Annual Report 2012 - 2013

Annual Report 2012-2013

SERVICE CENTRES

Ivanhoe: 275 Upper Heidelberg Road, Ivanhoe 3079

Rosanna: 44 Turnham Avenue, Rosanna 3084

Greensborough: 9 – 13 Flintoff Street, Greensborough 3088

Parks and Buildings: 268 Banksia Street, Heidelberg West 3081

Operations Centre: Corner Banksia Street and Waterdale Road, Heidelberg West 3081

Postal Address: PO Box 51, Ivanhoe 3079

DX: 97904 Ivanhoe

Telephone: 9490 4222

National Relay: If your hearing or speech is impaired, you can call us via the National Relay Service

on 133 677 (TTY) or 1300 555 727 (ordinary handset) and ask for 9490 4222

Fax: 9499 9475

Email: [email protected]

Internet: www.banyule.vic.gov.au

Banyule City Council Annual Report 2012-2013 Page 1

Contents Page No

MAYOR AND CEO STATEMENT 3

CITY PLAN CONTEXT 6

BANYULE’S PROFILE 9

OUR COUNCIL 13

CORPORATE GOVERNANCE 15

Processes of Governance 15

Delegation of Powers 15

Councillors’ Legal Obligations 15

Disclosure of Interests 15

Councillor Code of Conduct 16

Staff Code of Conduct 17

Assembly of Councillors 17

Councillor Remuneration 17

Council Meetings 18

Public Participation in Council Meetings 18

Councillor Briefing Sessions 18

Committees 18

Council Committees 19

External Committees 21

Councillor Attendance of Council Meetings 23

Ward Funding 24

Community Engagement and Social Research 29

An overview of our consultation approach 29

Additional sources of data that inform Council decision making 31

Local Government Planning and Accountability Framework 34

Audit Committee 36

Community Grants 38

Public Information 39

Freedom of Information 39

Protected Disclosure Act 2012 (replacement of Whistleblower Act 2001) 39

Reporting of Disclosures during 2012-2013 40

Information Privacy Act 2000 40

Documents available for public inspection 40


Contents Page No

CORPORATE GOVERNANCE (continued)

Local Laws 41

Codes of Practice 41

Orders of Council 42

Our Professional Advisors 42

National Competition Policy Compliance 43

Carers Recognition Act 2012 – Local Government Reporting Requirements 44

THE ORGANISATION 46

The Structure 46

Human Resources 47

Workforce Strategy and Action Plan 47

Organisational Development 47

Employee Relations 48

Equal Employment Opportunity Program 48

Risk Management and Occupational Health and Safety 48

Staff Profile 50

CALENDAR OF COUNCIL AND COMMUNITY EVENTS 2012-2013 51

A SUMMARY OF OUR BEST VALUE PERFORMANCE 52

Introduction 52

What success looks like to us 53

Our Activities and Services 54

Our Objectives 58

People Community Strengthening and Support 58

Planet Environmental Sustainability 71

Place Sustainable Amenity and Built Environment 77

Prosperity Prosperous and Sustainable Local Economy 86

Participation Community Involvement in Community Life 91

Strategic Resource Plan Use our Resources Wisely 97

BANYULE’S STRATEGIC INDICATORS 113

VICTORIAN LOCAL GOVERNMENT INDICATORS 127

PERFORMANCE STATEMENT 128

GLOSSARY 159

FINANCIAL STATEMENTS 161

STANDARD STATEMENTS 228


Mayor and CEO Statement

Welcome to the Annual Report 2012-2013

The last 12 months have been busy and productive as we implemented the last of a wide range of

commitments and initiatives within our 4-year City Plan 2009-2013 and began work on developing its

successor, the City Plan 2013-2017.

Our work over this time has focused on five interlinked objectives:

People – community strengthening and support

Planet – environmental sustainability

Place – sustainable amenity and built environment

Prosperity – prosperous and sustainable local economy

Participation – community involvement in community life

At the heart of all we do is our commitment to contributing to a Banyule that is a green, liveable and

prosperous city sustaining a healthy and engaged community. We want to ensure that our

community has the services and facilities it needs; that people are satisfied with the natural and built

environment in which they live, work and play; and that they have every opportunity to prosper both

economically and socially.

Financial results

This financial year we achieved a good operating result with a surplus of $4.4 million that we have

been able to carry forward for our capital works program. This is a sound result given the previous

year’s deficit of $2.67 million which arose because of our requirement, as with other councils, to pay

a superannuation liability as part of our mandatory participation in a Vision Super Defined Benefit

Plan. The fact that we have been able to return a surplus, while at the same time completing major

projects and continuing to deliver high quality services, is testimony to our strong financial

management and governance.

We hold assets of $1.27 billion, of which $1.21 billion comprises infrastructure, property, plant and

equipment. This year, we also recorded unrestricted cash assets of $26.7 million at year end, down

from $48.6 million last year in part as a result of the superannuation liability which is now paid in full,

saving ongoing payments and interest over a 15 year term. We will continue to consolidate our

financial position next year as we move into a capital intensive program of work.

Major projects

Our end of year result was also pleasing given we finalised a number of major infrastructure projects,

which will serve the Banyule and broader community well into the future. In September 2012, we

opened the new WaterMarc regional aquatic and leisure facility in Greensborough, which has helped

boost attendance figures at all our leisure facilities from 575,094 in 2011/12 to just over 1.4 million

this year (a 147% increase), and attract people from across Melbourne to its now iconic indoor

water slides.

Our $6 million project to establish one of Melbourne’s largest stormwater harvesting projects at

Kalparrin Gardens in Greensborough, Chelsworth Park in Ivanhoe, and DeWinton Park in Rosanna is

all but complete. The project will capture, filter and store stormwater underground to irrigate sport

fields and open spaces in these parks keeping them green all year round, as well as reducing the

amount of pollutants entering our precious waterways by filtering tonnes of litter, sediment, nitrogen

and phosphorous. The project will also greatly reduce our use of drinking water and save on ongoing

water costs.



Just as important as our building major infrastructure is building community and this year, we

celebrated the final year of the eight-year Heidelberg West Neighbourhood Renewal program, where

we worked in partnership with residents, community groups, agencies, the State Government and

other stakeholders. This very successful project has brought many physical improvements to the

suburb; has empowered people to solve problems; and has inspired much community spirit and

community connection. We will build on the great results achieved by continuing to work with the

community, but this time through a group aptly named 3081 Connect.

Service delivery

At the same time as delivering major projects we were hard at work ensuring we continued to

deliver and develop our high quality services across the spectrum of life, from infants to older people,

and across every facet of life, from garbage collection to health and environmental services, and of

course the festivals and events that bring our community together.

It is often a surprise to many when they discover the extent of our services. For example, our

Customer Service Team managed 141,707 enquiries, while our Maternal and Child Health team

provided 20,368 consultations, and our Home and Community Care team ensured that 4,500 older

residents were given the support they need to stay at home and be more independent in the

community.

We also braved all weather to maintain Banyule’s much loved outdoor assets, including 70,000

street trees, 80,000 parkland trees, 200 parks and reserves, 164 playgrounds, 52 sports grounds and

a network of pavements and roads that if placed end to end would travel from Melbourne to Sydney

and half way back to Melbourne!

In 2012/13 we also registered 20,000 animals, carried out 7,426 building inspections, issued 1,583

building permits, assessed 1,250 planning permit applications and managed 1,245 transport and road

safety requests, as well as 410 health/nuisance related complaints.

Our fleet of trucks, in conjunction with the Banyule Waste Recovery Centre, processed 22,430

tonnes of kerbside garbage, 15,040 tonnes of recyclable materials and 12,715 tonnes of green organic

waste.

Community satisfaction

In the 2013 Community Satisfaction Survey, we recorded an overall performance index rating of 68,

eight points higher than the State-wide average and two points higher than the inner-metropolitan

council average. This annual survey, coordinated by the State Government, also saw us score

significantly higher across the same averages for customer service and our overall direction. Other

areas where we scored highly were parks and gardens, recreational and sporting facilities, waste

management and community facilities.

While these are good results we are not resting on our laurels and continue to use these surveys,

along with direct feedback from the community, to continuously improve our services. Next year we

will focus on areas where our community told us we could improve, including communication and

community consultation. In the latter, we made much headway this year, launching a major

community consultation to help inform our new City Plan 2013-2017 and other key plans. Our team

enjoyed this greater level of engagement and from the feedback we received, so too did the

community. It is a great base on which to build.



Future outlook

Despite external pressures of cost shifting and the State Government’s introduction of the Council

collected Fire Services Property Levy, we will be moving forward with a bold new program of work

that covers the breadth of Banyule and all service areas. Major projects include the $5 million

redevelopment of the Ivanhoe Aquatic and Leisure Centre and the construction of a $2 million Child

and Family Centre in Heidelberg West, and we will focus on renewing existing assets, such as roads,

streets and bridges, as well as upgrading street lighting to be energy efficient.

Thank you

Achieving all that we do would not be possible without the hard work of staff and volunteers, the

contribution from our residents, and the partnerships we form with businesses, organisations,

community groups and other agencies. We thank you all for your individual and collective

contribution. Particular thanks to Councillors Peter McKenna and Jess Paul who retired at last

October’s local government elections. With our new Councillor team in place we can reflect on how

fortunate Banyule is to have such a stable Council.

We would also like to welcome all our new residents to Banyule in 2012/13 including the 400 new

Australians we had the privilege of welcoming at this year’s citizenship ceremonies. We are proud of

the fact that in our Community Satisfaction Survey, 83% of people feel like they belong in Banyule.

We hope you now count yourself amongst that number. Together, we are making Banyule a vibrant

and energetic municipality.

Cr Wayne Phillips

Mayor

Simon McMillan

Chief Executive Officer


City Plan context

Banyule’s City Plan 2009-2013 (Year 4)

The context for Banyule’s Annual Report 2012-2013 is a report to our community in relation to the

achievement of Banyule’s strategic direction as set out in its City Plan 2009-2013 (Year 4) and Budget

2012-2013.

The City Plan is Banyule’s Council Plan as required by Section 125 of the Local Government Act

1989. The plan is a partnership between council and community

Council’s role is to locally govern for all residents, visitors and ratepayers, and provide a range of

programs and services that meet the needs of our community.

Our City Plan provides a roadmap for us to follow in this important role. Underpinned by our vision

and principles, the Plan’s objectives give us clear areas of focus for the four-year period and guide us

to achieve the best we can for our community.

Vision (What we strive for)

Banyule, a green, liveable and prosperous city,

sustaining a healthy and engaged community.

The core principles that help us achieve our Vision are:

Principles

Sustainability for our future

Community wellbeing

Community participation

Fairness in all we do

Maintaining our community’s trust

We believe we will best achieve our Vision and adhere to our core principles, by focusing on the

following strategic objectives on behalf of the community:

Objectives

People: Community Strengthening and Support Support and strengthen the health and wellbeing of the Banyule community.

Planet: Environmental Sustainability

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

Place: Sustainable Amenity and Built Environment

Enable Banyule’s buildings, places and spaces to be more sustainable and encourage communities to live, work, shop, move and play locally.

Prosperity: Prosperous and Sustainable Local Economy

Support economic and social development opportunities in a sustainable manner for a thriving Banyule economy.

Participation: Community Involvement in Community Life

Govern effectively by appropriately engaging the community in issues that affect them, and advocating

for the broader interest of the community.

Strategic Resource Plan: Use Our Resources Wisely

Manage the non-financial and financial resources required for the next four years to achieve Council’s

strategic objectives.


City Plan context

Each objective is supported by the following:

Key directions – A range of key strategic directions for achieving each objective. These include

our priority areas for the four-year period

Strategic indicators - These indicators will measure achievements against our objectives over

a four-year period. They include a mix of:

Key data gathered by Council and other agencies to assist in evaluating community wellbeing

(e.g. percentage of waste diverted from landfill).

Community Satisfaction Indices (CSI) measured by the State Government in its annual survey

of Local Governments in Victoria.

Together these indicators provide a comprehensive measure of the achievement of the long-

term objectives of Council and the community.

The indicators chosen represent broad measures of success in areas that are within our control

or of significant interest to Council. They help us to assess our efficiency and indicate

effectiveness and the quality of the services we provide. They aim to monitor progress against

Council’s priority areas within each objective.

Supporting Policies, Strategies and Plans - Each of our strategic objectives is underpinned

by comprehensive supporting policies, strategies and plans.

Our key policy and strategy documents informing the City Plan are continuously reviewed to

ensure relevance and responsiveness to community needs and best industry practice:

Banyule People: Health and Wellbeing Policy & Strategy – provides the framework to

promote good health and wellbeing at all ages within Banyule. The four-year strategy is

supported by an annual action plan, and has been developed in partnership with participating

agencies and our community. The combination of the relevant sections of the City Plan and

the Banyule People: Health and Wellbeing Policy & Strategy represents and satisfies the

statutory requirements for a Municipal Public Health and Wellbeing Plan as required by the

Victorian Health and Wellbeing Act 2008.

Banyule Planet: Environmental Sustainability Policy & Strategy – provides the

framework for achieving environmental sustainability in Banyule. It provides guidance and

direction for supporting action plans that are reported in the annual State of the

Environment Report.

Banyule Place Policy & Strategy – provides the framework for maintaining and improving

Banyule as a liveable and vibrant place.

Banyule Prosperity: Economic Development and Employment Policy & Strategy –

provides the framework to facilitate a thriving and sustainable local economy.

Banyule Participation Policy & Strategy – provides the framework for Council to support

community involvement, by appropriately engaging with our community on issues that affect

them, encouraging participation and advocating on behalf of our community.

Note: During 2012-2013 these documents were renewed as part of the major review of Council’s key

strategic direction, involving comprehensive community engagement during the development of Banyule’s

new City Plan for 2013-2017 and Budget for 2013-2014. As part of this process, the ‘Prosperity’ Policy

and Strategy has been integrated within the strategic framework.


City Plan context

Strategic Resource Plan

The Strategic Resource Plan, included in the City Plan, details the financial and non-financial

resources required for the life of the City Plan, to achieve Council’s strategic objectives.

The Strategic Resource Plan is updated annually.

Annual Budget

The Annual Budget is then framed within the Strategic Resource Plan, taking into account the

activities and initiatives included in the Annual Budget which contribute to achieving the strategic

objectives specified in the Council Plan.

Our City Plan’s Relationship with the Municipal Public Health and Wellbeing Plan

In addition, during 2012-2013 as part of the major review of Council’s key strategic direction,

Banyule developed its approach for a Municipal Public Health and Wellbeing Plan. This was also an

important part of the extensive community engagement undertaken during the development of

Banyule’s new City Plan for 2013-2017 and Budget for 2013-2014.

The City Plan and the Banyule People: Health and Wellbeing Policy & Strategy together meet

Banyule’s obligation for a Municipal Public Health and Wellbeing Plan under the Victorian Public Health

and Wellbeing Act 2008.


Banyule’s Profile

Our Localities

(Map showing boundaries, suburbs and adjoining municipalities)

Banyule is located between seven and 21 kilometres north-east of central Melbourne and is made up

of 20 suburbs. The City covers an area of approximately 63 square kilometres. The Yarra River

runs along the City’s south border while the west is defined by Darebin Creek.

Banyule is renowned for its open spaces and plentiful parklands, especially along the Yarra and Plenty

River valleys. There are 466 hectares of council-owned open space in Banyule, as well as substantial

areas of parkland managed by Parks Victoria. These provide a wealth of recreational, environmental

and tourism opportunities for the region. There are sites of botanical, zoological, habitat and heritage

significance, including aboriginal archaeological sites and scar trees, and points of interest associated

with the Heidelberg School of Artists.

Banyule is the active resident’s dream place to live, with many excellent community leisure facilities

including indoor aquatics and fitness centres at Ivanhoe, West Heidelberg and Watsonia and the

brand new facility at Greensborough – WaterMarc. Greensborough also has a synthetic athletics

track, while a hockey centre and indoor netball stadium can be found at Bellfield and Macleod

respectively. There are other playing fields, tennis and bowling clubs throughout the municipality.

Cycling and walking through Banyule are popular pastimes, made enjoyable by the many kilometres of

bicycle and pedestrian trails throughout the city, particularly along the Yarra and Plenty Rivers and

the Darebin Creek.

The city is primarily a residential area and retaining the character of individual neighbourhoods is

important to the local community. While separate houses dominate, increasing numbers of semi-

detached houses, townhouses and units are being built. Over two thirds of homes are privately

owned or being purchased, with most of the rest being rented.

Banyule has a number of commercial centres, the largest being the Greensborough Principal Activity

Centre, with Heidelberg and Ivanhoe designated as Major Activity Centres. There are significant

industrial areas in Heidelberg West, Greensborough, Briar Hill and Bundoora. The City is home to a

number of large institutions such as the Austin Hospital including the Olivia Newton John Cancer

Centre, the Mercy Hospital for Women, the Heidelberg Repatriation Hospital and the Simpson Army

Barracks.

Our Community

Council recognises the habitation of this land by the Traditional Owners, the Wurundjeri willam.

Melbourne’s north-east was the homeland of the Wurundjeri willam people who belonged to the

Woiworung language group and greater Kulin confederacy. The confederacy was made up of allied

clans from south-central Victoria.

Today, the Wurundjeri Tribe Land Compensation and Cultural Heritage Council, recognised as the

Aboriginal custodians of Banyule and Kulin Nations, take care of this powerful cultural heritage.

Council is committed to protecting Aboriginal heritage sites. Over fifty Aboriginal heritage sites have

been identified in Banyule. Most are beside major waterways like Darebin Creek and the Yarra and

Plenty Rivers.


Banyule’s Profile

The City also has a significant European cultural heritage associated with painters of the Australian

Impressionists (previously referred to as the Heidelberg School) such as Arthur Streeton, Tom

Roberts, Charles Conder, Frederick McCubbin, Walter Withers, Jane Sutherland, Clara Southern

and Jane Price, and architects and urban landscapers including Walter Burley Griffin, Ellis Stones and

Edna Walling. Banyule has close links with the birth of the Australian Art Movement and influential

artists such as Napier Waller, Albert Tucker, Sidney Nolan, Joy Hester and Norman MacGeorge,

who bequeathed his estate in Fairy Hills to the University of Melbourne to encourage development

of the arts. Sidney Nolan’s first art exhibition was held in Burgundy Street, Heidelberg.

Heidelberg West is an area rich in history and diversity, and harbouring strong community spirit. The

Olympic Village in Heidelberg West was the home of the Olympic athletes during the 1956

Melbourne Games. The village housed 4,200 athletes representing 67 countries. Shortly after the

Olympic Games had finished, some of the Village housing was made available for sale, however the

Village was largely converted to public housing and tenanted by the then Housing Commission of

Victoria. The Olympic Village today is similar to the original village. Minor variations exist in the

road network and in the types of housing provided, but the area remains largely in its original form.

In 2000, the Village hosted the Olympic Torch Relay for the Sydney Olympics.

Banyule has a diverse community of more than 120,000 residents from over 50 countries. A

significant number of residents have European ancestry, and there is an increasing population of

people with Asian and African ancestry. This diverse population brings a cultural richness to our

community.

Although the number of people living in Banyule is expected to increase in the next decade, our

population is expected to age, with the greatest growth occurring in the over 60 age group.

However, recently the population of under 4 year olds has grown, as Banyule, along with the nation

as a whole, has experienced a mini ‘baby boom’.

Banyule’s main industries are health care, retail, education, manufacturing and professional and

scientific services. A large number of the jobs available in Banyule are filled locally.

Snapshot of Banyule City Council

This section sets out demographic information about the municipality which has influenced the

strategic planning, budgets and resourcing for various services.

Banyule City Council

Banyule City Council was formed in 1994 and comprises 20 suburbs that lie between seven and 21

kilometres north-east of central Melbourne. In total it covers an area of 63 square kilometres.

Population

The estimated resident population of Banyule at 2011 is 122,722. Since 2006, the population has

grown by 3% from 119,163. (Source: Australian Bureau of Statistics, Estimated Resident Population).

Age Groups

Compared to the metropolitan area as a whole, Banyule has a lower proportion of residents in the

younger age groups and a higher proportion in the older age groups.

The major differences between the age structure of the City of Banyule and the Melbourne average

show:

A larger percentage of residents aged over 50 including older workers, retirees and seniors

(35% compared to 30%), and;

A smaller percentage of the younger workforce, 25 to 34 year olds (13% compared to 15%).


Banyule’s Profile

Although some of the older age groups (60 to 69 years of age) have continued to rise markedly in

size (by 19% since 2006), there has also been recent growth in the youngest age group (0 to 4 year

olds), up by 13% since 2006. (Source: Australian Bureau of Statistics, Census of Population and Housing,

2011 and 2006).

Births

Alongside an ageing population, there has been a slight overall increase in the number of babies born,

from 1,595 in 2006/07 to 1,659 in 2011/12. (Source: Department of Education and Early Childhood

Development, 2012).

Cultural diversity

Banyule is a culturally and linguistically diverse municipality. There are over 50 different cultural

backgrounds identified by residents, and over 30 different languages are spoken at home.

A greater proportion of Banyule residents were born overseas compared to five years ago (22.1%,

up from 19.7%), a trend that mirrors the broader picture in Victoria (26.2%, up from 23.8%).

Likewise, a greater proportion of residents speak a non-English language at home (19.6%, up from

17.0%).

The dominant birthplaces of Banyule residents born overseas are Italy and China, with emerging

trends for China, India, New Zealand, Malaysia, Somalia, South Africa and Iran.

At the last Census count, there were 619 people of Indigenous Australian origin, comprising 0.5% of

the population compared to 0.7% in Victoria.

Between 2006 and 2011, Banyule has experienced a significant shift in cultural and linguistic diversity.

There are (4,471) fewer residents with an Australian ancestral background, and more from other

ancestral backgrounds. Ancestral groups with the largest increase in numbers include English (by

2,855), Irish (by 1,201), Scottish (by 1,361), Italian (by 644) and Chinese (by 1,506). Residents of

Indian ancestry have almost doubled in number (from 1,148 in 2006 to 2,156 in 2011), and those

with Somali ancestry have increased significantly as a proportion of their total population size (from

564 in 2006 to 864 in 2011.

Nearly 20% of residents speak a language other than English at home, which is a rise of almost a fifth

from 2006. The main languages other than English spoken at home are Italian, Greek, Mandarin,

Cantonese and Arabic. Between 2006 and 2011, languages that have experienced the most growth

are Mandarin, Somali, Hindi and Punjabi.

(Source: Australian Bureau of Statistics, Census of Population and Housing, 2006 and 2011).

Housing

There was an increase in the number of dwellings in Banyule between 2006 and 2011 of 1,918, a

growth of 4.1%, however the increase was not as large as in Victoria where the number of dwellings

rose by 8.6%. The average household size has remained stable in Banyule and Victoria at 2.56

persons per household.

Analysis of the housing tenure of the population of Banyule in 2011 compared to Victoria shows that

there is a larger proportion of households which own their dwelling; a smaller proportion purchasing

their dwelling; and a smaller proportion who are renters.

Overall, 38.0% of the population own their dwelling; 33.6% are purchasing, and 23.4% are renting,

compared with 33.0%, 34.5% and 25.9% respectively for Victoria.


Banyule’s Profile

Household structure trends for Banyule as a whole indicate that there is an increasing proportion of

older couples, an increasing proportion of couples with younger children, a decreasing proportion of

one parent families with young children and a stable proportion of older lone persons.


Education

Banyule residents tend to have completed a higher level of secondary schooling compared to Victoria

as a whole. 56.0% of residents completed Year 12 or equivalent compared to 49.8% across the State.

Banyule also has a lower proportion of residents (25.3%) who left school early (Year 10 or less)

compared to Victoria (29.2%).

Residents of Watsonia and Heidelberg West were less likely to have completed Year 12 or

equivalent than the Banyule average (47% and 46% of residents respectively).

Compared with 2006, there are now more Banyule residents with degree level or above

qualifications and fewer residents with no qualifications at all.

A greater proportion of Banyule residents are not attending educational institutions than Victorian

residents as a whole – 71.3% compared to 69.8%. The lower figure may reflect the older population

profile of Banyule in comparison to the State.


Employment

In Banyule, 58,669 residents are employed from a total labour force of 61,388. Full-time workers

account for 58.7% and part-time workers account for 35% of the workforce. 4.4% of residents are

unemployed. The statistics compare favourably with Melbourne as a whole, where the

unemployment rate is 5.5%. Nationally the figure is 5.6%.

Banyule has a higher proportion of part-time workers than Melbourne; 35% compared to 32.3%.

However, the trend in Banyule and Melbourne over the past ten years has seen a growing

proportion of the workforce on part-time hours.

Trends indicate that although unemployment is relatively low it is growing. In Banyule the

unemployment rate rose from 4.2% in 2006 to 4.4% in 2011. Unemployed residents are unevenly

spread across Banyule and some areas demonstrate significantly higher unemployment rates than

others.

Banyule’s main industries are health care, retail, education, manufacturing and professional and

scientific services. A large number of the jobs available in Banyule are filled locally.



Our Council

Banyule is divided into seven wards with one councillor representing each ward. Local government

elections are held every four years by attendance voting. The last council election was held on 27

October 2012. There was a change of two Councillors in Banyule at this time, with the retirement

of Cr Peter McKenna and Cr Jessica Paul at these elections.

Council’s Role

The role of the Council is to provide leadership for the good governance of Banyule. The Council

serves the community including ratepayers, residents, businesses, workers and community groups.

Council is the level of government closest to the community and takes an active role in advocating

for the needs and interests of residents to other levels of government.

The principal duties of the Council are to:

review and confirm the strategic direction of the Council which is set out in the City Plan and

the Annual Business Plan

approve the Council budget and resource allocation plan

consider and approve a range of strategies and policies prepared by Council officers

fulfil our responsibilities in relation to providing quality services, occupational health and safety

and protection of the environment.


Our Council

Councillors


Corporate Governance

PROCESSES OF GOVERNANCE

Delegation of Powers

Numerous duties, functions and powers are conferred on Council through legislation such as the

Local Government Act 1989, the Planning and Environment Act 1987, the Building Act 1993 and others.

Obviously the Councillors cannot deal with the daily minutiae of Council business and the Council

has delegated to the Chief Executive Officer the authority and powers necessary to comply with the

legislation and implement the strategies approved by the Council. The Chief Executive Officer has

further delegated powers to Council officers who carry out the functions of the Council on a day-to-

day basis. The powers, duties and functions delegated to officers must be exercised in ways

consistent with previously established guidance or direction from the Council.

There are certain powers that the Council cannot delegate and these include:

the awarding of a contract in excess of $500,000

the purchase or disposal of land

making a local law

adopting the Council Plan and Council Budget

declaring a rate.

The Instrument of Delegation must be reviewed by the newly-elected Council within the first 12

months of office.

Councillors’ Legal Obligations

The Local Government Act 1989 sets out, in general terms, the conduct expected of Councillors and

members of special committees. In performing the role of a Councillor, Councillors must act

honestly and must exercise reasonable care and diligence in carrying out their duties.

Councillors must not make improper use of their position or information gained in their role as a

Councillor to:

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

person

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

Disclosure of Interests

The Local Government Act 1989 places stringent obligations on Councillors to disclose any conflict of

interest they may have in a matter which is to be, or is likely to be, considered or discussed at a

meeting of the Council or a special committee.

Conflict of interest provisions apply only if the nature of the interest of the Councillor may conflict

with the performance of their public duties. Where a conflict of interest exists the Councillor is not

allowed to vote on the matter before Council and must leave the Council chamber before the vote

is taken.

Disclosure of conflict of interest provisions requires a Councillor to disclose the type of interest,

whether it is direct or indirect, and the nature the conflict of interest.

A direct interest generally exists if the Councillor is directly affected or their circumstances directly

altered. Direct interests specifically include circumstances where the Councillor is reasonably likely

to be directly affected financially, or where their residential amenity is likely to be directly affected.



An indirect interest generally arises as a result of a connection with another person, organisation or

circumstance. Indirect interests are described as:

a close association in the matter: this is where a ‘family member’ who regularly resides with the

Councillor has a direct or indirect interest, or a ‘relative’ has a direct interest, or a member of

the person’s household has a direct interest in the matter

an indirect financial interest in the matter

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

interest because of a conflicting duty

receipt of an applicable gift

someone who becomes an interested party in the matter by initiating civil proceedings or

becoming a party to civil proceedings in relation to the matter

residential amenity is likely to be altered.

To ensure impartiality in decision-making, Councillors, senior and nominated officers are required to

make a six-monthly return of any prescribed interest they hold. Council staff with delegated powers

must also disclose any conflict of interest they may have in a matter where they are executing their

delegated authority.

Councillor Code of Conduct

The Local Government Act 1989 (the Act) requires Council to review the Councillor Code of Conduct

within 12 months of a general election. Council last reviewed the code on 9 May 2011, and is

currently reviewing the code which is to be finalised before 27 October 2013.

The Councillor Code of Conduct includes:

conduct principles

procedures for resolving disputes between Councillors

procedures for the disclosure of conflict of interests

a statement of caretaker procedures for the election period

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

The following general principles are included:

(a) Avoiding conflicts between his or her public duties as a Councillor and his or her personal

interests and obligations.

(b) Acting honestly and avoiding statements (whether oral or in writing) or actions that will or are

likely to mislead or deceive a person.

(c) Treating all persons with respect and having due regard to the opinions, beliefs, rights and

responsibilities of other Councillors, council officers and other persons.

(d) Exercising reasonable care and diligence and submitting himself or herself to the lawful scrutiny

that is appropriate to his or her office.

(e) Endeavouring to ensure that public resources are used prudently and solely in the public interest.

(f) Acting lawfully and in accordance with the trust placed in him or her as an elected

representative.

(g) Supporting and promoting these principles by leadership and example and acting in a way that

secures and preserves public confidence in the office of Councillor.

In addition, the Act also specifies that the Councillor Code of Conduct needs to address the types of

conduct that are expressly prohibited including:

A Councillor must not misuse his or her position to gain an advantage for himself/herself or for

another person, or to cause detriment to the Council or another person.

A Councillor must not improperly direct or influence a member of Council staff in the exercise

of any power or in the performance of any duty or function by that staff member.

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

Breaches of the Act may be subject to severe penalties.



Staff Code of Conduct

The Local Government Act 1989 requires Council to develop and implement a code of conduct for

staff to guide employees in carrying out their duties with honesty and integrity. Banyule’s Staff

Professional Standards was adopted in February 2010 and addresses the following conduct principles

that staff are required to adhere to:

(a) act impartially

(b) act with integrity, including avoiding conflicts of interest

(c) accept accountability for results

(d) provide responsive service.

Banyule’s Staff Professional Standards has been reviewed in 2012, and it has been identified as still

relevant in its current form. Human Resources is scoping to update the document in 2014, including

a name change to the ‘Banyule City Council Code of Conduct’.

Assembly of Councillors

The Local Government Act 1989 requires councils to keep a record of any planned or scheduled

meetings where at least half the Councillors (4) and one member of Council staff are present to

consider matters that are intended or likely to be the subject of a decision of the Council, or subject

to the exercise of a function, duty or power of a Council that has been delegated to a person or

committee. An assembly of Councillors does not include a meeting of the Council, a special

committee of the Council, or any club, association, peak body, political party or other organisation.

At an assembly of Councillors, if a Councillor has a conflict of interest they must disclose it,

complete a prescribed form and leave the assembly before the matter is considered.

Council keeps a written record of the names of Councillors and members of Council staff attending

the meeting, the matters considered at the meeting, and any conflict of interest disclosures made by

a Councillor attending. The public can inspect an Assembly of Councillors record for 12 months

after the date of the Assembly. For the 2012/2013 period, 79 Assemblies of Councillors were

recorded.

Councillor Remuneration

The Local Government Act 1989 provides for Councillors to be paid an allowance for their services.

These allowances are determined by the State Government which provides for an annual adjustment

factor to be applied to the Mayoral and Councillor allowances. In accordance with Section 74 the

Local Government Act 1989 (the ‘Act’), a Council must review and determine the level of Councillor

and Mayoral allowance within the period of 6 months after a general election or by next 30 June,

whichever is later.

On 4 February 2013, Council set the Mayoral and Councillor Allowances which will be payable

during the next four financial years and effective from the 27 October 2012. The allowances were

adjusted in line with Section 73B of the Local Government Act 1989.

Period Mayoral Allowance Councillor Allowance

1/07/12 – 26/10/12 $67,634 per annum $21,859 per annum

27/10/12 – 30/06/13 $69,325 per annum $22,405 per annum

Councillors also receive other forms of support including a computer and fax machine,

communication assistance such as landline and mobile phone, and personalised stationery to enable

them to fulfil their role in accordance with the Local Government Act 1989. In addition to the above,

the Mayor receives a fully serviced vehicle to enable mayoral obligations to be fulfilled.



COUNCIL MEETINGS

Council decisions are made by Councillors at Council meetings. Meetings are open to the public

unless the Council resolves to close the meeting to consider confidential matters. Council meetings

provide residents with an opportunity to witness the discussion and decisions of Council, to ask

questions of Council and to raise issues for Council to consider in its decision-making process.

Council meetings are held fortnightly on a Monday evening. Prior to the commencement of the

formal meeting there is a period allowed for a public forum during which time questions without

notice may be raised with the Council.

Public Participation in Council Meetings

Anyone can address Council on a matter that is on the Council Agenda by submitting a written

request to speak on the day of the meeting. Speakers are allowed three minutes to present to

Council.

A public forum is held prior to each meeting where members of the gallery may ask a question of the

Council. Where questions cannot be answered on the evening, they will be ‘taken on notice’ and the

relevant staff member will make contact with the enquirer.

Members of the community can provide input through the conventional process of petitions. In this

way they can raise the attention of the whole Council to matters that are of concern to a number of

residents.

Councillor Briefing Sessions

In addition to regular Council meetings, briefing sessions are held to inform Councillors about

important issues. These sessions provide Councillors and Council officers with an opportunity to

discuss issues in detail, seek further information and allow questions and concerns to be addressed in

an open and frank environment. Briefing meetings are not a decision-making forum; they allow

Councillors to explore options and gain a more detailed understanding of the matter/s in question.

Decisions of Council can only be made during Council meetings.

COMMITTEES

Council has no special committee as permitted under Section 86 of the Local Government Act 1989.

Council has established a number of advisory committees and Councillors are appointed as

representatives on those committees. In addition to the Council-established advisory committees,

there are a number of other committees that include nominated Councillor Representatives.



COUNCIL COMMITTEES

Council Committees 1 July 2012 to

12 November 2012

13 November 2012 to

30 June 2013

Arts and Cultural Advisory Group

Formal mechanism for Council to consult with key

stakeholders, seek specialist advice and enable

community participation in arts and cultural

planning and development.

Cr Jenny Mulholland

Cr Tom Melican (substitute)

Cr Jenny Mulholland

Cr Tom Melican

Asset Management Steering Committee

To implement Council’s Asset Management

Strategy and ensure a corporate approach across

Council.

Cr Wayne Phillips

Cr Steven Briffa


Cr Steven Briffa

Cr Wayne Phillips

Cr Mark Di Pasquale

(substitute)

Audit Committee – Councillors

Improves the quality of financial reporting and

ensures Council makes informed decisions

regarding accounting policies, practices and

disclosures.

Cr Jenny Mulholland

Cr Steven Briffa


Cr Rick Garotti

Cr Mark Di Pasquale

Cr Craig Langdon (substitute)


Banyule Bicycle Advisory Committee

Cr Tom Melican

Cr Steven Briffa (substitute)

Cr Tom Melican

Cr Steven Briffa

Banyule Community Plan Implementation

This committee will monitor the implementation of

the Community Plan. It is made up of

representatives from each of the project groups

undertaking the Community Plan actions and

Council to ensure that communication is

maintained between the Community Plan and

Council’s other planning processes.

Cr Tom Melican

Cr Jess Paul



Cr Rick Garotti

Cr Mark Di Pasquale


Banyule Environment Advisory Committee

(BEAC) Assists with the implementation and

monitoring of the Banyule Environmental

Sustainability Policy and Strategy, the production of

the annual State of the Environment Report and

provides advice and comment on environmental

matters.

Cr Tom Melican

Cr Craig Langdon

(substitute)

Cr Craig Langdon


Banyule Road Safety Committee Cr Tom Melican

Cr Craig Langdon

Cr Craig Langdon

Cr Steven Briffa


Disability Residents Group

Cr Jenny Mulholland

Cr Jess Paul (substitute)

-

Early Years Advisory Committee

To advise and inform Council’s planning response

to early childhood issues and developments from a

parent/carer perspective.

Cr Jess Paul

Cr Peter McKenna

(substitute)

Cr Mark Di Pasquale

Cr Jenny Mulholland

(substitute)

Greensborough Principal Activity Centre

Community Consultative Committee

Provides input to Council on the urban design

and development proposals for

Greensborough Principal Activity Centre.

Cr Peter McKenna

Cr Wayne Phillips

Cr Steven Briffa

Cr Jenny Mulholland

(substitute)

Cr Steven Briffa

Cr Mark Di Pasquale

Cr Wayne Phillips

Greensborough Project Steering Committee

(GPSG)

Cr Peter McKenna

Cr Steven Briffa

Cr Wayne Phillips

(substitute)

-



Council Committees continued 1 July 2012 to

12 November 2012

13 November 2012 to

30 June 2013

Neighbourhood Character Focus Group Cr Wayne Phillips

Cr Steven Briffa

(substitute)

Cr Wayne Phillips

Cr Steven Briffa

Cr Jenny Mulholland

(substitute)

Ivanhoe Community Consultative Committee

To identify and direct the type, level and quantity of land

use and development changes in the Ivanhoe precinct for

inclusion in the Ivanhoe Structure Plan.

Cr Jenny Mulholland

Cr Craig Langdon

Cr Wayne Phillips

(substitute)

Cr Jenny Mulholland

Cr Craig Langdon

Cr Wayne Phillips

(substitute)

Strategic Property Group

To review the current and future property requirements of

the Council to ensure that adequate provision is made to

meet future community needs.

(Formerly Property/Strategic Direction Advisory

Committee).

Cr Wayne Phillips

Cr Peter McKenna

Cr Jenny Mulholland

Cr Steven Briffa

Cr Mark Di Pasquale

Cr Wayne Phillips

Cr Steven Briffa

Cr Craig Langdon



EXTERNAL COMMITTEES

In addition to the Council-established advisory committees there are a number of other committees

that include nominated Councillor Representatives.

External Committees 1 July 2012 to

12 November 2012

13 November 2012 to

30 June 2013

Darebin Creek Management Committee Cr Craig Langdon

Cr Jenny Mulholland

(substitute)

Cr Craig Langdon

Cr Jenny Mulholland

(substitute)

Department of Sustainability & Environment –

Victorian Local Sustainability Advisory Committee

To act as a forum for the Victorian Government to engage

with local government, local communities and regional

environmental and climate change stakeholders regarding

policy, strategy and program design.

Cr Tom Melican

Cr Wayne Phillips

(substitute)

Cr Tom Melican

Cr Wayne Phillips

(substitute)

Melbourne’s Valley of the Arts Regional Tourism

Board (MVotA)

To promote the middle Yarra parklands area to increase

recognition of its arts, cultural and environmental heritage

amongst local residents and visitors to Melbourne.

Cr Craig Langdon

Cr Jenny Mulholland

(substitute)

Cr Craig Langdon

Cr Jenny Mulholland

(substitute)

Metropolitan Transport Forum

To promote effective, efficient and equitable transport in

metropolitan Melbourne by providing a forum for debate,

research and policy development, and by disseminating

information to improve transport choices.

Cr Tom Melican

Cr Steven Briffa

(substitute)

Cr Tom Melican

Cr Rick Garotti

(substitute)

Metropolitan Waste Management Group

Provides a framework for strategic regional waste

management planning and a waste management

coordination role for waste issues in regions.

Cr Craig Langdon

Cr Tom Melican

Cr Wayne Phillips

(substitute)

Cr Craig Langdon

Cr Tom Melican (Director

on the MWMG Board

23/04/13 – 28/10/16)

Cr Wayne Phillips

(substitute)

Municipal Association of Victoria (MAV) and

Australian Local Government Association (ALGA)

Provides leadership by supporting local governments to

achieve high levels of respect and recognition through

improved performance.

Cr Jenny Mulholland

Cr Tom Melican

(substitute)

Cr Jenny Mulholland

Cr Tom Melican

(substitute)

Municipal Association of Victoria (MAV) –

Environment Committee

Cr Jenny Mulholland

Cr Tom Melican

Cr Jenny Mulholland

Cr Tom Melican

Municipal Association of Victoria (MAV) - Future

Growth Reference Group

Cr Wayne Phillips

Cr Peter McKenna

(substitute)

Cr Wayne Phillips

Municipal Association of Victoria (MAV) – Future of

Local Government (FOLG) Strategic Change Group

Cr Jenny Mulholland

Cr Wayne Phillips

(substitute)

Cr Peter McKenna

(substitute)

Cr Jenny Mulholland

Cr Tom Melican

Municipal Association of Victoria (MAV) Metropolitan

Housing Growth Project – Councillor Reference

Group

Cr Wayne Phillips

Cr Steven Briffa

(substitute)

-



External Committees continued 1 July 2012 to

12 November 2012

13 November 2012 to

30 June 2013

Municipal Association of Victoria (MAV) – Planning

Advisory Group (former Melbourne 2030 Councillor

Reference Group)

Established by the MAV as a forum to identify, discuss and

progress actions to address issues for local government

associated with the implementation of the Melbourne

2030 (M2030) policy framework.

Cr Tom Melican

Cr Jenny Mulholland

(substitute)

Cr Tom Melican

Cr Jenny Mulholland

(substitute)

Municipal Association of Victoria (MAV) - Transition

Community Working Group

Cr Tom Melican

Cr Jenny Mulholland

(substitute)

Cr Tom Melican

Municipal Association of Victoria (MAV) – Transport

and Infrastructure Advisory Group

Cr Tom Melican

Cr Steven Briffa

(substitute)

Cr Tom Melican

Cr Mark Di Pasquale

Napier Waller Property Committee of Management

To manage the restoration of the house, garden and art

collection of the former residence of the artist Napier

Waller.

Cr Jenny Mulholland

Cr Craig Langdon

(substitute)

Cr Jenny Mulholland

Cr Craig Langdon

(substitute)

Northern Alliance for Greenhouse Action (NAGA)

Investigates, develops and coordinates energy saving and

greenhouse gas emissions abatement projects within the

NAGA region.

Cr Tom Melican

Cr Craig Langdon

(substitute)

Cr Tom Melican

Northern Melbourne Regional Development Australia

Committee

Cr Tom Melican Cr Tom Melican

Northland Structure Plan Steering Committee Cr Craig Langdon Cr Craig Langdon

Victorian Local Governance Association

The VLGA is a principle source of democratic and co-

operative leadership to municipalities and associated

community groups. It assists local governments to maintain

peace, order and good government in Victoria.

Cr Steven Briffa


Cr Rick Garotti

Cr Tom Melican

(substitute)

West Heidelberg Neighbourhood Renewal Steering

Committee

(resolved SM 7/12/2009)

This committee is made up of 11 organisation

representatives and 11 residents. The role of the

committee is to develop a Community Action Plan in

response to the needs of residents and oversee the

implementation and evaluation of the activities in the plan.

Cr Craig Langdon

Cr Wayne Phillips

(substitute)

Cr Craig Langdon

Yarra Plenty Regional Library Audit Committee

Cr Jenny Mulholland


Cr Jenny Mulholland

Cr Mark Di Pasquale


Cr Craig Langdon

(substitute)

Yarra Plenty Regional Library Service Board

The Board is made up of two representatives of the three

municipalities (Banyule, Nillumbik and Whittlesea) that

constitute the service. Its role is to set policy and direction

for the regional library service.

Cr Jenny Mulholland

Cr Jess Paul


Cr Tom Melican

(substitute)

Cr Jenny Mulholland

Cr Mark Di Pasquale


Cr Craig Langdon

(substitute)

Olympia Housing Initiative - Community Liaison

Committee (as resolved at the 19/11/12 Council Meeting)

- Cr Craig Langdon



COUNCILLOR ATTENDANCE OF COUNCIL MEETINGS

Council Meetings 1 July 2012 to 30 June 2013

Meetings

held

Cr

S B

riffa

Cr

C L

angd

on

Cr

R G

arott

i

Cr

T M

elic

an

Cr

J M

ulh

olla

nd

Cr

M

Di Pas

qual

e

Cr

W P

hill

ips

Cr

Pete

r M

cKenna*

Cr

Jess

ica

Pau

l*

Meetings of Council

Council 21 18 21 12 21 20 13 20 8 7

Ordinary Meeting Leave of

Absence/ Apology

3 1 1 1 1

Special Meetings 2 2 1 1 2 2 2 2 0 0

Special Meeting Leave of

Absence/ Apology

1 1

Note:

*Councillors Peter McKenna and Jessica Paul both retired from Council on 27 October 2012.

Councillors Rick Garotti and Mark Di Pasquale were officially sworn into office on the 29 October 2012, after

the Council Elections held on the 27 October 2012.

Council Meetings:

2 July 2012 to 22 October 2012 – Eight (8) Council Meetings

19 November 2012 to 17 June 2013 – Thirteen (13) Council Meetings



WARD FUNDING

Ward funds are discretionary Council funds that may be recommended by a Ward Councillor for a

community initiative and must be adopted by Council during Ordinary Meetings of Council. In 2012-

2013 Councillors were allocated $20,000 for the ward fund distribution, with the ability to carry

forward unexpended funds up to 50% of the yearly allocation, to the next financial year. Ward

funding aims to:

Assist a recognised community group whose services, programs or activities are used by or are

of benefit to Banyule residents.

Assist an individual to participate in a sporting, cultural or educational event.

Support an event or activity which will be of benefit to or interest to Banyule residents.

Demonstrate benefits to the Banyule community and be consistent with the objectives and

directions of the City Plan.

Council adopted the Banyule Council Ward Fund Policy on 18th March 2013. This policy provides

an opportunity to meet community needs and requests, on a small scale, which occur throughout the

year, which merit consideration and funding. These requests are usually not known at the time of the

adoption of the budget.

To be eligible for a Ward Fund, individuals or community groups must meet the criteria as outlined

in Council’s Ward Fund Policy which is available on Council’s website.

Bakewell Ward

Former Cr Peter McKenna from 1/7/2012 to the date of the Council elections in October 2012

donated a total of $19,725.00 in Ward funds:

$

Diamond Valley Community

Support

40 Years Service in the community event 1,000.00

Greensborough Inter Church

Council

Festival of family carols 425.00

Yallambie Park Pre-School Contribution towards shade sail 1,500.00

Yallambie Park Pre-School Land and engineering surveyors fees 2,300.00

Banyule Nillumbik Local Learning

Employment Network

Contribution towards purchase of a new vehicle

for the Banyule L2P program

2,000.00

Andrew Burgess 2013 World Challenge trip to Nepal 500.00

Banyule City Council 2013 Banyule Sport Achievement Awards costs 7,000.00

Banyule City Council Greensborough Memorial Park clean-up 1,500.00

Watsonia Heights Senior Soccer

Club

Supply and installation of benches in Elder Street

Reserve Pavilion

3,500.00

Cr Mark Di Pasquale from the date of the Council elections in October 2012 to 30/6/2013 donated a

total of $8,728.18 in Ward funds:

$

Diamond Valley Foodshare Inc Contribution towards delivery of meals in 2013 720.00

Greensborough RSL Sponsorship support towards the Greensborough

Food & Film Festival

2,500.00

Rotary Club of Greensborough Contribution towards start-up costs for the new

Greensborough Central Rotary Club

1,000.00

Cancer Council Victoria Sponsorship for the Diamond Valley Relay for

Life community event

1,818.18

Greenbriar Little Athletics Club Contribution towards purchase children’s screen

printed winter hoodies

2,690.00



WARD FUNDING (continued)

Beale Ward

Cr Wayne Phillips donated a total of $19,054.55 in Ward funds:

$

Banyule City Council Aged Friendly Development Guidelines 5,000.00


Employment Network



1,000.00

Eltham Urban Fire Brigade (CFA) Volunteers support equipment, presentations

and awards

500.00

Yandell Pre-School Purchase of children’s porters trolleys 300.00

Greensborough Tennis Club Construction of new decking 2,500.00

Diamond Valley Foodshare Inc Contribution towards kitchen renovations 2,300.00

Greensborough RSL Sponsorship support towards the

Greensborough Food & Film Festival

2,500.00



454.55

Banyule City Council for the

Banyule Festival

To support a ‘Friends of Banyule Tent’ at the

Banyule Festival to celebrate supporters for the

past 10-years

3,000.00

Yandell Kindergarten To support community projects and enhance

the children’s surroundings

1,000.00

Greenbriar Little Athletics Club Contribution towards purchase children’s

screen printed winter hoodies

500.00




Griffin Ward

Cr Jenny Mulholland donated a total of $24,127.27 in Ward funds:

$

Uniting Church Heidelberg East

Ivanhoe Parish

Portable Play Equipment for Playgroup 1,000.00

St John’s Primary School Installation of bike racks 1,000.00

Friends of Ivanhoe Library Public Launch of Friends of Ivanhoe Library 1,000.00

Austin Health Mini Bus Contribution 5,000.00

Darebin Parklands Association Contribution to Concept Plan for Education

Centre

2,000.00


Employment Network



1,000.00

Open House Well Being in Schools Program 1,000.00

Banyule City Council Glenard Parklands Clean-up 1,000.00

East Ivanhoe Village Traders

Association

Entry and Branding Signs 1,000.00

Ivanhoe Bowling Club Production of a history book for the 100 year

celebrations

2,000.00

St John’s Church Repairs, security measures and fencing upgrade 500.00

Heidelberg Bowling Club Contribution towards Defibrillator 600.00

Banyule City Council Cycle Path Signage at Sparks Reserve 500.00

Ivanhoe Public Golf Course Defibrillator contribution – Ivanhoe Ladies’ Golf

Club

1,050.00


Greensborough Food and Film Festival

2,500.00

Banyule City Council Support residents of Glenard and Mount Eagle

Estate portable toilets and mini bus re

Australian heritage week

1,000.00

Banyule City Council T-shirts re Anzac Day March for Heidelberg

RSL

1,000.00

Banyule City Council Catering for event to recognise IDAHO Day on

17/5/2013

477.27

Glen Findell Support to represent Australian in 2013

Deaflympics in Bulgaria

500.00




Grimshaw Ward

Former Cr Jess Paul from 1/7/2012 to the date of the Council elections in October 2012 donated a

total of $3,425.00 in Ward funds:

$

Jarrod Belbin Travel costs for Baseball tour to Japan 1,000.00

Greensborough Inter Church

Council

Festival of family carols 425.00


Employment Network



2,000.00

Cr Rick Garotti from the date of the Council elections in October 2012 to 30/6/2013, donated a

total of $15,029.09 in Ward funds: $

Bundoora Tennis Club Refurbishment of canteen – purchase of oven

and cooktop

1,200.00



2,550.00

Bundoora Italian Senior Citizens

Club

Contribution towards purchase fridge/freezer 970.00

Banyule City Council Contribution – updating and concreting the

path between the two coaches boxes at Binnak

Park. To be done in conjunction with St

Damien’s Junior Football Club who contributed

$4,000.

