation of enforcement activities for both the Development Planning Unit and the enforcement role of the Municipal Building Surveyor. The Framework is currently undergoing public consultation, with the final document to be presented to Council early in the 201415 year.

Community Consultation, Responsiveness, Continuous Improvement,

Over the last financial year IT Team has delivered a range of projects that continue to address evolving technology and changing Council requirements. Some of the key achievements in this area included:

Community Consultation, Responsiveness, Continuous Improvement, Accessibility,

Replaced Firewall & WiFi security. Upgraded Primary Domain Controller (PDC). Installed dark fibre between WaterMarc and Ivanhoe Council Offices. Upgraded System Centre Configuration Manager (SCCM). Supplied appropriate bandwidth to Jets Studio. Upgraded Authority from V6.6 to V6.9.

IT also provided a responsive and quality service to Council, with more than 6,300 IT requests logged and resolved. In addition: -

In excess of 2.3 million emails were received and distributed. In excess of 78,000 million spam email was quarantined. More than 2,600 system patches were applied for Microsoft Applications, systems and servers to make the IT Network Infrastructure stable and reliable, and the IT Infrastructure uptime was more than 99%.

A number of trials were undertaken in various Council departments involving new technologies. Local Laws investigated mobile applications to improve pet searching and manage Council’s Footpath Trading Policy, while Food Act inspections also trialled remote technologies. Council will continue to examine how best to implement new computer systems and adopt innovative technology to improve efficiencies.

Banyule City Council Annual Report 2013-2014

Continuous Improvement, Community Consultation, Responsiveness, Accessibility,

Page 114

A Summary of Our Best Value Performance Council continued to minimise operating costs and ensure maximum utilisation of its vehicles. Banyule’s fleet was retained longer to reduce depreciation losses, and smaller cars replaced large cars in many instances thus reducing capital investment. As Council’s fleet was replaced, more fuel efficient vehicles were introduced, reducing running costs and emissions. Liquefied petroleum (LP) gas vehicles were considered for new purchases, instead of petrol or diesel options. A full review of Banyule’s Fleet Policy will be undertaken in the second half of 2014.

Continuous Improvement, Community Consultation, Responsiveness,

With every purchase of replacement plant or equipment, Council aimed to pick a safe, fit-for-task item which could perform the job as energy efficiently as possible. The operation of the fleet was supported by a comprehensive maintenance program undertaken by the in-house workshop team that ensured vehicles were available with minimal down time. Council’s Aged and Disability Services participated in an E-Care Planning project with Banyule Community Health Service, supported by North East Primary Care Partnership, as a regional approach to electronic care planning. Council’s Health and Aged Services delivery was also improved with the enhancement of mobile technology for client assessment with laptops and smartphones being introduced.

Banyule City Council Annual Report 2013-2014

Continuous Improvement, Community Consultation, Responsiveness, Accessibility,

Page 115

Banyule’s Strategic Indicators These indicators measure achievements against Council’s strategic objectives. They include a mix of: 

Key data gathered by Council and other agencies to assist in evaluating community wellbeing (e.g. percentage of waste diverted from landfill)



Community Satisfaction Indices (CSI) measured by the State Government in its annual survey of Local Governments in Victoria.

Banyule City Council Annual Report 2013-2014

Page 116

Banyule’s Strategic Indicators

Strategic Activities 1.

Indicators

Indicator type

Actual 2012-2013

Target 2013-2014

Actual 2013-2014

People: Community strengthening and support

1.1 Promote and support health and wellbeing

1.1A CSI – Recreational facilities (performance)

Output (Quality)

(75)

1.1B Attendance at Council provided aquatic centres

Outcome (Service Effectiveness)

1.1C Percentage of people who feel they ‘belong’ in Banyule

Outcome (Service Effectiveness)

83%

1.1D CSI – Art centres and libraries (performance)

Output (Quality)

(72)

1.1E CSI – Community and cultural activities (performance)

Output (Quality)

(69)

1.1F Attendance at Banyule festival

Appropriateness (Access/ Equity/ Service Levels)

10,500

10,000

12,000

1.1G Performance against People: Health and Wellbeing Action Plan (% actions completed on time)

Output (Quality)

96%

80%

97%

1.1H Total number of library borrowings by Banyule residents

Appropriateness (Access/ Equity/ Service Levels)

1,248,683

1,200,000

1,193,377

Banyule City Council Annual Report 2013-2014

Equal to or greater than the Inner Metro Council Group average for 2013

1,200,000*

1,932,543

80%

83%

Measured as a percentage increase from 2011-2012

Equal to or greater than the Inner Metro Council Group average for 2013

Page 117

Banyuleâ&#x20AC;&#x2122;s Strategic Indicators

Strategic Activities

Indicators

Indicator type

Actual 2012-2013

Target 2013-2014

Actual 2013-2014

1. People: Community strengthening and support (continued) 1.2 Provide services for people at important life stages

1.2A CSI - Family support services (performance)

Outcome (Service Effectiveness)

(68)

1.2B CSI â&#x20AC;&#x201C; Elderly support services (performance)

Outcome (Service Effectiveness)

(67)

1.2C Key Ages and Stages: participation rate for 3.5 year visits

Outcome (Service Effectiveness)

78.4%

71%

76%

1.2D Unit rate cost to Council for delivered meals

Output (Cost)

$15.90 per meal

$13.00 per meal

$12.63 per meal

Appropriateness (Access/ Equity/ Service Levels)

63,748

66,000

56,515

1.2F Percentage of delivered meals recipients satisfied with the service (rating the service as excellent, very good or good)

Output (Quality)

95%

90%

98.6%

1.3A Percentage of people who feel safe in Banyule

Appropriateness (Access/ Equity/ Service Levels)

97%

80%

97%

Output (Quality)

100%

80%

90%

1.2E Total number of delivered meals

1.3 Develop and promote safety and resilience in our community

1.3B Performance against Safer Banyule Action Plan (% actions completed on time)

Banyule City Council Annual Report 2013-2014

Equal to or greater than the Inner Metro Council Group average for 2013

Page 118

Banyule’s Strategic Indicators

Strategic Activities

Indicators

Indicator type

Actual 2012-2013

Target 2013-2014

Actual 2013-2014

1. People: Community strengthening and support (continued) 1.4 Celebrate and promote Banyule’s diversity and heritage

1.5 Support people to achieve their economic potential

1.6 Plan and prepare for emergency events

1.4A CSI – Art centres and libraries (performance)

Output (Quality)

(72)

1.4B CSI – Community and cultural activities (performance)

Output (Quality)

(69)

1.4C Attendance at Banyule festival

Appropriateness (Access/ Equity/ Service Levels)

10,500

10,000

12,000

1.5A Number of economic development events delivered in partnership with other organisations (eg. neighbouring Councils, State and Federal Government, Regional Development organisations, traders associations, etc)

Output (Quality)

1.5B Participation level (attendance) at Council operated/ hosted economic development events

Outcome (Service Effectiveness)

486

300

924

1.6A CSI – Emergency and disaster management (performance)

Appropriateness (Access/ Equity/ Service Levels)

(70)

1.6B Percentage of people who feel safe in Banyule

Appropriateness (Access/ Equity/ Service Levels)

97%

80%

97%

1.6C Completion of scheduled emergency management exercises as part of Councils Municipal Emergency Management Plan

Output (Quality)

Completed as per schedule

Banyule City Council Annual Report 2013-2014

Equal to or greater than the Inner Metro Council Group average for 2013

Page 119

Banyule’s Strategic Indicators

Strategic Activities 2.

Indicators

Indicator type

Actual 2012-2013

Target 2013-2014

Actual 2013-2014

Outcome (Service Effectiveness)

(67)

Appropriateness (Access/ Equity/ Service Levels)

1,250

1,000

1,300

2.2A CSI – Environmental sustainability (performance)

Outcome (Service Effectiveness)

(67)

2.2B Performance against Planet: Environmental Sustainability Action Plan (% actions completed on time)

Output (Quality)

(95%)

90%

91%

2.2C Council’s water use

Outcome (Service Effectiveness)

Less than 200 megalitres

263 megalitres

2.3A CSI – The appearance of public areas (performance)

Outcome (Service Effectiveness)

(71)

2.3B Performance against Planet: Environmental Sustainability Action Plan (% actions completed on time)

Output (Quality)

(95%)

90%

91%

2.3C Council’s greenhouse gas emissions (compared with 1996-97 base data)

Outcome (Service Effectiveness)

Reduction

34% Increase

(compared with 16,087 tonnes in 1996-97)

(21,541 tonnes)

Planet: Environmental sustainability

2.1 Protect and enhance our natural environment

2.1A CSI – Environmental sustainability (performance)

2.1B Number of tree plantings (Council tree plantings in streets and parks) 2.2 Conserve water and improve stormwater quality and impact

2.3 Deliver appropriate action on climate change

Banyule City Council Annual Report 2013-2014

Equal to or greater than the Inner Metro Council Group average for 2013

Page 120

Banyule’s Strategic Indicators

Strategic Activities

Indicators

Indicator type

Actual 2012-2013

Target 2013-2014

Actual 2013-2014

2. Planet: Environmental sustainability (continued) 2.4 Avoid waste generation

2.5 Act as environment al stewards

2.4A CSI - Waste management (performance)

Appropriateness (Access/ Equity/ Service Levels)

(79)

2.4B Percentage of waste diverted from landfill

Outcome (Service Effectiveness)

53%

56%

52.5%

2.4C Percentage of ‘consumer waste’ diverted from landfill (ie excludes greenwaste)

Outcome (Service Effectiveness)

39.2%

41%

38.4%

2.5A Performance against Planet: Environmental Sustainability Action Plan (% actions completed on time)

Output (Quality)

(95%)

90%

91%

Appropriateness (Access/ Equity/ Service Levels)

4,420

5,400

4,000

2.5B Attendance at Council’s Rethink Centre waste education programs

Banyule City Council Annual Report 2013-2014

Equal to or greater than the Inner Metro Council Group average for 2013

Page 121

Banyule’s Strategic Indicators

Strategic Activities 3. 3.1

3.2

Indicators

Indicator type

Actual 2012-2013

Target 2013-2014

Actual 2013-2014

Output (Quality)

67%

70%

71%

3.1B VLG infrastructure indicator: renewal ratio

Output (Cost)

0.65:1

1:1

0.36:1

3.1C CSI – The condition of local streets and footpaths in your area (performance)

Outcome (Service Effectiveness)

(63)

3.1D MAV Insurance (overall score) – compliance with road management plan

Output (Quality)

61.4%

75%

Not assessed 2013-2014

3.2A CSI – Council’s general town planning policy (performance)

Appropriateness (Access/ Equity/ Service Levels)

(57)

3.2B CSI - Business and community development and tourism (performance)

Appropriateness (Access/ Equity/ Service Levels)

(61)

3.2C CSI - Planning and building permits (performance)

Output (Quality)

(55)

Place: Sustainable amenity and built environment Maintain and improve Banyule as a great place to live

Strengthen local activity and employmen t areas

3.1A Percentage of planning applications completed within statutory timeframe (60 days)

Banyule City Council Annual Report 2013-2014

Equal to or greater than the Inner Metro Council Group average for 2013

53 Equal to or greater than the Inner Metro Council Group average for 2013

Page 122

Banyule’s Strategic Indicators Strategic Activities

Indicators

Indicator type

Actual 2012-2013

Target 2013-2014

Actual 2013-2014

3. Place: Sustainable amenity and built environment (continued) 3.3

3.4

3.5

Support thriving commercial and retail activity

3.3A Number of economic development events delivered in partnership with other organisations (eg. neighbouring Councils, State and Federal Government, Regional Development organisations, traders associations, etc)

Output (Quality)

3.3B Participation level (attendance) at Council operated/ hosted economic development events

Outcome (Service Effectiveness)

486

300

924

3.3C Number of businesses that are participating in special rates schemes

Appropriateness (Access/ Equity/ Service Levels)

1,000

1,356

Enhance Banyule’s public and open spaces

3.4A Percentage of people who feel safe in Banyule

Outcome (Service Effectiveness)

97%

80%

97%

3.4B CSI – The appearance of public areas (performance)

Appropriateness (Access/ Equity/ Service Levels)

(71)

Support sustainable transport

3.5A CSI – Parking facilities (performance)

Appropriateness (Access/ Equity/ Service Levels)

(57)

Outcome (Service Effectiveness)

(61)

Appropriateness (Access/ Equity/ Service Levels)

2,908 metres

3.5B CSI - Traffic management (performance)

3.5C Linear metres of shared paths/ trails renewed, upgraded and new.

Banyule City Council Annual Report 2013-2014

Equal to or greater than the Inner Metro Council Group average for 2013

900 metres

Page 123

2,887 metres

Banyule’s Strategic Indicators

Strategic Activities 4. 4.1

4.2

Indicators

Indicator type

Actual 2012-2013

Target 2013-2014

Actual 2013-2014

Participation: Community involvement in community life Engage meaningfully with our community

Encourage diverse and inclusive community participation

4.1A CSI - Overall performance of Council

Outcome (Service Effectiveness)

(68)

4.1B CSI - Customer service (performance)

Output (Quality)

(78)

4.1C CSI - Community consultation and engagement (performance)

Outcome (Service Effectiveness)

(57)

4.1D Visits to website

Appropriateness (Access/ Equity/ Service Levels)

1,332,450 hits

4.2A CSI – Informing the community (performance)

Appropriateness (Access/ Equity/ Service Levels)

(62)

Outcome (Service Effectiveness)

83%

80%

83%

4.2C Amount distributed through Council’s Community Grants programs

Appropriateness (Access/ Equity/ Service Levels)

$140,000

$138,075

4.2D Number of Community nominations for Banyule volunteer awards

Appropriateness (Access/ Equity/ Service Levels)

4.2B Percentage of people who feel they ‘belong’ in Banyule

Banyule City Council Annual Report 2013-2014

Equal to or greater than the Inner Metro Council Group average for 2013

Base to be determined*

1,101,046 Page views

Equal to or greater than the Inner Metro Council Group average for 2013

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Banyule’s Strategic Indicators

Strategic Activities

Indicators

Indicator type

Actual 2012-2013

Target 2013-2014

Actual 2013-2014

4. Participation: Community involvement in community life (continued) 4.3

Advocate on behalf of our community

4.3A CSI – Lobbying on behalf of the community (performance)

Outcome (Service Effectiveness)

(53)

Output (Quality)

4.4A CSI - Overall performance of Council

Outcome (Service Effectiveness)

(68)

4.4B CSI - Customer service (performance)

Output (Quality)

(78)

4.4C CSI – Informing the community (performance)

Appropriateness (Access/ Equity/ Service Levels)

(62)

4.4D Visits to website

Appropriateness (Access/ Equity/ Service Levels)

1,332,450 hits

Base to be determined*

1,101,046 Page views

4.4E Average time taken to answer telephone call enquiries

Appropriateness (Access/ Equity/ Service Levels)

46 seconds

Within 2 minutes

1 minute and 26 seconds (86 seconds)

4.4F Percentage of customer requests actioned within specified timeframes

Output (Quality)

90%

75%

87%

4.3B Number of significant issues Council has advocated on behalf of the community (as reported in the six monthly advocacy reports to Council) 4.4

Provide outstanding communicati ons and customer service

Banyule City Council Annual Report 2013-2014

Equal to or greater than the Inner Metro Council Group average for 2013

Page 125

Banyuleâ&#x20AC;&#x2122;s Strategic Indicators

Strategic Activities

Indicators

Indicator type

Actual 2012-2013

Target 2013-2014

Actual 2013-2014

Certification Maintained

5. Strategic Resource Plan: Performance - Use our resources wisely 5.1

5.2

Develop and deliver best value services and facilities

Provide responsible financial management and business planning processes

5.1A Maintain full certification for all services to the most recent National/ International standards in Quality, Occupational Health & Safety, and Environmental Management.

Output (Quality)

Certification Maintained

5.1B CSI - Overall performance of Council

Output (Quality)

(68)

5.1C CSI â&#x20AC;&#x201C; Informing the community (performance)

Outcome (Service Effectiveness)

(62)

5.2A Achievement of the budgeted result or better.

Output (Quality)

Result Achieved

5.2B Percentage of projects in year 1 of 10 year Capital Works program completed on time.

Output (Quality)

89%

90%

74%

Banyule City Council Annual Report 2013-2014

Equal to or greater than the Inner Metro Council Group average for 2013

Page 126

Banyule’s Strategic Indicators

Strategic Activities

Indicators

Indicator type

Actual 2012-2013

Target 2013-2014

Actual 2013-2014

5. Strategic Resource Plan: Performance - Use our resources wisely (continued) 5.3

Enable good governance and accountability with minimal risk

5.3A MAV Insurance state-wide audit ranking/ overall score

Outcome (Service Effectiveness)

82%

75%

Not assessed 2013-2014

5.3B WorkCover premium as a percentage of payroll

Output (Cost)

2.55%

2.25%

2.19%

(For 2011-2012)

For 20122013

5.3C CSI – Emergency and disaster management (performance)

Appropriateness (Access/ Equity/ Service Levels)

(70)

5.3D Percentage of official Council and Committee meetings attended by Councillors where a quorum was achieved

Appropriateness (Access/ Equity/ Service Levels)

100%

5.3E CSI – Enforcement of local laws (performance)

Appropriateness (Access/ Equity/ Service Levels)

(67)

5.3F Visits to website

Appropriateness (Access/ Equity/ Service Levels)

(1,332,450 hits)

Base to be determined*

1,101,046 Page views

5.3G Average time taken to answer telephone call enquiries

Appropriateness (Access/ Equity/ Service Levels)

46 seconds

Within 2 minutes

1 minute and 26 seconds (86 seconds)

Output (Quality)

90%

75%

87%

5.3H Percentage of customer requests actioned within specified timeframes

Banyule City Council Annual Report 2013-2014

Equal to or greater than the Inner Metro Council Group average for 2013

Page 127

Banyuleâ&#x20AC;&#x2122;s Strategic Indicators

Strategic Activities

Indicators

Indicator type

Actual 2012-2013

Target 2013-2014

Actual 2013-2014

5. Strategic Resource Plan: Performance - Use our resources wisely (continued) 5.4

Create a productive and engaged workforce

5.4A Performance against Workforce Strategy and Action Plan (Human Resources Strategic Plan) (% actions completed on time)

Output (Quality)

95%

80%

81%

5.5

Maintain and strengthen corporate information and innovation

5.5A Percentage of Freedom of Information requests responded to within statutory timeframes (45 days)

Output (Quality)

80%

100%

5.5B Maintain full certification for all services to the most recent National/ International standards in Quality, Occupational Health & Safety, and Environmental Management.

Output (Quality)

Certification Maintained

5.6A Percentage of core IT systems availability

Output (Quality)

99.95%

98%

99.98%

5.6B Maintain full certification for all services to the most recent National/ International standards in Quality, Occupational Health & Safety, and Environmental Management.

Output (Quality)

Certification Maintained

5.6

Plan and manage the systems and assets that support Councilâ&#x20AC;&#x2122;s service delivery

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Banyule’s Strategic Indicators General Notes and Glossary of Terms 1.

‘CSI’ – Community satisfaction index scores measured by Victorian Local Government Community Satisfaction Survey (CSS) for 2013 and 2014, co-ordinated by the Department of Transport, Planning and Local Infrastructure (DTPLI). The Target 2013-2014 is based on: ‘Equal to or greater than the Inner Metro Council Group average for 2013’. The Actual 2013-2014 is based on Banyule’s result in the CSS 2014.

2. Banyule’s targets and results for the CSI measures in Banyule’s Annual Report for 2012-2013 were based on: Of the respondents that were able to provide a rating, 60% provided a rating of average or better (ie. average, good or very good), in accordance with the scale provided by the DPCD. For comparison purposes, the targets and actual results for CSI measures were also provided in terms of the CSI scores and these were shown in ( ) brackets (ie. comparison with the Inner Metro Council Group average CSI score). Banyule’s CSI indicator results (scores) for 2012-2013 are therefore represented in brackets ( ) in this Annual Report for 2013-2014. 3. ‘Inner Metro Council Group’ refers to the Inner Melbourne Metropolitan Group (Inner Group) of councils 4. Banyule’s CSI indicators and targets are based on ‘performance’ measures. Community Satisfaction Index (CSI) scores are commonly used in the market research industry to represent the extent of customer satisfaction. Banyule’s survey results are available on Council’s website. 5. ‘Indicator type’: Indicators have been categorised in terms based on the objectives of the local government reporting framework (ie. the Local Government Performance Reporting Framework – LGPRF). Banyule has aligned its indicator types, in the form of: Output (Quality), Appropriateness (Access/Equity/Service Levels), Outcome (Service Effectiveness), and Output (Cost). 6. * Indicator 1.1B (‘Attendance at Council provided aquatic centres’ indicator) - The target for 2013-2014 was capped to 1,200,000 as the Ivanhoe Aquatic centre has been closed for renovations during the financial year. These figures are inclusive of WaterMarc and Macleod Leisure Centre (as stated in Banyule’s Annual Report 2012-2013). This indicator has been reviewed and aligned with the introduction of the Local Government Performance Reporting Framework (LGPRF). Banyule’s indicator set for 2014-2015 includes the LGPRF indicator for Aquatic facilities (utilisation), as well as an indicator for ‘Attendance at Council provided leisure centres’. 7. Indicators 2.2B, 2.3B and 2.5A (‘Performance against Planet: Environmental Sustainability Action Plan (% actions completed on time)’ indicator) – this indicator has replaced the previous ‘Performance against State of Environment Report (% actions completed on time)’ indicator measured in 2012-2013. The methodology used to assess these plans (ie. calculate the percentage result) is based on the same process and methodology. 8. Indicators 3.1D and 5.3A (‘MAV Insurance state-wide audit ranking/overall score’ indicator) –. The indicators are assessed by MAV Insurance in relation to their Liability Mutual Insurance (LMI) scheme. The assessment model used in 2012-2013 was reviewed by LMI in 2013, and LMI has discontinued the risk management assessment. Therefore the result for 2013-2014 is not available. 9. * Indicators 4.1D, 4.4D and 5.3F (‘Visits to website’ indicator) – the target is listed as ‘Base to be determined’ given that Banyule’s new website was being developed during 2012-2013, with a focus on improved accessibility. The 2012-2013 result includes both external and internal organisation website visits. With the introduction of the new website, the 2013-2014 result is based on web page views. 10. Indicator 5.3B (‘WorkCover premium as a percentage of payroll’ indicator) – Result not available until September 2014. This is a lag indicator, and the results provided have been assessed three months after the 2011-12 and 2012-13 annual reporting periods. 11. The indicators are reviewed on an ongoing basis in line with Banyule’s planning process, to ensure continued alignment with Council’s objectives and priorities, and are subject to change. Banyule will continue to work with the State Government and Local Government industry sector in the further development and implementation of the Local Government Performance Reporting Framework (LGPRF).

Banyule City Council Annual Report 2013-2014

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Victorian Local Government Indicators VICTORIAN LOCAL GOVERNMENT INDICATORS

2012/13

2013/14

Actual

All Rates Average Rates & Charges per Assessment

$1,390.98

$1,576.87

Residential Rates Average Rates & Charges per Residential Assessment

$1,325.86

$1,492.05

Debts Average Liabilities per Assessment

$1,034.40

$1,592.69

Operating Result Operating Result per Assessment

$85.35

$38.13

Operating Costs Average Operating Expenditure per Assessment

$2,176.27

$2,274.20

$391.02

$793.45

Overall Performance Community satisfaction rating (index score) for overall performance generally of the Council*

Capital Expenditure Average Capital Expenditure per Assessment

Infrastructure Renewal #

0.65:1

0.36:1

Renewal & Maintenance ^

0.79:1

0.63:1

Advocacy Community satisfaction rating (index score) for Council's lobbying on behalf of the community*

Community Consultation and Engagement Community satisfaction rating (index score) for Council's community consultation and engagement*

Notes: 

After excluding capital grants of $1,437,785 ($5,885,841 in 2012-13) and developers contributions of $1,309,715 ($1,140,979 in 2012-2013), the Operating Result will be changed from $38.13 ($85.35 in 2012-13) to -$15.04 ($50.74 in 2012-13).



* Indicators and results are based on survey measures in the Victorian Local Government Community Satisfaction Survey (CSS) for 2013 and 2014, co-ordinated by the Department of Transport, Planning and Local Infrastructure (DTPLI). Community Satisfaction Index (CSI) scores are commonly used in the market research industry to represent the extent of customer satisfaction.



# Ratio of current spending on capital renewal of existing infrastructure assets which returns the service potential or the life of the asset up to that which it had originally to the Average Annual Asset Consumption (AAAC) totalled for each and every infrastructure asset to give one ratio. ^ Ratio of current spending on capital renewal of existing infrastructure assets which returns the service potential or the life of the asset up to that which it had originally plus current spending on maintenance: - To AAAC plus all anticipated planned and unplanned maintenance (that is, the expected level of maintenance which was used the calculation of the useful life of the asset) - Total for each and every infrastructure asset to give one ratio The AAAC is the amount of a local government’s asset base consumed during a year. It is based on the current replacement cost ‘as new’ divided by useful life.

Banyule City Council Annual Report 2013-2014

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Banyule City Council Performance Statement for the Year Ended 30 June 2014

Banyule City Council Annual Report 2013-2014

Page 131

Performance Statement for the Year Ended 30 June 2014

Contents

Page No.

