2020

Brimbank City Council

Annual Report 2014–2015

Contents

| Dynamic Centre of the West

About this Annual Report

Brimbank City Council’s 2014–2015 Annual Report

is a thorough overview of Council’s performance

during the last fi nancial year and reports against

the objectives set out in Brimbank’s

Council Plan

2013–2017.

Within this report, we have outlined Council’s

achievements against the objectives in the

Council Plan

This report aims to fulfi l Council’s statutory

responsibilities under the

Local Government

Act 1989

and

Information Privacy Act 2000

To obtain a copy of this document, please

contact the Council’s Customer Service

Centre on

9249 4000

or view a copy

online at

www.brimbank.vic.gov.au

| Dynamic Centre of the West

Introduction

Welcome to the Report of Operations 2014–2015

Snapshot of Council

Snapshot of service delivery in 2014–2015

Highlights of the year

Challenges and Future Outlook

The Year in Review

Message from the Administrators

Chief Executive Offi cer’s Message

Financial summary

Description of Operations

Signifi cant service achievements

Strategies, policies and plans adopted

Our Council

About the Administrators

About the Council

Our People

Executive Management Team at 30 June 2015

Organisation structure at 30 June 2015

Workforce profi le

Equal Opportunity

Other staff matters

Our Performance

Planning and Accountability Framework

Council Plan

Strategic Objective 1:

Council and the community working together 36

Strategic Objective 2:

Community Wellbeing

Strategic Objective 3:

Urban Design and Infrastructure

Strategic Objective 4:

Sustainable Environments

Strategic Objective 5:

Industry and Economic

Development and Strategic Sites

Strategic Objective 6:

Organisational Eff ectiveness

Governance and Management

and other information

Governance and Management

Governance and Management Checklist in Report of Operations

Statutory Information

2015 Community Satisfaction Survey

Advocacy, consultation and community engagement

Volunteering in Brimbank

Sustainability

Awards

Performance Statement

Sustainable Capacity Indicators for the year ended 30 June 2015

Service Performance Indicators for the year ended 30 June 2015

Financial Performance Indicators for the year ended 30 June 2015

Other Information

Certifi cation of the Performance Statement

Independent Auditor’s Report

Financial Report

A Plain English Guide to the Annual Financial Report

Financial statements

Certifi cation of the Financial Statements

140

Independent Auditor’s Report

142

Acronyms

144

Index

147

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Brimbank City Council was formed

on 15 December 1994, following

the amalgamation of the former

cities of Keilor and Sunshine.

About Brimbank

Brimbank has the third largest population

in metro Melbourne and the second largest

population in the western region.

Brimbank is the interface between the

inner areas and major urban growth areas

of Melbourne’s West – it is the heart of

Australia’s fastest growing region.

Located in the western and north–western

suburbs of Melbourne, Brimbank is between

12 and 23 kilometres West and North West

of the Melbourne CBD. It is bound by Hume City

Council in the north, Maribyrnong and Moonee

Valley City Councils in the east, Hobsons Bay

and Wyndham City Councils in the south and

Melton City Council in the west.

The area was originally occupied by the

Kurung-Jang-Balluk and Marin-Balluk clans

of the native Wurundjeri people. Much of

Brimbank was fi rst settled by Europeans

in the 1830s and 1840s as farming land.

Keilor was established in the late 1840s, whilst

St Albans was established in the late 1880s.

A rapid growth phase took place after the

Second World War, with the development of

many suburbs around the original settlements

of Keilor, Sunshine and St Albans expanding

to house many overseas migrants.

The City encompasses 25 suburbs including

Albion, Cairnlea, Deer Park, Delahey, Hillside,

Keilor, Kings Park, St Albans, Sunshine,

Sydenham and Taylors Lakes.

Brimbank prides itself on its cultural diversity

and is one of Victoria’s most culturally diverse

municipalities, having embraced more than

156 nationalities from around the globe.

Major attractions and facilities include Brimbank

Park, Calder Park Motorsport Complex, Iramoo

Wildfl ower Grassland Reserve, Keilor Public Golf

Course, Organ Pipes National Park, Overnewton

Castle, St Albans and Sunshine town centres,

St Albans and Sunshine leisure centres,

Sunshine Golf Club, Sunshine Hospital, Victoria

University (St Albans and Sunshine campuses)

and Watergardens Town Centre.

Brimbank is home to established organisations

including Aldi, ARC, Australia Post, Boral,

Bunnings, Caterpillar, FedEx, Ferguson Plarre,

Fisher and Paykel, Hunter Leisure, John Deere,

Lombards, Schweppes, Schiavello and Sims Metal.

In more recent times, companies such as Digital

Realty, IBM, Metronode, Preshafruit, Rand Group,

Sleepyhead and Vistaprint have also chosen

to make Brimbank home.

The dynamic centre

of Melbourne’s west

The ongoing revitalisation of open space,

community facilities and town centres coupled

with a richly diverse community has Brimbank on

track to reinforce it as one of the best places to

live, work and recreate in the west of Melbourne.

Over the past few years, Council has focused

strongly on improving the City’s amenity,

liveability, social connectedness and governance.

By investing signifi cantly in accelerating these

outcomes, Council has made signifi cant advances

in planning and delivering community facilities

and public infrastructure, supporting the arts

and establishing all services on the ground.

Council is now consolidating the strong growth

and investment and continuing to strengthen

key stakeholder partnerships.

Located between 12 and 23 kilometres from

Melbourne’s CBD, Brimbank off ers a central

location linking established centres and new

growth areas. It has land for development;

established town centres; easy access to rail,

road, port and aviation infrastructure; and links

to the Princes Freeway, Calder Freeway,

Western Highway and M80 Ring Road, and

the regional centres of Geelong, Ballarat

and Bendigo.

Brimbank has a signifi cant strategic role

to play in the provision of employment

and business development for Victoria.

Council’s business development initiatives

work to promote opportunities, attract

and facilitate new businesses and enable

existing businesses to grow and prosper.

Snapshot of Council

Introduction

| Dynamic Centre of the West

Introduction |

Snapshot of Council

Welcome to the

Report of Operations

2014–2015

Council is committed to

transparent reporting

and accountability to

the community and

the Report of Operations

2014–2015 is the

primary means of

advising the Brimbank

community about

Council’s operations

and performance during

the fi nancial year.

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Snapshot of Council (continued)

Snapshot of service delivery in 2014–2015

Introduction |

Snapshot of Council | Snapshot of service delivery in 2014–2015

Reconciliation and

Indigenous information

Brimbank has a rich Indigenous history,

going back to when the Wurundjeri people

fi rst inhabited the region, thriving in the

Maribyrnong Valley.

Council acknowledges the Kulin nation of

people as the traditional owners of the land,

the continuing spiritual connection to the

land and renews its commitment to respect

Indigenous beliefs, values and customs.

About 440 Registered Aboriginal Places

exist in the Brimbank Local Government Area.

The oldest artefacts found in the City are

over 30,000 years old.

On 26 February 2008, Council adopted the

full motion passed by the Federal Government

on 13 February 2008 in saying sorry to the

Stolen Generations on behalf of the Australian

Parliament and people, and extended an apology

to those Stolen Generations on behalf of the

people of Brimbank.

Since July 2011, Council has fl own both the

Aboriginal and Torres Strait Islander fl ags

alongside the Australian national fl ag every

day outside its Sunshine Municipal Offi ce.

Each year Brimbank City Council hosts a broad

range of activities during Reconciliation and

NAIDOC Week, such as Aboriginal cultural

heritage tours, Sorry Day events, Aboriginal

art exhibitions, library story-telling sessions

and NAIDOC fl ag raisings.

On 17 April 2012, Council endorsed a

Reconciliation Statement of Commitment and

offi cially signed the Statement on 29 May 2012,

committing it to learning from the past and

seeking new ways to build relationships

with the Aboriginal and Torres Strait Islander

community, and to developing a Reconciliation

Action Plan. It was committed that the

Reconciliation Action Plan would be developed

in consultation with internal and external

stakeholders including Council staff , Aboriginal

and Torres Strait Islander residents and local

Aboriginal and Torres Strait Islander service

providers and community groups.

In May 2013, Council adopted a Reconciliation

Action Plan that demonstrates its commitment

to reconciliation, for all Aboriginal and Torres

Strait Islander people.

Brimbank at a glance

Area

123 square kilometres

Population Count

197,701

(Estimated Resident Population June 2014)

Males

50.0%

Females

50.0%

Residents aged under 18 years 23.2%

Residents aged between

18 and 59 years

60.0%

Residents aged 60 years and over 16.8%

Indigenous population

702

Residents who speak a

non-English language at home 56.2%

Median house price for 2014 $405,000

Data provided by the Australian Bureau of Statistics

2011 Census Data, with the exception of the median

house price for 2014, which was sourced from the

Department of Environment, Land, Water & Planning

using Landata – Land Victoria.

Vision, Mission, Values and

Statement of Strategic Intent

Brimbank’s Council Plan 2013–2017 sets out

Council’s vision, statement of strategic intent,

mission and values as follows:

Vision

Brimbank will be the dynamic centre of

Melbourne’s West. We will be a proud,

diverse and connected community.

Statement of Strategic Intent

Develop Brimbank through enhancing and

celebrating the many diverse identities,

communities and cultures within Brimbank;

creating high quality spaces and places; and

providing learning and employment opportunities.

Mission

Brimbank City Council will strive to achieve

the community’s vision by:

• Meeting the needs of our community and

those of future generations in a collaborative

and fi nancially responsible manner

• Enhancing community wellbeing within

a strong foundation of social justice

• Creating an urban environment that

is safe, attractive, vibrant and liveable

• Demonstrating commitment to

environmental protection, sustainable

development and reducing our

ecological footprint

• Promoting Brimbank as the fi rst choice for

new industry, business and development

• Delivering best practice services that meet

the needs of the diverse and growing

Brimbank community.

Values

For Brimbank City Council employees and

the Council, to be the best at what they do

and achieve the community vision and Council

strategic intent and mission, their actions

and decisions are guided by a set of fi ve

fundamental and unifying values:

we show

RESPECT

we act with

INTEGRITY

we work

TOGETHER

COMMUNICATE

openly

we strive for

EXCELLENCE

12km

BALLARAT

GEELONG

BENDIGO

BRIMBANK

MELTON

GROWTH AREA

WYNDHAM

GROWTH AREA

Melbourne Airport

Port of Melbourne

INNER

MELBOURNE

SUNSHINE

Children, youth

and family services

Council provides a range of services

for families and young children

and opportunities for young people

to develop skills and contribute

to community life.

What we delivered

• Coordinated home-based childcare with

213 equivalent full-time childcare places

and 1,265 monitoring visits to 51 active

Family Day Care educators

• Supported provision of childcare

at nine centres

• Maintained 30 preschool premises

• Processed 2,320 four-year-old

preschool applications

• Supported 102 community based

playgroups including 17 facilitated

and 17 supported playgroups

• Provided 24,034 Key Age Stage

consultations through the

Maternal and Child Health service

• Conducted 2,975 Maternal and

Child Health fi rst home visits

• Saw 8,674 children at a Brimbank

Maternal and Child Health clinic

• Provided youth support and counselling

services to 130 young people

• Supported a range of youth programs

attended by 1,219 young people

• Coordinated six youth events attended

by 356 young people.

Waste and recycling

Council has a commitment to

sustainable waste management

and provides a comprehensive

waste service to the community.

What we delivered

• Weekly domestic waste and fortnightly

recycling collection for 67,688 households

and fortnightly green waste collection

for 33,162 households

• Lifted 5,239,650 bins

• Collected 41,904 tonnes of waste

• Recycled 16,086 tonnes of waste

• Collected 9,578 tonnes of green waste

• Collected and recycled 3,330 tonnes of hard

waste, 34 tonnes of steel, 7,439 mattresses

and 2,952 tyres in the annual kerbside hard

waste collection service

• Collected 29,672 kilos of paint, 32,947

litres of motor oil and 850 kilograms of

household batteries

• Accepted 723 kilograms of fl uorescent

tubes, 481 car batteries, 37,475 kilograms

of e-waste and 2,717 gas cylinders at

the permanent Detox Your Home centre

at Stadium Drive, Keilor Park.

Leisure, culture and

community strengthening

Council off ers a range of services to the

community including arts and culture,

sport and recreation, festivals, events,

community centres and leisure centres.

What we delivered

• A range of low cost or free community

strengthening activities at fi ve community

centres/Neighbourhood Houses

• Provided 14,517 program and event

hours through community centres

for 20,042 participants

• Neighbourhood Houses that were

attended by 235,602 people who

dropped-in or participated in a regular

and casual program or class

• Community Leadership Programs

for 37 people

• Governance training for 287 participants

• Held four Brimbank Leadership

Alumni Networking Events

• The Brimbank Leadership Alumni Mentoring

Program for 17 Alumni members

• Held the Brimbank Sustainable Living

Expo attended by more than 1,400 people

• Coordinated the Brimbank Men’s Health

Day and Pop Up Shed events for more than

260 people

• Provided more than 60 grants to

community groups valued at $329,000

• Conducted three Places of Worship tours

visiting nine places of worship that were

attended by 120 people

• Held two Interfaith forums – Faith Acceptance

and Living Together and Caring for The Soul

– for more than 150 attendees within the

Brimbank Maribyrnong Interfaith Network

• Partnered in the delivery of the Fit to Drive

road safety workshops to over 1,000

Brimbank senior secondary school students

• Exhibited work from 30 artists, arts groups

and community groups at the Hunt Club

Community Arts Centre and the Sunshine

Art Spaces Gallery which attracted around

1,000 attendees

• Supported 17 artists or arts organisations by

providing fi ve dedicated art spaces (studios

or shopfronts) for career development

• Launched one public art project and

commenced another major public artwork

• Held four INfuse artists’ network

professional development events,

attended by around 55 artists

• Awarded three Activation Partnership Funds

to artists through the Art Spaces program

• Facilitated fi ve community art participation

projects (two ongoing) involving around

1,200 community members attending

130 workshops, rehearsals and performances

• Supported four community-led arts events,

and a key community festival with 100

community performers and artists and

attended by 15,000 people

• Advised and guided more than 40 groups

and community projects to produce

community events

• A community engagement program of events

that included 22 public performances and

movies in public places engaging more than

50 community performers/groups

• Off ered 162 arts and culture short courses

delivered by 18 artists to 635 participants

• Facilitated 557,930 visits to the leisure

centres (that is three visits per head of

population) and 88 group fi tness classes

each week

• Maintenance of the Keilor Public Golf Course

where 35,004 rounds of golf were played

• Facilitated 185,355 visits to the Keilor

Basketball and Netball Stadium where

4,998 basketball and 914 netball games

were played.

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Snapshot of service delivery in 2014–2015 (continued)

Introduction |

Snapshot of service delivery in 2014–2015

Planning and building

Council is responsible for planning

permit approvals, provides building

permit services, and conducts

inspections of building works and

fire safety audits.

What we delivered

• 1,227 planning applications received

• 516 planning related property

information requests

• 289 subdivision applications received

• $365.72 million total value of new building

projects requiring building permits

• 430 investigations resulting from

building related complaints

• 236 report and consent requests

received and processed for buildings

• 49 illegal rooming house inspections

• 267 swimming pool barrier inspections

• 34 after hours emergency call out

inspections (fires, vehicle impact

and dangerous buildings, etc.)

• 104 essential services maintenance

inspections

• 658 mandatory building inspections

• 498 inspections resulting from complaints

relating to planning compliance

• 241 illegal building works identified

• 1,747 building related property information

requests

• 307 requests for copies of plans

• 44 planning infringement notices

• 20 Magistrate Court prosecutions

for both planning compliance and

building infringements

• 284 Building Notices and Orders served.

Library services

Brimbank’s five libraries offer programs

and services for the whole community

and cater for all ages.

Programs include story times and social groups

and services include study facilities, WiFi,

Internet and computer access. Of the 217,000

items available to borrow, 33 per cent are on

loan at any given time. The library’s online

services include e-reference, downloadable

e-books and audio books, access to hundreds

of online magazines, and newspapers in over

60 languages.

What we delivered

• 19,876 new physical items were added

to the collection in English and 15

community languages

• 9,984 electronic resources were

added to the collection

• 1,936,911 total library visits. Of these

visits, 1,098,897 were made to the five

libraries and 838,014 to the online library

• 1,434,977 collection loans. Of these,

1,004,276 physical items were borrowed and

430,701 electronic resources were utilised

• 216,888 catalogue searches completed

• 10,931 new library members registered

bringing the total library membership

to 81,194

• 270,586 Internet bookings made

• 9,191 video game bookings made

• 130,420 reference questions answered

• 3,333 library programs provided

to 66,951 people

• 800 people attended the Brimbank

Writers & Readers Festival

• 1,252 home library service visits made

to deliver books and other resources.

City compliance

Council is responsible for the

management of animal control

in Brimbank.

What we delivered

• 13,368 compliance service enquiries

attended to, comprising 1,977 for parking,

951 local law, 328 litter, 979 abandoned/

derelict vehicles, 2,460 condition of land,

2,152 cat enquiries, 2,541 dog enquiries

and 1,980 other enquiries. Of these,

84 per cent were completed on time

• 974 dogs, 1,789 cats and 94 other

animals picked up by Council officers

• 12,324 dogs and 3,223 cats registered

• Six dog attack prosecutions, 537

infringements issued for animal

related matters

• 14,395 parking infringements and

645 local law infringements issued

• 1,800 vacant properties inspected and

779 fire hazard reduction notices issued.

Of these, 187 land owners were issued

with infringements and 103 properties

had to be cut by Council’s contractor

• 73 event permits issued

• 117 school crossings supervised

every school day.

Environmental health

Council has a responsibility to provide

services and information to the

community in order to protect the

public from disease, provide safety

and ensure wellbeing.

What we delivered

• 2,068 food premise inspections

• 4,516 vaccinations administered to infants

• 11,264 vaccinations administered

to school aged children.

Roads, footpaths, drains

and building maintenance

Council is responsible for managing

the City’s local roads, footpaths

and other assets.

What we delivered

• 1,241 kilometres of underground drain

pipes managed and maintained along

with 60 kilometres of table drains

• 44,736 storm water pits, 423 litter

traps and 38 gross pollutant traps

maintained and cleaned

• 4,924 drain pits inspected and cleaned

• 3,205 litter traps inspected and cleaned

• 950 kilometres of sealed roads inspected

and maintained, including 14 kilometres

of unsealed roads and 1,565 kilometres

of footpaths

• 80,000 street/road signs proactively

inspected and maintained and 5,264

signs physically maintained

• 31,000 (approx.) kilometres of residential

and commercial kerb and channel swept

• 1,683 tonnes collected through street

sweeping program

• 120,328 street litter bins emptied

• 2,028 tonnes of litter collected through

the street litter bin and manual litter

collection service

• 122,428 square metres of local

roads resealed

• 266 buildings maintained on 165 sites

• 208 playgrounds maintained, of which

152 are in open space and 56 in preschools,

child care and community centres.

Ageing and inclusion

Council’s Ageing and Inclusion services

for the community include Home

and Community Care (HACC) and

Community Aged Care Packages (CACP)

and a range of Community Programs

including Community Transport,

HACC Planned Activity Groups (PAG),

volunteers and seniors.

These services support, maintain and enhance

the physical, social and emotional wellbeing of

older people and people with a disability living

in Brimbank.

What we delivered

• 65,741 Meals on Wheels

• 44,431 hours of domestic assistance

• 12,165 hours of personal care

• 4,015 people received a Home

and Community Care service

• 12,907 hours of respite care

• 3,750 hours of property maintenance

• 52,805 hours of planned activity

support services

• 9,090 hours of assessment

and care management

• 33,274 passenger trips on Brimbank’s

community transport buses.

Parks, open spaces and

environment

Council is responsible for maintaining local

parks, creek corridors, sports grounds,

municipal reserves and street trees.

What we delivered

• Upgraded four neighbourhood playgrounds

• Planted 13,900 new trees. This included

planting of 10,000 trees at reserves,

700 trees along arterial roads, approximately

1,700 new street trees, 1,500 trees as part of

park upgrade projects, and 18,161 indigenous

species (trees, shrubs and grasses) planted

within conservation assets

• Completed suburban park upgrade at

Verona Drive, Taylors Lake which was

officially opened on 6 June 2015

• Completed a new on-road cycling route

along Duke Street from Surrey Street to

St Andrews Drive, Sunshine North

• Completed a new 4.8 kilometre off-road

cycling route with lighting and 90,000

plants from Fitzgerald Road, Sunshine

West to Ashleigh Street, Tottenham via

Forest Street and Sunshine Station

• Commenced installation of new wayfinding

signs in Sunshine Activity Centre

• Completed footpath upgrade along Dickson

Street, Sunshine

• Maintained approximately 1,180 hectares

of public open space, streetscapes, grassed

areas and soft landscaped areas

• Inspected and maintained approximately

200,000 trees in parks and streets including

powerline clearing works in line with Council’s

Electric Line Clearance Management Plan

• Carried out emergency tree works and

clean-up following two significant storm

events in July and October 2014 and

March and April 2015

• Maintained 29 sports reserves comprising

63 playing fields

• Maintained 143 irrigation systems including

the installation of a new irrigation system

at Keilor Park fields 3 and 4

• Maintained Keilor Public Golf Course.

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Strategic Objective:

Council and the Community

Working Together

Brimbank City Council is committed

to working in close collaboration

with the community, facilitating a

wide cross-section of community

participation, including ‘hard to reach’

groups, through a variety of forums

and partnerships to better engage,

develop, represent, and communicate

with our diverse community.

Brimbank City Council will fulfil its statutory and

legal obligations to the community and manage

the municipality in a financially sustainable

manner to meet the current needs of our

community and those of future generations.

Achievements:

The 2014–2015 Grants program was completed,

resulting in:

• 144 applications received across

five categories

• 60 applications approved for the amount

of $329,374

• Six information sessions held including

two external partnership sessions

• Translation of Brimbank Community Grant

Tip Sheets into 10 different languages

• More than 200 enquiries and 30 meetings

held between community groups and

council officers

• Council undertook a range of improvements

to the website including adding a translation

function and a YouTube link to the front page.

Council also launched Brimbank Buzz, an online

blog to promote Council news and events.

Highlights of the year

Strategic Objective:

Community Wellbeing

Brimbank City Council is committed

to creating an enhanced quality of

healthy and active community life

where our rich cultures are celebrated,

embraced and connected to the

broader community.

Within a strong foundation of social justice,

Council is committed to the provision

of affordable services and community

infrastructure that builds healthy people

and communities through education,

recreation, arts and culture and sport.

Achievements:

• In2Sport Brimbank was very successful,

funding 456 children to join a sports club,

of which 200 had never registered with

a sports club before. Demand once again

exceeded the availability of funding.

This takes the total number of approved

applications to 1,009 since its development

in 2013. External funding towards the

program was provided from Cricket Victoria

and Sports Without Borders

• A Community Soccer Hub was established

at Selwyn Park as a direct outcome of the

Brimbank Cup, which provides newly arrived

and disadvantaged communities with the

opportunity to train twice a week and play

informal games on weekends

• The 2015 Brimbank Cup was successfully

held with seven female and 24 male teams

competing in the event hosted by the

Balmoral Soccer Club

• Council’s Volunteer program continued

to be developed. Volunteering initiatives

included the Home Library Service actively

distributing library material to residents

unable to access the library; Home Visiting

Program linked to the Community Register

where volunteers actively telephone clients

on a regular basis; and the Recycled Book

Program redistribution of library materials

that have been withdrawn from the

St Albans/Sunshine branch libraries.

Strategic Objective:

Urban Design and Infrastructure

Brimbank City Council is committed

to fostering strong pride for residents

and visitors by creating an urban

environment that is attractive, clean

and green and which improves living

and housing, business and recreational

opportunities, demonstrates

environmental leadership and fosters

a sustainable economy.

Achievements:

• Proactively cleaned the activity centres,

including footpaths, using high-pressure

washers as per the approved program

• A number of partnerships with schools were

established with Council signing a Joint User

Agreement for the use of the soccer pitch at

Copperfield College and a Joint User Agreement

for use of the playground at Albanvale

Primary School

• A synthetic cricket wicket was installed

at Glengala Primary School, with Sunshine

Heights Cricket Club benefiting from the

partnership developed with the school

• Both Primary and Secondary schools now

have agreements in place including for use

of Building Education Revolution buildings

and for sports grounds.

Strategic Objective:

Sustainable Environments

Brimbank City Council is committed to

promoting the long-term sustainable

development of the municipality.

Council will do this by facilitating a dynamic

and accessible environment that is supported

by a healthy and informed community that

enjoys rich environmental characteristics

within the municipality. Council is committed

to environmental protection, planning for

sustainable developments, improving the

sustainability of our building stock, and

reducing our ecological footprint.

Achievements:

• Council was named Victorian Sustainable

City of the Year in August 2014 at the

Keep Australia Beautiful Victoria Awards

• On 24 February 2015, Council approved

the preparation of Amendment C163 to

the Brimbank Planning Scheme to introduce

a Neighbourhood Character Overlay over

part of Albion

• The first six months of the 2015

Environmental Event Calendar was delivered

and included a World Environment Day

event — planting at Buckingham Reserve and

National Tree Day event at Sydenham Park

• Ongoing support provided to conservation

volunteers and ‘Friends of’ groups including

attending meetings, planning works, assisting

with applying for grants, promotion of events

and activities.

Strategic Objective:

Industry and Economic

Development and Strategic Sites

Brimbank City Council is committed

to providing local employment and

business development opportunities

whilst also ensuring that such

activities do not have a detrimental

impact on local communities.

The municipality contains a range of strategic

sites (outside of Town Centres or Urban villages)

that, due to their location, size, environment

or current or past use, can greatly assist

Council achieve its economic, social or

environmental objectives.

Achievements:

• Council hosted an Investment Forum in

Sunshine with guest speakers including

Peter Seamer, Chief Executive Officer of

the Melbourne Planning Authority

• At least 461 businesses attended business

development and networking sessions,

including business breakfasts, business

development sessions, group program

and business counselling

• Council conducted a promotional campaign

for Keilor Village through a Discover Your

Own Backyard campaign and Postcards

TV promotion in conjunction with the

Keilor Village Traders

• Positive tourism messages reached over

200,000 people

• In January 2015, Council supported the

St Albans Lunar Festival, which attracted

approximately 70,000 to St Albans, and in

March 2015 Destination Melbourne featured

posts about the Keilor Hotel reaching over

6,000 people

• In March 2015, Council supported Pho

Fever in Sunshine as part of the Melbourne

Food and Wine Festival. Prime time media

coverage including Channel 9’s Today

program and ABC Radio and Melbourne

Food and Wine social media promoted the

event to 1.5 million people across Australia

• Council continues to be a member of the

Western Melbourne Tourism Board.

Strategic Objective:

Organisational Effectiveness

Brimbank City Council is committed to

the ongoing delivery of a broad range

of services that meet the needs and

aspirations of the diverse and growing

Brimbank community.

Guided by the Australian Business Excellence

Framework, the ongoing development of our

staff is a critical element to our continuous

improvement of service delivery. We will

continue to benchmark services to ensure best

practice, lead by example, and implement

best practice services to the community.

Achievements:

• Planning for the Business Transformation

project was completed with implementation to

commence in 2015–2016. The project focuses

on enhancing the customer experience

• Council’s Risk Management Strategy and

Plan continued to be implemented, including

investigating the feasibility of a shared risk

module (strategic, operational, OHS). The first

six months of a risk awareness program was

implemented, and involved the development

of risk culture strategy, risk training for staff

(Managers’ session held in May 2015) and

the start of a comprehensive review of risk

registers, policies and procedures.

Introduction |

Highlights of the Year

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

As Administrators, we are appointed by Council.

Both Council functions and powers are set out

in the

Local Government Act 1989

. The role of

Council includes:

• Setting the strategic direction for

Council and monitoring and improving

ongoing performance

• Managing Council’s assets

and resources responsibly

• Considering the current and future needs of

the local community when making decisions

• Providing accessible, accountable

and transparent government

• Advocating the needs of the Brimbank

community to promote investment by

other spheres of government and the

private sector

• Promoting civic participation and delivering

programs, which enhance community

health and wellbeing.

Highlights

In 2014–2015 Council delivered a robust

capital works program that included the

commencement of construction on the

Brimbank Community and Civic Centre. This

once-in-a-generation project is a $52 million

investment in the Sunshine Town Centre.

This project will have many benefits including

significantly enhancing the efficiency of Council

operations while also saving the community

money in the long term. This will be achieved

through the consolidation of currently dispersed

offices and creation of a revenue stream from

partner tenants in the new building.

Focusing on infrastructure creation and

renewal, Council also started works on the

$6.5 million Keilor Basketball Netball Stadium

extension and awarded the contract for works

on the $8.9 million Errington Community Centre

redevelopment at St Albans.

Roads renewal remained a key priority with

$16.9 million dedicated to maintaining and

improving our road network. Council welcomed

funding support from the Victorian Government

towards the cost of sealing and improving

Jones and Bunting Roads in the Brooklyn

industrial precinct.

Walking and cycling paths were also a focus with

construction starting on a 3 metre wide, 4.8

kilometre, shared path with lighting between

the Western Ring Road and Tottenham Station.

This path was made possible through funding

from the Regional Rail Authority. It connects

Sunshine to the Melbourne CBD and is a

fantastic initiative boosting the liveability

of the area.

Council continued the implementation of the

Creating Better Parks Policy and Plan

, including

a significant park upgrade at Verona Drive

Reserve in Taylors Lakes. For the financial year,

$1.3 million was allocated to upgrading parks

and playgrounds, bringing the total spend on

park improvements to $20 million since

Creating

Better Parks

was adopted in 2008. Since then,

83 parks have been upgraded across Brimbank.

This Annual Report outlines Brimbank City Council’s performance

in accomplishing the actions outlined in the Brimbank

Council Plan

2013–2017

(Year 2 – updated 2014).

L–R: Jane Nathan Administrator, John Watson Chair of Administrators, John Tanner Administrator.

Message from the Administrators

The Year in Review

Council committed to purchase more than

half of the former Sunvale Primary School in

Sunshine to develop into additional parkland,

and released the Ardeer Green Hub Draft Master

Plan for consultation. The draft Master Plan

includes provision for criterium racing, mountain

bike and BMX facilities. Council maintained its

strong focus on improving the public realm and

providing community infrastructure that can be

enjoyed well into the future.

In our Town Centres, Council started Stage 1

works on the implementation of the Hampshire

Road Master Plan in Sunshine and continued

work towards introducing a Design and

Development overlay in the Keilor Town Centre.

Council also welcomed funding for grade

separations and new rail stations in St Albans

at Furlong and Main Roads, which it has

long advocated.

Council’s commitment to sustainability

was recognised with Brimbank City Council

announced Sustainable City of the Year 2014

at the Keep Australia Beautiful Awards Victoria

awards, which encourage, motivate and

celebrate local sustainability achievements.

This award was a huge acknowledgement not

only for Council but also for all the great work

Brimbank residents doing to make their local

are ‘inclusively’ sustainable.

Council’s focus on a range of community-based

sustainability and conservation initiatives

including waste management, whole-of-water

cycle management, conservation of natural

assets, and energy and greenhouse gas

reduction contributed to this recognition.

During the year Council also endorsed

Low

Carbon West

– a strategy to reduce greenhouse

gas emissions that was developed by the

Western Alliance for Greenhouse Action,

of which Brimbank is a member Council.

Throughout the year Council was involved

in a range of activities to enhance community

health and wellbeing.

Council adopted the

Brimbank Community

Strengthening Policy

aimed at increasing civic

participation and the

Brimbank Community

Grants Policy

(Major Policy) which sets the

parameters for the delivery of Council’s

Community Grants Program. Over $300,000

was provided in community grants over the

financial year.

Other polices and plans introduced during the

year included Council’s

Plan to Prevent Men’s

Violence Against Women, Brimbank Youth

Strategy 2014–2019

and

Brimbank Electronic

Gambling Policy 2015–2019

Council’s In2Sport Program approved its

1,000th application supporting young people in

Brimbank to get involved in sport. Council also

delivered the Brimbank Cup in partnership with

Victoria Police and the Balmoral Football Club,

which was supported by Football Federation

Victoria and Melbourne Victory. The fourth

annual award-winning tournament was a

huge success once again with over 32 teams

participating in the event.

Council also provided support to local

organisations to deliver a range of community

festivals and events that enhance and contribute

to community pride. These events included

the hugely popular St Albans Lunar New Year,

Sunshine Pho Fever as part of the Melbourne

International Food and Wine Festivals,

the Sunshine Lantern Festival and ANZAC

Centenary Celebrations in Keilor and Brimbank.

Advocacy and Engagement

Council worked towards its vision of Brimbank

becoming the dynamic centre of the West. In the

Victorian Government’s planning blueprint for

Melbourne, Plan Melbourne, Sunshine was named

as one of nine Metropolitan Activity Centres, and

one of six National Employment Clusters. This

recognition follows significant work undertaken

by Council to promote Sunshine as the heart of

Melbourne’s booming West.

In October, Council facilitated an investment

forum in Sunshine to promote the untapped

potential for investment and development in

the town centre. The forum included a

presentation from the Chief Executive Officer

of the Melbourne Planning Authority Peter

Seamer outlining how Sunshine would thrive

over the next 30 years.

Council is also working in partnership with other

stakeholders to promote the Sunshine Health

and Wellbeing precinct on Furlong Road. State

Government has announced it will construct a

$200 million Women’s and Children’s Hospital

to help meet the increasing demand for services

in the region.

Throughout the year, Council continued its

participation in a number of region wide

programs to advocate for better services,

facilities, infrastructure and sustainability

initiatives in the West.

Council also continued to help facilitate and

participate in the Brimbank Social Justice

Coalition, events to promote White Ribbon Day,

NAIDOC Week, Refugee Week and IDAHO Day.

Good Governance and Transparency

Council has three (3) Local Laws for the City

of Brimbank. Local Law No. 1 and No. 3 are

Governance related, and Local Law No. 2 relates

to the safe and fair use of the municipality by

the community.

Council’s Governance Local Laws set a new

standard in Local Government for promoting

good governance and transparency, going

beyond what is required of Councils through

the

Local Government Act 1989

. Brimbank City

Council’s Local Laws establish an open and

accountable framework for the administration

and governance of the city.

Local Law No. 1 specifically relates to meeting

procedures. Following a review, Local Law No.1

was gazetted in June 2015. Local Law No.1

reflects good governance practice and aims to

enhance Council’s decision making processes.

Local Law No. 2 is Council’s General Local Law

and it outlines Council powers and functions

including how public areas are protected and

used, how the amenity of the city is maintained

and the management of animals .

Local Law No. 3 refers to consultation

requirements for major policy. Council formally

adopted the Local Law No.3 – Governance

(Major Policy Consultation) which promotes

transparency in decision making in June 2014.

The policy prescribes a public consultation

process that must be followed when Council

considers, or wishes to change, a major policy.

Thank you

Overall, Council continued to deliver projects,

initiatives and services that are creating a

better Brimbank. I would like to thank the many

organisations, agencies, community groups

and individuals as well as Council staff that have

contributed towards improving this proud City.

John Watson,

Chair

Jane Nathan,

Administrator

John Tanner,

Administrator

Introduction |

Challenges and Future Outlook | The Year in Review

Changes to the sector including

the announcement of rate capping

to come into effect in 2016–2017

Meeting higher community

expectations with diminishing funds

Working with major land owners

and developers to facilitate development

and optimise design outcomes in line

with town centre structure plans

Advocating for public transport

and safety improvements including

grade separations in town centres

Pursuing diminishing government

grants and other sources of funding

for major projects and initiatives

Keeping ahead of rapid

technological change

An ageing workforce

Challenges and

Future Outlook

Challenges

Complete the building of the new

Brimbank Community and Civic Centre,

the Errington Performing Arts community

centre and the Keilor Municipal offices

Plan for the redevelopment, or new build,

of the St Albans Leisure Centre

Continue to green the City and improve

the amenity of the area with better parks,

open spaces, public art and urban design

treatments within a constrained environment

Implement the

Brimbank Disability

Action Plan, Brimbank Community Learning

Strategy 2014–2017, Biodiversity Strategy

2012–2022, Green Wedge Management Plan

and

Sustainable Water Management Strategy

Investigate opportunities for cost

saving and service improvements

through shared procurement

Deliver more services online

to meet community needs

The future

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Organisational Performance

I am very pleased to say that Council met all

of the organisational indicators that were

established as part of the Local Government

Performance Reporting Framework. This

was the first year that Council was required

to report on this particular set of indicators

and they can be viewed in the Performance

Statement. In order to achieve the indicators,

the Council established a robust internal

process that allowed the indicators to be

tracked and reported upon to the Audit

and Risk Management Committee quarterly.

Council implemented a number of initiatives

to drive efficiencies within the organisation.

Major technology projects that started during

the year included planning for a new telephony

system, improving the user experience for

Council’s website and planning for building

a new website. Other initiatives included

preparing to move to a digital first workplace,

investigating online payment opportunities

and integrations to existing systems to better

manage data. All of these projects are focused

on improving the customer experience.

During the year, Council also negotiated

a new Enterprise Bargaining Agreement.

Brimbank continues to be a great place

to work and through the provision of good

working conditions, a safe workplace and

enabling technology we strive to deliver

services that meet our community’s evolving

needs and aspirations.

Thank you

I would like to thank our community, the

Council and all Brimbank City Council staff

for contributing towards Council’s vision and

Council Plan. Together we are making Brimbank

better – better services, better facilities and

better open spaces for everyone to enjoy.

Bill Jaboor,

Chief Executive Officer

Chief Executive Officer’s Message

On behalf of Brimbank City Council

it is a great pleasure to present the

Council’s 2014–2015 Annual Report.

