Banyule City Council Annual Report 2012-2013

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BANYULE CITY COUNCIL ANNUAL REPORT 2012 - 2013



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Contents Page No

MAYOR AND CEO STATEMENT 2

CITY PLAN CONTEXT 4

BANYULE’S PROFILE 6

OUR COUNCIL 10

CORPORATE GOVERNANCE 12

Processes of Governance 13

• Delegation of Powers 13

• Councillors’ Legal Obligations 13

• Disclosure of Interests 13

• Councillor Code of Conduct 13

• Staff Code of Conduct 14

• Assembly of Councillors 14

• Councillor Remuneration 15

Council Meetings 15

• Public Participation in Council Meetings 15

• Councillor Briefing Sessions 15

Committees 15

• Council Committees 16

• External Committees 18

Councillor Attendance of Council Meetings 21

Ward Funding 22

Community Engagement and Social Research 28

• An overview of our consultation approach 28

• Additional sources of data that inform Council decision making 29

• Local Government Planning and Accountability Framework 31

Audit Committee 33

Community Grants 34

Public Information 35

• Freedom of Information 35

• Protected Disclosure Act 2012 (replacement of Whistleblower Act 2001) 35

• Reporting of Disclosures during 2012-2013 35

• Information Privacy Act 2000 36

• Documents available for public inspection 36

Local Laws 38

• Codes of Practice 38

• Orders of Council 38

Contents Page No

Our Professional Advisors 39

National Competition Policy Compliance 40

Carers Recognition Act 2012 – Local Government Reporting Requirements 41

THE ORGANISATION 42

The Structure 42

Human Resources 44

• Workforce Strategy and Action Plan 44

• Organisational Development 44

• Employee Relations 44

• Equal Employment Opportunity Program 45

• Risk Management and Occupational Health and Safety 45

Staff Profile 46

CALENDAR OF COUNCIL AND COMMUNITY EVENTS 2012-2013 47

A SUMMARY OF OUR PERFORMANCE 48

Introduction 50

What success looks like to us 51

Our Activities and Services 52

Our Objectives 56

• People Community Strengthening and Support 56

• Planet Environmental Sustainability 70

• Place Sustainable Amenity and Built Environment 76

• 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 160

STANDARD STATEMENTS 228

2 BANYULE CITY COUNCIL ANNUAL REPORT 2012-2013

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 2011–2012 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 140,364 enquiries, while our Maternal and Child Health team provided 20,429 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, 160,000 parkland trees, 300 parks and reserves, 154 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!

Mayor and CEO StatementWelcome

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In 2012–2013 we also registered 20,000 animals, carried out 6,207 building inspections, issued 1,431 building permits, assessed 1,439 planning permit applications and managed 1,270 transport and road safety requests, as well as 450 health/nuisance related complaints.

Our fleet of trucks, in conjunction with the Banyule Waste Recovery Centre, processed 22,004 tonnes of kerbside garbage, 14,185 tonnes of recyclable materials and 10,657 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 Simon McMillan Mayor Chief Executive Officer

Cr Wayne Phillips Mayor Simon McMillan Chief Executive Officer


PeopleCOMMUNITY STRENGTHENING AND SUPPORT

Support and strengthen the health and wellbeing of the Banyule community.

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

PlaceSUSTAINABLE 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.

ProsperityPROSPEROUS AND SUSTAINABLE LOCAL ECONOMY

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

ParticipationCOMMUNITY 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 PlanUSE OUR RESOURCES WISELY

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

City Plan contextBANYULE’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 our 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.

Principles The core principles that help us achieve our Vision are:• Sustainability for our future• Community wellbeing • Community participation • Fairness in all we do• Maintaining our community’s trust

Objectives 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:

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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.

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 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.

1 St Helena 2 Eltham North 3 Briar Hill 4 Greensborough 5 Watsonia North 6 Bundoora 7 Watsonia 8 Macleod 9 Yallambie 10 Montmorency 11 Lower Plenty 12 Viewbank 13 Rosanna 14 Heidelberg West 15 Heidelberg Heights 16 Heidelberg 17 Bellfield 18 Eaglemont 19 Ivanhoe 20 Ivanhoe East

DAREBIN

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Banyule's Profile

Our Localities

Greater Melbourne context

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Our CommunityCouncil 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.

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.


7-21 kms from CBD

PopulationThe 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).

BirthsAlongside 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.

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.

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.

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 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%).

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).

122,722 people

38.0%own

33.6%mortgage 23.4%

rent

Melbourne

30%Banyule

35%

50-59yrs

Melbourne

15%Banyule

13%

25-34yrs

Banyule City CouncilBanyule 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.


Snapshot of BanyuleThis section sets out demographic information about the municipality which has influenced the strategic planning, budgets and resourcing for various services.

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EducationBanyule 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.


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.

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Year12

EmploymentIn 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.


State average

49.8%Banyule

56.0%


Full-timeUnemployed

Part-time

Work-force

2006- 2011

Ireland

1,201➔

Scotland

1,361➔

England

2,855➔

China

1,506➔

India

1,008➔

Italy

644➔

Somalia

300➔




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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.

Our Council

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.

Council Wards

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Beale Cr Wayne Phillips

Hawdon Cr Steven BriffaIbbott

Cr Tom Melican

Grimshaw Cr Rick Garotti

Bakewell Cr Mark DiPasquale

Olympia Cr Craig Langdon

Griffin Cr Jenny Mulholland

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Councillors

Cr Jenny Mulholland Griffin Ward Elected 2000 Retires 2016T: 0413 986 912E: [email protected] 2003/04 March 04/Dec 04Deputy Mayor 2004/05, 2009/10

Cr Peter McKenna* Elected 2005 Retired 2012

*Note: retired 27 October 2012 Election

Cr Jessica Paul* Elected 2008 Retired 2012

*Note: retired 27 October 2012 Election

Cr Rick Garotti Grimshaw Ward Elected 2012 Retires 2016T: 0402 846 845E: [email protected]

Cr Mark DiPasquale Bakewell Ward Elected 2012 Retires 2016T: 0481 002 299E: [email protected]

Cr Tom Melican Ibbott Ward Elected 2003 Retires 2016T: 0413 043 015E: [email protected] 2008/09, 2011/12Deputy Mayor 2006/07, 2007/08

Cr Wayne Phillips Mayor. Beale WardElected 2005 Retires 2016T: 0408 999 189E: [email protected] 2005/06, 2006/07, 2007/08, 2009/10Deputy Mayor 2010/11,2011/12

Cr Craig LangdonDeputy Mayor. Olympia WardElected 2011 Retires 2016T: 0401 097 032E: [email protected] Mayor 2012/2013

Cr Steven Briffa Hawdon WardElected 2008 Retires 2016T: 0429 807 052E: [email protected].


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12 BANYULE CITY COUNCIL ANNUAL REPORT 2012–2013

Corporate Governance

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Banyule City CouncilCorporate 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.

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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 Committees1 July 2012 to 12 November 2012

13 November 2012 to 30 June 2013

Arts and Cultural Advisory GroupFormal mechanism for Council to consult with key stakeholders, seek specialist advice and enable community participation in arts and cultural planning and development.

Cr Jenny MulhollandCr Tom Melican (substitute)

Cr Jenny MulhollandCr Tom Melican

Asset Management Steering CommitteeTo implement Council’s Asset Management Strategy and ensure a corporate approach across Council.

Cr Wayne PhillipsCr Steven BriffaCr Tom Melican (substitute)

Cr Steven BriffaCr Wayne PhillipsCr Mark Di Pasquale (substitute)

Audit Committee – CouncillorsImproves the quality of financial reporting and ensures Council makes informed decisions regarding accounting policies, practices and disclosures.

Cr Jenny MulhollandCr Steven BriffaCr Tom Melican (substitute)

Cr Rick GarottiCr Mark Di PasqualeCr Craig Langdon (substitute)Cr Tom Melican (substitute)

Banyule Bicycle Advisory Committee Cr Tom MelicanCr Steven Briffa (substitute)

Cr Tom MelicanCr Steven Briffa

Banyule Community Plan ImplementationThis 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 MelicanCr Jess PaulCr Steven Briffa (substitute)Cr Craig Langdon (substitute)

Cr Rick GarottiCr Mark Di PasqualeCr Craig Langdon (substitute)

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 MelicanCr Craig Langdon (substitute)

Cr Craig Langdon Cr Tom Melican (substitute)

Banyule Road Safety Committee Cr Tom MelicanCr Craig Langdon

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

Disability Residents Group Cr Jenny MulhollandCr Jess Paul (substitute)

–

Early Years Advisory CommitteeTo advise and inform Council’s planning response to early childhood issues and developments from a parent/carer perspective.

Cr Jess PaulCr Peter McKenna (substitute)

Cr Mark Di PasqualeCr Jenny Mulholland (substitute)

Greensborough Principal Activity Centre Community Consultative CommitteeProvides input to Council on the urban design and development proposals for Greensborough Principal Activity Centre.

Cr Peter McKennaCr Wayne PhillipsCr Steven Briffa Cr Jenny Mulholland (substitute)

Cr Steven Briffa Cr Mark Di PasqualeCr Wayne Phillips

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Council Committees (cont) 1 July 2012 to 12 November 2012


Greensborough Project Steering Committee (GPSG) Cr Peter McKennaCr Steven Briffa Cr Wayne Phillips (substitute)

–

Neighbourhood Character Focus Group Cr Wayne PhillipsCr Steven Briffa (substitute)

Cr Wayne PhillipsCr Steven Briffa Cr Jenny Mulholland (substitute)

Ivanhoe Community Consultative CommitteeTo 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 MulhollandCr Craig LangdonCr Wayne Phillips(substitute)

Cr Jenny MulhollandCr Craig LangdonCr Wayne Phillips(substitute)

Strategic Property GroupTo 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 PhillipsCr Peter McKennaCr Jenny MulhollandCr Steven Briffa

Cr Mark Di PasqualeCr Wayne PhillipsCr Steven BriffaCr Craig Langdon

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EXTERNAL COMMITTEES

In addition to the Council-established advisory committees there are a number of other committees that include nominated Councillor Representatives.

External Committees1 July 2012 to 12 November 2012


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 CommitteeTo 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 MelicanCr Wayne Phillips (substitute)

Cr Tom MelicanCr 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 LangdonCr Jenny Mulholland (substitute)

Cr Craig LangdonCr Jenny Mulholland (substitute)

Metropolitan Transport ForumTo 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 MelicanCr Steven Briffa(substitute)

Cr Tom MelicanCr Rick Garotti (substitute)

Metropolitan Waste Management GroupProvides a framework for strategic regional waste management planning and a waste management coordination role for waste issues in regions.

Cr Craig Langdon Cr Tom MelicanCr 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.



Municipal Association of Victoria (MAV) – Environment Committee



Municipal Association of Victoria (MAV) - Future Growth Reference Group

Cr Wayne PhillipsCr Peter McKenna (substitute)

Cr Wayne Phillips

Municipal Association of Victoria (MAV) – Future of Local Government (FOLG) Strategic Change Group

Cr Jenny MulhollandCr Wayne Phillips (substitute)Cr Peter McKenna (substitute)


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External Committees (cont) 1 July 2012 to 12 November 2012


Municipal Association of Victoria (MAV) Metropolitan Housing Growth Project – Councillor Reference Group

Cr Wayne PhillipsCr Steven Briffa (substitute)

–

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 MelicanCr Jenny Mulholland (substitute)

Cr Tom MelicanCr 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 MelicanCr Steven Briffa (substitute)

Cr Tom MelicanCr Mark Di Pasquale

Napier Waller Property Committee of ManagementTo manage the restoration of the house, garden and art collection of the former residence of the artist Napier Waller.