Banyule’s Key Strategic Activities – Results for the year ended 30 June 2014 (Banyule’s Annual Strategic Activities - Explanatory Notes on Targets, Actual Results and Differences)

133

Certification of Performance Statement

162

Victorian Auditor General Independent Audit Report

163

Banyule City Council Annual Report 2013-2014

Page 132

Performance Statement for the Year Ended 30 June 2014 BANYULE'S KEY STRATEGIC ACTIVITIES FOR THE YEAR ENDED 30 JUNE 2014 (Includes Explanatory Notes on Targets, Actual Results and Differences) Strategic Activities

Indicators

Target 2013-2014

People: Community strengthening and support

1.1

Promote and support health and wellbeing

1.1A CSI – Recreational facilities (performance)

Actual 2013-2014

Difference

+2 Achieved target

Equal to or greater than the Inner Metro Council Group average for 2013

Indicator type: Output (Quality) This indicator is measured via the Victorian Local Government Community Satisfaction Survey (CSS) for 2013 and 2014, co-ordinated by the Department of Transport, Planning and Local Infrastructure on behalf of Victorian Councils. Banyule’s CSI score (75) for 2014 was higher than the Inner Group average (73) for 2013. The score was also equal to the Inner Group average for 2014 and significantly higher than the State-wide average for 2014. Council’s performance rating in this service area was the second highest for the individual service areas (categories) measured for Banyule in the CSS 2014. 1.1B Attendance at Council provided aquatic centres

1,200,000*

1,932,543

+732,543 Achieved target

Indicator type: Outcome (Service Effectiveness) Attendance figures were 1,932,543 in 2013-2014, compared with 1,418,500 in 20122013 (representing a 36% increase). This significant increase can be attributed to the WaterMarc regional aquatic and leisure facility (which opened in September 2012 and had growth in attendance in its second year of operation), and to further improvements in systems and processes to enable more accurate capture of attendance data. (*Note: The target for 2013-2014 was capped to 1,200,000 as the Ivanhoe Aquatic centre has been closed for renovations during the financial year. These figures are inclusive of WaterMarc and Macleod Leisure Centre). Attendance levels have remained solid at all of Council’s leisure centres during 2013-2014. This indicator has been reviewed and aligned with the introduction of the Local Government Performance Reporting Framework (LGPRF). Banyule’s indicator set for 2014-2015 includes the LGPRF indicator for Aquatic facilities (utilisation), as well as an indicator for ‘Attendance at Council provided leisure centres’. 1.1C Percentage of people who feel they ‘belong’ in Banyule

80%

83%

+3% Achieved target

Indicator type: Outcome (Service Effectiveness) This indicator is measured via the CSS for 2014, co-ordinated by the DTPLI, and is an additional question for Banyule. The result demonstrates a relatively strong result for people feeling connected in Banyule and this has continued since the 2011-2012 result of 82% and 2012-2013 result of 83%. (Note: This indicator is measured on a ‘0 to 10’ rating scale. The percentage result is based on the total percentage of people who have given a rating of 5 or more on the rating scale. The average score out of 10 was 6.2 in 2014 compared with 6.1 in both 2012-2013 and 2011-2012.) Banyule City Council Annual Report 2013-2014

Page 133

Indicators

Target 2013-2014

Actual 2013-2014

Difference

-3 96% achievement against target

1. People: Community strengthening and support (continued) 1.1

Promote and support health and wellbeing (continued)

1.1D CSI – Art centres and libraries (performance)

76 Equal to or greater than the Inner Metro Council Group average for 2013

Indicator type: Output (Quality) Banyule’s CSI score (73) in the CSS 2014 was lower than the Inner Group average (76) for 2013. Council’s performance rating in this service area was the third highest for the individual service areas (categories) measured for Banyule in the CSS 2014. The percentage of respondents providing a rating of very good, good or average was 89% for this service area (category) in 2014 (note: 7% of respondents provided a rating of ‘can’t say’). 1.1E CSI – Community and cultural activities (performance)

0 Achieved target

Equal to or greater than the Inner Metro Council Group average for 2013

Indicator type: Output (Quality) Banyule’s CSI score (70) in the CSS 2014 was equal to the Inner Group average (70) for 2013. Council’s performance rating in this service area was the fifth highest for the individual service areas (categories) measured for Banyule in the CSS 2014. The percentage of respondents providing a rating of very good, good or average was 86% for this service area (category) in 2014 (note: 9% of respondents provided a rating of ‘can’t say’). 1.1F Attendance at Banyule festival

10,000

12,000

+2,000 Achieved target

Indicator type: Appropriateness (Access/Equity/Service Levels) Malahang Festival, Twilight Sounds and The Kids ArtyFarty Fest continue to be very well attended and loved by the Banyule Community. 1.1G Performance against People: Health and Wellbeing Action Plan (% actions completed on time)

80%

97%

+17% Achieved target

Indicator type: Output (Quality)

Banyule City Council Annual Report 2013-2014

Page 134

Indicators

Target 2013-2014

Actual 2013-2014

Difference

1,193,377

-6,623 99% achievement against target

1. People: Community strengthening and support (continued) 1.1

1.2

Promote and support health and wellbeing (continued)

Provide services for people at important life stages

1.1H Total number of library borrowings by Banyule residents

1,200,000

Indicator type: Appropriateness (Access/Equity/Service Levels) This indicator covers the Yarra Plenty Regional Library (YPRL) network’s Ivanhoe, Rosanna and Watsonia libraries. In addition, information captured by YPRL indicated the following for Banyule libraries: - There was a slight decrease (of 4%) in loans of physical items for the region from 2012-2013 to 2013-2014. Despite a 5% drop in loans, Ivanhoe has the highest circulation for Banyule libraries, and has the third highest circulation of all branches in the region (compared with second highest last year). Watsonia has slightly decreased loans (by 2%), and Rosanna’s loans fell slightly (by 6%). - In comparison to physical loans, digital loans for the region increased by 26% (to 451,663) in 2013-2014. - Virtual visits to the YPRL website have grown 2% in the past year. There has been a big increase in the number of people using tablets and mobiles to access the website and, for the first time, a drop in the number of people using a computer to access the website. - Program attendance has increased significantly at Banyule libraries over the past year (to 43,525, an increase of 46%), with large increases at both Ivanhoe (by 83%) and Watsonia (by 26%). Rosanna continues to be hampered by a lack of space for programs and had an increase in attendance of 14%. Activities include core programming such as storytimes, homework help and computer classes as well as special events such as youth nights run in conjunction with BCC at Watsonia and cultural events at Ivanhoe. The decrease in physical loans is also occurring in other library systems. This contrasts with the big increase in attendance at library activities and the growth in digital loans, and emphasises the changing nature of library use by the community. 68 66 -2 1.2A CSI - Family support 97% Equal to or services (performance) achievement greater than the Inner Metro against Council Group target average for 2013

Indicator type: Outcome (Service Effectiveness) Banyule’s CSI score (66) in the CSS 2014 was slightly lower than the Inner Group average (68) for 2013. The percentage of respondents providing a rating of very good, good or average was 62% for this service area (category) in 2014 (note: the percentage of respondents providing a rating of ‘Can’t say’ in 2014 was 34% for Banyule, compared with the Inner Group average of 36%, and State-wide average of 29%).

Banyule City Council Annual Report 2013-2014

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Indicators

Target 2013-2014

1. People: Community strengthening and support (continued) 68 1.2 Provide 1.2B CSI – Elderly support Equal to or services for services (performance) greater than the people at Inner Metro important life Council Group stages average for 2013 (continued)

Actual 2013-2014

Difference

+1 Achieved target

Indicator type: Outcome (Service Effectiveness) Banyule’s CSI score (69) in the CSS 2014 was higher than the Inner Group average (68) for 2013. Council’s performance rating in this service area was the sixth highest for the individual service areas (categories) measured for Banyule in the CSS 2014. The percentage of respondents providing a rating of very good, good or average was 64% for this service area (category) in 2014 (note: the percentage of respondents providing a rating of ‘Can’t say’ in 2014 was 33% for Banyule, compared with the Inner Group average of 37%, and State-wide average of 27%). 1.2C Key Ages and Stages: participation rate for 3.5 year visits

71%

76%

+5 Achieved target

$12.63 per meal

$0.37 cost saving per meal Achieved target

Indicator type: Outcome (Service Effectiveness) 1.2D Unit rate cost to Council for delivered meals

$13.00 per meal

Indicator type: Output (Cost) The cost per meal is directly related to cost to Council and meal numbers. The service has undertaken a review to reduce costs and realign the service based on current demand. The cost per meal for Council is lower than 2012-13 ($15.90 per meal) due to cost reductions despite the lower meal numbers. The prediction for 2013-14 was for $13.00. The total cost per meal was $24.98, with the cost to Council being $12.63 per delivered meal.

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Indicators

Target 2013-2014

Actual 2013-2014

Difference

56,515

-9,485 86% achievement against target

1. People: Community strengthening and support (continued) 1.2

Provide services for people at important life stages (continued)

1.2E Total number of delivered meals

66,000

Indicator type: Appropriateness (Access/Equity/Service Levels) Meal numbers have decreased by 11% since 2012-2013 (from 63,748 to 56,515 meals), following a decrease of approximately 14% the previous year (from 74,288 to 63,748 meals). The reasons include: - The market is now abundant with competitors from supermarkets and private delivery companies - Council supports people to be active in their homes for longer, so they are less reliant on services including delivered meals. Councilâ&#x20AC;&#x2122;s elderly residents are now generally more self-sufficient, wealthier, healthier and have access to more choices - Clients are now usually commencing Councilâ&#x20AC;&#x2122;s meals service following a significant health crisis and consequently their length of stay is now on average of 8 weeks (where as previously it was years) - Reasons for clients leaving the service are generally because they have either moved into permanent care or passed away - The number of potential clients in the age range (85â&#x20AC;&#x201C;100 plus) in Banyule is still declining. The baby boomers will not be increasing these numbers for another 20 years. 1.2F Percentage of delivered meals recipients satisfied with the service (rating the service as excellent, very good or good)

90%

98.6%

+8.6% Achieved target

Indicator type: Output (Quality) The service conducts an annual survey. The satisfaction survey is sent to every client each year, and the result is based on 58% of clients responding and providing a rating (ie. 201 replies were received). Banyule continues to have a very high rate of satisfaction. It has increased over the three years since starting with community Chef (ie. from 93.3% in 2010 to the current 98.6%).

Banyule City Council Annual Report 2013-2014

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Indicators

Target 2013-2014

Actual 2013-2014

Difference

97%

+17% Achieved target

1. People: Community strengthening and support (continued) 1.3

Develop and promote safety and resilience in our community

1.3A Percentage of people who feel safe in Banyule

80%

Indicator type: Appropriateness (Access/Equity/Service Levels) This indicator is measured via the CSS 2014 co-ordinated by the DTPLI, and is an additional question for Banyule. The result demonstrates a strong result for people feeling safe in Banyule and this has continued since the 2012 result of 95% and 2013 result of 97%. (Note: This indicator is measured on a ‘0 to 10’ rating scale. The percentage result is based on the total percentage of people who have given a rating of 5 or more on the rating scale. The average score out of 10 was 7.7 in 2013-2014, compared with 7.9 in 2012-2013 and 7.8 in 2011-2012.) 1.3B Performance against Safer Banyule Action Plan (% actions completed on time)

80%

90%

+10% Achieved target

-3 96% achievement against target

0 Achieved target

12,000

+2,000 Achieved target

Indicator type: Output (Quality) 1.4

Celebrate and promote Banyule’s diversity and heritage

1.4A CSI – Art centres and libraries (performance)

Equal to or greater than the Inner Metro Council Group average for 2013

Indicator type: Output (Quality) Refer to note for Indicator 1.1D 1.4B CSI – Community and cultural activities (performance)

70 Equal to or greater than the Inner Metro Council Group average for 2013

Indicator type: Output (Quality) Refer to note for Indicator 1.1E 1.4C Attendance at Banyule festival

10,000

Indicator type: Appropriateness (Access/Equity/Service Levels) Refer to note for Indicator 1.1F

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Performance Statement for the Year Ended 30 June 2014 Banyule's Key Strategic Activities for the Year Ended 30 June 2014 (Includes Explanatory Notes on Targets, Actual Results and Differences)

Strategic Activities

Indicators

Target 2013-2014

Actual 2013-2014

Difference

+11 Achieved target

1. People: Community strengthening and support (continued) 1.5

Support people to achieve their economic potential

Indicator type: Output (Quality) The result for this indicator demonstrates Councilâ&#x20AC;&#x2122;s commitment and focus on supporting economic development in partnership with other organisations. The events included: 10 Banyule Business Events, 4 Northern Business Achievement Awards Breakfasts, 11 Business Mentoring Days (Banyule advisory service), and one (1) Victorian Government Mentoring Bus Visit (mobile business centre/ mini bus). 1.5B Participation level (attendance) at Council operated/ hosted economic development events

300

924

+624 Achieved target

Indicator type: Outcome (Service Effectiveness) The result for this indicator demonstrates a high level of participation in Council operated/hosted local economic development events. This represents 54 mentoring bookings (Banyule advisory service) and 870 event registrations (Banyule Business events), compared with 51 mentoring bookings and 435 event registrations in 20122013. Results for 2013-2014 are particularly high in part because of the exceptional success of the Banyule Business Breakfast which attracted over 300 registrations alone.

Banyule City Council Annual Report 2013-2014

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Indicators

Target 2013-2014

1. People: Community strengthening and support (continued) 69 1.6 Plan and 1.6A CSI – Emergency and Equal to or prepare for disaster management greater than the emergency (performance) Inner Metro events

Actual 2013-2014

Difference

-1 99% achievement against target

Council Group average for 2013

Indicator type: Appropriateness (Access/Equity/Service Levels) Banyule’s CSI score (68) in the CSS 2014 was lower than the Inner Group average (69) for 2013. Council’s performance rating in this service area was amongst the highest for the individual service areas (categories) measured for Banyule in the CSS 2014. The percentage of respondents providing a rating of very good, good or average was 65% for this service area (category) in 2014 (note: the percentage of respondents providing a rating of ‘Can’t say’ in 2014 was 30% for Banyule, compared with the Inner Group average of 33%, and State-wide average of 18%.) 1.6B Percentage of people who feel safe in Banyule

80%

97%

+17% Achieved target

Completed as per schedule

Indicator type: Appropriateness (Access/Equity/Service Levels) Refer to note for Indicator 1.3A 1.6C Completion of scheduled emergency management exercises as part of Councils Municipal Emergency Management Plan

Completed as per schedule

Achieved target

Indicator type: Output (Quality) Regional exercise undertaken as scheduled.

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Actual 2013-2014

Difference

+1 Achieved target

Planet: Environmental sustainability Protect and enhance our natural environment

2.1A CSI – Environmental sustainability (performance)

65 Equal to or greater than the Inner Metro Council Group average for 2013

Indicator type: Outcome (Service Effectiveness) Banyule’s CSI score (66) in the CSS 2014 was higher than the Inner Group average (65) for 2013. The percentage of respondents providing a rating of very good, good or average was 81% for this service area (category) in 2014 (note: 14% of respondents provided a rating of ‘can’t say’). 2.1B Number of tree plantings 1,000 1,300 +300 (Council tree plantings in Achieved streets and parks) target

2.2

Conserve water and improve stormwater quality and impact

Indicator type: Appropriateness (Access/Equity/Service Levels) The trees were planted in line with the scheduled tree planting program for 20132014, which was increased from 1,000 to 1,300 plants (representing a 30% increase). In addition, a total of 7,000 local native (indigenous) plants made up of tube-stock trees, shrubs and ground species, were planted throughout Banyule’s bushland reserves, creeks and river reserves. This was part of the ongoing revegetation program for 2013-2014, including community working bees (local volunteers and friends groups). 2.2A CSI – Environmental 65 66 +1 sustainability (performance) Equal to or Achieved greater than the target Inner Metro Council Group average for 2013

Indicator type: Outcome (Service Effectiveness) Refer to note for Indicator 2.1A 2.2B Performance against Planet: 90% 91% +1% Environmental Sustainability Achieved Action Plan (% actions target completed on time) Indicator type: Output (Quality) Combined with indicator 2.1A, this result demonstrates the continued strong commitment by Council to sustaining the environment. Target not 2.2C Council’s water use Less than 200 263 achieved on megalitres megalitres this occasion Indicator type: Outcome (Service Effectiveness) The result has been impacted by the WaterMarc project coming on line and increasing use and the delay for full operation of the Stormwater Harvesting project development not reducing the use to the expected level. The stormwater harvesting project has not operated for a full summer irrigation season. The level of rainfall has a significant influence, as the largest contributing factor is water use on playing surfaces.

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Indicators

Target 2013-2014

Actual 2013-2014

Difference

-2 97% achievement against target

2. Planet: Environmental sustainability (continued) 2.3

Deliver appropriate action on climate change

2.3A CSI – The appearance of public areas (performance)

Equal to or greater than the Inner Metro Council Group average for 2013

Indicator type: Outcome (Service Effectiveness) Banyule’s CSI score (70) in the CSS 2014 was lower than the Inner Group average (72) for 2013. Council’s performance rating in this service area was amongst the highest (fourth highest) for the individual service areas (categories) measured for Banyule in the CSS 2014. The percentage of respondents providing a rating of very good, good or average was 91% for this service area (category) in 2014. 2.3B Performance against Planet: Environmental Sustainability Action Plan (% actions completed on time)

90%

91%

+1% Achieved target

Reduction

34% Increase

(compared with 16,087 tonnes in 1996-97)

(21,541 tonnes)

Target not achieved on this occasion

Indicator type: Output (Quality) Refer to note for Indicator 2.2B 2.3C Council’s greenhouse gas emissions (compared with 1996-97 base data)

Indicator type: Outcome (Service Effectiveness) The 1996-97 base data was 16,087 tonnes and the result for 2013-2014 was 21,541 tonnes (representing a 34% increase since 1996-97). The introduction of WaterMarc has contributed significantly to the increase, particularly over the period 2012-2013 to 2013-2014. The introduction of other energy saving initiatives will help to reduce greenhouse gas emissions in future years (eg. energy efficient street lighting project, installation of solar photovoltaic panels on Council buildings). Future measurement options for this indicator are being considered to have more timely data capture.

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Indicators

Target 2013-2014

Actual 2013-2014

Difference

+5 Achieved target

2. Planet: Environmental sustainability (continued) 2.4

Avoid waste generation

2.4A CSI - Waste management (performance)

Equal to or greater than the Inner Metro Council Group average for 2013

Indicator type: Appropriateness (Access/Equity/Service Levels) Banyule’s CSI score (79) in the CSS 2014 was significantly higher than the Inner Group average (74) for 2013. It was also significantly higher than the Inner Group average (76) for 2014. Council’s performance rating in this service area was the highest for the individual service areas (categories) measured for Banyule in the CSS 2014. The percentage of respondents providing a rating of very good, good or average was 95% for this service area (category) in 2014. Banyule has maintained its strong performance in Waste Management. The survey also indicated that waste management is considered the most important service area and is also Council’s highest performing area. 2.4B Percentage of waste diverted from landfill

56%

52.5%

-3.5% 94% achievement against target

Indicator type: Outcome (Service Effectiveness) Percentage of waste diverted from landfill has reduced slightly due a continued decline (3%) in the amount of recyclable material being collected, predominately paper. The other waste streams have remained essentially unchanged. 2.4C Percentage of ‘consumer waste’ diverted from landfill (ie excludes greenwaste)

41%

38.4%

-2.6% 94% achievement against target

Indicator type: Outcome (Service Effectiveness) Percentage of consumer waste diverted from landfill has continued to reduce due to the ongoing trend away from printed media resulting in less commingled recycling being collected.

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Indicators

Target 2013-2014

Actual 2013-2014

Difference

90%

91%

+1% Achieved target

5,400

4,000

-1,400 74% achievement against target

2. Planet: Environmental sustainability (continued) 2.5

Act as environmental stewards

2.5A Performance against Planet: Environmental Sustainability Action Plan (% actions completed on time) Indicator type: Output (Quality) Refer to note for Indicator 2.2B 2.5B Attendance at Councilâ&#x20AC;&#x2122;s Rethink Centre waste education programs

Indicator type: Appropriateness (Access/Equity/Service Levels) Attendance at Councilâ&#x20AC;&#x2122;s Rethink Centre did not achieve target due to resource availability and changes in delivery of the programs. These issues have been addressed for 2014-2015.

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Performance Statement for the Year Ended 30 June 2014 Banyule's Key Strategic Activities for the Year Ended 30 June 2014 (Includes Explanatory Notes on Targets, Actual Results and Differences)

Strategic Activities 7. 3.1

Indicators

Target 2013-2014

Actual 2013-2014

Difference

70%

71%

+1% Achieved target

1:1

0.36:1

-0.64 Target not achieved on this occasion

-1% 98% achievement against target

Place: Sustainable amenity and built environment Maintain and improve Banyule as a great place to live

3.1A Percentage of planning applications completed within statutory timeframe (60 days) Indicator type: Output (Quality) 3.1B VLG infrastructure indicator: renewal ratio

Indicator type: Output (Cost) 3.1C CSI – The condition of local streets and footpaths in your area (performance)

Equal to or greater than the Inner Metro Council Group average for 2013

Indicator type: Outcome (Service Effectiveness) Banyule’s CSI score (62) in the CSS 2014 was lower than the Inner Group average (63) for 2013. The percentage of respondents providing a rating of very good, good or average was 81% for this service area (category) in 2014. 3.1D MAV Insurance (overall score) – compliance with road management plan

75%

Not assessed 2013-2014

Not Applicable

Indicator type: Output (Quality) This indicator is assessed by MAV Insurance in relation to their Liability Mutual Insurance (LMI) scheme. The assessment model used in 2012-2013 was reviewed by LMI in 2013, and LMI has discontinued the risk management assessment. Therefore the result for 2013-2014 is not available.

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Indicators

Target 2013-2014

Actual 2013-2014

Difference

+2 Achieved target

3. Place: Sustainable amenity and built environment (continued) 3.2

Strengthen local activity and employment areas

3.2A CSI – Council’s general town planning policy (performance)

54 Equal to or greater than the Inner Metro Council Group average for 2013

Indicator type: Appropriateness (Access/Equity/Service Levels) Banyule’s CSI score (56) in the CSS 2014 was higher than the Inner Group average (54) for 2013. The percentage of respondents providing a rating of very good, good or average was 64% for this service area (category) in 2014 (note: the percentage of respondents providing a rating of ‘Can’t say’ in 2014 was 20% for Banyule, compared with the Inner Group average of 20%, and State-wide average of 17%.) 3.2B CSI - Business and community development and tourism (performance)

Equal to or greater than the Inner Metro Council Group average for 2013

-3 95% achievement against target

Indicator type: Appropriateness (Access/Equity/Service Levels) Banyule’s CSI score (58) in the CSS 2014 was lower than the Inner Group average (61) for 2013. The percentage of respondents providing a rating of very good, good or average was 67% for this service area (category) in 2014 (note: the percentage of respondents providing a rating of ‘Can’t say’ in 2014 was 25% for Banyule, compared with the Inner Group average of 23%, and State-wide average of 12%.) 3.2C CSI - Planning and building permits (performance)

53 Equal to or greater than the Inner Metro Council Group average for 2013

-1 98% achievement against target

Indicator type: Output (Quality) Banyule’s CSI score (52) in the CSS 2014 was lower than the Inner Group average (53) for 2013. Council’s performance rating in this service area was the lowest for the individual service areas (categories) measured for Banyule in the CSS 2014 the result is relatively consistent with broader community opinion of the area across the state. The percentage of respondents providing a rating of very good, good or average was 56% for this service area (category) in 2014 (note: the percentage of respondents providing a rating of ‘Can’t say’ in 2014 was 24% for Banyule, compared with the Inner Group average of 24%, and State-wide average of 25%.)

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Indicators

Target 2013-2014

Actual 2013-2014

Difference

+11 Achieved target

3. Place: Sustainable amenity and built environment (continued) 3.3

Support thriving commercial and retail activity

Indicator type: Output (Quality) The result for this indicator demonstrates Councilâ&#x20AC;&#x2122;s commitment and focus on supporting economic development in partnership with other organisations. The events included: 10 Banyule Business Events, 4 Northern Business Achievement Awards Breakfasts, 11 Business Mentoring Days (Banyule advisory service), and one (1) Victorian Government Mentoring Bus Visit (mobile business centre/ mini bus). 3.3B Participation level (attendance) at Council operated/ hosted economic development events

300

924

+624 Achieved target

1,000

1,356

+356 Achieved target

Indicator type: Appropriateness (Access/Equity/Service Levels) The result reflects a continued focus on investment in our shopping centres by traders, property owners and Council.

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Indicators

Target 2013-2014

Actual 2013-2014

Difference

97%

+17% Achieved target

3. Place: Sustainable amenity and built environment (continued) 3.4

Enhance Banyule’s public and open spaces

3.4A Percentage of people who feel safe in Banyule

80%

Indicator type: Outcome (Service Effectiveness) This indicator is measured via the CSS 2014 co-ordinated by the DTPLI, and is an additional question for Banyule. The result demonstrates a strong result for people feeling safe in Banyule and this has continued since the 2012 result of 95% and 2013 result of 97%. (Note: This indicator is measured on a ‘0 to 10’ rating scale. The percentage result is based on the total percentage of people who have given a rating of 5 or more on the rating scale. The average score out of 10 was 7.7 in 2013-2014, compared with 7.9 in 2012-2013 and 7.8 in 2011-2012.) 3.4B CSI – The appearance of public areas (performance)

Equal to or greater than the Inner Metro Council Group average for 2013

-2 97% achievement against target

Indicator type: Appropriateness (Access/Equity/Service Levels) Banyule’s CSI score (70) in the CSS 2014 was lower than the Inner Group average (72) for 2013. Council’s performance rating in this service area was amongst the highest (fourth highest) for the individual service areas (categories) measured for Banyule in the CSS 2014. The percentage of respondents providing a rating of very good, good or average was 91% for this service area (category) in 2014. 3.5

Support sustainable transport

3.5A CSI – Parking facilities (performance)

+4 Achieved target

Equal to or greater than the Inner Metro Council Group average for 2013

Indicator type: Appropriateness (Access/Equity/Service Levels) Banyule’s CSI score (60) in the CSS 2014 was higher than the Inner Group average (56) for 2013. The score was also significantly higher than the Inner Group average (56) and State-wide average (57) for 2014. The percentage of respondents providing a rating of very good, good or average was 84% for this service area (category) in 2014.

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Indicators

Target 2013-2014

Actual 2013-2014

Difference

+1 Achieved target

3. Place: Sustainable amenity and built environment (continued) 3.5

Support sustainable transport (continued)

3.5B CSI - Traffic management (performance)

58 Equal to or greater than the Inner Metro Council Group average for 2013

Indicator type: Outcome (Service Effectiveness) Banyuleâ&#x20AC;&#x2122;s CSI score (59) in the CSS 2014 was higher than the Inner Group average (58) for 2013. The percentage of respondents providing a rating of very good, good or average was 80% for this service area (category) in 2014. 3.5C Linear metres of shared paths/ trails renewed, upgraded and new.

900 metres

2,887 metres

+1,987 Achieved target

Indicator type: Appropriateness (Access/Equity/Service Levels) This result includes works completed for the Darebin Creek trail, Anthony Beale Reserve trail, Donaldson Creek trail, Plenty River trial, Main Yarra trail and Rosanna Parklands .

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Indicators

Target 2013-2014

Actual 2013-2014

Difference

+2 Achieved target

Participation: Community involvement in community life Engage meaningfully with our community

4.1A CSI - Overall performance of Council

66 Equal to or greater than the Inner Metro Council Group average for 2013

Indicator type: Outcome (Service Effectiveness) Banyule’s CSI score (68) in the CSS 2014 was higher than the Inner Group average (66) for 2013 and equal to Banyule’s score for 2013. The score was also equal to the Inner Group average and significantly higher than State-wide average (61) for 2014. The percentage of respondents providing a rating of very good, good or average was 95% for this core measure (category) in 2014. 4.1B CSI - Customer service (performance)

+5 Achieved target

Equal to or greater than the Inner Metro Council Group average for 2013

Indicator type: Output (Quality) Banyule’s CSI score (78) in the CSS 2014 was higher than the Inner Group average (73) for 2013 and equal to Banyule’s score for 2013. The score was also significantly higher than the Inner Group average (74) and State-wide average (72) for 2014. The percentage of respondents providing a rating of very good, good or average was 91% for this core measure (category) in 2014. In addition, 68% of respondents indicated that they, or a member of their household, had contact with Council over the last twelve months (in 2014) which was up 4% on 2013. 4.1C CSI - Community consultation and engagement (performance)

58 Equal to or greater than the Inner Metro Council Group average for 2013

-1 98% achievement against target

Indicator type: Outcome (Service Effectiveness) Banyule’s CSI score (57) in the CSS 2014 was lower than the Inner Group average (58) for 2013 and equal to Banyule’s score for 2013. The score was also lower than the Inner Group average (59) and equal to the State-wide average for 2014. The percentage of respondents providing a rating of very good, good or average was 72% for this core measure/ service area (category) in 2014 (note: 9% of respondents provided a rating of ‘can’t say’) Council continued its comprehensive community engagement program during 20132014 to help inform its planning processes. This remains a key focus of Council and is incorporated in Banyule’s City Plan 2013-2017 (Year 2).

