Dynamic Centre of the West

Brimbank City Council

Annual Report 2015-2016

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About this Annual Report

2

Snapshot of Council

5

Snapshot of service delivery

7

Highlights of the year

11

Challenges and future outlook

14

The year in review

14

Message from the Administrators

14

Chief Executive Officer’s message

16

Financial summary

17

Description of operations

19

Significant service achievements 2015-2016

20

Strategies, policies and plans adopted

24

Our Council

25

About the Administrators

25

About the Council

25

Executive Management Team at 30 June 2016

27

Organisation structure at 30 June 2016

28

Workforce profile

29

Equal Opportunity

31

Other staff matters

31

Planning and Accountability Framework

35

Council Plan Strategic Objectives

36

Council and the community working together

38

Community wellbeing

41

Urban design and infrastructure

46

Sustainable environments

50

Industry and economic development and strategic sites

54

Organisational effectiveness

55

Governance and Management

57

Statutory information

64

2016 Community Satisfaction Survey

70

Advocacy, consultation and community engagement

72

Volunteering in Brimbank

74

Sustainability

76

Awards

80

Sustainable Capacity Indicators for the year ended 30 June 2016 83

Service Performance Indicators for the year ended 30 June 2016 84

Financial Performance Indicators for the year ended 30 June 2016 86

Other Information

88

Certification of the Performance Statement

89

Independent Auditor’s Report

90

A Plain English Guide to the Annual Financial Report

94

Financial statements

96

Certification of the Financial Statements

141

Independent Auditor’s Report

142

Acronyms

144

Index

145

Brimbank City Council’s 2015-2016 Annual Report is a

thorough overview of Council’s performance during the

last financial year and includes a report against the

objectives set out in Brimbank’s

.

Within this report, we have outlined Council’s achievements

against the objectives in the

.

The Brimbank City Council Annual Report 2015-2016 aims

to fulfil Council’s statutory responsibilities under the

and

.

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

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Brimbank City Council

Annual Report 2015-2016

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Council is committed to

transparent reporting

and accountability to

the community and the

Report of Operations

2015-2016 is the primary

means of advising the

Brimbank community

about Council’s operations

and performance during

the financial year.

The City of Brimbank is one

of the most diverse, energetic

and interesting municipalities

in Victoria.

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 from 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 first settled by Europeans in the 1830s

and 1840s as farming land. Keilor was

established in the late 1840s, while 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

Wildflower 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 a range of established

organisations, including Aldi, Bunnings,

Caterpillar, FedEx, Ferguson Plarre, Fisher

& Paykel, Hunter Leisure, John Deere, Lombards,

Schweppes, Schiavello and Sims Metal.

More recently, companies such as Digital Realty,

IBM, Metronode, Preshafruit, Sleepyhead

and Vistaprint have also settled in Brimbank.

The dynamic centre

of Melbourne’s west

The ongoing revitalisation of open space,

community facilities and town centres coupled

with a richly diverse community emphasises

Brimbank’s position as one of the best places

to live, work and play 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 accelerating these outcomes, Council has

made significant 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 offers 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 significant 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.

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Brimbank City Council

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Reconciliation and

Indigenous information

Brimbank has a rich Indigenous history, going

back to when the Wurundjeri people first 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 artifacts 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 flown both the

Aboriginal and Torres Strait Islander flags

alongside the Australian national flag every

day outside its Sunshine Municipal Office.

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, Indigenous

art exhibitions, library story-telling sessions

and NAIDOC flag raisings.

On 17 April 2012, Council endorsed a

Reconciliation Statement of Commitment

and officially 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

Vision, Mission, Values and

Statement of Strategic Intent

Brimbank’s

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 financially responsible manner

• Enhancing community wellbeing within

a strong foundation of social justice

• Creating an urban environment that is safe,

attractive, vibrant and livable

• Demonstrating commitment to environmental

protection, sustainable development and

reducing our ecological footprint

• Promoting Brimbank as the first 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 five

fundamental and unifying values:

Area

Population count

(estimated resident population, June 2015)

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 2015

123 square kilometres

199,432

$442,000

we show

we act with

we work

we

openly

we strive for

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 child care with

205 equivalent full-time child care places

and 1105 monitoring visits to 52 active

Family Day Care Educators, contributing

373,100 hours of care

• Supported provision of child care

at nine centres

• Maintained 30 preschool premises

• Processed 2400 four-year-old

preschool applications

• Supported playgroups with Smalltalk

intervention, two shopping centre

playgroups, 79 community playgroups

combining facilitated and volunteers

• Conducted 2988 Maternal and

Child Health first home visits

• Saw 8710 children at a Brimbank

Maternal and Child Health clinic

• Provided Youth Support and Counselling

Services to 102 young people

• Supported a range of youth programs

attended by 1880 young people

• Coordinated 17 events attended

by 440 young people

What we delivered

• Management of 79 sports clubs

using 130 sports facilities

• Supported sports clubs to provide

12,100 children and adults with

sports participation opportunities

• Provided 420 sporting opportunities

to disadvantaged children through

In2Sport Brimbank

• Delivered 16 Sports Club Development

network meetings to educate and

inform Brimbank sports clubs

• 212 sports clubs volunteers attended

Council-delivered volunteer training sessions

• Successfully delivered the Brimbank Cup

with 30 teams competing including 12

community teams, six female teams and

an Asylum Seeker Team in partnership

with Keilor Wolves SC, Football Federation

Victoria and Victoria Police

• 75 attendees at the 2016 Brimbank Sports

Awards, recognising the achievements

of 10 sporting clubs and five volunteers,

inducted into the Hall of Fame recognising

25 years or more of volunteer service

• 4546 Brimbank residents involved

in the Active Premiers Challenge

• 18 sports-related capital works projects

completed to improve sports facilities

for community benefit

• Five young leaders involved in the

Whitten Youth Leadership project

to enhance leadership skills

• 73 Brimbank residents involved in

the Sons of the West Men’s Health

Program run at two locations

• $100,000 of external funding from

Sport and Recreation Victoria secured

to complete Lloyd Reserve floodlighting

• $15,000 of external funding secured

from Cricket Victoria for the Asylum

Seeker Cricket Program

• Facilitated 230,814 visits to the Keilor

Basketball and Netball Stadium which

achieved a 35 per cent (8042) increase

in netball-related attendances

• Construction of three additional courts

at Keilor Basketball and Netball Stadium,

resulting in a 24 per cent increase in stadium

attendances within the first six months

• 33 community facilities managed available

for regular, casual and function hire

• 160 community groups managed across

26 different nationalities with 7436

regular hire bookings at community

facilities involving 411,663 attendances

• 19,575 attendances at functions

held in community facilities available

for function hire

• Facilitated 568,947 visits to aquatic

facilities including 344,688 member visits

• Facilitated 62,816 group fitness visits

across 4399 classes with an average

of 14 people per class

• 69,745 learn to swim visits with average

weekly participant numbers of 2215

• 10 membership options to ensure

affordable services at leisure centres

• 33,704 rounds of golf played

at Keilor Public Golf Course

Leisure and community facilities

Council provides a range of sport and recreation opportunities for the community to engage

in healthy physical activity, sport and social activities at its leisure centres. Council also

delivers community infrastructure such as community hubs and sport and recreation facilities

to strengthen local communities.

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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 68,252 households

and fortnightly green waste collection

for 36,340 households

• Lifted 5,290,948 bins

• Collected 42,702 tonnes of waste

• Recycled 16,757 tonnes of waste

• Collected 10,010 tonnes of green waste

• Collected and recycled 3342 tonnes

of hard waste, 34 tonnes of steel, 9106

mattresses and 3468 tyres in the annual

kerbside hard waste collection service

• Collected 41,342 kilos of paint,

24,100 litres of motor oil and 1274

kilograms of household batteries

• Accepted 483 kilograms of fluorescent

tubes, 542 car batteries, 26,557 kilograms

of e-waste and 2515 gas cylinders at the

permanent Detox Your Home centre at

Stadium Drive, Keilor Park

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

• Conducted 1716 food premise inspections

• Administered 3458 vaccinations to infants

• Administered 8469 vaccinations

to school-aged children

What we delivered

• Provided 17,132 program and event

hours through community centres

for 24,372 participants

• Neighbourhood houses that were attended by

304,846 people who dropped in or participated

in a regular and casual program or class

• Held the Brimbank Sustainable Living Expo

attended by more than 3,000 people

• Coordinated the Brimbank Men’s Health

Day and Pop Up Shed events for more

than 550 people

• Community leadership programs for 45 people

• 20 governance training sessions for

412 participants

• Held four Brimbank Leadership

Alumni Networking events

• The Brimbank Leadership Alumni Mentoring

Program for 12 Alumni members

• Provided funding to 64 community

groups valued at $330,000

• Conducted seven Places of Worship tours

visiting nine places of worship that were

attended by close to 200 people

• Held three Interfaith events – Spiritual Care

and Family Violence Forum, World Interfaith

Harmony Week and the Faith, Hope and

Reconciliation Forum – for more than 120

attendees across the Brimbank Maribyrnong

Interfaith Network

• Successfully delivered four Living In

Your Neighbourhood sessions to over

180 English students

• Coordinated five community events –

International Day of Persons with a Disability

Expo, Cultural Diversity Week, Reconciliation

Week, Refugee Week and the IDAHO Flag

raising with an attendance of over 500 people

• Successfully completed the Victorian

Government funded Harmony in Our

Neighbourhood Project

• Exhibited work from 18 artists, two arts

groups, two community groups and one

Brimbank staff show at the Hunt Club

Community Arts Centre and the Sunshine

Art Spaces Gallery which attracted around

1000 attendees

• Supported 15 artists or arts organisations by

providing five dedicated art spaces (studios

or shopfronts) for career development

• Continued work on a major public artwork in

Sunshine and supported the development of

another in Braybrook and in the Pollard Gardens

• Supported four artworks in the Public Realm

Project with Youth Services

• Held four INfuse artists’ network professional

development events, attended by around

72 artists

• Awarded three Activation Partnership

funds to artists through the Art Spaces

program and one in a library

• Facilitated eight community art participation

projects (one ongoing) involving around

700 community members attending 105

workshops, rehearsals and performances

• Facilitated participation of 10 primary

schools in creative arts projects, involving

30 workshops with five artists

• Supported seven community performances

with 120 community performers and

artists and attended by 6700 audience

• Supported two exhibitions of community

artwork (Lantunda at Sunshine Arts Spaces,

APAN puppets at Deer Park Library)

• Advised and guided more than 30 community

groups and artists to produce community

projects and events

• 53 classes with 417 students

in total for the last financial year

Planning and building

Council is responsible for planning permit

approvals, providing building permit services,

and conducting inspections of building

works and fire safety audits.

What we delivered

• 1165 planning applications received

• 582 planning-related property

information requests received

• 283 subdivision applications received

• $351.86 million total value of new building

projects requiring building permits

• 199 report and consent requests

received and processed for buildings

• 347 mandatory building inspections

• 2019 building-related property

information requests

• 317 requests for copies of plans received

• 388 Building Notices and Orders served

• 93 illegal rooming house inspections

• 126 swimming pool barrier inspections

• 60 essential services

maintenance inspections

• 21 emergency call-outs

• 673 investigations resulting

from building-related complaints

• 294 illegal building works identified

• 465 investigations resulting from

planning compliance complaints

• 1130 inspections resulting from

planning compliance complaints

• 27 Magistrates’ Court prosecutions

for planning compliance

• Six Magistrates’ Court prosecutions

for building compliance

• 36 Planning Infringement Notices issued

Library services

Brimbank’s five libraries offer collections of books,

magazines, DVDs, toys and other items as well as

programs and information services for the whole

community at no charge, and cater for all ages.

A Home Library Service operates for people

who are unable to visit the library due to illness,

frailty and disability. Library programs support

lifelong learning and include weekly story times

and computer classes. All libraries offer study

facilities, WiFi, Internet and computer access

and printing. Of the 233,327 items available to

borrow, 26 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

• 31,573 new physical items added

to the collection in English and 19

community languages

• 14,388 electronic resources added

to the collection

• 1,947,653 total library visits; of these visits,

1,078,676 were made to the five libraries

and 868,977 to the online library

• 1,354,499 collection loans; of these, 915,328

physical items were borrowed and 439,171

electronic resources were utilised

• 186,687 catalogue searches completed

• 10,643 new library members registered

bringing the total library membership

to 81,194

• 28,068 active library members

• 270,426 Internet bookings made

• 96,522 instances of IT help provided

to the community

• 10,213 video game bookings made

• 121,297 reference questions answered

• 3259 library programs provided

to 66,951 people

• 750 people attended the Brimbank

Writers & Readers Festival

• 1234 home library service visits to

deliver books and other resources

City compliance

Council is responsible for providing education

and enforcement through relevant legislation,

local laws and Council policies, and maintains

a safe and healthy environment in which the

community can enjoy a quality of life that

meets their expectations.

What we delivered

• 13,610 compliance service inquiries attended

to, comprising 2005 for parking, 1053 for

local law, 481 for litter, 1234 for abandoned/

derelict vehicles, 2435 for condition of land,

2038 inquiries about cats, 2385 inquiries

about dogs and 1053 other inquiries

• 2562 animals collected by Council

(912 dogs, 1654 cats, 117 other animals)

• 12,324 dogs and 3223 cats registered

• Seven dog attack prosecutions and 429

infringements for animal-related matters

• 15,462 parking infringements and 614

local law infringements issued

• 1469 vacant properties inspected and 965

Local Laws Notices to Comply issued; of

these, 243 land owners were issued with

infringements and 191 properties had to

be cut by Council’s contractor

• 76 event permits issued

• 112 school crossings supervised

every school day

Culture and community strengthening

Council offers a range of services to the community including arts and culture, events,

and community centres.

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Strategic objective:

Council and the community

working together

Achievements:

• Council provided Community Grants funding

to 64 community groups valued at $330,000.

• Conducted seven Places of Worship tours

visiting nine places of worship, which were

attended by close to 200 people. Held three

Interfaith Events – Spiritual Care and Family

Violence Forum, World Interfaith Harmony

Week and the Faith, Hope and Reconciliation

Forum – for more than 120 attendees across

the Brimbank Maribyrnong Interfaith Network.

• Successfully delivered four Living in Your

Neighbourhood sessions to over 180 English

language students and established the

Harmony in our Neighbourhood Program

which engaged 15 people from new and

emerging communities in leadership

development and project delivery.

• Conducted Community Leadership programs

for 45 people and ran 20 governance training

sessions for 412 participants.

• Facilitated eight community art participation

projects (one ongoing) involving around

700 community members attending

105 activities, involved 10 primary schools

in creative arts projects involving 30

workshops with five artists, and supported

seven community performances with

120 community performers and artists,

which were attended by 6700 people.

Strategic objective:

Community wellbeing

Achievements:

• Continued to work with members of the

Social Justice Coalition on joint advocacy

initiatives to improve the health and

wellbeing needs of Brimbank residents.

Projects included the Victorian Local

Government Multicultural Issues Network

(VLGMIN) and National Disability Insurance

Scheme (NDIS) forums, and human rights

training delivered by the Victorian Equal

Opportunity and Human Rights Commission.

• Provided 420 disadvantaged children with

the opportunity to join a sports club and

enjoy the social, physical and psychological

benefits of playing sport through the

In2Sport Brimbank Program.

• 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.

• Implementation of the Brimbank Children’s Plan

2015-2019 has included roll-out of the revised

Supported Playgroup Program; introduction

of online kindergarten registration forms; and

mapping to support kindergarten participation

and transition to school. Service partnerships

were also developed with Child First and

Drummond Street Services to improve support

services to vulnerable families and children; and

new sleep settling services were developed

through Maternal and Child Health (MCH)

services.

• Implementation of the Brimbank Youth

Strategy 2015-2019 has included the Bright

Futures Regional Roadshow in partnership

Roads, footpaths, drains

and building maintenance

Council is responsible for managing the City’s

local roads, footpaths and other assets.