7,500.00



909.09

Footscape Inc Bundoora Contribution towards purchase of laptop

computer for Footscape Inc organisation

400.00

Glen Flindell Support to represent Australia in 2013

Deaflympics in Bulgaria

500.00

St Damian’s Junior Football Club Contribution towards purchase of Defibrillator 1,000.00

Hawdon Ward

Cr Steven Briffa donated a total of $20,146.26 in Ward funds:

$

Lower Plenty Football Club Defibrillator 1,900.00

Montmorency Bowling Club Defibrillator 1,900.00

Montmorency Football Club Two Defibrillators 3,800.00

Montmorency-Eltham RSL Installation of posts and chain to protect garden 1,500.00

Banyule City Council Aged Friendly Development Guidelines 5,000.00


Employment Network



2,000.00

Riding for the disabled Purchase of pine poles 296.26

Viewbank Cricket Club Childrens’ Christmas Party 300.00

Montmorency Traders’ Association Music in the Park Program 1,000.00



2,450.00




Olympic Ward

Cr Craig Langdon donated a total of $23,463.70 in Ward funds:

$

Buna Reserve Community Garden Purchase of fruit trees for urban orchard

workshops

840.00

Community Safety Working Group Community Safety Expo at Malahang Reserve 1,500.00

Ivanhoe Uniting Church, Cultivating

Ivanhoe Community

Ivanhoe Community Garden 2,000.00

Banyule City Council – BLFM Photo display of Olympic Village 750.75

Heidelberg West Neighbourhood

Renewal

Kitchen items at Olympic Adult Education 2,500.00


Renewal

Catering and staffing Olympic celebration

Ngurungaeta Group

1,133.00


Employment Network



1,000.00

St Bernadette’s Parish Primary

School

Establishment of vegetable garden 500.00

Somali Elders Group in Victoria Meeting refreshments for Somali Elders Group 120.00

Banyule City Council Season ground hire fees for Heidelberg Stars

Soccer Club

2,076.40

Lions Club of Coburg Contribution to BBQ at Donaldsons Reserve 200.00

Lions Club of Heidelberg-Warringal Contribution to BBQ at Malahang Reserve 100.00

Bell St Mall Traders Association Sponsorship of the Mall Christmas event 3,300.00

The Women of West Heidelberg

Group

Reimbursement of the promotional place at the

Malahang Festival

260.00

Heidelberg Stars Soccer Club Catering costs – Club Presentation Night 1,800.00

St Bernadette’s Primary School Schools Buddy Art Project with NMIT 200.00


Renewal

Australia Day Community Event 1,000.00

Lions Club of Heidelberg-Warringal Purchase of Christmas Cakes 1,229.00



2,500.00



454.55



COMMUNITY ENGAGEMENT AND SOCIAL RESEARCH

Essential in the planning and application of Council’s resources is the critical link to the community.

Banyule has undertaken an ongoing and iterative process of engagement across all parts of our

community. We use community information along with key demographic data, our legislative context

and industry benchmarks to assess the appropriate level of service for our community. We test these

services against both national and international standards of quality, efficiency and effectiveness.

There are direct and obvious links between the broad range of information we gather and the

activities we fund to meet our strategic intent. We review this annually and re-assess our activities

and areas of emphasis for our community on this basis.

Through extensive community engagement and feedback, with a concentrated and targeted effort

over the period November 2012 to May 2013, we have strengthened the quality of our planning and

service delivery through this consultation.

An overview of our consultation approach

During the past years community engagement program Council asked its community how we can

make Banyule an even better place to live, work and play. More than 1,200 people told us their ideas

through surveys, forums, through community groups, and directly at various festivals and events.

The consultation process involved extensive partnership and collaboration across Council.

Numerous service units have been involved and engaged with their respective customer groups in

the consultation. In addition to the City Plan and Community Plan, the consultation gathered

information for the Arts, Recreation, Open Space, and Early Years Plans.

In addition to the 1,200 people who told us their ideas, we have included the findings of other

research and consultation conducted with the Banyule community over an extended period of the

last three years. This adds to the variety of voices and views on how we can make Banyule an even

better place.

What our community told us

The consultation asked a range of questions including how people felt about Council’s Key

Directions and Focus Areas within the City Plan, and whether they could suggest changes and

additional priorities. People were also asked more open-ended questions such as: “what do you like

most about your neighbourhood?” and “what would you like to see in your neighbourhood?”

Results

There was overwhelming support for our City Plan Key Directions and Focus Areas, with 85% of

survey responses saying that they thought the Focus Area was either very important or important.

However, many of the comments and feedback relate to specific activities that come under the City

Plan objectives. Therefore, the information we feed back to our community includes examples of

what action is occurring under each Key Direction and Focus Area.

Some of the issues identified in the consultation relate to specific actions or requests. Where

appropriate, these have been fed into the Customer Request Management (CRM) system for action

by the relevant area of Council.

The final type of feedback relates to issues that do not come under Council’s sole responsibility, for

example addressing traffic concerns. These issues feed into the Community Plan process. We will

work on an implementation process for the Community Plan where Council works in partnership

with local and community organisations and residents on issues of concern such as improving

transport, community safety and the natural environment.



Phase two - feedback

As a result of the comments received from the consultation process we produced the draft City Plan

2013-2017 document available to the community via the web, Council Service Centres, libraries and

Neighbourhood Houses during mid to late April 2013.

A clearer link to the outcomes of how we have responded to the community engagement findings is

articulated in the City Plan through the inclusion of key initiatives. These initiatives reflect the intent

of Council to provide a comprehensive suite of services to its community and are highlighted to

clearly demonstrate the actual manifestation of the strategic intent. This allows our community to

comment in detail on whether Council has fairly represented the priorities and needs of its

community.

More detailed information about how we received feedback from the community

As different methods appeal to different people, we used a range of ways to hear from the Banyule’s

diverse population, as outlined in the table below:

How people had their say Responses

Surveys (online & paper) 340

Short 5 minute survey:

conducted at community events and festivals, including:

Malahang Festival, Lunar New Year Celebrations,

Greensborough Film & Food festival, playground

launches and swimming pools

462

Blackboard comments

‘What I like about my neighbourhood?’ and ‘What I'd like

to see in my neighbourhood?’

209

Discussions with community groups and local organisations 183

Consultation Forums 81

Total 1275

Other consultation and research methods

We have also included people’s responses and suggestions from other consultation and research that

we have done, or had access to. This adds to the robustness of our consultation and information on

which decisions are made. This data mining and research widens the ways that we can hear from and

represent people’s views. This is especially true for those who do not like going to meetings or

completing surveys. Other research included in the consultation findings are the following:

Banyule City Council Household Survey, 2011

Banyule Municipal Early Years Plan consultation, 2012

City of Banyule Local Area Community Safety Profile, 2012

Demographic data, Australian Bureau of Statistics, 2011

Heidelberg West Neighbourhood Renewal – 2011 community survey summary

Multicultural policy and Action Plan, Banyule City Council, 2011

Older Persons’ Consultation, 2011

Parent/Guardian Survey Analysis - Banyule Municipal Early Years Planning, 2013

Seniors Forum Report, 2011

Top twenty data sources for describing community wellbeing in Victoria, Victorian Department

of Planning and Community Development, 2012

Youth Fest Youth Services Survey Results, 2012



Additional sources of data that inform Council decision making

Council uses a variety of methods for involving our community in the decisions we make. These

include public forums such as workshops, advisory committees, surveys, focus groups, and

community comment mechanisms, email feedback via our website and individual feedback such as

formal submissions.

Networks, Advisory Committees and Working Groups

Networks, reference groups and advisory committees provide independent comment for Council

and officers on various policies and strategies that are developed and implemented. They cover the

areas of leisure and sport, culture, and environment and consist of a broad base of interested people

within the community.

In addition to the standing networks and committees mentioned above, short-term working groups

of community members are established for specific projects. These can range from organising a

festival to giving community perspective on major works.

Statutory Procedures

Under the Local Government Act 1989 Council is required to call for formal submissions on matters

such as proposed discontinuance of roads, special charge schemes and adoption of local laws. This is

also the case for the lease of Council facilities.

Individual Feedback

Community members are encouraged to keep Council in touch with their views at any time.

Community feedback can be made via a provided return paid postcard, letter, telephone, website or

email.

Surveys

Council conducts surveys during the development of policies, service reviews or for monitoring

community satisfaction with Council’s services. The size of the survey can range from a local

neighbourhood to the entire municipality. One-on-one personal interviews are often conducted with

traders in the development of shopping centre strategies.

Focus groups are another research method used from time to time to strengthen existing or

proposed services. Examples of these include:

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

community?’

Central Park Greensborough – Master Plan Public Meeting

Community Workshops and Information Sessions – Draft Ivanhoe Structure Plan

Planet Policy and Strategy stakeholder consultation survey and meetings



Regular Community Consultation

In addition to specific community consultation projects undertaken as part of individual Best Value

service reviews, Banyule also conducts community consultation and stakeholder forums prior to

developing or revising corporate policies and strategic plans. We also draw on other current

community consultation data sources such as:

State Government Annual Community Satisfaction Surveys.

Key Council plans and strategies (e.g. People: Health and Wellbeing Policy and Strategy, Planet:

Environmental Sustainability Policy and Strategy, Municipal Strategic Statement, Cultural Strategy

and the Recreation Strategy).

Demographic information on residents and businesses.

A comprehensive Household Survey conducted in April 2008 and 2011, which has added to our

knowledge of our Community.

Culturally and Linguistically Diverse (CALD) communities; in conjunction with the Migrant

Resource Centre, focus groups were held with identified community groups to better

understand particular needs and the delivery of Council’s services.

Greensborough Project - extensive consultation and information sessions conducted in relation

to assessing and developing this project with community input and feedback.

Industry benchmarking exercises.

The Banyule Community Plan - It involved extensive community consultation and input (during

the period July 2008 to December 2009) from individuals and local community groups – more

than 2,000 people participated in the development of this plan. The purpose of a Community

Plan is to identify the community’s vision for its city as we move towards 2020. In doing so, it

seeks to articulate the things that need to change to achieve that preferred future, as well as the

things the community values now that should be retained for the future. An important feature of

the Community Plan is its ownership and development by the community, and that the

community accepts responsibility for its implementation. Local government can contribute to an

important advocacy or linking role in this regard.

A review of the corporate Communications Plan – this involved internal consultation with staff,

and a desktop review of strategic documents, customer research (survey) reports and on-line

presence. This will assist with future communications, consultation and community engagement.

The initial stages of a review of the Customer/Community Charter – this involved consultation

with our community (residents and businesses) via telephone and focus group meetings, and is

currently undergoing internal consultation across the organisation. The charter sets out our

commitments and customer service standards and also details feedback mechanisms for the

community to provide comment or suggestions on service improvement.

A number of surveys were undertaken with customers by the Banyule Leisure Facilities

Management (BLFM) team to ensure that the services provided at Council’s aquatics centres are

meeting their needs, and the team has also conducted an Ivanhoe Aquatic and Fitness Centre

Masterplan Survey. BLFM established a Steering Committee and conducted a community

consultative survey in proposing the draft Masterplan for Olympic Leisure Centre.

Banyule’s Neighbourhood Character Draft Policy and Plan.

Activity Centre Car Parking Policy and Strategy.

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



The review of a range of leisure and cultural activities, including: consultation with residents,

visitors and stakeholders for the Boulevard Lights event, development of a Malahang Festival

Community Reference Group, and establishment of four key community consultation groups for

arts and culture.

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

Consultations and actions undertaken with partners as part of Council’s Revised Statement of

Commitment to Indigenous Australians for Council’s Reconciliation Plan.

The review of a range of early years services, including: the schematic design for the Olympic

Village Learning Hub and the development of the feasibility study and concept design for the

Watsonia Community Hub were both completed after extensive community consultation. The

Maternal and Child Health service surveyed customers and received strong satisfaction levels and

identified opportunities for improvement.

The development of a Youth and Family Services Citizenship Framework – this was developed to

help inform our practice in ethical consultations, and complements the Banyule Youth Charter.

The Youth and Community Partnerships team also co-ordinated the successful Banyule Youth

Express event, which involved 120 young people representing 15 schools, and resulted in key

recommendations (relating to young people and safety) for Council consideration. A Young

People’s Participation Network was established following the event and has been receiving

ongoing support from the Youth and Community Partnerships team.

Demographic resources

Much of our decision making is based upon demographic information and forecasting tools which

enable us to look forward and plan appropriately for our community. These include:

ABS census data

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

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

We have also ‘closed the loop’ by showing our community how we have directly responded to what

they have said during our community engagement process. This has been captured through a series

of key summary papers that showcase ‘What you said’, and ‘How we are using what you said’. This

includes a summary of how the information links with the City Plan objectives. It is part of our

ongoing program and commitment to communicating and engaging with our community, and

responding to community needs.



Local Government Planning and Accountability Framework

Banyule City Council adheres to the Local Government Planning and Reporting Better Practice

Guide in the development of its strategic planning and annual reporting process:

“Effective planning and reporting by councils is essential for ensuring transparency and accountability to the

community and other levels of government as to how public money is being spent and the quality of services

delivered.

The Local Government Act 1989 and Local Government (Finance and Reporting) Regulations 2004 contain a

number of requirements to ensure councils use resources efficiently and effectively and are accountable to

their local community. The following diagram shows the relationships between the key statutory planning and

reporting documents that make up the planning and accountability framework for local government.

Planning and Accountability Framework



Role of the Victorian Auditor General

The Victorian Auditor-General has powers under Section 16 of the Audit Act 1994 to prepare and table a

report to the Victorian Parliament outlining the result of the local government audits. This report provides a

summary of audit opinions on the statements contained in each of Victoria’s 79 council annual reports,

addressing the timeliness of their financial and performance reports, their financial sustainability and aspects

of how they manage their budget processes and outsourced arrangements. This closes the loop in the

accountability framework by ensuring councils are subject to independent scrutiny in relation to their

performance.

Key Documents

Victorian councils are required to prepare a number of key documents under the Local Government Act 1989

and as prescribed in the Local Government (Finance and Reporting) Regulations 2004. These are:

Council plan: this is council’s medium-term planning tool which should reflect the wishes of the

community and other stakeholders. The council plan must describe the organisation’s strategic

objectives, strategies for achieving the objectives, how progress will be measured and the resources

required to implement the council plan for a period of at least four years.

Strategic resource plan: the strategic resource plan is a rolling plan of at least four years and forms

part of the Council Plan. The strategic resource plan should outline the resources that council

requires to achieve the objectives described in the council plan, and include the standard statements

as prescribed by the regulations to outline the financial and non-financial resources required.

Annual budget: the annual budget should reflect the priorities and objectives of the council plan and

establish performance measures and targets for key strategic activities to monitor performance

against the council plan. The annual budget reflects the first year of the strategic resource plan and

must contain the standard statements and a description of the activities and initiatives to be funded.

It should also provide information about services and capital works, and how they will be funded.

Annual report: The annual report outlines the council’s performance as measured against the council

plan, annual budget and strategic resource plan. Annual reports must contain standard and financial

statements and a performance statement to report performance against the measures and targets

related to the key strategic activities. Councils are also required to report on what they have achieved

during the financial year in the report on operations. The annual report is acquitted in an audit by

the Victorian Auditor-General’s Office at the end of the financial year.

Community Plan:

Councils should take a leadership role in developing and facilitating community engagement and involvement

in the preparation of their council plan. Although not a legislative requirement, the council plan can also be

informed by long-term plans such as a community plan. A community plan typically describes the community’s

long-term vision and aspirations and is a way of directly involving the community in the council plan

preparation process. Council plans are typically nested within each long-term community plan”.

Note: The information above is sourced from the ‘Local Government Planning and Reporting Better Practice

Guide’ and accompanying fact sheet, provided by the State Government Department of Planning and

Community Development (Circular No. 5/2013).



AUDIT COMMITTEE

1. Role and Objectives

The Audit Committee is an Advisory Committee of the Council with an independent role of

assessing internal controls and financial stewardship of the Council. It works with Council and

its auditors to ensure the community’s needs are protected at all times.

The general role of the Audit Committee is to assist Council:

in compliance with laws and regulations

in the discharge of its responsibility for financial reports

to maintain a system of internal control

to maintain the ethical values of the municipality

to introduce enhancements to assist the efficiency, effectiveness and sound governance of

Council services.

The objectives of the Audit Committee include the following:

to improve the quality and objectivity of internal and external financial reporting

to ensure the Council complies with legislation and regulations and makes informed

decisions regarding accounting policies, practices and disclosures

to review the scope and outcome of internal and external audits

to ensure effective management and strong internal controls protect the assets of the

municipality

to ensure sound and timely communication occurs between internal and external auditors

and with management

to monitor adequacy of risk management system controls relating to commercial risks

to generally add value to the Council’s operations.

2. Membership

The Audit Committee consists of two Councillors and two Independent Representatives as

follows:

Cr Rick Garotti 13/11/2012 to 30/06/2013

Cr Craig Langdon (Substitute) 13/11/2012 to 30/06/2013

Cr Mark Di Pasquale 13/11/2012 to 30/06/2013

Cr Tom Melican (Substitute) 13/11/2012 to 30/06/2013

Cr Jenny Mulholland 1/07/2012 to 12/11/2012

Cr Steven Briffa 1/07/2012 to 12/11/2012

Cr Tom Melican (Substitute) 1/07/2012 to 12/11/2012

Hugh Parkes

(Chairperson & Independent Representative)

BA (Hons), MBA, FCA, CISA

1/07/2012 to 30/06/2013

A. J. Purcell

(Independent Representative)

B. Bus, B. Ec, MBA, PhD, FCPA,

Graduate Cert Fraud Investigation

1/07/2012 to 30/06/2013



3. Meetings

During the last 12 months, the Audit Committee has met on four occasions to:

monitor timely progress of management’s actioning of audit report findings.

review the 2011-2012 Annual Report and recommend:

Council’s Certification of the Financial Statements

Council’s Certification of Standard Statements

Council’s Certification of the Performance Statement, after having considered

advice that no material issues were highlighted during the audit and no high-risk

internal control issues were found

The Best Value Victorian Annual Report

Victorian Local Government Indicators

General review of Council’s Annual Report.

Consider and approve the Audit Plan for 2013-2018, in line with the internal audit contract

and the detailed scope for individual audits, including:

New CAATS – Asset Databases and Depreciation

Cash Handling including Remote Sites

Review of Asset and Infrastructure Maintenance Management – Operations

Workforce Planning Reporting and Review

IT Security Review.

consider the Victorian Auditor-General’s 30 June 2012 financial audit client strategy and

approach to the annual audit and agreed deliverables.

Consider new Internal Audit Report for 2012-2013 and consequent actions agreed

between the Internal Auditor and Management covering:

Accounts Payable and Payroll Data Analysis

Fraud and Risk Assessment

Cash Handling including Remote Sites

CAATS – Asset Data Analysis.

Review interstate conference attendance by Councillors and Council Officers in

accordance with Council Resolution No FPOC.99.

Receive an update on the Greensborough Regional Aquatic and Leisure Centre

(WaterMarc) on its operations during its first few months since opening.

Consideration of the letter from Victorian Auditor-General’s Office for Better Practice

results for Financial Report preparation for 30 June 2012.

Discussion on Council Reports concerning:

Council paying out its superannuation liability in December 2012

The proposed acquisition of three school sites in the Heidelberg West area.

Discussion on the Corporate Risk Register and the resultant actions and decisions

required based on the information contained in the register.



COMMUNITY GRANTS

Banyule Council offers a range of opportunities for groups and individuals within the municipality to

apply for a grant. The following are initiatives that are provided by Council to assist groups or

individuals:

Community Development Grants Program

The aim of the Community Development Grants Program is to assist community groups,

organisations and individuals to address clearly identified community needs and to encourage and

strengthen participation in local communities. It enables not-for-profit organisations to deliver

services, programs, special events and other activities to the community that would not otherwise be

provided. It also allows the community to participate in a broader range of activities than those

directly provided by Council.

In the 2012-2013 grant round, 52 applications were received requesting a total of $172,242.00.

Council distributed $140,000 in grants to 36 approved applications (21 equipment based and 15

activity based) totalling $107,000. The residual funds were distributed to community groups who met

the funding criteria, who applied for assistance throughout the financial year.

Facility and Resources Subsidy Grants

Council has a diverse range of community centres, halls and venues, a mobile stage and two

community buses available for hire. It recognises that rental fees can sometimes limit access to these

facilities and resources, so Facility and Resource Subsidy Grants are provided to allow equitable

access to all Council community resources. Users can apply for a grant to subsidise the scheduled

fee or part of it.

A total of $27,053 was subsidised through the Facility and Resources Subsidy Grants program in

2012-2013, with 46 applications received.



PUBLIC INFORMATION

Freedom of Information

The Freedom of Information Act (FOI) 1982 gives the community a legal right to access certain Council

documents. The Banyule Council is subject to the FOI Act and responds to requests directly related

to its operations. There were 15 FOI requests processed in 2012-2013.

The FOI Act has four basic principles:

the public has a legal right of access to information

local governments are required to publish information concerning the documents they hold

people may request that inaccurate, incomplete, out-of-date or misleading information in their

personal records be amended

people may appeal against a decision not to give access to the information or not to amend a

personal record.

Accessing FOI Information

Requests to access FOI information must be in writing and accompanied by the prescribed fee.

Applicants should specify the documents they are seeking to access. Documents that contain

personal private information about an individual may be exempt.

On receipt of a request, a decision must be made within 45 days. Where a decision is made to

refuse or defer access, the applicant will be notified in writing of the reasons for the refusal and the

procedures available to appeal the decision.

Protected Disclosure Act 2012 (replacement of Whistleblower Act 2001)

The Protected Disclosure Act 2012 enables people to make a "disclosure" about improper conduct by

Councillors and Council officers. The Act also provides protection to people who make such

disclosures and provides for such matters to be properly investigated.

The Protected Disclosure Act 2012 replaced the Whistleblowers Act 2001 and became operational on 10

February 2013.

The Independent Broad-based Anti-corruption Commission (IBAC) has been established (operational

from February 2013) and has responsibility for identifying and preventing serious corrupt conduct

across the whole public sector, including members of Parliament, the judiciary and state and local

government.

IBAC also has a broad oversight role in relation to police personnel misconduct and an important

education function to proactively assist public sector agencies to improve their systems and

processes to prevent corrupt conduct.

People making a disclosure must believe, on reasonable grounds, that the Councillor or Council

employee has engaged in, or proposes to engage in, improper conduct. The conduct must be serious

enough to constitute a criminal offence or reasonable grounds for dismissal.

Further information and a copy of the Banyule’s Protected Disclosure procedures is available on

Council’s website.



Reporting of Disclosures during 2012-2013

Whisleblower Act 2001 (1 July 2012 – 9 February 2013), there were:

no disclosures made to Council

no disclosures referred by the Council to the Ombudsman for determination as to whether they

are public interest disclosures

no disclosed matters referred to the Council by the Ombudsman

no disclosed matters referred by the Council to the Ombudsman to investigate

no investigations of disclosed matters taken over by the Ombudsman from the Council

no requests made under Section 74 of the Whistleblowers Protection Act 2001 to the Ombudsman

to investigate disclosed matters

no matters that Council has declined to investigate

no disclosed matters that were substantiated on investigation and no action required to be taken

on completion of an investigation

no recommendation of the Ombudsman under the Whistleblowers Protection Act 2001 to the

Council.

Protected Disclosure Act 2012 (10 February 2013 – 30 June 2013), there were: No disclosures have been notified to the IBAC under section 21(2).

Information Privacy Act 2000

The Victorian Information Privacy Act 2000 requires that Council follow information privacy principles

when collecting, managing and using an individual’s personal information. The Act contains ten

principles for the collection, use and dissemination of personal information about an individual. It

incorporates safeguards for activities such as collection, storage, access, transmission, disclosure, use

and disposal of personal information.

Council has developed and adopted guidelines and procedures to manage its compliance with the

Information Privacy Act 2000, which are consistent with the Privacy Commissioner’s guidelines and

with the requirements of the Act.

The Information Privacy Policy applies to all Council officers, Councillors and contractors of Council.

Training and awareness sessions have been held with Council staff and Councillors. Information

Privacy training is incorporated in Council’s induction program.

Documents available for Public Inspection

The following documents can be inspected at Council’s office upon request during business hours in

accordance with Section 11(g) of the Local Government (General) Regulations 2004 and is a summary

only of the Regulation’s requirements:

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

details of senior officers’ salary ranges

details of overseas or interstate travel

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

Council Agendas and Minutes

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

a register of delegations kept under Sections 87, 88 and 98 of the Act

submissions received under Section 223 of the Act

agreements to establish regional libraries under Section 196 of the Act

details of all property finance and operating leases involving land, buildings, plant, computer

equipment or vehicles



a register of authorised officers appointed under Section 224 of the Act

a list of donations and grants made by Council

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

a list of contracts greater than $100,000 that Council entered into and which are not contracts

under Section 186(5) of the Act.

In addition to this, the Local Government Act 1989 Act and other Acts under which local government

operates, stipulate the following information is available for public inspection:

Register of Interests (Section 81(10))

Candidate campaign donation returns (Section 62A)

Councillor Reimbursement Policy (Section 75B)

Councillor Code of Conduct (Section 76C)

Assembly of Councillors (Section 80A)

Minutes of Council Meetings (Section 93)

Local Law (Section 120)

Accounts and records of Council transactions (Section 140)

Annual Report (Section 131)

Auditor’s Report (Section 133)

Annual Budget (Section 127)

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

Details of Differential Rates (Section 161)

Best Value – Quality and cost standards (Section 208)

Procurement Policy (Section 186A)

Register of all building permits issued (Building Act 1983, Section 31)

Register of all registered dogs and cats in the Municipal District (Domestic Animals Act, Section

18)

The Municipal Planning Scheme and any approved amendments (Planning & Environment Act

1987, Section 42)

A register of planning permit applications, decisions and determinations (Planning & Environment

Act 1983, Section 49)

A register of Section 173 Agreements entered into by the Municipality (Planning and

Environment Act 1987, Section 179)

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

26(7))

Details of Food Premise Registrations (Food Act 1984, Section 43)

Annual report on the operation of the Freedom of Information Act 1982 (Section 64B)

Protected Disclosure Procedures (Section 70).

LOCAL LAWS

As at 30 June 2013, Council had the following Local Laws:

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

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

the Common Seal.

Codes of Practice

The Council has also adopted Codes of Practice to complement and enhance its Local Laws. Council

has the following Codes as at 30 June 2013:

Councillors Code of Conduct

Meeting Procedure Code

Building Site Code of Practice.



Orders of Council

Council has the following Orders:

Dogs in Public Places

Alcohol Prohibition in:

Watsonia Shopping Centre and surrounds

Lower Plenty Shops

Montmorency Shopping Precinct

Extension of the Olympic Village Shopping Centre located at Southern Road,

Heidelberg West to include the park, community centre, and adjoining laneway

Waterdale Road North Shops and surrounds including park, Heidelberg West

Andrew Place & Strikers Bowling precinct, Bundoora

Ivanhoe Shopping Precinct and Council Offices

Silverdale Road Shopping Strip, Eaglemont

Heidelberg Shopping Precinct

Olympic Village Shopping Centre

Boulevard Lights

Greensborough

The Mall, Heidelberg.

OUR PROFESSIONAL ADVISORS

Banker

Commonwealth Bank of Australia

Upper Heidelberg Road, Ivanhoe 3079

Solicitors

Best Hooper

563 Little Lonsdale Street

Melbourne 3000

Deacons

Level 15 RACV Tower

485 Bourke Street

Melbourne 3000

Elliott Stafford & Associates

316A Queens Parade

Clifton Hill 3068

FOI Solutions

Level 5,105 Queen Street

Melbourne 3000

Macpherson & Kelley Lawyers

40-42 Scott Street

Dandenong 3175 and

114 William Street

Melbourne 3000

Hunt and Hunt Lawyers

Level 26, 385 Bourke Street

Melbourne 3000

Russell Kennedy

Level 11, 469 Latrobe Street

Melbourne 3000

Maddocks Lawyers

140 William Street

Melbourne 3000

Betteridge Legal Consulting

PO Box 2142

Ivanhoe East 3079

Meerkin & Apel

56 Greville Street

Prahran 3181

Forbes Dowling Lawyers

Level 1, 363 King Street

Melbourne 3000

Macquarie Lawyers & Strategists

Level 6, 124 Exhibition Street

Melbourne 3000

Auditors:

External:

Victorian Auditor-General’s Office

Level 24, 35 Collins Street

Melbourne 3000

Internal (on behalf of Banyule City Council):

Oakton Services Pty. Ltd.

Level 8, 271 Collins Street

Melbourne 3000



NATIONAL COMPETITION POLICY COMPLIANCE – 2012/2013

Certification by Chief Executive Officer

Banyule City Council has complied with the requirements of the National Competition

Policy (NCP) for the period 1 July 2012 to 30 June 2013, in accordance with National

Competition Policy and Local Government – A Revised Statement of Victorian Government Policy

(Revised 2011) as set out below:

A. Trade Practices Compliance

State whether the Council is compliant or non-

compliant.

If non-compliant, justify or cite actions to redress

Compliant

Council has fully complied with

national trade practices

legislation. It continues to

promote behaviour that

complies with the Competition

Code.

B. Local Laws Compliance

State whether the Council is compliant or non-compliant.

Compliant

Council remains fully compliant with

respect to Local Laws.

C. Competitive Neutrality Compliance

State whether the Council is compliant or non-compliant for all

significant businesses.

Compliant

Council has complied with competitive

neutrality requirements for all of its

significant businesses.

I certify that:

a) this statement has been prepared in accordance with the 2012-2013 National Competition Policy

reporting guidelines, and

b) this statement presents fairly the Council’s implementation of the National Competition Policy.

Simon McMillan


Date: Monday, 9 September 2013



Carers Recognition Act 2012 – Local Government Reporting Requirements

Within the Carers Recognition Act 2012 all councils in Victoria are defined as a ‘public service care

agency’ and therefore a ‘care support organisation’. As a consequence, councils are required to

comply with the Act and to report on this.

This reporting requirement impacts across a wide range of council activities including Human

Resources, HACC, Aged & Disability Services, Leisure & Recreation, Community Services and Family

& Children’s Services.

Councils are identified in the Act as Care Support Organisations. As a Care Support Organisation,

council has obligations outlined in the following sections of the Act:

11 Obligations of care support organisations

(1) A care support organisation must—

(a) take all practicable measures to ensure that its employees and agents have an

awareness and understanding of the care relationship principles; and

(b) take all practicable measures to ensure that persons who are in care relationships

and who are receiving services in relation to the care relationship from the care

support organisation have an awareness and understanding of the care relationship

principles; and

(c) take all practicable measures to ensure that the care support organisation and its

employees and agents reflect the care relationship principles in developing, providing

or evaluating support and assistance for persons in care relationships.

(2) Nothing in this section creates any obligation on a care support organisation to

provide funding or services to persons in care relationships.

Council Reporting Obligations

Section 12 of the Act outlines the annual reporting obligations of councils. A report must be

included in council’s Annual Report and address the obligations outlined in the Act:

12 Reporting obligations

(1) Despite anything to the contrary in any other Act, a care support organisation must

prepare a report on its compliance with its obligations under section 11.

(2) A report required under this section must—

(a) be included in the care support organisation's annual report; and

(b) relate to the period to which the annual report relates; and

(c) include any additional information required by the regulations.

Banyule Council’s compliance

Council has taken all practicable measures to comply with its responsibilities outlined in the Carers

Recognition Act 2012. Council has promoted the principles of the Act to people in care relationships

who receive council services; to people in care relationships, and to the wider community by:

Distributing printed material through relevant council services;

Providing links to state government resource materials on council’s website; and

Providing information to organisations represented in council/community networks.



Council has taken all practicable measures to ensure staff, council agents and volunteers working for

council are informed about the principles and obligations of the Act by including information on the

care relationship in:

Council induction and training programs for staff working in Home and Community

Care and disability services;

Council induction and training programs for staff working in front-line positions with

the general community; and

Induction and training programs for volunteers working directly with the community.

Council runs a monthly carers group that has been set to provide information and

advice to support carers in their role.

Council has taken all practicable measures to review and modify policies, procedures and supports to

include recognition of the carer relationship and has provided appropriate resources to recognise

the care relationship.


The Organisation

THE STRUCTURE


The Organisation

HUMAN RESOURCES

Workforce Strategy and Action Plan

Human Resources (HR), in consultation with the Senior Management Team (SMT), reviewed and

refined the Workforce Strategy and Action Plan for 2012. This was the final year of the four year

Strategy and Action Plan. A new HR Strategic Plan is in development for the next four year cycle;

commencing 1 July 2013.

Council recognises that our staff are the foundation of our success. Our strategic intent is to foster

their engagement, motivation, skills and experience to ensure a strong and stable future for our

workforce and stakeholders.

Organisational Development

Learning and Development

Our focus this year has been on senior leadership development to ensure we have the skills and

capabilities to lead our teams now and into the future. Leading Teams was engaged to assist us on

this journey, with the program continuing into the new year. Feedback has been extremely positive.

The Banyule Leadership Network (BLN) continued to evolve and included a number of topics which

were followed up in separate programmes, including the Voice of Banyule, Fraud Awareness and

Control, the Human Rights Charter, and Leading Teams.

We delivered a number of ‘high need’ learning sessions, including Performance Management

(encompassing the performance review process for both managers and staff), Writing Skills, Train the

Trainer, Time Management, Managing Difficult Conversations, Recruitment and Selection, among

others. A revised Learning and Development Policy has been prepared and is awaiting sign off.

Following on from Focus Groups (conducted last year), a Learning and Development Advisory

Group was formed to provide advice and assistance to HR with the aim of providing a more

centralised approach to learning and development across the organisation, and to simplify and

facilitate training processes.

Workforce Planning

Our quarterly metrics report continued to provide valuable information relating to our workforce

demographics and potential challenges (including the ageing workforce and succession planning

issues). Oaktons was engaged to conduct a Workforce Planning Audit, with HR playing an integral

role in providing information and identifying potential actions. The next steps will involve

consultation with SMT and the development of Action Plans across Directorates.

In order to streamline our systems and processes, HR researched providers for an e-Recruitment

system and appointed Mercury as the provider. We are currently scoping the specifications, with an

implementation planned by December.

Organisational Culture

Once again, culture was a priority, with the introduction of the Voice of Banyule culture program.

This involved many focus groups being conducted across the organisation, with the aim of identifying

values and behaviours that are important to Banyule staff. HR was instrumental in facilitating this

culture work for Corporate Services by collating data, arranging subsequent sessions and developing

Action Plans. This work will continue in 2013-2014.


The Organisation

Employee Relations

2012-2013 has seen a continuation of a collaborative relationship between Council and the relevant

Unions, enabling for employee relation matters to be effectively resolved internally. Following

extensive consultation with affected staff, a number of restructures and realignments have occurred

to better meet our service delivery needs.

Council has expanded the Consultative Committee model to include quarterly local area committees

in Parks & Gardens, Operations, HACC, and BLFM to discuss and address area specific employee

relation matters. This has helped improve internal customer service standards by providing greater

consistency of advice and more efficient progress on employee relation matters.

Equal Employment Opportunity Program

The Equal Employment Opportunity Program policies have been embedded within the organisation.

In 2012-2013 we reviewed our Workplace Behaviour Workshops and as a consequence sourced

two new providers for this training to re-invigorate the program. Feedback has been extremely

positive and we will continue to conduct sessions for new staff as well as refreshers for existing staff,

including management. We are currently sourcing providers for Diversity and Inclusion training, to

be implemented in the next financial year.

Council also introduced a Recruitment Panel register of trained staff who are available to assist with

recruitment in order to meet the principles of merit and equity. We aim to ensure that the candidate

with the most relevant qualifications, skills and experience is selected without regard to irrelevant

characteristics of race, colour, sex, sexual preference, age, physical or mental disability, marital status,

family or carer's responsibilities, pregnancy, religion, political opinion, national extraction or social

origin.

Risk Management and Occupational Health and Safety

OH&S and Injury Prevention

There has been ongoing collaboration between HR and other areas of Council to identify and

manage high risk manual handling tasks, plant safety hazards, chemical use, sun protection, and

confined spaces, amongst other safety issues.

In 2012-2013, Council partnered with Deakin University to undertake a study into identifying and

measuring musculoskeletal stresses placed on the body resulting from the tasks performed by HACC

workers.

We have also worked closely with ECS to look into the design and development of nappy change

benches in order to minimise ergonomic and manual handling hazards to staff, and reduce the risk of

children suffering an injury from a fall.

There has also been a collaborative partnership with Leisure and Culture to deliver successful

festivals and events, through planning for effective management and delivery of public, contractor,

volunteer and staff safety.

Injury Management

Council has continued to collaborate with an Injury Management Consultant to assist with

management of workplace injuries, training and education, and hazard minimisation for

ergonomic/task-related activities, resulting in consistent processes and a continued reduction in

injuries in the workplace.


The Organisation

Health & Wellbeing

Council has formed an effective partnership with Corporate Bodies International to develop and

deliver an effective staff health and wellbeing program. This included successfully applying for a

WorkSafe health grant to supplement and enhance proposed health and wellbeing activities in 2013-

2014, including delivery of proactive health initiatives in the areas of mental health awareness, drug

and alcohol awareness, and general wellbeing.

Risk Management

There has been continued work on updating and implementing Council’s Business Continuity Plan

(BCP), including reorganising the Business Continuity Committee, re-defining key officers’ role and

responsibilities, identifying strategies to reinstate key assets, and prepare for a test run of the BCP.

Council has integrated the Fraud Control Plan information with the Corporate Risk Register so that

parallel reporting is now undertaken. 2012-2013 also oversaw Councils OHS Committee, Workplace

First Aid arrangements, and Emergency Wardens to ensure suitable and effective representation and

delivery in these areas of responsibility.

Insurances

Insurance renewals were completed with near “roll-over” (no increases) terms achieved for almost

all classes of insurance, along with commencing preparation to secure appropriate insurances for the

purchase and development of the former Department of Education sites.


The Organisation

STAFF PROFILE as at 30 June 2013

Directorates Male Female

Executive Services 1 1

Full Time - Permanent 1 1

City Development 74 104


Full Time - Temporary 2 5

Part Time - Permanent 22 55

Part Time - Temporary 0 1

Casual 6 19

City Services 171 29





Casual 1 1

Corporate Services 23 58





Casual 2 5

Community Programs 140 445





Casual 44 91

TOTAL: 409 637


Calendar of Council and Community Events 2012-2013

July 2012

Four Citizenship Ceremonies were held during 2012-2013 with approximately 350 new

citizenship candidates being naturalised.

August 2012

Winter in Banyule Art Festival (16-26 August).

September 2012

Spring Outdoors 2012 (September–November): organised by Banyule, Manningham and

Nillumbik Councils. A series of events celebrating our unique surroundings.

Grand opening of WaterMarc Banyule (9 September)

October 2012

2012 Banyule Seniors Festival: month long festival of events and activities.

Children’s Week (20-28 October): Children’s Week celebrates the rights of children to

enjoy their childhood.

November 2012

Christmas Toys 4 Tots Annual Campaign: supplies toys to approximately 4,000 disadvantaged

children in Banyule each year at Christmas

White Ribbon Day (25 November): annual event against domestic violence.

Malahang Community Festival (18 November).

December 2012

Christmas Carols by Candlelight, Poulter Reserve Greensborough (15 December)

Boulevard Christmas Lights (15–24 December)

International Day of People with Disability (3 December)

January 2013

Australia Day Citizenship Ceremony (26 January)

March 2013

Banyule Festival (23-24 March) Twilight Sounds and Kids ArtyFarty Fest: Council’s annual

community festival, fun for all the family at Warringal Parklands, Sills Bend

Cultural Diversity Week (18-24 March). Community groups are invited to apply for mini

grants to fund an activity promoting our diverse community during this celebration

Harmony Day (21 March): “Taste of Harmony” event

Clean Up Australia day (4 March)

April 2013

Splashdown Youth Festival 2013 (6 April) @ WaterMarc

May 2013

National Volunteers Week (13-19 May) - Banyule Volunteer Awards honouring volunteers

across five categories.

Reconciliation Week Flag Raising (28 May).

June 2013

Banyule Sports Achievement Awards and Club Recognition Night (26 June) hosted by

Cameron Ling


A Summary of Our Best Value Performance

INTRODUCTION

This part of our Annual Report provides a summary of performance against Banyule’s City Plan 2009-

2013 (Year 4). This section also constitutes Council’s Best Value Victoria Annual Report 2012-2013

to our community on the application of the Best Value Principles.

The summary outlines the significant achievements and progress made in relation to the objectives

and key directions in our City Plan. It highlights the range of services (activities), initiatives and

processes being implemented across Council to meet the needs of our community, meet the Best

Value Principles, and promote a culture of continuous improvement.

The Best Value legislation, introduced by the State Government in 1999, is based on consideration of

the following six principles in providing services to the community:

1. All services provided by a council must meet quality and cost standards set by

Council (having regard to community expectations, affordability, accessibility, value for

money and best practice).

2. All services provided by a council must be responsive to the needs of its community.

3. All services provided by a council must be accessible to those members of the

community for whom they are intended.

4. A council must achieve continuous improvement in provision of services for its

community

5. A council must develop a program of regular consultation with its community in

relation to the services it provides.

6. A council must report regularly to its community on its achievements in relation to

the first five principles.

Further information on our Best Value response is available on our website in the Best Value section

(go to www.banyule.vic.gov.au and follow links to Council, Publications and Best Value Report). The

following information for each of Council’s services is also available:

Key Performance Indicator (KPI) results

Key Highlights for 2012-2013

Future Challenges for 2013-2014.

The diagram on the following page gives an overview of Council’s strategic framework, showing the

objectives, key directions and strategic indicators*:

(Note: * Progress against Banyule’s strategic indicators is then provided in the next section of our Annual

Report.)

http://www.banyule.vic.gov.au/





OUR ACTIVITIES AND SERVICES

The following lists the activities and services provided by Council during 2012-2013:

Activity Description

(This service area includes)

Health and Aged

Services

Aged and Disability Services: -Services for Older Persons & People with a

Disability: - Service Access and Assessment, Social Support, Assisted

Transport, Home Care, Delivered Meals, Respite Care, Personal Care,

Property Maintenance, Senior Citizens Centres

Environmental Health: - Food safety, Public Health (including: nuisance,

tobacco, infection control and prescribed accommodation),

Immunisation, Domestic Wastewater Management, Public Health

Emergency Management

Leisure, Recreation &

Cultural Services

Art collection management, Community buses for hire, Culture &

heritage development, The Centre Ivanhoe function centre, Festivals &

cultural events, Ivanhoe Golf Course, Library services, Leisure facilities,

Leisure programs for older adults, Leisure programs for people with

disabilities, Swimming pools, Sports ground allocations

Youth & Family

Services

Municipal Recovery Management, Child Care Centres, Early Childhood

facilities management, Early Childhood facilities Capital Works program,

Early Years Networks facilitation, Kindergartens and Universal Access,

Kindergarten Central Enrolment, Municipal Early Years Plan, Maternal &

Child Health Services, Inclusion Support Facilitators, Jets Studios,

Community Support & Resource, Youth Services, Banyule After Hours

Youth Outreach Service (Link-U), Community Safety (including Graffiti

Management), Community Liaison, Community Building (formerly Metro

Access), Community Development Grants, Employment Programs, Trust

Management, Volunteer Recognition Awards

Parks & Gardens

Horticulture: - Design, construct and maintain: - Playgrounds,

Sportsfields, Irrigation, Landscape, Park Assets, Weed Control, Nursery,

Garden bed design & maintenance, Walking/bike paths

Tree Care: - Street tree maintenance, Pest & disease control, Tree

replacement and planting, Community planting days, Tree removal, Tree

root control, Tree assessment for both private & council.

Bushland: - Environmental education, Environmental management, Flora

& fauna recording & restoration, Noxious weed control, Development of

wildlife corridors, Maintenance, construction, restoration and protection

of Bush Reserves and Rivers

Parks Maintenance: - Passive reserve maintenance, Active reserve

maintenance, Half cost fence replacement, Litter control in parks

Strategic: - Parks & Gardens strategic management, Strategy development

for public open space





Major Projects and

Infrastructure

Infrastructure Maintenance: - Footpath maintenance, Kerb & channel

maintenance, Sign repair/replacement, Street furniture

repair/replacement, Guardrail maintenance, Road patching, Drainage

repair, Unsealed road maintenance, Traffic Counters, Line marking, Road

Management Plan implementation, Pedestrian bridge maintenance

Construction Management: Civil & building construction project

supervision, Road resurfacing, Pedestrian trail maintenance, Asset

inspection & protection, Memorandum of consents, Bike path

maintenance, Roads construction and reconstruction projects, Scheduled

building maintenance, Unscheduled building maintenance, Air conditioning

maintenance, Vandalism repairs, Graffiti removal from council buildings

Development Services

Statutory planning

Subdivisions

Planning enforcement

Building permits & inspections

Transport

Engineering design

Drainage & infrastructure approvals

Sustainable Transport

Strategic & Economic

Development

Infrastructure Assets: Programming for road & footpath maintenance,

New Works & Services program, Drainage system, Asset Management

Plans

Strategic Planning: Land use, Urban Design, Heritage, Planning Scheme

reform, Housing, Neighbourhood Character

Environmental Planning: Environmental strategies & policies,

Environmental education & publications, Wildlife Corridor Program,

Waterwatch Program, Cities for Climate Protection Program, State of

the Environment reporting, Environmental assessment.

Economic Planning: Shopping centre promotion and development,

Shopping centre business planning, Shopping centre enhancement

program, Business development, Business networking, Shopping centre

streetscape master planning, Business growth, attraction and

development

Property Services: Property portfolio management, Acquisition &

disposition, Commercial & residential leases, Discontinuance & sale of

unused roads

Valuations: - Council rating valuations

Land Information Systems: Geographical Information System, Corporate

property information maintenance





Operations Waste Management: - Waste Management strategic management,

Metropolitan Waste Management Group member, Banyule-Visy Material

Recovery Facility, Rethink Centre, Outreach Program, Waste service

support, Waste Recovery Centre (Transfer station), Garbage collection,

Recycling collection, Green waste collection, Hard rubbish collection,

Commercial waste collection, Parks & reserves waste collection

Cleansing: - Mechanical footpath sweeping of shopping centres,

Mechanical sweeping of sealed roads, Cleaning of public toilets and

BBQ’s, Inspection & clearance of drainage pits Maintenance of litter trap

program, Litter clearance from shopping centres, Litter collection,

Removal of dumped rubbish, Removal of dead animals from roads,

Syringe removal

Commercial Drain Cleaning- High pressure drain cleaning (carried out

for Banyule), Litter basket sales & installation

Plant and Fleet Management: - Workshop repairs, services for all Council

vehicles, Contract & specification of fleet, Ordering of new &

replacement vehicles

Emergency Management: - Co-ordination of Municipal Emergency

Management

Governance,

Information and Laws

Municipal Laws:- Animal management, Parking control, Fire prevention,

School crossing supervision, Local Laws compliance

Governance and Information Management:- Corporate Governance and

compliance, Council Elections, Councillors support & training, Council

Office Management, Records management, Archives management,

Cemetery management, Council Meetings

Councillors and

Executive

This includes Councillors Administration and Executive services

Information

Technology

IT Operations: - Customer request management, Maintenance of voice &

data network, Availability of systems & applications

Application Services: - Secure, reliable & innovative services, Delivery of

appropriate solutions, Enterprise Data Centre management, Leading edge

business solutions utilising new & innovative technologies

IT Infrastructure: - Stable & innovative infrastructure, Efficient life cycle

management of data, hardware & voice, Web solutions, Accessibility &

mobility infrastructure solutions

Human Resources Recruitment & selection, Induction, Industrial relations, Organisational

culture, Occupational Health & Safety support and advice, Workcover

and Return to Work Program, Learning and development, Strategic risk

management, Risk assessments and hazard management, Claims

processing/management, Insurances and broker relations, Workforce

Strategy, Workforce Planning





Financial Services Processing & collection of rates & maintenance of rating data, Accounts

receivable, Maintenance of ledgers, Annual & strategic budget

preparation, Procurement of goods and services, Accounts payable,

Investment management, Financial and management accounting, Payroll,

Financial reporting, and Debt servicing, Grants Commission, Investment,

Public Street Lighting, and Rate Revenue

Organisational

Performance

Customer Service to internal units & community, Cash collection &

processing, City Plan development, Best Value implementation,

Corporate policy development & management, Business plan

development, Corporate planning & reporting support, Organisational

development support, Continuous improvement, certification program

management and support, Public relations, Website, Media Liaison,

Corporate Communications Strategy, Corporate Identity, Advertising,

Publications, Community, Social and Health planning, Disability and

Inclusion planning, Indigenous community partnerships



Objective:

1. PEOPLE COMMUNITY STRENGTHENING AND SUPPORT

Support and strengthen the health and wellbeing of the Banyule community

‘People’ is about our desire for optimal health, for better living conditions and improved quality of

life. Wellbeing is fundamental to quality of life, quality of human relationships and the capacity to

participate in education, work, recreation and the community.

Outcomes for our key directions:

1.1 Promote and support good health

The opening of WaterMarc, Banyule’s new premier aquatic facility tops the list of

highlights for the year. This state of the art aquatic and recreation centre has

welcomed thousands of visitors from day one. The facility commenced operation

in September 2012. Visitor levels have surpassed initial expectations, overall

visitor numbers have been high, and membership numbers are also meeting

anticipated targets. The attendance figure for 2012-13 was 553,600.

Belgravia Leisure has been appointed with a three year contract to operate and

manage Council's WaterMarc Facility. Monthly contract meeting are held with

Belgravia Leisure and monthly reports submitted including profit and loss

statements for the facility.

Community

Consultation

Responsiveness,

Accessibility

Continuous

Improvement

Reporting

The Draft Recreation Plan 2013-2017 was developed after extensive consultation

with the community, key stakeholders and the internal organisation. The plan is

to be finalised in late 2013, following a further opportunity for the community to

comment on the draft. The Draft Recreation Plan sets the key directions and

priorities for sport, leisure and recreation facilities and services for the next four

years.

Community

Consultation

Responsiveness,

Accessibility

Continuous

Improvement

Reporting

The Ivanhoe Aquatic and Fitness Centre and Olympic Leisure Centre each

achieved their highest ever enrolments in Learn to Swim programs. In addition,

the Ivanhoe facility hosted the highest number of participants in Victoria for

‘Summer KIDZ’, the learn to swim program subsidised/ supported by the State

Government.

Glenda Barnhard, swimming teacher at the Ivanhoe Aquatic and Fitness Centre,

was awarded the Teacher of the Year (for students with a disability) at the 2013

Aquatics & Recreation Victoria (ARV) Annual Awards. Glenda is now Victoria’s

nomination for her category in the AUSTSWIM National Awards in October.