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Indicators

Target 2013-2014

Actual 2013-2014

Difference

4. Participation: Community involvement in community life (continued) 4.1 Engage 4.1D Visits to website Base to be 1,101,046 Not meaningfully determined* Applicable Page views with our community (continued) Indicator type: Appropriateness (Access/Equity/Service Levels) *Note: The target is listed as ‘Base to be determined’ given that Banyule’s new website was being developed during 2012-2013, with a focus on improved accessibility. With the introduction of the new website, the 2013-2014 result is based on web page views. 4.2 Encourage 4.2A CSI – Informing the 62 63 +1 diverse and community (performance) Equal to or Achieved inclusive greater than the target Inner Metro community Council Group participation average for 2013

Indicator type: Appropriateness (Access/Equity/Service Levels) Banyule’s CSI score (63) in the CSS 2014 was higher than the Inner Group average (62) for 2013 and Banyule’s score (62) for 2013. The score was also lower than the Inner Group average (64) and higher the State-wide average (62) for 2014. The percentage of respondents providing a rating of very good, good or average was 84% for this service area (category) in 2014. 4.2B Percentage of people who 80% 83% +3% feel they ‘belong’ in Banyule Achieved target Indicator type: Outcome (Service Effectiveness) This indicator is measured via the CSS for 2014, co-ordinated by the DTPLI, and is an additional question for Banyule. The result demonstrates a relatively strong result for people feeling connected in Banyule and this has continued since the 2011-2012 result of 82% and 2012-2013 result of 83%. (Note: This indicator is measured on a ‘0 to 10’ rating scale. The percentage result is based on the total percentage of people who have given a rating of 5 or more on the rating scale. The average score out of 10 was 6.2 in 2014 compared with 6.1 in both 2012-2013 and 2011-2012.) 4.2C Amount distributed through $140,000 $138,075 -$1,925 Council’s Community 99% Grants programs achievement against target Indicator type: Appropriateness (Access/Equity/Service Levels) 4.2D Number of Community 40 55 +15 nominations for Banyule Achieved volunteer awards target Indicator type: Appropriateness (Access/Equity/Service Levels) This result supports the growing awareness and recognition of the significant contributions made by volunteers

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Indicators

Target 2013-2014

Actual 2013-2014

Difference

4. Participation: Community involvement in community life (continued) 4.3

Advocate on behalf of our community

4.3A CSI – Lobbying on behalf of the community (performance)

Equal to or greater than the Inner Metro Council Group average for 2013

-1 98% achievement against target

Indicator type: Outcome (Service Effectiveness) Banyule’s CSI score (55) in the CSS 2014 was lower than the Inner Group average (56) for 2013 and higher than Banyule’s score (53) for 2013. The score was also lower than the Inner Group average (57) and the State-wide average (56) for 2014. The percentage of respondents providing a rating of very good, good or average was 60% for this core measure in 2014 (note: the percentage of respondents providing a rating of ‘Can’t say’ in 2014 was 26% for Banyule, compared with the Inner Group average of 27%, and State-wide average of 19%.) 4.3B Number of significant issues Council has advocated on behalf of the community (as reported in the six monthly advocacy reports to Council)

+2 Achieved target

Indicator type: Output (Quality) To accurately capture the extent of advocacy work undertaken by Council continues to be a challenge via the six monthly advocacy reports to Council. These reported advocacy items (22) have focused on formalised representations to other levels of Government. ‘Advocate on behalf of our community’ was a key direction in Banyule’s City Plan 2013-2017 and this was a focus in 2013-2014. Council advocated to other communities, organisations and levels of government on a wide range of key issues, including bigger and more substantial issues of local, regional and wider relevance to represent the best interests of the Banyule community. The process to capture the extent of the advocacy work more effectively (in the reports to Council) was reviewed during 2013-2014. The improved process is linked to a formal system of reporting through the Interplan system. During 2013-2014, Council developed a dedicated ‘Advocacy’ webpage. A revised advocacy report was also developed. This six monthly report has an improved layout to make the report easier to read, with clearer links to the City Plan objectives. The report discusses each issue, how Council has advocated during the reporting period, and any progress or results that have been achieved. Six-monthly reports are presented to a Council meeting before being placed on Council’s dedicated webpage.

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Indicators

Target 2013-2014

Actual 2013-2014

Difference

4. Participation: Community involvement in community life (continued) 4.4

Provide outstanding communicati ons and customer service

4.4A CSI - Overall performance of Council

+2 Achieved target

+5 Achieved target

+1 Achieved target

1,101,046 Page views

Not Applicable

1 minute and 26 seconds (86 seconds)

-34 seconds (better) Achieved target

87%

+12% Achieved target

Equal to or greater than the Inner Metro Council Group average for 2013

Indicator type: Outcome (Service Effectiveness) Refer to note for Indicator 4.1A 4.4B CSI - Customer service (performance)

73 Equal to or greater than the Inner Metro Council Group average for 2013

Indicator type: Output (Quality) Refer to note for Indicator 4.1B 4.4C CSI â&#x20AC;&#x201C; Informing the community (performance)

62 Equal to or greater than the Inner Metro Council Group average for 2013

Indicator type: Appropriateness (Access/Equity/Service Levels) Refer to note for Indicator 4.2A 4.4D Visits to website

Base to be determined*

Indicator type: Appropriateness (Access/Equity/Service Levels) *Refer to note for Indicator 4.1D 4.4E Average time taken to answer telephone call enquiries

Within 2 minutes

Indicator type: Appropriateness (Access/Equity/Service Levels) 4.4F Percentage of customer requests actioned within specified timeframes

75%

Indicator type: Output (Quality)

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Indicators

Target 2013-2014

Actual 2013-2014

Difference

5. Strategic Resource Plan: Performance - Use our resources wisely 5.1

Develop and deliver best value services and facilities

5.1A Maintain full certification for all services to the most recent National/ International standards in Quality, Occupational Health & Safety, and Environmental Management. Indicator type: Output (Quality)

Certification Maintained

5.1B CSI - Overall performance of Council

+2 Achieved target

Equal to or greater than the Inner Metro Council Group average for 2013

Indicator type: Output (Quality) Banyule’s CSI score (68) in the CSS 2014 was higher than the Inner Group average (66) for 2013 and equal to Banyule’s score for 2013. The score was also equal to the Inner Group average and significantly higher than State-wide average (61) for 2014. The percentage of respondents providing a rating of very good, good or average was 95% for this core measure (category) in 2014. 5.1C CSI – Informing the 62 63 +1 community (performance) Equal to or Achieved greater than the target Inner Metro Council Group average for 2013

5.2

Provide responsible financial management and business planning processes

Indicator type: Outcome (Service Effectiveness) Banyule’s CSI score (63) in the CSS 2014 was higher than the Inner Group average (62) for 2013 and Banyule’s score (62) for 2013. The score was also lower than the Inner Group average (64) and higher the State-wide average (62) for 2014. The percentage of respondents providing a rating of very good, good or average was 84% for this service area (category) in 2014. 5.2A Achievement of the Result Achieved Result Result budgeted result or better. Achieved Achieved Indicator type: Output (Quality) 5.2B Percentage of projects in 90% 74% -16% year 1 of 10 year Capital 82% Works program completed achievement on time. against target Indicator type: Output (Quality) Banyule’s 2013-2014 Capital Works program was an ambitious program with stretch targets in place for the number of projects to be completed in the financial year. The capital program continues to have a focus on delivering important works and services to the community.

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Indicators

Target 2013-2014

Actual 2013-2014

Difference

5. Strategic Resource Plan: Performance - Use our resources wisely (continued) 5.3

Enable good governance and accountability with minimal risk

5.3A MAV Insurance state-wide audit ranking/ overall score

75%

Not assessed 2013-2014

Not Applicable

Indicator type: Outcome (Service Effectiveness) This indicator is assessed by MAV Insurance in relation to their Liability Mutual Insurance (LMI) scheme. The assessment model used in 2012-2013 was reviewed by LMI in 2013, and LMI has discontinued the risk management assessment. Therefore the result for 2013-2014 is not available. 5.3B WorkCover premium as a percentage of payroll

2.25%

2.19% For 2012-2013

0.06 better than target Achieved target

Indicator type: Output (Cost) This is a lag indicator, and the result provided has been assessed three months after the 2012-13 annual reporting period. Note: Actual result for 2011-12 was 2.55%, and Actual for 2012-13 was 2.19% (result received September 2013). 5.3C CSI – Emergency and disaster management (performance)

Equal to or greater than the Inner Metro Council Group average for 2013

-1 99% achievement against target

Indicator type: Appropriateness (Access/Equity/Service Levels) Banyule’s CSI score (68) in the CSS 2014 was lower than the Inner Group average (69) for 2013 and Banyule’s score (70) for 2013. The score was also lower than the Inner Group average (69) and the State-wide average (71) for 2014. The percentage of respondents providing a rating of very good, good or average was 65% for this service area (category) in 2014 (note: the percentage of respondents providing a rating of ‘Can’t say’ in 2014 was 30% for Banyule, compared with the Inner Group average of 33%, and State-wide average of 18%.) 5.3D Percentage of official Council and Committee meetings attended by Councillors where a quorum was achieved

100%

Indicator type: Appropriateness (Access/Equity/Service Levels)

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0 Achieved target

Indicators

Target 2013-2014

Actual 2013-2014

Difference

5. Strategic Resource Plan: Performance - Use our resources wisely (continued) 5.3

Enable good governance and accountability with minimal risk (continued)

5.3E CSI – Enforcement of local laws (performance)

Equal to or greater than the Inner Metro Council Group average for 2013

+2 Achieved target

Indicator type: Appropriateness (Access/Equity/Service Levels) Banyule’s CSI score (67) in the CSS 2014 was higher than the Inner Group average (65) for 2013 and equal to Banyule’s score for 2013. The score was also higher than the Inner Group average (66) and the State-wide average (66) for 2014. The percentage of respondents providing a rating of very good, good or average was 78% for this service area (category) in 2014 (note: 16% of respondents provided a rating of ‘can’t say’). 5.3F Visits to website

Base to be determined*

1,101,046 Page views

Not Applicable

Indicator type: Appropriateness (Access/Equity/Service Levels) *Note: The target is listed as ‘Base to be determined’ given that Banyule’s new website was being developed during 2012-2013, with a focus on improved accessibility. With the introduction of the new website, the 2013-2014 result is based on web page views. 5.3G Average time taken to answer telephone call enquiries

Within 2 minutes

1 minute and 26 seconds (86 seconds)

-34 seconds (better) Achieved target

75%

87%

+12% Achieved target

80%

81%

+1% Achieved target

Indicator type: Appropriateness (Access/Equity/Service Levels) 5.3H Percentage of customer requests actioned within specified timeframes Indicator type: Output (Quality) 5.4

Create a productive and engaged workforce

5.4A Performance against Workforce Strategy and Action Plan (Human Resources Strategic Plan) (% actions completed on time) Indicator type: Output (Quality)

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Indicators

Target 2013-2014

Actual 2013-2014

Difference

5. Strategic Resource Plan: Performance - Use our resources wisely (continued) 5.5

Maintain and strengthen corporate information and innovation

5.5A Percentage of Freedom of Information requests responded to within statutory timeframes (45 days)

80%

100%

+20% Achieved target

Certification Maintained

98%

99.98%

+1.98% Achieved target

Certification Maintained

Indicator type: Output (Quality) 5.5B Maintain full certification for all services to the most recent National/ International standards in Quality, Occupational Health & Safety, and Environmental Management. Indicator type: Output (Quality) 5.6

Plan and manage the systems and assets that support Councilâ&#x20AC;&#x2122;s service delivery

5.6A Percentage of core IT systems availability

Indicator type: Output (Quality) 5.6B Maintain full certification for all services to the most recent National/ International standards in Quality, Occupational Health & Safety, and Environmental Management. Indicator type: Output (Quality)

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Performance Statement for the Year Ended 30 June 2014 Banyule's Key Strategic Activities for the Year Ended 30 June 2014 (Includes Explanatory Notes on Targets, Actual Results and Differences) General Notes and Glossary of Terms 1. ‘CSI’ – Community satisfaction index scores measured by Victorian Local Government Community Satisfaction Survey (CSS) for 2013 and 2014, co-ordinated by the Department of Transport, Planning and Local Infrastructure (DTPLI). 2. The Target 2013-2014 is based on: ‘Equal to or greater than the Inner Metro Council Group average for 2013’. The Actual 2013-2014 is based on Banyule’s result in the CSS 2014. 3. ‘Inner Metro Council Group’ refers to the Inner Melbourne Metropolitan Group (Inner Group) of councils 4. Banyule’s CSI indicators and targets are based on ‘performance’ measures. Community Satisfaction Index (CSI) scores are commonly used in the market research industry to represent the extent of customer satisfaction. Banyule’s survey results are available on Council’s website. 5. The explanatory notes supporting CSI indicators often include additional information, including comparisons with the Inner Metro Council Group average 2014, comparison with State-wide average 2014, and ‘the percentage of respondents providing a rating of very good, good or average’ (note: the percentages are based on the survey report data which includes the scale: very good, good, average, poor, very poor, and can’t say. The percentage of respondents providing a rating of ‘can’t say’ is highlighted in some cases in order to qualify the percentage results, where this adds value to the comments). 6. ‘Indicator type’: Indicators have been categorised in terms based on the objectives of the local government reporting framework (ie. the Local Government Performance Reporting Framework – LGPRF). Banyule has aligned its indicator types, in the form of: Output (Quality), Appropriateness (Access/Equity/Service Levels), Outcome (Service Effectiveness), and Output (Cost). 7. * Indicator 1.1B (‘Attendance at Council provided aquatic centres’ indicator) - The target for 2013-2014 was capped to 1,200,000 as the Ivanhoe Aquatic centre has been closed for renovations during the financial year. These figures are inclusive of WaterMarc and Macleod Leisure Centre (as stated in Banyule’s Annual Report 2012-2013). This indicator has been reviewed and aligned with the introduction of the Local Government Performance Reporting Framework (LGPRF). Banyule’s indicator set for 2014-2015 includes the LGPRF indicator for Aquatic facilities (utilisation), as well as an indicator for ‘Attendance at Council provided leisure centres’. 8. Indicators 2.2B, 2.3B and 2.5A (‘Performance against Planet: Environmental Sustainability Action Plan (% actions completed on time)’ indicator) – this indicator has replaced the previous ‘Performance against State of Environment Report (% actions completed on time)’ indicator measured in 2012-2013. The methodology used to assess these plans (ie. calculate the percentage result) is based on the same process and methodology. 9. Indicators 3.1D and 5.3A (‘MAV Insurance state-wide audit ranking/overall score’ indicator) –. The indicators are assessed by MAV Insurance in relation to their Liability Mutual Insurance (LMI) scheme. The assessment model used in 2012-2013 was reviewed by LMI in 2013, and LMI has discontinued the risk management assessment. Therefore the result for 2013-2014 is not available. 10. * Indicators 4.1D, 4.4D and 5.3F (‘Visits to website’ indicator) – the target is listed as ‘Base to be determined’ given that Banyule’s new website was being developed during 2012-2013, with a focus on improved accessibility. The 2012-2013 result included both external and internal organisation website visits. With the introduction of the new website, the 2013-2014 result is based on web page views. 11. Indicator 5.3B (‘WorkCover premium as a percentage of payroll’ indicator) – This is a lag indicator, and the results provided have been assessed three months after the (2011-12 and) 2012-13 annual reporting periods. 12. The indicators are reviewed on an ongoing basis in line with Banyule’s planning process, to ensure continued alignment with Council’s objectives and priorities, and are subject to change. Banyule will continue to work with the State Government and Local Government industry sector in the further development and implementation of the Local Government Performance Reporting Framework (LGPRF).

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Performance Statement for the Year Ended 30 June 2014 Banyule's Key Strategic Activities for the Year Ended 30 June 2014 Supporting Information Summary Background

Community satisfaction scores are measured via the Victorian Local Government Community Satisfaction Survey (CSS) for 2013 and 2014, co-ordinated by the Department of Transport, Planning and Local Infrastructure (DTPLI) on behalf of Victorian Councils. The survey was conducted by the JWS Research Group on behalf of the DTPLI. This is the third year of the re-vamped Local Government Community Satisfaction Survey, which builds further on the 14 previous years in which Banyule City Council has participated in the all-Council Statewide survey. This annual activity allows Banyule City Council to track residents' views on its performance over time, along with comparison to generalised sector results. The survey focuses on five (5) ‘core’ governance measures common to all Victorian Councils, and 22 service area measures (note: two (2) of the service area measures are also ‘core’ measures). Each of these measures (categories) is reported to show progress and improvements in performance. The report also identifies some key areas for improvement and highlights opportunities for increasing resident performance ratings in the coming year. In 2014, 67 of the 79 Victorian councils participated in the January-March survey, a slight decrease to previous years. Banyule’s survey results are available on Council’s website: www.banyule.vic.gov.au, under Council/Community Satisfaction Survey. (Note: The 2014 survey report for Banyule (survey results) includes supporting notes highlighting that participating Councils are listed in the State-wide report published on the DTPLI website, and the Councils that participated in 2012 and 2013 vary slightly to those participating in 2014. It should also be noted that Council participation levels can vary significantly for each of the measures (categories). Only the core measures are compulsory for all participating Councils.) The survey used a telephone interview of 400 respondents (a statistically significant/valid sample) in each municipality, drawn across postcodes in the Council area, and based on residents only. It was conducted by Computer Assisted Telephone Interviewing (CATI) as a representative random probability survey of residents aged 18+ years in Banyule City Council. The survey sample matched to Banyule was undertaken from an accredited supplier to cater to the diversity of residents in the Council, particularly younger people. In the survey for 2014, a total of 400 completed interviews were achieved in Banyule. Survey fieldwork was conducted in the period 31 January–11 March 2014. The 2013 results, against which 2014 results are compared, involved a total of 400 completed interviews in Banyule conducted in the period 1 February–24 March 2013. The 2012 results, against which results are compared (in the survey report), involved a total of 400 completed interviews conducted during the period 4 May–30 June 2012. There are now three (3) years of comparative data based on recent survey methodology changes since 2011. Some significant changes have been made to improve the survey over this period, including extended (and more specific) service area coverage, and improved rating scale design.

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Performance Statement for the Year Ended 30 June 2014 Banyule's Key Strategic Activities for the Year Ended 30 June 2014 Supporting Information Summary (continued) The CSS survey broadly measures residents’ performance ratings for core Council areas. These five (5) organisation wide measures are:  Overall Performance  Consultation and Engagement  Advocacy (Lobbying on behalf of the community)  Customer Service  Overall Council Direction. These are accompanied by a further 20 service area measures (categories) along with two (2) extra questions tailored for Banyule regarding: ‘Feelings of community safety’, and ‘Strength of community connection’. For these service groupings, the survey seeks importance and performance (perception and usage experience) ratings. These are important indicators of how well the community perceives Council is providing services, strengthening democracy, and building stronger communities. The expanded nature and extent of measures and data contained in this annual report aligns with and complements the objectives and intent of the new Local Government Performance Reporting Framework (LGPRF). Results The survey enables Banyule to compare its results with Councils in the same group (ie. the Inner Melbourne Metropolitan Group) and with the State-wide average results for all participating Councils. Banyule City Council has continued to deliver strong results, with relatively high performance in most of the measured service areas. Banyule’s 2013-2014 targets for the CSI measures are based on: 'Equal to or greater than the Inner Metro Council Group average for 2013’. The Actual 2013-2014 for each measure is based on Banyule’s result in the CSS 2014. Council also analyses the survey data in a variety of ways to drive strategic planning, service planning and improvements. Comparisons are also made with the most recent Inner Group average (ie. CSS 2014), as well as analyses of year-to-year data trends. The results of the Survey are used as a tool to further inform Council regarding the views of the community around Council services and the community’s perceptions of value for money. This information helps Council form its views as to the areas of concern the community may have for the:  Increased application of resources  Balance of rates versus services  Perceptions of quality and satisfaction around service provision. The information is part of a broad suite of data that helps inform Council’s decision making and policy development.

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Performance Statement for the Year Ended 30 June 2014 Banyule's Key Strategic Activities for the Year Ended 30 June 2014 Supporting Information Summary (continued) For Banyule’s two (2) extra tailored questions, the results in the 2014 survey were positive. This survey data enables Banyule to continue to monitor Council’s performance and to gain additional information about these important measures of: how safe people feel in Banyule, and how connected to the community they feel. These tailored questions were based on a rating scale. For ‘Percentage of people who feel safe in Banyule’ there was strong satisfaction with local safety, with a result of 97%. For ‘Percentage of people who feel they ‘belong’ in Banyule’, a strong result of 83% was maintained in 20132014. The Community Satisfaction Survey contains valuable information for Banyule’s ongoing commitment to quality in service provision. It assists Banyule in identifying areas for improvement across a range of survey categories, to ensure it continues to provide effective service delivery. Although it has some weaknesses in the limited breadth and depth of information, the key strengths of trend data and benchmarking is useful for many important areas of Council work. Along with a range of other data sources, this information can be used to advocate on our community’s behalf to other tiers of Government in areas of concern such as traffic management (road congestion and road safety). Council has an integrated database that facilitates the management of actions for service units and the organisation. The ‘Interplan’ system is used to report on key plans, including Banyule’s Planet: Environmental Sustainability Action Plan, included in this report (i.e. indicator 2.2B in the previous table). The system has been developed with a focus on enabling stronger integration of service planning, reporting and risk management across the organisation. The new works and services reporting system is a database linked to our financial systems that reports on the progress, timeliness and adherence to budgetary measures of all key Council infrastructure projects and initiatives. Council’s Authority financial system provides financial-based information related to our chart of accounts. Council holds externally audited certification in the areas of quality, the environment and safety. This certification program and associated integrated business management system form the foundation of our continuous improvement and best value system. Council successfully maintained certification following a re-certification audit held in July-August 2013 with Council’s current certification body, Global-Mark Pty Ltd. The indicators measured in this report provide a balance between Output (Quality), Appropriateness (Access/Equity/Service Levels), Outcome (Service Effectiveness), and Output (Cost). They are used by Council to inform our future decision making and as an opportunity to demonstrate ongoing performance to our Community. The indicators are reviewed on an ongoing basis in line with Banyule’s planning process, to ensure continued alignment with Council’s objectives and priorities, and are subject to change. Banyule has aligned a significant number of its indicator types with the objectives of the Local Government Performance Reporting Framework (LGPRF), and will continue to work with the State Government and Local Government industry sector in the further development and implementation of the LGPRF. Banyule has adopted a significant number of indicators that emanate directly from the current LGPRF trial and these are included to highlight an open approach to performance reporting with our community.

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Performance Statement for the Year Ended 30 June 2014

Banyule City Council Annual Report 2013-2014

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Performance Statement for the Year Ended 30 June 2014 Victorian Auditor General Independent Audit Report

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Performance Statement for the Year Ended 30 June 2014 Victorian Auditor General Independent Audit Report

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Glossary ADASS Adult Day Activity Support Service. Advisory Committees The main function of an advisory committee is to assist Council in the consultative process and provide valuable information to support the decision making of Council. Each year Council appoints Councillor representatives to a number of advisory committees. Their role in relation to these committees is representation, advocacy and consultation. Auditor General An independent officer of the Parliament, appointed under legislation, to examine and report to Parliament and the community, on the efficient and effective management of public sector resources, and provide assurance on the financial integrity of Victoria’s system of government. Best Value State Government legislation that requires councils to review all their services and adopt service delivery models that are the best on offer, to meet the needs of their community. BPi Banyule BPi is a well-established building permit provider to the large volume home builders of Victoria. CAATS Computer assisted audit techniques – computer programs to read city databases to assess correctness. CALD Culturally and linguistically diverse. Capital Works Work undertaken on Council-owned assets including new works, expansions, upgrades and renewal or disposal. CEO Chief Executive Officer City Plan A document guiding Council’s activities for a four-year period. Continuous Improvement The process of ensuring that review and improvement practices are built into operational activities. Corporate Governance Taking responsibility for the economic and ethical performance of the municipality, the underlying principles of which are openness, inclusion, integrity and accountability. Governance differs from the everyday management of affairs, in that it identifies the strategic directions for the organisation and implements the controls and checks, which enable the governing body to measure management’s performance. Council Asset An asset is a physical component of a facility that has value, enables a service to be provided and has an economic life greater than 12 months.

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Glossary

Financial Year The period of 12 months beginning on 1 July and ending on 30 June the following year. HACC Home and Community Care Services. Infrastructure The physical ’skeleton’ required to enable the community to be connected and operational. This includes roads, drains, footpaths and public open spaces as well as public facilities and buildings. Internal Audit An independent appraisal function to examine and evaluate Council’s financial, management and internal control systems. MAV Municipal Association of Victoria: the peak representative and lobbying body for Victoria’s 79 councils. PAG Planned Activity Group: social groups for frail older adults that provide an opportunity to meet and enjoy the company of others in a supported group situation. Sustainability Meeting the needs of the present community without compromising the ability of future generations to meet their own needs. A sustainable community seeks to protect and enhance the environment, meet social needs and promote economic success. A sustainable organisation integrates economic, environmental and social considerations into the heart and soul of its business. Targets Each year the Council sets indicators to measure performance against the City Plan. Each of these indicators also has a targeted level of performance. It is expected that this level is met or exceeded throughout the year. VLGA Victorian Local Governance Association: a representative body of community leaders and local governments working to build and strengthen communities. Wards The geographical area of Banyule is broken into seven sections named wards. Each ward has an elected representative.

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Banyule City Council Financial Report for the Year Ended 30 June 2014

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BANYULE CITY COUNCIL

Financial Report for the year ended 30 June 2014

Contents

Page

Financial Report General Purpose Financial Statements

170

Comprehensive Income Statement Balance Sheet Statement of Changes in Equity Statement of Cash Flows

171 172 173 174

Notes to the Financial Statements Introduction Note 1 Significant accounting policies Note 2 General rates and charges Note 3 Special rates and charges Note 4 Interest on rates and special rates and charges Note 5 Grants Note 6 Statutory fees and fines Note 7 User fees and charges Note 8 Interest income Note 9 Rental income Note 10 Contributions income Note 11 Net gain on disposal of infrastructure, property, plant and equipment Note 12 Other income Note 13 Increase in share of net assets of associates Note 14 Employee costs Note 15 Materials, contracts and services Note 16 Utility charges Note 17 Depreciation and amortization Note 18 Donations expenditure Note 19 Finance costs Note 20 Contributions expense Note 21 Other expenses Note 22 Decrease in share of net assets of associates Note 23 Auditorsâ&#x20AC;&#x2122; remuneration Note 24 Cash and cash equivalents Note 25 Financial assets Note 26 Trade and other receivables Note 27 Inventories Note 28 Non-current assets classified as held for sale Note 29 Other assets Note 30 Investments Note 31 Infrastructure, property, plant and equipment Note 32 Intangible assets Note 33 Trade and other payables Note 34 Provisions Note 35 Interest bearing loans and borrowings Note 36 Trust funds and deposits Note 37 Reserves Note 38 Reconciliation of cash flows from operating activities to surplus/(deficit) Note 39 Reconciliation of cash Note 40 Financing arrangements Note 41 Restricted assets Note 42 Superannuation Note 43 Contractual commitments Note 44 Operating leases

175 175 187 187 187 188 193 193 193 193 193 194 194 194 194 195 195 195 196 196 196 196 196 197 197 197 197 198 198 198 199 200 210 210 211 212 213 214 217 217 217 218 219 223 224

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BANYULE CITY COUNCIL

Financial Report for the year ended 30 June 2014

Contents (cont) Note 45 Note 46 Note 47 Note 48 Note 49 Note 50 Note 51

Contingent liabilities Financial ratios Financial instruments Related party transactions Events occurring after balance date Fire Services Property Levy Functions

Page 225 226 228 237 239 239 240

Standard Statements

242

Basis of Preparation of the Standard Statements Standard Income Statement Standard Balance Sheet Standard Cash Flow Statement Standard Statement of Capital Works

243 245 248 250 252

Certification of the Financial Statements

255

Certification of the Standard Statements

256

Independent Auditorâ&#x20AC;&#x2122;s Report

257

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Banyule City Council Financial Statements

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BANYULE CITY COUNCIL Financial Report 2014

Comprehensive Income Statement for the year ended 30 June 2014

INCOME General rates and charges Special rates and charges Interest on rates and special rates and charges Grants operating - recurrent Grants capital - recurrent Grants operating – non-recurrent Grants capital – non-recurrent Statutory fees and fines User fees and charges Interest income Rental income Contributions income Net gain on disposal of infrastructure, property, plant and equipment Other income Increase in share of net assets of associates accounted for by the equity method Total Income EXPENSES Employee costs Materials, contracts and services Utility charges Depreciation and amortization Donations expenditure Finance costs Contributions expense Net loss on disposal of infrastructure, property, plant and equipment Other expenses Total Expenses

Note

30/6/14 $‘000

30/6/13 $‘000

2 3 4 5 5 5 5 6 7 8 9 10

79,224 570 75 9,844 943 193 495 6,338 14,698 1,993 1,942 2,729

66.3 0.5 0.1 8.2 0.8 0.2 0.4 5.3 12.3 1.7 1.6 2.3

69,900 548 267 11,404 1,826 242 4,865 6,247 14,865 2,194 1,876 1,821

60.0 0.5 0.2 9.8 1.6 0.2 4.2 5.3 12.8 1.9 1.6 1.5

11 12

176

0.1

298 117

0.3 0.1

274 119,494

0.2 100.0

6 116,476

0.0 100.0

14 15 16 17 18 19 20

51,503 32,756 4,446 15,911 669 3,477 5,652

43.9 27.9 3.7 13.5 0.6 3.0 4.8

49,262 32,937 3,666 14,864 588 2,582 6,541

44.0 29.4 3.3 13.3 0.5 2.3 5.8

11 21

1,306 1,803 117,523

1.1 1.5 100.0

1,570 112,010

1.4 100.0

Surplus/(Deficit) for the year OTHER COMPREHENSIVE INCOME Items that will not be reclassified to surplus or deficit: Asset revaluation increment Total Comprehensive Result

31(i)

1,971

4,466

50,314 52,285

4,466

The above Comprehensive Income Statement should be read in conjunction with the accompanying notes.