The CEO is the person to which

Council delegates most powers and

has a number of responsibilities

which are set out in Section 94 A

of the

Local Government Act 1989

These include:

• Ensuring an appropriate organisational

structure exists for the Council

• Promptly implementing Council decisions

• Overseeing the daily management of council

operations with respect to the Council Plan

• Implementing and embedding a code

of conduct for Council staff

• Providing timely advice to the Council

• Ensuring compliance with relevant

legislation in respect to Council operations.

Highlights

The 2014–2015 year continued Council’s

ongoing commitment to creating a better

Brimbank. Construction started on the

Brimbank Community and Civic Centre, which

is the largest capital project in the Council’s

history. The Community and Civic Centre is a

landmark project that will consolidate Council

offices while also providing a new state of the

art library and community meeting spaces.

The consolidation of offices will create

significant efficiencies in Council operations.

In addition to the relocation there has been

significant progress in 2014–2015 in driving

business improvements.

Following the resignation of the Director

Corporate Services during the year there was

an opportunity to review the organisational

structure. Most of the responsibility of the

Corporate Services Directorate was transferred

to the Governance and Community Relations

Directorate, which was renamed Corporate

and Community Relations. A Chief Financial

Strategist position was also created that

reports in to the Director Corporate and

Community Relations and who oversees

Procurement, Rating and Revenue and

Finance. Asset management, which previously

sat in the Corporate Services Directorate,

was transferred to the Infrastructure and

Environment Directorate.

During the year, an IT Governance Group and

Business Transformation Project Team were

also established to further embed a culture of

improvement in the organisation, focussing on

technology as an enabler. The role of these two

groups is to further enhance the community’s

and other stakeholders’ experiences when

interacting and transacting with Council. This

is a major step in creating a community first

culture, which aims to offer our residents and

customers online access to Council services.

The 2014–2015 financial year

results reflect Council’s ongoing

commitment to financial and

infrastructure sustainability as

outlined in Council’s Long-term

Financial Plan.

Financial Summary

Council’s financial position continues to remain

sound. A summary of our performance is

outlined below. Detailed information relating

to Council’s financial performance is included

within the Financial Statements and Performance

Statement sections of this Report.

Operating Position

Council achieved a surplus of $31.42 million in

2014–2015. This surplus compares favourably

to the prior year’s surplus of $5.37 million. The

adjusted underlying surplus of Council, after

removing non-recurrent capital grants, cash

capital contributions and non-monetary capital

contributions, is a surplus of $13.78 million.

This compares favourably to the expected

target of >0%. Sustaining an adjusted

underlying surplus is a critical financial strategy

that provides capacity to renew the $1.73 billion

of community assets under Council’s control.

Liquidity

Cash has increased by 114 per cent from

the prior year mainly due to the receipt of

Financial Assistance Grants from the Victorian

Government totalling $6.9 million; this relates

to the first and second quarter allocations of

the 2015–2016 year. Furthermore, funds of

$16 million allocated for capital works were

not expended during the 2014–2015 financial

year and were carried forward to be spent in

2015–2016. The working capital ratio, which

assesses Council’s ability to meet current

commitments, is calculated by measuring

Council’s current assets as a percentage of

current liabilities. Council’s result of 200 per

cent is an indicator of satisfactory financial

position and within the expected target

band of 120 per cent to 200 per cent.

Introduction |

Chief Executive Officer’s Message | Financial summary

Financial summary

-5,000

5,000 0

10,000

15,000

20,000

-10,000

-15,000

-20,000

2011–12

2012–13

2013–14

2014–15

Adjusted Underlying Surplus / (Defecit)($’000)

Working Capital Ratio (%)

50 0

100 150

200

166.71

117.92

93.66

200.66

250

2011–12

2012–13

2013–14

2014–15

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Obligations

Council aims to ensure that it is able to maintain

its infrastructure assets at the expected levels,

while at the same time continuing to deliver the

services needed by the community.

At the end of the 2014–2015 year Council’s debt

ratio, which is measured by comparing interest

bearing loans and borrowings to rate revenue

was 35 per cent, which was within the expected

target band of 20–60 per cent.

Council’s asset renewal ratio, which is measured

by comparing asset renewal expenditure to

depreciation was 53 per cent, which is below

the expected target band of 90–110 per cent.

This is due to asset renewal falling in the

2015 year as capital funding is diverted into

constructing the Brimbank Community and

Civic Centre.

Stability and efficiency

Council raises a wide range of revenues

including rates, user fees, fines, grants and

contributions. Despite this, Council’s rates

concentration which compares rate revenue to

adjusted underlying revenue was 70 per cent

for the 2014–2015 year, which is toward the

top end of the expected target band of 40–80

per cent. Council has focused on broadening its

revenue base and for the 2014–2015 year was

able to keep its rate increase to 6.65 per cent.

This resulted in an average residential rate per

residential assessment of $1,465.55, which

compares favourably to similar councils in the

outer metropolitan area.

Economic factors

Financial Assistance Grants

Prior to the end of the 2014–2015 financial

year, Council received Financial Assistance

Grants from the Victorian Government totalling

$6.7 million relating to the first and second

quarter of the 2015–2016 year. As Council must

recognise these grants as revenue in the period

they are received, this has increased the surplus

of Council for the 2014–2015 year.

Rate Capping

The Victorian Government has committed to

capping the level of Local Government rate

increases to the Consumer Price Index. The

Minister for Local Government has asked the

Essential Services Commission to develop a

Local Government Rate Capping Framework

and provide a final report by October 2015.

The details of the Framework are not available

at this time, but are expected to apply from

2016–2017 year. The impact on Council is

that savings will need to be identified across

its operations to offset the reduced rates

income in the future. Work has commenced

on identifying these savings so Council has a

financially sustainable plan going forward.

Brimbank City Council delivers

more than $100 million in services

and programs. Council’s vision for

Brimbank as the dynamic centre

of Melbourne’s West, with a

community that is proud, diverse

and connected is supported by

this service provision.

The range of programs and services address

needs across the community, from the business

sector, environment, community wellbeing,

roads and infrastructure to animal management.

Community take-up of the services and programs

show the importance of these Council functions.

The Council Plan 2013–2017

outlines Council’s

Strategic Directions, which are supported by

a number of other Council strategies, plans

and policies. This includes the Annual Budget

2014–2015, which highlights project priorities

and spending.

Council’s Strategic Objectives are monitored

by a set of service performance indicators and

measures. They offer a corporate framework for

the delivery of services, facilities, support and

advocacy and achieving the vision and objectives

outlined in the Brimbank Community Plan. The

Council Plan sets out Council’s key strategic

directions and actions for a four year period.

Council’s actions are guided by Victorian and

Australian legislation which supports good

governance and enables Council to responsibly

deliver a community first approach.

Major capital works

During 2014–2015 the major capital works

included the following:

Brimbank Community and Civic Centre

The Brimbank Community and Civic Centre is a

once-in-a-generation project being constructed

on Hampshire Road in the Sunshine Town Centre.

The purpose-built building will include:

• A new Sunshine Library over two levels

• A new Sunshine Customer Service Centre

• A range of community meeting spaces

• Council Chambers

• Exhibition spaces, and

• A local history interpretive centre.

The Brimbank Community and Civic Centre will

also provide new offices for Council staff that are

currently located in a number of offices around

Sunshine and in Keilor, as well as tenant spaces

for other businesses.

Contractors commenced demolition works on

the former Sunshine Library and Customer

rvice Centre building on Hampshire Road

in October 2014. Construction commenced

in November 2014.

e new centre is on track to be completed

mid-2016 at a total cost of $52 million.

Errington Community Centre redevelopment

The Errington Community Centre and Performing

Arts Facility in Princess Street, St Albans,

is being redeveloped to provide accessible,

flexible community spaces and places for

all life stages for residents today and for

nerations to come.

The project will include the construction of a

second storey above the existing single storey

building, in addition to the reconfiguration and

improvement of existing facilities including halls,

meeting and activity spaces, as well as support

amenities such as kitchens and toilets.

New facilities will include a 200-seat flexible

performing arts space with associated support

spaces, additional meeting rooms, rehearsal

room, a dance space, art and craft studio, a

consultation room, office support space and

education/training spaces.

The project also includes a civic entry plaza,

landscaping and site improvements to integrate

the newly refurbished and expanded facility

within the wider, cohesive, Errington Precinct.

The total cost of the project is $8.96 million

and includes $2.5 million from the St Albans

Community Centre Co-Operative Ltd and a

$500,000 Community Support Fund grant

from the Victorian Government.

In A

pril 2015, Council awarded the contract

and the official contract between parties

s signed mid-June for construction of the

redevelopment to Devco Project & Construction

Management Pty Ltd.

The project is expected to be completed

in late 2016.

Extension of the Keilor Basketball

Netball Stadium

Construction of the extension of the Keilor

Basketball Netball Stadium commenced

in September 2014 and is anticipated to open

later in 2015.

e $6.5 million extension includes three new

basketball and netball courts. These courts are

expected to host high level games and attract

up to elite level training and competitions to

Brimbank. The extension also includes a 200

seat grandstand, change rooms and toilets,

a courtyard, and storage shed. The project

included construction of the car park in front

of the stadium.

urts will also be line-marked for other

uses including badminton and volleyball

to ensure they meet Brimbank’s growing

rting demands.

The project is supported by investments by

the Keilor Basketball Association ($1.2 million)

and

Victorian Government ($650,000).

Upgrade of Hampshire Road

(Dickson Street to Devonshire Road)

In October 2014, Council adopted the

Hampshire

Road Master Plan 2014

, which outlines a vision

for the evolution of Sunshine’s premier ‘main

street’ in four stages.

In April 2015, the contract was awarded for

the construction of stage one of the Hampshire

ad upgrade and construction commenced

in May 2015.

age one works included footpath and street

lighting upgrades, a raised pedestrian crossing

and construction of a sculptural seating wall.

Works will be constructed at a cost of $1,180,000

including a $200,000 grant from the Victorian

Government’s Community Infrastructure Fund

and are expected to be completed later in 2015.

Continuation of parks

and playground upgrades

In continuing the implementation of Brimbank’s

Creating Better Parks – Open Space and

Playground Policy and Plan Council

completed

five playground upgrades during 2014–2015.

Upgrades included Verona Drive Reserve

Suburban Park in Taylors Lakes at a cost

of $440,000, and a total of $400,000 in

neighbourhood park upgrades at:

• Cromwell Reserve, Kings Park

• Bonfield Reserve, Keilor

• Proctor Crescent Reserve, Keilor Downs

• Empress Court Reserve, Sunshine.

Roads, footpaths and pedestrian facilities

Council continued to implement the Road Asset

Management Plan through the delivery of a $16.9

million road rehabilitation and upgrade program.

Some of the projects completed as part of this

program include road pavement rehabilitation

works to Industrial Drive, Tullamarine ($813k),

Cox Street, St Albans ($778k) and Conrad Street,

St Albans ($555k). Local Area Traffic Management

works were also completed in Albanvale at a cost

of about $450,000.

Council also commenced the construction of

Jones and Bunting roads in Brooklyn, with a total

project value of $2.6 million.

Sports facilities

Council continued to invest in upgrades at

sporting facilities across the municipality.

Council commenced an upgrade of the male and

female change rooms at St Albans Leisure Centre

in January 2015. Works were completed in May

2015 at a cost of $265,000.

Council successfully completed its $200,000

2014–2015 sports reserve lighting renewal

program for the year.

The sports ground irrigation was upgraded

at Keilor Park Oval 2.

In M

arch 2015, the Keilor Park soccer pitch 3 flood

light installation project and Arthur Beachley

Reserve flood light installation project were

completed. The projects cost approximately

$363,000 and were funded by Council, including

a contribution of $10,000 from Keilor Park Soccer

Club for the Keilor soccer pitch 3.

In May 2015, Council completed the

redevelopment of Dempster Park change

rooms. The project was funded by Council

at a cost of approximately $1.3 million.

uncil commenced installation of new sports

reserve lighting at Selwyn Park Reserve as part

of Council’s sports ground lighting upgrade

program. Work commenced in June 2015

and is due for completion in 2015–2016.

The project will cost $200,000.

uncil also tendered for the refurbishment of

the Larissa Reserve pavilion in North Sunshine.

Works are scheduled to commence in 2015–2016.

Financial summary (continued)

Description of Operations

Introduction |

Financial summary | Description of Operations

10 15

25 30

35 40

2011–12

2012–13

2013–14

2014–15

100

20 30

50 60

70 80

2011–12

2012–13

2013–14

2014–15

Loan Borrowings (%)

Asset Renewal (%)

Rate Concentration (%)

66 64

68 70

74 76

2011–12

2012–13

2013–14

2014–15

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

July 2014

August 2014

September 2014

October 2014

November 2014

December 2014

Significant service achievements 2014

• Council finalised arrangements with

the Department of Education and Early

Childhood Development, to begin clearing

and improvement works to the section of

the former Sunvale site purchased to create

a community park, ahead of Council taking

ownership of the site in early 2016

• Council endorsed Planning Scheme

Amendment C105, which has the potential

to unlock the Sunshine Town Centre and

generate over $1 billion in investment

and referred it to the Minister for Planning

for approval

• Council opened a $430,000 suburban

park upgrade of Dalton Drive Reserve

in Sunshine West

• Council introduced heritage overlay

Amendment C171 – Heritage Gaps Stage 2

to the Brimbank Planning Scheme, to apply

heritage controls to two properties at

11 King Edward Avenue, Albion and

17–27 Maxweld Street, Ardeer

• Council adopted its 2014–2015 Annual

Budget, demonstrating a commitment to

enhancing Brimbank’s social and physical

infrastructure through a capital works

program of $65.7 million, while having a plan

in place to maintain stability of the City’s

finances and ensure rates are predictable

going forward.

• Council took further steps to protect local

buildings and sites of heritage significance,

through an amendment to the Brimbank

Planning Scheme (Amendment C167 –

Heritage Gaps Report and Heritage Policy

Review). The amendment responded to

recommendations in the Heritage Gaps

Report 2014, which had assessed additional

sites of potential heritage significance and

anomalies within the Brimbank Heritage

Study of 2007

• Council received a commitment of $1.2

million funding over five years from the Keilor

Basketball Association (KBA) towards the

Keilor Basketball and Netball Stadium (KBNS)

redevelopment to fund a third new court to

be built as part of the stadium expansion

• The Sunshine Library and Sunshine Customer

Service Centre moved temporarily from

Hampshire Road to new locations in the

nearby Sunshine Municipal office precinct, to

make way for construction of the $52 million

Brimbank Community and Civic Centre

• On Friday 1 August Brimbank City Council

was announced Sustainable City of the

Year at the Keep Australia Beautiful

Awards Victoria awards which encourage,

motivate and celebrate local sustainability

achievements. Brimbank took out the

honours for the Community Action and

Leadership Award for the Brimbank Gems

Program and Resource Recovery and Waste

Management Award for the Sustainable

Living Expo.

• Winners of the Brimbank Writers Awards,

part of the 2014 Brimbank Writers and

Readers Festival, were announced following

320 entries across seven categories

• Council won the Stormwater Victoria Award

for Research and Innovation for its system

to manage the ongoing maintenance of its

Stormwater pipe assets

• Council called for tenders for the

$8.9 million redevelopment of Errington

Community Centre

• Council successfully prosecuted the owner of

an unregistered dog involved in an attack at a

sporting venue in June, with the owner being

fined and placed on a good behaviour bond

• Council won two Parks and Leisure Australia

awards gaining national recognition.

The Brimbank Cup won the Inclusive and

Connected Communities Award at the 2014

Parks and Leisure Australia National Awards,

while the online sports facility allocation

system won the Use of Technology Award

• Council launched a new Learning Hub — a

new online portal on the Brimbank Libraries’

upgraded website, to enhance learning

opportunities for the community

• Council supported the Sunshine Lantern

Festival, a free community event, organised

by the Sunshine Business Association

in Hampshire Road, Sunshine, which

included entertainment and a spectacular

fireworks display.

• Nominations opened for the Brimbank

Australia Day Awards, which recognises

community achievement by individuals or

groups who make a significant contribution,

or provide outstanding service, to the

Brimbank community

• Council commenced the Light Up Sunshine

program to improve vibrancy of the

town centre, attract visitors and address

perceptions around community safety.

It included a range of events from January

to March, including movies in the park,

live music as well as lighting upgrades

• Council endorsed the St Albans Leisure

Centre Feasibility Study, which positioned

Council to advocate for future external

funding opportunities

• Council held an investment forum in Sunshine

to showcase Sunshine’s development

potential, including its central location

to the West and proximity to the CBD

• Council adopted the

Hampshire Road Master

Plan

, cementing a vision for the evolution

of Sunshine’s premier main street

• Council adopted the Keilor Office Building

Future Use Project Progress Report, which

listed potential future uses for Brimbank City

Council’s Keilor Office Building developed

through community consultations

• Council awarded a contract for construction

of the new $52 million Brimbank Community

and Civic Centre

• Council held the Kids Day Out in Brimbank,

featuring musicians, storytelling, workshops,

sporting activities and more, at the Errington

Community Centre, St Albans

• Brimbank Youth Services’ B-Creative Urban

Aerosol Art Program was recognised as a

finalist in the 2014 READYS (Recognising

Excellence Awards for Delivery of Youth

Services) in the Local Government Category.

• Council endorsed Low Carbon West —

a strategy to reduce greenhouse gas

emissions, developed by the Western

Alliance for Greenhouse Action (WAGA),

a representative of western region

local councils

• Brimbank’s New Residential Zones came into

effect following the Minister for Planning’s

approval of Amendment C158. The zones

are applied in accordance with the Brimbank

Housing Strategy ‘Home and Housed’ to

provide for the Neighbourhood Residential

Zone (low change), General Residential Zone

(medium change) and the Residential Growth

Zone (high change) across the municipality

• Council launched public artwork, Reflexio

Qualis, at the bus interchange in Sunshine,

on the corner of Hampshire Road and

Dickson Street

• Council was awarded the National Award for

Resource Recovery and Waste Management,

after it represented Victoria at the National

Keep Australia Beautiful — Sustainable Cities

awards, held in Adelaide.

• The Greening the West initiative, which

aims to improve health through increased

urban greening in Melbourne’s western

metropolitan area, was recognised at the

Victorian Health Promotion Foundation

Awards. Council was a member of the

steering committee that developed the

Greening the West strategy

• Council approved Brimbank Planning

Scheme Amendment C166 – New

Residential Zones Stage 2, which was

then submitted for review by the State

Government’s Residential Zones Standing

Advisory Committee

• Council completed a new North Sunshine

Industrial Estate stormwater detention

tank, as part of its ongoing commitment

to essential services and infrastructure

in the area

• Council adopted a

Community Facilities and

Reserves Allocation Policy

, providing a strong

and robust process that will ensure available

facilities and reserves are allocated in a fair

and transparent manner, with maximum

benefit to the community

• Council opened a new $100,000 playground

at Cromwell Reserve in Kings Park

• Council launched a mosaic mural celebrating

community partnerships and local history

in the Deer Park Arcade, Ballarat Road

• For the second year running, Council

presented Carols at the Castle at

Overnewton Castle, with proceeds

from the sale of the tickets going to

the Brimbank Community Fund.

Introduction |

Significant service achievements 2014

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Significant service achievements 2015

• The 2015 Brimbank Australia Day Award

winners were announced at a special

ceremony attended by award winners

and nominees, their families and friends.

The winners were: Citizen of the Year,

Kim Thien Truong; Young Citizen of the

Year, Maima Massaquoi; Environmental

Achievement Award, Friends of Iramoo;

Cultural Achievement Award, Loketi Niua

Latu; Educator of the Year, Yvonne Reilly;

Lifetime Achievement Award, Allan ‘Titch’

Williams; Essential Services Excellence,

SES Brimbank Unit

• The City of Brimbank hosted one of the

largest citizenship ceremonies in Victoria,

with 180 conferees receiving Australian

Citizenship on Australia Day, 26 January.

• The 2015 Brimbank Sustainable Living

Expo, featuring Gardening Australia’s Costa

Georgiadis and showcasing sustainability

in the West, was held at St Albans’ Westvale

Community Centre

• Council welcomed an additional $950,000

in State Government funding to seal

and improve Jones and Bunting roads

in Brooklyn’s Industrial Precinct

• More than 32 teams competed in the fourth

annual award-winning Brimbank Cup

tournament, which was delivered by

Council in partnership with Victoria Police

and Balmoral Football Club and supported

by the Football Federation Victoria and

Melbourne Victory

• Brimbank Libraries launched a new Mobile

Print service allowing library customers

to print documents from any mobile device.

• Council’s In2Sport Program approved

its 1000th application supporting young

people in Brimbank to get involved in sport.

Applicants are eligible for up to $200

financial assistance to contribute to club

fees, for Brimbank children whose family

holds either a Health Care Card or Pension

Concession Card

• Sunshine Pho Fever was held across

three nights in March, as part of the 2015

Melbourne Food and Wine Festival. Hosted

by the Sunshine Business Association for the

third year and supported by Council, the 2015

event celebrated 40 years of Vietnamese

settlement in Australia and Sunshine with

the ultimate Vietnamese progressive dinner.

• Brimbank Libraries extended opening

hours in response to customer feedback

and a review of library processes

• Council adopted the

Brimbank Youth

Strategy 2015–2019

to address the needs

of young people aged 12 to 25 years old

that live, work, study or socialise in Brimbank

• Council awarded a contract for the highly

anticipated redevelopment of Errington

Community Centre in Princess Street, St Albans

• Council took another step towards

introducing a Design and Development

Overlay in Keilor Village to help maintain

the village character of the Keilor Town

Centre. Council requested the Minister

for Planning to appoint a panel to review

an unresolved submission objecting to

the proposed Brimbank Planning Scheme

Amendment C162 – Keilor Village Design

and Development Overlay

• Council completed a background report on

the Sunshine National Employment Cluster

that was provided to the Metropolitan

Planning Authority (MPA), to help inform

its preparation of the Sunshine National

Employment Cluster Framework Plan

• The great work of local sporting clubs was

acknowledged at the annual 2015 Brimbank

Sports Awards; clubs and individual club

members were awarded in six categories

• Council completed stage two of a program

to replace 11,500 streetlights, part of a larger

program, to save more than $500,000 in

electricity and maintenance bills each year.

• Construction began on the first stage of

the $1.8 million Hampshire Road Master

Plan implementation, concentrating on the

area between Devonshire Road and Dickson

Street, Sunshine. The first of four stages,

stage one works include footpaths and

street lighting upgrades, a raised pedestrian

crossing and a sculptural seating wall

• Community consultation began on the

proposed Ardeer Green Activity Hub,

which could include criterium racing,

and mountain bike and BMX facilities

with significant tree planting and remnant

grassland rehabilitation

• Work commenced on a $2.6 million project to

seal Bunting and Jones roads to reduce dust

and address air quality concerns associated

with the Brooklyn Industrial Precinct

• Council made a submission to the Royal

Commission into Family Violence outlining

Council’s recently adopted

Plan to Prevent

Men’s Violence Against Women – Towards

Gender Equity

• Council adopted its 2015–2016 Annual

Budget, to help Council deliver services

and works that reflect community needs

and expectations while also keeping rates

as low as practicable

• Council adopted the

Council Plan 2013–2017

(Year 3 – Updated 2015) and the

Strategic

Resource Plan

, following public consultation

• Council adopted the

Brimbank Children’s

Plan 2015–2019

, to guide the development

and coordination of education, care, health

services, infrastructure and activities for

children up to 12 years and their families

• Community satisfaction with Brimbank

City Council’s performance continued to be

generally stable, according to the results

of the 2015 Local Government Community

Satisfaction Survey coordinated by the

Department of Environment, Land, Water

and Planning (DELWP)

• The inaugural Brimbank Community Fund

grants were awarded, with four recipients

receiving grants totalling $15,000. The

Brimbank Community Fund is a charitable

fund account of the Lord Mayor’s Charitable

Foundation that provides a permanent and

growing source of much-needed investment

for the Brimbank community

• Council supported a proposed planning

scheme amendment (C181) to facilitate the

removal of the dangerous Furlong Road level

crossing, after it was funded and fast tracked

to be delivered with the Main Road, St Albans

Level Crossing project works starting in 2015

• Council successfully prosecuted a property

owner and builder for carrying out building

work without a building permit, in

contravention of the

Building Act 1993

• Council successfully prosecuted an individual

who had dumped a truckload of household

waste in Sun Crescent, Sunshine.

Introduction |

Significant service achievements 2015

January 2015

February 2015

March 2015

April 2015

May 2015

June 2015

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Local Law No. 3, 2014 – Governance

(Major Policy Consultation) (July 2014)

This law is designed to promote transparency

of decision-making. It enables Council to

determine whether a policy is, or is not, a ‘major

policy’ and prescribes a public consultation

process to be followed when the Council

proposes to make, amend, modify or revoke

a ‘major policy’.

Sports Facility Hire, Licenses

and Leases Agreement Policy

(July 2014)

Council’s Sports Facilities Agreement provides

guidance for the ongoing allocation of 46

sporting pavilions, 94 playing fields, and 40

courts to community sports clubs. The policy

was updated to provide Council with a basis

to enter into new formal agreements with all

sports clubs for the future.

Brimbank Place Naming Policy

(August 2014)

The purpose of the policy is to provide guidance

for the naming of geographic places, features,

localities and roads in the City of Brimbank.

The policy places an emphasis on preserving

the City’s identity and heritage, recognising its

rich cultural and ethnic diversity, and ensuring

naming decisions are made in the best interests

of the whole community.

Revised Protected Disclosures Policy

and Procedure (August 2014)

Key changes to Brimbank Council’s revised

Protected Disclosures Policy

and procedures

mainly relate to clarification around disclosures

being made confidentially (in the policy),

consistent terminology, and updated links,

contact details and penalty units information.

Revised Asset Management Policy

2014 (September 2014)

The policy serves to outline a strategic

framework for the management of

infrastructure assets to deliver Council’s Vision.

Council’s previous

Asset Management Policy

was adopted in 2011. The revised policy aims

to present its objectives in a more succinct and

easier to interpret way.

Brimbank Community Grants Policy

2014 – Major Policy (October 2014)

This Major Policy guides the delivery of the

Brimbank City Council Community Grants

Program, which provides one-off financial

assistance to not-for-profit organisations that

deliver services or undertake activities that

benefit the Brimbank community.

Brimbank Community Strengthening

Policy (October 2014)

This policy provides the context for Council’s

actions and commitment to building stronger,

more resilient communities. It identifies key

information that will guide Council’s support

for Brimbank’s individuals and community

groups to increase civic participation, and

ensure robust, accessible and democratic

local organisations.

Hampshire Road Master Plan

(October 2014)

The

Hampshire Road Master Plan

has been

created to guide the development of Sunshine’s

premier ‘main street’ as it evolves to meet the

needs of a changing and growing population.

The Master Plan guides the redevelopment of

the precinct as a unique, vibrant, legible, safe

and comfortable place for pedestrians, cyclists

and public transport users.

Sunshine Town Centre Pedestrian

Way Finding Signage Strategy

(October 2014)

This strategy has been developed to improve

the legibility, accessibility, connectivity and

identity of the Sunshine Town Centre, by

defining a distinct and clearly delineated

network of pedestrian connections across

public and private spaces.

Privacy and Health Records Policy

Review 2014 (November 2014)

The policy governs how Council works within

the legislative framework to comply with the

Information Privacy Principles (IPPs). It provides

information to the community about how their

private information will be used and protected

by Council. The

Privacy and Health Records

Policy

was revised and updated following

changes to Victorian privacy legislation.

Integrated Asset Management

Strategy 2014–2024

(December 2014)

The strategy has been revised in line with the

strategic directions set out in the

Council Plan

2013–2017

. The strategy outlines long-term

actions and objectives for the management of

infrastructure assets, to deliver Council’s vision.

Community Facilities and Reserves

Allocation Policy Major Policy

(December 2014)

This policy provides the direction for the

allocation of available community facilities and

reserves within Brimbank to ensure their fair

and equitable distribution to sports clubs and

community groups within Brimbank, and ensure

the optimal use of community facilities to meet

community needs.

Council adopted the following strategies, policies and plans in 2014–2015.

The

Local Government

(Brimbank Council) Act

2009

to dismiss elected

Councillors was passed by

the Victorian Parliament

on 12 November 2009.

About the Administrators

Administrators act as the Council,

and have no additional power

outside the formal decision-making

process as outlined in the

Local

Government Act 1989

Administrators have no special

responsibility to the Victorian

Government, nor any special

reporting relationship.

The Governor in Council appointed

a panel of three administrators on 17

November 2009 on the advice of the

Minister for Local Government.

This panel was to be in place until the

Local Government elections in 2012.

In May 2012, the Victorian Government

extended the Administration of the

Brimbank City Council to March 2015 with

changes to the composition of the panel

taking place from October 2012.

In May 2014, the Victorian Government

introduced legislation into parliament

to further extend the term of

Administrators until October 2016,

aligning with state-wide Council elections.

John Tanner was appointed as an Administrator

on 11 March 2014, bringing extensive

experience in Local Government, small

business, and regional development.

He was a Commissioner of the Shire of Delatite

from 1994–1997 following amalgamations.

He is well regarded for his expertise in

community engagement, management,

governance, and strategic planning.

Brimbank Electronic Gambling Policy

2015–2019 (December 2014)

Council recognises the potential for significant

harm caused from electronic gaming products,

in particular electronic gaming machines (EGMs)

and the important role Local Government

plays in minimising the harm associated with

EGMs. This policy outlines Council’s approach to

managing the location and the social economic

impacts of EGMs.

Brimbank City Council’s Plan to

Prevent Men’s Violence Against

Women (2015–2019) (March 2015)

Council’s

Plan to Prevent Violence Against

Women

reaffirms Council’s long-term

commitment to address the underlying causes

of violence against women. Accountability to

actions outlined in this plan will be achieved

through ongoing monitoring and annual

reporting to Council and the community.

Brimbank Youth Strategy 2015–2019

(April 2015)

This four-year strategy was adopted to

address the needs of young people aged

12 to 25 years old, who live, work, study or

socialise in Brimbank. It is part of a longer-term

vision for Brimbank as a community of active

and connected young men and women with

opportunities, choices, and a strong sense

of belonging.

Brimbank City Council – Council Plan

2013–2017 (June 2015)

The updated

Brimbank City Council Plan

2013–2017

guides Council’s work to strengthen

community capacity, enhance urban and

public places, improve transport networks,

boost local economy and deliver responsive

and much needed community services.

Local Law No. 1, 2015

(Meeting Procedure) (June 2015)

The Meeting Procedure Local Law regulates

use of Council’s common seal, election of the

Mayor, Deputy Mayor and Chairs of Special

Committees, and governs the conduct of

meetings of the Council and its Committees.

To view these documents or other Council

plans, strategies, policies or guidelines,

visit

www.brimbank.vic.gov.au

About the Council

The Administrators act as members

of Council and govern on behalf of

the citizens of Brimbank.

Brimbank City Council operates

under the requirements of the

Local Government Act 1989

Brimbank City Council has an obligation

to achieve best value for its community

and stakeholders and to ensure the

community receives the most benefit

from available resources.

The

Council Plan

guides future planning in

Brimbank and establishes priorities for action.

Council’s annual planning process involves:

• Engaging with and seeking input

from the community

• Analysing social, political, economic

and natural environment factors

and influences setting the strategic

objectives of the Council

• Developing strategies to

achieve the objectives

Strategies, policies and plans adopted

Our Council

Introduction |

Strategies, policies and plans adopted | Our Council | The Brimbank Administrators Panel

• Establishing strategic indicators for

monitoring the achievement of the

objectives

• Determining financial and

non-financial resource requirements

• Coordinating the implementation

of strategies, and

• Monitoring, reporting, evaluating

and improving performance.

The Administrators are guided in their

decision-making by legislation and a range of

Council policies, including, but not limited to:

•

cal Government Act 1989

•

Planning and Environment Act 1987

•

ad Management Act 2004

•

Bri

mbank Council Plan 2013–2017

•

General Local Law 2008

•

Bri

mbank Community Plan 2009–2030

• Governance (Major Policy Consultation) 2014.

In June 2015 Council adopted a new local law,

Governance (Meeting Procedure) Local Law

No. 1, 2015. This law is intended to ensure

increased transparency of Council

decision-making and further enhance

its community consultation processes.

The purpose of this Local Law is to:

• Provide for the election of the Mayor

• Regulate the use of the common seal

• Provide for the procedures governing

the conduct of Council Meetings,

Special Committee meetings and

Advisory Committee meetings

• Set the rules of behaviour for those

participating in or present at Council

Meetings, Special Committee meetings,

Advisory Committee meetings, and

• Provide for the appointment of Councillors

as members of committees established by

the Council or as Council representatives

to external committees and organisations.

Council’s suite of plans, strategies and

policies are available to view on the

website,

www.brimbank.vic.gov.au

Jane Nathan was appointed as an Administrator

on 20 November 2012. She has a long and

successful association with Local Government.

She was a Commissioner of Brimbank City

Council following amalgamations in 1994, and

prior to that was a Councillor and Mayor for the

City of Hawthorn.

Jane is well known in the Local Government

sector, particularly for her skills and experience

in community relations and strategic planning.

Jane Nathan,

Administrator

0419 101 411

janen@brimbank.vic.gov.au

John Tanner,

Administrator

0409 417 849

johnt@brimbank.vic.gov.au

John Watson,

Chair

0419 984 675

johnw@brimbank.vic.gov.au

Mr John Watson is the Chair of the Panel

of Administrators.

He was appointed by the Governor in Council

on the advice of the Minister for Local

Government and commenced on 1 November

2012. Mr Watson worked previously as the

Executive Director of Local Government

Victoria, within the Department of Planning

and Community Development, since early 2007.

John has more than 40 years of experience

working with Local Government, including as Chief

Executive Officer of the Shire of Bulla, and the

Moonee Valley and Hume City Councils, and also

at the Victorian Government level, specialising

in the area of governance and legislation.

The Brimbank Administrators Panel

Brimbank’s Administrators are responsible for making decisions about local issues and ensuring the ongoing enhancement

of the liveability, productivity and sustainability of the City and for all members of the Brimbank community.

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Executive Management Team at 30 June 2015

Bill Jaboor

Chief

Executive Officer

Paul Younis

Director Infrastructure

and Environment

Stephen Sully

Executive Officer,

Positioning Brimbank

Stephen Sully, previously General Manager

City Development, was appointed Executive

Offi cer Strategic Positioning in September

2012. In this role Stephen works with the Chief

Executive Offi cer and Council to advocate and

attract investment, development, facilities and

services to key locations of the municipality.

Stephen is an urban planner with over 30

years of professional experience. He has led

numerous planning and economic development

areas for local and Victorian Government.

Prior to joining Brimbank Stephen was director

of a private planning consultancy.

Bachelor of Arts Urban Studies.

Bill Jaboor was appointed Chief Executive

Offi cer of Brimbank City Council in 2012. He

has over 46 years of experience working in

diff erent roles within Local Government across

Victoria and Queensland, including a total of

21 years as CEO at the Cities of Brimbank,

Hobsons Bay, Greater Shepparton and Benalla.

Bill also has extensive experience across

industry, health and education. He is currently

Chair of the Western Melbourne Regional

Development Australia Committee and

Board Member of Community Chef. He is

also a Board Member of the Alpine Resorts

Co-ordinating Council and past Board

Member of the Port Phillip and Westernport

Catchment Management Authority.

Associate Diploma of Business Studies,

Bachelor of Arts, MBA, Harvard University

short course for State and Local Government

Executives, and Williamson Leadership Fellow.

Stuart Menzies

Director

City Development

Stuart Menzies is an urban planner with

25 years’ experience. Stuart joined Brimbank

City Council in 2005 and was appointed to the

position of Director City Development in June

2013. Prior to working with Brimbank, Stuart

held management roles at Yarra Ranges Shire

Council and Nillumbik Shire Council, and has

worked in China with Australian Volunteers

International advising on sustainability policy

and social impact assessment.

Stuart is a Vice President — Local Government

of the Planning Institute of Australia’s

Victorian Committee.

Bachelor of Applied Science (Planning),

Graduate Diploma in Public Policy,

Masters of Environmental Studies.

With over 30 years’ experience in Local

Government prior to coming to Brimbank

in November 2010, Helen Morrissey was the

General Manager of Corporate Services at

Maribyrnong City Council, and prior to that

had a variety of management roles in both

community services and corporate areas

at Darebin City Council.

Helen is responsible for the Corporate and

Community Relations Division that has a focus

on providing reliable, consistent value-adding

support to internal services across the Council

in a range of areas, enabling the organisation

to continuously improve and deliver effi cient

eff ective services whilst improving Council’s

relation with the community.

The Corporate and Community Relations

division incorporates the Governance,

Communications, Customer Service, Financial

Services, Procurement and Rating and Process

Management units, People and Performance,

IT Services and Business Transformation.

Graduate Diploma in Social Science, Diploma

Human Service Research & Evaluation,

Certifi cate of Marketing Practice.

Paul Younis commenced at Council in July 2010.

Paul has over 20 years’ experience in a range

of senior management positions.

Prior to joining Brimbank, Paul held the position

of Chief Executive Offi cer of Corangamite

Shire Council, and in 2014, Paul was seconded

for six months as Acting Chief Executive

Offi cer of Buloke Shire Council. Along with

experience in the water sector, Paul has

also worked for consulting engineering

companies based in Frankston and Mornington.

Bachelor of Civil Engineering,

Post Graduate qualifi cations in Law,

Graduate Diploma in Business.

Neil Whiteside

Director

Community Wellbeing

Helen Morrissey

Director Corporate and

Community Relations

Neil Whiteside has worked in Local Government

for over 15 years in various management roles.

Neil was appointed to the position of Director

Community Wellbeing in June 2013. Previously Neil

held the position of Group Manager Operations

at Council since January 2008. Prior to joining

Brimbank, Neil held several management

positions at Whittlesea City Council.

Masters in Environmental Science, Bachelor

of Education/Environmental Science (Neil is

currently completing a Masters of Public Policy

and Management).

Our People

| Dynamic Centre of the West

Our People |

Executive Management Team at 30 June 2015

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

As at 30 June 2015, Council employed 1,368 people (854 Full-Time Equivalent), which is a slight decrease

from 2013–2014.

