Wodonga Council Annual Report 2017-2018

Wodonga Council

Annual Report

2017-2018

ACKNOWLEDGEMENTS This Annual Report was prepared to meet the operational and financial reporting requirements within the Local Government Act 1989 and the Local Government (Finance and Reporting) Regulations 2004.

For further information contact Wodonga Council on (02) 6022 9300 or visit wodonga.vic.gov.au

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Wodonga Council acknowledges the traditional owners of this land on which we stand and pay our respects to their Elders past, present and future, for they hold the memories, the tradition and the culture of all Aboriginal and Torres Strait Islander People.

Contents Introduction

04 06 08 10

Welcome Snapshot of Wodonga Mayor’s message CEO’s message Our year in review

12 15 16 17 18

Financial summary Where do your rates go?

Our operations Major projects Highlights and challenges Our council

38 40

City offices Councillors Our people

42 44 45 49 50

Our Executive team Our organisational structure Staff profile Engaging our community Major engagement projects Our performance

52 53 54 62 67 74 83 88 90 98 108 119

Introduction Structure of the Council Plan Healthy, Safe and Resilient Connected and Engaged Sustainable and Forward-looking Thriving and Vibrant City Strong, Responsible, Sound Organisation Community satisfaction survey Governance Performance statement Report of Operations Annual Financial Report Wodonga Council Annual Report 2017-2018

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WODONGA COUNCIL PRESENTS TO OUR COMMUNITY

Annual Report 2017-2018 Wodonga Council is committed to being transparent and accountable in its reporting to the community. To this end, the Annual Report 2017-2018 is a primary means of advising the community about the council’s performance, achievements and challenges during the financial year.

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Wodonga Council Annual Report 2017-2018

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Snapshot of Wodonga BONEGILLA

15,385

VISITS TO BONEGILLA MIGRANT EXPERIENCE 72% HAVE LINKS TO SITE

1.8%

72

179,709

145,451

VISITS TO WODONGA LIBRARY

586

558

> $170 MILLION SPENT

PLAYSPACES IN WODONGA

BIRTH NOTICES IN WODONGA

924

POPULATION GROWTH

LOANS FROM THE WODONGA LIBRARY

CHILDREN IN PRESCHOOL PROGRAMS

IN CONSTRUCTION

65 EVENTS ATTRACTED AROUND 38,100 PEOPLE

BUILDING PERMITS ISSUED

417 EVENTS AT

THE CUBE WODONGA WITH 90,848 GUESTS

349

ACTIVE VOLUNTEERS IN WODONGA

1.8KM

OF FOOTPATH REPLACED

6

2,200M2 SEALED ROAD PATCHING CARRIED OUT

30,500 VISITORS TO ARTS SPACE WODONGA, WITH 151 EXHIBITIONS HOSTED

2.4 MLLION EVENTS

BOOST TO LOCAL ECONOMY

Wodonga is strategically placed between Melbourne and Sydney on the Hume Highway in North East Victoria.

The city’s residential base is more than 38,000 and the total area of Wodonga is 433.7 square kilometres; with 13 localities. Wodonga includes the main urban centre of the city, as well as the rural localities of Bandiana, Baranduda, Barnawartha North, Bonegilla, Castle Creek, Ebden, Gateway Island, Huon Creek, Killara, Leneva and Staghorn Flat.

Most people live in the city itself.

Wodonga is ideally on the Murray River with surrounding hills, rich agricultural valleys, adjacent wineries and historic towns.

Wodonga has more than 80km of bike and walking paths with picturesque parks and gardens are dotted throughout the community.The hillsides and parkland reserves provide the ideal bushwalking, bird watching and hiking tracks for the novice as well as the experienced walker.

There are also significant farmland and industrial areas.

Wodonga has a young population compared to the rest of the state. The median age is 35, while for Victoria it is 37. Children aged from birth to 14 years made up 21.7 per cent of the population, and people aged 65 years and over made up 12.2 per cent of the population.

Figures from the 2011 Census show that 29.4 per cent of people in Wodonga were couples with children. A total of 13.1 per cent were one-parent families.

Wodonga is a progressive, well-planned, growing city that is affordable, offers an abundance of opportunities and led by strong, empathetic stewardship

We will strengthen our community in everything we do.

Our people have agreed to demonstrate the core values of trust, respect, integrity and learning.

By demonstrating these values and behaviours, we build strong relationships with each other and with our community.

TRUST Talk straight – say what you mean and mean what you say; Create transparency – do not withhold information unnecessarily or inappropriately; Right wrongs; Practice accountability – take responsibility for results without excuses; and Extend trust – show a willingness to trust others, even when it involves a measure of risk.

RESPECT Treat other people with courtesy, politeness and kindness, no matter what their position or opinion; and Listen first – seek to understand others before trying to diagnose, influence or prescribe.

INTEGRITY Tell the truth in an appropriate and helpful manner that does not compromise the organisation’s objectives and values; Keep confidences; Do what you say you will do to the best of your ability; Be open about mistakes; and

The top five sectors by employment in Wodonga are: Manufacturing – 17%; Health care and social assistance – 14%; Public administration and safety – 14%; Retail trade – 11%; and, Education and training – 9%.

Speak of those that are absent only in a positive way.

LEARNING Work together and learn from each other; Continuously improve and innovate; Be open to change; and There is a high degree of responsibility for results - delivery without excuses.

Wodonga Council Annual Report 2017-2018

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Mayor’s message

It is with great pleasure that I present Wodonga Council’s Annual Report 2017-2018.

Reflecting on these 12 months, we have seen our city once again grow and transform.

It’s exciting to see the foresight and steps that prev ious councils were brave enough to take, become a reality for our community.

Our city centre is vibrant and bustling, seven days a week with residents and visitors enjoying great food, retail and spaces to gather.

This year saw the official opening of Mann Central with the line stretching around the complex for the opening of the Wodonga Kmart.

We saw the reconstruction of the northern end of High St completed as an accessible and pedestrian-friendly area, watched over by two gorgeous bronze echidnas. It has been exciting to see our community embrace these developments and show such pride in how our city is changing.

This pride is reflected in the continued interest and investment by the public and private sectors 8

in our city. This year saw the opening of XLAM’s cross laminated timber plant at Logic in Wodonga, the first production plant for cross laminated timber in Australia. Seeley International confirmed their relocation from Albury to Wodonga with the purchase of a 4.7 hectare parcel of land at 23 Maloney Drive, Wodonga while Immix Metal Recycling placed an offer for the purchase of the old saleyards site on Whytes Road.

Our region continues to draw strong visitation with the economic impact of tourism increasing by $72 million for Albury-Wodonga in 2017-2018 to $814 million. More than $68 million came from major events on the Border which were attended by 193,000 people and more than 86,000 were day or overnight visitors.

And what an exciting year it was with the Australian Dragon Boat Championships and Midnight Oil showcasing the best our Gateway Lakes precinct has to offer as well as the muchloved annual Chryslers on the Murray. Major sporting events including basketball, water polo, tennis and sailing also attracted many visitors to our city.

The council also marked two important milestones this year with the opening of the new ground floor chamber. Now located on the ground floor of the Hovell St building, the new Council Chamber offers increased accessibilty including a hearing loop, a disabled toilet and the ability to live stream.

The new area also pays its respects to our Aboriginal community with the words Badjerri Yawadi, which in the local Aboriginal dialect means “good talk”, featuring on the entrance to the chamber as well as art from local Aboriginal artists Marlene Plunkett, Phil Murray and Karen McMillan on the walls with the national apology presented to the council by the Wodonga Aboriginal Network.

A coolamon by Phil Murray and Tamara Murray depicting the Murray River is also display.

The council has continued to strengthen its relationship with our local Aboriginal community with regular discussions with the Wodonga Aboriginal Network and the partnership featured in a video “Bringing People Together” presented to the Victorian local area networks gathering.

The past year has been significant for council

in building partnerships with the signing of an historic agreement with AlburyCity. The Two Cities One Community intiative has already had busy eight months following the signing in October with several key projects getting under way. The biggest outcome has been the signing of a joint aquatics contract for all four facilities in Albury-Wodonga with Aligned Leisure, resulting in savings and benefits for our community.

We look forward to continue to work with other levels of government and our community partners in realising the collective visions for our city.

On behalf of my fellow councillors, I would like to thank our community for your support in 20172018 and for everything you do to make our city great.

Cr Anna Speedie Wodonga Mayor

Wodonga Council Annual Report 2017-2018

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CEO’s message

It is my great prvilege to present the 2017-2018 Annual Report for Wodonga Council.

There’s no denying it has been an interesting year for our organisation but one that includes many great achievements.

Wodonga continues to be significant regional city that is an important contributor to the Victorian economy and liveability.

Wodonga continues to be one of Victoria’s fastest growing regional cities and has enjoyed a sustained population growth rate, as well as ongoing residential, commercial and industrial development.

Our economy and labour force continue to show strong growth to accompany its residential growth.

The 2018 survey saw Wodonga Council’s ratings significantly exceed the group average for regional centres on every core performance measure and significantly exceed statewide averages on every core performance measure.

The council had an overall performance score of 67, a significant four-point improvement on 2017 following an unchanged result from 2016 to 2017.

This result is significantly higher than the rating for councils statewide and in the regional centres group and are testament to the organisation’s staff and their commitment to their role in the community.

Each year we ask our community for their feedback on a range of services through the statewide community satisfaction survey.

But certainly there are improvement opportunities with you telling us that making community decisions, consultation and engagement and communications are all areas the council needs to work on.

The measures in this survey are part of the audited local government performance reporting framework introduced by the Victorian Government several years ago.

Our community has seen great change in recent years, a new city centre, infrastructure across our neighbourhoods and major upgrades to our recreation precincts.

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Major capital projects include the reconstruction of High and South streets, a new hockey field, new netball courts, improvements to Gateway Lakes and the racecourse ovals, lighting at Willow Park, a power upgrade for Gateway Village, new fencing at the BMX facility as well as various footpath, playground and crossing upgrades.

In October, the Planning for the Wodonga Hills strategy and master plans were adopted by the council with a community Hills Advisory Group formed.

It has been exciting to kick off the process for a major review of the Gateway Island mater plan with a new plan due to be adopted in late 2018.

This site and the interface with the Murray River and links to Albury present many opportunities for access, usage and tourism for our cities.

The council has continued to invest in sustainability with the benefits of the new LED street light network beginning to come to fruition with savings of more than $10,000 and a reduction of more than 70 tonnes of greenhouse gas each month.

young people and funded by the Victorian Government’s Community Crime Prevention Program.

The council was also subject to an investigation by the Victorian Ombudsman into waste management charges in early 2018. The council accepted the Ombudsman’s recommendations and has begun the process of implementing those recommendations as part of the 2018-2019 budget process.

I would like to take this opportunity to acknowledge the community, our councillors and all my staff for continuing their service to our city and community and upholding our mission to strengthen our community in all that we do.

Patience Harrington Chief Executive Officer

New solar lighting for pathways was installed in key areas with more planned in 2018-2019.

It has been great to see our city enhanced by several street art projects popping up in our city.

The works in Elgin Boulevard and the Felltimber Creek Rd underpass were undertaken by local Wodonga Council Annual Report 2017-2018

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Financial summary

Wodonga Council has a Strategic Resource Plan that sets the financial direction of the council.

One of the key objectives of this plan is to ensure that the council remains financially sustainable.

While this report focuses on the 2017-2018 result, it is important to see this result in the context of the future financial strategic objectives of the council, which are:

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Wodonga Council’s 2017-2018

SHORT TERM

LONG TERM

RATIO OF CAPITAL EXPENDITURE TO DEPRECIATION

Operating surplus - $10.4 million (up from a surplus of $10.3 million in 2016-2017)

•

Net funds available - $18.8 million

•

Working capital – 3.0 current assets to 1.0 current liability

•

Decrease in borrowings – from $23.9 million in 2016-2017 to $22.2 million in 2017-18.

26 0%

25 8%

20 7%

20 9%

16 8%

200%

12 0%

11 4%

150%

97 %

100%

B1 8-1 9

A1 7-1 8

A1 6-1 7

A1 5-1 6

2-1 3 A1

A1 1-1 2

A1 0-1 1

A1 4-1 5

B = budget

WORKING CAPITAL RATIO

5.0 4.5

4.6 7

5.5

2.0

2.1 0 1.5 5

1.5 5

1.7 5

2.5

2.3 8

2.6 6

3.0

2.6 9

3.5

3.0 0

4.0

1.5

A = actual

B1 8-1 9

A1 7-1 8

A1 6-1 7

A1 5-1 6

-13 A1 2

A1 1-1 2

1.0 A1 0-1 1

The marked decrease from the 2010-2011 year onwards relates to land at LOGIC for sale, no longer being classified as a current asset.

•

A = actual

Current assets to current iabilities

This ratio is projected to reduce in 2018-2019 as funds are expended on capital development.

Rates and charges - $45.0 million (66.6% of total operating revenue)

250%

50%

WORKING CAPITAL This graph demonstrates that the council has the ability to discharge its short-term obligations as the value of current assets is in excess of the value of current liabilities.

•

300%

A0 9-1 0

This ratio dropped in 2015-2016 and 2016-2017 due to lower capital expenditure in comparison to previous years, of $10.3 million and $11.2 million respectively.

The level of expenditure increased in 2017-2018 to $16.4 million with the commencement of major CBD road construction works at High and South Streets, and is forecast to remain strong in 18/19.

Capital works program delivered - $16.4 million

RATIO OF CAPITAL EXPENDITURE TO DEPRECIATION

Capital spend as a % of depreciation

This is a measure of whether council spending on infrastructure is at a greater rate than the infrastructure is depreciating.

Ratios higher than 100 per cent indicate that the council is.

•

75 %

•

5.1 1

•

New borrowings, where necessary, only being undertaken to complete identified major priority projects Where appropriate, fees and charges are set at a level to achieve full cost recovery Capital works expenditure is prioritised, firstly investing in the critical renewal of assets to maintain minimum service levels then on wider renewal, upgrade, expansion and new development.

A0 9-1 0

•

Operating expenditure - $57.2 million

A1 4-1 5

•

•

20 9%

•

Financial results at a glance

A1 3-1 4

•

Ongoing operational reviews to continue generating operating surpluses Retain proceeds from any land sales to avoid further borrowings Continued focus on securing grant funding, particularly for capital works Continue to divest property and assets no longer required

A1 3-1 4

•

B = budget

Wodonga Council Annual Report 2017-2018

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NET FUNDS AVAILABLE Net funds available are the council’s working capital (current assets less current liabilities) less restricted cash-backed reserves.

33 ,39 5

35,000 30,000

20,000

Wodonga Council has a total debt liability of $22.2 million at the end of 2017-2018 which is a decrease of $1.7 million from 2016-2017. During the 2017-2018 year council did not borrow any new funds.

32,000

30 ,99 1

26,000

12 .92 9 A1 7-1 8

B1 8-1 9

20 ,47 4 B1 8-1 9

A1 6-1 7

2.2 %

2.5%

2.1 %

2.2 %

2.6 %

3.1 %

2.8 %

3.0%

3.0 %

2.9 %

3.5%

3.4 %

3.5 %

4.0%

2.0%

B = budget

B1 8-1 9

A1 7-1 8

A1 6-1 7

A1 5-1 6

A1 4-1 5

A1 3-1 4

A1 2

A1 1-1 2

A1 0-1 1

A0 9-1 0

1.0%

-13

1.5%

A = actual

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B = budget

DEBT SERVICING RATIO Interest paid as a % of total revenue

DEBT SERVICING RATIO

A1 5-1 6

A1 4-1 5

A1 3-1 4

-13 A1 2

A1 1-1 2

A1 0-1 1

A0 9-1 0

20,000

A1 7-1 8

22 ,22 1

22,000

A = actual

In line with council continuing to reduce borrowings during 2017 2018, the debt servicing ratio is also projected to continue its downward trend.

A1 6-1 7

23 ,87 5

25 ,57 6

24,000

The council has adopted a strategy of retaining proceeds from any future land sales to reduce the need for further borrowings, which may impact on the projected level of debt.

27 ,57 6

The council’s 2018-2019 budget also does not include any additional new borrowings.

28,000

26 .35 6

$’000’s

30,000

29 ,73 3

LOAN LIABILITY 30 ,33 5

DEBT LEVELS

B = budget

29 ,25 6

A = actual

A1 5-1 6

3,7 49 A1 4-1 5

3,1 73 A1 3-1 4

A1 2-1 3

A1 1-1 2

A1 0-1 1

A0 9-1 0

5,000 0

7,7 78

5,1 40

10,000

9,7 95

15,000

Also, as with the working capital ratio, the marked decrease from the 2010-2011 year onwards relates to land at LOGIC for sale, no longer being classified as a current asset.

The debt servicing ratio identifies the capacity of the council to service its outstanding debt. This ratio expresses the amount of interest paid as a percentage of the council’s total revenue.

18 ,76 9

25,000 15 ,87 7

$’000’s

Net funds available have increased in 2017-2018 due to prepaid capital grant funds received for the 2018-2019 year, improved debt collections and a cash surplus for the year ended 30 June 2018.

40,000

35 ,28 3

NET FUNDS AVAILABLE

FOR EVERY $100 THE COUNCIL SPENDS BUILDING AND ASSETS

$23

(asset management, plant and fleet operations, maintenance and depreciation) COMMUNITY DEVELOPMENT

$14

(community centres, preschools, youth services, recreation, community planning, events and volunteer services)

$11

PARKS AND PLAY (parks and gardens, reserves and environmental land)

$11

WASTE MANAGEMENT AND RECYCLING (Waste Transfer Station, kerbside collection and waste management)

$9

ADMINISTRATION AND GOVERNANCE (finance and IT, governance and human resources)

$7

HEALTH, SAFETY AND WELL-BEING (maternal and child health, health promotion, health inspections and immunisations)

$7

ARTS AND CULTURE (Wodonga Library, The Cube Wodonga, Arts Space Wodonga and events)

$6

ROADS AND INFRASTRUCTURE (roads maintenance) INFORMATION AND COMMUNICATION (customer service, communications and marketing)

^

$4

$3

PLANNING (statutory and strategic planning)

$2

Debt servicing TOURISM (visitor information, Bonegilla Migrant Experience and Gateway Village) ECONOMIC DEVELOPMENT

$2 $1

(investment attraction)

Wodonga Council Annual Report 2017-2018

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Our operations

Wodonga Council delivers a broad range of services ranging from family and children’s services, traffic regulation, parks and gardens, youth facilities, waste management and community building; to business development, planning for appropriate development and ensuring accountability of the council’s budget.

These services and community infrastructure support the wellbeing and prosperity of our community.

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JULY 2016 TO JUNE 2018

COUNCIL CHAMBER In April, the council officially opened and met for the first time in the redeveloped council chamber on the ground floor of the Hovell St offices.

The new chambers allows increased accessibility for residents to attend meeting including the addition of a hearing loop, a new public toilet with a family room/ disabled toilet as well as the ability to livestream meetings.

The chamber was also built entirely by local contractors.

HOUSE CREEK BRIDGE The striking red bow arch bridge was been installed across House Creek, parallel to Melbourne Road, replacing the former timber suspension bridge.

The 32-metre, nine-tonne steel bridge was built by Yackandandah bridge builder Nelmac and trucked in and took about 30 minutes to put into place and install.

The timber suspension bridge, which was built in 1993, was deemed a safety risk with deteriorating bridge footings.

KELLY PARK NETBALL COURTS The new nine-court facility at Kelly Park is now the premier netball venue in the city.

Netball Wodonga fundraised $120,000 which was combined with Department of Sport and Recreation funding plus Wodonga Council’s contribution to rebuild and make the courts compliant.

More than 300 Saturday morning juniors, 120 representative players, 20 all-abilities and 40 net set go players will benefit from the upgrade.

PEDESTRIAN PATH SOLAR LIGHTING Wodonga Council installed solar lighting along the House Creek Trail, moving through Pam Stone Reserve, Les Stone Park, Willow Park and Clyde Cameron Reserve.

The lights, which are a low-wattage LED, have a built-in motion detection system that increases the light as someone approaches.

The lights provide a cost-effective and environmentally friendly option for lighting the city’s popular pathways, encouraging a safe environment for people to get active more often.

HIGH ST/SOUTH ST/BOND ST (JACK HORE WAY) RECONSTRUCTION In the penultimate stage of works to transform the city centre, works were undertaken to reconstruct High St from Bond St to South St and upgrade underground services in the area.

The works included landscaping, beautification and new street lighting, the undergrounding of overhead cables, improvement to drainage and reconstruction of Bond St which was renamed Jack Hore Way. The works included the installation of two bronzed echidnas near a new pedestrian crossing.

The council received National Stronger Regions Funding from the Federal Government for the works.

Wodonga Council Annual Report 2017-2018

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Business services

Building Maintenance HIGHLIGHTS

•

Replacement of large plant and utilities in the outdoor operational area.

•

Replacement of several Hovell St-based petrol vehicles to hybrid

•

The upgrade of the Senior Citizens hall

•

The upgrade of the weatherboard cottage at Gateway Village

CHALLENGES

•

Upgrade of water supply to La Masion at Gateway Village.

•

Lease and facility management

•

Security control of all buildings

•

LED emergency lighting upgrade at the Wodonga Sports and Leisure Centre

•

Continued demand on use of recreation and public buildings in a rate cap environment

•

The upgrade of the stage doors at The Cube Wodonga

•

Replacement barbecue and shelters at Belvoir Park

•

Replacement of the barbecue, shelter and toilet at Jackson Point.

•

Continued roll out of the public toilet strategy at St Monica’s and Belvoir Park.

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Finance and Strategic Asset Planning

Governance

HIGHLIGHTS

•

Review of council Business Continuity Plan

•

Successfully completed 2018-2019 budget process.

•

Significant insurance premium savings made through the council’s renewal program

•

Successfully completed 2017-2018 financial statements.

•

Council Procurement Policy reviewed

•

Interactive workshops with like councils to gain an understanding of, and how to deal with, issues facing councils.

•

Social procurement targets reached

•

The council’s tendering process moved to TenderSearch program, saving processing time and reducing cost

CHALLENGES

HIGHLIGHTS

•

•

Keeping up-to-date with technological improvements within budget constraints.

Completion of the council’s Local Government Performance Reporting Framework requirements

•

•

Review of the Rating Strategy to be completed in 2018-2019.

Successful appointment of a new audit committee member

•

Development of the Internal Audit Plan - 2018 to 2021

•

•

Being able to address the Ombudsman’s recommendations and balance the council budget within the constraints of the rate cap.

The increasing demand for facilitating various new electronic payment options.

CHALLENGES •

Further develop the council’s OHS management systems.

•

Support the council leadership group in the effective management of workplace safety risks through the development of business unit strategic Risk & OHS plans

•

Ensuring all supervisors are fully aware of their OHS responsibilities through effective workplace training.

•

Continue to develop OHS Committee and HSRs

•

Conduct BCP testing exercise

•

Improving opportunities for social enterprises within the local area to work with the council

•

Development of procurement strategy and plan

•

Local Government Act review

•

Review of the Corporate Governance Framework document

•

Development of the council quality management system for controlled documents

•

Improvement of the council’s internal compliance program

Wodonga Council Annual Report 2017-2018

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Community Centres HIGHLIGHTS •

Increased offering of programs and events

•

Increase in partnerships for program delivery

•

Work placement through MP Personnel disability support program

•

Felltimber Community Centre playgroup installation

CHALLENGES •

Commencement of community centre service review

•

Development of community centre strategy

•

Investigate grants and funding opportunities

•

Building community capacity (markets etc)

•

Increase partnerships for community centres with other stakeholders

Customer Focus HIGHLIGHTS •

Service review undertaken

•

Improved community survey results in customer service

•

Implementation of customer experience survey

CHALLENGES •

Development of new Customer Focus Strategy

•

Commencement of journey mapping program

•

Development of competency-based customer service training

Emergency Management HIGHLIGHTS •

Endorsement of Municipal Emergency Management Plan (MEMPlan) 2018

•

Completion of VicSES MEMPlan 2018 audit

•

Completion of internal audit of MEMPlan 2018 by Johnson MME.

•

Review of Municipal Fire Management Plan 2018

•

Completion of Municipal Emergency Flood Plan 2018

•

Completion of Municipal Emergency Resource Program (MERP) funding project submissions

CHALLENGES

20

•

Obtaining input from all Municipal Emergency Management Planning committee (MEMPC) agency and stakeholder members to complete audit process for MEMPlan

•

Obtaining input from Municipal Fire Management Planning committee for fire plan review

•

Lack of input from MEMPC to run a formal emergency management exercise

Waste management

Civic services

HIGHLIGHTS

HIGHLIGHTS

•

Councillor approval for the purchase of solar compaction bins

•

•

Another successful season with the sentinel chickens

Officer completion of Certificate IV in Government Compliance and Animal management

•

•

20,000 tonnes of kerbside organic material diverted from landfill and reprocessed with an average contamination rate of 0.75 per cent

Obtaining a Vic Roads grant of $50,000 for crossing safety and installation of a trial remote control safety lighting system

•

Pound (Canine Country Kennels) successfully passed the Domestic Animal Business audit

CHALLENGES •

China’s national sword policy – restrictions on Australia’s recyclable content

•

Kerbside contract variations regarding the cost of processing kerbside recyclables

•

Victorian Ombudsman report on Wodonga’s waste levy

•

Complying with a State Government policy to meet standards for the stockpiling of combustible recycling and waste materials

•

The rejection of Cleanaway’s submission for the operation of a localised compost facility

CHALLENGES •

School crossing funding model under review as no significant increase in funding during 20172018

•

Unable to complete of Domestic Animal Management Plan 2017-2021 by due date

Environmental health HIGHLIGHTS •

Wodonga Council’s selection and participation in the EPA OPLE pilot program resulting in an EPA officer located at the Wodonga Council office to address local issues

•

Moving On Site Waste Water Systems into Pathway Licence for greatly improved record management, inspection scheduling and compliance management

•

Completion of successful mosquito program

•

Completing Year 10 meningococcal immunisation program for Wodonga and contracted councils

•

Maintaining consistently high immunisation rates in Wodonga

CHALLENGES •

Internal audit of processes and systems

•

Increase in Influenza vaccination uptake due to Federal Government’s under 5 years program (vaccine shortage)

Wodonga Council Annual Report 2017-2018

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Environmental sustainability HIGHLIGHTS •

Grants obtained and acquitted for community solar farm feasibility study and business case in conjunction with RAW energy through the New Energy Jobs Fund and successful application for the Community Solar Farm through Climate Change Innovation Grants

•

Participation and active member of the Goulburn Broken Greenhouse Alliance

CHALLENGES •

Keeping abreast of technology and regulatory changes in rapidly changing field (energy)

Economic development HIGHLIGHTS

22

•

Wodonga continues to be the largest and fastest growing centre in North East Victoria, with an annual growth rate of 1.8 per cent for 2017-2018

•

Wodonga’s GRP increased by 19 per cent in 2017-2018, now valued at $3.19 billion

•

The value of construction in Wodonga in 2017-2018 exceeded $170 million, with 924 building permits issued

•

Total number of residential lots sold in Wodonga increased by 27 per cent in 2017-2018, with average value of land per lot increasing by 42 per cent to $149,333.

•

Wodonga’s unemployment rate reduced by 3 per cent from 2016-2017 and at 4 per cent is one of the lowest of the Regional Cities Victoria Group

•

Total output generated by businesses in Wodonga exceeded $6.6 billion in 2017-2018

•

Successful sale of Baranduda Industrial Estate – only six parcels of land remaining

•

Successful management of 115 leases and licences across the city, an increase from 2016-2017. Additional tenancies included Bicycle Baker, Central Place and Goods Shed

•

Addition of an additional pod to Junction Place - Topolino

•

Completed the power upgrade at Junction Square and Gateway Village

•

The collaboration of a feasibility study into the potential for a business incubation offering for the Albury-Wodonga region, resulting in state and local funding to further develop the opportunity for our local community and stakeholders.

•

A reduction in commercial property vacancy rates within our CBA

•

Seeley International confirmed their relocation from Albury to Wodonga with the purchase of a 4.7 hectare parcel of land at 23 Maloney Drive, Wodonga.

•

Immix Metal Recycling placed an offer for the purchase of the old saleyards site on Whytes Road.

•

XLAM opened their cross laminated timber plant in Wodonga, the first production plant for cross laminated timber in Australia.

•

Completion of the reconstruction works of High Street (North) and South Street.

CHALLENGES •

Maintaining business confidence and commercial vibrancy in the southern end of High Street during the final stages of road works

Tourism HIGHLIGHTS •

The economic impact of tourism increased by $72 million in 2017-2018 to $814 million

•

The number of visitors to the visitALBURYWODONGA website increased by 123 per cent in 2017-2018, to 151,243 visitors

•

Release of Gateway Island Draft Masterplan

•

Joint Tourism Agreement with AlburyCity, including the development of a joint Destination Management Plan (to be released late 2018)

•

Launch of the 2019-2020 Tourism Partner Program Prospectus

CHALLENGES

Information management HIGHLIGHTS •

Upgrade to the waste transfer station site for improved CCTV, emergency alarm and IT system upgrade

•

Refresh of base aerial photography depicting new city developments and rural expansion

•

Video conferencing upgrade

•

New Council Chambers IT providing streaming of council meetings

•

Remaining remote sites on high speed network connections

•

Corporate application searching across all data stores for fast data retrieval

•

Help desk software enabling call volume statistics, training gaps and knowledge base

•

Software implemented to enable electronic manipulation and stamping of large format plans

•

Adobe sign to making electronic PDFs and signatures of all council documents

•

Connecting the visitor and the tourism experience

•

ePlanning to allow for planning applications online

•

Lack of RV (Recreational Vehicle) friendly status

•

•

Understand the importance of the visitor economy to our region and generating investment in key tourism experiences and infrastructure

Data analytics to analyse corporate data for trends and insights

•

Implementation of new storage and servers for both production and disaster recovery sites

•

Information Management Strategy adoption

•

Expansion of Depot in-field data collection with additional tablets

•

New rates modelling software installed

Wodonga Council Annual Report 2017-2018

23

Community development

Events HIGHLIGHTS •

•

24

The council’s calendar of events for 2017-2018 delivered more than 65 events and activities for the Wodonga community; including Children’s Fair 2017, Senior Celebrations, All Aboard Youth Event 2018, RED Carpet Youth Awards, four Fridays on my Mind events, Australia Day, 20 Neighbourhood barbecues, Volunteer’s Fair, seven Community Pizza Ovens, Clean up Australia Day, six FReeZA activities and 21 space activation happenings.