Responsiveness,

Accessibility

Continuous

Improvement

Council continued to implement the service plan to meet the objectives of Sport

and Recreation Victoria’s (SRV) Access for All Abilities program. Service Plans

that were submitted to SRV for the period January-June 2013 were implemented,

and final reports were provided to show achievement of the service plan and

program targets. Council will continue to seek funding support.

Notification was received from SRV that funding will not continue after June 30

2013.

Responsiveness,

Accessibility

Continuous

Improvement

Reporting



Council’s leisure services continued the equity grants program to assist those with

financial difficulties to participate. Local service providers such as NEAMI (a non-

government mental health organisation), Banyule Community Health, Children’s

Protection Society and Austin Hospital nominate clients that they feel could

benefit from the use of the centres to assist with health and wellbeing outcomes.

The program enabled approximately 100 community members to participate in

learn to swim classes, exercise with friends in the gym, have a swim with

neighbours or enjoy a group exercise class with others. The aim of the program is

to foster equitable access to leisure services for all residents of Banyule, to build

social capital, community connectedness and wellbeing through the provision of

socially inclusive leisure services, to promote healthier lifestyle choices and

enhance individual quality of life.

Accessibility,

Continuous

Improvement

Responsiveness,

Quality and Cost

Standards

Council delivered works as set out in the capital works plan to provide

improvements to park activity centres, unstructured play spaces and playgrounds

in line with its Playground and Play space plan, including:

Completion of Stage 1 of of the Price Park Masterplan implementation,

including replacing and substantially upgrading the playground, tree

removal, pruning and general risk reduction, and steps towards addressing

soil erosion and excess water run-off from the site.

Completion of Stage 2 of the Binnak Park Regional Playground to provide

play activities for older children and outdoor gym equipment for the

general community

Provision of fencing to improve safety around the Malahang regional

playground

Further works to the Possum Hollow playground in Warringal Park.

Playgrounds at Streamline Reserve and Greensborough War Memorial

and Price Park have been renewed and expanded in accordance with

Council’s asset management plans.

Responsiveness,

Accessibility

Continuous

Improvement

1.2 Develop a connected and involved community

The Good Access Good Business project was piloted in two shopping centres,

East Ivanhoe and Rosanna, with 34% of businesses located in these areas

participating in the pilot. The goal of the project was to develop a business access

awards program that rewards businesses which are accessible for people with

disabilities, older people, and people who use prams in the municipality of Banyule.

The project was also designed to encourage businesses to see the benefits of being

accessible, and to help them become accessible by encouraging them to adopt

access principles.

Accessibility,

Community

Consultation

Responsiveness,

Continuous

Improvement,

MetroAccess has continued to strengthen a range of partnerships with local

community and disability services resulting in increased opportunities for people

with a disability, including:

Yarra Plenty Regional Library Service (YPRL) working to increase access

for the Deaf community through staff training, increased programming and

capacity building;

Banyule Community Health Service (BCHS) working in partnership with

local families to support an Auslan playgroup.

Mini grants were distributed to two community organisations to host inclusive

events that celebrated International Day of People with Disability 2012.

Accessibility,

Continuous

Improvement,

Responsiveness,

Community

Consultation



The ‘Our Mall Our Place’ project commenced in February 2013. This community

development project aims to strengthen the community’s engagement with the

Bell Street Mall through cultural activities and improved business approaches. The

project is funded by the State Government.

Council has continued to consult with and support residents and groups from

Banyule’s culturally and linguistically diverse communities.

Accessibility,

Continuous

Improvement,

Responsiveness,

Community

Consultation

Council finalised the People: Health and Wellbeing Policy and Strategy 2013-2017

following an extensive community engagement program during 2012-2013. This is

the primary policy and strategy document that supports the ‘People – Community

Strengthening and Support’ objective of the Banyule City Plan 2013-2017. It

provides the broad ‘Health and Wellbeing’ policy context for all Council related

strategies, policies, plans and activities.

An application was submitted to the Victorian Department of Health to recognise

that the combination of the relevant sections of the Banyule City Plan and the

Banyule People Policy & Strategy satisfies the statutory requirements for a

Municipal Public Health and Wellbeing Plan, as required by the Victorian Health and

Wellbeing Act 2008. The Department of Health approved and commended

Banyule's approach.

Accessibility,

Continuous

Improvement,

Responsiveness,

Community

Consultation

Quality and Cost

Standards

Reporting

The Community and Social Planning team co-ordinated and supported the

organisation’s approach to inclusion, access and equity, which included:

the development of an Inclusion Access and Equity framework to guide

Council's work,

provision of advice to Council and community stakeholders on strategies

to improve community and social wellbeing,

development and support of internal and external partnerships to improve

community and social wellbeing

implementation of the Age Friendly and Accessible Housing Guidelines

Project in conjunction with the Strategic and Economic Development

team

Accessibility,

Continuous

Improvement,

Responsiveness,

Community

Consultation

Council successfully completed its contracted Place Manager role with the State

Government funded Heidelberg West Neighbourhood Renewal project. At its

completion in June 2013 the initiative has been transitioned to a new community

based governance group ‘3081Connect’ with many activities ongoing. The NR Hub

will continue to operate as a community hub for a further two years under the

auspice of E-Focus.

Accessibility,

Continuous

Improvement,

Responsiveness,

Community

Consultation

Quality and Cost

Standards



Council continued to strengthen community partnerships in delivery of Youth and

Family Services. Initiatives included:

staff attended the November 2012 Greensborough Township Meeting

which was convened to provide a proactive and positive response to

emerging perceptions of youth issues. Members of the group include the

Banyule Youth Service, WaterMarc staff, Victoria Police and

Greensborough Plaza management and security managers.

a Family Support Worker was engaged to work with families across

Council-managed West Heidelberg Children's Services. This is a pilot

project in partnership with Child Protection Society.

Maternal and Child Health (MCH) services continued to deliver successful

MCH programs working in partnership with Banyule Community Health

centre (BCHC), ensuring continuity of care with vulnerable clients. The

Continuity of Care model continues with great success between MCH and

BCHC, providing care to the most vulnerable families within the

municipality. MCH also strengthened its partnership with the junior

campus of Charles La Trobe Primary School.

Accessibility,

Continuous

Improvement,

Responsiveness,

Community

Consultation

The Banyule Heatwave Plan has been reviewed and revised in consultation with

key stakeholders. Heatwave alerts and outcomes have been monitored through

summer. Important information was made available on our website and through a

wide range of Council publications such as Banyule Business News, Banner,

Childrens Services newsletter, Food News and the Aged Services Newsletter.

Work has also being undertaken to address and support vulnerable people via a

register, and HACC funding has been received for Vulnerable people. This funding

will be used to support the HACC assessment process and will be linked with the

Emergency Management section.

Accessibility,

Continuous

Improvement,

Responsiveness,

Community

Consultation

1.3 Provide services and support to, and advocate for, people at important

life stages.

A major service review was conducted for Council’s Home and Community Care

Services (HACC) and the information will be used to inform future service

delivery models in line with the National reforms. A final report was submitted to

the Executive Management Team with key findings, outcomes and

recommendations for service development.

The review incorporated the delivered meals service, in response to changing

community needs, and the service has restructured to maximise efficiency. The

delivered meals service had a customer satisfaction rating of 95% for percentage of

delivered meals recipients satisfied with the service (rating the service as excellent,

very good or good).

Continuous

Improvement,

Responsiveness,

Accessibility

Quality and Cost

Standards

Community

Consultation,



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

included:

continued to work with Banyule Community Health to improve service

coordination for client care.

Streamlined the provision of property maintenance services resulting in

reduced waiting times and greater clarity around service provision and

eligibility.

Introduced a community access program for disability respite to provide

opportunities for younger clients to participate in group activities (eg ten

pin bowling).

Successfully completed the ‘Aged & Community Care Common Standards

Audit’

Seniors Month was held in October with record attendance numbers and

fantastic community feedback.

Commenced the introduction of ‘Aged Friendly Cities’ across Council

projects (eg accessible housing)

Continued to implement Banyule's Active Service Model, including

working with the City Development department on age friendly housing,

addressing opportunities as they arise, and working with local senior

groups via seniors network to support the development of information

and opportunities for older adults (eg website).

The HACC Diversity Plan has been developed and submitted to the

Department of Health (DoH).

Continuous

Improvement,

Responsiveness,

Accessibility

Quality and Cost

Standards

Community

Consultation,

Reporting

The ‘Our Voice Our Community’ project, funded by the Federal Government for

18 months, was completed in January 2013. The project developed a number of

community engagement activities including: Summer in the Village; Makers Market;

pop up art installations at the Olympic Village shops; aesthetic improvements to

shopfronts at Olympic Village shops, children’s art activities at Tarakan Housing

Estate; Graffiti Expo and Safety Expo. The project was highly successful in turning

around negative perceptions of public space in key hot spot areas.

Responsiveness,

Accessibility

Quality and Cost

Standards

Community

Consultation,

In the Community Development Grants Program for 2012-2013, 52 applications

were received requesting a total of $172,242.00. Council distributed $140,000 in

grants to 36 approved applications (21 equipment based and 15 activity based)

totalling $107,000 the residual funds were distributed to community groups who

met the funding criteria, who applied for assistance throughout the financial year.

Responsiveness,

Accessibility

Community

Consultation,

Jets is a creative arts hub for young people. It has continued its significant growth

over the past 12 months and partnerships have been sustained and strengthened.

An average of 212 individuals accessed Jets each month: 63% were male and 37%

were female, with 30% of the total being people with a disability and 2% from

Indigenous or Culturally and Linguistically Diverse (CALD) backgrounds. This is

an overall increase of 13% from 2011/12.

Accessibility,

Responsiveness,

Jets implemented a significantly expanded respite program for both 13-17 and 18-

25 year old young people following Innovative Respite funding from the State

Government. Jets successfully obtained quality accreditation to the DHS

Standards, either meeting or exceeding recommended standards. The program

met an identified service need for after school programs for 13-17 year old young

people and after-hours activities for 18-25 year old young people.

Accessibility,

Responsiveness,

Quality and Cost

Standards

Community

Consultation,



The ‘Time Out’ action research project was funded by Council’s Capital Works

program and commenced in December 2012 for 12 months. The project aims to

proactively support young people at risk of homelessness by maintaining their local

support networks and education where possible. The Time Out service also

incorporates a research component with host families. This research project aims

at capturing data on the experiences of families who informally support young

people who are living away from home.

Accessibility,

Responsiveness,

Quality and Cost

Standards

Community

Consultation,

The SHYNE Showcase initiative was successfully launched. Five young people

were trained for public presentations that are currently being delivered in a

number of schools across Banyule. These young people address issues including

resilience, commitment to the community (local and global) and preserving our

national history. The project is in its infancy, with presentations to 250 young

people to date.

Accessibility,

Responsiveness,

Community

Consultation,

Continuous

Improvement,

The ‘Banyule 100’ project has profiled 29 outstanding community members to

date, they are either young people who are outstanding in their endeavours or

adults who support young people. The website has experienced over 10,000 visits

and continues to gain momentum.

Accessibility,

Responsiveness,

Link U secured funding from Youth Connections (a federally funded education re-

engagement program) after a successful trial model of local outreach targeting ‘at

risk’ young people who are disengaged from employment, education and

training. The aim of these Youth Connection outreach shifts is to increase

referrals into the Youth Connections service. As a result of our successful trial

this is being offered to other LGA’s as a ‘best practice’ model.

Accessibility,

Responsiveness,

Quality and Cost

Standards

Community

Consultation,

Continuous

Improvement,

Banyule L2P Learner Driver Program – successfully completed Year 3 of the Vic

Roads funded project delivered by the Banyule and Nillumbik Local Learning and

Employment Network , in partnership with Council and other key stakeholders.

The program aims to provide 120 hours supervised driving training to

disadvantaged young people. In Year 3, 25 young people obtained their

Probationary Drivers Licence. An average of 47 young people participated in the

program ranging from 16 – 21 years of age, logging a total of 2,404 hours of

driving. The program also supports approx 23 adult mentors. Funding for the

program by VicRoads/TAC has been extended for the next 2 years to June 2015.

Accessibility,

Responsiveness,

Quality and Cost

Standards

Community

Consultation,

Continuous

Improvement,

The Banyule Youth Service has continued to offer a variety of recreational and

engagement opportunities in the last 12 months. Some of these have included

open basketball sessions, youth fitness scholarships, bag making, journalism,

illustration and paste-up workshops. The service has also had the opportunity to

partner with Skateboarding Australia which provides free skateboarding

workshops for the next 12 months at Malahang Reserve every fortnight.

Responsiveness,

Accessibility

Community

Consultation,

Youth officers continued to successfully deliver short term individual support to

young people to enable successful referral into appropriate agencies. Anxiety,

school refusal, legal issues, drug and alcohol use and family conflict are the largest

presenting issues faced by young people.

A number of school based youth development programs were developed around

the issues of respectful relationships, safe partying and mindfulness and these were

delivered into 5 secondary colleges in Banyule.

Responsiveness,

Accessibility

Community

Consultation,



The Heidelberg West youth community has been a priority with strong

partnerships across a number of services including the Somali Council of Victoria,

e-Focus, Exodus, Victoria Police, and Transition 3081.

Responsiveness,

Accessibility

Community

Consultation,

Implementation of the Universal Access of Early Childhood Education (15 hours

kindergarten per week) has been introduced across all kindergartens in the

municipality including three (3) Council managed Long Day Care Centres.

As part of the Department of Education and Early Childhood Development

(DEECD) Quality and Assessment rating system, Morobe Street Children Centre

was deemed to be meeting National Quality Standards. Assessment ratings are

available on the Australian Children’s Education and Care Quality Authority’s

(ACECQA) website.

Council also secured $1.1 million in DEECD Capital Grants for works at Audrey

Brooks Memorial Pre-school, Morobe Street Children’s Centre, Interlaken Pre-

school, and Winston Hills Pre-School. This builds on Council’s efforts to increase

capacity of all Preschools in Banyule to support the move to the federal

government objective of Kindergarten Universal Access.

Continuous

Improvement,

Community

Consultation,

Responsiveness,

Accessibility,

Quality and Cost

Standards

Early Childhood Services (ECS) continued its partnership with CPS (Children’s

Protection Society) to support and engage vulnerable families, to increase staff

networks and to support and offer training to all ECS Educators.

Training for ‘Embedding Indigenous Practices’ has also been completed for early

childhood professionals across Banyule and other bordering municipalities.

Continuous

Improvement,

Community

Consultation,

Responsiveness,

Accessibility,

Council’s Maternal and Child Health (MCH) service has continued to work in

partnership with Banyule Community Health Centre. A number of initiatives have

significantly improved participation rates for Key Ages and Stages visits,

particularly for 18 months and 3.5 year olds, providing opportunity for assessment

and referral (where necessary) to other professionals.

The program was highlighted at the MaCFHN’s Conference in Canberra where the

West Heidelberg Continuity of Care program was presented. Integration and

collaboration models continue to develop, ensuring better outcomes for the

children and families in disadvantaged areas.

A Sing and Grow program was introduced for vulnerable families with parenting

and attachment difficulties, helping them learn important parenting skills in a

supportive environment, with positive results. Facilitators for new parents have

provided programs for new mums and dads which have been well received.

Generous feedback has been received from participants.

The improvements in our MCH systems and processes, including the introduction

of SMS reminders of appointments, has also contributed greatly to the improved

take up rates for Key Ages and Stages appointments.

Continuous

Improvement,

Community

Consultation,

Responsiveness,

Accessibility,

Quality and Cost

Standards



Council’s MCH service:

attended to 15,055 KAS visits in 2012-2013

attended to 1,895 non-key ages and stages visits, provided to parents or

requested by parents

had 312 ‘new parent’ groups - various sessions held across the year with 2

key council facilitators

co-ordinated 914 referrals for child health and wellbeing , to other health

professionals

and 128 referrals for maternal health, referring the mother on to health

professionals for her needs

and breast feeding rates have been consistently high for the first 6 months

of the child’s life.

Continuous

Improvement,

Community

Consultation,

Responsiveness,

Accessibility,

Quality and Cost

Standards

The vision for the Olympic Village Learning Hub (OVLH) revolves around life-long

learning and pathways to education and employment, with planning for integration

across the site ongoing for several years now. In May 2012, the project was

successful in securing $1.34m capital infrastructure funding from the Victorian

Government. This funding, together with Council contribution of $750,000, will

deliver stage one of the OVLH development - the Child and Family Centre. In

proceeding with the design phase of the Child and Family Centre, the opportunity

was taken to review all four elements of the Hub for size and siting based on new

demographic data, in particular the increasing population in the 3081 area. This

review has resulted in a redesigned OVLH siting plan to allow for a larger future

primary school building. The OVLH Strategic Partnership Group has continued to

work toward promoting and advocating to potential funding partners the benefits

of this project.

Continuous

Improvement,

Community

Consultation,

Responsiveness,

Accessibility,

The vision for the proposed Watsonia Community Hub is based on the concept of

co-located and integrated services providing benefits to the community through

better access and awareness of services, with a focus on creating healthy

communities, supporting social inclusion and enhancing the wellbeing of local

residents. With these benefits in mind, Banyule City Council has progressed the

planning of a community hub in the South of the municipality to service the

current and future needs of the community. Detailed design for the proposed

Watsonia Community Hub has commenced with the appointment of DesignInc

Melbourne as lead consultant. Discovery and design workshops facilitated by

DesinInc have been held with stakeholders. These workshops have informed a

preliminary preferred design solution which is now being explored further though

a detailed design phase.

Continuous

Improvement,

Community

Consultation,

Responsiveness,

Accessibility,

Council has continued to implement the National Quality Framework for child

care centres across the municipality. Quality Improvement Plans have been

developed across 5 Council managed services to record achievements and

strength, highlight opportunities for improvement, and to document family and

staff input. Support for Quality Improvement Plans and the National Quality

framework has been offered to the broader early childhood services in Banyule

through email, Child care network meetings and Kindergarten Cluster meetings.

Continuous

Improvement,

Community

Consultation,

Responsiveness,

Accessibility,

The Municipal Early Years Plan (MEYP) has progressed with the development and

endorsement of a project management plan, the establishment of internal and

external MEYP Advisory Groups and the completion of a literature review,

including sector research of existing data and frameworks. In addition, it has

included the analysis of data and information collated from the 950 surveys

completed by parents and guardians.

Continuous

Improvement,

Community

Consultation,

Responsiveness,

Accessibility,



1.4 Promote community safety

Council implemented Year 1 of the Community Safety Plan. It provides Banyule

with clear direction and priorities for the next four years. Key goals focus on

coordination, advocacy, education and primary prevention.

Continuous

Improvement,

Community

Consultation,

Responsiveness,

Victoria Police and Council initiated a pilot partnership program of informal street

briefings in West Heidelberg. This followed a successful London model and aimed

to increase positive engagement between the police and the community, enable

information sharing and reduce levels of community concerns and perceptions

about crime. There has also been interest expressed by other Council

Departments and external agencies to join these briefings.

Council completed a State Government funded community safety project at

Watsonia Train station for improved lighting.

Community

Consultation,

Responsiveness,

Accessibility,

Council became a signatory to the Women’s Health in the North Regional Strategy

on the Prevention of Violence Against Women. This is an organisational commitment

to work in partnership on key initiatives. Activities were also facilitated by

Council's White Ribbon Action team for the White Ribbon Day.

Responsiveness,

Accessibility,

Community

Consultation,

Northern Melbourne Institute of Tafe (NMIT) students, together with Banyule’s

Youth Services, have undertaken two community safety audits in West Heidelberg.

This is to ascertain young people’s responses and perceptions of community safety

in their local environment, and the process of reporting concerns to Council or

other Authorities.

Continuous

Improvement,

Community

Consultation,

Responsiveness,

A CCTV camera has been installed at Olympic Village Shopping Centre and three

mobile/covert cameras purchased for VicPol from funding under the ‘Our Voice,

Our Community’ program. Utilizing a CPTED approach (Crime Prevention

Through Environmental Design - an approach to better design of public space to

reduce opportunity for crime) these are to be used in a crime prevention focus

and to increase the community’s perceptions of safety particularly around Olympic

Village. Discussions with the traders showed overwhelming positive responses to

this initiative. Signs have been erected to alert the community to the camera’s

presence.

Responsiveness,

Community

Consultation,

The StreetArt program continued to attract approximately 25 young people

(predominantly male) per month as part of a graffiti diversion program. The

majority of these young people would be considered at risk and often presented

with multiple issues. Additional funding from Northern Melbourne Institute of

Tafe (NMIT) Youth Connections program resulted in an additional worker being

present at sessions to provide referral and pathway support around legal, housing

and drug and alcohol issues. The group completed 3 legal murals as well as an

exhibit “come and try” session at Splashdown Youth Festival in April 2013.

Community

Consultation,

Responsiveness,

Accessibility,

Council distributed 104 graffiti removal kits to residents, community groups and

traders through its “Adopt Your Space” program. Promotion of the kits has been

through a targeted media campaign, attendance at the Banyule Festival, networking

with the local branches of the Victoria Police, Neighbourhood Watch and

promotion of the program through Banyule Banner, ‘on hold’ messages and at a

number of local community events.

Community

Consultation,

Responsiveness,



The Memorandum of Understanding for the Graffiti Removal Program

(Department of Justice) was negotiated and signed to continue the very positive

partnership between Council and the Community Corrections Program for a

further two years expiring in June 2015.

The Community Corrections Program has resulted in removal of approximately

6,000 m2 of graffiti across the municipality. Council now has 45 sites which are

visited by the work team on a regular basis. Over the past 12 months, the

program has increased its hours in Banyule by 24% from last year, providing a total

of 1,805 hours of work.

Community

Consultation,

Responsiveness,

Council continued to ensure compliance with its obligations under the Electrical

Safety (Electrical Lines Clearance) Regulations.

Responsiveness,

Continuous

Improvement,

Quality and Cost

Standards

1.5 Celebrate and promote Banyule’s cultural heritage

Banyule achieved above average results in the Victorian Local Government

Community Satisfaction Survey for 2013 across the selected performance

measures related to Leisure and Cultural Services. The results were amongst the

highest performance scores for Banyule and compare well with the average

Community Satisfaction Indicator (CSI) scores for the Inner Group. Of the

respondents that were able to provide a rating, over 90% of the total respondents

provided a rating of average or better in the three categories of ‘recreational

facilities’, ‘community and cultural activities’ and ‘arts centres and libraries’.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Reporting

Council worked in partnership with the Football Federation Victoria, Heidelberg

Stars Soccer Club, Heidelberg United Soccer Club and the local community to

host one of the days of the Australian Somali Football Association Tournament.

This is now an annual Melbourne-wide tournament and is represented by teams

from overseas and interstate along with our own local teams at Olympic Park in

West Heidelberg. Over 1000 people attended this day alone with over 4000

people attending the final as a part of the overall event.

Community

Consultation,

Responsiveness,

Accessibility,

The former Banyule Art Space was relaunched as Hatch Contemporary Art Space

following a facelift and some interior works. The space is now a dedicated Arts

facility within the Banyule Community.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Council developed the Draft Banyule Arts Plan 2013 – 2017, setting the direction

for the Arts in Banyule for the next four years. This included extensive

community consultation. The plan is to be finalised in 2013 following a further

opportunity for the community to comment on the draft

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

The 2012 Winter in Banyule Festival was themed as ‘Art Up Close’. Various

elements included ’24hr Emergency Art’, projections on Main Street in

Greensborough, Eid Celebrations, Antiques and Heirlooms and various

Workshops.

Community

Consultation,

Responsiveness,

Accessibility,



The theme of this year’s Malahang festival was Sport and the Olympics celebrating

the 56th anniversary since the 1956 Melbourne Olympic Games. Attendance at

the festival was successful with approximately 3000 people attending over the

course of the day.

Community

Consultation,

Responsiveness,

Accessibility,

Banyule Festival continues to be very well attended and enjoyed by the Banyule

Community. Twilight Sounds attracted over 2,000 with a great line up of

Australian acts. The Kids Artyfarty Fest attracted well over 8,000 people

throughout the day with the annual Grand Street Parade having a near record

number of participants with over 800 people singing, dancing and marching down

Burgundy Street.

Community

Consultation,

Responsiveness,

Accessibility,

‘Home - Reframing Craft & Domesticity’ was undoubtedly the most successful

Council art exhibition so far. As the first exhibition since the opening of Hatch

Contemporary Arts Space, ‘Home’ has set a solid grounding for the future

development of the Arts in Banyule and the potential for Hatch to connect with

diverse community members. ‘Home’ presented 83 works by 56 artists and

artisans who worked in a wide range of craft-based mediums. Artworks were

displayed in ‘rooms’ set up within the gallery, creating a narrative of a home and

providing an immersive experience. This exhibition received extremely positive

feedback from the local community and the art community more widely.

Community

Consultation,

Responsiveness,

Accessibility,

Banyule gathered 13 leading inclusive arts agencies and peak bodies together with

70 members of the local community for its ‘Inclusive Arts Forum’ to discuss raising

the profile of artists who have a disability, pathways in the creative industries for

artists with a disability, and practical strategies for making creative environments

inclusive. This forum was in partnership with Metro Access.

Community

Consultation,

Responsiveness,

Accessibility,

Council continues to work in partnership with the Heidelberg School Art

Foundation and Parks Victoria on the development of Council’s first purpose built

art gallery - Impressionist Lab (Gallery) – to celebrate the Heidelberg School of

Artists and Impressionism. Consultation with the community will continue as

Council moves forward on the proposed development.

Community

Consultation,

Responsiveness,

Accessibility,

1.6 Protect and improve public health and wellbeing

In the 2012 calendar year, seven new food businesses opened in the municipality

(resulting in a total of 700 food premises registered under the Food Act 1984 as at

end June 2013).

Statutory food sampling requirements were met with a total of 198 food samples

submitted for the purpose of analysis in the set period of 1 March 2012 to 28

February 2013. In addition, Council conducted 1,176 statutory inspections of food

premises in the year ending 31 December 2012.

Continuous

Improvement,

Community

Consultation,

Responsiveness,

Quality and Cost

Standards



The detailed design for the redevelopment of Ivanhoe Aquatic & Fitness Centre

(Stage 1) was the completed in early 2013. This included several community,

member and staff consultation sessions, generating a good level of excitement and

expectation. Stage 1 includes: expansion of existing gym floor by 450sqm, new

entry and reception for the facility improving customer flow and accessibility,

improved staff administration hub, inclusion of a café facility with associated

seating, addition of lift and stairwell to help movement around the centre,

refurbishment of existing change areas and pool hall, with the addition of a change

village and additional car parking. This centre is a key recreation facility in Banyule,

attracting over 400,000 visits every year.

A full refurbishment of the Olympic Leisure Centre gymnasium was completed in

June 2013, including installation of new equipment. There has been a 25% increase

in memberships at the centre.

Community

Consultation

Responsiveness,

Accessibility

Continuous

Improvement

A total of 216 premises were registered under the Public Health and Wellbeing Act

as at end June 2013, and Council conducted a total of 213 statutory inspections of

Public Health and Wellbeing Act premises during the 2012 calendar year.

Continuous

Improvement,

Community

Consultation,

Responsiveness,

During the 2012 calendar year, 10,589 vaccines were provided at public

immunisation sessions, 6,261 vaccines at school sessions and 864 via commercial

sessions.

Council has maintained an average of 93.06% immunisation coverage for the age

cohort of 12 months higher than the Victorian average of 92.35% and the

Australian average of 91.68%. It has also maintained an average of 94.06%

immunisation coverage for the cohort of 24 months higher than the Victorian

average of 93.38% and the Australian average of 92.59%.

The first years of the HPV vaccine for boys program at secondary schools has

been implemented.

Continuous

Improvement,

Community

Consultation,

Responsiveness,

Quality and Cost

Standards

Council continued to implement the Food Security Plan to ensure affordability,

safety and access to nutritious food, including:

Planning and discussions regarding increasing access to food relief

Food related partnerships across council (eg. food safety, sustainable food

growing and production)

A cross-council planning framework for food is being developed

A position has been advertised for a Food Security Project Officer. This

role will be responsible to the development of a strategy on food relief in

the municipality.

Accessibility,

Responsiveness,

Community

Consultation,

Continuous

Improvement,

Council adopted its Smoke free Outdoor Areas Policy in March 2013, designating

specific areas within the municipality as smoke free. Smoke free signage is being

installed in Regional and Neighbourhood playgrounds and being arranged for the

Greensborough walk.

Community

Consultation,

Responsiveness,



The Domestic Animal Management Plan 2012-2016 was adopted by Council in

June 2013 and contains actions which support and facilitate the benefits of animal

ownership and companionship and contribute to the health and wellbeing of

residents. It also aims to educate residents about the accepted standards of

animal welfare including the care, feeding and physical wellbeing of domestic pets.

The key issues for Council which are addressed in the Plan include continuing to

encourage responsible pet ownership; dealing with dangerous and restricted breed

dogs, and addressing the overpopulation of dogs and cats.

Community

Consultation,

Responsiveness,

Continuous

Improvement,

The Municipal Public Health Emergency Management Sub Plan was adopted by the

Municipal Emergency Management Planning Committee (MEMPC)

The Community Disaster Resilience Consultation was conducted with 2000 hard

copy surveys being distributed across the municipality. Results of the survey were

analysed, and Council commenced development of a new Strategic Plan for

Building Disaster Resilience, to be implemented in 2013-2014.

Banyule continued to develop and implement the emergency management

collaboration project with other municipalities. Council officers participated at the

working group levels and in regional forums. It is anticipated that this project will

continue until 2014-2015 at a minimum.

During 2012-2013 Banyule:

Conducted a ‘Community Emergency Preparedness Survey’ which

identifies shared issues and enables Council to plan for and develop

problem solving strategies that are consistent with the community’s needs.

Identified and mapped facilities likely to have vulnerable people residing in

them, vulnerable communities and individuals, as well as areas of higher

risk (e.g. flood prone areas, extreme fire danger areas).

Assisted with the Co-ordination of Council’s Vulnerable Person’s Register

and maintenance of the Vulnerable Person’s in Facilities List.

In conjunction with VicSES completed development of the Banyule Flood

Emergency Management Plan.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Quality and Cost

Standards



Objective:

2. PLANET ENVIRONMENTAL SUSTAINABILITY

Conduct Council activities in a sustainable manner, and practice sound

stewardship of the natural environment to ensure its diversity, protection and

enhancement.

‘Planet’ is about the natural and formed environment and the ecosystems that sustain the community.

Our community is an integral part of the environment and together we are the custodians of our

shared home.


2.1 Protect and enhance our natural environment

Council completed and adopted the Planet (Environmental Sustainability) Policy

and Strategy 2013-2017, following an extensive community engagement program

during 2012-2013. This is the primary policy and strategy document that supports

the ‘Planet - Environmental Sustainability’ objective of the Banyule City Plan 2013-

2017. It provides the broad ‘Environmental Sustainability’ policy context for all

Council related strategies, policies, plans and activities and sets the framework for

achieving environmental sustainability in Banyule.

Accessibility,

Continuous

Improvement,

Responsiveness,

Community

Consultation

Quality and Cost

Standards

Reporting

Banyule’s bushland reserves have continued to receive carefully planned

management to ensure the survival of rare and threatened species such as the

Eltham Copper Butterfly. Night time surveys in key locations allow the caterpillar

populations to be monitored and the butterfly’s habitat enhanced.

Council’s Bushland Crew undertook weed control programs in 35 reserves,

covering approximately 280 hectares of bush and natural areas. This included St

Helena Bush Reserve, Dalvida Reserve and Darebin Creek Northern Grasslands.

The programs were aimed at reducing weed cover and to encourage regeneration

of indigenous plants species.

The Bushland Crew also undertook a successful ecological burn in St Helena Bush

Reserve in conjunction with the Country Fire Authority (CFA) in December 2012,

resulting in a reduction of weed cover and the regeneration and an increased

population of rare orchid species. A carpet of wildflowers including orchids, peas,

daisies and lilies has been generated by cool burning of this bushland.

The team also continued the ongoing program of spot burning and hand weeding

to reduce weed cover and increase regeneration of native species throughout

most remnant bushland reserves, including Andrew Yandell Reserve, Simonelli

Reserve, Harry Pottage Reserve, Dalvida Reserve, Wooded Way Reserve,

Darebin Creek Grasslands, and Rosanna Parklands.

Council has continued to implement its works program that protects and

enhances our waterways, and wetlands. The Bushland Management team has

regular weed control, planting and maintenance program for various streamside

plantings, including:

Yallambie Park South, Plenty River,

Mandell Crt, Ivanhoe, Darebin Creek

Banyule Swamp South drainline habitat link, Viewbank

Responsiveness,

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,



Banyule continued to liaise with Melbourne Water on a number of projects

including the Woody weed control program along the Yarra frontage from Bonds

Road, Viewbank to Ivanhoe Boulevard Wilson Reserve and starting Woody weed

removal and revegetation to Salt Creek, Rosanna Parklands from Lwr Plenty Road

to Von Nida Crescent , Rosanna.

(Continued)

Council’s Parks and Gardens team planted a total of 1,250 trees in streets and

parks in 2012-2013. It has also co-ordinated the planting of a total 9,835 local

native (indigenous) plants in parks and bushland reserves for 2012-2013. These

plants were made up of tube-stock trees, shrubs and ground species, and were

planted throughout Banyule’s bushland reserves, creeks and river reserves. This

was part of the ongoing revegetation program for 2012-2013, including community

working bees (local volunteers and friends groups).

The tree care team continued to investigate a wide variety of species suitable for

use within its parkland and street environment. The tree care team has initiated

additional programs such as integrated pest management to provide greater

protection of its significant street scapes from further pest and disease outbreaks

Banyule inspected and pruned 35,000 trees throughout the municipality under

Council’s Routine Street Tree Maintenance Contract.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Council has obtained State Government funding to assist with upgrading the

section of the Plenty River Trail west of Willinda Park, and to provide improved

linkages between the trail and the Greensborough Principal Activity Centre.

Community

Consultation,

Responsiveness,

Accessibility,

Community consultation regarding permanent planning controls for substantial

trees in residential neighbourhoods in Heidelberg West, Bundoora, Watsonia,

Viewbank and parts of Greensborough has been completed and the amendment

will now be considered by a State Planning Panel.

Banyule has continued its focus on increasing the number of trees and other

vegetation on private land through planning conditions.

Community

Consultation,

Responsiveness,

Continuous

Improvement,

Public exhibition has begun for C80, to achieve a permanent Substantial Tree

planning scheme control, known as Vegetation Protection Overlay, Schedule 5.

The temporary planning scheme policy for neighbourhood character has been

extended by the Minister until 30 June 2013. The Minister's response to C68, for a

permanent and new Local Policy for Neighbourhood Character, is being

progressed. Further progress on C80 and for Council's Neighbourhood

Character Strategy is expected in 2013-2014.

Responsiveness,

Community

Consultation

Banyule’s public spaces were mowed on a regular basis, including parks and

reserves, sportsfields, traffic management areas and fire hazards. Council

maintained its garden beds and Banyule's 44 active sportsfields to agreed standards

which meet community expectations. Surfaces on sportsfields responded well

based on the maintenance works conducted over the summer period.

Accessibility,

Continuous

Improvement,

Responsiveness,

Community

Consultation

Quality and Cost

Standards



2.2 Conserve water and improve stormwater quality

Significant works were conducted to establish one of the largest stormwater

harvesting networks in Melbourne at Kalparrin Gardens in Greensborough,

Chelsworth Park in Ivanhoe and DeWinton Park in Rosanna. The works are

nearing completion, and when complete, the $6 million project will capture, filter

and store stormwater underground and use it to irrigate sport fields and open

spaces in these parks keeping them green all year round. This will improve amenity

for all park users including residents, sports clubs and schools.

Tonnes of litter, sediment, nitrogen and phosphorous will also be filtered and

prevented from polluting waterways including Kalparrin Lake, Reedy Billabong and

the Plenty and Yarra Rivers while saving precious drinking water. This project will

provide water for about 40% of Council’s active open space.

The project is supported by funding from the Australian Government, Ivanhoe

Grammar School, the Victorian Government, Melbourne Water and Banyule City

Council.

Community

Consultation,

Responsiveness,

Continuous

Improvement,

Accessibility

A draft Water Plan has been developed as part of the Planet (Environmental

Sustainability) Policy and Strategy 2013-2017 framework. This will be presented to

Council for consideration, adoption and implementation in 2013-2014.

Community

Consultation,

Responsiveness,

Continuous

Improvement,

Council continued to implement The Sustainable Homes Program, which

encourages water saving through community education workshops. Water issues

were also promoted through the Banyule Stormwater Harvesting Project.

Community

Consultation,

Responsiveness,

Continuous

Improvement,

2.3 Deliver action on climate change

Council continued to support the installation of a cogeneration system in

Watermarc to generate electricity from waste heat and reduce energy

consumption and costs.

Responsiveness,

Continuous

Improvement,

The preparation work was completed for energy efficient street lighting to save up

to 67 per cent of Council’s streetlight energy on about 8000 lights. The first half of

the municipality’s lights will be installed in the 2013-2014 financial year.

Responsiveness,

Continuous

Improvement,

Community

Consultation,

Council has now established recycling stations for mobile phones, batteries, x-rays,

fluorescent globes, eyeglasses and other items at its three customer services

centres.

Responsiveness,

Continuous

Improvement,

Community

Consultation,

Accessibility



Federal funding of $53,000 has been secured for a $90,000 solar hot water

program for key Council buildings.

Responsiveness,

Continuous

Improvement,

Council continued to provide a cost effective fleet while minimising the impact on

the environment, meeting operational requirements and minimising risk to staff

and community.

Responsiveness,

Continuous

Improvement,

Quality and Cost

Standards

Council continued to implement the organisational volunteer Enviro Reps program

reinforces improved environmental practices. Enviro Reps are successfully running

the Worm Farm at Rosanna and the Recycling Stations have been expanded to

Greensborough and Ivanhoe offices.

Responsiveness,

Continuous

Improvement,

Community

Consultation,

2.4 Avoid waste generation

Banyule achieved a result of 79 for ‘Waste Management (performance)’ in the

State Government’s Annual Community Satisfaction Survey 2013. The result of 79

was the highest for all the Inner Group whose average was 74. In addition,

Banyule achieved a result of 67 for Environmental sustainability (performance) –

this was significantly higher than the average for the Inner Group (65).

Continuous

Improvement,

Community

Consultation,

Responsiveness,

Work with 10 municipal Councils in the northern and western suburbs was

finalised to enter into a contract for the long-term processing of green organic

waste collected within Banyule.

Council has worked with the Metropolitan Waste Management Group to ensure

due diligence to the impact of the Carbon Price on landfill gate fees and negotiate

a good result.

Continuous

Improvement,

Community

Consultation,

Responsiveness,

The Rethink Centre hosted over 4,400 visitors in the past twelve months, which

brings the total attendance to more than 55,000 since its opening in 2000.

The Districts, Lifestyles and Avoiding Waste Project will develop tools to

understand behaviours in the household with regard to food waste. The project

has engaged 28 households over three areas to assist with the research by

providing food use and purchasing behaviour information.

Council held a School Waste Conference involving 8 schools and 150 students to

assist schools in developing waste programs and activities.

Responsiveness,

Accessibility,

Council continued to provide a responsive and effective cleansing service to

streets, drains, shopping centres and public toilets, and maintain these assets with

a high level of cleanliness.

Responsiveness,

Accessibility,

Continuous

Improvement,

An early draft of the Waste Management Plan has been developed. Consultation

with the community has been undertaken with key outcomes to be included in the

plan.

Continuous

Improvement,

Community

Consultation,

Responsiveness,

Accessibility,

Quality and Cost

Standards



2.5 Encourage environmental stewardship

This was the final year of the three-year Sustainable Homes and Communities

Education Program for residents, households and community groups. The program

involved workshops and presentations to provide the community with practical

information for saving money by reducing energy, water and food bills, producing

less waste and creating a more sustainable home and community. This program

was a joint project with Darebin Council and with the support of the State

Government.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Council continued to deliver its community and Council environmental

sustainability engagement programs and events including Sustainable Homes and

Communities, Home Harvest Festival, Kids Teaching Kids Conference, Wildlife

Corridor, Healthy Waterways Waterwatch, EnviroReps and Spring Outdoors.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Drafts of environmental stewardship, water, biodiversity and energy plans were

completed to sit under the Planet Policy and Strategy and to be considered by

Council consideration.

Community

Consultation,

Responsiveness,

Accessibility,

Banyule continued to foster relationships with friends groups, school groups

through participation in local parks working bees, Clean Up Australia Day,

National Tree Day, Waterwatch activities, including:

Co-ordination of 90 volunteers who collected 144 bags of litter weighing in at

915 kgs of total rubbish across 6 sites as part of the Clean Up Australia Day

Program.

65 Working Bees were co-ordinated during the year with local Friends

groups, resulting in 9,835 local native (indigenous) plants in parks and bushland

reserves for 2012-2013.

During National Tree Day the Bushland crew oversaw 65 volunteers as they

planted approximately 1,900 indigenous trees.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

During 2012-2013 Council provided biodiversity education for 2,360 people at 30

events through the Wild Corridor Program. Council also provided water quality

and water conservation education about Banyule’s stormwater harvesting projects

at 15 events for 856 people .

Responsiveness,

Accessibility,

Continuous

Improvement,

Council continued to support and advocate on the implementation of new

industry based product stewardship programs (eg. electronic waste disposal). A

recycling process for televisions has been implemented at the Waste Recovery

Centre as a result of product stewardship.

Responsiveness,

Accessibility,

Continuous

Improvement,



Education programs that empower the Banyule community to avoid waste

continued to be provided in 2012-2013. These included:

Aussi Vic Resource Smart Schools Program - This program is funded by the

State Government through Sustainability Victoria. Schools work towards

accreditation by developing environmental policies and statements that include

environmental action plans. The process involves promotion of their activities

to their School community through newsletters and the school's website.

Support and facilitation were provided to two schools, Montmorency Primary

and Greensborough Primary, to obtain their accreditation. Promotion of this

program to other schools in Banyule has also been completed. The Waste

Wise Education Program and education van have supported this program by

providing teacher professional development workshops, leadership in assisting

School’s Environmental Teachers in completing of the school’s accreditation

requirements, and also providing education sessions.

Schools Waste Conference October 2012 – The Waste Wise Outreach

Education Program sponsored and supported this conference by assisting with

the development of a program to be conducted at Ivanhoe East Primary

School by providing speakers and activities that inspired and encouraged

students to think about avoiding waste in the home and at school. This

conference was attended by eight Banyule Schools, Mother of God Primary

School, Montmorency South Primary School, Ivanhoe Girls Grammar School,

Greensborough Primary School, Briar Hill Primary School; Glen Katherine

Primary School, Ivanhoe Buckley House Primary School and Ivanhoe Primary

School, with 150 students in attendance. The outcome was to assist schools to

develop waste programs and activities.

Districts, Lifestyles and Avoiding Waste Project (funded by Metropolitan

Waste Management Group) – This project has commenced and the

development of an Education Kit to assist with Food Waste Avoidance in the

home is almost complete. This kit is to be distributed to 28 households in

Banyule over three different suburbs. The outcomes of this research will assist

Council to develop tools to understand behaviour in the household with

regard to food waste.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,



Objective:

3. PLACE SUSTAINABLE AMENITY AND BUILT ENVIRONMENT

Enable Banyule’s buildings, places and spaces to be more sustainable and

encourage communities to live, work, shop, move and play locally.

‘Place’ is about ensuring that the buildings, infrastructure, places and spaces in which we live, shop,

work and play enhance our sense of wellbeing and belonging.


3.1 Support the character of neighbourhoods and guide growth to accessible places

Council completed and adopted the Place Policy and Strategy 2013-2017, following

an extensive community engagement program during 2012-2013. This is the

primary policy and strategy document that supports the ‘Place: Sustainable amenity

and built environment’ objective of the Banyule City Plan 2013-2017. It provides

the broad ‘Place’ policy context for all Council related strategies, policies, plans

and activities, and provides the framework for maintaining and improving Banyule

as a liveable and vibrant place

Community

Consultation,

Responsiveness,

Continuous

Improvement,

Banyule Building Permits and Inspections (Bpi) issued a total of 1,431 building

permits for the year with a value of $194,793,090. Of this total, 401 building

permits were issued for development within Banyule, with a value of $43,103,975.

The group conducted a total of 6207 building permit inspections throughout the

year.

BPi kept residents and clients informed about compliance with building regulation

changes including the Australian Standards: ‘AS 1926.1 2010 Swimming Pool Safety’

and ‘AS 1428.1 2009 Design for Access and Mobility’.

BPi was audited on four occasions this year and achieved great results. These

included audits conducted by the Building Commission, including a Building

Commission Levy Financial audit and Building Commission Site Specific Audits, in

addition to other internal and external audits.

The Municipal Building Surveyor and Deputy have developed systems to enable

consistent approach to the report and consents process. This enables any building

proposals to be assessed against the impact upon the streetscape.

The BPi service is continuing to develop its procedures and systems to ensure

best service delivery to its customers. A scope is being prepared to develop

delivery via electronic device for on-site inspection results.

Accessibility,

Community

Consultation,

Responsiveness,

Continuous

Improvement,



In the 2012-2013 financial year, Council’s Development Planning team received a

total of 1,392 applications for development, subdivision, tree removal and formal

amendments to existing permits. Further to this, 107 requests for secondary

consent applications were received as well as 106 requests to extend permit

timeframes, 184 certification applications and 20 development plan approvals.

The team also completed the assessment of 1,439 applications for development,

subdivision, tree removal and formal amendments to existing permits. This is

again a productive financial year with 47 more applications being completed than

received. Further to this, 104 requests for secondary consent applications were

completed as well as 100 requests to extend permit timeframes, 116 certification

applications and 15 development plan approvals.

The Sustainable Housing and Liveable Housing Guidelines and assessment for

multi-dwelling developments (3 or more dwellings) were implemented.

343 complaints were received in relation to alleged breaches of planning permits

and the Banyule Planning Scheme with 221 complaints being closed.

Accessibility,

Community

Consultation,

Responsiveness,

Continuous

Improvement,

The planning scheme amendment for a new Residential Neighbourhood Character

Policy (now in the Banyule Planning Scheme) has been completed. This aims to

improve local design outcomes for housing, landscaping, setbacks and the

protection of ridgelines and trees.

A heritage strategy and planning scheme amendments to guide local heritage

planning decisions and protect 65 additional heritage properties were completed,

with the inclusion of the Maroondah Aqueduct on the Victorian Heritage

Inventory and nominating Sparks Reserve for State heritage significance.

Community

Consultation,

Responsiveness,

Continuous

Improvement,

Community engagement for directing development to preferred places is

continuing. Public consultation for getting a framework into the planning scheme

has been completed and much consultation has been done to support Council's

adoption of an Ivanhoe Structure Plan in June 2013. There will be more

consultation in 2013-2014, when Council makes progress on public exhibition for

permanent planning scheme changes.

Community

Consultation,

Responsiveness,

Accessibility,

Work has continued to refine the 10-Year Capital Works Plan to help prioritise

the city’s capital works. Funding gaps in the management of the city’s assets

including roads, pathways, bridges, drainage, playgrounds, open space and buildings

are still being identified.

Responsiveness,

Banyule’s Engineering team delivered a range of activities in 2012-2013, including:

Prepared 29 Council Reports, to inform Council and provide

recommendations on the appropriate course of action for key issues including:

major projects, transport and road safety issues, parking management,

drainage and road design.

Completed 1,270 Transport and Road Safety related customer requests, an

average of approximately 102 a month, with 93% completed on time

Completed 1,956 Drainage and Development related customer requests and

Referrals, an average of approximately 163 a month.

Delivered approximately $90,000 in Transport and Road Safety related Capital

Works.

Delivered approximately $90,000 in Drainage related Capital Works.

Commenced the Strategic Stormwater Network Catchment Analysis study for

the municipality delivering around $170,000 in modelling and investigations.

Accessibility,

Community

Consultation,

Responsiveness,

Continuous

Improvement,



Council has continued to ensure improvements to Banyule’s infrastructure and

road network to meet community needs. Council has worked with key

stakeholders to get the best outcomes in the design and planning stages of civil

and construction projects.

Accessibility,

Community

Consultation,

Responsiveness,

Council committed to the purchase of three former school sites in Bellfield and

Heidelberg Heights to ensure the retention of community facilities, including local

basketball courts.

Accessibility,

Community

Consultation,

Responsiveness,

3.2 Support strengthening of local centres of activity

Council has continued to support initiatives in The Mall including a new business

incubator, ‘Our Mall Our Place’ cultural diversity events, and a visual

merchandising program, in keeping with Council’s vision for The Mall.

Community

Consultation,

Responsiveness,

Accessibility,

Special Rates and Charges schemes for shopping centres in Greensborough,

Montmorency, Eaglemont, Watsonia, Macleod, East Ivanhoe and Lower Plenty

have been completed and work has commenced on Rosanna and Ivanhoe.

Community

Consultation,

Responsiveness,

Accessibility,

Key Property Projects were delivered in accordance with Budget priorities, Responsiveness,

An updated Ivanhoe Structure Plan was adopted by Council in June 2013, after

further public consultation was done. Civic Precinct master planning is continuing

into 2013-2014 including recommendations on improved community facilities and

public spaces and the future of the library, and is being coordinated through the

Economic Development Unit.

Accessibility,

Community

Consultation,

Responsiveness,

3.3 Protect and develop publicly used assets

Stage 1 of the Price Park Masterplan has been completed. This included replacing

and substantially upgrading the playground, tree removal, pruning and general risk

reduction, steps towards addressing soil erosion and excess water run-off from

the site.

Community

Consultation,

Responsiveness,

Accessibility,

Stage 2 of the Binnak Park Regional Playground was been completed.

Works were conducted to raise garden beds at the Buna Reserve Community

Garden to better cater for elderly and disabled residents.

Accessibility,

Responsiveness,

Council undertook a feasibility study into the potential of creating fenced off-lead

dog parks in Banyule and into the upgrade of the pavilion facilities of the Kintala

Dog Club.

Accessibility,

Responsiveness,



The Darebin Trail link beneath Heidelberg Road to Sparks Reserve, Ivanhoe has

been completed, to connect the existing completed section of Darebin Creek

Shared Trail with The Boulevard.

Banyule together with other Northern Region councils have successfully lobbied

for State Government funding of $18million to complete the final stage of the

Darebin Creek Trail to link it to the Main Yarra Trail.

Council also secured State Government funding to assist with the upgrade of part

of the Plenty River Trail west of Willinda Park and to provide improved linkages

between the trail and the Greensborough Principal Activity Centre.

Community consultation into the feasibility of providing a safe improved bicycle

route between Banksia Street and Burke Road North was completed.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Condition inspections and associated repairs for our shared paths were completed

to the required standards of assets management. In terms of Linear metres of

shared paths/ trails renewed, upgraded and new, Council completed 2,908 metres,

including works for the Darebin Creek trail, Wilson Reserve trail, Donaldson

Creek trail, Plenty River trial, and Main Yarra trail.