Workforce turnover overall for the year increased slightly on the previous year, reaching 10 per cent, a one percentage point increase on 2013–2014.

The average age of Council’s workforce is 45.5 years. Sixteen per cent of Council employees are in the 61-plus age group, with these staff

predominantly employed as School Crossing Supervisors and within Council’s Operations Centre.

Organisation structure at 30 June 2015

Workforce profi le

MANAGER

COMMUNITY CARE

John MacDonagh

CEO

Bill Jaboor

DIRECTOR

COMMUNITY

WELLBEING

Neil Whiteside

DIRECTOR CITY

DEVELOPMENT

Stuart Menzies

DIRECTOR

INFRASTRUCTURE

AND ENVIRONMENT

Paul Younis

DIRECTOR

CORPORATE AND

COMMUNITY RELATIONS

Helen Morrissey

MANAGER LEISURE

SERVICES

Ashley Fleming

MANAGER LIBRARIES

AND LEARNING

Christine McAllister

MANAGER COMMUNITY

PLANNING AND

DEVELOPMENT

Kath Brackett

MANAGER

CITY STRATEGY

Leanne Deans

MANAGER BUILDING

AND DEVELOPMENT

COMPLIANCE

Ashley Hansen

MANAGER CITY

PLANNING

Kristen Gilbert

EXECUTIVE OFFICER

POSITIONING

BRIMBANK

Stephen Sully

MANAGER

ENGINEERING SERVICES

Adrian Ashford

MANAGER

URBAN DESIGN

Adrian Gray

ACTING MANAGER

ENVIRONMENT

Matthew Aquilina

GROUP MANAGER

OPERATIONS

Tom Razmovski

MANAGER PEOPLE

AND PERFORMANCE

Helen Lawless

MANAGER

FINANCIAL SERVICES

Jacqueline Vanderholt

MANAGER

GOVERNANCE

Melanie Fleer

MANAGER REVENUE

AND QUALITY SYSTEMS

Peter Horne

MANAGER MEDIA

AND

COMMUNICATIONS

Rebecca Solomon

CHIEF FINANCIAL

STRATEGIST

Shane Marr

MANAGER

PROPERTY

Trent Prince

MANAGER

ASSET SERVICES

Dominic Di Martino

MANAGER CITY

COMPLIANCE

Herb Horell

MANAGER

CUSTOMER

SERVICE

Paul Tate

MANAGER

PROCUREMENT AND

TENDERING

Pauline Hassakis

Employees by division and employment status

Division

Status

Female

Male

Total

CEO

Full-Time

Part-Time

Casual

Corporate & Community Relations

Full-Time

Part-Time

Casual

Infrastructure & Environment

Full-Time

256

282

Part-Time

Casual

City Development

Full-Time

Part-Time

121

Casual

Community Wellbeing

Full-Time

108

144

Part-Time

314

388

Casual

145

206

Brimbank total

785

583

1,368

Council Staff

Age groups

Age

Female Male Total

<21

21 – 25

26 – 30

31 – 35

124

36 – 40

133

41 – 45

109

170

46 – 50

103

163

51 – 55

108

161

56 – 60

149

61>

129

225

Brimbank total employment status

Status

2014–2015

Casual

232

Full-time

579

Part-time

557

Total

1,368

Our People |

Organisation structure at 30 June 2015 | Workforce profi le

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Enterprise Bargaining Agreement

An Enterprise Bargaining Committee comprising

management representatives, nominated

workplace union delegates and union industrial

officers was established to negotiate a new

Enterprise Agreement for Council employees.

As a result, a new Enterprise Agreement was

successfully negotiated and approved by Fair Work

Australia, with an operative date of 4 February

2015 for a period until 28 February 2018.

Preventing Violence Against Women

Brimbank City Council recognises that family

violence, including men’s violence against

women and children, is a serious and pervasive

issue in Australia; the health, social and

economic costs of family violence are profound.

In 2014–2015, Council actively worked to

advance gender equity and prevent men’s

violence against women in the municipality.

During this period, the Council used lessons

learnt from implementing the

Family Violence

Prevention Action Plan (2010–2013)

, and

evidence in the literature to develop Brimbank

City Council’s

Plan to Prevent Men’s Violence

Against Women: Towards Gender Equity

(2015–2019)

, which was adopted in March 2015.

A Reference Group of internal and external

representatives was established to provide

advice and feedback to guide development

of the new plan. Council consulted more

than 80 internal and external partners over

a six-month period. Two community and

stakeholder consultation forums were held

to assist in drafting the Brimbank Gender

Equity vision. Consultation reinforced the

need for Council to prioritise its effort on

actions to enhance gender equity and

prevent men’s violence against women.

Council’s

Plan to Prevent Men’s Violence Against

Women: Towards Gender Equity (2015–2019)

sets out a bold and innovative approach for the

delivery of Council’s actions to enhance gender

equity and primary prevention of men’s violence

against women in the municipality. It outlines

Council’s commitment to preventing men’s

violence against women, directed by the vision

that ‘Brimbank is a gender equitable city where

women live free from violence’.

Key themes to guide Council’s action to tackle

underlying causes of violence against women

over the next four years are:

• Promoting equal and respectful relationships

between women and men

• Promoting non-violent, gender equitable

and inclusive organisational, cultural and

social norms

• Promoting a culture of non-violence.

Other activities the Council was involved

in during the 2014–2015 period included:

• Community awareness activities on

preventing men’s violence against women

during the International Day For Elimination

Of Violence Against Women/White Ribbon

Day on 25 November 2014

• Submission to the Royal Commission

into Family Violence in May 2015

• Contributing to the implementation of

Preventing Violence Together United

project, which brings together 16 agencies

across north-western region of Melbourne

to build organisational capacity to prevent

men’s violence against women by tackling

the causes and key determinants of gender

inequity in the West.

• Participating in the Municipal Association of

Victoria forums on preventing men’s violence

against women.

Other staff matters

A summary of the number of full-time equivalent (FTE) staff categorised by employment classification and gender is set out below.

Type

Gender

Infrastructure

& Environment

FTE

City

Development

FTE

Corporate &

Community

Relations FTE

CEO

FTE

Community

Wellbeing

FTE

Grand

Total

Full-Time

Female

104

215

Male

256

354

Part-Time

Female

167

203

Male

Casual

Female

Male

Total

290

105

360

854

Note:

Casuals recorded as 0.03 of FTE. Council has 232 casuals that are contracted to five hours per week, which brings FTE for casuals down

A summary of the number of full time equivalent (FTE) Council staff by organisational structure, employment type and gender is set out below.

Employment

Classification

Female

FTE

Male

FTE

Total

FTE

Band 1

Band 2

Band 3

Band 4

Band 5

110

Band 6

110

Band 7

115

Band 8

other

104

106

210

Total

440

414

854

Brimbank has an internal e-learning Equal

Opportunity (EO) training program that focuses

on the policies and procedures relating to EO.

In addition, field-based employees who do not

have access to a computer received formal

classroom training on EO. For both platforms,

employees are required to complete an

assessment in addition to signing a statement

of attestation.

Council promotes equity and diversity

outcomes to ensure an inclusive workplace

culture and EO, and recognises the importance

of equity and diversity to optimise our service

design and delivery to the broader community.

The Brimbank Leadership Essentials Program

includes a module on Diversity @ Work. In this

program the focus is on unconscious bias,

gender, diversity and inclusion, inter-cultural

communication, disability awareness and

inter-generational awareness. This module

is also made available more broadly to all staff

via the Corporate Training Calendar.

The indicators that measure the effectiveness

of Council’s EO Program and the results for the

year are:

• Indicator: percentage of new employees

receiving equal opportunity training

within six months of commencement.

Target: 100 per cent. Result: 95 per cent

• Indicator: percentage of existing employees

receiving refresher equal opportunity

training at least every two years.

Target: 100 per cent. Result: 87 per cent

• Indicator: number of contact officers

per number of council employees.

Target: 1:50. Result: 1:73

Workforce profile (continued)

Equal Opportunity

Note:

Casuals recorded as 0.03 of FTE. Council has 232 casuals that are contracted to five hours per week, which brings FTE for casuals down

Our People |

Workforce profile | Equal Opportunity | Other staff matters

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Council recognises the importance of all new

staff receiving a comprehensive induction to

Council on commencement, ensuring they

understand:

• Council functions, processes and policies

• The requirements of their role and the

functions of the directorate where they work

• The policies and procedures that apply to

their behaviour and performance in the

workplace.

To assist with this, all staff must complete a

four-step Brimbank Induction Program. This

includes the commencement kit provided with

the letter of offer, the first day departmental

induction checklist, online Community First

induction and the formal corporate induction.

As part of the on boarding process, new

employees are given access to ‘Welcome to

Brimbank’ — an interactive program designed

to provide newly recruited employees with

information on Brimbank City Council, our

Community First culture and the benefits of

working at Brimbank.

The formal, one-day Corporate Induction

Program continued to run on a monthly basis

and was revamped to ensure a more interactive,

informative and engaging session to formally

welcome new employees to Council. The

corporate induction, coupled with Council’s

eLearning modules, aim to pass on vital

information to new employees as well

as meet statutory compliance obligations.

Leadership Essentials

The Brimbank Leadership Essentials program

is targeted at new or aspirational leaders,

and has been designed to have an immediate

impact on individuals as it brings theory and

work related experience together. It is practical,

contemporary and focuses on both personal

and professional development.

The program looks at the real issues occurring

in the workplace and assists participants

in discovering relevant solutions to these

issues. The program confirms the need for

a professional and productive workplace

and aims to provide ways to create a more

positive culture. It also assists participants in

establishing strategies for the implementation

of their learning back into their workplaces.

The program provides an opportunity to gain

in-depth knowledge of business functions

and build foundational skills to integrate these

functions into the organisation, examine new

techniques and technologies for driving results,

identifying problems and formulating solutions,

and adapting to change and expand capacity to

lead cross-functional initiatives.

The program has been aligned so that upon

completion, participating staff gain a Diploma

of Management through Victoria University.

Base units are facilitated formally and core

electives are completed using Recognition

of Prior Learning.

Upon commencement of the program in

March 2014, 63 employees have completed the

program and 62 employees have successfully

obtained the Diploma of Management. The

Leadership Essentials Program will undergo

realignment to new government standards and

will recommence in the first quarter of 2016.

Occupational Health and Safety

Council continued to develop and implement an

extensive OHS Management System that aims

to prevent injury to employees, contractors,

volunteers and members of the public.

The key areas focused on in 2014–2015

included the following:

• Updated Council’s OHS Policy reaffirming the

organisational commitment by the Executive

Management Team. The policy and Council’s

commitment to OHS will continue to be

communicated to all relevant stakeholders

• Council continued its proactive health

and wellbeing activities to reduce the

likelihood of employee health being

negatively affected by workplace and

non-workplace related harm

• Continued implementation of the Incident

Reporting and Injury Management System,

ensuring incidents are investigated and

corrective actions identified and managed

to minimise the likelihood of workplace

hazards and incidents resulting in injuries

• Monitored Council processes ensuring OHS

legislative compliance and best practice

across the organisation

• Continued to implement successful

Return to Work Initiatives

• Council conducted and developed an

OHS training needs analysis to identify

the OHS training requirements across

the organisation

• The Executive Management Team

endorsed the OHS Strategic and

Governance Framework, which included

the establishment of the OHS Executive

Safety Council and the development

of an OHS Strategic Plan.

Key Performance Indicators and Workers’ Compensation

Year

Lost time

injuries

WorkCover

claims

Days lost due to

workplace injuries

2015

986

2014

973

2013

1,568

2012

1,346

2011

1,302

2010

1,481

2009

1,942

2008

722

Days lost by division

City Development

51 days

Community Wellbeing

200 days

Infrastructure & Environment

735 days

Governance & Community Relations

0 days

Total days lost:

986 days

Learning and development

Employee development is a key focus for

Council, with a suite of programs offered

across the organisation to meet behavioural,

technical and compliance obligations as well as

enhance the knowledge, skill, experience and

competency of our employees.

Development is delivered formally, self-paced

or via Brimbank’s own e-learning tool bTrain.

Modules are made available to staff to learn at

their own pace, at their convenience. Modules

on bTrain include Equal Opportunity, Fraud and

Corruption Awareness and TRIM – Council’s

Information Management system.

A total of 63 corporate training calendar

courses were coordinated in 2014–2015 with

131 sessions and a total of 1,777 participants.

In addition, two Leadership Essentials Programs

were facilitated which saw 36 participants

achieve a Diploma in Management.

Learning programs offered took into

consideration departmental, interpersonal

and organisational needs to help employees

meet Council’s objectives.

Some of the key programs included:

• Leadership Essentials

• Managing Aggressive Behaviour

• Myers Briggs

• Working Together

• Communicating with Others

• Corporate Induction

• Equal Opportunity

• Fraud Awareness

• iPad & You

• Project Management

• Contract Management

• Effective Time Management

• Occupational Health and Safety (OHS)

• Emotional Intelligence

• i.d. consulting

• PRINCE2 Project Management

• Business Writing Skills

• Diversity @ Work

• Aggression & Negotiation Skills.

The number of claims lodged decreased in 2014–2015, with a marginal increase on lost time

injuries and number of days lost. Of the 34 claims lodged, 18 were minor and 13 resulted in no days

lost. The overall number of days lost is comparable with last year. Council continued with its early

intervention Return to Work initiatives of onsite physiotherapy consultancy, off site physiotherapy

treatment, and working closely with managers to facilitate immediate return to work programs.

These initiatives resulted in a significant reduction in days lost compared to 2013–2014, which also

significantly decreased Council’s WorkCover Premium.

Other staff matters (continued)

Workplace Health and Wellbeing

A healthy workplace influences workers and

can have a positive effect on the health and

wellbeing of families and communities.

Council continued its proactive health and

wellbeing initiative by providing a range of

programs that aim to support and promote

the health and wellbeing of employees.

These programs aim to enhance and proactively

improve overall fitness of employees, focusing

on injury prevention and reducing the negative

impacts on business.

The program was introduced in 2014–2015 to

address manual handling education in high-risk

areas. The program introduced participants to

the benefits of a healthy lifestyle and provided

a practical exercise strengthening program

designed to reduce injuries.

The program has contributed to a reduction

in workplace injuries and long-term injury

management practices, and has had a positive

impact on the physical and mental health of

employees, promoting healthy behaviours.

Other initiatives included:

• Audiometric testing for employees

working in high noise roles

• Health & Wellness Strengthening Program

• Injury Management Early

Intervention Program

• Sons of the West program

• Immunisation program flu vaccinations

• beyondblue Programs

• Diabetes Wellness program.

Council awarded a new provider for Council’s

Employee Assistance Program on 1 September

2014. Employees and their immediate families

have access to confidential counselling and

support to address work and/or personal issues

that may be impacting productivity, morale

and wellbeing.

OHS performance

Council is committed to a positive and safe work

culture. Any incidents deemed notifiable were

reported to WorkSafe.

Proactive incident management has allowed

Council to enhance its OHS Management

Systems, ensuring a safer workplace for

employees and continual improvement to

Council systems and processes.

WorkSafe conducted a Proactive Intervention

Program, focusing on healthcare and social

assistance attending six sites across the

organisation. WorkSafe was satisfied with

Council processes and procedures in place.

Our People |

Other staff matters

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

• A Council Plan within the six months

after each general election or by

30 June, whichever is later

• A Strategic Resource Plan for a period

of at least four years and include this

in the council plan

• A Budget for each fi nancial year

• An Annual Report in respect

of each fi nancial year.

The following diagram shows the relationships

between the key planning and reporting

documents that make up the planning

and accountability framework for Local

Government. It also shows that there are

opportunities for community and stakeholder

input and feedback at each stage of the

planning and reporting cycle.

Brimbank’s integrated planning framework

ensures that strategic and fi nancial resources

are aligned in order to deliver the Council Plan.

Engaging with and consulting the community

is a vital element of this process.

Our

Performance

| Dynamic Centre of the West

Planning and Accountability Framework

Brimbank Community Plan

The

Brimbank Community Plan 2009–2030

(updated 2013) describes the community’s

vision and long-term priorities for the next 20

years and establishes a shared basis for joint

planning, service delivery and advocacy.

The plan has been shaped by an intensive

community consultation process that

explored the community’s understanding of

the strengths within the community and the

opportunities for improvement, and came up

with a vision for the future.

Council Budget

The Annual Budget documents the fi nancial

resources required to implement the key

activities identifi ed in the Council Plan that

will be undertaken in order to achieve Council’s

strategic objectives.

Our Performance |

Planning and Accountability Framework

Community engagement

and consultation

The community’s involvement in planning

and policy development, service delivery and

advocacy is supported by increasing community

awareness and education and opportunities

for community members to be consulted and

involved in all aspects of community life. The

information gathered is also used to develop

the strategies and commitments in the Council

Plan. For more information, see the Advocacy,

Consultation and Community Engagement

section on page 70.

Council Plan

The Council Plan is one of Brimbank’s primary

strategic documents.

The Council Plan 2013–2017

(updated 2014)

outlines Council’s strategic

directions and focus for the next four years.

It also details the objectives and key actions

that are to be completed over the 2014–2015

fi nancial year in order to achieve these

directions, as well as measures to monitor

performance in delivering services to the

community and fulfi ll Council’s commitment

to ongoing improvement.

It is the 2014–2015 performance that is

reported in this Annual Report.

The

Council Plan 2013–2017

includes strategic

objectives, strategies for achieving these

for the four-year period, strategic indicators

for monitoring achievement of the strategic

objectives and a Strategic Resource Plan.

The following are the six strategic objectives

as detailed in the Council Plan.

>>>

Year End

Accountability

Audited Statements

30 years +

Long Term Planning

{

Community Plan

Medium Term Planning

and Sustainability

4 years

{

Council Plan

12 months

Short Term Planning

{

Budget

{

Community vision, Mission, Values,

Long term fi nancial plan, Asset management plan

Strategic objectives, Strategies, Strategic indicators,

Strategic resource plan, (incl, Standard statements)

Standard statements, Activities & initiatives,

Key strategic activities, Other information

Standard statements, Financial statements,

Performance statement

Brimbank’s planning framework

The

Local Government Act 1989

requires councils to prepare the following planning and reporting documents:

Time horizon

Medium term

Short term

Planning

Reporting

Timing

Council plan

• Strategic objectives

• Strategies

• Strategic indicators

Stakeholder

and

community

engagement

Annual report

• Report of

op erations

• Financial

statements

• Performance

statement

Strategic resource plan

• Financial statements

• Statements of

non-fi nancial resources

Budget

• Services and initiatives

• Service outcome indicators

• Major initiatives

• Financial statements

Jan – Jun

Feb – Jun

Mar – Jun

Jul – Sep

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Brimbank City Council is committed

to promoting the long-term sustainable

development of the municipality

Brimbank City Council is committed to the

ongoing delivery of a broad range of services

that meet the needs and aspirations of the

diverse and growing Brimbank community

Brimbank City Council is committed

to providing local employment and business

development opportunities whilst also ensuring

that such activities do not have a detrimental

impact on local communities

Brimbank City Council

is committed to working in close

collaboration with the community

Sustainable

environments

Organisational

effectiveness

Industry and

economic development

and strategic sites

Council and the

community working

together

Council Plan

Council will do this by facilitating a dynamic and accessible environment that is supported by a healthy and informed community that enjoys rich

environmental characteristics within the municipality. Council is committed to environmental protection, planning for sustainable developments,

improving the sustainability of our building stock, and reducing our ecological footprint.

• Reducing the city’s ecological footprint

• Protecting and enhancing our natural environment

• Fostering sustainable urban development.

Guided by the Australian Business Excellence Framework, the ongoing development of our staff is a critical element to our continuous

improvement of service delivery. We will continue to benchmark services to ensure best practice, lead by example, and implement best

practice services to the community.

• Developing our people

• Creating a high performance organisation through continuous improvement.

Brimbank City Council is committed

to creating an enhanced quality

of healthy and active community life

Community

wellbeing

Our rich cultures are celebrated, embraced and connected to the broader community. Within a strong foundation of social justice, Council is

committed to the provision of affordable services and community infrastructure that builds healthy people and communities through education,

recreation, arts and culture and sport.

• Creating connected, supported and welcoming communities

• Celebrating our history creativity and diversity

• Creating healthy, safe communities

• Creating a community of lifelong learners

• Building economically sustainable communities.

Brimbank City Council

is committed to fostering strong

pride for residents and visitors

Urban design and

infrastructure

Council creates an urban environment that is attractive, clean and green and which improves living and housing, business and recreational

opportunities, demonstrates environmental leadership and fosters a sustainable economy. Council is also committed to developing its town

centres and its smaller urban villages, across the municipality, as a network of safe, attractive, vibrant, liveable and prosperous places that

provide accessible retail, business, community, social activities, employment and residential opportunities.

• Contributing to an accessible, connected city

• Enhancing the character and identity of our city

• Providing a range of places for people to play, relax and meet

• Ensure that there are sustainable plans for the management of Brimbank’s physical assets.

The municipality contains a range of strategic sites (outside of Town Centres or Urban villages) that, due to their location, size, environment

or current or past use, can greatly assist Council achieve its economic, social or environmental objectives.

• Promoting and advocating for the appropriate recognition, development and use of Brimbank’s strategic sites

• Increasing local employment, business, office and economic development

• Facilitating future industrial, commercial or residential development at strategic sites.

Council facilitates a wide cross-section of community participation, including ‘hard to reach’ groups, through a variety of forums and partnerships

to better engage, develop, represent, and communicate with our diverse community. Brimbank City Council will fulfil its statutory and legal

obligations to the community and manage the municipality in a financially sustainable manner to meet the current needs of our community

and those of future generations.

• Developing leadership in the community

• Governing responsibly and community advocacy

• Keeping the community informed and involved

• Working in partnership

• Responsible financial management.

Our Performance |

Council Plan

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Strategic Objective 1:

Council and the community working together

Strategic Indicator / Measure

Result

Comments

Developing leadership in the community

Actively promote the roles and skills of Community

Resource Members across relevant Council work areas

to ensure their participation in local projects.

The number of Community Resource Members and the

number of participative projects in which they were involved

both increased between 2013–2014 and 2014–2015.

Governing responsibly and community advocacy

Resident perception of Council performance

on lobbying on the behalf of the community.

This score is below target, but in line

with average state-wide scores.

Resident perception that Council

is generally heading in the right direction.

This score is below target but is in line

with metro Melbourne and state-wide scores.

Keeping the community informed and involved

Resident perception of Council performance

on community consultation and engagement.

This score is above target and in line

with metro Melbourne, and above state-wide scores.

Resident perception of Council performance

on informing the community.

This score is below target, but in line

with average state-wide scores.

Working in partnership

Number of meetings with the Sunshine, Sydenham

and St Albans Town Centre Partnership Groups.

Target achieved.

Responsible financial management

Debt servicing ratio.

1.00%

Target achieved.

Adjusted Working Capital Ratio.

291.72%

Target achieved.

The following statement reviews the performance of Council against the Council Plan including results achieved in relation to the strategic

indicators included in the Council Plan.

Council’s performance for the 2014–2015 year has been reported against each strategic objective

to demonstrate how Council is performing in achieving the

Council Plan 2013–2017

Performance has been measured as follows:

• Results achieved in relation to the strategic indicators in the Council Plan

• Progress in relation to the major initiatives identified in the Budget

• Services funded in the Budget and the persons or sections of the community who are provided those services

• Results against the prescribed service performance indicators and measures.

Performance

Major Initiatives

Progress

Deliver Council’s Community Governance training program to community groups,

small not for profit organisations and interested individuals across Brimbank to

support good governance practice in community organisations.

Completed.

The following statement reviews the progress of Council in relation to major initiatives identified in the 2014–2015 Budget for the year.

Service

Description

Net Cost Actual

Budget

Favourable /

(Unfavourable) $000

Governance

Governance includes three areas:

Council Business

• Council meeting support (agendas and minutes);

• Administrative support;

• Ensuring Council compliance to a range of legislation;

• Management and investigation of complaints relating to statutory breaches and Coordination

of proposals for place and street name changes within the municipality; and

• Legal advice.

Audit

• Oversees internal risk and control regime; and

• Conducting internal fraud and risk management audits in accordance with Annual Plan.

Risk Management

• Insurance premiums and management of insurance claims.

5,568 5,722 154

Media and

Communications

Responsible for the provision of timely information to the community, and:

• Media liaison – managing the organisation’s relationship with the media;

• Publications – producing Council’s corporate publications;

• Corporate Communications – developing, coordinating, and advising on Council’s communication

and consultation strategies and direction;

• Graphic design – producing high quality design in Council documents;

• Managing and updating Council’s website;

• Managing advertising;

• Speech writing; and

• Keeping the community informed and promoting Brimbank.

2,176 2,288 112

Financial

Services

Responsible for providing a fully integrated financial service across Council. Key functions include:

• Coordinating budget information from Service Units in order to develop a Council Budget;

• Preparation of Annual Financial Statements and various other Statutory Returns;

• Support to Service Units with financial analysis of their business to help support business decisions;

• Prompt payments to suppliers;

• Prompt payment of Employees’ salaries and wages;

• Monitoring of Council’s cash and investment of Council’s funds in order to maximise interest

earnings; and

• Ensuring compliance with Legislation, Industry Awards and Accounting Standards.

2,822 3,129 307

Procurement

and Tendering

Provides centralised management of the procurement policy and procedures.

Key responsibilities include:

• A centralised tendering coordination function;

• Provision of training and system administration for Council’s procurement systems/software;

• Provision of assistance in procurement matters across all Service Units;

• Management of Council’s procurement procedures and processes for the purchasing of goods

and services; and

• Governance of procurement and tendering processes.

1,197 1,203 6

Property

Services

Provides strategic advice on Council’s property portfolio, manages the Facilities Asset

Management Plan, develops lease documentation and manages lease negotiations.

The Property Department also manages the capital works program for facilities

and ensures that approved major building and construction projects are delivered.

1,879 1,648 (231)

Revenue

and Process

Management

Responsible for valuing all properties within the municipality, raising annual rates

and charges and for the collection of revenue. Also responsible for management

of Council’s policies and procedures system.

1,833 1,966 133

Customer

Relations

Provides a professional customer focused service through call centres and front desks

(face-to-face interactions).

3,694 2,884 (810)

The following statement provides information in relation to the services funded in the 2014–15 budget and the persons or sections of the

community who are provided the service.

Our Performance |

Strategic Objective 1: Council and the community working together

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Service / Indicator / Measure

Result

Material Variations

Governance

Appropriateness

Transparency

Council decisions made at meetings closed to the public

[Number of Council resolutions made at ordinary or special meetings of Council,

or at meetings of a special committee consisting only of Councillors, closed to

the public/number of Council resolutions made at ordinary or special meetings

of Council or at meetings of a special committee consisting only of Councillors ] x100

0.63%

No Material Variations

Consultation and engagement

Satisfaction with community consultation and engagement

[Community satisfaction rating out of 100 with how Council

has performed on community consultation and engagement]

No Material Variations

Quality

Attendance

Councillor attendance at council meetings

[The sum of the number of Councillors who attended each ordinary and special Council

meeting/(number of ordinary and special Council meetings) × (number of Councillors

elected at the last Council general election)] x100

94.20%

No Material Variations

Cost

Service cost

Cost of governance

[Direct cost of the governance service/number of Councillors

elected at the last Council general election]

$161,679.00 No Material Variations

Service outcome

Satisfaction

Satisfaction with Council decisions

[Community satisfaction rating out of 100 with how council has performed

in making decisions in the interest of the community]

No Material Variations

The following statement provides the results of the prescribed service performance indicators and measures including explanation

of material variations.

Strategic Objective 2:

Community Wellbeing

Strategic Indicator / Measure

Result

Comments

Creating connected, supported

and welcoming communities

Resident perception about Council’s

general town planning policy.

This score is above target and in line with metro

Melbourne and state-wide average scores.

Celebrating our history creativity and diversity

Resident perception about Council performance

on community and cultural activities.

This score is above target, but is below metro

Melbourne and state-wide average scores.

Creating a community of lifelong learners

Resident perception about Council

performance on art centres and libraries.

This score is below target and is below metro

Melbourne and state-wide scores.

Building economically sustainable communities

Resident perception about Council performance

on business and community development and tourism.

This score is above target, but is below metro

Melbourne and state-wide scores.

The following statement reviews the performance of Council against the Council Plan including results achieved in relation to the strategic

indicators included in the Council Plan.

Major Initiatives

Progress

Design and develop a new Brimbank Community and Civic Centre in Sunshine.

In progress.

The following statement reviews the progress of Council in relation to major initiatives identified in the 2014–2015 budget for the year.

Our Performance |

Strategic Objective 2: Community Wellbeing

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Service

Description

Net Cost Actual

Budget

Favourable /

(Unfavourable) $000

Community

Planning and

Development

The Community Planning and Development Department is responsible for the following

key service areas:

Arts and Culture

Develops and delivers arts short courses, exhibition programs and artists’ studios to support

creativity in Brimbank. It maintains and expands the indoor art collection and public art to increase

vibrancy in local areas and public spaces. Festivals and event management increases celebrations

of Council’s diversity and heritage.

Community Development

Supports community development through community leadership programs, Brimbank

Leadership Alumni, community grants, facilitation of volunteering opportunities

in Brimbank and coordination of Neighbourhood Houses and activities in local areas.

Council currently manages Neighbourhood Houses in Cairnlea, Delahey, Sydenham,

West Sunshine and Westvale. It also has a partnership agreement with community

managed Neighbourhood Houses to increase strategic planning and promotion.

Community Planning

Supports community planning through population and data analysis, effective research

and evaluation, the implementation and review of the Community Plan, Council Plan and

action plans to support cultural diversity and reconciliation.

Social and Health Policy

Supports the development of a socially just and healthy community through the implementation

of a Social Justice Charter, Social Justice Coalition and policy development and review such as

language services, housing, gambling, family violence, healthy eating, drug and alcohol use

and mental health. The Municipal Health and Wellbeing Plan is integrated into the Brimbank

Community Plan in recognition of the contributions of all environments to health and wellbeing.

7,220 7,533 313

Community

Care

Provides a number of services to support community wellbeing including:

Ageing and Inclusion

Provides a range of services to support, maintain and enhance the physical,

social and emotional well-being of its clients, including:

• Home care: personal, home care, property maintenance / garden care, planned activity groups,

respite care and delivered meals;

• Community transport: seniors support, community register and volunteer coordination.

Families and Early Years

Oversees the delivery of a range of early childhood and family services as following:

• Children’s Services and Family Services.

Council undertakes and facilitates planning and development of early childhood opportunities

that benefit the health and wellbeing of children and families in Brimbank. Council also provides

support to playgroups, preschools and child care services throughout the municipality.

• Maternal and Child Health

Council provides a universal primary care service for families with children aged from birth to

school age. The service also provides intensive support for vulnerable families experiencing

significant parenting difficulties.

• Pre School Services

Seeks to further children’s social, emotional, physical and intellectual development in the year

before they start primary school.

Youth Services

Provides services that are aimed at strengthening, protecting and building resilience in young

people so that they face the challenges of adolescence and adulthood.

10,732 10,959 227

Service

Description

Net Cost Actual

Budget

Favourable /

(Unfavourable) $000

Library

Services

Libraries and learning includes:

Community Programs and Engagement

The provision of programs and learning opportunities that support; early years learning, school

years, skills for employment, digital literacy, social connectedness, english literacy skills and a

reading culture.

Library Service Points

The libraries are community hubs that provide access to library collections, computers and the

internet, wireless internet access, staff assistance with information retrieval and computers,

spaces for study and recreation.

Virtual Library

Access to online resources, services and programs via the library website.

6,817 7,003 186

Leisure

Services

Leisure Services is responsible for four key areas:

Sport & Recreation

Management of the seasonal and casual allocation of grounds and actively works

with clubs and community members. The unit supports clubs through training and

other capacity building programs.

Community Facilities

Management of community bookings and administration of community facilities such

as the Errington Community Centre and supports the groups using those facilities.

Council, through its Community Facilities Unit, plans and delivers community

infrastructure needed to strengthen local communities

(e.g. community hubs, and sporting and recreation facilities).

Leisure Planning & Policy

Undertakes research and consultation to plan for the development of sport and recreation

projects throughout the municipality. It provides information on needs and recommends

priorities for future capital works.

Leisure Centres:

Council has four leisure facilities:

1. The Keilor Basketball/Netball Stadium

2. Keilor public Golf Course

3. St Albans Leisure Centre

4. Sunshine Leisure Centre.

These facilities provide affordable opportunities for residents and others to engage in healthy

physical activity of fitness, sport and social activities.

6,778 6,559 219

Our Performance |

Strategic Objective 2: Community Wellbeing

The following statement provides information in relation to the services funded in the 2014–2015 Budget and the persons or sections

of the community who are provided the service.

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Service / Indicator / Measure

Result

Material Variations

Aquatic Facilities

Quality

Service standard

Health inspections of aquatic facilities

[Number of authorised officer inspections of Council

aquatic facilities/number of Council aquatic facilities]

4.00

No Material Variations

Service standard

Reportable safety incidents at aquatic facilities

[Number of WorkSafe reportable aquatic facility safety incidents]

0.00

No WorkSafe notifiable incidents

occurred during the reporting

period 1 July 14 to 30 June 15.

Aquatic facilities staff undertake

regular training and have systems

of work in place to minimise the

likelihood of an incident occurring.

Cost

Service cost

Cost of indoor aquatic facilities

[Direct cost of indoor aquatic facilities less income

received/number of visits to indoor aquatic facilities]

$4.83

No Material Variations

Service outcome

Utilisation

Utilisation of aquatic facilities

[Number of visits to aquatic facilities / municipal population]

2.78

Visitation numbers have been

affected by pool closures due

to maintenance.

Home and Community Care

Quality

Service standard

Compliance with Community Care Common Standards

[Community satisfaction rating out of 100 with how Council

has performed on community consultation and engagement]

100.00

No Material Variations

Service outcome

Participation

Participation in HACC service

[Number of people that received a HACC service / municipal

target population for HACC services] x100

12.81%

No Material Variations

Participation

Participation in HACC service by Culturally and Linguistically Diverse

(CALD) people

[Number of CALD people who receive a HACC service / municipal target

population in relation to CALD people for HACC services] x100

12.20%

No Material Variations

The following statement provides the results of the prescribed service performance indicators and measures including explanation

of material variations.

Service / Indicator / Measure

Result

Material Variations

Libraries

Appropriateness

Utilisation

Library collection usage

[Number of library collection item loans / number of library collection items]

4.96

No Material Variations

Quality

Resource standard

Standard of library collection

[Number of library collection items purchased in the last 5 years

/ number of library collection items] x100

73.60%

No Material Variations

Cost

Service cost

Cost of library service

[Direct cost of the library service / number of visits]

$5.91

No Material Variations

Service outcome

Participation

Active library members

[Number of active library members / municipal population] x100

16.54%

No Material Variations

Maternal and Child Health (MCH)

Appropriateness

Satisfaction

Participation in first MCH home visit

[Number of first MCH home visits / number of birth notifications received] x100

100.30%

No Material Variations

Quality

Service standard

Infant enrolments in MCH service

[Number of infants enrolled in the MCH service (from birth notifications received)

/ number of birth notifications received] x100

94.20%

No Material Variations

Service outcome

Participation

Participation in the MCH service

[Number of children who attend the MCH service at least once (in the year)

/ number of children enrolled in the MCH service] x100

72.46%

No Material Variations

Participation

Participation in MCH service by Aboriginal children

[Number of Aboriginal children who attend the MCH service at least once

(in the year) / number of Aboriginal children enrolled in the MCH service] x100

68.29%

No Material Variations

Our Performance |

Strategic Objective 2: Community Wellbeing

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| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Strategic Objective 3:

Urban Design and Infrastructure

Strategic Indicator / Measure

Result

Comments

Enhancing the character and identity of our city

Resident perception of Council performance around

condition of local streets and footpaths.

This score is above target and above metro Melbourne and

state-wide average scores.

Resident perception of Council performance

on the appearance of public areas.

This score is above target, but is below metro Melbourne and

state-wide average scores.

Providing a range of places for people to play,

relax and meet

Resident perception of Council’s performance

on recreational facilities.

This score is below target, and is below metro

Melbourne and state-wide scores.

The following statement reviews the performance of Council against the Council Plan including results achieved in relation to the strategic

indicators included in the Council Plan.

Major Initiatives

Progress

Implement the Road Asset Management Plan through the delivery

of a $16.9 million road rehabilitation and upgrade program.

Completed.

The following statement reviews the progress of Council in relation to major initiatives identified in the 2014–2015 budget for the year.

Our Performance |

Strategic Objective 3: Urban Design and Infrastructure

Service

Description

Net Cost Actual

Budget

Favourable /

(Unfavourable) $000

Engineering

Services

The Engineering Services Department is responsible for the following services:

Asset Management

• Development and implementation of Road Asset Management Plan;

• Development and implementation of Stormwater Asset Management Plan;

• Footpath maintenance program and inspections; and

• Construction management of capital works footpath and kerb.

Strategic Engineering

• Co-ordination of capital works planning and delivery;

• Pavement management system coordination;

• Transport planning;

• Strategic capital planning;

• Traffic Management;

• Infrastructure Development;

• Subdivision Approvals; and

• Project Services.

7,604 7,203 (401)

Environment

Ensures that the City’s environment has a strategic direction, is responsive to changing needs

and focuses on long-term sustainability. The Environment unit provides leadership, education,

coordination and project management roles in various environmental matters. In addition

it aims to engage the community in the conservation, management and restoration of

Brimbank’s natural areas, including grasslands, waterways and rocky escarpments.

2,146 2,445 299

Service

Description

Net Cost Actual

Budget

Favourable /

(Unfavourable) $000

Operations

The Operations Group is responsible for the following key service areas:

Operations Management and Administration

Responsible for the emergency management and the overall co-ordination

and administration of the following operational departments:

• Operations Centre Management;

• Building Maintenance;

• Fleet Services;

• Park Services;

• Road and Cleansing Services; and

• Waste Services.

