Brimbank

Annual Report

2019-2020

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Brimbank City Council

Annual Report 2019-2020

Brimbank City Council

Annual Report 2019-2020 I

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Snapshot of Council

7

Highlights of the year

10

Future initiatives 2020-2021

10

Opportunities and challenges

15

Brimbank COVID-19 relief and recovery snapshot

16

The year in review

18

Message from the Mayor

18

Chief Executive Officer’s message

19

Financial summary

20

Description of Operations

22

Major changes

23

Our Council

24

About the Councillors

25

Executive Management Team at 30 June 2020

30

Organisation structure at 30 June 2020

31

Workforce profile

32

Other staff matters

34

Planning and Accountability Framework

36

Council Plan Goals and Strategic Objectives

37

38

44

49

52

Governance and Management

57

Governance and Management Checklist

65

Statutory information

67

Infrastructure and development contributions

71

2020 Community Satisfaction Survey

72

Advocacy, consultation and community engagement

74

Volunteering in Brimbank

76

Awards

77

Description of municipality

80

Sustainable Capacity Indicators for the year ended 30 June 2020 80

Service Performance Indicators for the year ended 30 June 2020 81

Financial Performance Indicators for the year ended 30 June 2020 84

Other Information for the year ended 30 June 2020

86

Certification of the Performance Statement

87

Independent Auditor’s Report

88

A Plain English Guide to the Annual Financial Report

92

Certification of the Financial Statements

95

Independent Auditor’s Report

96

Financial Statements

98

Acronyms

148

Index

149

Brimbank City Council

Annual Report 2019-2020 I

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01

Here you’ll find our major highlights, and achievements of the year, messages from our Mayor and

CEO, future initiatives we plan to roll out in 2020-21, our recovery from COVID-19, and opportunities

and challenges now and into the future.

02

General information about Brimbank, our workforce, Executive Management Team, Councillors,

organisational structure, learning and development, and occupational health and safety.

03

Details on how we are delivering our vision for Brimbank through meeting our Council Plan 2017-

2021 goals and key strategic objectives: an inclusive community, a liveable community, a prosperous

community, and an innovative and prosperous ‘community-first’ council.

04

Information about governance, including council meetings, local laws, committees and audits as part

of our commitment to providing good governance and ensuring that all of our operations are open,

transparent and accountable.

05

Includes our Performance Statements and the Victorian Auditor General’s (VAGO) Report on our

performance.

06

Detailed account of our Financial Statement for the 2019-2020 financial year.

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Brimbank City Council

Annual Report 2019-2020

Brimbank City Council is proud to present this

2019-2020 annual report to our community,

ratepayers, residents and stakeholders.

This annual report provides a comprehensive

summary of our operations and performance for

the 2019-2020 financial year.

It is set out in six different sections to help you

navigate information on how we are tracking in

meeting the goals and objectives laid out in our

key strategic document, the Council Plan 2017-

2021, as well as important detail on finances,

governance and our organisation.

All Victorian councils are required to prepare

an annual report in accordance with the

and submit it to the

Minister for Local Government.

The Brimbank City Council Annual Report

2019-2020 aims to fulfil Council’s statutory

responsibilities under the

and

.

This report has also been prepared in

accordance with the Local Government

(Planning and Reporting) Regulations 2014, and

the Council Plan 2017-2021.

Our annual report is not just about meeting

our legislative obligations. It can also serve as

an important accountability measure for the

Brimbank community on our achievements

and highlights over the past 12 months, as

well as a space to celebrate our organisation

and community.

You will also find key information on how we

plan to continue serving our community in

2020-2021.

To obtain a copy of this document, please

contact Council’s Customer Service Centre

on

or view a copy online at

brimbank.vic.gov.au

If you have any feedback on this report, or

suggestions on what you would like to see

included in future annual reports, you can

contact Council on

or email

info@

brimbank.vic.gov.au

Brimbank City Council

Annual Report 2019-2020 I

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Brimbank City Council

Annual Report 2018-2019

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Council is transparent

and accountable

in reporting to the

community. The

Report of Operations

2019-20 explains

in detail Council’s

operations and

performance during

the financial year.

About Brimbank

Who we are

Brimbank is a vibrant, growing community in the

heart of Melbourne’s west. Diversity is central

to our identity – we are proudly multicultural,

embracing people from around the world and

weaving their stories into our own. Brimbank’s

estimated resident population of 208,714

in 2018 makes it the fifth most populous

municipality in Greater Melbourne.

Where we came from

The City of Brimbank was established in 1994,

uniting the former Keilor and Sunshine Councils.

It was named after Brimbank Park in Keilor, which

gained its name from the practice of farmers

driving livestock ‘around the brim of the bank’ of

the Maribyrnong River.

Brimbank lies within the area occupied by the

Kurung-Jang-Balluk and Marin-Balluk clans

of the Wurundjeri people (also known as the

Woiwurrung language group), who form part of

the larger Kulin Nation.

The first European settlements were established

at Keilor in the late 1840s, Sunshine (then known

as Braybrook Junction) in the mid-1880s, and

St Albans in the late 1880s. Many suburbs grew

around the original settlements after World War

II to house the influx of migrants. More recently,

areas that were once industrial hubs have been

transformed into new residential suburbs that

are continuing to grow rapidly.

.

Our place

Brimbank spans an area between 11 and 23

kilometres west and north-west of Melbourne’s

CBD.

It is bound by the City of Hume in the north, the

Cities of Maribyrnong and Moonee Valley in the

east, the Cities of Hobsons Bay and Wyndham in

the south, and the City of Melton in the west.

Fifteen per cent of Brimbank’s total area is

classified as open space, including natural

treasures such as Organ Pipes National Park

and Mount Derrimut Grasslands, as well as

Green Gully Reserve, Brimbank Park and Iramoo

Wildflower Grassland Reserve.

Our strategic position at the heart of

Melbourne’s west has been cemented with

major infrastructure commitments that continue

to transform the region. The Victorian and

Commonwealth Governments have committed

up to $5 billion each to deliver Melbourne

Airport Rail, which will run from the CBD to

Melbourne Airport via Sunshine. This will involve

construction of the Sunshine Super Hub and

will support the development of the Sunshine

Employment and Innovation Cluster, building

upon the area’s well-established facilities

and services. Sunshine’s railway station was

completely rebuilt during the Regional Rail Link

project, while the removal of level crossings in

Furlong Road, Main Road and Melton Highway

has drastically improved safety, amenity and

access. The Joan Kirner Women’s and Children’s

Hospital in Sunshine was officially opened in

May 2019 and offers world-class maternity and

paediatric services that honour the legacy of

Victoria’s first female premier.

Our suburbs are as diverse as our people – from

the hustle and bustle of Sunshine and St Albans

to historic Keilor, each has its own flavour and

personality.

Sunshine: A designated metropolitan activity

centre, Sunshine’s profile is rising due to its

proximity to the city and its mouth-watering

food scene. It includes a Victoria University

campus, the Brimbank Community and Civic

Centre, and significant retail and commercial

activities. It is also close to the growing

Sunshine Hospital. Sunshine services suburbs

which include Albion, Sunshine North, Sunshine

West and part of Brooklyn.

St Albans: St Albans is a designated major

activity centre that includes a Victoria University

campus, the St Albans Community Centre and

Bowery Theatre, and a thriving restaurant and

retail precinct. St Albans services neighbouring

suburbs Albanvale, Kings Park and Kealba.

Deer Park: Servicing the nearby suburbs of

Ardeer, Derrimut and Cairnlea, Deer Park has

a rich array of restaurants and shops. Major

features of the area include the Hunt Club

Community and Arts Centre, Black Powder Mill

and Brimbank Central Shopping Centre.

Sydenham: A significant major activity centre

that will continue to grow and develop.

Sydenham services suburbs including

Sydenham, Calder Park, Taylors Lakes, Delahey

and parts of Hillside. Watergardens Town Centre

is the jewel in its crown, while Calder Park

Motorsport Complex is another landmark.

Keilor: Keilor is set among rolling hills and

national and state parks, including Organ Pipes

National Park, Brimbank Park and Green Gully

Reserve. It services suburbs including Keilor

Downs, Keilor North and Keilor Park as well as

parts of Keilor East and Tullamarine.

Our people

Brimbank has a rich Indigenous history. The

Wurundjeri people were the custodians of the

land in the Port Phillip Bay region, including

parts of our current City of Brimbank, for more

than 40,000 years before European settlement.

Brimbank is one of the most culturally diverse

municipalities in Australia, with almost half of

our residents born outside Australia.

Brimbank’s suburbs boomed after World War II,

when migrants from southern Europe flowed

into the area. More recently, newly arrived

Asian and African communities have developed

alongside the more established European

communities.

More than half of our residents speak a

language other than English at home, with more

than 160 languages represented. The top 10

languages other than English are Vietnamese,

Maltese, Italian, Greek, Macedonian, Filipino,

Cantonese, Arabic, Punjabi and Croatian.

Brimbank is increasingly becoming a major

employment hub for Melbourne’s west.

Manufacturing is the key employer in Brimbank,

followed by retail, health care and social

assistance.

Brimbank is home to a range of established

organisations, including Aldi, ARC, Australia Post,

Boral, Bunnings, Caterpillar, FedEx, Ferguson

Plarre, Fisher and Paykel, Hunter Leisure, John

Deere, Lombards, Schweppes, Schiavello and

Sims Metal.

In more recent times companies such as

IBM, Metronode, Digital Realty, Rand Group,

Preshafruit, Sleepyhead, VicRoads and

Vistaprint have also chosen to settle in

Brimbank.

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Brimbank City Council

Annual Report 2019-2020

Brimbank City Council

Annual Report 2019-2020 I

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Reconciliation and Indigenous

information

Council acknowledges the Kulin Nation of people

as the Traditional Owners of the land, recognises

their continuing spiritual connection to the land,

and renews its commitment to respect Indigenous

beliefs, values and customs.

About 440 Registered Aboriginal Places exist in

the Brimbank Local Government Area. The oldest

artefacts found in the city are more than 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 municipal office.

Each year Brimbank City Council hosts a broad

range of activities during National Reconciliation

and NAIDOC Weeks, 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

Council 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 its first

Reconciliation Action Plan, which demonstrates

its commitment to reconciliation for all Aboriginal

and Torres Strait Islander people, with a second

Reconciliation Plan adopted in July 2019.

In September 2016, a Memorandum of

Understanding (MOU) between Brimbank City

Council and the Wurundjeri Tribe Land and

Compensation Cultural Heritage Council was

signed, marking an important step towards

reconciliation and reaffirming the genuine

connection, pride and belonging of our Indigenous

community.

Brimbank at a glance

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Area

123 square kilometres

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Population count

209,523

(estimated resident population, June 2019)

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Males

50.0%

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Females

50.0%

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Residents aged under 18 years 22.1%

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Residents aged between

18 to 59 years

58.9%

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Residents aged 60 years and over 19.0%

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Indigenous population

816

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Residents who speak a

non-English language at home 58.3%

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Median house price for 2018 $610,000

(June 2019)

Vision, Principles, Goals,

Strategic Objectives and Values

Brimbank’s Council Plan 2017-2021 sets out

Council’s vision, principles, goals and strategic

objectives as follows:

Vision

Brimbank – vibrant, harmonious and welcoming,

a great place to live, work and grow.

Principles

The following principles underpin the core of

Council’s work and frame the decisions made

now and into the future.

Building community resilience to survive, adapt

and grow during the fast-paced challenges

of the 21st century will be essential to help

communities prepare for change and whatever

the future holds. Council will draw on the

strengths of our diverse communities and

geographies, to pursue our shared interests,

embrace our differences and be stronger

together.

Serving the Brimbank community is why we

exist. Every decision we make and every dollar

we spend is with the aim of continually improving

the lives of the people who live in our city. In

our decision-making and the delivery of Council

business we will place our community first.

Council is committed to access, equity,

community participation and human rights for

all citizens. By working in partnerships with local

groups, community agencies and government

departments, Council aims to build upon our

existing community assets, strengths and

capabilities to achieve social change, fairness

and better outcomes for disadvantaged groups.

Council seeks to build a legacy of enabling

an engaged and resilient community that

supports a sustainable environment, containing

rich social, economic and environmental

characteristics. ‘Sustainability’ means

our actions meet current needs without

compromising the prospects of future

generations. In achieving this, Council will

incorporate environmental considerations

alongside social and economic values in our

decision-making processes and support our

community to become sustainability stewards.

Goals and Strategic Objectives

• Goal: An inclusive community

- Our community members are safe,

healthy and well

- People have opportunities to

participate in community life

- Services and facilities are fit-for

purpose and well-run

- Our community belongs and is proud of

where they live

• Goal: A liveable community

- Public and open spaces are safe, clean

and well-maintained

- People can get around easily on foot, by

bike, car or public transport

- Our community lives sustainably

- The natural environment supports

thriving biodiversity that is protected

and well-connected

- The urban environment supports a

growing population in designated

areas while respecting neighbourhood

character and heritage where

appropriate

• Goal: A prosperous community

- People are able to access quality

education and lifelong learning

opportunities

- People are able to find and maintain

jobs that provide income security

- The local economy is strong and

provides opportunities for the

community to thrive

- Housing is of good quality, well-located

and affordable

- Brimbank is a leading destination for

business, working, learning, recreation

and living

• Goal: An innovative and responsive

‘community first’ Council

- Council is fair, honest and transparent

- Council advocates and works in the

interests of our community

- Council manages our assets and

finances sustainably and responsibly

- Council staff are high performing and

community-focused

Values

At Brimbank all our roles impact and support the

diverse needs of our community. Our values and

behaviours demonstrate what is important to us:

We act with

I take pride in my work and commit to serving

our community.

I am honest, transparent and accountable in

all that I do.

We find

I strive to achieve the best outcomes for our

community.

I am open and curious about new ideas and

ways of working.

We are

I value diversity, fairness and equity.

I demonstrate empathy and compassion.

We work

I support and encourage others.

I find opportunities to connect with others

and celebrate wins.

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Brimbank City Council

Annual Report 2019-2020

Brimbank City Council

Annual Report 2019-2020 I

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Our Goal:

An Inclusive Community

Strategic Objectives:

• Our community members are safe,

healthy and well

• People have opportunities to

participate in community life

• Services and facilities are fit-for

purpose and well-run

• Our community belongs and is

proud of where they live

Our Goal:

A Liveable Community

Strategic Objectives:

• Public and open spaces are safe,

clean and well-maintained

• People can get around easily on foot,

by bike, car or by public transport

• Our community lives sustainably

• The natural environment supports

thriving biodiversity that is

protected and well-connected

• The urban environment

supports a growing population in

designated areas while respecting

neighbourhood character and

heritage where appropriate

• Implementing the Brimbank Transport

Priorities Paper and Brimbank Response

Strategy to the Western Rail Plan to advocate

for cross city connections including expansion

of the existing bus network.

• Implementing actions identified in the Waste,

Recycling and Litter Strategy (2018-2028).

• Supporting households to manage their

food and garden waste through the

implementation of the Brimbank Home

Composting Program.

• Implementing a range of actions identified in

the Revised Sustainable Water Management

Strategy including delivery of a major

stormwater harvesting system for irrigation

of Council’s open space.

• Project managing the delivery of the Upper

Stony Creek transformation project on behalf

of all partners.

• Implementing a range of actions in the

Revised Greenhouse Reduction Strategy

(2013-2023) including a changeover of main

road street lighting to energy efficient LED.

• Partnering with the Western Alliance for

Greenhouse Action (WAGA), to investigate

options for large scale renewable energy

such as a Local Government Power

Purchase Agreement.

• Implementing the Environmental Events

Calendar and continuing to support ‘friends

of’ groups, volunteers and community to

protect, enhance and connect with the

natural environment.

• Conducting street tree planting programs to

increase Brimbank’s tree canopy coverage as

per the Urban Forest Strategy (2016-2046).

• Commencing development of a Municipal Tree

Policy to replace Council’s Street Tree Policy.

• Implementing a range of actions identified

through the revised Brimbank Biodiversity

Strategy (2012-2022) including the active

management of conservation assets through

revegetation, pest plant/animal control and

ecological burns.

• Implementing the Brimbank Habitat

Connectivity Plan (2018-2023) including

the development and implementation of the

Taylors Creek Habitat Implementation Plan.

• Administering the Sustainable Land

Management Grant Scheme.

• Subsidising the cat de-sexing program to

support residents and reduce the impact on

the environment.

• Partnering with stakeholders to deliver the

Maribyrnong Valley Connection Project that

aims to address a wide range of threats to

biodiversity in the Maribyrnong catchment.

• Monitoring the proposed expansion of the

Melbourne Regional Landfill (Ravenhall

Tip), advocating for no detrimental impact

on Brimbank.

• Implementing the Year One actions of

the Cultural Heritage Strategy including

undertaking a Feasibility of Aboriginal Cultural

Heritage Mapping.

Key Achievements

• Implementing the Graffiti Prevention and

Management Program to enhance the

appearance, character and experience

of Brimbank public spaces through

preventing and managing the presence of

unauthorised graffiti.

• Continuing lighting upgrades as per the Town

Centre Implementation Guidelines.

• Install mobile surveillance cameras to monitor

illegal dumping in public areas.

• Implement proactive cleaning, maintenance

and amenity in St Albans and Sunshine

Town Centres and other Council-owned

shopping strips.

• Completing an audit of bus shelters and

install litter bins based on the Litter Bin

Placement Guidelines.

• Creating an attractive, integrated, accessible

open space network via the implementation

of the Creating Better Parks – Open Space

and Playground Policy and Plan, including

upgrades at the following parks:

- Flagship park upgrades:

- Lakes Reserve Park, Taylors Lakes

- Suburban Park upgrades at:

- Rose Hedge Reserve, Sydenham

- Neighbourhood Park upgrades at:

- Moorland Park, Cairnlea

- Jackman Crescent Reserve, Keilor

- Lionheart Reserve, Taylors Lakes

• Continuing to create attractive and successful

multi-use community destinations via the

implementation of both the Selwyn Park and

Errington Reserve Masterplans.

• Completing a range of improvements at M.B.

Lynch Memorial Gardens to improve access

and functionality of the gardens.

• Implementing Stage Two upgrades of the

Dalton Street Park Reserve as part of a State

Government grant.

• Implementing the Brimbank Public Toilet

Strategy (2018-2030) with upgrades

at Balmoral Park, Derrimut and Selwyn

Park, Albion.

• Implementing the Shared Cost Fencing

Guidelines in relation to shared fences

adjacent to Council reserves.

• Undertaking works to improve pedestrian

and vehicular access through the various

road and footpath programs in Council’s

Capital Works Program.

• Implementing Year One actions for the

Brimbank Car Parking Strategy.

• Continuing to work with schools and other

stakeholders to minimise negative impacts

of school traffic and to improve road safety

around schools.

• Completing strategic network improvements

via the implementation of Year Three actions

identified in the Brimbank Cycling and

Walking Strategy.

• Increasing opportunities for civic engagement

for primary school-aged children through

the delivery of the Dynamic Young Citizens

Program and young people aged 12-25 years

via the Brimbank Youth Council.

• Implementing a range of facility upgrades

identified in the Community Services and

Infrastructure Plan.

• Implementing the Brimbank Festival and

Events Grants Program.

• Commencing the installation of the 2019-

2020 Public Art Commission in accordance

with the Public Art Strategy (2018-2021).

• Expanding the delivery of multicultural arts

and storytelling programs in libraries, arts

facilities and neighbourhood houses.

• Providing support and advice to local

residents for the Sunshine Silos

Projection Project, funded through the

State Government as part of the Pick My

Project initiative.

Future Initiatives 2020-2021

• Create opportunities to support newly

engaged communities to participate in

physical activity via the In2Sport Program.

• Implement the’Seedlings to Schools’ Urban

Farming Program to support Brimbank

schools to grow, harvest, cook and eat

healthy food, and to recycle food waste.

• Continue to facilitate the Brimbank Collective

Action Committee to lead and initiate Impact

Brimbank aiming to close health and social

outcomes gaps for the Brimbank community

over a 10-year period. Key actions include:

- Complete implementation and analysis of

the Community Conversation Tool

- Identification of the key focus area/s

- Program development.

• Facilitate the Growing Brimbank Collaboration

to improve community outcomes through

service enhancements in the areas of early

years, nutrition and physical activity.

• Support the development of youth-friendly

spaces that support an increase in the

delivery of services for young people in

Sunshine and West Sunshine.

• Commence building works that transition the

old St Albans Leisure Centre into a state-of

the-art health and wellbeing hub.

• Continue to provide support for Reconciliation

Week and NAIDOC Week to celebrate our

Aboriginal heritage and inform our broader

community of our Aboriginal history and the

contributions made by our Aboriginal and

Torres Strait Islander residents.

• Facilitate Youth Mental Health First Aid

programs to increase the capacity of young

people to recognise and support peers who

may be developing a mental health problem.

• Develop Community Impact Analysis reports

that detail the impact of COVID-19 on

individuals, families and communities in

Brimbank to inform Council’s community and

service provider connections, engagement,

response, social policy and advocacy.

Key Achievements

• Implementing a range of actions from

multiple plans and strategies that aim to

continue to enhance health and wellbeing

outcomes of the Brimbank community,

including:

- Brimbank Physical Activity Strategy – Year

Two actions

- Brimbank Fairness, Equality and Respect

Strategy – Year One actions

- Brimbank Cultural Strategy – Year Two

actions

- Brimbank Age Friendly City Plan – Year

Two actions

- Brimbank Disability Action Plan – Year

Three actions

- Brimbank Settlement Action Plan – Year

One actions

- Brimbank Volunteer Strategy – Year Two

actions

- Brimbank Public Art Strategy – Year Two

actions

- Brimbank Festival and Events Strategy –

Year Two actions

- Brimbank Reconciliation Action Plan – Year

One actions

- Brimbank Social Justice Charter

• Developing the Brimbank Children’s Strategy

(2020-2024), the Brimbank Community

Safety Strategy (2020-2024) and the

Brimbank Youth Strategy (2020-2024).

• Undertaking a feasibility study to determine

models for community-managed gardens and

community need.

• Establishing partnerships in the planning

and delivery of needs-based activities and

programs that aim to support men’s health.

• Continuing to facilitate the Brimbank

Collective Action Committee to lead, initiate

and establish a collective impact project

aimed at closing health and social outcome

gaps over a 10-year period.

• Increasing opportunities for young people to

create positive change in their communities

and to have input into Council decision

making via the implementation of the Youth

Participation and Engagement Model.

• Working to improve social and health

outcomes through the development of the St

Albans Health and Wellbeing Hub project.

• Continuing to implement recommendations

relating to service design and advocacy

identified in the Youth Centre Feasibility Study.

• Completing upgrades to sports facilities

(including pavilions, lighting, change rooms

and sports surfaces) as determined by the

Sports Facility Development Plan 2018.

• Undertaking a feasibility study for the

redevelopment of the St Albans and Deer

Park Libraries.

• Continuing to support female sports

participation including Brimbank Female

Football Festival, change room upgrades and

the Daughters of the West Program.

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Annual Report 2019-2020 I

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Our Goal:

A Prosperous Community

Strategic Objectives:

• People are able to access quality

education and lifelong learning

opportunities

• People are able to find and maintain

jobs that provide income security

• The local economy is strong and

provides opportunities for the

community to thrive

• Housing is of good quality, well

located and affordable

• Brimbank is a leading destination

for business, working, learning,

recreation and living

Key Achievements

• Developing the Brimbank Library Strategy

(2020-2025) and Strategic Framework for

Library Collections (2020-2025) to meet

changing community needs.