In addition, Wodonga also hosted the Border Bash Community Event, Commonwealth Games Queens Baton Relay, 75th Anniversary Memorial Service for the Train-Bus Crash and a NAIDOC week event.

•

The events and activities attracted about 38,100 people during the year.

•

The Event Attraction Contribution Program supported 10 events in 2017-2018 with an estimated total direct and indirect effect of $20.4 million to the Albury-Wodonga economy.

CHALLENGES •

One of the key challenges has been the resource requirements of hosting large events like the Queen’s Baton Relay and event attraction events, including both staff and infrastructure.

Arts

•

Continued collaboration with the events team on the highly successful Friday’s On My Mind, featured an array of public programs including gigantic bubble blowing activation, the Spookie Ukies musicians, Rockquiz Music Trivia and Nail Art creative workshops Education programs including Just Paint, a drop-in paint program for primary and secondary students each Wednesday, and Art Buzz, a preschool art program on Friday mornings, had continued success in engaging local families creatively

HIGHLIGHTS •

Two cultural organisations supported through professional MOU’s – Hot House Theatre and Murray Arts

•

The space activation program delivered more than 21 events including pop up musicians, twister, flash mob performances, The Cube Courtyard tree installations, chalk drawing, Christmas art activities and wishing trees at the Wodonga Plaza

•

The cultural development program delivered the Zombie Walk, open galleries light box installations, street art piano installations, planter box artworks, art workshops, music and Easter activities at Junction Square

•

The necessity to close the gallery venue during exhibition changeovers, due to having only one gallery space

•

The development of innovative and engaging workshops without a dedicated workshop space

•

Providing a retail offering with limited space and resources

•

•

Professional development, three councilsupported workshops hosted by Murray Arts

CHALLENGES

CHALLENGES •

The Council is working with the Wodonga Historical Society to improve systems around their premises, the audit and cataloguing of the collection, and working to be more sustainable in the future.

Arts Space Wodonga 2017-2018 Statistics •

30,500 visitors attended Arts Space Wodonga in 2017-2018

•

151 exhibition and programs were hosted in the venue

•

Nine hirers were hosted in the venue

Wodonga Library In 2017-2018 the Wodonga Library: •

Serviced 145,541 visitors to the Wodonga Library service

•

Provision of 28,515 website visits and 27,300 visits to the catalogue

•

Provision of 179,709 library loans of tree books

•

Provision of approximately 17,039 e-resource loans (including e-audio, e-books, e-magazines and Bemafilms)

•

Provision of more than 561 public programs (including early years literacy, seniors, youth programming) which were attended by 19,950 people

•

Provision of more than nine specialised IT programs for senior citizens which were attended by 142 participants

•

Provision of access to more than 2.4 million items through the SWIFT Consortium

•

Provision of access to 40,049 items in the Wodonga Library collection

•

Provisions of access to technology and technical advice/assistance, including the introduction of a staffed IT Help desk

•

Provision of more than 17,000 computer access sessions

•

Placed 26,506 books on hold

•

Signed up 1911 new members

•

26,327 collection items purchased in the last five years

HIGHLIGHTS •

•

•

The Music in the Gallery program in partnership with the Murray Conservatorium continued in 2017-2018, bringing entertainment to audiences through the thoughtful matching of art and music through a vibrant display of local talent, with an event attendance of 68.

The Eddie Kneebone exhibition, Bones of Contention, explored the Dreamtime period and the realities and impact of colonisation in North East and Upper Murray areas of Victoria and attracted significant visitation of 3447.

A series of workshops led by local artist MaryRose Riley explored the concepts of empathy, understanding emotions, as well as the importance of building healthy relationships as part of The Empathy Project Exhibition. This project ran alongside the council’s 16 days of Activism Against Gender Violence with an exhibition attendance of 1762

Wodonga Council Annual Report 2017-2018

25

HIGHLIGHTS •

An increase in adult programming that has seen new audiences attend programs including Beer and Bingo as well as a number of authors delivering talks to a large number of the community, for example, Clementine Ford had an audience of 305;

•

The Girls Write Up program in October, 2017, with 105 students attending a day-long program of author talks, workshops and panel sessions

•

Geek Week, a week-long extravaganza of pop culture programs including trivia, illustrator talks and workshops culminating in May the Forth (Star Wars Day) and international Free Comic Book Day

•

A huge increase in the use of our digital collections – from 10,982 to 17,039

•

The introduction of an outreach program for vulnerable families, with books selected by library staff and delivered to families by MCH nurses on a fortnightly basis.

CHALLENGES Although time and effort has been dedicated to making the Library a welcoming and vibrant space, the building itself continues to be a challenging space in terms of program and collection development

The Cube Wodonga HIGHLIGHTS •

The Cube Wodonga (TCW) attracted 417 events with more than 41,538 registered participants and a total of 90,848 guests come through the venue

•

TCW completed the research and planning component of the audience development and programming plan, identifying current markets, gaps and target growth opportunities.

The stand out events include the following: •

Albury Wodonga Chamber Business Awards dinner with 380 guests

•

The Snow Queen – A Victorian Opera production including 3D animations and community choir

•

Chicago – Sold-out season presented by Albury Wodonga Theatre Company.

The Cube Wodonga presented 29 season shows with standout performances including: •

Love Songs with Kate Ceberano and Paul Grabowsky

•

Room on the Broom

•

Borderville showcasing the Flying Fruit Fly Circus.

The venue sold more than 19,430 tickets, which is an increase of more than 1200 from the last financial year.

TCW increased its membership from 202 in 2016-2017 to 250 in 20172018 CHALLENGES •

26

An ongoing issue for venue operations is retaining skilled technical staff, due to regional location and the irregularity of the hours available

•

The TCW marketing plan has been updated in an attempt to increase the impact of spend focusing on social media and digital marketing.

The audience development and programming plan has helped to identify the best genres for programming and attracting audiences, with the aim to help increase attendance.

Bonegilla Migrant Experience Key Stats 2017-2018 •

Annual visitation of 15,385, an increase of 8 per cent on previous year visitation.

•

72 per cent of visitors have no personal link to the site. 28 per cent are either an ex-resident or a family member of an ex-resident.

•

75 per cent of visitors to the site are domestic overnight visitors (25% from Melbourne; 11% from rural Victoria; 6% from Sydney; 7% from rural NSW; and 26% from other states or unknown origin).

•

25 per cent of visitors to the site are domestic day visitors (0-100km resident of Albury Wodonga).

•

2737 people participated in hosted tours of the site, an increase of 16 per cent from the previous year. In total, 102 guided tours were hosted (including bus companies, school groups and scheduled school holiday tours).

•

813 people (29 groups) elected to have an unguided tour

•

There were 13 events and functions booked during the year.

•

BME Facebook followers increased from 1366 to 2014 (an increase of 32 per cent).

Community planning and wellbeing HIGHLIGHTS •

In partnership with the Wodonga Family Violence Taskforce implemented a settings-based (workplaces, schools, sports clubs) action plan that seeks to increase gender equality across Wodonga.

•

Developed and implemented the “Reflect Respect - a modern day guide for gentlemen” campaign that highlights and challenges the subtle things we all do and say that reinforce gender inequality.

Campaign collateral includes a booklet featuring 12 tips for behaviour change, social media and a website.

•

Developed and launched the ‘Who’s it gonna hurt’ community-wide social marketing campaign to reduce risky alcohol consumption amongst blue collar workers.

•

Received funding from the Australian Drug Foundation to work with our Local Drug Action team to develop and implement a social marketing campaign that that seeks to reduce stigma and raise awareness of ICE use among our young people.

•

In partnership with Albury City, established Capability Albury Wodonga, a large network that brings together individuals, businesses and disability organisations to share information, strategically plan and to co-ordinate efforts to improve the lives of people with a disability.

•

To encourage participation and inclusion of diverse community members in sport, council developed A Fair Game. The resource includes a checklist, action plan and useful tips. The resource has been piloted with the Wodonga Bulldogs Club.

•

Consulted with local mental health providers to understand mental health in Wodonga.

This included analysing mental health data, identifying barriers to people seeking help, and assessing current gaps in services for Wodonga residents.

HIGHLIGHTS •

The BME 70th Anniversary event was a standout.

It was attended by about 1250 people.

•

Community partnerships with HotHouse Theatre, German Austrian Club and sponsorship from local accommodation providers.

•

Completion of BME Remedial Works grant, funded by the Federal Government.

•

Developed the DRAFT Affordable Housing Strategy and implementation plan.

•

Increasing product awareness through participation in media famils, for example Sydney Melbourne Touring, Destination NSW, Murray Region Tourism and Visit Victoria.

•

Ongoing coordination the Community Impact Grant and Community Partnership Grant Programs.

•

Refresh of existing interpretive panels throughout site.

CHALLENGES •

Difficulty in connecting with educational groups.

CHALLENGES •

Due to strong reliance on grant funding, longterm project planning and sustainability is a key challenge for community planning and wellbeing team.

Wodonga Council Annual Report 2017-2018

27

Communications and Marketing

•

HIGHLIGHTS Communications and marketing supported the following events and programs.

•

Events including Australia Day, Clean Up Australia Day, All Aboard, RED Carpet Youth Awards, FreeZa activities, Fridays on My Mind, Volunteers Fair, Sustainable Living Week, Senior Celebrations, Children’s Fair, Neighbourhood Barbecues, Garage Sale Trail, Easter activities, neighbourhood barbecues, community wood-fired oven, Queen’s Baton Relay, Deaf Games, community bus tours, NAIDOC week, 16 days of activism, High St Family Fun Day, Backyard Bird Count

•

Events and programming for Arts Space Wodonga, The Cube Wodonga, Wodonga Library, Community Centres and Bonegilla Migrant Experience

•

Communications and engagement support for the High St roadworks

•

Design and communications for the Two Cities One Community initiative

•

Organisational Excellence and internal communications

•

Community engagement and consultation for the Wodonga hills project, Leneva-Baranduda Precinct Structure Plan, Gateway Island Master Plan, park and street names, Baranduda Fields Master Plan, speed limit review and several strategies and plans.

Staying up-to-date with changes in technology and online delivery to ensure the best and most effective outcomes.

Family youth and early years HIGHLIGHTS •

Minor capital works of $20,300 completed at Felltimber Children’s Centre Preschool.

•

Simon Lane, Ernest Condon and Diamond Park playground upgrades completed in 2018.

•

Ongoing funding of $211,000 for Access to Early Learning program (support for 16 children in three-year-old preschool)

•

Ongoing funding of $110,000 for supported playgroups through the Department of Education and Training (DET).

•

Ongoing and fixed funding of $210,000 through Department Health and Human Services (DHHS) to provide additional intensive service to vulnerable families.

•

Winner of the Ministers Award at the Victorian Early years Award 2017 for No One Left Behind and $15,000 prize money

•

Refurbishment of the Senior Citizens Centre with soft furnishings, additional air conditioning work and furniture for a rest area (funded by Wodonga Council and the Victorian Government).

•

Announcement of expansion of the enhanced home visiting program to increase service to families experiencing family violence through DET and the Early Childhood Reform Plan

•

Kindergarten inclusion grants of $50,000 awarded

•

Continued publishing of CityLife and range of email newsletters

•

Launch of the WotsOn Wodonga app

•

Began livestreaming council meetings

•

Began using drones for capturing changes in capital projects, engaging footage and for use in the work of the Infrastructure and Projects team

•

Community Child Care Fund – $48,000 grant awarded to support the transition of Felltimber Occasional Care to a centre-based care model.

•

Increase in social media channels with user numbers on the council’s main pages across Facebook, Twitter and Instagram up 1684 to 11,664 in the 2017-2018 year. Visitors to the council website was up on the 2016-2017 year.

•

Funding of $30,000 per year over three years for the junior and senior youth leadership programs.

CHALLENGES •

As policy and society change, it is critical that children, young people and families are consulted about issues that impact on them and there is sound planning to best support their needs currently and in the future.

•

The ability of the maternal and child health service, preschools and occasional childcare to meet changing Australian and Victorian Government policy shift, in particular national and state reforms for services.

•

Although playgrounds across the city have undergone gradual improvement, the challenge

CHALLENGES •

Increasing demand for communications and marketing support for the delivery of council programs and services.

•

Continuing to reach target audiences through a diverse mix of marketing and communications tools.

•

Finding the right timings and ways to engage with residents that suit them and which distribute information as widely as possible.

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is to provide high-quality play spaces that are equitable distributed across the municipality with the usage of available parks maximised, well utilised and maintained.

•

The ability to be responsive to the needs of Aboriginal children and families, changing ethnic community issues and government funding.

•

The ability to respond and meet the needs of the youth (nine to 25-year olds) in Wodonga.

•

To support innovation, it is critical for the early years unit to continue to apply for pilot and research funding to ensure council is best positioned to deal with any changes in the industry.

Services alliance whereby families referred from Child Protection and Child FIRST are offered intensive enhanced home visiting support for varying lengths of time. We provided entry, short (10 hours) and long response (110 hours) and for the first time intensive (200 hours).

•

The Enhanced Home Visiting Service provided 288 children and their families an intensive level of MCH service in 2017-2018, which equates to 7.6 per cent of the client population 0-6 years

•

Collaborative consultations with North East Child and Adolescent Mental Health Services’ child psychologist held at MCH centres to meet the needs of parents addressing behavioural problems in children.

•

Actively participated in the Nursery Equipment Program whereby 81 low income families within our municipality have received cots or car seats in the 2017-2018 financial year to a value of $47,247

Felltimber Children’s Centre HIGHLIGHTS •

•

Felltimber Occasional Care continues to operate at a consistent utilisation varying from 80 per cent during school holidays to more than 90 per cent during term. The service provides occasional care services to 120 individual families per year.

All preschool groups are at capacity of 33 children per group with a total of 99 children attending per week in the three-hour and 15hour programs.

CHALLENGES •

Ongoing funding is required through the Department of Education and Training (DET) and DHHS to maintain operational income for the universal and enhanced MCH service.

•

CDIS data system is still being refined by MAV and presents some challenges as far as data cleanliness, operator usability and data extraction for reporting purposes.

•

The MCH service is staffed on a 130 Banyule formula per 1.0 FTE nurse recruiting appropriately qualified staff is a challenge statewide.

CHALLENGES •

The ability of the occasional care service to operate under the proposed Australian Government – New Childcare Package changes.

Maternal and Child Health

Preschool

HIGHLIGHTS

HIGHLIGHTS

•

Increased funding from the Department of Health and Human Services (DHHS) of $42,836 for Enhanced Home Visiting Service program and $21,409 for family violence support.

•

A total of 451 children were enrolled for 15 hours across all of the stand-alone preschool groups

•

At total of 135 children enrolled in the three-hour preschool program

•

There were 558 birth notifications received for the 2017-2018 financial year.

CHALLENGES

•

More than 4680 key age and stage consultations, 1482 additional consultations, 271 community strengthening activities and 44 group sessions were attended by the universal maternal child health (MCH) nurses this year.

•

1740 Literacy program storybooks were distributed by MCH nurses at the key stage visits of 4 months, 12 months, 2 years and 3.5 years.

•

The Enhanced Home Visiting Service provided an Integrated Family Services program in 20172018 as part of the Upper Hume Child and Family

•

The introduction of Early Start Kindergarten (ESK) and the Access to Early Learning (AEL) programs has seen a decrease in the demand for the threehour preschool program.

•

Stand-alone preschool remains a community expectation, however, the challenge is to effectively plan for future demand in a growing and changing population.

Wodonga Council Annual Report 2017-2018

29

Southern Rise HIGHLIGHTS •

Increased demand for the 15-hour program has resulted from the introduction of the Early Start Kindergarten (ESK) program and Access to Early Learning (AEL). ESK is available for eligible three-year-old children, which has caused a decrease in the three-year-old program enrolments.

•

A total of 32 children were enrolled in the three-hour program and 114 in the 15-hour program in 2018.

•

Southern Rise Children’s Centre was repainted this year as part of a routine maintenance program.

CHALLENGES •

Stand-alone preschool remains a community expectation, however, the challenge is to effectively plan for future demand in a growing and changing population.

Supported Playgroups and Access to Early Learning HIGHLIGHTS •

Supported playgroups attracted a minimum of $110,000 to the municipality a year.

•

There are 40 families enrolled into supported playgroups each term. 20 per cent of families receive home coaching and all families have home visits to support engagement and continued participation.

•

Supported playgroups continue to provide 30 hours per week (0.8FTE) work for early childhood professionals.

•

Local business has benefited by the purchase of goods and fruit for the playgroups.

•

Supported playgroup equipment is shared with the new community playgroup and the grandparent’s playgroup that are operated from Belgrade Ave Community Centre.

•

16 children benefited from Access to Early Learning (AEL) in 2017 with 16 enrolled in 2018.

•

The addition of AEL provides a further $210,000 a year into the municipality and employs an additional full-time equivalent.

CHALLENGES

30

•

Ongoing funding is required through the Department of Education and Training (DET) to maintain operational income for the supported playgroups.

•

Ongoing funding is required through the DET to maintain operational income for Access to Early Learning.

•

Ongoing funding of five supported playgroups in the municipality – cost neutral to the council.

Volunteers

•

Twelve young people who fit within the category of disadvantaged, special needs or rurally isolated 13-16 year old teenagers attended the Portsea Camp.

•

L2P Program continues to thrive under the $66,500 VicRoads funding, run through Junction Services.

•

Wodonga Youth Sector Meetings (YAM) continues to be a valuable source of information and a great opportunity to discuss trends, network with other professionals and partner for collaborative solutions to local issues.

•

Red Carpet Youth Awards was another huge success this year with 79 applications, 31 finalists and 200 guests in attendance. This was the ninth year of the Red Carpet Awards.

•

All Aboard (previously Sound Out) will run its first event in April with more than 140 young people attending the event. Youth were engaged across ages 9-18 and five local businesses.

•

Positive profiling of 25 successful applicants allowed for the achievements of these young people to be rewarded and recognised in the media through the Young Achiever Scheme.

•

Wodonga Youth Services ran 16 events, reaching more than 2500 young people, with use of the Victorian Government’s FReeZA funding. The drug, alcohol and smoke free events included musical, cultural, recreational and artistic events.

•

Continued working with Alpine, Benalla, Indigo, Mansfield, Strathbogie and Wangaratta as part of the North East Youth Network.

•

Continued collaboration with Albury City Council to deliver the annual Youth Connect Card, this time overseen by a reference group of six local young people. This card has a range of local business discount and support information provided online.

•

Continued advocacy through local, regional and statewide networks including Albury Wodonga Youth Area Meeting (YAM), Youth Albury Wodonga (YAW), and Building Resilient Adolescents through Community Engagement (BRACE), Junction Support Services, PCYC Albury and Gateway Health.

•

The successful delivery of the Youth Snapshot Survey with more than 650 responses.

HIGHLIGHTS •

There are 349 active volunteers who assist council and have contributed in excess of 15,087 hours to council programs, events and services in April, 2018.

•

Placement of volunteers in both traditional and non-traditional roles has increased.

•

Continued development of relationships and collaboration with other community organisations needing volunteers, promoting their placement opportunities to our volunteers.

•

•

•

Volunteer Register in Pathways has been established and now records volunteer hours and referrals to other organisations. We are able to use SSRS to raise reports for both individual as well as group contribution data.

Updated promotion platform through the Campaign Manager Program, provided the Volunteer co-ordinator the ability to send volunteer placement opportunities and volunteer e-newsletter to more than 200 subscribers. 12 volunteer placement opportunities, in addition to six training opportunities (capacity building), for organisations have been promoted successfully.

Volunteer co-ordinator quarterly meeting, successfully bringing co-ordinators together to learn, discuss and voice their ideas, all things volunteer related.

CHALLENGES •

Fill all roles required for Children’s Fair (80 volunteers).

Youth Services HIGHLIGHTS •

Youth Services Review was conducted by Wendy Holland of Community Vibe. This has provided valuable insight and recommendations for use/ discussion in the development of the new Youth Strategy.

•

Community Vibe have been engaged to write the new Youth Strategy.

•

Continued implementation of the Intensive Leadership Program through the Engage! Funding.

This program engages an average of 20 students a session.

•

Engage! Funding has also allowed for the continuation of the Leadership Breakfast Program. This program has seen six guest speakers and more than 200 local Year 9 and 10 students in attendance across the program.

CHALLENGES •

Change of Youth Services staff.

•

Consultation with youth continues to be difficult with the Youth Sector Survey only returning 15 responses. We need to continue to experiment with different ways of creating opportunities to engage with young people and provide our youth with a voice.

Wodonga Council Annual Report 2017-2018

31

•

L2P Program is finding it difficult to engagement mentor drivers to assist with the running of the program.

People and Workplace

•

Successful delivery of the 2017 walk to school program with six schools participating and securing funding of $20,000 for the delivery of the walk to school program in 2018-2019;

•

Delivery of club development initiatives with 14 club participants involved in a sponsorship webinar and 13 participants attending the women and girls in sport workshop;

•

Delivery of the following infrastructure projects – Purchase of new spin bikes and strength equipment at Wodonga Sports and Leisure Centre, installation of park lighting to Belvoir Park, installation of additional shade and seating at WAVES, a major upgrade of the Wodonga Football Club change rooms, upgrade of the Wodonga Cricket Club nets and storage, the redevelopment of Wodonga Netball Club courts at Kelly Park, surface upgrade at the Wodonga Hockey Facility, and the St Monica’s Oval upgrade, including new toilet facilities and flood lighting.

HIGHLIGHTS •

Launch of Career Manager – our refreshed approach to annual reviews.

•

“Creating a Feedback Culture” learning for all staff – and to complement Career Manager conversations.

•

Introduction of our online learning platform.

•

Introduction of our face-to-face induction program.

•

Continued improvements made through our Gender Equity lens.

•

Leadership learning and development for our coordinators and supervisors.

•

Strong employee engagement results as indicated in our Employee Engagement Survey.

CHALLENGES •

Management and prioritisation of projects in capital expenditure in existing facilities.

CHALLENGES

•

Managing reduced recreation resources

•

•

Continual challenge of managing relationships and expectations of recreation organisations to provide sport, recreation and leisure opportunities across the city.

Incorporating industrial updates and developments into an ever evolving work environment.

Sport and Recreation HIGHLIGHTS •

Securing external funding of $280,000 for key sport and recreation infrastructure priorities (Belvoir Park solar lighting $10,000, Wodonga Bulldogs Football clubrooms $100,000, Wodonga Cricket Nets $70,000, Wodonga Netball $100,000)

•

Secured external funding of $11,495 to assist in delivery of the Silva Drive BMX facility security fencing. Assisted the Border BMX in securing a further $10,000 to contribute to the security fencing and lighting.

•

As part of our physical Activity Strategy, developed and distributed the Walk Wodonga Booklet and conducted an audit of the existing infrastructure in Wodonga parks and reserves.

•

Upgraded the pathway booklet to include new paths and upgraded connection links.

•

Oversaw the project management for Wodonga Men’s Shed construction of their new headquarters in Jamieson Court and negotiated a new lease for them and the existing tenants Apex.

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•

Wodonga Council Annual Report 2017-2018

33

Planning and infrastructure

Infrastructure and Projects HIGHLIGHTS •

Completion of the High St/South St/Bond St reconstruction

•

Delivery of a number of new footpath connections

•

Completion of Hume St reconstruction

•

Delivery of hockey fields surface upgrade

•

Construction of the ground floor Council Chamber

•

Delivery of Kelly Park netball courts upgrade

•

Replacement of the House Creek Bridge on Elgin Blvd

•

Delivery of a number of energy efficiency projects on council buildings

•

Delivery of the annual road and path renewal program

•

Installation of the LED Solar Lighting

•

•

Delivery of the annual playground renewal program

Delivery of sports field lighting projects at Willow Park and St Monica’s Oval

•

Tendering and award of the High St south reconstruction

34

CHALLENGES

CHALLENGES

•

Managing the expectations of community and business during significant road construction works

•

Extremes in weather have created challenges as the wet periods and milder summer have challenged the delivery of maintenance services.

•

Undergrounding of power in South St

•

•

Managing project scope and stakeholder expectations

•

Column removal in council chamber and managing the design risks

Enforcement of building and planning permit conditions and regulations. Building waste not being adequately contained and poor soil and water management across building and development is having significant detrimental impacts to our reserves, roads and drains.

•

Ongoing management of the former Wodonga landfill site

•

•

VicRoads Hume Freeway project

Keeping abreast of technological improvements within budget constraints to drive increased productivity

•

Balancing the budget in a constrained ratecapped environment

•

Managing the expectations of community and community groups

•

Overall tree management and the risks it poses

Roads and Roadsides: •

Belvoir foreshore rock and retaining walls

•

More than 2200m2 of sealed road patching

•

More than 150km of gravel road grading

•

2km of seal extensions on gravel roads

Environmental lands and WREN

•

More than $260,000 in external works

HIGHLIGHTS

•

1.8 kms of footpath replaced

•

923 customer service requests completed

•

Sustained target of zero uncompleted customer service requests

•

The establishment of a Friends of Federation Hill group.

•

Continued partnership with Wodonga TAFE, providing real world practical experience to conservation and land management students through work in Wodonga WREN and environmental lands. Works completed have included erosion reinstatement works, fencing installation and repair, and revegetation works.

•

Increased community partnerships with WULN, friends of groups, Landmate environmental program, volunteers and special needs volunteers, working to achieve environmental outcomes. Outcomes included the significant removal of willow and blackberry and other woody weeds throughout Wodonga’s waterway reserves.

•

WREN revegetation program, planting in excess of 3000 trees, shrubs and groundcovers throughout Leneva Valley and Baranduda.

•

The ongoing removal of noxious weeds across the council’s hilltops and WREN

•

Continued roll out of capital program to replace ageing fencing lines. More than 2km of ageing fencing replaced across the council’s hilltops.

•

Success of aerial herbicide application for control of broadleaf weeds on Klings and Mahers hills.

•

The completion and roll out of high priorities fire management plans for Bears Hill and Huon Creek Rd environmental areas.

Parks and Gardens HIGHLIGHTS •

Wodonga Urban Landcare Network and its many friends of and landcare groups, continue to significantly improve the biodiversity and visual amenity of many public places.

•

The continued funding and delivery of the council’s capital works programs has enabled the installation of new park benches, lighting, drinking fountains, upgrading of site specific irrigation controllers to a centrally controlled system and shade trees within our parks, gardens, reserves and sporting ovals.

•

There has been continued positive feedback on the quality of presentation of our city’s parks and reserves.

•

The creation of the new cleaning team who concentrate on the daily cleaning of the central business area.

•

Addition of a second larger catcher mower has resulted in higher standards of open space in the city.

•

Planting of more than 2000 trees.

Wodonga Council Annual Report 2017-2018

35

•

The successful rehabilitation of native animals found injured across our bushlands reserves. Successful outcomes for animals have included an Endangered Squirrel Glider caught in barb wire, Eastern long neck turtle with cracked shell and a common wombat with mange.

CHALLENGES •

Impacts of feral animal (deer, cats, goats). Significant impacts on revegetation works.

•

Climate Change – seasonal changes in weather conditions/patterns introduce added complexity managing grazing and weed control activities.

•

Retaining dead standing and fallen timber on roadsides and in bushlands. Increase instances of illegal tree removal and firewood collection.

•

Continued vandalism and hoon activity at Huon Hill.

•

Increased illegally activity, such as hunting, rubbish dumping and damaged and theft of council infrastructure such as farm gates and signs.

•

Enforcement of building and planning permit conditions and regulations.

Building waste not being adequately contained and poor soil and water management across building and development is having significant detrimental impacts to our bushland reserves.

•

Development on WREN reserve interface. Achieving appropriate edge treatments that avoid reserve encroachment and are sympathetic to the environment.

•

WREN funding post Australian Wildlife Conservancy 10-year funding period.

•

Inappropriate construction of bike jumps, trails, and ‘bush’ cubbies.

•

Implementation of ‘natural on your doorstep’ hilltops strategy.

Building Services HIGHLIGHTS

36

•

439 new houses and units were approved in Wodonga with a total value of more than $121 million

•

Private Building Surveyors approved 217 dwellings in Wodonga

•

More than $170 million of building works

•

More than 920 building permits approved in Wodonga to June 30, 2018

•

Elsewhere in Victoria, the team approved 112 buildings, with an income of $159,000 and a value of $35 million

•

In NSW, the team approved 86 buildings, at an income of $105,000 and a value of $22 million

•

Major commercial works valued at more than $1 million approved includes – Additions to Westmont Aged Care; Stage 3 Manns Centre, Daintree Childcare Centre; additions to Vitasoy; additions to Aldi, new fire station at Thomas Mitchell Dr and McKoy St; Factory extension Moloney Drive; Stage 2 XLAM; Childcare centre at Victoria Cross Parade

•

eLodgement of all building permit applications assessed by council

CHALLENGES

•

Adoption of Wodonga Industrial Land Strategy

•

Building sector has been extremely busy over a sustained period of several years.

•

Adoption of Wodonga Central Business Area Car Parking Plan

•

Succession planning

•

Draft Wodonga Housing Strategy presented to the council

Statutory Planning

•

Neighbourhood Character Assessment Strategy completed

HIGHLIGHTS

•

•

209 planning applications were received and 195 permits were issued to June 30, 2017

Draft Activity Centre Hierarchy Strategy completed

•

•

80 per cent of applications were determined within 60 days

2016-2017 Land Development Trends report completed

•

Cross council funded ESD in subdivision project

•

The median number of processing days to determination was 36 days

•

Business Survey intention for McKoy St Innovation Project completed

•

The main types of application received were single dwellings, subdivision of land, change or extension of use and one of more dwellings

•

Ingrams Rd Development Plan adopted

•

Roadside Vegetation Management Plan report completed

•

CBA Bus Interchange report completed

•

DELWP Fast Track Government Land amendment – Jarrah Street rezoning process

•

16 VicSmart applications were received

•

The total value of fees for applications received was $251,317

•

The total estimated cost of works for permits issued was $52,799,782

•

Major applications included: childcare centre at Victoria Cross Parade; use and development of fire station Thomas Mitchell Drive; 86 units in 2 apartment blocks; use of land for trader and garden supplies; 62 lot subdivision Huon Park; use and development of indoor recreation facility; use and development of medical centre, Beechworth Rd; use of land for materials recycling; buildings and works to La Maison; buildings and works at Westmont Aged Care Centre

CHALLENGES •

Complexity and number of major projects that the team have worked on simultaneously this year

CHALLENGES •

Staff movements during the year

•

Transition of client base to eLodgement of planning applications

•

Striving for high quality urban design in major subdivisions

Strategic Planning HIGHLIGHTS •

Planning panel completed for Planning Scheme Amendment C121 Leneva Baranduda Precinct Structure Plan

•

Planning Scheme Amendment C125 (Wodonga Growth Strategy) to adoption by the council

•

Planning Scheme Amendment C105 (ESO) to adoption by council

•

Adoption of Planning for Wodonga Hills Wodonga Council Annual Report 2017-2018

37

Wodonga is strategically placed between Melbourne and Sydney on the Hume Highway in North East Victoria.