What we delivered

• 1228 kilometres of underground drain

pipes managed and maintained along

with 60 kilometres of table drains

• 44,491 storm water pits, 423 litter traps

and 38 gross pollutant traps maintained

and cleaned

• 3889 drain pits inspected and cleaned

• 3205 litter traps inspected and cleaned

• 909 kilometres of local roads (sealed and

unsealed) inspected and maintained,

including 14 kilometres of unsealed roads

and 1565 kilometres of footpaths

• 80,000 street/road signs proactively

inspected and maintained and 5905

signs physically maintained

• 31,000 (approx.) kilometres of residential

and commercial kerb and channel swept

• 1924 tonnes collected through street

sweeping program

• 128,431 street litter bins emptied

• 2154 tonnes of litter collected through

the street litter bin and manual litter

collection service

• 97,243 square metres of local roads resealed

• 266 buildings maintained on 165 sites

• 211 playgrounds maintained, of which

153 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

• 59,987 meals on wheels

• 42,482 hours of domestic assistance

• 16,370 hours of personal care

• 3931 people received a Home

and Community Care service

• 13,118 hours of respite care

• 3678 hours of property maintenance

• 48,886 hours of planned activity

support services

• 7796 hours of assessment

and care management

• 28,525 passenger trips on Brimbank’s

community transport buses

Parks, open spaces

and environment

Council is responsible for upgrading and

maintaining local parks, creek corridors, sports

grounds, municipal reserves and street trees.

What we delivered

• Upgraded four neighbourhood playgrounds

• Planted 55,000 new trees as part of

One Million Trees planting initiative

• Planted 820 semi-mature trees along

Furlong Road and Ballarat Road

• Planted 130 semi-mature trees in parks

and activity centres

• Completed suburban park upgrade at

Harefield Crescent, Kealba, which was

officially opened on 27 August 2016

• Completed a new off-road cycling route

along Old Calder Highway from the

Historical footbridge over the Maribyrnong

River to Kennedy Street, Keilor Village

• Completed Stage 1 upgrade of

Hampshire Road, Sunshine, from

Dickson Street to Devonshire Road

as part of the implementation of

the Hampshire Road Master Plan

• 43 conservation sites managed

to improve habitat for indigenous

flora and fauna, covering 370 hectares

• Nine ecological burns completed to reduce

biomass and increase vegetation quality,

covering 14 hectares

• 14,004 indigenous grasses, herbs, shrubs

and trees planted to restore habitat

• Installed new irrigation system at

HV McKay Gardens, Sunshine

• Maintained approximately 1180 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 a significant storm

event in July 2016

• Maintained 29 sports reserves

comprising 63 playing fields

• Maintained 143 irrigation systems

• Maintained Keilor Public Golf Course

with VicHealth to promote community and

resilience, social connection and mental

wellbeing for young people (12-25 years

old). Another highlight was the continued

development of the Western Youth

Employment and Learning Network, a

partnership with local government and

Local Learning and Employment Networks

(LLEN) to improve youth access to training

and employment.

• Implementation of the Age Friendly City Plan

2013-2017 has included commencement

of review of Age Friendly City Plan 2013-

2017 and the development of a new plan

to be completed in 2017; implementation

of service and program changes resulting

from the introduction of the Commonwealth

Home Support Programme (CHSP); and

Council endorsement of the Age Friendly

Victoria Declaration between the Victorian

Government and municipality.

• The Annual Brimbank Sports Awards

recognised the contribution clubs and

volunteers make to the Brimbank community.

• The netball program delivered at the Keilor

Basketball and Netball Stadium introduced

many girls to the game and stadium.

• Implementation of the Brimbank Community

Learning Strategy 2014-2017 saw the

successful completion of the annual Action

Plan in collaboration with community

partners. Highlights include project

investigation of the ‘middle years’ program

options for disengaged young people;

careers and job fairs programs; the `Choosing

a VET provider’ information sheet which was

translated into eight community languages;

development of a joint submission to the

Victorian Government’s Education State

consultation; and hosting of two Schools/

Community Agencies Exchanges, attended

by more than 120 people.

• Work on the proposed Brimbank Education

Development Centre took place with a

proposal presented to the Adult, Community

and Further Education (ACFE) Community

Solutions Program steering committee. This

funding will assist in boosting pre-accredited

training and pathways articulation in Sunshine

and contribute towards an exciting new

education and learning precinct in Sunshine.

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• Nine ecological burns were completed to

reduce biomass and increase vegetation

quality, covering 14 hectares. Eleven offset

sites were managed to compensate for past

vegetation removal and 43 conservation

sites were managed to improve habitat

for indigenous flora and fauna, covering

370 hectares.

• Water Sensitive Urban Design projects

have been completed as part of four road

rehabilitation projects. The Keilor Basketball

and Netball Stadium car park Water Sensitive

Urban Design treatment was completed.

• Adopted the St Albans Activity Centre

Precinct Structure Plan 2015.

• Adopted Brimbank Planning Scheme

Amendments C162 and C177 which

implement the Keilor Village Vision 2012

(revised 2015) and land use and development

recommendations made in the Brooklyn

Evolution 2012.

• Delivered lighting improvements in the

Sunshine and St Albans town centres

utilising approved grants from the

Department of Justice.

• Continued to implement the Sunshine Rising

Business Plan 2012-2017 with 94 per cent

of actions in progress or complete, and the

Brooklyn Evolution 2012.

• Adopted the Brimbank Car Parking

Management Framework 2016.

Strategic objective: Industry

and economic development

and strategic sites

Brimbank City Council is committed to providing

local employment and business development

opportunities while also ensuring that such

activities do not have a detrimental impact

on local communities.

Achievements:

• Completed delivery of the 2016 ‘Grow your

Business’ Group program which targets

manufacturing and a regular business

training program targeting small businesses

across retailing and professional services

with more than 300 businesses attending

development and networking events.

• In collaboration with Western Melbourne

Tourism and Destination Melbourne, Council

has promoted Brimbank attractions including

Overnewton Castle, St Albans Lunar Festival

and Alice’s Playspace, and distributed over

100 ‘Experience Brimbank’ brochures to key

stakeholders.

• Held the Sunshine Town Centre Investment

Forum and updated the Investment

Prospectus, which was distributed at the

forum. Council’s promotion of the business

engagement program for the Sunshine

National Employment Cluster has also

resulted in metro media across metropolitan

papers and investment publications.

Strategic objective:

Sustainable environments

Brimbank City Council is committed to

promoting the long-term sustainable

development of the municipality.

Achievements:

• Council finalised surveys for approximately

1000 hectares of open space within

Brimbank and mapped 370 hectares of

native vegetation. The mapping recorded

10 vegetation classes, three of which have

not previously been documented within

the municipality. The mapping has created

GIS layers that alert Council to areas of

native vegetation when activities causing

disturbance are proposed so we can protect

as much habitat as possible.

• The Sunvale Community Park Master Plan

was adopted by Council following extensive

community consultation. The Master Plan

includes dedicated play spaces for varying

age groups, including water play for younger

children; a multi-purpose skateable space

for all ages; a large, green ‘kick a ball’ space

for active play, passive recreation and

outdoor cinema use; and an edible garden

for use by all the community.

• Stage 1 Hampshire Road, Sunshine, upgrade

works were completed in November 2015.

The works were in line with the Hampshire

Road Master Plan 2014, which outlines

a vision for the evolution of Sunshine’s

premier ‘main street’ in four stages. Stage 1

works included footpath and street lighting

upgrades, a raised pedestrian crossing

and construction of a sculptural seating wall.

Works cost $1,180,000 including a $200,000

grant from the Victorian Government’s

Community Infrastructure Fund.

• Keilor Village Concept Plan was adopted

by Council following extensive community

consultation. Some new shared trails were

completed that linked the village shops

to the Maribyrnong River.

• A web-based online tool, developed in

collaboration by Council, RMIT and the

CSIRO for estimating the condition and

risk of asset failure of storm water pipes,

is now complete and in full operation.

• Completed suburban park upgrade at

Harefield Crescent, Kealba, and upgraded

four neighbourhood playgrounds.

• The Sports Facility Development Plan

update has been adopted by Council.

The Updated Plan identifies the key

sporting infrastructure challenges posed

by recreation participation trends and

population change in Brimbank, and

presents solutions for these challenges.

It aims to support participation in physical

activity by improving the quality of access

to, and the provision and promotion of,

sport and recreation facilities.

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:

• The Creating Better Parks Plan update

has been adopted by Council. Creating Better

Parks won a commendation for a Planning

Excellence Award at the national level and

an award for excellence at state level in the

Category

from Planning

Institute of Australia, for the transformation

of the public realm. Creating Better Parks

identifies a further 156 parks to be upgraded

in future capital works programs subject

to budget considerations.

• The Urban Forest Strategy was adopted

by Council – setting a framework to increase

tree canopy cover and the provision of shade

across the municipality from 6.2 per cent

currently to 30 per cent by 2046.

• Council’s tree planting program saw 1996

semi-mature trees planted in streets,

1000 semi-mature trees planted in parks

and main roads with 55,000 tube stock

planted in parks as part of the One Million

Trees planting initiative.

• Council is part of a partnership project

to rehabilitate a 1.2-kilometre section

of Upper Stony Creek in Sunshine North.

This is a Greening The West project that

brings together government and industry

with partners Brimbank City Council, City

West Water, Melbourne Water, Victorian

Department of Environment, Land, Water

and Planning, Places Victoria, the Federal

Government and Greenfleet Australia.

The $12.9 million project is funded from

federal and state agencies and the

private sector. This project received

a 2016 Stormwater Victoria award for

Excellence in Strategic or Master Planning.

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.

Achievements:

• The Brimbank Council and Community

Centre was near to completion at the end

of the 2015-2016 year. The centre includes

new telephony and face-to-face customer

service facilities and services, a new library

space and a range of high quality community

meeting rooms.

• The Business Transformation Program

continued to develop and introduce

better service delivery models to

Brimbank residents. Works during the year

included developing a mobile responsive

website, online payments, single view of

customer and digitisation. The Business

Transformation Program seeks to make sure

that the organisation is equipped to change

easily with the ever-shifting needs of its

customers and emerging technologies.

• At the Ordinary Meeting of Council on 21 June

2016, Council adopted key documents for the

2016-2017 financial year: 2016-2017 Annual

Budget, 2016-2026 Long Term Financial Plan

and 2016-2017 Rating Strategy. This is the

first budget since the introduction by the

Victorian Government of the rate capping

legislation. For the 2016-2017 financial year

rates are capped at 2.5 per cent.

Brimbank City Council

Annual Report 2015-2016

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Challenges

• Rate capping will have a significant impact on

Council’s budget into the future and the rate

level remains uncertain

• Council has a higher than average dependence

on rates revenue – 73 per cent of Council income

comes from rates – while Council is constantly

seeking grants, its ability to raise revenue from

user fees and charges is limited

• Large development contributions for community

infrastructure is reducing as the final stages

of green field development are completed

• Ensuring good urban design and liveability

outcomes from the new developments across

the municipality

• Pursuing diminishing government grants

and other sources of funding for major

projects and initiatives

• Keeping ahead of rapid technological change

• An aging workforce

• Planning for equitable and quality community

services through the implementation of the

NDIS HACC reform process.

The future

• Plan for a smooth transition to a democratically

elected Council in October 2016

• Complete the St Albans community centre and

the redevelopment of the Keilor Municipal Offices

• Plan for the redevelopment 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

• Develop the new Council Plan 2017-2021

and review the Community Plan 2009-2030

• Investigate opportunities for cost saving and

service improvements through shared services

and new and emerging technology improvements

• Deliver the $57.8 million capital program to

maintain and upgrade critical civic assets,

upgrade town centres, improve community

facilities, early learning facilities, parks,

playgrounds and open spaces and sports

facilities including $2.2 million earmarked

for the repurposing of the former Keilor

Municipal Office into a fantastic community hub

• Manage urban development and renewal in

line with community expectations, sustainable

redevelopment of greyfield sites and secure

appropriate development contributions for

essential infrastructure.

This Annual Report outlines Brimbank City Council’s performance

in accomplishing the actions outlined in the Brimbank

(Year 3 – updated 2015).

Message from the Administrators

As Administrators, we act as the Council. We were appointed by the State Government.

Council functions and powers are set out in the

.

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 2015-2016 Council continued its ongoing investment in community facilities.

Significant projects included:

• The $6.5 million extension of the Keilor Basketball and Netball Stadium was completed

• Works continued on the $52 million Brimbank Community and Civic Centre

including the new Sunshine Library

• Construction began on a $11.5 million multi-deck car park in the

Sunshine Town Centre with 361 car spaces including 113 for public use

• Construction started on the $8.9 million St Albans Community Centre

and Bowery Theatre (formerly Errington Community Centre).

Each of these projects contributes positively to community wellbeing by providing

access to first class leisure and cultural opportunities.

Importantly the Brimbank Community and Civic Centre will also open up a revenue

stream for Council through the tenant spaces that will be available in the new building.

Council also awarded a $1.7 million contract for construction works to upgrade the Keilor

Municipal Office on the Old Calder Highway to a mixed-use facility for the community.

This is a win for the residents of Keilor and surrounds. Once works are completed the

refurbished building will offer a relocated and expended Keilor Library, a customer

service centre, and more and improved community space.

In addition to community facilities, Council’s

capital works for 2015-2016 included a

significant investment in the local road and

footpath network. The $23.6 million program

included the much anticipated sealing of Jones

and Bunting roads in Brooklyn at a cost of

$2.8 million which includes State Government

funding support. This project also had significant

environmental outcomes through improved

air quality for surrounding communities.

Council also continued to invest in the public

realm with five major playground upgrades

as part of the ongoing implementation of the

award-winning Creating Better Parks Strategy.

Town centre improvements were also a focus

with Stage 1 of the upgrade of Hampshire

Road from Dickson Street to Devonshire

Road completed.

The $4.8 million, 6.4 kilometre Sunshine Trail

shared user path was opened, stretching

from the Western Ring Road to Stony Creek

into Maribyrnong to Tottenham Station. This

important project was delivered thanks to

funding from the Regional Rail Link Authority.

These major capital investments add vibrancy

to the municipality, make the city more

attractive and add to community pride.

During the year Council also adopted a range

of strategies, policies and plans to guide

service delivery now into the future.

Highlights included the adoption of the Urban

Forest Strategy which strives to increase tree

canopy cover in the City from 6.2 per cent to

30 per cent over the next 30 years. Council

made progress throughout the year to this goal

through the planting of over 85,000 trees.

Council also adopted a new library strategy

to meet changing community needs and the

Community Safety Strategy to help support

a safe, healthy and connected community.

The Ardeer Green Activity Hub Master Plan

focused on the future provision of new

cycling facilities and the Sunvale Community

Park Master Plan will guide the construction

of a community park on part of the former

primary school site in Sunshine.

Good governance was a continued focus

and Council also adopted the Conduct During

Elections Policy and the Councillor Code

of Conduct Major Policy. With the return of

elected representatives in October 2016,

these policies will provide a solid foundation

for the future governance of the City.

Advocacy and engagement

Council continued to participate in a number

of committees which advocate for improved

services, infrastructure, transport, regional

development and sustainability as well as

improved collaboration between industry

and government. These committees include:

• Brooklyn Community Representative Group

• LeadWest

• Metropolitan Local Government Waste Forum

• Metropolitan Transport Forum

• Municipal Association of Victoria (State Council)

• Victorian Local Governance Association (VLGA)

• Ballarat Rail-Line Action Committee

(established February 2016)

Council also facilitated 10 internal committees

with external representation aimed at enhancing

social, cultural and environmental outcomes

in Brimbank. These committees include:

• Australia Day Awards Selection Committee

• Brimbank Arts Advisory Committee

• Brooklyn Community Reference Group

• Brooklyn Industrial Precinct

Strategy Committee

• Errington Precinct Master Plan (Phase 1)

Community Reference Group

• Heritage Advisory Committee

• St Albans Connect Strategic

Partnership Group

• Sunshine Town Centre Partnership Group

• Municipal Emergency Management

Plan Committee

During the year Council continued its

involvement in the Brimbank Social Justice

Coalition. Council also joined the National

Alliance for Gambling Reform to lobby for

legislative changes to reduce the harm caused

by gaming machines. The Brimbank Liquor

Accord was officially launched by Victoria

Police, local venues and Council aimed at

reducing alcohol-related harm.

During the year Council also made a submission

to the State Government’s latest planning

strategy for metropolitan Melbourne, the ‘Plan

Melbourne refresh’. The plan recognises the

important role Brimbank plays in Melbourne’s

future growth.

Council continued to recognised local

community members with the Brimbank

Australia Day Awards. Council also supported

the Brimbank Cup which included more than

30 teams from 15 nationalities. The Brimbank

Sustainable Living Expo was also delivered,

providing community members with the latest

information on how to be more sustainable.