• Collaborating with partners to increase

the provision of programs and services at

Brimbank Learning Futures that support

re-engagement with education, training

and employment.

• Working to transform Council’s

Neighbourhood Houses and Community

Centres into sites of belonging and

learning for people from all backgrounds

and life stages through the development

of the Neighbourhood House Strategy

(2019-2024).

• Implementing life stage priority actions

identified in the Brimbank Lifelong

Learning Strategy (2018-2023) that focus

on cross sector collaboration aiming to

improve learning outcomes for children

under five years.

• Co-designing and delivering low-cost and no

cost activities at Council-run Neighbourhood

Houses that support the strategic themes of

belonging and learning for all.

• Building upon the Brimbank Neighbourhood

House Strategic Partnership Agreement,

including the development of a network

that supports greater collaboration between

community-managed and Council-supported

Neighbourhood Houses.

• Monitoring information from the State and

Federal Governments to effectively plan

for the roll-out of funded three-year-old

kindergarten programs in Victoria.

• Implementing Year Two actions of the Youth

Jobs Strategy (2018-2023) that focus on

social procurement, meaningful workplace

experiences and the facilitation of the youth

employment taskforce.

• Coordinating implementation of the Year

One actions in the Brimbank Industrial Land

Strategy, including preparation of Industrial

Design Guidelines.

• Implementing Year Three Actions identified

in the Brimbank Economic Development

Strategy Implementation Plan.

• Continuing to support and promote the

operation of iHarvest Coworking Sunshine to

provide a vibrant and affordable coworking

location for start-ups, entrepreneurs,

freelancers and business.

• Coordinating the implementation of actions

identified in the Go St Albans Action Plan

(2019-2024).

• Completing the update and co-ordinating

implementation of the Sunshine Rising

Action Plan.

• Continuing to monitor local housing

needs and advocate to State Government

for the increased supply of social and

affordable housing.

• Coordinating implementation of Year Two

initiatives within the Experience Brimbank

Visitor Strategy.

• Completing an economic analysis to identify

industry growth opportunities in Brimbank

relating to the Melbourne Airport Rail Link and

Sunshine Super Hub.

• Advocating for a governance structure that

includes Council representation as detailed in

the Western Rail Plan Response Strategy.

• Continuing to undertake activities to facilitate

development and attract investment in

Brimbank with a focus on employment areas,

including the Sunshine National Employment

and Innovation Cluster.

Future Initiatives 2020-2021

• Promote reading, literacy and positive

social connections through the Little

Libraries Community Book Exchange with

three structures located throughout the

municipality.

• Continue to support and promote the

operation of iHarvest Coworking Sunshine to

provide a vibrant and affordable coworking

location for start-ups, entrepreneurs,

freelancers and business.

• Establish an Experience Brimbank tourism

website to promote visitation to Brimbank

and its destinations.

• Review and develop strategic plans and

planning policies to facilitate appropriate

development in line with the Transforming

Brimbank 2020 Agenda, and the Brimbank

Response Strategy to the Western Rail Plan

including Melbourne Airport Rail and the

Sunshine Super Hub.

• Implement business support activities

identified in the Brimbank COVID-19

Response and Recovery Strategy including

delivery of:

- COVID-19 business communications

- Business grants program

- Business activation program.

• Implement recommendations arising from the

local homelessness research project.

• Implement education and employment

advocacy initiatives identified and prioritised

within the Brimbank Advocacy Plan and

Framework, including the Transforming

Brimbank 2020 Jobs and Education Agendas.

• Updating the Brimbank Planning Scheme

Review to balance built and natural

environments, improve quality of life, and

create vibrant communities.

• Implementing Year One actions of the

Brimbank Activity Centre Strategy

including delivery of the Small Centre

Activation Program.

• Implementing the performance

requirements of the Brimbank

Environmentally Sustainable Design

Framework on new Council facilities

and refurbishments.

• Partnering to research and design options

that re-use plastic and glass waste for

construction of roads and footpaths.

• Facilitating the development planning

process and urban renewal on

strategic sites.

• Continuing to implement the Brimbank

Housing Strategy ‘Home and Housed’

(2014) including the preparation of

Neighbourhood Character objectives.

• Coordinating implementation of Year One

actions in the Brimbank Heritage Strategy

including a review of the Heritage Advisory

Group, heritage gap studies and planning

scheme amendments.

Future Initiatives 2020-2021

• Install feature lighting and a welcoming

and inviting entrance to Sunshine as

determined by the Gateway to Sunshine

project funded by the Department of

Justice and Community Safety’s Public

Infrastructure Fund.

• Continue to deliver the Light Up Program in

the Sunshine and St Albans Activity Centres

through a range of initiatives including

lighting projections, decorative and artistic

lighting and evening activation.

• Create an attractive, integrated, accessible

open space network via the implementation

of the Creating Better Parks – Open Space

and Playground Policy and Plan, including

upgrades at the following suburban and

neighbourhood parks:

- Balmoral Park (Derrimut)

- Evergreen Avenue Reserve (Albanvale)

- Northumberland Road Reserve

(Sunshine North)

- Robinson Court Reserve (Delahey)

- Waterfield Reserve (Cairnlea)

- Highcombe Reserve (St Albans)

• Commence development of a master plan

for Alfrieda Street, St Albans as a key

destination for gathering, shopping and

socialising in a vibrant space.

• Commence development of a Creating

Better Streets Strategy that aims to achieve

more liveable, resilient and sustainable

streets by:

- Increasing canopy cover

- Using stormwater to create greener,

cooler streets

- Supporting walking and cycling

- Creating a positive sense of place for

the community.

• Seek to reduce contamination of recycling

and green waste below target levels.

• Implement Year One actions in the Brimbank

Climate Emergency Plan including:

- Submit the Plan as a pledge under the

- Undertake an analysis of

municipal emissions and optimal

pathway to ‘decarbonise’

Brimbank to net zero emissions

- Advocate to the Victorian Government

to declare a climate emergency, put a

price on carbon pollution, and target 100

per cent renewable energy for Victoria

for 2030.

• Continue to conduct street tree planting

programs to increase Brimbank’s tree canopy

coverage as per the Urban Forest Strategy

(2016-2046).

• Implement aspects of the Sydenham Park

Master Plan, including:

- Flora and fauna assessment report

- Cultural heritage management plan

- Sydenham Park conservation

community tours

- Sydenham Park restoration

management plan

- Robertson’s Homestead Site

feasibility study

- Schematic design for entry landscape,

walking trails, shared paths, fencing and

pedestrian destination points

- Commence upgrades of existing

gravel path to make suitable for

walking and cycling

14

I

Brimbank City Council

Annual Report 2019-2020

Brimbank City Council

Annual Report 2019-2020 I

15

Our Goal:

An Innovative and Responsive

‘Community First’ Council

Strategic Objectives:

• Council is fair, honest and

transparent

• Council advocates and works in the

interests of our community

• Council manages its assets

and finances sustainably and

responsibly

• Council staff are high-performing

and community-focused

Key Achievements

• Continuing to implement the Councillor

Portfolio Program.

• Reporting on outcomes of annual Local

Government Community Satisfaction Survey.

• Developing the Brimbank Innovation

Framework, resulting in the prioritisation of a

range of Community First projects.

• Increasing community uptake of online

services through a promotional campaign of

Report It and other online functionalities.

• Continuing to implement a range of advocacy

initiatives identified and prioritised within the

Brimbank Advocacy Plan and Framework.

• Continuing to work in partnership with a

range of stakeholders to implement the

Brimbank Response Strategy to the Western

Rail Plan.

• Implementing ongoing marketing activities

through the ‘We are Brimbank’ brand to

promote people, pride and places in Brimbank.

• Implementing the Communication Strategy

to promote and position Council’s services,

assets and community through the

production of collateral in easy English and

culturally and linguistically diverse (CALD)

languages.

• Continuing to implement actions from

the Brimbank Community Engagement

Policy and Toolkit to establish an

organisational approach to community

engagement practices

• Engaging the community to inform a vision

for the Sunshine Precinct as identified in the

Brimbank Response Strategy to the Western

Rail Plan.

• Reviewing and implementing the Annual

Budget and Long Term Financial Plan in

accordance with legislative requirements.

• Finalising annual accounts by 30 September.

• Implementing the Year One actions as

directed by the Brimbank People Strategy

that aim to attract, recruit and retain

highly skilled and experienced people to

work for Council.

• Delivering a People Leader Program focussing

on the development of emerging leaders

2019-2021.

• Delivering the Fraud Awareness Program to

Council officers.

Future Initiatives 2020-2021

• Develop and execute an Implementation Plan

for Local Government Act amendments.

• Provide the community with increased

awareness and assistance in using both

online services including ‘Live Chat’ and self

service options to access information.

• Implement a range of advocacy initiatives

identified and priorities within the Brimbank

Advocacy Plan and Framework; and as

outlined in the 2020 Transforming Brimbank

Agenda, including Council’s priorities around

jobs, education, the St Albans Leisure Centre

Replacement project, sport and recreation,

and environmental equity.

• Continue to build upon the ‘Welcome. We are

Brimbank’ campaign to promote people, pride

and places in Brimbank.

• Prepare and implement Council General

Election 2020 Plan and Induction Program.

• Help combat the spread of coronavirus

(COVID-19) across Brimbank and assist

to mitigate negative impacts on health,

wellbeing and the economy through the

implementation of the Brimbank Coronavirus

(COVID-19) Response and Recovery Strategy.

Opportunities and Challenges

Our population is evolving

Brimbank is a dynamic, bustling and growing

place at the heart of Melbourne’s west. People

living and working in Brimbank, and our many

visitors, are already experiencing significant and

positive change. The City’s population is more

than 200,000 and is expected to grow by 9.2

per cent, or 21,190 new residents, by 2038.

The challenges of shifting demographics,

government policy and service model reforms,

and ensuring social equity and access in a

constrained fiscal environment are transforming

the way in which services and infrastructure are

funded and delivered to meet future needs. The

following are examples of the opportunities and

challenges that Brimbank faces now and into

the future:

Transforming Brimbank

The $10 billion commitment towards

constructing the Melbourne Airport Rail Link

(MARL) via Sunshine provides a transformative

opportunity to unlock the limitless potential

of Melbourne’s west. Brimbank City Council is

excited about the new job, education, health

and fairness opportunities associated with

the Sunshine Super Hub, and major transport

projects associated with the Melbourne Airport

Rail Link, Western Rail Plan and Suburban Rail

Loop. This once-in-a-generation investment

provides the opportunity to help us address key

social challenges, by delivering fair outcomes

for locals.

St Albans Health and Wellbeing Hub

The much loved St Albans Leisure Centre is

old, tired and needs to be rebuilt. There is a

critical need for revitalised health and wellbeing

services in this community. We can do much

better by investing to build a new world class

wellbeing precinct that includes state-of-the

art aquatic and leisure facilities, alongside

health and wellbeing services. The new Hub is

anticipated to cost more than $60 million, and

will provide a much-needed, integrated centre

for social cohesion, wellbeing and healthy living

in St Albans. Above all, the St Albans Health

and Wellbeing Hub will provide an integrated

community space that facilitates sustainable

employment opportunities, life-long learning,

social cohesion and better health outcomes for

families and children.

Climate Change

Climate change is an immediate, real, and

all-encompassing threat, and an appropriate

science-based, coordinated, public policy

response is the only responsible course of

action. Council’s declaration of a climate

emergency is a bold but necessary action that

sees ‘socially just’ climate action as a necessity,

to be undertaken at scale and speed.

In Brimbank, health, equity, energy,

infrastructure, the natural environment, and

the material economy are the core areas that

will be affected by climate change, and by the

responsive transition to the new economy.

Coronavirus (COVID-19) Pandemic

The COVID-19 pandemic has been one of the

most serious issues facing society, and the

safety, health, wellbeing and economic welfare

of our residents and staff continues to remain

Council’s top priority. Brimbank’s COVID-19

Response and Recovery Strategy considers

the important role we can play to assist our

local businesses and residents during the

pandemic and as we recover and rebuild.

Council is closely monitoring developments

with coronavirus. Council continues to adapt

and grow our resources depending on how

the COVID-19 situation continues to unfold

and advice changes. We will aim to keep our

community informed on COVID-19, including

how to access supports.

Socio-economic Disadvantage

Brimbank is the second most disadvantaged

municipality in the Greater Melbourne area

and the third most disadvantaged in Victoria.

However the level of disadvantage is unevenly

spread throughout the municipality. Areas with

high levels of socio-economic disadvantage –

such as St Albans East – are likely to have a higher

proportion of people who are unemployed, on

low incomes, with low educational attainment, or

who are working in low skilled jobs. These areas

are also more likely to have a higher proportion of

households with no access to a motor vehicle, or

an Internet connection.

Social Justice

Brimbank’s social, economic and cultural

diversity means it needs to prioritise the

needs of many different cultures and lifestyles

in the community and address any areas of

disadvantage.

Brimbank’s Social Justice Charter confirms

Council’s commitment to working with the

community in the pursuit of social justice

and equality by redressing social and

economic disadvantage through effective

support services, advocacy and community

education programs.

Council recognises the need to address the

many complex issues that arise due to the

impacts of systemic disadvantage and therefore

has formed many multi-agency partnerships to

work to address these systemic issues.

Cultural Diversity

Brimbank prides itself on its cultural diversity

and is one of Victoria’s most culturally diverse

municipalities, embracing more than 160

nationalities from around the globe. Brimbank

has a rich Indigenous history, going back to

when the Wurundjeri people first inhabited

the region, thriving in the Maribyrnong Valley.

The land the municipality now occupies has

a human history that began with Aboriginal

traditional custodians, the Kulin Nation,

more than 40,000 years before European

settlement. The area was originally occupied by

the Kurung-Jang-Balluk and Marin-Balluk clans

of the native Wurundjeri people.

Today it is estimated that Brimbank has just

over 800 Aboriginal and Torres Strait Islander

residents. Diversity is central to our identity –

we are proudly multicultural, embracing people

from around the world and weaving their

stories into our own. We are one of the most

culturally diverse municipalities in Australia,

with 47.8% of our residents born overseas

(compared with 33.8% in Greater Melbourne)

and 44.6% born in mainly non-English

speaking countries (compared with 27.0% in

Greater Melbourne).

Financial Management

Brimbank City Council continues to strive

for responsible financial management to

balance ways in which we can meet the

changing expectations of the community with

the challenge of reduced rate capping and

stagnation of grant funding from other levels

of government.

Asset and Capital Works Programs

Brimbank City Council’s Capital Works Program

is innovative, future-focused and responsive

to changing community needs, ensuring

effective planning for community services and

infrastructure delivery over the next 20 years.

393

community members

receiving ongoing

support via the

Community Register

3,177

children assisted

through the Maternal

Child Health Service

48

online library

programs

created

$245,000

in fees waived

or deferred as part

of the Brimbank

Fees and Charges

Review

15,979

meals distributed to

vulnerable residents

50,152

items delivered as part of

the Library to Your Door

Program

Support

to DHHS for localised

COVID Testing Sites

80

business permits

refunded for the

duration of 2020

491

businesses

engaged in

online business

development

webinars

99

leisure services

videos produced,

with

581

hours viewed

4,300

households

engaged in online

environmental

events

18,682

items loaned via

the library Click

and Collect service

691

wellbeing phone

calls made

to sporting

clubs and

organisations

Coronavirus information

in both print and video

translated

to top 10

language groups

in Brimbank

145

new residents welcomed

via online citizenship

ceremonies

316

applications processed

for rate relief

2,000

food relief parcels

delivered via

Neighbourhood

Houses

1,100

art activity packs

delivered to

Brimbank

families

10

creative arts

commissions

supporting local

artists

171

responses to

our Business

Impact Survey

$80,000

pet registration fees deferred

174

COVID-19 social media

posts across

10 platforms, with

15,396

engagements

Parking controls

relaxed

in all areas across the

municipality (excluding

Red Zones)

86

staff employed via

Working for Victoria to

support major activity

centre cleaning blitz

2,332 views

of online

virtual art

exhibitions

16

I

Brimbank City Council

Annual Report 2019-2020

Brimbank City Council

Annual Report 2019-2020 I

17

Throughout 2019-2020,

the coronavirus (COVID-19)

pandemic has been the most

serious and pressing public

health, social and economic

issue facing the local community.

Council began planning for COVID-19

in late January 2020 and continued

to elevate organisational and

community responses in accordance

with Federal and State Government

advice and information.

The required rate of change and

significance of the impacts was

unprecedented, and has required a

complete re-prioritisation of Council’s

internal and external activities.

At a Special Council Meeting on 6 April

2020, Council adopted the Brimbank City

Council Coronavirus (COVID-19) Response

and Recovery Strategy to guide a whole-of

council response to the pandemic.

The strategy focused on short-term relief

and direct support measures (Stage 1)

and a longer term strategy to assist the

recovery of the community and local

businesses (Stage 2), including a COVID-19

Financial Hardship Policy.

The Brimbank Coronavirus (COVID-19)

Response and Recovery Strategy aims to

assist in:

• Helping to combat the spread of the

novel coronavirus (COVID-19) across

Brimbank and the broader community,

and

• Mitigating the negative impacts of

COVID-19 on health and wellbeing

outcomes on the whole of Brimbank’s

population, with additional focus on

vulnerable populations as well as the

local economy including business,

industry, and jobs.

To achieve these aims, the strategy

focuses on the following five pillars:

1. Health and Wellbeing Response

2. Community Support Response

(Financial Hardship and

Resources)

3. Economic Development Response

4. Economic Stimulus Response

5. Communications, Engagement, and

Advocacy Response

18

I

Brimbank City Council

Annual Report 2019-2020

Brimbank City Council

Annual Report 2019-2020 I

19

Over the past year Council

continued to focus on improving

and enhancing our city, investing in

ongoing capital works projects and

upgrading facilities and open spaces

to ensure the best possible quality

of life for all residents.

We also advocated actively for the needs of the

Brimbank community to promote investment by

State and Federal Governments and the private

sector, and worked to find innovative ways to

deliver our services.

Our community faced enormous challenges

in the second half of this financial year due to

the COVID-19 health emergency that has hit

the most vulnerable among us the hardest.

Council’s priority has been protecting the

health and safety of our community, and on

supporting Brimbank through the response

and recovery process.

Our culturally and linguistically diverse

community already experiences several socio

economic challenges, many of which have been

exacerbated by the COVID-19 pandemic.

In April 2020, Council adopted the whole

of-council Brimbank Coronavirus (COVID-19)

Response and Recovery Strategy to assist local

residents and businesses to recover and rebuild.

It included working with State and Federal

Governments to facilitate COVID-19 testing

throughout the Brimbank community, and

the dissemination of important information in

multiple languages.

Other priorities included ensuring our essential

services continued to operate safely to support

our community, adopting initiatives to assist

businesses, vulnerable residents, and offering

financial relief to residents and businesses

impacted by the pandemic.

Amid the health, economic and social upheaval

caused by this health emergency – the need to

advocate for a better future for our community

has become more important than ever.

Council’s Transforming Brimbank 2020 Agenda –

launched at State Parliament in October 2019 –

has set out the focus of Council’s advocacy work

during 2019-2020.

Our approach aims to ensure our municipality

gets maximum benefit from once-in

a-generation investments targeted for

Brimbank including the $10 billion Melbourne

Airport Rail Link via Sunshine, the Western

Rail Plan via the Sunshine Super Transport

Hub and Priority Precinct.

Our Transforming Brimbank key advocacy

priorities have been for jobs, education, sport

and recreation, and environment equity for

the Brimbank community. Council’s advocacy

in 2019-2020 has helped secure $75 million in

government and non-government funding to

support the Brimbank community.

Over 2019-2020 Council delivered a strong

$73.53 million capital works that laid the

foundation to create a more prosperous,

inclusive and liveable community.

Highlights included:

• Town centre upgrades valued at $6.82 million

that include the Hampshire Road Civic Green

in the Sunshine and Alfrieda Street Civic

Plaza, St Albans.

• A $30.69 million roadworks program to

manage Brimbank’s road network in a safe,

sustainable, and financially responsible way

• An investment of $5.96 million in better

playgrounds, parks, gardens and open spaces

• Bikes and shared paths improvements worth

$1.316 million

• A $1.2 million commitment to sustainability

projects – including a greenhouse gas

reduction program, water security and

nature places

One of the major priorities of this Council was to

build Australia’s best multi-function facility to

replace the tired and ageing St Albans Leisure

Centre. This year we signed off on that having

completed almost four years of work to ensure a

legacy for our community that will stand up for

decades to come.

Council awarded a $55.1 million contract to

demolish the tired, old St Albans Leisure

Centre and build a state-of-the-art health and

wellbeing hub boasting a 50 metre 10 lane

swimming pool, two massive water slides,

wellness centre, community program room and

more. We look forward to the completion of this

new hub in 2022.

Council also continued its important work in

protecting our precious environment. In June

2020, Council adopted the Brimbank Climate

Emergency Plan 2020-2025, becoming the

first council in Melbourne’s west to outline a

strategy on how it would implement its climate

emergency declaration.

It included the following emission targets:

• Zero net emissions for Council operations

by 2030

• An interim aspirational target for Brimbank

municipality of 70 per cent less net annual

emissions by 2030 and zero net emissions for

Brimbank municipality by 2040.

The Annual Report 2019-2020 illustrates some

of the big challenges faced by our community

and the equally big efforts of council officers,

councillors and our community to support each

other and to set in motion a plan for recovery.

I would like to personally thank everyone

who has helped our community during these

challenging times.

As we draw to a close on the term of this

democratically-elected Council in Brimbank,

I wish to thank my fellow councillors, and

the Brimbank community, for the honour of

representing them.

Mayor, Brimbank City Council

On behalf of Brimbank City Council, I

am pleased to introduce the 2019-

2020 Annual Report.

While the past year has come with numerous

challenges, it has also brought to the fore

our innovation, creativity and the spirit of

our community here in Brimbank - a vibrant,

growing and diverse one in the heart of

Melbourne’s west.

In local government, the challenge is always in

balancing the provision of high-quality services

and infrastructure now and into the future, with

the fiscally constrained environment we work in.

The organisation’s financial position remains

sound. Council achieved a surplus of $11.3

million in 2019-2020, which does compare

unfavourably to the budgeted surplus of

$14.9 million.

However, our adjusted underlying surplus of

$4.7 million is key to ensuring we can meet

our growing community’s expectations,

whilst having the capacity to renew some

$2.4 billion worth of Council-controlled

assets and build the new infrastructure our

community wants and needs.

The normal and expected constraints facing

Brimbank and other councils across Victoria

in recent years, including rate capping,

shifting demographics, and government

policy and service model reforms, have

shifted during 2019-2020 with the onset of

the COVID-19 pandemic.

Brimbank has been hard-hit by the

pandemic. Case numbers were high in

our community, which is among Victoria’s

most diverse with high existing levels of

disadvantage. Our focus has been on helping

our community, particularly vulnerable

residents, to navigate the immediate impacts

of the pandemic, and on longer-term social

and economic recovery for our whole

community.

Capital works projects will be key to

Brimbank’s recovery from the pandemic,

and in continuing to meet our community’s

changing needs and population growth

moving forward from this crisis.

During 2019-2020, Council delivered a healthy

$73.52 million Capital Works Program.