Cr Jenny MulhollandCr Craig Langdon (substitute)

Cr Jenny MulhollandCr 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 MelicanCr 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 AssociationThe 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 BriffaCr Jess Paul (substitute)

Cr Rick GarottiCr 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



External Committees (cont) 1 July 2012 to 12 November 2012


Yarra Plenty Regional Library Audit Committee Cr Jenny MulhollandCr Jess Paul (substitute)

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

Yarra Plenty Regional Library Service BoardThe 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 MulhollandCr Jess Paul Cr Steven Briffa (substitute)Cr Tom Melican (substitute)

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

Olympia Housing Initiative - Community Liaison Committee(as resolved at the 19/11/12 Council Meeting)

– Cr Craig Langdon


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COUNCILLOR ATTENDANCE OF COUNCIL MEETINGS

Council Meetings 1 July 2012 to 30 June 2013

Mee

tings

hel

d

Cr

S Br

iffa

Cr

C L

angd

on

Cr

R G

arot

ti

Cr

T M

elic

an

Cr

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holla

nd

Cr

M D

i Pas

qual

e

Cr

W P

hilli

ps

Cr

Pete

r M

cKen

na*

Cr

Jess

ica

Paul

*

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

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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 From 1/7/2012 to the date of the Council elections in October 2012, Council donated a total of $19,725.00 in Ward funds on the recommendation of Former Cr Peter McKenna: $

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

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Bakewell Ward (cont) From the date of the Council elections in October 2012 to 30/6/2013, Council donated a total of $8,728.18 in Ward funds on the recommendation of Cr Mark Di Pasquale: $

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

Beale Ward Council donated a total of $19,054.55 in Ward funds on the recommendation of Cr Wayne Phillips: $

Banyule City Council Aged Friendly Development Guidelines 5,000.00



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

Cancer Council Victoria Sponsorship for the Diamond Valley Relay for Life community event 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

WARD FUNDING (cont)



WARD FUNDING (cont)

Griffin Ward Council donated a total of $24,127.27 in Ward funds on the recommendation of Cr Jenny Mulholland: $

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



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 RSL Sponsorship support towards the 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

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WARD FUNDING (cont)

Grimshaw Ward From 1/7/2012 to the date of the Council elections in October 2012, Council donated a total of $3,425.00 in Ward funds on the recommendation of Former Cr Jess Paul: $

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

Greensborough Inter Church Council Festival of family carols 425.00



From the date of the Council elections in October 2012 to 30/6/2013, Council donated a total of $15,029.09 in Ward funds on the recommendation of Cr Rick Garotti:

Bundoora Tennis Club Refurbishment of canteen – purchase of oven and cooktop 1,200.00


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


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 Council donated a total of $20,146.26 in Ward funds on the recommendation of Cr Steven Briffa: $

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



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


WARD FUNDING (cont)


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WARD FUNDING (cont)

Olympia Ward Council donated a total of $23,463.70 in Ward funds on the recommendation of Cr Craig Langdon: $

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 Garden2,000.00

Banyule City Council – BLFM Photo display of Olympic Village 750.75

Heidelberg West Neighbourhood Renewal

Kitchen items at Olympic Adult Education2,500.00


Catering and staffing Olympic celebration Ngurungaeta Group 1,133.00



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


Australia Day Community Event 1,000.00

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





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 usThe 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?”

ResultsThere 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 - feedbackAs 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.

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More detailed information about how we received feedback from the communityAs 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 1,275

Other consultation and research methodsWe 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 GroupsNetworks, 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 ProceduresUnder 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 FeedbackCommunity 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.

SurveysCouncil 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 ConsultationIn 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.

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• 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 resourcesMuch 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.

Medium term

Council Plan> Strategic objectives> Strategies> Strategic indicators

Annual Report> Report of operations> Financial statements> Standard statements> Performance statement

Stakeholder & community engagement

Strategic Resources Plans> Standard statements> Non-financial resources

Annual Budget> Standard statements> Activities and initiatives > Key strategic activities

Short term

Time horizon Planning Reporting Timing

Jan-Jun

Feb-Jun

Mar-Jun

Jul-Sep

Planning and Accountability Framework



Role of the Victorian Auditor GeneralThe 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 DocumentsVictorian 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).

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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 30/06/2013Cr Craig Langdon (Substitute) 13/11/2012 to 30/06/2013Cr Mark Di Pasquale 13/11/2012 to 30/06/2013Cr Tom Melican (Substitute) 13/11/2012 to 30/06/2013 Cr Jenny Mulholland 1/07/2012 to 12/11/2012Cr Steven Briffa 1/07/2012 to 12/11/2012Cr 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 ProgramThe 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 GrantsCouncil 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.

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PUBLIC INFORMATION

Freedom of Information

The Freedom of Information Act (FOI) 1982 gives the community a legal right to access certain Council documents. 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 InformationRequests 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 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 are held annually. 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


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• 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 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).

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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.


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OUR PROFESSIONAL ADVISORS

Banker

Commonwealth Bank of Australia Upper Heidelberg Road, Ivanhoe 3079

Solicitors

Best Hooper563 Little Lonsdale StreetMelbourne 3000

DeaconsLevel 15 RACV Tower485 Bourke StreetMelbourne 3000

Elliott Stafford & Associates316A Queens ParadeClifton Hill 3068

FOI SolutionsLevel 5,105 Queen StreetMelbourne 3000

Macpherson & Kelley Lawyers40-42 Scott StreetDandenong 3175 and114 William StreetMelbourne 3000

Hunt and Hunt LawyersLevel 26, 385 Bourke StreetMelbourne 3000

Russell KennedyLevel 11, 469 Latrobe StreetMelbourne 3000

Maddocks Lawyers140 William Street Melbourne 3000

Betteridge Legal ConsultingPO Box 2142Ivanhoe East 3079

Meerkin & Apel56 Greville StreetPrahran 3181

Forbes Dowling LawyersLevel 1, 363 King StreetMelbourne 3000

Macquarie Lawyers & StrategistsLevel 6, 124 Exhibition Street Melbourne 3000

Auditors:

External:Victorian Auditor-General’s OfficeLevel 24, 35 Collins StreetMelbourne 3000

Internal (on behalf of Banyule City Council):Oakton Services Pty. Ltd.Level 8, 271 Collins StreetMelbourne 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 Chief Executive Officer Date: Monday, 9 September 2013

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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 Organisationcom

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profileCouncil

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Simon McMillanChief Executive Officer

Telephone: 9490 4209 Appointed Chief Executive Officer in 2007, with 25 years experience in local government. Bachelor of Arts Urban Studies, Post Graduate Urban & Regional Planning, Masters Business Admin - MBA La Trobe University, Bundoora. Fellow Planning Institute of Australia (Victorian Division), Fellow AIM

Scott WalkerDirector City Development

Telephone: 9457 9862Appointed Director CityDevelopment in May 1998.Began at Banyule as ManagerDevelopment Services.With 21 years experience inlocal government.Bachelor of Applied Science(Planning) - RMIT University,Certificate of Business - RMIT University.

Allison Beckwith Acting DirectorCommunity Programs

Telephone: 9457 9904Appointed Acting Director Community Programs in April 2013. Previously held position of Manager Leisure, Recreation and Cultural Services. Over 20 years local government experience. Bachelor of Applied Science (Consumer Science) - RMITPost Graduate of Business Management - Victoria UniversityCurrently studying Master of Business Administration - La Trobe University

Gina BurdenManager Administration & Laws> Administration & Governance> Municipal Laws> Record Management> Cemetery

Daniel KollmorgenManager Development Services> Statutory Planning & Enforcement> Engineering Design> Traffic> Building Services> Sustainable Transport

Vincent RyanManager Strategic & Economic Development> Economic Development> Environmental Planning> Strategic Planning> Valuation> Infrastructure> Assets Management> GIS

Lisa RaywoodManager Health & Aged Services> Home & Community Care> Environmental Health> Immunisation

Tom ZuppullaActing Manager Leisure, Recreation & Culture> Arts & Cultural Services> Leisure Services> Leisure Facilities> Library Services

Giovanna FaillaManager Youth & Family Services> Early Childhood Services> Community Partnerships> Youth Services> Community Grants and Trusts> Maternal and Child Health> Recovery Management

The Structure

43

continuousim

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comm

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grants

equal opportunity

local laws

ward funding

events

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rates

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The StructureRamesh ChoudariDirector City Services Telephone: 9457 9982 Appointed Director City Service in 1994. Over 39 years local government experience. DIP Royal Society Public Health, GRAD DIP’s Community Development; Management B.A. Economics (Major)Politics and History (Minors)

Arun ChopraManager Major Projects & Infrastructure> Construction Management> Infrastructure Construction & Management> Construction & Maintenance of> Council Buildings

Russell DarlingManager Operations> Environmental Waste Management> Depot, Plant,> Fleet Management> Emergency Management> Cleansing> Commercial Drain Cleaning

Peter BenazicManager Parks & Gardens> Parks Maintenance> Horticultural Services> Bushland> Tree Care

Masum Rashid Manager Information Technology> IT Operations> IT Applications Services> IT Infrastructure

Matthew TibbManager Financial Services> Financial & Management Accounting> Revenue Collection> Payroll> Procurement

Peter UtriManager Organisational Performance> Customer Service> Business Services> Corporate Planning> Best Value Program> Communications> Community Planning

Glenn GoodwinManager Workforce Development> Workforce Strategy & Planning> Learning & Development> Recruitment> Occupational Health & Safety> Risk Management

Keith YeoDirector Corporate Services Telephone: 9490 4313Appointed Director Corporate Services in1994. Over 32 years local government experience. Diploma of Business StudiesAccounting - Preston Institute of Technology, Graduate DiplomaAccounting - Swinburne Institute of Technology, Graduate Diploma inManagement - Monash University.Fellow Certified Practising AccountantFellow LGPro


Banyule City CouncilThe 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 DevelopmentOur 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 PlanningOur 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 CultureOnce 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.

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.

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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 ManagementCouncil 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.

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.




Full time - Permanent

Full time - Temporary

Part time - Permanent

Part time - Temporary

Casual

1

0

0

0

0

1

0

0

0

0

167

2

1

0

1

22

0

6

0

1

13

2

75

6

44

63

4

274

13

91

44

2

22

0

6

24

5

55

1

19

18

1

1

1

2

19

1

33

0

5

171 29 23 58

409 637140 445

Total

City Development

74 1041 1

Executive Services

City Development

City Services

Corporate Services

CommunityPrograms

Staff profile as at 30 June, 2013

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Banyule City Council Calendar of Council and Community Events 2012–2013

JUL’12 Four Citizenship Ceremonies were held during 2012-2013 with approximately 350 new citizenship candidates being naturalised.

AUG’12 Winter in Banyule Art Festival (16-26 August).

SEP’12 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)

OCT’12 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.

NOV’12 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).

DEC’12 Christmas Carols by Candlelight, Poulter Reserve Greensborough (15 December)

Boulevard Christmas Lights (15–24 December)

International Day of People with Disability (3 December)

JAN’13 Australia Day Citizenship Ceremony (26 January)

MAR’13 Twilight Sounds and Kids ArtyFarty Fest (23-24 March): 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)

APR’13 Splashdown Youth Festival 2013 (6 April) @ WaterMarc

MAY’13 National Volunteers Week (13-19 May) - Banyule Volunteer Awards honouring volunteers across five categories.

Reconciliation Week Flag Raising (28 May).

JUN’13 Banyule Sports Achievement Awards and Club Recognition Night (26 June) hosted by Cameron Ling

2012-2013


Banyule City CouncilA Summary of Our Best Value Performance

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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.)