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BANYULE CITY COUNCIL Financial Report 2014

Balance Sheet

as at 30 June 2014

Note

30/6/14 $‘000

30/6/13 $‘000

CURRENT ASSETS Cash and cash equivalents Financial assets Trade and other receivables Inventories Non-current assets classified as held for sale Other assets Total Current Assets

24 25 26 27 28 29

56,835 2,083 6,924 41 35,200 814 101,897

44,016 6,408 5,215 31 9,003 894 65,567

NON-CURRENT ASSETS Trade and other receivables Investments Infrastructure, property, plant and equipment Intangible assets Total Non-Current Assets

26 30 31 32

615 2,732 1,247,902 1,064 1,252,313

753 2,428 1,204,517 1,207,698

1,354,210

1,273,265

Total Assets CURRENT LIABILITIES Trade and other payables Provisions Interest bearing loans and borrowings Trust funds and deposits Total Current Liabilities

33 34 35 36

9,357 12,343 2,267 931 24,898

9,480 11,865 1,053 1,006 23,404

NON-CURRENT LIABILITIES Provisions Interest bearing loans and borrowings Trust funds and deposits Total Non-Current Liabilities

34 35 36

326 58,012 434 58,772

328 30,683 595 31,606

83,670

55,010

1,270,540

1,218,255

422,018 833,409 15,113

419,655 785,374 13,226

1,270,540

1,218,255

Total Liabilities NET ASSETS EQUITY Accumulated surplus Asset revaluation reserve Asset replacement reserves

37(i) 37(i)

TOTAL EQUITY The above Balance Sheet should be read in conjunction with the accompanying notes.

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BANYULE CITY COUNCIL Financial Report 2014

Statement of Changes in Equity for the year ended 30 June 2014

Note ACCUMULATED SURPLUS Balance at beginning of the financial year Adjustment to opening balance 01/07/12 Surplus/(Deficit) for the year Transfer to asset replacement reserves Transfer from asset replacement reserves Transfer from revaluation reserve Balance at end of the financial year ASSET REPLACEMENT RESERVES Balance at beginning of the financial year Amount transferred to accumulated surplus Amount transferred from accumulated surplus Balance at end of the financial year ASSET REVALUATION RESERVE Balance at beginning of the financial year Amount transferred as a result of revaluing assets: Infrastructure - Roads and streets - Bridges, medians and local area traffic management - Drainage Property - Freehold land - Freehold buildings Amount transferred as a result of selling assets: Property - Freehold land - Freehold buildings Amount transferred as a result of transferring from assets held for sale to property assets: - Assets held for sale – freehold land - Assets held for sale – freehold buildings - Freehold land - Freehold buildings Amount transferred as a result of transferring from property assets to assets held for sale: - Assets held for sale – freehold land - Assets held for sale – freehold buildings - Freehold land - Freehold buildings Balance at end of the financial year Total Reserves TOTAL EQUITY

30/6/14 $‘000

30/6/13 $‘000

419,655 1,971 (35,381) 33,494 2,279 422,018

406,152 (1,117) 4,466 (14,746) 23,262 1,638 419,655

13,226 (33,494) 35,381 15,113

21,742 (23,262) 14,746 13,226

785,374

787,012

5,789 (328) 13,985

23,474 7,394

(2,200) (79)

(1,638) -

(174) (1,673) 174 1,673

174 1,673 (174) (1,673)

(a),37

8,157 582 (8,157) (582) 833,409

785,374

848,522

798,600

1,270,540

1,218,255

37 37

37 37 37

(a) Refer to Note 37(ii)(a) 2014 - Asset Revaluation Reserve for the balances held, in that Reserve, by asset class. The above Statement of Changes in Equity should be read in conjunction with the accompanying notes.

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BANYULE CITY COUNCIL Financial Report 2014

Statement of Cash Flows

for the year ended 30 June 2014

Note

30/6/14 Inflows/ (Outflows) $‘000

30/6/13 Inflows/ (Outflows) $‘000

79,608 11,521 6,178 14,744 2,033 1,804 1,296

67,380 18,846 9,171 14,695 2,621 1,652 2,681

(50,448) (33,801) (12,571) 20,364

(60,083) (31,167) (13,123) 12,673

(34,036) (5,101) (912) 3,421 (236) 4,295 (32,569)

(11,582) (11,618) 3,083 209 (2,667) (22,575)

CASH FLOWS FROM FINANCING ACTIVITIES Finance costs – interest on borrowings Repayment of borrowings Proceeds from borrowings Net cash provided by/(used in) financing activities

(3,519) (1,457) 30,000 25,024

(2,609) (986) (3,595)

Net increase/(decrease) in cash and cash equivalents

12,819

(13,497)

44,016

57,513

56,835

44,016

CASH FLOWS FROM OPERATING ACTIVITIES Receipts: Rates Grants Statutory fees and fines User fees and charges Interest received Rent Other receipts Payments: Employee costs Materials, contracts and services Other payments Net cash provided by operating activities CASH FLOWS FROM INVESTING ACTIVITIES Payments for property, plant and equipment Payments for infrastructure assets Payments for intangible assets Proceeds from sale of property, plant and equipment Trust funds and deposits – net proceeds Net (purchases)/redemption of financial assets Net cash (used in) investing activities

Cash and cash equivalents at the beginning of the financial year Cash and cash equivalents at the end of the financial year Financing arrangements Restrictions on cash assets

11 36

24,39 40 41

The above Statement of Cash Flows should be read in conjunction with the accompanying notes.

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BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

INTRODUCTION Banyule City Council was established by an Order of the Governor in Council on 14 December 1994 and is a Body Corporate. Council has three Service Centres located at:  Ivanhoe – 275 Upper Heidelberg Road  Rosanna – 44 Turnham Avenue  Greensborough – 9-13 Flintoff Street Council’s website address is : www.banyule.vic.gov.au A list of Council’s Banker, Solicitors and Internal and External Auditors can be found in the front section of the Annual Report under ‘Our Professional Advisors’. 1.

SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

The significant policies which have been adopted in the preparation of these Financial Statements are: (i)

Basis of Accounting These Financial Statements are general purpose Financial Statements that consist of a Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity, Statement of Cash Flows and notes accompanying these Financial Statements. These general purpose Financial Statements comply with the Local Government Act 1989, Local Government (Finance and Reporting) Regulations 2004, Australian Accounting Standards and other authoritative pronouncements of the Australian Accounting Standards Board. The Financial Statements have been prepared on the accrual and going concern basis under the historical cost conventions except where specifically stated in:  Note 1 (iv) (a): Recognition and measurement of assets  Note 1 (iv) (b): Valuation of assets  Note 1 (iv) (e): Impairment of assets  Note 1 (viii): Accounting for investments in associates  Note 1 (xv): Non-current assets classified as held for sale  Note 1 (xvi): Investment property  Note 1 (xx): Financial guarantees Unless otherwise stated, the accounting policies adopted for the reporting period are consistent with those applied in the prior year. Where appropriate, comparative figures have been amended to accord with current presentation, and disclosure has been made of any material changes to comparatives. There are no other entities controlled by Council, material or otherwise, which are required to be included in the Financial Statements. The figures presented in all the Financial Statements and the notes to the Financial Statements are expressed as thousands of dollars when indicated by “$‘000”. Otherwise, the figures are exact to the nearest one dollar.

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Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (cont)

(ii)

Revenue Recognition Rates and Charges For the basis of rates calculation, Council uses Capital Improved Value (CIV) as the basis of valuation of all properties within the municipality. The Capital Improved Value of a property is the value of the land and dwellings and improvements. The valuation base used to calculate general rates for 2013/2014 was $29,751,433,300 ($29,516,610,181 for 2012/2013). The rate in the CIV dollars was:- Residential improved - Residential vacant - Commercial improved and industrial improved - Commercial vacant and industrial vacant - Non-rateable land - Municipal Charge on rateable assessments - Cultural and recreational at declared amounts

2013/2014 0.00237642 cents 0.00320817 cents 0.00297052 cents 0.00415874 cents No charge $126.94 Same method used

2012/2013 0.00220141 cents 0.00297190 cents 0.00275176 cents 0.00385247 cents No charge $57.27 Same method used

A revaluation of land for rating purposes within the Municipality was done on 1 January 2014 and the valuation will be first applied in the rating period commencing on 1 July 2014. The date of the next general revaluation of land for rating purposes within the Municipality is 1 January 2016 and the valuation will be first applied in the rating year commencing 1 July 2016. Rates are recognised as revenue when the Council obtains control over the assets comprising the receipts. Control over assets acquired from rates is obtained upon the adoption of Council of its annual budget and fulfilling the statutory process. Control over granted assets is normally obtained upon receipt (or acquittal) or upon prior notification that a grant has been secured. A provision for doubtful debts on rates has not been established as unpaid rates represent a charge against the rateable property that will be recovered when the property is next sold. Contributions and Donations Contributions and donations are recognised as revenues when the Council obtains control over the assets comprising the receipts. Income is recognised when the Council obtains control of the contribution or the right to receive the contribution, it is probable that the economic benefits comprising the contribution will flow to the Council and the amount of the contribution can be measured reliably. Unreceived contributions over which the Council has control are recognised as receivables. Grants Where grants recognised as revenues during the financial year were obtained on the condition that they be expended in a particular manner or used over a particular period, and those conditions were undischarged at balance date, the unused grant is disclosed in Note 5. That note also discloses the amount of unused grant recognised as revenue in prior years that was expended on Councilâ&#x20AC;&#x2122;s operations during the current year. A liability is recognised in respect of revenue that is reciprocal in nature to the extent that the requisite service has not been provided at balance date.

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Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (cont)

(ii)

Revenue Recognition (cont) Special Rates and Charges Income from construction special rates and special charges is recognised at the commencement of each scheme. Income from shopping centre special rates and charges schemes is recognised on a yearly basis, for the length of each scheme, as the schemes run on a year by year basis. User Fees and Fines User fees and fines (including parking fees and fines) are recognised as revenue when the service has been provided, the payment is received, or when the penalty has been applied, whichever first occurs. A provision for doubtful debts is recognised when collection in full is no longer probable. Sale of Infrastructure, Property, Plant and Equipment The profit or loss on sale of an asset is determined when control of the asset has irrevocably passed to the buyer. Interest and Rents Interest and rents are recognised as revenue on a proportional basis when the payment is due, the value of the payment is notified, or the payment is received, whichever first occurs. Dividends Dividend revenue is recognised when the Councilâ&#x20AC;&#x2122;s right to receive payment is established.

(iii)

Inventories Inventories held for distribution are measured at cost or weighted average cost, adjusted when applicable, for any loss of service potential.

(iv)

Infrastructure, Property, Plant and Equipment (a) Recognition and Measurement of Assets Items of infrastructure, property, plant and equipment are initially recorded at cost and are depreciated as outlined below. The cost of infrastructure, property, plant and equipment is determined as the fair value of the asset given as consideration plus incidental costs incurred in making the asset ready for use. The cost of infrastructure, property, plant and equipment constructed by Council includes the cost of materials and direct labour. Certain fixed assets shown in Councilâ&#x20AC;&#x2122;s accounts have been revalued as at 30 June 2014. Infrastructure and building assets have been brought to account in the Balance Sheet of Council at cost in the year of acquisition or construction and are subject to depreciation on a straight line basis over their useful lives from the financial year following acquisition. These assets were revalued at 30 June 2014 at their current replacement cost less accumulated depreciation (calculated on a straight line basis). Land assets have been brought to account in the Balance Sheet of Council at cost in the year of acquisition. These assets were revalued at 30 June 2014 at their current replacement cost. Land is not subject to depreciation. Council does not recognise land under roads that it controlled prior to 30 June 2008. Land under roads acquired after 30 June 2008, if material, will be brought to account using the cost basis. For the purpose of infrastructure renewal ratios, infrastructure assets include roads, footpaths, kerb and channel, drainage, parks and gardens and playgrounds.

Banyule City Council Annual Report 2013-2014

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Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (cont)

(iv)

Infrastructure, Property, Plant and Equipment (cont) (a) Recognition and Measurement of Assets (cont) All individual items of infrastructure, property, plant and equipment with a value above the threshold limit, as detailed below, are recognised as assets. The threshold limits have not changed from the previous year. Asset Category  Roads – surface and pavement  Roads – footpath and kerb and channel  Roads – bridges, medians and local area traffic management  Drainage  Parks and gardens  Playgrounds  Freehold Land  Freehold Buildings  Motor vehicles  Plant and equipment  Furniture and fittings  Waste management (Big bins)  Works of art

Threshold Limit $ All All 10,000 5,000 1,000 1,000 All 5,000 All 1,000 5,000 10,000 All

(b) Valuation of Assets Infrastructure and property are revalued at the 30 June in the year of each general biennial revaluation of property within the municipality and are assessed each year to ensure their values don’t materially vary from their current values. Any revaluation increase is credited to an asset revaluation reserve except that, where the increase reverses a decrease previously recognised as an expense, it is recognised as revenue for the financial year. Any revaluation decrease is recognised as an expense except that, where the decrease reverses a revaluation increase previously credited to, and still included in the balance of the asset revaluation reserve, it is debited to the revaluation reserve. The Financial Statements for the Year Ended 30 June 2014 reflect the revaluation of assets that occurred on 30 June 2014. The next revaluation is due to be reflected in the Financial Statements for year ending 30 June 2016. Council’s Valuer’s valuation, in the case of land and buildings is determined in accordance with the Valuation of Land Act 1960. The valuation is calculated using market value, as a fair value, based on existing use. Drainage, roads, streets and bridges assets the valuation represents an estimate of written down current replacement costs determined by reference to engineering construction plans and Melbourne Water base maps after taking into account construction costs written down for the current condition of the assets and the impact of any economic or technical obsolescence. Parks and gardens assets, playgrounds, motor vehicles, plant and equipment, furniture and fittings, art collection assets and waste management big bins are valued at cost.

Banyule City Council Annual Report 2013-2014

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Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (cont)

(iv)

Infrastructure, Property, Plant and Equipment (cont) (c) Work in Progress Any work in progress at the end of a financial year is identified and recorded as a non-current asset in the Balance Sheet. Upon completion of each project, the value of work in progress will be transferred to the appropriate non-current depreciable asset class within infrastructure, property plant and equipment of the Balance Sheet and will be subject to appropriate depreciation charges thereafter. (d) Depreciation of Non-current Assets All non-current assets having a limited useful life are systematically depreciated over a period of time in a manner which reflects the useful life of the asset to Council. Land is not a depreciable asset. Council’s art collection assets are not considered depreciable. Depreciation of all assets is provided using the straight line basis with rates that are reviewed each reporting period. The depreciation rates have not changed from the previous year. 2014 Asset Category Roads, streets and bridges  Roads – seals  Roads – sub-structure  Bridges  Footpaths  Kerb, channel and medians Drainage Parks and gardens Playgrounds Buildings Motor vehicles Plant and equipment Furniture and fittings Waste management big bins

Depreciation Rate %

Useful Life Years

2.50 .66 .66 1.33 1.18 – 1.42 1 4 – 20 4 1 15 4 – 33.33 5 – 10 10

40 150 150 75 85 – 70 100 25 – 5 25 100 6.60 25 – 3 20 – 10 10

(e) Impairment of Assets At each reporting date, the Council reviews the carrying value of its assets to determine whether there is any indication that these assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher of the asset’s fair value less costs to sell and value in use, is compared to the assets carrying value. Any excess of the assets’ carrying value over its recoverable amount is expensed to the comprehensive income statement, unless the asset is carried at the revalued amount in which case, the impairment loss is recognised directly against the revaluation surplus in respect of the same class of asset to the extent that the impairment loss does not exceed the amount in the revaluation surplus for that same class of asset.

Banyule City Council Annual Report 2013-2014

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Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (cont)

(v)

Repairs and Maintenance Routine maintenance, repair costs and minor renewal costs are expensed as incurred. Where the repair relates to the replacement of a component of an asset and the cost exceeds the capitalisation threshold, the cost is capitalised and depreciated. The carrying value of the replaced asset is expensed.

(vi)

Borrowing Costs Borrowing costs are recognised as an expense in the period in which they are incurred, except where they are capitalised as part of a qualifying asset constructed by Council. Except where specific borrowings are obtained for the purpose of specific asset acquisition, the weighted average interest rate applicable to borrowings at balance date is used to determine the borrowing costs to be capitalised. Borrowing costs include interest on bank overdrafts, interest on borrowings and finance lease charges (if any).

(vii)

Cash and Cash Equivalents For purposes of the Statement of Cash Flows, cash and cash equivalents include cash on hand, deposits at call and other highly liquid investments with original maturities of three months or less, net of outstanding bank overdrafts.

(viii) Accounting for Investments in Associates Council’s investment in associates is accounted for by the equity method as the Council has the ability to influence rather than control the operations of the entities. The investment is initially recorded at the cost of acquisition and adjusted thereafter for post-acquisition changes in the Council’s share of the net assets of the entities. The Council’s share of the financial result of the entities is recognised in the Comprehensive Income Statement. Council has an equity interest share in the following associate:  42.86% (43.23% in 2013) in the Yarra Plenty Regional Library; The Officer’s valuation is based on the net assets of the associate at 30 June 2014. The Yarra Plenty Regional Library is an independent legal entity with an Executive Management Team, which is responsible for the day-to-day operations of the organisation. Banyule is one of three councils with a stake in the library and each of the three councils has put forward two members which make up the six-person Regional Library Board. (ix) Investments Investments other than investments in associates are measured at cost. Regional Kitchen Pty Ltd and RFK Pty Ltd (trading as Community Chef) are related but separate entities involved in the production of delivered meals. Regional Kitchen Pty Ltd owns its land, buildings and the production facilities where the meals are made. Regional Kitchen Pty Ltd leases the building and facilities to RFK Pty Ltd who are responsible for the operation of the facility including the production of the meals and their delivery to the council members.

Banyule City Council Annual Report 2013-2014

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Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (cont)

(x)

Employee Costs (a) Wages and Salaries Liabilities for wages and salaries are recognised and are measured as the amount unpaid at the reporting date at current pay rates and include salary oncosts. (b) Annual Leave Annual leave entitlements are accrued on a pro-rata basis in respect of services provided by employees up to the balance date. Annual leave expected to be paid within 12 months is measured at nominal value based on the amount, including appropriate oncosts, expected to be paid when settled. Annual leave expected to be paid later than one year has been measured at the present value of the estimated future cash outflows to be made for these accrued entitlements. Commonwealth bond rates are used for discounting future cash flows. (c) Long Service Leave Long service leave entitlements payable are assessed at balance date having regard to expected employee remuneration rates on settlement, employment related oncosts and other factors including accumulated years of employment, on settlement and experience of employee departure per year of service. Long service leave expected to be paid within 12 months is measured at nominal value based on the amount expected to be paid when settled. Long service leave expected to be paid later than one year has been measured at the present value of the estimated future cash outflows to be made for these accrued entitlements. Commonwealth bond rates are used for discounting future cash flows. (d) Classification of Employee Costs An employee benefit liability is classified as a current liability if the Council does not have an unconditional right to defer settlement of the liability for at least 12 months after the end of the period. This would include all annual leave and unconditional long service leave entitlements. (e) Superannuation The amount charged to the Comprehensive Income Statement in respect of superannuation represents contributions made or due by Banyule City Council (Council) to the relevant superannuation plans in respect to the services of Councilâ&#x20AC;&#x2122;s staff (both past and present). Superannuation contributions are made to the plans based on the relevant rules of each plan and any relevant compulsory superannuation requirements that Council is required to comply with.

Banyule City Council Annual Report 2013-2014

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Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (cont)

(x)

Employee Costs (cont) (f) Employee Annual Leave and Long Service Leave Entitlements The provisions for annual leave and long service leave entitlements are classified and calculated as follows: All annual leave and unconditional vested long service leave representing 7 or more years of continuous service is: 



disclosed in accordance with AASB 101, as a current liability even where Council does not expect to settle the liability within 12 months as it will not have the unconditional right to defer the settlement of the entitlement should an employee take leave within 12 months; measured at: - nominal value under AASB 119 where a component of this current liability is expected to be settled within 12 months after the end of the period - present value under AASB 119 where Council does not expect to settle a component of this current liability within 12 months.

Long service leave representing less than 7 years of continuous service is:   (xi)

disclosed in accordance with AASB 101 as a non-current liability measured at present value under AASB 119 as Council does not expect to settle this non-current liability within 12 months.

Operating Leases Lease payments for operating leases are required by the accounting standard to be recognised on a straight line basis, rather than expensed in the years in which they are incurred.

(xii) Allocation between Current and Non-Current In the determination of whether an asset or liability is current or non-current, consideration is given to the time when each asset or liability is expected to be settled. The asset or liability is classified as current if it is expected to be settled within the next 12 months, being the Council’s operational cycle, or if the Council does not have an unconditional right to defer settlement of a liability for at least 12 months after the reporting date. (xiii) Website Costs Costs in relation to websites are charged as an expense in the period in which they are incurred. (xiv) Goods and Services Tax (GST) Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Tax Office. In these circumstances the GST is recognised as part of the cost of acquisition of the asset or as part of an item of the expense. Receivables and payables in the balance sheet are shown inclusive of GST. Cash flows are presented in the cash flow statement on a gross basis, except for the GST component of investing and financing activities, which are disclosed as operating cash flows.

Banyule City Council Annual Report 2013-2014

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Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (cont)

(xv)

Non-Current Assets Classified as Held for Sale A non-current asset held for sale is measured at the lower of its carrying amount and fair value less costs to sell and are not subject to depreciation. Non-current assets and related liabilities assets are treated as current and classified as held for sale if their carrying amount will be recovered through a sale transaction rather than through continuing use. This condition is regarded as met only when the sale is highly probable and the assetâ&#x20AC;&#x2122;s sale is expected to be completed within 12 months from the date of classification.

(xvi) Investment Property Investment property, if any, is held to generate long-term rental yields. Investment property is measured initially at cost, including transaction costs. Costs incurred subsequent to initial acquisition are capitalised when it is probable that future economic benefit in excess of the originally assessed performance of the asset will flow to the Council. Subsequent to initial recognition at cost, investment property is carried at fair value, determined annually by a valuer. Changes to fair value are recorded in the Comprehensive Income Statement in the period that they arise. Rental income from the leasing of investment properties is recognised in the Comprehensive Income Statement, when invoiced, over the lease term on a straight line basis. (xvii) Deposits Held Amounts received as deposits and retention amounts controlled by Council are recognised as Deposits Held until they are returned or forfeited. (xviii) Contingent Assets and Contingent Liabilities and Commitments Contingent assets (if any) and contingent liabilities are not recognised in the Balance Sheet, but are disclosed by way of a Note (Note 45) and, if quantifiable, are measured at nominal value. Contingent assets and liabilities are presented inclusive of GST receivable or payable respectively. Commitments are not recognised in the Balance Sheet. Commitments are disclosed at their nominal value and inclusive of the GST payable (Notes 43 and 44). (xix) Interest Bearing Loans and Borrowings Interest Bearing Loans and Borrowings are recognised in the Balance Sheet at the time the loan is taken out and is recognised at the amount of the loan. Loans are recognised as current for the amount to be repaid within the next financial year. The amount to be repaid in subsequent financial years is recognised as non-current. (xx) Financial Guarantees Financial Guarantee Contracts are recognised as a liability at the time the guarantee is issued. The liability is initially measured at fair value and if there is material increase in the likelihood that the guarantee may have to be exercised, at the higher of the amount determined in accordance with AASB 137 Provisions, Contingent Liabilities and Contingent Assets and the amount initially recognised less cumulative amortisation, where appropriate. In the determination of fair value, consideration is given to factors including the probability of default by the guaranteed party and the likely loss to Council in the event of default. (xxi) Financial Assets Financial assets are valued at fair value, being market value, at balance date. Any unrealised gains and losses on holdings at balance date are recognised as either a revenue or expense. Financial assets may include term deposits with a maturity date of more than 3 months. Banyule City Council Annual Report 2013-2014

Page 183

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (cont)

(xxii) Change in Accounting Policies The following were the only changes to Accounting Policies during the year: (a) AASB 13 Fair Value Measurement Council has applied AASB 13 for the first time in the current year. AASB 13 establishes a single source of guidance for fair value measurements. The fair value measurement requirements of AASB 13 apply to both financial instrument items and non-financial instrument items for which other A-IFRS require or permit fair value measurements and disclosures about fair value measurements, except for share-based payment transactions that are within the scope of AASB 2 Share-based Payment, leasing transactions that are within the scope of AASB 17 Leases and measurements that have some similarities to fair value, but not fair value (eg net realisable value for the purposes of measuring inventories or value in use for impairment assessment purposes). AASB 13 defines fair value as the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction in the principal (or most advantageous) market at the measurement date under current market conditions. Fair value under AASB 13 is an exit price regardless of whether that price is directly observable or estimated using another valuation technique. Also, AASB 13 includes extensive disclosure requirements. AASB 13 defines prospective application from 1 January 2013. In addition, specific transitional provisions were given to entities such that they need not apply the disclosure requirements set out in the Standard in comparative information provided for periods before the initial application of the Standard. In accordance with these transitional provisions, Council has not made any new disclosures required by AASB 13 for the 2013 comparative period. Other than the additional disclosures, the application of AASB 13 has not had any material impact on the amounts recognised in the Financial Statements. All assets and liabilities for which fair value is measured or disclosed in the Financial Statements are categorised within the fair value hierarchy, described as follows, based on the lowest level input that is significant to the fair value measurement as a whole: Level 1:

Quoted (unadjusted) market prices in active markets for identical assets or liabilities.

Level 2:

Valuation techniques for which the lowest level input that is significant to the fair value measurement is directly or indirectly observable.

Level 3:

Valuation techniques for which the lowest level input that is significant to the fair value measurement is unobservable.

For the purpose of fair value disclosures, Council has determined classes of assets and liabilities on the basis of the nature, characteristics and risks of the asset or liability and the level of the fair value hierarchy as explained above. In addition, Council determines whether transfers have occurred between levels in the hierarchy by reassessing categorisation (based on the lowest level input that is significant to the fair value measurement as a whole) at the end of each reporting period.