These works included $1.853 million to start

work on the new St Albans Health and Wellbeing

Hub, $6.82 million for the transformation of

town centres such as Sunshine and St Albans,

and $5.96 million for open space projects

in parks and gardens across Brimbank, from

Sydenham to Cairnlea.

Challenging times often provide fertile ground

for innovation. I have been both proud of, and

humbled by, the way our organisation has

pivoted and continued to provide essential

services for the community we care about at a

difficult time.

From continued delivery of waste services or

home care for the elderly, to online story time

sessions and home gym classes, taking library

books to residents’ doors, or providing maternal

and child health appointments over the phone

– our services have been a human touch for

residents at an isolating time.

To our council officers, councillors, stakeholders,

partner organisations and staff members, both

in the office and out in the field – thank you.

To our community members who support,

work, volunteer and advocate with Council

led activities – thank you for your continued

support, passion and enthusiasm for Brimbank

and our work.

We will continue to advocate on behalf of

our community to both state and federal

governments to advance our future priorities

for Brimbank and the west, as outlined in our

Transforming Brimbank 2020 Agenda, launched

at Victorian Parliament in October 2019.

Adapting to change is an important theme for

the coming years. Our recognition of a climate

emergency and adoption of the Brimbank

Climate Emergency Plan 2020-2025 will also

ensure the immediate threat of climate change

is a strategic lens for all decision-making within

our municipality.

As our democratically-elected Council’s term

in Brimbank draws to a close, I wish to thank

our councillors for working alongside us to

represent the views of their communities, and

the important role they play in decision-making

determining Council’s future direction.

As Brimbank continues to grow, I look forward

to embracing the exciting investment and

opportunities, as well as the challenges in our

community, as we continue to build our future.

Chief Executive Officer

0

5000

10000

15000

20000

25000

30000

Adjusted Underlying Surplus / (Decit) $'000

4,626

26,528

12,557

13,787 4,077

19,607

2015-16

2016-17 2017-18

2018-19 2019-20

0

50

100

150

200

250

Working Capital Ratio (%)

219.37

161.79

145.44

2015-16

2016-17 2017-18

2018-19 2019-20

182.94

234.55

0 5

15

25

35

45

10

20

30

40

50

Debt Ratio (%)

46

42

42

40

40

2015-16

2016-17 2017-18

2018-19 2019-20

0 20

40 60

80 100

120

Asset Renewal (%)

103

68

66

87

2015-16

2016-17 2017-18

2018-19 2019-20

76

0 10

20 30

40 50

60 70

80

Rate Concentration (%)

73

69

73

76

76

2015-16

2016-17

2017-18

2018-19

2019-20

20

I

Brimbank City Council

Annual Report 2019-2020

Brimbank City Council

Annual Report 2019-2020 I

21

The 2019-2020 financial year

results reflect Council’s ongoing

commitment to financial and

infrastructure sustainability as

outlined in Council’s Long Term

Financial Plan.

Council’s financial position continues to remain

sound. Detailed information relating to Council’s

financial performance is included within

the Financial Statements and Performance

Statement sections of this Report.

Council manages over $2.4 billion dollars in

assets. These comprise land, building and other

infrastructure assets such as roads, footpaths

and bike paths and drainage.

Operating position

Council achieved a surplus of $11.3 million in

2019-2020. This surplus compares unfavourably

to the budgeted surplus of $14.9 million. The

adjusted underlying surplus of Council, after

removing non-recurrent capital grants, cash

capital contributions and non-monetary capital

contributions, is $4.6 million. Sustaining an

adjusted underlying surplus is a critical financial

strategy that provides capacity to renew the

$2.4 billion of community assets under Council’s

control, and build new infrastructure to meet

the expectations of our growing community.

Liquidity

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 182.94 per cent is an

indicator of satisfactory financial position and

is in line with the expected target band of 100

per cent to 400 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 2019-2020 year Council’s debt

ratio, which is measured by comparing interest

bearing loans and borrowings to rate revenue,

was 40 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 103 per cent,

which was within the expected target band of

90-110 per cent.

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 76 per

cent for the 2019-2020 year, which is towards

the top end of the expected target band of

40-80 per cent. The average residential rate

per residential assessment was $1,679, which

compares favourably to similar councils in the

outer metropolitan area.

Economic factors

Rate capping

The Victorian Government imposed a rate cap

on all Victorian councils of 2.5 per cent for the

2019-2020 year. Brimbank City Council did not

seek a variation to the cap.

State Government landfill levy

The State Government landfill levy increased by

2.5 per cent in 2019-2020.

Labour cost increases

Wage inflation rates for the 2019-2020 year

were as per Council Enterprise Bargaining

Agreement (EBA 8) of 2.15 per cent. The June

2020 Consumer Price Index (CPI) rate was -0.3

per cent.

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23

Brimbank City Council provides a

range of services and programs that

reflect the needs and expectations

of the community.

The Annual Budget 2019-2020 focused on

delivering value to the community in a rate

capped environment.

It was designed as a financially responsible

budget that aimed at minimising the impact

of the constraint on revenue raising while

continuing to deliver quality projects and

services for the Brimbank community.

The budget attempted to strike a balance

between maintaining current levels of service,

reducing operational costs and reviewing the

way some programs are delivered.

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 shows the

importance of these Council functions.

The Council Plan 2017-2021 (adopted in August

2017) outlines Council’s Strategic Directions,

which are supported by a number of other

Council strategies, plans and policies. This

includes the Annual Budget 2019-2020, 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 2019-2020, Council delivered a $73.52

million Capital Works Program (including $24.85

million carried forward from 2018-2019). Major

capital works projects included:

Roads, footpaths and pedestrian facilities,

and traffic management works

Council delivered a $30.69 million road works

and $1.98 million traffic management program,

which continued the implementation of the

Roads Management Plan, designed to manage

Brimbank’s road network in a safe, sustainable,

and financially responsible way.

Key highlights included:

• Road pavement rehabilitation projects,

including forward design ($19.167 million)

• Road pavement asphalt overlay projects –

various locations ($4.112 million)

• Footpath rehabilitation program – various

locations ($3.096 million)

• Local area traffic management works in

Ardeer ($651,454)

• Traffic signals – various locations ($478,147)

• Construction of road humps – various

locations ($334,445)

• Construction/modification of roundabouts –

various locations ($331,631)

Town centre works

Council progressed a range of works to the

value of $6.82 million to improve amenity,

connectivity and ambience in town centres.

These projects included:

• Sunshine Town Centre Hampshire Road -

Stage 3 upgrade ($3.156 million)

• St Albans Town Centre streetscape upgrades

($1.120 million)

• Albion Station access improvements ($632,133)

• St Albans Town Centre grade separation

($481,175)

• Sunshine Town Centre – station entry

upgrade ($405,149)

Sports facilities

Council continued to invest $15.14 million

in upgrading sporting facilities across the

municipality to help improve health and

wellbeing outcomes in the community. A range

of these projects were completed, including:

• Errington Precinct Master Plan, St Albans –

Stage 2: Building 3 ($4.162 million)

• Errington Reserve Master Plan, St Albans –

Stage 3: new tennis courts and multi-purpose

court area ($2.395 million)

• Sports reserve lighting upgrade program:

Keilor Recreation Reserve tennis courts; Kevin

Flint Reserve, Cairnlea; Larisa Reserve, St

Albans; Keilor Park Recreation Reserve soccer

pitches 1 and 2 ($1.239 million)

• Sportsground reconstruction program:

J.R. Parsons Reserve tennis courts 3 and

4 and Barclay Reserve baseball diamond

($1.040 million)

• Tennis court resurfacing program: Keilor Park

Recreation Reserve ($561,887)

• Female-friendly sports pavilion upgrade:

Keilor Lodge Reserve ($343,790)

Council also started work on the

following projects:

• St Albans Leisure Centre redevelopment:

($1.853 million)

• New sportsground development program:

Green Gully Reserve oval 2 ($363,018)

• Churchill Reserve carpark construction

($362,166)

Parks, playground and open space upgrades

Council spent $5.96 million on open space

projects, including the ongoing implementation

of the award-winning Creating Better Parks –

Open Space and Playground Policy and Plan. This

plan and policy is ensuring Council meets the

needs of existing and future communities by

creating an attractive, integrated, accessible and

comprehensive open space network for Brimbank.

Highlights included the completion and/or

continuation of works at these parks:

• The Lakes Reserve upgrade, Taylors Lakes

($1.645 million)

• M.B. Lynch Memorial Gardens improvements,

Sunshine ($1.064 million)

• Provision of public toilets at Balmoral Park,

Derrimut and Selwyn Park, Albion ($500,000)

• Talintyre Reserve development, Sunshine

West ($359,717)

• Selwyn Park master plan improvements,

Albion ($298,655)

• Rose Hedge Reserve upgrade, Sydenham

($442,922)

• Neighbourhood park upgrades at Lionheart

Reserve, Taylors Lakes; Jackman Crescent

Reserve, Keilor; and Moorland Park, Cairnlea

($380,923)

• Dalton Street Reserve upgrade, Sunshine

West ($193,700)

Sustainability projects

Council seeks to build a legacy of sustainability

to enable an engaged and resilient community

that supports a sustainable environment

containing rich social, economic and

environmental characteristics. Council invested

$1.2 million in sustainability programs including:

• Greenhouse gas reduction program

($485,631)

• Water security program ($277,738)

• Nature places ($134,021)

Bike paths and shared paths

Council completed a range of bike paths and

shared paths projects worth $1.316 million to

connect Brimbank, including the following:

• East-west transmission line cycle path - M80

Trail to Kororoit Creek in St Albans ($500,000)

• Taylors Lakes Recreation Trail – Hart Place to

Rowell Place to Rowlandson Place ($199,516)

Construction has also progressed works on

the Sydenham Rail Corridor Bicycle Track

($194,362), an off-road cycling route linking

the Sydenham, St Albans and Sunshine

town centres.

Community facilities

Council invested $2.525 million in

improvements to community facilities, such

as neighbourhood houses, libraries and

children’s centres, to provide suitable spaces

for community activities. This includes

improvements to kitchens, heating/cooling

systems, storage, flooring and playgrounds.

Drainage rehabilitation

Council spent $851,268 on drainage

rehabilitation, including underground drainage

upgrades, installation of water quality devices

and minor improvement works.

Organisational realignment

A new staffing structure was introduced

for leisure centres.

In line with the closure of the St Albans

Leisure Centre for replacement, in late

March 2020, a staffing change occurred

across Brimbank’s two leisure centres.

A new staffing structure with more

substantial positions was created to

better service the Sunshine Leisure

Centre and the St Albans Pop-Up Gym.

The new structure sees employees

working across both sites and will allow

for enhanced training and development

opportunities, improved lines of

communication and ultimately lead to an

improved customer experience.

Transitioning home care services

Council continued to progress with the

transitioning of home care services

from Brimbank City Council to a third

party provider, Uniting AgeWell. This

followed a decision by Council in 2018 to

stop providing some in-home aged care

services from 1 October.

Providing services during the COVID-19

crisis – working from home, and more

innovatively

The coronavirus (COVID-19) pandemic

and related restrictions meant Council

staff had to work differently from March

2020 to continue providing services to

the community.

Council staff began working remotely

from home from March 2020, while staff

delivering essential services continued

to do so in a safe and permitted manner.

Staff from Council centres that had

to shut were redeployed to deliver

essential services as well as services to

vulnerable members of the community.

Council also changed many of the ways

it delivered several services to ensure

that while Council facilities remained

shut, community members still received

services online or in innovative ways.

This included online programs and

classes, new services such as Library to

Your Door and Click and Collect services,

and active online options for residents.

24

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Brimbank City Council

Annual Report 2019-2020

Brimbank City Council

Annual Report 2019-2020 I

25

HARVESTER

GRASSLANDS

HORSESHOE BEND

TAYLORS

The current Brimbank City Council

was elected on 22 October 2016.

The Council was sworn in and took

an oath of office at a Special Council

Meeting on Tuesday 8 November

2016.

Brimbank City Council is comprised of 11

Councillors elected from one two-councillor

ward and three wards that are three-councillor.

The 11 Councillors are the elected

representatives of all residents and ratepayers

across Brimbank. They have responsibility

for setting the strategic direction for the

municipality, policy development, identifying

service standards and monitoring performance

across the organisation. The Councillors are

listed overleaf.

Grasslands Ward

Cr Janev Aziz

Date sworn in: 1 April 2020 (after a countback

by the Victorian Electoral Commission to fill an

extraordinary vacancy caused by the resignation

of Cr Lucinda Congreve).

Cr Aziz has lived and worked in Brimbank all

her life and has raised her family here. She

is passionate about helping the community,

and for many years has been involved in

community work and fundraising. Cr Aziz

wants to build community connection and a

sense of belonging through different projects

and community groups.

Portfolio

#HealthyBrimbank

E CrAziz@brimbank.vic.gov.au

M 0428 887 195

Cr Duyen Anh Pham

Date elected: 22 October 2016

Cr Pham was motivated to run for

Council because of her passion for the

Brimbank community.

She believes Brimbank’s greatest strength

is its multicultural diversity. Cr Pham enjoys

volunteering and wants to support local

residents and community groups. Her aims

include increasing multicultural events in

Brimbank, encouraging participation and

striving for greater community involvement in

decision-making.

Committees

• Brimbank Aboriginal and Torres Strait Islander

Reconciliation Action Plan Consultative

Committee

• Brimbank Arts Advisory Committee

• Brimbank Youth Council

• Chief Executive Officer Employment

Matters Committee

• Errington Precinct Master Plan Community

Reference Group: Sport and Recreation

Projects

• Western Melbourne Tourism

Portfolio

#VibrantBrimbank

E CrPham@brimbank.vic.gov.au

M 0429 657 643

Cr Victoria Borg

Date elected: 22 October 2016

Cr Borg is proud to have grown up in Brimbank,

having lived here since emigrating from Malta

in 1972. She is committed to building trust

between Council and the community and to

representing the people of Brimbank with

fairness and integrity. Cr Borg aims to increase

community involvement with Council, to support

mental health and educational services and

increased research into youth disengagement

and acculturation.

Committees

• Brimbank Aboriginal and Torres Strait Islander

Reconciliation Action Plan Consultative

Committee

• Brimbank Disability Advisory Committee

• Brimbank Youth Council

• Collective Action Committee

• Safety Roundtable

• Social Justice Coalition – Strategic

Implementation Group (SIG)

Portfolio

#BrimbankPeople

E CrBorg@brimbank.vic.gov.au

M 0429 365 527

26

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Brimbank City Council

Annual Report 2019-2020 I

27

Harvester Ward

Cr Sam David JP

(Deputy Mayor

7 November 2018-5 November 2019)

Date elected: 22 October 2016

Previous terms: March 1997 to September 2009

Cr David is a long-time resident of Brimbank,

former Councillor and Mayor, and active

member of several community groups. He

believes Brimbank’s greatest strength is its rich

diversity. Cr David is concerned about housing

availability, affordability and employment; and

is committed to assisting senior citizens groups

and supporting young people to get involved

in sport.

Committees

• Ballarat Rail-Line Action Committee (BRAC)

• Brooklyn Community Representative Group

• Brooklyn Industrial Precinct Strategy

Committee

• Calder Highway Improvement Committee

• Chief Executive Officer Employment Matters

Committee

• Sunshine Town Centre Partnership Group

Portfolio

#ConnectingBrimbank

E CrDavid@brimbank.vic.gov.au

M 0429 355 239

Cr John Hedditch

(Mayor 8 November 2016-8 November 2017)

Date elected: 22 October 2016

Cr Hedditch believes Brimbank’s greatest

strengths are its people and the vibrant

community networks that make it such a great

place to live. As a resident of Sunshine for more

than 30 years, Cr Hedditch was driven to run

for Council by his desire to help make the world

a better place for future generations. His aims

are to foster a community-first council that is

collaborative, fair and in favour of a greener,

more sustainable approach to development.

Committees

• Audit and Risk Management Committee

• Brimbank Disability Advisory Committee

• Brooklyn Community Representative Group

• Chief Executive Officer Employment

Matters Committee

Portfolio

#ProsperousBrimbank

E CrHedditch@brimbank.vic.gov.au

M 0428 811 580

Cr Kim Thien Truong

Deputy Mayor

6 November 2019-30 June 2020

Date elected: 22 October 2016

Cr Truong is proud to call Brimbank home and

has a history of volunteering in and supporting

the community. She believes Brimbank’s

strengths lie in the community’s diversity and

ability of people from different cultures to live

harmoniously together. Cr Truong is motivated

to speak on behalf of the community. She

hopes to raise awareness about important

issues such as the environment, family violence,

housing affordability, transport, productivity,

sustainability and liveability.

Committees

• Brooklyn Community Representative Group

• Brimbank Disability Advisory Committee

• Facility Naming Advisory Committee

(St Albans Leisure Centre

Redevelopment Project)

• Safety Roundtable

Portfolio

#SustainableBrimbank

E CrTruong@brimbank.vic.gov.au

M 0429 637 601

Horseshoe Bend Ward

Cr Virginia Tachos

Date elected: 22 October 2016

A proud history of working in the local

community and advocacy led Cr Tachos to

run for Council. She believes Brimbank is a

destination for many young families to start

their dreams and aspirations. Cr Tachos’

priorities include building strong, sustainable

communities, listening to the needs of the

community and supporting harm minimisation

through strong advocacy for stricter gambling

controls. She hopes to achieve a focus on

people, improved services and efficiencies, as

well as improving inclusion, reviewing planning

schemes and promoting healthy outcomes of

the community.

Committees

• Audit and Risk Management Committee

• Brimbank Arts Advisory Committee

• Chief Executive Officer Employment Matters

• Errington Precinct Master Plan

Community Reference Group: Sport and

Recreation Projects

• LeadWest Ltd Board

• LeadWest Committee – Special Committee

• Municipal Association of Victoria (MAV)

State Council

• Social Justice Coalition – Strategic

Implementation Group (SIG)

• St Albans Town Centre Partnership Group

• Sydenham Park Master Plan

Steering Committee

Portfolio

#ResilientBrimbank (Advocacy)

E CrTachos@brimbank.vic.gov.au

M 0428 915 671

Cr Daniel Allan

Date elected: 22 October 2016

Cr Allan has lived in Kealba for 25 years. He

believes Brimbank’s greatest strength is the

community’s vibrancy and willingness to come

together. Cr Allan has been an active volunteer

and involved with community events for many

years. He was motivated to run for Council by

his passion to help make Brimbank the best

it can be. He is particularly passionate about

encouraging young people to be more active in

the community.

Committees

• Brimbank Community Fund Advisory

Committee

• Western Melbourne Tourism

• Brimbank Arts Advisory Committee

Portfolio

#BrimbankProud

E CrAllan@brimbank.vic.gov.au

M 0429 857 339

02

Helen Morrissey

Kelvin Walsh

John Petroro

Leanne Deans

Kristen Gilbert

Matthew Aquilina

Ashley Hansen

Rebecca Solomon

Lynley Dumble

John MacDonagh

Christine McAllister

Ashley Fleming

Rachel Deans

Temporarily Vacant

Neil Whiteside

Adrian Gray

Tom Razmovski

Trent Prince

Dominic Di Martino

Adrian Ashford

Shane Marr

Shane Buckley

Andrew Brae

Sue La Greca

Pallav Ahuja

Yvette Fuller

Daniel Hogan

Paul Tate

Natalie Staaks

Julian Sakarai

Aiden Mullen

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Annual Report 2019-2020 I

31

Kelvin Walsh

Director City Development

Kelvin is an experienced director, who has

worked in fields including planning, urban

design, business development and place

making in Australia and overseas. He has varied

experience in local and state government and

the private sector.

Kelvin commenced with Brimbank City

Council in May 2018 and his brief is to create

a great place where people want to live,

raise their families and participate in active

community life. Kelvin has a passion for the

west, particularly Brimbank and its exciting

transformation.

Lynley Dumble

Acting Director Community Wellbeing

Lynley is an experienced local government

professional who has worked in

Melbourne’s west for over 20 years.

Her areas of focus have included social

policy analysis and development, public

health research, community engagement,

strategic advocacy, community

infrastructure planning, family, youth

and children services, arts and cultural

development, stakeholder management

and community capacity building programs.

Lynley commenced with Brimbank City

Council in August 2016. In April 2020,

Lynley was appointed Acting Director

Community Wellbeing.

Helen Morrissey

CEO

With over 35 years’ experience in local

government, Helen joined Brimbank in

November 2010 as Director Corporate and

Community Relations. Previously Helen was

the General Manager of Corporate Services

at Maribyrnong City Council. Helen has

worked in a variety of management roles

in both community services and corporate

areas at Darebin City Council.

Helen was appointed Chief Executive

Officer at Brimbank City Council on 20

December 2017.

Neil Whiteside

Director Infrastructure and City Services

Neil has worked in local government for over 20

years in various management roles.

In October 2015, Neil was appointed to

the position of Director Infrastructure and

Environment (now Infrastructure and City

Services). He previously held the position of

Director Community Wellbeing from June 2012,

and preceding 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.

Shane Marr

Chief Financial Strategist

and Organisational Excellence

Shane has nearly 30 years’ experience in

governance and finance roles in both local

government and the private sector.

Shane commenced with Brimbank City Council

in late 2014, and was appointed to the role of

Chief Financial Strategist and Organisational

Excellence in August 2018. The role covers the

responsibilities of Finance, Business Support,

Projects and Innovation, and People and

Performance.

Prior to joining Brimbank, Shane held the

position of General Manager Corporate

Services at Moorabool Shire Council.

Dan Hogan

Director Advocacy, Partnerships and Community

After starting his career in the private sector,

Dan has spent the last twelve years working

within Victorian local government in various

management roles, beginning with peak

representative body the Municipal Association

of Victoria, and most recently at neighbouring

Melton City Council.

Dan brings a marketing sensibility to Council,

looking to solve community challenges

through improved communication,

engagement and partnership.

As at 30 June 2020, Council employed 1256 people, 838 full-time equivalent (FTE), which is a decrease in FTE staff

from 2018-2019.

Overall workforce turnover increased to 16.32 per cent, a 3.73 percentage point increase on 2018-2019. Headcount decreased in comparison to 2019, with FTE

figures decreasing by 19 overall. The average age of Council’s workforce is 46.97 years. Over 20.22 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.

.

Age groups

Age

group Female Male

Total

2020

< 21

17 20

45

21 - 25

34 30

88

26 - 30

62 36

104

31 - 35

64 46

118

36 - 40

72 58

132

41 - 45

68 58

130

46 - 50

94 60

176

51 - 55

86 71

159

56 - 60

90 43

144

≥ 61

123 124

254

Total

710 546

1,256

Brimbank total employment status

Status

2019- 2020

Casual

220

Full-time

583

Part-time

453

Total

1,256

Employees by division and employment status

Division

Status

Female

Male

Total

CEO & Councillors

Full-time

2

0

2

Part-time

0

0

0

Casual

0

0

0

Advocacy, Partnerships & Community

Full-time

37

12

49

Part-time

25

0

25

Casual

4

0

4

Infrastructure & City Services

Full-time

24

238

262

Part-time

11

2

13

Casual

0

0

0

City Development

Full-time

43

40

83

Part-time

65

67

132

Casual

6

11

17

Community Wellbeing

Full-time

94

43

137

Part-time

236

41

277

Casual

128

70

198

Financial & Organisation Excellence

Full-time

29

21

50

Part-time

5

1

6

Casual

1

0

1

Brimbank Total

710

546

1,256

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

Division

Gender

Casual

Full-Time

Part-Time

Total

Advocacy, Partnerships & Community

Female

1

36

15

52

Male

0

13

0

13

CEO & Councillors

Female

0

2

0

2

Male

1

45

19

65

City Development

Female

2

40

16

58

Male

17

94

140

251

Community Wellbeing

Female

9

43

20

72

Male

0

29

3

32

Financial & Organisation Excellence

Female

0

21

1

22

Male

0

24

8

32

Infrastructure & City Services

Female

0

237

2

239

Male

30

584

224

838

Total

36

580

242

858

Note:

Casuals recorded as 0.14 of FTE. Council has 220 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) staff categorised by employment classification (band) and gender is set out below.