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Strategic Resource Plan Objective: Use our resources wiselyKey directions:

Provide excellence in customer service and

Develop our staff and organisational culture

communications

Manage our valuable corporate information and knowledge

Deliver innovative information technology solutions

Conduct effective and integrated forward planning

Provide effective support to enable good

Deliver quality and value for money services

Apply sound risk management principles and practices

governance and accountable leadership

Plan and manage Banyule’s physical assets

Manage our financial resources in a sustainablemanner

Support and encourage appropriate business development and local economic growth

Improve access to affordable housing,employment, health and community services

Encourage appropriate investment in our activity centres

Build community capital

CSI - Recreational facilities

Attendance at Council aquatic centres

% people who feel they ‘belong’ in Banyule

CSI - Disadvantaged support services

Performance - People: Health & Wellbeing Action Plan

# library borrowings by Banyule residents

CSI - Family support services

CSI - Elderly support services

Key Ages & Stages: particip’n rate for 3.5 year visits

Delivered meals: unit cost to Council; # meals; % recipients satisfied

% people who feel safe in Banyule

% Safer Banyule Action Plan

CSI - Art centres & libraries

CSI - Community & cultural activities

Attendance Banyule festival

CSI - Emergency & disaster management

Completion of emergency management exercises

MAV Insurance (overall score) Food Safety

CSI – Environmental sustainability

# of tree plantings (Council tree plantings in streets and parks)

Performance against State of Environment Report

CSI – The appearance of public areas

CSI - Waste management

% of waste diverted from landfill

% of ‘consumer waste’

excludes greenwaste)diverted from landfill (ie

Attendance at Council’s Rethink Centre waste education programs

Community rating for local development and neighbourhood character within Banyule

% of planning applications completed within statutory timeframe (60 days)

CSI – Council’s general town planning policy

VLG infrastructure indicator: renewal ratio

CSI – The condition of local streets and footpaths in your area

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

% of people who feel safe in Banyule

CSI – The appearance of public areas

CSI – Parking facilities

CSI – Traffic management

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

CSI - Business and community development and tourism

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

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

CSI - Planning and building permits

% of people who feel they ‘belong’ in Banyule

# of Community nominations for Banyule volunteer awards

CSI - Overall performance of Council

CSI - Customer service

CSI - Community consultation and engagement

Visits to website

CSI – Informing the community

% of people who feel they ‘belong’ in Banyule

Amount distributed through Council’s Community Grants programs

CSI – Lobbying on behalf

# of significant issues

of the community

Council has advocated on behalf of the community (as reported in the six monthly advocacy reports to Council)

Stra

tegi

c In

dica

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Key

Dir

ectio

nsO

bjec

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(5Ps

)People ProsperityPlace ParticipationPlanet

Promote and support good health

Develop a connected and involved community

Provide services and support to, and advocate for, people at important life stages

Promote community safety

Celebrate and promote Banyule’s cultural heritage

Protect and improve public health and wellbeing

Protect and enhance our natural environment

Conserve water and improve stormwater quality

Deliver action on climate change

Avoid waste generation

Encourage environmental stewardship

Support the character of neighbourhoods and guide growth to accessible places

Support strengthening of local centres of activity

Protect and develop publicly used assets

Enhance public spaces

Support sustainable transport

Plan and engage with our community

Encourage participation in community life

Advocate on behalf of the community

Community Strengthening & Support

Environmental Sustainability

Sustainable Amenity & Built Environment

Prosperous & Sustainable Local Economy

Community Involvement in Community Life

What success looks like to us…NB CSI denotes Community Satisfaction Indicator

Strategic indicators: CSI - Overall performance of Council; CSI - Customer service; CSI – Informing the communityVisits to websiteAverage time taken to answer telephone call enquiries% of customer requests actioned within specified timeframesPerformance against Workforce Strategy and Action Plan (% actions completed on time)% Freedom of Information requests responded to within statutory timeframes (45 days)% core IT systems availability % projects in year 1 of 10 year capital works program completed on time.Maintain full certification for all services to the most recent National/International standards inQuality, Occupational Health & Safety, and Environmental Management.MAV Insurance state-wide audit ranking/ overall scoreWorkCover premium as a percentage of payrollCSI – Emergency and disaster management; CSI – Enforcement of local laws% official Council & Committe meetings attended by Councillors where a quorum was achievedAchievement of the budgeted result or better.



Our activities and servicesThe 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 and People with a Disability: - Service Access and Assessment, Social Support, Assisted Transport, Home Care, Delivered Meals, Respite Care, Personal Care, Property Maintenance, Senior Citizens CentresEnvironmental Health: - Food safety, Public Health (including: nuisance, tobacco, infection control and prescribed accommodation), Immunisation, Domestic Wastewater Management, Public Health Emergency Management

Leisure, Recreation and Cultural Services

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

Youth and Family Services

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

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

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Major Projects and Infrastructure

Infrastructure Maintenance: - Footpath maintenance, Kerb and channel maintenance, Sign repair/replacement, Street furniture repair/replacement, Guardrail maintenance, Road patching, Drainage repair, Unsealed road maintenance, Traffic Counters, Line marking, Road Management Plan implementation, Pedestrian bridge maintenance

Construction Management: Civil and building construction project supervision, Road resurfacing, Pedestrian trail maintenance, Asset inspection & 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 planningSubdivisionsPlanning enforcementBuilding permits and inspectionsTransportEngineering design Drainage and infrastructure approvalsSustainable Transport

Strategic and Economic Development

Infrastructure Assets: Programming for road and footpath maintenance, New Works and Services (Capital Works) program, Drainage system, Asset Management Plans

Strategic Planning: Land use, Urban Design, Heritage, Planning Scheme reform, Housing, Neighbourhood Character

Environmental Planning: Environmental strategies and policies, Environmental education and 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 and disposition, Commercial and 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 and reserves waste collectionCleansing: - Mechanical footpath sweeping of shopping centres, Mechanical sweeping of sealed roads, Cleaning of public toilets and BBQ’s, Inspection and clearance of drainage pits, Maintenance of litter trap program, Litter clearance from shopping centres, Litter collection, Removal of dumped rubbish, Removal of dead animals from roads, Syringe removalCommercial Drain Cleaning: - High pressure drain cleaning (carried out for Banyule), Litter basket sales and installationPlant and Fleet Management: - Workshop repairs, services for all Council vehicles, Contract and specification of fleet, Ordering of new and replacement vehiclesEmergency Management: - Co-ordination of Municipal Emergency Management

Governance, Information and Laws

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

Councillors and Executive

This includes Councillors Administration and Executive services

Information Technology

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


55


Human Resources Recruitment and selection, Induction, Industrial relations, Organisational culture, Occupational Health and 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 and collection of rates and maintenance of rating data, Accounts receivable, Maintenance of ledgers, Annual and strategic budget preparation, Procurement of goods and services, Accounts payable, Investment management, Financial and management accounting, Payroll, Financial reporting, and Debt servicing, Grants Commission, Investment, Public Street Lighting, and Rate Revenue

Organisational Performance

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



Objective:

1. People Community strengthening and supportSupport 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 meetings are held with Belgravia Leisure and monthly reports submitted including profit and loss statements for the facility.

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.

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.

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 30 June 2013.


57


1.1 Promote and support good health (cont)

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.

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 Playspace plan, including:

• Completion of Stage1of 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, Greensborough War Memorial and Price Park have been renewed and expanded in accordance with Council’s asset management plans.


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.

MetroAccess has continued to strengthen partnerships with local community and disability services resulting in increased opportunities for people with a disability, including:

• Yarra Plenty Regional Library (YPRL) working to increase access for the deaf community through staff training, increased programming and capacity building

• Banyule Community Health (BCH) 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.

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.

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.

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.


59

1.2 Develop a connected and involved community (cont)

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’.

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 the Child Protection Society

• Maternal and Child Health (MCH) services continued to deliver successful MCH programs working in partnership with Banyule Community Health (BCH) centre, ensuring continuity of care with vulnerable clients. The Continuity of Care model continues with great success between MCH and BCH, 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.

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 team.

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).



1.3 Provide services and support to, and advocate for, people at important life stages (cont)

Key activities undertaken by Council’s Aged and Disability Services (HACC) team included:• Continued to work with Banyule Community Health to improve service co-ordination

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 a 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).

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.

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 with the residual funds distributed to community groups who met the funding criteria, who applied for assistance throughout the financial year.

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 2011–2012.


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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.

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.

The SHYNE Showcase (Showcasing How Youth iNspire and Engage) 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.

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.

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.

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.



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.

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 five secondary colleges in Banyule.

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.

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 Pre-schools in Banyule to support the move to the federal government objective of Kindergarten Universal Access.

Early Childhood Services (ECS) continued its partnership with 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.


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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 for appointments, has also contributed greatly to the improved take up rates for Key Ages and Stages appointments.

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 two key council facilitators

The service 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. Breast feeding rates have been consistently high for the first six months of the child’s life.

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.




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 DesignInc 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.

Council has continued to implement the National Quality Framework for child care centres across the municipality. Quality Improvement Plans have been developed across five 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, Childcare network meetings and Kindergarten Cluster meetings.

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.

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.

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.


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1.4 Promote community safety (cont)

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.

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.

A CCTV camera has been installed at Olympic Village Shopping Centre and three mobile/covert cameras purchased for VicPol (Victoria Police) 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.

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 three legal murals as well as an exhibit ‘come and try’ session at Splashdown Youth Festival in April 2013.

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.




1.4 Promote community safety (cont)

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.

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

1.5 Celebrate and promote Banyule’s cultural heritage

Banyule achieved good 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’.

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 1,000 people attended this day alone with over 4,000 people attending the final as a part of the overall event.

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.

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.

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1.5 Celebrate and promote Banyule’s cultural heritage (cont)

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.

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 3,000 people attending over the course of the day.

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.

‘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.

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.

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.



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 ended 31 December 2012.

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.

A total of 216 premises were registered under the Public Health and Wellbeing Act as at 30 June 2013, and Council conducted a total of 213 statutory inspections of Public Health and Wellbeing Act premises during the 2012 calendar year.

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.

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.

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1.6 Protect and improve public health and wellbeing (cont)

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.

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.

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 2,000 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.



Objective:

2. Planet Environmental sustainabilityConduct 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.

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 a 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.

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2.1 Protect and enhance our natural environment (cont)

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 at Salt Creek, Rosanna Parklands from Lower 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 streetscapes from further pest and disease outbreaks.

Banyule inspected and pruned 35,000 trees throughout the municipality under Council’s Routine Street Tree Maintenance Contract.

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 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.

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.

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.



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.

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.

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.

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.

The preparation work was completed for energy efficient street lighting to save up to 67 per cent of Council’s streetlight energy on about 8,000 lights. The first half of the municipality’s lights will be installed in the 2013-2014 financial year.

Council has now established recycling stations for mobile phones, batteries, x-rays, fluorescent globes, eyeglasses and other items at its three Services Centres

Federal funding of $53,000 has been secured for a $90,000 solar hot water program for key Council buildings.

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2.3 Deliver action on climate change (cont)

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.

Banyule continued to run the staff Enviro Reps program. This reinforces improved environmental practices. Enviro Reps are successfully running a worm farm at Rosanna and the recycling stations have been expanded to Council’s Greensborough and Ivanhoe offices.

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 the Inner Group of councils, 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).

Work with ten 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.

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 eight schools and 150 students to assist schools in developing waste programs and activities.

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.

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.



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.

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.

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.

Banyule continued to foster relationships with friends groups and school groups through participation in local park working bees such as Clean Up Australia Day, National Tree Day, and Waterwatch activities, including:

• Co-ordination of 90 volunteers who collected 144 bags of litter weighing in at 915 kilograms of total rubbish across six 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.

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.

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.

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2.5 Encourage environmental stewardship (cont)

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 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.



Objective:

3. Place Sustainable amenity and built environmentEnable 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.

Banyule’s Building Permits and Inspections (Bpi) service 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 6,207 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 a 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 an application for delivery of on-site inspection results via electronic devices.

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3.1 Support the character of neighbourhoods and guide growth to accessible places (cont)

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.

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 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.

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.



3.1 Support the character of neighbourhoods and guide growth to accessible places (cont)

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.

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.

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.

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.

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.

Key Property Projects were delivered in accordance with Budget priorities.

An updated Ivanhoe Structure Plan was adopted by Council in June 2013, after further public consultation. 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.

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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, and steps towards addressing soil erosion and excess water run-off from the site.

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.

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.

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, has successfully lobbied for State Government funding of $18 million 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.

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.

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 Service Centre.



3.3 Protect and develop publicly used assets (cont)

Banyule’s Major Projects and Infrastructure team completed a range of activities in 2012-2013, including:

• Construction and upgrade of footpaths and installation of a pedestrian signal in Main Street, Greensborough

• Reconstruction of the 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

• 14,950 sqm or 6,680 bays of footpath replaced

• 367 lineal metres of kerb and 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.

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.

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.

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.

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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.

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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 and 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, which 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 Council’s 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.

Council continued to deliver its Parks Maintenance services, including maintaining our passive and active reserves to standard, and managing our peak season which includes fire hazards, guard rails, right of ways, cuttings, and traffic management areas.

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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 915 kilograms of total rubbish across six local sites.

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 seven 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.

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.

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 Service Centre.



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.

Banyule’s Engineering team:

• Investigated and recommended the installation of bicycle lanes throughout the Council’s municipality to improve links to the existing bicycle network in line with Council’s Bicycle strategy.

• Implemented the WaterMarc Parking Management Plan.

• Revised engineering information to be available on Banyule’s new website.

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, and 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 to address.

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 three top schools by the local Councillors and officers.

Concepts were prepared for four 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.