Council also continued to celebrate national

events including International Day Against

Homophobia and Transphobia, NAIDOC Week,

and Refugee Week.

Council successfully sought corporate,

philanthropic and government support

to help bring the

sculpture

to Sunshine. This is a fantastic story with

internationally renowned artist John Kelly,

who was raised in Sunshine, wanting to

give back to the community. Thanks to

the generosity of all project partners we

will bring the bronze six-metre sculpture

to Sunshine.

Thank you

This is our final annual report as Administrators

and we are honoured to have served such

a proud and engaged community. It has been

a very rewarding experience to work in

close collaboration with community, industry

and other tiers of government to help

make Brimbank a better place to live,

work and raise a family.

As Administrators, we are excited about

Brimbank’s future as the community

prepares to take this important step –

returning to elected Council representation.

For the past several years it has been our

honour and privilege to serve as the Council

for the wonderful Brimbank community and

we are proud of all that Brimbank has achieved.

As an economic centre, Brimbank makes a

significant contribution to the regional and

state economy, and operates as an important

economic hub, with the largest number of

businesses, the greatest output and the

most jobs of its neighbouring municipalities.

We look forward to cheering from the sidelines

as the proud community of Brimbank continues

to flourish under the new Council.

We would like to take this opportunity to

wish the incoming elected Council well with

its stewardship of the City in the future.

During our term as Administrators we have

all formed a special bond with the area.

Brimbank is transforming and it has been

a privilege to be part of the City’s history.

We would like to thank everyone who has helped

us along the way and we wish the City and

community of Brimbank continued prosperity.

John Watson

, Chair

Jane Nathan

, Administrator

John Tanner AM

, Administrator

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

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During the year Council undertook a range

of projects to enhance performance and

provide a better customer experience.

In addition to the Master Customer Database

and website development other major

technology improvements included the

implementation of a new telephony

system and a strong focus on digitisation

to become more paper independent.

Process improvements across planning,

building, engineering and waste were also

developed and implemented to help deliver

more timely and responsive services.

With a continued focus on digital services,

Council launched a community learning portal

for all courses offered through community

centres, neighbourhood houses, libraries,

leisure centres and art centres. The portal

provides term information on the wide variety

of free and low cost courses available through

Council facilities.

During the year Council also partnered with

RMIT University with final year civil engineering

students mapping and analysing the condition

of Brimbank’s 1600 kilometres of footpaths.

This innovative project was a great example

of Council forming strategic partnerships

to provide best value to our ratepayers.

Thank you

I would like to thank all Council’s partners,

the community and our staff for another

positive year in the history of this City.

Working together for a better Brimbank,

it is encouraging to see the community’s

pride as we progress significant projects

and enhance service delivery.

Paul Younis

Chief Executive Officer

On behalf of Brimbank City Council,

I’m pleased to introduce the

Council’s 2015-2016 Annual Report.

As CEO, I have a number of responsibilities.

These are set out in Section 94 A of the

.

These responsibilities include:

• Providing an organisational structure that

helps Council operate effectively

• Implementing council decisions as soon as

possible after they are made

• Overseeing council operations and making

sure the objectives of the Council Plan are

being achieved

• Making sure there is an effective code of

conduct in place for council staff

• Providing advice to the Council

• Compliance with relevant legislation.

Highlights

In 2015-2016 Council continued its strong

focus on capital works delivery for the ongoing

improvement of the City. At year’s end the

Brimbank Community and Civic Centre was

nearing completion. This project represents

the largest capital investment in the history

of the City. Blending community and civic

outcomes, the new facility will offer a new

Sunshine Library, community meeting spaces,

a new Council Chamber and the consolidation

of Council offices.

The Brimbank Community and Civic Centre

project is a prime example of how the

organisation is seeking to enhance business

efficiency. The new centre will provide a one

stop shop for Council services with the bulk of

Council operations located under the one roof.

This will reduce travel time between offices

for staff as well as providing convenience for

community members and customers.

During the year the ICT Governance Group

continued to oversee a range of technological

improvements to ultimately provide a better,

more responsive service to our community.

Major projects included the implementation

of a Master Customer Database to better

manage customer data and the planning

and development of a new mobile responsive

website focusing on bringing more services

online. The new website, to be launched

later in 2016, will include over 18 new

online forms which consolidate 93 separate

Council transactions.

Change management was front of mind in

operations over the year as we prepared to

relocate, for the return of Councillors and the

implementation of rate capping. Through a

strong emphasis on internal communications

and information sharing a number of working

groups were established to ensure we were

able to deliver business as usual while also

preparing for significant change. It has been

rewarding to see staff willing to embrace

better ways of working.

Organisational performance

Council met all of the organisational indicators

as part of the Local Government Performance

Reporting Framework; these can be viewed in

the Performance Statement. Following on from

a process established last year, the indicators

were tracked and reported quarterly to the

Audit and Risk Management Committee.

Council’s financial position also remains sound.

At the end of the financial year Council has

a healthy balance sheet and has achieved a

surplus of $19.39 million. More information

is available in the Financial Summary.

The 2015-2016 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 Council’s 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.

Council has a healthy balance sheet with around

two billion dollars in assets. These comprise

land, building and other infrastructure assets

such as roads, footpaths and cycleways and

drainage. Council’s balance sheet also shows

that Council has equity of $1.863 billion with a

portion of this allocated to specific reserves.

Operating position

Council achieved a surplus of $19.39 million in

2015-2016. This surplus compares favourably

to the budgeted surplus of $18.9 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 $4.07 million.

This compares favourably to the expected

target of >0 per cent. Sustaining an adjusted

underlying surplus is a critical financial strategy

that provides capacity to renew the $1.9 billion

of community assets under Council’s control.

Liquidity

Cash has decreased by 34 per cent from the prior

year mainly due to completion of a significant

capital works program of $89.7 million during

the year including the construction of the

new Brimbank Community and Civic Centre.

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 145.44 per cent is an indicator of satisfactory

financial position and within the expected target

band of 120 per cent to 200 per cent.

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 2015-2016 year Council’s

debt ratio, which is measured by comparing

interest bearing loans and borrowings to rate

revenue, was 46 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 76 per cent, which is below the

expected target band of 90-110 per cent. This is

due to asset renewal falling in the 2016 year as

capital funding is diverted into constructing the

Brimbank Community and Civic Centre.

Underlying Surplus / (Deficit) $’000)

Working Capital Ratio (%)

50 0

100 150

200 166.71

117.92

93.66

200.66

145.44

250

2011–12

2012–13

2013–14

2014–15

2015–16

2,000 0

4,000

6,000

8,000

16,386

565

5,058

13,787

4,077

10,000

12,000

14,000

16,000

18,000

2011–12

2012–13

2013–14

2014–15

2015–16

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5.00

0.00

10.00

15.00

20.00

18.00

25.00

42.00

35.00

46.00

25.00

30.00

35.00

40.00

45.00

50.00

2011–12

2012–13

2013–14

2014–15

2015–16

Brimbank City Council provides a

range of services and programs

that reflect the needs and

expectations of the community.

Council’s service provision upholds the vision

for Brimbank as the dynamic centre of

Melbourne’s west with a community that

is proud, diverse and connected.

The Annual Budget 2015-2016 aimed to

deliver this vision while keeping rates as low

as practicable. This was particularly relevant

given the Victorian Government’s commitment

to introduce rate capping in 2016-2017.

The introduction of the 2.5% rate cap means

up to $24 million will need to be saved from

the budget over the next four years.

Council has taken measures to manage some

of the future impact this financial year by

identifying additional savings in the current

budget. These savings amount to around

$1.9 million and include materials,

environmental efficiencies and other items.

Council’s operations are broad ranging and

include managing roads and infrastructure,

waste and environment services, public

facilities, the community’s wellbeing, and

other services and programs. 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 2015–2016, 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 for 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 2015-2016 the major capital works

included the following:

Brimbank Community and Civic Centre

The $52 million Brimbank Community

and Civic Centre is a once-in-a-generation

project constructed on Hampshire Road

in the Sunshine Town Centre.

The purpose-built building includes:

• A new Sunshine Library over two levels

• A new Sunshine Customer Service Centre

• A range of community meeting spaces, and

• Exhibition spaces.

The Brimbank Community and Civic Centre also

provides new offices for Council staff previously

located across various office locations around

Sunshine and Keilor, as well as tenant spaces

for other businesses.

Construction commenced in November 2014.

At the end of the financial year construction

works were almost finalised with an open

date planned for 25 July.

St Albans Community Centre

and The Bowery Theatre

Redevelopment of the St Albans Community

Centre (formerly Errington Community Centre)

and The Bowery Theatre commenced in

August 2015.

The project includes the construction of

a two-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,

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.

Construction is expected to be completed

in late 2016.

Extension of the Keilor Basketball

and Netball Stadium

Construction of the extension of the Keilor

Basketball and Netball Stadium commenced

in September 2014 and was officially opened

in December 2015.

The $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.

Courts have been line-marked for other

uses including badminton and volleyball

to ensure they meet Brimbank’s growing

sporting demands.

The project was 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)

The Stage 1 Hampshire Road, Sunshine,

upgrade works commenced in May 2015

and were completed in November 2015.

The works were in line with the Hampshire

Road Master Plan 2014, which outlines a vision

for the evolution of Sunshine’s premier ‘main

street’ in four stages.

Stage 1 works included footpath and street

lighting upgrades, a raised pedestrian crossing

and construction of a sculptural seating wall.

Works cost $1,180,000 including a $200,000

grant from the Victorian Government’s

Community Infrastructure Fund.

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 2015-2016.

Upgrades included Harefield Reserve Suburban

Park in Kealba at a cost of $440,000, and a total

of $400,000 in neighbourhood park upgrades at:

• International Gardens Reserve, St Albans

• Willy Singer Reserve, Keilor Downs

• RT Pollard Gardens, Sunshine

• Santa Monica Reserve, Keilor Lodge.

Roads, footpaths and pedestrian facilities

Council continued to implement the Road

Asset Management Plan through the delivery

of $23.6 million in road and footpath works.

Projects included the construction of Jones

and Bunting roads in Brooklyn at a cost of

$2.6 million, as well as:

• Completion of delivery of the asphalt overlay

program comprising 81 streets ($2.8 million)

• $500,000 footpath rehabilitation program

• Construction of Adams Street

(Maid Road West to Gladstone Street),

St Albans ($700,000)

• Construction of Burnside Street (Ballarat

Road to Poole Street), Deer Park ($797,000)

Sports facilities

Council continued to invest in upgrades at

sporting facilities across the municipality

and completed a range of projects, including

the redevelopment of Larissa Reserve sports

pavilion at a cost of $1 million.

Other projects included:

• Installation of new sports reserve lighting

at Selwyn Park Reserve and Lloyd Reserve

as part of Council’s sports ground lighting

upgrade program ($340,000)

• Sports ground reconstruction of Pitch 3

at Churchill Reserve ($720,000)

• Cricket nets upgrade at Robert Bruce

Reserve ($97,000)

• Reshaping of the Keilor Park oval no. 5

and an upgrade of the irrigation on ovals

4 and 5 ($80,000)

• Tennis court resurfacing at Delahey

and Deer Park Tennis Clubs ($85,185)

• Installation of a synthetic wicket at

Keilor Recreation Reserve ($20,000)

100

20 30

40

76

64

61

57

50 60

70 80

90

2011–12

76

2012–13

2013 –14

2014 –15

2015–16

Debt Ratio (%)

Asset Renewal (%)

Rate Concentration (%)

66 64

68 70

72

69

72

76

70

74 76

78

2011–12

2012–13

72

2013 –14

2014 –15

2015–16

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 72 per

cent for the 2015-2016 year, which is towards

the top end of the expected target band of

40-80 per cent. Council has focused on

broadening its revenue base and for the

2015-2016 year was able to keep its rate

increase to 5.4 per cent. This resulted in

an average residential rate per residential

assessment of $1543, which compares

favourably to similar councils in the outer

metropolitan area.

Economic factors

Rate capping

In 2015, the Victorian Government introduced

rate capping legislation in the form of its

“Fair Go Rates System” (FGRS). The FGRS or

rate capping introduces an annual rate cap

set by the Minister for Local Government

which controls general rate increases for

all councils during that financial year.

On 22 December 2015, the Minister for Local

Government, the Hon Natalie Hutchins MP,

advised an annual rate for the 2016-2017

financial year of 2.5 per cent. Councils can seek

approval to raise an increase above this figure

through a variation with the Essential Service

Commission (ESC).

Council has maintained the rate cap of 2.5 per

cent for the 2016-2017 Budget. However this

is lower than the rate increase Council had

recommended in its 2015-2016 Long Term

Financial Plan and other previous budget

documents that had been endorsed following

community consultation. This meant that

Council had to find additional reductions in

operating costs in the 2016-2017 budget.

Financial assistance grants

A freeze on indexation from the Commonwealth

Government’s financial assistance grants

program to local government resulted in a

reduction of $0.35 million per annum over

the period from 2013-2014 to 2017-2018.

State Government landfill levy

State Government landfill levy is set to

increase by 3.3 per cent.

Labour cost increases

Wage inflation rates as per Council Enterprise

Bargaining Agreement (EBA 7) of 3.3 per cent

is currently higher than current Consumer

Price Index (CPI) rate of 1.9 per cent.

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October 2015

November 2015

December 2015

July 2015

August 2015

September 2015

• Council, together with the Brimbank

community, celebrated NAIDOC

Week 2015 with a flag raising ceremony,

a smoking ceremony, Welcome to Country

and the raising of the Aboriginal and

Torres Strait Islander flags along with

entertainment by Indigenous performers

and children’s activities.

• Council launched Branch Out Brimbank –

an initiative to encourage a love of trees

across the municipality.

• Council partnered with RMIT University

to undertake an innovative project that

saw final year civil engineering students

map and analyse the condition of

Brimbank’s 1600km of footpaths.

• Work on the $3 million St Albans Community

Centre redevelopment commenced.

When complete it will boast a 200-seat

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.

• Small business operators took part in

an exciting program of events provided

by Brimbank City Council as part of the

annual Victorian Small Business Festival.

• Council adopted the Ardeer Green Activity

Hub Master Plan: Cycle Sports Facilities 2015.

The Master Plan outlines a vision for the

Forrest Street Reserve site in Ardeer that

includes a one-kilometre long and eight

metre wide criterium circuit, a small, single

track cross country mountain bike circuit,

and a recreational or competition BMX track.

• Council announced a proposal to introduce

new planning controls to ensure potentially

contaminated sites in urban renewal areas

are assessed before housing and other

new uses take place. The Environmental

Audit Overlay (EAO) will be applied under

Amendment C173 which will play an

important role in informing the community

of the location of known or potentially

contaminated land in Brimbank.

• The Brimbank District Liquor Accord

was officially launched by Victoria Police,

participating venues and Council, aimed

at reducing alcohol-related harm within

the Brimbank community.

• Council launched B-active@Pollard – a

program of fun, fitness activities at the

RT Pollard Gardens, Hampshire Road,

Sunshine. Funded by VicHealth, and

delivered with a number of partners

including Victoria Police, the program

encouraged people to be active outdoors.

• Council opened the $4.8 million, 6.4km

Sunshine Trail shared user path. Funded

by the Regional Rail Link Authority, it

stretches from the Western Ring Road to

Stony Creek in Brimbank, where it continues

into Maribyrnong to Tottenham Station.

• Council welcomed $250,000 from the

Victorian Government’s Public Safety

Infrastructure Fund for the Dawson Street

Precinct and the Sunshine Town Centre.

• Council officially launched the Brimbank

Children’s Plan 2015-2019 which guides

the development and coordination

of education, care, health services,

infrastructure and activities for children

up to 12 years and their families.

• The annual Brimbank Animal Expo was

held on Saturday 10 October at Westvale

Community Centre in St Albans. The fun,

family-friendly event featured stalls and

demonstrations from a range of animal

organisations and local vets.

• Council formally announced the

commissioning of John Kelly’s 6-metre

bronze sculpture

.

The project was made possible through

significant financial and in-kind support

from both philanthropic and corporate

organisations. Mr Kelly’s other sculptures

have been exhibited in Paris, London,

Melbourne and Ireland.

• Council completed Stage 1 of the Hampshire

Road Master Plan. The $1.18 million

upgrade of the section of Hampshire Road,

between Devonshire Road and Dickson

Street, included upgrades to footpaths,

street lighting, the installation of a raised

pedestrian crossing, and construction of a

sculptural seating wall.