Community

Consultation,

Responsiveness,

Accessibility,

Improvement works and facility upgrades that have been undertaken include:

park fencing at Elder Street Reserve

cricket net facilities at Chelsworth Park, Seddon Reserve, Olympic Park,

Shelley Reserve

path and steps on the Montmorency Park escarpment to improve safety.

heritage landscape installation at the Ivanhoe Town Hall

Community

Consultation,

Responsiveness,

Accessibility,

Banyule’s Major Projects and Infrastructure team completed a range of activities in

2012-2013, including:

construction and upgrade of footpaths and installation of pedestrian signal in

Main Street Greensborough

reconstruction of carpark at Flintoff Street, Greensborough

footbridge works at Banyule Rd/Graham Rd deck replaced, Binnak Park

repaired due to vandalism, Elder St drainage works to approach, Willinda Park

handrails replaced and 10 bridges repaired due to storm damage

Bike path construction and maintenance.

Drainage works – 5 projects completed.

38,422 m2 of local roads have been resheeted with 13 roads being completed.

35.1 km of road crack sealing completed with 54 local streets crack sealed

Oriel Road, Malahang to Tobruk section reconstruction has been completed.

4,950 sqm or 6,680 bays of footpath replaced

367 lineal metres of kerb & channel replaced

18 pram crossings replaced

street signs and other street furniture worth $116,190 repaired and replaced

65 streets line marked with long life paint

major road patching works were performed on 10 streets with 1,000 sqm of

patching completed.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,



Street Sweeping and Cleansing services have continued to be delivered to the

agreed standards. This included identified new requirements for Greensborough,

WaterMarc and Town Square. Data is currently being collated to determine the

frequency currently being acheived by each sweeper. The data is being analysed

and combined with GIS maps and driver reporting to modify sweeper rounds.

Adjustments were made to some rounds and have been monitored for

effectiveness.

Continuous

Improvement,

Responsiveness,

Quality and Cost

Standards,

Drainage guidelines for developments were updated. Development guidelines are

monitored for improvements and frequently asked questions from developers,

ongoing improvements and amendments and are programmed for quarterly

updates.

Responsiveness,

Accessibility,

Continuous

Improvement,

A Draft 10 Year Capital Works Plan and an assessment of the renewal gap across

key asset groups was completed in 2012. This is now being reviewed in keeping

with the revised Strategic Resource Budget to ensure that the renewal gap is

minimised.

Continuous

Improvement,

Responsiveness,

The revised Road Management Plan was adopted by Council in June 2013.

Banyule completed the public exhibition of a local Environmentally Efficient Design

(ESD) amendment for the Banyule Planning Scheme to improve Council’s

assessment of development requiring a permit.

The ongoing Essential Service inspections and repairs were undertaken as per the

program for implementation of the Essential Safety Measures (Buildiing Code).

These reports were completed in June 2013. Exit lights, paths of travel and fire

extinguisher maintenance and servicing have been completed for the financial year.

Accessibility,

Community

Consultation,

Responsiveness,

Reporting

Continuous

Improvement,



Banyule’s Functions team delivered a range of activities in 2012-2013, including:

The Centre Ivanhoe celebrated 75 years since its official opening in 1937,

which was acknowledged by the hosting of its first ticketed event, “Back to the

Berg”. This gala event was a great success with over 330 guests attending for

a fabulous night of entertainment and dancing. Not surprisingly, the event

organisers received fantastic feedback from guests acknowledging the high

quality of the food, presentation of the venue & the Art Deco furnishings on

display.

Successful achievement of all sales targets by the Functions Team, with an

increase of approximately 16% in income. This was due in part to The Centre

playing host to a record breaking 50 weddings in a single calendar year. This

was a fantastic result and reflects the significant promotion and marketing

efforts of The Centre Ivanhoe Functions Team.

Installation of several major Capital Improvements to the facility included:

New furniture for the Great Hall foyer

New furniture in the Streeton Bridal Suite

Wireless Internet Access - established throughout the venue

New roller door for the Streeton kitchen

New Rationale oven in the Great Hall kitchen

These improvements will continue to allow The Centre Ivanhoe to meet the

function and event requirements of both new and existing clients.

Adoption and commencement of a New Catering Contract Model in early

2013. This resulted in the redeployment or voluntary redundancy of all

members of The Centre’s Functions team. One staff member was redeployed

to the Function Contract Co-ordinator position.

Provision of sponsorship by way of Banyule City Council’s Facility Access

Grants was well used by many community groups, enabling them to hold

numerous fundraising events at several of Councils community venues and

halls.

Continuous improvement to our halls, particularly the provision of new tables,

chairs and blinds, has resulted in receipt of ongoing, positive feedback from

many clients. Cooperation with Council’s Building Maintenance team has

facilitated the successful upgrade of the Lower Plenty Senior Citizens

Community Hall.

Introduction of bookings of the revamped Lower Plenty Senior Citizens Hall

will now by administered by the Leisure & Cultural Bookings Officer at

Banyule.

Accessibility,

Community

Consultation,

Responsiveness,

Reporting

Continuous

Improvement,

Council continued to deliver its Parks Maintenance services, including maintaining

our passive and active reserves to standard, managing our peak season which

includes Fire Hazards, Guard rails, right of ways, cuttings, and traffic management

areas.

Responsiveness,

Accessibility,

Continuous

Improvement,



3.4 Enhance public spaces

Every year, thousands of Australians help clean up their environment on Clean Up

Australia Day in March. Council encourages volunteers to join together in a

clean-up around the municipality. This year Council coordinated 90 volunteers

who collected 144 bags of litter weighing in at 915kgs of total rubbish across 6

local sites.

Community

Consultation,

Responsiveness,

Accessibility,

Council commenced the process of preparing an Urban Tree Policy and Strategic

Plan for Banyule.

Public and open spaces are a key element of the Ivanhoe Structure Plan which

recommends the investigation of 7 key public places in the Ivanhoe Activity Area.

The Plan has been adopted by Council.

Routine maintenance work continues to occur on gateways. Council continues to

advocate for improved service outcomes for-non council assets.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Banyule’s Municipal Laws team delivered a range of activities in 2012-2013,

including:

Achieved a significant improvement in responding to customer requests - 90%

of customer requests were responded to within time compared with 77% last

year. Customer requests have increased by an average of 2% from the

previous year and this has been handled within existing resources.

Provided an increased focus on enforcement of traffic issues around schools in

the morning and afternoon for the protection of children.

In collaboration with the Salvation Army and Victoria Police, Council has

successfully implemented a project to tackle illegal dumping of rubbish at the

Watsonia Salvation Army Store. The project which involved Council installing

CCTV technology has resulted in a 98% reduction in rubbish dumping, the

prosecution of offenders and a huge cost saving to the Salvation Army in

having to get rid of the rubbish.

A new Municipal Fire Management Planning Committee has been established

as a Sub Committee of the Municipal Emergency Management Planning

Committee and the Municipal Fire Prevention Committee disbanded.

A new Fire Management Plan has been prepared and adopted by council in

May 2013 as per the recommendations of the Victorian Bushfire Royal

Commission.

Continued auditing of building sites with site inspections while providing

education to building contractors. This proactive approach helps to keep

building sites clean, tidy and safe for the surrounding community.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Council continued to deliver its Horticultural Services to maintain and enhance

the quality of garden beds in open spaces, public spaces and reserves. This

included completion of a heritage landscape installation at the Ivanhoe Town Hall.

Responsiveness,

Accessibility,

Continuous

Improvement,



3.5 Support sustainable transport

Council continues to work with and advocate to the Department of Transport

and the Minister for Transport to improve:

service frequencies and accessibility to our activity centres

access and facilities at railway stations

Accessibility,

Responsiveness,

Community

Consultation,

Banyule’s Engineering team:

Investigated and recommended the installation of bicycle lanes throughout the

municipality to improve links to the existing bicycle network in line with

Council Bicycle Strategy.

Implemented the WaterMarc Parking Management Plan.

Revised engineering information to be available on Banyule’s new web site.

Accessibility,

Responsiveness,

Community

Consultation,

Continuous

Improvement,

Council has continued to advocate to other levels of government to strengthen

accessible transport links to our activity centres to ensure increased opportunities

for employment growth. This included developing the Ivanhoe structure plan

transport priorities to improve access and parking to identified activity centres,

advocating for improved accessibility in connectivity. Investigations are underway

for parking control measures in Greensborough and Heidelberg, and Bus parking

options for Greensborough in relation to the new WaterMarc facility. This is an

ongoing advocacy role. As issues arise we bring these to the attention of the

relevant stakeholders for addressing.

Accessibility,

Responsiveness,

Community

Consultation,

Continuous

Improvement,

The Ivanhoe Structure Plan (Transport Plan) was completed and adopted by

Council.

A localised ‘way finding’ proposal was completed and installed around the

Watermarc Facility

Council provided training and support to schools for the ‘Walking and Riding to

School’ program. The St Martins school has been assisted in this program.

Council has supported the annual ride to school day. Recent awards have been

passed onto the 3 top schools by the local Councillors and officers.

Concepts were prepared for 4 sites for Pedestrian Improvements.

A Parking Management study was completed and implemented in Greensborough.

Implementation of parking controls in Greensborough and Heidelberg is underway

in identified locations.

Flexicar locations are currently being negotiated for Heidelberg and Ivanhoe.

Paid parking locations have been installed in Heidelberg and Greensborough to

improve turn over and availability. Further locations are being assessed for paid

parking consideration around activity centres and major attractors.

Responsiveness,

Accessibility,

Community

Consultation,

Continuous

Improvement,



A presentation was made to a Councillor briefing regarding Alternate Truck

Routes. Ongoing advocacy to VicRoads is continuing regarding traffic and freight

volumes on Rosanna Road.

Council has continued advocacy in relation to the Greensborough Hwy/Rosanna

Rd corridor safety and amenity A North-east link report was presented to

Council in September 2012, and letters sent to VicRoads requesting development

of short term and medium term solutions for Rosanna Rd, and to organise a

meeting to plan implementation of these solutions.

A preferred alternate truck route report has been received from VicRoads and

meetings with senior VicRoads officers have continued to discuss and raise this

item. Ongoing discussions and advocacy to VicRoads is continuing, and included:

Letters to all local state and federal members of parliament seeking

support and meeting on this issue

Letters to the Minister for Transport seeking: meeting with Council to

discuss this issue; consideration for sound barriers on Greensborough

Hwy.

Letter to the Regional Director of VicRoads to request a meeting with

Council to discuss this issue

Raising of several issues regarding the safety and amenity on Rosanna Rd

and Greensborough Hwy as part of ongoing VicRoads Liaison meetings.

Responsiveness,

Accessibility,

Community

Consultation,

Continuous

Improvement,



Objective:

4. PROSPERITY PROSPEROUS AND SUSTAINABLE LOCAL ECONOMY

Support economic and social development opportunities in a sustainable manner

for a thriving Banyule economy

‘Prosperity’ is about fostering economic conditions so that people in the community achieve financial

independence and a sustainable quality of life.

Outcomes of our key directions:

4.1 Support and encourage appropriate business development and local economic

growth

Council has continued to determine potential growth for retail, commercial and

residential development, and improve marketing and promotional material to

encourage investment in the city. Growth for Retail, Commercial and Residential

development is being accommodated through the development of structure plans

and the finalisation of Council’s Neighbourhood Character Strategy.

Greensborough, Heidelberg and Ivanhoe have adopted structure plans, a planning

scheme amendment is being developed for the Ivanhoe Structure Plan and a

proposed permanent Neighbourhood Character Strategy Amendment is being

considered by the Minister for Planning.

Banyule finalised the Prosperity Policy and Strategy 2012-2013 (Interim) in August

2012. During 2012-2013 the key policy and strategy documents informing the City

Plan were renewed as part of the major review of Council’s key strategic

direction, involving comprehensive community engagement during the

development of Banyule’s new City Plan for 2013-2017 and Budget for 2013-2014.

As part of this process, the ‘Prosperity’ Policy and Strategy has been integrated

within the strategic framework.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Council continued to develop and deliver the business training and network

program to better address the needs of local businesses.

A total of 25 economic development events were delivered in partnership with

other organisations (eg. neighbouring Councils, State and Federal Government,

Regional Development organisations, traders associations, etc). This

demonstrates Council’s commitment and focus on supporting economic

development. The events included: 10 Banyule Business Events, 4 Northern

Business Achievement Awards Breakfasts, 9 Business Mentoring Days (Banyule

advisory service), and 2 Victorian Government Mentoring Bus Visits (mobile

business centre/ mini bus).

In addition, 486 people attended Council operated/ hosted economic development

events. The result for this indicates a high level of participation in Council

operated/hosted local economic development events. This represents 51

mentoring bookings (Banyule advisory service) and 435 event registrations

(Banyule Business events).

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,



Council has continue to regularly update Banyule businesses through e-bulletins

and quarterly newsletters about new initiatives, opportunities and key changes to

legislation that may impact their business

Work with the Banyule Nillumbik Local Learning Employment Network included:

Referral of young achievers for Northern Business Achievement Awards.

Development of schools and industry breakfast project

Community

Consultation,

Accessibility,

Continuous

Improvement,

Banyule achieved good results in the State Government’s Community Satisfaction

Survey 2013 for the following categories:

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

Banyule’s score (61) in the CSS 2013 was equal to the Inner Group

average and lower than the State-wide average (62).

CSI - Planning and building permits (performance) - Banyule’s score (55) in

the CSS 2013 was higher than the Inner Group average (53) and equal to the State-wide average.

Community

Consultation,

Accessibility,

Continuous

Improvement,

Structure plans were completed for Greensborough, Heidelberg and Ivanhoe and

a planning scheme amendment is being developed to start the implementation of

the Ivanhoe Structure Plan.

Banyule has continued to encourage businesses to employ sustainable practices

and minimise environmental impacts. This included support to access energy

efficiency advice and resources.

Community

Consultation,

Accessibility,

Continuous

Improvement,

4.2 Improve access to affordable housing, employment, health and community

services

A range of interventions has been completed, or significant progress made in

relation to Shopping Strips, including:

Implementation of the Street life project for The Mall around visual

merchandising and communications.

Support BSMTA and Council offices to deliver OMAC (office of multicultural

affairs and citizenship) “Unity through partnerships” project to develop a

series of new opportunities for communities to share their cultures with the

broader population utilising the public spaces at The Mall.

Rate renewal completed for East Ivanhoe and Lower Plenty, with renewals for

Rosanna and Ivanhoe progressing as planned.

Support provided for smaller shopping centres including Diamond Village,

Greville Road and Balaka Place.

Sessions held with Councillors and Centre Managers to discuss support for

shopping centres including City Plan, rates and charges, capital works and

cleaning and maintenance.

Capital works improvements completed in Macleod including upgrade of

lighting in Rotunda, new seating in parkland, new pathways in parkland,

installation of pedestrian safety barrier, installation of water refill station near

playground, repositioning and repainting of Rotunda (including garden beds)

and new commemorative plaque.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,



Ongoing support provided to 11 traders associations and committees

regarding governance, special rates expenditure, marketing and promotional

activities, cleansing and maintenance etc.

Eaglemont Village revitalisation fund enacted to see the appointment of a part

time marketing coordinator to deliver festivals and communications in the

centre.

Greensborough maintenance fund expanded to deliver amenity improvements

for the centre (e.g. mulching of garden beds, painting of street furniture,

removal of graffiti etc).

Delivery of Australian Retailers Association session in Greensborough focused

on customer service and experience, as part of Victorian Government Street

life Program

(Continued)

4.3 Encourage appropriate investment in our activity centres

The Ivanhoe Structure Plan has been finalised ready for Council adoption. The

planning scheme amendment for interim and potentially permanent controls in the

Banyule Planning Scheme has commenced.

This included extended public consultation taking place involving about 1,200

stakeholders, including expanded resident membership on the Ivanhoe Community

Consultative Committee

The draft Ivanhoe Civic Precinct Masterplan including recommendations on

improved community facilities and public spaces and the future of the library has

commenced.

Community

Consultation,

Responsiveness,

Accessibility,

Banyule has continued to work with Trader Associations to maximise the

marketing of key activity centres

Community

Consultation,

Responsiveness,

Accessibility,

Council has continued delivery of a range of support to traders to develop

sustainable economic development programs through the Special Rates and

Charges schemes, including; governance arrangements, best practice guidance,

rules of association, rate renewals, marketing and promotional activity, and annual

business planning.

Commercialisation opportunities for maximising return on Council’s landholdings

continue to be pursued.

Community

Consultation,

Responsiveness,

Accessibility,



4.4 Build community capital

Council negotiated the purchase of three former school sites; Banksia Secondary

College, Bellfield Primary and Haigh Street Primary from the Department of

Education and Early Childhood Development in April 2013, with contracts

expected to be finalised in August 2013.

Council’s decision to purchase the school sites has provided a unique opportunity

to regain ownership of important community facilities including the

basketball/netball stadium located on the former Banksia Secondary College site in

Bellfield.

The purchase of the school sites has also provided Council with the opportunity

to lead local planning outcomes that will assist in offsetting some of the costs

associated with buying and refurbishing these community facilities.

The first step for Council will be to undertake preliminary design and master

planning for each of the school sites. Master planning for the Haig Street site will

commence in September 2013.

Community

Consultation,

Responsiveness,

Accessibility,

Banyule continues to work closely with its community to deliver successful events

including Banyule Festival, Malahang Festival, Winter in Banyule, Carols by

Candlelight and the Boulevard Lights.

Informal leisure programs such as Exercise in the Parks in partnership with

Banyule Leisure Facility Management (BLFM), a Family Bike Ride in partnership

with Banyule Bug User Group, Games Night at the Watsonia library in partnership

with the YPR Library Service, Antiques and Heirlooms Workshops, and Street

parties have been very successful and also provide a tool for community

engagement.

Community

Consultation,

Responsiveness,

Accessibility,

Council continues work with agencies to support community activities such as

emergency management. Further information is provided in Objective 1 ‘People –

Community Strengthening and Support’ in the key direction: 1.6 Protect and

improve public health and wellbeing

Community

Consultation,

Responsiveness,

Accessibility,

Council’s activity to build connection and resilience of our community has

continued. This is a part of how many of the Community Programs are

implemented, in particular, with the Arts and Recreation Plans, participation of

volunteers and youth programs (these include for example festivals, events, and

disability programs).

Community

Consultation,

Responsiveness,

Accessibility,



Council has conducted evidence based planning for community development,

including:

ID data training sessions were provided for staff in November 2012 and

February 2013

A 'data buddies' group has been established with a nominated person from

community programs service units

A mapping process has been completed identifying sources of data used across

Council and data gaps. This is guiding our future work

Population data intranet pages have been developed that link through to

internal and external demographic resources

Youth Profile and Early Years profiles are currently in development

HACC profile has been produced

short demographic profile of Banyule following the 2011 census has been

developed

Training for ID Data was introduced and subsequent use of the information for

development of various profiles and service unit plans. This work will continue

across the organisation to develop skills of staff to interpret and utilise data

sources to inform their business.

Community

Consultation,

Responsiveness,

Accessibility,

Reporting,

Continuous

Improvement

Partnership and Licence Agreements have been completed or reviewed, including:

Toy Library partnership agreement responsibilities have been transferred from

MCH to ECS.

Youth services - current partnering agreements such as Banyule Support and

Information Centre (BANSIC), Volunteers of Banyule (VOB), Diamond Valley

Community Support (DVCS), Banyule Housing;

Council meeting in April approved 1 year extension to current lease at 101

Burgundy Street, Heidelberg for BANSIC to August 2014;

A service review of BANSIC, VOB AND DVCS will be undertaken over

coming months to inform Council’s future direction and

Council officers have taken a different approach this year in an effort to negotiate

and complete partnering agreements in a timely manner.

Community

Consultation,

Responsiveness,

Accessibility,

Reporting,

Continuous

Improvement

Council has continued to partner with agencies to support community activities

such as emergency management recovery and coordination. Relationship building

has been initiated with Banyule Community Health Service. The Community

Development (Emergency Management) Project Officer is currently scoping other

opportunities.

Community

Consultation,

Responsiveness,

Accessibility,



Objective:

5. PARTICIPATION COMMUNITY INVOLVEMENT IN COMMUNITY LIFE

Govern effectively by appropriately engaging the community in issues that affect

them, and advocate for the broader interest of the community.

‘Participation’ is central to good governance.

Outcome of our key directions:

5.1 Plan and engage with our community

Council finalised the Participation Policy and Strategy 2013-2017, following an

extensive community engagement program during 2012-2013. This is the primary

policy and strategy document that supports the ‘Participation: Community

involvement in community life’ objective of the Banyule City Plan 2013-2017. It

provides the broad ‘Participation’ policy context for all Council related strategies,

policies, plans and activities, and provides the framework for Council to support

community involvement, by appropriately engaging with our community on issues

that affect them, encouraging participation and advocating on behalf of our

community.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Reporting

Quality and Cost

Standards,

Council conducted a major review and developed a new four year Banyule City

Plan for 2013 – 2017 (Council Plan). The process included Councillor planning

days in Nov-Dec 12, sessions with the Senior Management Team and Banyule

Leadership Network, an extensive community engagement program (November

2012-May 2013), and public exhibition in May 2013-June 2013. City Plan 2013-

2017 key directions have specific 'focus areas' to ensure strong alignment with key

corporate plans, and the plan includes key initiatives (in response to VAGO’s

guidelines and requirements). These give the community more of a practical sense

of what we are aiming to achieve. The new City Plan was sent to the Minister,

Councillors and staff, and is available on the website, intranet, at Council Service

Centres, local libraries and neighbourhood houses.

Council’s City Plan and Community Plan consultation process involved extensive

partnership and collaboration across Council. Numerous service units have been

involved and engaged with their respective customer groups in the consultation. In

addition to the City Plan and Community Plan, the consultation gathered

information for the Arts, Recreation, Open Space, and Early Years Plans.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Reporting

Quality and Cost

Standards,

The initial 2010-2012 Action Plan for the Community Plan has been completed.

We are now developing an implementation process for the next Action Plan. The

2013-2017 Community Plan Action Plan will have the same timeframe as the City

Plan (2013-2017).

Community

Consultation,

Responsiveness,

Accessibility,



Council used a variety of methods for involving our community in the decisions

we made. These include public forums such as workshops, advisory committees,

online and paper surveys, use of giant blackboards at community events,

attendance of community group meetings, and short surveys at community and

sports activities.

We delivered an improved community engagement program

Consultation was undertaken in partnership with service units across Council so

that they engage with their various target groups, eg. Youth team engage young

people, Early Years with children, etc., to enable a more co-ordinated and shared

approach to consultation across Council. This approach was used to engage the

community for the purpose of developing the City Plan 2013-2017 and

Community Plan together with other support plans across Council.

We have asked the local community about how to make Banyule an even better

place to live, work and play. More than 1,200 people have told us their ideas

through surveys, forums, face to face meetings, and at various festivals and events.

Community

Consultation,

Responsiveness,

Accessibility,

The Statement of Indigenous Commitment (first year of the action plan), which

was adopted last year by Council, has been implemented. This included the

development of a calendar of events and activities to commemorate significant

dates:

An Indigenous flag raising ceremony and morning tea to celebrate 2013

National Reconciliation Week, May 2013. Austin and Mercy Hospitals

Aboriginal Advisory Committee, Reconciliation Victoria activities and LG Pro

Special Indigenous Australians Group.

Council funds National NAIDOC Week activities for children and young

people attending local schools to celebrate Aboriginal culture.

Council and Banyule Community Health Centre (Aboriginal Health Service)

have set up a "yarning circle" to engage regularly with Indigenous residents.

Council's Human Rights Charter responsibilities to include the needs of

Aboriginal and Torres Strait Islander residents.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Reporting

The Youth and Family Services (YFS) Citizenship Framework was officially

launched to all staff in August 2012. It has been embedded in everyday YFS

business and engagement activities across the broader organisation. Planning

commenced to incorporate this framework into the Municipal Early Years Plan.

Our childcare and kinder services actively invited children to contribute and plan

for their day and environments.

Community

Consultation,

Responsiveness,

Accessibility,

Council continued integrated planning to ensure streamlined targeted and

appropriate outcomes for the community that adhere to the directions of the City

Plan. As a part of designing the community consultation process and in preparing

the new City Plan, there has been ongoing communication between service units

across the organisation.

Community

Consultation,

Responsiveness,

Accessibility,



Banyule has continued to support a high quality locally delivered Valuations service

that underpins the effective funding of Council services through valuations and

rates.

Banyule’s Governance team delivered a range of activities in 2012-2013, including:

Recorded 79 Assemblies of Councillors, indicating Councillors are being

provided with a greater understanding of issues to assist them to make

informed decisions.

Preparation and Planning for the General Election in October 2012. The

media was utilised to advertise the Stand for Council Campaign and a General

Advertising Plan was utilised for the elections. Regular updates on Council’s

website information on the elections included how to enrol to vote, where to

vote and becoming a Councillor. An information session for Prospective

Candidates was held with the Municipal Association of Victoria and attracted a

good number of people.

Reviewed The Election Caretaker Guidelines to ensure best practice after

review undertaken by the Local Government Inspectorate of the entire

sector. Inclusions included making the guidelines applicable to social media.

Conducted and supervised the election contract. The Victorian Electoral

Commission conducted the Election, information sessions for candidates were

held for candidates, organised the count of ballots and votes and undertook

the non-voting process.

Developed an Induction Program for Councillors to ensure they are kept

abreast of the key requirements of office and the key challenges facing the

organisation.

Expanded Governance Practice notes were developed to assist staff with key

legislative requirements including Election Caretaker Guidelines

Rollout of hand-held technology for Councillors has reduced the requirement

for hardcopies of Agendas, Minutes and briefing notes and ensure Councillors

have the most up to date information. On Ordinary Agendas and Minutes

alone we have saved 29,886 pages of paper.

Development of new ward fund applications forms, information for applicants

and guidelines for staff after Council adopted a new Ward Fund Policy

Development and presentation of a new Report to Council on the status of

Councillors Motions presented to Council, this helps track progress on items

that often relate to advocacy and are referred to Members of Parliament or

Government departments.

Reported Councillor expenses to Council for the first time continuing

providing open and honest communication with our community. The report

included Councillor expenses on Broadband/Computer, Conferences/Training

Telephone/Mobiles and Stationery for the previous four years. This will be

reported to Council annually.

Held four Cemetery Trust meetings to discuss operating matters, future use

of the cemetery and adopt the budget for the Cemeteries.

Successful Grant Applications submitted to the Department of Health. Full

grants received to allow for maintenance works at the Warringal Cemetery

and Greensborough Cemetery.

Successful completion an audit of the Banyule Cemeteries Trust Abstract of

Accounts.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,



Introduced a Code Red Policy (emergency management) for the Warringal

Cemetery and Greensborough Cemetery.

Participation by Banyule Cemeteries Trust in the development of the CCAV

Metropolitan Planning Strategy submission, and consequently contributing to

the submission from Banyule City Council.

Continued Advocacy to both Levels of Government on the future of

cemeteries and grave tenure issues.

(continued)

Banyule’s Leisure and Cultural services team delivered a range of activities in

2012-2013, including:

E-Newsletters and Social Media - introduced two new monthly e-newsletters

to keep the community informed and engaged with what is happening in

sports and leisure and arts and culture across Banyule. An Arts & Culture and

Sports & Leisure E-Newsletter is distributed to approximately 600 individual

and groups each month.

Arts and Cultural Committees - continued to consult and engage with the

community through four Arts Committees Arts & Cultural Advisory

Committee, Public Art Advisory Committee, Cultural Vault Reference Group

and the Art Collection Advisory Committee. Over 40 committee members

meet with Council Officers on a regular basis to provide advice on projects

and contribute to the development of Council’s strategic direction for arts and

cultural development across Banyule.

Internship and Volunteer Opportunities - Leisure and Culture continued to

provide opportunities for the community to assist in the development and

delivery of some of Council’s programs and services such as the Older Adults

Program, the Free Leisure Programs, the Festivals and Events and the Arts

Exhibitions.

Sports Forums - A range of sports forums for all sporting clubs, including

liquor licence education on recent law changes and first aid training. Strategic

planning workshops were conducted for soccer, cricket, baseball and football

clubs specifically looking to improve club direction and understanding of

Council processes.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

5.2 Encourage participation in community life

Over 340 Banyule residents became Australia residents over the last 12 months.

Council held four ceremonies including an Australia Day citizenship ceremony. A

survey of citizenship attendees achieved a satisfaction rating of 98%.

Accessibility,

The Banyule Community Volunteers Awards and Celebration Dinner held on 16th

May 2013 during National Volunteers Week with over 500 guests in attendance.

A total of 45 nominations were received of which 9 were recognised including

two Lifetime Achievements, three individuals, one young person, two groups and

one Good Neighbour.

Accessibility,

Continuous

Improvement,

Responsiveness,

Community

Consultation



Council conducted the 2013 Sports Achievement Awards and Club Recognition

Night, with 43 nominations received. Over 200 people attended the night held at

The Centre Ivanhoe, hosted by Cameron Ling.

Through its Sports Development Grants, Council once again provided valuable

funding to the sporting community for sports people and teams to cover travel

costs, equipment costs and uniform costs.

Accessibility,

Continuous

Improvement,

Responsiveness,

Community

Consultation

Council led the development and implementation of an North East Primary Care

Partnership (NEPCP) elder abuse awareness toolkit for use within the Banyule

service system. The Toolkit was launched and in use by Aged & Disability Services,

and the broader community.

Responsiveness,

Community

Consultation

Banyule’s Health and Aged services worked with the Community and Social

Planning team to develop an overall plan for consultation. HACC clients are

regularly encouraged to provide feedback about our service and their needs.

Further work will be conducted in 2013-2014 for a consultation and participation

plan and implementing regular avenues for engagement of Health and Aged

community stakeholders.

Responsiveness,

Community

Consultation

Accessibility,

Continuous

Improvement,

Council’s Youth and Community Partnerships team has continued to implement

the Banyule Youth Charter through delivery of the actions in the Youth strategic

plan.

Responsiveness,

Community

Consultation

Accessibility,

Banyule’s Governance team co-ordinated the following:

Held 21 Ordinary Meetings and 2 Special Meeting of Council.

Held 4 Citizenship Ceremonies this year, with over 340 Banyule residents

becoming Australian Citizens from a variety of nationalities/countries. This

included an Australia Day citizenship ceremony with, a local Banyule resident,

as Banyule’s Australia Day guest Speaker.

Surveyed Citizenship Ceremony attendees to measure satisfaction with the

ceremony, achieving a 98% satisfaction rating.

Processed 15 Freedom of Information requests. All requests have been

processed within the statutory timeframe of 45 days.

Responsiveness,

Community

Consultation

Accessibility,

Continuous

Improvement,

5.3 Advocate on behalf of the community

Banyule worked in partnership with the community to advocate on key issues by

encouraging active citizenship and leveraging community power.

Council appointed an Inclusion Access and Equity social planner in October 2012.

This resource assisted in developing the community consultation to try to capture

under represented voices by targeting local activities, events and community

facilities such as schools, libraries, shopping centres. Work has been in progress

for the development of an Inclusion Access and Equity framework to guide

Council's work.

Being more pro-active in Council's approach to advocacy is a key element of the

Participation Policy and Strategy adopted on 17 June 2013. Whilst Council has

been active in advocating for community needs, we recognise that engaging

community partnerships will be an essential part of measuring success. A strong

implementation process is also being developed for the Community Plan which

will also focus on encouraging participation and advocacy by the Banyule

community.

Responsiveness,

Community

Consultation

Accessibility,

Continuous

Improvement,



Council participated in user group meetings and contributed to industry forums

to improve Banyule’s efficiency and effectiveness (eg. software vendors, industry

representative groups such as FinPro, VECCI, Civica, MAV). During October

2012, we requested information regarding new fire services levy from

parliamentarians. Staff also attended Finpro meetings as well as Civica and RMA

meetings. We provided a representative to an industry working party on changes

to the Long Service Leave regs. The December Finpro AGM/discussion group and

Civica finance group were also attended. Regional procurement meetings

attended. Staff are continually working towards addressing changes in industry

standard requirements.

Responsiveness,

Community

Consultation

Accessibility,

Continuous

Improvement,

Council continued to work with other levels of Government and Local

Government Industry to positively and proactively influence changes to legislation

that will impact on Banyule.

Due to changes in legislation, funding shortfalls and changes in community demand,

Council services continue to face financial pressures. Areas affected include home

and community care, health service, maternal and child health and library services.

Council continued to advocate to both State and Federal Governments in the

areas of cost shifting and failures of grants to keep up with increasing operating

costs to reduce the burden on ratepayers. Council continues to lobby both

Governments for specific grants relating to sporting facilities, new infrastructure

and service initiatives.

Issues that fall outside Council’s direct area of responsibility will be fed into the

development of the next stage of our Community Plan. For example, transport

and traffic congestion is an issue where Council will continue to work in

partnership with local community groups, agencies and residents.

Responsiveness,

Community

Consultation

Accessibility,

Continuous

Improvement,



Objective:

6. STRATEGIC RESOURCE PLAN: USE OUR RESOURCES WISELY

Manage the non-financial and financial resources required for the next four years

to achieve Council’ strategic objectives.

Outcome of our key directions:

6.1 Provide excellence in customer service and communications

Council has implemented year two of its corporate communications plan, focusing

on branding and promotion, digital media and community engagement. A major

element of the plan has been the redevelopment of Banyule’s website and the

introduction of social media.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

A number of event marketing campaigns have been undertaken across Council,

including events marketing for Banyule Festival, Malahang Festival, Carols by

Candlelight, The Boulevard Lights, Children’s Week, Senior’s Festival and

Volunteer Awards.

Marketing and branding campaigns have been implemented for:

Storm Water Harvesting project

community consultation for the City Plan and Community Plan

Positive Charge

Grand Opening Celebration of WaterMarc

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Banyule’s Communications team delivered a range of activities in 2012-2013,

including:

Redevelopment of Council’s website and launch including re-write of over 500

content pages, implementation of electronic newsletter and development of

Council’s social media policy and introduction of Facebook.

Provision of marketing services (inc. advertising/marketing plan

development/brochures etc) for projects including:

Twilight Sounds and kids ArtyFarty fest

Volunteer awards (including sponsorship development)

Water Harvesting Project

I love 3081 Report to Government

Community Emergency Management Preparedness Survey

Early Years Promotion

Smoke Free Playgrounds

Seniors Festival

Liveable Housing Guidelines assessment

Ivanhoe Aquatic centre redevelopment

Malahang Festival

Carols by Candlelight and Boulevard Lights (including sponsorship

development)

Production of Community Engagement Communication strategy focused

around the City Plan, Community Plan, Recreation Plan and Arts Plan.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,



Development of a Media and Communication strategy around Salvos theft and

dumping reduction, with an estimated reach of 5 million people

Developed a media strategy to promote the Sustainable Community Awards

in partnership with Darebin and Moreland City Councils

Production of Bus Shelter campaigns for Twilight Sounds, Kids ArtyFarty fest

(10 sites) and the opening of the Artspace exhibition (10 sites)

Provision of a signage audit: replacement/refurb of 25 signs

Provision of media coverage for WaterMarc including:

2 cover stories and 7 articles in Government sector publications

3 stories in leisure and aquatic industry publications

Broadcast coverage on Coxy’s Big Break and 3AW/PVFM

Media release published in Local Today

Ongoing interest with Diamond Valley Leader

Execution of Grand Opening Celebration event for Watermarc, attended by

5000 people

Developed award submissions for the LGpro awards:

Watermarc: Greensborough Walk and Main Street

Young Achievers

Salvation Army/CCT Initiative

Developed submissions for Banksia Awards:

Built in Environments Award- Harmonious Manmade Landscapes

Banyule Flats Reserve Sports Field Lighting Project

Developed award submissions for WaterMarc for: National Local

Government Awards, Planning Institute of Australia, 2013 Australian Property

Institute - Excellence in Property Awards, 2013 Australia Award for Urban

Design and the Australian Institute of Project Management.

Developed 2 submissions for SACS Leadership Awards

Production of new profiles written for all councillors for use on website/

Banner and Leader Newspaper ads

Achievement of 10,000 ‘views’ on YouTube channel from 1 January 2013 to

end of financial year

Development and launch of Banyule’s Facebook page

Provision of consistent media coverage and promotion of Water Harvesting

project including published articles and groundwork for management of official

opening

Production of digital signage on TV’s in 3 service centres, Olympic leisure

Centre and Nets stadium

Production of Banyule City Council’s Budget Report 2012-2013

Provided marketing and communication support for Volunteer awards and

Banyule Sport Awards

(Continued)



In the State Government’s Annual Community Satisfaction Survey 2013, Banyule’s

result of 78 for ‘Customer service (performance)’ was significantly higher than the

Inner Group average (73) and significantly higher than the State-wide average (71).

The results included 91% of respondents providing a rating of average or better

for Customer Service.

Survey respondents were also asked: ‘How has Council performed on ‘Informing the Community’ over the last 12 months?’ In addition to the strong results for the core measures, the result for ‘Informing the community (performance)’ was 84% for percentage of respondents providing a rating of average or better. Banyule’s CSI score for this category was 62, equal to the average for the Inner Group and higher than the State-wide average rating (61).

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Banyule’s Customer Service team delivered a range of activities in 2012-2013,

including:

Dealt with challenges associated with the introduction of the VoIP phone

system and Geomant call centre system.

Built on our Customer Request Management (CRM) system with a further

work undertaken in the area of Parks and Gardens.

Conducted four training sessions for Development Services staff reinforcing

customer service standards.

Continued to make Customer Service staff available to work in a variety of

different business units including Planning, Strategic and Economic

Development, Construction and City Services Executive.

Continued to participate in industry forums including LGPro Customer

Service Special Interest Group.

Visited East Gippsland Shire Council and made several changes to

workstations and practices based on observations made on the day.

Participated in Banyule’s Municipal Emergency Management Plan exercises and

events.

Conducted Best Value Plus audits as part of councils BV+ internal audit

program.

Conducted 12 Out and About sessions with the community.

Building up our knowledge base through the Customer Service intranet page

and CRM help notes.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,



6.2 Develop our staff and organisational culture

A cross-organisational learning and development advisory group has been formed

to provide advice and assistance to HR, with the aim of providing a more

centralised approach to learning and development across the organisation and to

simplify and facilitate training processes.

The leadership development program has been implemented for the executive

management team and the senior management team, with flow on effects to other

parts of the organisation.

The Banyule Learning Network (BLN) program continued to evolve and included a

number of topics which were followed up in separate programs, including the

Voice of Banyule, Fraud Awareness and Control, the Human Rights Charter, and

Leading Teams.

Accessibility,

Community

Consultation,

Responsiveness,

Continuous

Improvement,

Council has expanded the Consultative Committee model to include quarterly

local area committees in Parks & Gardens, Operations, HACC, and BLFM to

discuss and address area specific employee relation matters.

Council also introduced a Recruitment Panel register of trained staff able to assist

with recruitment in order to meet the principles of merit and equity.

Council has moved from utilising a recruitment agency to undertake senior officer

recruitment to conducting the recruitment and selection process internally.

Preliminary discussions with Managers from Community Programs and City

Services commenced on relevant Enterprise Agreement (EA) Schedules as part of

preparation for negotiating EA No. 6 in 2013/2014.

Accessibility,

Community

Consultation,

Responsiveness,

Continuous

Improvement,

6.3 Manage our valuable corporate information and knowledge

The Information Management Working Group consisting of Business Services,

Information Technology and Records Management key staff have undertaken the

following tasks in readiness for the implementation of Stage One of the new

Electronic Document and Records Management System (EDRMS):

Tender evaluation and selection of vendor to implement TRIM as Banyule’s

new Electronic Document and Records Management System (EDRMS).

Managing communication and staff engagement, with a focus on timely and

consistent information.

Co-ordinating key business improvement activities, including the Business

Classification Scheme, ‘AS IS’ process mapping, business requirements for

EDRMS integrations, clean-up and classification of network drives in

preparation of data migration and workflow development.

Consultation with staff across the organisation to develop ‘as is’ process maps

of how records are currently managed across the organisation to identify

process improvements with the implementation of the EDRMS.

Various change management activities undertaken with staff to assist with

cultural change pre and post implementation.

Trial data migration of InfoVision data into the EDRMS to enable staff have

access to legacy data at go-live, supporting the ‘one-stop-shop’ philosophy.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,



Banyule’s Records Management team delivered a range of activities in 2012-2013,

including:

Registered over 65,510 records in Council’s Records Management System

(InfoVision). The types of documents registered included inwards and

outwards correspondence, internal files, notes, memos and emails.

Assessed, sentenced and transferred 142.8 shelf metres of files to the

secondary storage facility.

Successfully retrieved 90% of files requested by staff from the secondary

storage area, demonstrating the effectiveness of the management of our paper

records.

Registered, bar-coded and sent 3,320 building files to offsite storage provider.

Registered, bar-coded and sent 160 shelf meters of inactive property files to

the offsite storage provider to make space for active files.

Sentenced and destroyed 48.7 gigabytes of images.

Conducted cleansing of InfoVision data (Council’s outdated records

management system), in readiness for the migration of data to a new

Electronic Document and Records Management System (EDMRS).

Reviewed and introduced an improved ‘Mail Protocol’ for Councillors to

increase record capture and to align the management of Councillor

correspondence with Council’s records management policy.

Completed a range of activities as recommended by the Municipal Association

of Victoria, to inform staff about the Royal Commission’s enquiry into

institutional child abuse and Council’s “disposal freeze” on all documents or

data relating to children/adults aged 0-25yrs.

Formation of an Information Management Working Group consisting of

Business Improvement, Information Technology and Records Management key

staff to undertake the following tasks in readiness for the implementation of a

new Electronic Document and Records Management System (EDRMS):

Tender evaluation and selection of vendor to implement TRIM as Banyule’s

new Electronic Document and Records Management System (EDRMS).

Project Management to ensure the project is implement in-time and on

budget.

Facilitation of Information Management (IM) Steering Committee to capture

IM decisions.

Consultation with staff across the organisation to develop ‘as is’ process maps

of how records are currently managed across the organisation to identify

process improvements with the implementation of the EDRMS.

Various change management activities undertaken with staff to assist with

cultural change pre and post implementation.

In consultation with every area of the business, developed Business

Classification Scheme to provide a better structure for the capture and

management of Records.

Responsiveness,

Accessibility,

Community

Consultation,

Continuous

Improvement,



6.4 Deliver innovative information technology solutions

Over the last financial year IT Team has delivered a range of foundation

technologies as identified in the ‘Technology Vision 2020 and Delivery Plan’ with

the aim to best position Council meeting the future technological challenges. Some

of the key achievements in this area are as follows:

Worked with Human Resources Team to deliver HR Module and working

with several other Service Units to utilise additional functionalities to improve

operational efficiency to maximize the utilization of Corporate Applications i.e.

Authority Systems and others

Resolved all critical and challenging operational issues related to the

VoIP/Unified Communication Solution - Microsoft Lync and Geomant Contact

Expert System which has replaced the unsupported and out-dated

PABX/Telephony systems.

Presented a business case regarding IT Disaster Recovery Solution options

meeting Banyule’s Business Continuity Plan to Executive Management Team

highlighting respective option’s benefits and shortcomings. The decisionwas

made to establish a dedicated connectivity between Ivanhoe and WaterMarc

to establish secondary Datacentre.

Decommissioned several legacy servers, upgraded ESX Environments and

Firewall and others to improve operational reliability and efficiency in line with

the ‘Technology Vision 2020 and Delivery Plan’.

Completed Phase 1 of Windows 7 rollout and PC replacement for more than

200 staff members and provided relevant trainings. In order to commence the

Phase 2 of Windows 7 rollout for next of the Council staff we have

undertaken in excess of 50 business applications testing and modifications to

be complaint with Windows 7 operating environments.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

The introduction of iPad and a Cloud services application (The Hub) to manage

Council Meetings and relevant activities has proved effective and efficient. This

process allows storing and distributing meeting minutes and agendas securely in

the Cloud Services. iPads have been rolled out to all the councillors, senior

management team and relevant officers.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

IT also provided a responsive and quality service to Council, with more than 6,000

IT requests logged and resolved. In addition:

in excess of 3 million emails were received and distributed – an increase of

approx 500,000+ from last year.

in excess of 1.8M spam email was quarantined – an increase of 1.4M from last

year which demonstrates that active blocking is occurring at the gateway

(firewall) rather than in the internal network

in excess of 31,000 viruses were prevented from accessing our network – an

increase of 11,500 from last year.

more than 2,500 system patches were applied for Microsoft Applications,

systems and servers to make the IT Network Infrastructure stable and

reliable, and the IT Infrastructure uptime was more than 99%.

Responsiveness,

Accessibility,

Community

Consultation,

Continuous

Improvement,



6.5 Conduct effective and integrated forward planning

During 2012-2013 we have continued with our significant work to strengthen the

corporate planning process. The planning process commenced early (in October

2012) to enable timely and better integration with the budget process. In the

development of Banyule’s new City Plan 2013-2017 there was a particular focus

on further clarifying the intent of the City Plan key directions, identifying clear

focus areas, and incorporating key initiatives. The set of strategic indicators used

to monitor progress against our City Plan objectives has also been strengthened.

These aspects of corporate planning contribute greatly to Council delivering

services in a more strategic, coordinated and responsive way to meet the needs of

the community.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Our strategic indicators were reviewed to ensure best representation of our

performance, to provide good quality information, and to respond to Community

engagement work conducted in 2012-2013, data review, and relevant industry

developments.

The indicators chosen represent measures of success in areas that are within our

control or are of significant interest to Council. These indicators help us to assess

our efficiency, indicate effectiveness and assess the quality of the services we

provide. They aim to monitor progress against Council’s priority areas within each

objective.

In addition, Banyule has participated in the Department of Planning and

Community Development initiative to establish a Performance Reporting

Framework across the local government sector. Banyule has been involved in

working group has provided significant sector advice and input. With

representation on the technical working group

Community

Consultation,

Responsiveness,

Continuous

Improvement,

Reporting

Service units conducted an annual review process to report on their performance

in the previous year and plan their service for the following year. This process

aligns with the Corporate Planning Program (City Plan and Organisational Annual

Business Plan). The service unit annual review process includes:

reviewing Service Objectives and Quality & Cost Standards

completing an end of year report (action plan, summary of performance/ key

highlights and KPIs)

conducting service unit/directorate planning for the next year

reviewing performance against last year’s action plan and relevant KPis, and

taking into account community feedback from ongoing consultation

determining priorities and key challenges

developing an updated action plan.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Reporting

Council prepared its Annual Report for 2011-2012 in line with relevant legislation

and responding to new guidelines and recommendations. This included the

Performance Statement, Financial Statements, Standard Statements, and Banyule’s

Best Value Victoria Report on the ongoing implementation and achievement of

Banyule’s Best Value Program, reporting progress to the community and Minister

for Local Government. Council also commenced work for the Annual Report

2012-13.

Community

Consultation,

Responsiveness,

Continuous

Improvement,

Reporting



Council continued to ensure alignment of all strategic planning to the City Plan

objectives and the organisation’s values. Significant progress was made in setting

our strategic direction and priorities over the next four years. The City Plan

2013-2017 framework is based on the ‘5P’ objectives of People, Planet, Place,

Participation and Performance. The plan includes a clear set of key directions and

focus areas, supported with key initiatives. With the adoption of the People, Planet

and Participation policies and strategies in June we now have all of the ‘P’

frameworks adopted and in place. The Place policies and strategy was adopted in

April 2013 and our Performance objective is underpinned by policy context and

strategic intent that is informed by a strong legislative framework, industry best

practice guides and our Banyule Management System. Together, these give us a

strong framework for decisions moving forward. Ongoing internal support is also

provided for key plans as they are reviewed (linkages of these with City Plan,

Annual Business Plan, policy and strategy documents and other plans. Recent

examples include the Recreation Plan and Arts Plan. This support is also provided

for reporting on key corporate plans.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Reporting

6.6 Deliver quality and value for money services

Council continued its commitment to the Best Value process in its service delivery

and service support.

The annual planning process for each service unit incorporated the development

of a comprehensive action plan for continuous improvement and ongoing service

provision. The Best Value action plans developed through the service review

process address the key issues and opportunities for improvement resulting from

community consultation and benchmarking programs, and the review of the

Quality and Cost Standards and current work practices. These have been

integrated with the organisational Annual Business Plan and key supporting plans.

Quality and Cost Standards are reviewed and updated annually. The documents

also incorporate links to the City Plan and other key Council plans, and a brief

service profile.

Council continued its service review program to review, measure and benchmark

our services to ensure we are effectively meeting the quality and cost standards

set. An in-depth service development review program has been further developed and implemented to strengthen continuous improvement activity across Council service provision and address service challenges. Reviews were undertaken for the Municipal Laws Service and Home and Community Care Services during 2012-2013 and final reports were submitted to the Executive Management Team with key findings, outcomes and recommendations for service development. Banyule has continued to support the planning, development and continuous improvement of Council’s systems. We have undertaken key activities as part of service reviews, including GIS mapping, consultation mapping, staff consultation design, benchmarking design, project mapping, and development of reporting structures.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Quality and Cost

Standards,

Reporting,



Council holds externally audited certification in the areas of quality, the environment and safety. This certification program and associated integrated business management system form the foundation of our continuous improvement and best value system. Council successfully maintained certification following an annual surveillance audit held in July-August 2012 with Council’s current certification body, Global-Mark Pty Ltd.

The organisational systems related to Best Value Plus (Banyule Management

System) were reviewed and maintained to ensure ongoing certification. This

included providing support to the Steering Committee and Working Group,

facilitating the Internal Audit Program, maintaining system documentation and

communication, facilitating training to relevant staff members, liaising with external

auditors and assisting with the close-out of audit findings. The BMS was reviewed

and actions loaded into Council’s Interplan system (planning and reporting system)

to track progress.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Quality and Cost

Standards,

Reporting,

Council participated in the Victorian Local Government Community Satisfaction Survey for 2013 (CSS 2013), co-ordinated by the Department of Planning and Community Development (DPCD). This was the second year of the re-vamped survey, which builds further on the 14 previous years in which Banyule City Council has participated in the all-Council State-wide survey. Banyule City Council continued to deliver strong results, with relatively high performance in most of the measured service areas, against a background of generally stable (and some decreased) result levels across the sector. Banyule’s 2012-2013 targets for the CSI measures were based on: Of the respondents that were able to provide a rating, 60% provided a rating of average or better (ie. average, good or very good), in accordance with the scale provided by the DPCD. The results for the core measures were as follows:

Overall performance of Council (performance): 93%

Customer service (performance): 91%

Community consultation and engagement (performance): 81%

Advocacy /Lobbying on behalf of the community (performance): 78%

Overall Council Direction: 91% The targets and actual results for CSI measures are also provided in terms of the CSI scores and are shown in ( ) brackets. These are listed for comparison with the average results for the Inner Group, and with the State-wide average. Banyule’s CSI score for ‘Overall performance’ (68) in the CSS 2013 was higher than the Inner Group average (66) and significantly higher than the State-wide average (60). Banyule also scored strongly in the following core performance measures:

‘Customer service’ (78) – this was significantly higher than the Inner Group average (73) and significantly higher than the State-wide average (71)

‘Overall Council direction’ (57) – this is significantly higher than the State-wide average (53) and higher than the average for the Inner Group (55).