Employment classification (Band)

Female FTE Male FTE

Total

Band 1

14

12

26

Band 2

23

95

118

Band 3

5

62

67

Band 4

66

19

85

Band 5

82

52

134

Band 6

82

43

125

Band 7

53

54

107

Band 8

25

28

53

Other

84

39

123

Total

434

404

838

Gender equality and the prevention of

violence against women

Council implemented the Year 1 action plan of

Brimbank City Council’s Fairness, Equality and

Respect: Brimbank Strategy for Gender Equality,

Respectful Relationships and Prevention of

Family Violence 2019-2023. The Strategy

outlines a whole-of-council approach, in

partnership with community organisations and

the broader community, to create a respectful,

gender equitable and violence-free organisation

and municipality.

Key achievements:

• Council, as a member of the Preventing

Violence Together (PVT) regional partnership,

contributed to the 16 Days Activist Challenge.

The Challenge involved completing actions

over the 16 days in relation to gender equality

and ending violence against women.

• Council, in partnership with the Western

Integrated Family Violence Committee

(WIFVC) ran two training sessions for staff

on identifying family violence. More than 40

staff members participated in the training.

• Council developed mandatory online family

violence training for all staff.

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

our employees’ knowledge, skills, experience

and competency.

Development is delivered in both face-to-face

and self-paced modes or via Brimbank’s own

e-learning tool bTrain. Modules are made

available to staff to learn at their own pace and

convenience.

Modules on bTrain include Equal Opportunity,

Fraud and Corruption Awareness, Code of

Conduct, Privacy and OHS. Due to the COVID-19

pandemic, training programs have been

delivered during 2020 via virtual learning

platforms such as Zoom.

A total of 228 training sessions were

coordinated in 2019-2020 with a total of 3,298

participants attending programs. In addition,

947 staff members completed 1,974 online

training modules.

Learning programs offered took into

consideration departmental, interpersonal and

organisational needs to help employees meet

Council’s objectives.

Occupational health and safety (OHS)

In 2019-2020, we focused on creating and

implementing a safety action plan that

would provide a framework to build on our

positive health and safety culture, and deliver

continual improvement in our health and safety

performance.

Our key achievements in 2019-2020

include:

• Implementation of a new safety performance

reporting process, ensuring the Executive

Team and safety committees were

provided with meaningful data which

clearly demonstrated our health and safety

performance.

• Conducting a review of the organisational

health and safety training needs analysis to

ensure our people have the right skills and

knowledge to be safe and to deliver safe

services to our community.

• Commencing a review of the Occupational

Health and Safety Management System, to

ensure it remained responsive to the needs

of the organisation and aligned with our

compliance obligations.

• Implementation of a risk-based response to

the management of COVID-19, ensuring that

the risk of transmission of COVID-19 amongst

staff and those who access our services is as

low as reasonably possible.

• Reviewing and updating the organisational

health and safety risk register, to ensure we

remain aware of our risks and have the right

controls in place.

• Implementation of new emergency response

procedures across a number of our facilities

and the completion of warden training and

emergency exercises.

• Development and review of a number of safe

working procedures across the organisation.

• Implementation of new traffic management

arrangements at the Keilor Operations Depot,

to ensure the safety of pedestrians on site.

Reflecting on the many achievements of the

past year, we would like to acknowledge our

people’s ongoing commitment to workplace

health and safety, especially as we adjusted

to new ways of working during the COVID-19

pandemic.

Key performance indicators and workers’ compensation

Year

Lost time

injuries

WorkCover

claims

Days lost due to

workplace injury

2019-2020

19

14

779

2018-2019

12

18

713

2017-2018

8

13

574

2016-2017

13

14

1163

2015-2016

15

27

1443

2014-2015

21

34

986

2013-2014

24

37

973

2012-2013

18

30

1568

2011-2012

31

46

1346

2010-2011

21

34

1302

2009-2010

28

53

1481

2008-2009

25

36

1942

Days lost by division

City Development

27

Community Wellbeing

298

Infrastructure & City Services

454

Advocacy, Partnerships & Community

-

Organisational Excellence

-

Total days lost

779

Brimbank City Council

Annual Report 2018-2019 I

35

03

These partners include:

• Community members

• Service providers

• Local organisations and groups

• State and Federal Government agencies

• Other councils

The Community Vision will be reviewed in 2021

to ensure that it is continuously aligned with the

community’s aspirations.

Council Plan 2017-2021

The Council Plan is one of Brimbank’s primary

strategic documents. It is directly aligned to

the Community Vision and provides a four year

medium term outlook. The Council Plan informs the

development of Council’s Annual Plan and Budget.

The Council Plan 2017-2021 was adopted

in August 2017, and sets out the agreed

objectives, activities and strategic indicators for

Council to achieve its strategic directions for: An

Inclusive Community, A Liveable Community, A

Prosperous Community, and An Innovative and

Responsive ‘Community First’ Council.

It is the 2019-2020 performance that is

reported in this Annual Report.

Annual Budget and Long Term

Financial Plan

The Long Term Financial Plan and Annual

Budget document the financial resources

required to achieve the goals and strategic

objectives in the Council Plan 2017-2021.

Strategic Resource Plan

Council has prepared a Strategic Resource Plan

(SRP) for the four years 2017/2018-2020/2021

as part of its ongoing financial planning to

assist in adopting a budget within a longer

term framework. The SRP takes the strategic

objectives and strategies, as specified in the

Council Plan, and expresses them in financial

terms for the next four years.

The key objective, which underlines

the development of the SRP, is financial

sustainability in the medium to long term, while

still achieving Council’s strategic objectives as

specified in the Council Plan.

Municipal Strategic Statement

The Municipal Strategic Statement (MSS)

provides a strategic vision for Brimbank’s future

by setting out objectives for prospective land

use and development in Brimbank. It sets out

land use directions through policy themes,

objectives, strategies and guidelines, such as:

• Natural environment

• Built environment

• Housing

• Retailing and activity centres

• Industrial land use

• Transport and infrastructure

• Community and leisure facilities

Brimbank Sustainability Policy and

Framework

The Brimbank Sustainability Policy and

Framework strategically addresses

sustainability issues, aiming to:

• Build a legacy enabling an engaged

and resilient community that supports

a sustainable environment containing

rich social, economic and environmental

characteristics

• Show that sustainability means that

our actions meet current needs without

compromising the prospects of future

generations

• Support our community in taking action

on the local impacts of resource depletion,

pollution and climate volatility.

Brimbank Social Justice Charter

Council is committed to being a leader in the

area of social justice, and strives to create a

more just society where difference does not

lead to disadvantage. Working in partnership

with the community, service providers, business

and other levels of government, Council aims to

build a municipality where all residents, workers

and visitors can thrive socially and economically,

regardless of their personal circumstances or

where they were born.

The Brimbank Social Justice Charter was

updated in 2018 (after being first developed in

2008) and articulates Council’s commitment to

social justice and human rights. It builds on the

strengths and successes of the previous Charter,

while remaining relevant and continuing to grow

and shape a culture of social justice and human

rights in Brimbank.

Community engagement and consultation

Public participation in decisions that impact

people’s lives is critical to good governance

and community wellbeing. Council’s approach

to community engagement is to ensure

community members affected by a Council

decision are informed and given the opportunity

to meaningfully participate in decision

making processes. Community engagement is

undertaken by Council to inform policy, planning

and delivery of services and infrastructure, and

advocating on behalf of the community.

The Council Plan 2017-2021 identifies a

series of goals and strategic objectives that

describe what Council is aiming for in order

to achieve the vision for Brimbank.

Each strategic objective contains a number

of strategies that describe what Council

will do over the next four years in order to

achieve the goals.

Relevant Council policies and services are

identified in support of the goals, together

with indicators or measures of progress.

The following are the four goals:

Goal

Strategic Objective

01

An Inclusive

Community

• Our community members are safe, healthy and well

• People have opportunities to participate in community life

• Services and facilities are fit-for-purpose and well-run

• Our community belongs and is proud of where they live

02

A Liveable

Community

• Public and open spaces are safe, clean and well-maintained

• People can get around easily on foot, by bike, car or public transport

• Our community lives sustainably

• The natural environment supports thriving biodiversity that is protected and well

connected

• The urban environment supports a growing population in designated areas while

respecting neighbourhood character and heritage where appropriate

03

A Prosperous

Community

• People are able to access quality education and lifelong learning opportunities

• People are able to find and maintain jobs that provide income security

• The local economy is strong and provides opportunities for the community to thrive

• Housing is of good quality, well located and affordable

• Brimbank is a leading destination for business, working, learning, recreation and living

04

An Innovative

and Responsive

‘Community First’

Council

• Council is fair, honest and transparent

• Council advocates and works in the interests of our community

• Council manages its assets and finances sustainably and responsibly

• Council staff are high performing and community-focused

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Council’s performance for the 2019-2020 year has been reported against each goal to demonstrate

how Council is performing in achieving the Council Plan 2017-2021.

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

• Results against the prescribed service performance indicators and measures

Our Goal –

An Inclusive

Community

• Our community is safe, healthy and well

• People have opportunities to participate in community life

• Services and facilities are fit-for-purpose and well-run

• Our community belongs and is proud of where they live

Strategic indicators

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

indicators included in the Brimbank City Council Plan.

Strategic indicator/measure

Result

2020 Commentary

Resident perception of performance in providing

recreational facilities

65

The 2019/2020 Community Satisfaction Survey result is two points

higher than the score in 2018/2019, five points lower than the state

average, and nine points lower than the Metro region.

Resident perception of Council’s performance in

providing art centres and libraries

75

The 2019/2020 Community Satisfaction Survey result is two points higher

than the score in 2018/2019, one point higher than the state average, and

the same result as the Metro region.

Resident perception of Council’s performance in

delivering family support services

65

The 2019/2020 Community Satisfaction Survey result is one point

lower than the score in 2018/2019, one point lower than the state

average, and four points lower than the Metro region.

Resident perception of Council’s performance in

delivering elderly support services

64

The 2019/2020 Community Satisfaction Survey result revealed no

change from the score in 2018/2019. However, the score was again

four points lower than the state average, and three points lower than

the Metro region.

Resident perception of Council’s performance in

delivering disadvantaged support services

59

The 2019/2020 Community Satisfaction Survey result is two points

lower than the score in 2018/2019, one point lower than the state

average, and three points lower than the Metro region.

Resident perception of Council’s performance in

delivering community and cultural activities

66

The 2019/2020 Community Satisfaction Survey result is one point

lower than the score in 2018/2019, two points lower than the state

average, and four points lower than the Metro region.

Number of attendees at arts and cultural

activities

253,257

Approximately 253,257 individuals attended a range of arts and cultural

activities that were delivered in Brimbank. This included 5,688 visits

to Bowery Theatre Shows, 3,308 visits to physical and online gallery

exhibitions, 77,398 visits to Community Cultural Development activities

(including festivals and events) and 166, 863 general visits to and hires

of the St Albans Community Centre.

Number of applications for Neighbour Day

activities and number of people that participated

20 1,048

A total of 20 Neighbour Day applications were supported with an

expected reach of over 1,000 people. However the majority of

proposed events were postponed due to COVID-19.

Number of community grants supported (Healthy,

Equitable and Connected Communities)

138

A total of 138 grants were allocated to various community groups and

support offered to address priorities connected to creating an inclusive

community.

Major Initiatives

The following statement reviews the progress of Council in relation to major initiatives identified in the 2019-2020 Budget for the year.

Major Initiatives

Progress

Undertake a feasibility study regarding community gardens

to determine models for community managed gardens and

community need.

The community resource about community gardens was completed.

Opportunities to launch the resource have been limited due to COVID-19

restrictions and will now see the resource released online.

Establish partnerships in the planning and delivery of needs based

activities and programs that aim to support men’s health.

A range of initiatives were implemented in partnership with external

services that focused on promoting men’s health. A major mental health

initiative supporting African young men was the Shifting Mindset

Program delivered in partnership with the African Sports Association.

Other initiatives delivered by Neighbourhood Houses included the

Respectful Brothers Program, Woodwork for Men Program, health

information sessions and Monday Social Sessions for Men.

Continue to facilitate the Brimbank Collective Action Committee to

lead, initiate and establish a collective impact project aimed at closing

health and social outcomes gaps for the Brimbank community over a

10 year period.

The Brimbank Collective Action Committee met regularly

and worked together to develop a 12 month action plan.

The Impact Brimbank conversation tool was shifted online

during the onset of COVID-19, in an attempt to capture health

and social issues of importance. Responses will enable the

Committee to identify the area of focus for Impact Brimbank.

Increase opportunities for young people to create positive change in

their communities and to have input into Council decision-making via the

implementation of the Youth Participation and Engagement Model.

The Brimbank Youth Council (BYC) formed and virtual meetings were

conducted to support social distancing measures. Training and induction

for Brimbank Youth Council members was also conducted.

Support children to showcase civic pride and community spirit via the

implementation of the Dynamic Young Citizens Program.

Council continued to partner with local primary schools and The Smith

Family to deliver the Dynamic Young Citizens Program, ensuring that

children growing up in Brimbank are provided with many opportunities

to participate in the local community. This work has resulted in children

experiencing increased social connectedness and a sense of pride, allowing

them the opportunity to have meaningful input into local decisions.

Complete upgrades to sports facilities (including pavilions, lighting,

change rooms and sports surfaces) as determined by the Sports Facility

Development Plan (2018).

A range of facility improvement projects were implemented as per the

Sports Facility Development Plan (2018) which included:

• Sports Ground Lighting upgrades Keilor Park soccer pitches 1 & 2, Green

Gully soccer pitch 2 and training fields, Keilor tennis courts 1 & 2

• Female friendly change room upgrade at Selwyn Park (completion

scheduled September 2020)

• Tennis court resurfacing at Dempster Park Tennis Club

• Car park upgrade at Churchill Reserve

• Completion of various kitchen, storage, coaches’ boxes, goal posts and

irrigation upgrades.

The following projects commenced and will be completed over the next

two financial years:

• More Park pavilion upgrade

• Bon Thomas pavilion upgrade

• Delahey pavilion upgrade

• Green Gully soccer pitch 2 and training field sportsground lighting.

Undertake feasibility studies for redevelopment of the St Albans and Deer

Park Libraries.

The Feasibility Study was completed and was presented to the July

Ordinary Council meeting for adoption.

Celebrate and promote Aboriginal and Torres Strait Islander arts and

culture through the commissioning of Indigenous art in Council buildings.

The Expression of Interest process was completed and a preferred artist

selected who is now working with Wurundjeri Council for approvals. A

sign writer has been contracted ready to print the work once design is

approved. This project experienced delays due to the impacts of the

COVID-19 pandemic.

Develop the Brimbank Children’s Strategy (2020-2024) to improve health,

wellbeing and educational outcomes for children 0 to 8 years.

The Brimbank Children’s Strategy 2020-2024 was adopted at the Ordinary

Council Meeting held on 23 June 2020.

Continue to support initiatives that aim to be inclusive of female sport

participation, including:

- Implementation of the rolling program to upgrade sports facilities

- Implementation of Women’s Participation in Sport and Recreation in

Melbourne’s West Project Action Plan.

All-female sports facility upgrades were completed as per the schedule,

with the exception of Selwyn Park which is due for completion in

September 2020. The Women’s Participation in Sport and Recreation

in Melbourne’s West Action Plan was completed and was presented to

Council for adoption at the Ordinary Council Meeting in July 2020.

Our Goal –

An Inclusive

Community

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Services

The following statement provides information in relation to the services funded in the 2018–2019 Budget and the persons or sections of the

community who are provided the service.

Service/Description

Net Cost

Actual Budget

Favourable/

(Unfavourable) $’000

Community Planning and Advocacy

Community Planning, and Advocacy

work towards enhancing community health and wellbeing. This includes Connected

Communities, Community and Council Planning, and Policy Advocacy & Research.

Connected Communities

facilitates Council’s community engagement, capacity building and social inclusion through establishing

governance and consultation structures, language services, Indigenous and cultural awareness programs, community leadership

programs such as the Community Governance Training Program, and delivery of Council’s Annual Community Grant Program.

Community and Council Planning

ensures Council is delivering on its commitment to the community by developing, reporting and

monitoring the Council Plan and additional corporate reporting activities.

Policy Advocacy and Research

addresses key issues in the community including social justice, safety, inclusion, disability support,

addiction problems, men’s violence against women and gender equity. This is achieved by developing policies, strategies, projects

and partnerships that improve health and wellbeing in the community, while undertaking important evaluation, research and data

analysis in order to meet requirements under the Municipal Public Health and Wellbeing Plan.

2,916 3,099

183

Community Projects

Community Projects

build internal capacity through the implementation of service planning and project management frameworks,

and through the application of evidence that will improve service and project delivery across the Community Wellbeing Directorate,

resulting in better outcomes for the community.

470 488

18

Community Care

Community Care

provides a range of services that support older people, people living with a disability, children, families and young

people.

Ageing and Inclusion

supports older people, and people with a disability, to maintain and enhance their physical, social and

emotional well-being by accessing in-home and community-based services provided by Council. Services such as in-home care

services, social support and planned activity groups, delivered meals, community transport and home maintenance to help residents

live a fulfilling and independent life.

Families and Early Years

provides a range of services for children and families in the community including Maternal and Child

Health Services, community and supported playgroups and kindergarten registration. Maternal and Child Health services are

available at eight locations, providing health and wellbeing information for parents and children aged from 0 to 5 years, and

intensive support for vulnerable families experiencing parenting difficulties.

Youth Services

offers a number of services to guide young people through their personal development and encourages them to

participate positively in community life through support, counselling and youth programs that strengthen and build resilience in

young people and builds partnerships with other local services to support young people.

16,032 18,446

2,414

Service/Description

Net Cost

Actual Budget

Favourable/

(Unfavourable) $’000

Leisure and Community Facilities

Leisure and Community Facilities

is comprised of Sports and Recreation, Community Facilities, Leisure and Community Facilities

Planning, and Major Leisure Facilities including the Sunshine and St Albans Leisure Centres, the Keilor Basketball and Netball

Stadium, and Keilor Public Golf Course.

Sports and Recreation

develops and delivers sport and recreation projects, programs and events to meet the diverse needs of

the community. This includes the allocation of 49 sports pavilions, 79 playing fields, pitches, diamonds, bocce pitches and greens,

seven indoor courts and 64 outdoor tennis courts. The team supports clubs in capacity building, business planning and funding

applications, and takes regular bookings for the Keilor Park Synthetic Sports Fields and Synthetic Athletics Track.

Community Facilities

manages regular, casual and function bookings at Council’s 35 halls and meeting rooms. In addition they

support, guide and develop community groups such as Senior Citizens, Scouts and Girl Guides by managing venue tenancy

agreements.

Major Leisure Facilities.

The four major leisure facilities in Brimbank are the Keilor Basketball and Netball Stadium, the St Albans

Leisure Centre, the Sunshine Leisure Centre and the Keilor Public Golf Course. These centres provide a diverse and affordable range

of health, fitness and community activities and programs that offer the community opportunities to participate in physical activity

and a safe place for social interaction.

Leisure and Community Facilities Planning

undertake strategic work to determine the leisure and facility related needs of the

Brimbank community and the most appropriate way for Council to meet these needs now and in the future. This work informs

Council’s Capital Works Program and determines the priorities for funding based on evidence and demand.

5,194 4,360

834

Facilities and Major Projects

Facilities and Major Projects

is responsible for the delivery of Council’s Facilities Asset Management Plan and major projects

including the ongoing maintenance of Council’s facilities and buildings.

11,821 12,284

463

Building Services and Environmental Health

Building Services and Environmental Health

implements legislation through education, advice and enforcement to ensure a safe

and high standard of public health is maintained across the City. This includes enforcing the

, Building Regulations

2018,

, Public Health & Wellbeing Regulation 2019,

and

. It also issues and inspects building permits and manages customer requests to ensure the safety of the

built environment and health of the community within Brimbank.

778 1,254

476

City Compliance

City Compliance

enforces local laws, which are important for residents and businesses to enjoy a safe, clean, well-functioning

living and working environment. Council provides community information and education around parking controls, fire mitigation,

litter control, event approvals, animal management and school crossing supervision. It will also prosecute individuals or businesses

where necessary.

2,088 1,753

(335)

Our Goal –

An Inclusive

Community

Our Goal –

An Inclusive

Community

(continued)

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Service Performance Indicators

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

variations.