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3.5 Support sustainable transport (cont)

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 Highway/Rosanna Road 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 Road, 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 to meet on this issue

• Letters to the Minister for Transport seeking to meet with Council to discuss this issue, and consideration for sound barriers on Greensborough Highway.

• 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 Road and Greensborough Highway as part of ongoing VicRoads liaison meetings.

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Objective:

4. Prosperity Prosperous and sustainable local economySupport 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.


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.

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).

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4.1 Support and encourage appropriate business development and local economic growth (cont)

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

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.

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’ (Inner Group of Councils) 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.

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.


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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 Bell Street Mall Traders Association (BSMTA) and Council officers 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

• 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 co-ordinator 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 the Victorian Government Streetlife Program.

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 has commenced, including recommendations on improved community facilities and public spaces and the future of the library.

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4.3 Encourage appropriate investment in our activity centres (cont)

Banyule has continued to work with Trader Associations to maximise the marketing of key activity centres.

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.

4.4 Build community capital

Council negotiated the purchase of three former school sites, Banksia Secondary College, Bellfield Primary and Haig 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.

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.

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.



4.4 Build community capital (cont)

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).

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

• A short demographic profile of Banyule following the 2011 census has been developed.

Training for ID Data was introduced and support provided to assist service areas to use 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.

Partnership and Licence Agreements have been completed or reviewed, including:

• Toy Library partnership agreement responsibilities have been transferred from Council’s Maternal and Child Health (MCH) service to its Early Childhood Service (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 a one year extension to the 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.

Council officers have taken a different approach this year in an effort to negotiate and complete partnering agreements in a timely manner.

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.

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Objective:

5. Participation Community involvement in community lifeGovern effectively by appropriately engaging the community in issues that affect them, and advocating for the broader interest of the community.

‘Participation’ is central to good governance.


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.

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 November–December 2012, 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.

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).



5.1 Plan and engage with our community (cont)

Council used a variety of methods for involving our community in the decisions we make. 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 co-ordinated and undertaken in partnership with service units across Council to continue to engage with various target groups, eg. Youth team engage young people, Early Years with children, etc., to enable a more coordinated 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.

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

• Participation in the Austin and Mercy Hospitals Aboriginal Advisory Committee, Reconciliation Victoria activities and LG Pro Special Indigenous Australians Group

• NAIDOC Week – 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

• Participation in development of Council’s Human Rights Charter responsibilities to include the needs of Aboriginal and Torres Strait Islander residents.

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.

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.

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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 a review undertaken by the Local Government Inspectorate of the entire sector. This 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




• Introduced a Code Red Policy (emergency management) for the Warringal Cemetery and Greensborough Cemetery

• Participation by Banyule Cemeteries Trust in the development of the Cemeteries and Crematoria Association of Victoria (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.

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%.

The Banyule Community Volunteers Awards and Celebration Dinner was held on 16 May 2013 during National Volunteers Week, with over 500 guests in attendance. A total of 45 nominations were received, of which nine were recognised, including two Lifetime Achievements, three individuals, one young person, two groups and one Good Neighbour.

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5.2 Encourage participation in community life (cont)

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.

Council led the development and implementation of a North–East Primary Care Partnership (NEPCP) elder abuse awareness toolkit, for use within the Banyule service system. The Toolkit was launched and is now in use by Aged & Disability Services, and has been made available for use by the broader community.

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.

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.

Banyule’s Governance team co-ordinated the following:

• Held 21 Ordinary Meetings and 2 Special Meetings 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.



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 proactive 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.

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 Local Government Financial Professionals (FinPro), Victorian Employers’ Chamber of Commerce and Industry (VECCI), Civica, and the Municipal Association of Victoria (MAV). During October 2012, we requested information regarding new fire services levy from parliamentarians. Staff also attended FinPro meetings as well as Civica and local government Revenue Management Association (RMA) meetings. We provided a representative to an industry working party on changes to the Long Service Leave regulations. 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.

Council continued to work with other levels of Government and the 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.

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Objective:

6. Strategic Resource Plan: Use our resources wiselyManage the non-financial and financial resources required for the next four years to achieve Council’s strategic objectives.


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.

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 :

• Stormwater Harvesting project

• Community consultation for the City Plan and Community Plan

• Positive Charge (environmental/energy initiatives)

• Grand Opening Celebration of WaterMarc

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 (eg. advertising and 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.




• Development of a media and communication strategy to generate public awareness and help reduce the volume of dumped rubbish (by 75%) at the Salvation Army Op Shop in Watsonia. It is estimated that the campaign reached an audience of five 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/refurbishment 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 and Plenty Valley FM

- Media release published in Local Today

- Ongoing interest with Diamond Valley Leader

• Execution of Grand Opening Celebration event for WaterMarc, attended by 5,000 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 30 June 2013

• 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

(Continued)

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6.1 Provide excellence in customer service and communications (cont)

• Production of digital signage on TVs in three service centres, Olympic Leisure Centre and Nets Stadium

• Production of Banyule City Council’s Budget 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 of Councils 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).

Banyule’s Customer Service team delivered a range of activities in 2012-2013, including:

• Dealt with challenges associated with the introduction of the Voice Over Internet Protocol (VoIP) phone system and 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 service areas 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 Council’s 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.



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 Human Resources, 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.

Council has expanded the Consultative Committee model to include quarterly local area committees in Parks & Gardens, Operations, Home and Community Care (HACC), and Banyule Leisure Facilities Management (BLFM) to discuss and address area specific employee relation matters.

Council also introduced a Recruitment Panel register of trained staff available 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.

6.3 Manage our valuable corporate information and knowledge

The Information Management Working Group, consisting of Records Management, Business Services, and Information Technology key staff, has 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

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6.3 Manage our valuable corporate information and knowledge (cont)

• Project Management to ensure the project is implemented in-time and on budget

• Facilitation of the Information Management (IM) Steering Committee to capture IM decisions.

(Continued)

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 off-site storage provider

• Registered, bar-coded and sent 160 shelf metres 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.



6.4 Deliver innovative information technology solutions

Over the last financial year, the 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 the HR Module and working with several other Service Units to utilise additional functionalities to improve operational efficiency to maximise the utilisation 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 to the Executive Management team regarding IT Disaster Recovery Solution options meeting Banyule’s Business Continuity Plan, highlighting respective options benefits, and shortcomings. The decision was made to establish a dedicated connectivity between Ivanhoe and WaterMarc to establish a 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 compliant with Windows 7 operating environments.

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.

The IT team 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 approximately 500,000 from last year

• In excess of 1.8M spam email 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%.

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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, co-ordinated and responsive way to meet the needs of the community.

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, with representation on the technical working group, and has provided significant sector advice and input.

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.

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 2012–2013.



6.5 Conduct effective and integrated forward planning (cont)

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.

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.

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6.6 Deliver quality and value for money services (cont)

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.

(Continued)

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 the Performance Statement) in terms of the CSI scores and are shown in ( ) brackets. These are listed for comparison with the average results for the ‘Inner Group’ (Inner Melbourne Metropolitan Group of Councils), 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.’




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)

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Council partially Implemented the 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.

Council has focussed on organisational performance with the maintenance and development of appropriate reporting systems. The new City Plan 2013–2017 and Budget 2013–2014 are based on the extensive community engagement program undertaken in 2012–2013 and Councillor and staff input. These documents include a key performance indicator (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 Victorian Auditor General’s Office (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.

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).



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 Occupational Health and Safety (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 Management 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 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 (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.

Banyule successfully applied for a WorkSafe health grant to supplement and enhance proposed health and wellbeing activities in 2013–2014, 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.

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.

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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.

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, Community involvement in community life’, 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.

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.



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.

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.

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 in 2013–2014.

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6.9 Plan and manage Banyule’s physical assets (cont)

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.



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 June 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 service 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.

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.

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 team has also continued to provide management reporting on services and contracts on a regular basis and as required.

A draft leasing policy was presented to Council and further consultation will occur with stakeholders in 2013-2014 to finalise the policy framework.

Banyule’s

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Banyule City CouncilNotes to and Forming Part of the Financial ReportFor the year ended 30 June 2013



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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.


Banyule City CouncilBanyule’s Strategic Indicators

Strategic Activities IndicatorsActual2011-2012

Target2012-2013

Inner Group 2012-2013

Actual2012-2013

1. People: Community strengthening and support


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


1.2A Percentage of people who feel they ‘belong’ in Banyule

82% 80% - 83%

1.2B CSI – Disadvantaged support services (performance)



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


1.3A CSI - Family support services (performance)



94% (68)

1.3B CSI – Elderly support services (performance)



91% (67)

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Target2012-2013


Actual2012-2013

1. People: Community strengthening and support (cont)

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%


1.4A 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%


1.5A CSI – Art centres and libraries (performance)

- 60% of respondents providing a rating of average or better*


95% (72)

1.5B CSI – Community and cultural activities (performance)



93% (69)

1.5C Attendance at Banyule festival

- 10,000 - 10,500




Target2012-2013


Actual2012-2013



1.6A CSI – Emergency and disaster management (performance)



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 Council’s Municipal Emergency Management Plan

- Completed as per schedule

- Completed as per schedule

1.6E MAV Insurance (overall score) Food Safety

- 100% - 100%

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Target2012-2013


Actual2012-2013

2. Planet: Environmental sustainability


2.1A CSI – Environmental sustainability (performance)



91% (67)

2.1B Number of tree plantings (Council tree plantings in streets and parks)

1,975 1,000 - 1,250





91% (67)

2.2B Performance against State of Environment Report (% actions completed on time)

91% 90% - 95%


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



92% (71)


91% 90% - 95%




Target2012-2013


Actual2012-2013

2. Planet: Environmental sustainability (cont)


2.4A CSI - Waste management (performance)



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%


2.5A 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

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Target2012-2013


Actual2012-2013

3. Place: Sustainable amenity and built environment

3.1 Support the character of neighbour-hoods 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%


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



82% (57)


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)



80% (63)

3.3C MAV Insurance (overall score) – compliance with road management plan

- 75% - 61.4%




Target2012-2013


Actual2012-2013

3. Place: Sustainable amenity and built environment (cont)



95% 80% - 97%

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



92% (71)


3.5A CSI – Parking facilities (performance)



78% (57)

3.5B CSI - Traffic management (performance)



82% (61)

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

- 900 metres - 2,908 metres

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Target2012-2013


Actual2012-2013

4. Prosperity: Prosperous and sustainable local economy


4.1A CSI - Business and community development and tourism (performance)



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


4.2A CSI - Planning and building permits (performance)



79% (55)





79% (55)



82% 80% - 83%

4.4B Number of Community nominations for Banyule volunteer awards

- 40 - 45




Target2012-2013


Actual2012-2013

5. Participation: Community involvement in community life


5.1A CSI - Overall performance of Council



93% (68)

5.1B CSI - Customer service (performance)



91% (78)

5.1C CSI - Community consultation and engagement (performance)



81% (57)

5.1D Visits to website - 450,000 hits - 1,332,450 hits


5.2A CSI – Informing the community (performance)



84% (62)


82% 80% - 83%

5.2C Amount distributed through Council’s Community Grants programs

- $140,000 - $140,000


5.3A CSI – Lobbying on behalf of the community (performance)



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

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Target2012-2013


Actual2012-2013

6. Strategic Resource Plan: Use our resources wisely

6.1 Provide excellence in customer service and commun-ications




93% (68)




91% (78)

6.1C CSI – Informing the community (performance)



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%


6.2A Performance against Workforce Strategy and Action Plan (% actions completed on time)

- 80% - 95%


6.3A Percentage of Freedom of Information requests responded to within statutory timeframes (45 days)

- 80% - 80%




Target2012-2013


Actual2012-2013

6. Strategic Resource Plan: Use our resources wisely (cont)


6.4A Percentage of core IT systems availability

99.8% 98% - 99.95%


6.5A Percentage of projects in year 1 of 10 year capital works program completed on time.

87% 90% - 89%


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


6.7A 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)



94%

(70)

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Target2012-2013


Actual2012-2013



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)



90%

(67)



87% 90% - 89%


6.10A Achievement of the budgeted result or better.

Result Not Achieved due to Super-annuation 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 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.

• Results are left blank with a dash ( - ) where a result is not comparable, where indicators were not part of the 2011–2012 Strategic Indicator set, or where a result is not applicable or relevant.

• ‘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 2010–2011 and 2011–2012 annual reporting periods.