Building Maintenance

Responsible for the following key service areas:

• Programmed and response maintenance and minor upgrades of municipal buildings, toilets

and facilities throughout the municipality, including mechanical equipment and pest control;

• Programmed and response maintenance of playgrounds, street furniture, flags and banners,

park furniture and fencing;

• Graffiti removal; and

• Supervision of Council’s security contract and cleaning contract for numerous sites.

Fleet Services

Responsible for the management, servicing and maintenance of Council’s entire fleet,

including leased and Council owned vehicles, plant and equipment.

Parks Services

Responsible for park, street tree, sports ground, streetscape and Keilor Public Golf Course

maintenance. Also responsible for the maintenance of the grounds of Council facilities.

Roads and Cleansing

Responsible for the maintenance and upkeep of Council’s road and drainage network

and associated infrastructure as per Council’s Road Asset Management Plan and the

overall cleanliness of Council land.

Waste Services

Responsible for the kerbside refuse collection, kerbside recycling collection, kerbside green

waste collection, the management of Council’s Detox Your Home Facility and the provision

of the annual hard waste and green waste collections.

63,154 64,050 896

Urban

Design

Improving the appearance of the Municipality through the delivery of capital works projects,

design advice, development facilitation and policy creation. Key areas of influence include:

• Town centres and urban villages;

• Parks;

• Linear corridors along waterways; and

• Streetscapes and urban gateways.

Public realm improvements are also facilitated by the unit through advocating for good design

outcomes with private developers, government departments and other areas within Council, and

by lobbying for State Government and other funding.

1,523 1,766 243

Asset

Services

Provides the administration and statutory enforcement of the Building Act within the Brimbank

municipality as well as facilitating the issuing and inspection of building permits for new building

work. The unit also undertakes the statutory enforcement of the Planning and Environment Act,

which ensures Planning Scheme compliance throughout the municipality.

1,282 1,279 (3)

Building

Services

Provides the administration and statutory enforcement of the Building Act within the Brimbank

municipality as well as facilitating the issuing and inspection of building permits for new building

work. The unit also undertakes the statutory enforcement of the Planning and Environment Act,

which ensures Planning Scheme compliance throughout the municipality.

1,506 1,295 (211)

The following statement provides information in relation to the services funded in the 2014–2015 budget and the persons or sections

of the community who are provided the service.

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Service / Indicator / Measure

Result

Material Variations

Roads

Appropriateness

Satisfaction

Sealed local road requests

[Number of sealed local road requests / kilometres of sealed local roads ] x100

56.29

No Material Variations

Quality

Condition

Sealed local roads below the intervention level

[Number of kilometres of sealed local roads below the renewal

intervention level set by Council / kilometres of sealed local roads] x100

89.63%

No Material Variations

Cost

Service cost

Cost of sealed local road reconstruction

[Direct cost of sealed local road reconstruction / square metres

of sealed local roads reconstructed]

$206.04

No Material Variations

Service cost

Cost of sealed local road resealing

[Direct cost of sealed local road resealing /

square metres of sealed local roads resealed]

$28.91

No Material Variations

Service outcome

Satisfaction

Satisfaction with sealed local roads

[Community satisfaction rating out of 100 with how council

has performed on the condition of sealed local roads]

60.00

No Material Variations

The following statement provides the results of the prescribed service performance indicators and measures including explanation

of material variations.

Service / Indicator / Measure

Result

Material Variations

Waste Collection

Appropriateness

Satisfaction

Kerbside bin collection requests

[Number of kerbside garbage and recycling bin collection requests

/ number of kerbside bin collection households] x1000

239.86

No Material Variations

Quality

Service standard

Kerbside collection bins missed

[Number of kerbside garbage and recycling collection bins missed

/ number of scheduled kerbside garbage and recycling collection bin lifts] x10,000

12.16

No Material Variations

Cost

Service cost

Cost of kerbside garbage bin collection service

[Direct cost of the kerbside garbage bin collection service

/ number of kerbside garbage collection bins]

$104.18

No Material Variations

Service cost

Cost of kerbside recyclables bin collection service

[Direct cost of the kerbside recyclables bin collection service

/ number of kerbside recyclables collection bins]

$29.05

No Material Variations

Service outcome

Waste diversion

Kerbside collection waste diverted from landfill

[Weight of recyclables and green organics collected from kerbside bins / weight of garbage,

recyclables and green organics collected from kerbside bins] x100

37.98%

No Material Variations

Our Performance |

Strategic Objective 3: Urban Design and Infrastructure

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Strategic Objective 4:

Sustainable environments

Strategic Indicator / Measure

Result

Comments

Reducing the city’s ecological footprint

Reduction in Greenhouse Gas Emissions

from Council operations.

Currently at 5% below 2011 levels but trending

in a positive direction.

Protecting and enhancing our natural environment

Resident perception of Council performance

on environmental Sustainability.

This score is below target, and is below

Metro Melbourne and state-wide scores.

Fostering sustainable urban development

Resident perception of Council performance

on planning and population growth in the area.

This is below target, but above the state-wide

and Melbourne Metro average scores.

The following statement reviews the performance of Council against the Council Plan including results achieved in relation to the strategic

indicators included in the Council Plan.

Major Initiatives

Progress

Pursue implementation of the Sunshine Town Centre Structure Plan,

St Albans Structure Plan and Keilor Village Vision.

Completed.

The following statement reviews the progress of Council in relation to major initiatives identified in the 2014–2015 budget for the year.

Service

Description

Net Cost Actual

Budget

Favourable /

(Unfavourable) $000

City

Planning

Provides Statutory Planning services to Council, the Brimbank community and the development

industry including:

• Administration of the Brimbank Planning Scheme;

• Assessment of planning permit applications for land use, development and subdivision;

• Representation of Council at the Victorian Civil and Administrative Tribunal; and

• Responses to property information requests and provision of planning information.

1,814 1,651 (163)

City

Compliance

Provides education and enforcement through relevant legislation, local laws and Council policies.

Maintains a safe and healthy environment in which the community can enjoy a quality of life

that meets their expectations. Prohibits, regulates and controls activities which may be unsafe,

a nuisance or detrimental to the peace and quality of life. Encompassing the following:

Local Laws

• Enforcement of the parking regulations under State Laws (Victorian Road Rules) so there is safe

and fair use of our roads and parking areas;

• Compliance with Council’s Local Laws to ensure that living in the municipality is enjoyable for all;

• Promotion of responsible pet ownership; and

• Providing a safe environment around school crossings.

Environmental Health Services

• Reducing the incidence of food borne disease by ensuring food sold, prepared, manufactured,

stored and transported in the municipality is safe for human consumption;

• Providing an Immunisation Program to reduce preventable diseases;

• Minimising public health risks from environmental hazards;

• Implementing Infectious Diseases Programs to identify and take preventative measures

to minimise the risk of infectious disease outbreaks;

• Enforcing the Tobacco Act requirements including the sale of cigarettes to minors; and

• Providing a Needle Disposal Program and providing advice about handling Sharps.

2,818 2,624 (194)

The following statement provides information in relation to the services funded in the 2014–2015 budget and the persons or sections

of the community who are provided the service.

Our Performance |

Strategic Objective 4: Sustainable environments

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Service / Indicator / Measure

Result

Material Variations

Statutory Planning

Appropriateness

Timeliness

Time taken to decide planning applications

[The median number of days between receipt of

a planning application and a decision on the application]

92.00

No Material Variations

Quality

Service standard

Planning applications decided within 60 days

[Number of planning application decisions made within

60 days / number of planning application decisions made] x100

65%

No Material Variations

Cost

Service cost

Cost of statutory planning service

[Direct cost of the statutory planning service / number of planning applications received]

$1,868.98

No Material Variations

Service outcome

Decision making

Planning decisions upheld at VCAT

[Number of VCAT decisions that did not set aside council’s decision in relation to a planning

application / number of VCAT decisions in relation to planning applications] x100

71.43%

No Material Variations

Service / Indicator / Measure

Result

Material Variations

Animal Management

Quality

Service standard

Animals reclaimed

[Number of animals reclaimed / number of animals collected] x100

34.39%

No Material Variations

Cost

Service cost

Cost of animal management service

[Direct cost of the animal management service / number of registered animals]

$55.29

No Material Variations

Service outcome

Health and safety

Animal management prosecutions

[Number of successful animal management prosecutions]

6.00

No Material Variations

Food Safety

Quality

Service standard

Food safety assessments

[Number of registered class 1 food premises and class 2 food premises

that receive an annual food safety assessment in accordance with the

Food Act

1984

/ number of registered class 1 food premises and class 2 food premises that

require an annual food safety assessment in accordance with the

Food Act 1984

] x100

100%

No Material Variations

Cost

Service cost

Cost of food safety service

[Direct cost of the food safety service / number of food premises

registered or notified in accordance with the

Food Act 1984

]

$1,131.51

No Material Variations

Service outcome

Health and safety

Critical and major non-compliance notifications

[Number of critical non-compliance outcome notifications and major non-compliance

notifications about a food premises followed up / number of critical non-compliance

outcome notifications and major non-compliance notifications about a food premises] x100

100.00%

No Material Variations

The following statement provides the results of the prescribed service performance indicators and measures including explanation

of material variations.

Our Performance |

Strategic Objective 4: Sustainable environments

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Our Performance |

Strategic Objective 5: Industry and Economic Development and Strategic Sites | Strategic Objective 6: Organisational Effectiveness

Strategic Objective 5:

Industry and Economic Development and Strategic Sites

Strategic Objective 6:

Organisational Effectiveness

Strategic Indicator / Measure

Result

Comments

Promoting and advocating for the appropriate recognition,

development and use of Brimbank’s strategic sites

Level of website and social media presence for strategic sites.

2,452

Target achieved.

Increasing local employment, business,

office and economic development

Resident perception of Council performance on business

and community development and tourism.

This is above target, but remains lower than

Melbourne Metro and state-wide averages.

Facilitating future industrial, commercial

or residential development at strategic sites

Number of facilitation meetings held with proponents

for major industrial, commercial or residential development

projects on strategic sites.

Target exceeded.

Strategic Indicator / Measure

Result

Comments

Developing our people

Separation of low tenure (less than one year)

employees as a percentage of total hires.

7.14%

28 new staff were recruited in an ongoing capacity

in the 2014–2015 FY. Within this time, 2 of these

employees have since left the organisation.

Review and improve Council’s organisational

capabilities within a best practice framework

Resident perception of Council performance

in relation to customer service.

This score is on target and above Metro Melbourne

and state-wide average scores.

The following statement reviews the performance of Council against the Council Plan including results achieved in relation to the strategic

indicators included in the Council Plan.

The following statement reviews the performance of Council against the Council Plan including results achieved in relation to the strategic

indicators included in the Council Plan.

Major Initiatives

Progress

Promote local tourism attractions through

local and regional networks and initiatives.

Completed.

Major Initiatives

Progress

Extend quarterly reporting on adherence

to Customer Service Standards.

Completed.

The following statement reviews the progress of Council in relation to major initiatives identified in the 2014–2015 budget for the year.

Service

Description

Net Cost Actual

Budget

Favourable/

(Unfavourable) $000

City

Strategy

Provides economic development services to Council, the Brimbank community and business sector

including:

• Preparation and implementation of long-term land use planning strategies, including the

Municipal Strategic Statement;

• Preparation of planning scheme amendments and review of the Brimbank Planning Scheme;

• Economic development, investment attraction, project facilitation, and marketing;

• Place management and coordinated planning for Brimbank’s town centres and urban villages;

and

• Planning and redevelopment of ‘strategic sites’ being sites with complex environmental

and infrastructure issues.

615 587 (28)

Service

Description

Net Cost Actual

Budget

Favourable /

(Unfavourable) $000

People and

Performance

The key responsibilities of the People and Performance department include:

• Supporting and advising Council’s management and employees on all aspects

of Human Resources and Occupational Health and Safety (OHS) management;

• Leading and driving cultural change through the development and implementation

of programs such as:

• Leadership and management development

• Organisational values and behaviours

• An integrated performance management system.

• Reporting of progress against the Council Plan;

• Best Value;

• Business Excellence;

• Process improvement; and

• Knowledge Management.

3,665 3,393 (272)

Information

Management

The key objectives of the Information Management department include:

• To provide a consistently high level of Information Technology and Information

Management services to all service units and community centres, thus enabling

them to effectively manage their business processes;

• To develop and implement Information Technology projects in line with

corporate strategic objective; and

• To assist in providing better Council services to the community.

5,126 6,936 1,810

The following statement provides information in relation to the services funded in the 2014–2015 budget and the persons or sections

of the community who are provided the service.

The following statement provides information in relation to the services funded in the 2014–2015 budget and the persons or sections

of the community who are provided the service.

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| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Governance

and

Management

and other

information

| Dynamic Centre of the West

Governance and Management

Brimbank City Council derives its

power, role, purpose and functions

from the

Local Government Act 1989

Governance framework

Brimbank City Council’s Governance Framework

provides for the achievement of best practice

governance, as well as ensuring compliance

with the

Local Government Act 2009

Governance at Brimbank is defi ned as the

process of decision-making, and the process

by which decisions are implemented. This

translates into how Council operates as a

decision-making body, and its relationship

with the organisation that provides advice

to Council and implements its decisions.

It also includes the ways that Council

engages with the community in this process.

Council meetings

Council makes its decisions at meetings

that are open to the public.

Ordinary Council Meetings

Council

considers a range of matters that aff ect the City.

On 9 December 2014, the schedule for 2015

Ordinary Council Meetings, comprising of twice

monthly meetings, was adopted.

As in previous years, the fi rst meeting was

held on the second Tuesday of the month,

at the Keilor Municipal Offi ces. The second

meeting was held on the fourth Tuesday of

the month, at the Sunshine Municipal Offi ces.

Special Council Meetings

are convened for

a specifi c purpose and only matters advertised

and listed on the agenda for the meeting may

be dealt with (except via resolution).

Governance and Management

Council Agenda

The business to be considered by the Council

is set out in the Council Meeting agenda. The

agenda is available on Council’s website prior

to Council Meetings. Hard copies are available

on the night of the Council Meeting, and at

the Keilor, Sunshine and Sydenham Customer

Service Centres, and at any of Brimbank’s public

libraries, on the day before the meeting.

Council Minutes

Council records the decisions made at each

Council Meeting. Minutes of recent meetings

are available at Council offi ces and on the

website for all meetings held during the current

calendar year (and preceding 12 month period)

as required by the

Local Government (General)

Regulations 2004 Reg

. 11 9(f).

Questions to Council

Community members have the opportunity

to raise questions in writing before an Ordinary

Council Meeting, which are then answered at

the meeting, or taken on notice with a written

response to be sent to the questioner.

Members of the public are also able to petition

Council in accordance with the requirements

of Brimbank City Council’s Meeting Procedure

Local Law.

In 2014–2015, a total of fi ve petitions were

presented to the Council for receiving and

response, and 54 public questions were

put to the Council and answered.

Administrators’ remuneration

and expenses

The Minister for Local Government sets the

remuneration paid to Council’s Administrators.

Expenses incurred by the Administrators in

undertaking their duties for Brimbank are

reported quarterly in a Governance Report

presented at an Ordinary Council Meeting,

in accordance with their Code of Conduct.

The total expenses reported for travel and

communications in these reports for

2014–2015 is $14,053.

Code of Conduct

Section 76C of

the Act

requires councils

to develop and approve a Councillor Code

of Conduct complying with the requirements

of the

Local Government Act 2009

Pursuant to section 76C (3) of

the Act

the Code of Conduct must contain:

(a) The Councillor Conduct Principles set

out in sections 76B and 76BA of the Act

(b) A process for resolving internal

disputes between Councillors, and

conduct of Councillors, which the

Council considers appropriate.

Following the appointment of Administrators,

a new Code of Conduct incorporating the

requirements of the

Local Government Act

2009

was developed and adopted by Council

in December 2009. The Code was reviewed

and updated in 2011 and Council adopted

the revised Code of Conduct on 14 December

2011. The document is again being reviewed

in anticipation of the return of Councillors in

October 2016. The Code of Conduct is available

for public inspection at Council offi ces and is

also available on Council’s website.

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Attendance at Council Meetings by Administrators – 1 July 2014–30 June 2015

Name

Ordinary Council Meetings

(22 held)

Special Meetings

(1 held)

John Watson

Jane Nathan

John Tanner

Local laws

Brimbank had two local laws, the

General Local

Law 2008

, which came into effect on 1 January

2008 and the

Meeting Procedure Local Law No. 1

2009

, which came into effect on 28 July 2009.

On 8 July 2014, a third Local Law – the

Governance (Major Policy Consultation) Local

Law No. 3 was made. Local laws apply within

the area of the City of Brimbank and act as

secondary legislation to State and Federal laws.

General Local Law 2008

Brimbank’s

General Local Law 2008

was

adopted on 27 November 2007. The objectives

of the local law are to provide for the:

• Administration of Council’s powers

and functions

• Protection, safe and fair use and

enjoyment of Council property

• Safe and fair use of streets,

roads and footpaths

• Protection, maintenance and enhancement

of the amenity of the municipality to

a standard that meets the general

expectations of the community

• Keeping and control of animals

on land and on Council property, and

• Uniform and fair administration

and enforcement of the local law.

A copy of

General Local Law 2008

can be viewed on Council’s website.

Meeting Procedure Local Law No. 1 2009

Brimbank’s

Meeting Procedure Local Law

was

adopted on 28 July 2009. The primary purposes

of the Meeting Procedure Local Law 2009 are to:

• Provide for the procedures governing

the conduct of Council Meetings and

Committee Meetings

Governance and Management (continued)

• Set the rules of behaviour for those

participating in and attending meetings, and

• Regulate the use of Council’s common seal.

A copy of the Meeting Procedure Local

Law 2009 was available for viewing on

Council’s website.

The

Meeting Procedure Local Law No.1 2009

was reviewed and updated in 2014–2015.

The Meeting Procedure Local Law No.1 2015

(new Meeting Procedure Local Law) was

made on 18 June 2015, following community

consultation conducted in accordance with

the

Local Government Act 2009

. The new

Meeting Procedure Local Law has the same

purposes as the Meeting Procedure Local Law

2009, including provision for greater support

of people with a disability, Council to resolve to

have the position of Deputy Mayor and updates

to assist understanding of its contents.

Governance (Major Policy Consultation)

Local Law No. 3 2014

Brimbank’s Governance (Major Policy

Consultation) Local Law No. 3 was made

on Friday 18 July 2014. It enables Council to

determine whether a policy is, or is not, a ‘major

policy’, and prescribes a public consultation

process to be followed when the Council

proposes to make, amend, modify or revoke a

‘major policy’. The purpose of the local law is to:

• Provide for some policies of Council

to be designated as major policies

• Prescribe the procedure to be followed

before making, amending, modifying

or revoking a major policy

• Promote transparency of decision-making

• Promote best practice in governance

processes, and

• Provide for the peace, order and good

government of the municipal district.

Internal Committees

/External Committees

External Advisory Committees

Three advisory committees with external

representation: Community Wellbeing

Committee; Economic Development and

Transport Committee; and Sustainability

and Environment Committee continued

to meet for the first half of 2014–2015.

Reports of committee meetings were

provided to Ordinary Council Meetings.

Community Wellbeing Committee

Chair:

Brimbank Administrator, John Tanner

(from 21 March 2014).

Community representatives:

Ms Anne Bourke,

Ms Melissa Prescott (until 16 May 2014), Ms

Mary Panayiotou-Bereux, Mr Tim Johnston, Ms

Laura Nicolouleas (until 30 September 2013)

and Ms Joan Ellis.

Sustainability and Environment Committee

Chair:

Chair of the Panel of Brimbank

Administrators, Mr John Watson.

Community representatives:

Mr Anthony

Mangiardi, Ms Larissa Stewart, Mr Guy Edgar,

Mr Damien Wigley and Ms Yeshim Ismail.

Economic Development

and Transport Committee

Chair:

Brimbank Administrator, Mrs Jane Nathan.

Community representatives:

Mr Bill Petreski,

Mr Rodney Con Foo (until 30 November 2013),

Mr David Anderson, Mr Tony Smith, Mr Robert

Chessell and Ms Sue La Greca.

During 2014, the format of the advisory

committees evolved and the committees

merged on several occasions to consider

issues of municipal significance. As the majority

of key committee-specific policies had been

completed, the committees were dissolved

in December 2014.

The fourth advisory committee – the Audit

and Risk Management Committee – continued

to meet on a quarterly basis in 2014–2015.

Administrator Representation

on Committees

Each calendar year, Administrators are

nominated to represent Council on a range

of Council Committees for the following

year. Council Committees comprise Advisory

Committees (with external representation),

Community Consultative/Reference

Committees (with external representation)

and External Committees (where an

Administrator acts as a delegate).

Council advisory committees

(with external representation)

Role of committee

Nominated July 2014

– December 2014

Administrator

Nominated January

2015 – June 2015

Administrator

Audit and Risk Management

Committee (ARMC)

Advisory Committee to Council established in accordance with section 139(2)

of the

Local Government Act 1989

, to provide oversight of internal and

external audit activities.

John Watson

Community Wellbeing Committee

Advisory Committee to Council on community wellbeing issues.

Not applicable

Economic Development

and Transport Committee

Advisory Committee to Council on economic development and transport issues.

Jane Nathan

Not applicable

Sustainability and

Environment Committee

Advisory Committee to Council on environmental and sustainability issues.

John Watson

Not applicable

Community Consultative

/ Reference Committee

(with external representation)

Role of committee

Nominated July 2014

– December 2014

Administrator

Nominated January

2015 – June 2015

Administrator

Australia Day Awards

Selection Committee

Selection of Australia Day Award recipients.

John Watson

Brimbank Arts

Advisory Committee

To oversee the operational aspects of the

Brimbank Arts Collection Policy Guidelines 2011–2015.

Jane Nathan

Brimbank Community

Fund Committee

To provide guidance of the administration

of the Brimbank Community Fund.

John Tanner

Brooklyn Industrial

Precinct Strategy Committee

To provide advice and recommendations to Council on the amenity

of Brooklyn Industrial Precinct.

Jane Nathan

Community Liaison Committee –

Former Sunshine Quarry

To examine the management of environmental, amenity and traffic issues,

as well as planning for the end use of the site.

John Tanner

Errington Precinct Master Plan

Implementation (Phase One)

Community Reference Group

To provide for community input into the implementation

of Phase One of the Errington Precinct Master Plan.

John Tanner

Heritage Advisory Committee

To provide a forum for Council to work with the local community to promote

the retention, protection and enhancement of Brimbank’s heritage.

Jane Nathan

Keilor Office Building Community

Consultative Committee

To provide for community input into the development

of future use options for the Keilor municipal offices.

John Watson

Municipal Emergency

Management Plan Committee

To ensure all agencies are involved in emergency

planning for the municipality.

John Watson

St Albans Connect

Strategic Partnership Group

To provide governance for the St Albans Connect Project,

a Council initiative to coordinate the social, community and physical

infrastructure in the St Albans area.

John Tanner

Jane Nathan

(substitute

Council representative)

John Tanner

Jane Nathan

(substitute

Council representative)

Sunshine Town Centre

Partnership Group

To assist in the implementation of the Sunshine Rising program.

To assist Council realise the vision for Sunshine Town Centre.

Jane Nathan

Sydenham Town Centre

Partnership Group

To facilitate regular dialogue between Council, QIC and relevant agencies,

relating to the Sydenham Town Centre.

John Watson

Brooklyn Community

Reference Group

To foster collaboration between community, industry and government,

to ensure ongoing clean air in the Brooklyn area.

Jane Nathan

LeadWest Ltd Board

Representing the councils of Brimbank, Hobsons Bay, Maribyrnong,

Moonee Valley, Melton and Wyndham, to support sustainable growth

and regional development in Melbourne’s West.

John Watson

(Delegate)

John Tanner

(alternate

Delegate)

John Watson

(Delegate)

John Tanner

(alternate

Delegate)

Metropolitan Local Governments’

Waste Management Forum

To assist in the implementation of the Victorian Government’s ‘Waste

and Resource Recovery Policy – Getting Full Value’ and management

and administration of waste disposal contracts.

John Tanner

Council advisory committees

(with external representation)

Role of committee

Nominated July 2014

– December 2014

Administrator

Nominated January

2015 – June 2015

Administrator

Metropolitan Transport Forum

Advocacy group for promotion of effective, efficient

and equitable transport in metropolitan Melbourne.

John Tanner

Municipal Association of Victoria

(MAV) State Council

Victorian Local Government peak body, comprised of representatives whose

role is to advocate on behalf of the industry and support its development, and

represent the interests of their council by presenting its position on issues.

John Watson

(Delegate)

Jane Nathan

(substitute

Delegate)

John Watson

(Delegate)

Jane Nathan

(substitute

Delegate)

Victorian Local Governance

Association (VLGA)

Acts as a peak body for councillors, local governments, community leaders

and groups to support good governance, sustainability and social justice.

John Watson

In 2014–2015, the representatives/delegates to Council Committees were:

Governance and Management

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| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Governance and Management |

Governance and Management Checklist in Report of Operations

Audit and Risk

Management Committee

Council’s Audit and Risk Management Committee

is an Advisory Committee appointed under

Section 139 of the

Local Government Act 1989

During 2014–2015, the Audit and Risk

Management Committee was responsible for:

• Enhancement of Council’s external

financial reporting

• Effectiveness of both the external

and internal audit functions

• Effective management and protection

of Council assets

• Oversight of strategic risk

management framework

• Compliance with laws and regulations and

consideration of best practice guidelines

• Provision of an effective means of

communication between the external

auditor, internal auditor, management

and Council.

Audit and Risk Management

Committee Charter

The Audit and Risk Management Committee’s

Charter was approved by Council at its

Ordinary Council Meeting on 15 March 2011,

and has been reviewed annually.

As a result of the Charter annual review in

November 2014, the Charter was reformatted

and updated to include the strategic audit

plan and an annual meeting with the external

auditor and internal audit services provider.

In 2014–2015, the responsibilities of the

committee outlined in the Charter have

been carried out.

Composition of Audit and Risk

Management Committee

During the reporting period, the committee

was chaired by independent member,

Mr Michael Beer, and comprised independent

members Mr Richard Jones, Mr Homi Burjorjee,

and Ms Linda MacRae, and Brimbank

Administrator Mr John Watson.

Michael Beer

Independent Chair of Audit Committee

• Accounting and finance

• Audit, corporate governance and risk

management

• Strategic planning.

Richard Jones

Independent Member

• Local Government

• Accounting and finance

• Governance and company secretarial.

Homi Burjorjee

Independent Member

• Chartered accounting

and business administration

• Internal audit

• Local Government

• Risk management and

information technology.

Linda MacRae

Independent Member

• Local Government

• Corporate services and

financial management

• Audit and governance

• Strategic and operational

risk management.

John Watson

Chair of Panel of Brimbank Administrators

• Former Executive Director of Local

Government Victoria

• Local Government

• State Government – specialising

in governance and legislation.

During the reporting period, the committee

received and considered internal audit reports

on the following matters:

• Procurement Review

• Accounts Payable, Procurement – Purchase

Order System, Payroll, Rates – Data Analytics

Review –

• Statutory Planning Review

• Long Term Financial Plan Review

• Records Management Review.

The audit recommendations and management

responses were considered by the Audit

and Risk Management Committee, and were

implemented, or in the process of being

implemented, over 2014–2015. The Audit and

Risk Management Committee monitored the

implementation of audit recommendations at

each meeting of the committee.

The external audit report on the Annual

Financial Report 2013–2014 was received and

considered, as well as the VAGO management

letter and recommendations.

The operation of the Audit and Risk

Management Committee was reported

to Council following each meeting.

Internal audit function

Council’s internal audit function was contracted

to Crowe Horwath in 2014–2015.

Council appointed its internal auditor through

a public tender process in accordance with

section 189 of the

Local Government Act 1989

and Council’s Procurement Policy. Following the

tender process, Council re-appointed Crowe

Horwath Melbourne as its internal audit services

provider in March 2014, for a three-year term.

The annual internal audit program for

2014–2015 was successfully conducted.

Governance and Management (continued)

Governance and Management Checklist in Report of Operations

Meetings

The following ordinary meetings of the Audit

and Risk Management Committee were held

during the reporting period:

Meeting No. 100

1 September 2014

Meeting No. 101

7 November 2014

Meeting No. 102

20 February 2015

Meeting No. 103

29 May 2015

The attendance record of Audit and Risk Management Committee members for 2014–2015 was:

Name

No. of meetings

eligible to attend

No. of meetings

attended

Michael Beer (Chair)

Richard Jones

Homi Burjorjee

Linda MacRae

Chair of Panel of Administrators John Watson

Governance and Management Items

Assessment

Community engagement policy

(policy outlining Council’s commitment to engaging

with the community on matters of public interest)

Policy

Date of operation of current policy: 18 September 2012

Community engagement guidelines

(guidelines to assist staff to determine when

and how to engage with the community)

Guidelines

Date of operation of current guidelines: 2012

Strategic Resource Plan

(plan under section 126 of the Act outlining the financial and non-financial

resources required for at least the next four financial years)

Adopted in accordance with section 126 of the Act

Date of adoption: 8 July 2014

Annual budget

(plan under section 130 of the

Local Government Act 1989

setting out the

services to be provided and initiatives to be undertaken over the next 12

months and the funding and other resources required)

Adopted in accordance with section 130 of the Act

Date of adoption: 8 July 2014

Asset management plans

(plans that set out the asset maintenance and renewal needs

for key infrastructure asset classes for at least the next 10 years)

Plans

Date of operation of current plans:

• Road AMP – June 2012

• Open Space AMP – March 2012

• Facilities AMP – January 2012

• Stormwater AMP – March 2011

Rating strategy

(strategy setting out the rating structure

of Council to levy rates and charges)

Strategy

Date of operation of current strategy: 8 July 2014

Risk policy

(policy outlining Council’s commitment and approach

to minimising the risks to Council’s operations)

Policy

Date of operation of current policy: 16 October 2012

Fraud policy

(policy outlining Council’s commitment

and approach to minimising the risk of fraud)

Policy

Date of operation of current policy: 20 August 2014

Municipal emergency management plan

(plan under section 20 of the

Emergency Management Act 1986

for emergency prevention, response and recovery)

Prepared and maintained in accordance with

section 20 of the

Emergency Management Act 1986

Date of preparation: 14 October 2014

Procurement policy

(policy under section 186A of the

Local Government Act 1989

outlining the matters, practices and procedures that will apply

to all purchases of goods, services and works)

Prepared and approved in accordance with section

186A of the

Local Government Act 1989

Date of approval: 29 October 2013

Local Government (Planning and Reporting) Regulations 2014

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Governance and Management Items

Assessment

Business continuity plan

(plan setting out the actions that will be undertaken to ensure

that key services continue to operate in the event of a disaster)

Plan

One organisational, and four directorate

Business Continuity Plans.

Date of approval: 15 October 2014

Disaster recovery plan

(plan setting out the actions that will be undertaken to recover

and restore business capability in the event of a disaster)

Plan

Date of operation of current plan: August 2014

Risk management framework

(framework outlining council’s approach to managing

risks to the Council’s operations)

Framework

Date of operation of current framework: 9 August 2013

Audit Committee

(advisory committee of Council under section 139 of the

Local Government

Act 1989

whose role is to oversee the integrity of a council’s financial

reporting, processes to manage risks to the council’s operations and for

compliance with applicable legal, ethical, and regulatory requirements)

Established in accordance with section 139 of the Act

Date of establishment: 23 July 2013 (current structure)

Internal audit

(independent accounting professionals engaged by the council to provide

analyses and recommendations aimed at improving council’s governance,

risk and management controls)

Engaged

Date of engagement of current provider: 17 March 2014

Performance reporting framework

(a set of indicators measuring financial and non-financial performance,

including the performance indicators referred to in section 131 of the

Local Government Act 1989

)

Framework

Date of operation of current framework: 1 July 2014

Council Plan reporting

(report reviewing the performance of the council against the Council Plan,

including the results in relation to the strategic indicators, for the first six

months of the financial year)

Report

Date of Report: 10 February 2015

Governance and Management Items

Assessment

Financial reporting

(quarterly statements to Council under section 138 of the

Local Government Act 1989

comparing budgeted revenue

and expenditure with actual revenue and expenditure)

Statements presented to council in accordance with section

138(1) of the Act

Date statements presented: 9 September 2014,

11 November 2014, 14 February 2015, 12 May 2015

Risk reporting

(six-monthly reports of strategic risks to Council’s operations, their

likelihood and consequences of occurring and risk minimisation strategies)

Reports

Date of reports: Quarterly – 1 September 2014, 7 November

2014, 20 February 2015, 29 May 2015

Performance reporting

(six-monthly reports of indicators measuring the results against financial

and non-financial performance, including performance indicators referred

to in section 131 of the

Local Government Act 1989

)

Reports

Date of reports: 9 September 2014, 7 November 2014,

20 February 2015, 29 May 2015

Annual report

(annual report under sections 131, 132 and 133 of the

Local

Government Act 1989

to the community containing a report

of operations and audited financial and performance statements)

Considered at a meeting of council in accordance

with section 134 of the

Local Government Act 1989

Date statements presented: 14 October 2014

Councillor Code of Conduct

(Code under section 76C of the Act setting out the conduct principles

and the dispute resolution processes to be followed by Councillors)

Reviewed in accordance with section 76C of the Act

Date reviewed: 14 December 2011

Delegations

(a document setting out the powers, duties and functions

of Council and the Chief Executive Officer that have been

delegated to members of staff)

Reviewed in accordance with section 98(6)

of the

Local Government Act 1989

Date of review:

• Council to CEO – 23 September 2014

• Council to Staff – 14 April 2015

• CEO to Staff – 20 April 2015

• CEO duties to Staff – 19 June 2015

• VicSmart – 23 April 2015

Meeting procedures

(a local law governing the conduct of meetings

of Council and special committees)

Meeting procedures local law made in accordance

with section 91(1) of the Act

Date local law made: 28 July 2009/18 June 2015

I certify that this information presents fairly the status of Council’s governance and management arrangements.

Mr John Watson

Chair of Panel of Administrators

Dated: 15 September 2015

Bill Jaboor

Chief Executive Officer

Dated: 15 September 2015

Governance and Management |

Governance and Management Checklist in Report of Operations

(continued)

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Governance and Management |

Statutory Information

Best Value

Background

The Best Value legislation (s208A of the

Local

Government Act 1989

) was introduced in 1999.

The principles of the legislation state:

• All services must meet quality

and cost standards

• All services must be responsive

to community needs

• All services must be accessible to

those for whom they are intended

• A council must achieve continuous

improvement in its provision of services

• A council must develop a program

of regular consultation with its community

in relation to the services it provides

• At least once every year a Council must

report to its community on what it has done

to ensure that it has given effect to the Best

Value Principles.

To provide assurance that Brimbank City Council

has given effect to the Best Value Principles

this report has been developed to describe

the activities that were undertaken during the

2014–2015 financial year.

Summary of activities

Quality and cost standards

Services were defined and agreed upon by the

organisation in 2013. Subsequently, quality

and cost measures were developed with the

responsible officers and are now formalised

in a Quality and Cost Standard register that is

available for public inspection upon request.

Services application of the principles

All departments undertook an approved

department planning process that included

an assessment of the services provided by the

department against the Best Value Principles

of responsiveness, accessibility, continuous

improvement and consultation activities.

Assessments from five services have been

included in the Best Value At Work section.

Assessment of value for money

As described in s208C(b) of the

Local

Government Act 1989

an assessment of value

for money in service delivery was achieved

through two activities, firstly through the

budget approach and secondly through

service review. An example of service review

undertaken is that of our Library Services

whom conducted a structural review of

the Library Collection Team and a review

of opening hours resulting in increased

availability of the library to the community.

Continuous Improvement

Many departments undertook continuous

improvement activities ranging from small

process changes to large-scale mobile

technology implementations.

Brimbank is strategically rolling out mobile

technology solutions across the organisation

delivering cost savings as well as increasing

citizen satisfaction through timely and

appropriate Council response.

Consultation

Further to consultation that is undertaken on

the Annual Budget and Council Plan significant

community consultation has occurred during

the year which included community input into

the development of key strategies, plans and

policies including:

•

an to Prevent Men’s Violence Against

Women 2015–2019: Towards Gender Equity

•

deer Green Activity Hub Master Plan

•

Bri

mbank Children’s Plan 2015–2019

•

Bri

mbank Activity Centre Strategy

•

Rev

ised St Albans Precinct Structure Plan

and Collins Street Master Plan

•

ectronic Gambling Policy 2015;

and

•

Comm

unity Grants Policy 2014.

Additionally, Council facilitated many

committees that include Brimbank and the

greater community members to advise Council

on many matters including the Community

Wellbeing, Environmental Sustainability

and the Economic and Transport Community

Advisory Committees.

Statutory Information

Information available to the public

The

Local Government (General) Regulations

2004

(Reg. 11) requires councils to make

available certain information for public

inspection. Members of the public may

arrange to inspect the information during

normal office hours by calling the

Compliance Officer on

9249 4000

A summary of the information is as follows:

• Allowances fixed for Administrators

• Range of salary packages for senior officers

• Details of overseas or interstate travel

undertaken in an official capacity by

Administrators and Council officers

• Names of Administrators and Council officers

who were required to submit a return

of interests during the financial year

and the dates they were submitted

• Agendas and minutes for ordinary and

special meetings (s.93 of the

Local

Government Act 1989

)

• A list of special committees established

(and abolished) by Council

• Minutes of special committee meetings

• A record of submissions received under

s.223 of the

Local Government Act 1989

• A register of Officers authorised under

s.224 of the

Local Government Act 1989

• A list of donations and grants made

by Council during the financial year

• A register of delegations to special

committees, the Chief Executive

Officer and Council officers

• A record of property, finance and

operating leases

• A list of the names of the organisations

of which the Council was a member

during the financial year and details of all

membership fees and other amounts and

services provided during that year to each

organisation by the Council

• A list of contracts valued at $150,000 or

more which the Council entered into during

the financial year without first engaging in a

competitive process.