In comparison to the Inner Group average, Council scored higher for three of the five core performance measures: significantly higher for ‘Customer service’ and higher for ‘Overall performance’ and ‘Overall Council direction’. Banyule has scored significantly higher than the State-wide average for the same three core measures, and scored equal to the State-wide average for ‘Community consultation and engagement.’

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Quality and Cost

Standards,

Reporting,



Residents were asked to rate a range of Council services for importance (as a responsibility for Council) and also Council’s performance on those same services over the last 12 months. Residents rated ‘Waste management’ (82), ‘Elderly support services’ (78) and ‘The condition of local streets and footpaths’ (78), as the highest in importance. Council’s performance was rated highest on ‘Waste management’ (79) and ‘Recreational facilities’ (75). The results showed that ‘Waste management’ is considered the most important service area and is also Council’s highest performing area. Importance ratings often exceed perceived performance ratings in most areas. Banyule’s results across the selected range of service performance measures (18 service categories) were solid. When compared with the target of 60% of respondents providing a rating of average or better (ie. average, good or very good), Banyule’s results included:

for 11 out of the 18 categories measured, the percentage of respondents providing a rating of average or better was between 90% and 96%

for 5 of the 18 categories the percentage of respondents providing a rating of average or better was between 80% and 89%

for 2 of the 18 categories the percentage was 78% and 79%. Council’s results also compared favourably with the Inner Group and State-wide results for the selected range of service performance measures. A summary of the results is as follows:

Banyule’s results were higher than or equal to the Inner Group average in 14 of the 18 service categories measured, and only one point lower than the average in a further three categories.

In comparison with the State-wide average, Banyule’s results were higher than or equal in 15 of the 18 categories measured, and only one point lower than the average in a further two categories.

Banyule’s results were significantly higher than the Inner Group average for: ‘Waste Management’, ‘General Town Planning Policy’ and ‘Traffic Management’. Strong comparative results were also obtained for: ‘Recreational Facilities’, ‘Environmental Sustainability’, ‘Planning and Building Permits’, and ‘Enforcement of local laws.’

In comparison with the State-wide average, Banyule’s results were significantly higher for: ‘Environmental sustainability’, ‘Waste management’, ‘Recreational Facilities’, and ‘Local Streets and Footpaths.’ Strong comparative results were also obtained for: ‘General Town Planning Policy’, ‘Enforcement of Local Laws’, and ‘Disadvantaged Support Services’.

Banyule’s service performance scores were highest for: ‘Waste management,’ ‘Recreational facilities,’ ‘The appearance of public areas,’ and ‘Art centres and libraries.’

Banyule incorporated two further questions in the survey (CSS 2013). This enables Banyule to continue to monitor Council’s performance and to gain additional information about the important measures of: how safe people feel in Banyule, and how connected to the community they feel. These tailored questions were based on a rating scale. For ‘Percentage of people who feel safe in Banyule’ there was strong satisfaction with local safety, with a result of 97%. For ‘Percentage of people who feel they ‘belong’ in Banyule’, a strong result of 83% was maintained in 2012-2013.

(Continued)

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Quality and Cost

Standards,

Reporting,



Council partially Implemented MAV Step Program for Planning process

improvement The planning department continues to participate in this program.

The principles and process approach to workflows of the program are taken into

consideration when exploring and developing individual business planning actions.

Banyule developed a system to allow on-line applications for building permits and

an interactive website. This system is 95% complete with implementation likely by

the end of June 2013

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Quality and Cost

Standards,

Reporting,

Council has focussed on organisational performance with the maintenance and

development of appropriate reporting systems. The new City Plan 2013-17 and

Budget 2013-14 are based on the extensive community engagement program

undertaken in 2012-2013 and Councillor and staff input. These documents include

a KPI set based on a continuation of the new and reviewed set developed last

year. This offers improved alignment between planning and reporting, and

responds to changes in the DPCD Community Satisfaction Survey for 2012 and

2013, and findings in the VAGO report. The documentation for the Budget

2013-2014 has been further progressed and presented in the new model format in

line with industry best practice.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Quality and Cost

Standards,

Reporting,

Council co-ordinated the transition to ‘Interplan’ and further developed the

system to improve action planning and reporting processes (with a focus on risk

management, project management and prioritisation). The Interplan Core module

has been implemented and is now self-hosted which has improved the speed and

login requirements.

Work commenced during 2012-2013 to develop an Integrated Project

Management module (IPM) as part of the system. When finalised, IPM will be used

in future to assist the organisation to prioritise and manage Capital Works

projects (and replace the new works and services reporting system). A Risk

Management module has also been further developed as part of the Interplan

system during 2012-2013, to assist in managing organisational risks (corporate and

service unit level).

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Quality and Cost

Standards,

Reporting,



6.7 Apply sound risk management principles and practices

A collaborative work plan has been established to improve safety and promote

safety culture within Banyule Leisure Facility Management (BLFM). This included

assisting with training, participating in weekly OHS meetings, and implementing an

OHS Bulletin.

The Risk Management Team has worked with the Leisure and Culture team to

deliver effective management and public, contractor, volunteer and staff safety for

successful festivals and events.

In addition the Risk team has worked with Early Years Services to look into the

design and development of nappy change benches in order to minimise ergonomic

and manual handling hazards to staff, and reduce the risk of children suffering an

injury from a fall.

Council has continued to work with its injury management consultant to assist

with workplace injuries, training and education, and hazard minimisation for

ergonomic/task-related activities resulting in consistent processes and reduced

injuries.

Council in partnership with Deakin University has undertaken to a study into

identifying and measuring musculoskeletal stresses placed on the body resulting

from the tasks performed by HACC (Home and Community Care) workers. This

information will be used to inform reviews and changes of procedures, task

scheduling, and assist with recruitment, retaining current employees, and returning

injured staff to work. The study promises to lead change across the HACC

sector, and has possible applications for all manual tasks across Council.

Community

Consultation,

Continuous

Improvement,

Responsiveness,

Banyule successfully applied for a grant for a WorkSafe health grant to supplement

and enhance proposed health and wellbeing activities in 2013/14 as well as forming

an effective partnership with Corporate Bodies International to develop and

deliver a staff health and wellbeing program.

Proactive health initiatives continue to be delivered to staff, including workplace

health checks, mental health awareness sessions, drug and alcohol awareness

sessions, expanding fruit box deliveries across more staff sites, to encourage

healthy eating, and continuing to provide an Employee Assistance Program in

collaboration with D’Accord.

Community

Consultation,

Continuous

Improvement,

Responsiveness,

Council developed and implemented a Corporate Risk Register on ‘Interplan’ to

capture, monitor and address our key strategic risks. Further work will be

undertaken in 2013-2014 to refine the system, register and reporting.

Community

Consultation,

Continuous

Improvement,

Responsiveness,

Reporting



6.8 Provide effective support to enable good governance and accountable leadership

Council continued to prepare monthly reports for Senior Management providing

information on the status of a Council resolution and the actions undertaken in

relation to the resolution. This helps Senior Management monitor the actions

undertaken and the actions that still require follow-up.

A new report was developed and is reported to Council quarterly on Councillor

motions. The report includes the status of the Council resolution and the

progress of the actions undertaken in relation to the resolution. This keeps

Councillors and members of the public informed on progress of key items.

A new process has been introduced at Council meetings to capture questions

arising from the Council Meeting Public forum (the informal question time before

the meeting). This enables questions and queries that cannot be answered at the

meeting to be documented. Once a month Councillors are updated on the

progress of such questions that were taken on notice from the Council meeting.

Rollout of hand-held technology for Councillors has reduced the requirement for

hardcopies of Agendas, Minutes and briefing notes. This ensures Councillors have

access to the most up to date information. On Ordinary Agendas and Minutes

alone we have saved 29,886 pages of paper.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Quality and Cost

Standards,

Reporting,

Council successfully managed the 2012 Council Election to ensure open and

transparent processes and encourage a broad range of candidates and increased

level of community participation in the deciding of the elected Council.

Further information related to the Council Election and governance aspects

related to the Council is outlined in the highlights listed for Objective 5

Participation, in key direction 5.1 - Plan and engage with our community. This

includes details related to the following highlights:

Implementation of post-election activities, including statutory

requirements and induction of Councillors.

Reviewed and improved governance systems, processes, training and

education

Reviewed The Election Caretaker Guidelines

Preparation and Planning for the General Election in October 2012

Conducted and supervised the election contract.

Developed an Induction Program for Councillors

Developed Expanded Governance Practice notes

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,

Quality and Cost

Standards,

Reporting,

Council commenced the review of the General Local Law to improve the amenity

and liveability at Banyule. Initial planning was conducted, and Internal Steering

Committee is being established and internal consultation has commenced. The

project will continue in 2013-2014.

Community

Consultation,

Responsiveness,

Accessibility,

Continuous

Improvement,



6.9 Plan and manage Banyule’s physical assets

Asset management plans for the city’s roads, pathways, bridges, drainage,

playgrounds, open space and buildings have been updated or completed.

Council’s commitments to direct development towards appropriate locations,

encourage good design, and maximise the value of Council’s existing assets,

continue to be implemented.

Responsiveness,

Continuous

Improvement,

Fleet Management Services continued to provide a cost effective fleet through the

purchase of suitable vehicles and plant, and by ensuring appropriate maintenance

and programmed replacement. The timely and responsive maintenance service

ensures maximum utilisation and minimal downtime, for Council’s fleet, small

equipment, and the Waste Recovery Centre.

Council continued to review its Fleet Policy and the organisation vehicle list,

expanding the availability of smaller, more environmentally efficient vehicles. It

continued to evaluate new vehicle technologies and fuel options to help improve

Council’s transport carbon footprint and operating cost.

In addition, Banyule’s Fleet Management team:

Undertook workshop environment assessment (air quality, lighting) and

implemented improvement measures to increase safety of staff.

Continued to transition trucks to Euro 5 diesel technology.

Purchased a filter crusher to improve workshop waste recycling.

The team also reviewed light fleet management actions and recommend options

for improving financial sustainability. Currently fleet is being retained longer to

reduce depreciation losses. Smaller cars have replaced large cars in many instances

thus reducing capital investment. As fleet is replaced, more fuel efficient vehicles

are introduced into the fleet, reducing running costs. LPGas is considered (in

consultation with customers) with each purchase, instead of petrol or diesel .

Better utilisation is investigated with every replacement vehicle and plant item.

Responsiveness,

Continuous

Improvement,

Accessibility,

Community

Consultation,

Quality and Cost

Standards,

Council commenced work on developing a strategic stormwater network capacity

assessment for one catchment. A tender was awarded and the contract

progressing well. Contract extended to include stormwater modelling of the

entire municipality with priority areas included. The project is to be completed

2013-2014

Responsiveness,

Continuous

Improvement,

Quality and Cost

Standards,



Banyule’s Street Sweeping and Cleansing Services team delivered a range of

activities in 2012-2013, including:

Undertook clean-up of dumped rubbish and implemented preventative

measures for further dumping where possible.

Implemented technology to improve investigation of drainage assets.

Continued to deliver a quality service to Banyule residents, with a focus on:

Maintaining roads, drains and other installations to a standard which

ensures public safety and protects the natural environment.

Providing a responsive and effective street sweeping and cleansing service

to the streets, drains, shopping areas and public conveniences, and

maintaining these assets with the required high level of cleanliness.

Provided a comprehensive service, including the following:

Twice-weekly mechanical sweeping of roads and gutters, car parks and

laneways associated with major shopping centres. Other shopping centres

and residential streets were swept on a five-weekly cycle, and sweeping in

industrial areas was conducted on a three-weekly cycle.

Additional resources to assist the mechanical street sweeper for the 8-12

week autumn program, for leaf collection in designated streets.

Inspection and maintenance of stormwater pits and drains - with trouble

spots serviced four times a year, and pits and drains (including those

located in easements) cleaned in response to customer requests.

Conducted clearance of litter from shopping centres, Council litter bins

and specified main roads.

Conducted cleaning of Council’s public toilet blocks and barbeques

Undertook cleaning and waste collection at Festivals (eg. Banyule Festival

events, Boulevard Christmas Lights).

Responded to emergency callouts – continued to respond to out of hours

requests requiring urgent attention.

Banyule achieved a result of 71 for ‘The Appearance of Public Areas

(performance)’ in the State Government’s Annual Community Satisfaction Survey

2013. The result of 71 was similar to the Inner Group (72) and equal to the State-

wide average.

Responsiveness,

Continuous

Improvement,

Accessibility,

Community

Consultation,

Quality and Cost

Standards,

6.10 Manage our financial resources in a sustainable manner

The Financial Services team has prepared relevant financial information for the

new City Plan 2013-2017 and for Banyule’s Annual Report for year ended

30/06/2013.

The team worked with Councillors and management to review and prepare

Council’s 2013-2014 Budget. They also worked closely with Communications and

Business Services business units, to enhance and improve the new format of

Council’s Budget for 2013-2014 using the model budget guidelines.

The Financial Services team continued to support service units with a focus on

increasing specific expert advice on budget information that may be utilised for

whole of life asset costing and service specific planning. It also provided

organisational advice on rating strategies and financial implications around

infrastructure funding.

Responsiveness,

Continuous

Improvement,

Community

Consultation,

Accessibility,



Long term budget modelling was undertaken through the year and included

options on superannuation debt funding, an updated rating strategy and strategic

advice on closing the renewal gap.

Finance in partnership with other areas of Council, has established finance for the

purchase of the school sites in Heidelberg West.

Responsiveness,

Continuous

Improvement,

Community

Consultation,

Accessibility,

The Procurement team has continued to provide education and support for

procurement activities and contract management for service units. Monitoring of

adherence to the Procurement Policy and the Procurement and Contract

Guidelines (based on legislative requirements under S186 of the Local Government

Act 1989) has continued and been reported to management as required.

The Procurement team has continued to provide management reporting on

services and contracts on a regular basis and as required.

Community

Consultation,

Continuous

Improvement,

Responsiveness,

Reporting,

A draft leasing policy was presented to Council and further consultation will occur

with stakeholders in 2013-2014 to finalise the policy framework.

Community

Consultation,

Continuous

Improvement,

Responsiveness,


Banyule’s Strategic Indicators

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

Key data gathered by Council and other agencies to assist in evaluating community wellbeing (e.g.

percentage of waste diverted from landfill)

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

Local Governments in Victoria.

Together these indicators provide a comprehensive measure of the achievement of the long-term

objectives of Council and the community.

The indicators chosen represent broad measures of success in areas that are within our control or

of significant interest to Council. They help us to assess our efficiency and indicate effectiveness and

the quality of the services we provide. They aim to monitor progress against Council’s priority areas

within each objective.



Strategic

Activities

Indicators Actual

2011-2012

Target

2012-2013

Inner Group

2012-2013

Actual

2012-2013

1. People: Community strengthening and support

1.1 Promote

and

support

good health

1.1A CSI - Recreational

facilities

(performance)

72 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 73)

96%

(75)

1.1B Attendance at

Council provided

aquatic centres

87.6%

increase

80% increase - 147%

increase

1.2 Develop a

connected

and

involved

community

1.2A Percentage of

people who feel

they ‘belong’ in

Banyule

82% 80% - 83%

1.2B CSI – Disadvantaged

support services

(performance)

64 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 63)

90%

(64)

1.2C Performance against

People: Health and

Wellbeing Action

Plan (% actions

completed on time)

- 80% - 96%

1.2D Total number of

library borrowings

by Banyule residents

- 1,200,000 - 1,248,683

1.3 Provide

services

and

support to,

and

advocate

for, people

at

important

life stages

1.3A CSI - Family support

services

(performance)

64 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 68)

94%

(68)

1.3B CSI – Elderly

support services

(performance)

69 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 68)

91%

(67)



Strategic

Activities

Indicators Actual

2011-2012

Target

2012-2013

Inner Group

2012-2013

Actual

2012-2013

1. People: Community strengthening and support (continued)

1.3C Key Ages and

Stages:

participation rate

for 3.5 year visits

- 71% - 78.4%

1.3D Unit rate cost to

Council for

delivered meals

- $11.00 per

meal

- $15.90 per

meal

1.3E Total number of

delivered meals

- 73,000 - 63,748

1.3F Percentage of

delivered meals

recipients satisfied

with the service

(rating the service

as excellent, very

good or good)

- 90% - 95%

1.4 Promote

community

safety

1.4A Percentage of

people who feel

safe in Banyule

95% 80% - 97%

1.4B Performance

against Safer

Banyule Action

Plan (% actions

completed on time)

- 80% - 100%

1.5 Celebrate

and

promote

Banyule’s

cultural

heritage

1.5A CSI – Art centres

and libraries

(performance)

- 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 76)

95%

(72)

1.5B CSI – Community

and cultural

activities

(performance)

- 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 70)

93%

(69)

1.5C Attendance at

Banyule festival

- 10,000 10,500



Strategic

Activities

Indicators Actual

2011-2012

Target

2012-2013

Inner Group

2012-2013

Actual

2012-2013


1.6 Protect and

improve

public health

and

wellbeing

1.6A CSI – Emergency

and disaster

management

(performance)

- 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 69)

94%

(70)

1.6B Percentage of

people who feel

they ‘belong’ in

Banyule

82% 80% - 83%

1.6C Percentage of

people who feel

safe in Banyule

95% 80% - 97%

1.6D Completion of

scheduled

emergency

management

exercises as part of

Councils Municipal

Emergency

Management Plan

- Completed as

per schedule

- Completed

as per

schedule

1.6E MAV Insurance

(overall score)

Food Safety

- 100% - 100%



Strategic

Activities

Indicators Actual

2011-2012

Target

2012-2013

Inner Group

2012-2013

Actual

2012-2013

2. Planet: Environmental sustainability

2.1 Protect and

enhance our

natural

environment

2.1A CSI –

Environmental

sustainability

(performance)

68 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 65)

91%

(67)

2.1B Number of tree

plantings

(Council tree

plantings in

streets and

parks)

1,975 1,000

- 1,250

2.2 Conserve water

and improve

stormwater

quality

2.2A CSI –

Environmental

sustainability

(performance)

68 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 65)

91%

(67)

2.2B Performance

against State of

Environment

Report (%

actions

completed on

time)

91% 90% - 95%

2.3 Deliver action

on climate

change

2.3A CSI – The

appearance of

public areas

(performance)

- 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 72)

92%

(71)

2.3B Performance

against State of

Environment

Report (%

actions

completed on

time)

91% 90% - 95%



Strategic

Activities

Indicators Actual

2011-2012

Target

2012-2013

Inner Group

2012-2013

Actual

2012-2013

2. Planet: Environmental sustainability (continued)

2.4 Avoid waste

generation

2.4A CSI - Waste

management

(performance)

77 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 74)

96%

(79)

2.4B Percentage of

waste diverted

from landfill

55% 56% - 53%

2.4C Percentage of

‘consumer

waste’ diverted

from landfill (ie

excludes

greenwaste)

- 41% - 39.2%

2.5 Encourage

environmental

stewardship

2.5A Performance

against State of

Environment

Report (%

actions

completed on

time)

91% 90% - 95%

2.5B Attendance at

Council’s

Rethink Centre

waste education

programs

- 4,400 - 4,420



Strategic

Activities

Indicators Actual

2011-2012

Target

2012-2013

Inner Group

2012-2013

Actual

2012-2013

3. Place: Sustainable amenity and built environment

3.1 Support the

character of

neighbourhoods

and guide

growth to

accessible

places

3.1A Community rating

for local

development and

neighbourhood

character within

Banyule

61% 60% of people

rate

neighbourhood

character as

unchanged or

better

- 61%

3.1B Percentage of

planning

applications

completed within

statutory

timeframe (60

days)

- 56%

- 67%

3.2 Support

strengthening of

local centres of

activity

3.2A CSI – Council’s

general town

planning policy

(performance)

57 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 54)

82%

(57)

3.3 Protect and

develop publicly

used assets

3.3A VLG infrastructure

indicator: renewal

ratio

3.95:1 0.43:1 - 0.65:1

3.3B CSI – The

condition of local

streets and

footpaths in your

area

(performance)

61 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 63)

80%

(63)

3.3C MAV Insurance

(overall score) –

compliance with

road management

plan

- 75%

- 61.4%



Strategic

Activities

Indicators Actual

2011-2012

Target

2012-2013

Inner Group

2012-2013

Actual

2012-2013

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

3.4 Enhance public

spaces

3.4A Percentage of

people who feel

safe in Banyule

95% 80% - 97%

3.4B CSI – The

appearance of

public areas

(performance)

70 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 72)

92%

(71)

3.5 Support

sustainable

transport

3.5A CSI – Parking

facilities

(performance)

- 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 56)

78%

(57)

3.5B CSI - Traffic

management

(performance)

- 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 58)

82%

(61)

3.5C Linear metres of

shared paths/ trails

renewed,

upgraded and new.

- 900 metres

- 2,908 metres



Strategic

Activities

Indicators Actual

2011-2012

Target

2012-2013

Inner

Group

2012-2013

Actual

2012-2013

4. Prosperity: Prosperous and sustainable local economy

4.1 Support and

encourage

appropriate

business

development

and local

economic

growth

4.1A CSI - Business and

community

development and

tourism (performance)

60 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 61)

89%

(61)

4.1B Number of economic

development events

delivered in

partnership with other

organisations (eg.

neighbouring Councils,

State and Federal

Government, Regional

Development

organisations, traders

associations, etc)

- 15

- 25

4.1C Participation level

(attendance) at Council

operated/ hosted

economic development

events

- 300

- 486

4.2 Improve

access to

affordable

housing,

employment,

health and

community

services

4.2A CSI - Planning and

building permits

(performance)

58 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 53)

79%

(55)

4.3 Encourage

appropriate

investment

in our

activity

centres

4.3A CSI - Planning and

building permits

(performance)

58 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 53)

79%

(55)

4.4 Build

community

capital

4.4A Percentage of people

who feel they ‘belong’

in Banyule

82% 80% - 83%

4.4B Number of

Community

nominations for

Banyule volunteer

awards

- 40

- 45



Strategic

Activities

Indicators Actual

2011-2012

Target

2012-2013

Inner Group

2012-2013

Actual

2012-2013

5. Participation: Community involvement in community life

5.1 Plan and

engage with

our

community

5.1A CSI - Overall

performance of

Council

69 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 66)

93%

(68)

5.1B CSI - Customer

service

(performance)

74 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 73)

91%

(78)

5.1C CSI - Community

consultation and

engagement

(performance)

58 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 58)

81%

(57)

5.1D Visits to website - 450,000 hits - 1,332,450 hits

5.2 Encourage

participation

in

community

life

5.2A CSI – Informing the

community

(performance)

- 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 62)

84%

(62)

5.2B Percentage of people

who feel they ‘belong’

in Banyule

82% 80% - 83%

5.2C Amount distributed

through Council’s

Community Grants

programs

- $140,000

- $140,000

5.3 Advocate on

behalf of the

community

5.3A CSI – Lobbying on

behalf of the

community

(performance)

58 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 56)

78%

(53)

5.3B Number of significant

issues Council has

advocated on behalf

of the community (as

reported in the six

monthly advocacy

reports to Council)

- 35 - 27



Strategic

Activities

Indicators Actual

2011-2012

Target

2012-2013

Inner Group

2012-2013

Actual

2012-2013

6. Strategic Resource Plan: Use our resources wisely

6.1 Provide

excellence in

customer

service and

communications

6.1A CSI - Overall

performance of

Council

69 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 66)

93%

(68)

6.1B CSI - Customer

service

(performance)

74 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 73)

91%

(78)

6.1C CSI – Informing

the community

(performance)

- 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 62)

84%

(62)

6.1D Visits to website - 450,000 hits - 1,332,450 hits

6.1E Average time

taken to answer

telephone call

enquiries

- Within 2

minutes

- 46 seconds

6.1F Percentage of

customer

requests

actioned within

specified

timeframes

- 75% - 90%

6.2 Develop our

staff and

organisational

culture

6.2A Performance

against

Workforce

Strategy and

Action Plan (%

actions

completed on

time)

- 80% - 95%

6.3 Manage our

valuable

corporate

information and

knowledge

6.3A Percentage of

Freedom of

Information

requests

responded to

within statutory

timeframes (45

days)

- 80%

- 80%



Strategic

Activities

Indicators Actual

2011-2012

Target

2012-2013

Inner Group

2012-2013

Actual

2012-2013

6. Strategic Resource Plan: Use our resources wisely (continued)

6.4 Deliver

innovative

information

technology

solutions

6.4A Percentage of

core IT systems

availability

99.8% 98% - 99.95%

6.5 Conduct

effective and

integrated

forward

planning

6.5A Percentage of

projects in year 1

of 10 year capital

works program

completed on

time.

87% 90% - 89%

6.6 Deliver quality

and value for

money services

6.6A Maintain full

certification for

all services to the

most recent

National/

International

standards in

Quality,

Occupational

Health & Safety,

and

Environmental

Management.

Certification

Achieved

Certification

Maintained

- Certification

Maintained

6.7 Apply sound

risk

management

principles and

practices

6.7A MAV Insurance

state-wide audit

ranking/ overall

score

Fourth

quartile

(Overall

score 70%)

75% - 82%

6.7B WorkCover

premium as a

percentage of

payroll

Not available

until

September

Note: Result

2010-2011 =

2.34%

2.55% - 2.55%

for 2011-2012

6.7C CSI – Emergency

and disaster

management

(performance)

- 60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average CSI

score 69)

94%

(70)



Strategic

Activities

Indicators Actual

2011-2012

Target

2012-2013

Inner Group

2012-2013

Actual

2012-2013


6.8 Provide

effective

support to

enable good

governance and

accountable

leadership

6.8A Percentage of

official Council

and Committee

meetings

attended by

Councillors

where a quorum

was achieved

100% 100% - 100%

6.8B CSI –

Enforcement of

local laws

(performance)

- 60% of

respondent

s providing

a rating of

average or

better*

(Inner Group

average CSI

score 65)

90%

(67)

6.9 Plan and

manage

Banyule’s

physical assets

6.9A Percentage of

projects in year 1

of 10 year capital

works program

completed on

time.

87% 90% - 89%

6.10 Manage our

financial

resources in a

sustainable

manner

6.10A Achievement of

the budgeted

result or better.

Result Not

Achieved due to

Superannuation

Call Expense

Result

Achieved

- Result

Achieved

General Notes and Glossary of Terms:

‘CSI’ – Community satisfaction index scores measured by Victorian Local Government Community Satisfaction

Survey for 2013 (CSS 2013), co-ordinated by the Department of Planning and Community Development

(DPCD)

* - Banyule’s targets for the CSI measures are based on: Of the respondents that were able to provide a rating,

60% provided a rating of average or better (ie. average, good or very good), in accordance with the scale

provided by the DPCD. In addition:

‘Inner Group’ refers to the Inner Melbourne Metropolitan Group (Inner Group) of councils

Banyule’s CSI indicators and targets are based on ‘performance’ measures. Community Satisfaction Index

(CSI) scores are commonly used in the market research industry to represent the extent of customer

satisfaction.

The targets and actual results for CSI measures are also provided in terms of the CSI scores and are

shown in ( ) brackets. These a:re listed for comparison with the average results for the Inner Group.

The indicators are reviewed on an ongoing basis to ensure continued alignment with Council’s objectives and

priorities, and are subject to change. They are also reviewed in line with Banyule’s ongoing planning process,

and informed by Banyule’s involvement with the DPCD’s process to develop a reporting framework for the local

government sector.

Results are left blank with a dash ( - ) where a result is not comparable, where indicators were not part of the

2011-12 Strategic Indicator set, or where a result is not applicable or relevant.



General Notes and Glossary of Terms (continued):

‘Indicator type’: Indicators have been categorised in terms based on the objectives of the local government

reporting framework of: Quality (Output), Appropriateness (Access/Equity/Service Levels), Service Effectiveness

(Outcome), and Cost (Output). The Indicator type and detailed notes for the results for each indicator are

provided in the Performance Statement section of this Annual Report in the ‘Banyule's Key Strategic Activities

for the Year Ended 30 June 2013’ section

Indicators 1.2A Percentage of people who feel they ‘belong’ in Banyule and 1.4A Percentage of people who feel

safe in Banyule – These indicators are measured via the CSS 2013 co-ordinated by the DPCD, and are

additional questions for Banyule. These indicators are measured on a ‘0 to 10’ rating scale. The percentage

results are based on the total percentage of people who have given a rating of 5 or more on the rating scale.

The average scores for people who feel safe in Banyule were 7.9 in 2012-2013 and 7.8 in 2011-2012. The

average score for people who feel they ‘belong’ in Banyule was 6.1 in both 2012-2013 and 2011-2012.

Indicator 6.7A –MAV Insurance state-wide audit ranking/ overall score – a desk top re-assessment was

conducted in 2012-2013 to review progress and evaluate and address the aberration in the previous result. A

full audit will be conducted to assess our performance in a newly established criteria set in 2013-2014. The

assessment model used in 2012-2013 is under review and the new model will be communicated to councils in

2013-2014. Due to changes made to the assessment program by LMI in 2012-2013, state-wide audit

rankings are no longer available and may not be available in future years.

Indicator 6.7B – Result not available until September 2013. This is a lag indicator, and the results provided

have been assessed three months after the 2010-11 and 2011-12 annual reporting periods.


Victorian Local Government Indicators

VICTORIAN LOCAL GOVERNMENT INDICATORS 2011/12 2012/13

Actual Actual

All Rates

1 Average Rates & Charges per Assessment $1,294.47 $1,390.98

Residential Rates

2 Average Rates & Charges per Residential Assessment $1,216.35 $1,325.86

Debts

3 Average Liabilities per Assessment $1,319.71 $1,034.40

Operating Result

4 Operating Result per Assessment -$52.03 $85.35

Operating Costs

5 Average Operating Expenditure per Assessment $2,297.32 $2,176.27

Overall Performance

6 Community satisfaction rating (index score) for overall

performance generally of the Council* 69 68

Capital Expenditure

7 Average Capital Expenditure per Assessment $914.54 $391.02

Infrastructure

8 Renewal # 3.95:1 0.65:1

9 Renewal & Maintenance ^ 2.18:1 0.79:1

Advocacy

10 Community satisfaction rating (index score) for Council's

lobbying on behalf of the community* 58 53

Community Consultation and Engagement

11 Community satisfaction rating (index score) for Council's

community consultation and engagement* 58 57

Notes:

After excluding capital grants of $5,885,841 ($4,325,000 in 2011-12) and developers contributions of $1,140,979

($1,256,000 in 2011-12), the Operating Result will be changed from $85.35 (-$52.03in 2011-12) to -$50.74 (-$160.87 in

2011-12).

* Indicators and results are based on survey measures in the Victorian Local Government Community Satisfaction Survey (CSS) for 2012 and 2013, co-ordinated by the Department of Planning and Community Development (DPCD). Community

Satisfaction Index (CSI) scores are commonly used in the market research industry to represent the extent of customer

satisfaction.

# Ratio of current spending on capital renewal of existing infrastructure assets which returns the service potential or the life of

the asset up to that which it had originally to the Average Annual Asset Consumption (AAAC) totalled for each and every

infrastructure asset to give one ratio.

^ Ratio of current spending on capital renewal of existing infrastructure assets which returns the service potential or the life of

the asset up to that which it had originally plus current spending on maintenance:

- To AAAC plus all anticipated planned and unplanned maintenance (that is, the expected level of maintenance which

was used the calculation of the useful life of the asset)

- Total for each and every infrastructure asset to give one ratio

The AAAC is the amount of a local government’s asset base consumed during a year. It is based on the current replacement

cost ‘as new’ divided by useful life.


Banyule City Council Performance Statement for the Year Ended 30 June 2013


Performance Statement for the Year Ended 30 June 2013

Contents Page No.

Banyule’s Key Strategic Activities – Results for the year ended 30 June 2013

(Banyule’s Annual Strategic Activities - Explanatory Notes on Targets, Actual

Results and Differences)

130

Certification of Performance Statement 156

Victorian Auditor-General Independent Audit Report 157



BANYULE'S KEY STRATEGIC ACTIVITIES FOR THE YEAR ENDED 30 JUNE 2013

(Includes Explanatory Notes on Targets, Actual Results and Differences)

Strategic

Activities

Indicators Target

2012-2013

Actual

2012-2013

Difference

1. People: Community strengthening and support

1.1 Promote and

support good

health

1.1A CSI - Recreational facilities

(performance)

60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average 73)

96%

(75)

+36%

Achieved

target

(+2)

Indicator type: Quality (Output)

This indicator is measured via the Victorian Local Government Community

Satisfaction Survey for 2013 (CSS 2013), co-ordinated by the Department of

Planning and Community Development (DPCD). Banyule’s CSI score (75) was

higher than the Inner Group average (73) and significantly higher than the State-

wide average (70). Council’s performance rating in this service area was amongst

the highest for the service areas measured for Banyule in the CSS 2013.

1.1B Attendance at Council

provided aquatic centres.

80% increase 147%

increase

+67%

Achieved

target

Indicator type: Service Effectiveness (Outcome)

Attendance figures were 1,418,500 in 2012-2013, compared with 575,094 in 2011-

2012 (representing a 147% increase). This significant increase can be attributed to

the opening of the new WaterMarc regional aquatic and leisure facility (in

September 2012), and to improvements in systems and processes to enable more

accurate capture of attendance data. In 2013-2014 the figures for this indicator will

include WaterMarc and Macleod Recreation Centre.

1.2 Develop a

connected and

involved

community

1.2A Percentage of people who

feel they ‘belong’ in

Banyule

80% 83% +3%

Achieved

target


This indicator is measured via the CSS 2013 co-ordinated by the DPCD, and is an

additional question for Banyule. The result demonstrates a relatively strong result

for people feeling connected in Banyule and this has continued since the 2011-2012

result of 82%. (Note: This indicator is measured on a ‘0 to 10’ rating scale. The

percentage result is based on the total percentage of people who have given a rating

of 5 or more on the rating scale. The average score out of 10 was 6.1 in both

2012-2013 and 2011-2012.)



Banyule's Key Strategic Activities for the Year Ended 30 June 2013


Strategic

Activities

Indicators Target

2012-2013

Actual

2012-2013

Difference


1.2B CSI – Disadvantaged

support services

(performance)

60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average 63)

90%

(64)

+30%

Achieved

target

(+1)

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

Banyule’s CSI score (64) in the CSS 2013 was higher than the Inner Group average

(63) and higher than the State-wide average (62). The percentage of respondents

providing a rating of ‘Can’t say’ were: Inner Group average (43%), & Banyule (42%).

1.2C Performance against

People: Health and

Wellbeing Action Plan (%

actions completed on

time)

80% 96% +16%

Achieved

target


1.2D Total number of library

borrowings by Banyule

residents

1,200,000 1,248,683 +48,683

Achieved

target


This indicator covers the Yarra Plenty Regional Library (YPRL) network’s Ivanhoe,

Rosanna and Watsonia libraries. In addition, information captured by YPRL

indicated the following:

Banyule Libraries saw a 2% decrease in physical loans. Despite a 4% drop

in loans, Ivanhoe continues to have the second highest circulation of all

branches in the region. Watsonia has slightly increased their loans, one

of only 2 branches in the region to do so. Rosanna’s loans fell slightly.

In comparison to physical loans, digital loans for the region increased by

86% (to 359,046) in 2012-2013.

Virtual visits to the YPRL website have grown 6% in the past year. There

has been a big increase in the number of people using tablets and mobiles

to access the website.

Program attendance has increased significantly at Banyule libraries over

the past year (to 29,770, an increase of 25%), with good increases at

both Ivanhoe and Watsonia. Rosanna continues to be hampered by a lack

of space for programs. Activities include core programming such as

storytimes, homework help and computer classes as well as special

events such as youth nights run in conjunction with BCC at Watsonia

and cultural events at Ivanhoe.





Strategic

Activities

Indicators Target

2012-2013

Actual

2012-2013

Difference


1.3 Provide

services and

support to, and

advocate for,

people at

important life

stages

1.3A CSI - Family support

services (performance)

60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average 68)

94%

(68)

+34%

Achieved

target

(0)


Banyule’s CSI score (68) in the CSS 2013 was equal to the Inner Group average, and

higher than the State-wide average (67). Banyule’s CSI score in 2013 is significantly

higher than the score in 2012 (64). For percentage of respondents providing a rating

of ‘Can’t say’: - Inner Group average (36%), State-wide average (29%), and Banyule

(32% - note this was only 3% in 2012.)

1.3B CSI – Elderly support

services (performance)

60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average 68)

91%

(67)

+31%

Achieved

target

(-1)


Banyule’s CSI score (67) in the CSS 2013 was lower than the Inner Group average

(68) and lower than the State-wide average (69).

1.3C Key Ages and Stages:

participation rate for 3.5

year visits

71% 78.4% +7.4%

Achieved

target


1.3D Unit rate cost to Council

for delivered meals

$11.00 per

meal

$15.90 per

meal

-$4.90

Target not

achieved on

this occasion

Indicator type: Cost (Output)

The cost per meal is directly related to cost to Council and meal numbers. Council

had planned to deliver 73,000 meals and only delivered 63,748. Costs remain

roughly the same (except for food costs) and income declined dramatically, thereby

pushing up the cost per meal. The service has undertaken a review to reduce costs

and realign the service based on current demand.





Strategic

Activities

Indicators Target

2012-2013

Actual

2012-2013

Difference


1.3E Total number of delivered

meals

73,000 63,748 -9,252

87.3%

achievement

against target


Meal numbers have decreased by approximately 14% over the last 2 years. The

reasons include:

The market is now abundant with competitors from supermarkets and

private delivery companies

Council supports people to be active in their homes for longer, so they

are less reliant on services including delivered meals. Council’s elderly

residents are now generally more self-sufficient, wealthier, healthier and

have access to more choices

Clients are now usually commencing Council’s meals service following a

significant health crisis and consequently their length of stay is now on

average of 8 weeks (where as previously it was years)

Reasons for clients leaving the service are generally because they have

either moved into permanent care or passed away

The number of potential clients in the age range (85–100 plus) in Banyule

is still declining. The baby boomers will not be increasing these numbers

for another 20 years.

1.3F Percentage of delivered

meals recipients satisfied

with the service (rating the

service as excellent, very

good or good)

90% 95% +5%

Achieved

target


The service conducts an annual survey. The satisfaction survey is sent to every

client each year, and the result is based on 45% of clients responding and providing

a rating (ie. 166 replies were received).

1.4 Promote

community

safety


feel safe in Banyule

80% 97% +17%

Achieved

target



additional question for Banyule. The result demonstrates a strong result for people

feeling safe in Banyule and this has continued since the 2012 result of 95%. (Note:

This indicator is measured on a ‘0 to 10’ rating scale. The percentage result is based

on the total percentage of people who have given a rating of 5 or more on the

rating scale. The average score out of 10 was 7.9 in 2012-2013 and 7.8 in 2011-

2012.)





Strategic

Activities

Indicators Target

2012-2013

Actual

2012-2013

Difference


1.4B Performance against Safer

Banyule Action Plan (%


time)

80% 100% +20%


1.5 Celebrate and

promote

Banyule’s

cultural

heritage

1.5A CSI – Art centres and

libraries (performance)

60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average 76)

95%

(72)

+35%

Achieved

target

(-4)



(76) and lower than the State-wide average (73).

1.5B CSI – Community and

cultural activities

(performance)

60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average 70)

93%

(69)

+33%

Achieved

target

(-1)



(70) and equal to the State-wide average.

1.5C Attendance at Banyule

festival

10,000 10,500 +500

Achieved

target






Strategic

Activities

Indicators Target

2012-2013

Actual

2012-2013

Difference


1.6 Protect and

improve public

health and

wellbeing

1.6A CSI – Emergency and

disaster management

(performance)

60% of

respondents

providing a

rating of

average or

better*

(Inner Group

average 69)

94%

(70)

+34%

Achieved

target

(+1)


Banyule’s CSI score (70) in the CSS 2013 was higher than the Inner Group average

(69) and equal to the State-wide average.

1.6B Percentage of people who


Banyule

80% 83% +3%

Achieved

target


Refer to note for Indicator 1.2A

1.6C Percentage of people who


80% 97% +17%

Achieved

target



1.6D Completion of scheduled

emergency management

exercises as part of

Council’s Municipal

Emergency Management

Plan

Completed as

per schedule

Completed

as per

schedule

Completed

as per

schedule

Achieved

target


Regional exercise undertaken as scheduled.

1.6E MAV Insurance (overall

score) Food Safety

100% 100% 0

Achieved

target


This result supports Council’s sound approach to ensuring food safety regulations

are met by food premises within the municipality. This indicator is assessed by MAV

Insurance in relation to their Liability Mutual Insurance (LMI) scheme. Note: The

assessment model used in 2012-2013 is under review and the new model will be

communicated to councils in 2013-2014.





Strategic

Activities

Indicators Target

2012-2013

Actual

2012-2013

Difference

2. Planet: Environmental sustainability

2.1 Protect and

enhance our

natural

environment

2.1A CSI – Environmental

sustainability

(performance)

60% of

respondents

providing a

rating of average

or better*

(Inner Group

average 65)

91%

(67)

+31%

Achieved

target

(+2)


Banyule’s score (67) in the CSS 2013 was higher than the Inner Group average (65)

and significantly higher than the State-wide average (64).

2.1B Number of tree plantings

(Council tree plantings in

streets and parks)

1,000

1,250 +250

Achieved

target


The trees were planted in line with the scheduled tree planting program for 2012-

2013, which was increased from 1,000 to 1,250 plants (representing a 25% increase).

In addition, a total of 9,835 local native (indigenous) plants made up of tube-stock

trees, shrubs and ground species, were planted throughout Banyule’s bushland

reserves, creeks and river reserves. This was part of the ongoing revegetation

program for 2012-2013, including community working bees (local volunteers and

friends groups).

2.2 Conserve

water and

improve

stormwater

quality

2.2A CSI – Environmental

sustainability

(performance)

60% of

respondents

providing a

rating of average

or better*

(Inner Group

average 65)

91%

(67)

+31%

Achieved

target

(+2)



2.2B Performance against State

of Environment Report (%


time)

90% 95% +5%

Achieved

target


Combined with indicator 2.1A, this result demonstrates strong commitment by

Council to sustaining the environment.





Strategic

Activities

Indicators Target

2012-2013

Actual

2012-2013

Difference


2.3 Deliver action

on climate

change

2.3A CSI – The appearance of

public areas (performance)

60% of

respondents

providing a

rating of average

or better*

(Inner Group

average 72)

92%

(71)

+32%

Achieved

target

(-1)


Banyule’s score (71) in the CSS 2013 was lower than the Inner Group average (72)

and equal to the State-wide average.

2.3B Performance against State



time)

90% 95% +5%

Achieved

target


Refer to note for Indicator 2.2B

2.4 Avoid waste

generation

2.4A CSI - Waste management

(performance)

60% of

respondents

providing a

rating of average

or better*

(Inner Group

average 74)

96%

(79)

+36%

Achieved

target

(+5)


Banyule’s score (79) in the CSS 2013 was significantly higher than the Inner Group

average (74) and significantly higher than the State-wide average (71).

Banyule has maintained its strong performance in Waste Management. The survey

also indicated that waste management is considered the most important service area

and is also Council’s highest performing area.

2.4B Percentage of waste

diverted from landfill

56% 53% -3%

95%

achievement

against target


Percentage of waste diverted from landfill has reduced slightly as a result of a 16%

reduction in the amount of green waste collected and 6% reduction in the amount of

recyclables collected (see also indicator 2.4C). The annual variation in green waste

occurs frequently due to climatic conditions.





Strategic

Activities

Indicators Target

2012-2013

Actual

2012-2013

Difference


2.4C Percentage of ‘consumer

waste’ diverted from

landfill (ie excludes

greenwaste)

41% 39.2% -1.8%

96%

achievement

against target


This reduction is a result of less paper collected (recycling) which could be due to a

shift toward the use of electronic media. Also, less contamination levels in recycling

collection due to improved waste education will impact the diversion. Further

analysis is required to gain a better understanding of the changes to kerbside

recycling behaviour by residents.

2.5 Encourage

environmental

stewardship

2.5A Performance against State



time)

90% 95% +5%

Achieved

target


Refer to note for Indicator 2.2B

2.5B Attendance at Council’s

Rethink Centre waste

education programs

4,400 4,420 +20

Achieved

target






Strategic

Activities

Indicators Target

2012-2013

Actual

2012-2013

Difference

3. Place: Sustainable amenity and built environment

3.1 Support the

character of

neighbourhoods

and guide

growth to

accessible

places

3.1A Community rating for

local development and

neighbourhood character

within Banyule

60% of people

rate

neighbourhood

character as

unchanged or

better

development was favourable:

22%

neutral: 22%

development

was

unfavourable:

28%

61.4%

Achieved

target


This indicator was measured in the Banyule Household Survey 2011 (conducted by

Metropolis Research). Residents were asked: ‘What effect, if any, do you believe

new housing and housing development has had on your local area?’ Based on a

total of 740 respondents, the results were:

- Generally improved: 21.7%

- Had no effect: 22.4%

- Made the area worse: 27.6%

- Can’t say: 28.3%

This indicator was not re-measured in 2012-2013. The result is based on those

respondents that were able to provide a rating. Due to ageing data, this indicator

has been replaced for the 2013-2014 review period.

3.1B Percentage of planning

applications completed

within statutory

timeframe (60 days)

56%

67% +11%

Achieved

target


3.2 Support

strengthening of

local centres of

activity

3.2A CSI – Council’s general

town planning policy

(performance)

60% of

respondents

providing a

rating of average

or better*

(Inner Group

average 54)

82%

(57)

+22%

Achieved

target

(+3)



average (54) and higher than the State-wide average (55).





Strategic

Activities

Indicators Target

2012-2013

Actual

2012-2013

Difference


3.3 Protect and

develop

publicly used

assets

3.3A VLG infrastructure

indicator: renewal ratio

0.43:1 0.65:1 +0.22


3.3B CSI – The condition of

local streets and footpaths

in your area (performance)

60% of

respondents

providing a

rating of average

or better*

(Inner Group

average 63)

80%

(63)

+20%

Achieved

target

(0)


Banyule’s score (63) in the CSS 2013 was equal to the Inner Group average and

significantly higher than the State-wide average (58).

3.3C MAV Insurance (overall

score) – compliance with

road management plan

75%

61.4% -13.6%

81.9%

achievement

against target


This result indicates Council’s effectiveness in implementing and monitoring our

Road Management Plan and ensuring appropriate allocation of limited resources for

road and footpath inspections and maintenance across the municipality. The result

in 2012-2013 shows an improvement since 2011-12 (score of 51%). This indicator is

assessed by MAV Insurance in relation to their Liability Mutual Insurance (LMI)

scheme. Note: The assessment model used in 2012-2013 is under review and the

new model will be communicated to councils in 2013-2014.

3.4 Enhance public

spaces



80% 97% +17%

Achieved

target



additional question for Banyule. The result demonstrates a strong result for people

feeling safe in Banyule and this has continued since the 2012 result of 95%. (Note:

This indicator is measured on a ‘0 to 10’ rating scale. The percentage result is based

on the total percentage of people who have given a rating of 5 or more on the rating

scale. The average score out of 10 was 7.9 in 2012-2013 and 7.8 in 2011-2012.)





Strategic

Activities

Indicators Target

2012-2013

Actual

2012-2013

Difference


3.4B CSI – The appearance of

public areas (performance)

60% of

respondents

providing a

rating of average

or better*

(Inner Group

average 72)

92%

(71)

+32%

Achieved

target

(-1)




3.5 Support

sustainable

transport

3.5A CSI – Parking facilities

(performance)

60% of

respondents

providing a

rating of average

or better*

(Inner Group

average 56)

78%

(57)

+18%

Achieved

target

(+1)




3.5B CSI - Traffic management

(performance)

60% of

respondents

providing a

rating of average

or better*

(Inner Group

average 58)

82%

(61)

+22%

Achieved

target

(+3)



average (58) and higher than the State-wide average (60).

3.5C Linear metres of shared

paths/ trails renewed,

upgraded and new.

900 metres

2,908 metres +2,008

metres

Achieved

target


This result includes works completed for the Darebin Creek trail, Wilson Reserve

trail, Donaldson Creek trail, Plenty River trial, and Main Yarra trail.





Strategic

Activities

Indicators Target

2012-2013

Actual

2012-2013

Difference

4. Prosperity: Prosperous and sustainable local economy

4.1 Support and

encourage

appropriate

business

development

and local

economic

growth

4.1A CSI - Business and

community development

and tourism (performance)

60% of

respondents

providing a

rating of average

or better*

(Inner Group

average 61)

89%

(61)

+29%

Achieved

target

(0)



lower than the State-wide average (62).

4.1B Number of economic

development events

delivered in partnership

with other organisations

(eg. neighbouring Councils,

State and Federal

Government, Regional

Development

organisations, traders

associations, etc)

15

25 +10

Achieved

target


The result for this indicator demonstrates Council’s commitment and focus on

supporting economic development. The events included: 10 Banyule Business Events,

4 Northern Business Achievement Awards Breakfasts, 9 Business Mentoring Days

(Banyule advisory service), and 2 Victorian Government Mentoring Bus Visits

(mobile business centre/ mini bus).

4.1C Participation level

(attendance) at Council

operated/ hosted

economic development

events

300

486 +186

Achieved

target


The result for this indicator demonstrates a high level of participation in Council

operated/hosted local economic development events. This represents 51 mentoring

bookings (Banyule advisory service) and 435 event registrations (Banyule Business

events).





Strategic

Activities

Indicators Target

2012-2013

Actual

2012-2013

Difference

4. Prosperity: Prosperous and sustainable local economy (continued)

4.2 Improve

access to

affordable

housing,

employment,

health and

community

services

4.2A CSI - Planning and building

permits (performance)

60% of

respondents

providing a

rating of average

or better*

(Inner Group

average 53)

79%

(55)

+19%

Achieved

target

(+2)




4.3 Encourage

appropriate

investment in

our activity

centres

4.3A CSI - Planning and building

permits (performance)

60% of

respondents

providing a

rating of average

or better*

(Inner Group

average 53)

79%

(55)

+19%

Achieved

target

(+2)



4.4 Build

community

capital



Banyule

80% 83% +3%

Achieved

target




for people feeling connected in Banyule and this has continued since the 2012 result

of 82%. (Note: This indicator is measured on a ‘0 to 10’ rating scale. The


of 5 or more on the rating scale. The average score out of 10 was 6.1 in both 2012-

2013 and 2011-2012.)