Service indicator

2018 Result

2019 Result

2020 Result 2020 Commentary

Cost of indoor aquatic facilities

$3.55

$3.32

$9.49

Brimbank City Council continues to place a high emphasis on

delivering services in a cost efficient manner, with this result

remaining within the range expected by Council. A number

of external factors have negatively impacted this result for

the 2019/2020 financial year. These factors included facility

closures, decreased visits and loss of income as a result of

COVID-19, the permanent closure of the St Albans Leisure Centre

for replacement, and dust storms and bushfire smoke severely

impacting visits over the summer period. Find out more about our

leisure centres at https://www.brimbank.vic.gov.au/leisure-parks

and-facilities

Utilisation of aquatic facilities

2.85

2.83

1.98

Brimbank City Council saw just under 414,000 visits to both

the Sunshine and St Albans Leisure Centres throughout the

2019/2020 financial year. The decrease in visits when compared

to previous years is attributed to closure of the St Albans Leisure

Centre on 18 March 2020 to commence construction of the new

facility. COVID-19 restrictions saw the closure of both the ‘pop up’

gym (St Albans Leisure Centre replacement) and the Sunshine

Leisure Centre from March-June 2020, significantly impacting

utilisation of facilities. Visits also reduced in the summer period

due to the impact that bushfire smoke and dust storms had on

outdoor pools. Find out more about our leisure centres at https://

www.brimbank.vic.gov.au/leisure-parks-and-facilities

Time taken to action

food complaints

1.36

1.13

1.14

Brimbank City Council places a strong emphasis on food safety

and public health. Reports of food complaints and related

requests continue to be promptly responded to with the

majority of complaints investigated on the day of receipt or

the following day, ensuring both high levels of food safety

monitoring and customer satisfaction. This result remains

within the range expected by Council. Find out more about

Brimbank’s food safety service at https://www.brimbank.vic.

gov.au/business/types-businesses/food-premises-and-safety

Food safety assessments

100%

101.07%

100.45%

Brimbank City Council seeks to deliver an effective and cost

efficient food safety service for our community. Throughout the

2019/2020 financial year some premises received an additional

assessment as a means to assist new proprietors with the sale

of safe food. This result remains within the range expected by

Council. Find out more about Brimbank’s food safety service at

https://www.brimbank.vic.gov.au/business/types-businesses/

food-premises-and-safety

Cost of food safety service

$239.12 $253.93

$241.26

Brimbank City Council seeks to deliver an effective and cost

efficient food safety service for our community. This result

remains within the range expected by Council. Find out more

about Brimbank’s food safety service at https://www.brimbank.

vic.gov.au/business/types-businesses/food-premises-and-safety

Critical and major non-compliance

outcome notifications

100%

100%

100%

Brimbank City Council seeks to deliver an effective and cost

efficient food safety service for our community. This result remains

within the range expected by Council. Find out more about

Brimbank’s food safety service at https://www.brimbank.vic.gov.

au/business/types-businesses/food-premises-and-safety

Library collection usage

5.84

5.48

3.90

The Brimbank City Council library collection service continues to be

well utilised by community members accessing both printed and

digital materials at our five library branches and via the home library

service. However, due to the impact of COVID-19, libraries were

required to close which, despite alternative service models initiated

throughout the pandemic (including the non-contact home delivery

service, ‘Libraries at Your Door’ and the Click and Collect service),

resulted in an expected lower rate of borrowings in the 2019/2020

financial year. Find out more about Brimbank libraries at https://

www.brimbanklibraries.vic.gov.au/

Service indicator

2018 Result

2019 Result

2020 Result 2020 Commentary

Standard of library collection

58.63% 64.38%

67.66%

Brimbank City Council’s library collection service continues to be

reflective of community needs and demands with over 67% of

the collection under five years of age. This improved result (when

compared to previous years) remains in the range expected by

Council. Find out more about Brimbank libraries at https://www.

brimbanklibraries.vic.gov.au/

Cost of library service per

population

$35.69

$36.00

$34.36

Brimbank City Council has continued to work towards ensuring

the cost of the library service remains stable whilst responding to

increased usage in the area of both loans and visits. The 4.65%

cost reduction achieved this year remains in the range set by

Council. Find out more about Brimbank libraries at https://www.

brimbanklibraries.vic.gov.au/

Active library members

12.55%

12.01%

20.27%

Brimbank City Council continues to see high demand on library

collections with a 69% increase in active borrowers in the

2019/2020 financial year. Despite the impact of COVID-19

restrictions which required libraries to close, local residents

took advantage of the non-contact Library to Your Door service

and online library collections such as BorrowBox. Council

acknowledges that changes made to the way this indicator is to

be calculated by Local Government Victoria and the introduction

of new IT systems has also attributed to the variance between

2018/19 and 2019/20. This result exceeds the expectation of

Council. Find out more about Brimbank libraries at https://www.

brimbanklibraries.vic.gov.au/

Participation in first maternal and

child health (MCH) home visit

107.31% 99.55%

97.27%

Brimbank City Council has seen 97% of infants present at the

four-week Key Age and Stage Visit in the 2019/2020 financial

year. The result achieved is in the range set by Council. This

result cannot be compared to previous years results as it is a new

measurable. Find out more about the MCH service at https://

www.brimbank.vic.gov.au/health-family-and-support/maternal

and-child-health

Infant enrolments in the MCH

service

100%

100%

101.42%

Brimbank City Council has continued to achieve 100% infant

enrolments in the MCH, highlighting 100% client engagement

over a four year period. More information about the MCH service

can be found at https://www.brimbank.vic.gov.au/health-family

and-support/maternal-and-child-health

Cost of the MCH service

$80.53

$81.10

$82.24

Brimbank City Council continues to deliver the MCH service within

the expected budget and requirements, with this result remaining

within the range set by Council. More information about the MCH

service can be found at https: //www.brimbank.vic.gov.au/health

family-and-support/maternal-and-child-health

Participation in the MCH service

71.5%

70.49%

68.92%

Brimbank City Council continues to achieve participation rates

in the MCH service that remain within the range set by Council.

Family participation in the MCH service can vary significantly

between years, as every enrolled child is not required to attend

the service on an annual basis. Find out more about the MCH

service at https://www.brimbank.vic.gov.au/health-family-and

support/maternal-and-child-health

Participation in the MCH service

by Aboriginal children

62.11%

55.26%

70.00%

Brimbank City Council continues to embed continuous

improvement initiatives to engage Indigenous families

registered in the MCH service, including the provision of targeted

engagement strategies. In the 2019/2020 financial year 70 out of

the 100 registered Indigenous children participated in the service,

resulting in a 27% increase when compared to 2018/2019. This

result exceeds the range expected by Council. Find out more

about the MCH service at https://www.brimbank.vic.gov.au/

health-family-and-support/maternal-and-child-health

Our Goal –

An Inclusive

Community

Our Goal –

An Inclusive

Community

(continued)

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Our Goal –

A Liveable

Community

• Public and open spaces are safe, clean and well-maintained

• People can get around easily on foot, by bike, car or public transport

• Our community lives sustainably

• The natural environment supports thriving biodiversity that is protected and well

connected

• The urban environment supports a growing population in designated areas while

respecting neighbourhood character and heritage where appropriate

Strategic indicators

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.

Strategic indicator/measure

Result 2020 Commentary

Resident perception of Council’s

performance in enforcement of local

laws

59

The 2019/2020 Community Satisfaction Survey result is one point lower than the score

in 2018/2019, four points lower than the state average, and six points lower than the

Metro region.

Resident perception of Council’s

performance in managing the

appearance of public areas

64

The 2019/2020 Community Satisfaction Survey result is one point lower than the score

in 2018/2019, eight points lower than the state average, and nine points lower than the

Metro region.

Resident perception of Council’s

performance in managing the condition

of local streets and footpaths

58

The 2019/2020 Community Satisfaction Survey result is the same as in 2018/2019, the

same score as the state average, and six points lower than the Metro region.

Resident perception of Council’s

performance in managing the condition

of sealed local roads

60

The 2019/2020 Community Satisfaction Survey result is three points lower than the

score in 2018/2019, six points higher than the state average, and seven points lower

than the Metro region.

Resident perception of importance

and Council’s performance in traffic

management

59

The 2019/2020 Community Satisfaction Survey result is two points lower than the

score in 2018/2019, one point higher than the state average, and the same result as the

Metro region.

Resident perception of importance

and Council’s performance in providing

parking facilities

56

The 2019/2020 Community Satisfaction Survey result is one point lower than the score

in 2018/2019, one point higher than the state average, and the same result as the

Metro region.

Resident perception of Council’s

performance in waste management

66

The 2019/2020 Community Satisfaction Survey result is three points lower than the

score in 2018/2019, one point higher than the state average, and four points lower than

the Metro region.

Resident perception of Council’s

performance in general town

planning policy

61

The 2019/2020 Community Satisfaction Survey result is two points higher than the

score in 2018/2019, seven points higher than the state average, and six points higher

than the Metro region.

Resident perception of Council’s

performance in planning and

building permits

60

The 2019/2020 Community Satisfaction Survey result is two points higher than the

score in 2018/2019, nine points higher than the state average, and six points higher than

the Metro region.

Resident perception of Council’s

performance in planning for

population growth

55

The 2019/2020 Community Satisfaction Survey result is one point higher than the score

in 2018/2019, four points higher than the state average, and three points higher than

the Metro region.

Resident perception of Council’s

performance in environmental

sustainability

61

The 2019/2020 Community Satisfaction Survey result is two points lower than the score

in 2018/2019, one point higher than the state average, and one point lower than the

Metro region.

Reduction in greenhouse gas

emissions from Council operations

16,963 T

CO2-e

Greenhouse gas emissions from Council operations have been reduced by 37% since 2011.

Reduction in Council’s potable water use,

increase in alternative water use and

improvement in water quality entering

waterways in Brimbank.

Potable Water

Consumption

297.0 ML

Alternative

water use: 71.9

Potable water consumption decreased by 29% compared to the 2018/19 result. This was

due to above average rainfall conditions throughout most of the irrigation season (January

through to April 2020) and increased stormwater becoming available following an upgrade

to the Keilor Public Golf Course Stormwater Harvesting System completed in March 2019.

Alternative water use (stormwater harvesting) increased by 47% compared to the 2018/19

result. This was due to above average rainfall conditions throughout the first six months of

2020 and increased stormwater harvesting capacity becoming available following the Keilor

Public Golf Course Stormwater Harvesting System upgrade.

Number of community grants supported

(Our Community Living Sustainably)

7

A total of seven grants were supported that aimed to address the priorities

connected to creating a liveable community.

Major Initiatives

The following statement reviews the progress of Council in relation to major initiatives identified in the 2019–2020 Budget for the year.

Major Initiatives

Progress

Install mobile surveillance cameras to monitor illegal dumping in

public areas.

Throughout the 2019/2020 financial year mobile surveillance cameras

were utilised in litter dumping hot spots across the municipality.

Replacement Litter Enforcement Officers investigated illegal rubbish

dumping whilst still observing current COVID-19 restrictions.

Continue to implement proactive cleaning, maintenance and

amenity in St Albans and Sunshine Town Centres and other

Council owned shopping strips.

The ongoing proactive cleaning, maintenance and amenity program was

delivered throughout 2019/2020.

Create an attractive, integrated, accessible open space network via the

implementation of the Creating Better Parks – Open Space and Playground

Policy and Plan, including upgrades at the following parks: -

Flagship parks:

• Stage three upgrade of the Lakes Reserve Park in Taylors Lakes.

Neighbourhood park upgrades at:

• Moorland Park, Cairnlea

• Jackman Crescent Reserve, Keilor

• Lionheart Reserve, Taylors Lakes.

Suburban park upgrades at Rose Hedge Reserve, Sydenham.

All scheduled flagship, neighbourhood and suburban park upgrades were

completed in 2019/2020 as per the Creating Better Parks – Open Space

and Playground Policy and Plan.

In partnership with the Western Alliance for Greenhouse

Action (WAGA), investigate options for large scale

renewable energy.

Coordination of the Power Purchase Agreement (PPA) Tender was

transferred via deed to Darebin City Council (the Project Lead Council). The

PPA contract will commence from 1 July 2021.

Support community participation by ‘friends of’ and other

community groups in environmental days of significance

(Clean Up Australia Day, World Environment Day and National

Tree Day).

The 2019 Environmental Events Calendar was implemented, with the

2020 Calendar distributed in March 2020. Due to the COVOD-19 pandemic

the Environmental Events Calendar moved online and this transition was

very successful.

Conduct street tree planting programs to increase Brimbank’s

tree canopy coverage as per the Urban Forest Strategy (2016-

2046).

Council’s Street Tree Planting Program for the 2019/20 financial year was

completed.

Complete and update the Brimbank Planning Scheme Review

and to balance built and natural environments, improve

quality of life and create vibrant communities.

Council was provided a preliminary draft of the Planning Policy

Framework (PPF) to the Smart Planning team in the Department of

Environment, Land, Water and Planning (DELWP). Smart Planning

have outlined how they will support Council officers to enable the

development of the PPF for Council consideration. Smart Planning

approval and support is required before Council can progress an

amendment to the Brimbank Planning Scheme, which is anticipated in

early 2021.

Work in partnership to research and design options that re-use plastic and

glass waste for construction of roads and footpaths.

This is a two year project which commenced in August 2019 and is

scheduled to be completed by May 2021. Key deliverables for Stage 1

(Year 1) achieved included:

• Materials selection

• Lab testing and evaluation

• Identification of suitable material suppliers

• Tender specifications finalised

• Commencement of media campaign

Our Goal –

A Liveable

Community

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Brimbank City Council

Annual Report 2019-2020 I

47

Services

The following statement provides information in relation to the services funded in the 2018-2019 Budget and the persons or sections of the

community who are provided the service.

Service/Description

Net Cost

Actual Budget

Favourable/

(Unfavourable) $’000

Engineering Services

Engineering Services

ensure that Brimbank is a safe, liveable and attractive place to live and work. This is achieved through

planning, design, construction, maintenance and renewal/disposal of local roads, drainage systems and other vital infrastructure.

It coordinates the preparation of Council’s 10 year Capital Works Program and manages and reviews the annual Capital Works

Program reporting.

4,103 4,688

585

Environment

Environment

engages with Council and the community to work towards an environmentally sustainable city through the efficient

use of limited resources and through innovative design. We also engage with and encourage the community to value Brimbank’s

outstanding and unique natural areas.

This aim is achieved by providing leadership and education while providing direction and coordination in resource efficiency

measures including integrated water management, climate change mitigation and adaptation, waste minimisation and education,

community engagement in the conservation, management and restoration of Brimbank’ s natural areas including grasslands,

waterways and rocky escarpments, and managing contaminated land.

4,638 4,206

(432)

Asset and Property Services

Asset and Property Services

are responsible for developing, implementing and coordinating an enterprise system of policies,

strategies, plans, tools, information, analytics, procedures and operational practices to ensure that all infrastructure assets are

maintained, controlled, and monitored across their entire life cycle. This is carried out in accordance with laws and regulations, and is

pursuant to the National Asset Management Framework (NAMAF).

341 422

81

Urban Design

Urban Design

provides a landscape, architectural and urban design service delivering public realm projects that create attractive,

safe, connected and sustainable urban places which support community wellbeing, social connectedness and foster civic pride.

Project delivery includes park upgrades, streetscape upgrades, tree planting and shared user paths, in addition to advocating for

good urban design outcomes for all major infrastructure projects and private developments.

3,113 3,278

165

Operations Group

The

Operations Group

consists of the following Service Units: Fleet, Parks, Roads and Cleansing, Waste and Pedestrian Facility. The

Group provides oversight of Council’s Emergency Management responsibilities.

Truck, plant and vehicle fleets are purchased responsibly and maintained through

Fleet Services

, which ensures they are compliant

with all legislative requirements.

Parks, sportsgrounds and the outdoor spaces surrounding Council-owned facilities are maintained by

Parks Services

.

Roads and drainage systems are managed by

Roads and Cleansing Services

in accordance with Council’s Road Management Plan,

and are responsible for the overall cleanliness of Council land.

Waste Services

organises the community’s weekly kerbside waste collection and fortnightly recycling and green waste collections.

It also manages Council’s Resource Recovery Centre and delivers an At Call Hard Waste Collection Service to residents.

Pedestrian Facilities Services

program and implement Council’s annual footpath and concrete works rehabilitation program in

accordance with Council’s Road Management Plan.

Emergency Management

coordinates the use of Council resources for emergency response and recovery in accordance with the

, including coordination of a Municipal Emergency Management Planning Committee and

development and maintenance of the Municipal Emergency Management Plan.

40,103 39,079

(1,024)

City Planning and Planning Compliance

City Planning

is responsible for administering the Brimbank Planning Scheme by providing advice and making determinations on

planning permit applications for land use, development and subdivisions, and responding to property information and demolition

requests. City Planning provides planning services to Council, the community and the development industry. This also includes

representing Council at the Victorian Civil and Administrative Tribunal on planning matters.

Planning Compliance

is responsible for enforcing planning regulations and permit conditions and responding to customer requests

relating to planning matters.

(562) (2,636)

(2,074)

Service Performance Indicators

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

Service indicator

2018 Result

2019 Result

2020 Result 2020 Commentary

Time taken to action animal

management requests

1.57

1.32

0.88 days

Brimbank City Council places a strong emphasis on responsible

pet ownership and community safety with the majority of animal

requests followed up the day the request is received. Reports of

'animals at large' and related requests are promptly responded to.

This is an improved result when compared to previous years. Find

out more about animal management at https://www.brimbank.

vic.gov.au/pets-and-animals

Animals reclaimed

22.64%

22.11%

64.10%

Brimbank City Council has seen an increase in the number of

reclaimed animals in the 2019/20 financial year highlighting improved

performance against this indicator when compared to previous years.

This improvement is partially attributed to the removal of feral cats

from calculations which were included in previous years, highlighting

the sizable volume of feral cats within Brimbank. This result

exceeds the range expected by Council. Find out more about animal

management at https://www.brimbank.vic.gov.au/pets-and-animals

Cost of animal management

service per population

$7.88

$8.36

$6.99

Brimbank City Council places a high emphasis on delivering services

in a cost efficient manner with this being an improved result when

compared to previous years. This variance is influenced by a change

to calculation which now sees this indicator based on the number

of registered animals rather than municipal population. This result

exceeds the range expected by Council. Find out more about animal

management at https://www.brimbank.vic.gov.au/pets-and-animals

Animal management prosecutions 5.00

24.00

8.00

Brimbank City Council investigates all infringements under the

and where supportive evidence is

available, actively prosecutes these matters. The achieved result

of 100% successful prosecutions is within the expected range set

by Council. Find out more about animal management at https://

www.brimbank.vic.gov.au/pets-and-animals

Sealed local road requests

68.89

51.70

60.84

Brimbank City Council continues to respond to all resident

requests for sealed local roads within the approved requirements

of the Road Management Plan. A marketing campaign promoting

the use of Council’s ‘Report It’ system resulted in an increase of

requests relating to road damage/repairs. COVID-19 restrictions

saw an increase in community observation of local roads as more

people spent time within their own suburbs, also leading to an

increase in requests.

Sealed local roads maintained

to condition standards

84.87% 87.75%

89.22%

Council has continued to fund the renewal of its road network to

ensure the overall condition of the network does not deteriorate.

This result remains within the range expected by Council.

Cost of sealed local road

reconstruction

$83.70

$100.17

$92.80

Brimbank City Council undertakes all road reconstruction via

contracts, which are awarded following a competitive public tender

process. This improved result remains in the range set by Council.

Cost of sealed local road resealing $27.40

$25.31

$19.80

Brimbank City Council undertakes all road resealing works via

contracts, which are awarded following a competitive public

tender process. The cost is indicative of continued competitive

market conditions in the road construction industry with this

result exceeding the range expected by Council.

Kerbside bin collection requests

169.66

129.24

135.88

Brimbank City Council continues to endeavour to deliver an effective,

cost efficient bin collection service for the community. The bin

collection service includes replacement of damaged bins, repair

of broken bins and the collection and disposal of missed bins from

residential properties within the municipality. Find out more about

waste services at https://www.brimbank.vic.gov.au/rubbish-recycling

and-waste

Kerbside collection bins missed

10.64

10.53

11.50

Brimbank City Council continues to endeavour to deliver an

effective, cost efficient bin collection service for the community and

has seen a marginal increase in the numbers of kerbside collection

bins missed. Find out more about waste services at https://www.

brimbank.vic.gov.au/rubbish-recycling-and-waste.

(continued)

Our Goal –

A Liveable

Community

Our Goal –

A Liveable

Community

Brimbank City Council

Annual Report 2019-2020 I

49

Service indicator

2017 Result

2018 Result

2019 Result 2019 Commentary

Cost of kerbside garbage bin

collection service

$115.25 $112.34

$115.75

Brimbank City Council endeavours to deliver an effective, cost

efficient kerbside garbage collection service for our community

with this result continuing to remain within the range expected

by Council. Find out more about waste services at https://www.

brimbank.vic.gov.au/rubbish-recycling-and-waste

Cost of kerbside recyclables

collection service

$23.98

$42.36

$49.50

Brimbank City Council endeavours to deliver an effective, cost

efficient kerbside recyclables collection service for our community.

Changes to government recycling policy within China that

resulted in the failure of the Australian recycling market continues

to impact and result in increased costs of recycling. Brimbank

has entered into a medium term recycling services agreement

with Cleanaway until 1 July 2021 and is working on a collective

procurement process with other metropolitan council’s to secure

a long term recycling processing contract that is anticipated will

realise reduced processing costs. In addition, COVID-19 (stay at

home) restrictions contributed to increased contamination of

recyclable material resulting in increased processing costs. Find

out more about waste services at https://www.brimbank.vic.gov.

au/rubbish-recycling-and-waste

Kerbside collection waste

diverted from landfill

39.27% 38.01%

41.41%

Brimbank City Council endeavours to deliver an effective, cost

efficient kerbside recyclables collection service for our community,

with the diversion rate to landfill increasing when compared to

2018/2019. This improved result remains in the range expected

by Council. Find out more about waste services at https://www.

brimbank.vic.gov.au/rubbish-recycling-and-waste

Time taken to decide

planning applications

123.00

120.00

126.00

Brimbank City Council places an emphasis on working with

applicants and objectors to achieve good outcomes in planning

determinations, so additional time may be taken in negotiating

land use and development issues. In November 2018, an

environmentally sustainable development (ESD) policy was

introduced into the Brimbank Planning Scheme which requires

the resolution of ESD matters prior to a permit being issued.

This has resulted in some applications taking longer to resolve

than would previously have been the case. Find out more about

Brimbank’s statutory planning service at https://www.brimbank.

vic.gov.au/building-and-planning

Planning applications decided

within 60 days

52.82%

61.77%

64.97%

Brimbank City Council places an emphasis on working with applicants

and objectors to achieve good outcomes in planning determinations,

so additional time may be taken in negotiating land use and

development issues. A 5% increase in performance can be seen in

the 2019/2020 financial year against this indicator when compared

to 2018/2019. The result falls within the range set by Council. Find

out more about Brimbank’s statutory planning service at https://

www.brimbank.vic.gov.au/building-and-planning

Cost of statutory planning service $3,072.92 $2808.12

$2882.36

Brimbank City Council has a strong commitment to providing an

efficient and cost effective statutory planning service. With the

result achieved remains in the range set by Council. Find out more

about Brimbank’s statutory planning service at https://www.

brimbank.vic.gov.au/building-and-planning

Council planning decisions upheld

at VCAT

66.67% 52.63%

55.56%

The number of decisions of applications upheld at VCAT remain

in favour of Brimbank City Couwncil, highlighting the work that

Council does to support decisions in the best interest of the

community. Thus result is in the range expected by Council.

Expenses per head of municipal

population

$918.98 $920.43

$920.77

The result is within the range expected by Council.

Infrastructure per head of

municipal population

$7,411.23 $7,714.16

$7,823.67

The result is within the range expected by Council.

Own-source revenue per head of

municipal population

$835.02 $879.81

$864.74

The result is within the range expected by Council.

Recurrent grants per head of

municipal population

$138.53 $132.07

$121.18

The result of the measure has decreased by $10.89 per head

of the municipal population. The reduction is due to Brimbank

City Council ceasing to provide Family Day Care at the end of the

2018/2019 financial year, which accounted for $1m.

Our Goal –

A Prosperous

Community

• People are able to access quality education and lifelong learning opportunities

• People are able to find and maintain jobs that provide income security

• The local economy is strong and provides opportunities for the community to thrive

• Housing is of good quality, well located and affordable

• Brimbank is a leading destination for business, working, learning, recreation and living

Strategic indicators

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.

Strategic indicator/measure

Result

2020 Commentary

Number of attendees at libraries and

neighbourhood houses to access services,

programs and activities

2,101,407

In 2019/2020 there were 919,086 physical visits to Brimbank’s five

libraries and 819,026 visits to the online library, a total of 1,738,122 visits.

In 2019/2020 there were 363,295 physical visits to Brimbank’s seven

neighbourhood house sites. Council’s libraries and neighbourhood houses

provide the community with a diverse range of programs, facilities,

services and resources that support lifelong learning, promote social

connectedness and increase health and wellbeing.

Resident perception of Council’s performance

in providing art centres and libraries

75

The 2019/2020 Community Satisfaction Survey result is two points

higher than the score in 2018/2019, one point higher than the state

average, and the same score as the Metro region.

Number of community grants supported

(Lifelong Learning, Destination Brimbank)

6

A total of six grants were supported that aimed to address the priorities

connected to creating a prosperous community.

Major Initiatives

The following statement reviews the progress of Council in relation to major initiatives identified in the 2019-2020 Budget for the year.

Major Initiatives

Progress

Work to transform Council’s neighbourhood houses and community

centres into sites of belonging and learning for people from all

backgrounds and life stages through the implementation of the

Neighbourhood House Strategy (2019-2024).