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Victorian Local Government Indicators

VICTORIAN LOCAL GOVERNMENT INDICATORS2011/12Actual

2012/13Actual

1All RatesAverage Rates & Charges per Assessment $1,294.47 $1,390.98

2Residential RatesAverage Rates & Charges per Residential Assessment $1,216.35 $1,325.86

3DebtsAverage Liabilities per Assessment $1,319.71 $1,034.40

4Operating ResultOperating Result per Assessment -$52.03 $85.35

5Operating CostsAverage Operating Expenditure per Assessment $2,297.32 $2,176.27

6Overall PerformanceCommunity satisfaction rating (index score) for overall performance generally of the Council* 69 68

7Capital ExpenditureAverage Capital Expenditure per Assessment $914.54 $391.02

8InfrastructureRenewal # 3.95:1 0.65:1

9 Renewal & Maintenance ^ 2.18:1 0.79:1

10AdvocacyCommunity satisfaction rating (index score) for Council’s lobbying on behalf of the community* 58 53

11Community Consultation and EngagementCommunity 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 2011–2012) and developers contributions of $1,140,979 ($1,256,000 in 2011–2012), the Operating Result will be changed from $85.35 (-$52.03 in 2011–2012) to -$50.74 (-$160.87 in 2011–2012).

• * 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 for 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 CouncilPerformance StatementFor the year ended 30 June 2013

Banyule City Council

Performance Statement

For the Year Ended 30 June 2013

128 BANYULE CITY COUNCIL ANNUAL REPORT 2012-2013128 BANYULE CITY COUNCIL ANNUAL REPORT 2012–2013

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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 IndicatorsTarget2012-2013

Actual2012-2013 Difference

1. People: Community strengthening and support


1.1A CSI - Recreational facilities (performance)

60% of respondents providing a rating of average or better*(Inner Group average 73)

96%

(75)

+36%Achievedtarget

(+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%Achievedtarget

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.



80% 83% +3%Achievedtarget

Indicator type: Service Effectiveness (Outcome) 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.)

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1.2B CSI – Disadvantaged support services (performance)


90%

(64)

+30%Achievedtarget

(+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)


Indicator type: Quality (Output)

1.2D Total number of library borrowings by Banyule residents

1,200,000 1,248,683 +48,683Achievedtarget

Indicator type: Appropriateness (Access/Equity/Service Levels) This indicator covers the Yarra Plenty Regional Library (YPRL) network’s

Ivanhoe, Rosanna and Watsonia libraries. In addition, information captured by YPRL indicated the following: - 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.








1.3A CSI - Family support services (performance)


94%

(68)

+34%Achievedtarget

(0)

Indicator type: Service Effectiveness (Outcome) 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)


91%

(67)

+31%Achievedtarget

(-1)

Indicator type: Service Effectiveness (Outcome) 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%Achievedtarget

Indicator type: Service Effectiveness (Outcome)

1.3D Unit rate cost to Council for delivered meals

$11.00 per meal

$15.90 per meal

-$4.90Target 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.


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1.3E Total number of delivered meals

73,000 63,748 -9,25287.3% achievement against target

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


Indicator type: Quality (Output) 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).




Indicator type: Appropriateness (Access/Equity/Service Levels) This indicator is measured via the CSS 2013 co-ordinated by the DPCD, and

is an additional question for Banyule. The result demonstrates a strong result for people feeling safe in Banyule and this has continued since the 2012 result of 95%. (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.)







1.4B Performance against Safer Banyule Action Plan (% actions completed on time)

80% 100% +20% Achievedtarget



1.5A CSI – Art centres and libraries (performance)


95%

(72)

+35%Achievedtarget

(-4)

Indicator type: Quality (Output) Banyule’s CSI score (72) in the CSS 2013 was lower than the Inner Group

average (76) and lower than the State-wide average (73).

1.5B CSI – Community and cultural activities (performance)


93%

(69)

+33%Achievedtarget

(-1)

Indicator type: Service Effectiveness (Outcome) Banyule’s CSI score (69) in the CSS 2013 was lower than the Inner Group

average (70) and equal to the State-wide average.

1.5C Attendance at Banyule festival

10,000 10,500 +500Achievedtarget

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


135






1.6A CSI – Emergency and disaster management (performance)


94%

(70)

+34%Achievedtarget

(+1)

Indicator type: Appropriateness (Access/Equity/Service Levels) Banyule’s CSI score (70) in the CSS 2013 was higher than the Inner Group

average (69) and equal to the State-wide average.



Indicator type: Appropriateness (Access/Equity/Service Levels) Refer to note for Indicator 1.2A

1.6C Percentage of people who feel safe in Banyule

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



Achieved target

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

1.6E MAV Insurance (overall score) Food Safety

100% 100% 0Achieved target

Indicator type: Quality (Output) 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.






2. Planet: Environmental sustainability




91%

(67)

+31%Achievedtarget

(+2)

Indicator type: Service Effectiveness (Outcome) 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)


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




91%

(67)

+31%Achievedtarget

(+2)




Indicator type: Quality (Output) Combined with indicator 2.1A, this result demonstrates strong commitment by

Council to sustaining the environment.


137






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


92%

(71)

+32%Achievedtarget

(-1)

Indicator type: Service Effectiveness (Outcome) Banyule’s score (71) in the CSS 2013 was lower than the Inner Group average

(72) and equal to the State-wide average.



Indicator type: Quality (Output) Refer to note for Indicator 2.2B


2.4A CSI - Waste management (performance)


96%

(79)

+36%Achievedtarget

(+5)

Indicator type: Appropriateness (Access/Equity/Service Levels) 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%achievementagainst target

Indicator type: Service Effectiveness (Outcome) 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.







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

41% 39.2% -1.8%96%achievementagainst target

Indicator type: Service Effectiveness (Outcome) 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.


2.5A Performance against State of Environment Report (% actions completed on time)


Indicator type: Quality (Output) Refer to note for Indicator 2.2B

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




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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%Achievedtarget

Indicator type: Service Effectiveness (Outcome) 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)




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


82%

(57)

+22%Achievedtarget

(+3)

Indicator type: Appropriateness (Access/Equity/Service Levels) Banyule’s score (57) in the CSS 2013 was significantly higher than the Inner

Group average (54) and higher than the State-wide average (55).








3.3A VLG infrastructure indicator: renewal ratio

0.43:1 0.65:1 +0.22 Achievedtarget

Indicator type: Cost (Output)

3.3B CSI – The condition of local streets and footpaths in your area (performance)


80%

(63)

+20%Achievedtarget

(0)

Indicator type: Service Effectiveness (Outcome) 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

Indicator type: Quality (Output) 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.




Indicator type: Service Effectiveness (Outcome) This indicator is measured via the CSS 2013 co-ordinated by the DPCD, and

is an additional question for Banyule. The result demonstrates a strong result for people feeling safe in Banyule and this has continued since the 2012 result of 95%. (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.)


141





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


92%

(71)

+32%Achievedtarget

(-1)

Indicator type: Appropriateness (Access/Equity/Service Levels) Banyule’s score (71) in the CSS 2013 was lower than the Inner Group average



3.5A CSI – Parking facilities (performance)


78%

(57)

+18%Achievedtarget

(+1)

Indicator type: Appropriateness (Access/Equity/Service Levels) Banyule’s score (57) in the CSS 2013 was higher than the Inner Group average


3.5B CSI - Traffic management (performance)


82%

(61)

+22%Achievedtarget

(+3)

Indicator type: Service Effectiveness (Outcome) Banyule’s score (61) in the CSS 2013 was significantly higher than the Inner

Group 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 metresAchieved target

Indicator type: Appropriateness (Access/Equity/Service Levels) This result includes works completed for the Darebin Creek trail, Wilson

Reserve trail, Donaldson Creek trail, Plenty River trial, and Main Yarra trail.






4. Prosperity: Prosperous and sustainable local economy


4.1A CSI - Business and community development and tourism (performance)


89%

(61)

+29%Achievedtarget

(0)

Indicator type: Appropriateness (Access/Equity/Service Levels) Banyule’s score (61) in the CSS 2013 was equal to the Inner Group average and

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 +10Achievedtarget

Indicator type: Quality (Output) 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


Indicator type: Service Effectiveness (Outcome) 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).


143




4. Prosperity: Prosperous and sustainable local economy (cont)




79%

(55)

+19%Achievedtarget

(+2)

Indicator type: Quality (Output) Banyule’s score (55) in the CSS 2013 was higher than the Inner Group average





79%

(55)

+19%Achievedtarget

(+2)

Indicator type: Quality (Output) Refer to note for Indicator 4.2A





an additional question for Banyule. The result demonstrates a relatively strong result 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 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.)

4.4B Number of Community nominations for Banyule volunteer awards


Indicator type: Service Effectiveness (Outcome) This result indicates an improving awareness and recognition of the significant

contributions made by volunteers.






5. Participation: Community involvement in community life




93%

(68)

+33%Achievedtarget

(+2)

Indicator type: Service Effectiveness (Outcome) Banyule’s score (68) in the CSS 2013 was higher than the Inner Group average




91%

(78)

+31%Achievedtarget

(+5)

Indicator type: Quality (Output) Banyule’s score (78) in the CSS 2013 was significantly higher than the Inner

Group average (73) and significantly higher than the State-wide average (71).

5.1C CSI - Community consultation and engagement (performance)


81%

(57)

+21%Achievedtarget

(-1)


145



(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.

5.1D Visits to website 450,000 hits 1,332,450 hits

+882,450Achieved target

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



5. Participation: Community involvement in community life (cont)








5.2A CSI – Informing the community (performance)


84%

(62)

+24%Achievedtarget

(0)

Indicator type: Appropriateness (Access/Equity/Service Levels) Banyule’s score (62) in the CSS 2013 was equal to the Inner Group average and

higher than the State-wide average (61).




an additional question for Banyule. The result demonstrates a relatively strong result 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 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.)

5.2C Amount distributed through Council’s Community Grants programs

$140,000 $140,000 0Achievedtarget



147






5.3A CSI – Lobbying on behalf of the community (performance)


78%

(53)

+18%Achievedtarget

(-3)


(56) and lower than the State-wide average (55).

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 -877%achievement against target

Indicator type: Quality (Output) 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.






6. Strategic Resource Plan: Use our resources wisely




93%

(68)

+33%Achievedtarget

(+2)

Indicator type: Quality (Output) Banyule’s score (68) in the CSS 2013 was higher than the Inner Group average




91%

(78)

+31%Achievedtarget

(+5)

Indicator type: Service Effectiveness (Outcome) Banyule’s score (78) in the CSS 2013 was significantly higher than the Inner

Group average (73) and significantly higher than the State-wide average (71).

6.1C CSI – Informing the community (performance)


84%

(62)

+24%Achievedtarget

(0)

Indicator type: Service Effectiveness (Outcome) Banyule’s score (62) in the CSS 2013 was equal to the Inner Group average and

higher than the State-wide average (61).

6.1D Visits to website 450,000 hits 1,332,450 hits

+882,450Achievedtarget

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


149





6.1E Average time taken to answer telephone call enquiries

Within 2 minutes

46 seconds -74 seconds (better)Achievedtarget


6.1F Percentage of customer requests actioned within specified timeframes




6.2A Performance against Workforce Strategy and Action Plan (% actions completed on time)




6.3A Percentage of Freedom of Information requests responded to within statutory timeframes (45 days)

80% 80% 0Achievedtarget



6.4A Percentage of core IT systems availability

98% 99.95% +1.95%Achievedtarget




90% 89% -1%98.9%achievementagainst target









6.6A Maintain full certification for all services to the most recent National/ International standards in Quality, Occupational Health & Safety, and Environmental Management.






6.7A MAV Insurance state-wide audit ranking/ overall score


Indicator type: Service Effectiveness (Outcome) 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

Indicator type: Cost (Output) 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)


94%

(70)

+34%Achievedtarget

(+1)

Indicator type: Appropriateness (Access/Equity/Service Levels) Banyule’s score (70) in the CSS 2013 was higher than the Inner Group average



151






6.8A Percentage of official Council and Committee meetings attended by Councillors where a quorum was achieved

100% 100% 0Achievedtarget


6.8B CSI – Enforcement of local laws (performance)


90%

(67)

30%Achievedtarget

(+2)




90% 89% -1%98.9%achievementagainst target

Indicator type: Service Effectiveness (Outcome)


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’.