4.4B Number of Community

nominations for Banyule

volunteer awards

40

45 +5

Achieved

target


This result indicates an improving awareness and recognition of the significant

contributions made by volunteers





Strategic

Activities

Indicators Target

2012-2013

Actual

2012-2013

Difference

5. Participation: Community involvement in community life

5.1 Plan and

engage with

our

community

5.1A CSI - Overall performance

of Council

60% of

respondents

providing a

rating of average

or better*

(Inner Group

average 66)

93%

(68)

+33%

Achieved

target

(+2)




5.1B CSI - Customer service

(performance)

60% of

respondents

providing a

rating of average

or better*

(Inner Group

average 73)

91%

(78)

+31%

Achieved

target

(+5)




5.1C CSI - Community

consultation and

engagement (performance)

60% of

respondents

providing a

rating of average

or better*

(Inner Group

average 58)

81%

(57)

+21%

Achieved

target

(-1)




Council conducted a comprehensive community engagement program during 2012 -

2013 to help inform its planning processes. This remains a key focus of Council and

is incorporated in Banyule’s City Plan 2013-2017.

5.1D Visits to website 450,000 hits 1,332,450

hits

+882,450

Achieved

target


Council has developed a new website during 2012-2013, with a focus on improved

accessibility. Note: This result includes both external and internal organisation

website visits, and a more detailed analysis of website visits will be available in future

due to the improved website. A new base is to be determined for 2013-2014.





Strategic

Activities

Indicators Target

2012-2013

Actual

2012-2013

Difference

5. Participation: Community involvement in community life (continued)

5.2 Encourage

participation in

community life

5.2A CSI – Informing the

community (performance)

60% of

respondents

providing a

rating of average

or better*

(Inner Group

average 62)

84%

(62)

+24%

Achieved

target

(0)



higher than the State-wide average (61).

5.2B Percentage of people who


Banyule

80% 83% +3%

Achieved

target




for people feeling connected in Banyule and this has continued since the 2012 result

of 82%. (Note: This indicator is measured on a ‘0 to 10’ rating scale. The


of 5 or more on the rating scale. The average score out of 10 was 6.1 in both 2012-

2013 and 2011-2012.)

5.2C Amount distributed

through Council’s

Community Grants

programs

$140,000

$140,000

0

Achieved

target


5.3 Advocate on

behalf of the

community

5.3A CSI – Lobbying on behalf

of the community

(performance)

60% of

respondents

providing a

rating of average

or better*

(Inner Group

average 56)

78%

(53)

+18%

Achieved

target

(-3)



and lower than the State-wide average (55).





Strategic

Activities

Indicators Target

2012-2013

Actual

2012-2013

Difference

5. Participation: Community involvement in community life (continued)

5.3B Number of significant

issues Council has

advocated on behalf of the

community (as reported in

the six monthly advocacy

reports to Council)

35 27 -8

77%

achievement

against target


The extent of advocacy work undertaken by Council has not been sufficiently

captured in the six monthly advocacy reports to Council. These reported advocacy

items (27) have focused on formalised representations to other levels of

Government ‘Advocate on behalf of the community’ was a key direction in

Banyule’s City Plan 2009-2013 (Year 4) and this was a focus in 2012-2013. Council

advocated to other communities, organisations and levels of government on a wide

range of key issues, including bigger and more substantial issues of local, regional and

wider relevance to represent the best interests of the Banyule community. The

process to capture the extent of the advocacy work more effectively (in the reports

to Council) is to be reviewed, improved and tied to a formal system of reporting

through the Interplan system.





Strategic

Activities

Indicators Target

2012-2013

Actual

2012-2013

Difference

6. Strategic Resource Plan: Use our resources wisely

6.1 Provide

excellence in

customer

service and

communications

6.1A CSI - Overall

performance of Council

60% of

respondents

providing a

rating of average

or better*

(Inner Group

average 66)

93%

(68)

+33%

Achieved

target

(+2)




6.1B CSI - Customer service

(performance)

60% of

respondents

providing a

rating of average

or better*

(Inner Group

average 73)

91%

(78)

+31%

Achieved

target

(+5)




6.1C CSI – Informing the

community (performance)

60% of

respondents

providing a

rating of average

or better*

(Inner Group

average 62)

84%

(62)

+24%

Achieved

target

(0)



higher than the State-wide average (61).

6.1D Visits to website 450,000 hits 1,332,450

hits

+882,450

Achieved

target


Council has developed a new website during 2012-2013, with a focus on improved

accessibility. Note: This result includes both external and internal organisation

website visits, and a more detailed analysis of website visits will be available in future

due to the improved website. A new base is to be determined for 2013-2014.





Strategic

Activities

Indicators Target

2012-2013

Actual

2012-2013

Difference


6.1E Average time taken to

answer telephone call

enquiries

Within 2

minutes

46 seconds -74 seconds

(better)

Achieved

target


6.1F Percentage of customer

requests actioned within

specified timeframes

75% 90% +15%

Achieved

target


6.2 Develop our

staff and

organisational

culture

6.2A Performance against

Workforce Strategy and

Action Plan (% actions

completed on time)

80% 95% +15%

Achieved

target


6.3 Manage our

valuable

corporate

information and

knowledge

6.3A Percentage of Freedom of

Information requests

responded to within

statutory timeframes (45

days)

80%

80%

0

Achieved

target


6.4 Deliver

innovative

information

technology

solutions

6.4A Percentage of core IT

systems availability

98% 99.95% +1.95%

Achieved

target


6.5 Conduct

effective and

integrated

forward

planning

6.5A Percentage of projects in

year 1 of 10 year capital

works program

completed on time.

90% 89% -1%

98.9%

achievement

against target






Strategic

Activities

Indicators Target

2012-2013

Actual

2012-2013

Difference


6.6 Deliver quality

and value for

money services

6.6A Maintain full certification

for all services to the

most recent National/

International standards in

Quality, Occupational

Health & Safety, and

Environmental

Management.

Certification

Maintained

Certification

Maintained

Certification

Maintained


6.7 Apply sound

risk

management

principles and

practices

6.7A MAV Insurance state-

wide audit ranking/

overall score

75% 82%

+7%

Achieved

target


This result indicates Council’s effectiveness in implementing and monitoring our

overall risk management framework and ensuring identified risks are proactively

managed to protect Council and help achieve objectives. The result in 2012-2013

shows improvement overall since 2011-12 (overall score of 70%). This indicator is

assessed by MAV Insurance in relation to their Liability Mutual Insurance (LMI)

scheme. Note: The assessment model used in 2012-2013 is under review and the

new model will be communicated to councils in 2013-2014. Due to changes made to

the assessment program by LMI in 2012-2013, state-wide audit rankings are no

longer available and may not be available in future years.

6.7B WorkCover premium as

a percentage of payroll

2.55% 2.55%

for 2011-

2012

0%

Achieved

target


Current year’s result not available until September 2013. This is a lag indicator, and

the result provided has been assessed three months after the 2011-12 annual

reporting period. Note: Actual result for 2010-11 was 2.34%, and Actual for 2011-

12 was 2.55% (result received September 2012).

6.7C CSI – Emergency and

disaster management

(performance)

60% of

respondents

providing a

rating of average

or better*

(Inner Group

average 69)

94%

(70)

+34%

Achieved

target

(+1)








Strategic

Activities

Indicators Target

2012-2013

Actual

2012-2013

Difference


6.8 Provide

effective

support to

enable good

governance and

accountable

leadership

6.8A Percentage of official

Council and Committee

meetings attended by

Councillors where a

quorum was achieved

100% 100% 0

Achieved

target


6.8B CSI – Enforcement of local

laws (performance)

60% of

respondents

providing a

rating of average

or better*

(Inner Group

average 65)

90%

(67)

30%

Achieved

target

(+2)


6.9 Plan and

manage

Banyule’s

physical assets

6.9A Percentage of projects in

year 1 of 10 year capital

works program completed

on time.

90% 89% -1%

98.9%

achievement

against target


6.10 Manage our

financial

resources in a

sustainable

manner

6.10A Achievement of the

budgeted result or better.

Result Achieved Result

Achieved

Result

Achieved






General Notes and Glossary of Terms

‘CSI’ – Community satisfaction index scores measured by Victorian Local Government Community Satisfaction

Survey for 2013 (CSS 2013), co-ordinated by the Department of Planning and Community Development

(DPCD)

* - Banyule’s targets for the CSI measures are based on: Of the respondents that were able to provide a rating,

60% provided a rating of average or better (ie. average, good or very good), in accordance with the scale

provided by the DPCD. In addition:

‘Inner Group’ refers to the Inner Melbourne Metropolitan Group (Inner Group) of councils

Banyule’s CSI indicators and targets are based on ‘performance’ measures. Community Satisfaction Index

(CSI) scores are commonly used in the market research industry to represent the extent of customer

satisfaction.

The targets and actual results for CSI measures are also provided in terms of the CSI scores and are

shown in ( ) brackets. These are listed for comparison with the average results for the Inner Group.

The indicators are reviewed on an ongoing basis to ensure continued alignment with Council’s objectives and

priorities, and are subject to change. They are also reviewed in line with Banyule’s ongoing planning process,

and informed by Banyule’s involvement with the DPCD’s process to develop a reporting framework for the local

government sector.

‘Indicator type’: Indicators have been categorised in terms based on the objectives of the local government

reporting framework of: Quality (Output), Appropriateness (Access/Equity/Service Levels), Service Effectiveness

(Outcome), and Cost (Output).

Indicator 6.7A –MAV Insurance state-wide audit ranking/overall score – a desk top re-assessment was

conducted in 2012-2013 to review progress and evaluate and address the aberration in the previous result. A

full audit will be conducted to assess our performance in a newly established criteria set in 2013-2014. The

assessment model used in 2012-2013 is under review and the new model will be communicated to councils in

2013-2014. Due to changes made to the assessment program by LMI in 2012-2013, state-wide audit

rankings are no longer available and may not be available in future years.

Indicator 6.7B – Result not available until September 2013. This is a lag indicator, and the results provided

have been assessed three months after the 2010-11 and 2011-12 annual reporting periods.





Supporting Information Summary

Background

Community satisfaction scores come from the 2013 Community Satisfaction Survey (CSS 2013) conducted by the JWS Research Group on behalf of the Department of Planning and Community Development and Victorian Councils.

This is the second year of the re-vamped Local Government Community Satisfaction Survey, which

builds further on the 14 previous years in which Banyule City Council has participated in the all-

Council State-wide survey.

This annual activity allows Banyule City Council to track residents' views on its performance over

time, along with comparison to generalised sector results. The survey focuses on 18 service areas

and five (5) ‘core’ governance measures, common to all Victorian Councils. Each of these is reported

to show progress and improvements in performance. The report also identifies some key areas for

improvement and for increasing resident performance ratings in the coming year.

In 2013, 71 of the 79 Victorian councils participated in the February-March survey, a slight decrease

to previous years. The survey used a telephone interview of 400 respondents (a statistically

significant/valid sample) in each municipality, drawn across postcodes in the Council area, and based

on residents only.

There is now two (2) years of direct comparative data based on recent survey methodology changes

since 2011. The significant changes include:

Minimum respondent quotas based on gender within age (no longer ‘head of household’)

Results now weighted (post-survey) to the ABS population for improved age/gender cohort

representation

Extended (and more specific) service area coverage

Improved rating scale design.

The survey broadly measures residents’ performance ratings for core Council areas. These five (5)

organisation wide measures are:

Overall Performance

Consultation and Engagement

Advocacy (Lobbying on behalf of the community)

Customer Service

Overall Council Direction.

These are accompanied by 18 service provision areas (categories), along with two (2) extra questions

tailored for Banyule regarding ‘Feelings of community safety’, and ‘Strength of community

connection’. For these service groupings the survey seeks importance and performance (perception

and usage experience) ratings. These are important indicators of how well the community perceives

Council is providing services, strengthening democracy, and building stronger communities.

The expanded nature and extent of data contained in this annual report is being gathered in

anticipation of the new Local Government Victoria performance indicators framework currently in

development.





Supporting Information Summary (continued)

Results The survey enables Banyule to compare its results with Councils in the same group (ie. the Inner Melbourne Metropolitan Group) and with the State-wide average results for all participating Councils. Banyule City Council has continued to deliver strong results, with relatively high performance in most of the measured service areas, against a background of generally stable (and some decreased) result levels across the sector. Banyule’s 2012-2013 targets for the CSI measures are based on: Of the respondents that were able to provide a rating, 60% provided a rating of average or better (ie. average, good or very good), in accordance with the scale provided by the DPCD. The results for the core measures were as follows:

Overall performance of Council (performance): 93%

Customer service (performance): 91%

Community consultation and engagement (performance): 81%

Advocacy /Lobbying on behalf of the community (performance): 78%

Overall Council Direction: 91% The targets and actual results for CSI measures are also provided in terms of the CSI scores and are shown in ( ) brackets. These are listed for comparison with the average results for the Inner Group, and with the State-wide average. (Note: Where the result is described as significantly higher or lower than the comparison result this is based on a statistical significance test at the 95% confidence limit. If the result referenced is statistically higher or lower then this will be specifically mentioned, however not all significantly higher or lower results are referenced in summary reporting.) Banyule’s CSI score for ‘Overall performance’ (68) in the CSS 2013 was higher than the Inner Group average (66) and significantly higher than the State-wide average (60). Banyule also scored strongly in the following core performance measures:

‘Customer service’ (78) – this was significantly higher than the Inner Group average (73) and significantly higher than the State-wide average (71)

‘Overall Council direction’ (57) – this is significantly higher than the State-wide average (53) and higher than the average for the Inner Group (55).

In the two other core measures, results were as follows:

53 for ‘Advocacy’ – this was significantly lower than the Inner Group average (56) and lower than the State-wide average (55). Council has strengthened commitment to its Advocacy role, however perceived performance in this area has decreased, with significant differences between the North (49) and South (57) of the municipality.

57 for ‘Community consultation and engagement’ - this was lower than the Inner Group average (58) and equal to the State-wide average. Council conducted a comprehensive community engagement program during 2012-2013 to help inform its planning processes. This remains a key focus of Council and is incorporated in Banyule’s City Plan 2013-2017.

In comparison to the Inner Group average, Council scored higher for three of the five core performance measures: significantly higher for ‘Customer service’ and higher for ‘Overall performance’ and ‘Overall Council direction’. Banyule has scored significantly higher than the State-wide average for the same three core measures, and scored equal to the State-wide average for ‘Community consultation and engagement.’





Supporting Information Summary (continued)

Survey respondents were asked: ‘How has Council performed on ‘Informing the Community’ over the last 12 months?’ In addition to the strong results for the core measures, the result for ‘Informing the community (performance)’ was 84% for percentage of respondents providing a rating of average or better. Banyule’s CSI score for this category was 62, equal to the average for the Inner Group and higher than the State-wide average rating (61). Residents were asked to rate a range of Council services for importance (as a responsibility for Council) and also Council’s performance on those same services over the last 12 months. Residents rated ‘Waste management’ (82), ‘Elderly support services’ (78) and ‘The condition of local streets and footpaths’ (78), as the highest in importance. Council’s performance was rated highest on ‘Waste management’ (79) and ‘Recreational facilities’ (75). The results showed that ‘Waste management’ is considered the most important service area and is also Council’s highest performing area. Importance ratings often exceed perceived performance ratings in most areas. Banyule’s results across the selected range of service performance measures (18 service categories) were solid. When compared with the target of 60% of respondents providing a rating of average or better (ie. average, good or very good), Banyule’s results included:

for 11 out of the 18 categories measured, the percentage of respondents providing a rating of average or better was between 90% and 96%

for 5 of the 18 categories the percentage of respondents providing a rating of average or better was between 80% and 89%

for 2 of the 18 categories the percentage was 78% and 79%. Council’s results also compared favourably with the Inner Group and State-wide results for the selected range of service performance measures. A summary of the results is as follows:

Banyule’s results were higher than or equal to the Inner Group average in 14 of the 18 service categories measured, and only one point lower than the average in a further three categories.

In comparison with the State-wide average, Banyule’s results were higher than or equal in 15 of the 18 categories measured, and only one point lower than the average in a further two categories.

Banyule’s results were significantly higher than the Inner Group average for: ‘Waste Management’, ‘General Town Planning Policy’ and ‘Traffic Management’. Strong comparative results were also obtained for: ‘Recreational Facilities’, ‘Environmental Sustainability’, ‘Planning and Building Permits’, and ‘Enforcement of local laws.’

In comparison with the State-wide average, Banyule’s results were significantly higher for: ‘Environmental sustainability’, ‘Waste management’, ‘Recreational Facilities’, and ‘Local Streets and Footpaths.’ Strong comparative results were also obtained for: ‘General Town Planning Policy’, ‘Enforcement of Local Laws’, and ‘Disadvantaged Support Services’.

Banyule’s service performance scores were highest for: ‘Waste management,’ ‘Recreational facilities,’ ‘The appearance of public areas,’ and ‘Art centres and libraries.’

Banyule incorporated two further questions in the survey (CSS 2013). This enables Banyule to continue to monitor Council’s performance and to gain additional information about the important measures of: how safe people feel in Banyule, and how connected to the community they feel. These tailored questions were based on a rating scale. For ‘Percentage of people who feel safe in Banyule’ there was strong satisfaction with local safety, with a result of 97%. For ‘Percentage of people who feel they ‘belong’ in Banyule’, a strong result of 83% was maintained in 2012-2013.





Supporting Information Summary (continued) When asked the best thing about Council, the top areas included:

Parks and gardens (17%)

Recreational and sporting facilities (15%)

Waste management (14%)

Customer service positive (12%)

Community facilities (8%) The survey also asked the community what Council needs to do to improve its performance. Areas identified include Traffic management (incl. congestion and local road safety), Parking facilities, appearance/maintenance of Public areas, and Council communications. The Community Satisfaction Survey contains valuable information for Banyule’s ongoing commitment to quality in service provision. It will assist Banyule in identifying areas for improvement across the range of survey categories, to ensure it continues to provide effective service delivery. Although it has some weaknesses in the limited breadth and depth of information, the key strengths of trend data and benchmarking is useful to many important areas of Council work. Along with other data sources, this information can be used to advocate on our community’s behalf to other tiers of Government in areas of concern such as traffic management (road congestion and road safety). Banyule Council continues to achieve good results in many areas, and its outcomes remain consistently high. The results for Customer service are significant given the 64% level of resident contact, and rating significantly higher than both inner-metro and State-wide averages, with 40% giving the highest rating of “Very Good”. In addition to information to improve service performance, there are particular positives in the results received for some areas of performance, including Banyule’s favourable comparison within the local government sector. Council has an integrated database that facilitates the management of actions for service units and the organisation. The ‘Interplan’ system is used to report on key plans, including Banyule’s State of the Environment Report, included in this report (i.e. indicator 2.2B in the previous table). The system has been developed with a focus on enabling stronger integration of service planning, reporting and risk management across the organisation. The new works and services reporting system is a database linked to our financial systems that reports on the progress, timeliness and adherence to budgetary measures of all key Council infrastructure projects and initiatives. Council’s Authority financial system provides financial-based information related to our chart of accounts. Council holds externally audited certification in the areas of quality, the environment and safety. This certification program and associated integrated business management system form the foundation of our continuous improvement and best value system. Council successfully maintained certification following an annual surveillance audit held in July-August 2012 with Council’s current certification body, Global-Mark Pty Ltd. The indicators measured in this report provide a balance between Quality (Output), Appropriateness (Access/Equity/Service Levels), Service Effectiveness (Outcome), and Cost (Output). They are used by Council to inform our future decision making and as an opportunity to demonstrate ongoing performance to our Community.



Certification of Performance Statement

In our opinion, the accompanying Performance Statement of Banyule City Council in respect to the

2012–2013 financial year is presented fairly in accordance with the Local Government Act 1989.

The statement outlines the performance targets and measures and actual results for Banyule’s Annual

Strategic Activities set out in Council’s 2012 – 2013 Budget documents.

As at the date of signing, we are not aware of any circumstances, which would render any particulars

in the Statement to be misleading or inaccurate.

We have been authorised by the Council on Monday, 9 September 2013 to certify the Performance

Statement in its final form.

CRAIG LANGDON

COUNCILLOR


Ivanhoe

MARK DI PASQUALE

COUNCILLOR


Ivanhoe



Victorian Auditor General Independent Audit Report





Glossary

ADASS

Adult Day Activity Support Service.

Advisory Committees

The main function of an advisory committee is to assist Council in the consultative process and

provide valuable information to support the decision making of Council. Each year Council appoints

Councillor representatives to a number of advisory committees. Their role in relation to these

committees is representation, advocacy and consultation.

Auditor General

An independent officer of the Parliament, appointed under legislation, to examine and report to

Parliament and the community, on the efficient and effective management of public sector resources,

and provide assurance on the financial integrity of Victoria’s system of government.

Best Value

State Government legislation that requires councils to review all their services and adopt service

delivery models that are the best on offer, to meet the needs of their community.

BPi

Banyule BPi is a well-established building permit provider to the large volume home builders of

Victoria.

CAATS

Computer assisted audit techniques – computer programs to read city databases to assess

correctness.

CALD

Culturally and linguistically diverse.

Capital Works

Work undertaken on Council-owned assets including new works, expansions, upgrades and renewal

or disposal.

CEO


City Plan

A document guiding Council’s activities for a four-year period.

Continuous Improvement (CIP)

The process of ensuring that review and improvement practices are built into operational activities.


Taking responsibility for the economic and ethical performance of the municipality, the underlying

principles of which are openness, inclusion, integrity and accountability. Governance differs from the

everyday management of affairs, in that it identifies the strategic directions for the organisation and

implements the controls and checks, which enable the governing body to measure management’s

performance.

Council Asset

An asset is a physical component of a facility that has value, enables a service to be provided and has

an economic life greater than 12 months.

Financial Year

The period of 12 months beginning on 1 July and ending on 30 June the following year.


Glossary

HACC

Home and Community Care Services.

Infrastructure

The physical ’skeleton’ required to enable the community to be connected and operational. This

includes roads, drains, footpaths and public open spaces as well as public facilities and buildings.

Internal Audit

An independent appraisal function to examine and evaluate Council’s financial, management and

internal control systems.

MAV

Municipal Association of Victoria: the peak representative and lobbying body for Victoria’s 79

councils.

PAG

Planned Activity Group: social groups for frail older adults that provide an opportunity to meet and

enjoy the company of others in a supported group situation.

Sustainability

Meeting the needs of the present community without compromising the ability of future generations

to meet their own needs. A sustainable community seeks to protect and enhance the environment,

meet social needs and promote economic success. A sustainable organisation integrates economic,

environmental and social considerations into the heart and soul of its business.

Targets

Each year the Council sets indicators to measure performance against the City Plan. Each of these

indicators also has a targeted level of performance. It is expected that this level is met or exceeded

throughout the year.

VLGA

Victorian Local Governance Association: a representative body of community leaders and local

governments working to build and strengthen communities.

Wards

The geographical area of Banyule is broken into seven sections named wards. Each ward has an

elected representative.



Financial Report for the Year Ended 30 June 2013


BANYULE CITY COUNCIL Financial Report for the Year Ended 30 June 2013

Contents Page No

Financial Report

Comprehensive Income Statement 163

Balance Sheet 164

Statement of Changes in Equity 165

Cash Flow Statement 166

Notes to the Financial Report

Note 1 Significant accounting policies 167

Note 2 General rates 178

Note 3 Special rates and charges 178

Note 4 Interest on rates and special rates and charges 178

Note 5 Grants 179

Note 6 Statutory fees and fines 184

Note 7 User fees and charges 184

Note 8 Interest income 184

Note 9 Rental income 184

Note 10 Contributions income 184

Note 11 Net gain on disposal of infrastructure, property, plant and equipment 185

Note 12 Other income 185

Note 13 Increase in share of net assets of associates 185

Note 14 Employee costs 185

Note 15 Materials, contracts and services 186

Note 16 Utility charges 186

Note 17 Depreciation 186

Note 18 Donations expenditure 187

Note 19 Finance costs 187

Note 20 Contributions expense 187

Note 21 Other expenses 187

Note 22 Decrease in share of net assets of associates 187

Note 23 Auditors’ remuneration 187

Note 24 Cash and cash equivalents 188

Note 25 Financial assets 188

Note 26 Trade and other receivables 188

Note 27 Inventories 189

Note 28 Non-current assets classified as held for sale 189

Note 29 Other assets 189

Note 30 Investments 189

Note 31 Infrastructure, property, plant and equipment 190

Note 32 Trade and other payables 196

Note 33 Provisions 197

Note 34 Interest bearing loans and borrowings 198

Note 35 Trust funds and deposits 198

Note 36 Reserves 199

Note 37 Reconciliation of cash flows from operating activities to surplus/(deficit) 201

Note 38 Reconciliation of cash 201

Note 39 Financing arrangements 201

Note 40 Restricted assets 202

Note 41 Superannuation 203

Note 42 Contractual commitments 206

Note 43 Operating leases 207

Note 44 Contingent liabilities 208

Note 45 Financial ratios 209

Note 46 Financial instruments 211

Note 47 Related party transactions 220

Note 48 Events occurring after balance date 222

Note 49 Greensborough Project 222

Note 50 Functions 223

Certification of Financial Report 225

Audit Report – Financial Report and Standard Statements 226


BANYULE CITY COUNCIL

Comprehensive Income Statement for the year ended 30 June 2013

Note 30/6/13

$‘000

%

30/6/12

$‘000

%

INCOME

General rates 2 66,946 57.5 63,325 55.4

Special rates and charges 3 548 0.5 828 0.7

Interest on rates and special rates and charges 4 267 0.2 347 0.3

Grants - recurrent 5 12,451 10.7 13,110 11.5

Grants - non-recurrent 5 5,886 5.0 4,325 3.8

Statutory fees and fines 6 9,201 7.9 8,075 7.1

User fees and charges 7 14,865 12.8 13,980 12.2

Interest income 8 2,194 1.9 4,193 3.7

Rental income 9 1,876 1.6 1,780 1.6

Contributions income 10 1,821 1.5 2,436 2.1

Net gain on disposal of infrastructure, property,

plant and equipment

11

298

0.3

876

0.8

Other income 12 117 0.1 710 0.6 Increase in share of net assets of associates

accounted for by the equity method

13

6

0.0

273

0.2

Total Income 116,476 100.0 114,258 100.0

EXPENSES

Employee costs 14 49,262 44.0 59,670 51.0

Materials, contracts and services 15 32,937 29.4 32,141 27.5

Utility charges 16 3,666 3.3 2,466 2.1

Depreciation 17 14,864 13.2 12,148 10.4

Donations expenditure 18 588 0.5 573 0.5

Finance costs 19 2,582 2.3 1,118 1.0

Contributions expense 20 6,541 5.8 7,443 6.4

Other expenses 21 1,570 1.4 1,321 1.1 Decrease in share of net assets of associates

accounted for by the equity method

22

60

0.1

46

0.0

Total Expenses 112,070 100.0 116,926 100.0

Surplus/(Deficit) 4,406 (2,668)

OTHER COMPREHENSIVE INCOME

Items that will not be reclassified to surplus

or deficit:

Increment on revaluation of infrastructure and

property assets

31(i)

-

82,248

Impairment loss on freehold buildings 31(i) - (82)

Total Comprehensive Result 4,406 79,498

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



Balance Sheet as at 30 June 2013

Note 30/6/13

$‘000

30/6/12

$‘000

CURRENT ASSETS

Cash and cash equivalents 24 44,016 57,513

Financial assets 25 6,408 3,741

Trade and other receivables 26 5,215 5,896

Inventories 27 31 45

Non-current assets classified as held for sale 28 9,003 3,164

Other assets 29 894 1,243

Total Current Assets 65,567 71,602

NON-CURRENT ASSETS

Trade and other receivables 26 753 716

Investments 30 3,485 3,539

Infrastructure, property, plant and equipment 31 1,204,517 1,208,113

Total Non-Current Assets 1,208,755 1,212,368

Total Assets 1,274,322 1,283,970

CURRENT LIABILITIES

Trade and other payables 32 9,480 13,179

Provisions 33 11,865 11,210

Interest bearing loans and borrowings 34 1,053 986

Trust funds and deposits 35 1,006 1,060

Total Current Liabilities 23,404 26,435

NON-CURRENT LIABILITIES

Trade and other payables 32 - 10,213

Provisions 33 328 348

Interest bearing loans and borrowings 34 30,683 31,736

Trust funds and deposits 35 595 332

Total Non-Current Liabilities 31,606 42,629

Total Liabilities 55,010 69,064

NET ASSETS 1,219,312 1,214,906

Represented by:

EQUITY

Accumulated surplus 420,712 406,152

Reserves 36 798,600 808,754

TOTAL EQUITY 1,219,312 1,214,906

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



Statement of Changes in Equity for the year ended 30 June 2013

Note 30/6/13

$‘000

30/6/12

$‘000

ACCUMULATED SURPLUS

Balance at beginning of the financial year 406,152 406,363

Surplus/(Deficit) for the year 4,406 (2,668)

Transfer to asset replacement reserves 36 (14,746) (11,132)

Transfer from asset replacement reserves 36 23,262 11,584

Transfer from revaluation reserve 1,638 2,005

Balance at end of the financial year 420,712 406,152

ASSET REPLACEMENT RESERVES


Amount transferred to accumulated surplus 36 (23,262) (11,584)

Amount transferred from accumulated surplus 36 14,746 11,132

Balance at end of the financial year 36 13,226 21,742

ASSET REVALUATION RESERVE


Amount transferred as a result of revaluing assets:

Infrastructure

- Roads and streets - 36,722

- Bridges, medians and local area traffic management - 677

- Drainage - 3,906

Property

- Freehold land (174) 34,561

- Freehold buildings (1,673) 6,383

Amount transferred as a result of selling assets:

Property

- Freehold land (1,638) (2,005)

Impairment losses on revalued assets:

- Freehold buildings - (82)

Assets held for sale:

- Freehold land 174 -

- Freehold building 1,673 -

Balance at end of the financial year (a),36 785,374 787,012

Total Reserves 36 798,600 808,754

TOTAL EQUITY 1,219,312 1,214,906

(a) The asset revaluation reserve holds balances for the following asset classes.

Infrastructure

- Roads and streets 127,781 127,781

- Bridges, medians and local area traffic management 2,072 2,072

- Drainage 56,840 56,840

Property

- Freehold land 528,239 530,051

- Freehold buildings 67,841 69,514

Other

- Art collection 283 283

- Parks and gardens 471 471

Assets held for sale

- Freehold land 174 -

- Freehold building 1,673 -

Total asset revaluation reserve 785,374 787,012

The above Statement of Changes in Equity should be read in conjunction with the accompanying notes.



Cash Flow Statement for the year ended 30 June 2013

Note 30/6/13

$‘000

30/6/12

$‘000

CASH FLOWS FROM OPERATING ACTIVITIES

Receipts:

Rates 67,380 64,133

Grants 18,846 17,848

Statutory fees and fines 9,171 7,339

User fees and charges 14,695 15,538

Interest received 2,621 4,798

Rent 1,652 1,781

Other receipts 2,681 1,866

Payments:

Payments to employees (60,083) (48,032)

Payments to suppliers (31,167) (30,826)

Other payments (13,123) (10,817)

Net cash provided by operating activities 37 12,673 23,628

CASH FLOWS FROM INVESTING ACTIVITIES

Payments for property, plant and equipment 31 (11,582) (41,132)

Payments for infrastructure assets 31 (11,618) (5,421)

Proceeds from sale of property, plant and equipment 11 3,083 3,674

Trust funds and deposits – net proceeds 209 179

Net (purchases)/redemption of financial assets 25 (2,667) 16,390

Net cash (used in) investing activities (22,575) (26,310)

CASH FLOWS FROM FINANCING ACTIVITIES

Finance costs – interest on loans and borrowings (2,609) (1,111)

Repayment of interest bearing loans and borrowings (986) (904)

Net cash (used in) financing activities (3,595) (2,015)

Net (decrease) in cash and cash equivalents (13,497) (4,697)

Cash and cash equivalents at the beginning of the financial

year

57,513

62,210

Cash and cash equivalents

at the end of the financial year

24,38

44,016

57,513

Restrictions on cash assets 40

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



Notes to and Forming Part of the Financial Report for the year ended 30 June 2013

1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

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

(i) Basis of Accounting

Banyule City Council was established by an Order of the Governor in Council on 14 December 1994

and is a Body Corporate.

This financial report is a general purpose financial report that consists of a Comprehensive Income

Statement, Balance Sheet, Statement of Changes in Equity, Cash Flow Statement and notes

accompanying these financial statements.

This general purpose financial report has been prepared to comply with the provisions of the Local

Government Act 1989, Local Government (Finance and Reporting) Regulations 2004, applicable

Australian Accounting Standards and other authoritative pronouncements of the Australian Accounting

Standards Board.

The Financial Report has been prepared on the accrual and going concern basis under the historical cost

conventions except where specifically stated in:

Note 1 (iv) (a): Recognition and measurement of assets

Note 1 (iv) (b): Valuation of assets

Note 1 (iv) (e): Impairment of assets

Note 1 (viii): Accounting for investments in associates

Note 1 (xv): Non-current assets classified as held for sale

Note 1 (xvi): Investment property

Note 1 (xx): Financial guarantees

Unless otherwise stated, the accounting policies adopted for the reporting period are consistent with

those of the previous reporting period. Where appropriate, comparative figures have been amended to

accord with current presentation, and disclosure has been made of any material changes to

comparatives.

All funds through which the Council controls resources to carry on its functions have been included in

the Financial Statements forming part of this financial report.

The figures presented in all the Statements and the notes to the Financial Statements are expressed as

thousands of dollars when indicated by “$‘000”. Otherwise, the figures are exact to the nearest one

dollar.




1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (cont)

(ii) Revenue Recognition

Rates

For the basis of rates calculation, Council uses Capital Improved Value (CIV) as the basis of valuation of

all properties within the municipality. The Capital Improved Value of a property is the value of the land

and dwellings and improvements.

The valuation base used to calculate general rates for 2012/2013 was $29,516,610,181 ($27,730,977,300

for 2011/2012).

The rate in the CIV dollars was:-

2012/2013 2011/2012

- Residential improved 0.220141 cents 0.221807 cents

- Residential vacant 0.297190 cents 0.299439 cents

- Commercial improved and industrial improved 0.275176 cents 0.277259 cents

- Commercial vacant and industrial vacant 0.385247 cents 0.388162 cents

- Non-rateable land No charge No charge

- Municipal Charge on rateable assessments $57.27 $43.43

- Cultural and recreational at declared amounts Same method used Same method used

A revaluation of land for rating purposes within the Municipality was done on 1 January 2012 and the

valuation first applied in the rating period which commenced on 1 July 2012.

The date of the next general revaluation of land for rating purposes within the Municipality is 1 January

2014 and the valuation will be first applied in the rating year commencing 1 July 2014.

Rates are recognised as revenue when the Council obtains control over the assets comprising the

receipts.

Control over assets acquired from rates is obtained upon the adoption of Council of its annual budget

and fulfilling the statutory process. Control over granted assets is normally obtained upon receipt (or

acquittal) or upon prior notification that a grant has been secured.

A provision for doubtful debts on rates has not been established as unpaid rates represent a charge

against the rateable property that will be recovered when the property is next sold.

Contributions and Donations

Contributions and donations are recognised as revenues when the Council obtains control over the

assets comprising the receipts.

Income is recognised when the Council obtains control of the contribution or the right to receive the

contribution, it is probable that the economic benefits comprising the contribution will flow to the

Council and the amount of the contribution can be measured reliably.

Unreceived contributions over which the Council has control are recognised as receivables.

Grants

Where grants recognised as revenues during the financial year were obtained on the condition that they

be expended in a particular manner or used over a particular period, and those conditions were

undischarged at balance date, the unused grant is disclosed in Note 5. That note also discloses the

amount of unused grant recognised as revenue in prior years that was expended on Council’s

operations during the current year.

A liability is recognised in respect of revenue that is reciprocal in nature to the extent that the requisite

service has not been provided at balance date.





(ii) Revenue Recognition (cont)

Special Rates and Charges

Income from construction special rates and special charges is recognised at the commencement of each

scheme. Income from shopping centre special rates and charges schemes is recognised on a yearly basis,

for the length of each scheme, as the schemes run on a year by year basis.

User Fees and Fines

User fees and fines (including parking fees and fines) are recognised as revenue when the service has

been provided, the payment is received, or when the penalty has been applied, whichever first occurs.

A provision for doubtful debts is recognised when collection in full is no longer probable.

Sale of Infrastructure, Property, Plant and Equipment

The profit or loss on sale of an asset is determined when control of the asset has irrevocably passed to

the buyer.

Interest and Rents

Interest and rents are recognised as revenue on a proportional basis when the payment is due, the value

of the payment is notified, or the payment is received, whichever first occurs.

Dividends

Dividend revenue is recognised when the Council’s right to receive payment is established.

(iii) Inventories

Inventories held for distribution are measured at cost or weighted average cost, adjusted when

applicable, for any loss of service potential.

(iv) Infrastructure, Property, Plant and Equipment

(a) Recognition and Measurement of Assets

Items of infrastructure, property, plant and equipment are initially recorded at cost and are depreciated

as outlined below. The cost of infrastructure, property, plant and equipment is determined as the fair

value of the asset given as consideration plus incidental costs incurred in making the asset ready for use.

The cost of infrastructure, property, plant and equipment constructed by Council includes the cost of

materials and direct labour. Certain fixed assets shown in Council’s accounts have been revalued as at

30 June 2012.

Infrastructure and building assets have been brought to account in the Balance Sheet of Council at cost

in the year of acquisition or construction and are subject to depreciation on a straightline basis over

their useful lives from the financial year following acquisition. These assets were revalued at 30 June

2012 at their current replacement cost less accumulated depreciation (calculated on a straightline basis).

Land assets have been brought to account in the Balance Sheet of Council at cost in the year of

acquisition. These assets were revalued at 30 June 2012 at their current replacement cost. Land is not

subject to depreciation.

Council does not recognise land under roads that it controlled prior to 30 June 2008. Land under roads

acquired after 30 June 2008, if material, will be brought to account using the cost basis.

For the purpose of infrastructure renewal ratios, infrastructure assets include roads, footpaths, kerb and

channel, drainage, parks and gardens and playgrounds.





(iv) Infrastructure, Property, Plant and Equipment (cont)

(a) Recognition and Measurement of Assets (cont)

All individual items of infrastructure, property, plant and equipment with a value above the threshold

limit, as detailed below, are recognised as assets.

The threshold limits have not changed from the previous year.

Asset Category Threshold Limit

$

Roads – surface and pavement All

Roads – footpath and kerb and channel All

Roads – bridges, medians and local area traffic management 10,000

Drainage 5,000

Parks and gardens 1,000

Playgrounds 1,000

Land All

Buildings 5,000

Motor vehicles All

Plant and equipment 1,000

Furniture and fittings 5,000

Waste management (Big bins) 10,000

Works of art All

(b) Valuation of Assets

Infrastructure and property are revalued at the 30 June in the year of each general biennial revaluation

of property within the municipality and are assessed each year to ensure their values don’t materially

vary from their current values. Any revaluation increase is credited to an asset revaluation reserve

except that, where the increase reverses a decrease previously recognised as an expense, it is

recognised as revenue for the financial year. Any revaluation decrease is recognised as an expense

except that, where the decrease reverses a revaluation increase previously credited to, and still included

in the balance of the asset revaluation reserve, it is debited to the revaluation reserve.

The Financial Statements for the Year Ended 30 June 2013 reflect the revaluation of assets that occurred

on 30 June 2012. The next revaluation is due to be reflected in the Financial Statements for year ending

30 June 2014.

Council’s Valuer’s valuation, in the case of land and buildings is determined in accordance with the

Valuation of Land Act 1960.

It is calculated using market value, as a fair value, based on existing use. In the case of drainage, roads,

streets and bridges assets the valuation represents an estimate of written down current replacement

costs determined by reference to engineering construction plans and Melbourne Water base maps after

taking into account construction costs written down for the current condition of the assets and the

impact of any economic or technical obsolescence.

Parks and gardens assets, playgrounds, motor vehicles, plant and equipment, furniture and fittings, art

collection assets and waste management big bins are valued at cost.





(iv) Infrastructure, Property, Plant and Equipment (cont)

(c) Work in Progress

Any work in progress at the end of a financial year is identified and recorded as a non-current asset in

the Balance Sheet. Upon completion of each project, the value of work in progress will be transferred

to the appropriate non-current depreciable asset class within infrastructure, property plant and

equipment of the Balance Sheet and will be subject to appropriate depreciation charges thereafter.

(d) Depreciation of Non-current Assets

All non-current assets having a limited useful life are systematically depreciated over a period of time in

a manner which reflects the useful life of the asset to Council. Land is not a depreciable asset.

Council’s art collection assets are not considered depreciable.

Depreciation of all assets is provided using the straightline basis with rates that are reviewed each

reporting period. The depreciation rates have not changed from the previous year.

Asset Category Depreciation

Rate %

Useful Life

Years

Roads, streets and bridges

Roads – seals 2.50 40

Roads – sub-structure .66 150

Bridges .66 150

Footpaths 1.33 75

Kerb, channel and medians 1.18 – 1.42 85 – 70

Drainage 1 100

Parks and gardens 4 – 20 25 – 5

Playgrounds 4 25

Buildings 1 100

Motor vehicles 15 6.60

Plant and equipment 4 – 33.33 25 – 3

Furniture and fittings 5 – 10 20 – 10

Waste management big bins 10 10

(e) Impairment of Assets

At each reporting date, the Council reviews the carrying value of its assets to determine whether there

is any indication that these assets have been impaired. If such an indication exists, the recoverable

amount of the asset, being the higher of the asset’s fair value less costs to sell and value in use, is

compared to the assets carrying value. Any excess of the assets’ carrying value over its recoverable

amount is expensed to the comprehensive income statement, unless the asset is carried at the revalued

amount in which case, the impairment loss is recognised directly against the revaluation surplus in

respect of the same class of asset to the extent that the impairment loss does not exceed the amount in

the revaluation surplus for that same class of asset.





(v) Repairs and Maintenance

Routine maintenance, repair costs and minor renewal costs are expensed as incurred. Where the

repair relates to the replacement of a component of an asset and the cost exceeds the capitalisation

threshold, the cost is capitalised and depreciated. The carrying value of the replaced asset is expensed.

(vi) Borrowing Costs

Borrowing costs are recognised as an expense in the period in which they are incurred, except where

they are capitalised as part of a qualifying asset constructed by Council. Except where specific

borrowings are obtained for the purpose of specific asset acquisition, the weighted average interest rate

applicable to borrowings at balance date is used to determine the borrowing costs to be capitalised.

Borrowing costs include interest on bank overdrafts, interest on borrowings and finance lease charges.

(vii) Cash and Cash Equivalents

For purposes of the Cash Flow Statement, cash and cash equivalents include cash on hand, deposits at

call and other highly liquid investments with original maturities of three months or less, net of

outstanding bank overdrafts.

(viii) Accounting for Investments in Associates

Council’s investment in associates is accounted for by the equity method as the Council has the ability

to influence rather than control the operations of the entities. The investment is initially recorded at

the cost of acquisition and adjusted thereafter for post-acquisition changes in the Council’s share of the

net assets of the entities. The Council’s share of the financial result of the entities is recognised in the

Comprehensive Income Statement.

Council has an equity interest share in the following associates:

43.23% (43.64% in 2012) in the Yarra Plenty Regional Library;

7.30% (7.55% in 2012) in Regional Kitchen Pty Ltd; and

6.94% (6.94% in 2012) in RFK Pty Ltd, trading as Community Chef.

The Officer’s valuation is based on the net assets of the associates at 30 June 2013.

The Yarra Plenty Regional Library is an independent legal entity with an Executive Management Team,

which is responsible for the day-to-day operations of the organisation. Banyule is one of three councils

with a stake in the library and each of the three councils has put forward two members which make up

the six-person Regional Library Board.

Regional Kitchen Pty Ltd and RFK Pty Ltd (trading as Community Chef) are related but separate entities

involved in the production of our delivered meals. Regional Kitchen Pty Ltd owns its land, buildings and

the production facilities where the meals are made. Regional Kitchen Pty Ltd leases the building and

facilities to RFK Pty Ltd who are responsible for the operation of the facility including the production of

the meals and their delivery to the council members.

(ix) Investments

Investments other than investments in associates are measured at cost.





(x) Employee Costs

(a) Wages and Salaries

Liabilities for wages and salaries are recognised and are measured as the amount unpaid at the reporting

date at current pay rates and include salary oncosts.

(b) Annual Leave

Annual leave entitlements are accrued on a pro-rata basis in respect of services provided by employees

up to the balance date.

Annual leave expected to be paid within 12-months is measured at nominal value based on the amount,

including appropriate oncosts, expected to be paid when settled.

Annual leave expected to be paid later than one year has been measured at the present value of the

estimated future cash outflows to be made for these accrued entitlements. Commonwealth bond rates

are used for discounting future cash flows.

(c) Long Service Leave

Long service leave entitlements payable are assessed at balance date having regard to expected

employee remuneration rates on settlement, employment related oncosts and other factors including

accumulated years of employment, on settlement and experience of employee departure per year of

service. Long service leave expected to be paid within 12 months is measured at nominal value based on

the amount expected to be paid when settled. Long service leave expected to be paid later than one

year has been measured at the present value of the estimated future cash outflows to be made for these

accrued entitlements. Commonwealth bond rates are used for discounting future cash flows.

(d) Classification of Employee Costs

An employee benefit liability is classified as a current liability if the Council does not have an

unconditional right to defer settlement of the liability for at least 12-months after the end of the period.

This would include all annual leave and unconditional long service leave entitlements.

(e) Superannuation

The superannuation expense for the reporting period is the amount of the statutory contribution the

Council makes to the superannuation plan which provides benefits to its employees. In addition Council

may, periodically be required to contribute to the defined benefits scheme for current and former

employees. Details of those arrangements are set out in Note 41.





(x) Employee Costs (cont)

(f) Employee Annual Leave and Long Service Leave Entitlements

The provisions for annual leave and long service leave entitlements are classified and calculated as

follows:

All annual leave and unconditional vested long service leave representing 7 or more years of continuous

service is:

disclosed in accordance with AASB 101, as a current liability even where Council does not expect

to settle the liability within 12 months as it will not have the unconditional right to defer the

settlement of the entitlement should an employee take leave within 12 months;

measured at:

- nominal value under AASB 119 where a component of this current liability is expected to fall due

within 12 months after the end of the period; and

- present value under AASB 119 where Council does not expect to settle a component of this

current liability within 12 months.

Long service leave representing less than 7 years of continuous service is:

disclosed in accordance with AASB 101 as a non-current liability; and

measured at present value under AASB 119 as Council does not expect to settle this non-current

liability within 12 months.

(xi) Operating Leases

Lease payments for operating leases are required by the accounting standard to be recognised on a

straight line basis, rather than expensed in the years in which they are incurred.

(xii) Allocation between Current and Non-Current

In the determination of whether an asset or liability is current or non-current, consideration is given to

the time when each asset or liability is expected to be settled. The asset or liability is classified as

current if it is expected to be settled within the next 12 months, being the Council’s operational cycle,

or if the Council does not have an unconditional right to defer settlement of a liability for at least 12

months after the reporting date.

(xiii) Website Costs

Costs in relation to websites are charged as an expense in the period in which they are incurred.

(xiv) Goods and Services Tax (GST)

Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of

GST incurred is not recoverable from the Australian Tax Office. In these circumstances the GST is

recognised as part of the cost of acquisition of the asset or as part of an item of the expense.

Receivables and payables in the balance sheet are shown inclusive of GST.

Cash flows are presented in the cash flow statement on a gross basis, except for the GST component of

investing and financing activities, which are disclosed as operating cash flows.





(xv) Non-Current Assets Classified as Held for Sale

A non-current asset held for sale is measured at the lower of its carrying amount and fair value less

costs to sell and are not subject to depreciation. Non-current assets and related liabilities assets are

treated as current and classified as held for sale if their carrying amount will be recovered through a sale

transaction rather than through continuing use. This condition is regarded as met only when the sale is

highly probable and the asset’s sale is expected to be completed within 12 months from the date of

classification.

(xvi) Investment Property

Investment property, if any, is held to generate long-term rental yields. Investment property is

measured initially at cost, including transaction costs. Costs incurred subsequent to initial acquisition

are capitalised when it is probable that future economic benefit in excess of the originally assessed

performance of the asset will flow to the Council. Subsequent to initial recognition at cost, investment

property is carried at fair value, determined annually by a valuer. Changes to fair value are recorded in

the Comprehensive Income Statement in the period that they arise. Rental income from the leasing of

investment properties is recognised in the Comprehensive Income Statement, when invoiced, over the

lease term on a straight line basis.

(xvii) Deposits Held

Amounts received as deposits and retention amounts controlled by Council are recognised as Deposits

Held until they are returned or forfeited.

(xviii) Contingent Assets and Contingent Liabilities and Commitments

Contingent assets (if any) and contingent liabilities are not recognised in the Balance Sheet, but are

disclosed by way of a Note (Note 44) and, if quantifiable, are measured at nominal value. Contingent

assets and liabilities are presented inclusive of GST receivable or payable respectively.

Commitments are not recognised in the Balance Sheet. Commitments are disclosed at their nominal

value and inclusive of the GST payable (Notes 42 and 43).

(xix) Interest Bearing Loans and Borrowings

Interest Bearing Loans and Borrowings are recognised in the Balance Sheet at the time the loan is taken

out and is recognised at the amount of the loan.

Loans are recognised as current for the amount to be repaid within the next financial year. The amount

to be repaid in subsequent financial years is recognised as non-current.

(xx) Financial Guarantees

Financial Guarantee Contracts are recognised as a liability at the time the guarantee is issued. The

liability is initially measured at fair value and if there is material increase in the likelihood that the

guarantee may have to be exercised, at the higher of the amount determined in accordance with AASB

137 Provisions, Contingent Liabilities and Contingent Assets and the amount initially recognised less

cumulative amortisation, where appropriate. In the determination of fair value, consideration is given to

factors including the probability of default by the guaranteed party and the likely loss to Council in the

event of default.

(xxi) Financial Assets

Financial assets are valued at fair value, being market value, at balance date. Any unrealised gains and

losses on holdings at balance date are recognised as either a revenue or expense. Financial assets may

include term deposits with a maturity date of more than 3 months.





(xxii) Change in Accounting Policies

There were no changes to accounting policies during the current year.

(xxiii) Pending Accounting Standards

The following Australian Accounting Standards have been issued or amended and are applicable to the

Council but are not yet effective. They have not been adopted in preparation of the financial statements

at reporting date.

Standard/

Interpretation

Summary Application for

Annual

Reporting

Periods

Beginning

Impact on

Local

Government

Financial

Statements

AASB 2011-4 Amendments to

Australian Accounting

Standards to Remove Individual

Key Management Personnel

Disclosure Requirements

(AASB 124)

This Standard amends AASB 124 Related Party

Disclosures by removing the disclosure

requirements in AASB 124 in relation to

individual key management personnel (KMP).

1 July 2013 No significant

impact is

expected from

these

amendments.