• Council endorsed a strategic plan that will

improve the quality and use of walking,

jogging and cycling paths. The

(West Trails) is an initiative developed by six

local councils in Melbourne’s west that aims

to improve connectivity, quality and use of

regional trails in Melbourne’s west.

• The $6.5 million three-court extension of the

Keilor Basketball and Netball Stadium in Keilor

Park was officially opened. The extension

was funded by Council $4.65 million), Keilor

Basketball Association Inc. ($1.2 million) and

the Victorian Government ($650,000).

• The Minister for Planning approved planning

scheme amendment C105, unlocking

Sunshine’s development potential by

rezoning redundant industrial land.

• Council made a submission to the State

Government’s latest planning strategy

for metropolitan Melbourne – the ‘Plan

Melbourne Refresh’. The Plan recognises

Sunshine as a National Employment Cluster

and a Metropolitan Activity Centre. It

identifies the Sunshine Corridor, St Albans

and Deer Park as urban renewal areas, and

includes Brimbank’s southern industrial

areas, including the Brooklyn Industrial

Precinct, in the state significant Western

Industrial Precinct.

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• Winners of the 2016 Brimbank Australia

Day Awards were announced at a special

ceremony attended by award winners

and nominees, their families and friends.

The winners were: Citizen of the Year,

Despina Havelas; Young Citizen of the

Year, Nyakeer Akoul; Community Wellbeing

Award, The Sunshine Hospital Visitor Guide;

Environmental Achievement Award, Linda

Roberts; Cultural Achievement Award,

Debbie Qadri; Educator of the Year,

Beatriz Castillo; Lifetime Achievement

Award, Alan Dash; and Essential Services

Excellence, Margaret Wood and Malcolm

Peacock, Red Cross.

• Brimbank hosted Victoria’s largest Australia

Day Citizenship Ceremony where 220

new citizens from 38 different countries

and across generations were welcomed.

• More than 30 teams, representing more

than 15 nationalities, competed for the

2016 Brimbank Cup at Green Gully Reserve,

Keilor Downs. The award-winning soccer

tournament attracted men’s and women’s

teams from local soccer clubs and community

groups. Westvale SC and Melbourne Knights

were the victors, taking out the men’s and

women’s finals, respectively.

• On Saturday 20 February the Brimbank

Sustainable Living Expo was held at Westvale

Community Centre, St Albans, featuring a

guest appearance by gardening expert

Jane Edmanson from ABC’s

and 3AW, along with information

sessions on topics such as beekeeping,

grafting fruit trees and edible gardening.

• Light Up Sunshine delivered a series of

community events over the summer months,

attracting thousands of people to the city

centre. The program had an additional focus

on arts which ‘lit up’ the town centre,

including live music and movies in the park.

• Council launched a $485,000 cogeneration

unit installed at the Sunshine Leisure Centre.

The unit is expected to save $60,000 a

year and reduce the centre’s greenhouse

emissions by 30 per cent. Cogeneration uses

natural gas to generate 50 per cent of the

centre’s electricity.

• Council successfully prosecuted a skip bin

operator who was using industrial land in

Reid Street, Ardeer, for an illegal recycling

business. The tenant operator was ordered

to pay fines and costs of over $65,000.

The land owner was also found guilty of

not obtaining a planning permit for the use

of the land.

• Council welcomed the Victorian Government’s

announcement it will contribute $100,000

towards the $560,000 project to build change

rooms at Bon Thomas Reserve, Deer Park.

• Council adopted the concept plan for the

future design upgrade of Keilor Village.

It features an upgrade of the main shopping

strip with new paving, two large seating

hubs, furniture and landscaping, as well

as a rain garden with a viewing deck.

• Council secured $200,000 in funding for

the

project. The project is expected to run for

two years based at the Westvale Community

Centre in Kings Park and the Hunt Club

Community Arts Centre in Deer Park.

• Council adopted the Urban Forest Strategy,

which outlines Council’s intention to increase

its tree canopy coverage from 6.2 per cent

to 30 per cent over the next 30 years.

• Council hosted an event to celebrate IDAHOT

– International Day Against Homophobia and

Transphobia – on Tuesday 17 May. The day

commemorates the date on which the World

Health Organisation made the decision to

remove homosexuality from the list of mental

disorders in 1990. Council raised the rainbow

flag which was kept flying for a week.

• Council celebrated the completion of $20,000

worth of lighting improvements in Sunshine.

The lighting upgrade complemented the

$1.8 million public realm and street lighting

upgrade of Hampshire Road.

• Council announced the new performing

arts theatre at the $8.9 million St Albans

Community Centre would be named in

honour of internationally recognised

performance artist and designer, the

late Leigh Bowery. Mr Bowery grew up in

Brimbank and was considered one of the

most influential arts figures in London and

New York during the 1980s and 1990s.

Council also announced it would honour

former Mayor and Councillor at the City of

Keilor, Jack Sheridan, by naming the centre’s

Atrium ‘The Jack Sheridan Atrium’ after

the local resident who died in early 2016.

• Council successfully prosecuted a land owner

and occupier of a property in North Sunshine

for carrying out works without the necessary

building and planning approvals. The offending

land owner and occupier were both found

guilty and each ordered to pay fines as well

as Council’s full legal and investigation costs,

which amounted to a total of $20,000.

• Council adopted the Council Plan 2013-2017

(Year 4 update) that will continue to

strengthen Brimbank’s position as a

dynamic centre of the west.

• Council adopted its 2016-2017

Annual Budget, which met the Victorian

Government’s legislated cap of 2.5 per

cent rates rise and focused on delivering

value to the community.

• The Brimbank Business Breakfast was

held at Sunshine Golf Club where local small

business operators met to discuss potential

opportunities for growth. The Victorian

Planning Authority’s (formerly known as the

Metropolitan Planning Authority) business

engagement program for the Sunshine

National Employment Cluster Framework

Plan was launched at the event.

• Council celebrated Refugee Week with a

function to raise awareness about issues

affecting refugees and celebrate the positive

contributions made by refugees to Brimbank.

• Council moved forward with plans to

upgrade the Keilor Municipal Office on

Old Calder Highway into a mixed-use facility,

with the award of a $1.7 million contract

for the building’s refurbishment to Harris

HMC Interiors Pty Ltd.

• Council finalised plans for the development

of the Sunvale Community Park on the site

of the former Sunvale Primary School in

Sunshine. The plans include dedicated play

spaces, a diagonal central pedestrian spine

with solar lighting, an Indigenous-themed

circuit path network, an edible garden,

a picnic shelter and more.

• The Brimbank Community Fund grants were

awarded, with two recipients receiving

$5000 each. 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.

January 2016

February 2016

March 2016

April 2016

May 2016

June 2016

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Revised Business Association

Support Policy 2015 (July 2015)

The Business Association Support Policy

was adopted in 2011, and encourages business

communities to actively participate in the

management and improved performance

of their respective town centres. This policy

was updated to ensure compliance with

the

, as well as

to enhance transparency, and more clearly

identify roles and responsibilities.

Revised Special Rate and Charge Scheme

Policy 2015 – Marketing Promotion and

Business Development in Town Centres

(July 2015)

The Special Rate and Charge Scheme

Policy – Marketing Promotion and Business

Development in Town Centres was adopted

in December 2011. The policy was prepared

in response to interest from the St Albans and

Sunshine Business Associations, to pursue a

special rate scheme for their respective centres.

Council has since successfully introduced

special rate schemes in both centres. This policy

was updated to ensure compliance with the

, as well as to more

clearly identify roles, responsibilities and the

conditions under which Council will support the

introduction of a special rate/charge scheme.

Living Brooklyn Integrated Water Cycle

Management Strategy 2015 (August 2015)

Brimbank’s Living Brooklyn Integrated Water

Management Strategy is one aspect of the

ongoing work being undertaken in the Brooklyn

Industrial Precinct under the broader Brooklyn

Evolution Strategy 2012 which focuses on

the precinct’s transition to sustainability.

Living Brooklyn has brought together people

who manage, use, or are affected by water at

the Brooklyn Industrial Precinct, to transition

towards a healthier future, using water as the

catalyst for change. It is focused on building

connections and knowledge around how

to establish and maintain a sustainable

industrial environment for the future.

Ardeer Green Activity Hub Master Plan:

Cycle Sports Facilities 2015

(September 2015)

The Master Plan outlines a vision for the

Forrest Street Reserve site in Ardeer that

includes: a one-kilometre long and eight-metre

wide criterium circuit, a small, single track

cross country mountain bike circuit, and

a recreational or competition BMX track.

Loan Repayment Reserve for Interest

Only Debt Policy 2015 – Major Policy

(September 2015)

In May 2014, Council resolved to participate

in the Municipal Association of Victoria’s Debt

Procurement Project – Local Government

Funding Vehicle (LGFV) bond issuance for an

amount of $30 million. This policy provides for

the allocation of a set amount of funds from

Council’s budget each year to the reserve, to

ensure sufficient funds are in the reserve at

the date of maturity to repay the outstanding

principal, and provides for reporting each year

in the Annual Budget and Annual Report.

Brimbank Community Safety Strategy

2015-2019 (December 2015)

This strategy outlines Council’s strategic

role and approach to building a safe, healthy

and connected community. It aligns with the

Community Plan 2009-2030 and Council Plan

2013-2017 strategic direction of creating safe,

healthy communities.

2016

Conduct During Elections Policy 2016

(February 2016)

The Conduct During Elections Policy 2016

details requirements, restrictions and

procedures for Councillors, candidates and

Council officers during an election period.

More broadly, it also states Council resources

are not to be used for candidacy purposes at

any time (including State and Federal elections).

Library Strategy 2015-2020 (March 2016)

The Library Strategy 2015-2020 provides a

framework for planning and developing library

collections, community engagement and online

services to meet changing community needs.

The strategy supports the development of the

library’s annual business plans, which detail

initiatives and activities to address priority areas.

Councillor Code of Conduct Major Policy

2016 (April 2016)

The

sets out

standards of conduct for Councillors, and

specific arrangements to deal with misconduct.

Section 76C of the Act requires a council to

have a Code of Conduct for Councillors. In April

2016 Council adopted the Councillor Code of

Conduct 2016 as a Major Policy. This triggers a

community consultation process prior to any

amendment or revocation to the Code.

Keilor Village Concept Plan 2016

(April 2016)

The Keilor Village Concept Plan addresses

recommendations made in the Keilor Village

Vision Document. It outlines a vision for Keilor

Council adopted the following strategies, policies and plans in 2015-2016.

The

to dismiss

elected Councillors was passed

by the Victorian Parliament

on 12 November 2009.

Administrators act as the Council, and have

no additional power outside the formal

decision-making process as outlined

in the

.

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.

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.

Village as an attractive, inviting and compact

local centre offering a broad range of retail

opportunities and services, while preserving

and enhancing the distinctive natural, historic

and semi-rural character of the Keilor Village.

Brimbank Sports Facility Development Plan

– Year 3 update (May 2016)

Council adopted a Year 3 update of the 10-year

Brimbank Sports Facility Development Plan.

The plan identifies Brimbank’s sports facility

development needs and provides direction

on how best to manage the identified gaps

in provision.

Urban Forest Strategy 2016-2046

(May 2016)

The Urban Forest Strategy is a strategic

approach to increasing canopy cover in Brimbank

from 6.2 per cent to 30 per cent over the next 30

years. The strategy sets a strategic framework

for planting trees on streets, urban parks, along

waterways and to encourage planting in private

open space. It aims to deliver positive health,

social, economic and environmental outcomes

for the Brimbank community.

Council Plan 2013-2017 – Year 4 update

(June 2016)

Council adopted the Council Plan 2013-2017

(Year 4 update) that will continue to strengthen

Brimbank’s position as a dynamic centre of the

west. The Council Plan clearly articulates the

areas of focus for the organisation over the

next 12 months.

Sunvale Community Park Master Plan

(June 2016)

Council purchased a portion of the former

Sunvale Primary School site in Neil Street,

Sunshine, for the purpose of creating a

new public open space to serve the existing

community and future residents of the

Sunshine Town Centre. After extensive

community consultation, a draft Sunvale

Community Park Master Plan was prepared to

guide the development of the site as public

open space.

Brimbank Multi-Deck Car Park Management

Plan (June 2016)

The Brimbank Multi-Deck Car Park is due for

completion in late 2016 and will provide a total

of 361 spaces, including 248 spaces allocated

to Council spaces and 113 car spaces available

to the general public. The Management Plan

details the rationale for the proposed parking

rates, and recommends a fee structure for all

users of the car park.

To view these documents or other Council

plans, strategies, policies or guidelines,

visit

www.brimbank.vic.gov.au

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

.

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

• 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:

•

•

•

•

•

•

•

•

Council plans, strategies and policies

are available to view on the website,

www.brimbank.vic.gov.au

The Brimbank Administrators Panel:

John Watson, Chair

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.

M

0419 984 675

E

johnw@brimbank.vic.gov.au

Jane Nathan, Administrator

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.

M

0419 101 411

E

janen@brimbank.vic.gov.au

John Tanner AM, Administrator

John Tanner AM 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 to 1997 following amalgamations.

He is well regarded for his expertise in

community engagement, management,

governance, and strategic planning.

M

0409 417 849

E

johnt@brimbank.vic.gov.au

Paul Younis

CEO

Paul Younis was appointed Chief Executive

Officer of Brimbank City Council in 2015.

He has over 20 years of experience in a range

of senior management positions within local

government and the private sector.

Paul commenced with the City of Brimbank

in 2010 as Director Infrastructure and

Environment. During this time Paul was

seconded for six months as Acting Chief

Executive Officer of Buloke Shire Council in

Western Victoria. Prior to joining Brimbank,

Paul was Chief Executive Officer of Corangamite

Shire Council, where he also held the position

of Director Infrastructure and Development.

Along with experience in the water sector,

Paul has also worked at consulting engineering

companies based in Frankston and Mornington.

02

Stephen Sully

Executive Officer

Positioning Brimbank

Stephen Sully, previously General Manager

City Development, was appointed Executive

Officer Strategic Positioning in September

2012. In this role Stephen works with the Chief

Executive Officer 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.

Neil Whiteside

Director Infrastructure

and Environment

Neil Whiteside has worked in Local Government

for over 15 years in various management roles.

In October 2015 Neil was appointed to

the position of Director Infrastructure and

Environment. He previously held the position

of Director Community Wellbeing from June

2012, and prior to that held the position of

Group Manager Operations at Council from

January 2008. Prior to joining Brimbank,

Neil held several management positions at

Whittlesea City Council.

Helen Morrissey

Director Corporate and

Community Relations

With over 30 years’ experience in Local

Government Helen joined Brimbank in

November 2010. Previously Helen was the

General Manager of Corporate Services at

Maribyrnong City Council. Prior to that, she

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 efficient

effective services while improving Council’s

relation with the community.

Kath Brackett

Director Community Wellbeing

Kath is an experienced senior manager

who has worked in a variety of roles in

Local Government for the past 20 years.

Prior to that she worked in the not-for

profit and peak NGO sectors. She is also an

experienced non-executive Board director.

Kath has a strong commitment to social

justice and a passion for local democracy

and engaging local communities.

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.

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As at 30 June 2016, Council employed 1321 people (827 full-time equivalent), which is a slight decrease from 2014-2015.

Workforce turnover overall increased slightly to 11.92 per cent, a 1.92 percentage point increase on 2014-2015. Headcount reduced by 47 for the year,

with full-time equivalent (FTE) figures reducing by 27 overall. The average age of Council’s workforce is 45.5 years. Seventeen 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.