The city’s residential base is more than 38,000 and the total area of Wodonga is 433.7 square kilometres; with 13 localities.

Wodonga includes the main urban centre of the city, as well as the rural localities of Bandiana, Baranduda, Barnawartha North, Bonegilla, Castle Creek, Ebden, Gateway Island, Huon Creek, Killara, Leneva and Staghorn Flat. wodonga.vic.gov.au info@wodonga.vic.gov.au Phone: (02) 6022 9300 Fax: (02) 6022 9322 CITY OFFICES 104 Hovell St, Wodonga

POSTAL ADDRESS PO Box 923, Wodonga VIC 3689

WODONGA

38

Wodonga Council Annual Report 2017-2018

39

40

In October 2016, the Wodonga Council community elected this council for a four-year term.

Cr Anna Speedie aspeedie@wodonga.vic.gov.au 0417 138 938 First elected: 2005 (Mayor from 2015 to 2017) Cr John Watson jwatson@wodonga.vic.gov.au 0428 325 377 First elected: 2012 (Previously served from 1997 to 2004) Cr Kat Bennett kbennett@wodonga.vic.gov.au First elected: 2016

Cr Danny Lowe dlowe@wodonga.vic.gov.au First elected: 2016 Cr Ron Mildren rmildren@wodonga.vic.gov.au First elected: 2016 Cr Libby Hall lhall@wodonga.vic.gov.au First elected: 2016 Cr Tim Quilty tquilty@wodonga.vic.gov.au First elected: 2016

Wodonga Council Annual Report 2017-2018

41

Our people

The council is the governing body which appoints a Chief Executive Officer (CEO).

The CEO has responsibility for the day to day management of operations in accordance with the strategic directions of the Council Plan.

The Executive team consists of three directors..

42

Executive team

PATIENCE HARRINGTON

NARELLE KLEIN

Patience Harrington Chief Executive Officer BA, Dip Ed, AICD, IPA

Patience joined Wodonga Council in 2000 with extensive experience in planning, financial management, service delivery and evaluation. She has a careerlong history of fostering effective partnerships, forming strategic alliances and leading and developing teams.

Through this experience, she has developed a sound knowledge of a range of sectors including all levels of government, the community and business and service areas.

Patience has a commitment to initiatives at the regional, state and federal levels and in ensuring the best outcomes for Wodonga.

Narelle Klein Director Business Services

BBus (Acc), Chartered Accountant

Narelle commenced at Wodonga Council in 2015 after a career spanning 20 years in the big four chartered accountancy firms and 10 years in corporate finance for the Australian Government.

In addition, she has held positions as a not-for-profit board member and audit and risk committee chair in a small rural health service and as an external member on the Audit Committee for a local government.

DEBRA MUDRA

Over her career, she has developed a reputation for establishing continual improvement practices and transparent governance and reporting processes. She also has a keen interest in environmental sustainability.

Narelle’s responsibilities include finance, asset planning, information services, plant and fleet, building maintenance, civic services, environmental health, waste services, governance, risk management and occupational health and safety, procurement, customer service and community centres.

Debra Mudra Director Community Development PhD, BEd (ECE), BTeach (ECE), DipCS, JP

Debra joined Wodonga Council in 1996, bringing with her extensive experience in the planning, management and delivery of community service and development programs.

Her experience encompasses community planning and policy development, facility development as well as the management of service delivery. Debra has a keen interest in the planning for community along with the provision of quality services aimed at preserving and enhancing the quality of life for residents.

Debra is responsible for a range of council services and functions that support the community,

LEON SCHULTZ enhance wellbeing and provide opportunities to participate in the life of the city. These include community and social planning, children and youth services, recreation and leisure, library, arts, culture and events, aged services, community facilities, settlement assistance and healthy communities.

She is also responsible for organisational development (human resources), communications and marketing, tourism, cultural development and visitor information services.

Leon Schultz Director Planning and Infrastructure BE (Civil)

Leon joined Wodonga Council in March, 2010 as manager engineering and parks following almost three years as Manager Technical Services with the Rural City of Wangaratta.

He has more than 30 years of experience in local government, primarily in engineering, infrastructure provision and maintenance. Leon relocated to Australia from his home country of South Africa in September, 2007.

Leon’s responsibilities include building services, planning, engineering, parks and gardens, roads, infrastructure and natural resources.

Wodonga Council Annual Report 2017-2018

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Organisational structure AS AT JUNE 30, 2018

PATIENCE HARRINGTON

NARELLE KLEIN

DEBRA MUDRA

LEON SCHULTZ

CHIEF EXECUTIVE OFFICER

DIRECTOR BUSINESS SERVICES

DIRECTOR COMMUNITY DEVELOPMENT

DIRECTOR PLANNING AND INFRASTRUCTURE

BUSINESS SERVICES

COMMUNITY DEVELOPMENT

PLANNING AND INFRASTRUCTURE

Environment and Community Protection

Communications and Marketing

Infrastructure and Projects

Community Planning and Corporate Governance including Customer Focus Wellbeing including Youth Services and Community Centres Finance Information Services Economic Development, Tourism and Property Investment Attraction

44

Early Years and Family Services Sport and Recreation Cultural Services including Library People and Workplace

Strategic Planning Statutory Planning Building Services Parks and Gardens Road and Roadside Maintenance Natural Resource Management

COUNCIL STAFF EMPLOYMENT CLASSIFICATION STAFF NUMBERS OF FULL TIME, PART TIME AND CASUAL BY DIRECTORATE AND GENDER

EMPLOYMENT CLASSIFICATION

77

KEY Male

5

CEO

Community Development

Band 2

3

Band 3

100

Band 4

78

Band 5

55

Band 6

34

Band 7

29

Band 8

7 15

Business Services

MALE

FEMALE

12

27

CEO Community Development

39

28

77

105

MALE

FEMALE

13

32

1

5

Nurse Classifications

18

ASA

27

57

8

427

SEO

8

TOTAL

423

FEMALE

MALE

3

1

Management

6

8

Team Leader

14

8

PART-TIME TOTAL

45

MALE

FEMALE

FULLTIME TOTAL

29

19

48

132

1

1

1

FULL-TIME

0

0

1

45

Directors and CEO

PART-TIME

4

Preschool Classifications

LEVEL

0

Executive Services Planning and Infrastructure

CASUAL TOTAL

4

IMMN0

Planning and Infrastructure

Executive Services

OVERVIEW OF SENIOR POSITIONS BY GENDER

CASUAL

Casual

Part-time

Full-time

Full-time

Casual

1 1

1

4 Part-time

Full-time

Full-time

Casual

Part-time

1

4

8

8

12

13

19 Full-time

12

SO

Business Services

COUNCIL STAFF PROFILE

Band 1

SEO

28

27

29

32

38

57

62

Female

NUMBER OF STAFF

GRAND TOTAL

61

4

38

42

208

0

1

1

2

2

13

62

8

70

84

427

* Please note: Not every casual is linked to a business unit for reporting purposes

Wodonga Council Annual Report 2017-2018

45

EQUAL EMPLOYMENT OPPORTUNITY PROGRAM Wodonga Council is committed to providing a working environment free of all forms of discrimination and inappropriate workplace behaviours including harassment, sexual harassment, workplace bullying, occupational violence and victimisation.

Council’s Equal Opportunity and Workplace Behaviours Directive continues to guide the council’s actions and decision making processes to provide equality of opportunity for all employees.

Council has also adopted the Gender Equity Strategy and Directive to further improve and promote equality for both women and men in the workplace Specific actions that make up Council’s EEO Program include: •

Establishment of the Gender Equity Team

L&D aligns with our Council plan, especially with Strategy 22 – ‘Foster a positive culture of skilled employees which allows for the continuous improvement of our service delivery to ensure the best outcome for our community in an open, transparent, ethical and fair manner’.

HEALTHY AND SUPPORTED WORKPLACE

o

Wodonga Council values all employees and Review Council’s policies and procedures with continually strives to achieve a healthy and a gender equity lens supported workplace.

o

Promote opportunities for women and men

o Ensure procurement includes gender equity components •

Gender equity KPI’s established for senior managers

•

Equal Opportunity is outlined in the Staff Code of Conduct, which all staff read and sign off on annually

•

EEO training provided to all new employees and refresher training provided to all employees every 2 years

•

Contact officers in place

•

Employee Assistance Program in place

•

Family Violence Leave included in the Enterprise Agreement

•

Flexible work provisions available to all staff, dependent on operational requirements

•

Merit based recruitment process

LEARNING AND DEVELOPMENT Wodonga Council highly values the development of staff. This includes a 70 – 20 – 10 approach to L&D that places great emphasis on experiential learning.

We provide an extensive array of opportunities to employees including conferences, workshops, webinars, online learning, onsite learning, secondment opportunities, acting in higher (or other) roles and tertiary based education.

46

Council has a suite of mandatory induction learning for all new staff members. This suite is provided to all staff members as a refresher every two years. This includes conflict of interest, fraud and corruption awareness, mandatory reporting, OHS and OHS risk management, protected disclosures, privacy and data protection as well as workplace bulling and occupational violence.

Council continues to offer the employee assistance program, EAP, which has been in place at Council for over 10 years. The program provides confidential counselling and support services to staff (and their families when appropriate) to resolve personal and or / work related problems.

Council has a designated ‘Return to Work’ role that supports those employees injured at work, as well as those who have personal injuries, through the ‘return to work’ process. This includes liaising with medical professionals, developing RTW plans and suggesting other opportunities to enhance RTW outcomes.

Council provides the opportunity for staff to volunteer time to an activity that benefits the Wodonga community as well as being involved in activities such as Braveheart boat racing, meals on wheels and Ride to Work day.

OCCUPATIONAL HEALTH AND SAFETY Council’s aim is to maintain a safe workplace that protects all employees, councillors, contractors, visitors and the public from harm. Over the last 12 months, council has maintained an Occupational Health and Safety Management System that focuses on leadership, an active OHS culture and a systematic approach. In November 2017, council joined the Municipal Association of Victoria WorkCare Self-insured Workers Compensation Scheme. Through this scheme it is anticipated that council will further improve its workplace safety processes and effectively manage operational risk.

Council provides the opportunity ... being involved in activities such as Braveheart boat racing, meals on wheels and Ride to Work day.

Wodonga Council Annual Report 2017-2018

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48

Wodonga Council uses community engagement to: •

Strengthen relationships between the council and the community by allowing for clear and honest communication, improving the understanding of each other’s opinions, concerns, restrictions and strengths;

•

Help encourage ownership within the community over strategies, projects and decisions, to support long-term sustainability of projects and initiatives;

•

Develop an understanding of the make-up, characteristics, needs and priorities of the community; and,

•

Search for solutions, information and opportunities that contribute to the development of strategies and policies.

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DRAFT GATEWAY ISLAND MASTER PLAN

The council began a review of the Gateway Island Master Plan and want to hear from residents about what you value and what you see as the future for the island.

Action: From February to April, the council and its consultants ran a comprehensive consultation process to hear from the community about what they valued and wanted to see for the future for the island. More than 300 people provided feedback in person at open houses and drop-in sessions and by written subbmissions.

Outcome: Input and feedback was incorporated into he drafting of a new master plan for Gateway Island. The draft was to go out to public comment later in 2018 before adoption.

DRAFT BARANDUDA FIELDS MASTER PLAN

Baranduda Fields remains a long-term priority project for the council and is needed to support the city’s future growth and to accommodate increasing sporting demands across the city but it requires support from all levels of government. Having a current master plan will ensure the council is ready to proceed when funding opportunities arise. The council asked for feedback for the updated master plan for Baranduda Fields.

Action: The draft master plan was out for exhibition for a period of six weeks alongside the Recreation Facilities Governance Review. Writeen submissions as well as interviews with key stakeholder were undertaken.

Outcome: Feedback will be incorporated into the final master plan to be presented to the council for adoption.

HILLS STRATEGY

The Planning for the Wodonga Hills strategy provides direction for the future management and use of the hills, to realise their potential for community use and enjoyment while also protecting and enhancing their conservation values.

Action: Consultation began in July 2016 with several drafts going back out for further refinement via workshops, community sessions and online forums. A series of workshops were held in early 2017 with a public exhibition process of the final documents in September 2017.

Outcome: Feedback from the workshops and the exhibition period were incorporated into the final documents which were adopted in October 2017. A process began to form a hills advisory group to guide the implementation of the plan.

50

SPEED LIMIT REVIEW

Wodonga Council proposed five speed limit changes across the city following advice from the Traffic Liaison Committee that considers all matters relating to road safety, including speed limits.

The zones were in Huon Creek Rd, Felltimber Creek Rd, Kinchington Rd, Baranduda Boulevard and Lawrence St/Parkers Rd/Drage Rd. Action: Residents were invited over a four week period to provide feedback and make submissions on the review.

Outcome: Twenty written submissions as well as almost 100 comments were considered as part of the review. A report on the feedback as well as recommendations for the changes is due to go back to the council for endorsement later in the year before an application is made to VicRoads.

COMMUNITY CONVERSATIONS PANEL

A panel of interested community members was initiated in 2017 to give feedback on various topics including the nature of communication people received from the council including timing, preferred delivery method, relevance and satisfaction.

Action: The panel has been emailed regularly regarding community consultation activities.

Outcome: More than 40 people have registered to be members of the panel and provide feedback on consultation opportunities.

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Our Performance

The Council Plan outlines key strategies that the council proposes to deliver over the next four years.

It is used to plan for council’s services, major projects and budget allocations. The council will measure its progress towards achieving targets and report back to the community on an annual basis.

How to read the Action Plan report Each Council Plan action for year one is listed and reported against with a short comment and a status.

ďƒź 52

Completed

ďƒ

On track

-

Deferred

KEY FOCUS AREAS

HEALTHY, SAFE AND RESILIENT COMMUNITY

CONNECTED AND ENGAGED COMMUNITY

SUSTAINABLE AND FORWARDLOOKING

THRIVING AND VIBRANT CITY

STRONG, RESPONSIBLE AND SOUND ORGANISATION

Advance our position as a leading regional city, fostering opportunities for development and jobs, and building a destination that offers a variety of experiences, recognising our rich and diverse history and culture.

Provide strong leadership and governance, demonstrating excellence in the way we do business by being innovative, responsive and transparent. We will be accountable and steward the organisation with the highest regard.

STRATEGIC OBJECTIVE

Improve the health and social outcomes for all people in Wodonga to create a healthy, safe, equitable and inclusive community.

Create a city that is well-connected, informed and engaged, which supports people to meet, participate and move safely and easily to access services and opportunities.

Protect, enhance and manage our unique natural and built environments, planning for growth, demonstrating leadership and stewardship now and into the future.

STRATEGY AREAS

• Families, children and young people

• Communications and engagement

• Mental health

• Integrated and well-connected transport network

• Being active • Healthy and safe food • Community safety • Emergency management

• Inclusion, participation and access

• Managing assets

• Arts and culture

• Land use planning

• History and heritage

• Community planning • Open spaces • Environmental management • Sustainable practices

• Prospering tourism sector • Business and investment

• Good governance and customer experience • Financial management • Lobbying and advocacy

• Education, training and employment • Vibrant city centre

ANNUAL PLANS WILL DETAIL THE ACTIONS TO BE UNDERTAKEN FOR THE STRATEGY AREAS EACH YEAR

PROGRESS IS TRACKED BY STRATEGIC INDICATORS

Wodonga Council Annual Report 2017-2018

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54

 





Develop and adopt a youth strategy that focuses on improving the health and wellbeing of young people

Ensure young people are consulted and considered in matters that directly impact them

Continue to recognise the efforts of young people through youth awards including Red Carpet youth awards, the Young Achiever Scheme and the annual Young Citizen of the Year award

Review and update the Municipal Early Years Plan to ensure evidence-based and responsive policy to reflect current standards of best practice.

Deliver high quality services that support, educate and improve the health and wellbeing of children and their families subject to federal and state government policies and funding arrangements.

Implement the Child Safe Policy and initiate appropriate actions to meet the requirements under child-safe legislation.

1.2

1.3

1.4

1.5

1.6

STATUS

1.1

ACTION

Child Safety Policy tabled at the October Ordinary Council Meeting (October 16, 2017)

Maternal and Child Health (Universal and Enhanced), Supported Playgroups, Occasional Childcare, Kindergarten (3 yr old, Early Start and 4 yr old) and Access to Early Learning programs continue to be undertaken. Belgrade Avenue Preschool obtained 'Exceeding the National Quality Standards on September 25, 2017 in the AQECA Rating and Assessment.

Work has commenced on the new MEYP it will reflect the early years reform plan and also the Compact

Red Carpet Awards held on July 28, 2017. YASS Awards 7 recipients for the quarter. Young Citizen of the Year Award announced in January 2018.

Youth consultation through the youth survey to inform the youth strategy.

Follow up focus groups attended in November 2017.

Youth Services Review complete. Youth Strategy brief developed and consultant appointed to undertake youth strategy development.

COMMENTS

Plan, facilitate and provide where appropriate quality services, activities and spaces that meet the needs and provide the best outcomes for our children, young people and families

Strategy 1 Families, children and young people

Improve the health and social outcomes for all people in Wodonga to create a healthy, safe, equitable and inclusive community.

Wodonga Council Annual Report 2017-2018

55



Build partnerships across the youth sector and strategically plan and advocate for required infrastructure, services and funding

1.8

Youth Area Meetings (YAM) attended quarterly.

Meetings held with the Child FIRST alliance, DET and DHHS at both Regional and State level on a quarterly basis.

COMMENTS

  

Work with the mental health sector to identify local barriers and opportunities to inform lobbying and advocacy efforts

Support local campaigns and activities that strengthen community resilience

Continue to support the community-wide youth anti-bullying campaign

2.1

2.2

2.3

The Big Shout - Know the Line - Anti bullying Campaign was held on July 15 2017. A collective event between Headspace, Albury City and Wodonga City.

Council promoted 'R U OK day' - a national day for suicide prevention and to support mental health.

Discussions with major service sector (e.g., Gateway Health, AlburyWodonga Health, Head Space) undertaken to assess local need and develop recommendations for advocacy efforts.

Work to improve the mental health and wellbeing of our community through planning, local partnerships, lobbying and advocacy and focus on building community resilience

Strategy 2 Mental health



Participate in relevant networks at the local, state and regional level that support all our children and families and particularly the vulnerable.

STATUS

1.7

ACTION

56











Plan and deliver appropriate, well-planned and sustainable infrastructure and improvements to sporting and recreation precincts across the city

Investigate appropriate governance models for sporting and community facilities across the city

xplore options for a physical E activity network to connect providers and interested agencies of sport and recreational opportunities

Participate in key campaigns to promote physical activity including Walk to School month, Ride to Work Day, Active April and Wodonga Children’s Fair

3.1

3.2

3.3

3.4

3.5

STATUS

Provide accessible options and connections to promote and encourage the community to participate in walking and cycling across the city

ACTION

VicHealth funding received for walk to school month with six participating schools. Ride to work day undertaken with 39 participants attending the event. Children's Fair was conducted with an increased offering of sport and recreation activities to the commun ity. Active April activities underway. Work being undertaken to improve the web presence and social media information on local physical activity. Secured 2018/19 walk to school funding.

Audit undertaken on existing agencies, activities and options for the development of a physical activity network. Assessment has identified undertaking improvements to electronic information and social media to promote and support physical activity and identify stakeholders to be involved in a physical activity network.

Digital media organisation appointed to develop physical activity digital platform.

Project approach and objectives of the project presented to councillor briefing on September 4, 2017. Initial audit and analysis of existing processes undertaken with a draft report presented to the March 19, 2018 council meeting. Public exhibition period undertaken from March 2018 to May 4, 2018. Review of feedback and policy updates underway for future presentation to councillors.

The Martin Park cricket nets upgrade is complete. New floodlighting at Willow Park and St Monica's Oval as well as the Kelly Park netball court redevelopment, Birallee Park hockey field replacement and the Wodonga racecourse ovals improvements have been completed. Eight new shade sails installed within selected sporting reserves and playgrounds. Enhancements and energy efficiency improvements for Wodonga Sports and Leisure Centre and WAVES underway. Secure funding for Kelly Park cricket nets, athletics pavilion upgrade and for the Regional Cricket Hub. Design works underway on the Willow Park sports pavilion upgrade and the Regional Cricket Hub.

Distribution of walk Wodonga pathway brochure to aged care facilities and local schools. Ride to work day conducted with 39 participants. Walk to School month delivered in October with six schools participating.

Completion of the house creek pathway solar lighting project. Continued data collection along shared pathway network. Improved signage on pathways in the city completed. Additional funding received to support continued development of park pathway solar lighting in 2018/19 financial year.

COMMENTS

Manage and develop the city’s sporting, recreation and leisure facilities and spaces to ensure sustainability, amenity and to encourage participation in physical activity

Strategy 3 Being active

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

STATUS

4.3





Support key settings and stakeholders to increase access to healthy food options by creating a supportive built and social environment

4.2

4.4



Work in partnership with key agencies and the wider community to increase breastfeeding rates in Wodonga

Support initiatives that aim to increase access to affordable and healthy food for all people in Wodonga



Continue to participate in the Wodonga Local Food Network

4.1

COMMENTS Council is in the process of undertaking a joint tender with AlburyCity for the aquatics management contract.

Wodonga Council is also providing input into AlburyCity planning regarding football and tennis. Netball Victoria were engaged for input and support of the Kelly Park netball court redevelopment designs. Council attended the Parks and Leisure Forum in November 2017 in which presentations were made by Cricket Victoria, Netball Victoria, Football Federation Victoria and AFL Victoria. Participation in the AFL Victorian Local Government Reference Group and the Cricket Victoria Infrastructure Strategy Reference Group.

Council supporting the Local Food Network deliver on their Strategy that focuses on four key priorities - * A thriving local food economy and a food identity our people are proud of * Healthy and safe food choices where we live, learn, work and play * Everyone can access the food they need when experiencing financial hardship * Food is produced and sourced locally, and disposed of using environmentally friendly means

Council supporting the Local Food Network to update the Healthy Catering Guide for workplaces and the Healthy BBQ Guide for families. Work continues to promote healthy eating in workplaces, early learning centres and schools through the Achievement Program delivered by Gateway Health.

Collaborative work has continued with Albury Wodonga Health, the local Australian Breastfeeding Association, Parents & Babies Service and the Albury Wodonga Aboriginal Service to improve breastfeeding rates. A breastfeeding 'drop in hub' has commenced at the Felltimber Community Centre to meet the needs of breastfeeding mothers in the community and enhance breastfeeding rates.

Council representatives continue to attended the Local Food Network Steering committee meetings.

Work with key stakeholders to improve access and affordability of safe and nutritious food for all

Strategy 4 Healthy and safe food

3.6

Engage and work with neighbouring councils and state sporting associations to increase regional sport and recreation planning

ACTION

58

-

Implement a food strategy that identifies council’s role in supporting and promoting a food system that is safe, healthy, sustainable and socially inclusive

4.6

Council did not adopt the Wodonga Local Food Strategy. Supporting Local Food Network.

Continues to be implemented by council staff.

COMMENTS





Work with key partners in the prevention of family violence including elder abuse and to strengthen the service system

Participate in preventative programs and awareness campaigns to build community capacity in responding to family violence including elder abuse and promoting gender equity

5.1

5.2

Council ran 16 days of activism campaign in Nov 2017, supported international Women's Day celebrations in March 2018. In addition, Council developed and launched the ‘Reflect Respect’ social media campaign for the Primary Prevention of Intimate Partner violence. The campaign was launched in June 2018.

The Primary Prevention of Intimate Partner Violence Taskforce is established and meets bi monthly to ensure effective partnerships are created for the prevention of family violence.

Wodonga Council participates on the Albury Wodonga Family and Domestic Violence Network and regularly meets with key stakeholders like Primary Care Partnership and Women's Health Goulburn North East. Elder Abuse information sessions are held quarterly and Elder Abuse Day is recognised.

Implement appropriate planning, policies and practices that improve the safety of our community with a focus on preventing family violence including elder abuse and harm from alcohol and other drugs

Strategy 5 Community safety



4.5

STATUS

Continue to implement the Healthy Catering Directive to encourage the provision of healthy food choices in all council facilities and at council-run events

ACTION

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59









 



Work with key stakeholders to align local efforts, strengthen the service system and raise community awareness of the risks of alcohol and other drugs

Maintain a healthy community through promotion and delivery of environmental health services including immunisation

Plan and install improved lighting along pathways and in public spaces

Continue to promote initiatives that create awareness around family violence and gender equity and inclusion

Increase awareness of local laws and legislative requirements to reduce non-compliance and increase a feeling of safety and security

Inform and educate the community on the regulations on neighbourhood issues and council’s jurisdiction in disputes

5.3

5.4

5.5

5.6

5.7

5.8

5.9

STATUS

Implement the alcohol culture research project to reduce alcohol-related harm among identified subpopulations

ACTION

Article produced on fire usage and requirements

Three articles in CityLife promoted legislative requirements.

Promoted 16 days of activism, international women’s day, that girl, a fair game and Reflect Respect.

External funding has been secured to complement the council allocation. Tenders have closed and are yet to be awarded.

Fire and heatwave preparations were in place and for summer

Council was funded by Australian Drug Foundation to establish a Local Drug Action Team (LDAT) with various stakeholders. LDAT oversee alcohol culture change project and community action plan to reduce drug related harm. Recently successful in receiving $25K to develop campaign to tackle stigma in the community in relation to drug misuse.

The social marketing campaign 'Who's it gonna hurt' was launched in partnership with VicHealth and Dutch Media in February. Woolworths Distribution Centre, Visy Board and Council Depot have developed their workplace program action plans to address risky drinking in their workplaces over the next 12 months.

COMMENTS

60

Assist our sporting clubs and community organisations address key health and social issues through dedicated programs and campaigns



STATUS Had initial conversations with Wodonga Bulldogs Football and Netball Club. Club are interested in Fair Game pilot project. Planned to present project to boards.

COMMENTS

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Review the Municipal Emergency Management Plan to ensure efficient and effective implementation

Ensure available information on emergency preparation and assistance is relevant and up-to-date

Participate in key campaigns to promote awareness and safety

Continue to progressively update bushfire management plans for environmental land, to be incorporated into the Municipal Fire Management Plan

Work with relevant agencies to develop strategies to deal with potential incidents of violence and abuse during heatwaves and emergency events

6.1

6.2

6.3

6.4

6.5

The effects of family violence in an emergency is currently in the updated Draft Emergency Management Plan with some actions that can be undertaken during the response component of an emergency. The updated Plan needs to be approved and endorsed by the Emergency Management Committee and adopted by Council.

The environmental lands bushfire management strategy has been endorsed by the MFMC and is awaiting incorporation in the MFMP when it is next updated (currently occurring).

Currently four high priority bushfire management plans are in draft form, with two awaiting endorsement by the MFMC. Council staff are seeking feedback from CFA of the other two draft plans as well as preferred plan format.

Worked with CFA to ensure suited fire messaging occurred.

The emergency management plan is due for audit by the Department of Justice within 12 months. Sections are being updated in preparation of that audit.

Currently the fire management plan (an emergency management subplan) is being redrafted. Should be presented to councillors within 2 months.

Ensure our preparedness in response and recovery for large emergencies in our municipality, support our community and inform residents of the services available to them

Strategy 6 Emergency management

5.10

ACTION

OUTCOMES •

A more resilient community

•

Opportunities and services for all families and young people

•

An informed and safe community

•

Increased opportunities for people to be active

•

Health and safe food choices for all

Percentage of the community who feel safe on streets alone

Satisfaction with the enforcement of local laws

Percentage of community at increased risk of alcohol-related harm

Percentage of community who do not meet dietary guidelines for either fruit or vegetable consumption

95.1% during day 55.7% after dark

68

71%

56.8% for fruit 97.1% for vegetables

Percentage of community who do not meet physical activity guidelines

52.3%

Percentage of required food safety assessments undertaken

87.04%

Satisfaction with emergency management performance

74

Percentage of infant community who do not meet dietary guidelines for breastfeeding

88.3%

Percentage of students who feel connected to school

71.3%

Number of family violence incidents per 1000 population

1793.5

Percentage of family violence incidents where children and young people are involved as other parties

Approx. 40%w

Wodonga Council Annual Report 2017-2018

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62

ďƒ

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Inform the community about the council’s events and activities through a broad range of communications channels

Continue to run consultation activities to ensure the community has a say on issues that affect or are of importance to them

7.1

7.2

7.3

STATUS

Redevelop the council website for an improved experience that is easily navigated, accessible, mobile responsive and user focused

ACTION

Planning for upcoming activities including Hume St, Willow Park footpath, CBD roadworks, Gateway Island master plan, CBD Parking Plan recreation facilities review, draft Baranduda Fields master plan, Industrial Lands Strategy, park names, draft Gateway Island master plan, draft budget, the Domestic Animal Management Plan, draft Leneva Baranduda PSP and Jack Hore Way renaming. Community surveys on street art, smoking bans and safety. Regular emails to the Community Conversations panel..

Communications tools including social media, CityLife, enewsletters and advertising including a families enewsletter Top Things to do for Families and regular media releases. Major events promoted include Senior Celebrations, Children's Fair, Bonegilla Migrant Experience 70th anniversary, The Cube Wodonga 2018 season launch and a range of library, gallery and community centre programs.

Tender process undertaken early 2018 but was not awarded. Being rescoped for 2018-2019.

Design and content preparation under way.

COMMENTS

Provide relevant communications and engagement channels and opportunities that are inclusive and support diverse needs effectively so all members of the community stay informed and have a say on issues that are important to them.

Strategy 7 Communications and engagement

Create a city that is well-connected, informed and engaged, which supports people to meet, participate and move safely and easily to access services and opportunities

Wodonga Council Annual Report 2017-2018

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Implement cycling and pathway improvements promoting linkages to the central business area

Install key pedestrian crossings and infrastructure at identified locations to improve safety and connections

8.2

STATUS

8.1

ACTION

Zebra crossings to be installed in High Street as part of the reconstruction. New pedestrian-operated signals being installed at Melrose Drive-Brockley St and Melrose Drive-Lawrence St.