AASB 2011-6 Amendments to

Australian Accounting

Standards – Extending Relief

from Consolidation, the Equity

Method and Proportionate

Consolidation – Reduced

Disclosure Requirements

(AASB 127, AASB 128 & AASB

131)

The objective of this Standard is to make

amendments to AASB 127 Consolidated and

Separate Financial Statements, AASB 128

Investments in Associates and AASB 131

Interests in Joint Ventures to extend the

circumstances in which an entity can obtain

relief from consolidation, the equity method or

proportionate consolidation.

1 July 2013 No material

impact is

expected.

AASB 13 Fair Value

Measurement

This Standard outlines the requirements for

measuring the fair value of assets and liabilities

and replaces the existing fair value definition

and guidance in other Australian accounting

standards. AASB 13 includes a ‘fair value

hierarchy’ which ranks the valuation technique

inputs into three levels using unadjusted

quoted prices in active markets for identical

assets or liabilities; other observable inputs;

and unobservable inputs.

1 January 2013 Disclosure for fair

value

measurements

using

unobservable

inputs are

relatively detailed

compared to

disclosure for fair

value

measurements

using observable

inputs.

Consequently, the

Standard may

increase the

disclosures required assets

measured using

depreciated

replacement cost.





(xxiii) Pending Accounting Standards (cont)

AASB 128

Investments in

Associates and

Joint Ventures

This revised Standard sets out the

requirements for the application of the

equity method when accounting for

investments in associates and joint

ventures.

1 January 2014 Not-for-profit entities are

not permitted to apply this

Standard prior to the

mandatory application date.

The AASB is assessing the

applicability of principles in

AASB 128 in a not-for-profit

context. As such, the impact

will be assessed after the

AASB’s deliberation.

AASB 9 Financial

Instruments

This standard simplifies requirements for

the classification and measurement of

financial assets resulting from Phase 1 of

the IASB’s project to replace IAS 39

Financial Instruments: Recognition and

Measurement (AASB 139 Financial

Instruments: Recognition and

Measurement).

1 January 2015 Detail of impact is still being

considered.

AASB 12

Disclosure of

Interest in Other

Entities

This Standard requires disclosure of

information that enables users of financial

statements to evaluate the nature of, and

risks associated with, interests in other

entities and the effects of those interests

on the financial statements. This

Standard replaces the disclosure

requirements in AASB 127 Separate

Financial Statements and AASB 131

Interests in Joint Ventures.

The exposure draft ED 238 proposes to

add some implementation guidance to

AASB 12, explaining and illustrating the definition of a ‘structured entity’ from a

not-for-profit perspective.

1 January 2014 Not-for-profit entities are

not permitted to apply this

Standard prior to the

mandatory application date.

Impacts on the level and

nature of the disclosures will

be assessed based on the

eventual implications arising

from ASASB 10, AASB 11 and

AASB 128 Investments in

Associates and Joint

Ventures.




Note 30/6/13

$‘000

30/6/12

$‘000

2. GENERAL RATES

Council uses Capital Improved Value as the basis of valuation of all properties within the municipality. The

Capital Improved Value of a property is its total value of all land and dwellings and improvements.

Residential 59,849 56,636

Commercial 5,162 4,898

Industrial 1,774 1,617

Cultural recreational 59 57

Supplementary rates and rate adjustments 102 117

Total general rates 66,946 43,357 63,325

The date of the latest general revaluation of land for rating purposes within the Municipality was done on 1

January 2012 and the valuation first applied to the current rating period which commenced on 1 July 2012.

The date of the next general revaluation of land for rating purposes within the Municipality is 1 January 2014 and

the valuation will be first applied in the rating year commencing 1 July 2014.

3. SPECIAL RATES AND CHARGES

Special rates and charges – shopping centres 548 505

Special rates and charges – road construction (a) - 323

Total special rates and charges 548 43,357 828

(a) Council has a very small number of roads that are not yet constructed. On occasions, the residents of the

unconstructed road can enter into a special rate & charge scheme to fund the construction of the road. In

2012, Wattle Drive was constructed and the income recognised.

4. INTEREST ON RATES and SPECIAL RATES

AND CHARGES

Interest on rates 278 258

Interest on special rates and charges (b) (11) 89

Total interest on rates and special rates and

charges

267

347

(b) Previously charged interest on special rates and charges was written off during the 2012/13 financial year.




Note 30/6/13

$‘000

30/6/12

$‘000

5. GRANTS

Grants were received in respect of the following:

Summary of Grants

Recurrent 12,451 13,110

Non-recurrent 5,886 4,325

Total grants 18,337 17,435

Summary of Grants

State Government funded grants 14,420 15,109

Federal Government funded grants 3,604 2,008

Other grants 313 318


Recurrent Grants

From State Government

PAG (inc carer support) 583 558

Children’s services 60 98

Delivered meals 183 180

HACC assessment and care management 845 658

Homecare 1,556 1,534

Immunisation 99 107

Maternal and child health centres 716 653

Maternal and child health outreach worker 109 101

Metro access 111 108

Neighbourhood renewal 212 95

Personal care 647 577

Preschools 486 404

Respite care 617 604

School crossing supervisors 166 156

Vic Roads maintenance and traffic management 78 74

Victoria Grants Commission – local roads 853 1,064

Victoria Grants Commission – general purpose 3,505 4,333

L-2-P Driving Program 105 124

Access all abilities 110 72


11,452 11,779

From Federal Government

Child day care 733 753

Family day care 2 240

Specialist children’s worker 76 149


936 1,263

From Other Sources

Other grants 63 68

63 68

Total recurrent grants 12,451 13,110




Note 30/6/13

$‘000

30/6/12

$‘000

5. GRANTS (cont)

Non-Recurrent Grants

From State Government

Olympic Village learning hub 840 500

Stormwater management 436 -

Greensborough Project 49 - 2,140

Kindergarten/Pre-school capital works 1,117 -

Sports grounds and pavilions 52 393

Bike paths and trails 499 75

Other grants 24 222

2,968 3,330

From Federal Government

Stormwater management 1,651 654

Disability access (1) 51

Roads to recovery 973 40

Other grants 45 -

2,668 745

From Other Sources

Stormwater management 250 250

250 250

Total non-recurrent grants 5,886 4,325





Note 30/6/13

$‘000

30/6/12

$‘000

5. GRANTS (cont)

Conditions over Grants:

Grants which were recognised as revenue in the previous

year/years and were expended during the current year in

the manner specified by the grantor were:

Banyule road safety strategy 6 5

Bridges out of poverty 1 8

Buna Reserve community garden 2 59

Children Protection Society 30 17

Flash mobs – Jets Studio 3 -

Greensborough Bowling Club 81 -

Greensborough Project – State Government 49 659 1,017

Healthy kids and equipment 1 -

Innovative respite – Jets Studio 26 -

Interfaith – multicultural grant 1 -

L2P Project 12 -

Metro access program 19 17

Olympic Village Hub 7 -

Our voice, our community 20 53

Roads to recovery 25 -

SHYNE project 10 -

Smiles for miles 6 2

Stormwater management plan 1,100 126

Teenagers with additional needs 21 40

Universal access 50 49

Victoria Grants Commission – general purpose 1,780 886

Victoria Grants Commission – local roads 435 211

Watsonia train station lighting 6 -

Cluster management - 10

DEECD – equipment grant - 13

Elder street pavilion works - 51

Good Governance project - 65

HACC additional growth funding - 16

HACC growth funding - 11

Heat wave climate control - 11

Indigenous education strategy initiatives program - 5

Language services grant - 1

National early childhood quality framework - 11

Neighbourhood renewal - 1

Regional and local community infrastructure program - 116

Sportsfield lighting – Banyule Flats - 81

4,301 2,882




Note 30/6/13

$‘000

30/6/12

$‘000

5. GRANTS (cont)

Conditions over Grants: (cont)

Grants which were recognised as revenue during the year

that were obtained on condition that they be expended in

a specified manner that had not occurred at balance date

were:

Anthony Beale Reserve – summer grass 6 -

Audrey Brooks Pre-school – capital works 290 -

Banyule road safety strategy 27 11

Cyril Cummins Reserve – indoor hockey 6 -

DHS respite – Jets studio 54 -

Emergency management – partnership with Manningham 14 -

HACC minor capital works 50 -

HACC quality improvement 60 -

Interlaken Kinder – capital 292 -

L2P project 2 12

Lighting works – Olympic Park to Northland 27 -

Metro access program 9 19

Metropolitan Waste Management Group 12 -

Morobe Street Child Care – capital works 216 -

Neighbourhood renewal 62 -

Olympic Village Hub 840 500

Our mall, our place 25 -

Plenty River Trail 160 -

Streetlife grant 4 -

Universal access 16 48

Victoria Grants Commission – general purpose 1,836 1,780

Victoria Grants Commission – local roads 447 435

Vulnerable persons funding 16 -

Watsonia train station – improve lighting 3 13

Winston Hills Kinder – capital works 289 -

Flash mobs – Jets Studio - 3

Greensborough Bowling Club - 81

Greensborough Project – State Government 49 - 948

Innovative respite – Jets Studio - 26

Our voice our community - 20

Qualifications upgrade – Joyce Avenue CCC - 7

Roads to recovery - 25

SHYNE project - 10

Smiles for miles - 6

Stormwater management plan - 979

Teenagers with additional needs - 21

40 4,763 4,944

Net increase in restricted assets resulting from

grant revenues for the year.

40

462

2,062




Note 30/6/13

$‘000

30/6/12

$‘000

5. GRANTS (cont)

Conditions over Grants: (cont)

Grants which were recognised as revenue during previous

financial years and have not been spent in the manner

specified by the grantor were:

Banyule road safety strategy 5 -

Bridges out of poverty 1 2

Buna Reserve community garden 3 5

Children Protection Society 25 55

Climate change funding 36 36

Food access grant 36 36

Greensborough Project – State Government 49 289 -

Interfaith – multicultural grant 2 3

Language services grant 1 1

Olympic Village Hub 493 -

Qualifications upgrade – Joyce Avenue CCC 7 -

Watsonia train station – improve lighting 7 -

Healthy kids and equipment - 1

Stormwater management plan - 121

Universal access - 2

Unspent grants from prior years 40 905 262




Note 30/6/13

$‘000

30/6/12

$‘000

6. STATUTORY FEES AND FINES

Building and Planning permits and fees 2,563 2,473

Food Act and Health registrations 479 448

Local laws infringements and fines 2,182 2,149

Municipal charge 2,955 2,225

Property valuations 339 -

Road and footpath reinstatement 383 579

Others fees and fines 300 201

Total statutory fees and fines 9,201 8,075

7. USER FEES AND CHARGES

Aquatic Centre fees and charges 4,012 3,254

Building and Planning permits and fees 123 97

Child Day Care charges 1,229 1,303

Community buses, halls and events 261 287

Delivered meals charges 483 546

Functions Centre charges 2,399 2,660

Home care charges 429 460

Local laws fees 149 148

Sports ground rentals income 175 202

Transfer station tipping fees 4,759 4,232

Valuation fees and charges 65 14

Other fees and charges 781 777

Total user fees and charges 14,865 13,980

8. INTEREST INCOME

Interest on investments 2,152 4,140

Interest from sporting clubs 31 40

Other interest 11 13

Total interest income 2,194 4,193

9. RENTAL INCOME

Recreational facilities rental 143 127

Residential/commercial rental 1,125 1,063

Recycling centre rental 608 590

Total rental income 1,876 1,780

10. CONTRIBUTIONS INCOME

Cash contributions:

Public Open Space – contributions 1,141 1,256

Contributions for new works and services projects 284 698

Contributions from sporting clubs 235 302

Other contributions 161 180

Total contributions income 1,821 2,436




Note 30/6/13

$‘000

30/6/12

$‘000

11. NET GAIN ON DISPOSAL OF INFRASTRUCTURE,

PROPERTY, PLANT AND EQUIPMENT

Non-current assets classified as held for sale

Proceeds from sale of assets (a) 2,140 2,750

Less: Written down value of assets sold (1,990) (2,000)

Total net gain on sale of assets

classified as held for sale

150

750

Fixed assets

Proceeds from sale of assets (a) 943 924

Less: Written down value of assets sold 31(i) (795) (798)

Total net gain on sale of fixed assets 148 126

Total net gain on disposal of infrastructure,

property, plant and equipment

298

876

(a) Proceeds were for sale of land and motor vehicles and for 2013 only, includes sale of plant and equipment.

12. OTHER INCOME

Sale of right-of-ways 46 178

Sponsorship 35 52

Other revenue (b) 36 480

Total other income 117 710

(b) In 2012, Other Revenue included an insurance claim and government funding for the 2011 Christmas Day

storms $441,718.

13. INCREASE IN SHARE OF NET ASSETS OF ASSOCIATES

Yarra Plenty Regional Library Corporation 30 6 273

Total increase in share of net assets of associates 6 273

14. EMPLOYEE COSTS

Salaries and wages 40,190 38,334

Annual leave and loading 3,472 3,476

Long service leave 1,355 1,506

Superannuation 3,780 3,813

Superannuation – additional call (c),41 (344) 9,117

Workcover 1,073 1,145

Other oncosts (d) 605 2,279

Less: Capitalised labour and oncost (869) -

Total employee costs 49,262 59,670

(c) In 2012 Council was required to make an additional contribution to Vision Super to meet our obligations in

relation to members of the Defined Benefit Plan. In 2013, the $343,787 credit represents a discount on

the early payment of the superannuation additional call. The 2012 amount was based on a long-term

repayment plan.

(d) Year 2012 included contribution tax on the superannuation additional call referred to in Note (b)

$1,608,830.

The additional superannuation call and contribution tax were paid to Vision Super on 18 December 2012.




Note 30/6/13

$‘000

30/6/12

$‘000

15. MATERIALS, CONTRACTS AND SERVICES

Advertising 421 387

Auditing services 23 213 171

Building and Planning charges and government fees 305 334

Child care expenses 78 275

Community program costs 1,102 832

Contractor costs 15,133 15,562

General materials and supplies 3,318 3,306

Insurances 904 738

Plant and motor vehicle operating 2,816 2,727

Printing, stationery and external communications 642 606

Staff training and equipment 640 585

Sundry expenses 324 350

Waste disposal general 5,752 4,953

Other 1,289 1,315

Total materials, contract and services 32,937 32,141

16. UTILITY CHARGES

Gas and electricity 1,969 1,247

Telephone 307 310

Water 571 307

Public street lighting 819 602

Total utility charges 3,666 2,466

17. DEPRECIATION (a)

Infrastructure

- Roads, streets and bridges 5,480 5,085

- Drainage 1,614 1,551

- Parks and gardens 825 792

- Playgrounds 229 175

Property

- Freehold buildings 2,167 1,766

Plant and equipment

- Motor vehicles 2,003 1,929

- Plant and equipment 2,042 563

- Furniture and fittings 269 53

- Waste management 235 234

Total depreciation 14,864 12,148

(a) Refer also to Note 1(iv)(d)




Note 30/6/13

$‘000

30/6/12

$‘000

18. DONATIONS EXPENDITURE

Banyule Housing Support group 90 72

Banyule Support and Information 64 62

Community Services grants 134 140

Volunteers of Banyule Resources Centre 104 102

Other donations 196 197

Total donations expenditure 588 573

19. FINANCE COSTS

Interest on borrowings – total 2,602 2,697

Less: Capitalised borrowing costs on qualifying assets (a) (20) (1,579)

Total finance costs 2,582 1,118

(a) (a) Rate used to capitalise finance costs 7.66% (2012 8.17%)

20. CONTRIBUTIONS EXPENSE

Yarra Plenty Regional Library (b) 3,996 4,556

Metropolitan Fire and Emergency Services Board 1,218 1,246

Contributions to shopping centres 1,061 1,009

YMCA contributions 112 125

Other contributions 154 507

Total contributions expense 6,541 7,443

(b) Year 2012 included $690,819 of superannuation – additional call for the Yarra Plenty Regional Library. This

was paid to Vision Super on 18 December 2012.

21. OTHER EXPENSES

Bad and doubtful debts 197 258

Operating lease rental 385 238

Councillor allowances and reimbursements 228 220

Cleansing department waste disposal 223 172

Other 537 433

Total other expenses 1,570 1,321

22. DECREASE IN SHARE OF NET ASSETS OF ASSOCIATES

Regional Kitchen Pty Ltd (c),30 60 46

Total decrease in share of net assets of associates 1(viii) 60 46

(c) Regional Kitchen Pty Ltd’s comprehensive result for year ended 30/6/2013 and 30/6/2012 were a deficit and

the net assets decreased. Council’s share was $60,000 (2012 - $46,000).

23. AUDITORS’ REMUNERATION

Audit fee to conduct external audit – Victorian Auditor

General

58

59 Internal audit fee 152 111 Fees for minor audits – other external auditors 3 1

Total auditors’ remuneration 213 171




Note 30/6/13

$‘000

30/6/12

$‘000

24. CASH AND CASH EQUIVALENTS

Cash on hand 10 10 Cash at bank 2,308 1,694 Money market call account 5,867 5,129 Term deposits 35,831 50,680

Total cash and cash equivalents 38 44,016 57,513

Unrestricted assets 26,684 48,564

Restricted assets 40 17,332 8,949

Total cash and cash equivalents 44,016 57,513

Users of the Financial Report should refer to Note 40 for details of restrictions on cash assets and Note

42 for details of existing Council financial contractual commitments.

25. FINANCIAL ASSETS

Current Term deposits (a) 6,408 3,741

Total financial assets 6,408 3,741

(a) The term deposits have a maturity date of more than 3 months.

26. TRADE AND OTHER RECEIVABLES

Current

Rates debtors (b) 1,043 983

Special rates and charges 61 63

Parking infringement debtors 1,827 1,622

Provision for doubtful debts – parking infringements (1,335) (1,137)

Other by-laws debtors 185 153

Provision for doubtful debts – other by-laws (116) (97)

Club contribution debtors 68 79

Other debtors 3,535 4,316

Provision for doubtful debts – other debtors 46(v) (53) (86)

Total current 5,215 5,896

Non-Current

Rates debtors 15 20

Special rates and charges 183 279

Club contribution debtors 482 410

Other debtors 73 7

Total non-current 753 716

Total trade and other receivables 5,968 6,612

(b) Rates are a charge against ratepayers’ properties.




Note 30/6/13

$‘000

30/6/12

$‘000

27. INVENTORIES

Inventories held for distribution 31 45

Total inventories 31 45

28. NON-CURRENT ASSETS CLASSIFIED AS HELD FOR SALE

Opening balance on Council’s valuation 3,164 2,000

Capitalised development cost 310 -

Borrowing costs capitalised during development 20 -

Transfer from infrastructure, property, plant and

equipment

7,499

3,164

Less: Written down value of assets sold (1,990) (2,000)

Total non-current assets classified as held for sale 9,003 3,164

Capitalisation rate used in the allocation of borrowing

costs

7.66%

N/A

29. OTHER ASSETS

Current

Prepayments 894 1,243

Total other assets 894 1,243

30. INVESTMENTS

Non-Current

Unlisted shares in MAPS Group Ltd – at cost

Investments in associates:

9 9

- Share of Yarra Plenty Regional Library Corporation –

at Officer’s valuation

(a),13

2,219

2,213

- Share of Regional Kitchen Pty Ltd –

at Officer’s valuation

(a),22

1,257

1,317

Total investments 3,485 3,539

(a) Investments in associates are accounted for using the equity method and Council takes up its share of the net

assets for each associate.

Refer also to Policy Note 1(viii) – ‘Accounting for Investments in Associates’.

The valuation is made as at 30 June each year. The 2013 valuation is based on draft unaudited Financial

Statements (2012 was based on draft unaudited Financial Statements).




Note 30/6/13

$‘000

30/6/12

$‘000

31. INFRASTRUCTURE, PROPERTY, PLANT AND EQUIPMENT

Summary of Infrastructure, Property, Plant and

Equipment - by Cost/Valuation

at cost 141,192 123,730

less accumulated depreciation (47,465) (42,999)

93,727 80,731

at Council’s valuation at 30 June 2012 1,371,681 1,380,380


1,110,790 1,127,382

Total Infrastructure, Property, Plant and

Equipment

1,204,517

1,208,113

Summary of Infrastructure, Property, Plant and

Equipment - by Section

infrastructure 339,420 341,240

property 833,508 801,079

plant and equipment 24,600 12,112

other 6,989 53,682

Total Infrastructure, Property, Plant and

Equipment

1,204,517

1,208,113

INFRASTRUCTURE:

Roads, Streets and Bridges

works at cost 3,896 -

less accumulated depreciation (76) -

3,820 -

at Council’s valuation at 30 June 2012 (a) 364,621 364,621


227,250 232,653

Total roads, streets and bridges 231,070 232,653

Drainage

works at cost 392 -


390 -

at Council’s valuation at 30 June 2012 (a) 161,186 161,186


92,039 93,650

Total drainage 92,429 93,650

Parks and Gardens

works at cost 32,626 31,029


Total parks and gardens 11,330 10,558

Playgrounds

works at cost 7,819 7,378


Total playgrounds 4,591 4,379




Note 30/6/13

$‘000

30/6/12

$‘000

31. INFRASTRUCTURE, PROPERTY, PLANT AND EQUIPMENT (cont)

PROPERTY:

Freehold Land

at cost 1,084 -

at Council’s valuation of market value (b) 668,298 671,718

Total freehold land 669,382 671,718

Freehold Buildings

at cost 41,262 -


40,924 -

at Council’s valuation of market value (b) 177,575 182,855


123,202 129,361

Total freehold buildings 164,126 129,361

PLANT AND EQUIPMENT:

Motor Vehicles

at cost 17,050 17,488


Total motor vehicles 6,760 7,880

Plant and Equipment

at cost 19,723 6,931


Total plant and equipment 14,525 3,541

Furniture and Fittings

at cost 5,378 2,248


Total furniture and fittings 3,072 213

Waste Management

at cost 4,974 4,974


Total waste management 243 478

OTHER:

Art collection

at cost 1,225 1,172

Total art collection 1,225 1,172

Work in Progress – at cost

roads 9 1,834

parks and gardens 4,733 551

drainage 2 4

land 63 -

buildings 331 49,768

plant and equipment 18 123

furniture and fittings 21 230

intangible assets 587 -

Total work in progress 5,764 52,510

Total infrastructure, property, plant and equipment 1,204,517 1,208,113





(a) Valuation of Council’s bridges, median and drainage assets has been determined by the valuation undertaken by

Ms Claudia Oqueli, Council’s Asset Engineer – Asset Management.

At 30 June 2012, Council’s road assets (excluding bridges and medians) were restated to Council’s valuation of

current replacement cost. The valuation of these assets was carried out by Peter Batson, Manager – Asset System

Victoria, SMEC Australia Pty Ltd, in accordance with the basis of valuation referred to in Note 1(iv)(b). SMEC

Pavement Management system software was used to assist with this process.

The valuation is at fair value based on replacement cost, less accumulated depreciation in accordance with the

basis of valuation referred to in Note 1(iv)(b).

(b) At 30 June 2012, Council’s land and buildings were restated to Council’s valuation of fair value based on existing

use. The valuations were carried out by Council’s Valuer, Mr P Kemm, A.A.P.I. in accordance with the basis of

valuation referred to in Note 1(iv)(b).

Expenditure on:

Infrastructure – roads, streets and bridges, drainage, parks and gardens and playgrounds totalling

$4,028,086 ($3,792,845 in 2012) occurred during the year.

Properties – land and buildings totalling $5,443,352 ($3,111,452 in 2012) occurred during the year.

Plant and Equipment and Other – plant and equipment, motor vehicles, art collection and work in progress

$10,197,055 ($39,740,932 in 2012) occurred during the year.

These figures, plus/minus accruals, are disclosed in the Cash Flow Statement under Cash Flows from Investing

Activities.





(i) Reconciliation

Reconciliations of the carrying amounts of each class of infrastructure, property, plant and equipment at

the beginning and end of the current financial year are set out below:

2013 Carrying

Amount at 30/6/12

$‘000

Transfer

Between Classes

$‘000

Plus Change

in Valuations

$‘000

Plus

Additions

$‘000

Less WDV of

Disposals Plus

Impairment

Loss $‘000

Less

Depreciation

$‘000

Carrying

Amount at 30/6/13

$‘000

Infrastructure Roads, streets and bridges 232,653 1,652 - 2,245 - (5,480) 231,070 Drainage 93,650 234 - 159 - (1,614) 92,429 Parks and gardens 10,558 413 - 1,184 - (825) 11,330 Playgrounds 4,379 - - 441 - (229) 4,591 Property Freehold land 671,718 (3,170) - 1,084 (250) - 669,382 Freehold buildings 129,361 32,573 - 4,359 - (2,167) 164,126 Plant and Equipment Motor vehicles 7,880 - - 1,427 (544) (2,003) 6,760 Plant and equipment 3,541 10,375 - 2,652 (1) (2,042) 14,525 Furniture and fittings 213 2,654 - 474 - (269) 3,072 Waste management 478 - - - - (235) 243 Other Art collection 1,172 - - 53 - - 1,225 Work in progress 52,510 (52,336) - 5,590 - - 5,764 TOTAL 1,208,113 (7,605) - 19,668 (795) (14,864) 1,204,517 (a)

(a) $3,170,000 of land and $4,329,600 of buildings were transferred to non-current assets classified as held for sale

(refer also Note 28). Also $106,184 costs from work in progress were reclassified as expenses in 2013.





(i) Reconciliation (cont)

Reconciliations of the carrying amounts of each class of infrastructure, property, plant and equipment at

the beginning and end of the current financial year are set out below:

2012 Carrying

Amount at 30/6/11

$‘000

Transfer

Between Classes

$‘000

Plus Change

in Valuations

$‘000

Plus

Additions

$‘000

Less WDV of

Disposals Plus

Impairment

Loss $‘000

Less

Depreciation

$‘000

Carrying

Amount at 30/6/12

$‘000

Infrastructure Roads, streets and bridges 198,515 45 37,398 1,780 - (5,085) 232,653 Drainage 91,102 6 3,906 187 - (1,551) 93,650 Parks and gardens 10,577 6 - 767 - (792) 10,558 Playgrounds 3,494 - - 1,060 - (175) 4,379 Property Freehold land 640,107 (3,164) 34,561 529 (315) - 671,718 Freehold buildings (b) 121,950 294 6,383 2,582 (82) (1,766) 129,361 Plant and Equipment Motor vehicles 7,619 - - 2,587 (397) (1,929) 7,880 Plant and equipment 2,491 - - 1,699 (86) (563) 3,541 Furniture and fittings 230 - - 36 - (53) 213 Waste management 712 - - - - (234) 478 Other Art collection 1,156 - - 16 - - 1,172 Work in progress 17,458 (351) - 35,403 - - 52,510 TOTAL 1,095,411 (3,164) 82,248 46,646 (880) (12,148) 1,208,113 (a) (b)

(a) $3,164,000 in 2012 of land was transferred to non-current assets classified as held for sale (refer also to Note 28).

(b) In year 2012, $82,280 of written down value for freehold buildings, as impairment loss, was deducted from the revaluation

reserve.




Note 30/6/13

$‘000

30/6/12

$‘000


(ii) Capital Expenditure

Capital expenditure categories:

Infrastructure

Roads, streets and bridges 2,245 1,780

Drainage 159 187

Parks and gardens 1,184 767

Playgrounds 441 1,060

Property

Freehold land 1,084 529

Freehold buildings 4,360 2,582

Plant and equipment

Motor vehicles 1,426 2,587

Plant and equipment 2,652 1,699

Furniture and fittings 474 36

Other

Art collection 53 16

Work in progress 5,590 35,403

Total capital expenditure 19,668 46,646

Represented by:

Capital expenditure new

Infrastructure 507 770

Property 1,163 537

Plant and equipment 1,361 21

Other 5,280 961

Total capital expenditure new 8,311 2,289

Capital expenditure renewal

Infrastructure 3,104 2,561

Property 3,595 1,577

Plant and equipment 3,191 4,281

Other 304 32,828

Total capital expenditure renewal (a) 10,194 41,247

Capital expenditure upgrade

Infrastructure 138 463

Property 686 997

Plant and equipment - 20

Other 59 1,630

Total capital expenditure upgrade (b) 883 3,110

Capital expenditure expansion

Infrastructure 280 -

Property - -

Plant and equipment - -

Other - -

Total capital expenditure expansion (c) 280 -

Total capital expenditure 19,668 46,646





(ii) Capital Expenditure (cont)

(a) Renewal

Expenditure on an existing asset which returns the service potential or the life of the asset up to that which

it had originally. It periodically requires expenditure, relatively large (material) in value compared with the

value of the components or sub-components of the asset being renewed. As it reinstates existing service

potential, it has no impact on revenue, but may reduce future operating and maintenance expenditure if

completed at the optimum time.

(b) Upgrade

Expenditure which enhances an existing asset to provide a higher level of service or expenditure that will

increase the life of the asset beyond that which it had originally. Upgrade expenditure is discretional and

often does not result in additional revenue unless direct user charges apply. It will increase operating and

maintenance expenditure in the future because of the increase in the Council’s asset base.

(c) Expansion

Expenditure which extends an existing asset, at the same standard as is currently enjoyed by residents, to a

new group of users. It is discretional expenditure which increases future operating and maintenance costs,

because it increases Council’s asset base, but may be associated with additional revenue from the new user

group.

Note 30/6/13

$‘000

30/6/12

$‘000

32. TRADE AND OTHER PAYABLES

Current

Trade creditors 7,099 9,278

Accruals (a) 2,381 3,901


Non-current

Accruals (a) - 10,213

Total non-current - 10,213

Total trade and other payables 9,480 23,392

(a) The accrual of superannuation – additional call in 2012 was paid in the 2013 year.




33. PROVISIONS

Annual

Leave

$‘000

Long Service

Leave

$‘000

Total

$‘000

2013

Balance at beginning of the financial year 3,752 7,806 11,558

Additional provisions 3,484 530 4,014

Amounts used (3,386) (904) (4,290)

Increase in the discounted amount arising

because of time and the effect of any change

in the discount rate

22

889

911

Balance at the end of the financial year

3,872

8,321

12,193

2012

Balance at beginning of the financial year 3,658 7,152 10,810

Additional provisions 3,504 739 4,243

Amounts used (3,432) (942) (4,374)

Increase in the discounted amount arising

because of time and the effect of any change

in the discount rate

22

857

879

Balance at the end of the financial year

3,752

7,806

11,558

Note 30/6/13

$‘000

30/6/12

$‘000

Current

Annual Leave entitlements and

Long Service Leave entitlements

representing 7 or more years of continuous service:

Short term employee provisions

- Annual Leave 3,693 3,565

- Long Service Leave 5,459 5,014

Long term employee provisions

- Annual Leave 179 187

- Long Service Leave 2,534 2,444


Non-current

Long Service Leave entitlements representing:

Less than 7 years of continuous service

328

348


Total provisions 1(x)(f) 12,193 11,558

PROVISIONS SUMMARY

Annual Leave 3,872 3,752

Long Service Leave 8,321 7,806

Total provisions 12,193 11,558

The following assumptions were used in measuring the present value of employee provisions:

- Weighted average increase in employee costs 3.00% (3.00% in 2012)

- Discount rates from 1 year to 16 years within the range of 2.47% to 3.94% (2.87% to 3.25% in 2012)

- Settlement period from 1 year to 16 years within the range of 2.00% to 20.00% (2.00% to 20.00% in 2012)




Note 30/6/13

$‘000

30/6/12

$‘000

34. INTEREST BEARING LOANS AND BORROWINGS

Current

Term loan – secured (a) 1,053 986

Total current 1,053 986

Non-Current

Term loan – secured (a) 30,683 31,736

Total non-current 30,683 31,736

Total interest bearing loans and borrowings 31,736 32,722

(a) The interest bearing loans are secured by a deed of charge over Council rates

The maturity profile of Council’s borrowings is:

Not later than one year 1,053 986

Later than one year, but not later than five years 5,213 4,808

Later than five years 25,470 26,928


34(i) PURPOSE OF INTEREST BEARING LOANS AND BORROWINGS

Capital works 1,308 1,473

Greensborough Project 49 26,551 26,968

Strategic properties 3,877 4,281


35. TRUST FUNDS AND DEPOSITS

Current

Trust Funds

Subdivision street trees 50 15

Streeton Views community facilities 47 47

Eagle Views Estate 50 -

Functions Centre operations 100 -

Parking Planning Contributions 3 -

Other trust funds 35 41

Deposits held

Tender contracts 217 255

Function deposits - 181

Sub-divisions 24 27

Road opening permits 57 60

Sundry 369 372

Other deposits 54 62


Non-current

Trust Funds

Subdivision street trees 158 193

Eagle Views Estate 43 83

Functions Centre operations 140 -

Parking Planning Contributions 188 -

Other trust funds 66 56


Total trust funds and deposits 1,601 1,392

Summary

Trust funds 880 435

Deposits held 721 957

Total trust funds and deposits 1,601 1,392




36. RESERVES

(i) Summary of Reserve Types

Balance as at

30/6/13 $‘000

Balance as at

30/6/12 $‘000

Asset Replacement Reserves 13,226 21,742

Asset Revaluation Reserves 785,374 787,012

Total Reserves 798,600 808,754

(ii) Reserve Movements

The following transfers to and from Council’s reserves occurred during the reporting period:

(a) Asset Revaluation Reserve

2013

Balance as at

30/6/12 $‘000

Increment

(Decrement) $‘000

Balance at

30/6/13 $‘000

INFRASTRUCTURE

Roads and streets 127,780 - 127,780

Bridges, medians and local area traffic management 2,072 - 2,072

Drainage 56,840 - 56,840

186,692 - 186,692

PROPERTY

Freehold land 530,052 (1,812) 528,240

Freehold buildings 69,514 (1,673) 67,841

599,566 (3,485) 596,081

OTHER

Heritage and culture 283 - 283

Parks and gardens 471 - 471

754 - 754

ASSETS HELD FOR SALE

Freehold land - 174 174

Freehold buildings - 1,673 1,673

- 1,847 1,847

Total Asset Revaluation Reserve 787,012 (1,638) 785,374

2012

Balance as at

30/6/11 $‘000

Increment

(Decrement) $‘000

Balance at

30/6/12 $‘000

INFRASTRUCTURE

Roads and streets 91,058 36,722 127,780

Bridges, medians and local area traffic management 1,395 677 2,072

Drainage 52,934 3,906 56,840

145,387 41,305 186,692

PROPERTY

Freehold land 497,496 32,556 530,052

Freehold buildings 63,213 6,301 69,514

560,709 38,857 599,566

OTHER

Heritage and culture 283 - 283

Parks and gardens 471 - 471

754 - 754

Total Asset Revaluation Reserve 706,850 80,162 787,012




36. RESERVES (cont)

The following transfers to and from Council’s reserves occurred during the reporting period (cont):

(b) Asset Replacement Reserves

2013

Balance as

at 30/06/12

$‘000

Transfers

Between

$‘000

Transfers

To

$‘000

Transfers

From

$‘000

Balance as

at 30/06/13

$‘000

General 2,297 2,679 7,252 (11,032) 1,196

Greensborough Project - RALC 5,567 - - (5,412) 155

Plant and Equipment 6,853 (2,679) 4,789 (2,747) 6,216

Strategic Properties 4,738 335 913 (2,195) 3,791

Public Open Space 2,035 (335) 1,651 (1,873) 1,478

Off-Street Car Parking 252 - - - 252

Asset Renewal - - 124 - 124

Car Parking Meters - - 17 (3) 14

Asset replacement reserves 21,742 - 14,746 (23,262) 13,226

2012

Balance as

at 30/06/11

$‘000

Transfers

Between

$‘000

Transfers

To

$‘000

Transfers

From

$‘000

Balance as

at 30/06/12

$‘000

General 2,057 (1,182) 1,608 (186) 2,297

Greensborough Project - RALC 8,220 1,182 - (3,835) 5,567

Plant and Equipment 5,390 - 5,848 (4,385) 6,853

Strategic Properties 2,804 335 2,345 (746) 4,738

Public Open Space 3,471 (335) 1,331 (2,432) 2,035

Off-Street Car Parking 252 - - - 252

Asset replacement reserves 22,194 - 11,132 (11,584) 21,742

The above tables generally indicate usage of funds for budgeted new works and services and recovery of capital

from previous expenditures and investment projects in the ordinary course of business. These amounts are

determined in accordance with the approved budget and subsequent Council reports.

The General Reserve is maintained to have money set aside for future projects so that the rate rise does not

have to be substantial to fund projects in that particular year.

The Greensborough Project – RALC Reserve was used to assist in the funding of the RALC (WaterMarc

Project). Refer to Note 49.

The Plant and Equipment Reserve is used to fund the purchase of vehicles (all types) and some items of plant

and equipment.

The Strategic Properties Reserve is maintained to fund the purchasing, development and selling of properties

with a view to add income to Council.

The Public Open Space Reserve is a statutory reserve where developers contribute income to the reserve by

law. The funds are spent on ‘public open spaces’, for example playgrounds.

The Off-Street Car Parking Reserve is no longer operational due to a change in legislation. Developers did

contribute income to the reserve. Funds were used to provide additional car parking spaces in the area where

the funds were generated from.




Note 30/6/13

$‘000

30/6/12

$‘000

37. RECONCILIATION OF CASH FLOWS FROM OPERATING ACTIVITIES

TO SURPLUS/(DEFICIT)

Cash flows from operating activities 12,673 23,628

Profit/(loss) on disposal of infrastructure, property, plant

and equipment

298

876

Depreciation (14,864) (12,148)

Finance costs (2,609) (1,111)

Non-current investments (54) 227

Work in progress transferred to expenses (106) -

Capitalised interest in assets held for sale 20 -

Change in assets and liabilities, excluding investing

activities:-

(Decrease) in receivables (644) (83)

(Decrease)/Increase in inventories (14) 5

(Decrease) in prepayments (349) (32)

Decrease/(Increase) in payables 10,690 (13,282)

(Increase) in employee provisions (635) (748)

Surplus/(deficit) 4,406 (2,668)

38. RECONCILIATION OF CASH

For purposes of the Cash Flow Statement, cash and cash equivalents include cash on hand, deposits at call

and other highly liquid investments with original maturities of three months or less, net of outstanding

bank overdrafts. Cash at the end of the period as shown in the Cash Flow Statement is reconciled to the

related items in the Balance Sheet.


39. FINANCING ARRANGEMENTS

Overdraft facilities 700 700

Unused facilities 700 700

Used facilities - -

Total overdraft facilities 700 700




Note 30/6/13

$‘000

30/6/12

$‘000

40. RESTRICTED ASSETS

Council has cash and cash equivalents (Note 24) that are subject to restrictions. As at the reporting date,

Council had legislative restrictions in relation to Reserve Funds (Public Open Space and Off-Street Parking)

and other externally imposed restrictions for unexpended grants and contributions, trust funds and

deposits.

Long Service Leave (a),33 8,321 -

Public Open Space Reserve 36 1,478 2,035

Off-Street Parking Reserve 36 252 252

Trust funds 35 880 435

Deposits held 35 721 957

Unexpended grants 5 5,668 5,206

Unexpended contributions 12 64

Total restricted assets 17,332 8,949

(a) Due to a change in the Regulations in February 2012, the Local Government (Long Service Leave)

Regulations 2012, now do not require Council to maintain a separate bank account for long service

leave. As a result, the restricted asset as at 30 June 2012 was nil.

Council has, however, now decided to classify the Long Service Leave Provision as a restricted asset

for year 2013 as it is financially prudent to do so.




41. SUPERANNUATION

Banyule City Council makes employer superannuation contributions in respect to its employees to the Local

Authorities Superannuation Fund (Vision Super). This Fund has two categories of membership, accumulation

and defined benefit, each of which is funded differently. The defined benefit section provides lump sum benefits

based on years of service and final average salary. The defined contribution section receives fixed

contributions from Banyule City Council and the Council’s obligation is limited to these contributions.

Obligations for contributions to the Fund are recognised as an expense in the Comprehensive Operating

Statements when they are due.

Accumulation Fund

The Fund’s accumulation category, Vision Super Saver, receives both employer and optional, employee

contributions on a progressive basis. Employer contributions are normally based on a fixed percentage of

employee earnings (for the year ended 30 June 2013, this was 9% required under Superannuation Guarantee

legislation). No further liability accrues to Council as the superannuation benefits accruing to employees are

represented by their share of the net assets of the Fund.

Effective from 1 July 2013, the Superannuation Guarantee contribution rate will increase to 9.25% and will

progressively increase to 12% by 2019.

Defined Benefit Plan

The Fund’s Defined Benefit category is a multi-employer sponsored plan. As the Fund’s assets and liabilities are

pooled and are not allocated to each employer, the Actuary is unable to reliably allocate benefit liabilities,

assets and costs between employers. As provided under Paragraph 32(b) of AASB 119, Council does not use

defined benefit accounting for these defined benefit obligations.

The Defined Benefit Scheme was closed to new members on 31 December 1993.

Council makes employer contributions to the defined benefit category of the Fund at rates determined by the

Trustee, on the advice of the Fund’s Actuary. On the basis of the results of the most recent full actuarial

investigation conducted by the Fund’s Actuary as at 31 December 2011, Council makes the following

contributions:

9.25% of members’ salaries (9.25% in 2011/12).

Reimbursement to the Fund to cover the excess of the benefits paid as a consequence of retrenchment

above the funded resignation or retirement benefit (the funded resignation or retirement benefit is

calculated as the VBI multiplied by the benefit).

Council is also required to make additional contributions to cover the contribution tax payable on the

contributions referred to above.

Employees are also required to make member contributions to the Fund. As such, assets accumulate in the

Fund to meet member benefits, as defined in the Trust Deed, as they accrue.

Shortfall Amounts

The Local Authorities Superannuation Fund’s latest actuarial investigation as at 31 December 2011 identified an

unfunded liability of $406 million (excluding contributions tax) in the defined benefit category of which Banyule

City Council is a contributing employer. Council was made aware of the expected shortfall during the 2011/12

year and was informed of its share of the shortfall on 2 August 2012. Council has not been advised of any

further adjustments.

The projected value of Council’s contribution to the shortfall at 30 June 2012 (excluding contributions tax)

amounted to $9.117 million which was accounted for in the 2011/12 Comprehensive Operating Statement

within Employee Benefits (see Note 14) and in the Balance Sheet under Trade and Other Payables (see Note

32).

Council received an early payment discount of $344,000 and this has been accounted for in the 2012/13

Comprehensive Operating Statement within Employee Benefits (see Note 14) and in the Balance Sheet under

Trade and Other Payables (see Note 32).




41. SUPERANNUATION (cont)

Shortfall Amounts (cont)

The Fund surplus or deficit (ie the difference between fund assets and liabilities) is calculated differently for

funding purposes (ie calculating required contributions) and for the calculation of accrued benefits as required

in AAS25 to provide the values needed for the AASB 119 disclosure in Council’s Financial Statements. AAS25

requires that the present value of the defined benefit liability be calculated based on benefits that have accrued

in respect of membership of the plan up to the measurement date, with no allowance for future benefits that

may accrue.

Retrenchment Increments

During 2012/13, Council was not required to make payments to the Fund in respect of retrenchment

increments ($130,000 in 2011/12). Council’s liability to the Fund as at 30 June 2013, for retrenchment

increments, accrued interest and tax is $NIL ($130,000 in 2011/12).

Accrued Benefits

The Fund’s liability for accrued benefits was determined in the 31 December 2011 actuarial investigation

pursuant to the requirements of Australian Accounting Standard Board AAS25 as follows:

31/12/11

$’000

Net Market Value of Assets 4,315,324

Accrued Benefits (as per accounting standards) 4,642,133

Difference between Assets and Accrued Benefits (326,809)

Vested Benefits

(Minimum sum which must be paid to members when they leave

the Fund)

4,838,503

The financial assumptions used to calculate the Accrued Benefits for the defined benefit category of the Fund

were:

Net Investment Return 7.50% pa

Salary Inflation 4.25% pa

Price Inflation 2.75% pa




Note 30/6/13

$‘000

30/6/12

$‘000

41. SUPERANNUATION (cont)

Details of Council’s contributions to superannuation funds during the year and contributions

payable at 30 June are as follows:

Defined Benefit Funds

Employer contributions to Local Authorities Superannuation Fund

(Vision Super)

289

662

Employer contributions payable to Local Authorities Superannuation

Fund (Vision Super) at reporting date (a),14

- Additional Superannuation Call - 9,117

- Retrenchment Increment Invoice (Family Day Care) - 130

- Other Defined Benefits amounts payable 25 -

25 9,247

Accumulation Funds

Employer contributions to Local Authorities Superannuation Fund

(Vision Super)

3,171

3,050

Employer contributions to employees’ personal Superannuation Funds 12 17

3,183 3,067

Employer contributions payable to Local Authorities Superannuation

Fund (Vision Super) at reporting date

105

105

Employer contributions payable to employees’ personal Superannuation

Funds

-

1

105 106

(a) Defined benefits contributions payable represents the additional superannuation call for Council employees,

including staff who have retired.




Note 30/6/13

$‘000

30/6/12

$‘000

42. CONTRACTUAL COMMITMENTS

(i) Capital expenditure

Contractual commitments at balance date were for:

Greensborough Project 757 2,772

Consultancy 118 119

Electronic Document and Records Management System 469 -

IT equipment - 249

Tree maintenance 1,449 1,877

Website redevelopment 11 44

Stormwater projects – analysis and construction 1,652 -

Other 26 1,484

Total contractual capital commitments 4,482 6,545

(ii) Capital expenditure commitments

Not later than one year 4,482 6,545

Total contractual capital commitments 4,482 6,545

(iii) Operating expenditure

Contractual commitments at balance date were for:

Cemetery services 68 135

Cleaning services 516 1,037

Internal audit fee 40 38

Valuation services - 113

Insurance claims 144 189

Leisure facilities – management and operations 2,539 2,377

Other 5 -

Total contractual operating commitments 3,312 3,889

(iv) Operating expenditure commitments

Not later than one year 1,521 720

Later than one year, but not later than five years 1,777 3,161

Later than five years 14 8

Total contractual operating commitments 3,312 3,889




Note 30/6/13

$‘000

30/6/12

$‘000

43. OPERATING LEASES

(i) Operating Lease Commitments

At the reporting date, Council had the following obligations under operating leases for the lease of

equipment, land and/or buildings, for use within Council’s activities (these obligations are not recognised

as liabilities):

Not later than one-year 411 161

Later than one-year and not later than five-years 553 305

Total operating lease commitments 964 466

(ii) Operating Lease Receivables

At the reporting date, Council has entered into property leases on some of its properties. These

properties held under operating leases have remaining lease terms of between 1 and 15-years. Some

leases include a CPI based revision of the rental charge annually.

Future minimum rental income is as follows:

Not later than one year 1,582 1,747

Later than one year and not later than five years 3,215 2,658

Later than five years 785 905

Total operating lease receivables 5,582 5,310

The income for the period is shown in the Comprehensive Income Statement, under revenue as rental income.




Note 30/6/13

$‘000

30/6/12

$‘000

44. CONTINGENT LIABILITIES

(i) Guarantees

The Banyule City Council has undertaken to act as bank

guarantor for:

- various local organisations’ outstanding loans (a) 101 128

- our own corporate business card facilities (b) 158 165

Total guarantees 259 293

(a) Council is currently acting as guarantor for loans taken out

by three Sporting Clubs to be used for significant capital

improvements to the Council’s sporting facilities that are

on Council land. At balance date, the total outstanding

balance on these loans is $100,597. At balance date we

have received assurances from the Clubs that they are

continuing to meet repayments in accordance with the

requirements of their individual loan agreements.

(c) Business card facility limit $200,000

(ii) Contingent Liabilities arising from Public/Products Liabilities

As a local authority with ownership of numerous parks, reserves, roads and other land holdings, the

Council is regularly met with claims and demands allegedly arising from incidents which occur on land

belonging to Council. There are a number of outstanding claims against Council in this regard. Council

carries $400 million of public/products liability insurance however the maximum liability of Council in

any single claim is the extent of its excess. The primary insurer is MAV Insurance – Liability Mutual

Insurance. There are no claims of which Council is aware which would fall outside the terms of

Council’s policy.

(iii) Contingent Liability arising from Professional Indemnity

As a local authority with statutory regulatory responsibilities, including the responsibility of issuing

permits and approvals, Council is met with claims and demands for damages allegedly arising from

actions of Council or its Officers. Council carries $300 million of professional indemnity insurance

however the maximum liability of Council in any single claim is the extent of its excess. The primary

insurer is MAV Insurance – Liability Mutual Insurance. There are no instances or claims of which

Council is aware which would fall outside the terms of Council’s policy.




Note 30/6/13

$‘000

30/6/13

%

30/6/12

$‘000

30/6/12

%

30/6/11

$‘000

30/6/11

%

45. FINANCIAL RATIOS

(a) Revenue Ratio

Purpose: To identify Council’s dependence on non-rate income:

Rate Revenue 66,946 = 57.5%

63,325 = 55.4%

59,471 = 52.5%

Total Revenue 116,476 114,258 113,225

The level of Council’s reliance on rate revenue is determined by assessing rate revenue as a proportion of the total

revenue of Council.

(b) Debt Exposure Ratio

Purpose: To identify Council’s exposure to debt:

Total Indebtedness 45,088 = 4.9%

67,671 = 7.3%

47,302 = 5.4%

Total Realisable Assets 914,094 930,250 869,689

Any liability represented by a restricted asset (Note 40) is excluded from total indebtedness.

For the purpose of the calculation of financial ratios, realisable assets are those assets which can be sold and which are not

subject to any restriction on realisation or use.

The following assets are excluded from total assets when calculating Council’s realisable assets:

Restricted assets;

Total infrastructure assets;

Council’s investment in associates;

Land and buildings on Crown land (if any).

This ratio enables assessment of Council’s solvency and exposure to debt. Total indebtedness refers to the total liabilities

of Council. Total liabilities are compared to total realisable assets which are all Council assets not subject to any

restriction and are able to be realised. The ratio expresses the percentage of total liabilities for each dollar of realisable

assets.

(c) Working Capital Ratio

Purpose: To assess Council’s ability to meet current commitments:

Current Assets 65,567 = 280%

71,601 = 271%

91,771 = 411%

Current Liabilities 23,404 26,435 22,352

The ratio expresses the level of current assets the Council has available to meet its current liabilities.

(d) Adjusted Working Capital Ratio

Purpose: To assess Council’s ability to meet current commitments:

Current Assets 65,567 = 425%

71,601 = 377%

91,771 = 594%

Current Liabilities 15,411 18,977 15,450

The ratio expresses the level of current assets the Council has available to meet its current liabilities.

Current liabilities have been reduced to reflect the long service leave that is shown as a current liability because Council

does not have an unconditional right to defer settlement of the liability for at least twelve months after the reporting date,

but is not likely to fall due within 12 months after the end of the period.