In addition Council is required to keep and

maintain registers required under the

Planning

and Environment Act

, the

Building Act

, and the

Domestic Animals Act

Freedom of Information Act 1982

The

Freedom of Information Act 1982

(

‘FOI

Act’

) establishes, as far as possible, a right

of the community to access documentation

in Council’s possession. The

FOI Act

requires

discretions to be exercised to promote

disclosure of documentation. However,

Part IV of the

FOI Act

prescribes what

documentation may be considered exempt

from disclosure. In summary, Council must

provide access to the documentation unless

it is exempt documentation.

Freedom of Information

applications annual report

Twenty-three requests were received during

2014–2015. Of those applications, six were

released in full, 10 were released in part, four

were withdrawn and one is outstanding.

There were also two applications, which were

outside of the

Local Government Act 1989

In accordance with section 65AA of the

FOI

Act

, Council has submitted its report on the

operation of the

FOI Act

to Parliament and

a copy of the report is available for public

inspection. A time to inspect the report

may be arranged by calling the Freedom

of Information Officer on

9249 4000

As Local Government is accountable to its community, its operations must be open and transparent.

Proper process with sound corporate governance is an essential part of this.

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Governance and Management |

Statutory Information

Statutory Information (continued)

Application for access to documentation

To apply for access to documentation in

Council’s possession, download the Freedom

of Information Application form by following

the Privacy and FOI link on Council’s website

and submit the application to the Freedom

of Information Officer.

In order to avoid processing delays it is

recommended that an application be for

specific documents and not all documents in a

broad category, and that the applicant ensures

the prescribed application fee is attached.

If unsure about the Freedom of Information

process or what specific documents may be

in Council’s possession, contact Council’s

Freedom of Information Officer on

9249 4000

for further information.

Victorian Charter of Human Rights

and Responsibilities

The

Victorian Charter of Human Rights and

Responsibilities Act 2006

(‘the Charter’)

acknowledges that all people are born free and

equal in dignity and rights. It specifies 20 civil

and political human rights and responsibilities

that reflect the four basic principles of freedom,

respect, equality and dignity. It prevents

government agencies from making laws and

decisions which contravene those prescribed

principles and also encourages a human rights

culture. Council prepares an annual report of

Council’s compliance to the Victorian Charter

of Human Rights.

In response to the Charter and high levels

of social and economic disadvantage in

the municipality, the

Brimbank Social Justice

Charter

is implemented to help build a just

and inclusive society.

Brimbank Social Justice Charter

Brimbank City Council’s

Social Justice Charter

supports the development of policies and

services that improve community wellbeing

reduce disadvantage and respect diversity.

First launched in 2008, the

Social Justice

Charter

was updated in December 2012,

validating community and inter-government

partnerships and sustaining commitments

to the principles of access, equity, community

participation and human rights.

A key element of the Brimbank charter is

implementing responses to the

Victorian

Charter of Human Rights and Responsibilities

and treating all citizens with respect and

without discrimination. Council is committed

to developing a human rights culture and

working with the Equal Opportunity and Human

Rights Commission to promote human rights

in the community. A major element of Council’s

commitment is to ensure that Council policies

and decision-making processes comply with

the

Victorian Charter of Human Rights and

Responsibilities

Key work undertaken supporting the Victorian

Charter of Human Rights and the Brimbank

Social Justice Charter include:

• Promoted support for all diverse groups with

a Council endorsed Statement of Respect

• Ongoing coordination of the Social Justice

Coalition. The Brimbank Social Justice

Coalition comprises Council, community

groups, peak bodies, non-Government

welfare agencies and individuals. Their goal

is to plan, lead and advocate on social justice

priorities in Brimbank

• The Strategic Implementation Group (SIG)

comprised of Executive Officers from a cross

section of local social, economic, cultural

and/or environmental agencies, continued

to collaborate to plan, lead and advocate in

response to identified Social Justice priorities

• Participated in initiatives that address

disadvantage in the western region

including: Western Region Local Government

Reconciliation Network, MetroAccess

Western Region Network, Brimbank Melton

Local Learning Employment Network and

Preventing Violence Together

• Maintained a strong evidence base for

integrated policy development, decision

making and advocacy purposes. This includes

maintenance of the Brimbank community

profile and development of the Brimbank

Diversity Profile (2014). Trending and

emerging issues related to problem gambling,

housing vulnerability and homelessness

have been documented

• Delivered the annual Brimbank State and

Federal budget briefing, in partnership

with the Victorian Council of Social Services

• Delivered activities through Council’s

Neighbourhood Houses. Activities that

address disadvantage and promote civic

engagement include: accredited training

in aged care, cooking classes for people

with a disability, Dads in Distress and

programs for people with autism

• Prepared submissions to the Victorian

Parliamentary Inquiry into Social Inclusion

for People with a Disability, the McClure

Welfare Reform, State Disability Plan

2017–2020, Victorian Public Health and

Wellbeing Plan 2015–2019, Review of

the Victorian Charter of Human Rights

and Responsibilities Act 2006 and Royal

Commission into Family Violence

• Coordinated and participated in events

including Anti-Poverty Week, Social

Inclusion Week, International Day for

People with a Disability, White Ribbon

Day and Social Justice Week

• Continued to implement Council policies,

strategies and action plans such as the

Reconciliation Action Plan

, the

Settlement

Action Plan, Plan to Prevent Men’s Violence

Against Women: Towards Gender Equity

(2015–2019)

and the

Disability Action Plan

which address the principles of social justice

• Updated and maintained the Brimbank

Social Justice Coalition website.

Carers Recognition Act 2012

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

Carers

Recognition Act 2012

to people in care

relationships who receive council services;

to people in care relationships, and to the wider

community by distributing information through

relevant council services and providing links

to Victorian Government resource materials

on Council’s website.

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

Carers

Recognition Act 2012

by including information

on the care relationship in Council induction

and training programs for staff working

in Home and Community Care services.

Council has taken all practicable measures

to review and modify Council policies,

procedures and supports to include

recognition of the carer relationship.

Contracts

Council did enter into one contract for works,

which ended up costing over $150,000 without

first engaging in a competitive process.

This contract was required to be entered

into due to the urgent nature of works

and the potential OHS risk.

Disability Action Plan

In accordance with section 38 of the

Disability Act 2006

, as Council has prepared

a Disability Action Plan it must report on the

implementation of the

Disability Action Plan

in its annual report.

Brimbank City Council adopted the

Brimbank

Disability Action Plan

(DAP) 2012–2016 in

November 2012. The Brimbank DAP is a

whole-of-Council strategy that guides

Council’s priorities and actions to achieve

equity for people of all abilities in Brimbank.

In 2014–2015 Council continued to deliver

the actions of the DAP: Some actions included

continuing to implement the Social Justice

Charter, supporting advocacy and partnership

opportunities. Supporting the Disability

advisory committee and providing a range of

support services help to maintain and enhance

the physical, social and emotional wellbeing

of people with a disability. The services

included Home and Community Care (HACC)

and a range of community programs including

Neighbourhood Houses, Community Transport,

Community Activity Groups and volunteers

support services.

Domestic Animal Management Plan

In accordance with the

Domestic Animals Act

1994

, Council is required to prepare a Domestic

Animal Management Plan at four yearly

intervals and evaluate its implementation

in the annual report.

Council adopted its

Domestic Animal

Management Plan 2013–2017

, in June 2013.

The plan outlines objectives and actions in

relation to cats and dogs in the municipality

over the next four years, and was developed

after consultation with the community.

Food Act Ministerial Directions

In accordance with section 7E of the

Food Act

1984

, Council is required to publish a summary

of any Ministerial Directions received during

the financial year in its Annual Report.

No such Ministerial Directions were received

by Council during the financial year.

Road Management Act Ministerial

direction

In accordance with section 22 of the

Road

Management Act 2004

, Council must publish

a copy or summary of any Ministerial direction

in its annual report. No such Ministerial

Directions were received by Council during

the financial year.

Privacy and Data Protection Act 2014

The Privacy and Data Protection Act 2014

(PDP

Act) contains privacy principles which relate to

responsible collection, use and disclosure of

personal information. Brimbank City Council’s

PDP

Act

and provides information on how Council

complies with requirements of the

PDP Act

The policy also contains guidance on how to

access and amend your personal information.

The Privacy Policy can be downloaded from

Council’s website.

Information privacy complaints

Council received three privacy complaints

in 2014–2015, which after investigation and

consideration, could not be substantiated.

Complaints about Council’s observance of

the privacy principles should be submitted

in writing to: The Privacy Officer, PO Box 70,

Sunshine, Victoria 3020 or by email to

privacy@brimbank.vic.gov.au

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Health Records Act 2001

The

Heath Records Act 2001

(‘HR Act’) seeks

to protect the privacy of an individual’s health

information and provides individuals with

a right of access to their health information.

The

HR Act

also establishes a mechanism

for dispute resolution and a framework for

making a complaint.

Health records complaints

Council did not receive any privacy complaints

relating to health records in the last financial

year. Privacy complaints about health

information should be submitted in

writing to: The Privacy Officer, PO Box 70,

Sunshine, Victoria 3020 or by email to

privacy@brimbank.vic.gov.au

Geographic names within

the municipality

Council reviewed and adopted its

Place Naming

Policy

on 26 August 2014. The reviewed policy

includes a clause that allows Council or the

Chief Executive Officer to refuse any repeat

naming requests on a matter that has

previously been considered by Council.

One naming proposal was considered,

under delegation, in 2014–2015.

Protected Disclosure Act 2012

The

Protected Disclosure Act 2012

requires

Council to have an established procedure to

facilitate the making of any disclosures, receipt

and assessment of disclosures, measures to

maintain confidentiality and protection against

reprisals (detrimental action), and the welfare

management of people who make disclosures

or witnesses.

Council has a nominated Protected Disclosure

Coordinator, who is responsible for the initial

assessment of an assessable disclosure.

A copy of Council’s Procedures have been

available from Council‘s Protected Disclosure

Coordinator and on Council’s website

throughout 2014–2015. In December 2014,

the Independent Broad-based Anti-Corruption

Commission (IBAC) reported on a review of

a sample of 114 state and local government

bodies to assess the implementation and

availability of their protected disclosure

procedures. Brimbank was one of 15

organisations given a ‘gold star’ rating for

their procedures; on the basis the procedures

demonstrated some aspect of best practice.

As required by Section 70 of the

Protected Disclosure Act 2012 (the Act)

it is reported that:

• Council has established procedures

under Part 9 (Section 58) to deal with

any disclosures made under the

Local

Government Act 1989

. These procedures

were available to the Members of Council,

staff and the public over 2014–2015.

• For the period 1 July 2014 – 30 June 2015,

Council received one disclosure.

• One assessable disclosure was referred by

Council to the Independent Broad-based

Anti-corruption Commission (IBAC) under

section 21(2) for determination as to

whether they were protected disclosures

or protected disclosure complaints during

the financial year.

• There were no disclosed matters

substantiated on investigation or action

taken on completion of investigation.

• There were no recommendations of IBAC

or other investigating entity under the

Local Government Act 1989

that related

to Council during the financial year.

Central Complaints Register

During 2014–2015, Council received

226 complaints.

Expressions of discontent at the unsatisfactory

action or inaction relating to a Council service

(complaints) are welcomed. Once a complaint is

received Council is committed to investigating it

and providing an interim or final response within

seven working days. When an interim response

is provided, this will include advice on when a

comprehensive, final response can be expected.

Complaints can be made in the following ways:

• By letter to the Customer Service

Enhancement Officer, Brimbank City Council,

PO Box 70, Sunshine Vic 3020

• By email to

info@brimbank.vic.gov.au

• By completing an

Online Complaints Form

Business continuity

Council has an organisational business

continuity plan and four directorate business

continuity plans. These business continuity

plans allow for a consistent prioritised approach

for the identification and restoration of the

critical services and required resources that

need to be recovered in the event of loss of:

• Key Staff

• Information and Technology

• Voice Communications

• Building/Precinct

• Vital Records

• Critical Suppliers

• Critical Equipment.

The Business Continuity Program incorporates

best practice standards in accordance with

ISO22301:2012 (ISO22301) Business Continuity

Management Systems (BCMS) – Requirements

and is monitored and updated as per the Policy

and Framework.

During 2014–2015, the organisational business

continuity plan, and the four directorate business

continuity plans, was tested to review their

currency and adequacy with positive results. One

key identified improvement was the creation of

a ‘Team B’ Business Recovery Committee, in the

event that member/s of the normal Committee

are unavailable during an incident.

This review ensured that Brimbank City Council

is able to reinstate its services in an identified,

prioritised manner, in the event of a business

interruption or incident.

Council memberships

During 2014–2015 Brimbank was a member of:

• Keep Australia Beautiful

• LeadWest

• Local Government Managers Association

• Metropolitan Transport Forum

• Municipal Association of Victoria

• Property Council of Australia

• Municipal Works Operations Association

• Victorian Waste Management Association

• Victorian Employers’ Chamber of Commerce

and Industry

• Victorian Local Governance Association

• Waste Management Association of Australia

• Western Melbourne Tourism.

Asset Management

In 2014–2015, asset management in Brimbank

City Council focused on delivering a host of

benefits to the community by continuously

monitoring the state and condition of assets to

ensure longevity and maximum benefit to the

community. Some of these activities included:

Asset condition survey

• Catalogued and mapped all of Council’s

irrigation pipes, meters and sprinklers

into the asset management system to

provide a more integrated approach to the

day-to-day operations and maintenance

of these types of assets

• Carried out a comprehensive condition

assessment of Council’s buildings including

libraries, community centres, maternal and

child health centres, halls, pavilions, sheds

and preschools. Results from the condition

survey will assist Council in prioritising

future works and ensure Council facilities

are maintained to an agreed standard

• Carried out a comprehensive condition

assessment of Council’s open space assets,

which includes parks, reserves, playgrounds,

BBQs, park benches, waste bins, signs and

shelters. Results from the condition survey

will assist Council in prioritising future works

and ensure Council open space assets are

maintained to an agreed standard.

Data management

• Maintained the currency and reliability

of over 250 corporate datasets. This

information includes all infrastructure assets

such as roads, drainage pipes, drainage

pits, kerb and channel and footpaths as

well as monthly updates to Council’s aerial

photography, property base information

and land use.

Process improvement

• Extended rollout of a mobile and wireless

solution, which allows Council officers

to respond to customer enquiries more

quickly and more effectively using iPads

and mobile phones

• Improvements to the myBrimbank mobile

app for improved geo-location services and

compliant to Apple’s new IOS ecosystem.

Innovation

• Partnering with the RMIT, Melbourne

Water and five other Metropolitan Councils

to develop an automated tree survey using

aerial photography and remote sensing

laser scanning

• Signed a Work Integrated Learning partnership

agreement with RMIT to provide final year

engineering students with an annual three

month on the job placement. This program

provides students with the opportunity to get

involved in real asset management projects

and gain practical experience in preparation

for their future careers.

Municipal Emergency Management

In meeting statutory obligations under the

Emergency Management Act 1986

, Council

must plan to prevent, respond and recover from

emergencies which may endanger the safety

or health of any person, or which may destroy

or damage property.

The

Municipal Emergency Management Plan

(MEMP) is regularly updated and coordinated

through Council’s MEMP Committee. The MEMP

is a multi-agency plan for the municipal district

and not just a Council specific plan. The MEMP

Committee meets quarterly.

The broad objectives of MEMP are to:

• Implement measures to prevent or reduce

the causes or effects of emergencies

• Manage arrangements for the use

of municipal resources in response

to emergencies

• Manage support that may be provided

to or from adjoining municipalities,

emergency services and agencies

• Assist the affected community to recover

following an emergency, and

• Complement other local, regional

and state planning arrangements.

To ensure major risks to the community

are identified and planned for, the MEMP

Committee is also required to develop and

regularly update a Community Emergency

Risk Management (CERM) Workbook.

Brimbank’s MEMP was formally audited and

approved by the Victorian SES in 31 October 2014.

The audit is undertaken every three years and

is designed to ensure that Council complies with

legislative requirements regarding municipal

emergency management. The next Victorian SES

audit is scheduled on November 2017.

Governance and Management |

Statutory Information

Statutory Information (continued)

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Governance and Management |

2015 Community Satisfaction Survey

The annual survey measures the community’s

level of satisfaction with Council’s performance

in relation to seven core measures: overall

performance, community consultation,

advocacy, making community decisions,

sealed local roads, customer service and overall

Council direction, as well as 23 service areas.

Brimbank’s results are benchmarked against

its performance in the previous year, the state

wide result, and the Melbourne metro group

of councils, within which Brimbank now falls.

Due to a change by the DELWP in the

classification of councils, Brimbank has changed

from being classified as an outer metropolitan

council in 2014, to being included in the

Melbourne Metro group in 2015.

The 2015 Melbourne metro group included the

municipalities of Brimbank, Banyule, Bayside,

Boroondara, Glen Eira, Greater Dandenong,

Frankston, Kingston, Knox, Manningham,

Maroondah, Melbourne, Monash, Moonee

Valley, Moreland, Port Phillip and Stonnington.

The 2015 Local Government Community

Satisfaction Survey was completed by 400

Brimbank residents via telephone interviews

conducted between 1 February and 30 March 2015.

Brimbank City Council has participated in the

state-wide Local Government Community

Satisfaction Survey since 2009.

Analysis

In general, the 2015 survey results show that

Council’s performance has been generally

stable, compared with the 2014 results.

The service areas that had the highest

performance scores in 2015 were waste

management, and arts centres and libraries.

Compared to the state-wide results, Council’s

2015 performance was rated higher for

sealed local roads, customer service and

overall Council direction.

The survey results are also a means of

informing Council about the issues that are

foremost in the minds of the community,

and in what areas it looks for improvement.

Performance

Measures

Brimbank

2012

Brimbank

2013

Brimbank

2014

Brimbank

2015

Metro

2015

State-wide

2015

Overall

performance

Community

consultation

(Community

consultation

and engagement)

Advocacy

(Lobbying on behalf

of the community)

Making

Community

Decisions

(Decisions made

in the interest of

the community)

n/a

Sealed local roads

(Condition of sealed

local roads)

n/a

Customer

Service

Overall Council

Direction

Challenges requiring

further consideration

Council notes that compared to the Melbourne

metro results, Council’s 2015 performance was

rated lower for overall performance, advocacy,

making community decisions and sealed local roads.

These results will be monitored in future years.

The survey results also indicate that a

number of Council’s performance scores

were negatively impacted by a decrease in

satisfaction ratings by residents aged 18 to

34 years. According to the results, this is also

the age group least likely to have contact with

Council. These results will be used to inform

Council’s community planning processes and

both short and long-term objectives.

Council’s goal is to continue working towards

a better Brimbank and to ensure community

satisfaction continues to rise even higher.

Community satisfaction with Brimbank City Council’s performance has continued to be generally stable,

according to the results of the state-wide 2015 Local Government Community Satisfaction Survey,

coordinated by the Department of Environment, Land, Water and Planning (DELWP).

Note:

and

indicate results that are significantly lower and higher than Brimbank’s score

Importance and performance summaries

2015 Importance summary 2015 2014 2013 2012

Waste management

82 79 81 n/a

Elderly support services

81 80 82 n/a

Emergency and

disaster management

81 80 83 n/a

Local streets and footpaths 80

80 81 n/a

Community decisions

79 77 n/a

n/a

Family support services

78 75 79 n/a

Informing the community 77 75 77 n/a

Enforcement of local laws 77

77 80 n/a

Sealed roads

77 n/a

n/a

Traffic management

75 79 n/a

Disadvantaged

support services

76 74 78 n/a

Appearance of

public areas

76 79 78 n/a

Environmental

sustainability

76 73 76 n/a

Population growth

76 72 77 n/a

Recreational facilities

75 74 75 n/a

Consultation and

engagement

73 71 72 n/a

Parking facilities

73 n/a

Art centres and libraries

72 67 69 n/a

Town planning policy

71 68 71 n/a

Planning permits

71 72 70 n/a

Lobbying

70 67 70 n/a

Community and cultural

66 67 n/a

Business/community

development/tourism

64 63 n/a

2015 Performance summary 2015 2014 2013 2012

Waste management

71 73

73 72

Art centres and libraries

68 72 69 n/a

Recreational facilities

66 65

Emergency and

disaster management

66 68 65 n/a

Community and

cultural services

65 66 67 n/a

Family support services

64 67 65

Elderly support services

63 64 67 65

Enforcement of local laws 62 61 64 57

Appearance of public areas 62 59

59 62

Informing the community 61

61 62 n/a

Environmental

sustainability

61 62 64 n/a

Disadvantaged

support services

60 61

Sealed roads

60 63 n/a

n/a

Parking facilities

59 60

Business/community

development/tourism

59 55 57

Town planning policy

59 55

Planning permits

59 60 62 59

Consultation

and engagement

58 56 57 58

Traffic management

57 58 55 54

Population growth

57 56 58 n/a

Community decisions

55 57 n/a

n/a

Lobbying

54 56 55

Local streets and footpaths 53 60 55

A copy of the 2015 survey results may be viewed on

www.brimbank.vic.gov.au

Key performance index score results

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Advocacy, consultation and community engagement

Advocacy is a key role for Local

Government to represent the needs

of the community and to achieve

local and regional improvements.

Advocating for the community

and the City

The

Council Plan 2013–2017

(updated in June

2015) has strong links to the

Community Plan

that describes the community’s vision and

priorities for the next 20 years and establishes

a shared basis for joint planning, service

delivery and advocacy.

As a western region council, Brimbank

continues to work in partnership with its

neighbours to actively advocate on issues

that are important for the West, such as

transport infrastructure, affordable and

accessible housing, industry development,

employment opportunities, health,

education and training and safety issues.

Advocating for improvements

for Brimbank

Council continued to advocate with the

Victorian Government and government

bodies for increased focus on education,

employment, health and transport needs

in the West, specifically Brimbank.

This has involved working closely with

key stakeholders such as Victoria Police,

education providers, health providers

and the Social Justice Coalition.

Transport

Council continued to advocate for improved

transport outcomes in Brimbank.

Planning for the removal of level crossings at

Furlong Road, Sunshine North and Main Road,

St Albans is underway, after the Victorian

Government signed a contract for the delivery

of grade separations. The project will involve

rail under the road and the relocation and

reconstruction of Ginifer Railway Station

further south. In June 2015, Council supported

a proposed planning scheme amendment (C181)

to facilitate the removal of the dangerous

Furlong Road level crossing.

The opening of the Regional Rail Link (RRL)

project in June 2015 saw regional trains

between Melbourne and Geelong commence

a new route through Sunshine station –

enhancing Sunshine’s strategic importance

in the heart of Melbourne’s West. Dialogue

is ongoing between Brimbank and the RRL

regarding maximising the transport benefits

for the Brimbank community.

Council continues to work with Public

Transport Victoria to further enhance bus

services in Brimbank, following the rollout

of bus service improvements.

Health and wellbeing

Council continued to advocate for additional

health funding from Victorian and Federal

governments to assist in meeting the health

needs of the Brimbank community, and deliver

health promotion programs.

Council collaborated with a range of

organisations including other Victorian councils

and organisations to implement and evaluate

health initiatives on topics such as problem

gambling, gender equity, drug and alcohol

issues and population health.

In December 2014, Council adopted the

Brimbank Electronic Gambling Policy 2015–

2019

, which responds to emerging community

issues, legislative reform, and changes in the

Electronic Gaming Machine industry.

Council contributed to the state effort to

influence generational change in relation to

preventing and responding to family violence

through a submission to the Royal Commission

into Family Violence. Council’s submission

outlines its Plan to

Prevent Men’s Violence

Against Women – Towards Gender Equity

adopted in March 2015.

Advocating with the

Social Justice Coalition

Council continued to support the Social Justice

Coalition in its advocacy to other levels of

government to meet the health and wellbeing

needs of Brimbank residents in the areas

of service access, employment, transport,

and education and lifelong learning.

Sustainability

Council continued to participate in the

Western Alliance for Greenhouse Action

(WAGA) Operational Committee and Executive

Committee, as well as other regional networks,

to enable greater leverage through joint

submissions for State and Federal investment,

information sharing and networking.

Council endorsed the WAGA Low Carbon West

regional greenhouse gas reduction program.

A priority list of measures is under development

and will be implemented in 2015–2016.

Council continued to advocate for the

implementation of stronger Environmentally

Sustainable Design requirements into the

Planning Scheme through a submission

related to the Planning and Environment

Regulations Review.

Brimbank – the dynamic centre

of the west

As the interface between the inner areas

and Melbourne’s major urban growth areas,

Brimbank has a significant strategic role to

play in the provision of employment and

business development for Victoria. Council’s

business development initiatives worked to

promote opportunities, attract and facilitate

businesses and enable existing businesses

to grow and prosper.

The Victorian Government’s Plan Melbourne

document recognises the Sunshine Town

Centre as a Metropolitan Activity Centre

and as an Emerging National Employment

Cluster (NEC). The Sunshine NEC is a 20 square

kilometre area in the City of Brimbank, focused

around the Sunshine Hospital. The cluster

extends from the Sunshine Metropolitan

Activity Centre to the St Albans Activity Centre.

Brimbank City Council is working actively with

Western Health, Victoria University, University

of Melbourne, CoHealth, and Medicare Local

and other stakeholders to attract further

investment, development and employment

to the Sunshine NEC, as well as undertake

advocacy work to secure public investment.

Council also works with a range of public and

private stakeholders in Sunshine and St Albans,

including the local business associations,

property owners, business operators and

community service providers.

Council is also working with the Metropolitan

Planning Authority (MPA) to develop the long

term planning framework for the Sunshine

NEC, which includes a Structure Plan for the

Sunshine Health and Wellbeing Precinct.

In December 2014, Council completed a

background report on Sunshine that was

provided to the MPA to help inform its

preparation of the Sunshine NEC Framework

Plan, which is to be completed in 2015–2016.

Council considers the emerging Sunshine

NEC as the ideal location for a western

region equivalent of the Monash precinct

in Melbourne’s east. The focus remains on

infrastructure required to achieve this.

Along with its partners, Council continues to

pursue opportunities to improve the quality

and range of health and wellbeing services

available, create local jobs and improve the

physical environment and transport links

and community services.

In October 2014, Council held an investment

forum to showcase Sunshine’s development

potential, including its central location to the

West and proximity to the CBD. The forum

launched a film ‘Unlocking Sunshine’, produced

by Council and the MPA to highlight the

economic scope of Sunshine’s future growth.

Council will continue to work with the

Victorian Government and its development

agencies to pursue initiatives that will result

in a sustainable Melbourne with a vibrant

Sunshine Town Centre as the dynamic centre

of Melbourne’s West.

Engaging and consulting

with the community

Council has a long standing commitment

to consult effectively with the community

on matters, issues and activities that may

impact on them.

Council places significant emphasis on community

engagement and consultation to make informed

decisions about issues and projects that impact

on the municipality, the town centres, urban

villages and their communities.

Local Law No.1, 2015 – Governance

(Meeting Procedure)

In June 2015 Council’s Governance (Meeting

Procedure) Local Law No.1 2015 was adopted

and gazetted.

In preparing the Meeting Procedure Local Law,

the 2009 Meeting Procedure was reviewed

against the model widely used by councils

across Victoria, and the local laws used by

12 other councils. Changes and updates were

included in a draft Meeting Procedure Local Law

that was reviewed by Council’s legal advisors.

The Governance (Meeting Procedure) Local

Law No.1 includes updates to incorporate

changes in legislation since the 2009 Meeting

Procedure was adopted, and reflects good

governance practice. Other amendments

improve clarity, and remove out of date

requirements and terminology, with a view to

enhancing Council’s decision-making processes.

Community advisory committees

In December 2014, Council dissolved the

Community Wellbeing Advisory Committee,

the Economic Development and Transport

Advisory Committee, and the Sustainability

and Environment Advisory Committee.

This decision was made based on the

majority of key committee-specific policies

developed, and on several occasions these

committees merged to consider issues of

municipal significance.

Members of these committees will continue

to be engaged in combined, issue-specific,

forums and consultation.

Council’s fourth advisory committee, the Audit

and Risk Management Committee, continues

to meet quarterly.

Community Resource members

Council’s Community Resource model continued

to be implemented with the Resource Panel

members providing input on a range of

initiatives. These included the St Albans Place

Making Trial, delivery of interactive workshop

at the 2015 LGPro Annual Conference, the

St Albans Connect Strategic Partnership

meetings, and the Phase One Errington

Community Reference Group.

Consultation modes

Consultation opportunities are widely

publicised by advertisements or public notices

in local newspapers, media alerts and releases

distributed to local media for coverage. In

addition, notices are placed on Council’s

website (

www.brimbank.vic.gov.au

) and

social media, letters are sent to residents when

necessary, and written invitations are provided

to community groups and associations in

specific cases. Following consultation sessions,

updates are provided to the community by

posting information on the website, sending

information out to participants, or delivered at

later related consultation session if required.

In 2014–2015, the community was consulted

on a wide range of topics, draft policies, plans,

strategies and topics, including but not limited to:

• Draft Community Strengthening Policy 2014

• Amendment to the Brimbank Planning

Scheme (Amendment C171 – Heritage Gaps

Stage 2)

• Redevelopment of the Errington Community

Centre, including a proposed 200-seat

performing arts space in St Albans

• Amendment to the Brimbank Planning

Scheme (Amendment C167 – Heritage Gaps

Report and Heritage Policy Review)

• Draft Community Facilities and Reserves

Allocation Policy

• Draft Brimbank Electronic

Gambling Policy 2015

• Potential future uses for Brimbank City

Council’s Keilor Office Building

• Neighbourhood Character Overlay (NCO)

in Albion

• Draft Brimbank City Council Plan to Prevent

Men’s Violence Against Women (2015–2019)

– Towards Gender Equity

• Amendment to the Brimbank Planning Scheme

(Amendment C175 – Heritage Overlay)

• Development of a landscape concept plan for

the transformation of the former Sunvale

Primary School site into a community park

• Redevelopment of the Brooklyn Industrial

Precinct (Amendment C177)

• Draft Brimbank Youth Strategy 2015–2019

• Draft St Albans Precinct Structure Plan

• Draft Collins Street, St Albans Master Plan

• Draft update to Brimbank’s

Council Plan

2013–2017

• 2015–2016 Draft Budget

• Ardeer Green Activity Hub Draft Master Plan

• Draft Brimbank Children’s Plan 2015–2019

Governance and Management |

Advocacy, consultation and community engagement

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Sustainability

Volunteering in Brimbank

Volunteers come from all walks of life and bring

a diverse range of skills to their volunteering roles.

Almost 405 volunteers lent a hand to Brimbank

City Council in 2014–2015. The age range was

18 to 88; the longest serving volunteer has

been with Council for 35 years. Volunteers

come from 91 diff erent countries and speak

more than 70 languages.

• Community Meals

• Home Visiting

• Planned Activity Groups

• Festival and Events

• Community Register

• Home Library Service

• Exam Invigilators

• Neighbourhood House Centres.

• L2P Program – Learner Driver

Mentor Program

• Environmental Planting Activities

• Clean-up Activities

• Disability Network Group

• Safety Working Group

• Administration

• BAS (Brimbank Active Seniors).

The Brimbank community has a strong tradition of generously supporting volunteering, and there is a dedicated

team of volunteers who ensure the success of many Council events and activities held for the community.

Volunteers are an essential resource for an active and healthy Brimbank community.

Some of the many varied volunteering roles within Brimbank include:

Council appreciates and acknowledges the

contribution of its volunteers through service

awards, annual volunteer celebrations, training

and support.

Brimbank City Council

Annual Report 2014–2015

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Environmental

sustainability

achievements

Key environmental sustainability actions for 2015–2016

Continue to promote environmentally sustainable initiatives and

practices in the community through information and education

programs and facilitate community participation in environmental

engagement activities.

Maintain Brimbank’s native vegetation through partnerships

with regional stakeholders to undertake conservation land

management works including invasive pest plant and animal

control on Council-owned and managed land.

Ensure protection and promotion for Brimbank’s sites supporting

nationally and state significant flora and fauna species.

Climate Change

• Environmentally sustainable practices were

promoted through a range of annual activities

and programs. These included the annual

Sustainability Expo, education programs rolled

out through schools and a calendar of planting

events among other initiatives

• Continued to replace and upgrade street

lights with energy efficient globes as part

of the Federal Government’s Community

Energy Efficient Program to reduce

greenhouse gas emissions

• Council continues to be represented on the

Western Alliance for Greenhouse Action

Operational Committee and Executive

Committee, and endorsed a Low Carbon West

regional greenhouse gas reduction program.

Waste Efficiency

• Responsible disposal of hazardous waste was

facilitated through Council’s Detox Your Home

facility, which is made available with support

from Sustainability Victoria

• Campaigns to encourage recycling were

promoted such as the annual Brimbank

Gems program to reduce contamination in

kerbside recycling bins and active promotion

of the bi-weekly green waste collection

service was undertaken.

Conserving the natural environment

• Continued an annual maintenance program

to manage conservation areas within the

municipality, including revegetation works,

weed control and feral animal control

• Continued to support ‘Friends of’ groups

through the support of environmental

activities and programs

• The partnership with Parks Victoria

continued to enhance the maintenance

of Brimbank’s vegetation

• Participating in the catchment project

Greening the Maribyrnong, coordinated

by the Port Phillip and Westernport

Catchment Management Authority

• Council was announced Sustainable City

of the Year at the Keep Australia Beautiful

Awards Victoria awards 2014. Brimbank took

out the honours for the Community Action

and Leadership Award for the Brimbank Gems

Program and Resource Recovery and Waste

Management Award for the Sustainable Living

Expo. Brimbank was highly commended for the

Protection of the Environment Award.

Strategic sites

• Undertook a heritage gap assessment

to inform amendments to the Brimbank

Planning Scheme

• Council continued to liaise with Orica

to develop the Orica Explosives Factory

in Deer Park

• An amendment to the Brimbank Planning

Scheme to implement the Sunshine

Town Centre Structure Plan 2012 was

sent to the Minister for Planning as a

Ministerial Amendment

• Council continued to implement the

Brooklyn Industrial Precinct Strategy

• Completed an Economic Review of the health

and education growth potential within the

Sunshine National Employment Cluster

• Council continued to work with property

owners in the Brooklyn Industrial Precinct and

Solomon Heights to discuss and implement

redevelopment and site improvements

• A Sunshine Investment Session was held

and attended by 60 representatives of the

investment and development community.

Sustainability

Council is committed to promoting the long-term sustainable development of the City by facilitating a dynamic

and accessible environment supported by a healthy and resilient community that enjoys rich social, economic

and environmental characteristics.

In all it does, Council works to ensure its actions meet current needs without compromising the prospects of future generations.

This requires Council to incorporate environmental considerations alongside social and economic values in its decision-making processes.

Sustainability actions at a glance

Below is a summary of some of the sustainable actions undertaken by the Council in 2014–2015 and plans for the future.

Sustainability |

Sustainability actions at a glance

Back to contents page

| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Economic

sustainability

achievements

Social

sustainability

achievements

Key financial sustainability actions for 2015–2016

Continue to develop marketing strategies and advocacy

initiatives to position Brimbank as a viable location for

commercial, office and industrial development and investment.

Continue to pursue government grants and other sources of

funding for major projects and initiatives, in line with Council

objectives to reduce Council’s matching contributions from

sources other than rate revenue.

Deliver a program of business and industrial networking, training

and development opportunities, events and business information

of key sectors including the health and education sector.

Work with regional partners and networks to promote Brimbank

and advocate for transport and infrastructure improvements

within a regional context.

Key social sustainability actions for 2015–2016

Support established and emerging community groups through

Council’s Community Grants Program.

Plan and deliver infrastructure needed to strengthen local

communities including for community activities, sports and leisure,

learning and libraries. This includes the completed construction of

the Brimbank Community and Civic Centre in 2016 and the upgrade

of Errington Community Centre.

Continue to facilitate the Community Leadership Program targeted

towards Brimbank’s diverse communities and actively promote the

roles and skills of Community Resource Members across relevant

Council work areas to ensure their participation in local projects.

Continue to engage the community in creative arts opportunities

to enhance learning and skills development in the arts field.

Conserve, protect, enhance, promote and document heritage

places and indigenous sites of significance throughout Brimbank.

As a result of Council advocacy, Sunshine was

named in the State Government’s planning blueprint

Plan Melbourne as one of nine Metropolitan Activity

Centres and one of six National Employment

Clusters. This is helping to attract significant public

and private investment to the area. Council has

been actively working with Western Health, Victoria

University, University of Melbourne, CoHealth,

and Medicare Local to attract further investment,

development and employment to the area.

Promoting economic development

• Council commenced construction of a $52 million

Brimbank Community and Civic Centre facility in

Sunshine. The centre will include an upgraded

and expanded library, a new Council customer

service centre, a range of community meeting

and activity spaces, exhibition spaces and a local

history interpretive centre, centralised offices

for Council staff and tenant spaces for other

organisations. In addition to being a landmark

building in its own right, the new Brimbank

Community and Civic Centre will contribute to the

ongoing renewal of the Sunshine Town Centre.

It will set a benchmark for the quality of future

projects, and will act as a catalyst for further

development in Brimbank

• Council became a member of the Property

Council of Australia to further promote town

centres in Brimbank

• Business networking was facilitated through the

annual series of Business Breakfasts and forums,

while the quarterly

Business Link

magazine was

distributed to more than 3,000 businesses

• Council supported the development of town

centres through business, management and

marketing opportunities in line with the Business

Association Support Policy. Council broadened its

scope to support the establishment of business

associations in industrial precincts

• Council facilitated national televised promotion

of key attractions in Brimbank as part of the

Destination Melbourne program

• Networking, mentoring and training events were

held to further the development of business

operators in town centres

• Council continued to support marketing

promotions in town centres such as Pho Fever,

the Melbourne Food and Wine Festival event in

Sunshine, and the St Albans New Year Festival

• A series of activities to increase perceptions of

safety and trade in Sunshine was held as part

of the Light Up Sunshine initiative, which also

included the installation of increased lighting

in Sunshine

• Provided ongoing investment facilitation in

Brimbank as part of the Sunshine Rising and

St Albans Connect programs.