153


Supporting Information Summary (cont)

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.

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.’

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.

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.


155



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.


155



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 Date: Monday, 9 September 2013 Ivanhoe

MARK DI PASQUALE COUNCILLOR Date: Monday, 9 September 2013 Ivanhoe


157


Victorian Auditor General Independent Audit Report



Victorian Auditor General Independent Audit Report

159

Banyule City CouncilGlossary

ADASSAdult 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 GeneralAn 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 ValueState 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.

BPiBanyule BPi is a well-established building permit provider to the large volume home builders of Victoria.

CAATSComputer assisted audit techniques – computer programs to read city databases to assess correctness.

CALDCulturally and linguistically diverse.

Capital WorksWork undertaken on Council-owned assets including new works, expansions, upgrades and renewal or disposal.

CEOChief Executive Officer

City PlanA 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.

Corporate GovernanceTaking 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 AssetAn 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 YearThe period of 12 months beginning on 1 July and ending on 30 June the following year.

HACCHome and Community Care Services.

InfrastructureThe 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 AuditAn independent appraisal function to examine and evaluate Council’s financial, management and internal control systems.

MAVMunicipal Association of Victoria: the peak representative and lobbying body for Victoria’s 79 councils.

PAGPlanned 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.

SustainabilityMeeting 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.

TargetsEach 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.

VLGAVictorian Local Governance Association: a representative body of community leaders and local governments working to build and strengthen communities.

WardsThe geographical area of Banyule is broken into seven sections named wards. Each ward has an elected representative.



continuousim

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best value

profileCouncil

comm

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community

consultation

audit

grants

of information

freedom

equal opportunity

local laws

structure

ward funding

events

people

planetprosperity

planning

consultation

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best value

rates

ratescity

city planworkforce developm

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Financial Report For the Year Ended 30 June 2013


161


Contents Page No

Financial Report

Comprehensive Income Statement 162

Balance Sheet 163

Statement of Changes in Equity 164

Cash Flow Statement 165

Notes to the Financial Report

Note 1 Significant accounting policies 166

Note 2 General rates 176

Note 3 Special rates and charges 176

Note 4 Interest on rates and special rates and charges 176

Note 5 Grants 177

Note 6 Statutory fees and fines 182

Note 7 User fees and charges 182

Note 8 Interest income 182

Note 9 Rental income 182

Note 10 Contributions income 182

Note 11 Net gain on disposal of infrastructure, property, plant and equipment 183

Note 12 Other income 183

Note 13 Increase in share of net assets of associates 183

Note 14 Employee costs 183

Note 15 Materials, contracts and services 184

Note 16 Utility charges 184

Note 17 Depreciation 184

Note 18 Donations expenditure 185

Note 19 Finance costs 185

Note 20 Contributions expense 185

Note 21 Other expenses 185

Note 22 Decrease in share of net assets of associates 185

Note 23 Auditors’ remuneration 185

Contents Page No

Note 24 Cash and cash equivalents 186

Note 25 Financial assets 186

Note 26 Trade and other receivables 186

Note 27 Inventories 187

Note 28 Non-current assets classified as held for sale 187

Note 29 Other assets 187

Note 30 Investments 187

Note 31 Infrastructure, property, plant and equipment 188

Note 32 Trade and other payables 194

Note 33 Provisions 195

Note 34 Interest bearing loans and borrowings 196

Note 35 Trust funds and deposits 197

Note 36 Reserves 198

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 Financial Report For the Year Ended 30 June 2013

161


Banyule City CouncilComprehensive Income StatementFor the year ended 30 June 2013

Note30/6/13

$‘000 %30/6/12

$‘000 %

INCOMEGeneral rates 2 66,946 57.5 63,325 55.4Special rates and charges 3 548 0.5 828 0.7Interest on rates and special rates and charges 4 267 0.2 347 0.3Grants - recurrent 5 12,451 10.7 13,110 11.5Grants - non-recurrent 5 5,886 5.0 4,325 3.8Statutory fees and fines 6 9,201 7.9 8,075 7.1User fees and charges 7 14,865 12.8 13,980 12.2Interest income 8 2,194 1.9 4,193 3.7Rental income 9 1,876 1.6 1,780 1.6Contributions income 10 1,821 1.5 2,436 2.1Net gain on disposal of infrastructure, property, plant and equipment 11 298 0.3 876 0.8Other income 12 117 0.1 710 0.6Increase 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

EXPENSESEmployee costs 14 49,262 44.0 59,670 51.0Materials, contracts and services 15 32,937 29.4 32,141 27.5Utility charges 16 3,666 3.3 2,466 2.1Depreciation 17 14,864 13.2 12,148 10.4Donations expenditure 18 588 0.5 573 0.5Finance costs 19 2,582 2.3 1,118 1.0Contributions expense 20 6,541 5.8 7,443 6.4Other expenses 21 1,570 1.4 1,321 1.1Decrease 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 INCOMEItems that will not be reclassified to surplusor deficit:Increment on revaluation of infrastructure and property assets 31(i) 82,248Impairment 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.

163

Banyule City CouncilBalance SheetAs at 30 June 2013

Note30/6/13

$‘00030/6/12

$‘000

CURRENT ASSETSCash and cash equivalents 24 44,016 57,513Financial assets 25 6,408 3,741Trade and other receivables 26 5,215 5,896Inventories 27 31 45Non-current assets classified as held for sale 28 9,003 3,164Other assets 29 894 1,243

Total Current Assets 65,567 71,602

NON-CURRENT ASSETSTrade and other receivables 26 753 716Investments 30 3,485 3,539Infrastructure, 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 LIABILITIESTrade and other payables 32 9,480 13,179Provisions 33 11,865 11,210Interest bearing loans and borrowings 34 1,053 986Trust funds and deposits 35 1,006 1,060

Total Current Liabilities 23,404 26,435

NON-CURRENT LIABILITIESTrade and other payables 32 - 10,213Provisions 33 328 348Interest bearing loans and borrowings 34 30,683 31,736Trust 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:

EQUITYAccumulated surplus 420,712 406,152Reserves 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.


Banyule City CouncilStatement of Changes in EquityFor the year ended 30 June 2013

Note30/6/13

$‘00030/6/12

$‘000

ACCUMULATED SURPLUSBalance at beginning of the financial year 406,152 406,363Surplus/(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 11,584Transfer from revaluation reserve 1,638 2,005

Balance at end of the financial year 420,712 406,152

ASSET REPLACEMENT RESERVESBalance at beginning of the financial year 21,742 22,194Amount 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 RESERVEBalance at beginning of the financial year 787,012 706,850Amount 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.

165

Banyule City CouncilCash Flow StatementFor the year ended 30 June 2013

Note30/6/13

$‘00030/6/12

$‘000

CASH FLOWS FROM OPERATING ACTIVITIESReceipts:Rates 67,380 64,133Grants 18,846 17,848Statutory fees and fines 9,171 7,339User fees and charges 14,695 15,538Interest received 2,621 4,798Rent 1,652 1,781Other 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 ACTIVITIESPayments 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 3,674Trust funds and deposits – net proceeds 209 179Net (purchases)/redemption of financial assets 25 (2,667) 16,390

Net cash (used in) investing activities (22,575) (26,310)

CASH FLOWS FROM FINANCING ACTIVITIESFinance 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.



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.

167


1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (cont)

(ii) Revenue Recognition

RatesFor 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

- Residential vacant

- Commercial improved and industrial improved

- Commercial vacant and industrial vacant

- Non-rateable land

- Municipal Charge on rateable assessments

- Cultural and recreational at declared amounts

0.220141 cents

0.297190 cents

0.275176 cents

0.385247 cents

No charge

$57.27

Same method used

0.221807 cents

0.299439 cents

0.277259 cents

0.388162 cents

No charge

$43.43

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 by 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 DonationsContributions 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.

GrantsWhere 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 ChargesIncome 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 FinesUser 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 EquipmentThe profit or loss on sale of an asset is determined when control of the asset has irrevocably passed to the buyer.

Interest and RentsInterest 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.

DividendsDividend 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 AssetsItems 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.

169



(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

• Roads – footpath and kerb and channel

• Roads – bridges, medians and local area traffic management

• Drainage

• Parks and gardens

• Playgrounds

• Land

• Buildings

• Motor vehicles

• Plant and equipment

• Furniture and fittings

• Waste management (Big bins)

• Works of art

All

All

10,000

5,000

1,000

1,000

All

5,000

All

1,000

5,000

10,000

All

(b) Valuation of AssetsInfrastructure and property are revalued at 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 ProgressAny 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 AssetsAll 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

• Roads – sub-structure

• Bridges

• Footpaths

• Kerb, channel and medians

Drainage

Parks and gardens

Playgrounds

Buildings

Motor vehicles

Plant and equipment

Furniture and fittings

Waste management big bins

2.50

.66

.66

1.33

1.18 – 1.42

1

4 – 20

4

1

15

4 – 33.33

5 – 10

10

40

150

150

75

85 – 70

100

25 – 5

25

100

6.60

25 – 3

20 – 10

10

(e) Impairment of AssetsAt 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.

171



(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• 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 LeaveAnnual 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.




(x) Employee Costs (cont)

(c) Long Service LeaveLong 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)ClassificationofEmployeeCostsAn 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) SuperannuationThe 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.

(f) Employee Annual Leave and Long Service Leave EntitlementsThe 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 – 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• 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.

173



(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.

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(xxiii) Pending Accounting Standards (cont)

Standard/Interpretation Summary

Application for Annual Reporting Periods Beginning

Impact on Local Government Financial Statements

AASB 128 Investments in Associates and Joint Ventures

This revised Standard sets out the requirements for the application of the equity method when accounting for investments in associates and joint ventures.

1 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 AASB 10, AASB 11 and AASB 128 Investments in Associates and Joint Ventures.



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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 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 548 828

(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 and 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.

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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 program 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 L2P Driving Program 105 124 Access all abilities 110 72 Other grants 411 279

11,452 11,779

From Federal Government Child day care 733 753 Family day care 2 240 Specialist children’s worker 76 149 Other grants 125 121

936 1,263

From Other Sources Other grants 63 68

63 68

Total recurrent grants 12,451 13,110



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5. GRANTS (cont)

Non-Recurrent Grants From State Government Olympic Village Hub 840 500 Stormwater management plan 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 plan 1,651 654 Disability access (1) 51 Roads to recovery 973 40 Other grants 45 -

2,668 745

From Other Sources Stormwater management plan 250 250

250 250

Total non-recurrent grants 5,886 4,325


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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 Driving Program 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 – improve 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



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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 Kindergarten – capital 292 - L2P Driving Program 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 Kindergarten – 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 Child Care - 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

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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 Child Care 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



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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

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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.



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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

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 (a) 14,864 12,148

(a) Refer also to Note 1(iv)(d)

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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) 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



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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.

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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 9 9

Investments in associates: - 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).



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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 less accumulated depreciation (260,891) (252,998)

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 less accumulated depreciation (137,371) (131,968)

227,250 232,653

Total roads, streets and bridges 231,070 232,653

Drainage • works at cost 392 - less accumulated depreciation (2) -

390 -

• at Council’s valuation at 30 June 2012 (a) 161,186 161,186 less accumulated depreciation (69,147) (67,536)

92,039 93,650

Total drainage 92,429 93,650

Parks and Gardens • works at cost 32,626 31,029 less accumulated depreciation (21,296) (20,471)

Total parks and gardens 11,330 10,558

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31. INFRASTRUCTURE, PROPERTY, PLANT AND EQUIPMENT (cont)

INFRASTRUCTURE: (cont)

Playgrounds • works at cost 7,819 7,378 less accumulated depreciation (3,228) (2,999)

Total playgrounds 4,591 4,379

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 - less accumulated depreciation (338) -

40,924 -

• at Council’s valuation of market value (b) 177,575 182,855 less accumulated depreciation (54,373) (53,494)

123,202 129,361

Total freehold buildings 164,126 129,361

PLANT AND EQUIPMENT:

Motor Vehicles • at cost 17,050 17,488 less accumulated depreciation (10,290) (9,608)

Total motor vehicles 6,760 7,880

Plant and Equipment • at cost 19,723 6,931 less accumulated depreciation (5,198) (3,390)

Total plant and equipment 14,525 3,541

Furniture and Fittings • at cost 5,378 2,248 less accumulated depreciation (2,306) (2,035)

Total furniture and fittings 3,072 213

Waste Management • at cost 4,974 4,974 less accumulated depreciation (4,731) (4,496)

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. 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).