Note 30/6/13

$‘000

30/6/13

%

30/6/12

$‘000

30/6/12

%

30/6/11

$‘000

30/6/11

%

45. FINANCIAL RATIOS (cont)

(e) Debt Servicing Ratio

Purpose: To identify the capacity of Council to service its outstanding debt:

Debt Servicing Costs 2,609 = 2.24%

2,690 = 2.35%

1,966 = 1.74%

Total Revenue 116,476 114,258 113,225

Debt servicing costs refer to the payment of interest on loan borrowings and bank overdraft (if any).

The ratio expresses the amount of interest paid as a percentage of Council’s total revenue.

(f) Debt Commitment Ratio

Purpose: To identify Council’s debt redemption strategy:

Debt Servicing & Redemption Costs 3,595 = 5.37%

3,595 = 5.68%

2,809

= 4.72% Rate Revenue 66,946 63,325 59,471

The strategy involves the payment of loan principal and interest and bank overdraft interest (if any).

The ratio expresses the percentage of rate revenue utilised to pay interest and redeem debt principal.




46. FINANCIAL INSTRUMENTS

(i) Accounting Policy, Terms and Conditions

Recognised

Financial

Instruments

Note

Accounting Policy

Terms and Conditions

Financial Assets

Cash and cash

equivalents

24 Cash on hand and at bank, money

market call account and term

deposits less than 3-months are

valued at face value.

Interest is recognised as it

accrues.

On call deposits returned an average floating

interest rate of 3.02% throughout the year

(4.53% in 2011/12). The interest rate at

balance date was 2.65% (3.40% at 30/06/12).

Term Deposits less than 3 months returned

a fixed interest rate of between 3.60% and

5.65% net of fees (4.45% and 6.05% in

2011/2) throughout the year.

Trade and other

receivables

- Sundry

Debtors

26 Receivables are carried at

amortised costs due less any

provision for doubtful debts. A

provision for doubtful debts is

recognised when there is

objective evidence that an

impairment loss has occurred.

Collectability of overdue

accounts is assessed on an

ongoing basis.

General debtors are unsecured and are

usually interest free. Credit terms are

usually up to 60 days.

Investments

- Unlisted

shares

30 Valued at cost. Dividends

recognised when they are

received.

Council has a shareholding in MAPS Group

Ltd trading as Procurement Australia.

Financial assets

- Term

Deposits

more than

3 months

25 Term Deposits more than 3

months are valued at face value.

Term Deposits more than 3 months

returned a fixed interest rate of between

4.05% and 5.30% net of fees (5.30% and

6.08% in 2011/12) throughout the year.




46. FINANCIAL INSTRUMENTS (cont)

(i) Accounting Policy, Terms and Conditions (cont)

Recognised

Financial

Instruments

Note

Accounting Policy

Terms and Conditions

Financial Liabilities

Trade and other

payables

32 Liabilities are recognised for

amounts to be paid in the future

for goods received and services

provided to Council as at balance

date whether or not invoices have

been received.

General creditors are unsecured, not subject

to interest charges and are normally settled

within 30 days of the end of the month in

which the invoice is received.

Trust funds and

deposits

35 Trust funds and deposits are

recognised when the deposit and

trust amounts are received.

Deposits are unsecured, not subject to

interest charges and are normally settled

within 30 days of the refund request.

Trust funds are unsecured and not subject

to interest charges.

Trust funds are settled when the purpose

for holding them has been fulfilled.

Interest bearing

loans and

borrowings

34 Loans are carried at their principal

amounts, which represent the

present value of future cash flows

associated with servicing the debt.

Interest is accrued over the period

it becomes due and recognised as

part of payables.

Interest bearing loans and borrowings are

secured by way of mortgages over the

general rates.

The weighted average interest rate on

borrowings is 8.09% fixed for the period of

each loan. (8.08% 2011/12).





(ii) Interest Rate Risk

Council’s exposure to interest rate risk and the effective interest rates of financial assets and financial liabilities,

both recognised and unrecognised, at balance date are as follows:

Fixed Interest Maturing In

Note Floating

Interest Rate

$‘000

1-Year

or Less

$‘000

Over

1 to 5 Years $‘000

More

than 5-Years

$‘000

Non

Interest Bearing

$‘000

Total

$‘000

Weighted

Average Interest Rate %

As at 30 June 2013

Financial Assets

Cash and cash equivalents 24 8,175 35,831 - - 10 44,016 3.87

Financial assets 25 - 6,408 - - - 6,408 4.23

Trade and other receivables –

Sundry

26

-

1

60

489

3,555

4,105

0.77

Unlisted shares 30 - - - - 9 9

Total financial assets 8,175 42,240 60 489 3,574 54,538


Trade and other payables 32 - - - - 9,480 9,480

Interest bearing loans and

borrowings

34

-

1,053

5,213

25,470

-

31,736

8.09

Trust funds and deposits 35 - - - - 1,601 1,601

Total financial liabilities - 1,053 5,213 25,470 11,081 42,817

Net financial assets/(liabilities)

8,175

41,187

(5,153)

(24,981)

(7,507)

11,721

Comparative as at 30 June 2012

Financial Assets

Cash and cash equivalents 24 6,823 50,680 - - 10 57,513 4.74

Financial assets 25 - 3,741 - - - 3,741 5.30

Trade and other receivables –

Sundry

26

-

3

90

396

4,237

4,726

0.64

Unlisted shares 30 - - - - 9 9

Total financial assets 6,823 54,424 90 396 4,256 65,989


Trade and other payables 32 - 1,203 1,955 8,258 11,976 23,392 3.66


borrowings

34

-

986

4,808

26,928

-

32,722

8.08

Trust funds and deposits 35

- - - - 1,392 1,392

Total financial liabilities - 2,189 6,763 35,186 13,368 57,506

Net financial assets/(liabilities)

6,823

52,235

(6,673)

(34,790)

(9,112)

8,483





(iii) Net Fair Value

The aggregate net fair values of financial assets and financial liabilities, both recognised and unrecognised, at

balance date are as follows:

Note Total Carrying

Amount as per

Balance Sheet

$‘000

Aggregate

Net Fair Value

$‘000

As at 30 June 2013

On balance sheet – financial assets



Trade and other receivables – sundry 26 4,105 4,105

Unlisted shares 30 9 9


On balance sheet - financial liabilities




Total financial liabilities 42,817 42,817

Net financial position – assets 11,721 11,721

Comparative as at 30 June 2012

On balance sheet – financial assets



Trade and other receivables – sundry 26 4,726 4,726

Unlisted shares 30 9 9


On balance sheet - financial liabilities




Total financial liabilities 57,506 57,506

Net financial position – assets 8,483 8,483





(iii) Net Fair Value (cont)

The following methods and assumptions are used to determine the net fair value of financial assets and

financial liabilities:

Payables, Cash Investments and Other Receivables

The carrying amount approximated fair value because of the short-term to maturity.

Unlisted Shares

The carrying amount approximated fair value.

Loan Guarantees

The net fair value is estimated at zero because of the low exposure to Council and the assets, built on

Council land under the guaranteed bank loans, are valued in excess of the guarantees.

(iv) Credit Risk

The maximum exposure to credit risk at balance date in relation to each class of recognised financial

assets is represented by the carrying amount of those assets as indicated in the Balance Sheet.

(v) Risks and Mitigation

The risks associated with our main financial instruments and our policies for minimising these risks are

detailed below.

Market risk

Market risk is the risk that the fair value or future cash flows of our financial instruments will fluctuate

because of changes in market prices. The Council’s exposures to market risk are primarily through

interest rate risk with only insignificant exposure to other price risks and no exposure to foreign

currency risk. Components of market risk to which Council is exposed are discussed below.

Interest rate risk

Interest rate risk refers to the risk that the value of a financial instrument or cash flows associated with

the instrument will fluctuate due to changes in market interest rates. Interest rate risk arises from

interest bearing financial assets and liabilities that Council uses. Non derivative interest bearing assets

are predominantly short term liquid assets. Our interest rate liability risk arises primarily from long term

loans and borrowings at fixed rates which expose us to fair value interest rate risk.

Our loan borrowings are sourced from major Australian banks by a tender process. Financial leases are

sourced from major Australian financial institutions. Overdrafts are arranged with major Australian

banks. Council manages interest rate risk on our net debt portfolio by:

- ensuring access to diverse sources of funding;

- reducing risks of refinancing by managing in accordance with target maturity profiles; and

- setting prudential limits on interest repayments as a percentage of rate revenue.

Council manages the interest rate exposure on our net debt portfolio by appropriate budgeting

strategies and obtaining approval for borrowings from the Department of Planning and Community

Development each year.





(v) Risks and Mitigation (cont)

Investment of surplus funds is made with approved financial institutions under the Local Government

Act 1989. Council manages interest rate risk by adopting an investment policy that ensures:

conformity with State and Federal regulations and standards

capital protection

appropriate liquidity

diversification by credit rating, financial institution and investment product

monitoring of return on investment

benchmarking of returns and comparison with budget

Maturity will be staggered to provide for interest rate variations and to minimise interest rate risk.

Credit risk

Credit risk is the risk that a contracting entity will not complete its obligations under a financial

instrument and cause us to make a financial loss. Council has exposure to credit risk on all financial

assets included in our balance sheet. To help manage this risk Council:

has a policy for establishing credit limits for the entities we deal with;

may require collateral where appropriate; and

will only invest surplus funds with financial institutions which have a recognised credit rating specified

in our investment policy.

Trade and other receivables consist of a large number of customers, spread across the consumer,

business and government sectors. Credit risk associated with the Council’s financial assets is minimal

because the main debtor is the Victorian Government. Apart from the Victorian Government we do not

have any significant credit risk exposure to a single customer or groups of customers. Ongoing credit

evaluation is performed on the financial condition of our customers and, where appropriate, an

allowance for doubtful debts is raised.

Council may also be subject to credit risk for transactions which are not included in the balance sheet,

such as when a guarantee is provided for another party. Details of Council’s contingent liabilities are

disclosed in Note 44.

Note 30/6/13

$‘000

30/6/12

$‘000

Movement in Provision for Doubtful Debts

Balance at beginning of the year 86 91

Amounts provided for but recovered during

the year

(34)

(9)

New provisions recognised during the year 5 6

Amounts already provided for and written off

as uncollectable

(4)

(2)

Balance at end of year 26 53 86




Note 30/6/13

$‘000

30/6/12

$‘000



Ageing of Trade and Other Receivables

At balance date other debtors representing financial assets were past due, but not impaired. These

amounts relate to a number of independent customers for whom there is no recent history of default.

The ageing of Council’s Trade and Other Receivables at reporting date was:

Current – not yet overdue 3,722 4,542

Past due – by up to 30 days 251 248

Past due – between 31 and 60 days 28 13

Past due – between 61 and 90 days 20 (12)

Past due – more than 91 days 137 21

Total trade and other receivables 4,158 4,812

Note: Provision for doubtful debts, rates debtors, special rates and charges debtors and by-laws

debtors, which include parking and animal infringements among others are not considered financial

instruments as they fall outside of the scope of AASB7.

At balance date, other debtors representing financial assets with a nominal value of $53,000 (2012

$86,000) were impaired. The amount of the provision raised against these debtors was $53,000 (2012

$86,000). The individually impaired debtors relate to general and sundry debtor and have been

impaired as a result of their doubtful collection. Many of the long outstanding past due amounts have

been lodged with Council’s debt collectors or are on payment arrangements.

Liquidity risk

Liquidity risk includes the risk that, as a result of our operational liquidity requirement, Council:

will not have sufficient funds to settle a transaction on the date;

will be forced to sell financial assets at a value which is less than what they are worth; or

may be unable to settle or recover a financial asset at all.

To help reduce these risks Council:

has a liquidity policy which targets a minimum and average level of cash and cash equivalents to be

maintained;

has readily accessible standby facilities and other funding arrangements in place;

has a liquidity portfolio structure that requires surplus funds to be invested within various bands of

liquid instruments;

monitors budget to actual performance on a regular basis; 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 exposure to liquidity risk is deemed insignificant based on prior periods’ data and current

assessment of risk.






The table below lists the contractual maturities for Financial Liabilities.

These amounts represent undiscounted gross payments including both principal and interest amounts.

2013

6 mths

or less

$‘000

6-12

mths

$‘000

1-2 yrs

$‘000

2-5 yrs

$‘000

>5 yrs

$‘000

Contracted

Cash Flow

$‘000

Carrying

Amount

$‘000

Trade and other payables 9,480 - - - - 9,480 9,480

Trust funds and deposits 635 372 21 68 505 1,601 1,601


borrowings

1,797

1,798

3,595

10,785

45,988

63,963

31,736 Total financial liabilities 11,912 2,170 3,616 10,853 46,493 75,044 42,817

2012

6 mths

or less

$‘000

6-12

mths

$‘000

1-2 yrs

$‘000

2-5 yrs

$‘000

>5 yrs

$‘000

Contracted

Cash Flow

$‘000

Carrying

Amount

$‘000

Trade and other payables 11,976 1,203 1,203 3,609 12,031 30,022 23,392

Trust funds and deposits 770 291 36 58 237 1,392 1,392


borrowings

1,797

1,798

3,595

10,785

49,583

67,558

32,722

Total financial liabilities 14,543 3,292 4,834 14,452 61,851 98,972 57,506





(vi) Sensitivity Disclosure Analysis

Taking into account past performance, future expectations, economic forecasts and management’s

knowledge and experience of the financial markets, the Council believes the following movements are

‘reasonably possible’ over the next 12 months (Base rates are sourced from Reserve Bank of Australia):

- A parallel shift of +1% and -1% in market interest rates (AUD) from year-end rates of 3.87%.

The table below discloses the impact on net operating result and equity for each category of financial

instruments held by the Council at year-end, if the above movements were to occur.

2013

Interest rate risk

Carrying amount

subject to

interest

$‘000

- 1%

-100 basis points

+ 1%

+100 basis points

Profit

$‘000

Equity

$‘000

Profit

$‘000

Equity

$‘000

Financial assets

Cash and cash equivalents 8,175 (82) (82) 82 82

Trade and other receivables 550 (6) (6) 6 6

Comparative 2012

Interest rate risk

Carrying amount

subject to

interest

$‘000

- 1%

-100 basis points

+ 1%

+100 basis points

Profit

$‘000

Equity

$‘000

Profit

$‘000

Equity

$‘000

Financial assets

Cash and cash equivalents 6,823 (68) (68) 68 68

Trade and other receivables 489 (5) (5) 5 5

Note: The interest bearing loans and borrowings have interest rates that are fixed for the term of the loan.

(vii) Fair Value Hierarchy

Council has considered the fair value hierarchy of financial instruments carried at fair value by valuation

method.

Council is of the opinion that there are no financial assets held at fair value.

The different fair value hierarchy levels have been defined as follows:

Level 1: Quoted prices (unadjusted) in active markets for identical assets or liabilities.

Level 2: Inputs other than quoted process included within level one that are observable for the asset

or liability, either directly (ie prices) or indirectly (ie derived from prices).

Level 3: Inputs for the asset or liability that are not based on observable market data.




47. RELATED PARTY TRANSACTIONS

(i) Responsible Persons

Names of persons holding the position of a Responsible Person at the Banyule City Council during the

reporting period are:

2013 2012

Councillors

Rick Garotti

Peter McKenna (1/7/12 to 27/10/12) Peter McKenna

Wayne Phillips (Mayor from 29/10/12) Wayne Phillips

Jenny Mulholland Jenny Mulholland

Mark Di Pasquale

Jessica Paul (1/7/12 to 27/10/12) Jessica Paul

Steven Briffa Steven Briffa

Tom Melican Tom Melican (Mayor)

Craig Langdon Craig Langdon

Council elections were held on 27/10/12. Councillor Tom Melican was Mayor from 1/7/2012 to

27/10/2012.


Simon McMillan

Simon McMillan

(ii) Remuneration of Responsible Persons

The numbers of Responsible Officers whose total remuneration from Council and any related entities

fall within the following bands:

30/06/13

No.

30/06/12

No.

Income range:

$1 - $9,999 2 -

$10,000 - $19,999 2 -

$20,000 - $29,999 4 5

$30,000 - $39,999 - 1

$60,000 - $69,999 1 1

$300,000 - $309,999 1 1

Total 10 8

$‘000 $‘000

Total Remuneration for the reporting period for

Responsible Persons included above, amounted to:

502

529

(iii) No retirement benefits have been incurred by the Council to a Responsible Person. (2012: $Nil)

(iv) No loans have been made, guaranteed or secured by the Council to a Responsible Person of the

Council during the reporting period. (2012: $Nil)




47. RELATED PARTY TRANSACTIONS (cont)

(v) Other Transactions

Other related party transactions requiring disclosure have been considered and there are no matters to

report for this reporting period or the prior reporting period.

No transactions other than remuneration payments or the reimbursement of approved expenses were

entered into by Council with Responsible Persons or Related Parties of such Responsible Persons during

the reporting year. (2012 $Nil).

(vi) Senior Officers’ Remuneration

A Senior Officer other than a Responsible Person, is an Officer of Council who has management

responsibilities and reports directly to the Chief Executive Officer or whose total annual remuneration

exceeds $130,000 (2012 exceeds $127,000).

The numbers of Senior Officers, other than the Responsible Persons, are shown below in their relevant

income bands:

30/06/13

No.

30/06/12

No.

Income range:

$130,000 - $139,999 1 2

$140,000 - $149,999 - 2

$150,000 - $159,999 3 10

$160,000 - $169,999 6 1

$170,000 - $179,999 2 -

$190,000 - $199,999 2 -

$220,000 - $229,999 - 2

$230,000 - $239,999 2 2

$240,000 - $249,999 1 -

$280,000 - $289,999 1 -

Total 18 19

$‘000

$‘000

Total Remuneration for the reporting period for

Senior Officers included above, amounted to:

3,331

3,328




48. EVENTS OCCURING AFTER BALANCE DATE

Council, as part of the 2014 budget, decided to purchase three former school sites from the Department of

Education and Training. In order to acquire these properties and undertake other major capital works, Council

at its meeting on the 29 July 2013, accepted a loan tender for $30 million.

No other matter or circumstance, which is not otherwise disclosed in these Financial Statements, has arisen

since the end of the financial period and the date of this report which has significantly affected or may

significantly affect the operations of the Council, the results of those operations or the state of affairs of the

Council in subsequent years.

49. GREENSBOROUGH PROJECT

Council has delivered a new Regional and Aquatic Leisure Centre, now known as WaterMarc. WaterMarc is a

state of the art, Health and Wellbeing Centre comprising a 50 metre swimming pool, a learn-to-swim pool,

active leisure water and gym facilities offering the community a broad range of activities and water exercise and

training, competition recreation and play and learn-to-swim programs.

Council has also delivered community spaces, a modified Town Square and pedestrian walk to link with Main

Street to create opportunities for public space and pedestrian flow from Flintoff Street to Main Street.

The Greensborough Project (including WaterMarc) and Community Infrastructure were completed in

September 2012.

The project was completed and opened to the public in the first quarter of the 2013 financial year.




50. FUNCTIONS

(i) Revenues, Expenses and Assets have been attributed to the following functions:

2013

Functions

Revenues Expenses Surplus/

(Deficit)

for the year

Assets

Grants Other Total

$‘000 $‘000 $‘000 $‘000 $‘000 $‘000

Council and

Core

Corporate

-

-

-

2,448

(2,448)

-

Community

Programs

7,505

10,281

17,786

32,671

(14,885)

430,018

Corporate

Services

3,505

69,877

73,382

22,515

50,867

93,060

City

Development

1,073

7,901

8,974

12,765

(3,791)

196,316

City

Services

178

8,984

9,162

36,502

(27,340)

554,928

Works and

Services

6,076

1,096

7,172

5,169

2,003

-

TOTAL

30/6/13

18,337

98,139

116,476

112,070

4,406

1,274,322

2012

Functions

Revenues Expenses Surplus/

(Deficit)

for the year

Assets

Grants Other Total

$‘000 $‘000 $‘000 $‘000 $‘000 $‘000

Council and

Core

Corporate

-

-

-

2,319

(2,319)

-

Community

Programs

7,246

9,984

17,230

31,804

(14,574)

433,728

Corporate

Services

4,333

69,118

73,451

30,316

43,135

99,238

City

Development

1,289

7,414

8,703

12,719

(4,016)

203,820

City

Services

177

8,357

8,534

35,289

(26,755)

547,184

Works and

Services

4,390

1,950

6,340

4,479

1,861

-

TOTAL

30/6/12

17,435

96,823

114,258

116,926

(2,668)

1,283,970




50. FUNCTIONS (cont)

(ii) The activities of the Municipality are categorised into the following broad functions:

Council and Core Corporate

Conduct and management of Council elections Management of Council meetings

Corporate governance requirements Induction and training of councillors

Corporate Services

Accounts payable Finance management and planning

Best Value Plus certification program Investments

Business support and development Occupational health and safety

Community and social planning Payroll

Contract support Purchasing

Corporate development Rates administration

Corporate planning Revenue collection

Customer communications Victoria Grants Commission return

Data administration Workforce development

Financial and management accounting

Community Programs

Aged and disability services Immunisation services

Arts Leisure and culture

Community partnerships Library services

Family and children’s services Recreation

Health services Youth services

City Development

Building control Land information systems

Cemetery management Local laws, parking enforcement and animal welfare

Development planning Operation and management of Council offices

Environmental planning Property management

Economic development Records and archival management

Engineering design, transport and drainage School crossing supervision

Fire prevention management Strategic planning

Governance Transport planning

Infrastructure planning and asset management Valuations

City Services

Asset protection Information technology

Building maintenance and services Nursery

Cleansing Park maintenance and bushland management

Drain cleaning Plant and fleet management

Construction and project management Recycling and waste transfer station

Depot operating Road and infrastructure maintenance

Emergency management Tree care/arboriculture

Environmental and waste management Waste education

Horticultural services

Capital Works

Major works throughout the Municipality



Certification of Financial Report for the year ended 30 June 2013

In my opinion the accompanying Financial Statements have been prepared in accordance with the Local

Government Act 1989, the Local Government (Finance and Reporting) Regulations 2004, Australian

Accounting Standards and other mandatory professional reporting requirements.

KEITH YEO FCPA

PRINCIPAL ACCOUNTING OFFICER


Ivanhoe

In our opinion the accompanying Financial Statements present fairly the financial transactions of the Banyule

City Council for the year ended 30 June 2013 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 the misleading or inaccurate.

We have been authorised by the Council on Monday, 9 September 2013 to certify the Financial Statements in

their final form.

CRAIG LANGDON

COUNCILLOR


Ivanhoe

MARK DI PASQUALE

COUNCILLOR


Ivanhoe

SIMON McMILLAN

CHIEF EXECUTIVE OFFICER


Ivanhoe




Victorian Auditor General Independent Audit Report (cont)



Standard Statements for the Year Ended 30 June 2013



Standard Statements for the Year Ended 30 June 2013

Contents Page No

Audit Report – Financial Report and Standard Statements

226

Basis of Preparation of Standard Statements 230

Standard Income Statement 232

Variance Explanation Report – Income Statement 233

Standard Balance Sheet 235

Variance Explanation Report – Balance Sheet 236

Standard Cash Flow Statement 237

Reconciliation of Cash Flows from operating activities to comprehensive result 238

Variance Explanation Report – Cash Flow Statement 239

Standard Statement of Capital Works 241

Variance Explanation Report – Statement of Capital Works 242

Certification of Standard Statements 243



Standard Statements for the year ended 30 June 2013

1. Basis of Preparation of Standard Statements

Banyule City Council is required to prepare and include audited Standard Statements and

explanatory notes within its Annual Report. Four Statements are required – a Standard Income

Statement, Standard Balance Sheet, Standard Cash Flow Statement and a Standard Statement of

Capital Works, together with explanatory notes.

These Statements and supporting notes form a special purpose Financial Report prepared to meet

the requirements of the Local Government Act 1989 and the Local Government (Finance and

Reporting) Regulations 2004.

The Standard Statements have been prepared on accounting bases consistent with those used for the

General Purpose Financial Statements and the Budget relevant to the year under review. The results

reported in these Statements are consistent with those reported in the General Purpose Financial

Statements except for a more detailed disclosure of certain revenues and expenses.

The Standard Statements are not a substitute for the General Purpose Financial Statements, which

are included in the Council’s Annual Report. They have not been prepared in accordance with all

Australian Accounting Standards or other authoritative professional pronouncements.

The Standard Statements compare Council’s financial plan, expressed through its budget, with actual

performance. The Local Government Act 1989 requires explanation of any material variances. The

Council has adopted a materiality threshold of:

$1.5 million or 20% (if over $400,000) for the Standard Income Statement;

$2.5 million or 20% (if over $1.5 million) for the Standard Balance Sheet;

$2 million or 20% (if over $1 million) for the Standard Cash Flow Statement;

$2 million or 20% (if over $1 million) for the Standard Statement of Capital Works.

Explanations have not been provided for variations below the materiality threshold unless the

variance is considered to be material because of its nature.

The budget figures included in the Statements are those adopted by Council on 18 June 2012. The

budget was based on assumptions that were relevant at the time of adoption of the budget. Also, the

budget was set and adopted by Council before the 2011/2012 financial year was finalised. Thus the

comparison between actual results and budget may result in variances which relate to the previous

financial year. The Council set guidelines and parameters for revenue and expense targets in this

budget in order to meet Council’s Business Plan and financial performance targets for both the short

and long-term.

Detailed information on the actual financial results is contained in the General Purpose Financial

Statements, which are included in the preceding section of this Annual Report. The Standard

Statements must be read with reference to both the budget and the Financial Statements to obtain an

overall understanding of Council’s financial position and management.



Standard Statements for the year ended 30 June 2013

2. Standard Income Statement

The Standard Income Statement shows what has happened during the year in terms of revenue,

expenses and other adjustments from all activities. The “Surplus/(Deficit)” or “bottom line” reflects

the net contribution towards the financial position for the reporting period.

The Income Statement requires revenues to be separately disclosed where the item is of such a size,

nature or incidence that its disclosure is relevant in explaining the performance of the Council.

3. Standard Balance Sheet

The Standard Balance Sheet shows a summary of all assets and liabilities at the end of the financial

year. It shows the total of what Council owns as assets, less what it owes as liabilities. The bottom

line of this statement is net assets, which is the net worth of Council under the financial framework,

which has been built up over many years.

Equity shows the revaluation of fixed assets, the value of reserves and the accumulated surpluses

built up over many years.

The information in the Standard Balance Sheet assists users in the assessment of the ability of assets

to meet financial obligations.

4. Standard Cash Flow Statement

The Standard Cash Flow Statement shows what has happened during the year in terms of cash. It

explains what cash movements have resulted in the difference in the cash balance at the beginning

and the end of the year.

The net cash flows from operating activities, show how much cash remains, after paying for providing

services to the community, which may be invested in things such as capital works.

The information in the Standard Cash Flow Statement assists users in the assessment of the ability to

generate cash flows, meet financial commitments as they fall due, including the servicing of

borrowings, funding changes in the scope or nature of activities and obtaining external finance.

A reconciliation of the net operating result and net cash flows from operating activities has been

added to highlight non-cash items of significance.

5. Standard Statement of Capital Works

The Standard Statement of Capital Works sets out all capital expenditure that has been spent or is

expected to be spent, compared to budget, in relation to non-current assets during the financial year.

These Capital Works are also categorised by the nature of the expenditure as being related to

renewal, upgrade, expansion or new.



Standard Income Statement for the year ended 30 June 2013

Note Budget

30/6/13

$‘000

Actual

30/6/13

$‘000

Variance

$‘000

Variance

%

INCOME

General rates 66,862 66,946 84 0.1

Special rates and charges 506 548 42 8.3

Interest on rates and special rates and

charges

280

267

(13)

4.6

Grants - recurrent 11,888 12,451 563 4.7

Grants - non-recurrent 1 3,155 5,886 2,731 86.6

Statutory fees and fines 2 7,661 9,201 1,540 20.1

User fees and charges 3 17,431 14,865 (2,566) 14.7

Interest income 1,814 2,194 380 20.9

Rental income 1,816 1,876 60 3.3

Contributions income 4 3,446 1,821 (1,625) 47.2

Net gain on disposal of infrastructure,


465

298

(167)

35.9

Other income 81 117 36 44.4

Increase in share of net assets of

associates accounted for by the equity

method

-

6

6

*

Total income 115,405 116,476 1,071 0.9

EXPENSES

Employee costs 5 52,008 49,262 2,746 5.3

Materials, contracts and services 6 35,474 32,937 2,537 7.2

Utility charges 7 3,042 3,666 (624) 20.5

Depreciation 8 12,915 14,864 (1,949) 15.1

Donations 632 588 44 7.0

Finance costs 2,662 2,582 80 3.0

Contributions expense 9 - 6,541 (6,541) *

Other expenses 10 8,072 1,570 6,502 80.6

Decrease in share of net assets of

associates accounted for by the equity

method

-

60

(60)

*

Total expenses 114,805 112,070 2,735 2.4

Surplus 600 4,406 3,806 634.3

OTHER COMPREHENSIVE INCOME

Decrement on revaluation of

infrastructure and property assets

(1,696)

-

58

3.4

Total Comprehensive result

Surplus/(Deficit)

(1,096)

4,406

3,864

352.6




Variance Explanation Report

Note

Item Explanation

1 Grants –

non-recurrent

Council received a total of $1,116k in grants from the Department of

Education and Early Childhood Development (DEECD) for capital works on

four kindergartens/pre-schools. These grants were not budgeted in 2013.

A $840k grant from DEECD was received for partial funding of the

construction costs for the Olympic Village Learning Hub. This was not

budgeted to be received in the 2013 year as the construction works will

commence in future years.

$160k was received in late June 2013 for works on the Plenty River Trail.

This was not budgeted to be received in the 2013 financial year and will be

spent in the 2014 financial year.

Council received $312k towards works on the Darebin Creek Trail which

was budgeted to be received in the previous financial year. However, the

project and thus the grant payment, was delayed and carried forward to the

2013 financial year.

A grant of $250k was received from Melbourne Water towards the

Stormwater Harvesting Project. This grant was not budgeted in 2013.

2 Statutory fees and

fines

$1.6 million of land fill levy charges were originally classified as User Fees

and Charges when the budget was produced. This has subsequently been

reclassified to Statutory Fees and Fines.

3 User fees and

charges

$1.6 million of land fill levy charges were originally classified as User Fees

and Charges when the budget was prepared. This has subsequently been

reclassified to Statutory Fees and Fines. Council received $840k less in User

Fees than budgeted across our various Leisure Centres which can be

attributed to the following:

- $555k less in fees was received than budgeted for the operation of

WaterMarc Leisure Centre. This is due to the delay in the opening of

the leisure centre and subsequently it was arranged for a delay in the

tender payments to be made by WaterMarc’s operators. This

reduction in WaterMarc income is offset by a reduction in Materials,

Contract and Service costs related to WaterMarc.

- Council received $159k less income than budgeted for Ivanhoe Aquatic

Centre Health and Fitness memberships. Ivanhoe Aquatic Fitness

Centre is facing increasing competition from 24 hour gymnasium

operators. There is also a degree of uncertainty in relation to the

impact of future redevelopment works on service delivery.

Due to a reduction in the number of meals ordered/delivered during the

year, the Delivered Meals program received $76k less income than

budgeted.

4 Contributions

income

Stormwater Harvesting Project had budgeted to receive contributions of

$2.35 million. However, only $295k of the contributions were recognised

in the past financial year and the remaining contributions are now expected

to be received towards the end of the project rather than at the beginning.

This is partially off-set by:

- Due to a greater amount of subdivision/building activity during the year

than originally anticipated, Public Open Space Contributions exceeded

budget by $140k.

- $235k of unbudgeted Sporting Club Contributions were received

during the year. These contributions are made by the sporting clubs so

as to increase the scope of Capital Works projects that Council

undertakes. These contributions are heavily dependent on what the

Clubs can afford and are willing to contribute.




Variance Explanation Report (cont)

Note

Item Explanation

5 Employee costs

Councillor allowances and benefits were originally budgeted as employee

costs. As Councillors are not considered employees, the associated $228k

costs are accounted for in Other Expenses.

Salaries for Ivanhoe Aquatic – Learn to Swim staff were $202k below

budget. This is partially due to a decrease in anticipated school bookings as

well as better streaming in service provision and improvements in class

combination, requiring less staff.

Leisure Facilities Management salaries were $155k below budget. During

the year, management discretion was exercised to delay and withhold

spending on some non-essential areas of staffing. This was done with a

focus to ensure overall fiscal responsibility within Leisure Services.

Home Care salaries were $204k below budget. The hours worked in

Home Care are entirely dependent on the requests for service from

Council’s elderly or disabled residents.

Human Resources total employee costs were also below budget. This is

due to there being a number of staff vacancies during the financial year.

Employee costs related to the Additional Superannuation Call had no

budget. However, actuals were $404k (credit) due to the discount we

received for early payment. (The expense was recognised in the previous

financial year).

Total Council Workcover costs for the financial year were under budget.

This is due to a number of factors, including our recent workplace injury

history and actual remuneration being less than the expected remuneration

for the year.

6 Materials, contracts

and services

Energy Efficient Public Lighting had a budget of $400k. However, due to

delays the project did not commence during the year.

The Watsonia Community Hub had $200k budgeted as contractor costs.

However, during the year all related costs were capitalised.

Materials, Contractor and Service costs for WaterMarc were $595k less

than budgeted due to a delay in the opening of WaterMarc. This reduction

in expense is partially offset against the reduction in User Fees income from

WaterMarc.

Building and Maintenance Services contractor costs came in $442k under

budget, due to ongoing and regular upkeep of Council buildings, more

expensive remedial works were not required during the year.

7 Utility charges

Utility charges includes electricity, gas, water and telephone. The actual

exceeded budget by $426k for electricity and gas and $201k for water.

Electricity for public lighting, security lighting and traffic lights, plus Council

buildings and aquatic centres exceeded budget.

Water for Council buildings and aquatic centres exceeded budget.

8 Depreciation The impact of the depreciation on the WaterMarc project and on the

infrastructure assets revalued last year, was greater than budgeted. The

budget was set before the final 2012 revalued infrastructure amounts were

known.

9 Contributions

expense

Contributions expense has been shown separately in the Income Statement

for the first time in 2013. Previously it was included in Other Expenses.

The decision to show this class of expenditure separately was made after

the budget was prepared.

10 Other expenses The actual amount of $1,570k plus the Contributions Expense actual of

$6,541k totals $8,111k which is only $39k more than the budget of $8,072k.

Refer to Note above re Contributions Expense for further details.



Standard Balance Sheet as at 30 June 2013

Note Budget

30/6/13

$‘000

Actual

30/6/13

$‘000

Variance

$‘000

Variance

%

CURRENT ASSETS

Cash and cash equivalents 1 32,166 44,016 11,850 36.8

Financial assets 2 10,000 6,408 (3,592) 35.9

Trade and other receivables 6,176 5,215 (961) 15.6

Inventories 40 31 (9) 22.5

Non-current assets classified as held for sale 3 - 9,003 9,003 *

Other assets 900 894 (6) 0.7

Total current assets 49,282 65,567 16,285 33.0

NON-CURRENT ASSETS

Trade and other receivables 592 753 161 27.2

Investments 3,312 3,485 173 5.2

Infrastructure, property, plant and

equipment

4

1,207,134

1,204,517

(2,617)

0.2

Intangible Assets 1,200 - (1,200) *

Total non-current assets 1,212,238 1,208,755 (3,483) 0.3

Total assets 1,261,520 1,274,322 12,802 1.0

CURRENT LIABILITIES

Trade and other payables 10,219 9,480 739 7.2

Provisions 11,977 11,865 112 0.9

Interest bearing loans and borrowings 1,132 1,053 79 7.0

Trust funds and deposits 851 1,006 (155) 18.2

Total current liabilities 24,179 23,404 775 3.2

NON-CURRENT LIABILITIES

Provisions 283 328 (45) 15.9

Interest bearing loans and borrowings 5 33,161 30,683 2,478 7.5

Trust funds and deposits 335 595 (260) 77.6

Total non-current liabilities 33,779 31,606 2,173 6.4

Total liabilities 57,958 55,010 2,948 5.1

Net assets 1,203,562 1,219,312 15,750 1.3

Represented by:

EQUITY

Accumulated surplus 420,264 420,712 448 0.1

Reserves 6 783,298 798,600 15,302 2.0

Total equity

1,203,562

1,219,312

15,750

1.3



Standard Balance Sheet as at 30 June 2013

Variance Explanation Report Note

Item Explanation

1 Cash and cash

equivalents

Some major capital works projects and purchases were carried forward to

the 2014 financial year. As a consequence, these funds were invested in

term deposits.

The superannuation – additional call $10.99 million, that was accrued last

financial year, was paid using Council’s cash reserves. The amount of the

superannuation debt was not known at the time the 2013 budget was set.

2 Financial assets The majority of Council funds as at 30/6/2013 were held in short term

investments (less than 3 months) as opposed to long term investments

(over 3 months) which are classified as investments. This resulted in

approximately $3.6 million budgeted as investments to be shown in cash

and cash equivalents.

This reflects the investment decisions made at the time funds were

available based on interest rates and when funds were required for

operating purposes.

3 Non-current assets

classified as held for

sale

Four lots, on a recent small sub-division, are on the market to be sold.

Two properties were transferred from Property non-current assets to

Non-current Assets Held for Sale in current assets. They are on the

market to be sold.

4 Infrastructure,

property, plant and

equipment

The revised construction phase on two major capital works projects made

the amount to be capitalised $5.98 million less than we anticipated in the

period when the budget was prepared.

The late delivery on the waste trucks and trucks Council ordered in this

financial year resulted in a significant amount of motor vehicles’ budget to

be carried forward to the 2014 financial year.

The impact of the depreciation on the WaterMarc project and on the

infrastructure assets revalued last year, was greater than budgeted.

5 Interest bearing loans

and borrowings

The budget included a new loan of $2.57 million for redevelopment of an

Aquatic Centre. The loan borrowing has been transferred to the 2014

financial year to coincide with the revised construction phase.

6 Reserves The superannuation – additional call $10.99 million, that was accrued last

financial year, was paid using Council’s cash reserves.

Some major capital works projects and purchases were carried forward to

the 2014 financial year.



Standard Cash Flow Statement for the year ended 30 June 2013

Note Budget

30/6/13

$‘000

Actual

30/6/13

$‘000

Variance

$‘000

Variance

%

Cash Flows from Operating Activities

Receipts

Rates 67,368 67,380 12 0.0

Interest 2,094 2,621 527 25.2

Grants 1 15,043 18,846 3,803 25.3

Other receipts 2 30,368 28,199 (2,169) 7.1

Payments

Payments to employees 3 (51,260) (60,083) (8,823) 17.2

Payments to suppliers 4 (35,073) (31,167) 3,906 11.1

Other payments (11,746) (I3,123) (1,377) 11.7

Net cash provided by operating

activities

16,794

12,673

(4,121)

24.5

Cash Flows from Investing Activities

Acquisition of property, plant and

equipment

5

(15,715)

(11,582)

4,133

26.3

Expenditure on infrastructure assets (10,846) (11,618) (772) 7.1

Payments for intangible assets (1,200) - 1,200 *

Proceeds from sale of property, plant and

equipment

6

9,369

3,083

(6,286)

67.1

Net (purchase)/redemption of investments 7 (10,000) (2,667) 7,333 73.3

Net cash (used in) investing activities (28,392) (22,784) 5,608 19.8

Cash Flows from Financing Activities

Trust funds and deposits – net proceeds (13) 209 222 1,708

Finance costs – interest on loans and

borrowings

(2,662)

(2,609)

53

2.0

Repayment of interest bearing loans and

borrowings

8

-

(986)

(986)

*

Proceeds from interest bearing loans and

borrowings

9

1,571

-

(1,571)

*

Net cash (used in) financing activities (1,104) (3,386) (2,282) 206.7

Net (decrease) in cash and cash

equivalents

(12,702)

(13,497)


at the beginning of the financial year

44,868

57,513


at the end of the financial year

32,166

44,016




Note Budget

30/6/13

$‘000

Actual

30/6/13

$‘000

Reconciliation of Cash


32,166

44,016

Reconciliation of Cash Flows from Operating Activities

to Comprehensive Result Surplus/(Deficit)

Net Cash Flows from Operating Activities before change in

Assets and Liabilities

Net cash provided by operating activities 16,794 12,673

Add/(Less) Items Classified as Investing

or Financing Activities

Net gain/(loss) on disposal of infrastructure, property, plant and

equipment

465

298

Finance costs (2,662) (2,609)

Capitalised interest in assets classified as held for sale - 20

Non-current investment - (54)

Add/(Less) Non-Cash Items


Decrement on revaluation of infrastructure and property assets (1,696) -

Work in progress transferred to expenses - (106)

Net cash flows from operating activities before change in

assets and liabilities

(14)

(4,642)

Change in Assets and Liabilities,

excluding Investing Activities

(Decrease)/increase in receivables 67 (644)

(Decrease) in inventories - (14)

(Decrease) in prepayments (300) (349)

Decrease/(Increase) in payables (101) 10,690

(Increase) in employee provisions (748) (635)

Total change in assets and liabilities,

excluding investing activities

(1,082)

9,048

Comprehensive Result Surplus/(Deficit) (1,096) 4,406





Note

Item Explanation

1 Grants Council received a total of $1,116k in grants from the Department of Education

and Early Childhood Development (DEECD) for capital works on four

kindergartens/pre-schools. These grants were not budgeted in 2013.

A $840k grant from DEECD was received for partial funding of the construction

costs for the Olympic Village Learning Hub. This was not budgeted to be received

in the 2013 year as the construction works will commence in future years.

$160k was received in late June 2013 for works on the Plenty River Trail. This was

not budgeted to be received in the 2013 financial year and will be spent in the 2014

financial year.

Council received $312k towards works on the Darebin Creek Trail which was

budgeted to be received in the previous financial year. However, the project and

thus the grant payment, was delayed and carried forward to the 2013 financial year.

A grant of $250k was received from Melbourne Water towards the Stormwater

Harvesting Project. This grant was not budgeted in 2013.

2 Other receipts Council received $840k less in User Fees than budgeted across our various Leisure

Centres which can be attributed to the following:

- $555k less in fees was received than budgeted for the operation of WaterMarc

Leisure Centre. This is due to the delay in the opening of the Leisure Centre

and subsequently it was arranged for a delay in the tender payments to be

made by WaterMarc’s operators. This reduction in WaterMarc income is

offset by a reduction in Materials, Contract and Service costs related to

WaterMarc.

- Council received a $159k less income than budgeted for Ivanhoe Aquatic

Centre Health & Fitness memberships. Ivanhoe Aquatic Fitness Centre is

facing increasing competition from 24 hour gymnasium operators. There is

also a degree of uncertainty in relation to the impact of future redevelopment

works on service delivery.

Stormwater Harvesting Project had budgeted to receive contributions of $2.35

million. However, only $295k of the contributions were recognised in the past

financial year and the remaining contributions are now expected to be received

towards the end of the project rather than at the beginning.

This is partially off-set by:

- Due to a greater amount of subdivision/building activity during the year than

originally anticipated, Public Open Space Contributions exceeded budget by

$140k.

- $235k of unbudgeted Sporting Club Contributions were received during the

year. These contributions are made by the Sporting Clubs so as to increase

the scope of Capital Works projects that Council undertakes. These

contributions are heavily dependent on what the clubs can afford and are

willing to contribute.

Council received $345k less income than budgeted for Building Permit Fees and

government levies, as a number of building applications coming through to the

Council were decreasing.

3 Payments to

employees

Council made a payment of $10.99 million for the superannuation – additional call

regarding the unfunded Defined Benefits Superannuation Scheme. The 2013

budget had been set before the superannuation additional call was advised, near the

end of 2012 financial year. The additional superannuation payment was partially

offset by the following decreases:

- Council Workcover costs

- Employment positions being vacated and not immediately replaced

- Less staff working hours due to less service requests

Councillor allowances and costs were originally budgeted as payments to

employees. As Councillors are not considered employees, the associated $228k

costs are accounted for in payments to suppliers.




Variance Explanation Report (cont)

Note

Item Explanation

4 Payments to

suppliers

The cost of materials, contracts and services was $2.54 million less than budget,

mainly due to the following reasons:

- The reduction on the WaterMarc operational costs due to the late opening.

- The delay on the implementation of Energy Efficient Public Lighting project.

- Savings made by building maintenance services due to less expensive remedial

work required in this financial year.

- The cost for Watsonia Community Hub redevelopment was budgeted as

contractor costs, but the actual was reclassified as assets – work in progress.

The budget for the movement in trade creditors and payables allowed for minimal

change yet the actual was a decrease of $1.20 million due to a large contractor

invoice for construction works on the WaterMarc project was accrued at year end

2012 and paid in July 2012.

5 Acquisition of

property, plant

and equipment

The late delivery on the waste trucks and trucks Council ordered in this financial

year made a significant amount of motor vehicles’ budget to be carried forward to

the next financial year.

The project for upgrading the Flintoff Street office did not commence in the 2013

financial year and is subject to the proceeds of selling the Rosanna office.

6 Proceeds from

sale of property,

plant and

equipment

All six lots from a recent small subdivision were budgeted to be sold in the 2013

financial year. However, only two of them were sold.

The sale of Rosanna office did not occur in the 2013 financial year as budgeted.

7 Net (purchase)/

Redemption of

investments

Council made a management decision to hold a larger portion of our cash reserves

in long term (over 3 months) term deposits at the end of the 2013 financial year

compared to the 2012 financial year. However, this portion of cash invested in

long term term deposit it less than budgeted. However, this meant that Council

had more funds to invest in term deposits with a maturity of 3 months or less ie in

cash and cash equivalents.

8 Repayment of

interest bearing

loans and

borrowings

The budget for the repayment of principal on interest bearing loans and

borrowings was netted off against the budgeted proceeds of a new loan.

The budget for the repayment of principal was $936k which is only $50k less than

the actual.

9 Proceeds from

interest bearing

loans and

borrowings

The budget for the repayment of principal on interest bearing loans and

borrowings was netted off against the budgeted proceeds of a new loan.

The budget for the proceeds for a new loan was $2.507 million.

The new loan borrowing did not proceed in 2013 and was postponed until 2014.

The new loan will be taken out to coincide with the construction phase of the

Leisure Centre redevelopment.



Standard Statement of Capital Works for the year ended 30 June 2013

Note Budget

30/6/13

$‘000

Actual

30/6/13

$‘000

Variance

$‘000

Variance

%

Capital Works

Freehold land 1 1,393 1,084 309 22

Freehold buildings 2 3,408 4,360 (952) 28

Plant and equipment 3 1,149 2,652 (1,503) 131

Motor vehicles 4 5,044 1,426 3,618 72

Art collection 12 53 (41) 342

Roads, streets and bridges 5 3,496 2,245 1,251 36

Drainage 6 5,725 159 5,566 97

Parks and gardens 1,184 1,184 - -

Playgrounds 441 441 - -

Furniture and fittings 7 4,709 474 4,235 90

Intangible assets 8 1,200 - 1,200 *

Work in progress 9 - 5,590 (5,590) *

Total capital works 27,761 19,668 8,093 29

Type of Capital Works

Renewal of assets 16,537 10,194

Upgrade of assets 3,462 883

Expansion of assets 810 280

New assets 5,752 8,311

New intangible assets 1,200 -

Total capital works 27,761 19,668

Total asset additions per Note 31(i) 19,668

Reconciliation of Net Movement in Infrastructure, Property, Plant and Equipment and Intangible

Assets

Total capital works 27,761 19,668

Asset revaluation movement (1,696) -


Written down value of assets sold (8,904) (795)

Transfer to non-current assets held

for sale

-

(7,499)

Transfer from work in progress to expenses - (106)

Net movement in infrastructure,


4,246

(3,596)



Standard Statement of Capital Works for the year ended 30 June 2013


Note

Item Explanation

1 Freehold land The cost on land was initially budgeted mainly for Ryans Road

redevelopment. However, the actual cost of this project in this year was

$329k and has been reclassified as Non-current Assets Classified as Held

for Sale.

This financial year the expenditure on land was for the purchase of two

Greensborough properties.

2 Freehold buildings The unexpected delay on the completion date of the WaterMarc project

had $3.92 million cost incurred in this financial year which was not

foreseeable during the 2013 budget process.

The Ivanhoe Aquatic and Fitness Centre redevelopment budget of $2.84

million has been carried forward to the next financial year after revising its

construction phase.

3 Plant and equipment The project for installing a retractable shade system in Greensborough

Bowling Club was budgeted for $130k. The additional cost on this project

was funded by additional contributions from both the Club and Council.

$403k worth of additional heavy machinery was purchased as the result of

reviewing the operational needs.

An impact from the delay on the completion date of the WaterMarc

project, was that the buyout of WaterMarc Gym equipment was paid in

the 2013 financial year, but was budgeted in the 2012 financial year.

4 Motor vehicles Five waste trucks worth $1.8 million in total had been ordered, but not

delivered before 30/6/2013. Two semi-trailers worth $250k each are yet

to be built. Acquisition of tippers and other trucks has been carried

forward to 2014 after reviewing the operational needs before finalising

purchasing requirements.

The purchasing program for passenger vehicles has been partly carried

forward to next financial year.

5 Roads, streets and

bridges

The majority of the budget for traffic management treatment on Sellars

Street Watsonia has been carried forward to the 2014 financial year due

to the late commencement date of the project.

In this financial year, 70% of Roads to Recovery works were completed,

compared to the budget.

6 Drainage The storm water harvesting project was budgeted as drainage and now

reclassified as parks and gardens. This financial year $4.54 million was

spent on this project and has been capitalised under work in progress as it

will be completed next financial year.

7 Furniture and fittings This financial year the cost of WaterMarc IT room modification and other

WaterMarc fittings were $132k and $307k respectively caused by the

delay on the completion date of the WaterMarc project.

The majority of the budget for furniture and fittings has not been utilised

due to the delay in the commencement date for upgrading the Flintoff

Street office.

8 Intangible assets The implementation of Electronic Document and Records Management

System was budgeted to be completed in the 2013 financial year, has been

extended to the next financial year.

9 Work in progress The difference is due mainly to a stormwater harvesting project and

Electronic Document and Records Management System which were

capitalised as work in progress at 30/6/2013.



Certification of Standard Statements for the year ended 30 June 2013

In my opinion the accompanying Standard Statements have been prepared on accounting bases consistent with

the Financial Statements and in accordance with the Local Government Act 1989 and the Local Government

(Finance and Reporting) Regulations 2004.

KEITH YEO FCPA

PRINCIPAL ACCOUNTING OFFICER


Ivanhoe

In our opinion the accompanying Standard Statements have been prepared on accounting bases consistent with

the Financial Statements and in accordance with the Local Government Act 1989 and the Local Government

(Finance and Reporting) Regulations 2004.

As at the date of signing, we are not aware of any circumstances which would render any particulars in the

Standard Statements to be misleading or inaccurate.

We have been authorised by the Council on Monday, 9 September 2013 to certify the Standard Statements in

their final form.

CRAIG LANGDON

COUNCILLOR


Ivanhoe

MARK DI PASQUALE

COUNCILLOR


Ivanhoe

SIMON McMILLAN

CHIEF EXECUTIVE OFFICER


Ivanhoe