Various cycling and pathway projects have been completed including Reid St and Osbourne St which are key connectors to the CBD.

COMMENTS

Provide the infrastructure in pathways and roads for our community to go about their day in a safe manner with the ability to access what they require near and far

Strategy 8 Integrated and well-connected transport network

64

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Offer and promote a range of volunteering opportunities

Support local organisations through the provision of a community grants program to assist groups to meet identified community needs

Position the library as the community hub, planning for and providing a service that connects, engages and shares knowledge for all of the community

9.1

9.2

9.3

9.4

STATUS

Deliver a range of events and public programs in diverse locations and facilities that allow the community to engage, connect and express themselves

ACTION

A feasibility was also completed, exploring future operational and infrastructure needs for the gallery and library services.

Serviced 145,541 visitors to the Wodonga Library service; - Hosted 28,515 website visits and 27,300 visits to the catalogue; - Provided 179,709 library loans of tree books; - Provided approximately 17,039 e-resource loans; - Hosted over 561 public programs attended by 19,950 people; - Provided 9 specialised IT programs for senior citizens which were attended by 142 participants; - Facilitated access to over 2.4 million items through the SWIFT Consortium; - Facilitated access to 39,579 items in the Wodonga Library collection; - Facilitated over 17,000 computer access sessions; and signed up 1911 new members.

From July 1 2017 to June 30 2018 the library has:

August 2017 and February 2018 round of Community Impact Grants have been awarded. Sponsorship and Donations guidelines and application developed.

Volunteer handbook, and forms updated The database system enhanced to improve management of volunteer applications. 86 volunteers have registered for the 2018 Wodonga Children’s Fair. We’re promoting new internal and external volunteer roles/ placements through Citylife and Facebook page. Volunteers to be engaged quarterly through newsletters.

Council’s calendar of events for 2017/2018 delivered over 65 events and activities for the Wodonga community; including Children’s Fair 2017, Senior Celebrations, All Aboard Youth Event 2018, RED Carpet Youth Awards, 4 Fridays on my Mind events, Australia Day, 20 Neighbourhood BBQs, Volunteers Fair, 7 Community Pizza Oven’s, Clean up Australia Day, 6 FReeZA activities, and 21 Space Activation activities. In addition, Wodonga also hosted the Border Bash Community event, Commonwealth Games - Queens Baton Relay, 75th Anniversary Memorial Service for the Train - Bus Crash and a Naidoc week event.

COMMENTS

Provide, plan for and advocate for opportunities and access for all ages, cultural and ethnic backgrounds, and abilities to participate, be engaged and contribute through services, facilities, programs, events and activities.

Strategy 9 Inclusion, participation and access

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Facilitate and encourage collaborative relationships and partnerships with the Aboriginal and Torres Strait Islander community to address issues impacting their quality of life and create greater cultural connection

Work in partnership with the ethnic community to increase connection and inclusion and support opportunities for all people to be involved in community life

Encourage and support Wodonga businesses to be more accessible and more inclusive of people with disability

Continue strategic planning work to deliver council’s priorities and actions from the Age- Friendly City strategy

Promote opportunities for older people to participate in Wodonga’s services and programs

Work with agencies and service providers to promote a range of quality and accessible services and programs to older people

Engage with the NDIS local co-ordination service on initiatives that increase the inclusion of people with a disability in community life

9.5

9.6

9.7

9.8

9.9

9.10

9.11

9.12

STATUS

Support the inclusion and participation in community life for vulnerable population groups

ACTION

NDIS information sessions supported and promoted to community. Regularly communicate with local area coordinators and early childhood early intervention coordinators to understand progress of NDIS transition and stay up to date with emerging community issues / concerns.

Quarterly meetings held with the aged sector and MAV (Melbourne).

Ongoing minor infrastructure support for the Senior Citizens building to promote participation of older residents.

Council facilitated the Seniors Festival hosted over two weeks in October.

CBD and shopping precincts improved that provide greater accessibility for older residents. Senior Citizens building minor infrastructure upgrades attended.

Continue to support Come in we're Accessible Campaign for local businesses - Access advisory group meetings facilitated and action plan implemented

Quarterly meetings held with AWECC. $5000 provided to assist Harmony Day and Refugee week in 2017/2018

Meetings commitments with local Aboriginal organisations and government departments are being met. Scheduled meetings with the WAN occurring with Mayor and senior staff. Staff representation on steering groups. MOU's in the process of being updated. Working with State department of DET to ensure program continuation and capacity building is supported. Consultations with aboriginal groups undertaken for a number of strategies. Engagement and communication plan has now been developed.

Council collective impact action plan and Albury Wodonga Disability Network strategic plan combined; and brand and logo developed. Eight weeks Enabling Women Leadership program for women with a disability completed. In partnership with Albury City held a celebratory event to mark International Day of Disability.

COMMENTS

OUTCOMES •

An informed and engaged community

•

Well-connected roads, footpaths and transport networks

•

Inclusion and participation opportunities for all

•

Accessible services for all community

Community satisfaction with community consultation and engagement

58

Community satisfaction with the maintenance of sealed roads

65

Community satisfaction with local streets and footpaths

65

Satisfaction with how council informs the community

63

Active library members in municipality

Number of times a library resource is borrowed

Community satisfaction with community and cultural activities

Percentage of community who help as volunteers

Percentage of people who believe multiculturalism makes life better

66

11.32%

4.19

71

21.8%

48%

Wodonga Council Annual Report 2017-2018

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10.3





eliver a well-planned program of playground renewals, D upgrades and new infrastructure across the city

10.2

Implement project management guidelines for key projects



Enhance leafy green streetscapes, road reserves and public places that are clean, attractive and improve public safety and community wellbeing.

10.4



Deliver a strategic, resourced and informed program to renew, upgrade and build community assets to meet the current and future needs of the community.

STATUS

10.1

ACTION

Project management guidelines have been presented to executive. Capital works program being tracked through updated software.

Playground renewal works for Simon Lane Park, Ernest Condon Park and Diamond Park complete. Concept designs for Belvoir Park Playground Stage 2 complete and ready for community consultation to inform next stage of design works.

The annual tree planting is 100% complete. Have started garden improvements schedule: Anzac Parade gardens completed. Street and reserve tree planting completed on September 4. Anzac Parade mulching and revamp of centre median gardens completed. Street furniture renewal has commenced.

Works are progressing on improvements to the Asset Management system.

Modelling for preparation of the 2018/19 capital budget is underway.

COMMENTS

Implement strategies and allocate resources to continue the ongoing delivery and management of the council’s assets across the city.

Strategy 10 Managing assets

Protect, enhance and manage our unique natural and built environments, planning for growth, demonstrating leadership and stewardship now and into the future.

68

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Develop a master plan for Gateway Island including Gateway Village and the Gateway Lakes precinct

Develop the Wodonga Industrial Land Strategy to set out the future provision of industrial land across the city for the next 10 to 15 years

Facilitate future land development and subdivisions to meet the needs of tourism, retail and small lot industrial precincts and ensuring ample land availability

Prepare a feasibility study for best practice Environmentally Sustainable Design (ESD) subdivisions in regional Victoria

Develop the Neighbourhood Character Strategy to articulate a vision to create and maintain liveable suburbs to attract development, growth and prosperity

Work with environmental agencies and other stakeholders to address odour issues in Wodonga

11.2

11.3

11.4

11.5

11.6

STATUS

11.1

ACTION

This has been identified with the EPA and OPLE and will be explored in OPLE duties

Neighbourhood character audit prepared. Character templates have been prepared and will form the basis of future analysis and preferred future character. Draft Neighbourhood Character Study report is complete and on public exhibition Sep 2018.

Joint Project completed and to be exhibited as part of the draft Wodonga Housing Strategy in Sep 2018.

Current Land Development Trends Report for 2016/2017 is available on council’s website.

Strategy adopted by Council in July 2018.

Two stages of community consultation has been undertaken to inform the creation of an updated master plan which is awaiting final changes ahead of future adoption by the council..

COMMENTS

Ensure strategic planning practices are undertaken to effectively manage growth, maintain liveability and foster appropriate development.

Strategy 11 Land use planning

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Develop an affordable housing strategy to guide the council’s role in attracting appropriate social housing to meet the needs of our more vulnerable people

Undertake detailed planning for the cultural precinct redevelopment

Ensure infrastructure is well planned to meet community need and growth through the development of a community infrastructure framework and strategy

Actively work with investors and developers for a range of planned retirement living options

Work with state government and community housing providers to facilitate and advocate private and public development in housing stock that offers diversity and affordability suitable for a growing city

Participate in the emergency relief providers network and support community organisations working directly with people at risk of homelessness to reduce housing stress

12.1

12.2

12.3

12.4

12.5

12.6

12.7

STATUS

Develop the Wodonga housing strategy to clearly define the council’s role in planning, regulatory and policy mechanisms for growth and influencing housing pathways and affordability

ACTION

Participated ERPN on quarterly basis. Worked with Regional Homelessness Network to support and promot National Homelessness week in August 17.

In discussion with DWELP, Dept. of Housing and BeyondHousing to secure more social and public housing in Wodonga. Wodonga West Primary School (Pearce St) site to be included in Victorian State Government's Homes for Victorians inclusionary pilot project. Applying for up to $200k through the Social Housing Investment Program grants to unlock available land in Wodonga for more social housing.

Quarterly meetings held with investors and developers

Planning for the next phase of the High Street reconstruction project has been completed, tendered and about to be awarded at the May council meeting.

Gallery and library feasibility workshops and study complete.

Integrated Housing Strategy being developed by Affordable Development Outcomes in partnership with MESH and Urban Enterprise. The Integrated Housing Strategy will include a focus on Affordable Housing in Wodonga.

Project inception completed Background analysis and data collected Process will develop an integrated housing strategy with community planning team that covers both the town planning (Housing Strategy) and community planning (Affordable Housing Strategy) aspects. Draft Neighbourhood Character Study (forms part of the Strategy) is complete.

Currently on public exhibition Sep 2018.

COMMENTS

Monitor and plan for the changing needs and social priorities for our community continually improving how we engage with the community service providers, funders and stakeholders to ensure effective and targeted services.

Strategy 12 Community planning

70

Work with Albury Wodonga Health to develop a strategy that responds to future growth and to changing social and health needs to maximise positive outcomes for Wodonga



STATUS

Quarterly meetings held with Albury Wodonga Health - Primary Care and Population Health. AlburyCity and Wodonga City Mayors (Kevin Mack and Anna Speedie) and CEO Albury Wodogna Health ( Leigh McJames) and CEO Woodnga City Council (Patience) Harrington met in December 2017 to disuccss key achievements, cha;;enges and opportuniteis for the health service.

COMMENTS

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Continue to maintain city landscapes and public areas that promote civic pride

xplore the feasibility and options for the establishment of E a botanical gardens space in the city

Ensure appropriate levels of usable and suitable open space is allocated in new developments that will contribute to the liveability of the city and our community’s quality of life

Design and maintain our public open space to positively impact on our community’s health and wellbeing

13.1

13.2

13.3

13.4

Council maintains public open spaces on an ongoing basis. Customer satisfaction survey results were once again outstanding for public open space

Open Space Strategy to commence Oct 2018 once tender process is complete.

Note that this project has no allocated funds. A desktop study will be undertaken and presented to a councillor briefing in due course.

Annual tree planting is now 100% completed. Have started garden improvements schedule: Anzac Parade gardens completed. Ongoing maintenance of all parks and gardens to ensure they are neat and tidy.

Street and reserve tree planting completed on September 4. Anzac Parade mulching and revamp of centre median gardens has completed.

Street Furniture renewal has commenced.

Design and maintain our parks, reserves, public and green spaces that foster diverse uses and experiences for our community and visitors.

Strategy 13 Open spaces

12.8

ACTION

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Continue to plant and maintain trees and plantings in our playgrounds and parks

Promote the value and participation opportunities including in the use and management of the natural environment

Prepare a priority action plan for Wodonga’s hills based on community feedback on adoption of the Planning for the Wodonga Hills Strategy

Continue to adapt in response to the city’s growth, the natural resource management program for environmental land, including WREN reserves and vegetation offset sites

Continue collaboration with partners and stakeholders and the community to plan for urban waterways

14.2

14.3

14.4

14.5

14.6

Continue to meet and work with WULN, NECMA and other key stakeholders to develop an action plan.

Council continue to manage environmental lands, WREN and vegetation offset in line with current management plans, while adapting to increased residential development on the interface and increase demand for recreational space.

Action Plan to be developed by the Hills Advisory stakeholder group.

Council continue to engagement the community through tree planting events, use of the community volunteer trailer, and support provided to friends of groups. Additional council continue to implement actions from the WREN interpretation management plan to promote the use of and protection of our bushland reserves. Upcoming actions: *National backyard bird count - council hold an guided tour through a WREN reserve and promoting the even to the community to get out into our bushland reserves. *Ongoing support for the bush kinder program in conjunction with early years staff. *Pending letter drop of interpretive and promotion material for the WREN in areas of new subdivisions or when adverse environmental impacts are occurring.

Tree planting is now completed with over 2,000 trees planted.

Initial consultations are underway, with work commencing around definitions. It is envisaged that the rollout of the project will be over three to four years.

Develop a significant tree register for the municipality

COMMENTS

STATUS

14.1

ACTION

Manage council land to protect and enhance the area’s unique biodiversity values and promote community appreciation of the natural environment.

Strategy 14 Environmental management

72

Evaluating waste to energy technologies will require specialist expertise,. Fortunately a private investor has determined the feasibility and is progressing a facility in Wodonga.

Twenty new recycling bins to be installed in the current year. New compaction bins being installed in Junction place in September

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Further investigate ways for the council to reduce its carbon footprint through energy efficient programs

Investigate and determine the viability of waste to energy technologies to attract such industries to Wodonga

Increase public place recycling options

ontinue to participate in programs that embed C waste management practices that increase rates of recycling, reuse and waste reduction

Encourage and promote sustainable living in the community through the delivery of the Sustainable Living Festival

Develop a business case for a Wodonga community solar farm

Continue household waste collections for pensioners

15.3

15.4

15.5

15.6

15.7

15.8

15.9

On track, four to six households per week

Feasibility study completed for a solar farm in Wodonga with a focus on community benefits., A second tender was awarded to MEFL for the business case. This tender is completed and the final report has been received. We have applied for a further grant to progress the business case ($200,000) Waiting advice from DELWP. On target.

The sustainable living festival on18 November at Junction Place was well attended with good reports from attendees. Survey and finalised evaluation report completed. Meetings and preparation for coming year have started

A full program for initiatives has been developed and agreed to with Albury Council and Halve Waste.

Implementing an energy efficiency program of audits of all council buildings. Six largest premises have been audited with needs being prepared for the budget cycle. Three smaller solar installations to occur at four early years venues

New and emerging issues are being addressed, such as asthmatic conditions etc. To be included in the formal review



Ensure the review of the Municipal Emergency Management Plan incorporates and addresses the effects of climate change

15.2

Awaiting the construction of a local organics facility to make access viable. Due to the cancellation of the planning application with Federation Shire with Howlong site, this has been placed on hold.



COMMENTS

Increase participation of commercial waste streams into the 3-bin system to reduce waste volumes and increase recycling

STATUS

15.1

ACTION

Promote sound and sustainable environmental practices through our policies, planning and delivery for the organisation, the community and the city.

Strategy 15 Sustainable practices

OUTCOMES •

Plan for a liveable and prosperous city

•

Protect and nurture the environment through environmentally friendly practices

•

Increase pathways into housing for all our people

•

Assets are appropriately maintained and fit for purpose

Community satisfaction with the council’s environmental sustainability performance

67

Community satisfaction with waste management performance

74

Kerbside collection waste diverted from landfill

71.43%

Community satisfaction with the appearance of public areas

78

Community satisfaction with planning for population growth in the area

72

Percentage of people experiencing mortgage and rental stress

35.2%

Wodonga Council Annual Report 2017-2018

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74

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Develop a major art event for the city that fosters community expression, cultural engagement and profiles the city as a creative destination

Investigate the repositioning and rebranding of Arts Space Wodonga as a niche provider tailored to key demographics

Activate the city through culture venue programs, events and space activation that encourage community access and participation

Promote Wodonga’s reputation as an arts and events destination through innovative cultural programming and supporting community and professional arts practice across the city

16.1

16.2

16.3

16.4

16.5

STATUS

Upgrade technology at key cultural venues to provide better service in multiple spaces, increase income potential, gain operational efficiencies and better service hirers and users

ACTION

-

Memorandums of Understanding; Community Impact Grants; Professional development programs; Access to council venues at community and NFP rates; and Advice and advocacy.

Diverse programs were designed and hosted across Wodonga Library, Arts Space Wodonga, Bonegilla Migrant Experience and The Cube Wodonga.

Council’s cultural programming is promoted through our Visit AW website, Whats on ap, The Cube Wodonga Season Program, Arts Space Wodonga Season Program and social media.

Community and professional arts organisations were supported by council through:

In 2017/18 the four venues (Bonegilla Migrant Experience, Arts Space Wodonga, The Wodonga Library and The Cube Wodonga) hosted a total of 1,359 events, with 131,256 participants and serviced over 288,034 visitors across all four sites.

A gallery and library feasibility study exploring future target markets, curatorial focus and services has been completed. Rebranding will be aligned with the study.

An Arts Festival concept has been scoped and a report presented to council in February 2018, followed by the development of a combined arts & cultural festival strategy for Albury and Wodonga (in line with the 2 Cities 1 Community Action Plan).

Wodonga library has upgraded the 13 public computers to ensure faster service for patrons and up to date software applications. The Cube Wodonga has updated the meeting room projector, wireless communications and the EWIS and booking system upgrades are in progress.

COMMENTS

Support and provide a range of programs, events and facilities for the community and visitors to enjoy arts and cultural activities and promote civic pride, expression and participation

Strategy 16 Arts and culture

Advance our position as a leading regional city, fostering opportunities for development and jobs, and building a destination that offers a variety of experiences, recognising our rich and diverse history and culture

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Develop a new business plan which includes sponsorship and fundraising for Bonegilla Migrant Experience to improve the sustainability of the site

Implement the actions of the Wodonga Aboriginal Reconciliation Action Plan

Develop and implement opportunities to celebrate and preserve the council’s culture and heritage assets indigenous, cultural and environmental

Explore options for the establishment of a dedicated museum space in the city

17.2

17.3

17.4

STATUS

17.1

ACTION

COMMENTS

An update report regarding the Wodonga Historical Society has been completed.

Council officers are working the society to establish short term requirements, strategic positioning and a new MOU with council.

Council is working with the Wodonga Historical Society and Wodonga Family History Society on skills development opportunities for members.

Bonegilla Migrant Experience provides a hireable space for reunions of families and community groups with a connection to the site, such as the Ukrainian society and Greek communities. These groups of people come together from all over Australia to re-connect and celebrate their first ‘home’ when arriving as migrants.

The Bonegilla Migrant Experience 70th Anniversary event was held in Nov 2017.

Actions have been reviewed and measures developed for each action. Staff training includes cultural competence. Progress with the plan is discussed with the WAN at quarterly meetings. Rap measures and data sets developed.

The Bonegilla Migrant Experience service review is in progress, with consultations and draft complete. Strategic plan mapping commenced.

Recognise and preserve our story, important sites and our indigenous cultural connections

Strategy 17 History and heritage

76

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Support and grow a major event initiative that profiles the regional food industry

edefine the visitor service model to respond R to the changing ways visitors seek and receive information

Work with tourism partners and operators to develop capacity and the position of their services or product in key markets

Develop local tourism product with a focus on food and agritourism

Strengthen visitor attraction and experience by promoting Wodonga as a destination of choice by visitors

Continue to promote Bonegilla Migrant Experience as a key tourism and visitation destination

18.2

18.3

18.4

18.5

18.6

STATUS

18.1

ACTION

COMMENTS

A communications and marketing plan was executed for the 2017/18 year, with the highlight including promotion of the 70th Anniversary Celebration.

We continue to work with AlburyCity on the creation of new website pages and the local Destination Marketing Plan (DMP). From this DMP we will be able to create a single tactical marketing plan to drive increased tourism. We continue to work with Murray Regional Tourism (MRT) and Visit Victoria on joint campaigns that benefit Wodonga. Albury and Wodonga have partnered on a 50/50 basis to create a new vAW website with enhanced functionalities taking us into the future. Considerations will need to be made as to, if and how, the new website will integrate with the current digital kiosks. The draft DMP has been presented to Council for endorsement and will go out to public exhibition in mid October 2018.

The eastern murray draft cluster plan has been written and will be presented at the Murray Regional Tourism AGM and Murray Farm to Plate Strategy Launch on 17th October, 2018.

Professional development opportunities are being offered in conjunction with Murray Regional Tourism. Operators can access these webinars and other information via the 'Training and Workshop' page. The aim of this page is to make finding and accessing professional training and development tools easier for partners who may not have knowledge to locate these opportunities themselves. The monthly industry newsletter continues to be distributed which provides information about upcoming training sessions, grant opportunities and industry news.

Further to a service review and council resolution, visitor information servicing transitioned to a new model at the end of October 2017. Use of digital kiosk engagement is being monitored. Wodonga Council is on the Murray Regional Tourism working group to identify future models for best practise visitor servicing.

Council supports Wodonga Tafe in the delivery of the North East Food and Wine Festival, held March 16-17, 2018. Council facilitated marketing opportunities through Visit AW and social media channels.

Strengthen, develop and promote our visitor attractions and destination experiences

Strategy 18 Prospering tourism sector

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Continue to plan, review and upgrade track and trail networks to improve connections and enhance tourism opportunities and attractions

Evaluate the council’s festivals and events to identify continuous improvement opportunities.

ost or support a range of community, cultural H and sporting events that showcase the city and celebrate diversity and achievement

18.9

18.10

STATUS

18.7

ACTION

Wodonga Council is currently working on: - Border Caravan & Camping Expo; - Over 70’s National Cricket Championships 2019; and - NSW Bradman and Kookaburra Cup State Cricket Championships in 2019.

Wodonga Council hosted the following major events: - Red Hot Summer Tour with John Farnham; - Chryslers on the Murray 2018; - Victorian Dragon Boat Championships; - North East Food & Wine Festival; - U14 Girls National Water Polo Championships; and - Professional Bull Riders Australia.

The Event Attraction Contribution Program supported 10 events in 2017/18 with an estimated total direct and indirect effect of $20.4 million to the Albury Wodonga economy.

The event audit has been complete, resulting action in progress and the service review is in progress.

$600,000 funding received for CBD Tourism Cycling Link project, connecting Wodonga’s CBD to Bonegilla Migration Experience. Project to commence final quarter of 2018.

COMMENTS

78

A business case for an Inland Port has been supported by Victorian Government. The outcome of this research will form infrastructure requirements to attract new business to Logic.

Working with landlords and real estate agents to introduce variety of night-time and weekend economy businesses to Wodonga.

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Develop a Wodonga Retail Strategy to ensure clarity around the shopping centres and precincts and how they are connected

Undertake an annual business survey to understand and support the challenges and opportunities faced by the local business community

Continue to promote and seek investment in the former Stanley St pool site (CBD West)

Continue to work with the Wodonga Chamber of Commerce to actively investigate opportunities for business growth and promotion

Continue to develop required infrastructure at Logic Wodonga to support new investments

Continue to attract new and diverse business to Wodonga

19.2

19.3

19.4

19.5

19.6

19.7

12 month MOU agreement signed with a focus on supporting and developing existing Wodonga businesses.

Expression of Interest process completed with negotiations underway with preferred proponent.

Wodonga Council and AlburyCity are reassessing the impact of the business survey in 18/19. Opportunities to re-invent this to provide valuable data to businesses is being investigated.

Background analysis completed. Draft Retail Strategy report available

by April 2018



Continuously promoting Logic to large manufacturers and industries.

A Victorian Government funding submission has been approved for an Inland Port Business Case for Logic.

COMMENTS

Continue to attract new and diverse industry to Logic Wodonga

STATUS

19.1

ACTION

Support a positive business community, attracting new business and industry and facilitating the growth of existing business, to provide diverse and sustainable employment opportunities

Strategy 19 Business and investment

Wodonga Council Annual Report 2017-2018

79



Work with the education sector to identify gaps and opportunities to strengthen pathways into the local employment sector for our community

20.4

20.6



Support initiatives that strengthen social and youth entrepreneurship

20.3





Work in partnership with organisations and business to increase opportunities for employment for Aboriginal people, young people and culturally and linguistically diverse communities

20.2

Continue to implement the council’s Social Procurement Policy as a lever for improving employment opportunities for people with a disability



Review how the existing transport network, services, frequency, access and connection with intermodal transfers can be improved to support equitable access to employment and training opportunities

20.5



Work in partnership with community organisations to improve opportunities for people with disabilities to participate in education, training and employment

STATUS

20.1

ACTION

Procurement policy reviewed and revised policy adopted by council June 25, 2018.

Working with Wodonga TAFE, La Trobe University, Wodonga Senior College and industries to identify skill shortages and implement pathway programs.

Partnership grant in place with Australian Centre for Rural Entrepreneurship to deliver training to schools and young people. This has included Flexible Learning centre and community forums. Supporting Global Sisters to deliver social entrepreneurship to women seeking to develop a business. Supported The Vibe collective through Community Impact Grants.

Not scheduled to commence until April 2018.

Met with Public Transport Victoria on 29/8/2017. A service system improvement proposals was put forward for consideration. A bus stop review was conducted 27/9 to further add to the discussion. Transport for Victoria advised that a budget ask has put into the Minister to implement the new bus network (April 2018) A bus interchange investigation is being conducted (April 2018)

Supporting NELLAN in grant application to undertaking scoping work for a mentor program to support Belvoir and Wodonga TAFE VCAL students’ transition from education into employment.

COMMENTS

Increase opportunities for participation in education, training and employment through planning, advocacy and strong partnerships with key stakeholders

Strategy 20 Education, employment and training

80











Complete the reconstruction of South, Bond and High streets as part of the City Heart project

Encourage support of local business through shop local campaigns and promotion of the City Heart website and app

Enhance the city’s laneways to promote activation and vibrancy that contribute to the amenity and public realm of the city heart

Support and develop a range of social, space activation and event programs across the CBA

Ensure businesses and community are well-informed and updated during major works in the CBA

21.2

21.3

21.4

21.5

STATUS

21.1

ACTION

COMMENTS

Regular face to face and social media presence informing businesses and community of CBA works. Business Engagement Facilitator recruited to regularly inform businesses and community of CBA redevelopment.

Public art delivered across the city included – David Winterbottom Park installation, High Street design features and Up the Wall street art.

The cultural development program delivered the Zombie Walk, Open Galleries light box installations, street art piano installations, planter box artworks and Easter activities.

In the 2017/18 council delivered 21 space activation activities; highlights included: pop up musicians, twister, flash mob performances, The Cube courtyard tree installation, chalk drawing, Christmas art activities and wishing trees at Wodonga Plaza.

Bennetts Lane upgrade underway including painted artwork and improved lighting. Seeking landlord approval for Sesame Lane and Westpac Lane design concepts.

The WotsOn Wodonga app launched in August and the City Heart website in June. Businesses continue to be engaged in adding content to both of these platforms. A TV advertising campaign, also run on social media, highlighting local traders has also been running through roadworks periods along with promotion of "shop local" through CityLife print and online editions.

Works completed. Outstanding works include the completion of undergrounding of power in South Street.

Create a city heart that fosters community and commercial activity and brings people together

Strategy 21 Vibrant city centre

Wodonga Council Annual Report 2017-2018

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



Develop a Wodonga CBA Parking Strategy to promote the sustainable long-term revitalisation and development of the CBA

Continue to attract new and diverse retail businesses to our city centre

21.7

21.8

Ongoing investment attraction pitches to key retail offerings.

State government funding towards preparation of updated car parking strategy Draft CBA car parking Strategy has been received and reviewed. In the briefing process for council to approve the final car parking plan in May 2018.

Funding secured for the Innovation Hub Feasibility Study. Waiting on scope to be finalised from working group before advertising for tenders.



Undertake a feasibility study for an innovation hub

COMMENTS

STATUS

21.6

ACTION

OUTCOMES •

Celebrate our unique culture and heritage

•

Foster a thriving visitation and tourism sector

•

A strong economy

•

A vibrant City Heart

•

Cultural and event participation

Community satisfaction with arts centres and library

77

Community satisfaction with business and community development and tourism

64

People who completed a higher education qualification

25.8%

Proportion of young people aged 19 years who have attained Year 12 or equivalent

90.1%

Economic benefit of tourism for Albury-Wodonga

$814m

Number of domestic day trip visitors - all purposes

791,000

Number of domestic overnight visitor trips - all purposes

Growth rate of Wodonga’s labour force

Wodonga’s unemployment rate

82

1,587,000

-0.78%

4.1%

Wodonga Council Annual Report 2017-2018

83











 

Ensure outcomes of council meetings are readily accessible to members of the community

Continue to explore and use existing and emerging technologies to maximise accessibility, reach, impact and responsiveness

Enhance and streamline the connectivity of electronic systems to improve efficient and effective service delivery and improve customer contact experience

Report to the community on council’s performance and efficiency measures across all areas of the council

Continue to undertake a program of service review to assess the appropriateness, effectiveness and efficiency of services while ensuring equity and access

Implement Wodonga Council’s Gender Equity Strategy to promote and embed an organisational culture that embraces gender equality

Continue to implement the council’s social inclusion and human rights policies

22.2

22.3

22.4

22.5

22.6

22.7

STATUS

22.1

ACTION

Principles in the Human rights and social inclusion policies considered in council strategies and actions as lens for decision making.

Team meetings held monthly. Actioned monitored and reported to executive. Unconscious bias training delivered for relevant staff members. Campaign rolled out across the organisation and key policy documents reviewed. Data suggests gender pay gap reducing.

2016-2017 annual report completed and submitted to the Minister. Quarterly performance reports provided. Local Government Performance Reporting Framework data issued.

Implementation of a new centralised help desk, upgraded network switching, enhanced mobile document management to mobile, video conferencing, data analytics with PowerBi data cubes, USB encryption and ongoing corporate system upgrades.

Continual review of telecommunication costs, upgrade to main office internet, introducing more mobile inspections, online planning applications, further IPS Asset Management data capture and mobile offerings, new corporate data searching, data sharing controlled via document management and new digital signage.

Livestreaming of council meetings began in April.

Minutes have been published to the web within two days of each monthly council meeting.