Banyule City Council Annual Report 2013-2014

Page 184

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (cont)

(xxii) Change in Accounting Policies (b) AASB 119 Employee Benefits In the current year, Council has applied AASB 119 Employee Benefits (as revised in 2011) and the related consequential amendments for the first time. AASB 119 changes the definition of short-term employee benefits. These were previously benefits that were due to be settled within twelve months after the end of the reporting period in which the employees render the related service, however, short-term employee benefits are now defined as benefits expected to be settled wholly before twelve months after the end of the reporting period in which the employees render the related service. As a result, accrued annual leave balances which were previously classified by Council as short-term benefits no longer meet this definition and are now classified as long-term benefits. This has resulted in a change of measurement for that portion of annual leave provision from an undiscounted to discounted basis. This change in classification has not materially altered Council’s measurement of the annual leave provision. (c) Regional Kitchen Pty Ltd and RFK Pty Ltd (trading as Community Chef) Council holds a number of shares in Regional Kitchen Pty Ltd and RFK Pty Ltd (trading as Community Chef) and is one of several shareholders in both companies. The shares are now treated as a non-current investment instead of an investment in an associate accounted for by the equity method. Management has reviewed the adopted accounting treatment and disclosure of Council’s ‘net assets of associates accounted for using the equity method’ and has determined that it was not appropriate to continue using this method for the valuation of our investment in Regional Kitchen Pty Ltd and RFK Pty Ltd (trading as Community Chef). We have now accounted for these assets as investments and they are now valued at cost. In accordance with AASB 108 Accounting Policies, the above change has been corrected by restating the comparative amounts for the year ended 30 June 2013 and restating the opening balance of equity as at 1 July 2012.

30/6/13 $‘000

Increase/ (Decrease) $‘000

30/6/13 Restated $‘000

60 112,070 4,406 4,406

(60) (60) 60 60

112,010 4,466 4,466

1/7/12 $‘000

Increase/ (Decrease) $‘000

1/7/12 Restated $‘000

Balance Sheet (extract) Non-Current Assets Investments Total Non-Current Assets Total Assets NET ASSETS

3,539 1,212,368 1,283,970 1,214,906

(1,117) (1,117) (1,117) (1,117)

2,422 1,211,251 1,282,853 1,213,789

Equity Accumulated Surplus TOTAL EQUITY

406,152 1,214,906

(1,117) (1,117)

405,035 1,213,789

Comprehensive Income Statement (extract) Expenses Decrease in share of net assets of associates accounted for by the equity method Total Expenses Surplus/(Deficit) for the year Total Comprehensive Result

Banyule City Council Annual Report 2013-2014

Page 185

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (cont)

(xxiii) Pending Accounting Standards The following Australian Accounting Standards have been issued or amended and are applicable to the Council but are not yet effective. They have not been adopted in preparation of the financial statements at reporting date. Standard/ Interpretation

Summary

Application for Annual Reporting Periods Beginning 1 July 2014

Impact on Local Government Financial Statements

AASB 127 Separate Financial Statements

This revised standard prescribes the accounting and disclosure requirements for investments in subsidiaries, joint ventures and associates when an entity prepares separate Financial Statements.

AASB 128 Investments in Associates and Joint Ventures

This revised standard sets out the requirements for the application of the equity method when accounting for investments in associates and joint ventures.

1 July 2014

The impact of this standard will need to be assessed in line with the final deliberations by the AASB on the application of this standard to not for profit entities.

AASB 1053 Application of Tiers of Australian Accounting Standards and AASB 2010-2 Amendments to Australian Accounts Standard arising from Reduced Disclosure Requirements

These standards set out the tiers of financial reporting and the reduced disclosure framework.

1 July 2014

Council has yet to determine the impact of this standard.

AASB 9 Financial Instruments

This standard simplifies requirements for the classification and measurement of financial assets resulting from Phase 1 of the IASBâ&#x20AC;&#x2122;s project to replace IAS 39 Financial Instruments: Recognition and Measurement (AASB 139 Financial Instruments: Recognition and Measurement).

1 January 2017

Detail of impact is still being considered.

Banyule City Council Annual Report 2013-2014

The impact of this standard will need to be assessed in line with the final deliberations by the AASB on the application of this standard to not for profit entities.

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BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note 2.

30/6/14 $‘000

30/6/13 $‘000

GENERAL RATES AND CHARGES

Council uses Capital Improved Value as the basis of valuation of all properties within the municipality. The Capital Improved Value of a property is the value of the land and all its improvements. Residential Commercial Industrial Cultural recreational Supplementary rates Municipal charge Total general rates and charges

64,823 5,566 1,917 64 274 6,580 79,224

59,849 5,162 1,774 59 102 2,954 43,357 69,900

The date of the previous general revaluation of land for rating purposes within the Municipality was 1 January 2012 and the valuation first applied in the rating year which commenced on 1 July 2012. These valuations were used in the calculation of rates in the current financial year. The date of the latest general revaluation of land for rating purposes within the Municipality was 1 January 2014 and the valuation will be first applied in the rating year commencing on 1 July 2014. The date of the next general revaluation of land for rating purposes within the Municipality is 1 January 2016 and the valuation will be first applied in the rating year commencing 1 July 2016. 3.

SPECIAL RATES AND CHARGES Special rates and charges – shopping centres Total special rates and charges

570 570

548 43,357548

121 (46)

278 (11)

267

INTEREST ON RATES and SPECIAL RATES AND CHARGES Interest on rates Interest on special rates and charges Total interest on rates and special rates and charges (a)

(a)

Previously charged interest on special rates and charges was written off during the year.

Banyule City Council Annual Report 2013-2014

Page 187

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note 5.

30/6/14 $‘000

30/6/13 $‘000

Summary of Grants Recurrent operating grants Recurrent capital grants Non-recurrent operating grants Non-recurrent capital grants Total grants

9,844 943 193 495 11,475

11,404 1,826 242 4,865 18,337

Summary of Grants Recurrent Non-recurrent Total grants

10,787 688 11,475

13,230 5,107 18,337

Summary of Grants State Government funded grants Federal Government funded grants Other grants Total grants

9,966 1,458 51 11,475

14,420 3,604 313 18,337

Summary of Grants Operating grants Capital grants Total grants

10,037 1,438 11,475

11,646 6,691 18,337

6 86 307 782 1,657 118 698 109 117 1 704 719 522 507 183 82 1,842 271 185 8,896

110 60 183 725 1,556 99 716 109 111 212 583 647 486 617 166 78 3,505 255 193 10,411

863 58 921

729 201 930

27 27

63 63

9,844

11,404

GRANTS Grants were received in respect of the following:

Recurrent Grants Recurrent Operating Grants From State Government Access all abilities Children’s services Delivered meals HACC assessment and care management Home care Immunisation Maternal and child health centres Maternal and child health outreach worker Metro access program Neighbourhood renewal PAG (inc carer support) Personal care Pre-schools and child day care Respite care School crossing supervisors Vic Roads maintenance and traffic management Victoria Grants Commission – general purpose Youth services Other grants Total State Government From Federal Government Child day care Other grants Total Federal Government From Other Sources Other grants Total other sources Total recurrent operating grants Banyule City Council Annual Report 2013-2014

Page 188

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note 5.

30/6/14 $‘000

30/6/13 $‘000

466 466

853 853

From Federal Government Roads to recovery Total Federal Government

477 477

973 973

Total recurrent capital grants

943

1,826

10,787

13,230

122 27 149

120 40 31 191

From Federal Government Other grants Total Federal Government

20 20

51 51

From Other Sources Other grants Total other sources

24 24

Total non-recurrent operating grants

193

242

Non-Recurrent Capital Grants From State Government A safer mall Bike paths and trails Kindergarten/Pre-school capital works Olympic Village Hub Sports grounds and pavilions Stormwater management plan Watsonia Library development Other grants Total State Government

138 3 167 125 22 455

499 1,117 840 52 436 21 2,965

From Federal Government Stormwater management plan Other grants Total Federal Government

40 40

1,651 (1) 1,650

From Other Sources Stormwater management plan Total other sources

250 250

495

4,865

688

5,107

11,475

18,337

GRANTS (cont) Recurrent Grants (cont) Recurrent Capital Grants From State Government Victoria Grants Commission – local roads Total State Government

Total recurrent grants Non-Recurrent Grants Non-Recurrent Operating Grants From State Government HACC minor works Youth and community development Other grants Total State Government

Total non-recurrent capital grants Total non-recurrent grants Total grants

Banyule City Council Annual Report 2013-2014

Page 189

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note 5.

30/6/14 $‘000

30/6/13 $‘000

GRANTS (cont) Conditions on Grants: Grants which were recognised as revenue in prior year/years and were expended during the current year in the manner specified by the grantor were: Anthony Beale Reserve – summer grass Audrey Brooks Pre-school – capital works Banyule road safety strategy Buna Reserve community garden Children Protection Society Cyril Cummins Reserve – indoor hockey DHS respite – Jets Studio Emergency management – partnership with Manningham Food access grant Greensborough Project – State Government HACC minor capital works Interlaken Pre-school – capital works L2P driving program Language services grant Lighting works – Olympic Park to Northland Metro access program Metropolitan Waste Management Group Neighbourhood renewal Olympic Village Hub Our mall, our place Qualifications upgrade – Joyce Avenue Child Care Streetlife grant Universal access Victoria Grants Commission – general purpose Victoria Grants Commission – local roads Watsonia train station - improve lighting Winston Hills Kindergarten – capital works Bridges out of poverty Flash mobs – Jets Studio Greensborough Bowling Club Healthy kids and equipment Interfaith – multicultural grant Our voice, our community Roads to recovery SHYNE project Smiles for miles Stormwater management plan Teenagers with additional needs

Banyule City Council Annual Report 2013-2014

1 19 13 3 24 6 54 14 10 289 14 22 2 1 27 9 11 20 108 25 5 4 16 1,836 447 1 208 3,189

6 2 30 26 659 12 19 7 50 1,780 435 6 1 3 81 1 1 20 25 10 6 1,100 21 4,301

Page 190

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note

30/6/14 $‘000

30/6/13 $‘000

GRANTS (cont) Conditions on Grants: (cont) Grants recognised as revenue during the year that were obtained on condition that they be expended in a specified manner that had not occurred at balance date were: A safer Mall ANZAC commemorative naming project Banyule road safety strategy DHS respite – Jets Studio HACC minor capital works Interlaken Pre-school – minor capital works Joyce Avenue Child Care – minor capital works L2P driving program Metro access program Pathways for learning Pecks Dam water harvesting Tobacco grant – new smoking bans Volunteer co-ordination Vulnerable persons funding Walk to school project (part 1) Walk to school project (part 2) Watsonia Library redevelopment Yulong Reserve cricket net replacement Anthony Beale Reserve – summer grass Audrey Brooks Pre-school – capital works Cyril Cummins Reserve – indoor hockey Emergency management – partnership with Manningham HACC quality improvement Interlaken Pre-school – capital works Lighting works – Olympic Park to Northland Metropolitan Waste Management Group Morobe Street Child Care – capital works Neighbourhood renewal Olympic Village Hub Our mall, our place Plenty River Trail – Willinda Park to Greensborough Streetlife grant Universal access Victoria Grants Commission – general purpose Victoria Grants Commission – local roads Watsonia train station – improve lighting Winston Hills Kindergarten – capital works 41 Net (decrease)/increase in restricted assets resulting from grant revenues for the year.

Banyule City Council Annual Report 2013-2014

138 1 23 18 50 8 10 2 22 29 10 3 37 16 1 10 125 88 591

27 54 50 2 9 16 6 290 6 14 60 292 27 12 216 62 840 25 160 4 16 1,836 447 3 289 4,763

(2,598)

462

Page 191

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note 5.

30/6/14 $‘000

30/6/13 $‘000

GRANTS (cont) Conditions on Grants: (cont)

Grants which were recognised as revenue in prior financial years and have not been expended during the current year in the manner specified by the grantor were: Anthony Beale Reserve – summer grass Audrey Brooks Pre-school – capital works Banyule road safety strategy Bridges out of poverty Children Protection Society Climate change funding Food access grant HACC minor capital works HACC quality improvement Interfaith – multicultural grant Interlaken Pre-school – capital works Metropolitan Waste Management Group Morobe Street Child Care – capital works Neighbourhood renewal Olympic Village Hub Plenty River Trail – Willinda Park to Greensborough Qualifications upgrade – Joyce Avenue Child Care Vulnerable persons funding Watsonia train station – improve lighting Winston Hills Kindergarten – capital works Buna Reserve community garden Greensborough Project – State Government Language services grant Unspent grants from prior years Summary of Unexpended Grants Grants received in current year, but remain unspent Grants received in prior years which remain unspent Total unspent grants

Banyule City Council Annual Report 2013-2014

5 271 19 1 1 36 26 36 60 2 270 1 216 42 1,225 160 2 16 9 81 2,479

5 1 25 36 36 2 493 7 7 3 289 1 905

591 2,479 3,070

4,763 905 5,668

Page 192

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note 6.

5,251 120 1,290 292 451 380 400 349 201 4,986 22 956 14,698

4,012 123 1,229 261 483 2,399 429 149 175 4,759 65 781 14,865

1,954 31 8 1,993

2,152 31 11 2,194

145 1,171 626 1,942

143 1,125 608 1,876

1,310 1,208 77 97

1,141 284 235 161

37 2,729

1,821

RENTAL INCOME Recreational facilities rental Residential/commercial rental Recycling centre rental Total rental income

10.

2,563 479 2,182 339 383 301 6,247

INTEREST INCOME Interest on investments Interest from sporting clubs Other interest Total interest income

3,126 494 2,271 218 229 6,338

USER FEES AND CHARGES Aquatic Centre fees and charges Building and Planning permits and fees Child Day Care charges Community buses, halls and events Delivered meals charges Functions Centre charges Home care charges Local laws fees Sports ground rentals income Transfer station tipping fees Valuation fees and charges Other fees and charges Total user fees and charges

30/6/13 $‘000

STATUTORY FEES AND FINES Building and Planning permits and fees Food Act and Health registrations Local laws infringements and fines Property valuations Road and footpath reinstatement Others fees and fines Total statutory fees and fines

30/6/14 $‘000

CONTRIBUTIONS INCOME Cash contributions: Public Open Space – contributions Contributions for capital works projects Contributions from sporting clubs Other contributions Non-cash contributions: Land Total contributions income

Banyule City Council Annual Report 2013-2014

Page 193

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note 11.

30/6/14 $‘000

30/6/13 $‘000

815 (499)

2,140 (1,990)

316

150

2,606 (4,228) (1,622)

943 (795) 148

(1,306)

298

NET (LOSS)/GAIN ON DISPOSAL OF INFRASTRUCTURE, PROPERTY, PLANT AND EQUIPMENT Non-current assets classified as held for sale Proceeds from sale of assets Less: Written down value of assets sold Total net gain on sale of assets classified as held for sale Fixed assets Proceeds from sale of assets Less: Written down value of assets disposed Total net (loss)/gain on sale of fixed assets

(a)

(a) 31(i)

Total net (loss)/gain on disposal of infrastructure, property, plant and equipment

(a) For both years, proceeds were for sale of land and motor vehicles and for 2013 only, included sale of plant and equipment. 12.

OTHER INCOME Insurance claims Sale of right-of-ways Sponsorship Other revenue Total other income

13.

46 35 36 117

274 274

6 6

41,558 3,726 1,312 4,036 1,015 690 (667) (167) 51,503

40,190 3,472 1,355 3,780 (344) 1,073 605 (695) (174) 49,262

INCREASE IN SHARE OF NET ASSETS OF ASSOCIATES Yarra Plenty Regional Library Corporation Total increase in share of net assets of associates

14.

64 48 35 29 176

EMPLOYEE COSTS Salaries and wages Annual leave and loading Long service leave Superannuation Superannuation – additional call Workcover Other oncosts Less: Capitalised labour Less: Capitalised oncosts Total employee costs (b)

(b)

In 2012 Council was required to make an additional contribution to Vision Super to meet our obligations in relation to members of the Defined Benefit Plan. In 2013, the $343,787 credit represents a discount on the early payment of the superannuation additional call.

Banyule City Council Annual Report 2013-2014

Page 194

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note 15.

281 237 465 101 1,079 14,256 3,448 946 2,832 829 653 354 6,038 1,237 32,756

421 213 305 78 1,102 15,133 3,318 904 2,816 642 640 324 5,752 1,289 32,937

2,505 292 758 891 4,446

1,969 307 571 819 3,666

5,548 1,615 1,028 247

5,480 1,614 825 229

2,276

2,167

2,019 2,550 322 235 15,840

2,003 2,042 269 235 14,864

71 71

15,911

14,864

UTILITY CHARGES Gas and electricity Telephone Water Public street lighting Total utility charges

17.

30/6/13 $â&#x20AC;&#x2DC;000

MATERIALS, CONTRACTS AND SERVICES Advertising Auditing services Building and Planning charges and government fees Child care expenses Community program costs Contractor costs General materials and supplies Insurances Plant and motor vehicle operating Printing, stationery and external communications Staff training and equipment Sundry expenses Waste disposal general Other Total materials, contract and services

16.

30/6/14 $â&#x20AC;&#x2DC;000

DEPRECIATION AND AMORTIZATION Depreciation Infrastructure - Roads, streets and bridges - Drainage - Parks and gardens - Playgrounds Property - Freehold buildings Plant and equipment - Motor vehicles - Plant and equipment - Furniture and fittings - Waste management Total depreciation Amortization Intangible asset - Software Total amortization Total depreciation and amortization

(a)

(a) Refer also to Note 1(iv)(d)

Banyule City Council Annual Report 2013-2014

Page 195

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note 18.

92 67 132 107 271 669

90 64 134 104 196 588

3,505 (28) 3,477

2,602 (20) 2,582

4,073 1,086 100 393 5,652

3,996 1,218 1,061 112 154 6,541

154 423 262 265 125 574 1,803

197 385 228 223 537 1,570

FINANCE COSTS Interest on borrowings – total Less: Capitalised borrowing costs on qualifying assets Total finance costs

(a)

30/6/13 $‘000

DONATIONS EXPENDITURE Banyule Housing Support group Banyule Support and Information Community Services grants Volunteers of Banyule Resources Centre Other donations Total donations expenditure

19.

30/6/14 $‘000

(a)

(a) Rate used to capitalise finance costs 4.48% (2013 7.66%) 20.

CONTRIBUTIONS EXPENSE Yarra Plenty Regional Library Metropolitan Fire and Emergency Services Board Contributions to shopping centres YMCA contributions Other contributions Total contributions expense

21.

OTHER EXPENSES Bad and doubtful debts Operating lease rental Councillor allowances and reimbursements Cleansing department waste disposal Fire Service Property Levy on Council properties Other Total other expenses

22.

DECREASE IN SHARE OF NET ASSETS OF ASSOCIATES Regional Kitchen Pty Ltd Total decrease in share of net assets of associates

(b),30 1(viii)

(b) As a result of a change in accounting policy, the Regional Kitchen Pty Ltd is now treated as a non-current investment and not as an Associate accounted for by the Equity Method. The investment is shown at cost. Refer also to note 1 (xxii)(c).

Banyule City Council Annual Report 2013-2014

Page 196

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note 23.

30/6/13 $‘000

59 176 2 237

58 152 3 213

9 2,059 3,448 51,319 56,835

10 2,308 5,867 35,831 44,016

41,845 14,990 56,835

26,684 17,332 44,016

AUDITORS’ REMUNERATION Audit fee to conduct external audit – Victorian Auditor General Internal audit fee Fees for minor audits – other external auditors Total auditors’ remuneration

24.

30/6/14 $‘000

CASH AND CASH EQUIVALENTS Cash on hand Cash at bank Money market call account Short term deposits

Total cash and cash equivalents

Unrestricted assets Restricted assets Total cash and cash equivalents

Users of the Financial Report should refer to Note 41 for details of restrictions on cash assets and Note 43 for details of existing Council financial contractual commitments. 25.

FINANCIAL ASSETS Current Term deposits

(a)

2,083 2,083

6,408 6,408

(b)

1,497 47 2,006 (1,419) 220 (152) 73 4,724 (72) 6,924

1,043 61 1,827 (1,335) 185 (116) 68 3,535 (53) 5,215

19 108 417 71 615 7,539

15 183 482 73 753 5,968

Total financial assets (a) The term deposits have a maturity date of more than 3 months. 26.

TRADE AND OTHER RECEIVABLES Current Rates debtors Special rates and charges debtors Parking infringement debtors Provision for doubtful debts – parking infringements Other by-laws debtors Provision for doubtful debts – other by-laws Club contribution debtors Other debtors Provision for doubtful debts – other debtors Total current Non-Current Rates debtors Special rates and charges debtors Club contribution debtors Other debtors Total non-current Total trade and other receivables

47(v)

(b) Rates are a charge against ratepayers’ properties.

Banyule City Council Annual Report 2013-2014

Page 197

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note 27.

30/6/14 $‘000

30/6/13 $‘000

41 41

31 31

(a)

9,003 -

3,164 310 20

(b)

26,696 (499) 35,200

7,499 (1,990) 9,003

INVENTORIES Inventories held for distribution Total inventories

28.

NON-CURRENT ASSETS CLASSIFIED AS HELD FOR SALE Opening balance on Council’s valuation Capitalised development cost Borrowing costs capitalised during development Transfer from infrastructure, property, plant and equipment Less: Written down value of assets sold Total non-current assets classified as held for sale

(a) Capitalisation rate used in the allocation of borrowing costs 4.48% 7.66% (b) Fair Value Hierarchy Fair value assessments have been performed at 30 June 2014 for assets held for sale. Details of the Council’s assets held for sale and information about the fair value hierarchy as at 30 June 2014 are as follows:

Assets held for sale–land (non-specialised) (c) Assets held for sale–buildings (non-specialised)(c) Total

Level 1 $‘000

Level 2 $‘000

Level 3 $‘000

32,632 2,568 35,200

30/6/14 $‘000

30/6/13 $‘000

814 814

894 894

No transfers between levels occurred during the year. (c) Classified in accordance with fair value hierarchy – see Note 31. Note 29.

OTHER ASSETS Current Prepayments Total other assets

Banyule City Council Annual Report 2013-2014

Page 198

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note 30.

30/6/14 $‘000

30/6/13 $‘000

9 230

9 200

2,493 2,732

2,219 2,428

INVESTMENTS Non-Current Unlisted shares in: MAPS Group Ltd – at cost Regional Kitchen Pty Ltd – at cost Investments in associates: Share of Yarra Plenty Regional Library Corporation – at Officer’s valuation Total investments

(d),13

(d) Investments in associates are accounted for using the equity method and Council takes up its share of the net assets for each associate. Refer also to Policy Note 1(viii) – ‘Accounting for Investments in Associates’. The valuation is made as at 30 June each year. The 2014 valuation is based on audited Financial Statements (2013 was based on draft unaudited Financial Statements). Investment in associate accounted for by the equity method is: Yarra Plenty Regional Library Service. Background For year ended 30 June 2014, Council had a 42.86% share in Yarra Plenty Regional Library Service (43.23% for 2013). Banyule City Council and two other Councils have a share in the Library. Council’s share is based on the total of contributions paid by Council, since the inception of the Library, as a percentage of the total contributions paid by all three Councils. Council’s share of assets and liabilities: Current assets Non-current assets Total assets

1,571 1,923 3,494

1,451 1,728 3,179

Current liabilities Non-current liabilities Total liabilities

972 29 1,001

921 39 960

NET ASSETS

2,493

2,219

Members’ contributions Accumulated surplus

1,616 877

1,630 589

TOTAL EQUITY

2,493

2,219

Council’s share of equity:

Banyule City Council Annual Report 2013-2014

Page 199

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note

31.

30/6/14 $‘000

30/6/13 $‘000

INFRASTRUCTURE, PROPERTY, PLANT AND EQUIPMENT Summary of Infrastructure, Property, Plant and Equipment - by Cost/Valuation 100,972  at cost less accumulated depreciation (50,814) 50,158  

141,192 (47,465) 93,727

1,472,246 (274,502) 1,197,744

1,371,681 (260,891) 1,110,790

1,247,902

1,204,517

Summary of Infrastructure, Property, Plant and Equipment - by Section 362,245  infrastructure 857,752  property 24,852  plant and equipment 3,053  other assets Total infrastructure, property, plant and equipment 1,247,902

339,420 833,508 24,600 6,989 1,204,517

at Council’s valuation at 30 June 2014 at Council’s valuation at 30 June 2012 less accumulated depreciation

Total infrastructure, property, plant and equipment

INFRASTRUCTURE: Roads, Streets and Bridges  works at cost less accumulated depreciation  at Council’s valuation at 30 June 2014  at Council’s valuation at 30 June 2012 less accumulated depreciation

(a)

Total roads, streets and bridges Drainage  works at cost less accumulated depreciation  at Council’s valuation at 30 June 2014  at Council’s valuation at 30 June 2012 less accumulated depreciation Total drainage

Banyule City Council Annual Report 2013-2014

(a)

3,896 (76) 3,820

372,293 (137,148) 235,145

364,621 (137,371) 227,250

235,145

231,070

392 (2) 390

183,619 (78,772) 104,847

161,186 (69,147) 92,039

104,847

92,429

Page 200

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note

31.

30/6/14 $‘000

30/6/13 $‘000

INFRASTRUCTURE, PROPERTY, PLANT AND EQUIPMENT (cont) Parks and Gardens  works at cost less accumulated depreciation Total parks and gardens

39,982 (22,324) 17,658

32,626 (21,296) 11,330

Playgrounds  works at cost less accumulated depreciation Total playgrounds

7,928 (3,333) 4,595

7,819 (3,228) 4,591

686,958 686,958

1,084 668,298 669,382

41,262 (338) 40,924

229,376 (58,582) 170,794

177,575 (54,373) 123,202

170,794

164,126

PROPERTY: Freehold Land  at cost  at Council’s valuation of market value at 30 June 2014  at Council’s valuation of market value at 30 June 2012 Total freehold land

(b)

Freehold Buildings  at cost less accumulated depreciation  

at Council’s valuation of market value at 30 June 2014 at Council’s valuation of market value at 30 June 2012 less accumulated depreciation

Total freehold buildings

Banyule City Council Annual Report 2013-2014

(b)

Page 201

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note

30/6/14 $‘000

30/6/13 $‘000

31. INFRASTRUCTURE, PROPERTY, PLANT AND EQUIPMENT (cont) PLANT AND EQUIPMENT: Motor Vehicles  at cost less accumulated depreciation Total motor vehicles

18,809 (10,195) 8,614

17,050 (10,290) 6,760

Plant and Equipment  at cost less accumulated depreciation Total plant and equipment

20,683 (7,368) 13,315

19,723 (5,198) 14,525

Furniture and Fittings  at cost less accumulated depreciation Total furniture and fittings

5,543 (2,628) 2,915

5,378 (2,306) 3,072

Waste Management  at cost less accumulated depreciation Total waste management

4,974 (4,966) 8

4,974 (4,731) 243

1,225 1,225

14 9 30 34 1,340 36 365 1,828

9 2 4,733 63 331 18 21 587 5,764

1,247,902

1,204,517

OTHER ASSETS: Art collection  at cost Total art collection Work in Progress – at cost  roads  drainage  parks and gardens  playgrounds  freehold land  freehold buildings  plant and equipment  furniture and fittings  intangible assets Total work in progress Total infrastructure, property, plant and equipment

Banyule City Council Annual Report 2013-2014

Page 202

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

31. INFRASTRUCTURE, PROPERTY, PLANT AND EQUIPMENT (cont) (a)

As at 30 June 2014, valuation of Council’s bridges, median and drainage assets has been determined by the valuation undertaken by Ms Claudia Oqueli, Council’s Asset Engineer – Asset Management. The valuation is at fair value based on replacement cost, less accumulated depreciation in accordance with the basis of valuation referred to in Note 1(iv)(b). As at 30 June 2014, Council’s road assets (excluding bridges and medians) were restated to Council’s valuation of current replacement cost. The valuation of these assets was carried out by Peter Batson, Manager – Asset System Victoria, SMEC Australia Pty Ltd, in accordance with the basis of valuation referred to in Note 1(iv)(b). SMEC Pavement Management system software was used to assist with this process. A small portion of the road asset valuations was conducted by Ms Claudia Oqueli, Council’s Asset engineer, using the same basis of valuation as SMEC, to complement the area variances caused by the limitation of SMEC’s software.