John MacDonagh

Paul Younis

Kath Brackett

Neil Whiteside

Helen Morrissey

Ashley Fleming

Christine McAllister

Lillian Santoro-Woolmer

Leanne Deans

Ashley Hansen

Kristen Gilbert

Stephen Sully

Adrian Ashford

Adrian Gray

Matthew Aquilina

Tom Razmovski

Helen Lawless

Jacqueline Vanderholt

Melanie Fleer

Vacant

Rebecca Solomon

Shane Marr

Trent Prince

Dominic Di Martino

John Petroro

Paul Tate

Ollie Kovaljev

Employees by division and employment status

Division

Status

Female

Male

Total

CEO & Councillors

Full-Time

1

1

2

Part-Time

0

1

1

Casual

0

0

0

Corporate &

Community Relations

Full-Time

53

25

78

Part-Time

22

1

23

Casual

2

2

4

Infrastructure

& Environment

Full-Time

22

245

267

Part-Time

16

6

22

Casual

0

0

0

City Development

Full-Time

28

35

63

Part-Time

52

66

118

Casual

13

17

30

Community Wellbeing

Full-Time

103

40

143

Part-Time

310

73

383

Casual

136

51

187

Brimbank total

758

563

1,321

Stuart Menzies

Age

Group

Female Male Total 2016

< 21

22

18

40

21 - 25

47

56

103

26 - 30

51

35

86

31 - 35

73

43

116

36 - 40

69

62

131

41 - 45

92

48

140

46 - 50

116 62

178

51 - 55

99

55

154

56 - 60

93

55

148

61 >

96 129

225

Status

2015-2016

Casual

221

Full-Time

553

Part-Time

547

Total

1,321

Council Staff

Age groups

Brimbank total employment status

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Preventing men’s violence

against women

In 2015-2016, Council actively worked to advance

gender equity and prevent violence against

women in the community by implementing the

, 2015-2019.

Achievements:

Hosted the Brimbank Leadership Alumni

forum to raise community awareness about

preventing violence against women.

Hosted the International Women’s Day

forum to celebrate the achievement of

Brimbank women and raise awareness

about preventing violence against women.

Implemented the Brimbank Stepping Stone

micro-enterprise program in partnership

with Brotherhood of St Lawrence to build

the capacity of refugee and disadvantaged

migrant women in running a business.

Implemented the Brimbank Leadership

Program that aimed to provide an

opportunity for community members to

build and strengthen their capacity in

community leadership and participation.

Implemented the African Women Leadership

Program that aimed to build capacity of

participants in engaging with Council and to

be actively involved in community activities.

Encouraged female community members to

plan local activities during the neighbourhood

day. Eleven women applied for the Neighbour

Day Grants and hosted successful events at

their respective local areas.

Encouraged women to become members of

the Brimbank Safety Working Group (SWG) in

order to contribute to understanding of local

safety issues and develop actions to improve

safety perceptions.

Partnered with Latrobe University,

cohealth, Maribyrnong City Council, Hobsons

Bay City Council and Moonee Valley City

Council to implement the

project to build capacity of

people with intellectual disability around

respectful relationships.

Partnered with Sports Community Inc. to

organise a forum to explore how traditional

male dominated sport clubs and associations

could increase women participation in sports.

Partnered with Kangna Indian Women’s

Network to run Creating Happy Healthy Family

Relationships workshops at both Cairnlea and

Sydenham neighbourhood houses.

Implemented the

project that aims to use art

to raise awareness and initiate discussion

about preventing family violence and

providing information regarding support

services.

Supported the implementation of the

project aimed to increase

knowledge of sexual health and healthy

relationships to young people with disability.

Supported secondary school students in

Brimbank to understand the underlying

causes of gender-based violence and how

to contribute to the prevention of violence

against women.

In partnership with cohealth, implemented

the

parenting program to

increase the capacity of first-time parents

to build equal and respectful relationships

in response to the lifestyle and relationship

changes that follow the birth of a child.

In partnership with Playgroup Victoria,

implemented the CALD playgroup leader

training program aimed to empower

women to successfully run a playgroup.

Worked towards regional planning for

increasing female participation in sport in

partnership with Women’s Health West,

Victoria University, Melton, Wyndham,

Maribyrnong, Moonee Valley and Hobsons

Bay councils.

Updated the library membership procedures

to allow customers who identify as

transgender to identify as such in the

library’s membership database.

Distributed over 2000 men’s and

women’s Family Violence Help Cards

at community events.

Worked with partners to conduct initiatives

to raise awareness about violence against

women during the White Ribbon Day and the

16 days of activism against gender violence.

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

Status

Gender

CEO &

Councillors

City

Development

Community

Wellbeing

Corporate &

Community

Relations

Infrastructure

& Environment Total

Casual

Female

0

3

17

0

0

20

Male

0

3

6

1

0

11

Full-Time

Female

1

28

101

52

21

202

Male

1

35

40

25

245

345

Part-Time

Female

0

12

166

15

10

204

Male

1

13

26

1

4

45

Total

3

94

356

95

280

827

Note:

Casuals recorded as .04 of FTE. Council has 231 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

32

23

55

Band 2

31

10

41

Band 3

27

10

37

Band 4

63

69

132

Band 5

95

125

219

Band 6

71

62

133

Band 7

51

49

100

Band 8

43

37

79

Other

14

17

30

Total

426

401

827

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 receive formal

classroom training on EO. For both platforms,

employees are required to complete an

assessment in addition to signing a statement

of attestation. Brimbank has benchmarked

that employees are required to receive EO

training every two-three years. Online training

was launched to existing staff with PC access

in March 2014; field-based staff was trained

in July 2014; formal training is scheduled for

early 2017.

Council promotes equity and diversity outcomes

to ensure an inclusive workplace culture and EO,

and recognises the importance of equity and

diversity and optimises 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.

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• Emotional Intelligence

• Business Writing Skills

• Diversity @ Work

• Team Management Profiling

• Aggression & Negotiation Skills

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 three-step Brimbank Induction Program.

This includes the commencement kit

provided with the letter of offer, the first

day departmental induction checklist

and attendance to Brimbank’s formal

corporate induction.

As part of the on boarding process, new

employees were 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 bi-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 Leadership 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 has undergone

a realignment to adhere to new government

standards and will recommence in the first

quarter of 2017, specifically targeted at

coordinators within the organisation.

Key performance indicators and workers’ compensation

Year

Lost time

injuries

WorkCover

claims

Days lost due to

workplace injuries

2015-2016

15

27

1,443

2014-2015

21

34

986

2013-2014

24

37

973

2012-2013

18

30

1,568

2011-2012

31

46

1,346

2010-2011

21

34

1,302

2009-2010

28

53

1,481

2008-2009

25

36

1,942

Days lost by division

City Development

243 days

Community Wellbeing

289 days

Infrastructure & Environment

911 days

Corporate & Community Relations

0 days

Total days lost

1,443 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, Code of

Conduct and TRIM – Council’s Information

Management system.

A total of 52 corporate training calendar

courses were coordinated in 2015-2016 with

127 sessions and a total of 1548 participants.

Learning programs offered took

into consideration departmental,

interpersonal and organisational needs

to help employees meet Council’s objectives.

Some of the key programs included:

• Front Line Adaptive Communication

• Presentation Skills – Return of Councillors

• Microsoft Suite (Word, Excel, PowerPoint)

• Communicating with Others

• Corporate Induction

• Equal Opportunity

• Fraud Corruption & Awareness

• Code of Conduct

• iPad For Business

• Project Management

• Contract Management

• Effective Time Management

• Occupational Health and Safety (OHS)

The total number of days lost is made up of the following:

• New claims in the reporting period 2015-2016

• Days lost to existing claims

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.

Occupational Health and Safety (OHS)

Council is committed to a positive and safe

work culture and the 2016 year has seen

significant changes in the OHS function.

The team continues to strive for continuous

improvement with a focus on several

areas which include the OHS Management

System (OHSMS), training, governance

and strategic planning.

In November 2015, a three-year strategic

OHS plan was drafted to set out Council’s long

term objectives for safety and wellbeing. The

strategic direction for OHS was organised to

deliver safe, precise, predictable outcomes that

our stakeholders and the community demand.

The plan is organised around the seven key

principles that provide the foundation for

bSafe, namely Leadership, Accountability,

Hazard Management, Safe Systems of Work,

Knowledge & Communication, Health &

Well Being and Monitoring & Review. These

principles were translated into our prime

strategic objectives supporting Council’s

safety, health and wellbeing vision.

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• 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 financial year

• An Annual Report in respect

of each financial year.

The following diagram shows the relationships

between the key planning and reporting

documents that make up the planning and

accountability framework for Local Government.

It also shows that there are opportunities for

community and stakeholder input and feedback

at each stage of the planning and reporting cycle.

Brimbank’s integrated planning framework

ensures that strategic and financial resources

are aligned in order to deliver the Council Plan.

Engaging with and consulting the community

is a vital element of this process.

Brimbank Community Plan

The

(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 a 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.

The Community Plan was first endorsed by

Council in 2009. The Community Plan is Council’s

primary planning document and all other Council

plans and activities relate to this document.

Council Budget

The Annual Budget documents the financial

resources required to implement the key

activities identified in the Council Plan that

will be undertaken in order to achieve Council’s

strategic objectives.

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.

Council Plan

The Council Plan is one of Brimbank’s primary

strategic documents. It is directly aligned to

the Community Plan and provides a four-year

medium-term outlook while the Community

Plan contains the long-term aspirations of

the community. The Council Plan informs the

development of Council’s Annual Plan and Budget.

The

(updated 2015)

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 financial year in order to

achieve these directions, as well as measures to

monitor performance in delivering services to

the community and fulfill Council’s commitment

to ongoing improvement.

It is the 2015-2016 performance that is

reported in this Annual Report.

The

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

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

operations

• Financial

statements

• Performance

statement

Strategic resource plan

• Financial statements

• Statements of

non-financial resources

Budget

• Services and initiatives

• Service outcome indicators

• Major initiatives

• Financial statements

Jan – Jun

Feb – Jun

Mar – Jun

Jul – Sep

03

34

| Dynamic Centre of the West

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 financial 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

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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

04

Sustainable

environments

06

Organisational

effectiveness

05

Industry and

economic development

and strategic sites

01

Council and the

community working

together

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

02

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

03

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 five

town centres and its many smaller urban villages across the municipality, as a network of safe, attractive, vibrant, livable 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

• Ensuring 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 to achieve its economic, social or environmental objectives.

• Promoting and advocating for 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.

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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.

41

The number of people trained as leaders and

participating in projects was lower than in 2014/15.

Governing responsibly and community advocacy

Resident perception of Council performance

on lobbying on the behalf of the community.

57

This is three points higher than 2014/15

and four points higher than the state average.

Resident perception that Council is generally

heading in the right direction.

61

This is four points higher than 2014/15

and 10 points higher than the state average.

Keeping the community informed and involved

Resident perception of Council performance

on community consultation and engagement.

54

This is four points lower than 2014/15

and equal to the state average.

Resident perception of Council performance

on informing the community.

58

This is three points lower than 2014/15

and the same as the state average.

Working in partnership

Number of meetings with the Sunshine, Sydenham

and St Albans Town Centre Partnership Groups.

7

There have been seven meetings with the Sunshine

and St Albans Town Centre Partnership Groups.

Council resolved to dissolve Sydenham Partnership Group.

Responsible financial management

Debt servicing ratio.

1.15%

Target achieved.

Adjusted Working Capital Ratio.

197.54%

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 2015-2016 year has been reported against each strategic objective

to demonstrate how Council is performing in achieving the

.

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.

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.

Council delivered 19 Community Governance Training

sessions in 2015/16, with 400 participants in total.

The following statement reviews the progress of Council in relation to major initiatives identified in the 2015-2016 Budget for the year.

Service

Description

Net Cost Actual

Budget

Favourable /

(Unfavourable) $000

Governance

Responsible for:

• Providing support for the Council operations, both statutory and ceremonial

• Providing administration and meeting support such as agendas and minutes

• Enforcing legislation compliance

• Managing and investigating complaints relating to statutory breaches

• Coordinating proposals for place and street name changes

• Providing some forms of risk management and legal advice

• Overseeing internal risk and control regime

• Conducting internal fraud and risk management audits in accordance with annual plan

• Managing insurance premiums and claims

• Undertaking business continuity planning and reviews.

5,037 5,339 302

Community

Information

Responsible for:

• Undertaking media liaison

• Producing Council’s corporate publications including writing, editing and graphic design

• Developing, coordinating, and advising on Council’s communication and consultation

strategies and direction

• Managing and updating Council’s website and social media

• Coordinating advertising

• Speech writing

• Keeping the community informed, and promoting Brimbank.

2,498 2,307 (191)

Financial

Services

Responsible for:

• Providing a fully integrated financial service across Council

• Preparing annual financial statements and other statutory returns

• Supporting service units with financial analysis of their business to help support decisions

• Paying suppliers

• Monitoring Council’s cash and investments to maximise interest earnings

• Ensuring compliance with legislation, industry awards and accounting standards.

2,541 2,497 (44)

Procurement

and Tendering

Responsible for:

• Providing a centralised tendering coordination function

• Providing centralised management of the procurement policy and procedures

• Providing training and system administration for Council’s procurement systems/software

• Assisting with procurement matters across all service units

• Managing Council’s procurement procedures and processes

• Providing governance around procurement and tendering processes.

1,189 1,553 364

Revenue and Process

Management

Responsible for:

• Valuing all properties within the municipality

• Raising, and collecting, annual rates and charges

• Managing Council’s policies and procedures system.

2,309 2,311 2

Customer Relations

A professional customer focused service through call centres and front desks

(face-to-face interactions).

Responsible for:

• Following up on customer requests

• Providing statistical information to the organisation

• Undertaking call backs to residents who have received a direct service.

3,779 3,894 115

The following statement provides information in relation to the services funded in the 2015-2016 Budget and the persons or sections

of the community who are providing the service.

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Service / indicator / measure

Results

Material variations

2015

2016

Governance

[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%

0.34%

No material variations

[Community satisfaction rating out of 100 with how Council

has performed on community consultation and engagement]

58

54

No material variations

[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%

93.65%

No material variations

[Direct cost of the governance service/number of Councillors

elected at the last Council general election]

$161,679.00 $172,219.55

This indicator was clarified

for the 2015/2016 year to

include all costs related to the

recruitment and performance

of the Chief Executive

Officer. In accordance with

best practice, independent

consultants were engaged

to support the council in

these processes. A new

Chief Executive Officer was

recruited in September and

commenced in October 2015.

[Community satisfaction rating out of 100 with how Council has

performed in making decisions in the interest of the community]

55

57

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.

56

This is three points below 2014/15 and three points below target.

Celebrating our history, creativity and diversity

Resident perception about Council performance

on community and cultural activities.

67

Target achieved and two points above 2014/15.

Creating a community of lifelong learners

Resident perception about Council

performance on art centres and libraries.

68

This is one point below 2014/15 and one point below target.

Building economically sustainable communities

Resident perception about Council performance

on business and community development and tourism.

57

This is two points below 2014/15 and on target.

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

Develop a new Brimbank Community and

Civic Centre in Sunshine including a new library.

The Brimbank Community and Civic Centre and Library

construction has proceeded and the new facility will

open to the community in July 2016.

Start construction of the St Albans Community Centre.

The St Albans Community Centre is scheduled for

completion in late 2016.

Conduct Community Leadership Training.

Forty one people were provided community

leadership training.

The following statement reviews the progress of Council in relation to major initiatives identified in the 2015-2016 budget for the year.

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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

• Developing and delivering arts short courses, exhibition programs and artists’ studios to

support creativity in Brimbank

• Maintaining and expanding the indoor art collection and public art to increase vibrancy in local

areas and public spaces

• Facilitating festivals and events that increase celebrations of Council’s diversity and heritage.

Community Development

• Supporting community development through leadership programs and grants

• Facilitating volunteer opportunities

• Managing and assisting with strategic planning and promotion of the neighbourhood houses in

Cairnlea, Delahey, Sydenham, West Sunshine and St Albans.

Community Planning

Supporting 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

Supporting the development of a socially just and healthy community through the

implementation of a Social Justice Charter, Social Justice Coalition and policy development

such as language services, housing, gambling, family violence, etc.

6,819 7,797 978

Community

Care

Key service areas to support community wellbeing include:

Ageing and Inclusion

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

social and emotional wellbeing of its clients, including:

• Home care – which includes personal, home care, property maintenance / garden care,

planned activity groups, respite care and delivered meals

• Community transport – seniors’ support which includes the implementation

of the community register and volunteer coordination.

Families and Early Years

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

• 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 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.

11,944 12,708 764

Service

Description

Net Cost Actual

Budget

Favourable /

(Unfavourable) $000

Library

Services

Libraries and learning includes:

• Providing programs and opportunities that support a reading culture including early years

learning, school years, skills for employment, digital literacy, social connectedness and English

literacy skills

• Providing access to quality collections, computers and the internet

• Providing a quiet place for study and recreation

• Offering information and assistance through library staff

• Offering access to online resources, services and programs via the library website.

7,200 7,331 131

Leisure

Services

Leisure Services is responsible for four key areas:

Sport and Recreation

• Managing seasonal and casual allocation of grounds, and actively works

with clubs and community members

• Supporting clubs through training and other capacity building programs.