COMMENTS

Foster a positive culture of skilled employees which allows for the continuous improvement of our service delivery to ensure the best outcome for our community in an open, transparent, ethical and fair manner.

Strategy 22 Good governance and customer experience

Provide strong leadership and governance, demonstrating excellence in the way we do business by being innovative, responsive and transparent.

We will be accountable and steward the organisation in the highest regard

84





Maintain accountable and transparent financial practices

Review and enhance our financial management and reporting system to ensure relevant and timely financial advice

23.2

23.4

Service review is underway to ensure the finance team and finance systems remain efficient and effective.

Post financial statement preparation review has taken place and items noted for improvement opportunities.

Financial statement preparation for 2016/17 year has been completed and audited with no audit adjustments required and no audit recommendations made. Monthly and quarterly reporting is on track.

Working with business unit and project managers to ensure accurate financial planning and reporting.

COMMENTS



 

Continue to lobby state and federal governments for funding towards projects of regional significance such as the Baranduda Fields sporting precinct

Meet with regional and neighbouring councils on a regular basis to discuss shared goals and outcomes

Continue participation in Regional Cities Victoria and Regional Capitals Australia to keep both State and Federal governments’ focus on regional cities

24.1

24.2

24.3

The Mayor and CEO attended RCV meetings on August 3 and August 25, and RCA meetings on July 18 and September 5.

Mayor and CEO meet regularly with Albury Council Mayor and GM. Meeting between Albury and Wodonga councillors held on August 1 and September 13.

Mayor and CEO meet on a regular basis with relevant Ministers and chief of staff at a State and Federal level and continue to advocate for Baranduda Fields and other projects of regional significance. Masterplan has been updated to present to councillors to position council well for future funding opportunities. Lobbying document being reviewed and updated.

Establish strong relationships with government, partners and stakeholders to advocate for the community on priority issues

Strategy 24 Lobbying and advocacy



Provide council services and projects with a strong financial planning framework

STATUS

23.1

ACTION

Undertake fiscally responsible management and budgeting to ensure sustainability and a balance between financial accountability and community outcomes

Strategy 23 Financial management

Wodonga Council Annual Report 2017-2018

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



  









Lobby state and federal governments on a case by case basis on services cost-shifting to local government

Continue to lobby for appropriate levels of grant funding from other tiers of government to deliver priority projects, infrastructure and service needs to the community.

Advocate and lobby for appropriate mental health services to meet local need

Lobby the state and federal governments for key improvements to the passenger rail on the North East rail line and train rolling stock

Lobby and advocate for better transport options for the community through improvements to faster and more regular train and bus services

Advocate and co-ordinate with state and federal governments to identify future infrastructure and facilities that will need to be planned to meet the growth of Wodonga and the region.

Actively lobby for and seek funding opportunities that will bring increased services and infrastructure that will improve the health, education and wellbeing of our children, young people and families

Advocate, lobby and seek at a federal and state level funding to support programs to help reduce family violence

Advocate, lobby and seek funding for appropriate public housing

24.5

24.6

24.7

24.8

24.9

24.10

24.11

24.12

STATUS

24.4

ACTION

Have held discussions with Dept of Housing regarding housing pilot program to increase public/community housing stock. Housing forums held with relevant stakeholder groups and working groups established. Applied for $200k through the Social Housing Investment Program grants to unlock land across Wodonga for social housing developments.

Funding received ($130k) to undertake work with the community and set up a primary prevention of Intimate Partner Violence in Wodonga Taskforce. Have applied for funding ($100k) through the Victorian governments 'Free from Violence' fund to further this work.

Quarterly meetings attended at Manager and Director level with MAV, DET and DHHS regarding opportunities for increased services and infrastructure for early years.

Infrastructure meetings held with the DET regarding the planning of future sites in Wodonga.

The matter is addressed as appropriate in discussions with politicians from both the Australian and Victorian governments and department heads and officials.

Meetings held with the following organisations: ARTC representatives on July 20, VLine Board of Directors on August 29, Hume Corridor Passenger Rail Collaboration on August 30, and RDV on September 25.

Meetings held with the following organisations: ARTC representatives on July 20, VLine Board of Directors on August 29, Hume Corridor Passenger Rail Collaboration on August 30, and RDV on September 25.

Needs analysis undertaken to inform lobbying and advocacy efforts.

Meetings were held with Regional Development Victoria on July 6 and August 24, Deputy Leader of the Nationals, Fiona Nash on September 5, and Member for Benambra, Bill Tilley on September 12.

The matter is addressed as appropriate in discussions with politicians from both the Australian and Victorian governments and department heads and officials.

COMMENTS

OUTCOMES •

An ethically responsible organisation

•

Strong and responsible corporate and financial management

•

Lobby and advocate for community needs

•

Strive for organisational excellence

Councillor attendance at council meetings

97.14%

Council decisions made at meetings closed to the public

2.65%

Community satisfaction with customer service

80

Community satisfaction with decisions made in the interest of the community

57

Community satisfaction with lobbying on behalf of the community

60

86

Wodonga Council Annual Report 2017-2018

87

Community satisfaction survey 2018 RESULTS

Wodonga Council recorded another strong overall performance in the annual state-wide Community Satisfaction Survey with its core performance measures exceeding the state and regional averages.

The overall performance score of 67, up four points from 63 last year, was significantly higher than the average rating for councils statewide and in the regional centres group with scores of 59 and 58 respectively.

The survey, conducted by an independent company appointed by the state government, showed the council’s performance on key measures increased or was stable.

The Local Government Victoria survey, conducted independently of the council, involved 400 Wodonga residents and was done in February and March, 2018.

The survey provides core performance measures that meet the council’s statutory annual reporting requirements.

Sixty-four of the 79 councils in Victoria took part in this year’s statewide survey.

88

Survey highlights •

The overall performance index score of 67 for Wodonga Council up four points on the 2017 result.

•

The council’s customer service score increased two points from last year’s score to 80 and remained the council’s best performing area.

•

The appearance of public areas and art centres and libraries continue to be the council’s highest rated areas with scores of 78 and 77 respectively.

•

More than 5 times as many residents rate Wodonga Council performance as “very good” as opposed to “very poor”.

•

There were no significant rating declines in the past year.

•

he lowest-rated area is making community decisions with a score of 57. However, this result T significantly exceeds the average of regional centres and state overall.

•

Wodonga Council’s ratings significantly exceeded the group averages for the regional centres and the statewide averages in every core performance measure.

PERFORMANCE MEASURE

WODONGA 2018

WODONGA 2017

REGIONAL CENTRES

STATEWIDE

HIGHEST SCORE

LOWEST SCORE

Overall performance

63

63

58

59

18-34 years

65+ years

Community consultation

57

57

55

55

18-34 years

65+ years

Advocacy

60

60

54

54

Baranduda

65+ years

Making community decisions

55

55

52

54

18-34 years

65+ years

Sealed local roads

65

65

54

53

Baranduda

18-34 years

Customer service

78

78

72

70

Baranduda

Men

Overall council direction

61

61

53

52

18-34 years

35-49 years

Wodonga Council Annual Report 2017-2018

89

Governance

The Wodonga Council is constituted under the Local Government Act 1989 to provide leadership for the good governance of the municipal district and the local community.

The council has a number of roles including: •

taking into account the diverse needs of the local community in decision-making;

•

providing leadership by establishing strategic objectives and monitoring achievements;

•

ensuring that resources are managed in a responsible and accountable manner;

•

advocating the interests of the local community to other communities and governments;

•

acting as a responsible partner in government by taking into account the needs of other communities; and,

•

fostering community cohesion and encouraging active participation in civic life.

The council is committed to effective and sustainable forms of democratic and corporate governance as the key to ensuring that council and its administration meet the community’s priorities. The community has many opportunities to provide input into council’s decision making processes including community consultation.

The council’s formal decision-making processes are conducted through council meetings.

The council delegates the majority of its decision-making to council staff. These delegations are exercised in accordance with adopted council policies and guidelines.

90

MEETINGS OF THE COUNCIL Council conducts public meetings every month, usually on the third Monday, commencing at 6pm.

Members of the community are welcome to attend these meetings and observe from the gallery. Council meetings also provide the opportunity for community members to submit a written question to the council.

For the 2017-2018 year the council held 12 ordinary council meetings and three special council meetings.

The following table provides a summary of councillor attendance at council meetings and special council meetings for the 2017–2018 financial year.

COUNCILLORS

ORDINARY MEETING

SPECIAL MEETING

TOTAL

Kat Bennett

12 of 12

2 of 3

14

Libby Hall

12 of 12

2 of 3

14

Danny Lowe

12 of 12

3 of 3

15

Ron Mildren

12 of 12

3 of 3

15

Tim Quilty

12 of 12

3 of 3

15

Anna Speedie

11 of 12

3 of 3

14

John Watson

9 of 12

1 of 3

10

Wodonga Council Annual Report 2017-2018

91

SPECIAL COMMITTEES The Local Government Act 1989 allows councils to establish one or more special committees consisting of: •

Councillors

•

Council staff

•

Other persons

•

Any combination of the above.

In 2017-2018 there were no special committees operated by the council.

CODE OF CONDUCT The council adopted a revised Councillor Code of Conduct at a special meeting of the council held on Monday, February 20, 2017. The Code is designed to: •

sets out the standards of conduct expected of Wodonga councillors;

•

endeavours to foster good working relations between councillors to enable councillors to work constructively together in the best interests of the Wodonga community; and

•

mandates councillor conduct designed to build public confidence in the integrity of the council.

In addition to setting out the Councillor Conduct Principles, the code also outlines:

92

•

other conduct definitions under the Act, such as those relating to misuse of position, improper direction, breach of confidentiality and conflict of interest

•

roles and relationships

•

dispute resolution procedures.

CONFLICT OF INTEREST Councillors are elected by the residents and ratepayers to act in the best interests of the community. This is a position of trust that requires councillors to act in the public interest.

When a council delegates its powers to a council officer or a committee, the committee or officer also needs to act in the public interest.

A conflict of interest occurs when a personal or private interest might compromise the ability to act in the public interest. A conflict of interest exists even if no improper act results from it. The council has a comprehensive procedure in place to accommodate the disclosure of a conflict of interest. Declaration of a conflict of interest is a standard agenda item for all Council meetings and assemblies of councillors.

While the procedures vary depending on the particular role and circumstances, in general they involve disclosing the relevant interests in a specific way and then stepping aside from the relevant decision-making process or from the exercise of the public duty. During 2017–2018, 47 conflicts of interest were declared at council meetings.

COUNCILLOR ALLOWANCES In accordance with Section 74 of the Local Government Act 1989, councillors are entitled to receive an allowance while performing their duty as a councillor. The mayor is also entitled to receive a higher allowance.

The State Government sets the upper and lower limits for all allowances paid to councillors and mayors. Councils are divided into three categories based on the income and population of each council. Wodonga Council is classified as a category two council.

For the period July 1, 2017 to November 30, 2017 the councillor allowance was set at $27,079 per annum and the mayoral allowance was $83,790 per annum. The Minister for Local Government approved an annual adjustment of 2 per cent to take effect from December 1, 2017. The annual allowances were adjusted for the period December 1, 2017 to June 30, 2018 was $27,621 for the councillor allowance and $85,466 for the mayoral allowance.

COUNCILLORS

ALLOWANCE $

Kat Bennett

27,395.51

Libby Hall

27,395.51

Danny Lowe

27,395.51

Ron Mildren

27,395.51

Tim Quilty

27,395.51

Anna Speedie

84,767.75

John Watson

27,395.51

The following table contains a summary of the allowances paid to each councillor during the year.

Wodonga Council Annual Report 2017-2018

93

COUNCILLOR EXPENSES In accordance with Section 75 of the Act, council is required to reimburse a councillor for expenses incurred whilst performing his or her duties as a councillor. Council is also required to adopt and maintain a policy in relation to the reimbursement of expenses for councillors. The policy provides guidance for the payment of reimbursements of expenses and the provision of resources, facilities and other support to the mayor and councillors to enable them to discharge their duties. Council also publishes in its Annual Report the details of the expenses, including reimbursement of expenses for each councillor and member of a council committee paid by the council.

The details of the expenses including reimbursement of expenses for each councillor and member of a council committee paid by the council for the 2017-2018 year are set out in the following table.

Legend: TA-Travel and accommodation; MR-meals and refreshments; CM-Car Mileage; CC-Child Care; IC-Information and Communication expenses; CTConferences and Training expenses.

Note: No expenses were paid by council, including reimbursements, to members of council committees during the year.

DETAILS OF COUNCILLOR EXPENSES COUNCILLOR

TA

MR

CM

CC

IC

CT

TOTAL

Kat Bennett

1,151

41

366

0

3,896

2,514

7,968

0

0

0

0

3,896

25

3,921

Danny Lowe

2,316

84

718

0

3,896

3,204

10,218

Ron Mildren

0

0

0

0

3,896

0

3,896

Tim Quilty

0

0

156

0

3,896

385

4,437

Anna Speedie

8,726

354

2025

0

3,896

3,177

18,178

John Watson

0

0

16

0

3,896

76

3,988

Libby Hall

94

AUDIT COMMITTEE

DOCUMENTS AVAILABLE FOR PUBLIC INSPECTION

As part of the council’s governance obligations to its community, council has constituted an Audit Committee to facilitate:

In accordance with Regulation 12 of the Local Government (General) Regulations 2015 the following is a list of the prescribed documents that are available for inspection or copies of the documents can be obtained for the purposes of section 222 of the Local Government Act 1989 at 104 Hovell St., Wodonga:

•

the enhancement of the credibility and objectivity of internal and external financial reporting;

•

effective management of financial and other risks and the protection of council assets;

•

compliance with laws and regulations as well as use of best practice guidelines;

•

the effectiveness of the internal audit function; and,

•

the provision of an effective means of communication between the external auditor, internal audit, management and the council.

The Audit Committee consists of one councillor and three external independent members. Cr Tim Quilty is the councillor representative. External independent members are appointed for a three year term, with the chair elected from among the external independent members. The external independent members in 2017-2018 were Anthony Hernan, Brian Rochford, and Sally Rashbrooke.

The Internal Auditor and the Director Business Services attend all Audit Committee meetings. Other management representatives attend as required to present reports.

The Audit Committee meets at least quarterly.

Recommendations from each Audit Committee meeting are subsequently reported to, and considered by the council.

STATUTORY INFORMATION The following information is provided in accordance with legislative and other requirements applying to council.

a. details of overseas or interstate travel (with the exception of interstate travel by land for less than three days) undertaken in an official capacity by councillors or any member of council staff in the previous 12 months b. the agendas for, and minutes of, ordinary and special meetings held in the previous 12 months which are kept under section 93 of the Act, other than those agendas and minutes relating to a part of a meeting which was closed to members of the public under section 89 of the Act and are confidential information within the meaning of section 77(2) of the Act; c.

the minutes of meetings of special committees established under section 86 of the Act and held in the previous 12 months, other than those minutes relating to a part of a meeting which was closed to members of the public under section 89 of the Act and are confidential information within the meaning of section 77(2) of the Act;

d. a register of delegations kept under sections 87(1) and 98(4) of the Act, including the date on which the last review took place under sections 86(6) and 98(6), respectively, of the Act; e. a document containing details of all leases involving land which were entered into by the Council as lessor, including the lessee and the terms and the value of the lease; f.

a register maintained under section 224(1A) of the Act of authorised officers appointed under that section;

g. a list of donations and grants made by the Council in the previous 12 months, including the names of persons who, or bodies which, have received a donation or grant and the amount of each donation or grant.

Wodonga Council Annual Report 2017-2018

95

FREEDOM OF INFORMATION

PROTECTED DISCLOSURE PROCEDURES

Access to documents may be obtained through written request to the Freedom of Information Officer, as detailed in section 17 of the Freedom of Information Act 1982 and in summary as follows:

The Protected Disclosure Act 2012 aims to ensure openness and accountability in government by encouraging people to disclose improper conduct within the public sector and provide protection for people who make disclosures.

•

it should be in writing

•

it should identify as clearly as possible which document is being requested

•

it should be accompanied by the appropriate application fee (the fee may be waived in certain circumstances).

Requests for documents in the possession of council should be addressed to the Freedom of Information Officer.

Access charges may also apply once documents have been processed and a decision on access is made (e.g. photocopying and search and retrieval charges).

Further information regarding FOI can be found at https://ovic.foi.vic.gov.au and on the Wodonga Council website.

96

Procedures on how to make a disclosure are publicly available council’s website.

During the 2017-2018 year no disclosures were notified to council officers appointed to receive disclosures, or to IBAC.

Wodonga Council Annual Report 2017-2018

97

Performance Statement

FOR THE YEAR ENDED JUNE 30, 2018

Description of municipality Wodonga Council (the council) is strategically placed on the Hume Highway between Melbourne and Sydney. The North East Victorian municipality includes 13 localities and covers an area of 433.7 square kilometres.

The main industries include manufacturing, health care and social assistance, public administration and safety, retail and trade, education and training. The council has a population of 40,564 and is the fastest growing centre in the North East.

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Wodonga Council Annual Report 2017-2018

99

“adjusted underlying revenue” means total income other than — (a) non-recurrent grants used to fund capital expenditure; and (b) non-monetary asset contributions; and (c) contributions to fund capital expenditure from sources other than those referred to in paragraphs (a) and (b) “infrastructure” means non-current property, plant and equipment excluding land

DEFINITIONS

[Index of Relative Socio-Economic Disadvantage by decile]

Relative Socio-Economic Disadvantage

DISADVANTAGE

[Recurrent grants / Municipal population]

Recurrent grants per head of municipal population

RECURRENT GRANTS

[Own-source revenue / Municipal population]

Own-source revenue per head of municipal population

OWN-SOURCE REVENUE

[Municipal population / Kilometres of local roads]

Population density per length of road

[Value of infrastructure / Municipal population]

Infrastructure per head of municipal population

[Total expenses / Municipal population]

Expenses per head of municipal population

POPULATION

INDICATOR/MEASURE

FOR THE YEAR ENDED JUNE 30, 2018

4.00

$196.71

$1,237.95

77.12

$8,595.40

$1,491.30

2016

4.00

$341.92

$1,256.77

78.55

$8,503.94

$1,476.11

2017

“relative socio-economic disadvantage”, in relation to a municipality,

“local road” means a sealed or unsealed road for which the council is the responsible road authority under the Road Management Act 2004 “population” means the resident population estimated by council “own-source revenue” means adjusted underlying revenue other than revenue that is not under the control of council (including government grants)

4.00

$318.90

$1,141.98

76.31

$11,892.63

$1,436.52

2015

No material variations

The numbers presented have been impacted by the timing of Financial Assistance Grant payments, with the receipt of $2.229m in June 2018 and $2.5m in June 2017.

No material variations

No material variations

No material variations

No material variations

MATERIAL VARIATIONS

means the relative socio-economic disadvantage, expressed as a decile for the relevant financial year, of the area in which the municipality is located according to the Index of Relative Socio-Economic Disadvantage (Catalogue Number 2033.0.55.001) of SEIFA “SEIFA” means the Socio-Economic Indexes for Areas published from time to time by the Australian Bureau of Statistics on its Internet website “unrestricted cash” means all cash and cash equivalents other than restricted cash.

4.00

$263.76

$1,269.01

81.18

$8,570.58

$1,411.03

2018

RESULTS

100

0.00

N/A

N/A

GOVERNANCE Satisfaction Satisfaction with council decisions [Community satisfaction rating out of 100 with how council has performed in making decisions in the interest of the community]

HOME AND COMMUNITY CARE (HACC) Participation Participation in HACC service [Number of people that received a HACC service / Municipal target population for HACC services] x100

Participation Participation in HACC service by CALD people [Number of CALD people who receive a HACC service / Municipal target population in relation to CALD people for HACC services] x100

4.00

ANIMAL MANAGEMENT Health and safety Animal management prosecutions [Number of successful animal management prosecutions]

60.00%

9.34

AQUATIC FACILITIES Utilisation Utilisation of aquatic facilities [Number of visits to aquatic facilities / Municipal population]

FOOD SAFETY Health and safety Critical and major non-compliance outcome notifications [Number of critical non-compliance outcome notifications and major noncompliance notifications about a food premises followed up / Number of critical non-compliance outcome notifications and major non-compliance notifications about a food premises] x100

2015

SERVICE/INDICATOR/MEASURE

FOR THE YEAR ENDED JUNE 30, 2018

N/A

N/A

53.00

72.12%

1.00

9.38

2016

Reporting ceased 1 July 2016

Reporting ceased 1 July 2016

55.00

85.71%

0.00

8.92

2017

Reporting ceased 1 July 2016

Reporting ceased 1 July 2016

57.00

71.64%

0.00

8.67

2018

RESULTS

Reporting on HACC ceased on 1 July 2016, due to the introduction of the Commonwealth Government’s NDIS and CHSP programs.

Reporting on HACC ceased on 1 July 2016, due to the introduction of the Commonwealth Government’s NDIS and CHSP programs.

No material variations

The Environmental Health team has experienced some challenges which has reduced the team’s capacity compared to previous year.

There were no animal management prosecutions in 2017-18. Council were able to resolve animal management issues without charges being laid.

No material variations

MATERIAL VARIATIONS

Wodonga Council Annual Report 2017-2018

101

“Aboriginal child” means a child who is an Aboriginal person “Aboriginal person” has the same meaning as in the Aboriginal Heritage Act 2006 “active library member” means a member of a library who has borrowed a book from the library “annual report” means an annual report prepared by a council under sections 131, 132 and 133 of the Act “CALD” means culturally and linguistically diverse. “class 1 food premises” means food premises, within the meaning of the Food Act 1984, that have been declared as class 1 food premises under section 19C of that Act “class 2 food premises” means food premises, within the

meaning of the Food Act 1984 , that have been declared as class 2 food premises under section 19C of that Act “Community Care Common Standards “means the Community Care Common Standards for the delivery of HACC services, published from time to time by the Commonwealth “critical non-compliance outcome notification” means a notification received by council under section 19N(3) or (4) of the Food Act 1984 , or advice given to council by an authorized officer under that Act, of a deficiency that poses an immediate serious threat to public health “food premises” has the same meaning as in the Food Act 1984 “HACC program” means the Home and Community Care

71.49%

0.00%

66.00

73.85%

81.72%

12.13%

2016

71.43%

0.00%

65.00

71.91%

73.39%

11.32%

2018

No material variations

There were no appeals regarding council planning decisions heard at VCAT in 201718.

No material variations

No material variations

No material variations

No material variations

MATERIAL VARIATIONS

“MCH” means the Maternal and Child Health Service provided by a council to support the health and development of children within the municipality from birth until school age “population” means the resident population estimated by council “target population” has the same meaning as in the Agreement entered into for the purposes of the Home and Community Care Act 1985 of the Commonwealth “WorkSafe reportable aquatic facility safety incident” means an incident relating to a council aquatic facility that is required to be notified to the Victorian WorkCover Authority under Part 5 of the Occupational Health and Safety Act 2004.

72.19%

0.00%

65.00

74.46%

68.86%

11.75%

2017

program established under the Agreement entered into for the purpose of the Home and Community Care Act 1985 of the Commonwealth “HACC service” means home help, personal care or community respite provided under the HACC program “local road” means a sealed or unsealed road for which the council is the responsible road authority under the Road Management Act 2004 “major non-compliance outcome notification” means a notification received by a council under section 19N(3) or (4) of the Food Act 1984, or advice given to council by an authorised officer under that Act, of a deficiency that does not pose an immediate serious threat to public health but may do so if no remedial action is taken

46.24%

WASTE COLLECTION Waste diversion Kerbside collection waste diverted from landfill [Weight of recyclables and green organics collected from kerbside bins / Weight of garbage, recyclables and green organics collected from kerbside bins] x100

DEFINITIONS

0.00%

STATUTORY PLANNING Decision making Council planning decisions upheld at VCAT [Number of VCAT decisions that did not set aside council’s decision in relation to a planning application / Number of VCAT decisions in relation to planning applications] x100

70.00%

Participation Participation in the MCH service by Aboriginal children [Number of Aboriginal children who attend the MCH service at least once (in the year) / Number of Aboriginal children enrolled in the MCH service] x100

0.00

74.94%

MATERNAL AND CHILD HEALTH (MCH) Participation Participation in the MCH service [Number of children who attend the MCH service at least once (in the year) / Number of children enrolled in the MCH service] x100

ROADS Satisfaction Satisfaction with sealed local roads [Community satisfaction rating out of 100 with how council has performed on the condition of sealed local roads]

15.77%

2015

LIBRARIES Participation Active library members [Number of active library members / Municipal population] x100

SERVICE/INDICATOR/MEASURE

RESULTS

102

[Asset renewal expense / Asset depreciation] x100

OBLIGATIONS Asset renewal Asset renewal compared to depreciation

Unrestricted cash Unrestricted cash compared to current liabilities [Unrestricted cash / Current liabilities] x100

LIQUIDITY Working capital Current assets compared to current liabilities [Current assets / Current liabilities] x100

Workforce turnover Resignations and terminations compared to average staff [Number of permanent staff resignations and terminations / Average number of permanent staff for the financial year] x100

Expenditure level Expenses per property assessment [Total expenses / Number of property assessments]

EFFICIENCY Revenue level Average residential rate per residential property assessment [Residential rate revenue / Number of residential property assessments]

DIMENSION/INDICATOR/MEASURE

FOR THE YEAR ENDED JUNE 30, 2018

34.24%

83.50%

149.62%

13.06%

$3,093.12

$1,426.46

2015

57.02%

137.78%

210.27%

10.34%

$3,135.55

$2,037.17

2016

34.09%

205.80%

268.96%

12.69%

$3,182.25

$2,072.25

2017

RESULTS

35.58%

209.50%

299.70%

16.21%

$3,061.62

$2,095.58

2018

64.86%

88.19%

124.60%

13.62%

$2,853.51

$2,013.47

2019

55.60%

87.07%

120.19%

13.62%

$2,941.67

$2,084.54

2020

54.86%

88.56%

122.37%

13.62%

$3,056.12

$2,157.19

2021

MATERIAL VARIATIONS

62.65%

90.97%

124.88%

13.62%

No material variations

No material variations

The numbers presented have been impacted by the timing of Financial Assistance Grant payments (with the receipt of $2.229m in June 2018) and also the reallocation land held for sale to current assets at 30 June 2018.

Council experienced an increase in staff departures that can be attributed to the closure of the Visitor Information Centre and a number of limited tenure contracts coming to an end.

$3,131.28 No material variations

$2,231.45 No material variations

2022

Wodonga Council Annual Report 2017-2018

103

68.51%

Indebtedness Non-current liabilities compared to own source revenue [Non-current liabilities / Own source revenue] x100

0.75%

73.91%

-2.61%

58.91%

8.64%

62.22%

2016

0.77%

67.67%

9.09%

51.87%

7.42%

55.36%

2017

0.75%

70.47%

10.26%

45.42%

6.81%

49.44%

2018

0.73%

76.85%

4.62%

42.89%

6.75%

44.53%

2019

0.78%

74.69%

7.33%

33.48%

6.30%

34.23%

2021

0.81%

75.04%

7.78%

28.80%

6.09%

29.20%

2022

No material variations

No material variations

The numbers have been impacted by the timing of Financial Assistance Grant payments, with the receipt of $2.229m in June 2018 and $2.5m in June 2017.

Decrease is due to borrowing repayments and no new borrowings in the year.

No material variations

Decrease is due to borrowing repayments and no new borrowings in the year.

MATERIAL VARIATIONS

“rate revenue” means revenue from general rates, municipal charges, service rates and service charges “recurrent grant “means a grant other than a non-recurrent grant “residential rates” means revenue from general rates, municipal charges, service rates and service charges levied on residential properties “restricted cash” means cash and cash equivalents, within the meaning of the AAS, that are not available for use other than for a purpose for which it is restricted, and includes cash to be used to fund capital works expenditure from the previous financial year “unrestricted cash” means all cash and cash equivalents other than restricted cash.

0.76%

74.33%

8.13%

38.20%

6.52%

39.33%

2020

“non-recurrent grant” means a grant obtained on the condition that it be expended in a specified manner and is not expected to be received again during the period covered by a council’s Strategic Resource Plan “own-source revenue” means adjusted underlying revenue other than revenue that is not under the control of council (including government grants “population “means the resident population estimated by council

“current liabilities” has the same meaning as in the AAS “non-current assets” means all assets other than current assets “non-current liabilities” means all liabilities other than current liabilities

“current assets” has the same meaning as in the AAS

0.72%

67.69%

“adjusted underlying revenue” means total income other than— (a) non-recurrent grants used to fund capital expenditure; and (b) non-monetary asset contributions; and (c) contributions to fund capital expenditure from sources other than those referred to in paragraphs (a) and (b) “adjusted underlying surplus (or deficit)” means adjusted underlying revenue less total expenditure “asset renewal expenditure” means expenditure on an existing asset or on replacing an existing asset that returns the service capability of the asset to its original capability

DEFINITIONS

Rates effort Rates compared to property values [Rate revenue / Capital improved value of rateable properties in the municipality] x100

STABILITY Rates concentration Rates compared to adjusted underlying revenue [Rate revenue / Adjusted underlying revenue] x100

2.34%

9.51%

Loans and borrowings repayments compared to rates [Interest and principal repayments on interest bearing loans and borrowings / Rate revenue] x100

OPERATING POSITION Adjusted underlying result Adjusted underlying surplus (or deficit) [Adjusted underlying surplus (deficit)/ Adjusted underlying revenue] x100

72.23%

2015

Loans and borrowings Loans and borrowings compared to rates [Interest bearing loans and borrowings / Rate revenue] x100

DIMENSION/INDICATOR/MEASURE

RESULTS

Basis of preparation The council is required to prepare and include a performance statement within its annual report.

The performance statement includes the results of the prescribed sustainable capacity, service performance and financial performance indicators and measures together with a description of the municipal district and an explanation of material variations in the results. This statement has been prepared to meet the requirements of the Local Government Act 1989 and Local Government (Planning and Reporting) Regulations 2014.

Where applicable the results in the performance statement have been prepared on accounting bases consistent with those reported in the Financial Statements. The other results are based on information drawn from the council information systems or from third parties (e.g. Australian Bureau of Statistics).

The performance statement presents the actual results for the current year and for the prescribed financial performance indicators and measures, the results forecast by the council’s strategic resource plan. The Local Government (Planning and Reporting) Regulations 2014 requires explanation of any material variations in the results contained in the performance statement.

The council has adopted materiality thresholds relevant to each indicator and measure and explanations have not been provided for variations below the materiality thresholds unless the variance is considered to be material because of its nature.