The Neighbourhood House Unit delivered the first year of the new

Strategy with the implementation of programs and projects that

supported:

• Children/families and young people to connect and learn (with a

focus on those experiencing structural discrimination)

• The creation and strengthening of intergenerational connections

• The development of a skilled and diverse workforce

• Centred race equity in everything the Neighbourhood House Unit

does

Despite all programs moving online due to the pandemic the Year 1

actions for key strategy goals were all met successfully.

Increase resources to plan, co-design and deliver low cost

and no cost activities at Council run neighbourhood houses

that support the strategic themes of belonging and learning

for all.

The Neighbourhood House Unit delivered a wide range of new

programs and initiatives that support the strategic goals for belonging

and learning for all.

These include:

• Brimbank Live (a media and podcast training project for young

people during the pandemic)

• African and First Nations Women’s Yarning Circles (face to face and

online cultural exchange sessions for women)

• The House! (weekly music and creative arts project for young people)

• South Sudanese Mothers Impact Initiative (series of

intergenerational forums and events)

• FunShine (after school learning program)

• Derrimut Care and Connect (series of interagency collaborations for

children and families in Derrimut)

Our Goal –

A Liveable

Community

(continued)

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51

Major Initiatives

Progress

Continue to support the operation of iHarvest Coworking Sunshine to provide

a vibrant and affordable coworking location for start-ups, entrepreneurs,

freelancers and business:

- Operation and promotion of iHarvest

- Business Development and Networking Program

iHarvest Coworking Sunshine closed temporarily on 27 March due

to COVID-19. Up until this date it continued to provide coworking

accommodation, also hosting Council’s Business Development

Program.

Continue to undertake activities and facilitate development to

attract investment with a focus on employment areas, including

the Sunshine National Employment and Innovation Cluster.

Council continues to liaise with the Victorian Planning Authority (VPA) about

the development of a comprehensive development plan, comprehensive

development zone, and other work in relation to a potential development

contribution plan and overlay for the Sunshine Health, Wellbeing and

Education Precinct.

Work in partnership with a range of stakeholders in the planning and

development stages of the State Government’s implementation of the

Western Rail Plan (including the Melbourne Airport Rail Link and the

Sunshine Super Hub).

Council has continued to engage with multiple government and

non-government partners, including Ministers and departments of

Rail Projects Victoria (RPV) and the Department of Jobs, Precincts and

Regions (DJPR) to advance community interests in the Sunshine Super

Hub, Priority Precinct and Airport Rail Link. In addition, there has been

significant engagement with partners in the corporate and tertiary

education sector to increase and strengthen opportunities arising from

transport infrastructure investment.

Services

The following statement provides information in relation to the services funded in the 2018-2019 Budget and the persons or sections of the

community who are provided the service.

Service/Description

Net Cost

Actual Budget

Favourable/

(Unfavourable) $’000

Community Learning and Community Participation

Community Learning and Participation

delivers a diverse range of library, learning, arts and culture, and community

strengthening services and programs through Brimbank’s five libraries, seven neighbourhood houses, the St Albans

Community Centre, the Bowery Theatre and Brimbank Learning Futures.

Library services

include quality collections and computer and wireless Internet access. Libraries support customers with

research and information, and provide places for study, reading and socialising. Library programs support lifelong learning and

help foster a culture of reading and literacy. The online library and home library services ensure lifelong learning is accessible

to all age groups and abilities.

Council’s seven

Neighbourhood Houses

provide community strengthening activities and programs that meet the needs and aspirations

of the local community. They bring people together to connect, learn, create and contribute to their local community. They offer rooms

for hire, capacity building activities such as volunteering as well as deliver short courses and workshops. They coordinate the Brimbank

Neighbourhood Houses Strategic Partnership Agreement and enter into Collaborative Partnership Agreements with community groups

and organisations to deliver programs and services to the community.

The Arts and Culture Unit

operates the St Albans Community Centre and the Bowery Theatre. It supports artists and fosters

local creativity, commissions and manages public art and spaces, manages and curates Council’s visual art collection and

exhibitions, and manages the Festival and Arts Grants Program. The Arts and Culture Unit works within a community cultural

development framework to engage with vulnerable community members through arts and cultural based activities.

Learning

implements the Brimbank Lifelong Learning Strategy and the Brimbank Youth Jobs Strategy, facilitates partnerships

to increase local learning opportunities and promotes lifelong learning. Brimbank Learning Futures facilitates pathways for

young people and others into training or employment

12,526 12,415

(111)

City Strategy

City Strategy

is responsible for strategic planning, economic development and place management.

Strategic Planning prepares strategies for land use planning and development including Housing, Heritage, Activity Centres

and Industrial Precincts, and also maintains the Brimbank Planning Scheme. The Strategic Planning Unit is also responsible for

amendments to the Brimbank Planning Scheme.

Economic Development provide a range of support to businesses to promote growth and development. The Economic Development

Unit delivers Council’s Business Development and Networking Program, manages iHarvest Coworking Sunshine, and coordinates

delivery of the Brimbank Economic Development Strategy and Experience Brimbank Visitor Strategy. The Economic Development

Unit is also a key contact for business and investment inquiries, and has a key role in promoting Brimbank’s development potential.

The Sunshine Rising and Go St Albans Place Management Programs include the administration of the Sunshine and St Albans

Marketing and Business Development Special Rate Programs, Sunshine and St Albans Partnership Groups, and coordinating the

delivery of the Actions Plans associated with both centres to promote their growth and development.

2,542 2,868

326

Service Performance Indicators

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

variations.

Service indicator

2018 Result

2019 Result

2020 Result 2020 Commentary

Library collection usage

5.84

5.48

3.90

The Brimbank City Council library collection service continues to

be well used by community members accessing both printed and

digital materials at our five library branches and via the home

library service. However, due to the impact of COVID-19, libraries

were required to close which despite alternative service models

initiated throughout the pandemic (including the non-contact

home delivery service, ‘Libraries at Your Door’ and the Click and

Collect service) resulted in an expected lower rate of borrowings

in the 2019/2020 financial year. Find out more about Brimbank

libraries at https://www.brimbanklibraries.vic.gov.au

Standard of library collection

58.63% 64.38%

67.66%

Brimbank City Council's library collection continues to be reflective

of community needs and demands with over 67% of the

collection under five years of age. This improved result (when

compared to previous years) remains in the range expected by

Council. Find out more about Brimbank libraries at https://www.

brimbanklibraries.vic.gov.au

Cost of library service per

population

$35.69

$36.00

$34.36

Brimbank City Council has continued to work towards ensuring

the cost of the library service remains stable whilst responding to

increased usage in the area of both loans and visits. The 4.65%

cost reduction achieved this year remains in the range set by

Council. Find out more about Brimbank libraries at https://www.

brimbanklibraries.vic.gov.au

Active library members

12.55%

12.01%

20.27%

Brimbank City Council continues to see high demand on library

collections with a 69% increase in active borrowers in the

2019/2020 financial year. Despite the impact of COVID-19

restrictions which required libraries to close, local residents

took advantage of the non-contact Library to Your Door service

and online library collections such as BorrowBox. Council

acknowledges that changes made to the way this indicator is to

be calculated by Local Government Victoria and the introduction

of new IT systems has also attributed to the variance between

2018/19 and 2019/20. This result exceeds the expectation of

Council. Find out more about Brimbank libraries at https://www.

brimbanklibraries.vic.gov.au

Our Goal –

A Prosperous

Community

Our Goal –

A Prosperous

Community

52

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Annual Report 2019-2020

Brimbank City Council

Annual Report 2019-2020 I

53

Our Goal –

An Innovative

and Responsive

‘Community First’

Council

• Council is fair, honest and transparent

• Council advocates and works in the interests of our community

• Council manages its assets and finances sustainably and responsibly

• Council staff are high performing and community-focused

Strategic indicators

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.

Strategic indicator/measure

Result

2020 Commentary

Resident perception of Council’s overall

performance and direction

64

The 2019/2020 Community Satisfaction Survey result is one point

higher than the score in 2018/2019, six points higher than the state

average, and two points lower than the Metro region.

Resident perception of Council’s

performance in customer service

73

The 2019/2020 Community Satisfaction Survey result is one point

lower than the score in 2018/2019, three points higher than the state

average, and one point lower than the Metro region.

Resident perception of Council’s performance

in community consultation and engagement

54

The 2019/2020 Community Satisfaction Survey result is four points

lower than the score in 2018/2019, one point lower than the state

average, and four points lower than the Metro region.

Resident perception of Council’s performance

in informing the community

58

The 2019/2020 Community Satisfaction Survey result is one point

lower than the score in 2018/2019, one point lower than the state

average, and four points lower than the Metro region.

Resident perception of Council’s performance

regarding decisions made in the interest of

the community

58

The 2019/2020 Community Satisfaction Survey result is one point

lower than the score in 2018/2019, five points higher than the state

average, and one point lower than the Metro region.

Resident perception of Council’s performance

in lobbying on behalf of the community

55

The 2019/2020 Community Satisfaction Survey result is two points

lower than the score in 2018/2019, two points higher than the state

average, and two points lower than the Metro region.

Major Initiatives

The following statement reviews the progress of Council in relation to major initiatives identified in the 2019-2020 Budget for the year.

Major Initiatives

Progress

Develop the Brimbank Innovation Framework to prioritise

implementation of a range of Community First projects.

The Brimbank Innovation Framework was developed and commenced

implementation in 2010/2020. This saw the roll out of the

organisational wide TOP 10 Projects within the Innovation@Brimbank

Program.

Continue to implement a range of advocacy initiatives identified

and prioritised within the Brimbank Advocacy Plan and

Framework

Council has continued to successfully advocate to Federal and State

Government and non-government sectors, to build support for the

‘Transforming Brimbank 2020 Agenda’. Outcomes across multiple

government grants and announcements resulted in many millions

in community investment in both direct and indirect funding, across

multiple portfolios.

Implement ongoing marketing activities to the ‘We are Brimbank’ branding

that promote people, pride and places in Brimbank.

While the production of media and content was completed, the launch

of the ‘Welcome. We are Brimbank’ business campaign was purposefully

delayed due to COVID-19. Consultation has occurred with the business

taskforce to guide the appropriate time to launch, aligned to lifting of

regulations.

Implement Year One actions as directed by the Brimbank People Strategy

that aim to attract, recruit and retain highly skilled and experienced people to

work for Council.

The implementation of the People Strategy continued throughout the

2019/2020 year with the completion of a refreshed Values, Reward

& Recognition Policy, launch of bExcellent Awards, bSafe strategy and

Organisational Training Needs Analysis.

Services

The following statement provides information in relation to the services funded in the 2019-2020 Budget and the persons or sections of the

community who are provided the service.

Service/Description

Net Cost

Actual Budget

Favourable/

(Unfavourable) $’000

Governance

Governance

supports Council’s formal decision making processes and structures by:

• Coordinating the Ordinary and Special Council Meeting cycle and reporting requirements

• Overseeing and coordinating Council’s delegations;

• Overseeing and coordinating Council’s compliance with legislative governance obligations, including the requirements of the

, the

and the

;

• Providing in-house legal and privacy compliance advisory services

• Supporting the Mayor, Deputy Mayor and Councillors with administrative and procedural services, and by providing calendar and

event management services;

• Providing advice to Councillors in relation to the Councillor Code of Conduct

• Assisting Councillors with portfolio responsibilities, including by facilitating Councillor Portfolios;

• Responding to enquiries/investigations from Integrity Agencies such as the Victorian Ombudsman, the Local Government

Inspectorate and the Independent Broad-based Anti-corruption Commission

7,204 5,470

(1,734)

Media and Communications

Media and Communications leads the communication with the community on behalf of Council. This department

provides an end to end central service for Council in the planning and execution of communication supporting

Council’s programs, services and advocacy. This communication occurs through a variety of methods and channels to

reach all corners of the community.

These channels include, mainstream and local media, corporate publications and posters, advice and consultation,

website and social media, advertising, speeches and events.

By promoting Brimbank through these channels, the community is kept up to date with relevant information relating

to where they live, work and socialise.

2,822 2,524

(298)

Financial Services

Financial Services

provides a fully integrated financial service and support function across Council. It is supported by two core units

- Finance and Business Support.

Finance

is responsible for calculating and collecting annual rates and charges as well as valuing every property within the

municipality, and for coordinating the preparation of the annual financial statements, monitoring Council’s cash and investments to

maximise interest earnings, paying suppliers and ensuring compliance with legislation, and accounting standards.

Finance provides strategic and operational risk services, insurance and claims management, and coordinates business continuity

planning and reviews.

It delivers a fraud awareness program for the organisation, is responsible for protected disclosure reporting and facilitates Council’s

internal audit function and supports the Audit and Risk Management Committee.

Business Support

coordinates the Annual Budget and Long Term Financial Plan. It also provides financial analysis of Council’s

business to help support decisions, maintains and support Council’s financial systems and provides training to staff, and maintains

policies and procedures.

In addition, Business Support provides management of strategic policies, procedures and guidelines for Council’s purchases of goods

and services, providing a centralised process for all public tenders, and assistance with procurement matters across all service units

providing procurement advice, governance on procurement activities and, where required, conducts procurement activities on

behalf of Council.

6,053 6,143

90

Customer Support

Customer Support

provides professional services through a number of contact channels including over the phone, live chat,

face-to-face and written communications to best meet the needs of customers at the initial point of contact.

Customer Support also is responsible for gathering, monitoring and analysing customer feedback to better understand the

customer experience and to drive service delivery improvement programs.

Information Management

services are also provided which includes the registration, management, storage and retrieval

of all information received by Council in accordance with legislative requirements. All service processes are designed around

optimal use of digital practices and consideration of technology opportunities.

3,420 3,543

123

Our Goal –

An Innovative

and Responsive

‘Community First’

Council

(continued)

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55

Service/Description

Net Cost

Actual Budget

Favourable/

(Unfavourable) $’000

People and Performance

People and Performance

provides support services to the organisation including: payroll, human resources, learning

and development, employee relations, occupational health and safety, and return to work.

Positive performance is driven through learning and development programs while promoting positive organisational

values and behaviours, change management and human resources.

Staff health and wellbeing is managed with the implementation of occupational health and safety programs, managing

return to work effectively and ongoing education about injury prevention and management.

2,963 3,007

44

Projects and Innovation

Information Communication Technology

(ICT) provides a consistent level of support and service to all Council departments to

ensure continuity and efficiency. It offers support with existing and new specialist systems / applications and manages ICT hardware

and infrastructure including security.

The

Innovation Team

aims to improve customer experience by improving/transforming Council service offerings through the

management of end to end business improvement initiatives by optimising people, processes and technology.

6,755 7,735

980

Service Performance Indicators

The following statement provides the result of the prescribed service performance indicators and measures including explanation of material variations.

Service indicator

2018 Result

2019 Result

2020 Result 2020 Commentary

Efficiency

Average residential rate per

residential property assessment

$1,647.32 $1,658.43

1,679.09

Resident population is the main determinant of service demand

and costs. The result is within the range expected by Council.

Expenses per property

assessment

$2,487.71 $2,462.90

2,607.67

The result is within the range expected by Council.

Resignations and terminations

compared to average staff

8.7%

9.4%

12.5%

Brimbank City Council has seen an increased staff turnover in

2019/2020 when compared to previous years. The main driver

impacting this is the closure of the St Albans Leisure Centre. This

result remains in the range expected by Council.

Liquidity

Current assets compared

to current liabilities

234.55% 161.79%

182.94

The 2019/2020 result reflects an increase due to the payout of an

interest only loan that was due in 2019/2020 and refinanced in the

same year. The refinanced loan amount is now reflected in non-current

liabilities.

Unrestricted cash compared

to current liabilities

75.01% 41.46%

50.16%

The 2019/2020 result reflects an increase due to the payout of

an interest only loan that was due in 2019/2020 and refinanced

in the same year. The refinanced loan amount is now reflected in

non-current liabilities.

Obligations

Asset renewal compared

to depreciation

57.54% 66.43%

70.30%

The increase is mainly due to higher expenditure on asset

renewal in 2020 compared to 2019.

Loans and borrowings

compared to rates

42.08% 39.60%

39.50%

The 2019/2020 result reflects the payout of an interest only loan

that was due in 2019/2020 and refinanced in the same year.

Loans and borrowings

repayments compared to rates

2.98%

2.90%

21.30%

The 2019/2020 result reflects the payout of an interest only loan that

was due in 2019/2020 and refinanced in the same year.

Non-current liabilities compared

to own source revenue

40.00% 20.75%

39.05%

The 2019/2020 result reflects the payout of an interest only loan

that was due in 2019/2020 and refinanced in the same year.

Our Goal –

An Innovative

and Responsive

‘Community First’

Council

Service indicator

2018 Result

2019 Result

2020 Result 2020 Commentary

Operating Position

Adjusted underlying surplus

(or deficit)

6.15%

9.60%

2.22%

The decrease in the 2019/2020 and 2020/2021 results reflect

decreases in statutory fees, user fees and other income due to

the effects of COVID-19.

Stability

Rates compared to adjusted

underlying revenue

73.49% 72.79%

76.41%

The increase in the 2019/2020 and 2020/2021 results reflect

decreases in statutory fees, user fees and other income due to

the effects of COVID-19.

Rates compared to

property values

0.39%

0.31%

0.32%

Rating levels continue to be set based on the community’s capacity

to pay and within the State Government rate cap limits. Rates include

general rates, municipal charge and environmental charge.

Council decisions made at

meetings closed to the public

3.96%

2.93%

7.50%

Brimbank City Council made 222 of its 240 resolutions at meetings

open to the public. A very small proportion of Council's resolutions

(18 in total) were made at meetings closed to the public in

accordance with the requirements of Section 89 of the

and Section 3(1) of the

. These decisions included contractual, legal and

personnel matters, with seven confidential resolutions that were

subsequently made public.

Councillor attendance at

council meetings

93.75% 89.09%

89.55%

Brimbank City Council continues to demonstrate a high

attendance of Councillors attending council meetings and falls

within the range expected by Council.

Cost of elected representation $60,981.70 $58,922.73

$53,227.45

The cost of governance per Councillor has continued to follow

a downward trend for the last three years, with close to a 10%

reduction in the 2019/2020 financial year when compared to

2018/2019. This result is in the range expected by Council.

(continued)

04

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57

Representative Governance

Following a municipal general election held on

22 October 2016, 11 Councillors were sworn in

on 8 November 2016, to form the new Brimbank

City Council.

A vacancy in the Grasslands Ward was filled on 1

April 2020.

Governance framework

Brimbank City Council derives its power,

role, purpose and functions from the

(the 1989 Act) and the

(the Act)

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 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 October 2019, Council adopted its

schedule for Ordinary Council Meetings for

2020, comprising monthly meetings. The

meetings were generally held on the third

Tuesday of the month, at the Brimbank

Community and Civic Centre.

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 nine Special Council Meetings

in 2019-2020.

1. To consider a confidential legal matter.

2. To consider a motion in relation to a prior

confidential resolution and a pursuant

confidential legal matter.

3. To consider a confidential property matter.

Council resolved to make public the

confidential resolution.

4. To elect the Mayor and Deputy Mayor.

5. To consider a confidential personnel matter.

6. For the new Councillor-Elect for the

Grasslands Ward to take her oath or

affirmation of office and make a declaration

that she would abide by the Brimbank City

Council Councillor Code of Conduct.

7. To consider the Coronavirus (COVID-19)

Response Strategy.

8. To consider a confidential property matter

and a Notice of Motion. Council resolved to

make public the confidential resolution at a

later date.

9. To consider the Draft Governance Rules, Draft

Public Transparency Policy, Draft Councillor

Support Policy, revoking the Brimbank City

Council Governance (Meeting Procedure)

Local Law No. 1, making chapters 2, 3, and

4 of the Governance Rules a Local Law,

pursuant to the

,

draft delegation to the Chief Executive Officer

to appoint an Acting Chief Executive Officer,

and a Confidential Contractual Matter.

Council agendas

The business to be considered by Council is

set out in the council meeting agenda. The

agenda was available on Council’s website five

days prior to a council meeting. Where Council

meetings were held in the chamber, with

public attendance, electronic agendas (using

Council iPads) were available in chamber on the

night of the council meeting. Members of the

gallery were also encouraged to use their own

electronic device to connect to Council’s WiFi

and access the agenda electronically.

Council minutes

Council records the decisions made at each

council meeting. Minutes of Council meetings

were available on Council’s website for all

meetings held during the current calendar year

(and the preceding 12 month period), as required

by the Local Government (General) Regulations

2015. Where council meetings were held in

the chamber, with public attendance, Council

continued its practice of displaying live minutes

to the public gallery at council meetings.

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 sent to the questioner.

Members of the public were also able to petition

Council, in accordance with the Governance

Rules 2020.

In 2019-2020, two petitions were presented to

the Council for receipt and response. Sixty

seven questions were put to the Council and

answered at the meeting, and/or responded to

in writing.

Councillors’ allowances and expenses

Section 39 of the Act provides for payment of

annual allowances to the Mayor and Councillors.

In representing and serving the community,

the Mayor and Councillors make a significant

time commitment, often after normal business

hours, in attending meetings, functions and

responding to community members. They are

also responsible for considering diverse and

complex policies and strategies, and social and

advocacy issues in Brimbank, and determining

a significant annual budget and capital works

program.

Allowance levels are determined within the

category ranges set by the State Government.

Victorian councils are divided into three

categories, based on budget and population.

Brimbank is determined to be a Category

3 Council. Allowance levels are subject to

annual adjustments by the Minister for Local

Government.

At the Ordinary Council Meeting on 20 June

2017, Council resolved to set the Mayoral

allowance at $94,641 per annum, and

the Councillor allowance at $29,630 per

annum (plus an amount equivalent to the

superannuation guarantee contribution,

currently 9.5 per cent) for the next four financial

years, subject to any adjustments by the

Minister for Local Government.

The Minister adjusted the allowances by 2 per

cent in December 2019. At the end of 2019-

2020, the Mayoral allowance was $100,434

per annum, and the Councillor allowance was

$31,444 per annum (plus an amount equivalent

to the superannuation guarantee contribution

of 9.5 per cent).

Expenses incurred by the Councillors in

undertaking their duties for Brimbank

are reported quarterly in a Governance

Report presented at an Ordinary Council

Meeting, in accordance with their Code of

Conduct. The total expenses reported for

travel, communications and other support

expenses for 2019-2020 was $54,436.22 (or

$135,856.32 including legal fees).

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59

Councillor Code of Conduct

Councillors are entrusted to represent, and

make decisions in the best interests of, the

entire Brimbank community. A Councillor Code

of Conduct is a commitment by Councillors on

how they agree to work together, and conduct

themselves, in all aspects of their duties. The

purpose of the Code is to set out the principles,

values, standards and behaviours that will

guide Council collectively, and the Councillors

individually, in undertaking their duties and

obligations as set out in the Act, and all other

applicable legislation.

The 1989 Act sets out standards of conduct

for Councillors. Section 76C of the 1989 Act

requires a council to have a Code of Conduct

for Councillors. The 1989 Act also requires a

Councillor to make a written declaration they

will abide by the Councillor Code of Conduct,

witnessed by the Chief Executive Officer. Under

Section 41 of the Act, a Council must also adopt

a Council expenses policy. Section 42 of the Act

requires a council to make available prescribed

minimum resources for Councillors to carry out

their duties.

Brimbank City Councillors originally signed the

Councillor Code of Conduct Major Policy (Code

of Conduct) following their swearing in, at the

Special Council Meeting on 8 November 2016,

fulfilling the requirements of Sections 63, 64

and 76C of the 1989 Act.