(b)

At 30 June 2014, Council’s land and buildings were restated to Council’s valuation of fair value based on existing use. The valuations were carried out by Council’s Valuer, Mr P Kemm, A.A.P.I. in accordance with the basis of valuation referred to in Note 1(iv)(b).

Expenditure on:   

Infrastructure – roads, streets and bridges, drainage, parks and gardens and playgrounds totalling $5,306,292 ($4,028,086 in 2013) occurred during the year. Properties – land and buildings totalling $27,603,397 ($5,443,352 in 2013) occurred during the year. Plant and Equipment and Other Assets – plant and equipment, motor vehicles, art collection and work in progress $7,512,513 ($10,197,055 in 2013) occurred during the year.

These figures, plus/minus accruals, are disclosed in the Cash Flow Statement under Cash Flows from Investing Activities. Fair Value Hierarchy Fair value assessments have been performed at 30 June 2014 for land and buildings. Details of the Council’s land and buildings and information about the fair value hierarchy as at 30 June 2014 are as follows:

Freehold land – (specialised) Freehold buildings – (specialised) Total

Level 1 $‘000

Level 2 $‘000

Level 3 $‘000

686,958 170,794 857,752

No transfers between levels occurred during the year. Fair value assessments have been performed at 30 June 2014 for roads, streets and bridges and drainage. Details of the Council’s roads, streets and bridges and drainage information about the fair value hierarchy as at 30 June 2014 are as follows:

Roads, streets and bridges Drainage Total

Level 1 $‘000

Level 2 $‘000

Level 3 $‘000

235,145 104,847 339,992

No transfers between levels occurred during the year. Banyule City Council Annual Report 2013-2014

Page 203

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

31. INFRASTRUCTURE, PROPERTY, PLANT AND EQUIPMENT (cont) Valuation Basis Non-specialised land, non-specialised buildings Non-specialised land and non-specialised buildings are valued using the market based direct comparison method. Under this valuation method, the assets are compared to recent comparable sales or sales of comparable assets which are considered to have nominal or no added improvement value. For non-specialised land and non-specialised buildings, an independent valuation was performed by Mr Peter Kemm, AAPI, to determine the fair value using the market based direct comparison method. Valuation of the assets was determined by analysing comparable sales and allowing for share, size, topography, location and other relevant factors specific to the asset being valued. From the sales analysed, an appropriate rate per square metre has been applied to the subject asset. The effective date of the valuation is 30 June 2014. To the extent that nonspecialised land and non-specialised buildings do not contain significant, unobservable adjustments, these assets are classified as Level 2 under the market based direct comparison approach. All Council properties under assets held for sale are classified as non-specialised land and non-specialised buildings. Specialised land and specialised buildings The market based direct comparison method is also used for specialised land although is adjusted to reflect the specialised nature of the assets being valued. For Council specialised buildings, the depreciated replacement cost method is used, adjusting for the associated depreciations. Specialised assets contain significant, unobservable adjustments, therefore these assets are classified as Level 3 fair value measurements. An adjustment is made to reflect a restriction on the sale or use of an asset by Council. The adjustment is an allowance made to reflect the difference in value between unrestricted assets and those held by Council which are impacted by external restraints on their use. An independent valuation of Council’s specialised land and specialised buildings was performed by Mr Peter Kemm, AAPI. The valuation was performed using either the market based direct comparison method or depreciated replacement cost, adjusted for restrictions in use. The effective date of the valuation is 30 June 2014. Infrastructure Infrastructure is valued using the depreciated replacement cost method. This cost represents the replacement cost of the building/component after applying depreciation rates on a useful life basis. Replacement costs relate to costs to replace the property to an ‘as new’ standard. Economic obsolescence has also been factored into the depreciated replacement cost calculation. Where it has not been possible to examine hidden works such as structural frames and floors, the use of reasonable materials and methods of construction have been assumed bearing in mind the age and nature of the building. The estimate cost of reconstruction including structure services and finishes, also factors in any heritage classifications as applicable. Infrastructure assets contain significant unobservable adjustments, therefore these assets are classified as Level 3. A valuation of Council’s infrastructure assets was performed by Ms Claudia Oqueli, Council’s Asset Engineer – Asset Management and Mr Peter Batson, Manager – Asset System Victoria, SMEC Australia Pty Ltd. The valuation was performed based on the depreciated replacement cost of the assets. The effective date of the valuation is 30 June 2014. This valuation technique/methodology is applied from 30 June 2014. For all assets measure at fair value, the current use is considered the highest and best use.

Banyule City Council Annual Report 2013-2014

Page 204

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

31. INFRASTRUCTURE, PROPERTY, PLANT AND EQUIPMENT (cont) Valuation Basis (cont) Infrastructure (cont) Reconciliation of Level 3 fair value Specialised Land and Land Improvements` 669,382 23,474 25,811 (3,280) (28,429) 686,958

2014 Opening Balance Depreciation Revaluation Acquisitions (Disposals) Transfers Closing Balance

Specialised Buildings 164,126 (2,276) 7,394 1,792 (240) (2) 170,794

Infrastructure 323,499 (7,163) 19,446 2,433 1,777 339,992

Description of significant unobservable inputs into level 3 valuations

Specialised Land and Land Improvements

Specialised Buildings

Valuation Technique Market based direct comparison approach (refer above)

Depreciated Replacement Cost

Significant Unobservable Inputs Extent and impact of restriction of use

Direct cost per square metre

Useful life of specialised buildings

Banyule City Council Annual Report 2013-2014

Range 4 square metre to 16,099 hectare 0% - 90% Land discount factor $265 to $3,820 per square metre

100 years

Sensitivity Increase or decrease in the extent of restriction would result in a significantly lower or higher fair value.

Increase or decrease in the direct cost per square metre adjustment would result in a significantly lower or higher fair value. Increase or decrease in the estimated useful life of the asset would result in a significantly lower or higher fair value.

Page 205

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

31. INFRASTRUCTURE, PROPERTY, PLANT AND EQUIPMENT (cont) Valuation Basis (cont) Infrastructure (cont) Description of significant unobservable inputs into level 3 valuations (cont) Infrastructure

Depreciated Replacement Cost

Cost per unit: Roads - Road – seals

- road – sub-structure - footpaths - kerb and channel - medians - bridges Drainage

Useful life of infrastructure: Roads - road-seals - road – sub-structure - footpaths - kerb and channel - medians - bridges Drainage

Banyule City Council Annual Report 2013-2014

$6-$98 per square metre $104-$366 per cubic metre $0-$130 per cubic metre $15-$150 per square metre $10-$95 per metre $20-$130 per square metre $4,600-$16,500 per square metre $95-$4,092 per linear metre $731-$212,000 per item

40 years

Increase or decrease in the cost per unit would result in a significantly lower or higher fair value.

Increase or decrease in the estimated useful life would result in a significantly lower or higher fair value.

150 years 75 years 70 years 85 years 150 years 100 years

Page 206

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

31.

INFRASTRUCTURE, PROPERTY, PLANT AND EQUIPMENT (cont)

(i)

Reconciliation Reconciliations of the carrying amounts of each class of infrastructure, property, plant and equipment at the beginning and end of the current financial year are set out below:

2014 Infrastructure Roads, streets and bridges Drainage Parks and gardens Playgrounds Property Freehold land Freehold buildings Plant and Equipment Motor vehicles Plant and equipment Furniture and fittings Waste management Other Assets Art collection Work in progress TOTAL

(a)

(b)

Carrying Amount at 30/6/13 $‘000

Transfer Between Classes $‘000

Plus Change in Valuations $‘000

Plus Additions $‘000

Less WDV of Disposals $‘000

Carrying Amount at 30/6/14 $‘000

231,070 92,429 11,330 4,591

1,775 2 4,733 -

5,461 13,985 -

2,387 46 2,623 251

(5,548) (1,615) (1,028) (247)

235,145 104,847 17,658 4,595

669,382 164,126

(28,429) (2)

23,474 7,394

25,811 1,792

(3,280) (240)

(2,276)

686,958 170,794

6,760 14,525 3,072 243

18 -

4,513 1,390 165 -

(640) (68) -

(2,019) (2,550) (322) (235)

8,614 13,315 2,915 8

1,225 5,764 1,204,517

(5,380) (27,283) (a)

50,314

1,444 40,422 (b)

(4,228)

(15,840)

1,225 1,828 1,247,902

Less Depreciation $‘000

 $28,458,000 of land was transferred to non-current assets classified as held for sale (refer Note 28).  $1,761,670 of buildings was transferred from non-current assets classified as held for sale (refer also Note 28).  $586,644 of work in progress was transferred to intangible assets.

$36,500 of land contribution was incorporated in freehold land additions.

Banyule City Council Annual Report 2013-2014

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BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

31.

INFRASTRUCTURE, PROPERTY, PLANT AND EQUIPMENT (cont)

(i)

Reconciliation (cont) Reconciliations of the carrying amounts of each class of infrastructure, property, plant and equipment at the beginning and end of the previous financial year are set out below:

2013 Infrastructure Roads, streets and bridges Drainage Parks and gardens Playgrounds Property Freehold land Freehold buildings Plant and Equipment Motor vehicles Plant and equipment Furniture and fittings Waste management Other Assets Art collection Work in progress TOTAL

Carrying Amount at 30/6/12 $‘000

Transfer Between Classes $‘000

Plus Change in Valuations $‘000

Plus Additions $‘000

Less WDV of Disposals $‘000

232,653 93,650 10,558 4,379

1,652 234 413 -

2,245 159 1,184 441

(5,480) (1,614) (825) (229)

231,070 92,429 11,330 4,591

671,718 129,361

(3,170) 32,573

1,084 4,359

(250) -

(2,167)

669,382 164,126

7,880 3,541 213 478

10,375 2,654 -

1,427 2,652 474 -

(544) (1) -

(2,003) (2,042) (269) (235)

6,760 14,525 3,072 243

1,172 52,510 1,208,113

(52,336) (7,605) (a)

53 5,590 19,668

(795)

(14,864)

1,225 5,764 1,204,517

Less Depreciation $‘000

Carrying Amount at 30/6/13 $‘000

(a) $3,170,000 of land and $4,329,600 of buildings, in 2013, were transferred to non-current assets classified as held for sale (refer also to Note 28). Also $106,184 costs from work in progress were reclassified as expenses in 2013.

Banyule City Council Annual Report 2013-2014

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BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note

30/6/14 $â&#x20AC;&#x2DC;000

31.

INFRASTRUCTURE, PROPERTY, PLANT AND EQUIPMENT (cont)

(ii)

Capital Expenditure Capital expenditure categories: Infrastructure Roads, streets and bridges Drainage Parks and gardens Playgrounds Property Freehold land Freehold buildings Plant and equipment Motor vehicles Plant and equipment Furniture and fittings Other assets Art collection Work in progress Total capital expenditure

(a)

30/6/13 $â&#x20AC;&#x2DC;000

2,387 46 2,623 251

2,245 159 1,184 441

25,811 1,792

1,084 4,360

4,513 1,390 165

1,426 2,652 474

1,444 40,422

53 5,590 19,668

(a) Capitalization of freehold land incorporated $36,500 of land contribution. Represented by: Capital expenditure new Infrastructure Property Plant and equipment Other assets Total capital expenditure new Capital expenditure renewal Infrastructure Property Plant and equipment Other assets Total capital expenditure renewal Capital expenditure upgrade Infrastructure Property Plant and equipment Other assets Total capital expenditure upgrade Capital expenditure expansion Infrastructure Property Plant and equipment Other assets Total capital expenditure expansion Total capital expenditure

Banyule City Council Annual Report 2013-2014

(b)

1,870 24,729 49 448 27,096

507 1,163 1,361 5,280 8,311

(c)

3,000 807 6,019 905 10,731

3,104 3,595 3,191 304 10,194

(d)

367 1,976 80 2,423

138 686 59 883

(e)

70 91 11 172

280 280

40,422

19,668

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BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

31.

INFRASTRUCTURE, PROPERTY, PLANT AND EQUIPMENT (cont)

(ii)

Capital Expenditure (cont)

(b)

New New capital expenditure does not have any element of renewal, expansion or upgrade of existing assets. New capital expenditure may or may not result in additional revenue for Council and will result in an additional burden for future operation, maintenance and capital renewal.

(c)

Renewal Expenditure on an existing asset which returns the service potential or the life of the asset up to that which it had originally. It periodically requires expenditure, relatively large (material) in value compared with the value of the components or sub-components of the asset being renewed. As it reinstates existing service potential, it has no impact on revenue, but may reduce future operating and maintenance expenditure if completed at the optimum time.

(d)

Upgrade Expenditure which enhances an existing asset to provide a higher level of service or expenditure that will increase the life of the asset beyond that which it had originally. Upgrade expenditure is discretional and often does not result in additional revenue unless direct user charges apply. It will increase operating and maintenance expenditure in the future because of the increase in the Council’s asset base.

(e)

Expansion Expenditure which extends an existing asset, at the same standard as is currently enjoyed by residents, to a new group of users. It is discretional expenditure which increases future operating and maintenance costs, because it increases Council’s asset base, but may be associated with additional revenue from the new user group. Note

32.

1,135 (71) 1,064 1,064

Reconciliation Reconciliation of the carrying amount of the intangible assets at the beginning and end of the current financial year.

2014

IT Software TOTAL 33.

30/6/13 $‘000

INTANGIBLE ASSETS IT Software  at cost Less accumulated amortization Total IT Software Total intangible assets

(i)

30/6/14 $‘000

Carrying Amount at 30/6/13 $‘000

Transfer Between Classes $‘000

Plus Additions $‘000

Less WDV of Disposals $‘000

586 586

549 549

Less Amortization $‘000

(71) (71)

Carrying Amount at 30/6/14 $‘000

1,064 1,064

TRADE AND OTHER PAYABLES Current Trade creditors Accruals Total trade and other payables

Banyule City Council Annual Report 2013-2014

6,591 2,766 9,357

7,099 2,381 9,480 Page 210

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

34.

PROVISIONS

2014 Balance at beginning of the financial year Additional provisions Amounts used Increase in the discounted amount arising because of time and the effect of any change in the discount rate Balance at the end of the financial year 2013 Balance at beginning of the financial year Additional provisions Amounts used Increase in the discounted amount arising because of time and the effect of any change in the discount rate Balance at the end of the financial year

Annual Leave $‘000

Long Service Leave $‘000

Total $‘000

3,872 3,697 (3,554)

8,321 449 (1,101)

12,193 4,146 (4,655)

917

985

4,083

8,586

12,669

3,752 3,484 (3,386)

7,806 530 (904)

11,558 4,014 (4,290)

889

911

3,872

8,321

12,193

30/6/14 $‘000

30/6/13 $‘000

3,543 862

3,693 5,459

540 7,398 12,343

179 2,534 11,865

326 326 12,669

328 328 12,193

Note Current Long Service Leave entitlements representing 7 or more years of continuous service and Annual Leave entitlements: Current provisions expected to be settled within 12 months - Annual Leave - Long Service Leave Current provisions expected to be settled after 12 months - Annual Leave - Long Service Leave Total current Non-current Long Service Leave entitlements representing less than 7 years of continuous service: Long Service Leave Total non-current Total provisions

Banyule City Council Annual Report 2013-2014

1(x)(f)

Page 211

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note 34.

30/6/14 $‘000

30/6/13 $‘000

4,083 8,586 12,669

3,872 8,321 12,193

PROVISIONS (cont) PROVISIONS SUMMARY Annual Leave Long Service Leave Total provisions

The following assumptions were used in measuring the present value of employee provisions: -

35.

Weighted average increase in employee costs 3.50% (3.00% in 2013) Discount rates from 1 year to 16 years within the range of 2.46% to 3.67% (2.47% to 3.94% in 2013) Settlement period from 1 year to 16 years within the range of 2.00% to 20.00% (2.00% to 20.00% in 2013)

INTEREST BEARING LOANS AND BORROWINGS Current Term loan – secured Total current Non-Current Term loan – secured Total non-current Total interest bearing loans and borrowings

(a)

2,267 2,267

1,053 1,053

(a)

58,012 58,012 60,279

30,683 30,683 31,736

(a) The interest bearing loans are secured by a deed of charge over Council rates The maturity profile of Council’s borrowings is: Not later than one year Later than one year, but not later than five years Later than five years Total interest bearing loans and borrowings

2,267 15,241 42,771 60,279

1,053 5,213 25,470 31,736

35(i) PURPOSE OF INTEREST BEARING LOANS AND BORROWINGS Capital works Greensborough Project - WaterMarc Strategic properties Former school sites Ivanhoe Aquatic and Fitness Centre Total interest bearing loans and borrowings

Banyule City Council Annual Report 2013-2014

1,129 26,111 3,443 24,596 5,000 60,279

1,308 26,551 3,877 31,736

Page 212

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note 36.

30/6/14 $â&#x20AC;&#x2DC;000

30/6/13 $â&#x20AC;&#x2DC;000

Summary Current Non-current Total trust funds and deposits

931 434 1,365

1,006 595 1,601

Summary Trust funds Deposits held Total trust funds and deposits

671 694 1,365

880 721 1,601

50 47 50 25 65

50 47 50 100 3 35

163 97 24 68 292 50 931

217 24 57 369 54 1,006

158 43 167 66 434 1,365

158 43 140 188 66 595 1,601

TRUST FUNDS AND DEPOSITS

Current Trust Funds Subdivision street trees Streeton Views community facilities Eagle Views Estate Functions Centre operations Parking Planning Contributions Other trust funds Deposits held Tender contracts Function deposits Sub-divisions Road opening permits Sundry Other deposits Total current Non-current Trust Funds Subdivision street trees Eagle Views Estate Functions Centre operations Parking Planning Contributions Other trust funds Total non-current Total trust funds and deposits

Banyule City Council Annual Report 2013-2014

Page 213

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

37.

RESERVES

(i)

Summary of Reserve Types Balance as at 30/6/14

Asset Revaluation Reserve Asset Replacement Reserves Total Reserves (ii)

Balance as at 30/6/13

$‘000

833,409 15,113 848,522

785,374 13,226 798,600

Reserve Movements

The following transfers to and from Council’s reserves occurred during the reporting period: (a)

Asset Revaluation Reserve

2014 Infrastructure  Roads and streets  Bridges, medians and local area traffic management  Drainage Property  Freehold land  Freehold buildings Other assets  Heritage and culture – including art collection  Parks and gardens Assets Held for Sale  Freehold land  Freehold buildings Total asset revaluation reserve

Banyule City Council Annual Report 2013-2014

Balance as at 30/6/13

Increment (Decrement)

Balance as at 30/6/14

$‘000

127,780 2,072 56,840 186,692

5,789 (328) 13,985 19,446

133,569 1,744 70,825 206,138

528,240 67,841 596,081

13,291 8,406 21,697

541,531 76,247 617,778

283 471 754

174 1,673 1,847 785,374

7,983 (1,091) 6,892 48,035

8,157 582 8,739 833,409

Page 214

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

37.

RESERVES (cont)

(ii)

Reserve Movements (cont)

The following transfers to and from Council’s reserves occurred during the reporting period (cont): (a)

Asset Revaluation Reserve

2013 Infrastructure  Roads and streets  Bridges, medians and local area traffic management  Drainage Property  Freehold land  Freehold buildings Other assets  Heritage and culture – including art collection  Parks and gardens Assets Held for Sale  Freehold land  Freehold buildings Total asset revaluation reserve

Banyule City Council Annual Report 2013-2014

Balance as at 30/6/12

Increment (Decrement)

Balance as at 30/6/13

127,780 2,072 56,840 186,692

530,052 69,514 599,566

(1,812) (1,673) (3,485)

528,240 67,841 596,081

283 471 754

787,012

174 1,673 1,847 (1,638)

174 1,673 1,847 785,374

$‘000

Page 215

$‘000

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

37.

RESERVES (cont)

(ii)

Reserve Movements (cont)

The following transfers to and from Council’s reserves occurred during the reporting period (cont): (b)

Asset Replacement Reserves

2014 General Greensborough Project - RALC Plant and Equipment Strategic Properties Public Open Space Off-Street Car Parking Asset Renewal Car Parking Meters Asset replacement reserves

Balance as at 30/06/13 $‘000 1,196 155 6,216 3,791 1,478 252 124 14 13,226

Transfers Between $‘000 336 (336) -

Transfers To $‘000 1,434 4,824 27,680 1,310 133 35,381

Transfers From $‘000 (89) (155) (4,890) (27,578) (746) (36) (33,494)

Balance as at 30/06/14 $‘000 2,541 6,150 4,229 1,706 252 124 111 15,113

2013 General Greensborough Project - RALC Plant and Equipment Strategic Properties Public Open Space Off-Street Car Parking Asset Renewal Car Parking Meters Asset replacement reserves

Balance as at 30/06/12 $‘000 2,297 5,567 6,853 4,738 2,035 252 21,742

Transfers Between $‘000 2,679 (2,679) 335 (335) -

Transfers To $‘000 7,252 4,789 913 1,651 124 17 14,746

Transfers From $‘000 (11,032) (5,412) (2,747) (2,195) (1,873) (3) (23,262)

Balance as at 30/06/13 $‘000 1,196 155 6,216 3,791 1,478 252 124 14 13,226

The above tables generally indicate usage of funds for budgeted capital works and recovery of capital from previous expenditures and investment projects in the ordinary course of business. These amounts are determined in accordance with the approved budget and subsequent Council reports. The General Reserve is maintained to have money set aside for future projects. The Greensborough Project – RALC Reserve was used to assist in the funding of the RALC (WaterMarc Project). The Plant and Equipment Reserve is used to fund the purchase of vehicles (all types) and some items of plant and equipment. The Strategic Properties Reserve is maintained to fund the purchasing, development and selling of properties with a view to add income to Council. The Public Open Space Reserve is a statutory reserve where developers contribute income to the reserve by law. The funds are spent on ‘public open spaces’, for example playgrounds. The Off-Street Car Parking Reserve is no longer operational due to a change in legislation. Developers did contribute income to the reserve. Funds were used to provide additional car parking spaces in the area where the funds were generated from. The Asset Renewal Reserve is used to fund the renewal of assets in the future. The Car Parking Meters Reserve receives all the income collected from parking meters. The Reserve will be used to purchase new parking meters and fund the maintenance of existing parking meters.

Banyule City Council Annual Report 2013-2014

Page 216

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note 38.

30/6/13 $â&#x20AC;&#x2DC;000

RECONCILIATION OF CASH FLOWS FROM OPERATING ACTIVITIES TO SURPLUS/(DEFICIT) Surplus for the year (Profit)/loss on disposal of infrastructure, property, plant and equipment Depreciation and amortization Finance costs - interest Capitalised interest in assets held for sale Non-current investments Work in progress transferred to expenses Non-cash contribution of land

11 17 19 13

Change in assets and liabilities, excluding investing activities:(Increase)/decrease in receivables (Increase)/decrease in inventories Decrease in prepayments (Decrease) in payables Increase in employee provisions Net cash provided by operating activities 39.

30/6/14 $â&#x20AC;&#x2DC;000

1,971

4,466

1,306 15,911 3,519 (28) (274) (37)

(298) 14,864 2,609 (20) (6) 106 -

(1,571) (10) 80 (979) 476 20,364

644 14 349 (10,690) 635 12,673

RECONCILIATION OF CASH For purposes of the Cash Flow Statement, cash and cash equivalents include cash on hand, deposits at call and other highly liquid investments with original maturities of three months or less, net of outstanding bank overdrafts. Cash at the end of the period as shown in the Cash Flow Statement is reconciled to the related items in the Balance Sheet. Cash and cash equivalents

40.

56,835

44,016

Overdraft facilities

700

Unused facilities Used facilities Total overdraft facilities

700 700

FINANCING ARRANGEMENTS

Banyule City Council Annual Report 2013-2014

Page 217

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note 41.

30/6/14 $â&#x20AC;&#x2DC;000

30/6/13 $â&#x20AC;&#x2DC;000

RESTRICTED ASSETS Council has cash and cash equivalents (Note 24) that are subject to restrictions. As at the reporting date, Council had legislative restrictions in relation to Reserve Funds (Public Open Space and Off-Street Parking) and other externally imposed restrictions for unexpended grants and contributions, trust funds and deposits. Long Service Leave Public Open Space Reserve Off-Street Parking Reserve Trust funds Deposits held Unexpended grants Unexpended contributions Total restricted assets

Banyule City Council Annual Report 2013-2014

34 37ii(b) 37ii(b) 36 36 5 5, 24

8,586 1,706 252 671 694 3,070 11 14,990

8,321 1,478 252 880 721 5,668 12 17,332

Page 218

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

42.

SUPERANNUATION

Banyule City Council makes the majority of its employer superannuation contributions in respect to its employees to the Local Authorities Superannuation Fund – Vision Super (the Fund). This Fund has two categories of membership, accumulation and defined benefit, each of which is funded differently. The defined benefit section provides lump sum benefits based on years of service and final average salary. The defined contribution section receives fixed contributions from Banyule City Council and Council’s legal or constructive obligation is limited to these contributions. Obligations for contributions to the Fund are recognised as an expense in the Comprehensive Income Statements when they are made or due. Accumulation Fund The Fund’s accumulation category, Vision MySuper/Vision Super Saver, receives both employer and optional employee contributions on a progressive basis. Employer contributions are normally based on a fixed percentage of employee earnings (for the year ended 30 June 2014, this was 9.25% required under Superannuation Guarantee legislation). Our commitment to defined contribution plans is limited to making contributions in accordance with our minimum statutory requirements. No further liability accrues to Council as the superannuation benefits accruing to employees are represented by their share of the net assets of the Fund. Effective from 1 July 2014, the Superannuation Guarantee contribution rate is legislated to increase to 9.50%. Defined Benefit Plan The Defined Benefit Scheme was closed to new members on 31 December 1993. As provided under Paragraph 34 of AASB 119, Banyule City Council does not use defined benefit accounting for its defined benefit obligations under the Fund’s Defined Benefit category. This is because the Fund’s Defined Benefit category is a multi-employer sponsored plan. As a multi-employer sponsored plan, the Fund was established as a mutual scheme to allow for the mobility of the workforce between the participating employers without attaching a specific liability to particular employees and their current employer. Therefore, there is no proportional split of the defined benefit liabilities, assets or costs between the participating employers as the defined benefit obligation is a floating obligation between the participating employers and the only time that the aggregate obligation is allocated to specific employers is when a call is made. As a result, the level of participation of Banyule City Council in the Fund cannot be measured as a percentage compared with other participating employers. While there is an agreed methodology to allocate any shortfalls identified by the Fund Actuary for funding purposes, there is no agreed methodology to allocate benefit liabilities, assets and costs between the participating employers for accounting purposes. Therefore, the Actuary is unable to allocate benefit liabilities, assets and costs between employers for the purposes of AASB 119. Funding arrangements Council makes employer contributions to the defined benefit category of the Fund at rates determined by the Trustee, on the advice of the Fund’s Actuary. The Fund’s employer funding arrangements comprise of three components which are detailed below: 1. 2. 3.

Regular contributions – which are ongoing contributions needed to fund the balance of benefits for current members and pensioners; Funding calls – which are contributions in respect of each participating employer’s share of any funding shortfalls that arise; and Retrenchment increments – which are additional contributions to cover the increase in liability arising from retrenchments.