The forecast figures included in the performance statement are those adopted by the council in its strategic resource plan on 25 June 2018 and which forms part of the council plan. The strategic resource plan includes estimates based on key assumptions about the future that were relevant at the time of adoption and aimed at achieving sustainability over the long term. Detailed information on the actual financial results is contained in the General Purpose Financial Statements. The strategic resource plan can be obtained by contacting the council.

104

Certification of the performance statement In my opinion, the accompanying performance statement has been prepared in accordance with the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014.

__________________________________________ Stephen Byrns CA Dated: Principal Accounting Officer In our opinion, the accompanying performance statement of Wodonga City Council for the year ended 30 June 2018 presents fairly the results of the council’s performance in accordance with the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014.

The performance statement contains the relevant performance indicators, measures and results in relation to service performance, financial performance and sustainable capacity.

At the date of signing, we are not aware of any circumstances that would render any particulars in the performance statement to be misleading or inaccurate.

We have been authorised by the council and by the Local Government (Planning and Reporting) Regulations 2014 to certify this performance statement in its final form.

__________________________________________ Kat Bennett Dated: September 17, 2018 Councillor

__________________________________________ Tim Quilty Dated: September 17, 2018 Councillor

__________________________________________ Patience Harrington Dated: September 17, 2018 Chief Executive Officer

Wodonga Council Annual Report 2017-2018

105

Independent Auditor’s Report To the Councillors of Wodonga City Council Opinion

I have audited the accompanying performance statement of Wodonga City Council (the council) which comprises the: • • • • • •

description of municipality for the year ended 30 June 2018 sustainable capacity indicators for the year ended 30 June 2018 service performance indicators for the year ended 30 June 2018 financial performance indicators for the year ended 30 June 2018 other information and the certification of the performance statement.

In my opinion, the performance statement of Wodonga City Council in respect of the year ended 30 June 2018 presents fairly, in all material respects, in accordance with the performance reporting requirements of Part 6 of the Local Government Act 1989.

Basis for Opinion

I have conducted my audit in accordance with the Audit Act 1994 which incorporates the Australian Standards on Assurance Engagements. I further describe my responsibilities under that Act and those standards in the Auditor’s Responsibilities for the Audit of the performance statement section of my report.

My independence is established by the Constitution Act 1975. I and my staff are independent of the council in accordance with the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to my audit of the performance statement in Victoria and have also fulfilled our other ethical responsibilities in accordance with the Code.

I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

106

Councillors' responsibilities for the performance statement

The Councillors are responsible for the preparation and fair presentation of the performance statement in accordance with the performance reporting requirements of the Local Government Act 1989 and for such internal control as the Councillors determines is necessary to enable the preparation and fair presentation of the statement of performance that is free from material misstatement, whether due to fraud or error.

Auditor’s responsibilities for the audit of the performance statement

As required by the Audit Act 1994, my responsibility is to express an opinion on the performance statement based on the audit. My objectives for the audit are to obtain reasonable assurance about whether the performance statement as a whole is free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion.

Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Standards on Assurance Engagements will always detect a material misstatement when it exists.

Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the decisions of users taken on the basis of this performance statement.

As part of an audit in accordance with the Australian Standards on Assurance Engagements, I exercise professional judgement and maintain professional scepticism throughout the audit. I also: •

•

•

identify and assess the risks of material misstatement of performance statement, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the council’s internal control evaluate the overall presentation, structure and content of the performance statement, including the disclosures, and whether performance statement represents the underlying events and results in a manner that achieves fair presentation.

I communicate with the Councillors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

MELBOURNE 19 September 2018

Tim Loughnan as delegate for the Auditor-General of Victoria

2 Wodonga Council Annual Report 2017-2018

107

Report of Operations FOR THE YEAR ENDED JUNE 30, 2018

108

Wodonga Council Annual Report 2017-2018

109

Timeliness Time taken to action animal management requests [Number of days between receipt and first response action for all animal management requests / Number of animal management requests]

ANIMAL MANAGEMENT

Utilisation Utilisation of aquatic facilities [Number of visits to aquatic facilities / Municipal population]

Service Cost Cost of outdoor aquatic facilities [Direct cost of outdoor aquatic facilities less income received / Number of visits to outdoor aquatic facilities]

Service cost Cost of indoor aquatic facilities [Direct cost of indoor aquatic facilities less income received / Number of visits to indoor aquatic facilities]

Health and Safety Reportable safety incidents at aquatic facilities [Number of WorkSafe reportable aquatic facility safety incidents]

Service standard Health inspections of aquatic facilities [Number of authorised officer inspections of Council aquatic facilities / Number of Council aquatic facilities]

AQUATIC FACILITIES

SERVICE PERFORMANCE INDICATORS

FOR THE YEAR ENDED JUNE 30, 2018

0.00

9.34

$6.26

$2.07

1.00

7.00

RESULTS 2015

1.87

9.38

$5.08

$2.19

3.00

6.00

RESULTS 2016

1.23

8.92

$5.09

$2.17

1.00

2.50

RESULTS 2017

1.35

8.67

$5.82

$2.80

0.00

5.00

RESULTS 2018

No material variations

No material variations

Increased utilities costs such as gas and electricity were recorded. Total membership sales were also behind last year. Total attendance for the season was 76,266 which is 1.6% lower than previous year.

Increased utilities costs such as gas and electricity were recorded. A reduction in casual, group fitness, stadium sports programs and childcare attendances were experienced compared to the previous year. These lower attendance figures have resulted in a lower income stream.

There were no reportable safety incidents in 2017/18

Council received additional enquiries from community members regarding water quality that warranted additional inspections.

MATERIAL VARIATIONS AND COMMENTS

110

$975.99

60.00%

Health and safety Critical and major non-compliance outcome notifications [Number of critical non-compliance outcome notifications and major non-compliance notifications about a food premises followed up / Number of critical non-compliance outcome notifications and major non-compliance notifications about a food premises] x100

76.22%

0.00

4.00

$38.18

54.61%

RESULTS 2015

Service cost Cost of food safety service [Direct cost of the food safety service / Number of food premises registered or notified in accordance with the Food Act 1984]

[Number of registered class 1 food premises and class 2 food premises that receive an annual food safety assessment in accordance with the Food Act 1984 / Number of registered class 1 food premises and class 2 food premises that require an annual food safety assessment in accordance with the Food Act 1984] x100

Service standard Food safety assessments

[Number of days between receipt and first response action for all food complaints / Number of food complaints]

Timeliness Time taken to action food complaints

FOOD SAFETY

[Number of successful animal management prosecutions]

Health and safety Animal management prosecutions

[Direct cost of the animal management service / Number of registered animals]

Service cost Cost of animal management service

[Number of animals reclaimed / Number of animals collected] x100

Service standard Animals reclaimed

SERVICE PERFORMANCE INDICATORS

72.12%

$517.68

97.38%

2.23

1.00

$38.58

64.27%

RESULTS 2016

85.71%

$400.77

91.17%

1.85

0.00

$44.90

53.09%

RESULTS 2017

71.64%

$402.81

87.04%

2.22

0.00

$44.53

42.07%

RESULTS 2018

The Environmental Health team has experienced some challenges which has reduced the team’s capacity compared to previous year.

No material variations

Approximately 9% of this short fall is related to temporary class 2 food businesses which are sometimes hard to catch operating within our municipality. There also appears to be a trend in 2017 for many premises registering but don’t operate in the reporting period.

The Environmental Health team has experienced some challenges which has reduced the team’s capacity compared to previous year.

There were no animal management prosecutions in 2017-18. Council were able to resolve animal management issues without charges being laid.

No material variations

In 2017-18 council reviewed and amended the impounding fee structure to account for increased costs. The increased impounding fees may have impacted on animal reclaiming rates.

MATERIAL VARIATIONS AND COMMENTS

Wodonga Council Annual Report 2017-2018

111

$38,740.14

Service cost Cost of governance [Direct cost of the governance service / Number of Councillors elected at the last Council general election]

Utilisation Library collection usage [Number of library collection item loans / Number of library collection items]

LIBRARY 4.35

N/A

86.51%

Attendance Councillor attendance at council meetings [The sum of the number of Councillors who attended each ordinary and special Council meeting / (Number of ordinary and special Council meetings) Ă— (Number of Councillors elected at the last Council general election)] x100

Satisfaction Satisfaction with council decisions [Community satisfaction rating out of 100 with how council has performed in making decisions in the interest of the community]

66.08

4.59%

RESULTS 2015

Consultation and engagement Satisfaction with community consultation and engagement Community satisfaction rating out of 100 with how Council has performed on community consultation and engagement

Transparency Council decisions made at meetings closed to the public [Number of Council resolutions made at ordinary or special meetings of Council, or at meetings of a special committee consisting only of Councillors, closed to the public / Number of Council resolutions made at ordinary or special meetings of Council or at meetings of a special committee consisting only of Councillors ] x100

GOVERNANCE

SERVICE PERFORMANCE INDICATORS

4.41

53.00

$45,277.29

91.43%

56.00

3.23%

RESULTS 2016

4.30

55.00

$42,875.29

98.10%

57.00

6.28%

RESULTS 2017

4.19

57.00

$43,734.43

97.14%

58.00

2.65%

RESULTS 2018

No material variations

No material variations

No material variations

No material variations

No material variations

Fewer reports were submitted that required council meetings to be closed to the public.

MATERIAL VARIATIONS AND COMMENTS

112

93.55%

$0.00

74.94%

70.00%

Service standard Infant enrolments in the MCH service [Number of infants enrolled in the MCH service (from birth notifications received) / Number of birth notifications received] x100

Service cost Cost of the MCH service [Cost of the MCH service / Hours worked by MCH nurses]

Participation Participation in the MCH service [Number of children who attend the MCH service at least once (in the year) / Number of children enrolled in the MCH service] x100

Participation Participation in the MCH service by Aboriginal children [Number of Aboriginal children who attend the MCH service at least once (in the year) / Number of Aboriginal children enrolled in the MCH service] x100

Satisfaction Participation in first MCH home visit [Number of first MCH home visits / Number of birth notifications received] x100 97.91%

15.77%

Participation Active library members [Number of active library members / Municipal population] x100

MATERNAL AND CHILD HEALTH (MCH)

$3.90

33.89%

RESULTS 2015

Service cost Cost of library service [Direct cost of the library service / Number of visits]

Resource standard Standard of library collection [Number of library collection items purchased in the last 5 years / Number of library collection items] x100

SERVICE PERFORMANCE INDICATORS

73.85%

81.72%

$88.38

100.00%

105.92%

12.13%

$4.24

54.69%

RESULTS 2016

74.46%

68.86%

$84.50

100.00%

100.38%

11.75%

$4.73

55.48%

RESULTS 2017

71.91%

73.39%

$84.00

101.09%

99.27%

11.32%

$4.86

65.74%

RESULTS 2018

No material variations

No material variations

No material variations

No material variations

No material variations

No material variations

No material variations

Less budget allocated in 2016-2017 than in 2017-2018. A flood event in 2013 also means a significant amount of books have been purchased in the last 5 years as a result of the flood damage.

MATERIAL VARIATIONS AND COMMENTS

Wodonga Council Annual Report 2017-2018

113

Service standard Planning applications decided within required time frames [(Number of planning application decisions made within 60 days) + (Number of VicSmart planning application decisions made with 10 days) / Number of planning application decisions made] x100

Timeliness Time taken to decide planning applications [The median number of days between receipt of a planning application and a decision on the application]

88.14%

33.00

N/A

Satisfaction Satisfaction with sealed local roads [Community satisfaction rating out of 100 with how council has performed on the condition of sealed local roads]

STATUTORY PLANNING

$12.41

$113.82

99.30%

19.85

RESULTS 2015

Service Cost Cost of sealed local road resealing [Direct cost of sealed local road resealing / Square metres of sealed local roads resealed]

Service cost Cost of sealed local road reconstruction [Direct cost of sealed local road reconstruction / Square metres of sealed local roads reconstructed]

Condition Sealed local roads below the intervention level [Number of kilometres of sealed local roads below the renewal intervention level set by Council / Kilometres of sealed local roads] x100

Satisfaction of use Sealed local road requests [Number of sealed local road requests / Kilometres of sealed local roads ] x100

ROADS

SERVICE PERFORMANCE INDICATORS

90.79%

30.00

66.00

$9.37

$83.24

99.30%

17.79

RESULTS 2016

71.09%

33.00

65.00

$11.73

$120.83

99.30%

43.51

RESULTS 2017

81.22%

38.00

65.00

$5.83

$84.63

97.44%

33.33

RESULTS 2018

Even though we have experienced a shortage of planners, our internal processes have been refined which has contributed to the increase in permits issued within the required time frame.

Shortage in statutory planning staff members and an increase in planning applications; the latter particularly due to the increase in the Bushfire Management Overlay mapping creating the need for planning consent for single dwellings. However, still well within statutory time frame.

No material variations

Reseal preparation costs were significantly reduced this financial year as compared to 2016/17. This is a result of the overall condition of those roads being resealed having a better starting condition as those completed in the previous financial year.

The nature of the reconstructions required in the 2017/18 financial year were less demanding than those of the previous year. Pavement rehabilitation, drainage and other renewal components were less significant which reflect the lower cost of reconstruction.

No material variations

The 2016/17 result was inflated due to a very wet winter and spring resulting in an increase in pothole and other road requests. The lower result in 2017/18 is a result of more normal climatic conditions.

MATERIAL VARIATIONS AND COMMENTS

114

0.00%

Decision making Council planning decisions upheld at VCAT [Number of VCAT decisions that did not set aside council’s decision in relation to a planning application / Number of VCAT decisions in relation to planning applications] x100

2.50

$118.80

$31.67

46.24%

Service standard Kerbside collection bins missed [Number of kerbside garbage and recycling collection bins missed / Number of scheduled kerbside garbage and recycling collection bin lifts] x10,000

Service cost Cost of kerbside garbage bin collection service [Direct cost of the kerbside garbage bin collection service / Number of kerbside garbage collection bins]

Service cost Cost of kerbside recyclables collection service [Direct cost of the kerbside recyclables bin collection service / Number of kerbside recyclables collection bins]

Waste diversion Kerbside collection waste diverted from landfill [Weight of recyclables and green organics collected from kerbside bins / Weight of garbage, recyclables and green organics collected from kerbside bins] x100

Satisfaction Kerbside bin collection requests [Number of kerbside garbage and recycling bin collection requests / Number of kerbside bin collection households] x1000 67.90

$1,635.77

Service cost Cost of statutory planning service [Direct cost of the statutory planning service / Number of planning applications received]

WASTE COLLECTION

RESULTS 2015

SERVICE PERFORMANCE INDICATORS

71.49%

$28.05

$57.73

3.45

30.88

0.00%

$3,836.83

RESULTS 2016

72.19%

$26.19

$56.26

2.32

87.27

0.00%

$1,586.17

RESULTS 2017

71.43%

$28.98

$57.97

5.70

143.19

0.00%

$2,587.91

RESULTS 2018

No material variations

2017-18 saw an increase in recycling bins issued. This has contributed to the increased costs.

No material variations

Results in 2017-18 now include requests sent directly to the contractor from the public.

Results in 2017-18 now include requests sent directly to the contractor from the public.

There were no appeals regarding council planning decisions heard at VCAT in 2017-18.

Difference in results from last year as the incorrect cost of the statutory planning service was used.

MATERIAL VARIATIONS AND COMMENTS

GOVERNANCE AND MANAGEMENT ITEMS

ASSESSMENT

Community engagement policy

Policy

(Policy outlining council’s commitment to engaging with the community on matters of public interest)

Date of operation of current policy:

Community engagement guidelines

Guidelines

(Guidelines to assist staff to determine when and how to engage with the community)

Date of operation of current guidelines:

Strategic Resource Plan

Adopted in accordance with section 126 of the Act

(Plan under section 126 of the Act outlining the financial and non-financial resources required for at least the next 4 financial years)

Date of adoption:

Annual budget (Plan under section 130 of the Act setting out the services to be provided and initiatives to be undertaken over the next 12 months and the funding and other resources required)

June 26, 2014

October 1, 2015

June 25, 2018 Adopted in accordance with section 130 of the Act Date of adoption: June 25, 2018 Plans Date of operation of current plans:

Asset management plans (Plans that set out the asset maintenance and renewal needs for key infrastructure asset classes for at least the next 10 years)

Road Asset Plan October 20, 2014 Footpath Asset Plan - November 17, 2014 Bridge and Major Culvert Asset Management Plan – September 19, 2016 Stormwater Drainage Asset Management Plan – December 11, 2017

Rating strategy

Strategy

(Strategy setting out the rating structure of Council to levy rates and charges

Date of operation of current strategy:

Risk policy

Policy

(Policy outlining Council’s commitment and approach to minimising the risks to Council’s operations)

Date of operation of current policy:

Fraud policy

Policy

(Policy outlining council’s commitment and approach to minimising the risk of fraud)

Date of operation of current policy:

Municipal emergency management plan

Prepared and maintained in accordance with section 20 of the Emergency Management

(Plan under section 20 of the Emergency Management Act 1986 for emergency prevention, response and recovery)

May 11, 2015

August 8, 2017

September 21, 2015

Act 1986 Date of preparation: August 1, 2016

Wodonga Council Annual Report 2017-2018

115

GOVERNANCE AND MANAGEMENT ITEMS

ASSESSMENT

Procurement policy

Prepared and approved in accordance with section 186A of the Local Government Act 1989

(Policy under section 186A of the Local Government Act 1989 outlining the matters, practices and procedures that will apply to all purchases of goods, services and works)

Date of approval: June 25, 2018

Business continuity plan

Plan

(Plan setting out the actions that will be undertaken to ensure that key services continue to operate in the event of a disaster)

Date of operation of current plan:

Disaster recovery plan

Plan

(Plan setting out the actions that will be undertaken to recover and restore business capability in the event of a disaster)

Date of operation of current plan:

Risk management framework

Framework

(Framework outlining council’s approach to managing risks to the Council’s operations)

Date of operation of current framework:

February 20, 2017

February 20, 2017

June 22, 2015

Audit Committee (Advisory committee of council under section 139 of the Act whose role is to oversee the integrity of a council’s financial reporting, processes to manage risks to the council’s operations and for compliance with applicable legal, ethical, and regulatory requirements) Internal audit (Independent accounting professionals engaged by the council to provide analyses and recommendations aimed at improving council’s governance, risk and management controls)

Established in accordance with section 139 of the Act Date of establishment: February 1, 2004

Engaged Date of engagement of current provider: May 29, 2017

Performance reporting framework

Framework

(A set of indicators measuring financial and nonfinancial performance, including the performance indicators referred to in section 131 of the Act)

Date of operation of current framework:

Council Plan reporting (Report reviewing the performance of the council against the Council Plan, including the results in relation to the strategic indicators, for the first six months of the financial year)

July 1, 2014 Reports Date report presented: June 25, 2018 Statements presented to council in accordance with section 138(1) of the Act Date statements presented:

Financial reporting

October 16, 2017

(Quarterly statements to council under section 138 of the Act comparing budgeted revenue and expenditure with actual revenue and expenditure)

February 19, 2018 April 16, 2018 Annual Report – October 15, 2018 Please note: Final quarter statement is presented as the council annual report.

116

GOVERNANCE AND MANAGEMENT ITEMS

ASSESSMENT

Risk reporting

Reports

(Six-monthly reports of strategic risks to council’s operations, their likelihood and consequences of occurring and risk minimisation strategies)

Date reports presented:

Performance reporting

Reports

(Six-monthly reports of indicators measuring the results against financial and non-financial performance, including performance indicators referred to in section 131 of the Act)

Date reports presented:

Annual report

Considered at a meeting of council in accordance with section 134 of the Act

(Annual report under sections 131, 132 and 133 of the Act to the community containing a report of operations and audited financial and performance statements)

September 14, 2017, December 7, 2017, March 22, 2018 and May 24, 2018

November 20, 2017, February 19, 2018 and May 14, 2018

Date statements presented: October 16, 2017

Councillor Code of Conduct

Reviewed in accordance with section 76C of the Act

(Code under section 76C of the Act setting out the conduct principles and the dispute resolution processes to be followed by councillors)

Date reviewed:

Delegations (A document setting out the powers, duties and functions of council and the Chief Executive Officer that have been delegated to members of staff)

February 20, 2017

Reviewed in accordance with section 98(6) of the Act Date of review: April 16, 2018

Meeting procedures

Meeting procedures local law made in accordance with section 91(1) of the Act

(A local law governing the conduct of meetings of council and special committees)

Date local law made: June 29, 2009

I certify that the information presents fairly the status of the council’s governance and management arrangements

Wodonga Council Annual Report 2017-2018

117

118

Annual Financial Report

2017-2018

Wodonga Council Annual Financial Report 2017-2018

119

Contents FINANCIAL REPORT 2017-2018

Financial report Comprehensive income statement

1

Balance sheet

2

Statement of changes in equity

3

Statement of cash flows

4

Statement of capital works

5

Notes to financial statements Overview

6

Note 1 - Performance against budget

7

Note 2 - Funding for the delivery of our services

10

Note 3 - The cost of delivering services

13

Note 4 - Our financial position

15

Note 5 - Assets we manage

21

Note 6 - People and relationships

28

Note 7 - Managing uncertainties

30

Note 8 - Other matters

33

120

Wodonga City Council 2017/2018 Financial Report

Comprehensive Income Statement For the Year Ended 30 June 2018 Note Income Rates and charges Statutory fees and fines User fees Grants - operating Grants - capital Contributions - monetary Contributions - non monetary Other income Total income Expenses Employee costs Materials and services Depreciation and amortisation Bad and doubtful debts Borrowing costs Net loss on disposal of property, infrastructure, plant and equipment Other expenses Total expenses

2018 $'000

2017 $'000

2.1 2.2 2.3 2.4(a) 2.4(b) 2.5 2.5 2.7

45,034 651 5,242 10,181 4,695 1,259 550 67,611

43,209 662 4,989 12,455 5,022 637 769 494 68,237

3.1 3.2 3.3 3.4 3.5 2.6 3.6

23,612 21,589 9,721 1,409 8 898 57,237

22,721 21,820 9,306 1 1,495 27 2,593 57,963

10,374

10,274

6,376

93

16,750

10,367

Surplus/(deficit) for the year Other comprehensive income Items that will not be reclassified to surplus or deficit in future periods Net asset revaluation increment/(decrement) Total comprehensive result

5.2

Wodonga Council Annual Financial Report 2017-2018

The above comprehensive income statement should be read in conjunction with the accompanying notes.

1

Wodonga City Council 2017/2018 Financial Report

Balance Sheet As at 30 June 2018 Note Assets Current assets Cash and cash equivalents Trade and other receivables Other financial assets Inventories Non-current assets classified as held for sale Other assets Total current assets Non-current assets Property, infrastructure, plant and equipment Total non-current assets Total assets Liabilities Current liabilities Trade and other payables Trust funds and deposits Provisions Interest-bearing liabilities Total current liabilities Non-current liabilities Provisions Interest-bearing liabilities Total non-current liabilities Total liabilities

2018

2017

$'000

$'000

4.1(a) 4.1(c) 4.1(b) 4.2(a) 5.1 4.2(b)

18,624 2,166 10,500 28 1,875 803 33,996

23,601 2,159 4,000 29 641 30,430

5.2

549,991 549,991 583,987

538,982 538,982 569,412

4.3(a) 4.3(b) 4.5 4.4

3,430 1,114 4,949 1,853 11,347

3,591 1,132 4,843 1,748 11,314

4.5 4.4

3,011 20,368 23,379 34,726

3,460 22,127 25,587 36,901

549,261

532,511

339,588 209,673 549,261

329,214 203,297 532,511

Net assets

Equity Accumulated surplus Reserves Total equity

8.1

The above balance sheet should be read in conjunction with the accompanying notes.

Page 5

2

Wodonga City Council 2017/2018 Financial Report

Statement of Changes in Equity For the Year Ended 30 June 2018 Note 2018 Balance at beginning of the financial year Surplus/(deficit) for the year Net asset revaluation increment Balance at end of the financial year

8.1

2017 Balance at beginning of the financial year Recognition of found assets - Drainage Surplus/(deficit) for the year Net asset revaluation increment Balance at end of the financial year

8.4 8.1

Total $'000

Accumulated Surplus $'000

Revaluation Reserve $'000

532,511 10,374 6,376 549,261

329,214 10,374 339,588

203,297 6,376 209,673

Total $'000

Accumulated Surplus $'000

Revaluation Reserve $'000

514,773 7,371 10,274 93 532,511

311,569 7,371 10,274 329,214

203,204 93 203,297

The above statement of changes in equity should be read in conjunction with the accompanying notes.

Page 6

Wodonga Council Annual Financial Report 2017-2018

3

Wodonga City Council 2017/2018 Financial Report

Statement of Cash Flows For the Year Ended 30 June 2018 2018 Inflows/ (Outflows) $'000

2017 Inflows/ (Outflows) $'000

44,779 650 5,436 10,521 4,851 1,322 602 (479) (23,606) (22,765) 497 (989) 20,819

42,543 662 6,850 12,829 5,188 669 489 (310) (22,835) (23,412) 739 (2,852) 20,560

(16,352) 119 (6,500) (22,733)

(11,186) 204 4,000 1,319 (5,663)

Finance costs Repayment of borrowings Net cash (used in) financing activities

(1,409) (1,654) (3,063)

(1,497) (1,701) (3,198)

Net increase (decrease) in cash and cash equivalents Cash and cash equivalents at the beginning of the financial year

(4,977) 23,601

11,699 11,902

Cash and cash equivalents at the end of the financial year

18,624

23,601

Note

Cash flows from operating activities Rates and charges Statutory fees and fines User fees Grants - operating Grants - capital Contributions - monetary Interest received Trust funds and deposits taken Employee costs Materials and services Trust funds and deposits repaid Other payments Net cash provided by operating activities

8.2

Cash flows from investing activities Payments for property, infrastructure, plant and equipment Proceeds from sale of property, infrastructure, plant and equipment Proceeds from sale / (purchase of) investments Payments of loans and advances Net cash (used in) investing activities

5.2

Cash flows from financing activities

Financing arrangements Restrictions on cash assets

4

4.6 4.1

The above statement of cash flows should be read in conjunction with the accompanying notes.

Page 7

Wodonga City Council 2017/2018 Financial Report

Statement of Capital Works For the Year Ended 30 June 2018

Note

2018 $'000

2017 $'000

Property Land

-

594

Total land

-

594

Buildings

3,198

1,776

Total buildings

3,198

1,776

Total property

3,198

2,370

Plant and equipment Plant, machinery and equipment Fixtures, fittings and furniture Computers and telecommunications Library books Total plant and equipment

384 97 599 97 1,177

697 207 542 86 1,532

Infrastructure Roads Bridges Footpaths and cycleways Drainage Parks, open space and streetscapes Total infrastructure

6,038 193 1,646 467 3,634 11,978

3,888 582 512 213 2,087 7,282

Total capital works expenditure

16,352

11,184

Represented by: New asset expenditure Asset renewal expenditure Asset expansion expenditure Asset upgrade expenditure Total capital works expenditure

2,452 3,459 67 10,373 16,352

5,677 3,172 2,335 11,184

The above statement of capital works should be read in conjunction with the accompanying notes.

Page 8

Wodonga Council Annual Financial Report 2017-2018

5

Notes to the Financial Report For the Year Ended 30 June 2018

Wodonga City Council 2017/2018 Financial Report

OVERVIEW Introduction The Wodonga City Council was established by an Order of the Governor in Council on December 16, 2003 and is a body corporate. The Council's main office is located at 104 Hovell Street, Wodonga.

Statement of compliance These financial statements are a general purpose financial report that consists of a Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity, Statement of Cash Flows, Statement of Capital Works and Notes accompanying these financial statements. The general purpose financial report complies with the Australian Accounting Standards (AAS), other authoritative pronouncements of the Australian Accounting Standards Board, the Local Government Act 1989, and the Local Government (Planning and Reporting) Regulations 2014.

Significant accounting policies (a) Basis of accounting The accrual basis of accounting has been used in the preparation of these financial statements, whereby assets, liabilities, equity, income and expenses are recognised in the reporting period to which they relate, regardless of when cash is received or paid.

Judgements, estimates and assumptions are required to be made about the carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and associated judgements are based on professional judgement derived from historical experience and various other factors that are believed to be reasonable under the circumstances.

Actual results may differ from these estimates.

Revisions to accounting estimates are recognised in the period in which the estimate is revised and also in future periods that are affected by the revision. Judgements and assumptions made by management in the application of AAS's that have significant effects on the financial statements and estimates relate to: - the fair value of property, infrastructure, plant and equipment (refer to Note 5.2) - the determination of depreciation for buildings, infrastructure, plant and equipment (refer to Note 5.2) - the determination of employee provisions (refer to Note 4.5) - the determination of landfill provisions (refer to Note 4.5) Correction of prior period error 2016/17 opening accumulated surplus has been adjusted for recognition of found drainage assets amounting to $7.371 million. This has resulted in a corresponding increase in non-current assets in 2016/17 for the same amount. Refer Note 8.4.

Unless otherwise stated, all accounting policies 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.

6

Notes to the Financial Report For the Year Ended 30 June 2018

Wodonga City Council 2017/2018 Financial Report

Note 1 Performance against budget The performance against budget notes compare Council’s financial plan, expressed through its annual budget, with actual performance. The Local Government (Planning and Reporting) Regulations 2014 requires explanation of any material variances. Council has adopted a materiality threshold of the lower of 10 percent or $1 million where further explanation is warranted. 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 detailed below are those adopted by Council on 26 June 2017. The Budget was based on assumptions that were relevant at the time of adoption of the Budget. Council sets guidelines and parameters for income and expense targets in this budget in order to meet Council’s planning and financial performance targets for both the short and long-term. The budget did not reflect any changes to equity resulting from asset revaluations, as their impacts were not considered predictable.

These notes are prepared to meet the requirements of the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014 .