In 2020, the Councillors’ Code of Conduct was

reviewed and a new version was adopted

by resolution of the Brimbank City Council

on 21 April 2020. This Code was developed

in accordance with Section 76C of the

. Our Councillors have

signed the Code, are committed to working

together to govern Brimbank effectively and

adhere to the principles of good governance.

Local Laws

Brimbank has three local laws: the General

Local Law 2018, which came into effect

on 1 January 2018, the Governance (Major

Policy Consultation) Local Law No. 3 which

came into effect on 18 July 2014 and the

Meeting Procedure Local Law 2020 (Ch 2, 3, 4

Governance Rules 2020) which came into effect

on 1 September 2020.

Local laws apply within the area of the City of

Brimbank and act as subordinate legislation to

state and federal laws.

General Local Law 2018

Brimbank’s General Local Law 2018 (Local Law)

was made on 21 November 2017, and became

operational on 1 January 2018. The objectives of

the Local Law are to provide for the:

• Administration of Council’s powers and

functions

• Protection, 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 reasonable

expectations of the community

• Keeping and controlling animals on land and

on Council property

• Uniform and fair administration and

enforcement of the Local Law

The Local Law is available for viewing on

Council’s website.

Meeting Procedure Local Law 2020

(Ch 2, 3, 4 Governance Rules 2020)

The Meeting Procedure Local Law 2020 was

gazetted on 17 September 2020 and became

operational on 1 September 2020.

The objectives of the Meeting

Procedure Local Law 2020 are to:

• Provide for the election of the Mayor and any

Deputy Mayor

• Provide for the appointment of any

Acting Mayor

• Provide for the procedures governing

the conduct of Council Meetings,

Delegated Committees and Community

Asset Committees.

The intended effect of the Meeting Procedure

Local Law 2020 is:

• To ensure that Council adopts meeting

procedures that are compliant with the

Governance Principles in section 9 of the

• To ensure that any breach of the provisions

in Chapters 2, 3 and 4 of the Brimbank

Governance Rules 2020, remains an

offence under the Meeting Procedure Local

Law 2020

The Governance Rules 2020 are available for

viewing on Council’s website.

Governance (Major Policy Consultation)

Local Law No. 3 2014

Brimbank’s Governance (Major Policy

Consultation) Local Law No. 3 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

• Provide for the peace, order and good

government of the municipal district

The Governance (Major Policy Consultation)

Local Law No. 3 2014 is available for viewing on

Council’s website.

The Community Services and Infrastructure

Planning (Major Policy) 2018 was made and

adopted by resolution of Council on 16 October

2018. The Councillor Code of Conduct (Major Policy)

2019 was revoked as a Major Policy by resolution

of Council on 21 April 2020.

The Councillor Support (Major Policy) 2020 was

made and adopted by resolution of Council on 21

April 2020.

No other policies were made, amended or

revoked as major policies in 2019-2020.

Attendance at Council Meetings by Councillors

1 July 2019-30 June 2020

Name

Ordinary Council Meetings Special Council Meetings

Cr Daniel Allan

10

6

Cr Janev Aziz*

3

4

Cr Victoria Borg

10

9

Cr Lucinda Congreve*

5

5

Cr Sam David JP

11

9

Cr Margaret Giudice

10

8

Cr John Hedditch

10

6

Cr Bruce Lancashire

10

9

Cr Georgina Papafotiou

10

9

Cr Duyen Anh Pham

11

9

Cr Virginia Tachos

8

6

Cr Kim Thien Truong

11

8

* Cr Lucinda Congreve resigned, effective 1 March 2020. Cr Janev Aziz filled the extraordinary

vacancy, effective 1 April 2020.

Non-attendance at Council Meetings included formal Leave of Absences and/or apologies.

Councillor Portfolio System

The Councillor Portfolio System (portfolios) was established at the Ordinary Council Meeting on 20 February 2018. Originally a one year pilot project, at

the Ordinary Council Meeting on 19 February 2019, Council established portfolios permanently. There are 10 portfolios. Councillors are appointed to a

portfolio for a two-year term. Following the Council elections in October 2020, newly-elected councillors will be appointed to portfolios for 2021-22.

The purpose of portfolios is to complement and support Council’s briefing and formal decision-making structure. A portfolio is a grouping of ‘like’

activities aligned to the strategic objectives of the Council Plan 2017-2021. The policy and terms of reference set the governance structure and

parameters of portfolios.

Portfolio Councillors are encouraged to share information with each other about reports, issues or highlights from their portfolios. A new initiative, the

Portfolio Monthly Wrap commenced in mid-2019 and is held on the first Monday of each month. This creates an additional platform for more formalised

information sharing between Councillors.

In March 2020, due to the resignation of Cr Lucinda Congreve, an extraordinary vacancy occurred within Brimbank City Council in the Grasslands

Ward. This vacancy was filled through a countback of the vacating Councillor’s votes from the October 2016 general election. The countback was held

on Monday 30 March. Cr Janev Aziz, as the newly elected Councillor for Grasslands Ward, was allocated the #HealthyBrimbank portfolio. Mayor Cr

Papafotiou, in addition to her work as acting #HealthyBrimbank portfolio Councillor, provided Cr Aziz with support in transitioning into her role as a

portfolio champion.

Portfolio meetings were disrupted in March/April due to the onset of the COVID-19 pandemic. Six portfolio meetings were cancelled to meet social

distancing requirements. Portfolio meetings recommenced on 20 April using the video conferencing platform Zoom.

During the period 1 July 2019 to 30 June 2020, 65 portfolio meetings were held and 238 presentations or updates were delivered to Brimbank City

Councillors through the portfolio program.

Portfolio

Positions

Portfolio Councillor

Areas of Responsibility

#Resilient Brimbank

2

(including Mayor) Cr Papafotiou

Cr Tachos

High-level advocacy (including Melbourne Airport Rail Link/

Sunshine Super Hub, St Albans Health and Wellbeing Hub)

#BrimbankInnovation

1

Cr Giudice

Custodianship, innovation, assets and financial sustainability

#BrimbankPeople

1

Cr Borg

Life stage planning, lifelong learning, job readiness

#BrimbankProud

1

Cr Allan

Branding, tourism, marketing, communication, community engagement

#ConnectingBrimbank

1

Cr David

Public transport, car parking, bike paths, footpaths, freight, roads, walking

#HealthyBrimbank

1

Cr Aziz

(Acting) Cr

Papafotiou

*Cr Congreve

Mental health, sport, recreation, physical activity, meeting places, disability,

ageing and inclusion

#LiveableBrimbank

1

Cr Lancashire

Urban amenity, local laws, urban design, facilities

#ProsperousBrimbank

1

Cr Hedditch

Strategic planning, economic development, investment and job attraction

#SustainableBrimbank

1

Cr Truong

Environment and waste

#VibrantBrimbank

1

Cr Pham

Arts, culture, heritage, events, Aboriginal and multicultural affairs

*In March 2020 an extraordinary vacancy occurred within Brimbank City Council in the Grasslands Ward due to the resignation of Cr Congreve. Cr Aziz

became the newly-elected Councillor for Grasslands Ward and was allocated the #HealthyBrimbank Portfolio..

Advisory Committees and External Committees

Councillors were appointed to represent Council on a range of Council-formed advisory committees and external committees formed by other organisations.

In 2019-2020, the representatives/delegates to Council committees were:

Council Advisory

Committees

Role of Committee

Councillor Representative

2018

Councillor Representative

2019

Audit and Risk

Committee

Advisory Committee to Council established in accordance

with section 139 of the

,

to provide oversight of internal and external audit and

strategic risk activities.

Cr Congreve

Cr Giudice

Cr Papafotiou (substitute)

Councillor Giudice

Councillor Hedditch

Councillor Tachos (substitute)

Brimbank Aboriginal and

Torres Strait Islander

Reconciliation Action

Plan Consultative

Committee

To provide Council with advice on Aboriginal and

Torres Strait Islander (ATSI) issues and the ongoing

implementation of the Reconciliation Action Plan.

Cr Borg (Co-Chair)

Cr Pham (Co-Chair)

Cr Borg (Co-Chair)

Cr Pham (Co-Chair)

Brimbank Arts Advisory

Committee

To bring arts sector advice to creative decisions made by

Council, thereby assisting Council in its development and

governance of creative projects in accordance with the

Cultural Strategy 2018-2022.

Cr Pham (Co-Chair)

Cr Allan (Co-Chair)

(from April 2019)

Cr Tachos

Cr Pham (Co-Chair)

Cr Allan (Co-Chair)

Cr Tachos

(continued)

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61

Council Advisory

Committees

Role of Committee

Councillor Representative

2018

Councillor Representative

2019

Brimbank Disability

Advisory Committee

To oversee and guide the implementation, monitoring

and review of the Brimbank Disability Action Plan, and

advise Council on a range of matters affecting people with

disability, their families and carers.

Cr Borg (Co-Chair) (Co-Chair

with a Disability Network

Member)

Cr Hedditch

Cr Truong (from March 2019)

Cr Borg (Co-Chair)

(Co-Chair with Disability

Network member)

Cr Hedditch

Cr Truong

Brimbank Youth Council The purpose of the Brimbank Youth Council is to establish

and maintain a formal communication channel between

Brimbank City Council and a representative group of young

people aged 12 to 25 who live, work, study or socialise in

the Brimbank municipality.

Councillor Pham (Co-chair)

Councillor Borg

Brooklyn Industrial

Precinct Strategy

Committee

To provide advice and recommendations to Council on

implementation of the Brooklyn Evolution Strategy in

Brooklyn.

Cr David

Cr David

Chief Executive Officer

Employment Matters

Committee

To provide guidance on the role of the CEO performance and

purpose of the CEO performance review.

Cr Congreve (Chair until

November 2019, member

until March 2020)

Cr Giudice

Cr Tachos

Cr David

Cr Borg

Cr Hedditch

Cr Papafotiou (Chair from

November 2019))

Cr Giudice (until March 2020)

Cr Tachos (until March 2020)

Cr Hedditch (until March 2020)

Cr Allan (from March 2020)

Cr David (from March 2020)

Cr Pham (from March 2020)

Collective Action

Committee

Supports the development of the St Albans Leisure Centre

Replacement – Health and Wellbeing Hub. The key role of

the Committee will be to establish a ‘backbone organisation’

that will support collective impact work over a 10 year

period, acting as the ‘connector’ between community

organisations, residents and Council.

Cr Borg (Co-Chair)

Cr Papafotiou (Co-Chair)

Cr Giudice

Cr Borg (Co-Chair)

Cr Papafotiou (Co-Chair)

Cr Giudice

Errington Precinct

Master Plan Community

Reference Group: Sport

and Recreation Projects

Provides a direct communication channel for gaining

valuable and meaningful input and feedback from

community members during implementation of sport and

recreation projects of the Errington Precinct Master Plan.

Cr Papafotiou (Co-Chair)

Cr Pham (Co-Chair)

Cr Tachos

Cr Papafotiou (Co-Chair)

Cr Pham (Co-Chair)

Cr Tachos

Heritage Advisory

Committee

To provide a forum for Council to work with the

local community, historical societies and Indigenous

representatives to promote the retention, protection and

enhancement of Brimbank’s heritage.

Cr Lancashire (Chair)

Cr Lancashire (Chair)

Municipal Emergency

Management Plan

Committee

To ensure all agencies are involved in emergency planning

for the municipality.

Cr Papafotiou (Chair)

Cr Giudice

Cr Papafotiou

Cr Giudice

Safety Roundtable

To bring together strategic safety partners to collaborate

and coordinate efforts to achieve greater community safety

outcomes in Brimbank.

Cr Truong (Chair)

Cr Borg

Cr Truong (Chair)

Cr Borg

Social Justice Coalition –

Strategic Implementation

Group

To bring together Council and a broad cross-section of

community agencies and groups in a collaborative, strategic

partnership to plan, lead and advocate on priority social

justice issues in Brimbank.

Cr Tachos (Chair)

Cr Borg

Cr Tachos (Chair)

Cr Borg

St Albans Town Centre

Partnership Group

To establish and maintain a successful partnership with

the public and private sectors to improve the vitality

and commercial viability of the St Albans Town Centre

through regular dialogue between Brimbank City Council,

government departments and agencies, property owners,

business operators, and community.

Cr Tachos

Cr Tachos

Sunshine Town Centre

Partnership Group

To assist in the implementation of the Sunshine Rising

program, and to assist Council to realise the vision for

Sunshine Town Centre.

Cr David

Cr David

Sydenham Park Master

Plan Steering Committee

To provide a direct communication channel for gaining

valuable and meaningful input and feedback from

community representatives and other stakeholders during

the development of the new Sydenham Park Master Plan.

Cr Lancashire (Chair)

Cr Giudice

Cr Papafotiou

Cr Tachos

Cr Lancashire (Chair)

Cr Giudice

Cr Papafotiou

Cr Tachos

External Committees

(Council Delegates)

Role of Committee

Councillor Delegate

2018

Councillor Delegate

2019

Australian Mayoral

Aviation Council

To ensure that all reasonable measures are taken by the

relevant authorities to minimise the deleterious effect of

aircraft and airport operations on local communities.

Cr Congreve

Cr Tachos

Ballarat Rail-Line Action

Committee

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.

Cr Lancashire

Cr Lancashire

Brimbank Community

Fund Committee

To provide guidance on the administration of the Brimbank

Charitable Fund.

Cr Allan

Cr Giudice (substitute)

Cr Allan

Cr Giudice (substitute)

Brooklyn Community

Representative Group

External group, independently facilitated with support from

the Environment Protection Authority, and Brimbank, Hobsons

Bay and Maribyrnong City Councils, to foster collaboration

between community, industry and government, to ensure

ongoing environmental management in the Brooklyn area.

Cr David JP (Chair)

Cr Hedditch

Cr Truong

Cr David JP (Chair)

Cr Hedditch

Cr Truong

Calder Highway

Improvement Committee

A regional local government committee whose objective is to

ensure the continued upgrading of the Calder Highway.

Cr Lancashire

Cr David (substitute)

Cr Lancashire

Cr David (substitute)

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.

Cr Tachos

Cr Congreve (alternate)

Cr Tachos

Metropolitan Local

Governments Waste

Management Forum

To assist in the implementation of the State Government’s

‘Waste and Resource Recovery Policy – Getting Full Value’ and

management and administration of waste disposal contracts.

Cr Lancashire

Cr Lancashire

Melbourne Regional

Landfill Community

Reference Group

External group convened by TPI Cleanaway. Foster community

understanding in the operation of landfill and compliance

with licence conditions through the provision of information,

monitoring data, presentations and site tours. Develop broad

understanding of Cleanaway’s current and future priorities

regarding the ongoing operation of the site.

Cr Lancashire

Cr Lancashire

Metropolitan Transport

Forum

Advocacy group for promotion of effective, efficient and

equitable transport in metropolitan Melbourne.

Cr Lancashire

Cr Lancashire

Municipal Association of

Victoria 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 at

State Council.

Cr Congreve

Cr Tachos (alternate)

Cr Papafotiou

Cr Tachos (alternate)

Western Melbourne

Tourism

Representative group of western regional councils (except

Maribyrnong), tourism industry and LeadWest. Role is to

advocate, coordinate and promote events and industry

development for tourism in the western metropolitan region.

Cr Allan (until Feb 2020)

Cr Pham (from Feb 2020)

Cr Pham

LeadWest Special

Committee (under

section 86 of the Act)

Endorsed May 2019

It is proposed the purpose of the new LeadWest Committee

will be to oversee the preparation and implementation of the

LeadWest Committee’s Strategic Plan and identified sub

projects, as adopted and agreed by member councils.

Cr Tachos (Delegate)

Cr Congreve (Proxy)

Cr Tachos (Delegate)

Cr Giudice (Proxy)

Audit and Risk Management

Committee

Brimbank City Council’s Audit and Risk

Committee (the Committee) has continued

to undertake its role in providing oversight

and independent advice to the Council

and management of Brimbank City Council

throughout the period 1 July 2019 to 30 June

2020 as covered in this report.

The Committee’s role is to report to

Council and provide appropriate advice and

recommendations on matters relevant to its

charter in order to facilitate decision making

by Council in relation to the discharge of its

responsibilities.

The Committee has been in place since February

1997 and is an Advisory Committee of the

Council, appointed under Section 139 of the

.

During the reporting period, the purpose of the

Committee was to oversee:

• Integrity of external financial reporting

including accounting policies

• Scope of work, objectivity, performance

and independence of both the external and

internal audit functions

• Provision of effective communication

between the external auditor, internal

auditor, management and the Council

• Establishment, effectiveness and

maintenance of controls and systems to

safeguard financial and physical resources

• Systems and processes designed to

ensure compliance with relevant laws and

regulations and consideration of best practice

guidelines

• Application of the risk management

framework

• Systems and processes which protect

against fraud and irregularities including

the

, P

and procedures

Overall, through its work, the Committee’s aim is

to add to the credibility of Council by promoting

ethical standards.

Under the guidance of the Committee Chair, Mr

Geoff Harry, the focus on strategic risk issues

was continued while ensuring that all key

operational risks were still considered.

In fulfilling its responsibilities, the Committee has

provided input and advice in relation to internal

audits carried out by contracted internal auditors,

NTT, for Council during the reporting period.

During the year, the Committee held a

closed in camera session with NTT whereby

NTT confirmed that they had maintained

their independence.

The Committee also reviewed procedures

and policies the Council has in place to ensure

compliance with laws and regulations in

areas such as information communication

and technology, environment, adequacy of

insurance and other best practice corporate

governance processes.

Audit and Risk Committee membership

The composition of the Committee in

accordance with its charter is three independent

members, two Council representatives and one

substitute Council representative.

The membership of the Committee during

2019-2020 is set out below:

Independent members

Mr Geoff Harry

(Chairman)

July 2019 to June 2020

Mr Ben Dunlop July 2019 to June 2020

Mr Mark Davies July 2019 to June 2020

Councillor members

Councillor

Margaret Giudice

July 2019 to June 2020

Councillor

John Hedditch

July 2019 to June 2020

Councillor

Virginia Tachos

(substitute)

July 2019 to June 2020

Table 1 – Membership, meeting dates and attendance

ARMC Member

06/09/19

No. 120

29/11/19

No.121

21/02/20

No.122

22/05/20

No.123

Geoff Harry

Attended Attended Attended Attended

Ben Dunlop

Attended Attended Attended Attended

Mark Davies

Attended Attended Attended Attended

Councillor Margaret Giudice

Attended Attended Attended Attended

Councillor John Hedditch

Attended Attended Attended Attended

Councillor Virginia Tachos (substitute)

–

Attended

–

–

Audit and Risk Committee Charter

review

Council’s Audit and Risk Committee Charter

(Charter) is reviewed annually, and was reviewed

in September 2019. The annual review resulted

in several enhancements to responsibilities

covered in risk management and internal

control environment. The title of the Committee

was also updated. The updated Charter was

endorsed by the Committee and subsequently

approved by Council at its Ordinary Council

Meeting in September 2019.

The Committee reviewed the Charter again

throughout June and July 2020 as a result of

the

requirements

coming into effect on 1 September 2020. That

further review resulted in considerable updates

and enhancements, and a new Charter was

developed. The Charter was approved by Council

at its Ordinary Council Meeting held in August

and will come into effect on 1 September 2020.

Committee duties and responsibilities

The Committee works to its Charter. An annual

work plan was developed in 2019-2020

from the Charter and is the basis by which

the Committee tracks its responsibilities and

monitors its performance throughout each

year. The work plan documents activities

to be undertaken in respect of each of the

responsibilities under the Charter.

Throughout the 2019-2020 year responsibilities

of the Committee in accordance with its Charter

have been carried out.

Internal audit

Internal audit contract

Council’s internal audit function was contracted

to NTT (previously named Oakton Services Pty

Ltd) over the reporting period. The contract was

managed by Council’s Governance department

between 1 July 2019 and 21 February 2020.

Due to an internal restructure the internal audit

function was managed by Council’s Financial

Services department from 21 February 2020.

Representatives from NTT attended each

Committee meeting and presented the results

of the audits they had undertaken, responded

to questions and both gave and received advice.

Internal audit program 2019-2020

The 2019-2022 Strategic Internal Audit

Plan was presented to the Committee in

May 2019. The plan was approved at the

following Committee meeting in September

after further review by management on the

Committee’s advice.

NTT continued the practice of presenting the

Terms of Reference for each internal audit

to the Committee for review and discussion

before their execution in order to ensure that

the focus remained aligned to the risk profile

of the organisation and the requirements of

the Committee.

Final internal audit reports were reviewed

and discussed by the Committee at each

of the scheduled meetings. The status

of internal audit recommendations was

reported to the Committee on a quarterly

basis and details of any outstanding

recommendations were provided.

The annual internal audit program for 2019-

2020 was successfully conducted.

Meetings and attendance

A total of four meetings were held during the

period under review. The meetings were held

in September, November, February and May. A

summary of meeting dates and attendances is

shown in the table below.

Representatives of the Victorian Auditor

General’s Office (external auditors) attended

the September, February and May meetings,

and representatives from NTT, Council’s internal

audit service provider, attended each quarterly

meeting of the Committee.

Senior management representatives also attend

each Committee meeting including the Chief

Executive Officer, Chief Strategist Financial and

Organisational Excellence, Manager Finance,

Manager Governance, Senior Coordinator

Governance and Legal, and Strategic Risk and

the Assurance Officer.

Mr Geoff Harry

Independent Chair

• Assurance and governance

• Accounting and local government

• Risk management

Mr Ben Dunlop

Independent member

• Government, not-for-profit, corporate

• Audit, risk and financial management

• Certified practicing accountant

• Business sports management

Mr Mark Davies

Independent member

• Local government

• Corporate and not-for-profit

• Accounting and financial management

• Audit and governance

Councillor Margaret Giudice

Council representative

• Local government

• Business administration and strategic

planning

• Audit, corporate governance and risk

management

Councillor John Hedditch

Council representative

• Local government

• Leadership and innovation

• Strategic planning and risk management

Councillor Virginia Tachos

Substitute Council representative

• Innovation and development

• Strategic planning and project management

• Process improvements

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Governance and Management Item

Date

Related Document

Community Engagement Policy

21/08/2018 The Community Engagement Policy was adopted by Council on 21 August 2018.

https://www.brimbank.vic.gov.au/plans-policies-and-strategies/policies/

community-engagement-policy

Community Engagement Guidelines

21/03/2018 Both the Community Engagement Strategy Template Toolkit and the Community

Engagement Toolkit - Guiding Document were endorsed by the Executive

Management Team on 21 March 2018.