Community Facilities

• Managing administration requirements, including bookings of community facilities,

and supporting the groups using those facilities

• Planning and delivering community infrastructure required to strengthen local communities

(for example community hubs, and sporting and recreation facilities).

Leisure Planning & Policy

• Undertaking research and consultation to plan for the development of sport and recreation

projects throughout the municipality

• Providing information on needs, and recommending priorities for future capital works.

Leisure Facilities

Managing Council’s four leisure facilities, including:

1. Keilor Basketball and Netball Stadium

2. St Albans Leisure Centre

3. Sunshine Leisure Centre

4. Keilor Golf Course

Leisure Centres

Council has four leisure facilities:

1. The Keilor Basketball and Netball Stadium

2. Keilor 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.

4,735 5,059 324

The following statement provides information in relation to the services funded in the 2015-2016 Budget and the persons or sections

of the community who are providing the service.

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Service / indicator / measure

Result

Material variations

2015

2016

Aquatic Facilities

[Number of authorised officer inspections of Council

aquatic facilities/number of Council aquatic facilities]

4.00

4.00

No material variations

[Number of WorkSafe reportable aquatic facility safety incidents]

0

0

No material variations

[Direct cost of indoor aquatic facilities less income

received/number of visits to indoor aquatic facilities]

$4.83

$3.86

No material variations

[Number of visits to aquatic facilities/ municipal population]

2.78

2.85

No material variations

Home and Community Care

[Number of days between the referral of a new client

and commencement of HACC service/number of new

clients who have received a HACC service]

NA

13.57 days

No material variations

[Community satisfaction rating out of 100 with how Council

has performed on community consultation and engagement]

100.00%

100.00%

No material variations

[Cost of the domestic care service/hours

of domestic care service delivered]

[Cost of the personal care service/hours

of personal care service delivered]

[Cost of the respite care service/hours

of respite care service delivered]

NA

NA

NA

$56.08

$56.08

$56.08

No material variations

No material variations

No material variations

[Number of people that received a HACC service/municipal

target population for HACC services] x100

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

target population in relation to CALD people for HACC services] x100

5.87%*

5.33%*

5.41%

4.95%

Growth in target population

has increased at a higher rate

than services provided.

Growth in target population

has increased at a higher rate

than services provided.

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

2015

2016

Libraries

[Number of library collection item loans / number

of library collection items]

4.96

5.59

This year there was a change

in the measurement of library

collection usage to include the

loan of electronic resources

and this has had an effect on

the year end result.

[Number of library collection items purchased in the last

5 years/number of library collection items] x100

73.60%

69.43%

No material variations

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

$5.91

$6.39

No material variations

[Number of active library members/municipal population] x100

16.54%

14.07%

No material variations

Maternal and Child Health (MCH)

[Number of first MCH home visits/number

of birth notifications received] x100

100.30%

107.06%

No material variations

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

notifications received)/number of birth notifications received] x100

94.20%

100.00%

No material variations

[Cost of the MCH service/hours worked by MCH nurses]

NA

$83.69

No material variations

[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%

72.90%

No material variations

[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%

53.76%

The level of participation

in Key Age Stage visits has

decreased during the period.

* This data has been incorrectly reported in the accompanying Performance Statement as follows: Participation in HACC Service - reported as 12.81%. Participation in HACC

Service by CALD people - reported as 12.20%. Actual results as above. Error was identified post Performance Statement audit.

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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.

54

This is two points higher than 2014/15 and one point below target.

Resident perception of Council performance

on the appearance of public areas.

61

This is one point below 2014/15 and two points above target.

Providing a range of places for people to play,

relax and meet

Resident perception of Council’s performance

on recreational facilities.

63

This is three points below 2014/15 and two points below target.

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.

The road rehabilitation and upgrade was delivered to a 93%

completion rate within the 2015/16 capital works program.

Completion is expected by August 2016.

The following statement reviews the progress of Council in relation to major initiatives identified in the 2015-2016 budget for the year.

Service

Description

Net Cost Actual

Budget

Favourable /

(Unfavourable) $000

Engineering

Services

The Engineering Services Department is responsible for the following services:

Asset Management

• Developing and implementing Road Asset Management Plan

• Developing and implementing Stormwater Asset Management Plan

• Footpath maintenance program and inspections

• Construction management of capital works footpath and kerb.

Strategic Engineering

• Coordinating capital works planning and delivery

• Pavement management system coordination

• Transport planning

• Strategic capital planning

• Traffic management

• Infrastructure development

• Subdivision approvals

• Project services.

8,144 8,088 (56)

Service

Description

Net Cost Actual

Budget

Favourable /

(Unfavourable) $000

Environment

Responsible for:

• Ensuring Brimbank’s environment has a strategic direction, and is responsive

to changing needs while focusing on long-term sustainability

• Providing leadership, education, coordination and project management

• Engaging the community in the conservation, management and restoration

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

2,748 2,572 (176)

Operations

Operations centre management and administration oversee the following services:

Building Maintenance

• Delivers programmed and response maintenance and minor upgrades of municipal

buildings, toilets and facilities throughout the municipality, including mechanical

equipment and pest control

• Undertakes programmed and response maintenance of playgrounds, street furniture,

flags and banners, park furniture and fencing

• Graffiti removal

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

Fleet Services

Manages services and maintains Council’s entire fleet, including leased and Council-owned

vehicles, plant and equipment.

Parks Services

Maintains parks, street trees, sportsgrounds, streetscapes, grounds of Council-owned

facilities and the Keilor Golf Course.

Roads and Cleansing

Maintains Council’s road and drainage network and associated infrastructure in accordance

with Council’s Road Asset Management Plan. Responsible for the overall cleanliness and safety

of Council land.

Waste Services

Manages kerbside refuse, recycling and green waste collections, Council’s Detox

Your Home Facility and annual hard waste collections.

61,643 62,877 1,234

Urban

Design

Responsible for:

• Improving the appearance of the municipality through the delivery of capital works projects,

design advice, development facilitation and policy creation

• Advocating for good design outcomes with private developers, government departments

and other areas within Council, and by lobbying for State Government and other funding.

1,573 2,127 554

Asset

Services

Provides a range of assets, geographical (GIS) and demographic information asset management

services that support both strategic and operational decision-making to improve evidence-based

planning and operational performance across the organisation.

1,267 1,427 160

Building

Services

Responsible for:

• Administering and enforcing the

and

• Issuing and inspecting building permits for new work.

1,519 1,273 246

Property

Services

Responsible for:

• Providing strategic advice on Council’s property portfolio

• Managing the Facilities Asset Management Plan

• Developing lease documentation and managing lease negotiations

• Managing the capital works program.

2,238 2,267 29

The following statement provides information in relation to the services funded in the 2015-2016 budget and the persons or sections

of the community who are providing the service.

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Service / indicator / measure

Result

Material variations

2015

2016

Roads

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

x100

56.29

42.62

Council has revised its

interpretation of ‘local road’ to

include collector and arterial

roads where we are the

responsible road authority.

This amendment has resulted

in larger than expected

change for this measure.

[Number of kilometres of sealed local roads below the renewal

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

89.63%

81.91%

No material variations

[Direct cost of sealed local road reconstruction/square metres

of sealed local roads reconstructed]

$206.04

$85.83

A review of the road

components relevant to

calculating the cost for this

service measure indicates the

cost of those components

should not be included. Based

on this revised methodology

for calculating relevant costs,

the 2015 results should have

been $94.66. The lower cost

result for 2016 is indicative

of more competitive market

conditions in the road

construction industry.

[Direct cost of sealed local road resealing/square

metres of sealed local roads resealed]

$28.91

$25.29

Brimbank City Council

undertakes all road resealing

works via contracts, which

are awarded following a

competitive public tender

process. The lower cost

result for 2016 is indicative

of more competitive market

conditions in the road

construction industry.

[Community satisfaction rating out of 100 with how Council

has performed on the condition of sealed local roads]

60.00

58.00

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

2015

2016

Waste Collection

[Number of kerbside garbage and recycling bin collection

requests/number of kerbside bin collection households] x1000

239.86

202.62

There was a significant

reduction in requests for

the service this financial

year. In the previous year

industrial action resulted in a

higher than usual number of

requests.

Quality

[Number of kerbside garbage and recycling collection bins missed

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

x10,000

12.16

10.62

No material variations

[Direct cost of the kerbside garbage bin collection

service/number of kerbside garbage collection bins]

$104.18

$106.17

No material variations

[Direct cost of the kerbside recyclables bin collection

service/number of kerbside recyclables collection bins]

$29.05

$11.54

There was a significant

reduction in cost for the

service this financial year due

to an increase in the rebate

for recyclable material

provided by our processing

contractor.

[Weight of recyclables and green organics collected from kerbside

bins/weight of garbage, recyclables and green organics collected

from kerbside bins] x100

37.98%

38.80%

No material variations

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Strategic Objective 4:

Sustainable environments

Strategic indicator / measure

Result

Comments

Reducing the city’s ecological footprint

Reduction in Greenhouse Gas Emissions from Council operations.

7%

At 7% below 2011 baseline figure and trending in a positive

direction.

Protecting and enhancing our natural environment

Resident perception of Council performance

on environmental sustainability.

57

This is four points lower than 2014/15 and seven points

below target.

Fostering sustainable urban development

Resident perception of Council performance

on planning and population growth in the area.

55

This is two points lower than 2014/15 and three points

below target.

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.

Sunshine Town Centre Structure Plan and the Keilor Village

Vision are complete. The St Albans Structure Plan is awaiting

Council consideration.

The following statement reviews the progress of Council in relation to major initiatives identified in the 2015-2016 budget for the year.

Service

Description

Net Cost Actual

Budget

Favourable /

(Unfavourable) $000

City

Planning

Responsible for:

• Providing statutory planning services to Council, the community and the development industry

• Administering the Brimbank Planning Scheme

• Assessing planning permit applications for land use, development and subdivision

• Representing Council at the Victorian Civil and Administrative Tribunal

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

44 970 926

City

Compliance

Responsible for:

• Education and enforcement of relevant legislation, local laws and Council policies

including public health, animal management and littering

• Regulating and controlling activities that may be unsafe, a nuisance or detrimental

to the peace and quality of life.

Local Laws

• Enforcing parking regulations under State Laws (Victorian Road Rules)

• Ensuring Council’s local laws are complied with

• Promoting responsible pet ownership

• 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

requirements including the sale of cigarette to minors

• Providing a needle disposal program and providing advice about handling sharps.

2,672 2,979 307

The following statement provides information in relation to the services funded in the 2015-2016 budget and the persons or sections

of the community who are provided the service.

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Service / indicator / measure

Result

Material variations

2015

2016

Statutory Planning

[The median number of days between receipt of a planning

application and a decision on the application]

92.00

112.00

Throughout 2015/2016,

Brimbank City Council

has experienced an

increase in the complexity

of planning permit

applications, and

implemented changes

with the introduction of a

significant digitisation process.

[Number of planning application decisions made within 60

days/number of planning application decisions made] x100

65.00%

55.00%

Throughout 2015/2016,

Brimbank City Council

has experienced an

increase in the complexity

of planning permit

applications, and

implemented changes with the

introduction of a significant

digitisation process.

[Direct cost of the statutory planning service/number

of planning applications received]

$1,868.98

$2,133.94

The increasing number

and complexity of applications

has increased some costs

related to expert advice and

legal review.

[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%

80.95%

No material variations

Service / indicator / measure

Result

Material variations

2015

2016

Animal Management

[Number of days between receipt and first response action for all

animal management requests/number of animal management requests]

NA

1.21

No material variations

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

34.39%

33.53%

No material variations

[Direct cost of the animal management

service/number of registered animals]

$55.29

$58.80

The increase in the cost of

animal management services

is primarily due to increased

costs by the external

provider for impounding

and rehousing services.

[Number of successful animal management prosecutions]

6.00

7.00

No material variations

Food Safety

[Number of days between receipt and first response

action for all food complaints/number of food complaints]

NA

1.40

No material variations

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

that receive an annual food safety assessment in accordance with

the

/number of registered class 1 food premises and

class 2 food premises that require an annual food safety assessment

in accordance with the

] x100

100.00%

100.00%

No material variations

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

registered or notified in accordance with the

]

$1,131.51

$257.20

The improvement in 2015-

2016 is based on an accurate

calculation of costs related

to food safety (registration,

inspection, product recalls,

public information and the

like) and excluding other

environmental health service

costs unrelated to food safety.

[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%

100.00%

No material variations

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

of material variations.

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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.

6,611 hits Website hits related to ‘invest’ and related to strategic sites.

Increasing local employment, business,

office and economic development

Resident perception of Council performance on

business and community development and tourism.

57

This is on target but two points lower than 2014/15.

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.

16

There were 16 facilitation meetings with proponents for

major industrial, commercial or residential development

projects on strategic sites.

Strategic indicator / measure

Result

Comments

Developing our people

Separation of low tenure (less than one year)

employees as a percentage of total hires.

24.11%

Target achieved.

Review and improve Council’s organisational

capabilities within a best practice framework

Resident perception of Council performance

in relation to customer service.

73

This is on target and remains the same as 2014/15.

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.

Council has maintained its membership with the Western

Melbourne Tourism (WMT), and digital subscription with

Destination Melbourne. Council has promoted Overnewton

Castle, St Albans Lunar Festival, Alice’s Playspace and the

Keilor Hotel, through social media and “Westside Stories”.

Council also distributed over 100 ‘Experience Brimbank’

brochures to key stakeholders.

Major initiatives

Progress

Extend quarterly reporting on adherence

to Customer Service Standards.

Ongoing

The following statement reviews the progress of Council in relation to major initiatives identified in the 2015-2016 budget for the year.

The following statement reviews the progress of Council in relation to major initiatives identified in the 2015-2016 budget for the year.

Service

Description

Net Cost Actual

Budget

Favourable/

(Unfavourable) $000

City

Strategy

Responsible for:

• Preparing and implementing long-term land use planning strategies,

including the Municipal Strategic Statement

• Preparing planning scheme amendments and reviewing 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

• Planning and redevelopment of ‘strategic sites’

(sites with complex environmental and infrastructure issues).

2,082 2,213 130

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 and organisational statistics

• Commencing the business transformation project.

4,707 5,482 775

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.

5,110 5,101 (9)

The following statement provides information in relation to the services funded in the 2015-2016 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 2015-2016 budget and the persons or sections

of the community who are provided the service.

Brimbank City Council

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Brimbank City Council derives its

power, role, purpose and functions

from the

.

Governance framework

Brimbank City Council’s Governance Framework

provides for the achievement of best practice

governance, as well as ensuring compliance

with the

.

Governance at Brimbank is defined 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 its

community in this process.

Council meetings

Council makes its decisions at meetings that are

open to the public.

At

Ordinary Council Meetings

, Council

considered a range of matters, and aimed to make

decisions in relation to Council’s responsibilities

in the best interests of the community.

On 15 December 2015, the schedule for 2016

Ordinary Council Meetings for the first quarter

of 2016, comprising twice monthly meetings,

was adopted. The first meeting was held on

the second Tuesday of the month, at the Keilor

Municipal Offices. The second meeting was

held on the fourth Tuesday of the month, at the

Sunshine Municipal Offices.

On 8 March 2016, following a review of the

governance structure, Council resolved to

change to a monthly meeting cycle. This change

was in order to provide sufficient time and

opportunity for incoming Councillors, who are

often in full or part-time employment as well as

representing Council on a number of external

committees, to be provided with relevant

information to assist their decision-making.

Special Council Meetings

are convened for a

specific purpose. Only matters advertised and

listed on the agenda for the meeting may be

dealt with (except via resolution).

Council conducted two Special Council Meetings

in 2015/2016. The first was to consider and

adopt a new Councillor Code of Conduct, in

accordance with new provisions of the

. The second Special

Council Meeting was called to authorise use

of Council’s seal in executing an agreement

for the Local Government Funding Vehicle,

in accordance with the

.

Council agenda

The business to be considered by the Council

is set out in the Council Meeting agenda. The

agenda was available on Council’s website

five days prior to a Council Meeting. Hard copy

agendas were available in Chamber on the night

of the Council Meeting, and at the Keilor, Sunshine

and Sydenham Customer Service Centres,

and at libraries, on the day before the meeting.

Council minutes

Council records the decisions made at each

Council Meeting. Minutes of recent meetings

were available at Council offices and on Council’s

website for all meetings held during the current

calendar year (and preceding 12 month period)

as required by the

Regulation 12 (b).