• Creating active, healthy, safe, well connected,

supported, welcoming communities

• Six categories of nomination recognised the

leadership of individuals and community groups

that contributed to a better Brimbank as part of

the annual Australia Day Awards in January 2015

• Sixty applications were approved for the amount

of $329,374 as part of the annual Community

Grants program 2014–2015

• Four projects were supported as part of the

inaugural awarding of $15,000 in grants

from the Brimbank Community Fund, the only

philanthropic trust dedicated to the people

of Brimbank and managed by the Lord Mayor’s

Charitable Foundation

• The annual In2Sport grants were available to

456 children to encourage participation in sport

• Community resource members continued

to be involved in development opportunities

and Council projects

• Council’s annual commitment to supporting

small community groups through the 2014–2015

Community Governance Training Program

continued, eight training sessions were provided

• The Community Engagement Toolkit was updated

to increase and improve consultation between

community and Council, with implementation

scheduled for 2015–2016

• Channels of communication were increased

by Council by adding a translation function to

the Council website and a YouTube link to the

front page of the website. Additionally, the

myBrimbank app was implemented. The online

blog to promote news and events, Brimbank Buzz,

was also launched

• Continued to support community wellbeing

through services and information to the

community to protect it from disease,

provide safety and ensure wellbeing through

food premises inspections and infant and

children’s vaccinations

• The significance of Brimbank’s Indigenous history

was recognised and celebrated at the annual

Reconciliation Week and NAIDOC Week events

hosted by Council

• Brimbank hosted the Victorian launch of Refugee

Week and held a special community day for

Asylum Seekers

• Council provided support to known and emerging

artists through the provision of exhibition space

at Sunshine, Deer Park and Keilor in addition to

providing skills development workshops focused

on the arts industry

• Community Cultural Development Projects were

delivered throughout the year in addition to

festivals and events such as Light Up Sunshine

and more than 160 arts courses. The public

artwork, Reflexio Qualis, was installed in

Sunshine in 2014.

Maintaining assets

• Continued to conserve and enhance Council

owned public art, historic buildings and places

• Council’s $1.73 billion in community assets to

be maintained and enhanced. This includes a

network of roads, walking and cycling paths,

a drainage network, parks, sports facilities,

community facilities, plant equipment and

other assets.

Maintaining financial sustainability

• Council achieved a surplus of $31.42 million

in 2014–2015. This surplus compares

favourably to the prior year’s surplus of $5.37

million. The adjusted underlying surplus of

Council, after removing non-recurrent capital

grants, cash capital contributions and non

monetary capital contributions, is a surplus

of $13.78 million. This compares favourably

to the expected target of >0%. Sustaining

an adjusted underlying surplus is a critical

financial strategy that provides capacity to

renew the $1.73 billion of community assets

under Council’s control.

Sustainability (continued)

Sustainability |

Sustainability actions at a glance

• Infrastructure upgrades and redevelopment

work was undertaken to improve Council’s

leisure and sporting centres

• Club Develop Network Meetings continued

to support and strengthen sporting clubs

with the provision of funding and skills

development opportunities

• Continued to conduct safety audits in each of the

major town centres and identifying opportunities

to address safety and security issues

• Parks within the municipality continued

to be upgraded as part of the C

reating

Better Parks Policy and Plan

• Support to make positive and healthy life

choices was provided through Brimbank

Youth Services as part of primary and

secondary prevention programs.

Celebrating learning

• A Middle Years Summit was held, focusing on

education and employment by Council in the

promotion of lifelong learning in Brimbank

• Brimbank’s Writers and Readers Festival

2014 and other programs and activities

were delivered and supported to promote

reading and writing

• Community strengthening opportunities

were provided through the annual

Community Leadership Programs.

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| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Awards

August 2014

Victorian Sustainable City of the Year

On Friday 1 August, Brimbank City Council was announced

Sustainable City of the Year at the Keep Australia Beautiful

Awards Victoria awards which encourage, motivate and

celebrate local sustainability achievements.

Brimbank took out the honours for the Community Action and Leadership Award

for the Brimbank Gems Program and Resource Recovery and Waste Management

Award for the Sustainable Living Expo.

September 2014

Council takes two national parks and leisure awards

Brimbank City Council won two Parks and Leisure Australia awards,

gaining national recognition for the annual Brimbank Cup soccer

tournament and the development of Brimbank’s online sports

facility allocation system.

The Brimbank Cup won the Inclusive and Connected Communities Award at the 2014

Parks and Leisure Australia National Awards held in Cairns, while the online sports facility

allocation system won the Use of Technology Award.

Since the Brimbank Cup was established in 2012, this annual soccer tournament has

delivered greater opportunities for participation in sport, while promoting harmony

and inclusion regardless of ethnicity or gender.

The online sports facility allocation system challenged the widely accepted Council

standard practice of manual paper-based allocations, transforming a two week

assessment and approval process into one that can be finalised in just two days.

September 2014

Brimbank wins top award for Research

and Innovation from Stormwater Victoria

Council won the Stormwater Victoria Award for Research and

Innovation for its system to manage the ongoing maintenance

of its Stormwater pipe assets.

The award demonstrated the great work Council is doing to manage the 1,200 kilometers

of underground stormwater pipes and 44,000 stormwater pits across the municipality.

Working with Victoria University, Council adopted a system that uses CCTV to monitor

sections of the stormwater pipe network to help us gain better insight into the range

of factors that can impact on the condition of the pipes.

December 2014

Greening the West wins important health award

The Greening the West initiative, which aims to improve health

through increased urban greening in Melbourne’s western

metropolitan area, was recognised at the Victorian Health

Promotion Foundation Awards.

Council was a member of the steering committee that developed the Greening

the West strategy.

Greening the West, a partnership program involving 21 organisations including Local

Government, community and stakeholder groups and state government agencies,

won the Research into Action category for research into two key public health

challenges; physical inactivity and heat stress.

The award recognises achievement in creating and using knowledge through research

and evaluation to build public health research capacity and health intelligence to drive

new approaches to illness prevention and health promotion.

November 2014

Brimbank wins National Award for Waste Management

Council was a winner at the National Keep Australia Beautiful –

Sustainable Cities awards, held in Adelaide.

Council represented Victoria at the national ceremony along with winning councils from

other states and territories and was awarded the National Award for Resource Recovery

and Waste Management.

After winning the 2014 Victorian Sustainable City of the Year award for the

Be a Brimbank

Gem: Recycle Right in Everyday Life

project along with many other sustainable initiatives,

Brimbank was invited to the National Sustainable City of the Year awards.

The award is a significant achievement and is further recognition of Brimbank and the West

as a national centre for sustainable communications, service delivery and development.

Be a Brimbank Gem

encourages the community to recycle right by placing only recyclable

material into their recycling bins. Since 2011, the Recycling Inspection Team has randomly

inspected more than 12,000 recycling bins that were placed out for collection. From this,

Council has awarded more than 1,000 Brimbank Gem stickers to the bins, which contained only

the right recycling material. These residents become known as the Brimbank Recycling Gems.

October 2014

B-Creative Program a finalist at the 2014 READYS

Brimbank Youth Services’ B-Creative Urban Aerosol Art

Program was recognised as a finalist in the 2014 READYS

(Recognising Excellence Awards for Delivery of Youth Services)

in the Local Government Category.

The READYS awards are presented by the Victorian Local Governance Association

in partnership with Youth Affairs Council of Victoria. The awards are open to councils,

organisations and individuals working to make a difference in the lives of young Victorians.

The B-Creative Urban Aerosol Art Program brought together young people

with professional arts mentors under the guidance of Brimbank Youth Services.

Sustainability |

Awards

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| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Description of municipality

Sustainable Capacity Indicators for the year ended 30 June 2015

Performance

Statement

| Dynamic Centre of the West

Performance Statement |

Sustainable Capacity Indicators for the year ended 30 June 2015

Brimbank is the interface between the

inner areas and major urban growth areas

of Melbourne’s West – it is the heart of

Australia’s fastest growing region.

Located in the western and north-western

suburbs of Melbourne, Brimbank is between

12 and 23 kilometres west and north-west of

the Melbourne CBD. It is bound by Hume City

Council in the north, Maribyrnong and Moonee

Valley City Councils in the east, Hobsons Bay

and Wyndham City Councils in the south and

Melton City Council in the west.

Brimbank City Council was formed on 15 December 1994, following the amalgamation of the former cities

of Keilor and Sunshine. Brimbank has the second largest population in metro Melbourne and the largest population

in the Western Region.

The area was originally occupied by the

Kurung-Jang-Balluk and Marin-Balluk clans

of the native Wurundjeri people. Much of

Brimbank was fi rst settled by Europeans in the

1830s and 1840s as farming land. Keilor was

established in the late 1840s, whilst St Albans

was established in the late 1880s.

A rapid growth phase took place after the

Second World War, with the development of

many suburbs around the original settlements

of Keilor, Sunshine and St Albans expanding

to house many overseas migrants.

The City encompasses 25 suburbs including

Albion, Cairnlea, Deer Park, Delahey, Hillside,

Keilor, Kings Park, St Albans, Sunshine,

Sydenham and Taylors Lakes.

Brimbank prides itself on its cultural diversity

and is one of Victoria’s most culturally diverse

municipalities, having embraced more than

156 nationalities from around the globe.

Indicator /measure

Results 2015 Material Variations

Population

Expenses per head of municipal population

[Total expenses/municipal population]

$871.92

Resident population is the main determinant

of service demand and costs.

Infrastructure per head of municipal population

[Value of infrastructure/municipal population]

$2,277.14

Infrastructure value excluding land.

Population density per length of road

[Municipal population/kilometres of local roads]

266.80

Council is responsible for 741 kilometres of roads

as at 30 June 2015.

Own-source revenue

Own-source revenue per head of municipal population

[Own-source revenue/municipal population]

$776.65

Resident population is the main determinant

of service demand and costs.

Recurrent grants

Recurrent grants per head of municipal population

[Recurrent grants/municipal population]

$164.81

Resident population is the main determinant

of service demand and costs.

Disadvantage

Relative socio-economic disadvantage

[Index of Relative Socio-economic Disadvantage by decile]

1.00

Based on information from SEIFA which means

the Socio-Economic Indexes for Areas published from

time to time by the Australian Bureau of Statistics

on its internet website.

Defi nitions

“adjusted underlying revenue”

means total

income other than —

(a) non-recurrent grants used to fund capital

expenditure; and

(b) non-monetary asset contributions; and

from sources other than those referred to in

paragraphs (a) and (b)

“infrastructure”

means non-current property,

plant and equipment excluding land

“local road”

means a sealed or unsealed

road for which the council is the responsible

road authority under the

Road Management

Act 2004

“population”

means the resident population

estimated by council

“own-source revenue”

means adjusted

underlying revenue other than revenue

that is not under the control of council

(including government grants)

“relative socio-economic disadvantage”

in relation to a municipality, means the relative

socio-economic disadvantage, expressed

as a decile for the relevant fi nancial year, of

the area in which the municipality is located

according to the Index of Relative Socio

Economic Disadvantage (Catalogue Number

2033.0.55.001) of SEIFA

“SEIFA”

means the Socio-Economic

Indexes for Areas published from time to

time by the Australian Bureau of Statistics

on its Internet website

“unrestricted cash”

means all cash and

cash equivalents other than restricted cash.

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| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Service / indicator /measure

Results 2015 Material Variations

Aquatic facilities

Utilisation

Utilisation of aquatic facilities

[Number of visits to aquatic facilities/municipal population]

2.78

Visitation numbers affected by pool closure periods due

to significant maintenance which presented OHS risk.

Animal management

Health and safety

Animal management prosecutions

[Number of successful animal management prosecutions]

6.00

Actual number of animal management prosecutions.

Food safety

Health and safety

Critical and major non-compliance notifications

[Number of critical non-compliance notifications and major

non-compliance notifications about a food premises followed

up/number of critical non-compliance notifications and major

non-compliance notifications about food premises] x100

100%

All critical and major non-compliance notifications

were followed up during the year.

Governance

Satisfaction

Satisfaction with council decisions

[Community satisfaction rating out of 100 with how council has

performed in making decisions in the interest of the community]

55.00

Based on the results from the 2015 Annual Community Survey.

Home and community care

Participation

Participation in HACC service

[Number of people that received a HACC service/municipal

target population for HACC services] x100

12.81%

Council has a large HACC target population which impacts

on the level of participation. Council has delivered to funded

target hours for HACC services.

Participation

Participation in HACC service by CALD people

[Number of CALD people who receive a HACC service/municipal

target population in relation to CALD people for HACC services]

x100

12.20%

Council has a large HACC CALD target population which impacts

on the level of participation. Council has delivered to funded

target hours for HACC services.

Libraries

Participation

Active library members

[Number of active library members/municipal population] x100

16.54%

Active library members are distorted due to the temporary

relocation of Sunshine Library from the main activity centre

to smaller premises. The new library will be operational in

August 2016.

Maternal and child health

Participation

Participation in the MCH service

[Number of children who attend the MCH service at least once

(in the year)/number of children enrolled in the MCH service]

x100

72.46

Participation rates vary in some of the key stages and ages

of Maternal and Child Health visits which reduces overall level

of participation.

Participation

Participation in the MCH service by Aboriginal children

[Number of Aboriginal children who attend the MCH service

at least once (in the year)/number of Aboriginal children

enrolled in the MCH service] x100

68.29%

Participation rates vary in some of the key stages and ages

of Maternal and Child Health visits, which reduces overall

level of participation.

Definitions

“Aboriginal child”

means a child who is an

Aboriginal person

“Aboriginal person”

has the same meaning

as in the Aboriginal Heritage Act 2006

“active library member”

means a member

of a library who has borrowed a book from

the library

“annual report”

means an annual report

prepared by a council under sections 131, 132

and 133 of the

Local Government Act

“class 1 food premises”

means food premises,

within the meaning of the

Food Act 1984

that have been declared as class 1 food

premises under section 19C of that Act

“class 2 food premises”

means food premises,

within the meaning of the

Food Act 1984

that have been declared as class 2 food

premises under section 19C of that Act

“Community Care Common Standards

“

means the Community Care Common

Standards for the delivery of HACC

services, published from time to time

by the Commonwealth

Service Performance Indicators for the year ended 30 June 2015

Service / indicator /measure

Results 2015 Material Variations

Roads

Satisfaction

Satisfaction with sealed local roads

[Community satisfaction rating out of 100 with how council

has performed on the condition of sealed local roads]

60.00

Based on the results from the 2015 Annual Community Survey.

Statutory Planning

Decision making

Council planning decisions upheld at VCAT

[Number of VCAT decisions that did not set aside council’s

decision in relation to a planning application/ number of VCAT

decisions in relation to planning applications] x100

71.43%

Ten (10) out of the fourteen (14) planning applications

were upheld at VCAT.

Waste Collection

Waste diversion

Kerbside collection waste diverted from landfill

[Weight of recyclables and green organics collected

from kerbside bins/weight of garbage, recyclables

and green organics collected from kerbside bins] x100

37.98%

A comprehensive community education campaign

and bin audit program is planned to encourage residents

to place correct items in bins.

“critical non-compliance outcome

notification”

means a notification received

by council under section 19N(3) or (4) of the

Food Act 1984

, or advice given to council by

an authorized officer under that Act, of a

deficiency that poses an immediate serious

threat to public health

“food premises”

has the same meaning

as in the

Food Act 1984

“HACC program”

means the Home and

Community Care program established under

the Agreement entered into for the purpose

of the Home and Community Care Act 1985

of the Commonwealth

“HACC service”

means home help, personal

care or community respite provided under

the HACC program

“local road”

means a sealed or unsealed

road for which the council is the responsible

road authority under the

Road Management

Act 2004

“major non-compliance outcome

notification”

means a notification received

by a council under section 19N(3) or (4) of

the

Food Act 1984

, or advice given to council

by an authorized officer under that Act, of a

deficiency that does not pose an immediate

serious threat to public health but may do so

if no remedial action is taken

“MCH”

means the Maternal and Child Health

Service provided by a council to support the

health and development of children within

the municipality from birth until school age

“population”

means the resident population

estimated by council

“target population”

has the same meaning as

in the Agreement entered into for the purposes

of the Home and Community Care Act 1985

of the Commonwealth

“WorkSafe reportable aquatic facility

safety incident”

means an incident relating

to a council aquatic facility that is required

to be notified to the Victorian WorkCover

Authority under Part 5 of the

Occupational

Health and Safety Act 2004

Performance Statement |

Service Performance Indicators for the year ended 30 June 2015

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| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014–2015

Financial Performance Indicators for the year ended 30 June 2015

Performance Statement |

Financial Performance Indicators for the year ended 30 June 2015

Dimension/indicator/measure

Results

Forecasts

Material Variations

2015

2016

2017

2018

2019

Efficiency

Revenue level

Average residential rate per

residential property assessment

[Residential rate revenue / number

of residential property assessments]

$1,465.55 $1,544.02 $1,588.65 $1,647.93 $1,707.57

Resident population is the main

determinant of service demand

and costs.

Expenditure level

Expenses per property assessment

[Total expenses / number of property

assessments]

$2,271.55 $2,354.94 $2,380.68 $2,457.58 $2,515.35

Resident population is the main

determinant of service demand

and costs.

Workforce turnover

Resignations and terminations

compared to average staff

[Number of permanent staff

resignations and terminations /

average number of permanent

staff for the financial year] x100

5.52%

6.13%

6.20%

6.28%

6.35%

Workforce turnover levels

are stable.

Liquidity

Working capital

Current assets compared

to current liabilities

[Current assets / current liabilities]

x100

200.66% 168.10% 172.47% 183.80% 167.85%

The result for this measure is forecast

to decrease by 16% in the 2016 year

due to completion of $16 million

of carried forward works from the

2014–2015 year and construction

of the Brimbank Community and

Civic Centre. The result is forecast

to increase in the 2018 year due to

funds being set aside in the sinking

fund reserve to fund the repayment

of interest only loans.

Unrestricted cash

Unrestricted cash compared

to current liabilities

[Unrestricted cash / current liabilities]

x100

50.78% 64.47% 57.75% 63.01% 59.62%

The result for this measure is forecast

to decrease by the 2017 year due to

completion of $16 million of carried

forward works from the 2014–2015

year and construction of the Brimbank

Community and Civic Centre. The

result is forecast to increase by the

2018 year as funds are set aside in

the sinking fund reserve to fund the

repayment of interest only loans.

Obligations

Asset renewal

Asset renewal compared

to depreciation

[Asset renewal expenses / asset

depreciation] x100

52.82% 34.83% 43.14% 37.73% 37.05%

The result for this measure is forecast

to decline slightly over the forecast

period with the exception of the 2016

year where it is forecast to decrease

by 34%. This is due to asset renewal

falling from $17 million in the 2015 year

to $12 million in 2016 as capital funding

is diverted into constructing the

Brimbank Community and Civic Centre.

Dimension/indicator/measure

Results

Forecasts

Material Variations

2015

2016

2017

2018

2019

Loans and borrowings

Loans and borrowings

compared to rates

[Interest bearing loans and

borrowings / rate revenue] x100

34.88% 45.94% 44.10% 40.92% 37.92%

The result for this measure is forecast

to increase by 32% in the 2016 year

due to the drawdown of $21 million

of loans to fund the construction of

the Brimbank Community and Civic

Centre.

Loans and borrowings

repayments compared to rates

[Interest and principal repayments

on interest bearing loans and

borrowings / rate revenue] x100

5.60%

3.87%

4.01%

2.74%

1.67%

The decrease in the result for this

measure over the forecast period

is consistent with the move away

from principal and interest loan

repayments to interest only.

Indebtedness

Non-current liabilities compared

to own source revenue

[Non-current liabilities / own

source revenue] x100

33.45% 42.68% 42.89% 40.06% 33.41%

The result for this measure is forecast

to increase by 30% in the 2016 year

due to the drawdown of $21 million of

loans to fund the construction of the

Brimbank Community and Civic Centre.

The result is forecast to decrease

in the 2019 year due to $9 million

of loans being treated as current

liabilities as they become due for

payment within the next 12 months.

Operating position

Adjusted underlying result

Adjusted underlying surplus

(or deficit)

[Adjusted underlying surplus (deficit)

/ adjusted underlying revenue] x100

8.23%

4.06%

4.04%

4.59%

6.21%

The result for this measure is forecast

to decrease by 50% in the 2016 year

due to $7 million of the 2015/16

Financial Assistance Grants allocation

being received in the 2014/15 year.

Stability

Rates concentration

Rates compared to adjusted

underlying revenue

[Rate revenue / adjusted underlying

revenue] x100

70.24% 74.88% 77.00%

77.57%

77.88%

Council relies primarily on rates as

the main funding source to deliver

services and infrastructure for the

community.

Rates effort

Rates compared to property values

[Rate revenue / capital improved

value of rateable properties in the

municipality] x100

0.40%

0.42%

0.44%

0.46%

0.48%

Includes general rates, municipal

charge and environmental charge.

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Brimbank City Council

Annual Report 2014–2015

Definitions

“adjusted underlying revenue”

means total

income other than—

(a) non-recurrent grants used to fund capital

expenditure; and

(b) non-monetary asset contributions; and

from sources other than those referred

to in paragraphs (a) and (b)

“adjusted underlying surplus (or deficit)”

means adjusted underlying revenue less

total expenditure

“asset renewal expenditure”

means

expenditure on an existing asset or on replacing

an existing asset that returns the service

capability of the asset to its original capability

“current assets”

has the same meaning

as in the AAS

“current liabilities”

has the same meaning

as in the AAS

“non-current assets”

means all assets

other than current assets

“non-current liabilities”

means all

liabilities other than current liabilities

“non-recurrent grant”

means a grant

obtained on the condition that it be expended

in a specified manner and is not expected

to be received again during the period

covered by a council’s Strategic Resource Plan

“own-source revenue”

means adjusted

underlying revenue other than revenue

that is not under the control of council

(including government grants)

“population “

means the resident

population estimated by council

“rate revenue”

means revenue from general

rates, municipal charges, service rates and

service charges

“recurrent grant “

means a grant other

than a non-recurrent grant

“residential rates”

means revenue

from general rates, municipal charges,

service rates and service charges levied

on residential properties

“restricted cash”

means cash and cash

equivalents, within the meaning of the AAS,

that are not available for use other than

for a purpose for which it is restricted, and

includes cash to be used to fund capital works

expenditure from the previous financial year

“unrestricted cash”

means all cash and cash

equivalents other than restricted cash.

Financial Performance Indicators for the year ended 30 June 2015

Other Information for the year ended 30 June 2015

1. Basis of preparation

Council is required to prepare and include a

performance statement within its annual

report. The performance statement includes

the results of the prescribed sustainable

capacity, service performance and financial

performance indicators and measures together

with a description of the municipal district and

an explanation of material variations in the

results. This statement has been prepared

to meet the requirements of the

Local

Government Act 1989

and

Local Government

(Planning and Reporting) Regulations 2014

Where applicable the results in the

performance statement have been prepared

on accounting bases consistent with those

reported in the Financial Statements. The

other results are based on information drawn

from Council information systems or from third

parties (e.g. Australian Bureau of Statistics).

The performance statement presents the

actual results for the current year and for the

prescribed financial performance indicators and

measures, the results forecast by the Council’s

Strategic Resource Plan. The

Local Government

(Planning and Reporting) Regulations 2014

requires explanation of any material variations

in the results contained in the performance

statement. Council has adopted materiality

thresholds relevant to each indicator and

measure and explanations have not been

provided for variations below the materiality

thresholds unless the variance is considered

to be material because of its nature.

The forecast figures included in the

performance statement are those adopted by

Council in its Strategic Resource Plan on 28 June

2015 and which forms part of the council plan.

The Strategic Resource Plan includes estimates

based on key assumptions about the future

that were relevant at the time of adoption

and aimed at achieving sustainability over

the long term. Detailed information on the

actual financial results is contained in the

General Purpose Financial Statements.

The Strategic Resource Plan can be obtained

by contacting Council.

Performance Statement |

Financial Performance Indicators for the year ended 30 June 2015 | Other Information

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Brimbank City Council

Annual Report 2014–2015

Annual Report 2014-2015

In my opinion, the accompanying performance statement has been prepared in accordance with the

Local Government Act 1989

the

Local Government (Planning and Reporting) Regulations 2014

Jacqueline Vanderholt FCPA

Principal Accounting Offi cer

Date: 08 September 2015

In our opinion, the accompanying performance statement of the

(Brimbank City Council)

for the year ended 30 June 2015 presents fairly the

results of council’s performance in accordance with the

Local Government Act 1989

and the

Local Government (Planning and Reporting)

Regulations 2014

The performance statement contains the relevant performance indicators, measures and results in relation to service performance,

fi nancial performance and sustainable capacity.

At the date of signing, we are not aware of any circumstances that would render any particulars in the performance statement to be misleading

or inaccurate.

We have been authorised by the council and by the

Local Government (Planning and Reporting) Regulations 2014

to certify this performance

statement in its fi nal form.

John Watson

Chair of Administrators

Date: 08 September 2015

Jane Nathan

Administrator

Date: 08 September 2015

Bill Jaboor

Chief Executive Offi cer

Date: 08 September 2015

the

Local Government (Planning and Reporting) Regulations 2014

Jacqueline Vanderholt FCPA

Principal Accounting Offi cer

Certifi cation of the Performance Statement

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Brimbank City Council

Annual Report 2014–2015

15/207094

Independent Auditor’s Report

15/207094

Performance Statement |

Independent Auditor’s Report

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Brimbank City Council

Annual Report 2014/2015

Financial Report

| Dynamic Centre of the West

Financial

Report

Contents

The Financial Report is a

key report produced by

Brimbank City Council.

It shows how Council

performed fi nancially

during the 2014-2015

fi nancial year and the

overall position at the

end of the fi nancial year.

Financial Report

A Plain English Guide to the Annual Financial Report

Financial Statements

Comprehensive Income Statement

Balance Sheet

Statement of Changes in Equity

Statement of Cash Flows

Statement of Capital Works

100

Notes to Financial Statements

Introduction

101

Note 1 Signifi cant accounting policies

101

Note 2 Budget comparison

107

Note 3 Rates and charges

111

Note 4 Statutory fees and fi nes

111

Note 5 User fees

111

Note 6 Grants

112

Note 7 Contributions

114

Note 8 Net gain/(loss) on disposal of property,

infrastructure, plant and equipment

114

Note 9 Other income

115

Note 10 Employee costs

115

Note 11 Materials and services

116

Note 12 Bad and doubtful debts

116

Note 13 Depreciation

117

Note 14 Borrowing costs

117

Note 15 Other expenses

117

Note 16 Cash and cash equivalents

117

Note 17 Trade and other receivables

118

Note 18 Other fi nancial assets

119

Note 19 Inventories

119

Note 20 Assets held for sale

119

Note 21 Other assets

119

Note 22 Property, infrastructure, plant and equipment

119

Note 23 Trade and other payables

125

Note 24 Trust funds and deposits

125

Note 25 Provisions

126

Note 26 Interest-bearing loans and borrowings

127

Note 27 Reserves

128

Note 28 Reconciliation of cash fl ows from operating

activities to surplus/(defi cit)

131

Note 29 Reconciliation of cash and cash equivalents

131

Note 30 Financing arrangements

131

Note 31 Commitments

132

Note 32 Operating leases

134

Note 33 Contingent liabilities and contingent assets

134

Note 34 Financial instruments

136

Note 35 Related party transactions

138

Note 36 Events occurring after balance date

139

Certifi cation of the Financial Report

140

Independent Auditor’s Report

142

Financial Report

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| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014/2015

Financial Report

A Plain English Guide to the Annual Financial Report

Understanding the Financial Report

Introduction

The Financial Report is a key report produced by Brimbank City Council.

It shows how Council performed financially during the 2014-2015

financial year and the overall position at the end of the financial year

(30 June 2015).

Council prepares the financial report in accordance with the Australian

Accounting Standards, other authoritative pronouncements of the

Australian Accounting Standards Board, the

Local Government Act 1989

and the

Local Government (Planning and Reporting) Regulations 2014

Brimbank City Council is committed to accountability. It is in this context

that the Plain English Guide has been developed to assist readers’

understanding and analysing of the Financial Report. Particular terms

required by the Standards may not be familiar to some readers.

Further, Council is a ‘not for profit’ organisation and some of the

generally recognised terms used in private sector company reports

are not appropriate to Local Government.

What is contained in the Annual Financial Report?

Council’s financial report comprises of general purpose financial

statements.

The general purpose financial statements have two main sections,

statements and notes. The five statements are included in the first

few pages of the report. They are:

Com

prehensive Income Statement

Balance Sheet

Sta

tement of Changes in Equity

Statement of Cash Flows, and

Sta

tement of Capital Works

The notes detail Council’s accounting policies and the makeup of values

contained in the statements. The notes should be read in conjunction

with all the statements.

These statements are prepared by Council’s staff, audited by the

Victorian Auditor-General, approved in principle by Council’s Audit

Committee and presented to Council for adoption.

1. Comprehensive Income Statement

The Comprehensive Income Statement measures Council’s performance

over the year and shows if a surplus or deficit has resulted from delivering

Council services.

The Statement shows:

• The sources of Council’s revenue under various income headings,

including non–monetary contributions.

• The expenses incurred in running the Council during the year.

The expenses relate only to the ‘operations’ and do not include the

cost associated with the purchase or the construction of the assets.

While asset purchase costs are not included in the expenses, there

is an item for ‘depreciation’ which represents the value of the assets

used up during the year.

• Other Comprehensive Income which shows the movement in the value

of Council’s net assets as a result of asset revaluations and fair value

adjustments for investment properties as at 30 June.

The Statement is prepared on an ‘accrual’ basis. This means that all income

and costs for the year are recognised even though the income may not

yet be received (such as interest on investments) or expenses not yet

paid (invoices not yet received for goods or services already used).

The key figure to observe is the surplus (or deficit) for the year

which is the equivalent to the profit (or loss) of Council for the year.

A surplus means that the revenue was greater than the expenses.

2. Balance Sheet

The Balance Sheet is a one page snapshot of the financial situation as at

30 June.

It shows what Council owns as assets and what it owes as liabilities.

The bottom line of this statement is equity (net assets), which is the

net worth of Council that has been built up over many years.

The assets and liabilities are separated into current and non-current.

Current means those assets or liabilities that can be realised or will fall

due in the next 12 months.

The components of the Balance Sheet are described here:

Current and Non–Current Assets

• Cash and cash equivalents includes cash and investments,

i.e. cash held in the bank, cash held in petty cash and the market

value of Council’s investments.

• Trade and other receivables are monies owed to Council by

ratepayers and others as at 30 June.

• Inventories comprise of various stock items held by Council.

• Other assets includes prepayments which are expenses that

Council has paid in advance of service delivery and accrued

income which is income earned but yet to be received.

• Property, infrastructure, plant & equipment is the largest component

of Council’s worth and represents the value of all the land, buildings,

roads, vehicles, equipment, etc. which has been built up by Council

over many years.

Current and Non-Current Liabilities

• Trade and other payables are those to whom Council owes money

as at 30 June.

• Trust funds and deposits represent monies held in trust by Council.

• Provisions include accrued employee benefits such as long service

leave, sick leave and annual leave owed to employees.

• Interest-bearing loans and borrowings is the outstanding balance

Council owes on bank loans.

Net Assets

This term is used to describe the difference between the value of total

assets and the value of total liabilities. It represents the net worth of

Council as at 30 June.

Total Equity

This always equals net assets. It is made up of the following components:

• Accumulated surplus is the reflection of the growth in assets,

the continued improvement in the net worth of Council and the

surplus achieved.

• Reserves include:

– asset revaluation reserve

– other reserves – developer contribution fund

and discretionary loan repayment

3. Statement of Changes in Equity

During the course of the year the value of total equity as set out in

the balance sheet changes. This statement shows the values of such

changes and how these changes arose.

The main reasons for a change in equity stem from:

• The ‘surplus or deficit’ for the period, reported in the Comprehensive

Income Statement for the year.

• The revaluation of the assets which takes place on a regular basis.

It also occurs when existing assets are taken up in the books for

the first time.

4. Statement of Cash Flows

The Cash Flow Statement summarises what has happened during the

year in terms of cash payments and cash receipts and the level of cash

at the end of the financial year. The values may differ from those shown

in the Comprehensive Income Statement because the Comprehensive

Income Statement is prepared on an accrual accounting basis.

Cash in this statement refers to bank deposits and other forms

of highly liquid investments that can readily be converted to cash.

Council’s cash arises from, and is used in, three distinct areas:

• Cash Flows from Operating Activities:

– Receipts: All cash receipts arising from the general operation

of Council, including rates, general trading sales and debtors,

grants and interest earnings. Receipts do not include cash from

the sale of assets or loan funds.

– Payments: All cash paid by Council from its bank account to

employees, suppliers and other persons. It does not include

the costs associated with the creation of assets.

• Cash Flows from Investing Activities:

– This section shows the cash invested in the creation or purchase

of property, infrastructure, plant and equipment assets and the

cash received from the sale of these assets.

• Cash Flows from Financing Activities:

– This is where the receipt and repayment of borrowed funds

(interest–bearing loans and liabilities) are recorded.

The bottom line of the Cash Flow Statement is the cash at the

end of financial year. This shows the capacity of Council to meet

its cash debts and other liabilities.

5. Statement of Capital Works

The Statement of Capital Works has been included in accordance with

the Local Government Regulations. This statement states all the capital

expenditure in relation to the non-current assets of the year.

It categorises capital works expenditure into renewal of assets, upgrading

of assets and creating new assets. Each of these categories has a

different impact on Council’s future costs.

Notes to Financial Statements

The notes to the accounts are a very important and informative section of

the report. While the Australian Accounting Standards are not prescriptive

about the provision of details of Council’s accounting policies the notes

assist in describing them (Note 1) and also provide details behind many

of the summary figures contained in the statements.

It provides the opportunity for Council to disclose additional information

that cannot be incorporated into the statements and enables the reader

to understand the basis on which the values shown in the statements

are established.

Note numbers are shown beside the relevant items in the Comprehensive

Income Statement, Balance Sheet and the Statement of Cash Flows

and should be read at the same time as, and together with, the other

parts of the Financial Statements to get a clear picture of the accounts.

Some notes include:

• The breakdown of revenues, expenses, other assets and reserves

(Notes 2 to 27)

• Commitments (Note 31)

• Related party transactions (Note 35)

• Events occurring after balance date (Note 36)

Certification Pages

The Financial Statements require certification under the

Local

Government Act 1989

. The certification is made by a combination of

the Principal Accounting Officer, Chair of Administrators, Administrator

and Chief Executive Officer, on behalf of Council, as a written

undertaking that the Statements, are correct and not misleading.

Auditor General’s Report

The Independent Auditor’s Report provides the reader with an external

and independent opinion on the Financial Statements. It confirms

that the Financial Statements have been prepared in accordance with

relevant legislation and professional standards and that it represents

a fair picture of the financial affairs of the Council.

Balance Sheet as at 30 June 2015

Financial Report

Comprehensive Income Statement for the Year Ended 30 June 2015

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| Dynamic Centre of the West

Brimbank City Council

Annual Report 2014/2015

Financial Report

Note

2015 $’000

2014 $’000

Income

Rates and charges

131,933

122,621

Statutory fees and fines

5,844

5,039

User fees

7,669

7,154

Grant - operating

32,621

18,657

Grant - capital

14,225

3,158

Contributions - monetary

874

1,627

Contributions - non-monetary assets

2,535

5,647

Net gain/(loss) on disposal of property, infrastructure, plant and equipment

1,185

226

Other income

6,914

7,618

Total income

203,800

171,747

Expenses

Employee costs

77,107

73,825

Materials and services

56,901

57,753

Bad and doubtful debts

1,120

573

Depreciation and amortisation

32,154

30,454

Borrowing costs

2,041

1,385

Other expenses

3,056

2,383

Total expenses

172,379 166,373

Surplus/(deficit) for the year

31,421

5,374

Other comprehensive income

Items that will not be reclassified to surplus or deficit in future periods

Net asset revaluation increment/(decrement)

19,626

73,416

Total comprehensive result

51,047

78,790

Note

2015 $’000

2014 $’000

Assets

Current assets

Cash and cash equivalents

16 50,989 36,187

Trade and other receivables

17 23,093

22,121

Other financial assets

1,713

4,000

Inventories

153

198

Non-current assets classified as held for sale

379

1,564

Other assets

1,295

1,116

Total current assets

77,622 65,186

Non–current assets

Trade and other receivables

122

Property, infrastructure, plant and equipment

22 1,661,154 1,625,528

Total non–current assets

1,661,223 1,625,650

Total assets

1,738,845 1,690,836

Liabilities

Current liabilities

Trade and other payables

14,762

14,281

Trust funds and deposits

1,972

2,384

Provisions

25 18,959

17,588

Interest-bearing loans and borrowings

2,991 35,346

Total current liabilities

38,684 69,599

Non–current liabilities

Trust funds and deposits

4,530

4,326

Provisions

3,806

3,142

Interest-bearing loans and borrowings

26 43,026

16,017

Total non–current liabilities

51,362 23,485

Total liabilities

90,046 93,084

Net assets

1,648,799 1,597,752

Equity

Accumulated surplus

933,822 904,201

Reserves

27 714,977 693,551

Total equity

1,648,799 1,597,752

The above comprehensive income statement should be read with the accompanying notes.

The above balance sheet should be read with the accompanying notes.