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.

(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

totalling $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.

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191



(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

TransferBetween

Classes$‘000

Plus Change in Valuations

$‘000

Plus Additions

$‘000

Less WDV of Disposals

and Impairment

Loss$‘000

LessDepreciation

$‘000

CarryingAmount at

30/6/13$‘000

InfrastructureRoads, streets and bridges 232,653 1,652 - 2,245 - (5,480) 231,070Drainage 93,650 234 - 159 - (1,614) 92,429Parks and gardens 10,558 413 - 1,184 - (825) 11,330Playgrounds 4,379 - - 441 - (229) 4,591

PropertyFreehold land 671,718 (3,170) - 1,084 (250) - 669,382Freehold buildings 129,361 32,573 - 4,359 - (2,167) 164,126

Plant and EquipmentMotor vehicles 7,880 - - 1,427 (544) (2,003) 6,760Plant and equipment 3,541 10,375 - 2,652 (1) (2,042) 14,525Furniture and fittings 213 2,654 - 474 - (269) 3,072Waste management 478 - - - - (235) 243

OtherArt collection 1,172 - - 53 - - 1,225Work 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 previous financial year are set out below:

2012

Carrying Amount at

30/6/11$‘000

TransferBetween

Classes$‘000

Plus Change in Valuations

$‘000

Plus Additions

$‘000

Less WDV of Disposals

and Impairment

Loss$‘000

LessDepreciation

$‘000

CarryingAmount at

30/6/12$‘000

InfrastructureRoads, streets and bridges 198,515 45 37,398 1,780 - (5,085) 232,653Drainage 91,102 6 3,906 187 - (1,551) 93,650Parks and gardens 10,577 6 - 767 - (792) 10,558Playgrounds 3,494 - - 1,060 - (175) 4,379

PropertyFreehold land 640,107 (3,164) 34,561 529 (315) - 671,718Freehold buildings (b) 121,950 294 6,383 2,582 (82) (1,766) 129,361

Plant and EquipmentMotor vehicles 7,619 - - 2,587 (397) (1,929) 7,880Plant and equipment 2,491 - - 1,699 (86) (563) 3,541Furniture and fittings 230 - - 36 - (53) 213Waste management 712 - - - - (234) 478

Other

Art collection 1,156 - - 16 - - 1,172Work 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.

193


Note30/6/13

$‘00030/6/12

$‘000


(ii) Capital Expenditure

Capital expenditure categories:InfrastructureRoads, streets and bridges 2,245 1,780Drainage 159 187Parks and gardens 1,184 767Playgrounds 441 1,060PropertyFreehold land 1,084 529Freehold buildings 4,360 2,582Plant and equipmentMotor vehicles 1,426 2,587Plant and equipment 2,652 1,699Furniture and fittings 474 36OtherArt collection 53 16Work in progress 5,590 35,403

Total capital expenditure 19,668 46,646

Represented by:Capital expenditure newInfrastructure 507 770Property 1,163 537Plant and equipment 1,361 21Other 5,280 961

Total capital expenditure new 8,311 2,289

Capital expenditure renewalInfrastructure 3,104 2,561Property 3,595 1,577Plant and equipment 3,191 4,281Other 304 32,828

Total capital expenditure renewal (a) 10,194 41,247

Capital expenditure upgradeInfrastructure 138 463Property 686 997Plant and equipment - 20Other 59 1,630

Total capital expenditure upgrade (b) 883 3,110

Capital expenditure expansionInfrastructure 280 -Property - -Plant and equipment - -Other - -

Total capital expenditure expansion (c) 280 -

Total capital expenditure 19,668 46,646




(ii) Capital Expenditure (cont)

(a) RenewalExpenditure 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) UpgradeExpenditure 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) ExpansionExpenditure 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.

Note30/6/13

$‘00030/6/12

$‘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.

195


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

Note30/6/13

$‘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



33. PROVISIONS (cont)

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)

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


Note30/6/13

$‘000 30/6/12

$‘000

197


Note30/6/13

$‘000 30/6/12

$‘000

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 Revaluation Reserves 785,374 787,012Asset Replacement Reserves 13,226 21,742

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 as 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 - including art collection 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

199


36. RESERVES (cont)

(ii) Reserve Movements (cont)

(a) Asset Revaluation Reserve (cont)

2012

Balance as at

30/6/11$‘000

Increment(Decrement)

$‘000

Balance as 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 - including art collection 283 - 283• Parks and gardens 471 - 471

754 - 754

Total Asset Revaluation Reserve 706,850 80,162 787,012



36. RESERVES (cont)

(ii) Reserve Movements (cont)

The following transfers to and from Council’s reserves occurred during the reporting period (cont):

(b) Asset Replacement Reserves

2013

Balance as at

30/06/12$‘000

TransfersBetween

$‘000

Transfers To

$‘000

TransfersFrom$‘000

Balance as at

30/06/13$‘000

General 2,297 2,679 7,252 (11,032) 1,196Greensborough Project - RALC 5,567 - - (5,412) 155Plant and Equipment 6,853 (2,679) 4,789 (2,747) 6,216Strategic Properties 4,738 335 913 (2,195) 3,791Public Open Space 2,035 (335) 1,651 (1,873) 1,478Off-Street Car Parking 252 - - - 252Asset Renewal - - 124 - 124Car Parking Meters - - 17 (3) 14

Asset replacement reserves 21,742 - 14,746 (23,262) 13,226

2012

Balance as at 30/06/11

$‘000

TransfersBetween

$‘000

Transfers To

$‘000

TransfersFrom$‘000

Balance as at

30/06/12$‘000

General 2,057 (1,182) 1,608 (186) 2,297Greensborough Project - RALC 8,220 1,182 - (3,835) 5,567Plant and Equipment 5,390 - 5,848 (4,385) 6,853Strategic Properties 2,804 335 2,345 (746) 4,738Public Open Space 3,471 (335) 1,331 (2,432) 2,035Off-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 capital works and recovery of capital from previous expenditures and investment projects in the ordinary course of business. These amounts are determined in accordance with the approved budget and subsequent Council reports.

The General Reserve is maintained to have money set aside for future projects 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.

201


Note30/6/13

$‘00030/6/12

$‘000

37. RECONCILIATION OF CASH FLOWS FROM OPERATING ACTIVITIES TO SURPLUS/(DEFICIT)

Cash flows from operating activities 12,673 23,628 Profit 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.

Cash and cash equivalents 24 44,016 57,513

39. FINANCING ARRANGEMENTS

Overdraft facilities 700 700

Unused facilities 700 700 Used facilities - -

Total overdraft facilities 700 700



Note30/6/13

$‘00030/6/12

$‘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.

203


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 2011–2012)

• 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 AmountsThe Local Authorities Superannuation Fund’s latest actuarial investigation as at 31 December 2011 identified an unfunded liability of $406 million (excluding contributions tax) in the defined benefit category of which Banyule City Council is a contributing employer. Council was made aware of the expected shortfall during the 2011–2012 year and was informed of its share of the shortfall on 2 August 2012. Council has not been advised of any further adjustments.

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 2011–2012 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 2012–2013 Comprehensive Income Statement within Employee Benefits (see Note 14) and in the Balance Sheet under Trade and Other Payables (see Note 32).

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.



41. SUPERANNUATION (cont)

Retrenchment IncrementsDuring 2012–2013, Council was not required to make payments to the Fund in respect of retrenchment increments ($130,000 in 2011–2012). Council’s liability to the Fund as at 30 June 2013, for retrenchment increments, accrued interest and tax is $NIL ($130,000 in 2011–2012).

AccruedBenefitsThe 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 4,315,324Accrued 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% paSalary Inflation 4.25% paPrice Inflation 2.75% pa

205


Note30/6/13

$‘00030/6/12

$‘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 FundsEmployer contributions to Local Authorities Superannuation Fund (Vision Super) 3,171 3,050Employer 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.



Note30/6/13

$‘00030/6/12

$‘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

207


Note30/6/13

$‘00030/6/12

$‘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.



Note30/6/13

$‘00030/6/12

$‘000

44. CONTINGENT LIABILITIES

(i) Guarantees

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.

(b) Business card facility limit $200,000

(ii) Contingent Liabilities arising from Public/Products LiabilitiesAs 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 IndemnityAs 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.

209


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.



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:

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.

Debt Servicing & Redemption Costs

211


46. FINANCIAL INSTRUMENTS

(i) Accounting Policy, Terms and Conditions

RecognisedFinancial 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 2011–2012). 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 2011–2012) 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 2011–2012) throughout the year.



46. FINANCIAL INSTRUMENTS (cont)

(i) Accounting Policy, Terms and Conditions (cont)

RecognisedFinancial 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% 2011–2012).

213



(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

FloatingInterest

Rate$‘000

1 Yearor

Less $‘000

Over 1 to 5Years$‘000

Morethan

5 Years$‘000

NonInterestBearing

$‘000Total

$‘000

Weighted Average Interest Rate %

As at 30 June 2013

Financial AssetsCash and cash equivalents 24 8,175 35,831 - - 10 44,016 3.87Financial assets 25 - 6,408 - - - 6,408 4.23Trade and other receivables – Sundry 26 - 1 60 489 3,555 4,105 0.77Unlisted shares 30 - - - - 9 9

Total financial assets 8,175 42,240 60 489 3,574 54,538

Financial LiabilitiesTrade and other payables 32 - - - - 9,480 9,480Interest bearing loans and borrowings 34 - 1,053 5,213 25,470 - 31,736 8.09Trust 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 AssetsCash and cash equivalents 24 6,823 50,680 - - 10 57,513 4.74Financial assets 25 - 3,741 - - - 3,741 5.30Trade and other receivables – Sundry 26 - 3 90 396 4,237 4,726 0.64Unlisted shares 30 - - - - 9 9

Total financial assets 6,823 54,424 90 396 4,256 65,989

Financial LiabilitiesTrade and other payables 32 - 1,203 1,955 8,258 11,976 23,392 3.66Interest bearing loans and borrowings 34 - 986 4,808 26,928 - 32,722 8.08Trust 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 CarryingAmount as per Balance Sheet

$‘000

Aggregate Net Fair Value

$‘000

As at 30 June 2013

On balance sheet – financial assetsCash and cash equivalents 24 44,016 44,016Financial assets 25 6,408 6,408Trade and other receivables – sundry 26 4,105 4,105Unlisted shares 30 9 9


On balance sheet - financial liabilitiesTrade and other payables 32 9,480 9,480Interest bearing loans and borrowings 34 31,736 31,736Trust funds and deposits 35 1,601 1,601

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 assetsCash and cash equivalents 24 57,513 57,513Financial assets 25 3,741 3,741Trade and other receivables – sundry 26 4,726 4,726Unlisted shares 30 9 9


On balance sheet - financial liabilitiesTrade and other payables 32 23,392 23,392Interest bearing loans and borrowings 34 32,722 32,722Trust funds and deposits 35 1,392 1,392

Total financial liabilities 57,506 57,506

Net financial position – assets 8,483 8,483

215



(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 ReceivablesThe carrying amount approximated fair value because of the short term to maturity.

Unlisted SharesThe carrying amount approximated fair value.

Loan GuaranteesThe 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 riskMarket 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 riskInterest 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- 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.

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.




(v) Risks and Mitigation (cont)

Credit riskCredit risk is the risk that a contracting entity will not complete its obligations under a financial instrument and cause us to make a financial loss. Council has exposure to credit risk on all financial assets included in our balance sheet. To help manage this risk Council:

• has a policy for establishing credit limits for the entities we deal with• may require collateral where appropriate• will only invest surplus funds with financial institutions which have a recognised credit rating specified in our

investment policy.

Trade and other receivables consist of a large number of customers, spread across the consumer, business and government sectors. Credit risk associated with the Council’s financial assets is minimal because the main debtor is the Victorian Government. Apart from the Victorian Government we do not have any significant credit risk exposure to a single customer or groups of customers. Ongoing credit evaluation is performed on the financial condition of our customers and, where appropriate, an allowance for doubtful debts is raised.

Council may also be subject to credit risk for transactions which are not included in the balance sheet, such as when a guarantee is provided for another party. Details of Council’s contingent liabilities are disclosed in Note 44.