Council is also required to make additional contributions to cover the contribution tax payable on the contributions referred to above. Employees are also required to make member contributions to the Fund. As such, assets accumulate in the Fund to meet member benefits, as defined in the Trust Deed, as they accrue.

Banyule City Council Annual Report 2013-2014

Page 219

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

42.

SUPERANNUATION (cont)

Defined Benefit Plan (cont) Employer Contributions Regular Contributions On the basis of the results of the most recent full actuarial investigation conducted by the Fund’s Actuary as at 31 December 2011, Council makes employer contributions to the Fund’s Defined Benefit category at rates determined by the Fund’s Trustee. For the year ended 30 June 2014, this rate was 9.25% of members’ salaries. This rate increased to 9.5% on 1 July 2014 and is expected to increase in line with the required Superannuation Guarantee contribution rate. In addition, Council reimburses the Fund to cover the excess of the benefits paid as a consequence of retrenchment above the funded resignation or retirement benefit (the funded resignation or retirement benefit is calculated as the VBI multiplied by the benefit). Funding Calls The Fund is required to comply with the superannuation prudential standards. Under the superannuation prudential standard SPS 160, the Fund is required to target full funding of its vested benefits. There may be circumstances where:  

a fund is in an unsatisfactory financial position at an actuarial investigation (ie its vested benefit index (VBI) is less than 100% at the date of the actuarial investigation); or a fund’s VBI is below its shortfall limit at any time other than at the date of the actuarial investigations.

If either of the above occur, the fund has a shortfall for the purposes of SPS 160 and the Fund is required to put a plan in place so that the shortfall is fully funded within three years of the shortfall occurring. There may be circumstances where the Australian Prudential Regulation Authority (APRA) may approve a period longer than three years. The Fund monitors its VBI on a quarterly basis and the Fund has set its shortfall limit at 97%. It should be noted that information received by Council, indicates that the latest advice on the VBI % shows that the Fund is fully funded. In the event that the Fund Actuary determines that there is a shortfall based on the above requirement, the Fund’s participating employers (including Banyule City Council) are required to make an employer contribution to cover the shortfall. The methodology used to allocate the shortfall was agreed in 1997 to fairly and reasonably apportion the shortfall between the participating employers. Using the agreed methodology, the shortfall amount is apportioned between the participating employers based on the pre–1 July 1993 and post–30 June 1993 service liabilities of the Fund’s defined benefit category, together with the employer’s payroll at 30 June 1993 and at the date the shortfall has been calculated. The pre-1 July 1993 and post-30 June 1993 service liabilities of the Fund are based on:   

The service periods of all active members split between the active members pre-1 July 1993 and post30 June 1993 service period, The service periods of all deferred members split between the deferred members pre-1 July 1993 and post-30 June 1993 service period; and The pensioner (including fixed term pension) liabilities which are allocated to the pre-1993 period.

Banyule City Council Annual Report 2013-2014

Page 220

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

42.

SUPERANNUATION (cont)

Defined Benefit Plan (cont) Employer Contributions (cont) Funding Calls (cont) The pre-1 July 1993 component of the shortfall is apportioned between the participating employers based on the employer’s share of the total participating employer payroll at 30 June 1993. The post-30 June 1993 component of the shortfall is apportioned between the participating employers based on the employer’s share of the total participating employer payroll at the date the shortfall has been calculated. Due to the nature of the contractual obligations between the participating employers and the Fund and that the Fund includes lifetime pensioners and their reversionary beneficiaries, it is unlikely that the Fund will be wound up. In the unlikely event that the Fund is wound up and there is a surplus in the Fund, the surplus cannot be applied for the benefit of the defined benefit employers where there are on-going defined benefit obligations. The surplus would be transferred to the fund accepting those defined benefit obligations (including the lifetime pension obligations) of the Fund. In the event that a participating employer is wound up, the defined benefit obligations of that employer will be transferred to that employer’s successor. Differences between calculations The Fund surplus or deficit (ie the difference between the fund assets and liabilities) is calculated differently for funding purposes (ie calculating required contributions) for the calculation of accrued benefits as required in AAS 25 and for the values needed for the AASB 119 disclosure in Banyule City Council’s Financial Statements. AAS 25 requires that the present value of the defined benefit liability be calculated based on benefits that have accrued in respect of membership of the plan up to the measurement date, with no allowance for future benefits that may accrue. Retrenchment Increments During 2013-2014, Council was not required to make payments to the Fund in respect of retrenchment increments ($NIL in 2012-2013). Council’s liability to the Fund as at 30 June 2014, for retrenchment increments, accrued interest and tax is $NIL ($NIL in 2012-2013). Shortfall Amounts The Local Authorities Superannuation Fund’s latest actuarial investigation as at 31 December 2011 identified an unfunded liability of $406 million (excluding contributions tax) in the defined benefit category of which Banyule City Council is a contributing employer. Council was made aware of the expected shortfall during the 2011-2012 year and was informed of its share of the shortfall on 2 August 2012. Council has not been advised of any further adjustments. Council’s share of the shortfall amounted to $9.117 million (excluding contributions tax) which was accounted for in the 2011-2012 Comprehensive Income Statement within Employee Costs and in the Balance Sheet in Current and Non-current Liabilities Provisions. For the 2012-2013 year, Council received an early payment discount of $343,787 which was accounted for in the 2012-2013 Comprehensive Income Statement within Employee Costs, see Note 14.

Banyule City Council Annual Report 2013-2014

Page 221

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

42.

SUPERANNUATION (cont)

Accrued Benefits The Fund’s liability for accrued benefits was determined in the 31 December 2011 actuarial investigation pursuant to the requirements of Australian Accounting Standard Board AAS25 as follows: 31/12/11 $‘000 4,315,324 4,642,133 (326,809)

Net Market Value of Assets Accrued Benefits (as per accounting standards) Difference between Assets and Accrued Benefits Vested Benefits (Minimum sum which must be paid to members when they leave the Fund)

4,838,503

The financial assumptions used to calculate the Accrued Benefits for the defined benefit category of the Fund were: Net Investment Return Salary Inflation Price Inflation

7.50% pa 4.25% pa 2.75% pa

The next full actuarial investigation of the Fund’s liability for accrued benefits will be based on the Fund’s position as at 30 June 2014. The anticipated completion date of this actuarial investigation is 19 December 2014. Superannuation Contributions Contributions by Banyule City Council to the above superannuation plans for the financial year ended 30 June 2014 are as follows: Scheme Vision Super Vision Super Employee’s Personal

Rate

30/06/14 $‘000

30/06/13 $‘000

9.25% 9.25% N/A

565 3,491 21

289 3,171 12

24 129 2 155

25 105 130

Type of Scheme Defined benefits Accumulation Accumulation

Council’s employer contributions outstanding at reporting date was: -

Defined Benefits Fund Accumulation Funds (Vision) Accumulation Funds (Personal)

Banyule City Council Annual Report 2013-2014

Page 222

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note

30/6/14 $‘000

30/6/13 $‘000

43.

CONTRACTUAL COMMITMENTS

(i)

Capital expenditure Contractual commitments at balance date were for: Greensborough Project Ivanhoe Aquatic Centre Redevelopment Simms Road Pavilion Consultancy Electronic Document and Records Management System Pre-school capital works Greensborough office accommodation Website redevelopment Rosanna Bowling Club lift Stormwater projects – analysis and construction Other Total contractual capital commitments

218 4,635 546 769 666 93 27 6,954

757 118 469 11 1,652 26 3,033

(ii)

Capital expenditure commitments Not later than one year Later than one year, but not later than five years Total contractual capital commitments

6,668 286 6,954

3,033 3,033

(iii)

Operating expenditure Contractual commitments at balance date were for: Cleaning services Internal audit fee Tree maintenance Insurance claims service Leisure facilities – management and operations Mail distribution Other Total contractual operating commitments

164 322 668 1,357 158 2,669

516 40 1,449 144 2,539 5 4,693

Operating expenditure commitments Not later than one year Later than one year, but not later than five years Later than five years Total contractual operating commitments

2,104 565 2,669

2,907 1,771 15 4,693

(iv)

Banyule City Council Annual Report 2013-2014

Page 223

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note

30/6/14 $‘000

30/6/13 $‘000

44.

OPERATING LEASES

(i)

Operating Lease Commitments At the reporting date, Council had the following obligations under operating leases for the lease of equipment, land and/or buildings, for use within Council’s activities (these obligations are not recognised as liabilities): Not later than one-year Later than one-year and not later than five-years Total operating lease commitments

(ii)

374 220 594

411 553 964

Operating Lease Receivables At the reporting date, Council has entered into property leases on some of its properties. These properties held under operating leases have remaining lease terms of between 1 and 15-years. Some leases include a CPI based revision of the rental charge annually. Future minimum rental income is as follows: Not later than one year Later than one year and not later than five years Later than five years Total operating lease receivables

1,930 2,382 656 4,968

1,582 3,215 785 5,582

The income for the period is shown in the Comprehensive Income Statement, under revenue as rental income.

Banyule City Council Annual Report 2013-2014

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BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

45.

CONTINGENT LIABILITIES

(i)

Guarantees The Banyule City Council has undertaken to act as bank guarantor for: - various local organisations’ outstanding loans - our own corporate business card facilities Total guarantees

Note

30/6/14 $‘000

30/6/13 $‘000

(a) (b)

91 155 246

101 158 259

(a)

Council is currently acting as guarantor for loans taken out by four Sporting Clubs to be used for significant capital improvements to the Council’s sporting facilities that are on Council land. At balance date, the total outstanding balance on these loans is $91,112 ($100,597 in 2013). At balance date we have received assurances from the Clubs that they are continuing to meet repayments in accordance with the requirements of their individual loan agreements.

(b)

Business card facility limit $200,000 ($200,000 in 2013).

(ii)

Contingent Liabilities arising from Public/Products Liabilities As a local authority with ownership of numerous parks, reserves, roads and other land holdings, the Council is regularly met with claims and demands allegedly arising from incidents which occur on land belonging to Council. There are a number of outstanding claims against Council in this regard. Council carries $400 million of public/products liability insurance however the maximum liability of Council in any single claim is the extent of its excess. The primary insurer is MAV Insurance – Liability Mutual Insurance. There are no claims of which Council is aware which would fall outside the terms of Council’s policy.

(iii)

Contingent Liability arising from Professional Indemnity As a local authority with statutory regulatory responsibilities, including the responsibility of issuing permits and approvals, Council is met with claims and demands for damages allegedly arising from actions of Council or its Officers. Council carries $300 million of professional indemnity insurance however the maximum liability of Council in any single claim is the extent of its excess. The primary insurer is MAV Insurance – Liability Mutual Insurance. There are no instances or claims of which Council is aware which would fall outside the terms of Council’s policy.

Banyule City Council Annual Report 2013-2014

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BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014 Note

30/6/14 $‘000

30/6/14 %

30/6/13 $‘000

30/6/13 %

30/6/12 $‘000

30/6/12 %

46. FINANCIAL RATIOS (a) Revenue Ratio Purpose: To identify Council’s dependence on non-rate income: Rate Revenue 79,224 69,900 65,550 = 66.3% = 60.0% = 57.4% Total Revenue 119,494 116,476 114,258 The level of Council’s reliance on rate revenue is determined by assessing rate revenue as a proportion of the total revenue of Council. (b) Debt Exposure Ratio Purpose: To identify Council’s exposure to debt: Total Indebtedness Total Realisable Assets

73,708 972,800

= 7.6%

45,076 908,764

= 5.0%

67,650 927,862

= 7.3%

Any liability represented by a restricted asset (Note 41) is excluded from total indebtedness. For the purpose of the calculation of financial ratios, realisable assets are those assets which can be sold and which are not subject to any restriction on realisation or use. The following assets are excluded from total assets when calculating Council’s realisable assets:  Restricted assets;  Total infrastructure assets;  Council’s investment in associates;  Land and buildings on Crown land (if any);  Intangible assets. This ratio enables assessment of Council’s solvency and exposure to debt. Total indebtedness refers to the total liabilities of Council. Total liabilities are compared to total realisable assets which are all Council assets not subject to any restriction and are able to be realised. The ratio expresses the percentage of total liabilities for each dollar of realisable assets. (c) Working Capital Ratio Purpose: To assess Council’s ability to meet current commitments: Current Assets 101,897 65,567 = 409% = 280% Current Liabilities 24,898 23,404 The ratio expresses the level of current assets the Council has available to meet its current liabilities. (d) Adjusted Working Capital Ratio Purpose: To assess Council’s ability to meet current commitments: Current Assets 101,897 65,567 = 612% = 425% Adjusted Current Liabilities 16,638 15,411 The ratio expresses the level of current assets the Council has available to meet its current liabilities.

71,601 26,435

= 271%

71,601 18,977

= 377%

Current liabilities have been reduced to reflect the long service leave that is shown as a current liability because Council does not have an unconditional right to defer settlement of the liability for at least twelve months after the reporting date, but is not likely to fall due within 12 months after the end of the period.

Banyule City Council Annual Report 2013-2014

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BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014 Note

30/6/14 $‘000

30/6/14 %

30/6/13 $‘000

30/6/13 %

30/6/12 $‘000

30/6/12 %

46. FINANCIAL RATIOS (cont) (e) Debt Servicing Ratio Purpose: To identify the capacity of Council to service its outstanding debt: Debt Servicing Costs 3,519 2,609 2,690 = 2.94% = 2.24% Total Revenue 119,494 116,476 114,258 Debt servicing costs refer to the payment of interest on loan borrowings and bank overdraft (if any).

= 2.35%

The ratio expresses the amount of interest paid as a percentage of Council’s total revenue. (f) Debt Commitment Ratio Purpose: To identify Council’s debt redemption strategy: Debt Servicing & Redemption Costs 4,976 3,595 = 6.28% = 5.14% Rate Revenue 79,224 69,900 The strategy involves the payment of loan principal and interest and bank overdraft interest (if any). The ratio expresses the percentage of rate revenue utilised to pay interest and redeem debt principal.

Banyule City Council Annual Report 2013-2014

Page 227

3,595 65,550

= 5.48%

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

47.

FINANCIAL INSTRUMENTS

(i)

Accounting Policy, Terms and Conditions

Recognised Financial Instruments

Note

Accounting Policy

Terms and Conditions

Cash on hand and at bank, money market call account and term deposits of 3 months or less, are valued at face value.

On call deposits returned an average floating interest rate of 2.44% throughout the year (3.02% in 2012-2013). The interest rate at balance date was 2.40% (2.65% at 30/06/13).

Interest is recognised as it accrues.

Term Deposits of 3 months or less returned a fixed interest rate of between 3.20% and 4.45% net of fees (3.60% and 5.65% in 20122013) throughout the year.

Financial Assets Cash and cash equivalents

Trade and other receivables - Sundry Debtors

Receivables are carried at amortised costs due less any provision for doubtful debts. A provision for doubtful debts is recognised when there is objective evidence that an impairment loss has occurred. Collectability of overdue accounts is assessed on an ongoing basis.

General debtors are unsecured and are usually interest free. Credit terms are usually up to 60 days.

Investments - Unlisted shares

Valued at cost. Dividends recognised when they are received.

Council has a shareholding in MAPS Group Ltd trading as Procurement Australia, Regional Kitchen Pty Ltd and RFK Pty Ltd (trading as Community Chef).

Financial assets - Term Deposits more than 3 months

Term Deposits more than 3 months are valued at face value.

Term Deposits more than 3 months returned a fixed interest rate of between 3.50% and 4.24% net of fees (4.05% and 5.30% in 2012-2013) throughout the year.

Banyule City Council Annual Report 2013-2014

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BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

47.

FINANCIAL INSTRUMENTS (cont)

(i)

Accounting Policy, Terms and Conditions (cont)

Recognised Financial Instruments

Note

Accounting Policy

Terms and Conditions

Financial Liabilities Trade and other payables

Liabilities are recognised for amounts to be paid in the future for goods received and services provided to Council as at balance date whether or not invoices have been received.

General creditors are unsecured, not subject to interest charges and are normally settled within 30 days of the end of the month in which the invoice is received.

Interest bearing loans and borrowings

Loans are carried at their principal amounts, which represent the present value of future cash flows associated with servicing the debt. Interest is accrued over the period it becomes due and recognised as part of payables.

Interest bearing loans and borrowings are secured by way of mortgages over the general rates.

Trust funds and deposits are recognised when the deposit and trust amounts are received.

Deposits are unsecured, not subject to interest charges and are normally settled within 30 days of the refund request.

Trust funds and deposits

The weighted average interest rate on borrowings is 6.54% fixed for the period of each loan. (8.09% 2012-2013).

Trust funds are unsecured and not subject to interest charges. Trust funds are settled when the purpose for holding them has been fulfilled.

Banyule City Council Annual Report 2013-2014

Page 229

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

47.

FINANCIAL INSTRUMENTS (cont)

(ii)

Interest Rate Risk

Council’s exposure to interest rate risk and the effective interest rates of financial assets and financial liabilities, both recognised and unrecognised, at balance date are as follows: Fixed Interest Maturing In

Note

Floating Interest Rate $‘000

1-Year or Less $‘000

Over 1 to 5 Years $‘000

More than 5-Years $‘000

Non Interest Bearing $‘000

Total $‘000

Weighted Average Interest Rate %

24 25

5,507 -

51,319 2,083

9 -

56,835 2,083

3.31 3.70

26 30

5,507

5 53,407

38 38

447 447

4,723 239 4,971

5,213 239 64,370

0.56

9,357

35 36

2,267 2,267

15,241 15,241

42,771 42,771

1,365 10,722

60,279 1,365 71,001

Net financial assets/(liabilities)

5,507

51,140

(15,203) (42,324)

(5,751)

(6,631)

24 25

8,175 -

35,831 6,408

10 -

44,016 6,408

3.87 4.23

26 30

8,175

1 42,240

60 60

489 489

3,555 209 3,774

4,105 209 54,738

0.77

9,480

35 36

1,053 1,053

5,213 5,213

25,470 25,470

1,601 11,081

31,736 1,601 42,817

Net financial assets/(liabilities)

8,175

41,187

(5,153)

(24,981)

(7,307)

11,921

As at 30 June 2014 Financial Assets Cash and cash equivalents Financial assets Trade and other receivables - Sundry Debtors Investments - Unlisted shares Total financial assets Financial Liabilities Trade and other payables Interest bearing loans and borrowings Trust funds and deposits Total financial liabilities

6.54

As at 30 June 2013 Financial Assets Cash and cash equivalents Financial assets Trade and other receivables - Sundry Debtors Investments - Unlisted shares Total financial assets Financial Liabilities Trade and other payables Interest bearing loans and borrowings Trust funds and deposits Total financial liabilities

Banyule City Council Annual Report 2013-2014

Page 230

8.09

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

47.

FINANCIAL INSTRUMENTS (cont)

(iii)

Net Fair Value

The aggregate net fair values of financial assets and financial liabilities, both recognised and unrecognised, at balance date are as follows: Note

Total Carrying Amount as per Balance Sheet $‘000

Aggregate Net Fair Value $‘000

As at 30 June 2014 Financial assets Cash and cash equivalents Financial assets Trade and other receivable - sundry debtors Investments - Unlisted shares Total financial assets

24 25 26 30

56,835 2,083 5,213 239 64,370

33 35 36

9,357 60,279 1,365 71,001

(6,631)

24 25 26 30

44,016 6,408 4,105 209 54,738

33 35 36

9,480 31,736 1,601 42,817

11,921

Financial liabilities Trade and other payables Interest bearing loans and borrowings Trust funds and deposits Total financial liabilities Net financial position – liabilities As at 30 June 2013 Financial assets Cash and cash equivalents Financial assets Trade and other receivables - sundry debtors Investments - Unlisted shares Total financial assets Financial liabilities Trade and other payables Interest bearing loans and borrowings Trust funds and deposits Total financial liabilities Net financial position – assets

Banyule City Council Annual Report 2013-2014

Page 231

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

47.

FINANCIAL INSTRUMENTS (cont)

(iii)

Net Fair Value (cont) The following methods and assumptions are used to determine the net fair value of financial assets and financial liabilities: Payables, Cash Investments and Other Receivables The carrying amount approximated fair value because of the short term to maturity. Unlisted Shares The carrying amount approximated fair value. Loan Guarantees The net fair value is estimated at zero because of the low exposure to Council and the assets, built on Council land under the guaranteed bank loans, are valued in excess of the guarantees.

(iv)

Credit Risk The maximum exposure to credit risk at balance date in relation to each class of recognised financial assets is represented by the carrying amount of those assets as indicated in the Balance Sheet.

(v)

Risks and Mitigation The risks associated with our main financial instruments and our policies for minimising these risks are detailed below. Market risk Market risk is the risk that the fair value or future cash flows of our financial instruments will fluctuate because of changes in market prices. The Councilâ&#x20AC;&#x2122;s exposures to market risk are primarily through interest rate risk with only insignificant exposure to other price risks and no exposure to foreign currency risk. Components of market risk to which Council is exposed are discussed below. Interest rate risk Interest rate risk refers to the risk that the value of a financial instrument or cash flows associated with the instrument will fluctuate due to changes in market interest rates. Interest rate risk arises from interest bearing financial assets and liabilities that Council uses. Non derivative interest bearing assets are predominantly short term liquid assets. Our interest rate liability risk arises primarily from long term loans and borrowings at fixed rates which expose us to fair value interest rate risk. Our loan borrowings are sourced from major Australian banks by a tender process. Financial leases are sourced from major Australian financial institutions (if any). Overdrafts are arranged with major Australian banks. Council manages interest rate risk on our net debt portfolio by: -

ensuring access to diverse sources of funding reducing risks of refinancing by managing in accordance with target maturity profiles setting prudential limits on interest repayments as a percentage of rate revenue.

Council manages the interest rate exposure on our net debt portfolio by appropriate budgeting strategies.

Banyule City Council Annual Report 2013-2014

Page 232

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

47.

FINANCIAL INSTRUMENTS (cont)

(v)

Risks and Mitigation (cont) Investment of surplus funds is made with approved financial institutions under the Local Government Act 1989. Council manages interest rate risk by adopting an investment policy that ensures:      

conformity with State and Federal regulations and standards capital protection appropriate liquidity diversification by credit rating, financial institution and investment product monitoring of return on investment benchmarking of returns and comparison with budget.

Maturity will be staggered to provide for interest rate variations and to minimise interest rate risk. Credit risk Credit risk is the risk that a contracting entity will not complete its obligations under a financial instrument and cause us to make a financial loss. Council has exposure to credit risk on all financial assets included in our Balance Sheet. To help manage this risk Council:  has a policy for establishing credit limits for the entities we deal with  may require collateral where appropriate  will only invest surplus funds with financial institutions which have a recognised credit rating specified in our investment policy. Trade and other receivables consist of a large number of customers, spread across the consumer, business and government sectors. Credit risk associated with the Council’s financial assets is minimal because the main debtor is the Victorian Government. Apart from the Victorian Government we do not have any significant credit risk exposure to a single customer or groups of customers. Ongoing credit evaluation is performed on the financial condition of our customers and, where appropriate, an allowance for doubtful debts is raised. Council may also be subject to credit risk for transactions which are not included in the Balance Sheet, such as when a guarantee is provided for another party. Details of Council’s contingent liabilities are disclosed in Note 45. Note

30/6/14 $‘000

30/6/13 $‘000

(1) 23

(34) 5

(3) 72

(4) 53

Movement in Provision for Doubtful Debts Balance at beginning of the year Amounts provided for but recovered during the year New provisions recognised during the year Amounts already provided for and written off as uncollectable Balance at end of the year

Banyule City Council Annual Report 2013-2014

Page 233

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

Note 47.

FINANCIAL INSTRUMENTS (cont)

(v)

Risks and Mitigation (cont)

30/6/14 $‘000

30/6/13 $‘000

Ageing of Trade and Other Receivables At balance date other debtors representing financial assets were past due, but not impaired. These amounts relate to a number of independent customers for whom there is no recent history of default. The ageing of Council’s Trade and Other Receivables at reporting date was: Current – not yet overdue Past due – by up to 30 days Past due – between 31 and 60 days Past due – between 61 and 90 days Past due – more than 91 days Total trade and other receivables

4,665 284 60 26 250 5,285

3,722 251 28 20 137 4,158

Note: Provision for doubtful debts, rates debtors, special rates and charges debtors and by-laws debtors, which include parking and animal infringements, among others, are not considered financial instruments as they fall outside of the scope of AASB7. At balance date, other debtors representing financial assets with a nominal value of $72,000 (2013 $53,000) were impaired. The amount of the provision raised against these debtors was $72,000 (2013 $53,000). The individually impaired debtors relate to general and sundry debtor and have been impaired as a result of their doubtful collection. Many of the long outstanding past due amounts have been lodged with Council’s debt collectors or are on payment arrangements. Liquidity risk Liquidity risk includes the risk that, as a result of our operational liquidity requirement, Council:  will not have sufficient funds to settle a transaction on the date  will be forced to sell financial assets at a value which is less than what they are worth  may be unable to settle or recover a financial asset at all. To help reduce these risks Council:  has a liquidity policy which targets a minimum and average level of cash and cash equivalents to be maintained  has readily accessible standby facilities and other funding arrangements in place  has a liquidity portfolio structure that requires surplus funds to be invested within various bands of liquid instruments  monitors budget to actual performance on a regular basis  set limits on borrowings relating to the percentage of loans to rate revenue and percentage of loan principal repayments to rate revenue. The Council’s exposure to liquidity risk is deemed insignificant based on prior periods’ data and current assessment of risk.

Banyule City Council Annual Report 2013-2014

Page 234

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

47.

FINANCIAL INSTRUMENTS (cont)

(v)

Risks and Mitigation (cont) The table below lists the contractual maturities for Financial Liabilities. These amounts represent undiscounted gross payments including both principal and interest amounts. 6 mths or less $‘000

6-12 mths $‘000

1-2 yrs $‘000

2-5 yrs $‘000

>5 yrs $‘000

Contracted Cash Flow $‘000

Carrying Amount $‘000

9,357 566

365

105

298

9,357 1,365

2,954 12,877

3,186 3,551

6,372 6,403

22,843 22,948

65,065 65,363

100,420 111,142

60,279 71,001

9,480 635

372

505

9,480 1,601

1,797 11,912

1,798 2,170

3,595 3,616

10,785 10,853

45,988 46,493

63,963 75,044

31,736 42,817

2014 Trade and other payables Trust funds and deposits Interest bearing loans and borrowings Total financial liabilities 2013 Trade and other payables Trust funds and deposits Interest bearing loans and borrowings Total financial liabilities

Banyule City Council Annual Report 2013-2014

Page 235

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

47.

FINANCIAL INSTRUMENTS (cont)

(vi)

Sensitivity Disclosure Analysis Taking into account past performance, future expectations, economic forecasts and management’s knowledge and experience of the financial markets, the Council believes the following movements are ‘reasonably possible’ over the next 12 months (Base rates are sourced from Reserve Bank of Australia): - A parallel shift of +1.0% and -0.5% in market interest rates (AUD) from year end rates of 3.31%. The table below discloses the impact on net operating result and equity for each category of financial instruments held by the Council at year end, if the above movements were to occur.

2014 Carrying amount subject to interest $‘000 Financial assets Cash and cash equivalents Trade and other receivables

56,826 490

Interest rate risk - 0.5% + 1.0% -50 basis points +100 basis points Profit Equity Profit Equity $‘000 $‘000 $‘000 $‘000 (284) (2)

(284) (2)

568 5

2013 Carrying amount subject to interest $‘000 Financial assets Cash and cash equivalents Trade and other receivables

44,006 550

Interest rate risk - 1% + 1% -100 basis points +100 basis points Profit Equity Profit Equity $‘000 $‘000 $‘000 $‘000 (440) (6)

(440) (6)

440 6

Note: The interest bearing loans and borrowings have interest rates that are fixed for the term of the loan. (vii)

Fair Value Hierarchy Council has considered the fair value hierarchy of financial instruments carried at fair value by valuation method. Council is of the opinion that there are no financial assets held at fair value. The different fair value hierarchy levels have been defined as follows: Level 1: Level 2: Level 3:

Quoted prices (unadjusted) in active markets for identical assets or liabilities. Inputs other than quoted process included within level one that are observable for the asset or liability, either directly (ie prices) or indirectly (ie derived from prices). Inputs for the asset or liability that are not based on observable market data.