1.1 Income and expenditure

Budget 2018 $'000

Actual 2018 $'000

Variance 2018 $'000

44,009 1,831 3,425 6,497 2,215 345

45,034 651 5,242 10,181 4,695 1,259

1,025 (1,180) 1,817 3,684 2,480 914

1 2 3 4 5 6

Ref

Income Rates and charges Statutory fees and fines User fees Grants - operating Grants - capital Contributions - monetary Net gain/(loss) on disposal of property, infrastructure, plant and equipment Other income Total income

100

(8)

(108)

7

917 59,339

550 67,603

(367) 8,264

8

Expenses Employee costs Materials and services Depreciation and amortisation Borrowing costs Other expenses Total expenses

24,747 18,736 9,075 1,524 1,145 55,227

23,612 21,589 9,721 1,409 898 57,229

1,135 (2,853) (646) 115 247 (2,002)

9 10

Surplus/(deficit) for the year

4,112

10,374

6,262

Page 10

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Wodonga Council Annual Financial Report 2017-2018

7

Wodonga City Council 2017/2018 Financial Report

(i) Explanation of material variations

Variance Ref

Item

Notes to the Financial Report For the Year Ended 30 June 2018

Explanation

1

Rates and charges

2

Statutory fees and fines

Statutory fees and user fee budget dissections are different to financial statement dissections, offsets below with user fees $0.6m overall underlying variance to budget. They are dependant upon building developments and are therefore subject to fluctuation.

3

User fees

As above actual variance to budget is only $0.6m due to additional Waste Transfer Station user fees. The budget is based on estimates of customer activity, including building developments and are therefore subject to fluctuation.

4

Grants operating

Grants are only included in the budget if they have been confirmed. Therefore it is common that grants confirmed after the budget has been adopted will result in actual grant revenue exceeding budget. Wodonga City Council received increases to existing recurrent grants and was also successful in obtaining several new operating grants after the budget was adopted. This includes $0.2 million for Maternal and Child Health services, $0.1 million for early years, $0.1 million for shared services investigation, $0.1 million for strategic planning, and $0.1 million for a number of community health initiatives. Half of the the 2018-2019 Financial Assistance Grant was received in advance in June 2018, $2.7 million (refer note 2.4 for grant details).

5

Grants - capital Capital grants as above are only budgeted if they have been confirmed. In 17/18 $2.4 million capital grants were received for High St South capital works that had been budgeted to be funded by Council.

6

Contributions - Contributions are only included in the budget if they have been confirmed. Therefore it is common that contributions monetary received after the budget has been adopted will result in actual contributions exceeding budget. Contributions are dependent upon land development projects and are therefore subject to fluctuation. There is also some offset in Other Income below.

7

Net (Loss) on disposal of PP&E

Only known disposals of assets are included in the budget, usually trade in amounts receivable from plant renewals. It is common for sales prices to not be confirmed until disposal date, or for unplanned disposals and write downs to occur, therefore resulting in a fluctuation to budget.

8

Other income

Actuals are just interest, budget includes some contributions which are offset above. Overall variance is favourable to budget.

9

Employee costs Salary and wages costs were below budget due to unfilled staff vacancies during the year of $0.6 million, superannuation is $0.15 million down compared to budget due to lower salaries. In addition, defined benefit superannuation shortfall payment of $0.4 million was included in the budget but not physically paid.

10

Materials and Materials and services are $2.9 million over budget due predominantly to $3 million being expensed from capital works as services it did not meet the requirements of an asset under AASB 116 Property, Plant and Equipment .

Other expenses Predominantly contributions through Community Impact Grants, due to timing of applications and community programs.

11

Rates were higher than budget across all rateable categories due to higher than forecast development in Wodonga.

Page 11

8

Notes to the Financial Report For the Year Ended 30 June 2018

Wodonga City Council 2017/2018 Financial Report Note 1

Performance against budget (cont'd)

1.2 Capital works

Budget 2018 $'000

Actual 2018 $'000

Variance 2018 $'000

Property Buildings Building improvements Total Buildings Total Property

1,960 2,265 4,225 4,225

3,198 3,198 3,198

1,238 (2,265) (1,027) (1,027)

1 2

Plant and Equipment Plant, machinery and equipment Computers and telecommunications Total Plant and Equipment

400 759 1,159

578 599 1,177

178 (160) 18

3 4

Infrastructure Roads Bridges Footpaths and cycleways Drainage Recreational, leisure and community facilities Parks, open space and streetscapes Off street car parks Total Infrastructure

9,739 279 809 77 1,531 1,406 253 14,094

6,038 193 1,646 467 3,634 11,978

(3,701) (86) 837 390 (1,531) 2,228 (253) (2,116)

5

Total Capital Works Expenditure

19,478

16,352

(3,126)

Represented by: New asset expenditure Asset renewal expenditure Asset expansion expenditure Asset upgrade expenditure Total Capital Works Expenditure

4,502 5,668 525 8,783 19,478

2,452 3,459 67 10,373 16,352

(2,050) (2,209) (458) 1,590 (3,126)

Ref

6 7 8 9 10

(i) Explanation of material variations Variance Ref

Item

Explanation

1

Building

Budget dissections are different to the asset categories reported in the financial statements. Buildings budget is predominantly the Regional Cricket Hub, which was put on hold in 17/18. Actuals are all building related work in 17/18 and include 'building improvements' category below. Net variance is $0.7m Cricket Hub offset by work in progress work from prior year completed in 17/18, predominantly Bonegilla Migrant Experience remedial works.

2

Building improvements

Building improvements offsets 'Building' budget above.

Plant, machinery and equipment Computers and telecommunications

Plant, machinery and equipment variation is predominantly due to the vehicle and equipment renewals timing differing to budget. $0.1 million Budgeting project carried over due to supplier delays, and $0.1 million computer and IT projects carried over in WIP as not completed in 17/18.

3 4 5 6 7 8

Budget dissections are different to the asset categories reported in the financial statements. $2.2m road renewal and High St / South St works were budgeted in Roads but were capitalised in Footpaths and Cycleways, and Drainage. $1.5 million was expensed as it did not meet the definition of capital.

Budget dissections are different to the asset categories reported in the financial statements. Budget offset with roads Footpaths and breakdown above, plus $0.2m expensed and $0.2m program under budget. cycleways Budget dissections are different to the asset categories reported in the financial statements. Budget offset with roads Drainage breakdown above.

Recreational, leisure Budget dissections are different to the asset categories reported in the financial statements. Items included in the budget have been capitalised in Parks, open spaces and streetscapes. and community facilities Roads

9

Parks, open space and streetscapes

Budget dissections are different to the asset categories reported in the financial statements. Capitalisation also amounts in the budget under recreational, leisure and community facilities. Balance is due to WAVES retiling costs and Birallee Park hockey upgrade.

10

Off street carparks

Budget dissections are different to the asset categories reported in the financial statements. Items included in the budget have been capitalised in Roads and in Drainage.

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Wodonga Council Annual Financial Report 2017-2018

9

Wodonga City Council 2017/2018 Financial Report

Notes to the Financial Report For the Year Ended 30 June 2018

Note 2 Funding for the delivery of our services 2.1 Rates and charges

2018 $'000

2017 $'000

Council uses Capital Improved Value as the basis of valuation of all properties within the municipal district. The Capital Improved Value of a property is the value of land and all improvements.

The valuation base used to calculate general rates for 2017/18 was $5,782 million (2016/17 $5,599 million).

General rates Waste management charge Service rates and charges Supplementary rates and rate adjustments Interest on rates and charges Total rates and charges

36,048 8,466 36 397 87 45,034

34,219 8,589 35 281 85 43,209

The date of the latest general revaluation of land for rating purposes within the municipal district was 1 January 2016, and the valuation was first applied in the rating year commencing 1 July 2016.

Annual rates and charges are recognised as revenues when Council issues annual rates notices. Supplementary rates are recognised when a valuation and reassessment is completed and a supplementary rates notice issued.

2.2 Statutory fees and fines Infringements and costs Court recoveries Town planning fees Land information certificates Permits Total statutory fees and fines

145 149 9 41 307 651

162 158 15 69 258 662

Statutory 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.

2.3 User fees Infrastructure fees Child care/children's program fees The Cube Building Maintenance Tourism, culture and events Community centres Contract works Waste fees Transfer station Health Property management Recreation Civic service fees Gateway village fees Building and town planning service fees Library Rates cost recoveries Other fees and charges Total user fees

383 859 272 178 203 91 165 11 553 355 148 112 536 124 882 27 120 223 5,242

User fees are recognised as revenue when the service has been provided or Council has otherwise earned the income.

Page 13

10

278 783 242 186 157 52 374 25 450 328 145 93 487 126 657 25 206 374 4,989

Notes to the Financial Report For the Year Ended 30 June 2018

Wodonga City Council 2017/2018 Financial Report

2.4 Funding from other levels of government Grants were received in respect of the following : Summary of grants Commonwealth funded grants State funded grants Total grants received (a) Operating Grants Recurrent - Commonwealth Government Financial Assistance Grant Victoria Grants Commission - local roads funding Children's Services Recurrent - State Government Regional Partnerships - The Cube Libraries School Crossing Supervisors Emergency Management Environmental Health Maternal and Child Health Children's Services Youth Services Community Centres Healthy Communities Environmental Lands Parks and Gardens Inclusive and Safer Communities Recreation Arts Development Events Program Total recurrent operating grants Non-recurrent - Commonwealth Government Bonegilla Migrant Experience Arts Development Non-recurrent - State Government Economic Development The Cube Libraries Events Program Arts Development Healthy Communities Strategic Planning Recreation Waste Management Other Total non-recurrent operating grants Total operating grants

2018 $'000

2017 $'000

6,200 8,677 14,877

11,576 5,901 17,477

4,437 888 11

6,141 1,285 9

80 293 50 82

80 291 214 83

87 701 2,694 121 136 136 10 16 48 10 35 9,835

159 578 2,635 144 136 130 18 16 64 30 20 30 12,063

-

10 3

50 7 18 100 66 105 346 10,181

8 30 5 35 22 90 50 3 134 2 392 12,455

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Wodonga Council Annual Financial Report 2017-2018

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Wodonga City Council 2017/2018 Financial Report

Notes to the Financial Report For the Year Ended 30 June 2018

2.4 Funding from other levels of government (cont) (b) Capital Grants Recurrent - Commonwealth Government Roads to recovery Total recurrent capital grants Non-recurrent - State Government Bonegilla Migrant Experience National Stronger Regions Fund - CBD Recreational, leisure and community Buildings Parks, open spaces and streetscapes Roads Footpaths and cyclepaths Bridges Drainage Non-recurrent - State Government Total non-recurrent capital grants Total capital grants

2018 $'000

2017 $'000

863 863

1,357 1,357

3,000 273 152 177 205 25 3,832 3,832 4,695

270 2,500 101 100 304 107 223 35 25 3,665 3,665 5,022

1,227 2,179 (1,227) 2,179

560 1,227 (560) 1,227

(c) Unspent grants received on condition that they be spent in a specific manner Balance at start of year Received during the financial year and remained unspent at balance date Received in prior years and spent during the financial year Balance at year end

Grant income is recognised when Council obtains control of the contribution. Control is normally obtained upon receipt (or acquittal) or upon earlier notification that a grant has been secured.

2.5 Contributions 1,259 1,259

Monetary Non-monetary Total contributions Contributions of non monetary assets were received in relation to the following asset classes.

Other infrastructure Total non-monetary contributions

637 769 1,406

-

769 769

Monetary and non monetary contributions are recognised as revenue when Council obtains control over the contributed asset.

2.6 Net (loss) on disposal of property, infrastructure, plant and equipment Proceeds of sale Written down value of assets disposed Total net (loss) on disposal of property, infrastructure, plant and equipment

119 (127) (8)

The gain or loss on sale of an asset is determined when control of the asset has irrevocably passed to the buyer.

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12

204 (231) (27)

Wodonga City Council 2017/2018 Financial Report

Notes to the Financial Report For the Year Ended 30 June 2018

2.7 Other income

Interest Total other income

2018 $'000

2017 $'000

550 550

494 494

Interest is recognised as it is earned.

Other income is measured at the fair value of the consideration received or receivable and is recognised when Council gains control over the right to receive the income.

Note 3 The cost of delivering services 3.1 Employee costs Wages and salaries WorkCover Casual staff Superannuation Fringe benefits tax Redundancy Other Total employee costs

19,279 680 1,061 1,849 131 19 593 23,612

18,677 536 1,035 1,880 143 30 420 22,721

92 92 -

104 104 -

946 802 1,748 84

982 720 1,702 80

6,872 6,892 850 1,558 1,089 280 369 1,921 1,091 667 21,589

7,003 6,700 765 1,752 1,253 296 517 1,857 1,052 626 21,820

(b) Superannuation Council made contributions to the following funds: Defined benefit fund Employer contributions to Local Authorities Superannuation Fund (Vision Super) Employer contributions payable at reporting date.

Accumulation funds Employer contributions to Local Authorities Superannuation Fund (Vision Super) Employer contributions - other funds Employer contributions payable at reporting date.

Refer to Note 8.3 for further information relating to Council's superannuation obligations.

3.2 Materials and services Contract payments Building maintenance General maintenance Utilities Office administration Information technology Insurance Consultants Lease payments Other Total materials and services

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Wodonga Council Annual Financial Report 2017-2018

13

Wodonga City Council 2017/2018 Financial Report

Notes to the Financial Report For the Year Ended 30 June 2018 2018 $'000 1,670 846 7,205 9,721

3.3 Depreciation and amortisation Property Plant and equipment Infrastructure Total depreciation and amortisation

2017 $'000 1,650 655 7,001 9,306

Refer to Note 5.2 for a more detailed breakdown of depreciation and amortisation charges and accounting policy.

3.4 Bad and doubtful debts Other debtors Total bad and doubtful debts Movement in provisions for doubtful debts Balance at the beginning of the year New provisions recognised during the year Amounts already provided for and written off as uncollectible Balance at end of year

-

1 1

9 9

15 (7) 1 9

Provision for doubtful debt is recognised when there is objective evidence that an impairment loss has occurred. Bad debts are written off when identified.

3.5 Borrowing costs Interest - borrowings Total borrowing costs

1,409 1,409

1,495 1,495

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.

3.6 Other expenses Auditors' remuneration - VAGO - audit of the financial statements, performance statement and grant acquittals Auditors' remuneration - Internal Councillors' allowances Economic development contributions Environmental contributions Community contributions Memberships Early payment discount Total other expenses

Page 17

14

59 39 229 80 56 222 213 898

58 36 238 1,512 63 319 155 212 2,593

Wodonga City Council 2017/2018 Financial Report

Note 4 Our financial position 4.1 Financial assets (a) Cash and cash equivalents Cash on hand Cash at bank At call funds Term deposits Total cash and cash equivalents

Notes to the Financial Report For the Year Ended 30 June 2018

(b) Other financial assets Term deposits - current Total other financial assets Total financial assets

2018 $'000

2017 $'000

6 688 6,930 11,000 18,624

6 415 12,180 11,000 23,601

10,500 10,500 29,124

4,000 4,000 27,601

Councils cash and cash equivalents are subject to external restrictions that limit amounts available for discretionary use. These include: - Wodonga Retained Environmental Network (WREN) (Note 4.5) - Trust funds and deposits (Note 4.3) Total restricted funds Total unrestricted cash and cash equivalents

2,068 1,113 3,181 15,443

2,378 1,132 3,510 20,091

Intended allocations Although not externally restricted the following amounts have been allocated for specific future purposes by Council: - Unexpended grant funds for specific future purposes (Note 2.4(c)) - Cash held to fund carried forward capital works - Provision for defined benefits superannuation fund shortfall / call Total funds subject to intended allocations

2,179 5,314 1,700 9,192

1,227 3,616 1,300 6,143

Cash and cash equivalents include cash on hand, deposits at call, and other highly liquid investments with original maturities of 90 days or less, net of outstanding bank overdrafts.

Other financial assets are valued at fair value, being market value, at balance date. Term deposits are measured at amortised cost. Any unrealised gains and losses on holdings at balance date are recognised as either a revenue or expense.

Page 18

Wodonga Council Annual Financial Report 2017-2018

15

Wodonga City Council 2017/2018 Financial Report

Notes to the Financial Report For the Year Ended 30 June 2018

(c) Trade and other receivables Current Statutory receivables Rates debtors Non statutory receivables Other debtors Provision for doubtful debts - other debtors Net GST receivable Total trade and other receivables

2018 $'000

2017 $'000

673

928

1,053 (9) 449 2,166

775 (9) 465 2,159

Short term receivables are carried at invoice amount as amortised cost using the effective interest rate method would not impact the carrying value. A provision for doubtful debts is recognised when there is objective evidence that an impairment has occurred. Long term receivables are carried at amortised cost using the effective interest rate method. (d) Ageing of receivables The ageing of the Council's trade and other receivables (excluding statutory receivables) that are not impaired was: Current (not yet due) 808 Past due by up to 30 days 130 Past due between 31 and 180 days 29 Past due between 181 and 365 days 83 Past due by more than 1 year 3 Total trade and other receivables 1,053

Page 19

16

718 25 20 12 775

Notes to the Financial Report For the Year Ended 30 June 2018

Wodonga City Council 2017/2018 Financial Report

4.2 Non-financial assets (a) Inventories Inventories held for sale Total inventories

2018 $'000

2017 $'000

28 28

29 29

Inventories held for distribution are measured at cost adjusted when applicable for any loss of service potential. All other inventories, including land held for sale, are measured at the lower of cost and net realisable value. Where Inventories are acquired for no cost or nominal consideration, they are measured at current replacement cost at the date of acquisition. (b) Other assets Prepayments Accrued income Total other assets

689 114 803

580 61 641

2,258 183 839 81 69 3,430

2,580 152 731 58 70 3,591

1,089 25 1,114

1,107 25 1,132

(c) Intangible assets Council does not have any intangible assets.

4.3 Payables (a) Trade and other payables Trade payables Accrued expenses Employee costs Income received in advance Accrued interest Total trade and other payables

(b) Trust funds and deposits Refundable deposits Fire Service levy Total trust funds and deposits

Amounts received as deposits and retention amounts controlled by Council are recognised as trust funds until they are returned, transferred in accordance with the purpose of the receipt, or forfeited. Trust funds that are forfeited, resulting in council gaining control of the funds, are to be recognised as revenue at the time of forfeit.

Purpose and nature of items Refundable deposits - Deposits are taken by Council as a form of surety in a number of circumstances, including in relation to building works, tender deposits, contract deposits and the use of civic facilities.

Fire Service levy - Council is the collection agent for fire services levy on behalf of the State Government. Council remits amounts received on a quarterly basis. Amounts disclosed here will be remitted to the state government in line with that process.

Page 20

Wodonga Council Annual Financial Report 2017-2018

17

Notes to the Financial Report For the Year Ended 30 June 2018

Wodonga City Council 2017/2018 Financial Report

4.4 Interest-bearing liabilities Current Borrowings - secured (1) Credit card facility - unsecured

Non-current Borrowings - secured (1) Total

2018 $'000

2017 $'000

1,758 95 1,853

1,670 78 1,748

20,368 20,368 22,221

22,127 22,127 23,874

1,853 7,617 12,751 22,221

1,748 7,617 14,509 23,874

(1) Borrowings are secured by a charge over general rates. (a) The maturity profile for Council's borrowings is: Not later than one year Later than one year and not later than five years Later than five years

Borrowings are initially measured at fair value, being the cost of the interest bearing liabilities, net of transaction costs. The measurement basis subsequent to initial recognition depends on whether the Council has categorised its interest-bearing liabilities as either financial liabilities designated at fair value through the profit and loss, or financial liabilities at amortised cost. Any difference between the initial recognised amount and the redemption value is recognised in net result over the period of the borrowing using the effective interest method.

The classification depends on the nature and purpose of the interest bearing liabilities. The Council determines the classification of its interest bearing liabilities at initial recognition.

4.5 Provisions

Employee

2018

$ '000

Landfill restoration $ '000

$ '000

$ '000

Balance at beginning of the financial year Additional provisions Amounts used Change in the discounted amount arising because of time and the effect of any change in the discount rate

4,971 232 (159)

1,375 (51)

1,958 (366)

8,304 232 (576)

5,044

1,324

1,592

7,960

4,963 1,650 (1,642)

1,434 (110)

2,321 (363)

8,718 1,650 (2,115)

4,971

51 1,375

1,958

51 8,304

Balance at the end of the financial year

2017 Balance at beginning of the financial year Additional provisions Amounts used Change 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

Page 21

18

WREN

Total

Notes to the Financial Report For the Year Ended 30 June 2018

Wodonga City Council 2017/2018 Financial Report

(a) Employee provisions Current provisions expected to be wholly settled within 12 months Time in Lieu Annual leave Long service leave Current provisions expected to be wholly settled after 12 months Annual leave Long service leave Total current employee provisions Non-current Long service leave Total non-current employee provisions Aggregate carrying amount of employee provisions: Current Non-current Total aggregate carrying amount of employee provisions

2018 $'000

2017 $'000

37 1,244 533 1,814

81 1,231 487 1,799

228 2,430 2,658 4,472

189 2,379 2,568 4,367

572 572

603 603

4,472 572 5,044

4,367 603 4,970

The calculation of employee costs and benefits includes all relevant on-costs and are calculated as follows at reporting date.

Wages and salaries and annual leave Liabilities for wages and salaries, including non-monetary benefits and annual leave expected to be wholly settled within 12 months of the reporting date are recognised in the provision for employee benefits in respect of employee services up to the reporting date, classified as current liabilities and measured at their nominal values.

Liabilities that are not expected to be wholly settled within 12 months of the reporting date are recognised in the provision for employee benefits as current liabilities, measured at the present value of the amounts expected to be paid when the liabilities are settled using the remuneration rate expected to apply at the time of settlement.

Long service leave Liability for long service leave (LSL) is recognised in the provision for employee benefits. LSL is measured at present value. Unconditional LSL is disclosed as a current liability. Conditional LSL that has been accrued, where an employee is yet to reach a qualifying term of employment, is disclosed as a non - current liability.

(b) Landfill restoration Current Non-current

111 1,213 1,324

110 1,265 1,375

Council is obligated to restore the closed Beechworth Road and Sheathers Road landfill sites to a particular standard. The forecast life of the site is based on current estimates of remaining capacity and the forecast rate of infill. The provision for landfill restoration has been calculated based on the present value of the expected cost of works to be undertaken. The expected cost of works has been estimated based on current understanding of work required to reinstate the site to a suitable standard. Accordingly, the estimation of the provision required is dependent on the accuracy of the forecast timing of the work, work required and related costs.

Page 22

Wodonga Council Annual Financial Report 2017-2018

19

Notes to the Financial Report For the Year Ended 30 June 2018

Wodonga City Council 2017/2018 Financial Report

(c) Wodonga Retained Environmental Network (WREN)

2018 $'000 366 1,226 1,592

Current Non-current

2017 $'000 366 1,592 1,958

Under agreement the council is obliged to protect and enhance in perpetuity the biological values of the Wodonga retained environmental network area, including the protection and enhancement of native plants and animals with particular emphasis on threatened species and their habitats.

4.6 Financing arrangements The Council has the following funding arrangements in place as at 30 June 2018.

Bank overdraft Credit card facilities Other facilities Total facilities

200 320 22,126 22,646

200 516 23,797 24,513

Used facilities Unused facilities

22,221 425

23,875 638

4.7 Commitments The Council has entered into the following commitments. Commitments are not recognised in the Balance Sheet. Commitments are disclosed at their nominal value and presented inclusive of the GST payable.

2018 Operating Recycling / garbage collection Open space management Energy procurement Leasing Insurance Other contracted amounts Cleaning contracts for Council buildings Total Capital Buildings Open spaces Roads Drainage Other Total

2017 Operating Recycling / garbage collection Open space management Insurance Other contracted amounts Cleaning contracts for Council buildings Total

Not later than 1 year $'000

Later than 2 years and not later than 5 years $'000

Later than 5 years $'000

Total $'000

2,474 4,649 1,339 877 445 1,441 604 11,829

2,474 4,040 1,339 773 634 594 9,854

7,228 5,748 1,339 1,419 520 1,902 18,156

4,800 394 677 5,871

16,976 14,831 4,017 3,069 445 2,595 3,777 45,710

459 1,391 2,572 120 772 5,314

-

-

-

459 1,391 2,572 120 772 5,314

Not later than 1 year $'000 2,400 3,181 398 1,572 530 8,081

Page 23

20

Later than 1 year and not later than 2 years $'000

Later than 1 year and not later than 2 years

Later than 2 years and not later than 5 years

Later than 5 years

Total

$'000

$'000

$'000

$'000

7,200 5,387 2,395 14,982

12,000 4,362 1,488 17,850

24,000 15,420 808 6,932 1,060 48,220

2,400 2,490 410 1,477 530 7,307

Wodonga City Council 2017/2018 Financial Report

4.7 Commitments (cont)

Notes to the Financial Report For the Year Ended 30 June 2018

Operating lease commitments At the reporting date, the Council had the following obligations under non-cancellable operating leases for the lease of equipment and land and buildings for use within Council's activities (these obligations are not recognised as liabilities): 2018 $'000 954 1,825 178 2,957

Not later than one year Later than one year and not later than five years Later than five years

2017 $'000 897 1,301 44 2,242

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.

Note 5 Assets we manage 5.1 Non-current assets classified as held for sale Non-current assets classified as held for sale (including disposal groups) are measured at the lower of its carrying amount and fair value less costs of disposal, and are not subject to depreciation. Non-current assets, disposal groups and related liabilities and 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 asset's sale (or disposal group sale) is expected to be completed within 12 months from the date of classification.

As at 30 June 2018, Council held the following assets that met the conditions to be reported as held for sale : Site

Value at 30 June 2018 Status at 30 June 2018 1,875 Contracts exchanged July 2018 for Lot 1 1,875

Former Wodonga Saleyards Site Lot 1

Page 24

Wodonga Council Annual Financial Report 2017-2018

21

22

Property land Buildings buildings Plant and Equipment plant, machinery and equipment fixtures, fittings and furniture computers and telecommunications library books Infrastructure road pavements and seals road formation and earthworks road kerb, channel and minor culverts bridges deck bridges substructure bridges other - major culverts footpaths and cycleways drainage recreational, leisure and community facilities parks, open space and streetscapes off street car parks

Asset recognition thresholds and depreciation periods

Property Plant and equipment Infrastructure Total

Summary of Work in Progress

*Restatement of opening balance refer note 8.4

Property Plant and equipment Infrastructure* Work in progress

Additions $'000 178 52 641 871

567 147 714

2,997 1,149 11,337 871 16,354

$'000

$'000

10 4 4 4 1 10 10 10 10 10 10 6 6 10 10 10

35-70 years 5-10 years 5-10 years 3 years 3-8 years 15-80 years 80 years 50-100 years 50-100 years 50-100 years 60 years 100 years 25-70 years 25 years 15-80 years

$'000 (39) (87) (126)

(1,669) (846) (7,205) (9,720)

178 52 641 871

(1,875) (1,875)

$'000

Disposal Reclassification

$'000

Closing WIP $'000

Page 25

10

-

Threshold Limit

(147) (714)

-

Depreciation Period

(567)

Transfers $'000

6,376 6,376

$'000

Revaluation Depreciation

-

Write-off $'000

-

$'000

Additions Contributions

Notes to the Financial Report For the Year Ended 30 June 2018

Opening WIP $'000

250,831 3,961 283,476 714 538,982

At Fair Value 30 June 2017 $'000

5.2 Property, infrastructure, plant and equipment Summary of property, infrastructure, plant and equipment

2017/2018 Financial Report

Wodonga City Council

567 147 (714) -

$'000

Transfers

257,188 4,177 287,755 871 549,991

At Fair Value 30 June 2018 $'000

Wodonga Council Annual Financial Report 2017-2018

23

* Land held for sale refer note 5.1 for details

At fair value 30 June 2018 Accumulated depreciation at 30 June 2018

Movements in accumulated depreciation Depreciation and amortisation Accumulated depreciation of disposals Impairment losses recognised in operating result Transfers

Movements in fair value Additions Contributions Revaluation Disposal Write-off Transfers Transfer to Land Held for Sale * Impairment losses recognised in operating result

At fair value 1 July 2017 Accumulated depreciation at 1 July 2017

(a) Property

2017/2018 Financial Report

Wodonga City Council

(1,875) (1,875) -

6,376 (10) 6,366 45,045 45,045

$'000 46,920 46,920

$'000 150,920 150,920

157,286 157,286

Land - non specialised

Land specialised*

(1,669) 72 (1,597) 87,149 (32,292) 54,857

202,331 202,331

2,997 (101) 567 3,463

6,376 (10) (1,875) 4,491 -

$'000 83,686 (30,695) 52,991

Total Land & Land Improvements $'000 197,840 197,840 Buildings specialised

Notes to the Financial Report For the Year Ended 30 June 2018

178 178

-

(1,669) 72 (1,597) 87,149 (32,292) 54,857

178 (567) (389)

$'000 567 567

289,658 (32,292) 257,366

(1,669) 72 (1,597)

3,175 6,376 (111) (1,875) 7,565

$'000 282,093 (30,695) 251,398

Work In Total Property Progress

2,997 (101) 567 3,463

$'000 83,686 (30,695) 52,991

Total Buildings

24

At fair value 30 June 2018 Accumulated depreciation at 30 June 2018

Movements in accumulated depreciation Depreciation and amortisation Accumulated depreciation of disposals Impairment losses recognised in operating result Transfers

Movements in fair value Additions Contributions Revaluation Disposal Write-off Transfers Impairment losses recognised in operating result

At fair value 1 July 2017 Accumulated depreciation at 1 July 2017

(b) Plant and Equipment

2017/2018 Financial Report

Wodonga City Council

(73) (73)

(364) 187 (177) 895 (407) 488

71 71

384 (274) 110

4,357 (1,994) 2,363

$'000 824 (334) 490

1,924 (903) 1,021

(311) (311)

597 597

$'000 1,327 (592) 735

638 (333) 305

(98) (98)

97 97

$'000 541 (235) 306

Fixtures Computers fittings and Library books and telecomms furniture

$'000 4,247 (1,817) 2,430

Plant machinery and equipment

Notes to the Financial Report For the Year Ended 30 June 2018

52 52

7,814 (3,637) 4,177

52 52

1,149 (274) 875 (846) 187 (659)

-

$'000

7,866 (3,637) 4,229

(846) 187 (659)

1,201 (274) 927

$'000 6,939 (2,978) 3,961

Work In Total Plant and Progress Equipment

$'000 6,939 (2,978) 3,961

Plant and equipment

Wodonga Council Annual Financial Report 2017-2018

25

*Restatement of opening balance, refer note 8.4

At fair value 30 June 2018 Accumulated depreciation at 30 June 2018

Movements in accumulated depreciation Depreciation and amortisation Accumulated depreciation of disposals Impairment losses recognised in operating result Transfers

Movements in fair value Additions Contributions Revaluation Disposal Write-off Transfers Impairment losses recognised in operating result

At fair value 1 July 2017 Accumulated depreciation at 1 July 2017

(c) Infrastructure

2017/2018 Financial Report

Wodonga City Council

193 193 (194) (194)

6,043 6,043 (4,453) (4,453) 20,290 (7,041) 13,249

$'000 20,097 (6,847) 13,250

$'000 256,967 (90,002) 166,965

263,010 (94,455) 168,555

Bridges

Roads

49,017 (20,345) 28,672

(839) (839)

1,646 1,646

$'000 47,371 (19,506) 27,865

Footpaths and cycleways

99,889 (31,318) 68,571

(916) (916)

467 467

13,875 (5,167) 8,708

(803) (803)

2,988 147 3,135

Parks open spaces and streetscapes $'000 $'000 99,422 10,740 (30,402) (4,364) 69,020 6,376

Drainage*

Notes to the Financial Report For the Year Ended 30 June 2018

641 641

-

641 (147) 494

$'000 147 147

Work In Progress

446,722 (158,326) 288,396

(7,205) (7,205)

11,978 11,978

$'000 434,744 (151,121) 283,623

Total Infrastructure

Notes to the Financial Report For the Year Ended 30 June 2018

Wodonga City Council 2017/2018 Financial Report

Acquisition The purchase method of accounting is used for all acquisitions of assets, being the fair value of assets provided as consideration at the date of acquisition plus any incidental costs attributable to the acquisition. Fair value is the price that would be received to sell an asset (or paid to transfer a liability) in an orderly transaction between market participants at the measurement date.