Note30/6/13

$‘00030/6/12

$‘000

Movement in Provision for Doubtful Debts

Balance at beginning of the year 86 91Amounts provided for but recovered during the year (34) (9)New provisions recognised during the year 5 6Amounts already provided for and written off as uncollectable (4) (2)

Balance at end of year 26 53 86

Ageing of Trade and Other ReceivablesAt 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 debtors 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.

217


Note30/6/13

$‘00030/6/12

$‘000



Liquidity riskLiquidity risk includes the risk that, as a result of our operational liquidity requirement, Council:

• will not have sufficient funds to settle a transaction on the date

• will be forced to sell financial assets at a value which is less than what they are worth

• may be unable to settle or recover a financial asset at all.

To help reduce these risks Council:

• has a liquidity policy which targets a minimum and average level of cash and cash equivalents to be maintained

• has readily accessible standby facilities and other funding arrangements in place

• has a liquidity portfolio structure that requires surplus funds to be invested within various bands of liquid instruments

• monitors budget to actual performance on a regular basis

• set limits on borrowings relating to the percentage of loans to rate revenue and percentage of loan principal repayments to rate revenue.

The Council’s exposure to liquidity risk is deemed insignificant based on prior periods’ data and current assessment of risk.





The table below lists the contractual maturities for Financial Liabilities.

These amounts represent undiscounted gross payments including both principal and interest amounts.

6 mths or less$‘000

6-12 mths$‘000

1-2 yrs$‘000

2-5 yrs$‘000

>5 yrs$‘000

ContractedCash Flow

$‘000

CarryingAmount

$‘000

2013

Trade and other payables 9,480 - - - - 9,480 9,480

Trust funds and deposits 635 372 21 68 505 1,601 1,601

Interest bearing loans and 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

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

Interest bearing loans and 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

219



(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

Carrying amountsubject to

interest$‘000

Interest rate risk

- 1%-100 basis points

+ 1%+100 basis points

Profit$‘000

Equity$‘000

Profit$‘000

Equity$‘000

Financial assetsCash and cash equivalentsTrade and other receivables

8,175550

(82)(6)

(82)(6)

826

826

Comparative 2012

Carrying amountsubject to

interest$‘000

Interest rate risk

- 1%-100 basis points

+ 1%+100 basis points

Profit$‘000

Equity$‘000

Profit$‘000

Equity$‘000

Financial assetsCash and cash equivalentsTrade and other receivables

6,823

489(68)(5)

(68)(5)

68

5

68

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 27/10/2012. Councillor Tom Melican was Mayor from 1/7/2012 to 27/10/2012.

Chief Executive Officer

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:

30/06/13No.

30/06/12No.

Income range: $1 - $9,999 2 - $10,000 - $19,999 - $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)

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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:

30/06/13No.

30/06/12No.

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.

223


50. FUNCTIONS

(i) Revenues, Expenses and Assets have been attributed to the following functions:

Functions

Revenues Expenses

Surplus/(Deficit)

for the year Assets

Grants$‘000

Other$‘000

Total$‘000

$‘000

$‘000 $‘000

2013

Council and Core Corporate - - - 2,448 (2,448) -Community Programs 7,505 10,281 17,786 32,671 (14,885) 430,018Corporate Services 3,505 69,877 73,382 22,515 50,867 93,060City Development 1,073 7,901 8,974 12,765 (3,791) 196,316City Services 178 8,984 9,162 36,502 (27,340) 554,928Works 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

Council and Core Corporate - - - 2,319 (2,319) -Community Programs 7,246 9,984 17,230 31,804 (14,574) 433,728Corporate Services 4,333 69,118 73,451 30,316 43,135 99,238City Development 1,289 7,414 8,703 12,719 (4,016) 203,820City Services 177 8,357 8,534 35,289 (26,755) 547,184Works 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 CorporateConduct and management of Council electionsCorporate governance requirements

Management of Council meetingsInduction and training of councillors

Corporate ServicesAccounts payableBest Value Plus certification programBusiness support and developmentCommunity and social planningContract supportCorporate developmentCorporate planningCustomer communicationsData administrationFinancial and management accounting

Finance management and planningInvestmentsOccupational health and safetyPayrollPurchasingRates administrationRevenue collectionVictoria Grants Commission returnWorkforce development

Community ProgramsAged and disability servicesArts Community partnershipsFamily and children’s servicesHealth services

Immunisation servicesLeisure and cultureLibrary servicesRecreationYouth services

City DevelopmentBuilding controlCemetery managementDevelopment planningEnvironmental planningEconomic developmentEngineering design, transport and drainageFire prevention managementGovernanceInfrastructure planning and asset management

Land information systemsLocal laws, parking enforcement and animal welfareOperation and management of Council officesProperty managementRecords and archival managementSchool crossing supervisionStrategic planningTransport planningValuations

City ServicesAsset protectionBuilding maintenance and servicesCleansingDrain cleaningConstruction and project managementDepot operating Emergency management Environmental and waste managementHorticultural services

Information technologyNurseryPark maintenance and bushland managementPlant and fleet managementRecycling and waste transfer stationRoad and infrastructure maintenanceTree care/arboricultureWaste education

Capital WorksMajor works throughout the Municipality

225

Banyule City CouncilCertification 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 Date: Monday, 9 September 2013 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.


SIMON McMILLAN CHIEF EXECUTIVE OFFICER Date: Monday, 9 September 2013 Ivanhoe



Banyule City CouncilVictorian Auditor General Independent Audit ReportFor the year ended 30 June 2013

227

Banyule City CouncilVictorian Auditor General Independent Audit ReportFor the year ended 30 June 2013



Standard Statements For the Year Ended 30 June 2013


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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 242

Variance Explanation Report – Statement of Capital Works 243

Certification of Standard Statements 244

229


Banyule City CouncilStandard StatementsFor 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.

231

Banyule City CouncilStandard StatementsFor 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.


Banyule City CouncilStandard Income StatementFor the year ended 30 June 2013

Note

Budget 30/6/13

$‘000

Actual30/6/13

$‘000

Variance

$‘000

Variance

%

INCOMEGeneral rates 66,862 66,946 84 0.1Special rates and charges 506 548 42 8.3Interest on rates and special rates and charges 280 267 (13) 4.6Grants - recurrent 11,888 12,451 563 4.7Grants - non-recurrent 1 3,155 5,886 2,731 86.6Statutory fees and fines 2 7,661 9,201 1,540 20.1User fees and charges 3 17,431 14,865 (2,566) 14.7Interest income 1,814 2,194 380 20.9Rental income 1,816 1,876 60 3.3Contributions income 4 3,446 1,821 (1,625) 47.2Net gain on disposal of infrastructure, property, plant and equipment 465 298 (167) 35.9Other income 81 117 36 44.4Increase 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 5.3Materials, contracts and services 6 35,474 32,937 2,537 7.2Utility charges 7 3,042 3,666 (624) 20.5Depreciation 8 12,915 14,864 (1,949) 15.1Donations 632 588 44 7.0Finance costs 2,662 2,582 80 3.0Contributions expense 9 - 6,541 (6,541) *Other expenses 10 8,072 1,570 6,502 80.6Decrease 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 INCOMEDecrement 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

233


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)


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.

235

Banyule City CouncilStandard Balance SheetAs at 30 June 2013

Note

Budget 30/6/13

$‘000

Actual30/6/13

$‘000

Variance

$‘000

Variance

%

CURRENT ASSETSCash and cash equivalents 1 32,166 44,016 11,850 36.8Financial assets 2 10,000 6,408 (3,592) 35.9Trade and other receivables 6,176 5,215 (961) 15.6Inventories 40 31 (9) 22.5Non-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 ASSETSTrade and other receivables 592 753 161 27.2Investments 3,312 3,485 173 5.2Infrastructure, property, plant and equipment 4 1,207,134 1,204,517 (2,617) 0.2Intangible 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 LIABILITIESTrade and other payables 10,219 9,480 739 7.2Provisions 11,977 11,865 112 0.9Interest bearing loans and borrowings 1,132 1,053 79 7.0Trust funds and deposits 851 1,006 (155) 18.2

Total current liabilities 24,179 23,404 775 3.2

NON-CURRENT LIABILITIESProvisions 283 328 (45) 15.9Interest bearing loans and borrowings 5 33,161 30,683 2,478 7.5Trust 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:

EQUITYAccumulated surplus 420,264 420,712 448 0.1Reserves 6 783,298 798,600 15,302 2.0

Total equity 1,203,562 1,219,312 15,750 1.3


Banyule City CouncilStandard Balance SheetAs at 30 June 2013



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.

237

Banyule City CouncilStandard Cash Flow StatementFor the year ended 30 June 2013

Note

Budget 30/6/13

$‘000

Actual30/6/13

$‘000

Variance

$‘000

Variance

%

Cash Flows from Operating ActivitiesReceiptsRates 67,368 67,380 12 0.0Interest 2,094 2,621 527 25.2Grants 1 15,043 18,846 3,803 25.3Other receipts 2 30,368 28,199 (2,169) 7.1

PaymentsPayments to employees 3 (51,260) (60,083) (8,823) 17.2Payments to suppliers 4 (35,073) (31,167) 3,906 11.1Other 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 ActivitiesAcquisition of property, plant and equipment 5 (15,715) (11,582) 4,133 26.3Expenditure on infrastructure assets (10,846) (11,618) (772) 7.1Payments for intangible assets (1,200) - 1,200 *Proceeds from sale of property, plant and equipment 6 9,369 3,083 (6,286) 67.1Net (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 1,708Finance costs – interest on loans and borrowings (2,662) (2,609) 53 2.0Repayment 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)

Cash and cash equivalents at the beginning of the financial year

44,868

57,513

Cash and cash equivalents at the end of the financial year 32,166 44,016



Note

Budget 30/6/13

$‘000

Actual30/6/13

$‘000

Reconciliation of Cash

Cash and cash equivalents 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 ActivitiesNet gain/(loss) on disposal of infrastructure, property, plant and equipment 465 298Finance costs (2,662) (2,609)Capitalised interest in assets classified as held for sale - 20Non-current investment - (54)

Add/(Less) Non-Cash ItemsDepreciation (12,915) (14,864)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

239




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.

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.

241



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.



Banyule City CouncilStandard Statement of Capital WorksFor the year ended 30 June 2013

Note

Budget 30/6/13

$‘000

Actual30/6/13

$‘000Variance

$‘000Variance

%

Capital WorksFreehold land 1 1,393 1,084 309 22Freehold buildings 2 3,408 4,360 (952) 28Plant and equipment 3 1,149 2,652 (1,503) 131Motor vehicles 4 5,044 1,426 3,618 72Art collection 12 53 (41) 342Roads, streets and bridges 5 3,496 2,245 1,251 36Drainage 6 5,725 159 5,566 97Parks and gardens 1,184 1,184 - -Playgrounds 441 441 - -Furniture and fittings 7 4,709 474 4,235 90Intangible 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 WorksRenewal of assets 16,537 10,194Upgrade of assets 3,462 883Expansion of assets 810 280New assets 5,752 8,311New 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) -Depreciation (12,915) (14,864)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, property, plant and equipment 4,246 (3,596)

243

Banyule City CouncilStandard Statement of Capital WorksFor the year ended 30 June 2013



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 was $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 which 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.


Banyule City CouncilCertification of Standard StatementsFor 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 Date: Monday, 9 September 2013 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.


SIMON McMILLAN CHIEF EXECUTIVE OFFICER Date: Monday, 9 September 2013 Ivanhoe




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How to contact your council

For all enquires please call

9490 4222Fax: 9499 9475

Email: [email protected]

Website: www.banyule.vic.gov.au

If your hearing or speech is impaired, you can call us through the National Relay Service on 133 677 (TTY) or 1300 555 727 (ordinary handset) and ask for 9490 4222.

All correspondence to: PO Box 51, Ivanhoe, 3079 DX 97904 Ivanhoe

Council Service Centres: Ivanhoe - 275 Upper Heidelberg Road Rosanna - 44 Turnham Avenue Greensborough - 9-13 Flintoff Street

All offices are open: Monday to Friday 8.30am-5pm Rosanna - Wednesday night until 7pm Greensborough - Saturday 9am - 12noon

Banyule City Council Annual Report 2012-2013

Documents

Transcript of Banyule City Council Annual Report 2012-2013