Banyule City Council Annual Report 2013-2014

Page 236

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

48.

RELATED PARTY TRANSACTIONS

(i)

Responsible Persons Names of persons holding the position of a Responsible Person at the Banyule City Council during the reporting period are: 2014 Councillors Rick Garotti Wayne Phillips Jenny Mulholland Mark Di Pasquale Steven Briffa Tom Melican Craig Langdon (Mayor from 11/11/13)

2013 Rick Garotti Wayne Phillips (Mayor from 29/10/12) Jenny Mulholland Mark Di Pasquale Steven Briffa Tom Melican Craig Langdon Peter McKenna (1/7/12 to 27/10/12) Jessica Paul (1/7/12 to 27/10/12)

Council elections were held on 27/10/2012. Councillor Wayne Phillips was Mayor from 29/10/2012 to 11/11/2013. Chief Executive Officer Simon McMillan (ii)

Simon McMillan

Remuneration of Responsible Persons The numbers of Responsible Officers whose total remuneration from Council and any related entities fall within the following bands:

Income range: $1 - $9,999 $10,000 - $19,999 $20,000 - $29,999 $40,000 - $49,999 $60,000 - $69,999 $70,000 - $79,999 $300,000 - $309,999 Total

Total Remuneration for the reporting period for Responsible Persons included above, amounted to:

30/06/14 No.

30/06/13 No.

5 1 1 1 8

2 2 4 1 1 10

$â&#x20AC;&#x2DC;000

568

502

(iii)

No retirement benefits have been incurred by the Council to a Responsible Person. (2013: $Nil)

(iv)

No loans have been made, guaranteed or secured by the Council to a Responsible Person of the Council during the reporting period. (2013: $Nil)

Banyule City Council Annual Report 2013-2014

Page 237

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

48.

RELATED PARTY TRANSACTIONS (cont)

(v)

Other Transactions Other related party transactions requiring disclosure have been considered and there are no matters to report for this reporting period or the prior reporting period. No transactions other than remuneration payments or the reimbursement of approved expenses were entered into by Council with Responsible Persons or Related Parties of such Responsible Persons during the reporting year. (2013 $Nil).

(vi)

Senior Officers’ Remuneration A Senior Officer other than a Responsible Person, is an Officer of Council who has management responsibilities and reports directly to the Chief Executive Officer or whose total annual remuneration exceeds $133,000 (2013 exceeds $130,000). The numbers of Senior Officers, other than the Responsible Persons, are shown below in their relevant income bands:

Income range: $130,000 - $139,999 $140,000 - $149,999 $150,000 - $159,999 $160,000 - $169,999 $170,000 - $179,999 $190,000 - $199,999 $200,000 - $219,999 $230,000 - $239,999 $240,000 - $249,999 $280,000 - $289,999 Total

Total Remuneration for the reporting period for Senior Officers included above, amounted to:

Banyule City Council Annual Report 2013-2014

30/06/14 No.

30/06/13 No.

1 2 12 1 1 2 1 20

1 3 6 2 2 2 1 1 18

$‘000

3,523

3,331

Page 238

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

49.

EVENTS OCCURING AFTER BALANCE DATE

No matter or circumstance, which is not otherwise disclosed in these Financial Statements, has arisen since the end of the financial period and the date of this report which has significantly affected or may significantly affect the operations of the Council, the results of those operations or the state of affairs of the Council in subsequent years. 50.

FIRE SERVICES PROPERTY LEVY

Effective from 1 July 2013, the Victorian State Government introduced a Fire Services Property Levy (FSPL) on property owners. The government appointed local councils as their agents to collect the levy. The accounting treatment for the FSPL is not reflected in this Financial Report, except for the amount of FSPL paid by property owners, within Banyuleâ&#x20AC;&#x2122;s municipality, to Council for the month of June 2014. The amount collected was $178,491 and is shown within the current liability Trade and Other Payables in the Balance Sheet. This $178,491 is due to be paid to the Victorian State Revenue Office by 28 October 2014.

Banyule City Council Annual Report 2013-2014

Page 239

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

51. (i)

FUNCTIONS Revenues, Expenses and Assets have been attributed to the following functions:

Expenses $‘000

Surplus/ (Deficit) for the year $‘000

Assets $‘000

2,452

(2,452)

9,534

17,271

31,794

(14,523)

444,858

1,852

81,821

83,673

30,571

53,102

94,321

City Development

206

8,529

8,735

13,234

(4,499)

239,554

Assets and City Services

633

6,155

6,788

34,334

(27,546)

575,477

1,047

1,980

3,027

5,138

(2,111)

11,475

108,019

119,494

117,523

1,971

1,354,210

Council and Core Corporate

2,448

(2,448)

Community Programs

7,505

10,281

17,786

32,671

(14,885)

430,018

Corporate Services

3,505

69,877

73,382

22,455

50,927

92,003

City Development

1,073

7,901

8,974

12,765

(3,791)

196,316

178

8,984

9,162

36,502

(27,340)

554,928

6,076

1,096

7,172

5,169

2,003

18,337

98,139

116,476

112,010

4,466

1,273,265

Grants $‘000

Revenues Other $‘000

Total $‘000

Council and Core Corporate

Community Programs

7,737

Corporate Services

Functions 2014

Capital Works TOTAL 30/6/14 2013

City Services Capital Works TOTAL 30/6/13

Banyule City Council Annual Report 2013-2014

Page 240

BANYULE CITY COUNCIL Financial Report 2014

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2014

51.

FUNCTIONS (cont)

(ii)

The activities of the Municipality are categorised into the following broad functions:

Council and Core Corporate Conduct and management of Council elections Corporate governance requirements

Management of Council meetings Induction and training of councillors

Corporate Services Accounts payable Best Value Plus certification program Business support and development Community and social planning Contract support Corporate development Corporate planning Customer communications Data administration Financial and management accounting

Finance management and planning Information Technology Investments Occupational and health and safety Payroll Procurement Rates administration Revenue Collection Victoria Grants Commission return Workforce development

Community Programs Aged and disability services Arts Community partnerships Family and childrenâ&#x20AC;&#x2122;s services Health services

Immunisation services Leisure and culture Library services Recreation Youth services

City Development Building control Cemetery management Development planning Environmental planning Economic development Engineering design, transport and drainage Fire prevention management Governance Land information systems

Local laws, parking enforcement and animal welfare Operation and management of Council offices Property management Records and archival management School crossing supervision Strategic planning Transport planning Valuations

Assets and City Services Asset protection Building maintenance and services Cleansing Drain cleaning Construction and project management Depot operating Emergency management Environmental and waste management Horticultural services

Infrastructure planning and asset management Nursery Park maintenance and bushland management Plant and fleet management Recycling and waste transfer station Road and infrastructure maintenance Tree care/arboriculture Waste education

Capital Works Major works throughout the Municipality of an asset nature

New initiatives

Banyule City Council Annual Report 2013-2014

Page 241

Banyule City Council Standard Statements

Banyule City Council Annual Report 2013-2014

Page 242

BANYULE CITY COUNCIL Financial Report 2014

Standard Statements

for the year ended 30 June 2014

Basis of Preparation of the Standard Statements

Banyule City Council is required to prepare and include audited Standard Statements within its Annual Report. Four Statements are required – a Standard Income Statement, Standard Balance Sheet, Standard Cash Flow Statement and a Standard Statement of Capital Works, together with explanatory notes. These Statements and supporting notes form a special purpose Financial Report prepared to meet the requirements of the Local Government Act 1989 and the Local Government (Finance and Reporting) Regulations 2004. The Standard Statements have been prepared on accounting bases consistent with those used for the General Purpose Financial Statements and the Budget relevant to the year under review. The results reported in these Statements are consistent with those reported in the General Purpose Financial Statements except for a more detailed disclosure of certain revenues and expenses. The Standard Statements are not a substitute for the General Purpose Financial Statements. They have not been prepared in accordance with all Australian Accounting Standards or other authoritative pronouncements. The Standard Statements compare Council’s financial plan, expressed through its budget, with actual performance. The Local Government Act 1989 requires explanation of any material variances. The Council has adopted a materiality threshold, for the variance, of:    

$1.5 million or 20% (if over $500,000) for the Standard Income Statement; $4 million or 20% (if over $2.5 million) for the Standard Balance Sheet; $2 million or 20% (if over $1 million) for the Standard Cash Flow Statement; $2 million or 20% (if over $1 million) for the Standard Statement of Capital Works.

Explanations have not been provided for variations below the materiality threshold unless the variance is considered to be material because of its nature. The budget figures included in the Statements are those adopted by Council on 23 June 2013. The budget was based on assumptions that were relevant at the time of adoption of the budget. Also, the budget was set and adopted by Council before the 2012/2013 financial year was finalised. Thus the comparison between actual results and budget may result in variances which relate to the previous financial year. The Council set guidelines and parameters for revenue and expense targets in this budget in order to meet Council’s City Plan and financial performance targets for both the short and long term. Detailed information on the actual financial results is contained in the General Purpose Financial Statements. The Standard Statements must be read with reference to both the budget and the Financial Statements to obtain an overall understanding of Council’s financial position and management.

Banyule City Council Annual Report 2013-2014

Page 243

BANYULE CITY COUNCIL Financial Report 2014

Standard Statements

for the year ended 30 June 2014

Standard Income Statement

The Standard Income Statement shows what has happened during the year in terms of income, expenses and other adjustments from all activities. The “Surplus/(Deficit)” or “bottom line” reflects the net contribution towards the financial position for the financial year. The Income Statement requires revenues to be separately disclosed where the item is of such a size, nature or incidence that its disclosure is relevant in explaining the performance of Council. 3.

Standard Balance Sheet

The Standard Balance Sheet shows a summary of all assets and liabilities at the end of the financial year. It shows the total of what Council owns as assets, less what it owes as liabilities. The bottom line of this statement is net assets, which is the net worth of Council under the financial framework, which has been built up over many years. Equity shows the revaluation of fixed assets, the value of reserves and the accumulated surpluses built up over many years. The information in the Standard Balance Sheet assists users in the assessment of the ability of assets to meet financial obligations. 4.

Standard Cash Flow Statement

The Standard Cash Flow Statement shows what has happened during the year in terms of cash. It explains what cash movements have resulted in the difference in the cash balance at the beginning and the end of the year. The net cash flows from operating activities, shows how much cash remains, after paying for providing services to the community, which may be invested in things such as capital works. The information in the Standard Cash Flow Statement assists users in the assessment of the ability to generate cash flows, meet financial commitments as they fall due, including the servicing of borrowings, funding changes in the scope or nature of activities and obtaining external finance. A reconciliation of the net operating result and net cash flows from operating activities has been added to highlight non-cash items of significance. 5.

Standard Statement of Capital Works

The Standard Statement of Capital Works sets out all the actual capital expenditure that has been spent or is expected to be spent, compared to budget, in relation to non-current assets during the financial year. These Capital Works are also categorised by the nature of the expenditure as being related to asset renewal, upgrade, expansion or creating new assets.

Banyule City Council Annual Report 2013-2014

Page 244

BANYULE CITY COUNCIL Financial Report 2014

Standard Income Statement for the year ended 30 June 2014

Note

INCOME General rates and charges Special rates and charges Interest on rates and special rates and charges Grants – operating – recurrent Grants – operating – non-recurrent Grants – capital – recurrent Grants – capital – non-recurrent Statutory fees and fines User fees and charges Interest income Rental income Contributions income Net gain on disposal of infrastructure, property, plant and equipment

Other income Increase in share of net assets of associates accounted for by the equity method Total income

EXPENSES Employee costs Materials, contracts and services Utility charges Depreciation and amortization Donations expenditure Finance costs Contributions expense Net loss on disposal of infrastructure, property, plant and equipment Other expenses Total expenses

3 4 5

6 7 8

Surplus for the year

OTHER COMPREHENSIVE INCOME Increment on asset revaluation 9 Total Comprehensive result

Banyule City Council Annual Report 2013-2014

Budget 30/6/14 $‘000

Actual 30/6/14 $‘000

Variance $‘000

Variance %

79,214 548

79,224 570

10 22

0.0 4.0

23 11,037 60 1,343 1,874 6,075 14,736 1,556 1,793 2,336

75 9,844 193 943 495 6,338 14,698 1,993 1,942 2,729

52 (1,193) 133 (400) (1,379) 263 (38) 437 149 393

226 10.8 221 29.8 73.6 4.3 0.3 28.1 8.3 16.8

954

(954)

121

176

45.5

121,670

274 119,494

274 (2,176)

* 1.8

54,049 35,858 3,447 15,481 970 4,097 -

51,503 32,756 4,446 15,911 669 3,477 5,652

2,546 3,102 (999) (430) 301 620 (5,652)

4.7 8.7 29.0 2.8 31.0 15.1 *

7,171 121,073

1,306 1,803 117,523

(1,306) 5,368 3,550

* 74.9 2.9

597

1,971

1,374

230.2

56,000 56,597

50,314 52,285

(5,686) (4,312)

10.2 7.6

Page 245

BANYULE CITY COUNCIL Financial Report 2014

Standard Income Statement for the year ended 30 June 2014

Variance Explanation Report Note

Item Grants – capital non-recurrent

Commentary  

Net gain on disposal of infrastructure, property, plant and equipment



Employee costs



   

Materials, contracts and services

  

Utility charges



 

$840K worth of grants for the Olympic Village Learning Hub were received late in 2013, but budgeted to be received in 2014. Another $500K was budgeted to be received in 2014 for the Olympic Village Learning Hub, but this was received in a previous financial year. A $315K gain was made on the disposal of two properties which were ‘held for sale’ while two other properties which were ‘held for sale’ did not sell during the year and remain ‘held for sale’. A number of fixed asset properties were sold during the year which resulted in a net loss on disposal of fixed assets of $1,621K, which reflects the loss made on the sale of properties in Greensborough. At the time of setting the budget, these properties were not expected to be sold. General Salaries across Council were $1,402K under budget due to a number of staff vacancies (including senior positions) during the year. This had a flow on effect which affected the value of Oncosts (Annual Leave, Long Service Leave and Superannuation) which were $617K under budget. Maternity Leave came in $90K below budget. The amount of Maternity Leave taken can fluctuate significantly from year to year. Total Council Workcover costs for the financial year were under budget. This is due to a number of factors including Council’s recent excellent low workplace injury history and actual remuneration being less than expected. Councillor allowances and costs were originally budgeted as employee costs. As Councillors are not considered employees, the associated $262K costs are accounted for in Other Expenses. Due to delays in the Energy Efficient Public Lighting project, the expenditure on this project was $2,334K under budget. These works have been carried forward to next year. The Plant Operating Costs for the year were $574K under budget which is reflected by the plant operating surplus which was returned to the Plant Reserve. Waste disposal costs were under budget for the year. Green waste disposal was down this year because of seasonal variations in collections. Due to dry conditions there were less vegetation growth and thus less plant material to be disposed. General waste disposal was also down due to a reduction in public tipping patronage, which was reflected in a decrease in the associated income. During the year it was discovered that Council had not been invoiced for gas, for WaterMarc, for a significant period of time. The outstanding amount was recognized during the year. Thus costs were $480K over budget. Due to both the introduction of the carbon tax and the delay in the Energy Efficient Public Lighting project, the electricity costs for Public Street/Path Lighting were $247K over budget. Water usage and charges for the year came in $282K over budget. This is due to a variety of reasons including increased charges from the provider and a concerted effort during the summer months to keep the parks and sporting grounds watered.

Banyule City Council Annual Report 2013-2014

Page 246

BANYULE CITY COUNCIL Financial Report 2014

Standard Income Statement for the year ended 30 June 2014

Variance Explanation Report (cont) Note

Item

Commentary

Contributions expense



Contributions expense is shown separately in the Income Statement. Previously it was included in Other Expenses. The budget for Contributions expense of $5,536K is included in the Other Expenses budget of $7,171K.

Net loss on disposal of infrastructure, property, plant and equipment



A $315K gain was made on the disposal of two properties which were ‘held for sale’ while two other properties which were ‘held for sale’ did not sell during the year and remain ‘held for sale’. A number of fixed asset properties were sold during the year which resulted in a net loss on disposal of fixed assets of $1,621K, which reflects the loss made on the sale of properties in Greensborough. At the time of setting the budget, these properties were not expected to be sold.

Other expenses



The actual amount of $1,803K plus the actual Contributions Expense amount of $5,653K totals $7,456K which is only $285K more than the budget of $7,171K. Refer to Note 6 above re Contributions Expense.

Increment on asset revaluation



The valuation of infrastructure assets is made by Consultants working in their field of expertise. The budget is set as the best estimate available at the time, whilst also acknowledging that there are many factors that impact on the valuations which are difficult to predict.



Banyule City Council Annual Report 2013-2014

Page 247

BANYULE CITY COUNCIL Financial Report 2014

Standard Balance Sheet as at 30 June 2014

Budget 30/6/14 $‘000

Actual 30/6/14 $‘000

Variance $‘000

Variance %

29,157 6,000 5,955 45 1,100 42,257

56,835 2,083 6,924 41 35,200 814 101,897

27,678 (3,917) 969 (4) 35,200 (286) 59,640

94.9 65.3 16.3 8.9 * 26.0 141.1

723 3,539

615 2,732

(108) (807)

14.9 22.8

1,312,448 1,613 1,318,323

1,247,902 1,064 1,252,813

(64,546) (549) (66,010)

4.9 34.0 5.0

1,360,580

1,354,210

(6,370)

0.5

13,444 12,596 2,541 1,083 29,664

9,357 12,343 2,267 931 24,898

4,087 253 274 152 4,766

30.4 2.0 10.8 14.0 16.1

NON-CURRENT LIABILITIES Provisions Interest bearing loans and borrowings Trust funds and deposits Total non-current liabilities

421 58,024 318 58,763

326 58,012 434 58,772

95 12 (116) (9)

22.6 0.0 36.5 0.0

Total liabilities

88,427

83,670

4,757

5.4

1,272,153

1,270,540

(1,613)

0.1

417,538 843,013 11,602

422,018 833,409 15,113

4,480 (9,604) 3,511

1.1 1.1 30.3

1,272,153

1,270,540

(1,613)

0.1

Note

CURRENT ASSETS Cash and cash equivalents Financial assets Trade and other receivables Inventories Non-current assets classified as held for sale Other assets Total current assets NON-CURRENT ASSETS Trade and other receivables Investments Infrastructure, property, plant and equipment Intangible Assets Total non-current assets

1 1 2

Total assets CURRENT LIABILITIES Trade and other payables Provisions Interest bearing loans and borrowings Trust funds and deposits Total current liabilities

Net assets EQUITY Accumulated surplus Asset Revaluation Reserve Reserves

Total equity

Banyule City Council Annual Report 2013-2014

Page 248

BANYULE CITY COUNCIL Financial Report 2014

Standard Balance Sheet as at 30 June 2014

Variance Explanation Report Note

Item Cash and cash equivalents and Financial assets

Commentary 

 

Non-current assets classified as held for sale

  

Infrastructure, property, plant and equipment

  

The majority of Council funds on 30 June 2014 were held in short term investments (maturity of 3 months or less) as opposed to long term investments (maturity of more than 3 months) which would be classified as financial assets. This resulted in $4.0M that was budgeted as financial assets to be shown as cash and cash equivalents. Council postponed and rescheduled the acquisition and disposal of some assets, which resulted in a net cash increase of $7.6M compared to the budget. The budget for cash and cash equivalents opening balance was prepared prior to the closure of the 2013 financial year. The difference between the actual and the budgeted opening balance accounted for the remainder of the variance. Two lots of land, on a recent small subdivision, are still on the market to be sold. Eight properties were transferred from Property non-current assets to Non-current Assets Classified as Held for Sale in current assets. They are on the market to be sold. Two properties were transferred back to non-current assets as Council decided to postpone the sale of these two properties. The revised construction phase on three major capital works projects made the amount capitalised significantly less than budgeted. The properties transferred to Non-current Assets Classified as Held for Sale, towards the end of the year, were not anticipated to be sold when the budget was prepared. The total asset revaluation increment was about $5M less than expected.

Trade and other payables (current)



The budget anticipated a large value of accruals and creditors at year end, however, this did not eventuate due to the timing of major construction works.

Asset revaluation reserve



Banyule City Council Annual Report 2013-2014

Page 249

BANYULE CITY COUNCIL Financial Report 2014

Standard Cash Flow Statement for the year ended 30 June 2014

Budget 30/6/14 $‘000

Actual 30/6/14 $‘000

Variance $‘000

79,762 11,958 2,356 1,579 25,061

79,608 10,036 1,485 2,033 24,022

(154) (1,922) (871) 454 (1,039)

0.2 16.1 37.0 28.8 4.1

(53,298) (35,583) (11,587)

(50,448) (33,801) (12,571)

2,850 1,782 (984)

5.3 5.0 8.5

20,248

20,364

116

0.6

(53,329) (220) (5,698)

(34,036) (912) (5,101)

19,293 (692) 597

36.2 314 10.5

3 4

15,089 7 (44,151)

3,421 4,295 (236) (32,569)

(11,668) 4,295 (243) 11,582

77.3 * 3.471 26.2

(4,097) (1,241) 30,070 24,732

(3,519) (1,457) 30,000 25,024

578 (216) (70) 292

14.1 17.4 0.2 1.2

829

12,819

28,328

44,016

29,157

56,835

Note

Cash Flows from Operating Activities Receipts Rates and charges Grants – operating Grants – capital Interest received Other receipts Payments Employee costs Materials, contracts and services Other payments Net cash provided by operating activities Cash Flows from Investing Activities Payments for property, plant and equipment Payments for intangible assets Payments for infrastructure assets Proceeds from sale of property, plant and equipment Net (purchase)/redemption of investments Trust funds and deposits – net proceeds Net cash (used in) investing activities Cash Flows from Financing Activities Finance costs – interest on borrowings Repayment of borrowings Proceeds from borrowings Net cash provided by financing activities Net increase in cash and cash equivalents Cash and cash equivalents at the beginning of the financial year Cash and cash equivalents at the end of the financial year

Banyule City Council Annual Report 2013-2014

Page 250

Variance %

BANYULE CITY COUNCIL Financial Report 2014

Standard Cash Flow Statement for the year ended 30 June 2014

Variance Explanation Report Note 1

Item Employee costs

Commentary     

Acquisition of property, plant and equipment

  

Proceeds from sale of property, plant and equipment

 

 4

Net (purchase)/ redemption of investments



General Salaries across Council were $1,402K under budget due to a number of staff vacancies (including senior positions) during the year. This had a flow on effect which affected the value of Oncosts (Annual Leave, Long Services Leave and Superannuation) which were $617K under budget. Maternity Leave came in $90K below budget. The amount of Maternity Leave taken can fluctuate significantly from year to year. Total Council Workcover costs for the financial year were under budget. This is due to a number of factors, including Council’s recent excellent low workplace injury history, and actual remuneration being less than expected. Councillor allowances and costs were originally budgeted as employee costs. As Councillors are not considered employees, the associated $262K costs are accounted for in Other Expenses. The former Bellfield Primary School site was able to be purchased for less than the amount budgeted, resulting in a saving for Council. Plant and vehicle purchases were over-budgeted with actual purchases falling below budget by $6.85M. The Olympic Village Learning Hub and Ivanhoe Aquatic and Fitness Centre redevelopment were both carried forward to 2015 which resulted in actual expenditure being $6.78M less than budgeted. Four properties in Liddesdale Grove were held for sale at the beginning of the year. By year end two had been sold. This reduced the expected cash inflow. Two rental properties had been budgeted to be sold during the year, however, Council decided it was more beneficial to hold onto the properties for the short term and continue to earn rental income. These properties had an estimated combined worth of $7M. Plant and vehicle sales were over-budgeted with actual sales falling below budgets by $3.66M. Council made a management decision to hold a larger portion of our cash reserves in short term (3 months or less) term deposits at the end of the 2014 financial year compared to the 2014 budget. As such, a portion of our investments have moved to cash and cash equivalents.

Banyule City Council Annual Report 2013-2014

Page 251

BANYULE CITY COUNCIL Financial Report 2014

Standard Statement of Capital Works for the year ended 30 June 2014

Note

Capital Works Roads, streets and bridges Drainage Parks and gardens Playgrounds Freehold land Freehold buildings Motor vehicles Plant and equipment Furniture and fittings Art collection Intangible assets Work in progress Total capital works

1 2

Represented by: New assets New intangible assets Asset renewal Asset upgrade Asset expansion Total capital works

Budget 30/6/14 $‘000

Actual 30/6/14 $‘000

Variance $‘000

Variance %

2,963 348 2,172 215 25,885 14,693 11,283 1,423 30 15 220 59,247

2,387 46 2,623 251 25,811 1,792 4,513 1,390 165 549 1,444 40,971

576 302 (451) (36) 74 12,901 6,770 33 (135) 15 (329) (1,444) 18,276

19.4 86.8 20.8 16.7 0.3 87.8 60.0 2.3 450 * 149 * 30.8

25,995 220 26,986 5,441 605 59,247

27,096 549 10,731 2,423 172 40,971

Total asset additions per Note 31(i) Total intangible additions per Note 32 Total capital works

40,422 549 40,971

Reconciliation of Net Movement in Infrastructure, Property, Plant and Equipment and Intangible Assets Total capital works Asset revaluation increment Depreciation and amortization Depreciation Amortization Written down value of assets sold Transfer to non-current assets held for sale Net movement Net movement in: Infrastructure, property, plant and equipment Intangible assets Total net movement

Banyule City Council Annual Report 2013-2014

59,247

40,971

56,000 (15,481) (14,135)

50,314 (15,840) (71) (4,228)

85,631

(26,697) 44,449

43,385 1,064 44,449

Page 252

BANYULE CITY COUNCIL Financial Report 2014

Standard Statement of Capital Works for the year ended 30 June 2014

Variance Explanation Report Note 1

Item Freehold buildings

Commentary   

The Ivanhoe Aquatic and Fitness Centre redevelopment commenced in this financial year and the cost has been capitalised under work in progress. The budgeted development on Banksia College basketball stadium has been rescheduled to the next financial year after revising its construction phase. The remaining budget for Olympic Village Learning Hub and four early children service centres has been carried forward to the next financial year.

Motor vehicles



The motor vehicles budget incorporated the unspent carry forward motor vehicle budget from the previous financial year. This will not happen in future budgets.

Work in progress



The implementation of second stage of Electronic Document Record Management System has been extended to the next financial year. Due to the construction phase of the four early children service centres being across successive financial years, the cost has been capitalised under work in progress. The costs of Ivanhoe Aquatic and Fitness Centre redevelopment and Olympic Village Learning Hub have been classified as work in progress at 30 June 2014.

 

Banyule City Council Annual Report 2013-2014

Page 253

Banyule City Council  Certification of Financial Statements  Certification of Standard Statements  Audit Report

Banyule City Council Annual Report 2013-2014

Page 254

BANYULE CITY COUNCIL Financial Report 2014

Certification of Financial Statements for the year ended 30 June 2014

Banyule City Council Annual Report 2013-2014

Page 255

BANYULE CITY COUNCIL Financial Report 2014

Certification of Standard Statements for the year ended 30 June 2014

Banyule City Council Annual Report 2013-2014

Page 256

Victorian Auditor General Independent Audit Report

Banyule City Council Annual Report 2013-2014

Page 257

Victorian Auditor General Independent Audit Report (cont)

Banyule City Council Annual Report 2013-2014

Page 258