Where assets are constructed by Council, cost includes all materials used in construction, direct labour, borrowing costs incurred during construction, and an appropriate share of directly attributable variable and fixed overheads.

In accordance with Council's policy, the threshold limits have applied when recognising assets within an applicable asset class and unless otherwise stated are consistent with the prior year.

Land under roads Council recognises land under roads it controls at fair value.

Depreciation and amortisation Buildings, land improvements, plant and equipment, infrastructure, and other assets having limited useful lives are systematically depreciated over their useful lives to the Council in a manner which reflects consumption of the service potential embodied in those assets. Estimates of remaining useful lives and residual values are made on a regular basis with major asset classes reassessed annually. Depreciation rates and methods are reviewed annually.

Where assets have separate identifiable components that are subject to regular replacement, these components are assigned distinct useful lives and residual values and a separate depreciation rate is determined for each component.

Road earthworks are not depreciated on the basis that they are assessed as not having a limited useful life.

Straight line depreciation is charged based on the residual useful life as determined each year.

Depreciation periods used are listed below and are consistent with the prior year unless otherwise stated.

Finance leases Council has not entered into any finance lease arrangements.

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.

Leasehold improvements Council does not have any leasehold improvements.

Valuation of land and buildings Valuation of land (excluding land under roads) and buildings were undertaken by a qualified independent valuer, Marcus Hann (API). The valuation of land and buildings is at fair value, being market value based on highest and best use permitted by relevant land planning provisions.

Where land use is restricted through existing planning provisions the valuation is reduced to reflect this limitation. This adjustment is an unobservable input in the valuation. The adjustment has no impact on the comprehensive income statement.

Industrial land at fair value as at 30 June 2018 consists of 77.87 hectares of developed serviced land and 373.67 hectares of unserviced land at the Council's LOGIC development. A valuation of the LOGIC development was undertaken by a qualified independent valuer, Simon Fisher (FAPI, Member No. 62679), Certified Property Valuer. The valuation of land is at fair value as at 30 June 2017, being market based on highest and best use permitted by relevant land planning provisions.

Land under roads is valued at fair value. During the 2018 financial year land under roads has been revalued by Council officers, resulting in an increase of $6.5 million. This has been recognised as other comprehensive income in the comprehensive income statement.

Any significant movements in the unobservable inputs for land and land under roads will have a significant impact on the fair value of these assets.

The date of the current valuation is detailed in the following table.

Details of the Council’s land and buildings and information about the fair value hierarchy as at 30 June 2018 are as follows: Level 1 $'000 -

Land Specialised land Land under roads Buildings Total

-

Page 29

26

Level 2 $'000 45,045 45,045

Level 3 $'000 67,692 89,594 54,857 212,143

Date of Valuation 6/17 6/16 6/18 6/16

Notes to the Financial Report For the Year Ended 30 June 2018

Wodonga City Council 2017/2018 Financial Report

Valuation of infrastructure

Valuation of infrastructure assets has been determined in accordance with a valuation undertaken by Mark Entwistle, Council's Assets Officer.

The date of the current valuation is detailed in the following table.

The valuation is at fair value based on replacement cost less accumulated depreciation as at the date of valuation.

Details of the Council’s infrastructure and information about the fair value hierarchy as at 30 June 2018 are as follows:

Roads Bridges

Footpaths and cycleways

Drainage

Parks, open space and streetscapes Total

Level 1

Level 2

Level 3

$'000

$'000

$'000

-

-

168,555 13,249 28,672 68,571 8,708 287,755

Date of Valuation

6/16 6/16 6/16 6/16 6/16

Description of significant unobservable inputs into level 3 valuations Specialised land and land under roads is valued using a market based direct comparison technique. Significant unobservable inputs include the extent and impact of restriction of use and the market cost of land per square metre. The extent and impact of restrictions on use varies and results in a reduction to surrounding land values between 85% and 95%. The market value of land varies significantly depending on the location of the land and the current market conditions. Currently land values range between $1 and $177 per square metre.

Specialised buildings are valued using a depreciated replacement cost technique. Significant unobservable inputs include the current replacement cost and remaining useful lives of buildings. Current replacement cost is calculated on a square metre basis and ranges from $35 to $4,283 per square metre. The remaining useful lives of buildings are determined on the basis of the current condition of buildings and vary from 5 years to 72 years. Replacement cost is sensitive to changes in market conditions, with any increase or decrease in cost flowing through to the valuation. Useful lives of buildings are sensitive to changes in expectations or requirements that could either shorten or extend the useful lives of buildings.

Infrastructure assets are valued based on the depreciated replacement cost. Significant unobservable inputs include the current replacement cost and remaining useful lives of infrastructure. The remaining useful lives of infrastructure assets are determined on the basis of the current condition of the asset and vary from 15 years to 100 years. Replacement cost is sensitive to changes in market conditions, with any increase or decrease in cost flowing through to the valuation. Useful lives of infrastructure are sensitive to changes in use, expectations or requirements that could either shorten or extend the useful lives of infrastructure assets.

2018 $'000 89,594 67,693 157,287

Reconciliation of specialised land Land under roads Parks and reserves Total specialised land

2017 $'000 83,095 67,825 150,920

Page 30

Wodonga Council Annual Financial Report 2017-2018

27

Notes to the Financial Report For the Year Ended 30 June 2018

Wodonga City Council 2017/2018 Financial Report

Note 6 People and relationships 6.1 Council and key management remuneration (a) Related Parties Entity status Wodonga City Council is a single entity. (b) Key Management Personnel Details of persons holding the position of Councillor or other members of key management personnel at any time during the year are: Councillors

Councillor Anna Speedie (Mayor) Councillor Kat Bennett Councillor Libby Hall Councillor Danny Lowe Councillor Ron Mildren Councillor Tim Quilty Councillor John Watson

Total Number of Councillors Chief Executive Officer and other Key Management Personnel Total Key Management Personnel (c) Remuneration of Key Management Personnel Total remuneration of key management personnel was as follows: Short-term benefits Post employment benefits Long-term benefits Termination benefits Total

2018 No. 7

2017 No. 10

5 12

4 14

2018 $'000

2017 $'000

1,159 83 23 1,265

1,171 84 22 1,277

The numbers of key management personnel whose total remuneration from Council and any related entities, fall within the following bands:

$1 - $9,999 $10,000 - $19,999 $20,000 - $29,999 $60,000 - $69,999 $70,000 - $79,999 $80,000 - $89,999 $160,000 - $169,999 $200,000 - $209,999 $210,000 - $219,999 $220,000 - $229,999 $230,000 - $239,999 $330,000 - $339,999 $340,000 - $349,999

Page 31

28

2018 No.

2017 No.

6 1 1 1 1 1 1 12

3 5 1 1 1 1 1 1 14

Notes to the Financial Report For the Year Ended 30 June 2018

Wodonga City Council 2017/2018 Financial Report

(d) Senior Officer Remuneration A Senior Officer is an officer of Council, other than Key Management Personnel, who: a) has management responsibilities and reports directly to the Chief Executive; or b) whose total annual remuneration exceeds $145,000 The number of Senior Officers are shown below in their relevant income bands:

Income Range: $145,000 - $149,999 $150,000 - $159,999 $160,000 - $169,999 $170,000 - $179,999

Total remuneration for the reporting year for Senior Officers included above, amounted to 6.2 Related party disclosure (a) Transactions with related parties During the period Council entered into the following transactions with related parties.

- Contributions made to entities controlled by key management personnel - Contributions made by entities controlled by key management personnel1,2 - Employee expenses for close family members of key management personnel3 Notes: 1

2018 No. 1 2 2 2 7

2017 No. 3 1 3 1 8

2018 $'000

2017 $'000

1,131

1,251

2018

2017

$'000

$'000

-

-

4

6

128

119

2018 $'000

2017 $'000

20

16

A contribution of $1,000 was paid to council by YES Unlimited, an organisation controlled by Councillor Bennett. The payment was a contribution towards NAIDOC Week to support and encourage the Wodonga Aboriginal community, and was one of many other organisations contributing to this work.

2

On resigning from Wodonga City Council, a payment of $3,000 was made to Council by former Key Management Personnel Trevor Ierino. The payment was to purchase a camera body and accessories that were Council assets . This represented an accurate written down value of these assets.

3

Any close family members of key management personnel are employed through an arm's length process. They are paid in accordance with the award for the job they perform. The Council employs 462 staff of which one is a close family member of key management personnel.

(b) Outstanding balances with related parties The following balances are outstanding at the end of the reporting period in relation to transactions with related parties : Employee expenses for close family members of key management personnel (c) Loans to/from related parties Wodonga City Council does not make loans to or receive loans from related parties. No guarantees have been provided. (d) Commitments to/from related parties Wodonga City Council has no outstanding commitments to/from other related parties.

Wodonga Council Annual Financial Report 2017-2018

29

Notes to the Financial Report For the Year Ended 30 June 2018

Wodonga City Council 2017/2018 Financial Report Note 7 Managing uncertainties 7.1 Contingent assets and liabilities (a) Contingent assets

Developer contributions to be received in respect of estates currently under development remain unquantifiable at balance date. (b) Contingent liabilities Superannuation Council has obligations under a defined benefit superannuation scheme that may result in the need to make additional contributions to the scheme, matters relating to this potential obligation are outlined in Note 8.3. As a result of the volatility in financial markets the likelihood of making such contributions in future periods exists.

Future superannuation contributions In addition to the disclosed contributions, Wodonga City Council has not been required to pay any unfunded liability payments to Vision Super (2016/17 Nil). There were no contributions outstanding and no loans issued from or to the above schemes as at 30 June 2018. The expected contributions to be paid to the Defined Benefit category of Vision Super for the year ending 30 June 2019 are $144,000.

Livestock exchange rehabilitation In 2008 Council sold the Livestock Exchange business. The new operator has established a new livestock exchange at a new location. Council is now required to rehabilitate part of the old livestock exchange site within the next two years as a condition of the sale of the majority of the site. The future cost of this cannot be reliably estimated, but will be funded through the sale proceeds of the site. Any further costs of rehabilitation are transferred from the Council to the purchaser. This sale took place after balance date.

Contingent assets and contingent liabilities are not recognised in the Balance Sheet, but are disclosed and if quantifiable, are measured at nominal value. Contingent assets and liabilities are presented inclusive of GST receivable or payable, respectively. (c) Guarantees for loans to other entities Wodonga City Council does not have any guarantees for loans to other entities.

7.2 Change in accounting standards The following new AAS's have been issued that are not mandatory for the 30 June 2018 reporting period. Council has assessed these pending standards and has identified the following potential impacts will flow from the application of these standards in future reporting periods.

Financial Instruments - Disclosures (AASB 7) (applies 2018/19) This Standard requires entities to provide disclosures in their financial statements that enable users to evaluate: (a) the significance of financial instruments for the entity’s financial position and performance; and (b) the nature and extent of risks arising from financial instruments to which the entity is exposed.

Financial Instruments (AASB 9) (applies 2018/19) The key changes include the simplified requirements for the classification and measurement of financial assets, a new hedging accounting model and a revised impairment loss model to recognise impairment losses earlier, as opposed to the current approach that recognises impairment only when incurred.

Revenue from contracts with customers (AASB 15) (applies 2019/20 for LG sector) The standard shifts the focus from the transaction-level to a contract-based approach. Recognition is determined based on what the customer expects to be entitled to (rights and obligations), while measurement encompasses estimation by the entity of the amount expected to be entitled for performing under the contract. The full impact of this standard is not known however it is most likely to impact where contracts extend over time, where there are rights and obligations that may vary the timing or amount of the consideration, or where there are multiple performance elements. This has the potential to impact on the recognition of certain grant income.

Amendments to Australian Accounting Standards – Deferral of AASB 15 for Not-for-Profit Entities (AASB 2016-7) (applies 2019/20) This Standard defers the mandatory effective date of AASB 15 for not-for-profit entities from 1 January 2018 to 1 January 2019.

Leases (AASB 16) (applies 2019/20) The classification of leases as either finance leases or operating leases is eliminated for lessees. Leases will be recognised in the Balance Sheet by capitalising the present value of the minimum lease payments and showing a ‘right-of-use’ asset, while future lease payments will be recognised as a financial liability. The nature of the expense recognised in the profit or loss will change. Rather than being shown as rent, or as leasing costs, it will be recognised as depreciation on the ‘right-of-use’ asset, and an interest charge on the lease liability. The interest charge will be calculated using the effective interest method, which will result in a gradual reduction of interest expense over the lease term.

Income of Not-for-Profit Entities (AASB 1058 ) (applies 2019/20) This standard replaces AASB 1004 Contributions and establishes revenue recognition principles for transactions where the consideration to acquire an asset is significantly less than fair value to enable to a not-for-profit entity to further its objectives.

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Wodonga City Council Notes to the Financial Report 2017/2018 Financial Report For the Year Ended 30 June 2018 7.3 Financial instruments (a) Objectives and policies The Council's principal financial instruments comprise cash assets, term deposits, receivables (excluding statutory receivables), payables (excluding statutory payables) and bank borrowings. Details of the significant accounting policies and methods adopted, including the criteria for recognition, the basis of measurement and the basis on which income and expenses are recognised, in respect of each class of financial asset, financial liability and equity instrument is disclosed in the Notes of the financial statements. Risk management is carried out by senior management under policies approved by the Council. These policies include identification and analysis of the risk exposure to Council and appropriate procedures, controls and risk minimisation. (b) Market risk Market risk is the risk that the fair value or future cash flows of council financial instruments will fluctuate because of changes in market prices.

The Council's exposure to market risk is primarily through interest rate risk with only insignificant exposure to other price risks and no exposure to foreign currency risk.

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. Council's interest rate liability risk arises primarily from long term loans and borrowings at fixed rates which exposes council to fair value interest rate risk. Cash flow interest rate risk is the risk that the future cash flows of a financial instrument will fluctuate because of changes in market interest rates. Council has minimal exposure to cash flow interest rate risk through its cash and deposits that are at floating rates.

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: - diversification of investment product; - monitoring of return on investment; - preference to environmentally and socially responsible investments; and - benchmarking of returns and comparison with budget.

There has been no significant change in the Council's exposure, or its objectives, policies and processes for managing interest rate risk or the methods used to measure this risk from the previous reporting period.

Interest rate movements have not been sufficiently significant during the year to have an impact on the Council's year end result. (c) Credit risk Credit risk is the risk that a contracting entity will not complete its obligations under a financial instrument and cause Council to make a financial loss. Council have exposure to credit risk on some financial assets included in the balance sheet. To help manage this risk: - Council have a policy for establishing credit limits for the entities Council deal with; - Council may require collateral where appropriate; and - Council only invest surplus funds with financial institutions which have a recognised credit rating specified in Council's investment policy.

Receivables consist of a large number of customers, spread across the ratepayer, business and government sectors. Credit risk associated with the Council's financial assets is minimal because the main debtor is secured by a charge over the rateable property.

There are no material financial assets which are individually determined to be impaired.

Council may also be subject to credit risk for transactions which are not included in the balance sheet, such as when Council provide a guarantee for another party. Details of our contingent liabilities are disclosed in Note 7.1(b).

The maximum exposure to credit risk at the reporting date to recognised financial assets is the carrying amount, net of any provisions for impairment of those assets, as disclosed in the balance sheet and notes to the financial statements. Council does not hold any collateral.

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Wodonga Council Annual Financial Report 2017-2018

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Notes to the Financial Report For the Year Ended 30 June 2018

Wodonga City Council 2017/2018 Financial Report (d) Liquidity risk

Liquidity risk includes the risk that, as a result of council's operational liquidity requirements it will not have sufficient funds to settle a transaction when required or will be forced to sell a financial asset at below value or may be unable to settle or recover a financial asset.

To help reduce these risks Council: - have a liquidity policy which targets a minimum and average level of cash and cash equivalents to be maintained; - have readily accessible standby facilities and other funding arrangements in place; - have a liquidity portfolio structure that requires surplus funds to be invested within various bands of liquid instruments; - monitor budget to actual performance on a regular basis; and - 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 maximum exposure to liquidity risk is the carrying amounts of financial liabilities as disclosed on the face of the balance sheet and the amounts related to financial guarantees disclosed in Note 7.1(c), and is deemed insignificant based on prior periods' data and current assessment of risk.

There has been no significant change in Council's exposure, or its objectives, policies and processes for managing liquidity risk or the methods used to measure this risk from the previous reporting period.

With the exception of borrowings, all financial liabilities are expected to be settled within normal terms of trade. Details of the maturity profile for borrowings are disclosed at Note 4.4.

Unless otherwise stated, the carrying amounts of financial instruments reflect their fair value. (e) Sensitivity disclosure analysis Taking into account past performance, future expectations, economic forecasts, and management's knowledge and experience of the financial markets, Council believes the following movements are 'reasonably possible' over the next 12 months: - A parallel shift of + 2% and -1% in market interest rates (AUD) from year-end rates of 1.5%.

These movements will not have a material impact on the valuation of Council's financial assets and liabilities, nor will they have a material impact on the results of Council's operations.

7.4 Fair value measurement Fair value hierarchy Council's financial assets and liabilities are not valued in accordance with the fair value hierarchy , Council's financial assets and liabilities are measured at amortised cost.

Council measures certain assets and liabilities at fair value where required or permitted by Australian Accounting Standards. AASB 13 Fair value measurement , aims to improve consistency and reduce complexity by providing a definition of fair value and a single source of fair value measurement and disclosure requirements for use across Australian Accounting Standards.

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 between market participants at the measurement date. Fair value under AASB 13 is an exit price regardless of whether that price is directly observable or estimated using another valuation technique.

All assets and liabilities for which fair value is measured or disclosed in the financial statements are categorised within a 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; and 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 re-assessing 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.

Revaluation Subsequent to the initial recognition of assets, non-current physical assets, other than plant and equipment, are measured at their fair value, being the price that would be received to sell an asset (or paid to transfer a liability) in an orderly transaction between market participants at the measurement date. At balance date, the Council reviewed the carrying value of the individual classes of assets measured at fair value to ensure that each asset materially approximated its fair value. Where the carrying value materially differed from the fair value at balance date, the class of asset was revalued.

Fair value valuations are determined in accordance with a valuation hierarchy. Changes to the valuation hierarchy will only occur if an external change in the restrictions or limitations of use of an asset result in changes to the permissible or practical highest and best use of the asset. In addition, Council undertakes a formal revaluation of land, buildings, and infrastructure assets on a regular basis ranging from 2 to 5 years. The valuation is performed either by experienced council officers or independent experts.

Where the assets are revalued, the revaluation increments are credited directly to the asset revaluation reserve except to the extent that an increment reverses a prior year decrement for that class of asset that had been recognised as an expense in which case the increment is recognised as revenue up to the amount of the expense. Revaluation decrements are recognised as an expense except where prior increments are included in the asset revaluation reserve for that class of asset in which case the decrement is taken to the reserve to the extent of the remaining increments. Within the same class of assets, revaluation increments and decrements within the year are offset.

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Notes to the Financial Report For the Year Ended 30 June 2018

Wodonga City Council 2017/2018 Financial Report

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 of disposal 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.

7.5 Events occurring after balance date Subsequent to balance date, Council entered into a contract to sell Lot 1 of 2 lots of the former Wodonga Saleyards site. There are no other events subsequent to balance date that need to be disclosed.

Note 8 Other matters 8.1 Reserves Asset revaluation reserves

Balance at beginning of reporting period $'000

Increment (decrement) $'000

Balance at end of reporting period $'000

2018 Property Land Industrial lands Land under roads Buildings

Plant and Equipment Infrastructure Roads Footpaths Cycleways Kerb and channel Drainage Bridges and major culverts Parks, open spaces and streetscapes Total asset revaluation reserves 2017 Property Land Industrial lands Land under roads Buildings

Plant and Equipment Infrastructure Roads Footpaths Cycleways Kerb and channel Drainage Bridges and major culverts Parks, open spaces and streetscapes Total asset revaluation reserves

25,084 14,819 716 14,312 54,931 314

(123) 6,499 6,376

24,961 14,819 7,215 14,312 61,307

-

314

60,598 10,770 7,602 18,429 38,085 10,105 2,463 148,052 203,297

6,376

60,598 10,770 7,602 18,429 38,085 10,105 2,463 148,052 209,673

25,084 14,726 716 14,312 54,838

93 93

25,084 14,819 716 14,312 54,931

314

-

314

60,598 10,770 7,602 18,429 38,085

-

60,598 10,770 7,602 18,429 38,085

10,105 2,463 148,052 203,204

93

10,105 2,463 148,052 203,297

The asset revaluation reserve is used to record the increased (net) value of Council's assets over time.

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Wodonga Council Annual Financial Report 2017-2018

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Notes to the Financial Report For the Year Ended 30 June 2018

Wodonga City Council 2017/2018 Financial Report

2018 $'000

2017 $'000

Surplus/(deficit) for the year Depreciation/amortisation Profit/(loss) on disposal of property, infrastructure, plant and equipment Finance costs Contributions - Non-monetary assets

10,374 9,721 (8) 1,409 -

10,274 9,306 27 1,495 (769)

Change in assets and liabilities: (Increase)/decrease in trade and other receivables (Increase)/decrease in prepayments (Increase)/decrease in accrued income (Increase)/decrease in inventories Increase/(decrease) in trade and other payables Increase/(decrease) in provisions Net cash provided by/(used in) operating activities

(7) (109) (53) 1 (161) (348) 20,819

915 (190) (5) (8) 341 (826) 20,560

8.2 Reconciliation of cash flows from operating activities to surplus

8.3 Superannuation Wodonga City Council makes the majority of its employer superannuation contributions in respect of its employees to the Local Authorities Superannuation Fund (the Fund). This Fund has two categories of membership, accumulation and defined benefit, each of which is funded differently. Obligations for contributions to the Fund are recognised as an expense in the Comprehensive Income Statement when they are made or due.

Accumulation The Fund's accumulation categories, Vision MySuper/Vision Super Saver, receive both employer and employee contributions on a progressive basis. Employer contributions are normally based on a fixed percentage of employee earnings (for the year ended 30 June 2018, this was 9.5% as required under Superannuation Guarantee legislation).

Defined Benefit Wodonga 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 pooled multi-employer sponsored plan.

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 Council in the Fund cannot be measured as a percentage compared with other participating employers. Therefore, the Fund 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 Actuary.

As at 30 June 2017, a full triennial actuarial investigation was completed. The vested benefit index (VBI) of the Defined Benefit category of which Council is a contributing employer was 103.1%. To determine the VBI, the Fund Actuary used the following long-term assumptions: Net investment returns 6.5% pa Salary information 3.5% pa Price inflation (CPI) 2.5% pa.

Vision Super has advised that the estimated VBI at June 2018 was 106.0%.

The VBI is to be used as the primary funding indicator. Because the VBI was above 100%, the 30 June 2017 actuarial investigation determined the Defined Benefit category was in a satisfactory financial position and that no change was necessary to the Defined Benefit category’s funding arrangements from prior years.

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Notes to the Financial Report For the Year Ended 30 June 2018

Wodonga City Council 2017/2018 Financial Report

Employer contributions Regular contributions On the basis of the results of the 2017 triennial actuarial investigation conducted by the Fund Actuary, Wodonga City 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 2018, this rate was 9.5% of members' salaries (9.5% in 2016/2017). This rate will increase in line with any increases in the SG contribution rate. In addition, Wodonga City Council reimburses the Fund to cover the excess of the benefits paid as a consequence of retrenchment above the funded resignation or retirement benefit.

Funding calls If the Defined Benefit category is in an unsatisfactory financial position at an actuarial investigation or the Defined Benefit category‘s VBI is below its shortfall limit at any time other than the date of the actuarial investigation, the Defined Benefit category 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. The Fund monitors its VBI on a quarterly basis and the Fund has set its shortfall limit at 97%.

In the event that the Fund Actuary determines that there is a shortfall based on the above requirement, the Fund’s participating employers (including Wodonga City Council) are required to make an employer contribution to cover the shortfall. 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.

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. If there is a surplus in the Fund, the surplus cannot be returned to the participating employers. 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.

2017 triennial actuarial investigation surplus amounts The Fund’s triennial investigation as at 30 June 2017 identified the following in the defined benefit category of which Council is a contributing employer: A VBI surplus of $69.8 million A total service liability surplus of $193.5 million.

A discounted accrued benefits surplus of $228.8 million.

The VBI surplus means that the market value of the fund’s assets supporting the defined benefit obligations exceed the vested benefits that the defined benefit members would have been entitled to if they had all exited on 30 June 2017. Council was notified of the 30 June 2017 VBI during August 2017.

The total service liability surplus means that the current value of the assets in the Fund’s Defined Benefit category plus expected future contributions exceeds the value of expected future benefits and expenses.

2018 interim actuarial investigation An interim actuarial investigation will be conducted for the Fund’s position as at 30 June 2018. It is anticipated that this actuarial investigation will be completed in December 2018.

8.4 Adjustments directly to equity A review of drainage infrastructure assets found assets that had not previously been recorded in infrastructure assets. These assets have been brought to account as an adjustment to Wodonga City Council's accumulated surplus in the 2016-17 year.

2018 $'000 Drainage assets are valued at fair value

2017 $'000

-

7,371

-

7,371

The effect of Wodonga City Council recognising found drainage assets in the 2016-17 year is an increase to that year's opening balance of accumulated surplus of $7.371 million and an increase to property, infrastructure, plant and equipment of $7.371 million.

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Certification of the financial statements In my opinion, the accompanying financial statements have been prepared in accordance with the Local Government Act 1989, the Local Government (Planning and Reporting) Regulations 2014, Australian Accounting Standards and other mandatory professional reporting requirements.

__________________________________________ Stephen Byrns CA Dated: September 17, 2018 Principal Accounting Officer In our opinion the accompanying financial statements present fairly the financial transactions of Wodonga City Council for the year ended 30 June 2018 and the financial position of the Council as at that date.

As at the date of signing, we are not aware of any circumstances which would render any particulars in the financial statements to be misleading or inaccurate.

We have been authorised by the Council and by the Local Government (Planning and Reporting) Regulations 2014 to certify the financial statements in their final form.

__________________________________________ Kat Bennett Dated: September 17, 2018 Councillor

__________________________________________ Tim Quilty Dated: September 17, 2018 Councillor

__________________________________________ Patience Harrington Dated: September 17, 2018 Chief Executive Officer

36

Independent Auditor’s Report To the Councillors of Wodonga City Council Opinion

I have audited the financial report of Wodonga City Council (the council) which comprises the: • • • • • •

balance sheet as at 30 June 2018 comprehensive income statement for the year then ended statement of changes in equity for the year then ended statement of cash flows for the year then ended notes to the financial statements, including significant accounting policies certification of the financial report.

In my opinion the financial report presents fairly, in all material respects, the financial position of the council as at 30 June 2018 and their financial performance and cash flows for the year then ended in accordance with the financial reporting requirements of Part 6 of the Local Government Act 1989 and applicable Australian Accounting Standards.

Basis for Opinion

I have conducted my audit in accordance with the Audit Act 1994 which incorporates the Australian Auditing Standards. I further describe my responsibilities under that Act and those standards in the Auditor’s Responsibilities for the Audit of the Financial Report section of my report.

My independence is established by the Constitution Act 1975. My staff and I are independent of the council in accordance with the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to my audit of the financial report in Victoria. My staff and I have also fulfilled our other ethical responsibilities in accordance with the Code.

I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Councillors’ responsibilities for the financial report

The Councillors of the council are responsible for the preparation and fair presentation of the financial report in accordance with Australian Accounting Standards and the Local Government Act 1989, and for such internal control as the Councillors determine is necessary to enable the preparation and fair presentation of a financial report that is free from material misstatement, whether due to fraud or error.

In preparing the financial report, the Councillors are responsible for assessing the council’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless it is inappropriate to do so.

Wodonga Council Annual Financial Report 2017-2018

37

Auditor’s responsibilities for the audit of the financial report

As required by the Audit Act 1994, my responsibility is to express an opinion on the financial report based on the audit. My objectives for the audit are to obtain reasonable assurance about whether the financial report as a whole is free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this financial report.

As part of an audit in accordance with the Australian Auditing Standards, I exercise professional judgement and maintain professional scepticism throughout the audit. I also: •

•

• •

•

identify and assess the risks of material misstatement of the financial report, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the council’s internal control evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Councillors conclude on the appropriateness of the Councillors’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the council’s ability to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the financial report or, if such disclosures are inadequate, to modify my opinion. My conclusions are based on the audit evidence obtained up to the date of my auditor’s report. However, future events or conditions may cause the council to cease to continue as a going concern. evaluate the overall presentation, structure and content of the financial report, including the disclosures, and whether the financial report represents the underlying transactions and events in a manner that achieves fair presentation.

I communicate with the Councillors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

MELBOURNE 19 September 2018

38

Tim Loughnan as delegate for the Auditor-General of Victoria

Wodonga Council

ANNUAL REPORT City of Wodonga Office: 104 Hovell St, Wodonga, VIC 3690 Post: PO Box 923, Wodonga, VIC 3689 Phone: (02) 6022 9300 Fax: (02) 6022 9322 Email: info@wodonga.vic.gov.au Website: wodonga.vic.gov.au facebook.com/wodongacouncil twitter.com/wodongacouncil instagram.com/wodongacouncil