Strategic Resource Plan

18/8/2020 The Annual Budget incorporating the Strategic Resource Plan was adopted by

Council on 18 August 2020.

https://www.brimbank.vic.gov.au/council/council-meetings/2020-council

meeting-agenda-and-minutes

Annual Budget

18/8/2020 The Annual Budget incorporating the Strategic Resource Plan was adopted by

Council on 18 August 2020.

https://www.brimbank.vic.gov.au/council/council-meetings/2020-council

meeting-agenda-and-minutes

Asset Management Plans

21/03/2014 The Integrated Asset Management Strategy 2014-2024 was endorsed by Council

on 21 March 2014.

https://www.brimbank.vic.gov.au/plans-policies-and-strategies/strategies/

integrated-asset-management-strategy-2014-2024

Rating Strategy

23/06/2020 The Annual Budget incorporating the Rating Strategy was adopted by Council on

23 June 2020.

https://www.brimbank.vic.gov.au/council/annual-budget-and-council-plan

Risk Policy

19/05/2020 The Risk Management Policy was adopted by Council on 19 May 2020.

https://www.brimbank.vic.gov.au/council/council-meetings/2018-council

meeting-agenda-and-minutes

Fraud Policy

10/12/2019 The Fraud Prevention Policy was adopted by Council on 10 December 2019.

https://www.brimbank.vic.gov.au/plans-policies-and-strategies/policies/fraud

prevention-policy

Municipal Emergency Management Plan

18/02/2020 The revised Brimbank Municipal Emergency Management Plan was adopted by

Council on 18 February 2020.

https://www.brimbank.vic.gov.au/council/council-meetings/2019-council

meeting-agenda-and-minutes

Procurement Policy

23/06/2020 The Procurement Policy was adopted by Council on 23 June 2020.

https://www.brimbank.vic.gov.au/council/council-meetings/2020-council

meeting-agenda-and-minutes

https://www.brimbank.vic.gov.au/plans-policies-and-strategies/policies/

procurement-policy

Business Continuity Plan

6/05/2020 The Main Business Continuity Plan and Business Continuity Program were

approved by the Executive Management Team on 6 May 2020.

Disaster Recovery Plan

1/07/2018 The Brimbank Disaster Recovery Plan was approved by IT Governance on 1 July 2018.

Risk Management Framework

7/06/2018 The Brimbank Risk Management Framework was approved by the Executive

Management Team on 7 June 2018.

Audit Committee

17/09/2019 The date of establishment of the Brimbank Audit and Risk Committee in

accordance with the

was 25 February 1997.

The current Audit and Risk Management Committee Charter was approved

on 17 September 2019.

Internal Audit

17/03/2018 Council’s internal audit service provider engaged by Council is NTT who

commenced 17 March 2018.

Performance Reporting

06/09/2019

21/02/2020 The Performance Reporting Indicators (LGPRF Results) were reported to the

Audit and Risk Committee on 6 September 2019 and 21 February 2020.

Council Plan Reporting

15/10/19

10/12/2019

17/03/2020

23/06/2020

Quarterly Council Plan Progress Reports were adopted by Council on 15 October

2019 (Quarter Four - as an inclusion of the Brimbank Annual Report 2018/19), 10

December 2019 (Quarter One), 17 March 2020 (Quarter Two) and 23 June 2020

(Quarter Three).

Financial Reporting

19/11/2019

18/02/2020

19/05/2020 Quarterly Financial Statements were adopted by Council on 19 November 2019

(Quarter One), 18 February 2020 (Quarter Two) and 19 May 2020 (Quarter

Three).

Internal audit reports reviewed

During the reporting period, and in accordance

with the Strategic Internal Audit Plan 2019-

2022 and the Annual Internal Audit Program

for 2019-2020, the Committee received

and considered internal audit reports on the

following matters:

Table 2 – 2019-2020 Internal audits

Audit and Risk Committee Effectiveness

Survey

Following a recommendation from the

Committee after the previous Self-Assessment

Survey undertaken in September 2019, the

2019-2020 Committee Effectiveness Self

Assessment Survey (Performance Survey) was

redesigned to align with the best practice model

of the Australian National Audit Office.

In June 2020, the Performance Survey was

undertaken and completed by members of

the Committee and for the first time, regular

attendees of Committee meetings.

The survey asks respondents to assess the

Committee’s performance in the following areas:

• Audit Committee Charter

• Skills and experience

• Understanding the Business

• Meeting administration and conduct

• Communications with the Council

• Management commitment and support

• Internal Audit

• External Audit

‘Strongly agreeing’ with the statements which

were all expressed in the positive, resulted in a

score of five and was the highest possible score.

‘Agree’ was scored four.

‘Neutral’ scored three, ‘Disagree’ scored two and

‘Strongly disagree’ scored one. ‘Not applicable’

was scored zero and was not included in the

calculation of the average.

Respondents were also asked to provide

comments on opportunities for improvement

in the Committee’s performance. Overall the

results indicated that the Committee performed

strongly throughout the year.

Reporting

A Council Representative’s Report was provided

to Council at an Ordinary Council Meeting as

soon as practicable following each 2019-2020

quarterly Committee meeting. The Council

Representative’s Reports provided a summary of

the Committee’s work, results and operations, as

well as any recommendations of the Committee

for Council’s consideration.

Annually, a report is provided to stakeholders

via Council’s Report of Operations in the

Brimbank Annual Report, describing the

Committee’s composition, discharge of

responsibilities, and any other information

required by legislation or regulation.

Audit Name

Meeting endorsed

Events Management

6 September 2019

Records Management

6 September 2019

Parks Services

29 November 2019

Parking, Local Laws and Internal Reviews

29 November 2019

OHS

21 February 2020

Accounts Payable

21 February 2020

Oversight of internal audit performance

The Committee monitored the performance of

the internal auditor through ongoing review

of internal audit reports, the quarterly internal

audit status reports and face-to-face discussion

at each quarterly meeting. In addition, the

Committee sought the views of managers

responsible for each audited business area on

work undertaken and results of the audits.

Implementation of audit recommendations

The Committee continued to encourage

management to implement internal audit

recommendations in a timely manner to ensure

that better practices and controls in all Council

services are achieved.

A summary of progress on implementation

was presented to the Committee each

quarter to provide an ongoing mechanism

for monitoring the implementation of audit

recommendations. Twelve recommendations

were open as at 30 June 2020. This reflects the

ongoing commitment of the organisation to

address audit recommendations in a timely and

responsible manner.

External audit and oversight of annual

financial reports

The Committee reviewed the accounts for year

ending 30 June 2019 and recommended to

Council that it approve ‘in principle’ the Annual

Financial Statements, Performance Statement

and Governance and Management Checklist,

which it did at the Ordinary Council Meeting in

September 2019.

For the 2019-2020 year, the Victorian Auditor

General’s Office (VAGO) appointed auditors DFK

Kidsons to conduct Council’s external audit.

The Audit Strategy to 30 June 2020 was

presented for consideration at the February

2020 Committee meeting.

VAGO’s approach focuses on key financial

reporting risks. This involves gaining an

understanding of significant financial reporting

processes and a combination of internal control

testing and substantive audit procedures to

assess the residual risk of material error.

A meeting to consider the accounts of Council

for the year ending 30 June 2020 was held on

4 September 2020. The Committee undertook

a thorough review of the Financial Statements

and recommended to Council that it approve

‘in principle’ the Annual Financial Statements,

Performance Statement and Governance and

Management Checklist.

The status of any external audit

recommendations is reported to the Committee

on a quarterly basis and details of any

outstanding recommendations provided.

Assessment of Council’s risk, control and

compliance framework

The Committee’s overall assessment is that

Council has continued to be committed to

enhancing its management of strategic and

operational risk, financial and other internal

controls, and compliance with all relevant

legislation and Council policies.

In addition to the activities directly identified in

its Charter, the Committee undertook a number

of activities and considered several other

initiatives and reports throughout the year.

These included:

• Risk Awareness Program outcomes

• Fraud Awareness Program outcomes

• Gifts, benefits and hospitality

• Operational risk updates

• Brimbank City Council’s COVID-19 Response

and Recovery Strategy

• Leisure centre redevelopment project

presentations and briefings

• Business Continuity Management Program

report

• Insurance renewal report

• Information communication and technology

security updates

• Capital Works Program updates

It is the view of the Committee that the

governance culture of Council supports a robust

risk, control and compliance framework which

continues to strengthen and adapt to changes

in business operations.

(continued)

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Governance and Management Item

Date

Related Document

Risk Reporting

17/09/2019

23/06/2020 Council received two six-monthly reports in the reporting quarter.

Ordinary Council Meeting No. 561:

https://www.brimbank.vic.gov.au/council/council-meetings/2019-council

meeting-agenda-and-minutes

Ordinary Council Meeting No. 574:

https://www.brimbank.vic.gov.au/council/council-meetings/2020-council

meeting-agenda-and-minutes

Performance Reporting

06/09/2019

21/02/2020 The Performance Reporting Indicators (LGPRF Results) were reported to the

Audit and Risk Committee on 6 September 2019 and 21 February 2020.

Annual Report

15/10/2019 The 2018/2019 Annual Report was adopted by Council on 15 October 2019.

Councillor Code of Conduct

16/04/2019 The Councillors’ Code of Conduct was adopted by Council on 16 April 2019.

https://www.brimbank.vic.gov.au/council/council-meetings/2019-council

meeting-agenda-and-minutes

Delegations

21/04/20 Council made a substantive delegation of authority to the Chief Executive Officer

on 21 April 2020, and reviewed its delegations in 2020.

Ordinary Council Meeting 571:

https://www.brimbank.vic.gov.au/council/council-meetings/2020-council

meeting-agenda-and-minutes

Council’s Delegations are available online:

https://www.brimbank.vic.gov.au/council/governance/delegations

Meeting Procedures

19/06/2015 A Meeting Procedures Local Law was adopted in 2015. Ordinary Council Meeting

386 minutes: minutes available to inspect upon request.

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

Helen Morrissey

Chief Executive Officer

Date: 15 September 2020

Cr Georgina Papafotiou

Mayor

Date: 15 September 2020

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.

Best Value

Background

Council’s vision for Brimbank is,

To achieve this

vision Council has articulated goals for Brimbank

centred on Council being an inclusive, liveable

and prosperous community and to be an

innovative and responsive Council that puts our

‘Community First’.

Being community first underpins everything

we do, including being fair and transparent,

demonstrating accountability to our community.

In 1999 the Victorian Government amended the

Act introducing the concept of Best Value. Best

Value ensures that councils review and adopt

service delivery models that take the following

six principles into account:

• 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 the

following three service examples demonstrate organisational application of the principles resulting in

improved services to the Brimbank community:

• More reserved and utilised pre-school places

for high needs children

• Reserved pre-school spaces for vulnerable

and newly arrived families and children

• Successful pre-school enrolment of over 900

high-priority children from their two-week

maternal and child health (MCH) key age/

stage visit

• Capacity to track vulnerable children who

haven’t attended an MCH key ages/stages

visit or registered for pre-school

• A user-friendly centralised pre-school

registration portal available to parents 24/7

The Brimbank Pre-school Engagement Strategy

was the recipient of the 2019 award for

Service Delivery Initiative from Victorian Local

Government Professionals Inc (LGPro).

3. Princess Street, St Albans Redevelopment

The transformation of Princess Street, St Albans

into a bold new public space is an example of

commitment to Council’s vision for Brimbank to

be vibrant, harmonious and welcoming – and a

great place to live, work and grow. Creating high

quality, attractive public spaces is one of the key

ways we’re working to achieve this vision.

Princess Street forms a crucial link for

pedestrians between St Albans Railway Station

and the revamped St Albans Community Centre

and the Bowery Theatre which opened in

February 2017. Brimbank City Council upgraded

Princess Street creating a shared user zone with

pedestrians gaining right of way over cars. The

new streetscape features a spectacular lighting

display and colourful design, inspired by the late

performance artist Leigh Bowery.

Princess Street seating features iconic coloured

paint drips made famous in some of Bowery’s

self-portraits while theatrical-style lighting

brings the theatre out into the street, along with

additional trees and garden beds. The pavement

is a checked two-tone paving which references

Bowery but helps create the illusion that the

street is narrower than it is, slowing vehicles

and improving safety. By placing the residents

as services users at the forefront of the design,

Princess Street has become an example of ways

that urban design, culture, people and nature

intersect to create a vibrant urban experience

that can be programmed for day and night events.

The $1.175 million Princess Street upgrade was

funded by Brimbank City Council ($925,000) in

partnership with the Victorian Government’s

Community Crime Prevention Program ($250,000).

The Princess Street Redevelopment was

shortlisted as a finalist in the ‘Built projects –

Local and Neighbourhood Scale’ Award Category

of the Australian Urban Design Awards. The

awards recognise contemporary urban design of

the highest quality and aim to encourage cities,

towns and communities across the country

to strive for best practice. In addition to this,

Princess Street won the 2019 Planning Institute

Award for ‘The Great Place’, in recognition of

the transformation of this street into a place for

people, culture and accessibility for all.

1. Brimbank Climate Emergency Plan

In June 2019, in response to community advocacy

and in recognition of the significant threat

posed, Council declared a climate emergency and

committed to developing a climate emergency

plan. The Plan was developed through

community consultation and seeks to empower

the community to take action. The key goal is to

achieve zero net greenhouse gas emissions for

our municipality by 2040.

Two rounds of community consultation were

undertaken. The first round involved targeted

consultation with all ‘life stages’ from primary

school age children to seniors. This valuable

contribution informed the development of the first

draft, which was reviewed by Council and released

for an extended consultation period via Council’s

Have Your Say engagement portal. This second

round of consultation shaped the final draft with

more than 30 residents and community groups

providing considered commentary.

In June 2020, Council endorsed the Brimbank

Climate Emergency Plan 2020-2025. The Plan

includes an important position statement on the

climate emergency and supporting principles,

targets and key advocacy goals, and five themes

for action with related actions. The vision is to

achieve the Brimbank Community Vision 2040.

The position statement includes five pivotal

strategic directions, including one that states

that ‘Council commits to take account of this

Plan in all decision making and to position

the climate emergency response as the

focus of organisational strategic coordination

until the emergency is declared ended.’ This

recognises that the next decade, 2020-2030,

is a transformational decade. Climate change

must be a lens for all decision making, by all

aspects of society. Our Council will lead by

example, orientated by its position statement

and principles in this Plan. A Brimbank Climate

Emergency Citizens Assembly will be established

to empower community leadership.

2. Brimbank Pre-school Engagement Strategy

Brimbank is a diverse and growing community,

home to many children and families. Most are

doing well but when compared to metropolitan

Melbourne, some children in Brimbank do less

well on a range of disadvantage and vulnerability

indicators and many enter school with significant

developmental issues.

To respond to this need Council developed a

Brimbank Pre-school Engagement Strategy to

ensure all children benefit from a pre-school

education.

The central objective of the Pre-school

Engagement Strategy is that families and

children, particularly vulnerable children, get

support to easily access pre-school. This allows

all children to benefit from the advantages

pre-school provides including social skills, better

school performance, fewer behavioural issues

and engagement in lifelong-learning.

Implementation of the Brimbank Pre-school

Engagement Strategy resulted in:

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Information available to the public

Regulation 12 of the Local Government (General)

Regulations 2015 includes items prescribed to

be made available for public inspection. These

are only prescribed documents if they are not

available on Council’s website.

The information required to be made publicly

available is:

• Details of overseas or interstate travel

undertaken in an official capacity by

Councillors/Administrators and Council

officers

• Agendas and minutes for Ordinary and

Special Council Meetings which are kept

under section 93 of the

(the 1989 Act) – available on Council’s

website

• Minutes of Special Committee Meetings

established under section 86 of the 1989 Act

• A register of delegations kept under sections

87(1) and 98(4) of the 1989 Act

• A document containing details of all leases

involving land which were entered into by

Council as the lessor

• A register maintained under section 224(1A)

of the 1989 Act of authorised officers

appointed under that section

• A list of donations and grants made by Council

in the previous 12 months

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.

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 (FOI)

applications annual report

Thirty FOI requests were received during

2019-2020.

Of those applications, 12 were released in full,

three released in part, one was withdrawn, four

were not yet finalised, three were outside the FOI

Act, six yielded no documents and there was one

instance where the FOI Act did not apply.

No FOI requests were appealed to the Office of

the Victorian Information Commissioner. The one

appeal received in 2018/2019 by the Office of the

Victorian Information Commissioner (OVIC) was

withdrawn by the applicant.

In order to assist the Commissioner to prepare

the 2019-2020 Freedom of Information Annual

Report, Council was required to take part in a

detailed online survey and report which required

the submission of a range of data, information

and responses in respect of Council’s experience

of and operations under the FOI Act for the

current year.

Application for access to

documentation

To apply for access to documentation in

Council’s possession, members of the public

could download the Freedom of Information

Application form on Council’s website, and submit

the application to the Legal and Privacy 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.

Victorian Charter of Human Rights and

Responsibilities

The

sets out

the fundamental rights, freedoms and

responsibilities of all people in Victoria. It

specifies 20 rights and responsibilities that

promote and protect the values of freedom,

respect, equality and dignity.

The Charter guides the relationships between

government and the people it serves. For

example, it prevents government agencies

(including local government) from making laws

and decisions which contravene prescribed rights

and responsibilities. More generally, the Charter

encourages a broad culture of human rights.

Each year, Council prepares an annual report

that outlines its compliance with the Victorian

Charter of Human Rights and Responsibilities.

In response to the Charter and high levels of

social and economic disadvantage, Council has

also developed the Brimbank Social Justice

Charter, which helps to build a more just and

inclusive society.

Brimbank Social Justice Charter

The Brimbank Social Justice Charter articulates

Council’s commitment to social justice and

human rights. Working in partnership with the

community, service providers, business and other

levels of government, it supports Council’s aim to

create a more just society where difference does

not lead to disadvantage.

The Social Justice Charter was updated in 2018,

after being first adopted in 2008. It builds on the

strengths and successes of the previous Social

Justice Charter, while remaining relevant and

continuing to grow and shape a culture of social

justice and human rights in Brimbank.

The Social Justice Charter commits Council to

the principles of access, equity, participation

and human rights. It also provides a mandate to

embed these principles into Council’s policies,

strategies, plans, programs and services. In

doing so, it ensures that Council’s planning and

decision making complies with its obligations

under the

.

During 2019-2020, Council undertook a range of

activities to support the implementation of the

Brimbank Social Justice Charter, including:

• Coordinating the Social Justice Coalition and

its Strategic Implementation Group, which

brings together leaders from local agencies

to plan, lead and advocate on social justice

issues

• Undertaking research and advocacy that

responds to key social justice issues, including

homelessness, affordable housing, gambling

harm and education provision

• Developing new Council policies and plans

that deliver on Council’s commitment to

social justice, including the Safe and Inclusive

Brimbank Strategy and Homelessness

Implementation Plan

• Engaging directly with local agencies to

understand and respond to the impacts

of the COVID-19 crisis, including changing

demand for services, effects on vulnerable

communities, and opportunities to work

together to support recovery

• Promoting social justice-related events,

activities and news to the Brimbank

community through the Brimbank Social

Justice Coalition

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 C

, 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 and $200,000 or more for works

without entering into a competitive process or

seeking Ministerial Exemption.

Disability Action Plan

In accordance with section 38 of the

, Council endorsed the Disability Action

Plan 2017-2020 in 2017.

Community Report Card

Annual Community Report Cards have been

developed to provide an overview of the

actions of the Disability Action Plan 2017-2020

(DAP) that have been achieved since the Plan

was endorsed in 2017. It also assists Council

to monitor the progress of the DAP, whilst

promoting the work undertaken by Council to the

broader community.

The 2019-2020 DAP Community Report Card

was endorsed by Council in July 2020. A key

objective of the report card was to showcase the

importance of participation and partnerships.

Ensuring the voices of people with disability, their

families and carers are heard has been a priority

during this reporting period.

Disability Advisory Committee

During this period, Council undertook Expressions

of Interest from the community to join the DAC.

As a consequence, nine community members and

three councillors are currently active participants

and will play a role in the review of the Disability

Action Plan 2017-2020.

Domestic Animal Management Plan

Under the

every

Council must prepare a Domestic Animal

Management Plan (DAMP) at four yearly intervals.

On 21 November 2017 Brimbank City Council

adopted the Domestic Animal Management Plan.

The plan guides Council’s programs, services and

strategies for the management of dogs and cats

in Brimbank. This plan seeks to balance the needs

of pet owners, the broader community and the

animals that share people’s lives.

The programs and activities outlined in the

plan have been developed with the aim of

encouraging people to enjoy their pets, within a

framework of responsible ownership.

Council continues to strive towards achieving

the goals outlined in its Domestic Animal

Management Plan, with significant impacts in

2019-2020 due to the COVID-19 pandemic.

Council has continued with offering subsidised

desexing for residents pets in conjunction

with stakeholder the Lost Dogs Home. Despite

restrictions, the program has delivered on

Council’s aim of reducing unwanted litters and

making these services more available to residents

with financial constraints. This program is in

addition to Council’s cat trapping program.

Council officers continue to patrol Brimbank

and attended festivals and events prior to

COVID-19 restrictions to reinforce the message

of responsible pet ownership and to offer

assistance and advice to residents.

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

provides information on how Council complies

with requirements of the PDP Act.

The policy also provides guidance on how to

access and amend personal information. The

Privacy Policy could be downloaded from Council’s

website throughout 2019-2020.

Information privacy notifications

Council received one privacy notification in 2019-

2020. The notification was raised by a staff member

after a resident was provided with the ownership

and contact details of an adjoining property.

The owner was later identified as a corporate

entity (a Trust) with the identical contact details

of the individual beneficiaries. No breach of

the PDP Act was found to have occurred in this

instance, however as a precaution the individual

beneficiaries were notified of the release.

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.

Council did not receive any privacy complaints

relating to health records in 2019-2020.

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Brimbank City Council

Annual Report 2019-2020

Brimbank City Council

Annual Report 2019-2020 I

71

Geographic names within the

municipality

At the Council Meeting on 15 August 2017,

Council adopted its Place Naming Policy 2017.

Council’s Place Naming Policy provides guidance

for naming places, including suburbs, features

and roads, in the City of Brimbank. The policy

has an emphasis on preserving Brimbank’s

identity and heritage and ensuring any naming

decisions are made in the best interests of the

whole community. The Place Naming Policy

2017 incorporated the changes under the State

Government’s Naming Rules for Places in Victoria

- Statutory Requirements for Naming Roads,

Features and Localities 2016, and set out more

clearly the consultation processes for naming

proposals.

Council did not consider any naming proposals in

2019-2020.

and

The

, and

subsequently 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/Public Interest Disclosure

Coordinator, who is responsible for the initial

assessment of an assessable disclosure.

Council reviewed and adopted its Protected

Disclosure Policy and Protected Disclosure

Procedure on 21 March 2017. Council then

reviewed and adopted its Public Interest

Disclosure Policy and Public Interest

Disclosure Procedure on 10 December 2019.

A copy of Council’s Protected Disclosure Policy

and Protected Disclosure Procedure, and

subsequently the Public Interest Disclosure Policy

and Public Interest Disclosure Procedure, have

been available from Protected Disclosure/Public

Interest Disclosure Coordinator and on Council’s

website throughout 2019-2020.

As required by Section 70 of the

and

it is reported that

during 2019-2020:

• Council had established procedures under

Part 9 of the Act to deal with any disclosures

made under the Act. These procedures were

available to Councillors, Council officers

and the public, on Council’s website or by

contacting the Protected Disclosure/Public

Interest Disclosure Coordinator.

• Council referred one assessable disclosure

to the Independent Broad-based Anti

corruption Commission (IBAC) under section

21(2) of the

for

determination as to whether it was protected

disclosure complaint.

• There were no disclosed matters

substantiated on investigation, action

taken on, or adverse findings made, on

completion of the investigation of the

aforementioned protected disclosure

complaint. In respect of the investigation,

IBAC or another investigating agency under

the Act made one recommendation that

related directly to Council.

Central Complaints Register

During 2019-2020, Council received 238 service

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 calling 9249 4000 or visiting one of

our Service Centres and asking a Customer

Service officer to assist in submitting a

complaint

• By completing an

Online Complaints Form

Business Continuity Management

Council has a main business continuity plan

and five directorate business continuity plans.

It also has an Information and Communications

Technology (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