Note

2015

Inflows/

(Outflows) $’000

2014

Inflows/

(Outflows) $’000

Cash flows from operating activities

Rates and charges

130,802

121,931

Statutory fees and fines

5,040

5,131

User fees

8,446

7,657

Grants - operating

32,848

18,695

Grants - capital

14,228

796

Contributions - monetary

2,157

4,177

Interest received

2,922

1,955

Trust funds and deposits taken

490

1,728

Other receipts

4,124

6,473

Net GST refund/(payment)

3,186

3,934

Employee costs

(74,791)

(72,166)

Materials and services

(62,165)

(60,244)

Trust funds and deposits repaid

(913)

(870)

Other payments

(3,223)

(4,021)

Net cash provided by/(used in) operating activities

63,151

35,176

Cash flows from investing activities

Payments for property, infrastructure, plant and equipment

(51,049)

(38,610)

Proceeds from sale of property, infrastructure, plant and equipment

7,800

877

Proceeds from investments

2,287

–

Payments for investments

–

(4,000)

Net cash provided by/(used in) investing activities

(40,962)

(41,733)

Cash flows from financing activities

Finance costs

(2,041)

(1,385)

Proceeds from borrowings

–

30,000

Repayment of borrowings

(5,346)

(6,993)

Net cash provided by/(used in) financing activities

(7,387)

21,622

Net increase/(decrease) in cash and cash equivalents

14,802

15,065

Cash and cash equivalents at the beginning of the financial year

36,187

21,122

Cash and cash equivalents at the end of the financial year

50,989

36,187

Financing arrangements

Restrictions on cash assets

Statement of Cash Flows for the Year Ended 30 June 2015

Note

Total

$’000 Accumulated

Surplus

$’000 Revaluation

Reserve

$’000

Other

Reserve

$’000

2015

Balance at beginning of the financial year

1,597,752

904,201

693,351

200

Surplus/(deficit) for the year

31,421

–

Net asset revaluation increment/(decrement)

19,626

–

19,626

–

Transfer to other reserves

–

(1,800)

–

1,800

Balance at end of the financial year

1,648,799

933,822

712,977

2,000

Note

Total

$’000 Accumulated

Surplus

$’000 Revaluation

Reserve

$’000

Other

Reserve

$’000

2014

Balance at beginning of the financial year

1,518,962

899,027

619,935

–

Surplus/(deficit) for the year

5,374

–

Net asset revaluation increment/(decrement)

73,416

–

73,416

–

Transfer to other reserves

–

(200)

–

200

Balance at end of the financial year

1,597,752

904,201

693,351

200

Statement of Changes in Equity for the Year Ended 30 June 2015

The above statement of changes in equity should be read with the accompanying notes.

The above statement of cash flows should be read with the accompanying notes.

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Brimbank City Council

Annual Report 2014/2015

Financial Report

Introduction

The Brimbank City Council was established by an Order of the Governor in Council on 14 December 1994

and is a body corporate. The Council’s main office is located at 6-18 Alexandra Avenue, Sunshine, Victoria, 3020.

Statement of compliance

These financial statements are a general purpose financial report that consists of a Comprehensive Income Statement,

Balance Sheet, Statement of Changes in Equity, Statement of Cash Flows, Statement of Capital Works and notes

accompanying these financial statements. The general purpose financial report complies with Australian Accounting

Standards, other authoritative pronouncements of the Australian Accounting Standards Board, the

Local Government Act

1989

, and the

Local Government (Planning and Reporting) Regulations 2014

Note 1 Significant accounting policies

(a) Basis of accounting

The accrual basis of accounting has been used in the preparation of these financial statements, whereby assets, liabilities,

equity, income and expenses are recognised in the reporting period to which they relate, regardless of when cash is received

or paid.

Judgements, estimates and assumptions are required to be made about the carrying values of assets and liabilities that are

not readily apparent from other sources. The estimates and associated judgements are based on professional judgement

derived from historical experience and various other factors that are believed to be reasonable under the circumstances.

Actual results may differ from these estimates.

Revisions to accounting estimates are recognised in the period in which the estimate is revised and also in future periods

that are affected by the revision. Judgements and assumptions made by management in the application of AAS’s that have

significant effects on the financial statements and estimates relate to:

- the fair value of land, buildings, infrastructure, plant and equipment (refer to note 1(j) )

- the determination of depreciation for buildings, infrastructure, plant and equipment (refer to note 1(k) )

- the determination of employee provisions (refer to note 1(p) )

Unless otherwise stated, all accounting policies are consistent with those applied in the prior year. Where appropriate,

comparative figures have been amended to accord with current presentation, and disclosure has been made of any material

changes to comparatives.

(b) Changes in accounting policies

There have been no changes to accounting policies from the previous period.

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.

Rates and charges

Annual rates are recognised as revenues when Council issues annual rates notices. Supplementary rates are recognised

when a valuation and reassessment is completed and a supplementary rates notice is issued.

Statutory fees and fines

Statutory fees and fines (including parking fees and fines) are recognised as revenue when the service has been provided,

the payment is received, or when the penalty has been applied, whichever first occurs.

User fees

User fees are recognised as revenue when the service has been provided or the payment is received, whichever first occurs.

Grants

Grant income is recognised when Council obtains control of the contribution. This is normally obtained upon their receipt (or

acquittal) or upon earlier notification that a grant has been secured, and are valued at their fair value at the date of transfer.

Where grants or contributions recognised as revenues during the financial year were obtained on 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 or contribution is disclosed in note 6. The note also discloses the amount of unused grant or contribution

from prior years that was expended on Council’s operations during the current year.

Statement of Capital Works for the Year Ended 30 June 2015

Notes to the Financial Report for the Year Ended 30 June 2015

2015 $’000

2014 $’000

Property

Land

907

–

Buildings

19,166

4,747

Total property

20,073

4,747

Plant and equipment

Plant, machinery and equipment

3,009

2,892

Fixtures, fittings and furniture

Computers and telecommunications

268

Library books

735

814

Total plant and equipment

3,790

4,028

Infrastructure

Roads

18,939

20,657

Footpaths and cycleways

4,233

934

Drainage

562

953

Parks, open space and streetscapes

1,291

3,316

Recreational, leisure and community facilities

2,161

3,975

Total infrastructure

27,186

29,835

Total capital works expenditure

51,049

38,610

Represented by:

New asset expenditure

26,756

11,210

Asset renewal expenditure

16,984

17,128

Asset expansion expenditure

–

466

Asset upgrade expenditure

7,309

9,806

Total capital works expenditure

51,049

38,610

The above statement of capital works should be read with the accompanying notes.

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100

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Brimbank City Council

Annual Report 2014/2015

101

Financial Report

Note 1 Significant accounting policies (continued)

(i) Non-current assets classified as held for sale

A non-current asset classified as held for sale (including disposal groups) 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, disposal groups and related liabilities are

treated as current and classified as held for sale if their carrying amount will be recovered through a sale transaction rather

than through continuing use. This condition is regarded as met only when the sale is highly probable and the asset’s sale

(or disposal group sale) is expected to be completed within 12 months from the date of classification.

(j) Recognition and measurement of property, plant and equipment, infrastructure, intangibles

Acquisition

The purchase method of accounting is used for all acquisitions of assets, being the fair value of assets provided as

consideration at the date of acquisition plus any incidental costs attributable to the acquisition. Fair value is the amount

for which the asset could be exchanged between knowledgeable willing parties in an arm’s length transaction.

Where assets are constructed by Council, cost includes all materials used in construction, direct labour, borrowing costs

incurred during construction, and an appropriate share of directly attributable variable and fixed overheads.

In accordance with Council’s policy, the threshold limits detailed in Note 1(k) have been applied when recognising assets

within an applicable asset class and unless otherwise stated are consistent with the prior year.

Revaluation

Subsequent to the initial recognition of assets, non-current physical assets, other than plant and equipment, are measured

at their fair value, being the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction

between market participants at the measurement date. At balance date, the Council reviewed the carrying value of the

individual classes of assets measured at fair value to ensure that each asset materially approximated its fair value.

Where the carrying value materially differed from the fair value at balance date, the class of asset was revalued.

Fair value valuations are determined in accordance with a valuation hierarchy. Changes to the valuation hierarchy will

only occur if an external change in the restrictions or limitations of use on an asset result in changes to the permissible

or practical highest and best use of the asset. Further details regarding the fair value hierarchy are disclosed in Note 22

Property, infrastructure, plant and equipment.

In addition, Council undertakes a formal revaluation of land, buildings and infrastructure assets on a regular basis

ranging from 3 to 5 years. The valuation is performed either by experienced council officers or independent experts.

Where the assets are revalued, the revaluation increments are credited directly to the asset revaluation reserve except

to the extent that an increment reverses a prior year decrement for that class of asset that had been recognised as an

expense in which case the increment is recognised as revenue up to the amount of the expense. Revaluation decrements

are recognised as an expense except where prior increments are included in the asset revaluation reserve for that class

of asset in which case the decrement is taken to the reserve to the extent of the remaining increments. Within the same

class of assets, revaluation increments and decrements within the year are offset.

Land under Roads

Council recognises land under roads it controls at fair value (post 2008).

(k) Depreciation and amortisation of property, infrastructure, plant and equipment, intangibles

Buildings, land improvements, infrastructure, plant and equipment, and other assets having limited useful lives are

systematically depreciated over their useful lives to the Council in a manner which reflects consumption of the service

potential embodied in those assets. Estimates of remaining useful lives and residual values are made on a regular

basis with major asset classes reassessed annually. Depreciation rates and methods are reviewed annually.

Where assets have separate identifiable components that are subject to regular replacement, these components are

assigned distinct useful lives and residual values and a separate depreciation rate is determined for each component.

Road earthworks are not depreciated on the basis that they are assessed as not having a limited useful life.

Artworks are not depreciated.

Straight line depreciation is charged based on the residual useful life as determined each year.

Note 1 Significant accounting policies (continued)

Contributions

Monetary and non-monetary contributions are recognised as revenue when Council obtains control over the contributed asset.

Sale of property, infrastructure, plant and equipment

The profit or loss on sale of an asset is determined when control of the asset has irrevocably passed to the buyer.

Interest

Interest is recognised as it is earned.

Other income

Other income is measured at the fair value of the consideration received or receivable and is recognised when Council gains

control over the right to receive the income.

(d) Fair value measurement

Council measures certain assets and liabilities at fair value where required or permitted by Australian Accounting Standards.

AASB 13 Fair value measurement, aims to improve consistency and reduce complexity by providing a definition of fair value

and a single source of fair value measurement and disclosure requirements for use across Australian Accounting Standards.

AASB 13 defines fair value as the price that would be received to sell an asset or paid to transfer a liability in an orderly

transaction between market participants at the measurement date. Fair value under AASB 13 is an exit price regardless

of whether that price is directly observable or estimated using another valuation technique.

All assets and liabilities for which fair value is measured or disclosed in the financial statements are categorised within a fair value

hierarchy, described as follows, based on the lowest level input that is significant to the fair value measurement as a whole:

Level 1

- Quoted (unadjusted) market prices in active markets for identical assets or liabilities

Level 2

- Valuation techniques for which the lowest level input that is significant to the fair value measurement is directly

or indirectly observable: and

Level 3

- Valuation techniques for which the lowest level input that is significant to the fair value measurement is unobservable.

For the purpose of fair value disclosures, Council has determined classes of assets and liabilities on the basis of the nature,

characteristics and risks of the asset or liability and the level of the fair value hierarchy as explained above.

In ad

dition, Council determines whether transfers have occurred between levels in the hierarchy by re-assessing categorisation

(based on the lowest level input that is significant to the fair value measurement as a whole) at the end of each reporting

period.

(e) Cash and cash equivalents

Cash and cash equivalents include cash on hand, deposits at call, and other highly liquid investments with original maturities

of 90 days or less, net of outstanding bank overdrafts.

(f) Trade and other receivables

Receivables are carried at amortised cost using the effective interest rate method. A provision for doubtful debts

is recognised when there is objective evidence that an impairment has occurred.

(g) Other financial assets

Other financial assets are valued at fair value, being market value, at balance date. Term deposits are measured at amortised

cost. Any unrealised gains and losses on holdings at balance date are recognised as either a revenue or expense.

(h) Inventories

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

Inventories are measured at the lower of cost and net realisable value.

All other inventories, including land held for sale, are measured at the lower of cost and net realisable value. Where inventories

are acquired for no cost or nominal consideration, they are measured at current replacement cost at the date of acquisition.

Notes to the Financial Report for the Year Ended 30 June 2015

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Financial Report

Note 1 Significant accounting policies (continued)

(k) Depreciation and amortisation of property, infrastructure, plant and equipment, intangibles (continued)

Depreciation periods used are listed below and are consistent with the prior year unless otherwise stated:

Asset recognition thresholds

and depreciation periods

Depreciation

Period

2015

Threshold Limit

2015 $’000

Property

Land

land

–

land improvements

–

Buildings

buildings

10 – 200 years

–

leased assets

70 – 95 years

–

heritage assets

170 – 250 years

–

Plant and Equipment

plant and equipment

2 – 12 years

registered vehicles

3 – 12 years

office equipment

5 – 10 years

IT equipment

4 years

furniture and fittings

15 years

library

8 years

–

artworks

–

Infrastructure

Bridges and culverts

50 – 100 years

–

Roads

road substructure

85 years

–

road surface

30 years

–

kerb and channel

50 years

–

Drains

80 years

–

Footpaths

12 – 50 years

–

Car parks (asphaltic concrete)

30 years

–

Car parks (pavement)

85 years

–

Sports facilities (excl. buildings)*

15 – 60 years

–

Dams

50 years

–

Traffic management assets

10 – 50 years

–

Road reserve assets

20 – 50 years

–

Fences

20 – 50 years

Paths

12 – 50 years

–

Playgrounds*

20 years

Irrigation systems

30 years

Other structures

10 – 50 years

Note 1 Significant accounting policies (continued)

(l) 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.

(m) Impairment of assets

At each reporting date, the Council reviews the carrying value of its assets to determine whether there is any indication

that these assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher

of the asset’s fair value less costs to sell and value in use, is compared to the assets carrying value. Any excess of the assets

carrying value over its recoverable amount is expensed to the comprehensive income statement, unless the asset is carried

at the revalued amount in which case, the impairment loss is recognised directly against the revaluation surplus in respect

of the same class of asset to the extent that the impairment loss does not exceed the amount in the revaluation surplus

for that same class of asset.

(n) Trust funds and deposits

Amounts received as deposits and retention amounts controlled by Council are recognised as trust funds until they

are returned, transferred in accordance with the purpose of the receipt, or forfeited (refer Note 24).

(o) Borrowings

Borrowing are initially measured at fair value, being the cost of the interest bearing liabilities, net of transaction costs.

The measurement basis subsequent to initial recognition depends on whether the Council has categorised its interest

bearing liabilities as either financial liabilities designated at fair value through the profit and loss, or financial liabilities

at amortised cost. Any difference between the initial recognised amount and the redemption value is recognised in net

result over the period of the borrowing using the effective interest method.

The classification depends on the nature and purpose of the interest bearing liabilities. The Council determines the

classification of its interest bearing liabilities at initial recognition.

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, excluding

borrowings associated with superannuation, is used to determine the borrowing costs to be capitalised.

Borrowing costs include interest on bank overdraft, interest on borrowings, and finance lease charges.

Loan repayment reserve for interest only debt

At the Ordinary Council Meeting on 27 May 2014, Council resolved to participate in the Municipal Association of Victoria

(MAV) Debt Procurement Project for interest only debt. In order to repay the principal at maturity date Council has

established a loan repayment reserve and associated cash investment with allocations of set amount of funds each year.

(p) Employee costs and benefits

The calculation of employee costs and benefits includes all relevant on-costs and are calculated as follows at reporting date.

Wages and salaries, and annual leave

Liabilities for wages and salaries, including non-monetary benefits, annual leave and accumulated sick leave expected

to be wholly settled within 12 months of the reporting date are recognised in the provision for employee benefits in

respect of employee services up to the reporting date, classified as current liabilities and measured at their nominal values.

Liabilities that are not expected to be wholly settled within 12 months of the reporting date are recognised in the provision

for employee benefits as current liabilities, measured at present value of the amounts expected to be paid when the

liabilities are settled using the remuneration rate expected to apply at the time of settlement.

Notes to the Financial Report for the Year Ended 30 June 2015

* Useful lives have changed compared to previous years based on a review conducted by independent experts

(Rapid Map Services Pty Ltd).

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Note 1 Significant accounting policies (continued)

(p) Employee costs and benefits (continued)

Long service leave

Liability for long service leave (LSL) is recognised in the provision for employee benefits.

Current Liability - unconditional LSL is disclosed as a current liability even when the council does not expect to settle

the liability within 12 months because it will not have the unconditional right to defer settlement of the entitlement

should an employee take leave within 12 months.

The components of this current liability are measured at:

- present value - component that is not expected to be wholly settled within 12 months.

- nominal value - component that is expected to be wholly settled within 12 months.

Classification of employee costs

Non-current liability - conditional LSL that has been accrued, where an employee is yet to reach a qualifying term

of employment, is disclosed as a non-current liability. There is an unconditional right to defer settlement of the

entitlement until the employee has completed the requisite years of service.

This non-current LSL liability is measured at present value.

(q) Leases

Finance Leases

Leases of assets where substantially all the risks and rewards incidental to ownership of the asset, are transferred to the

Council are classified as finance leases. Finance leases are capitalised, recording an asset and a liability at the lower of the

fair value of the asset and the present value of the minimum lease payments, including any guaranteed residual value. Lease

payments are allocated between the reduction of the lease liability and the interest expense. Leased assets are depreciated

on a straight line basis over their estimated useful lives to the Council where it is likely that the Council will obtain ownership

of the asset or over the term of the lease, whichever is the shorter. Leased assets are currently being amortised over a 95

year period.

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.

(r) 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 Taxation 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 statement of cash flows on a gross basis, except for the GST component of investing

and financing activities, which are disclosed as operating cash flows.

(s) Financial guarantees

Financial guarantee contracts are not recognised as a liability in the balance sheet unless the lender has exercised their

right to call on the guarantee or Council has other reasons to believe that it is probable that, that right will be exercised.

Details of guarantees that Council has provided, that are not recognised in the balance sheet are disclosed at Note 33

Contingent Liabilities and Contingent Assets.

(t) Contingent assets and contingent liabilities and commitments

Contingent assets and contingent liabilities are not recognised in the Balance Sheet, but are disclosed by way of a note 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 by way of a note

(see Note 31) and are presented inclusive of the GST payable.

(u) Pending accounting standards

Certain new AAS’s have been issued that are not mandatory for the 30 June 2015 reporting period. Council has assessed

these pending standards and has identified that no material impact will flow from the application of these standards in

future reporting periods.

(v) Rounding

Unless otherwise stated, amounts in the financial report have been rounded to the nearest thousand dollars. Figures in the

financial statement may not equate due to rounding.

Notes to the Financial Report for the Year Ended 30 June 2015

Note 2 Budget comparison

The budget comparison notes compare Council’s financial plan, expressed through its annual budget, with actual performance.

The

Local Government (Planning and Reporting) Regulations 2014

requires explanation of any material variances. Council has

adopted a materiality threshold of ten percent where further explanation is warranted. Explanations have not been provided

for variations below the materiality threshold unless the variance is considered to be material because of its nature.

The budget figures detailed below are those adopted by Council on 09 July 2014. The budget was based on assumptions that

were relevant at the time of adoption of the budget. Council sets guidelines and parameters for revenue and expense targets

in this budget in order to meet Council’s planning and financial performance targets for both the short and long term. The budget

did not reflect any changes to equity resulting from asset revaluations, as their impacts were not considered predictable.

These notes are prepared to meet the requirements of the

Local Government Act 1989

and the

Local Government

(Planning and Reporting) Regulations 2014

(a) Income and expenditure

Budget

2015 $’000

Actuals

2015 $’000

Variance

2015 $’000 Ref

Income

Rates and charges

131,850 131,933

Statutory fees and fines

4,994

5,844

850 1

User fees

7,636

7,669

Grant - operating

38,479

32,621

(5,858) 2

Grant - capital

820

14,225

13,405 2

Contributions - monetary

1,743

874

(869) 3

Contributions - non-monetary assets

4,000

2,535

(1,465)

Net gain/(loss) on disposal of property, infrastructure, plant and equipment 3,170

1,185

(1,985) 5

Other revenue

5,401

6,914

1,513 6

Total income

198,093 203,800

5,707

Expenses

Employee costs

77,709

77,107

602

Materials and services

58,339

56,901

1,438

Bad and doubtful debts

330

1,120

(790) 7

Depreciation and amortisation

31,500

32,154

(654)

Finance costs

2,570

2,041

529 8

Other expenses

3,300

3,056

244

Total expenses

173,748 172,379

1,369

Surplus/(deficit) for the year

24,345 31,421

7,076

Net increase/(decrease) in asset revaluation reserve

19,626

Comprehensive result

24,345 51,047 26,702

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Note 2 Budget comparison (continued)

(a) Income and expenditure (continued)

(i) Explanations of material variations

Notes to the Financial Report for the Year Ended 30 June 2015

Note 2 Budget comparison (continued)

(b) Capital works

Budget

2015 $’000

Actuals

2015 $’000

Variance

2015 $’000 Ref

Property

Land

907

–

Buildings

28,345

19,166

9,179 1

Total property

29,252 20,073

9,179

Plant and equipment

Plant, machinery and equipment

4,087

3,009

1,078

Fixtures, fittings and furniture

176

155

Computers and telecommunications

(9)

Library books

700

735

(35)

Total plant and equipment

4,979

3,790

1,189

Infrastructure

Roads

24,193

18,939

5,254 3

Footpaths and cycleways

4,945

4,233

712 4

Drainage

230

562

(332) 5

Parks, open space and streetscapes

1,375

1,291

Recreational, leisure and community facilities

795

2,161

(1,366) 6

Total infrastructure

31,538 27,186

4,352

Total capital works expenditure

65,769 51,049 14,720

Represented by:

New asset expenditure

37,546

26,756

10,790

Asset renewal expenditure

19,525

16,984

2,541

Asset upgrade expenditure

8,698

7,309

1,389

Total capital works expenditure

65,769 51,049 14,720

Ref Item

Commentary

Statutory fees and fines

Statutory fees was favourable by $850,000 compared to budget mainly due to a

significant increase in the number of applications for town planning.

Grant - operating

Overall grants was favourable by $7.5 million compared to budget due to:

1) Prior to the end of the 2014-15 financial year Council received Financial Assistance

Grants from the Victorian Government totalling $6.9 million. This related to the first and

second quarter allocations of the 2015-16 year. As Council must recognise these grants

as revenue in the period they are received, these have been recognised as income in the

2014-15 year;

2) Unbudgeted funding received from Vic Roads $1.1 million for Black Spot Programs.

This income is offset by corresponding capital works expenditure.

Contributions - monetary Contributions - monetary was unfavourable by $869,000 compared to budget mainly due to

significantly less income received in relation to the North Sunshine Industrial Estate Special

Rates Scheme.

Contributions -

non-monetary assets

Contributions - non-monetary assets was unfavourable by $1.4 million due to assets within

new sub divisions not reaching practical completion date as of 30 June 2015 as budgeted.

Net gain/(loss) on disposal

of property, infrastructure,

plant and equipment

Net gain/(loss) on disposal of property, infrastructure, plant and equipment comprises

of the total proceeds received from the disposal of property, infrastructure, plant and

equipment less the written down value of property, infrastructure, plant and equipment.

The net gain/(loss) on disposal of property, infrastructure, plant and equipment decreased

by $1.9 million compared to the budget as the written down value of Council’s property,

infrastructure, plant and equipment was higher than budgeted.

Other revenue

Other revenue was favourable by $1.5 million compared to budget due to:

1) Increase in income from interest on rates $600,000;

2) Unbudgeted funding received from Ausnet gas services in relation to native

vegetation on Christies Road, Ravenhall $215,000;

3) Unbudgeted refunds received in relation to environmental efficiencies $600,000.

Bad and doubtful debts

Bad and doubtful debts are debts which are determined to be uncollectible.

Bad and doubtful debts was unfavourable to budget by $790,000 as there were a large

number of debts in relation to parking infringements running over 120 days. Council has

a policy that all debts (excluding rates) older than 120 days are to be provided for as

doubtful during the year.

Finance costs

Finance costs includes interest charged by financial institutions on funds borrowed.

Interest on borrowings was favourable by $529,000 compared to budget. The budget

was based on the assumption that Council would borrow $11 million in the financial year.

However, as there was sufficient funds in Council’s bank account, due to capital works of

$16 million not being completed in the financial year, Council did not need to borrow the

$11 million. This resulted in lower than budgeted interest paid on loan borrowings.

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Financial Report

2015 $’000

2014 $’000

Note 3 Rates and charges

Council uses Capital Improved Value (CIV) as the basis of valuation of all properties within the

municipal district. The CIV of a property is the market value of the land and improvements.

The CIV valuation base used to calculate general rates for 2014/15 was $33.042 billion

(2013/14 $31.239 billion).

The 2014/15 rate in the CIV dollar was:

Residential and Residential Flats/Units .002799 cents in the dollar (2013/14 .002740 cents);

Commercial/Industrial .004502 cents in the dollar (2013/14 .004407 cents);

Vacant Land .004913 cents in the dollar (2013/14 .004630 cents);

Farm .002447 cents in the dollar (2013/14 .002435 cents);

Retirement Village .002589 cents in the dollar (2013/14 .002535 cents); and

Culture and Recreation Land .002251 cents in the dollar (2013/14 .002203 cents).

General rates

104,083

96,889

Supplementary rates and rate adjustments

676

447

Municipal charge

4,963

4,621

Waste management charge

22,211

20,664

Total rates and charges

131,933

122,621

The date of the latest general revaluation of land for rating purposes within the municipal district

was 1 January 2012, and the valuation was first applied in the rating year commencing 1 July 2012.

Note 2 Budget comparison (continued)

(b) Capital works (continued)

(i) Explanations of material variations

Notes to the Financial Report for the Year Ended 30 June 2015

Note 4 Statutory fees and fines

Infringements and costs

1,527

1,614

Court recoveries

256

339

Town planning fees

2,267

1,352

Permits

265

248

Land information certificates

Registration

1,249

1,261

Other

189

141

Total statutory fees and fines

5,844

5,039

Note 5 User fees

Aged services

943

937

Leisure centre and recreation

4,952

4,885

Child care/children's program

210

174

Statutory planning

232

206

Building services

179

158

Waste management services

Valuation/supplementary

413

Land clearance

108

102

Other

629

615

Total user fees

7,669

7,154

Ref Item

Commentary

Buildings

Expenditure on Buildings is favourable by $8.2 million compared to budget mainly

due the following projects not being completed at 30 June 2015, and carried forward

to 2015-2016:

1) Brimbank Community and Civic Centre $9.4 million;

2) Errington Community Centre redevelopment $400,000;

3) Brimbank Auditorium redevelopment of cinemas $300,000.

In addition to the above, savings of $800,000 have been realised from various projects.

Plant, machinery

and equipment

Expenditure on Plant, equipment and other assets is favourable by $1.1 million compared

to budget due to:

1) The tender for the purchase of three (3) community buses was deferred until

the completion of review of the community transport programme $500,000;

2) The purchase of two trucks was deferred due to low utilisation rates of existing

fleet $600,000.

Roads

Expenditure on Roads is favourable by $5.2 million compared to budget due to the following

projects not being completed at 30 June 2015, and carried forward to 2015-2016:

1) Buckley Avenue rehabilitation $500,000;

2) Collenso Avenue rehabilitation $360,000;

3) Kororoit Creek rehabilitation $100,000;

4) Overton Lea Boulevard asphalt overlay $100,000;

5) Cancellation of Special Charge Scheme in relation to Jones and Bunting Road,

Brooklyn $2 million.

In addition to the above, savings of $1 million have been realised from the road

rehabilitation projects due to better than expected market prices.

Footpaths and cycleways Expenditure on Walking and Cycling pathways is favourable by $712,000 compared

to budget due to the following project not completed at 30 June 2015, and carried

forward to 2015-2016:

- Sunshine to Tottenham pathway as part of the Regional Rail link project.

Drainage

Expenditure on Drainage is unfavourable by $332,000 compared to budget

due to the additional money spent on various drainage projects.

Recreational, leisure

and community facilities

Expenditure on Recreational, leisure and community facilities is unfavourable by $1.3

million compared to budget due to :

- Completion of the Dempster Park Reserve, site plan implementation $1.3 million.

Funds for this project were carried forward from the 2013-2014 Capital budget.

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Financial Report

2015 $’000

2014 $’000

Note 6 Grants

Grants were received in respect of the following:

Summary of grants

Commonwealth funded grants

24,281

10,504

State funded grants

22,565

11,311

Total

46,846

21,815

Operating grants

Recurrent - Commonwealth Government

Victoria Grants Commission

20,341

6,701

Family day care

1,610

1,444

General home care

280

384

Other

103

107

Recurrent - State Government

Community health

131

School crossing supervisors

414

405

Maternal and child health

1,818

1,753

Aged care

2,053

2,131

Family and children

538

490

General home care

2,838

2,724

Libraries

1,168

1,169

Recreation

273

267

Other

221

222

Total recurrent operating grants

31,788

17,894

Non-recurrent - Commonwealth Government

Family day care

–

110

Recreation

–

Other

–

Non-recurrent - State Government

Community safety

Recreation

530

224

Family and children

267

163

Other

219

Total non-recurrent operating grants

833

763

Total operating grants

32,621

18,657

2015 $’000

2014 $’000

Note 6 Grants (continued)

Capital grants

Recurrent - Commonwealth Government

Roads to recovery

795

770

Total recurrent capital grants

795

770

Non-recurrent - Commonwealth Government

Roads

774

746

Plant, machinery and equipment

375

218

Non-recurrent - State Government

Libraries

Roads

1,662

478

Buildings

6,027

691

Drainage

–

Footpaths and cycleways

4,411

Parks, open space and streetscapes

–

Recreational, leisure and community facilities

189

Other

–

Total non-recurrent capital grants

13,430

2,388

Total capital grants

14,225

3,158

Total grants

46,846

21,815

Conditions on Grants

Grants recognised as revenue during the year that were obtained on condition that

they be expended in a specified manner that had not occurred at balance date were:

Grants which were recognised as revenue in prior years and were expended during

the current year in the manner specified by the grantor were:

6,843

6,959

Net increase/(decrease) in restricted assets resulting from grant revenues for the year

6,863

6,979

Notes to the Financial Report for the Year Ended 30 June 2015

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Financial Report

2015 $’000

2014 $’000

Note 9 Other income

Contributions

216

Compensation recovery

276

305

Insurance recovery

107

Subdivisional fees

234

Asset protection enforcement

Interest

2,922

1,955

Rent

732

677

Recovery

1,428

1,390

Rebates

Compensation - easement creation

–

2,145

Other

1,032

952

Total other income

6,914

7,618

Note 10a Employee costs

Wages and salaries

67,025

63,944

Casual staff

1,819

1,566

Workcover

1,451

1,966

Superannuation

6,304

5,924

Fringe benefits tax

508

425

Total employee costs

77,107

73,825

Note 10b Superannuation

Council made contributions to the following funds:

Defined benefit fund

Employer contributions to Local Authorities Superannuation Fund (Vision Super)

1,073

1,067

1,073

1,067

Employer contributions payable at reporting date

–

Accumulation funds

Employer contributions to Local Authorities Superannuation Fund (Vision Super)

3,776

3,607

Employer contributions - other funds

1,455

1,250

5,231

4,857

Employer contributions payable at reporting date

–

Notes to the Financial Report for the Year Ended 30 June 2015

2015 $’000

2014 $’000

Note 7 Contributions

Monetary

874

1,627

Non-monetary

2,535

5,647

Total contributions

3,409

7,274

Contributions of non-monetary assets were received in relation to the following asset classes:

Road substructure

546

1,285

Road surface

242

Kerb and channel

127

271

Footpaths

101

313

Traffic management assets

Car parks

Drains

474

618

Land

650

1,907

Land under roads

273

474

Earthworks

170

450

Total non-monetary contributions

2,535

5,647

Council takes control of infrastructure assets, such as Roads, Drains and Land, when developers complete a sub-division.

These then are vested as Council Assets. Council receives these assets at no cost and brings them to account at fair value.

Note 8 Net gain/(loss) on disposal of property, infrastructure,

plant and equipment

Plant, furniture and equipment

Proceeds from sale of plant, furniture and equipment

900

877

Written down value of plant, furniture and equipment sold

(1,090)

(644)

Net gain/(loss) on disposal of plant, furniture and equipment

(190)

233

Land and Buildings

Proceeds from sale of land and buildings

6,900

Written down value of land and buildings sold

(5,525)

(7)

Net gain/(loss) on disposal of land and buildings

1,375

Total

Proceeds from sale of assets

7,800

877

Written down value of assets disposed

(6,615)

(651)

Total net gain/(loss) on disposal of property, infrastructure, plant and equipment

1,185

226

(7)

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Financial Report

2015 $’000

2014 $’000

Note 13 Depreciation and amortisation

Property

3,078

3,075

Plant and equipment

2,749

2,170

Infrastructure

26,327

25,209

Total depreciation and amortisation

32,154

30,454

Note 14 Borrowing costs

Interest - borrowings

2,041

1,385

Total borrowing costs

2,041

1,385

Note 15 Other expenses

Auditors’ remuneration - VAGO - audit of the financial statements,

performance statement and grant acquittals

Auditors' remuneration - internal

Bank fees and charges

637

577

Pensioner rebate

452

450

Environmental protection

411

286

Community grants

462

492

Councillors' allowance

428

406

Other

538

Total other expenses

3,056

2,383

Note 16 Cash and cash equivalents

Cash on hand

Cash at bank

21,971

20,169

Term deposits

29,000

16,000

Total cash and cash equivalents

50,989

36,187

Councils cash and cash equivalents are subject to a number of external

restrictions that limit amounts available for discretionary use. These include:

Trust funds and deposits (Note 24)

6,502

6,710

Total restricted funds

6,502

6,710

Total unrestricted cash and cash equivalents

44,487

29,477

Intended allocations

Although not externally restricted the following amounts have been allocated

for specific future purposes by Council:

Unexpended operating grants (Note 6)

6,843

Cash held to fund carried forward capital works

16,000

7,336

Other reserve funds allocated for specific purposes (Note 27)

2,000

200

Total funds subject to intended allocations

24,843

7,556

2015 $’000

2014 $’000

Note 11 Materials and services

Contract payments

21,733

21,673

General maintenance

9,560

8,870

Materials and services

13,373

13,841

Consultants

1,471

1,690

Information technology

1,548

1,702

Insurance

1,790

1,787

Utilities

5,691

5,722

Other

1,735

2,468

Total materials and services

56,901

57,753

Note 12 Bad and doubtful debts

Parking fine debtors

479

Other debtors

1,054

Total bad and doubtful debts

1,120

573

Notes to the Financial Report for the Year Ended 30 June 2015

Note 10b Superannuation (continued)

Council makes the majority of its employer superannuation contributions in respect of its employees to the Local Authorities

Superannuation Fund (the Fund). This Fund has two categories of membership, accumulation and defined benefit, each of which

is funded differently. Obligations for contributions to the Fund are recognised as an expense in Comprehensive Income Statement

when they are made or due.

Accumulation

The Fund’s accumulation categories, Vision MySuper/Vision Super Saver, receives both employer and employee contributions

on a progressive basis. Employer contributions are normally based on a fixed percentage of employee earnings (for the year ended

30 June 2015, this was 9.5% required under Superannuation Guarantee legislation

(for 2013/14, this was 9.25%)).

Defined Benefit

Council does not use defined benefit accounting for its defined benefit obligations under the Fund’s Defined Benefit category.

This is because the Fund’s Defined Benefit category is a pooled multi-employer sponsored plan.

There is no proportional split of the defined benefit liabilities, assets or costs between the participating employers as the defined benefit

obligation is a floating obligation between the participating employers and the only time that the aggregate obligation is allocated to

specific employers is when a call is made. As a result, the level of participation of Council in the Fund cannot be measured as a percentage

compared with other participating employers. Therefore, the Actuary is unable to allocate benefit liabilities, assets and costs between

employers for the purposes of AASB 119.

Refer to Note 22 for a more detailed breakdown of depreciation and amortisation charges.

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Financial Report

2015 $’000

2014 $’000

Note 17 Trade and other receivables

Current

Rates debtors

14,422

13,211

Parking infringement debtors

1,623

2,823

Provision for doubtful debts - parking infringements

(149)

(1,766)

Other debtors

2,251

3,271

Provision for doubtful debts - other debtors

(210)

(395)

Special rate assessment

3,187

3,009

Net GST receivable

1,969

1,968

Total current trade and other receivables

23,093

22,121

Non–Current

Special rate assessment

–

Other debtors

Total non-current trade and other receivables

122

Total trade and other receivables

23,162

22,243

(a) Ageing of trade and other receivables

At balance date other debtors representing financial assets were past due but not impaired.

These amounts relate to a number of independent customers for whom there is no recent

history of default.

The ageing of the Council’s trade & other receivables (excluding statutory receivables) was:

Current (not yet due)

2,746

811

Past due by up to 30 days

186

171

Past due between 31 and 180 days

479

7,450

Past due between 181 and 365 days

409

–

Past due by more than 1 year

19,701

15,972

Total trade & other receivables

23,521

24,404

(b) Movement in provisions for doubtful debts

Parking infringements

Balance at the beginning of the year

1,766

1,705

New Provisions recognised during the year

–

Amounts already provided for and written off as uncollectible

(1,892)

–

Amounts provided for but recovered during the year

275

–

Other debtors

Balance at the beginning of the year

395

701

New Provisions recognised during the year

–

(306)

Amounts already provided for and written off as uncollectible

(185)

–

Amounts provided for but recovered during the year

–

Balance at end of year

359

2,161

Notes to the Financial Report for the Year Ended 30 June 2015

2015 $’000

2014 $’000

Note 17 Trade and other receivables (continued)

At balance date, other debtors representing financial assets with a nominal value of $359,000

(2014: $2.2 million) were impaired. The amount of the provision raised against these debtors was

nil (2014: $245,000). They individually 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.