Questions to Council

Community members had the opportunity to

raise questions in writing before an Ordinary

Council Meeting, which were then answered at

the meeting, or taken on notice with a written

response to be sent to the questioner.

Members of the public were also able to petition

Council, in accordance with the

.

In 2015-2016, a total of six petitions were

presented to the Council for receiving and

response, and 34 questions were put to

the Council and answered at the meeting

or responded to in writing.

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 were

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

2015-2016 was $15,690.72.

Councillor Code of Conduct

The

(the Act) sets

out standards of conduct for Councillors, and

specific arrangements to deal with misconduct.

Section 76C of the Act requires a council to

have a Code of Conduct for Councillors.

Under Section 75B of the Act, a council must

adopt a reimbursement policy for Councillors.

Section 75C of the Act requires a Council to

make available prescribed minimum resources

for Councillors to carry out their duties.

The

, passed in September

2015, resulted in a significant number of

changes to the Councillor conduct provisions of

the Act, and subsequently, the Code.

The Act now requires a person elected to be a

Councillor to make a written declaration they

will abide by a Code, within three months of

being declared elected and within one month of

any amendments to a Code being approved. A

Code must also be reviewed and adopted within

four months of a municipal general election,

at a Special Council Meeting. The other key

requirement introduced for a Code, is for it to

include an internal resolution procedure for

addressing alleged contraventions of a Code,

including allowing for the appointment of an

independent arbiter.

The majority of the new conduct provisions

of the Act came into effect on 1 March 2016.

Councils were required to review their Codes

and make any changes at a Special Council

Meeting called solely for that purpose,

by 4 July 2016.

Consultation

The final draft Code was proposed to be made

a Major Policy under the

. This triggers

a community consultation process prior to

the making of, amendment or revocation

of the Code.

The draft Code was released for community

consultation in July 2015, for a period of 28

days, with written submissions invited. At the

end of the submissions period, no submissions

or comment had been received.

Structure of the Code

The aim of the Code was to provide Councillors

with a centralised document covering all

aspects of conduct and support relating to their

role. The Code is structured into two parts:

Part One: Conduct -

includes:

• The

Commitment, Values and Principles

to be demonstrated by Councillors

• The

Roles and Relationships

of

Councillors and Council officers

• How Councillors will

Conduct

themselves

• Protocols for

Civic Representation

including with media, social media and events

•

Internal Resolution Procedure

for an alleged breach of the Code.

Part Two: Support -

includes:

• The

Resources Support

available to a

Councillor to conduct their duties

• The support to be provided for

Professional

Development and Civic Representation

• The

Legal and Insurance

coverage available

•

Reimbursement of Expenses

and Exclusions

• The requirements for public

reporting

of support expenses.

04

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Attendance at Council Meetings by Administrators – 1 July 2015 to 30 June 2016

Name

Ordinary Council Meetings

(19 held)

Special Meetings

(2 held)

John Watson

17

2

Jane Nathan

17

2

John Tanner AM

19

2

The Code includes a Schedule of Documents

Incorporated by Reference (relevant Council

policies and organisational policies and

protocols that relate to Councillors).

Adoption of the Code

Council, in accordance with Sections 76C, 75B

and 75C of the Act and the Local Law, adopted

the Councillor Code of Conduct as a Major Policy

at a Special Council Meeting on 19 April 2016.

The Code was signed by Administrators in

the presence of the Chief Executive Officer

on 3 May 2016, in compliance with the

requirements of the Act.

A copy of the Code was given to each

Administrator, and made available on

Council’s website.

Local laws

Brimbank had three local laws, the

, which came into effect on

1 January 2008, the

, which came

into effect on 19 June 2015, and the

which came into effect on 18 July 2014.

Local laws apply within the area of the

City of Brimbank and act as subordinate

legislation to State and Federal laws.

General Local Law 2008

Brimbank’s

was

adopted on 27 November 2007 and became

operational on 1 January 2008. 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.

The

is available

for viewing on Council’s website.

Governance (Meeting Procedure)

Local Law No. 1 2015

Brimbank’s

was gazetted on 18 June

2015, and became operational on 19 June 2015.

The primary purposes of the local law are to:

• Provide for the procedures governing

the conduct of Council Meetings and

Committee Meetings

• Set the rules of behaviour for those

participating in and attending meetings, and

• Regulate the use of Council’s common seal.

The

is available for viewing

on Council’s website.

Governance (Major Policy

Consultation) Local Law No. 3 2014

Brimbank’s

was gazetted on

17 July 2014, and became operational on 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.

The following policies were made as major

policies in 2015-2016:

• Loan Repayment Reserve for Interest

Only Debt Major Policy – 22 September 2015

• Councillor Code of Conduct Major Policy –

19 April 2016

The

is available for viewing

on Council’s website.

Council Advisory Committees

(with external representation)

Role of Committee

Nominated July 2015 -

December 2015

Administrator

Nominated January

2016 – June 2016

Administrator

Audit and Risk Management Committee

(ARMC)

Advisory Committee to Council established in accordance

with section 139(2) of the

,

to provide oversight of internal and external audit activities.

John Watson

John Watson

John Tanner AM

Community Consultative /

Reference Committee

(with external representation)

Role of committee

Nominated July 2015 -

December 2015

Administrator

Nominated January

2016 – June 2016

Administrator

Australia Day Awards

Selection Committee

Selection of Australia Day Award recipients.

John Watson

John Watson

Brimbank Arts

Advisory Committee

To oversee the operational aspects of the

Brimbank Arts Collection Policy Guidelines 2011-2015.

Jane Nathan

Jane Nathan

Brimbank Community Fund Committee

(Advisory Committee to Lord Mayor’s

Charitable Fund)

To provide guidance of the administration of the Brimbank Community Fund.

John Tanner AM

John Tanner AM

Brooklyn Industrial Precinct

Strategy Committee

To provide advice and recommendations to Council

on the amenity of Brooklyn Industrial Precinct.

Jane Nathan

Jane Nathan

Community Liaison Committee –

Former Sunshine Quarry Committee

To examine the management of environmental, amenity

and traffic issues, as well as planning for the end use of the site.

John Tanner AM

Committee ceased

24 November 2015

Errington Precinct Master Plan

Implementation (Phase 1)

Community Reference Group

To provide for community input into the implementation

of Phase 1 of the Errington Precinct Master Plan.

John Tanner AM

John Tanner AM

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

Jane Nathan

Municipal Emergency

Management Plan Committee

To ensure all agencies are involved in emergency

planning for the municipality.

John Watson

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 AM

Jane Nathan

(substitute

Council representative)

John Tanner AM

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

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

Committee ceased

24 November 2015

Brooklyn Community

Reference Group

To foster collaboration between community, industry and government,

to ensure ongoing clean air in the Brooklyn area.

Jane Nathan

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 AM

(alternate Delegate)

John Watson

(Delegate)

John Tanner AM

(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 AM

John Tanner AM

Metropolitan Transport Forum

Advocacy group for promotion of effective, efficient

and equitable transport in metropolitan Melbourne.

John Tanner AM

John Tanner AM

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

John Watson

Ballarat Rail-Line Action Committee

(BRAC)

The intent of the BRAC is to advocate for key improvements in access to

public transport for the broader region. Member councils include Brimbank

City Council, Ararat Rural City Council, Ballarat City Council, Moorabool Shire

Council and Pyrenees Shire Council.

Committee established

February 2016

John Watson

Internal Committees / External Committees

Administrator representation on Committees

Each calendar year, Administrators are nominated to represent Council on a range of 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).

In 2015-2016, the representatives/delegates to Council Committees were:

Administrator Jane Nathan had leave of absence approved for the period 8 July to 1 August 2015.

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Audit and Risk

Management Committee

Brimbank City Council’s Audit and Risk

Management Committee (ARMC) has been

in place since February 1997. It is an Advisory

Committee of the Council, appointed under

Section 139 of the

.

During 2015-2016, the purpose of the ARMC

was to oversee:

• The integrity of external financial reporting

including accounting policies

• The scope of work, objectivity, performance

and independence of both the external and

internal audit functions

• The provision of effective communication

between the external auditor, internal

auditor, management and the Council

• The establishment, effectiveness and

maintenance of controls and systems to

safeguard financial and physical resources

• The systems and processes designed to

ensure compliance with relevant laws

and regulations and consideration of best

practice guidelines

• The strategic risk management framework

• The systems and processes which protect

against fraud and irregularities including the

procedures.

Audit and Risk Management

Committee Charter

The ARMC’s Charter was adopted by Council at

its Ordinary Council Meeting on 15 March 2011,

and has been reviewed annually.

A comprehensive review of the Charter was

conducted in 2015, to identify opportunities

to align the composition elements with best

practice. On 28 April 2015, Council endorsed the

recommendations of the review for inclusion

in the Audit and Risk Management Committee

Charter as part of the annual Audit and Risk

Management Committee Charter review process.

Changes included the addition of the role

of the chair, and recruitment and selection.

A subsequent review identified further

opportunities to develop the Charter to

ensure it reflected changes to legislation,

the updated practices of audit committees

in the Local Government sector, and the

return of Councillors (in terms of membership).

The ARMC endorsed the recommended

changes to the Charter. A revised Charter

was subsequently adopted by Council on

8 September 2015.

In 2015-2016, 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 (1 July-28 August

2015), Mr Homi Burjorjee (1 July-9 December

2015), Ms Linda MacRae, Mr Ben Dunlop

(16 December 2015-30 June 2016).

Council’s representative members were

the Brimbank Chair of Panel of Administrators,

Mr John Watson, and Administrator

John Tanner AM (8 September 2015 –

30 June 2016).

Michael Beer

Independent Chair

• 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

Ben Dunlop

Independent Member

• Government, not-for-profit, corporate

• Audit, risk and financial management

• Certified practicing accountant

• Business sports management

John Watson

Chair of Panel of Administrators

• Former Executive Director

of Local Government Victoria

• Local Government

• State Government – specialising

in governance and legislation

John Tanner AM

Administrator

• Local Government

• Small business and regional development

• Community engagement, governance,

strategic planning

Name

No. of meetings

eligible to attend

No. of meetings

attended

Michael Beer (Chair)

4

4

Richard Jones

1

1

Homi Burjorjee

2

2

Linda MacRae

4

4

Ben Dunlop

2

2

Administrator John Watson

4

4

Administrator John Tanner AM

3

2

Meetings

The following ordinary meetings of the

ARMC were held during the reporting period:

Meeting No. 104

28 August 2015

Meeting No. 105

9 December 2015

Meeting No. 106

26 February 2016

Meeting No. 107

26 May 2016

The attendance record of Audit and Risk Management Committee members for 2015-2016 was:

Audits and compliance

During the reporting period, the committee

received and considered internal audit reports

on the following matters:

• Information Technology –

Security & Access Controls

• Mobile Plant Management

• Privacy Management

• Capital Works Management

The following internal audits were also

conducted during 2015-2016, but due to timing,

will be reported to the September 2016

ARMC meeting (outside of reporting period):

• Kerbside Waste Handling –

General and Recycling

• Data Analytics (accounts payable,

procurement – purchase order system) –

replaced Statutory Registers audit

following regulation changes.

The audit recommendations and management

responses were considered by the ARMC,

and were implemented, or in the process

of being implemented, over 2015-2016.

The ARMC monitored the implementation

of audit recommendations at each meeting

of the committee.

The external audit report by VAGO on the

Annual Financial Report 2014-2015 was

received and considered by the ARMC,

including the VAGO management letter and

recommendations. The ARMC approved the

draft Governance and Management Checklist

2014-2015, which was a new reporting

requirement for Council’s Annual Report.

In addition to the independent audit review,

throughout the reporting period, the ARMC

received high level presentations on key

major projects (with a focus on risk and

financials): Brimbank Community and Civic

Centre, Business Transformation, Return of

Councillor Plan, and the Infrastructure and

Environment Directorate.

Internal audit function

Council’s internal audit function was

contracted to Crowe Horwath Melbourne

over 2015-2016. The contract was managed

by Council’s Governance department.

Council appointed its internal auditor

through a public tender process in accordance

with section 189 of the

, and Council’s Procurement Policy. 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

2015-2016 was successfully conducted.

Reporting

The operation of the ARMC was reported

to Council following each meeting, through

a Council representative’s report.

Annual review

Over 2015-2016, the responsibilities

of the committee outlined in the Charter

have been carried out.

The Audit and Risk Management Committee:

• Annually reviewed and assessed the

adequacy of the Audit and Risk Management

Committee Charter, requesting Council

approval for proposed enhancement or

updates required by legislation or regulation

– ARMC meeting 28 August 2015/Council

Meeting 8 September 2015.

• Annually met with the external auditor and

internal audit services provider in camera –

ARMC meeting 28 August 2015.

• Confirmed annually that all responsibilities

outlined in its charter have been carried out –

ARMC meeting 28 August 2015.

• Evaluated the Audit and Risk Management

Committee’s performance annually – ARMC

meeting 28 August 2015.

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Governance and Management Items

Assessment

15

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

16

Performance reporting framework

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

including the performance indicators referred to in section 131 of the

)

Framework

Date of operation of current framework: 1 July 2014

17

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 Reports: 25 August 2015, 24 November 2015,

21 June 2016 (Quarter 3 and 4)

18

Financial reporting

(quarterly statements to Council under section 138

of the

comparing budgeted revenue and expenditure

with actual revenue and expenditure)

Statements presented to council in accordance with section

138(1) of the

Date statements presented: 8 September 2015,

10 November 2015, 23 February 2016, 17 May 2016

19

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: 8 August 2015, 15 December 2015,

8 March 2016, 21 June 2016

20

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

)

Reports

Date of reports: 27 October 2015, 8 March 2016

21

Annual report

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

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

Date statements presented: 13 October 2015

22

Councillor Code of Conduct

(Code under section 76C of the

setting out the conduct principles

and the dispute resolution processes to be followed by Councillors)

Reviewed in accordance with section 76C of the

Date new Code adopted at a Special Council Meeting:

19 April 2016

23

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

Date of review:

• Council to CEO - 15 December 2015

• Council to Staff - 15 December 2015

• CEO to Staff - 7 December 2015

• CEO duties to Staff - 19 June 2015

• VicSmart - 7 December 2015

24

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

Date local law made: 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: 20 September 2016

Governance and Management Items

Assessment

1

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

2

Community engagement guidelines

(guidelines to assist staff to determine when

and how to engage with the community)

Guidelines

Date of operation of current guidelines: 1 June 2012

3

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

Date of adoption: 21 June 2016

4

Annual budget

(plan under section 130 of the

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

Date of adoption: 21 June 2016

5

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 - 26 June 2014

• Open Space AMP - March 2012

• Facilities AMP - January 2012

• Stormwater AMP - March 2011

6

Rating strategy

(strategy setting out the rating structure

of Council to levy rates and charges)

Strategy

Date of operation of current strategy: 21 June 2016

7

Risk policy

(policy outlining Council’s commitment and approach

to minimising the risks to Council’s operations)

Policy

Date of operation of current policy: 31 July 2015

8

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

9

Municipal emergency management plan

(plan under section 20 of the

for emergency prevention, response and recovery)

Prepared and maintained in accordance with

section 20 of the

Date of preparation: 14 October 2014

10

Procurement policy

(policy under section 186A of the

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

Date of approval of current plans: 9 December 2015

11

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

12

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: 1 August 2015

13

Risk management framework

(framework outlining council’s approach

to managing risks to the Council’s operations)

Framework

Date of operation of current framework: 5 August 2015

14

Audit Committee

(advisory committee of Council under section 139 of the

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

Date of establishment: 23 July 2013 (current structure)

Date of approval of current Charter: 8 September 2015

Paul Younis

Chief Executive Officer

Dated: 20 September 2016

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Background

The Best Value legislation (s208A of the

) 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 2015-2016 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.

Organisational application of the principles

Brimbank City Council carried out a significant

change program designed to improve the

accessibility, effectiveness and responsiveness

of services to the community. The Business

Transformation #CommunityFirst project

provided improvements in service delivery

through the delivery of strategic interventions:

1. Digitisation program – Council records

are created and maintained in a

digital environment with all incoming

documentation and correspondence not in

a digital form being scanned into Council’s

record management system upon receipt.

2. Development of a new mobile responsive

design website. After substantial

consultation with the community, the

web architecture was designed with a

transaction focus, allows user registration

and contains online transactions and

payments (launching August 2016).