The ageing of receivables that have been individually determined as impaired

at reporting date was:

Current (not yet due)

–

Past due by up to 30 days

–

Past due between 31 and 180 days

–

245

Past due between 181 and 365 days

–

Past due by more than 1 year

–

245

Note 18 Other financial assets

Term deposits (Note 1(g))

1,713

4,000

Total other financial assets

1,713

4,000

Note 19 Inventories

Inventories held for distribution

Inventories held for sale

119

Total inventories

153

198

Note 20 Non-current assets classified as held for sale

Land

379

1,564

Total non-current assets classified as held for sale

379

1,564

Note 21 Other assets

Prepayments

234

Accrued income

1,056

1,022

Other

Total other assets

1,295

1,116

Note 22 Property, infrastructure, plant and equipment

Summary

Land and buildings (property)

587,855

570,870

Plant and equipment

16,559

15,944

Infrastructure

1,056,740 1,038,714

Total property, infrastructure, plant and equipment

1,661,154 1,625,528

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119

Financial Report

Notes to the Financial Report for the Year Ended 30 June 2015

Note 22 Property, infrastructure, plant and equipment (continued)

Land -

specialised

$’000 Land - non

specialised

$’000

Total

Land

$’000 Buildings -

specialised

$’000

Leashold

improvements

$’000

Heritage

buildings

$’000

Total

Buildings

$’000

Work in

progress

$’000

Total

property

$’000

Land and buildings (Property)

At fair value 1 July 2014

5,573 444,620

450,193

114,841

4,678

221

119,740

4,133

574,066

Accumulated depreciation

at 1 July 2014

–

(3,017)

(177)

(2)

(3,196)

–

(3,196)

5,573 444,620 450,193 111,824

4,501

219 116,544 4,133 570,870

Movements in fair value

Acquisition of assets at fair value

273

1,354

1,627

2,451

–

2,451

20,253

24,331

Revaluation

increments/decrements

–

Fair value of assets disposed

–

(610)

(4,973)

–

(4,973)

–

(5,583)

Impairment losses recognised

in operating result

–

Transfers

–

273

744 1,017 (2,450)

–

– (2,450) 20,253 18,820

Movements in accumulated

depreciation

Depreciation and amortisation

–

(3,011)

(65)

(2)

(3,078)

–

(3,078)

Accumulated depreciation

of disposals

–

1,243

–

1,243

–

1,243

Impairment losses recognised

in operating result

–

Transfers

–

– (1,768)

(65)

(2) (1,835)

– (1,835)

At fair value 30 June 2015

5,846 445,364

451,210

112,391

4,678

221

117,290

24,386

592,886

Accumulated depreciation

at 30 June 2015

–

(4,785)

(242)

(4)

(5,031)

–

(5,031)

5,846 445,364 451,210 107,606

4,436

217 112,259 24,386 587,855

(610)

Note 22 Property, infrastructure, plant and equipment (continued)

Plant,

machinery

and

equipment

$’000

Computers

and

telecoms

$’000

Fixtures,

fittings and

furniture

$’000

Library

books

$’000

Artworks

$’000

Work in

progress

$’000

Total

plant and

equipment

$’000

Plant and equipment

At fair value 1 July 2014

22,982

2,185

885

6,503

550

474

33,579

Accumulated depreciation

at 1 July 2014

(11,281)

(1,592)

(589)

(4,173)

–

(17,635)

11,701

593

296

2,330

550

474

15,944

Movements in fair value

Acquisition of assets at fair value

3,249

–

735

–

445

4,454

Revaluation

increments/decrements

–

Fair value of assets disposed

(2,381)

–

(2,381)

Impairment losses recognised

in operating result

–

Transfers

–

868

–

735

–

445

2,073

Movements in accumulated

depreciation

Depreciation and amortisation

(1,828)

(214)

(52)

(655)

–

(2,749)

Accumulated depreciation

of disposals

1,291

–

1,291

Impairment losses recognised

in operating result

–

Transfers

–

(537)

(214)

(52)

(655)

–

(1,458)

At fair value 30 June 2015

23,850

2,210

885

7,238

550

919

35,652

Accumulated depreciation

at 30 June 2015

(11,818)

(1,806)

(641)

(4,828)

–

(19,093)

12,032

404

244

2,410

550

919

16,559

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Financial Report

Notes to the Financial Report for the Year Ended 30 June 2015

Note 22 Property, infrastructure, plant and equipment (continued)

Roads

$’000 Bridges $’000

Footpath

and

cycleways

$’000 Drainage $’000

Recreational,

leisure and

community

$’000

Parks, open

space and

streetscapes

$’000 Off street

car parks

$’000

Work in

progress

$’000

Total

infrastructure

$’000

Infrastructure

At fair value 1 July 2014

604,501 25,399

110,872

228,787

47,610

34,340 8,905 12,953

1,073,367

Accumulated depreciation

at 1 July 2014

(18,518) (386) (3,079)

(4,248)

(5,030)

(2,487) (905)

–

(34,653)

585,983 25,013 107,793 224,539

42,580

31,853 8,000 12,953 1,038,714

Movements in fair value

Acquisition of assets

at fair value

20,077

–

2,558

8,038

902

1,354

– (8,129)

24,800

Revaluation

increments/decrements

–

18,692

934

–

19,626

Fair value of assets disposed

–

Impairment losses recognised

in operating result

–

Transfers

–

(73)

–

(73)

20,077

– 2,558 8,038

19,521

2,288

– (8,129)

44,353

Movements in

accumulated depreciation

Depreciation and amortisation (13,814) (385) (3,137) (4,359)

(2,642)

(1,682) (308)

–

(26,327)

Accumulated depreciation

of disposals

–

Impairment losses recognised

in operating result

–

Transfers

–

(13,814) (385) (3,137) (4,359)

(2,642)

(1,682) (308)

–

(26,327)

At fair value 30 June 2015

624,578 25,399 113,430 236,825

67,131

36,628 8,905 4,824

1,117,720

Accumulated depreciation

at 30 June 2015

(32,332)

(771) (6,216) (8,607)

(7,672)

(4,169) (1,213)

–

(60,980)

592,246 24,628 107,214 228,218

59,459

32,459 7,692 4,824 1,056,740

Note 22 Property, infrastructure, plant and equipment (continued)

Valuation of land and buildings

Fair value assessments have been performed at 30 June 2015 for land and buildings by a qualified independent valuer - Westlink

Consulting. This assessment demonstrated that fair value was materially similar to carrying value, and therefore a full revaluation

was not required this year. The next scheduled full revaluation for this purpose will be conducted in 2015-2016.

The valuation of land and buildings is at fair value, being market value based on highest and best use permitted by relevant land

planning provisions. Where land use is restricted through existing planning provisions the valuation is reduced to reflect this

limitation. This adjustment is an unobservable input in the valuation. The adjustment has no impact on the comprehensive

income statement.

Specialised land is valued at fair value using site values adjusted for englobo (undeveloped and/or unserviced) characteristics,

access rights and private interests of other parties and entitlements of infrastructure assets and services. This adjustment is

an unobservable input in the valuation. The adjustment has no impact on the comprehensive income statement.

Any significant movements in the unobservable inputs for land and land under roads will have significant impact on the fair value

of these assets.

Details of the Council’s land and buildings and information about the fair value hierarchy as at 30 June 2015 are as follows:

Land

–

258,522

186,842

Specialised land

–

5,846

Buildings

–

1,395

106,428

Total

– 259,917

299,116

Roads

–

592,246

Bridges

–

24,628

Footpath and cycleways

–

107,214

Drainage

–

228,218

Recreational, leisure and community

–

59,459

Parks, open space and streetscapes

–

32,459

Off street car parks

–

7,692

Total

–

– 1,051,916

Level 1

$’000

Level 2

$’000

Level 3

$’000

Level 1

$’000

Level 2

$’000

Level 3

$’000

Valuation of infrastructure

Valuation of infrastructure assets (sports facilities, fences, playgrounds and other structures) have been determined

in accordance with an independent valuation undertaken by Rapid Map Services Pty Ltd and Westlink Consulting.

The valuation is at fair value based on replacement cost less accumulated depreciation as at the date of valuation.

Details of the Council’s infrastructure and information about the fair value hierarchy as at 30 June 2015 are as follows:

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Financial Report

Note 22 Property, infrastructure, plant and equipment (continued)

Description of significant unobservable inputs into level 3 valuations

Specialised land and land under roads

is valued using a market based direct comparison technique. Significant unobservable inputs

include the extent and impact of restriction of use and the market cost of land per square metre. The extent and impact of restrictions on use

varies and results in a reduction to surrounding land values between 5% and 95%. The market value of land varies significantly depending

on the location of the land and the current market conditions. Currently land values range between $2 and $1,532 per square metre.

Specialised buildings

are valued using a depreciated replacement cost technique. Significant unobservable inputs include the current

replacement cost and remaining useful lives of buildings. Current replacement costs is calculated on a square metre basis and ranges

from $150 to $3,000 per square metre. The remaining useful lives of buildings are determined on the basis of the current condition of

buildings and vary from 1 year to 92 years. Replacement cost is sensitive to changes in market conditions, with any increase or decrease in

cost flowing through to the valuation. Useful lives of buildings are sensitive to changes in expectations or requirements that could either

shorten or extend the useful lives of buildings.

Infrastructure assets

are valued based on the depreciated replacement cost. Significant unobservable inputs include the current

replacement cost and remaining useful lives of infrastructure. The remaining useful lives of infrastructure assets are determined on the

basis of the current condition of the asset and vary from 1 year to 93 years. Replacement cost is sensitive to changes in market conditions,

with any increase or decrease in cost flowing through to the valuation. Useful lives of infrastructure are sensitive to changes in use,

expectations or requirements that could either shorten or extend the useful lives of infrastructure assets.

Notes to the Financial Report for the Year Ended 30 June 2015

2015 $’000

2014 $’000

Note 22 Property, infrastructure, plant and equipment (continued)

Reconciliation of specialised land

Land under roads

5,846

5,573

Total specialised land

5,846

5,573

Note 23 Trade and other payables

Trade payables

9,469

11,318

Accrued expenses

5,293

2,963

Total trade and other payables

14,762

14,281

Note 24 Trust funds and deposits

Current

Refundable deposits

537

505

Fire services levy

934

823

Retention amounts

471

370

Trust - asset sales

–

641

Other refundable deposits

1,972

2,384

Non-current

Refundable deposits

4,530

4,326

4,530

4,326

Aggregate amount of trust funds and deposits:

Current

1,972

2,384

Non-current

4,530

4,326

Total trust funds and deposits

6,502

6,710

Purpose and nature of items

Refundable deposits

- Deposits are taken by council as a form of surety in a number of circumstances, including in relation to building

works, tender deposits, contract deposits and the use of civic facilities.

Fire Service Levy

- Council is the collection agent for fire services levy on behalf of the State Government. Council remits amounts

received on a quarterly basis. Amounts disclosed here will be remitted to the state government in line with that process.

Retention amounts

- Council has a contractual right to retain certain amounts until a contractor has met certain requirements or a

related warrant or defect period has elapsed. Subject to the satisfactory completion of the contractual obligations, or the elapsing

of time, these amounts will be paid to the relevant contractor in line with Council’s contractual obligations.

Asset

Valuation

technique

Significant

unobservable

inputs

Range

Sensitivity

Roads

surface

Depreciated

replacement

cost

Cost per unit

• Unsealed (gravel) $13 per sq metre

• Chip seal/asphalt $16 per sq metre

• Bricks/pavers $77 per sq metre

• Concrete $84 per sq metre

Increase or

decrease in

the cost per

unit and/or

the estimated

useful life

would result

in a significantly

higher or lower

fair value

Useful life

30 years

Roads

base

Depreciated

replacement

cost

Cost per unit

• Local $65 per sq metre

• Collector $84 per sq metre

• Arterial $101 per sq metre

Useful life

85 years

Kerb

and

channel

Depreciated

replacement

cost

Cost per unit

• Standard kerb/concrete channel $59 per metre

• Semi/fully mountable kerb/concrete

channel $69 per metre

• Bluestone kerb/bluestone channel $340 per metre

Useful life

50 years

Footpaths Depreciated

replacement

cost

Cost per unit

• Gravel/sand $18 per sq metre

• Asphalt $49 per sq metre

• Concrete $66 per sq metre

• Bluestone blocks $340 per sq metre

Useful life

12 – 50 years

Drainage Depreciated

replacement

cost

Cost per unit

• Pipes $59 - $2,873 per metre

• Pits $1,637 - $2,847 per pit

• Endwall $1,583 per endwall

• Gross Pollutant Traps (GPT) $18,000 - $58,000

per GPT

Useful life

80 years

Bridges

Depreciated

replacement

cost

Cost per unit

• Bridges $1,723 - $2,830 per sq metre

• Culverts $2,061 - $2,288 per sq metre

Useful life

50 – 100 years

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Financial Report

Notes to the Financial Report for the Year Ended 30 June 2015

2015

Annual

leave

$’000

Sick leave

(vesting) $’000 Long service leave $’000

Other

$’000

Total

$’000

Balance at beginning of the financial year

6,817

673

13,240

–

20,730

Additional provisions

4,769

3,307

–

8,103

Amounts used

(4,772)

(3)

(1,293)

–

(6,068)

Balance at the end of the financial year

6,814

697

15,254

–

22,765

2014

Balance at beginning of the financial year

6,473

664

12,197

19,350

Additional provisions

5,091

1,791

6,917

Amounts used

(4,747)

(14)

(748)

(28)

(5,537)

Balance at the end of the financial year

6,817

673

13,240

–

20,730

Note 25 Provisions

2015 $’000

2014 $’000

Note 26 Interest-bearing loans and borrowings

Borrowings are secured by a deed of charge over Council’s rate revenue.

Current

Borrowings – secured

2,991

35,346

2,991

35,346

Non–current

Borrowings – secured

43,026

16,017

43,026

16,017

Total interest-bearing loans and borrowings

46,017

51,363

The maturity profile for Council’s borrowings is:

Not later than one year

2,991

35,346

Later than one year and not later than five years

7,718

9,110

Later than five years

35,308

6,907

46,017

51,363

2015 $’000

2014 $’000

Current provisions expected to be settled within 12 months

Annual leave

5,656

4,355

Sick leave

697

673

Long service leave

530

449

6,883

5,477

Current provisions expected to be settled after 12 months

Annual leave

1,158

2,462

Long service leave

10,918

9,649

12,076

12,111

Total current provisions

18,959

17,588

Non-current

Long service leave

3,806

3,142

Total non-current provisions

3,806

3,142

Total provisions

22,765

20,730

Aggregate carrying amount of employee provisions:

Current

18,959

17,588

Non-current

3,806

3,142

Total

22,765

20,730

The following assumptions were adopted in measuring the present value of employee benefits:

Weighted average increase in employee costs

4.44%

Weighted average discount rates

2.54%

3.13%

Weighted average settlement period

13 yrs

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127

Financial Report

Notes to the Financial Report for the Year Ended 30 June 2015

Note 27 Reserves

(a) Asset revaluation reserves

2015

Balance at

beginning of

reporting period

$’000

Increment

(decrement) $’000

Balance at

end of

reporting

period

$’000

Property

Land

318,915

–

318,915

Buildings

39,531

–

39,531

358,446

–

358,446

Plant and equipment

Plant, machinery and equipment

143

–

143

Computers and telecoms

–

Fixtures, fittings and furniture

–

Library books

130

–

130

Art works

–

406

–

406

Infrastructure

Roads

135,425

–

135,425

Bridges

15,424

–

15,424

Footpath and cycleways

69,306

–

69,306

Drainage

79,339

–

79,339

Recreational, leisure and community

24,523

18,692

43,215

Parks, open space and streetscapes

8,690

934

9,624

Off street car parks

1,792

–

1,792

334,499

19,626

354,125

Total asset revaluation reserves

693,351

19,626

712,977

Note 27 Reserves (continued)

(a) Asset revaluation reserves (continued)

2014

Balance at

beginning of

reporting period

$’000

Increment

(decrement) $’000

Balance at

end of

reporting

period

$’000

Property

Land

318,915

–

318,915

Buildings

39,531

–

39,531

358,446

–

358,446

Plant and equipment

Plant, machinery and equipment

143

–

143

Computers and telecoms

–

Fixtures, fittings and furniture

–

Library books

130

–

130

Art works

–

406

–

406

Infrastructure

Roads

62,009

73,416

135,425

Bridges

15,424

–

15,424

Footpath and cycleways

69,306

–

69,306

Drainage

79,339

–

79,339

Recreational, leisure and community

24,523

–

24,523

Parks, open space and streetscapes

8,690

–

8,690

Off street car parks

1,792

–

1,792

261,083

73,416

334,499

Total asset revaluation reserves

619,935

73,416

693,351

The asset revaluation reserve is used to record the increased (net) value of Councils assets over time.

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Financial Report

Notes to the Financial Report for the Year Ended 30 June 2015

Note 27 Reserves (continued)

(b) Other reserves

2015

Balance at

beginning of

reporting period

$’000

Transfer from

Accumulated

surplus

$’000

Transfer to

Accumulated

surplus

$’000

Balance at

end of

reporting

period

$’000

Other Reserves

Developer contribution fund reserve

200

–

400

Discretionary loan repayment reserve

–

1,600

–

1,600

Total other reserves

200

1,800

–

2,000

2014 Other Reserves

Developer contribution fund reserve

–

200

–

200

Total other reserves

–

200

–

200

Developer contribution fund reserve:

This reserve services funds from developer contributions collected through Council’s planning scheme. The funds held in the reserve

will be utilised through infrastructure works for the identified purpose.

Loan repayment for interest only debt reserve:

At the Ordinary Council Meeting on 27 May 2014, Council resolved to participate in the Municipal Association of Victoria (MAV) Debt

Procurement Project for interest only debt. In order to repay the principal at maturity date Council has established a loan repayment

reserve for interest only debt and associated cash investment. There will be allocations of set amount of funds each year to this reserve.

2015 $’000

2014 $’000

Note 28 Reconciliation of cash flows from operating activities

to surplus/(deficit)

Surplus/(deficit) for the year

31,421

5,374

Depreciation

32,154

30,454

(Profit)/loss on disposal of property, infrastructure, plant and equipment

(1,185)

(226)

Contributions - non-monetary assets

(2,535)

(5,647)

Finance costs

2,041

1,385

Change in assets and liabilities:

(Increase)/decrease in trade and other receivables

(919)

(1,198)

Decrease in prepayments

(150)

(48)

Increase/(decrease) in accrued income

(34)

(170)

(Increase)/decrease in other assets

296

(Increase)/decrease in inventories

(102)

Increase/(decrease) in trade and other payables

481

2,090

Increase/(decrease) in provisions

2,035

1,380

Increase/(decrease) in trust funds and deposits

(208)

1,588

Net cash provided by/(used in) operating activities

63,151

35,176

Note 29 Reconciliation of cash and cash equivalents

Cash and cash equivalents (see Note 16)

50,989

36,187

50,989

36,187

Note 30 Financing arrangements

Bank overdraft

3,000

Used facilities

–

Unused facilities

3,000

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Financial Report

Note 31 Commitments (continued)

2014

Not later

than

1 year $’000

Later than

1 year

and not

later than

2 years $’000

Later than

2 years

and not

later than

5 years $’000 Later than

5 years $’000

Total

$’000

Operating

Information systems and technology

1,083

1,239

634

–

2,956

Meals for delivery

1,328

3,984

1,881

8,521

Environmental services

1,792

1,925

–

3,717

Domestic refuse collection

4,362

–

4,362

Green waste collection

234

–

234

Hard waste collection

1,026

1,063

1,101

–

3,190

Internal audit services

–

206

Security services

–

Mechanical services

–

Management of Keilor Golf course

363

369

343

–

1,075

Valuation services

–

Total

10,329 6,001

6,115

1,881 24,326

Capital

Roads

3,525

–

3,525

Drainage

703

–

703

Open space

421

–

421

Buildings

1,890

–

1,890

Total

6,539

–

6,539

Note 31 Commitments

The Council has entered into the following commitments:

2015

Not later

than

1 year $’000

Later than

1 year

and not

later than

2 years $’000

Later than

2 years

and not

later than

5 years $’000 Later than

5 years $’000

Total

$’000

Operating

Information systems and technology

1,239

634

–

1,873

Meals for delivery

1,328

3,984

553

7,193

Environmental services

1,925

–

1,925

Domestic refuse collection

4,075

–

4,075

Organic refuse collection

1,071

3,213

5,355

10,710

Hard waste collection

1,063

1,101

–

2,164

Internal audit services

–

130

Management of Keilor Golf course

369

343

–

712

Valuation services

204

136

–

340

Total

11,351 4,666

7,197 5,908 29,122

Capital

Roads

7,510

–

7,510

Drainage

–

Open space

1,885

–

1,885

Buildings

44,747

–

44,747

Total

54,208

–

– 54,208

Notes to the Financial Report for the Year Ended 30 June 2015

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Financial Report

2015 $’000

2014 $’000

Note 32 Operating leases

Operating lease commitments

At the reporting date, the Council had the following obligations under non-cancellable

operating leases for the lease of plant and equipment for use within Council’s activities

(these obligations are not recognised as liabilities):

Not later than one year

1,424

2,090

Later than one year and not later than five years

3,011

3,119

Later than five years

165

–

4,600

5,209

2015 $’000

2014 $’000

Contingent assets

Developer contributions to be received in respect of estates currently under development:

Callaway Park Estate

1,973

2,900

Brimbank Waters

481

700

Wright Street, Sunshine

955

–

3,409

3,600

Notes to the Financial Report for the Year Ended 30 June 2015

Note 33 Contingent liabilities and contingent assets

Contingent liabilities

(i) Legal matters

The Council is presently involved in confidential legal matters regarding Novawest contractual dispute which is being

conducted through Council solicitors. The financial outcome is unable to be reliably estimated and no allowance for

this contingency has been made in the financial report. This is not expected to occur within the next 12 months.

(ii) Defined benefit superannuation

Council has obligations under a defined benefit superannuation scheme that may result in the need to make additional

contributions to the scheme to ensure that the liabilities of the fund are covered by the assets of the fund. As a result

of the volatility in financial markets the likelihood of making such contributions in future periods exists. At this point in

time it is not known if additional contributions will be required, their timing or potential amount.

Funding arrangements

Council makes employer contributions to the defined benefits category of the Fund at rates determined by the Trustee

on the advice of the Fund’s Actuary.

The Fund’s latest actuarial investigation was held as at 30 June 2014 and it was determined that the vested benefit

index (VBI) of the defined benefit category of which Council is a contributing employer was 103.4%. To determine the VBI,

the fund Actuary used the following long-term assumptions:

Net investment returns

7.50% pa.

Salary information

4.25% pa.

Price inflation (CPI)

2.75% pa.

Vision Super has advised that the actual VBI at 30 June 2015 was 105.8%

The VBI is to be used as the primary funding indicator. Because the VBI was above 100%, the actuarial investigation

determined the defined benefit category was in a satisfactory financial position and that no change was necessary

to the defined benefit category’s funding arrangements from prior years.

Employer contributions

Regular contributions

On the basis of the results of the most recent full actuarial investigation conducted by the Fund’s Actuary as at 30 June 2014,

Council makes employer contributions to the Fund’s Defined Benefit category at rates determined by the Fund’s Trustee.

For the year ended 30 June 2015, this rate was 9.5% of members’ salaries. This rate will increase to the Superannuation

Guarantee (SG) contribution rate.

In addition, Council reimburses the Fund to cover the excess of the benefits paid as a consequence of retrenchment above

the funded resignation or retirement benefit.

Note 33 Contingent liabilities and contingent assets (continued)

Funding calls

If the defined benefit category is in an unsatisfactory financial position at actuarial investigation or the defined benefit

category‘s VBI is below its shortfall limit at any time other than the date of the actuarial investigation, the defined benefit

category has a shortfall for the purposes of Superannuation Prudential Standard 160 (SPS 160) and the Fund is required

to put a plan in place so that the shortfall is fully funded within three years of the shortfall occurring. The Fund monitors

its VBI on a quarterly basis and the Fund has set its shortfall limit at 97%.

In the event that the Fund Actuary determines that there is a shortfall based on the above requirement, the Fund’s

participating employers (including Council) are required to make an employer contribution to cover the shortfall.

Using the agreed methodology, the shortfall amount is apportioned between the participating employers based on the

pre-1 July 1993 and post-30 June 1993 service liabilities of the Fund’s defined benefit category, together with the employer’s

payroll at 30 June 1993 and at the date the shortfall has been calculated.

Due to the nature of the contractual obligations between the participating employers and the Fund, and that the

Fund includes lifetime pensioners and their reversionary beneficiaries, it is unlikely that the Fund will be wound up.

If there is a surplus in the Fund, the surplus cannot be returned to the participating employers.

In the event that a participating employer is wound-up, the defined benefit obligations of that employer will be transferred

to that employer’s successor.

Latest actuarial investigation surplus amounts

The Fund’s latest actuarial investigation as at 30 June 2014 identified the following in the defined benefit category

of which council is a contributing employer:

• a VBI surplus of $77.1 million; and

• a total service liability surplus of $236 million.

The VBI surplus means that the market value of the fund’s assets supporting the defined benefit obligations exceed

the vested benefits that the defined benefit members would have been entitled to if they had all exited on 30 June 2014.

The total service liability surplus means that the current value of the assets in the Fund’s defined benefit

category plus expected future contributions exceeds the value of expected future benefits and expenses.

Council was notified of the results of the actuarial investigation during January 2015.

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Financial Report

Note 34 Financial instruments

(a) Objectives and policies

The Council’s principal financial instruments comprise cash assets, term deposits, receivables (excluding statutory receivables),

payables (excluding statutory payables) and bank borrowings. ‘Details of the significant accounting policies and methods adopted,

including the criteria for recognition, the basis of measurement and the basis on which income and expenses are recognised, in

respect of each class of financial asset, financial liability and equity instrument is disclosed in Note 1 of the financial statements.

‘Risk management is carried out by senior management under policies approved by the Council. These policies include

identification and analysis of the risk exposure to Council and appropriate procedures, controls and risk minimisation.

(b) Market Risk

Market risk is the risk that the fair value or future cash flows of 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.

Interest rate risk

Interest rate risk refers to the risk that the value of a financial instrument or cash flows associated with the instrument will

fluctuate due to changes in market interest rates. Our interest rate liability risk arises primarily from long term loans and

borrowings at fixed rates which exposes us to fair value interest rate risk. Council does not hold any interest bearing financial

instruments that are measured at fair value, and therefore has no exposure to fair value interest rate risk. Cash flow interest

rate risk is the risk that the future cash flows of a financial instrument will fluctuate because of changes in market interest

rates. Council has minimal exposure to cash flow interest rate risk through its cash and deposits that are at floating rate.

Investment of surplus funds is made with approved financial institutions under the

Local Government Act 1989

We manage interest rate risk by adopting an investment policy that ensures:

• diversification of investment product,

• monitoring of return on investment,

• benchmarking of returns and comparison with budget.

There has been no significant changes in the Council’s exposure, or its objectives, policies and processes for managing

interest rate risk or the methods use to measure this risk from the previous reporting period.

Interest rate movements have not been sufficiently significant during the year to have an impact on the Council’s year end result.

Credit risk is the risk that a contracting entity will not complete its obligations under a financial instrument and cause us to make

a financial loss. We have exposure to credit risk on some financial assets included in our balance sheet. To help manage this risk:

• we have a policy for establishing credit limits for the entities we deal with;

• we may require collateral where appropriate; and

• we only invest surplus funds with financial institutions which have a recognised credit rating specified in our investment policy.

Receivables consist of a large number of customers, spread across the ratepayer, business and government sectors. Credit risk

associated with the Council’s financial assets is minimal because the main debtor is secured by a charge over the rateable property.

There are no material financial assets which are individually determined to be impaired.

We may also be subject to credit risk for transactions which are not included in the balance sheet, such as when we provide

a guarantee for another party. Details of our contingent liabilities are disclosed in Note 33.

The maximum exposure to credit risk at the reporting date to recognised financial assets is the carrying amount, net of any

provisions for impairment of those assets, as disclosed in the balance sheet and notes to the financial statements.

Council does not hold any collateral.

Note 34 Financial instruments (continued)

(d) Liquidity risk

Liquidity risk includes the risk that, as a result of our operational liquidity requirements or we will not have sufficient funds

to settle a transaction when required, we will be forced to sell a financial asset at below value or may be unable to settle

or recover a financial asset.

To help reduce these risks Council:

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

• have readily accessible standby facilities and other funding arrangements in place;

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

• monitor budget to actual performance on a regular basis; and

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

The Council’s maximum exposure to liquidity risk is the carrying amounts of financial liabilities as disclosed in the face of the

balance sheet and the amounts related to financial guarantees disclosed, and is deemed insignificant based on prior periods’

data and current assessment of risk.

There has been no significant change in Council’s exposure, or its objectives, policies and processes for managing liquidity risk

or the methods used to measure this risk from the previous reporting period.

With the exception of borrowings, all financial liabilities are expected to be settled within normal terms of trade.

Details of the maturity profile for borrowings are disclosed at Note 26.

(e) Fair value

Unless otherwise stated, the carrying amounts of financial instruments reflect their fair value.

Fair value hierarchy

Council’s financial assets and liabilities are not valued in accordance with the fair value hierarchy, Council’s financial assets

and liabilities are measured at amortised cost.

(f) Sensitivity disclosure analysis

Taking into account past performance, future expectations, economic forecasts, and management’s knowledge

and experience of the financial markets, Council believes the following movements are ‘reasonably possible’ over

the next 12 months:

• A parallel shift of +1% and -2% in market interest rates (AUD) from year-end rates of 4.4%.

These movements will not have a material impact on the valuation of Council’s financial assets and liabilities, nor will they have a material

impact on the results of Council’s operations.

Notes to the Financial Report for the Year Ended 30 June 2015

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Financial Report

Notes to the Financial Report for the Year Ended 30 June 2015

Note 35 Related party transactions

(i) Responsible persons

Names of persons holding the position of a responsible person at the Council at any time during the year are:

Administrators

John Watson (Chair)

Jane Nathan

John Tanner

Chief Executive Officer

Bill Jaboor

Paul Younis (acting 27/01/15 to 06/02/15)

(ii) Remuneration of responsible persons

The numbers of responsible persons whose total remuneration from Council and any related entities, excluding retirement benefits,

fall within the following bands:

2015 No.

2014 No.

$1 - $9,999

–

$40,000 - $49,999

–

$60,000 - $69,999

–

$80,000 - $89,999

–

$130,000 - $139,999

–

$140,000 - $149,999

–

$170,000 - $179,999

–

$190,000 - $199,999

–

$370,000 - $379,999

–

$380,000 - $389,999

–

2015 $’000

2014 $’000

Total remuneration for the reporting year for responsible persons included above amounted to:

858

813

Note 35 Related party transactions (continued)

(iii) Senior officers remuneration

A senior officer, other than a responsible person, is an officer of Council who:

(a) has management responsibilities and reports directly to the Chief Executive Officer; or

(b) whose total annual remuneration exceeds $136,000.

The number of senior officers, other than the responsible persons, are shown below in their relevant income bands:

2015 No.

2014 No.

Income Range:

$130,000 - $139,999

$140,000 - $149,999

$150,000 - $159,999

$160,000 - $169,999

$170,000 - $179,999

–

$180,000 - $189,999

$210,000 - $219,999

–

$220,000 - $229,999

$230,000 - $239,999

–

$240,000 - $249,999

2015 $’000

2014 $’000

Total remuneration paid for the reporting year for senior officers included above, amounted to:

3,796

3,662

(iv) Responsible persons retirement benefits

The aggregate amount paid during the reporting period by Council in connection with the retirement of responsible persons

was nil (2013/14, nil).

(v) Loans to responsible persons

The aggregate amount of loans in existence at balance date that have been made, guaranteed or secured by the council

to a responsible person of the council, or a related party of a responsible person is nil (2013/14, nil).

(vi) Transactions with responsible persons

During the period Council entered into nil (2013/14, nil) transactions with responsible persons related parties of responsible persons.

Note 36 Events occurring after balance date

No matters have occurred after balance date that requires disclosure in the financial report.

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Brimbank City Council

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139

Financial Report

In my opinion, the accompanying fi nancial statements have been prepared in accordance with the

Local Government Act 1989

the

Local Government (Planning and Reporting) Regulations 2014

, Australian Accounting Standards and other mandatory

professional reporting requirements.

Jacqueline Vanderholt FCPA

Principal Accounting Offi cer

Date: 08 September 2015

Melbourne

In our opinion, the accompanying fi nancial statements present fairly the fi nancial transactions of Brimbank City Council

for the year ended 30 June 2015 and the fi nancial 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

fi nancial statements to be misleading or inaccurate.

We have been authorised by the Council and by the

Local Government (Planning and Reporting) Regulations 2014

to certify the fi nancial statements in their fi nal form.

John Watson

Chair of Administrators

Date: 08 September 2015

Melbourne

Jane Nathan

Administrator

Date: 08 September 2015

Melbourne

Bill Jaboor

Chief Executive Offi cer

Date: 08 September 2015

Melbourne

Local Government (Planning and Reporting) Regulations 2014

professional reporting requirements.

Jacqueline Vanderholt FCPA

Principal Accounting Offi cer

Certifi cation of the Financial Statements

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Annual Report 2014/2015

141

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Independent Auditor’s Report

15/207094

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Brimbank City Council

Annual Report 2014/2015

143

Financial Report

BBQ Barbecues

BCMS Business Continuity Management Systems

CCTV

Closed Circuit TV

CEO

Chief Executive Officer

CACP

Community Aged Care Packages

CBD Central Business District

CERM Community Emergency Risk Management

DAP Disability Action Plan

DELWP Department of Environment,

Land, Water and Planning

EGM Electronic Gaming Machine

Equal Opportunity

FOI

Freedom of Information

FTE Full Time Equivalent

HACC Home and Community Care

HR A

ct Health Records Act

IPPs

Information Privacy Principles

IBAC

Independent Broad-based

Anti-corruption Commission

MAV Municipal Association of Victoria

MEMP

Municipal Emergency Management Plan

Metropolitan Planning A

uthority

NAIDOC National Aborigines and Islanders Day

Observance Committee

NEC National Employment Cluster

OHS

Occupational Health and Saf

ety

PAG Planned Activity Groups

PDP A

Privacy and Data Pr

otection Act

READYS Recognising Excellence Awards for Delivery

of Youth Services

RMIT

Roy

al Melbourne Institute of Technology

RRL Regional Rail Link

SES State Emergency Services

SIG

Strategic Implementation Group

WAGA Western Alliance for Greenhouse Action

Acronyms

144

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Brimbank City Council

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145

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Index

Brimbank City Council

Annual Report 2014/2015

147

Financial Report

Administrators – 12, 23, 55, 56, 58

Ageing and inclusion – 9, 40

Advocacy – 13, 33, 36, 64, 70

Arts and culture – 7, 40

Asset management – 76, 77

Awards – 13, 78

Best Value – 62

Brimbank Community Plan – 17, 33

Budget – 17, 18, 21, 33, 36, 37, 39

40, 44, 45, 48, 49, 52, 53, 59

Capital works – 12, 15, 17

Certifications – 88, 140

Children, youth and family services – 7, 40, 43, 82

Code of Conduct – 55, 61

Community centres – 7

Community Grants – 22, 76

Community Satisfaction Survey – 68

Consultation – 22, 33. 38, 56, 62, 68, 69, 70-71

Council meetings – 38, 55, 56

Council memberships – 66

Council Minutes – 55

Council Plan – 17, 22, 33, 34-53, 60, 70

Economic development – 52, 76

Engagement – 13, 33, 36, 38, 41, 59, 70

Environment – 9, 11, 48, 74

Environmental health – 8, 49

Equal Opportunity – 29, 30

Festivals – 13

Financial summary – 15-16

Financial Report – 96-143

Governance – 13, 22, 37, 38, 82, 54-61

Governance and Management Checklist – 59

Health and wellbeing – 13, 30, 70

Indigenous – 6, 77

Independent Auditor’s Report – 90

Kulin nation – 6

Libraries – 8, 39, 41, 43, 82

Local Laws – 13, 49, 56, 71

Meeting Procedure – 13, 22, 23, 55, 56, 61, 71

Municipal Emergency Management – 67

Occupational health and safety – 30

Organisation structure – 26

Parks – 9, 12, 17, 45, 74, 78

Performance statement – 81-88

Planning framework – 33

Population – 5, 6

Public questions – 55

Recycling – 7, 45, 47, 74, 79

Risk management – 11, 37, 58, 60

Roads – 12, 17, 45, 46

Safety – 50, 67, 76, 82

Staff – 24-31, 84,

Sustainability – 35, 48, 70, 73-77

Values – 6

Volunteering – 10, 72

Vision – 6

Waste – 7, 13, 45, 47, 74, 78, 83

Youth – 7, 22, 40, 79

Youth services – 7, 22, 40, 79

146

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Contact us

Telephone:

9249 4000

Email:

info@brimbank.vic.gov.au

Post:

PO Box 70

SUNSHINE VIC 3020

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brimbank.vic.gov.au

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Customer Service

Sydenham

Station Street, Taylors Lakes

(located within Sydenham Library)

Monday

10.30am – 7pm

Tuesday

1.00pm – 7pm

Wednesday

10.30am – 7pm

Thursday

10.30am – 7pm

Friday

10.00am – 5pm

Saturday

10.00am – 12.30pm

Municipal Offices

Keilor Offices

704B Old Calder Highway, Keilor

Monday to Friday

8.45am – 5pm

Sunshine

6 –18 Alexandra Avenue, Sunshine

Monday to Friday

8.45am – 5pm

Keilor

704B Old Calder Highway, Keilor

Monday to Friday

8.45am – 5pm

Sunshine Offices

6 –18 Alexandra Avenue, Sunshine

Monday to Friday

8.45am – 5pm