3. Master customer database – facilitates a

‘single view of customer’ enabling customers

to ‘see’ themselves in Council systems when

logged into Council’s new website. Piloting

with three key Council customer databases.

4. Unified communications including new

telephony capabilities and technology

that enables video conferencing,

web chat and presence visualisation.

Assessment of value for money

An assessment of value for money in service

delivery was achieved through two activities,

firstly through the budget approach and

secondly through review activities.

The budget was prepared with Council strongly

focused on identifying significant savings while

maintaining a high level of service to residents,

supporting businesses, and continuing to

improve amenity of the municipality. These

savings were achieved through a combination

of reducing operational costs and maintaining

current staffing levels.

An example of service review undertaken

is that of Council’s After Hours Call Outs

arrangements to ensure the Council is providing

a timely and cost-effective response to

out-of-hours requests for Council services.

Continuous improvement

Many departments undertook continuous

improvement activities ranging from small

process changes to large-scale mobile

technology implementations.

As part of the Council’s continuous

improvement program, Council has installed

Global Positioning System (GPS) technology

to the majority of its Council mobile plant.

The benefits include: security, vehicle

maintenance data and improved operational

planning and reporting for the operations units.

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:

•

•

•

•

•

•

•

•

•

Additionally, Council facilitates 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.

For more information, please refer to the

Advocacy, consultation and community

engagement section.

Information available to the public

The

commenced on 23 October 2015 replacing

the

. Key changes related to information on a

valuation and rates notice, notice of acquisition

and land information certificates, and a

reduction in the information that must be made

available for inspection under section 222 of

the

(Regulation 12).

Regulation 12 now includes only seven

items prescribed to be made available for

public inspection. These are only prescribed

documents if they are not available on

Council’s website.

Documents removed from the list prescribed

to be made available to the public are:

• Details of mayor and councillor allowances

(now required in the Annual Report)

• Senior officer remuneration

• Names of councillors and officers

required to submit Ordinary Returns

and dates submitted

• List of special (s86) committees

established and purpose (now required

in the Annual Report)

• Submissions received in accordance

with section 223 of the

during

the last 12 months

• Agreements to establish regional libraries

• Names of organisations of which council

is a member

• Contracts entered into (above threshold)

without a competitive process

(now required in the Annual Report)

• Lease registers required to include

leases involving land only.

A summary of the information required

to be made publicly available is:

• Details of overseas or interstate travel

undertaken in an official capacity by

Administrators and Council officers

• Agendas and minutes for ordinary and special

meetings (s.93 of the

) – available on the website

• A list of special committees established

(and abolished) by Council

• Minutes of special committee meetings

• A register of Council officers authorised

under s.224 of the

• 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 leases.

In addition, Council is required to keep and

maintain registers required under the

, the

, and the

.

Members of the public could arrange to

inspect this information (during office hours)

by contacting Council.

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.

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Freedom of Information Act 1982

The

(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. Council must provide

access to its documentation unless it is exempt.

Freedom of Information

applications annual report

Forty-four FOI requests were received during

2015-2016. Of those applications, 14 were

released in full, 10 were released in part, two

denied in full, four were withdrawn, nine were

not proceeded with, two yielded no documents,

and two were not yet finalised. There was also

one application outside the scope of the FOI Act.

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. Members of the public may

inspect the report by contacting Council.

Application for access

to documentation

To apply for access to documentation in

Council’s possession, members of the public

can download the Freedom of Information

Application form on Council’s website, and

submit the application to the Freedom of

Information (FOI) Officer.

In order to avoid processing delays, it was

recommended an application be for specific

documents and not all documents in a broad

category, and that the applicant ensured the

prescribed application fee was attached.

Members of the public could contact the

FOI Officer for assistance and advice.

Victorian Charter of Human Rights

and Responsibilities

The

(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

is implemented to help build a just

and inclusive society.

Brimbank Social Justice Charter

Brimbank City Council’s

supports the development of policies and

services that improve community wellbeing,

reduce disadvantage and respect diversity.

First launched in 2008, the

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

,

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

.

Key work undertaken supporting the

and the Brimbank

include:

• 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: The Alliance for Gambling

Reform, 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 Human Rights training to Council

staff in partnership with the Victorian

Equal Opportunities and Human Rights

Commission.

• 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

Government’s Gaming Machine

Arrangements Review inquiry, Victoria’s

Gender Equity Strategy, Victoria’s mental

health strategy, State Disability Plan 2017-

2020, Victorian Charter of Human Rights

and Responsibilities Report 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

, the

,

,

(2015) and the

, 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

. Council

has promoted the principles of the

to people in care

relationships, including those who receive

Council services, and to the wider community,

by distributing information through relevant

Council services.

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

, by including information

on the care relationship in Council induction

and training programs for staff working in

Home and Community Care services.

Council has also taken all practicable

measures to review and modify Council

policies, procedures and supports to include

recognition of the carer relationship.

Contracts

During the year Council did not enter into any

contracts valued at $150,000 or more for

services without entering into a competitive

process. Council did engage one company

to undertake works valued at more than

$200,000 without entering into a competitive

process. The works were nominated and

funded by the Regional Rail Link (RRL) Authority

and conducted on their behalf, as part of the

RRL Project. Council supervised the works.

Disability Action Plan

In accordance with section 38 of the

, as Council has prepared

a

it must report on the

implementation of the

in its Annual Report.

Brimbank City Council adopted the

(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 2015-2016 Council continued to deliver

the actions of the DAP.

Key actions included the following: continuing

to implement the Social Justice Charter;

supporting advocacy and partnership

opportunities; supporting the Disability

Network; and providing a range of support

services to help maintain and enhance the

physical, social and emotional wellbeing

of people with a disability. These services

included Home and Community Care (HACC)

and a range of community programs including

neighbourhood houses, Community Transport,

Community Activity groups and volunteer

support services.

In 2015-2016 Council initiated a review of the

DAP and undertook research and consultation

to develop a new

. The new DAP is scheduled to be

finalised in late 2016.

Domestic Animal Management Plan

In accordance with the

, 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

, in June 2013. The plan outlines

objectives and actions in relation to cats and

dogs in the municipality and was developed

after consultation with the community.

Food Act Ministerial Directions

In accordance with section 7E of the

, 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

, 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

(PDP Act) contains privacy principles that relate

to responsible collection, use and disclosure

of personal information. Brimbank’s Privacy

Policy was updated to reflect the 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 personal information.

The Privacy Policy could be downloaded from

Council’s website throughout 2015-2016.

Information privacy complaints

Council received two privacy complaints

in 2015-2016. After investigation and

consideration, these complaints could

not be substantiated.

Health Records Act 2001

The

(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 2015-2016.

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Geographic names within

the municipality

Two naming proposals were considered

and determined by Council in 2015-2016,

in accordance with the

and Council’s Place Naming

Policy. Both proposals were for Council-owned

buildings, classified as features under the

.

Proposal to rename the redeveloped

Errington Community Centre, 309C

Main Road East, St Albans, as ‘St Albans

Community Centre’

As part of the redevelopment of the Errington

Community Centre, the Errington Precinct

Master Plan Implementation (Phase 1)

Community Reference Group proposed

the Centre be renamed as St Albans

Community Centre.

At its Ordinary Council Meeting on 23 September

2014, Council endorsed the name for

consultation and a community consultation

process was undertaken for a period of 30 days,

ending on 7 October 2014. Council received

one response in relation to the proposal, which

was addressed and resolved. Council approved

the new name of ‘St Albans Community Centre’

at its meeting on 8 December 2015.

In accordance with policy, the Chief Executive

Officer named the theatre space, the ‘Bowery

Theatre’, after internationally-renowned artist

and designer, Mr Leigh Bowery (1961-1994).

Mr Bowery was born in Sunshine and educated

at Sunshine Primary School and Sunshine

West High.

The Atrium space was named the ‘Jack Sheridan

Atrium’, after Mr Jack Sheridan (1930-2016).

Mr Sheridan was a former Mayor and Councillor

at the City of Keilor, and through his leadership,

the St Albans Community Cooperative donated

$2.5 million to the redevelopment.

Proposal to name the Brimbank

Community and Civic Centre building,

located at 301 Hampshire Road,

Sunshine, as ‘Brimbank House’

Council, at its Ordinary Council Meeting on

19 April 2016, resolved to commence a 30-day

consultation process on the proposal,

ending on 2 June 2016. Eleven written

submissions were received. Outside of the

formal consultation process, community

members also used social media platforms

to comment on the proposal. The majority of

submissions received as part of the formal

process indicated the proposal did not receive

wide community support. The long-standing

use name of ‘Brimbank Community and Civic

Centre’ had broad support in some formal

submissions and social media comments.

At its meeting on 21 June 2015, Council

determined not to proceed with the proposal,

and instead approved the name ‘Brimbank

Community and Civic Centre’ as the long

standing name for the building.

Protected Disclosure Act 2012

The

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 2015-2016.

As required by Section 70 of the

,

it is reported that:

• Council has established procedures

under Part 9 (Section 58) to deal with

any disclosures made under the

. These procedures

were available to the members of Council,

staff and the public over 2015-2016.

• For the period 1 July 2015 to 30 June 2016,

Council received no disclosures.

• No assessable disclosures were 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 agency under the

that related

directly to Council during the financial year.

Central Complaints Register

During 2015-2016, Council received 268

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 Management

Council has an organisational business

continuity plan and four directorate business

continuity plans. It also has an ICT Disaster

Recovery Plan. 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

• Buildings/precincts

• Vital records

• Critical suppliers

• Critical equipment

The Business Continuity Program incorporates

best practice standards in accordance with

and is monitored and updated as per the Policy

and Framework.

During 2015-2016, each of the business

continuity plans were reviewed and tested

(in a desktop exercise) to review their currency

and adequacy. Continuous improvements

were implemented and utilised to also prepare

updated plans for the move to the Brimbank

Community and Civic Centre in July 2016.

This testing ensured that Brimbank would

be able to prioritise the reinstatement of its

critical functions 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 2015-2016, asset management at 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

• Carried out a comprehensive

condition assessment of Council’s

roads and footpath assets.

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 roll-out of a mobile and wireless

solution, which allows Council officers to

respond to customer inquiries more quickly

and more effectively using iPads and other

mobile devices.

• Reviewed and implemented a new process

to improve the management of third party

agreements on Council-owned assets.

• Reviewed and implemented a more

streamlined process to optimise

the allocation of capital funding

for infrastructure investment.

Innovation

• Partnered 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

, 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

(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 Assessment (CERA) facilitated by the

Victoria State Emergency Service (SES).

Brimbank’s MEMP was formally audited and

approved by the Victorian SES on 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

in November 2017.

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71

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Satisfaction with the Overall Council Direction

had increased from 57 per cent in 2015 to 61

per cent in 2016.

This result shows that the community’s

confidence in Brimbank City Council has grown

as the Council has worked hard to position the

municipality as the dynamic centre of the west.

Brimbank City Council significantly exceeds the

Melbourne metropolitan group average for Overall

Council Direction (61 per cent to 55 per cent).

Brimbank also significantly exceeds the state

wide council averages on the core measures of

Overall Council Direction (61 per cent to 51 per

cent); Customer Service (73 per cent to 69 per

cent) and Advocacy (57 per cent to 53 per cent).

Council has participated in the survey since 2009.

Analysis

The survey measures the community’s level

of satisfaction with Council’s performance on

seven core measures and 23 service areas.

It also rates the importance of core measures

and service areas from a community perspective

and is based on 400 phone interviews.

The core measures include: Overall

Performance; Community Consultation;

Advocacy; Making Community Decisions;

Sealed Local Roads; Customer Service and

Overall Council Direction.

Challenges requiring

further consideration

The core measures showing a drop in

satisfaction in 2016 when compared to 2015

include: Community Consultation (58 per cent

to 54 per cent), Sealed Local Roads (60 per cent

to 58 per cent) and Customer Service (76 per

cent to 73 per cent). It should be noted that

the customer service satisfaction score is

on par with the metro and higher than the

statewide average.

Performance

Measures

Brimbank

Melb. Metro

2016

State-wide

2016

2012

2013

2014

2015

2016

Overall

Performance

60

62

64

61

61

66

59

Community

Consultation

(Community

consultation

and engagement)

58

57

56

58

54

58

54

Advocacy

(Lobbying on behalf

of the community)

55

56

54

54

57

56

53

Making

Community

Decisions

(Decisions made

in the interest of

the community)

n/a

n/a

57

55

57

59

54

Sealed

Local Roads

(Condition of sealed

local roads)

n/a

n/a

63

60

58

67

54

Customer

Service

71

76

73

76

73

73

69

Overall Council

Direction

63

63

62

57

61

55

51

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, similar to last year’s results.

According to the results, this is also the age

group least likely to have contact with Council.

However, comparatively Customer Service

remains the top performing area for Council

achieving 73 per cent satisfaction.

These results provide useful feedback from the

community and 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.

Council’s performance, as measured in the

survey in 2016, is stable when compared to

the Melbourne metro councils group.

Council participated in the 2016 Local Government Community Satisfaction Survey conducted by the Department

of Environment, Land, Water and Planning.

Importance and performance summaries

2016 Importance summary 2016 2015 2014 2013 2012

Waste

management

83 82 79 81 n/a

Local streets

& footpaths

80 80 80 81 n/a

Elderly support

services

80 81 80 82 n/a

Sealed

roads

80 77 77 n/a n/a

Emergency &

disaster mngt

79 81 80 83 n/a

Traffic

management

78 76 75 79 n/a

Community

decisions

78 79 77 n/a n/a

Enforcement

of local laws

77 77 77 80 n/a

Informing the

community

77 77 75 77 n/a

Environmental

sustainability

77 76 73 76 n/a

Appearance

of public areas

76 76 79 78 n/a

Family support

services

76 78 75 79 n/a

Disadvantaged

support serv.

75 76 74 78 n/a

Population

growth

74 76 72 77 n/a

Recreational

facilities

73 75 74 75 n/a

Parking

facilities

73 73 73 73 n/a

Planning &

building permits

73 71 72 70 n/a

Consultation &

engagement

73 73 71 72 n/a

Town planning

policy

72 71 68 71 n/a

Lobbying

71 70 67 70 n/a

Art centres

& libraries

70 72 67 69 n/a

Community

& cultural

65 66 66 67 n/a

Bus/community dev./

tourism

64 64 64 63 n/a

2016 Performance summary 2016 2015 2014 2013 2012

Waste

management

68 71 73 73 72

Art centres

& libraries

68 68 72 69 n/a

Community

& cultural

67 65 66 67 n/a

Elderly support

services

66 63 64 67 65

Family support

services

65 64 67 65 65

Emergency

& disaster mngt

64 66 68 65 n/a

Recreational

facilities

63 66 66 65 65

Appearance

of public areas

61 62 59 59 62

Disadvantaged

support serv.

61 60 61 61 61

Planning &

building permits

59 59 60 62 59

Enforcement

of local laws

59 62 61 64 57

Sealed

roads

58 60 63 n/a n/a

Informing the

community

58 61 61 62 n/a

Community

decisions

57 55 57 n/a n/a

Bus/community dev./

tourism

57 59 55 57 57

Parking

facilities

57 59 60 60 56

Environmental

sustainability

57 61 62 64 n/a

Lobbying

57 54 54 56 55

Traffic

management

57 57 58 55 54

Town planning

policy

56 59 59 59 55

Population

growth

55 57 56 58 n/a

Consultation &

engagement

54 58 56 57 58

Local streets &

footpaths

54 53 60 55 55

For further information visit

www.brimbank.vic.gov.au

Key performance index score results

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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

(updated in June

2016) has strong links to the

that describes the community’s vision and

priorities as we approach 2030, 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, including

advocating for improved car parking

management at train stations in Brimbank.

Works to remove level crossings at Furlong

Road, Sunshine North and Main Road, St Albans

are underway, after the Victorian Government

signed a contract for the delivery of grade

separations. The project involves rail under the

road and the relocation and reconstruction of

Ginifer Railway Station further south. Works

are progressing as scheduled, with trains

expected to utilise the new, lowered tracks

and stations in October 2016. The removal

of existing infrastructure and construction

of new car parks and forecourts is expected

to be completed around March 2017.

While works are progressing on-site, the

design of various aspects of the project are

not yet finalised and Council continues to

pursue and advocate for improvements to

the design and scope of the St Albans Level

Crossing Removals Project.

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